GLOBAL SUPPLY CHAIN OCTOBER 2014 MAGAZINE

RSA - ASSET RICH LSP

MAXIMUS - SOARING HIGH Supply chain risk Battling the cons

Moving valuables?

Monitor the chain

Renault trucks ENHANCING THE BUSINESS OF LOGISTICS

Inside Qatar’s boom

46 38 32

CHINA - INVEST IN LOGISTICS

October 2014 Issue 08

FUELLING THE OIL AND GAS SUPPLY CHAIN It’s got to be resilient, coordinated and time bound

Winner – Air Cargo Industry Customer Care Award, World Cargo Awards 2014 When it comes to our business of cargo, we are committed to taking extra care of your business across the globe. By winning this prestigious award, we are delighted to know our dedication is being recognised by those who matter most, you. Thank you for your vote. etihadcargo.com

THE WORLD IS OUR BUSINESS LET US TAKE CARE OF YOURS

New Heights in

OPERATE & INTEGRATE WORLD

RECORD

5,000 TONS

HEAVIEST ITEM BY ROAD

LARGEST FLEET

1, 800 TRUCKS 2,200 TRAILERS

2 MILLION

FREIGHT

TONS PROJECTS CARGO

EXECUTED ANNUALLY

2 MILLION

SQM TERMINAL WAREHOUSING

FACILITIES

The journey that started with a single truck seems a distant memory. Since 1965 our fleet grew over 1,800 trucks and 2,200 various types of trailers such as flatbed, low bed, extendable and semi-hydraulic. In addition to other types of trailers such as conventional hydraulic, SPTs and SPMTs. Our terminal and storage capacity is over 2 million SQM with more than 6.9 million MT of exports a year.

Our formula of success is to keep everything 'in-house' starting with employing the right calibers, owning state of the art equipment and utilising the latest technology. Then, we are left with the daily task to integrate all of our resources to offer our clients a holistic logistics & SCM solution.

Heavy Lift Transportation Freight Forwarding Terminal & Warehousing

Please visit www.almajdouie.com to find out more about our integrated services. Tel: +966 13 8198111

Shelving Storage Systems Specializing in the design and installation of shelving systems, over the years we have provided solutions to many industry sectors, such as: Warehousing, General industry & Manufacturing, Automotive, Medical & Pharma, Museums and Banks & other financial institutions.

We have a solution to fit your needs so call now for a free consultation on 800-Loc8(5628)

Email now Sales@Loc8.ae for your free consultation & 2013 product catalogue

Solve your storage problems with our flexible, versatile shelving systems & we also provide CAD designs

Tool free. 800-Loc8 (5628) | Tel. +971 4 3681565

|

Email. contact@loc8.ae

|

www.Loc8uae.com

It’s a project SIGNATURE MEDIA FZ LLE P. O. Box 49784, Dubai, UAE Tel: 04 3978847/3795678 Email: info@signaturemediame.com Exclusive Sales Agent Signature Media LLC P.O. Box 49784, Dubai, UAE Publisher: Jason Verhoven jason@signaturemediame.com Director: Deepak Chandiramani Deepak@signaturemediame.com Managing Editor: Munawar Shariff munawar@signaturemediame.com Art Director: B Raveendran Production Manager: Roy Varghese Roy@signaturemediame.com

Printed by United Printing Press (UPP) – Abu Dhabi Distributed by Tawseel Distribution & Logistics – Dubai

Project logistics is a very challenging part of the supply chain industry. A successful project logistics movement is only possible when all parties concerned are doing their bits to complete the job. Project cargo is an industry that has most impact on a country’s dynamic, its progress … if the oil and gas industry of a country is running smoothly, more often than not the country’s economic status is at a favourable level.

Based on this, the issue has quite a few interesting articles starting with the cover story (Page 22) which talks about the changing nature of the oil and gas supply chain and how a day’s delay in any part of the chain means losses of millions for the stakeholders. In order to have a successful business, the supply chain has to be planned out in its minutest details from the beginning till the end, there is no room for mistakes.

We’ve also got an article tackling all the challenges that go into running a successful supply chain business.

That thing we call risk (Page 32). Again disruptions in the chain have to be identified and dealt with, there is just no concept of learning from experience. Page 48(Heavy industry’s agile supply chain) is an analysis on the agility and resilience of supply chains of heavy materials, oversized cargo, those in the industrial and construction industry or even the aviation sector. Disruptions may be in the form of natural disasters or caused by human error, the only way to overcome them is to be very well prepared and much in advance.

Hope you enjoy the issue and I will see you next month.

Munawar Shariff Managing Editor

Contributor’s opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this handbook is accurate and timely, no liability is accepted by them for errors or omissions, however caused.

Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

OCTOBER 2014 3

October 2014 Issue 08

ENHANCING THE BUSINESS OF LOGISTICS

22 06 News 10 China – Logistics crucial to commerce

Competitive trade needs seamless organisation

16 Asset rich

So is this what sets RSA apart from its competition?

22 Fuelling the oil and gas supply chain

A team effort required to make it a streamline operation

30 Maximus gains altitude

The heavy cargo carrier is all set for a future on firmer ground

32 A guide to supply chain risk

Identifying disruptions in the supply chain give a clearer picture of risks 4 OCTOBER 2014

38 A sense of security Expensive, high value cargo needs close monitoring

38

46 Renault trucks a part of

Qatar’s construction boom

The truck company needs a regional presence for all the upcoming business

48 Heavy industry’s agile

48

supply chain

A resilient supply chain needs to be prepared for anything

60 Unwind

An informal chat with Dubai Customs’ Director of Passenger Operations – Ahmad Bin Lahej

32

2020 READY

Integrated supply chain solutions that move your business forward.

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

Automotive: Vehicles, Spare Parts, Machinery | Retail: Fashion, Hanging Garments, Electronics, High Tech, Furniture Industrial | Project Cargo: Heavy Lift and Break Bulk | Humanitarian

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

Boeing, Etihad Airways Unveil Livery of Airline’s First 787-9 Dreamliner

Abu Dhabi-based airline, Etihad, one of the world’s largest 787 customers recently rolled out of its paint hangar the first 787-9 Dreamliner that will be delivered to Etihad Airways. The airplane is painted in the airline’s new ‘Facets of Abu Dhabi’ livery with colors reminiscent of the desert landscape, inspired by the culture, Islamic design and architecture motifs of the United Arab Emirates.

“The US is a strategically important

part of our network,” said James Hogan, President and CEO, Etihad Airways. “As we celebrate the rollout of our first 787, we remain focused on bringing Etihad Airways’ world-class hospitality and unparalleled product experience to provide more choice to Americans traveling with us worldwide.

We are also very proud to support vital US businesses including Boeing as one of the largest airline customers for the Dreamliner, an aircraft that will play a fundamental

role in the future of our growing international network.”

Etihad Airways, the national airline of the UAE, will take delivery of its first 787-9 later this year. Etihad Airways is one of the world’s largest customers for the 787 with a total of 71 Dreamliners on order, including 41 787-9s and 30 787-10s.

“Etihad Airways is one of the most forward-thinking airlines of the world and we’re proud to have their trust and confidence in the Dreamliner,” said Boeing Commercial Airplanes president and CEO Ray Conner. “The airline’s new livery is a unique design that reflects the UAE’s rich heritage of innovation and great hospitality.”

The 787 will be a key part of Etihad Airways’ fleet and network expansion plans. The airline has announced that the 787-9 will be introduced on six of the airline’s routes: Dusseldorf, Germany; Doha, Qatar; Washington, D.C.; Mumbai; Brisbane, Australia and Moscow.

Nearly 60 customers from around the world have ordered more than 1,000 Dreamliners, approximately 40 percent of which are 787-9s.

Agility Wins CSR Award at Asian Manufacturing Awards Agility recently won the Best Solution for Sustainability award in the Corporate Social Responsibility category of the Asian Manufacturing Awards 2014.

Agility was recognised for successfully cutting its customer’s costs and carbon footprint by reconfiguring goods into more compressed shipments that can be transported more efficiently.

“We at Agility feel encouraged and honoured to

6 OCTOBER 2014

be recognized for our efforts in developing and delivering sustainable supply chain solutions to manufacturers,” said Ramesh Ganeshan, Agility Vice President for Human Resources in Asia Pacific, who accepted the award at a ceremony in Singapore. “We understand the impact of supply chains on society and the environment. We remain committed to sustainable action in collaboration with our customers and partners.”

Dubai Customs offers streamlined services for Expo 2015 in Milan

Sultan bin Sulayem, Ahmed Mahboob, Abdullah Al Khaja and Faisal Lutfi, with the Director of Italian Customs

Zone Corporation (PCFC) and the Italian government, represented by its embassy in the United Arab Emirates. The MoU, signed by H.E. Sultan bin Sulayem and Italy’s Ambassador to the UAE Giorgio Starace, was aimed at boosting cooperation between the Italian Customs and Commercial Privileges Agency and PCFC in Dubai, under the MoU, the two sides will devise a long-term cooperation agreement to develop strategies in areas of mutual interest.

Bin Sulayem further underlined that the MoU dictated the provision of two-way customs facilitations for goods exported to both countries during the Expos. He also said that a more comprehensive cooperation agreement will be concluded for this purpose between Italy and the UAE in the near future, in coordination with concerned federal entities.

Dubai Customs and the Italian Customs Agency have explored salient joint venture opportunities and sharing of customs expertise for handling Expo shipments and the facilities to be put in place for exhibitors in Expo Milan 2015 and Expo Dubai 2020. The two sides agreed to offer mutual services, in their bid to build upon each other’s expertise and best practices.

These talks were held during a Dubai Customs’ two-day visit to Italy. H.E. Sultan Ahmed bin Sulayem, Chairman of DP World, Chairman of Ports, Customs & Free Zone Corporation, H.E. Ahmed Mahboob, Director of Dubai Customs, Abdullah Al Khaja, Executive

Sultan bin Sulayem presents DC trophy to the Director of Italian Customs

Director of Customer Management Division, and Faisal Lutfi, Director of External Affairs Department, were among the DC deputation.

Dubai Customs’ delegation participated in business meetings with Italian officials, where they explored bilateral relations in ports and customs industries as well as potentials for stronger mutual investments, in light of the distinguished relations tying up Italy and the United Arab Emirates across all areas.

The Dubai Customs’ visit to Italy was aimed at translating and actioning the memorandum of understanding and cooperation signed three months ago between Dubai Ports, Customs and Free

Qatar’s growth trajectory The value of contracts awarded in Qatar in the first nine months of 2014 is already greater than the value of deals let in the whole of 2013 as the local projects market accelerates in preparation for the 2022 FIFA World Cup. In the nine months to September some US$22.5bn worth of contracts were awarded in the state compared

with US$22.3bn worth of deals awarded in the whole of 2013. With several major contracts due to be awarded in the final quarter of the year, Qatar could record $30bn worth of annual contracts for the very first time.

Major projects awarded in the past 12 months include the estimated US$3.3bn tunneling

package on the Doha Metro’s Gold Line, the US$1bn-plus Lusail Light Railway, and various packages on the New Orbital Highway and Truck road, totaling US$4.6bn.

The increase in project activity in Qatar makes it the third largest projects market in the GCC after the UAE and Saudi Arabia. With the World Cup just eight years away, the likelihood is that the market is only going to become bigger. With major projects such

as the estimated US$2bn-$3bn mega water security reservoirs, the US$5bn Sharq Crossing, and remaining packages on the multi-billion dollar Expressway, IDRIS and Local Roads and Drainage programmes all due to be awarded over the next 24 months, contractors, consultants and suppliers alike can be confident that Qatar will remain one of the most attractive and stable projects market opportunities in the region.

OCTOBER 2014 7

New IMO bunkering regulations need global initiative With new International Maritime Organisation regulations requiring cargo ships to cut the level of sulphur oxide in fuel supplies to 0.1 per cent by 1 January 2015, Sohar Port and Freezone Executive Commercial Manager Edwin Lammers called on world leaders within the global shipping industry to join forces in their search for innovative testing methods, quality control, fuel efficiency, and risk management practices.

While Sohar currently falls outside of the Sulphur Emissions Control Areas in which the new low sulphur fuels will be required, its position at the crossroads between East and West and rapidly expanding business interests mean many of the ships that use its world-class bunkering facilities will be required to adhere to the new ruling.

And, with shipping lines around the world bracing for the additional costs associated with the switch, Lammers was keen to highlight the abundance of low-cost energy at the logistical hub.

He says, “Reducing the sulphur content in shipping fuel has obvious benefits for the environment and will no doubt bring about a substantial reduction in the

carbon footprint of the world’s cargo fleet.

However, if refining processes are not fully prepared for the shift, reducing sulphur content has the potential to increase the cost of refining processes, affect cat fines that can lead to damaged engines, and in the worst case scenario, increase the risk of flashpoints in marine gasoil that could lead to onboard explosions.”

“As global leaders, we will need to work together to ensure the industry is prepared,

and minimise the impact of these potential risks. At the same time, we will need to work hard to keep costs down – especially given the almost immediate demand for low sulphur MGO that will begin at the start of next year and the addition blending that will be required to reduce sulphur content during the refining process. At SOHAR we are fortunate to have an abundance of low-cost energy, but globally it is quite the opposite,” he said.

Having recently boosted its in port bunkering services with the addition of a 6,000mt IFO barge and 500cbm gasoil barge, SOHAR is home to some of the world’s most experienced bunkering service and liquid bulk storage facilities.

This includes Omanoil Matrix Marine Services LLC (MXO), an independent joint venture between Germany’s Matrix Marine Holding and Oman Oil and the company responsible for bringing the new barges to SOHAR; and world-leading liquid bulk terminal operators, Oiltanking Odfjell.

With an existing tank capacity of 1,366,640cbm, Oiltanking Odfjell combines the expertise of two of the world’s leading storage providers for petroleum products, chemicals, and gases. Its terminal combines multiple deep-water berths with a flexible system and high pump capacity, and the joint venture is set to manage ex-pipe fuel services provided through an exclusive 43,000cbm storage agreement with MXO.

PepsiCo opens food and beverage innovation centre PepsiCo recently announced the opening of its first innovation facility in the Middle East. The facility, will serve as a hub of new products and flavours innovations for PepsiCo’s businesses across the region.

The new facility is equipped with an advanced culinary centre and test laboratories focused on developing and tailoring PepsiCo food and beverage brands for distinct, locally relevant taste preferences throughout the region.

The new facility will allow researchers to quickly test new product ideas

8 OCTOBER 2014

and support efforts to significantly accelerate the pace of PepsiCo’s innovation across the region.

The facility is the first PepsiCo food and beverage innovation center in the region, which is designed to continue PepsiCo’s efforts to unlock new opportunities for breakthrough innovation across the company’s diverse portfolio of complementary brands and enable greater speed and efficiency throughout the entire R&D and innovation process.

The new Dubai facility will also work collaboratively with other PepsiCo R&D

locations around the world to share insights and best practices.

The opening was attended by Marwan Abdulaziz, Executive Director of the Dubai Biotechnology and Research Park (DuBiotech), who demonstrated his support and appreciation to the opening of PepsiCo’s R&D facility in Dubai. DuBiotech is the major Life Sciences cluster in the Middle East.

It is a Free Zone Business Park that provides the ultimate platform for Life Sciences companies to set up their operations and access the fast growing,

emerging markets of the region.

The Middle East is a key component of PepsiCo’s overall plan to drive growth in emerging and developing markets globally. PepsiCo nearly tripled its business in emerging and developing markets from US$8 billion in annual net revenue in 2006 to US$23 billion in 2013.

The opening of the new R&D center in Dubai is the latest in a series of steps which PepsiCo continues to take to strengthen its business across the Middle East.

Etihad’s Finance programme commences Etihad Airways has welcomed the first class of Emirati trainees to its Graduate Finance Development Programme, the latest scheme to be launched as part of the airline’s growing UAE national development efforts.

The programme, launched in partnership with Phoenix Financial Training, will aim at developing and preparing UAE nationals for a rewarding career in financial accounting in the aviation industry.

Spanning a period of two years, the programme will consist of classroom and on-the-job training leading to a professional qualification from the Association of Chartered Certified Accountants (ACCA), the global body for professional accountants.

James Rigney, Chief Financial Officer, said: “As part of our mandate to develop and empower UAE nationals to take on roles in all aspects of the airline industry, we are excited to offer world class training and a globally recognized accreditation in finance and accounting.

“As the need for seasoned finance professionals in the aviation industry arises, our new financial accounting management program will provide our top Emirati talent with the knowledge and

Back row (left-to-Right): Mariam Al Ali, Batoul Al Amiri, Ahmed Al Zadjali, Haytham Al Neaimi, Adam Al Balushi, Hamood Salim Al Toqi, Abdulla Al Aidarous, Rawdha Al Suwaidi, Shaima Hasan. Front row (left-to-Right): Mariam AbdulRahman Alhammadi, Nouf Al Hammadi, Latifa Al Mazrouie, Marwa Al Maskari

skills required to undertake various finance roles across Etihad Airways’ expanding global network.”

The Etihad Airways UAE national development programme was launched in 2007 and continues to grow with an increasing number of Emiratis working in various roles at the airline’s home base in Abu Dhabi and across its global network.

The programme now offers a wide range

Dubai Trade visits NAFFCO In line with its mission to make trade easier, faster and cost-effective for all stakeholders and traders, the team of Dubai Trade, visited the 1,000,000 sq foot global headquarters of National Fire Fighting Manufacturing FZCO (NAFFCO) in Jebel Ali Free Zone (South Area).

This visit was a part of the Dubai Trade strategy to evaluate its e-Services and obtain feedback to address the community on their trade and logistics needs.

The delegation composed of Dubai Trade officials including Eng. Mahmood Al Bastaki (CEO), Shahab Al Jassmi (Commercial Senior Manager) and Salim

Khan (Client Relations Senior Manager) accompanied by senior representatives from DP World, Dubai Customs and JAFZA received a warm welcome from Eng. Khalid Al Khatib (CEO – NAFFCO group of companies) who highlighted the importance of similar open communications.

Eng. Mahmood Al Bastaki emphasised the need of these direct interactions between various stakeholders as it is the way forward to building long-term solid relationships. He also highlighted the significant role that NAFFCO play in Trade and Logistics as the world’s largest

of training opportunities for UAE nationals, including cadet pilot, technical engineering, and contact centre schemes and a graduate management development program in a number of specialized disciplines including finance, sales, airport operations and revenue management.

Currently Etihad Airways has almost 1600 UAE nationals employed in various jobs spanning the spectrum of its operations.

manufacturer of firefighting equipment.

He further affirmed that Dubai Trade value all feedback, suggestions and resolutions which will pave the way for further improvement in the current Dubai Trade’s services and will ensure to resolve important issues of the entire trading community.

In this context, Eng. Khalid Al Khatib expressed his appreciation to Dubai Trade and all its stakeholders’ numerous initiatives serving the trade and logistics with their continuous support given by their entire team to overcome challenges.

The visit ended with a tour within the operation and manufacturing site where the fire fighting and rescue trucks and other special custom-built vehicles are assembled.

OCTOBER 2014 9

Logistics in

China crucial to commerce

10 OCTOBER 2014

COUNTRY REPORT

Competitive trade

C

hina is stepping up its efforts to develop its logistics needs seamless industry, as the government announced its goal of organisation, though building a modern national logistics service system by regional governments 2020. The State Council’s still have a long way executive meeting, chaired by Premier Li Keqiang, approved a plan recently to to go to simplify develop the logistics industry in the middle and long term. The move aims to lower the administrative operational costs of logistics enterprises and improve logistics infrastructure networks, as procedures. Zhong well as to develop large-scale companies to Nan analyses how improve the industrial chain, according to a statement released after the meeting. nurturing the industry China’s economy has grown at a fast pace, but its logistics and transportation is imperative for the sector as a whole remains in comparatively early stages of development. The fierce country’s positive competition has created a market in which economic future rivals offer similar and limited services. A total of 12 logistics issues, including services for agriculture, manufacturing, industrial material supply chain and recycling materials, will become priorities because these businesses can create more new market growth points to the industry, the statement said.

The government will accelerate the reform pace to upgrade the management style of various couriers and crack down on illegal charges and regional protectionism to create a fair market environment. It also promised to ensure land supplies and use for building logistics service facilities such as warehouses and package sorting centers, to improve the statistical system of logistics costs, and to introduce preferential The Chinese financial policies for the sector. Zhou Zhicheng, government’s move to Deputy Director of the develop its logistics industry Research Department of the China Federation aims to lower the operational of Logistics and costs of logistics enterprises Purchasing in Beijing, said making mediumand improve logistics and long-term plans infrastructure networks, as well is a useful way to optimise industrial as to develop large-scale structure, as diversified companies to improve the distribution models and the fast development of industrial chain e-commerce today have changed

OCTOBER 2014 11

COUNTRY REPORT

the operation method and network density of China’s logistics market.

“As more Chinese companies are inclined to expand and create new businesses nationwide, their demand for logistics will expand beyond coastal cities, with broader national network coverage, and consistent, upgraded and standard services will become a key differentiator in comparison with previous market condition,” Zhou said. The meeting also arranged the work details of building an economic belt along the Yangtze River to underpin China’s sustainable economic development. The statement stressed that the Yangtze River Delta is a key pole in China’s economic growth while the central and western regions along the belt boast the largest space for further economic growth. -zhongnan@chinadaily.com.cn

Logistics sector – ripe for reform Logistics is a fertile field for reform that would benefit the trading economies in the Asia-Pacific. Without it, there is no commerce, national or international.

Logistics is a process as well as a collection of related products. The process is a multi-faceted sequence of planning and management actions that enable the movement and delivery of goods and services between locations. If logistics is not supplied efficiently, competitiveness across the board takes a hit. Three leading sources of inefficiency are poor infrastructure, the abuse of monopolistic market positions and bad government policy.

Officials from several Asia-Pacific Economic Cooperation (Apec) economies gathered recently in Hong Kong, under the auspices of Australia’s Department of Foreign Affairs and Trade, to discuss the impact of policy on logistics efficiency.

The meeting was useful in shedding light on a complex sector. But it was inconclusive on how to prioritise remedial action. The complexity of the sector resides in the multiplicity of tasks underlying logistics.

Core services include cargo handling, warehousing, freight forwarding, transport procurement and customs brokerage. Air, sea, road and rail transport services provide the backbone for the entire logistics edifice.

The efficient and competitive lubrication of commerce requires seamless logistics. The

12 OCTOBER 2014

cost of logistics can be raised by a range of anti-competitive practices resulting from government action or, where private monopolies take hold, the lack of it.

Broad categories of cost-raising policies include barriers to competition, restrictions on foreign entry, and procedural obstacles.

As more Chinese companies are inclined to expand and create new businesses nationwide, their demand for logistics will expand beyond coastal cities, with broader national network coverage, and consistent, upgraded and standard services will become a key differentiator in comparison with previous market condition

COUNTRY REPORT

In an industry that needs to be well joined up to do well, governments sometimes frustrate competition by requiring separate licensing for different logistics services, thereby breaking vital links. They may award contracts preferentially or grant exclusive supply rights.

They may forbid traders from handling their

own consignments, insisting that only licensed agents can provide service. Restrictions on foreign participation in the market for logistics services include straightforward entry restrictions and constraints on operating rights after entry. Or they may involve discriminatory access to infrastructure.

Procedural obstacles to doing business can take many forms. Cumbersome, repetitive and time-consuming procedures simply add to costs.

Positive trade facilitation actions can make a big difference and are light in terms of using scarce government resources.

OCTOBER 2014 13

COUNTRY REPORT

Simplifying life for business may even save government money.

For an economy as open and trade-oriented as Hong Kong’s, it is surprising that import and export procedures have not been simplified to a “single window” for dealing with all administrative requirements. All necessary dealings with departments responsible for transport, customs, health, trade and industry, and agriculture, fisheries and conservation, for example, must be handled separately. This multiplies documentary and data entry requirements.

The World Bank has constructed a Logistics Performance Index that ranks economies on the basis of performance in relation to six benchmarks. These are customs, infrastructure, ease of arranging shipments, quality of logistics services, tracking and tracing, and timeliness. Among the Apec economies, Singapore comes in fifth in the global rankings, and Hong Kong 15th, after the United States, Canada and Japan. Australia, Taiwan, Korea, New Zealand and Malaysia score ahead of China, which is 28th. All the rest of the Apec economies score below China.

This indicator measures the efficiency of customs and border management clearance, suggesting that ready gains would accrue to domestic administrative reform. In a more sensible world, all market participants would be pressing for improvements that offered collective benefits. They would not be locked in a zero-sum game, fighting over a diminished pie. And trying to persuade governments to act would be akin to pushing against an open door.

Patrick Low is vice-president of research at the Fung Global Institute. This article appeared in the South China Morning Post print edition as Logistics, vital for commerce, is a sector ripe for reform. www.scmp.com

14 OCTOBER 2014

Improving global activity should provide a tailwind to China The fundamental drivers of the global recovery remain intact. Despite a bumpy start to 2014, global growth should gather pace as activity firms in high-income economies. Global risks have declined and financial markets have recovered from the turbulence of late January, but prospects remain sensitive to volatility and eventual tightening in financial markets as monetary policy in high-income countries continues to normalize. Improving external demand should provide a tailwind to China’s exports. At the same time, the impact of eventual tightening in global financial markets on China will be limited as it has relied mainly on its domestic savings.

Global growth is projected to accelerate gradually from 2.4 percent in 2013 to 3.5 per cent by 2016, with the bulk of the acceleration in high-income countries (notably the United States and the Euro Area) (World Bank 2014). A reduced drag on growth from fiscal consolidation, improving labour market conditions, and a steady release of pent-up demand in these countries are projected to

overcome first quarter softness and lift high-income GDP growth from 1.3 per cent in 2013 to 1.9 per cent in 2014 and to about 2.5 per cent in 2016. The US economy is projected to show growth, after 1.9 per cent in 2013, of 2.1 per cent in 2014 and 3.0 per cent in 2015 and 2016. The weak first quarter of this year will weigh on its annual growth in 2014, even as quarterly growth accelerates to close to 3 per cent, responding to less drag from fiscal consolidation, better labor market conditions, and an upturn in investment spending. In the Euro Area, reduced fiscal drag is also projected to support an acceleration in activity from -0.4 per cent last year to 1.1 per cent in 2014 (the first annual increase in three years) and firm to 1.7 per cent in 2015. The recovery will be supported by positive reform momentum (including the recent formation of a banking union), and the gradual establishment of a virtuous circle of rising confidence, asset values, employment, and private demand.

Japan is expected to slow this year (to 1.3

COUNTRY REPORT

per cent vs 1.5 per cent in 2013), partly due to the fading growth impetus from earlier monetary policy and partly due to a fiscal drag from the April sales tax hike. Growth is expected to recover to about 1.5 per cent in 2016, supported by structural reforms.

Despite firming activity in high-income economies, challenges remain. For example, the United States has made little progress in bringing fiscal policy back to a sustainable medium-term path, and although unemployment is down, longterm unemployment is at a record high, raising concerns that workers may suffer from deskilling and permanent labormarket scarring. The Euro Area is still in the early phases of recovery and a return to full employment will require continued (and possibly more) monetary support.

Persistently low Euro Area inflation is a concern, complicating the task of dealing with high public debt burdens and still high levels of private sector indebtedness in some peripheral economies. Increasingly, there is speculation that the European Central Bank will move to loosen policy even further, possibly introducing some form of quantitative easing of its own. In Japan the extremely strong acceleration of output

growth in Q1 (to 5.9 per cent annualised) reflected a one-off front-loading of demand by consumers before the April sales tax hike, and extremely strong business spending.

Fiscal drag from the April tax increase will slow growth, although the effects of this will likely be partially offset by further fiscal and monetary stimulus. The medium-term growth outlook will depend on the effective implementation of structural reforms.

Global financial conditions will tighten in the medium term. The recent resurgence in capital flows, coupled with expectations of a further easing of monetary policy in Europe have relaxed financial conditions and unwound about half the tightening that occurred during the summer of 2013.

These conditions should support developing country demand in the short-run, but are likely to tighten over the longer-term.

The United States is already bringing its quantitative easing programs to a close, and has indicated that a gradual tightening of traditional monetary policy could begin as early as mid-2015. If the Euro Area recovery firms as expected, policy there is also likely to begin normalizing, if toward the end of the projection period. In Japan monetary policy is likely to remain loose, reflecting the

need to proceed on fiscal consolidation. To what extent financial conditions will tighten is still unclear. As U.S. long rates rise, there is likely to be additional adjustment of global asset portfolios and tightening of financial conditions. China, which has relied mainly on domestic savings, is likely to be less affected by the tightening of global financial conditions.

Geopolitical risks remain elevated, with rising tensions in Ukraine since the start of the year eclipsing older risks stemming from the conflict in the Syrian Arab Republic. A further sustained escalation in tensions in Ukraine - either militarily or in the form of tit-for-tat sanctions - could have significant impacts on global economic confidence, especially if it increases uncertainty to the point that investors and consumers hold back spending. The physical disruptions of energy and grain supplies would take a further toll on the already weak economies of the Russian Federation and Ukraine, and set back a nascent recovery in the Euro Area (a major buyer of Russian energy), though heavy mutual interdependence in energy markets reduces the likelihood of such disruptions.

-Excerpt from World Bank China Economic Update 2014 www.worldbank.org

OCTOBER 2014 15

FEATURE

Asset rich

RSA Logistics provides solutions for multiple industries from their Dubai World Central headquarters. Set up in 2007, the head office focuses on the region and East Africa. Abhishek Shah, Director Operations, spoke to GSC about the project logistics aspect of his business 16 OCTOBER 2014

R

SA is an asset driven company,” says Abhishek Shah, Director Operations of RSA Logistics.

“We have our own assets in multiple industry verticals. One of the areas we cover out of these is project logistics. In the past we’ve done project cargo movements for power generation companies, we’ve handled cargo for large irrigation projects, pipes and oil and gas projects.”

FEATURE

OCTOBER 2014 17

FEATURE

Shah talks about preparations and readiness his company provided the US military a few years ago when mobilisation of military equipment was required to be done from Afghanistan and Iraq.“All the equipment had to be moved from very remote areas. And a lot of the equipment went by air. The fact that it had to go by air posed a whole set of new challenges for us when it came to accuracy, dimensions and weight of the cargo,” he says. When we speak about the size of the military logistics

18 OCTOBER 2014

industry in the region, Shah says that RSA is very UAE and East Africa focussed and hence could only talk about this operation which took place about a couple years ago.

“It’s best described as seasonal or a one off thing when it comes to handling equipment for international military mobilisation projects as all the material had to be shipped back to the country of origin which was the United States and the west. When it comes to UAE military logistics work, we are not handling any projects with them,” he says.

The same issue of accuracy comes up in power generation movement jobs.“When generators have to be moved - and the fact that they are powered by diesel - we have to be very particular in describing how much quantity of diesel is in fact going to be in it. As obviously diesel is a combustible product which cannot really go in the air.

This is just an idea of some of the challenges and preparations we have to make sure of beforehand. Everything has to be accurately documented and goes for weighing by

FEATURE

One of the projects we handled was for an oil rig in Madagascar, this was one of the largest movements we have done. This calls for a lot of coordination,” says Shah. It is rare that a project cargo contract will ever be awarded by one company. “This is mainly to avoid the complexity of all the risks involved,” continues Shah.

Saudi authorities for example if it is moving through there and then by DNATA while moving through the airport out of Dubai.

Also, while loading the item onto the aircraft, load distribution is another factor that has to be considered. These are things to be dealt with when it comes to moving by air.”

Shah continues about challenges involved in handling large objects for oil and gas projects.“One of the projects we handled was for an oil rig in Madagascar, this was

Abhishek Shah, Director of Operations, RSA Logistics

one of the largest movements we have done,” he says. The thing to remember here is that in such huge movements there are multiple stakeholders involved in a single job.“This calls for a lot of coordination,” says Shah. It is rare that a project movement contract will ever if at all be awarded to and handled by only one company.“This is mainly to avoid the complexity of all the risks involved,” continues Shah.

So there will be a company doing the charter arrangements, another doing land transportation, yet another for parts consolidation and another for communicating with the liner for transport by sea.“However there are fewer challenges when moving by sea, but mandatory is the communication with shipping lines for the charter holder, load balancing in the liner, accuracy of information on the supporting documents and most importantly the biggest challenge is the short berthing time to load all the things onto the ship when it is docked at the port.”

The conversation flows from the ships to the port and the support provided by governments in the region to LSPs when they handle and move their clients goods.

“This is why the UAE is so successful in attracting all the cargo and movements to be routed through here because of the ease of actually doing business, and understanding documentation requirements the way the authorities, for example DP World, work at the port. Everything is quite straightforward in terms of the requirements, regulations, what is allowed, what needs to be done. All of this provides an easy reference point for a prosperous solution. It makes the lives of LSPs like us easy and to be able to go out and actually sell this product becomes very convincing. It’s a very key strength in the region to have that stability and reliability to basically fall back on.

“Dubai is not only the hub for the region but an international middle point for the successful transit and transfer of all goods travelling around the world. We do a lot of traditional logistics as well such as road transportation through the GCC. We have trucks going to Oman, Saudi Arabia, Kuwait, so when it comes to custom

OCTOBER 2014 19

FEATURE

authorities there is a lot of integration that is happening between these authorities to make way for significant improvements.

But of course each country has its own rules and regulations which are sometimes misinterpreted or they change and that can cause challenges at times,” says Shah.

Best transportation mode?

“This is a bit perplexing for me,” says Shah about his question.“Project logistics is not a one size fits all industry. It is a strictly tailor made solution for each and every project

20 OCTOBER 2014

or job. Also, we provide the solution the consignee needs, we cannot ask them to go this route or that. They are a better judge of the time frame or budget or whatever it may be of the work that they need to get done.

Having said that, air is usually the fastest and most expensive mode of transportation, sea and road are comparatively less expensive. But there is no best or most suitable mode. It’s a tailor-made solution specific to each project.

Shah who went to school in the UAE says, “The project logistics industry is

always a good reflection of how much manufacturing is going on in a country and what element of development is occurring because only when those happen does the opportunity even arise for project logistics to start. I have an example, recently one of the malls transported through one of the local logistics companies the King Crocodile. He was airfreighted into the city. So as Dubai is growing and there is innovation and increase in tourism, hospitality that the government needs to have these kinds of attractions, that’s what builds up our opportunities. There’s a lot of infrastructure development, look at KIZAD, they are bringing in so many new cranes, there’s the Emirates aluminium smelter there is so much going on and set to happen so this is how the business builds when a country expands.”

600 55 55 54

customercare@dubaitrade.ae

22 OCTOBER 2014

COVER STORY

Fueling the oil and gas

supply chain The oil and gas industry is by far the one which requires intensive planning and investment and not just for drilling the oil. The supply chain of this industry involves a multitier operational policy involving many stakeholders, Justine Brown evaluates the process

N

ew possibilities and partnerships get energy companies pumped. Every vertical industry presents unique supply chain challenges, but none is as complex as oil and gas.

Transporting T ransporting product requires special equipment, strict regulatory compliance, and extensive safety procedures. It often requires multiple modes, and involves everything from supplying materials for oil rigs to moving extremely heavy equipment and hazardous materials. “Logistics in the oil and gas industry demands a great sense of urgency and

OCTOBER 2014 23

need for visibility,”says Bill Heathcock, Regional Director for Philadelphia-based third-party logistics (3PL) provider BDP International.“Oil and gas companies rely on 3PL partners to come through under difficult circumstances.”

Few industries are as financially vulnerable when complications arise. Often, oil and gas operations take place in remote regions of the world, and run 24/7/365. If materials aren’t delivered on time, the consequences are considerable.

“If an oil rig goes down as a result of not having the proper materials in place, it can

24 OCTOBER 2014

mean the loss of a million dollars daily,” adds Brian Murphy, Director of Business Development for San Francisco-based Menlo Worldwide Logistics.“Logistics reliability is paramount - oil and gas companies will invest in outsourcing to ensure there is no service interruption, rather than risk a problem.”

What’s the difference?

The oil and gas industry is generally divided into two areas: traditional operations - such as those that take place off the coast of Santa Barbara, California, in the Gulf of

Mexico, or in Canada and Alaska - and exploratory operations, which include fracking. Each type of operation requires a different logistics strategy.

“The exploration and extraction supply chain is different than the supply chain from a well site to a refinery, especially in the people and processes involved,”explains John Love, Senior Vice President and Senior Architect for Raleigh, N.C.-based logistics technology developer TMSforce.

Traditional oil and gas operations rely on fundamental logistics activities such as

COVER STORY

“An oil rig that goes down as a result of not having the proper materials in place can mean the loss of a million dollars each day,” says Brian Murphy, Director of Business Development, Menlo Worldwide Logistics

trucking and warehousing. The nature of the business, however, can make even these functions hard to manage.

“Unlike the retail environment - where a vice president of supply chain directs strategy and the organisation reacts - oil and gas companies drive their own operations,”says Murphy.“It’s a costly, inefficient approach that tends to lack transparency and visibility.”

Consequently, producers often derive significant value from logistics providers that can re-engineer traditional oil and gas supply chain processes.

Menlo recently made its first foray into the oil and gas sector, looking to leverage its experience in chemical logistics. It is collaborating with Shell Canada on a project that includes two traditional drill locations in western Alberta. Menlo works with the producer’s exploration and production teams at the drill site, coordinating truck transportation. The 3PL is also helping local carriers improve safety ratings and compliance, and audit incidents.

One drill site alone utilises more than 80 local carriers.“The exploration and

production companies have committed to using local truckers rather than large carriers or contractors,” says Murphy.“So part of our work involves helping local trucking companies meet Shell’s stringent safety requirements.”

Menlo also deployed a global oil and gas control tower in Calgary. There, it manages day-to-day operations, and provides strategic oversight to help Shell drive costs out of its supply chain. In addition, the 3PL helped centralise many of Shell’s logisticsrelated activities.

“We work closely with Shell’s logistics team,”says Murphy.“We look for opportunities to consolidate activities such as freight bill audit and payment, and claims processing, allowing Shell to benefit from a shared-services approach.”

The fact that oil and gas companies drive their own operations has been one of the most difficult challenges for 3PL partners.

“Trying to affect change in an environment where we have no power is difficult,”says Murphy.“To be successful in the oil and gas industry, 3PLs have to bring a continuous improvement mindset; immediate engineering value; and the ability to interface with the operations team.”

Fracking breaks ground The second type of oil and gas operation, hydraulic fracturing - or fracking – has changed the North American oil and gas industry significantly over the past few years.

Abundant reserves have fed projections that the United States will be producing much of

OCTOBER 2014 25

its own energy by 2020. But the emergence of domestically sourced natural gas also means significant changes to the North American energy market – especially in the way suppliers and producers move product.

Extracting fossil fuel from shale below the earth’s surface requires horizontal drilling, charging the fueling mechanism to create fractures, and inserting large amounts of sand and water to open these fractures in order to pull out the fuel. Sourcing and organising the assets necessary for extraction is complicated.

If not managed well, energy companies can incur heavy liabilities - high costs, wasted resources, and safety compliance failures.

“Fracking involves a lot more expense, and it’s also less profitable, than traditional fuel operations,”says Murphy.“Many fracking companies are asking their logistics partners to not only drive the transaction safely, but also find ways to engineer better solutions, and bring value and continuous improvement.”

26 OCTOBER 2014

Challenges arise well before drilling begins, when large and expensive pieces of equipment need to be mobilised on site.

For example, each drill head can cost tens of thousands of dollars, while the piping and fitting that goes into the well can cost millions.“The size, weight, and bulk of some of this equipment can tax logistics providers,” says Heathcock.“Some pieces

The oil and gas industry is generally divided into two areas: traditional operations and exploratory operations, which include fracking. Each type of operation requires a different logistics strategy

of equipment might equal the size of a conference room, and weigh 20 tonnes.

That size and weight creates difficulties in moving freight from Point A to Point B, especially into remote areas.”

Preparing a site for extraction can be a significant undertaking. A new drilling operation often requires new roads, holding ponds for water, or even a liquefying plant because fuel is more difficult to move in a gaseous state.“Managing the logistics around extraction operations creates new complexities,”says Love.“All the extraction equipment has to arrive to a site in a particular sequence. Tons of sand, and huge quantities of water, have to be moved.

Transport costs are high.”

Consider that one asset might involve 25 or 50 miles of activity, while many different trucks serve the wellheads. It takes hundreds of bulk tankers full of water to fill one fracking well - capacity demand that

COVER STORY

even the largest bulk carriers can’t meet at a moment’s notice. To fill the gap, oil and gas companies rely on smaller carriers.“By necessity, energy producers have entered the dispatch business – coordinating the daily movements of hundreds of individual carriers,” says Murphy.“In the area surrounding any major wellhead, hundreds of these bulk tankers can be found parked on the side of the road, all waiting for direction.”

TMSforce is involved with one fracking site that is moving 2,000 loads of sand and water daily within a 100-mile radius, says Tim Sensenig, Chairman of TMSforce.“That’s a lot of loads – and doesn’t include moving the material that has been extracted,”he explains.

To ensure the job gets done right, some energy companies are hiring fourth-party logistics (4PL) providers to manage, oversee, and improve certain aspects of upstream operations.

“A 4PL can markedly improve the economics of these large fracking sites by taking over dispatch, systematically monitoring resources, and planning ahead for changing capacity needs,”Sensenig adds.

“With this guidance, energy companies can be prepared for high-demand times without paying for underutilized assets.”

Another example of how 3PLs and 4PLs can add value is in safety compliance, which is a critical aspect of the oil and gas industry. BDP International, for example, employs its own global

compliance officer and safety trainer, who travel to all its sites to ensure consistency.

“Compliance heads the list of priorities for the oil and gas industry, especially in the last seven or eight years, as substantial penalties and fines have been imposed in areas such as the Foreign Corrupt Practices Act,”says Heathcock.“Logistics providers working in the oil and gas vertical have to take safety very seriously or they won’t last.”

Setting the standard Standardising compliance across a number of different carriers, many of whom are small and localised, is a difficult task for

energy companies to take on internally, explains Murphy.

Logistics providers, on the other hand, have the experience and expertise to drive uniform measures all the way down to the carrier community. They can establish a baseline compliance expectation, meet regularly with carriers, and develop safety programmes – specific to each wellhead - that can be monitored, managed, and improved as conditions change.

“Safety is one of the highest priorities,” agrees Sensenig. “Energy companies do not want to cut any logistics or supply chain costs that will affect compliance. Solutions providers should be focused first on safety and compliance, then on identifying ways to reduce costs.”

These expectations and standards transcend the entire supply chain. But the stakes grow even higher when oil and gas companies need to transport end product, especially given the potential for combustion.

With the Keystone Pipeline XL expansion project currently on indefinite hold (in April 2014, the Obama administration announced another delay in a process already beset by political and legal challenges), this translates to more pressure on railroads to ensure safe oil and gas transportation.“The railroads will invest substantially in new rail car containers and improving rail safety,”says Sensenig.

In the wake of several high-profile crude-by-rail accidents, US regulators are under pressure to phase out the DOT-111 tanker fleet. Canadian authorities have already begun this process. Advanced rail cars introduced in 2014 include thicker steel and jacketed shells with ceramic insulation designed to inhibit discharge of contents during a derailment.

The oil and gas supply chain presents considerable challenges and opportunities for energy producers and logistics service providers – whether it’s coordinating the transport of heavy equipment and drilling materials, managing the just-in-time requirements of drill sites, or ensuring safety compliance across the supply chain. By partnering with 3PL service providers, energy companies can streamline logistics processes, reduce costs, and add value.

Now that’s what you call cooking with gas.

-www.inboundlogistics.com

OCTOBER 2014 27

28 OCTOBER 2014

‫ﺍﻟﺻﻧﺎﻋﺔ ﺗﻧﻁﻭﻱ ﻋﻠﻰ ﺳﻳﺎﺳﺔ ﺗﺷﻐﻳﻠﻳﺔ ﻣﺗﻌﺩﺩﺓ ﺍﻟﻣﺳﺗﻭﻳﺎﺕ ﺗﺿﻡ ﻣﻌﺎ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﺟﻬﺎﺕ ﺫﺍﺕ ﺍﻟﻣﺻﺎﻟﺢ ﺍﻟﻣﺷﺗﺭﻛ‬ ‫‪COVER STORY‬‬

‫ﺃﻋﻠﻧﺕ ﺷﺭﻛﺔ ﻣﻳﻧﻠﻭ ﻣﺅﺧﺭﺍ ﻋﻥ ﺃﻭﻝ ﺩﺧﻭﻝ ﻟﻬﺎ ﺇﻟﻰ ﻗﻁﺎﻉ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‪ ،‬ﺣﻳﺙ ﺗﺑﺣﺙ ﻋﻥ ﻁﺭﻕ ﻣﻣﻛﻧﺔ ﻟﻼﺳﺗﻔﺎﺩﺓ ﻣﻥ‬ ‫ﺧﺑﺭﺍﺗﻬﺎ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻛﻳﻣﺎﻭﻳﺔ‪ ،‬ﻭﺗﺗﻌﺎﻭﻥ‬ ‫ﺣﺎﻟﻳﺎ ﻣﻊ ﺷﺭﻛﺔ ﺷﻝ ﻛﻧﺩﺍ ﻓﻲ ﻣﺷﺭﻭﻉ ﻳﺗﺿﻣﻥ ﻣﻭﻗﻌﻲ ﺣﻔﺭ‬ ‫ﺗﻘﻠﻳﺩﻳﻳﻥ ﻓﻲ ﻏﺭﺏ ﺃﻟﺑﺭﺗﺎ‪ ،‬ﻭﺗﻌﻣﻝ ﻣﻊ ﻓﺭﻕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﻓﻲ ﻣﻭﻗﻊ ﺍﻟﺣﻔﺭ‪ ،‬ﻭﺗﻧﺳﻕ ﻋﻣﻠﻳﺎﺕ ﺍﻟﺷﺣﻥ ﻭﺍﻟﻧﻘﻝ‪ ،‬ﻭﺗﺳﺎﻋﺩ‬ ‫ﺃﻳﺿﺎ ﻋﻠﻰ ﺗﺣﺳﻳﻥ ﺩﺭﺟﺎﺕ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻻﻣﺗﺛﺎﻝ ﻟﻘﻭﺍﻋﺩ ﺍﻷﻣﻥ‬ ‫ﻭﺍﻷﻣﺎﻥ‪ ،‬ﻭﺗﻘﻭﻡ ﺑﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﺩﻗﻳﻕ ﻭﺍﻟﻣﺭﺍﻗﺑﺔ‪.‬‬

‫ﺑﺷﻛﻝ ﻋﺎﻡ‪ ،‬ﺗﻧﻘﺳﻡ ﺻﻧﺎﻋﺔ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺇﻟﻰ ﻣﻧﻁﻘﺗﻳﻥ‪ :‬ﺃﻭﻻ‪:‬‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ‪ -‬ﻣﺛﻝ ﺗﻠﻙ ﺍﻟﺗﻲ ﺗﺟﺭﻱ ﻗﺑﺎﻟﺔ ﺳﻭﺍﺣﻝ ﺳﺎﻧﺗﺎ‬ ‫ﺑﺎﺭﺑﺭﺍ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﻟﻳﻔﻭﺭﻧﻳﺎ ﻓﻲ ﺧﻠﻳﺞ ﺍﻟﻣﻛﺳﻳﻙ‪ ،‬ﺃﻭ ﻓﻲ ﻛﻧﺩﺍ‬ ‫ﻭﺃﻻﺳﻛﺎ‪ .‬ﺛﺎﻧﻳﺎ‪ :‬ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻻﺳﺗﻛﺷﺎﻓﻳﺔ‪ ،‬ﻭﺍﻟﺗﻲ ﺗﺷﻣﻝ ﺿﺦ‬ ‫ﺳﻭﺍﺋﻝ ﻣﺿﻐﻭﻁﺔ ﻓﻲ ﺍﻟﺗﺭﺑﺔ ﺑﺣﺛﺎ ﻋﻥ ﺍﻟﻧﻔﻁ‪ .‬ﻛﻝ ﻧﻭﻉ ﻣﻥ ﻫﺫﻩ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﻳﺗﻁﻠﺏ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﻭﺟﺳﺗﻳﺔ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﻳﻌﻘﺏ ﺟﻭﻥ ﻻﻑ‪ ،‬ﻧﺎﺋﺏ ﺍﻟﺭﺋﻳﺱ ﺍﻷﻭﻝ ﻭﺍﻟﻣﻬﻧﺩﺱ ﺍﻷﻭﻝ ﻓﻲ‬ ‫ﺷﺭﻛﺔ ﺭﺍﻟﻎ‪ ،‬ﻋﻠﻰ ﻫﺫﺍ ﺍﻷﻣﺭ ﻗﺎﺋﻼ‪" :‬ﺇﻥ ﺳﻠﺳﻠﺔ ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ ﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻻﺳﺗﺧﺭﺍﺝ ﺗﺧﺗﻠﻑ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ‬ ‫ﻣﻭﻗﻊ ﺍﻟﺑﺋﺭ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﻣﻭﻗﻊ ﺍﻟﻣﺻﻔﺎﺓ‪ ،‬ﻭﺧﺎﺻﺔ ﻓﻲ‬ ‫ﺍﻟﻌﻧﺻﺭ ﺍﻟﺑﺷﺭﻱ ﻭﺳﻳﺭ ﺍﻟﻌﻣﻠﻳﺎﺕ‪".‬‬

‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‬ ‫ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﻭﺍﻟﻐﺎﺯﺗﻐﺫﻳﺔ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‬ ‫ﺳﻠﺳﻠﺔﺳﻠﺳﻠﺔ ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﺗﻐﺫﻳﺔ‬ ‫ﻳﺳﺗﺧﺩﻡ ﻣﻭﻗﻊ ﺣﻔﺭ ﻭﺍﺣﺩ ﺑﻣﻔﺭﺩﻩ ﺃﻛﺛﺭ ﻣﻥ ‪ 80‬ﺷﺎﺣﻧﺔ‪ ،‬ﻭﻳﻌﻠﻕ‬ ‫ﻣﻳﺭﻓﻲ ﻋﻠﻰ ﺫﻟﻙ ﺑﻘﻭﻟﻪ‪" :‬ﻟﻘﺩ ﺍﻟﺗﺯﻣﺕ ﺷﺭﻛﺎﺕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﺑﺗﻭﻅﻳﻑ ﺳﺎﺋﻘ ﻲ ﺷﺎﺣﻧﺎﺕ ﻣﺣﻠﻳﻳﻥ ﺑﺩﻻ ﻣﻥ ﺍﻻﺳﺗﻌﺎﻧﺔ ﺑﺷﺭﻛﺎﺕ‬ ‫ﻛﺑﻳﺭﺓ ﺃﻭ ﻣﻘﺎﻭﻟﻳﻥ‪ ،‬ﻟﺫﺍ ﻓﺈﻥ ﺟﺯء ﻻ ﺑﺄﺱ ﺑﻪ ﻣﻥ ﻋﻣﻠﻧﺎ ﻳﺗﺿﻣﻥ‬ ‫ﻣﺳﺎﻋﺩﺓ ﺷﺭﻛﺎﺕ ﺍﻟﻧﻘﻝ ﺍﻟﻣﺣﻠﻳﺔ ﻋﻠﻰ ﺗﻠﺑﻳﺔ ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﺻﺎﺭﻣﺔ ﺍﻟﺗﻲ ﺗﻁﺑﻘﻬﺎ ﺷﺭﻛﺔ ﺷﻝ‪".‬‬

‫ﻋﻣﻠﻳﺎﺕ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ﺗﻌﺗﻣﺩ ﻋﻠﻰ ﺍﻷﻧﺷﻁﺔ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻷﺳﺎﺳﻳﺔ ﻣﺛﻝ ﺍﻟﻧﻘﻝ ﺑﺎﻟﺷﺎﺣﻧﺎﺕ ﻭﺍﻟﺗﺧﺯﻳﻥ‪ .‬ﻣﻊ ﺫﻟﻙ‪ ،‬ﻳﻣﻛﻥ‬ ‫ﻟﻁﺑﻳﻌﺔ ﺍﻟﻌﻣﻝ ﺃﻥ ﺗﺟﻌﻝ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ﻣﻥ‬ ‫ﺍﻟﺻﻌﺏ ﺑﻣﻛﺎﻥ ﺍﻟﺗﺣﻛﻡ ﻓﻳﻬﺎ‪.‬‬

‫ﺍﻟﺗﺧﻁﻳﻁ ﺍﻟﻣﺳﺑﻕ ﺍﻟﻣﻛﺛﻑ ﻟﻬﺎ‪ ،‬ﻭﺍﻻﺳﺗﺛﻣﺎﺭ ﻓﻳﻬﺎ ﻭﻟﻳﺱ ﻓﻘﻁ ﻟﻐﺭﺽ ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ‪ .‬ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﻟﻬﺫﻩ‬ ‫ﺻﻧﺎﻋﺔ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‬ ‫ﻟﻐﺭﺽﺣﺩ ﻛﺑﻳﺭ‪ ،‬ﺗﺗﻁﻠﺏ‬ ‫ﺱ ﻓﻘﻁ ﺇﻟﻰ‬ ‫ﺍﻟﻣﺳﺑﻕﻟﻬﺫﻩ‬ ‫ﺍﻟﺗﺧﻁﻳﻁﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ‪.‬‬ ‫ﻟﻐﺭﺽ ﺍﺳﺗﺧﺭﺍﺝ‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‪.‬ﻓﻳﻬﺎ ﻭﻟﻳﺱ ﻓﻘﻁ‬ ‫ﻭﺍﻻﺳﺗﺛﻣﺎﺭ‬ ‫ﻟﻬﺎ‪،‬‬ ‫ﺍﻟﻣﻛﺛﻑ‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﻧﻔﻁ‬ ‫ﺍﻟﻣﺻﺎﻟﺢ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﺟﻬﺎﺕ‬ ‫ﻣﻥ‬ ‫ﺍﻟﻌﺩﻳﺩ‬ ‫ﻣﻌﺎ‬ ‫ﺗﺿﻡ‬ ‫ﺍﻟﻣﺳﺗﻭﻳﺎﺕ‬ ‫ﻣﺗﻌﺩﺩﺓ‬ ‫ﺗﺷﻐﻳﻠﻳﺔ‬ ‫ﺳﻳﺎﺳﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻧﻁﻭﻱ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‪.‬‬ ‫ﺛﻡ ﺍﺳﺗﻁﺭﺩ ﻣﻳﺭﻓﻲ ﺑﻘﻭﻟﻪ‪" :‬ﻧﺣﻥ ﻧﻌﻣﻝ ﺑﺷﻛﻝ ﻭﺛﻳﻕ ﻣﻊ ﻓﺭﻳﻕ‬ ‫ﺍﻟﻣﻣﻛﻧﺔ‬ ‫ﻣﻥ ﻋﻥ ﺍﻟﻔﺭﺹ‬ ‫ﺷﺭﻛﺔ ﻭﻧﺑﺣﺙ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫‪.‬‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‬ ‫ﺍﻟﻣﺻﺎﻟﺢ‬ ‫ﺫﺍﺕ‬ ‫ﺍﻟﺟﻬﺎﺕ‬ ‫ﺍﻟﻌﺩﻳﺩ‬ ‫ﻣﻌﺎ‬ ‫ﺗﺿﻡ‬ ‫ﺍﻟﻣﺳﺗﻭﻳﺎﺕ‬ ‫ﻣﺗﻌﺩﺩﺓ‬ ‫ﻳﻠﻳﺔ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻓﻲ ﺷﺭﻛﺔ ﻣﻳﻧﻠﻭ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺗﻁﻭﻳﺭ‬ ‫ﺑﺭﺍﻳﻥ‬ ‫ﺃﻣﺎ‬ ‫ﺍﻟﺷﺣﻥ‬ ‫ﻋﺎﻡ‪،‬ﺗﺩﻗﻳﻕ‬ ‫ﺑﺷﻛﻝﻣﺛﻝ‬ ‫ﻟﺗﻭﺣﻳﺩ ﺃﻧﺷﻁﺗﻧﺎ‬ ‫ﺍﻹﻣﻛﺎﻧﻳﺎﺕ ﻭﺍﻟﺷﺭﺍﻛﺎﺕ ﺍﻟﺟﺩﻳﺩﺓ ﺗﺷﺟﻊ ﺷﺭﻛﺎﺕ ﺍﻟﻁﺎﻗﺔ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻣﺩﻳﺭﺗﺷﺟﻊ‬ ‫ﻣﻳﺭﻓﻲ‪،‬ﺍﻟﺟﺩﻳﺩﺓ‬ ‫ﻭﺍﻟﺷﺭﺍﻛﺎﺕ‬ ‫ﺍﻹﻣﻛﺎﻧﻳﺎﺕ‬ ‫ﺍﻟﺩﻓﻊ‪ ،‬ﺃﻭﻻ‪:‬‬ ‫ﻭﺃﻭﺍﻣﺭﻣﻧﻁﻘﺗﻳﻥ‪:‬‬ ‫ﻭﺍﻟﻐﺎﺯ ﺇﻟﻰ‬ ‫ﻓﻭﺍﺗﻳﺭ ﺍﻟﻧﻔﻁ‬ ‫ﺗﻧﻘﺳﻡ ﺻﻧﺎﻋﺔ‬ ‫ﺃﻋﻠﻧﺕ ﺷﺭﻛﺔ ﻣﻳﻧﻠﻭ ﻣﺅﺧﺭﺍ ﻋﻥ ﺃﻭﻝ ﺩﺧﻭﻝ ﻟﻬﺎ ﺇﻟﻰ ﻗﻁﺎﻉ‬

‫ﺑﺎﻻﺳﺗﻔﺎﺩﺓ‬ ‫ﺍﻟﺗﻲ ﺷﻝ‬ ‫ﻟﺷﺭﻛﺔ‬ ‫ﻳﺳﻣﺢ‬ ‫ﺍﻟﻣﻁﺎﻟﺑﺎﺕ‪،‬ﺍﻟﻣﻣﺎ‬ ‫ﻓﻳﻣﺎﻣﻥﻳﺧﺹ ﺳﻠﺳﻠﺔ‬ ‫ﻣﻣﻛﻧﺔﻧﻭﻋﻬﺎ‬ ‫ﻁﺭﻕ ﻣﻥ‬ ‫ﺍﻟﻔﺭﻳﺩﺓ‬ ‫ﻟﻛﻝ‬ ‫ﺳﻭﺍﺣﻝﻣﻥﺳﺎﻧﺗﺎ‬ ‫ﺗﺟﺭﻱ ﻗﺑﺎﻟﺔ‬ ‫ﻣﺛﻝ ﺗﻠﻙ‬ ‫ﺗﻘﻠﻳﺩﻳﺔ ‪-‬‬ ‫ﻭﻣﻌﺎﻟﺟﺔ ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﻟﻼﺳﺗﻔﺎﺩﺓ‬ ‫ﺗﺣﺩﻳﺎﺗﻬﺎ ﻋﻥ‬ ‫ﺻﻧﺎﻋﺔﺣﻳﺙ ﺗﺑﺣﺙ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‪،‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻣﺷﺗﺭﻛﺔ‪".‬‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪ ،‬ﻭﻟﻛﻥ ﻻ ﺷﻲء ﻳﺿﺎﻫﻲ ﺗﻌﻘﻳﺩ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﺻﻧﺎﻋﺔ‬ ‫ﺑﺎﺭﺑﺭﺍ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﻟﻳﻔﻭﺭﻧﻳﺎ ﻓﻲ ﺧﻠﻳﺞ ﺍﻟﻣﻛﺳﻳﻙ‪ ،‬ﺃﻭ ﻓﻲ ﻛﻧﺩﺍ‬ ‫ﺧﺑﺭﺍﺗﻬﺎ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻛﻳﻣﺎﻭﻳﺔ‪ ،‬ﻭﺗﺗﻌﺎﻭﻥ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‪ .‬ﻧﻘﻝ ﺍﻟﻣﻧﺗﺞ ﻳﺗﻁﻠﺏ ﻣﻌﺩﺍﺕ ﺧﺎﺻﺔ ﻭﺍﻣﺗﺛﺎﻝ‬ ‫ﺍﻟﻧﻁﺎﻕ‪ .‬ﻏﺎﻟﺑﺎ ﻣﺎ ﻭﺃﻻﺳﻛﺎ‪ .‬ﺛﺎﻧﻳﺎ‪ :‬ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻻﺳﺗﻛﺷﺎﻓﻳﺔ‪ ،‬ﻭﺍﻟﺗﻲ ﺗﺷﻣﻝ ﺿﺦ‬ ‫ﻣﻭﻗﻌﻲ ﺣﻔﺭ‬ ‫ﻳﺗﺿﻣﻥ‬ ‫ﻣﺷﺭﻭﻉ‬ ‫ﺻﺎﺭﻡﺷﻝ ﻛﻧﺩﺍ ﻓﻲ‬ ‫ﺗﻧﻅﻳﻣﻲﺷﺭﻛﺔ‬ ‫ﺣﺎﻟﻳﺎ ﻣﻊ‬ ‫ﻭﺍﺳﻌﺔ‬ ‫ﺳﻼﻣﺔ‬ ‫ﻭﺇﺟﺭﺍءﺍﺕ‬ ‫ﺳﻭﺍﺋﻝ ﻣﺿﻐﻭﻁﺔ ﻓﻲ ﺍﻟﺗﺭﺑﺔ ﺑﺣﺛﺎ ﻋﻥ ﺍﻟﻧﻔﻁ‪ .‬ﻛﻝ ﻧﻭﻉ ﻣﻥ ﻫﺫﻩ‬ ‫ﻣﻥﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﺍﻟﺗﻧﻘﻳﺏ‬ ‫ﺃﻧﻣﺎﻁﻣﻊ ﻓﺭﻕ‬ ‫ﺍﺳﺗﺧﺩﺍﻡﻭﺗﻌﻣﻝ‬ ‫ﻏﺭﺏ ﺃﻟﺑﺭﺗﺎ‪،‬‬ ‫ﺗﻘﻠﻳﺩﻳﻳﻥ‬ ‫ﺗﻭﺭﻳﺩ ﺍﻟﻣﻭﺍﺩ‬ ‫ﻣﺗﻌﺩﺩﺓ‪،‬‬ ‫ﻠﺏ ﻓﻲﺍﻷﻣﺭ‬ ‫ﻳﺗﻁ‬ ‫ﻭﺍﻟﻣﻭﺍﺩ ﺍﻟﺧﻁﺭﺓ‬ ‫ﺍﻟﻣﻌﺩﺍﺕ‬ ‫ﻭﺗﻧﺳﻕ ﻧﻘﻝ‬ ‫ﺍﻟﻧﻔﻁ ﺇﻟﻰ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﻳﺗﻁﻠﺏ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﻭﺟﺳﺗﻳﺔ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﺍﻟﺛﻘﻳﻠﺔ ﻭﺗﺳﺎﻋﺩ‬ ‫ﺍﻟﺷﺣﻥ ﻭﺍﻟﻧﻘﻝ‪،‬‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﻟﻣﻧﺻﺎﺕﺍﻟﺣﻔﺭ‪،‬‬ ‫ﻓﻲ ﻣﻭﻗﻊ‬ ‫ﻟﻠﻐﺎﻳﺔ‪.‬ﻋﻠﻰ ﺗﺣﺳﻳﻥ ﺩﺭﺟﺎﺕ ﺍﻟﺳﻼﻣﺔ ﻭﺍﻻﻣﺗﺛﺎﻝ ﻟﻘﻭﺍﻋﺩ ﺍﻷﻣﻥ‬ ‫ﺃﻳﺿﺎ‬

‫ﺗﻐﺫﻳﺔ‬

‫ﺧﻼﻓﺎ ﻟﺑﻳﺋﺔ ﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﻧﻘﻁﺔﻓﻳﻣﺎﻗﺎﺋﻼ‪:‬‬ ‫ﺍﻟﻔﺭﻳﺩﺓﻫﺫﻩ‬ ‫ﺗﺣﺩﻳﺎﺗﻬﺎ ﻋﻠﻰ‬ ‫ﺍﻟﺩﻭﻟﻳﺔ‪ ،‬ﻓﻌﻠﻕ‬ ‫ﻳﺧﺹ" ﺳﻠﺳﻠﺔ‬ ‫ﻣﻥ ﻧﻭﻋﻬﺎ‬ ‫ﻟﻛﻝ ﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ ‪ -‬ﺣﻳﺙ ﻳﻘﻭﻡ ﻧﺎﺋﺏ ﺭﺋﻳﺱ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﺑﺗﻭﺟﻳﻪ‬ ‫ﻭﺍﻟﻐﺎﺯ ﺍﻟﺗﺧﻁﻳ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻛﺑﻳﺭ‪،‬‬ ‫ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﺻﻧﺎﻋﺔ‬ ‫ﻳﺿﺎﻫﻲ ﺗﻌﻘﻳﺩ‬ ‫ﺣﺩﻻ ﺷﻲء‬ ‫ﺇﻟﻰﻭﻟﻛﻥ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪،‬‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﺗﺗﻔﺎﻋﻝ ﻣﻌﻬﺎ ﺷﺭﻛﺗﻪ‪ ،‬ﻓﺈﻧﻧﺎ ﻧﺟﺩ ﺷﺭﻛﺎﺕ ﺍﻟﻧﻔﻁ‬ ‫ﻭﺍﻣﺗﺛﺎﻝ‬ ‫ﺧﺎﺻﺔ‬ ‫ﻣﻌﺩﺍﺕ‬ ‫ﻳﺗﻁﻠﺏ‬ ‫ﺍﻟﻣﻧﺗﺞ‬ ‫ﻧﻘﻝ‬ ‫‪.‬‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﻣﺗﻌﺩﺩﺓ ﺍﻟﻣﺳﺗﻭﻳ‬ ‫ﺗﺷﻐﻳﻠﻳﺔ‬ ‫ﺳﻳﺎﺳﺔ‬ ‫ﺗﻧﻁﻭﻱ‬ ‫ﺗﻧﻔﻳﺫ ﺃﻋﻣﺎﻝ‬ ‫ﺇﻧﻬﺎ ﻁﺭﻳﻘﺔ‬ ‫ﻋﻠﻰﺑﻧﻔﺳﻬﺎ‪.‬‬ ‫ﺍﻟﺧﺎﺻﺔ‬ ‫ﺍﻟﺻﻧﺎﻋﺔ ﻋﻣﻠﻳﺎﺗﻬﺎ‬ ‫ﺍﻟﻧﻔﻁﻭﺍﻟﻐﺎﺯ ﺗﺩﻳﺭ‬ ‫ﺍﻟﻧﻁﺎﻕ‪ .‬ﻏﺎﻟﺑﺎ‬ ‫ﻛﻔﺅﺓ‪ ،‬ﻭﺍﺳﻌﺔ‬ ‫ﻭﺇﺟﺭﺍءﺍﺕ ﺳﻼﻣﺔ‬ ‫ﻣﻛﻠﻔﺔﺻﺎﺭﻡ‬ ‫ﺗﻧﻅﻳﻣﻲ‬ ‫ﺍﻟﺷﻔﺎﻓﻳﺔﻣﺎ ﻭﺍﻟﻭﺿﻭﺡ‪".‬‬ ‫ﺗﻔﺗﻘﺭ ﺇﻟﻰ‬ ‫ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻏﻳﺭ‬ ‫ﺃﻋﻠﻧﺕ‬ ‫ﺩﺧﻭﻝ ﻟﻬﺎ ﺇﻟﻰ ﻗﻁﺎﻉ‬ ‫ﺃﻧﻣﺎﻁﻣﺅﺧﺭﺍ‬ ‫ﺍﺳﺗﺧﺩﺍﻡﻣﻳﻧﻠﻭ‬ ‫ﺍﻷﻣﺭﺷﺭﻛﺔ‬ ‫ﻠﻧﺕ‬ ‫ﻳﺗﻁﺃﻋ‬ ‫ﺃﻭﻝ ﺍﻟﻣﻭﺍﺩ‬ ‫ﻋﻥﺗﻭﺭﻳﺩ‬ ‫ﻣﺗﻌﺩﺩﺓ‪ ،‬ﻣﻥ‬ ‫ﻠﺏ‬ ‫ﻣﻣﻛﻧﺔ ﻟﻼﺳﺗﻔﺎﺩﺓ ﻣﻥ‬ ‫ﻁﺭﻕ‬ ‫ﻋﻥ‬ ‫ﺗﺑﺣﺙ‬ ‫ﺣﻳﺙ‬ ‫ﻭﺍﻟﻐﺎﺯ‪،‬‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﻟﻣﻧﺻﺎﺕ ﺍﻟﻧﻔﻁ ﺇﻟﻰ ﻧﻘﻝ ﺍﻟﻣﻌﺩﺍﺕ ﺍﻟﺛﻘﻳﻠﺔ ﻭﺍﻟﻣﻭﺍﺩ ﺍﻟﺧﻁﺭﺓ‬ ‫ﺧﺑﺭﺍﺗﻬﺎ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻛﻳﻣﺎﻭﻳﺔ‪ ،‬ﻭﺗﺗﻌﺎﻭﻥ‬ ‫ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﺣﺎﻟﻳﺎ ﻣﻊ ﺷﺭﻛﺔ ﺷﻝ ﻛﻧﺩﺍ ﻓﻲ ﻣﺷﺭﻭﻉ ﻳﺗﺿﻣﻥ ﻣﻭﻗﻌﻲ ﺣﻔﺭ‬ ‫ﺗﻘﻠﻳﺩﻳﻳﻥ ﻓﻲ ﻏﺭﺏ ﺃﻟﺑﺭﺗﺎ‪ ،‬ﻭﺗﻌﻣﻝ ﻣﻊ ﻓﺭﻕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﻫﻳﺛﻛﻭﻙ‪،‬‬ ‫ﻭﺍﻟﻧﻘﻝ‪ ،‬ﻭﺗﺳﺎﻋﺩ‬ ‫ﻟﻠﺧﺩﻣﺎﺕ ﺍﻟﺷﺣﻥ‬ ‫ﺍﻹﻗﻠﻳﻣﻲﻋﻣﻠﻳﺎﺕ‬ ‫ﺍﻟﻣﺩﻳﺭﻭﺗﻧﺳﻕ‬ ‫ﺍﻟﺣﻔﺭ‪،‬‬ ‫ﻭﻓﻘﺎﻓﻲﻟﺑﻳﻝﻣﻭﻗﻊ‬ ‫ﻭﺍﻻﻣﺗﺛﺎﻝ ﻟﻘﻭﺍﻋﺩ ﺍﻷﻣﻥ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺩﺭﺟﺎﺕ‬ ‫ﻭﺍﻟﺫﻱ ﻗﺎﻝ‪:‬‬ ‫ﻓﻳﻼﺩﻟﻔﻳﺎ‪،‬‬ ‫ﺗﺣﺳﻳﻥﻭﻣﻘﺭﻫﺎ‬ ‫ﻋﻠﻰﺍﻟﺩﻭﻟﻳﺔ‬ ‫ﺃﻳﺿﺎ‪(3PL‬‬ ‫ﺷﺭﻛﺔ )‬ ‫ﻭﺍﻟﻣﺭﺍﻗﺑﺔ‪.‬‬ ‫ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﻭﺍﻷﻣﺎﻥ‪،‬‬ ‫ﺳﺭﻋﺔ‬ ‫ﻭﺍﻟﻐﺎﺯ ﺗﺗﻁﻠﺏ‬ ‫ﺑﻌﻣﻠﻳﺎﺕﺍﻟﻧﻔﻁ‬ ‫ﻭﺗﻘﻭﻡﻓﻲ ﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫"ﺍﻟﺧﺩﻣﺎﺕ‬

‫ﺍﻹﻣﻛﺎﻧﻳﺎﺕ ﻭﺍﻟﺷﺭﺍﻛ‬ ‫ﺑﺷﻛﻝ ﻋﺎﻡ‪ ،‬ﺗﻧﻘﺳﻡ ﺻﻧﺎﻋﺔ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺇﻟﻰ ﻣﻧﻁﻘﺗﻳﻥ‪ :‬ﺃﻭﻻ‪:‬‬ ‫ﻰ ﻗﻁﺎﻉ‬ ‫ﻟﻛﻝ ﺻﻧﺎﻋﺔ ﺗﺣﺩﻳﺎﺗﻬ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ‪ -‬ﻣﺛﻝ ﺗﻠﻙ ﺍﻟﺗﻲ ﺗﺟﺭﻱ ﻗﺑﺎﻟﺔ ﺳﻭﺍﺣﻝ ﺳﺎﻧﺗﺎ‬ ‫ﺗﻔﺎﺩﺓ ﻣﻥ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪ ،‬ﻭﻟﻛﻥ ﻻ ﺷ‬ ‫ﺑﺎﺭﺑﺭﺍ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﻟﻳﻔﻭﺭﻧﻳﺎ ﻓﻲ ﺧﻠﻳﺞ ﺍﻟﻣﻛﺳﻳﻙ‪ ،‬ﺃﻭ ﻓﻲ ﻛﻧﺩﺍ‬ ‫‪ ،‬ﻭﺗﺗﻌﺎﻭﻥ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‪ .‬ﻧﻘﻝ ﺍﻟ‬ ‫ﻭﺍﻟﺗﻲ ﺗﺷﻣﻝ ﺿﺦ‬ ‫ﻭﻗﻌﻲ ﺣﻔﺭﻭﺍﻷﻣﺎﻥ‪ ،‬ﻭﺗﻘﻭﻡ ﺑﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﺩﻗﻳﻕ ﻭﺍﻟﻣﺭﺍﻗﺑﺔ‪ .‬ﻭﺃﻻﺳﻛﺎ‪ .‬ﺛﺎﻧﻳﺎ‪ :‬ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻻﺳﺗﻛﺷﺎﻓﻳﺔ‪،‬‬ ‫ﻳﻌﻘﺏ ﺟﻭﻥ ﻻﻑ‪ ،‬ﻧﺎﺋﺏ ﺍﻟﺭﺋﻳﺱ ﺍﻷﻭﻝ ﻭﺍﻟﻣﻬﻧﺩﺱ ﺍﻷﻭﻝ ﻓﻲ‬ ‫ﻭﻓﻘﺎ ﻟﺑﻳﻝ ﻫﻳﺛﻛﻭﻙ‪ ،‬ﺍﻟﻣﺩﻳﺭ ﺍﻹﻗﻠﻳﻣﻲ ﻟﻠﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﺗﻧﻅﻳﻣﻲ ﺻﺎﺭﻡ ﻭﺇﺟ‬ ‫ﺍﻟﻧﻔﻁ‪ .‬ﻛﻝ ﻧﻭﻉ ﻣﻥ ﻫﺫﻩ‬ ‫ﺑﺣﺛﺎ"ﺇﻥﻋﻥ‬ ‫ﺍﻟﺗﺭﺑﺔ‬ ‫ﻣﺿﻐﻭﻁﺔﺷﺭﻛﺔﻓﻲ‬ ‫ﺳﻭﺍﺋﻝ‬ ‫ﺳﻠﺳﻠﺔ ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﺍﻷﻣﺭ ﻗﺎﺋﻼ‪:‬‬ ‫ﺭﺍﻟﻎ‪ ،‬ﻋﻠﻰ ﻫﺫﺍ‬ ‫ﻭﺍﻟﺫﻱ ﻗﺎﻝ‪:‬‬ ‫ﺏ ﻭﺍﻹﻧﺗﺎﺝﺷﺭﻛﺔ )‪ (3PL‬ﺍﻟﺩﻭﻟﻳﺔ ﻭﻣﻘﺭﻫﺎ ﻓﻳﻼﺩﻟﻔﻳﺎ‪،‬‬ ‫ﺏ ﺳﺭﻋﺔ ﺍﻟﺗﻭﺭﻳﺩ ﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻻﺳﺗﺧﺭﺍﺝ ﺗﺧﺗﻠﻑ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ‬ ‫ﻭﻳﻌﻠﻕ‬ ‫ﺷﺎﺣﻧﺔ‪،‬‬ ‫ﻣﻥ ‪80‬‬ ‫ﺑﻣﻔﺭﺩﻩ ﺃﻛﺛﺭ‬ ‫ﻣﻭﻗﻊ ﺣﻔﺭ ﻭﺍﺣﺩ‬ ‫"ﻳﺳﺗﺧﺩﻡ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺗﺗﻁﻠ‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺍﺳﺗﺧﺩ‬ ‫ﻳﺗﻁﻠﺏ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﻭﺟﺳﺗﻳﺔ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﻭﺗﺳﺎﻋﺩ‬ ‫ﺍﻟﺗﻧﻘﻳﺏﻭﻟﺫﺍ‬ ‫ﻭﺍﺿﺣﺔ‪،‬‬ ‫ﺍﻟﺗﻧﻔﻳﺫ‬ ‫ﻛﺑﻳﺭﺓ ﻓﻲ‬ ‫ﺗﻌﺗﻣﺩ ﺷﺭﻛﺎﺕ ﻣﻭﻗﻊ ﺍﻟﺑﺋﺭ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﻣﻭﻗﻊ ﺍﻟﻣﺻﻔﺎﺓ‪ ،‬ﻭﺧﺎﺻﺔ ﻓﻲ‬ ‫ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﻟﺭﺅﻳﺔﺷﺭﻛﺎﺕ‬ ‫ﻭﺗﺣﺗﺎﺝﺍﻟﺗﺯﻣﺕ‬ ‫ﺑﻘﻭﻟﻪ‪" :‬ﻟﻘﺩ‬ ‫ﻋﻠﻰ ﺫﻟﻙ‬ ‫ﻣﻳﺭﻓﻲ‬ ‫ﺍﻻﺳﺗﻌﺎﻧﺔ ﻧﻘﺩﻣﻬﺎ‬ ‫ﺷﺭﻛﺗﻧﺎ ﻭﺍﻟﺗﻲ‬ ‫ﺷﺎﺣﻧﺎﺕﺧﺩﻣﺎﺕ‬ ‫ﻭﺍﻟﻐﺎﺯ ﻋﻠﻰ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﻟﻣﻧﺻﺎﺕ ﺍﻟﻧﻔﻁ ﺇﻟﻰ‬ ‫ﻭﺍﻋﺩ ﺍﻷﻣﻥ‬ ‫ﺑﺷﺭﻛﺎﺕﻟﻬﻡ ﻓﻲ ﻅﻝ ﺍﻟﻌﻧﺻﺭ ﺍﻟﺑﺷﺭﻱ ﻭﺳﻳﺭ ﺍﻟﻌﻣﻠﻳﺎﺕ‪".‬‬ ‫ﻣﺣﻠﻳﻳﻥ ﺑﺩﻻ ﻣﻥ‬ ‫ﺑﺗﻭﻅﻳﻑ ﺳﺎﺋﻘﻲ‬ ‫ﻅﺭﻭﻑ ﺻﻌﺑﺔ ﻟﻠﻐﺎﻳﺔ‪".‬‬ ‫ﺍﻟﺗﻧﻔﻳﺫ ﻭﺗﺣﺗﺎﺝ ﻟﺭﺅﻳﺔ ﻭﺍﺿﺣﺔ‪ ،‬ﻭﻟﺫﺍ ﺗﻌﺗﻣﺩ ﺷﺭﻛﺎﺕ‬ ‫ﻛﺑﻳﺭﺓ ﻓﻲ‬ ‫ﻛﺑﻳﺭﺓ ﺃﻭ ﻣﻘﺎﻭﻟﻳﻥ‪ ،‬ﻟﺫﺍ ﻓﺈﻥ ﺟﺯء ﻻ ﺑﺄﺱ ﺑﻪ ﻣﻥ ﻋﻣﻠﻧﺎ ﻳﺗﺿﻣﻥ‬ ‫ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﺷﺎﺣﻧﺔ‪ ،‬ﻭﻳﻌﻠﻕ‬ ‫ﻓﻲ ﻣﻭﻗﻊ ﺣﻔﺭ ﻭﺍﺣﺩ ﺑﻣﻔﺭﺩﻩ ﺃﻛﺛﺭ ﻣﻥ ‪80‬‬ ‫ﻳﻌﻘﺏ ﺟﻭﻥ ﻻﻑ‪ ،‬ﻧﺎﺋﺏ ﺍﻟﺭﺋﻳﺱ ﺍﻷﻭﻝ ﻭﺍﻟﻣﻬﻧﺩﺱ ﺍﻷﻭﻝﻳﺳﺗﺧﺩﻡ‬ ‫ﻅﻝ‬ ‫ﻓﻲ‬ ‫ﻟﻬﻡ‬ ‫ﻧﻘﺩﻣﻬﺎ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺷﺭﻛﺗﻧﺎ‬ ‫ﺧﺩﻣﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻷﻧﺷﻁﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﺗﻣﺩ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺍﻟﺳﻼﻣﺔ‬ ‫ﺍﻟﻣﺣﻠﻳﺔ ﻋﻠﻰ‬ ‫ﻣﺳﺎﻋﺩﺓ ﺷﺭﻛﺎﺕ‬ ‫ﻏﻳﺭﻫﺎ‪ ،‬ﻭﻓﻲ‬ ‫ﻣﺗﻁﻠﺑﺎﺕ ﻣﻥ‬ ‫ﺗﻠﺑﻳﺔﻟﻠﻣﺷﺎﻛﻝ‬ ‫ﻋﺭﺿﺔ‬ ‫ﺍﻟﻧﻘﻝ ﺃﻛﺛﺭ‬ ‫ﺍﻟﺻﻧﺎﻋﺎﺕ‬ ‫ﺑﻌﺽ‬ ‫ﻣﻳﺭﻓﻲ ﻋﻠﻰ ﺫﻟﻙ ﺑﻘﻭﻟﻪ‪" :‬ﻟﻘﺩ ﺍﻟﺗﺯﻣﺕ ﺷﺭﻛﺎﺕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﺇﻥ‬ ‫"‬ ‫‪:‬‬ ‫ﻗﺎﺋﻼ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻫﺫﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺭﺍﻟﻎ‪،‬‬ ‫ﺷﺭﻛﺔ‬ ‫ﻅﺭﻭﻑ‬ ‫ﻋﻣﻠﻳﺎﺕ ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﻓﻲ ﺍﻷﺳﺎﺳﻳﺔ ﻣﺛﻝ ﺍﻟﻧﻘﻝ ﺑﺎﻟﺷﺎﺣﻧﺎﺕ ﻭﺍﻟﺗﺧﺯﻳﻥ‪ .‬ﻣﻊ ﺫﻟﻙ‪ ،‬ﻳﻣﻛﻥ‬ ‫ﺗﻛﻭﻥﺷﻝ‪".‬‬ ‫ﺍﻷﺣﻳﺎﻥ‪،‬ﺷﺭﻛﺔ‬ ‫ﺍﻟﺻﺎﺭﻣﺔﻣﻥﺍﻟﺗﻲ ﺗﻁﺑﻘﻬﺎ‬ ‫ﻛﺛﻳﺭ‬ ‫ﻟﻠﻐﺎﻳﺔﻲ‪ ".‬ﺷﺎﺣﻧﺎﺕ ﻣﺣﻠﻳﻳﻥ ﺑﺩﻻ ﻣﻥ ﺍﻻﺳﺗﻌﺎﻧﺔ ﺑﺷﺭﻛﺎﺕ‬ ‫ﺻﻌﺑﺔ ﺳﺎﺋﻘ‬ ‫ﺑﺗﻭﻅﻳﻑ‬ ‫ﺍﻟﺗﻭﺭﻳﺩﺫﻟﻙ ﺍﻟﻌﻣﻝ‬ ‫ﻣﻧﺎﻁﻕ ﻧﺎﺋﻳﺔ ﺟﺩﺍ ﻣﻥ ﺍﻟﻌﺎﻟﻡ‪ ،‬ﻭﻳﺗﻌﻳﻥ ﻋﻠﻳﻬﺎ ﺭﻏﻡ‬ ‫ﻓﻲﻣﻘﺎﻭﻟﻳﻥ‪ ،‬ﻟﺫﺍ ﻓﺈﻥ ﺟﺯء ﻻ ﺑﺄﺱ ﺑﻪ ﻣﻥ‬ ‫ﻛﺑﻳﺭﺓ ﺃﻭ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ﻣﻥ‬ ‫ﺍﻟﺗﻧﻘﻳﺏ ﺗﺟﻌﻝ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﻭﻅﺎﺋﻑ‬ ‫ﻟﻌﻣﻠﻳﺎﺕﻟﻁﺑﻳﻌﺔ ﺍﻟﻌﻣﻝ ﺃﻥ‬ ‫ﻳﺗﺿﻣﻥﻫﻳﺛﻛﻭﻙ‪،‬‬ ‫ﻭﻓﻘﺎﻋﻣﻠﻧﺎﻟﺑﻳﻝ‬ ‫ﺗﺧﺗﻠﻑ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ‬ ‫ﻭﺍﻻﺳﺗﺧﺭﺍﺝ‬ ‫ﺎﺣﻧﺔ‪ ،‬ﻭﻳﻌﻠﻕ‬ ‫ﻁﻭﺍﺭﺉ‬ ‫ﺇﺟﺎﺯﺍﺕ ﺃﻭ‬ ‫ﺩﺍﺋﻡ ﻻ‬ ‫ﺛﻡﺑﺷﻛﻝ‬ ‫ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﺳﻼﻣﺔ‬ ‫ﺷﺭﻛﺎﺕ ﺍﻟﻧﻘﻝ‬ ‫ﻣﺳﺎﻋﺩﺓ‬ ‫ﺗﻠﺑﻳﺔﻭﻓﻲ‬ ‫ﺍﻟﻣﺣﻠﻳﺔ ﻣﻥﻋﻠﻰﻏﻳﺭﻫﺎ‪،‬‬ ‫ﻋﺭﺿﺔ ﻟﻠﻣﺷﺎﻛﻝ‬ ‫ﺍﻟﺻﻧﺎﻋﺎﺕ ﺃﻛﺛﺭ‬ ‫ﺑﻌﺽ‬ ‫ﻓﺭﻳﻕ ﻭﻋﻠﻰ ﻣﺭ ﻛﻝ ﺍﻟﺻﻌﺏ ﺑﻣﻛﺎﻥ ﺍﻟﺗﺣﻛﻡ ﻓﻳﻬﺎ‪.‬‬ ‫ﻭﺛﻳﻕ ﻣﻊ‬ ‫ﻳﺗﻭﻗﻑ "ﻻﻧﺣﻥﻓﻲﻧﻌﻣﻝ ﺑﺷﻛﻝ‬ ‫ﻣﻳﺭﻓﻲ ﺑﻘﻭﻟﻪ‪:‬‬ ‫ﺍﺳﺗﻁﺭﺩ‬ ‫ﺷﺭﻛﺔ )‪ (3PL‬ﺍﻟﺩﻭ‬ ‫ﺍﻟﺑﺋﺭ‬ ‫ﻣﻭﻗﻊ‬ ‫ﻭﺍﻹﻧﺗﺎﺝ‬ ‫ﻧﻘﻳﺏ‬ ‫ﺍﻟﻣﻭﺍﺩ ﻓﻲ‬ ‫ﻓﻲ ﺍﻟﺳﻧﺔ‪ ،‬ﺫﻟﻙ ﻷﻧﻪ ﺇﺫﺍ ﻟﻡ ﻳﺗﻡ ﺗﺳﻠﻳﻡ‬ ‫ﻳﻭﻡ‬ ‫ﺍﻟﻭﻗﺕﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﻣﻭﻗﻊ ﺍﻟﻣﺻﻔﺎﺓ‪ ،‬ﻭﺧﺎﺻﺔ ﻓﻲﺍﻟﺻﺎﺭﻣﺔ ﺍﻟﺗﻲ ﺗﻁﺑﻘﻬﺎ ﺷﺭﻛﺔ ﺷﻝ‪".‬‬ ‫ﻟﻬﺫﻩ ﺗﻛﻭﻥ ﻋﻣﻠﻳﺎﺕ ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﻓﻲ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ ﺍﻷﺣﻳﺎﻥ‪،‬‬ ‫ﻭﺍﻻﺳﺗﺛﻣﺎﺭ ﻓﻳﻬﺎ ﻭﻟﻳﺱ ﻓﻘﻁ ﻟﻐﺭﺽ ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ‪ .‬ﺳﻠﺳﻠﺔ ﻛﺛﻳﺭ ﻣﻥ‬ ‫ﻟﻬﺎ‪،‬ﻋﻥ ﺍﻟﻔﺭﺹ ﺍﻟﻣﻣﻛﻧﺔ‬ ‫ﺍﻟﻣﻛﺛﻑ ﻭﻧﺑﺣﺙ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ ﺷﺭﻛﺔ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﺍﻟﻣﺳﺑﻕ‬ ‫ﺗﻛﻭﻥ ﻭﺧﻳﻣﺔ ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﻓﺈﻥ ﺍﻟﻌﻭﺍﻗﺏ‬ ‫ﺯ ﺍﻟﺗﺧﻁﻳﻁ ﺍﻟﻣﺣﺩﺩ‪،‬‬ ‫ﻓﺭﻳﻕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻧﻌﻣﻝﺫﻟﻙﺑﺷﻛﻝ"‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﻭﺳﻳﺭ‬ ‫ﺎﻧﺔ ﺑﺷﺭﻛﺎﺕ‬ ‫ﻧﺣﻥ ﺭﻏﻡ‬ ‫ﻭﻳﺗﻌﻳﻥ"ﻋﻠﻳﻬﺎ‬ ‫ﺍﺳﺗﻁﺭﺩ ﻣﻥ ﺍﻟﻌﺎﻟ‬ ‫ﻣﻧﺎﻁﻕ ﻧﺎﺋﻳﺔ ﺟﺩﺍ‬ ‫‪ ".‬ﻓﻲ ﺷﺭﻛﺔ ﻣﻳﻧﻠﻭ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﻣﻳﺭﻓﻲ‪ ،‬ﻣﺩﻳﺭ ﺗﻁﻭﻳﺭ‬ ‫ﺍﻟﻌﻧﺻﺭ ﺍﻟﺑﺷﺭﻱﺃﻣﺎ ﺑﺭﺍﻳﻥ‬ ‫ﻟﺗﻭﺣﻳﺩ ﺃﻧﺷﻁﺗﻧﺎ ﻣﺛﻝ ﺗﺩﻗﻳﻕ ﻓﻭﺍﺗﻳﺭ ﺍﻟﺷﺣﻥ ﻭﺃﻭﺍﻣﺭ‬ ‫ﺍﻟﻌﻣﻝ ﻭﺛﻳﻕ ﻣﻊ‬ ‫ﻣﻳﺭﻓﻲﻡ‪،‬ﺑﻘﻭﻟﻪ‪:‬‬ ‫ﺛﻡ‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‪.‬‬ ‫ﺍﻟﺩﻓﻊ‪،‬ﺫﺍﺕ ﺍﻟﻣﺻﺎﻟﺢ‬ ‫ﺍﻟﺟﻬﺎﺕ‬ ‫ﺓ ﺍﻟﻣﺳﺗﻭﻳﺎﺕ ﺗﺿﻡ ﻣﻌﺎ ﺍﻟﻌﺩﻳﺩ ﻣﻥ‬ ‫ﻭﻧﺑﺣﺙﻭﻋﻠﻰﻋﻥﻣﺭ ﻛﻝ‬ ‫ﺷﺭﻛﺔﻁﻭﺍﺭﺉ‬ ‫ﺇﺟﺎﺯﺍﺕ ﺃﻭ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕﻳﺗﻭﻗﻑ ﻻ ﻓﻲ‬ ‫ﺑﺷﻛﻝ ﺩﺍﺋﻡ ﻻ‬ ‫ﺍﻟﺩﻭﻟﻳﺔ‪ ،‬ﻓﻌﻠﻕ ﻋﻠﻰ ﻫﺫﻩ ﺍﻟﻧﻘﻁﺔ ﻗﺎﺋﻼ‪" :‬ﺧﻼﻓﺎ ﻟﺑﻳﺋﺔ ﺻﻧﺎﻋﺔ‬ ‫ﺍﻟﻣﻁﺎﻟﺑﺎﺕ‪ ،‬ﻣﻣﺎ ﻳﺳﻣﺢ ﻟﺷﺭﻛﺔ ﺷﻝ ﺑﺎﻻﺳﺗﻔﺎﺩﺓ ﻣﻥ‬ ‫ﻭﻣﻌﺎﻟﺟﺔ ﺍﻟﻔﺭﻕ؟‬ ‫ﻣﺎ ﻫﻭ‬ ‫ﺍﻟﻔﺭﺹ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﺍﻟﻣﻣﻛﻧﺔ ﺍﻟﺗﻧﻔﻳﺫ ﻭﺗﺣ‬ ‫ﻛﺑﻳﺭﺓ ﻓﻲ‬ ‫ﻣﻠﻧﺎ ﻳﺗﺿﻣﻥ‬ ‫ﺍﻟﻭﻗﺕﻭﺃﻭﺍﻣﺭ ﺍﻟﺩﻓﻊ‪،‬‬ ‫ﺍﻟﺷﺣﻥ‬ ‫ﻓﻭﺍﺗﻳﺭ‬ ‫ﻟﺗﻭﺣﻳﺩ‬ ‫ﺍﻟﻣﻭﺍﺩ ﻓﻲ‬ ‫ﺗﺩﻗﻳﻕﺗﺳﻠﻳﻡ‬ ‫ﻣﺛﻝ ﻟﻡ ﻳﺗﻡ‬ ‫ﺃﻧﺷﻁﺗﻧﺎﻷﻧﻪ ﺇﺫﺍ‬ ‫ﺍﻟﺳﻧﺔ‪ ،‬ﺫﻟﻙ‬ ‫ﻓﻲ‬ ‫ﻳﻭﻡ‬ ‫ﺑﺗﻭﺟﻳﻪ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﺭﺋﻳﺱ‬ ‫ﻧﺎﺋﺏ‬ ‫ﻳﻘﻭﻡ‬ ‫ﺣﻳﺙ‬ ‫‬‫ﺍﻟﺗﺟﺯﺋﺔ‬ ‫‪".‬‬ ‫ﺍﻟﻣﺷﺗﺭﻛﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻹﻣﻛﺎﻧﻳﺎﺕ ﻭﺍﻟﺷﺭﺍﻛﺎﺕ ﺍﻟﺟﺩﻳﺩﺓ ﺗﺷﺟﻊ ﺷﺭﻛﺎﺕ ﺍﻟﻁﺎﻗﺔ‬ ‫ﺑﺷﻛﻝ ﻋﺎﻡ‪ ،‬ﺗﻧﻘﺳﻡ ﺻﻧﺎﻋﺔ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺇﻟﻰ ﻣﻧﻁﻘﺗﻳﻥ‪ :‬ﺃﻭﻻ‪:‬‬ ‫ﺑﺎﻻﺳﺗﻔﺎﺩﺓ ﻣﻥ‬ ‫ﺍﻟﻣﻁﺎﻟﺑﺎﺕ‪ ،‬ﻣﻣﺎ‬ ‫ﻭﻣﻌﺎﻟﺟﺔ‬ ‫ﻭﺍﻟﻐﺎﺯ ﻋﻠﻰ ﺧ‬ ‫ﻳﺳﻣﺢ ﻟﺷﺭﻛﺔ ﺷﻝﺍﻟﻧﻔﻁ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻷﻧﺷﻁﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‬ ‫ﺳﺎﻧﺗﺎ ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﻭﺧﻳﻣﺔ ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﺍﻟﻌﻭﺍﻗﺏ ﺗﻛﻭﻥ‬ ‫ﺍﻟﻣﺣﺩﺩ‪ ،‬ﻓﺈﻥ‬ ‫ﺍﻟﻔﺭﻳﺩﺓﺍﻟﻧﻔﻁ‬ ‫ﺗﺣﺩﻳﺎﺗﻬﺎﺷﺭﻛﺎﺕ‬ ‫ﺗﻌﺗﻣﺩﻧﺟﺩ‬ ‫ﺷﺭﻛﺗﻪ‪ ،‬ﻓﺈﻧﻧﺎ‬ ‫ﻣﻌﻬﺎ‬ ‫ﺳﻠﺳﻠﺔ‬ ‫ﻓﻳﻣﺎ ﻳﺧﺹ‬ ‫ﻣﻥ ﻧﻭﻋﻬﺎ‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﺗﺗﻔﺎﻋﻝﻟﻛﻝ‬ ‫ﺳﻭﺍﺣﻝ‬ ‫ﺕ ﺍﻟﺳﻼﻣﺔﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ‪ -‬ﻣﺛﻝ ﺗﻠﻙ ﺍﻟﺗﻲ ﺗﺟﺭﻱ ﻗﺑﺎﻟﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻣﺷﺗﺭﻛﺔ‪".‬‬ ‫ﺃﻋﻣﺎﻝﺗﻌﻘﻳﺩ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﺻﻧﺎﻋﺔ‬ ‫ﻳﺿﺎﻫﻲ‬ ‫ﺇﻧﻬﺎﺷﻲء‬ ‫ﻭﻟﻛﻥ‪ .‬ﻻ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‪،‬‬ ‫ﺑﺎﺭﺑﺭﺍ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﻟﻳﻔﻭﺭﻧﻳﺎ ﻓﻲ ﺧﻠﻳﺞ ﺍﻟﻣﻛﺳﻳﻙ‪ ،‬ﺃﻭ ﻓﻲ ﻛﻧﺩﺍ‬ ‫ﻁﺭﻳﻘﺔ‬ ‫ﺑﺎﻟﺷﺎﺣﻧﺎﺕﺑﻧﻔﺳﻬﺎ‬ ‫ﺍﻟﻧﻘﻝ ﺗﺩﻳﺭ ﻋﻣﻠﻳﺎﺗﻬﺎ ﺍﻟﺧﺎﺻﺔ‬ ‫ﻣﺛﻝ ﻭﺍﻟﻐﺎﺯ‬ ‫ﻅﺭﻭﻑ ﺻﻌﺑﺔ ﻟﻠﻐﺎﻳ‬ ‫ﺧﺎﺻﺔﻳﻣﻛﻥ‬ ‫ﺫﻟﻙ‪،‬‬ ‫ﻳﺗﻁﻠﺏﻣﻊ‬ ‫ﻭﺍﻟﺗﺧﺯﻳﻥﺗﻧﻔﻳﺫ‪.‬‬ ‫ﺍﻷﺳﺎﺳﻳﺔ‬ ‫ﻭﺍﻣﺗﺛﺎﻝ‬ ‫ﻣﻌﺩﺍﺕ‬ ‫ﺍﻟﻣﻧﺗﺞ‬ ‫ﻧﻘﻝ‬ ‫‪.‬‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻧﻔﻁ‬ ‫ﻭﺃﻻﺳﻛﺎ‪ .‬ﺛﺎﻧﻳﺎ‪ :‬ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻻﺳﺗﻛﺷﺎﻓﻳﺔ‪ ،‬ﻭﺍﻟﺗﻲ ﺗﺷﻣﻝ ﺿﺦ‬ ‫ﻣﺎ ﻫﻭ ﺍﻟﻔﺭﻕ؟‬ ‫ﻣﻛﻠﻔﺔ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻏﻳﺭ ﻛﻔﺅﺓ‪ ،‬ﺗﻔﺗﻘﺭ ﺇﻟﻰ ﺍﻟﺷﻔﺎﻓﻳﺔ ﻭﺍﻟﻭﺿﻭﺡ‪".‬‬ ‫ﻣﻥﻏﺎﻟﺑﺎ ﻣﺎ‬ ‫ﺍﻟﻧﻁﺎﻕ‪.‬‬ ‫ﺳﻼﻣﺔ ﻭﺍﺳﻌﺔ‬ ‫ﺻﺎﺭﻡ ﻭﺇﺟﺭﺍءﺍﺕ‬ ‫ﻟﻁﺑﻳﻌﺔ ﻧﻭﻉ ﻣﻥ‬ ‫ﺳﻭﺍﺋﻝ ﻣﺿﻐﻭﻁﺔ ﻓﻲ ﺍﻟﺗﺭﺑﺔ ﺑﺣﺛﺎ ﻋﻥ ﺍﻟﻧﻔﻁ‪ .‬ﻛﻝ‬ ‫ﺍﻟﺗﻘﻠﻳﺩﻳﺔ‬ ‫ﺍﻟﻭﻅﺎﺋﻑ‬ ‫ﺗﻧﻅﻳﻣﻲﻫﺫﻩ‬ ‫ﺍﻟﻌﻣﻝﻫﺫﻩﺃﻥ ﺗﺟﻌﻝ ﻣﺛﻝ‬ ‫ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺍﺳﺗﺧﺩﺍﻡ ﺃﻧﻣﺎﻁ ﻣﺗﻌﺩﺩﺓ‪ ،‬ﻣﻥ ﺗﻭﺭﻳﺩ ﺍﻟﻣﻭﺍﺩ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ ﻳﺗﻁﻠﺏ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﻭﺟﺳﺗﻳﺔ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﺑﻌﺽ ﺍﻟﺻﻧﺎﻋﺎﺕ ﺃﻛ‬ ‫ﺍﻟﺻﻌﺏ ﺑﻣﻛﺎﻥ ﺍﻟﺗﺣﻛﻡ ﻓﻳﻬﺎ‪.‬‬ ‫ﻕ ﻣﻊ ﻓﺭﻳﻕ‬ ‫ﻟﻣﻧﺻﺎﺕ ﺍﻟﻧﻔﻁ ﺇﻟﻰ ﻧﻘﻝ ﺍﻟﻣﻌﺩﺍﺕ ﺍﻟﺛﻘﻳﻠﺔ ﻭﺍﻟﻣﻭﺍﺩ ﺍﻟﺧﻁﺭﺓ‬ ‫ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫ﻳﻌﻘﺏ ﺟﻭﻥ ﻻﻑ‪ ،‬ﻧﺎﺋﺏ ﺍﻟﺭﺋﻳﺱ ﺍﻷﻭﻝ ﻭﺍﻟﻣﻬﻧﺩﺱ ﺍﻷﻭﻝ ﻓﻲ‬ ‫ﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺣﻳﺎﻥ‪ ،‬ﺗ‬ ‫ﺹ ﺍﻟﻣﻣﻛﻧﺔ‬ ‫ﺷﺭﻛﺔ ﺭﺍﻟﻎ‪ ،‬ﻋﻠﻰ ﻫﺫﺍ ﺍﻷﻣﺭ ﻗﺎﺋﻼ‪" :‬ﺇﻥ ﺳﻠﺳﻠﺔ ﺇﻣﺩﺍﺩﺍﺕ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻓﻲ‬ ‫ﺗﻁﻭﻳﺭﻫﻳﺛﻛﻭﻙ‪،‬‬ ‫ﻣﻳﺭﻓﻲ‪ ،‬ﻣﺩﻳﺭ ﻭﻓﻘﺎ ﻟﺑﻳﻝ‬ ‫ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ‬ ‫ﺗﺧﺗﻠﻑ ﻋﻥ‬ ‫ﻣﻧﺎﻁﻕ ﻧﺎﺋﻳﺔ ﺟﺩﺍ ﻣﻥ‬ ‫ﻟﻠﺧﺩﻣﺎﺕ ﻣﻳﻧﻠﻭ‬ ‫ﺍﻹﻗﻠﻳﻣﻲﺷﺭﻛﺔ‬ ‫ﺍﻟﻣﺩﻳﺭ ﻓﻲ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺑﺭﺍﻳﻥ‬ ‫ﺍﻟﺩﻓﻊ‪ ،‬ﺍﻟﺗﻭﺭﻳﺩ ﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﻧﻘﻳﺏ ﻭﺍﻻﺳﺗﺧﺭﺍﺝﺃﻣﺎ‬ ‫ﺷﺭﻛﺔ )‪ (3PL‬ﺍﻟﺩﻭﻟﻳﺔ ﻭﻣﻘﺭﻫﺎ ﻓﻳﻼﺩﻟﻔﻳﺎ‪ ،‬ﻭﺍﻟﺫﻱ ﻗﺎﻝ‪:‬‬ ‫ﻣﻭﻗﻊ ﺍﻟﺑﺋﺭ ﻋﻥ ﻣﺛﻳﻠﺗﻬﺎ ﻓﻲ ﻣﻭﻗﻊ ﺍﻟﻣﺻﻔﺎﺓ‪ ،‬ﻭﺧﺎﺻﺔ ﻓﻲ‬ ‫ﺻﻧﺎﻋﺔﺳﺭﻋﺔ‬ ‫ﻭﺍﻟﻐﺎﺯ ﺗﺗﻁﻠﺏ‬ ‫ﺻﻧﺎﻋﺔ ﺍﻟﻧﻔﻁ‬ ‫ﺳﺗﻔﺎﺩﺓ ﻣﻥ ﺍﻟﻌﻧﺻﺭ ﺍﻟﺑﺷﺭﻱ ﻭﺳﻳﺭ ﺍﻟﻌﻣﻠﻳﺎﺕ‪ ".‬ﺍﻟﺩﻭﻟﻳﺔ‪ ،‬ﻓﻌﻠﻕ ﻋﻠﻰ ﻫﺫﻩ "‬ ‫ﺑﺷﻛﻝ ﺩﺍﺋﻡ ﻻ ﻳﺗﻭﻗﻑ‬ ‫ﻟﺑﻳﺋﺔ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ "ﻓﻲﺧﻼﻓﺎ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﻗﺎﺋﻼ‪:‬‬ ‫ﺍﻟﻧﻘﻁﺔ‬ ‫ﻛﺑﻳﺭﺓ ﻓﻲ ﺍﻟﺗﻧﻔﻳﺫ ﻭﺗﺣﺗﺎﺝ ﻟﺭﺅﻳﺔ ﻭﺍﺿﺣﺔ‪ ،‬ﻭﻟﺫﺍ ﺗﻌﺗﻣﺩ ﺷﺭﻛﺎﺕ‬ ‫ﻳﻭﻡ ﻓﻲ ﺍﻟﺳﻧﺔ‪ ،‬ﺫﻟﻙ‬ ‫ﺍﻟﺗﻭﺭﻳﺩ‬ ‫ﺭﺋﻳﺱﻋﻠﻰﺳﻠﺳﻠﺔ‬ ‫ﺣﻳﺙ ﻳﻘﻭﻡ ﻧﺎﺋﺏ‬ ‫ﺍﻷﻧﺷﻁﺔ ‪-‬‬ ‫ﺍﻟﺗﺟﺯﺋﺔ‬ ‫ﺑﺗﻭﺟﻳﻪﻓﻲ ﻅﻝ‬ ‫ﻭﺍﻟﺗﻲ ﻧﻘﺩﻣﻬﺎ ﻟﻬﻡ‬ ‫ﺧﺩﻣﺎﺕ ﺷﺭﻛﺗﻧﺎ‬ ‫ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻋﻣﻠﻳﺎﺕ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ﺗﻌﺗﻣﺩ ﻋﻠﻰ‬ ‫ﻅﺭﻭﻑ ﺻﻌﺑﺔ ﻟﻠﻐﺎﻳﺔ‪".‬‬ ‫ﺍﻷﺳﺎﺳﻳﺔ ﻣﺛﻝ ﺍﻟﻧﻘﻝ ﺑﺎﻟﺷﺎﺣﻧﺎﺕ ﻭﺍﻟﺗﺧﺯﻳﻥ‪ .‬ﻣﻊ ﺫﻟﻙ‪ ،‬ﻳﻣﻛﻥ‬ ‫ﺍﻟﻣﺣﺩﺩ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻭﺍﻗﺏ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﺗﺗﻔﺎﻋﻝ ﻣﻌﻬﺎ ﺷﺭﻛﺗﻪ‪ ،‬ﻓﺈﻧﻧﺎ ﻧﺟﺩ ﺷﺭﻛﺎﺕ ﺍﻟﻧﻔﻁ‬ ‫ﻟﻁﺑﻳﻌﺔ ﺍﻟﻌﻣﻝ ﺃﻥ ﺗﺟﻌﻝ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻘﻠﻳﺩﻳﺔ ﻣﻥ‬ ‫ﻭﻓﻲ‬ ‫ﻏﻳﺭﻫﺎ‪،‬‬ ‫ﻣﻥ‬ ‫ﻟﻠﻣﺷﺎﻛﻝ‬ ‫ﻋﺭﺿﺔ‬ ‫ﺃﻛﺛﺭ‬ ‫ﺍﻟﺻﻧﺎﻋﺎﺕ‬ ‫ﺑﻌﺽ‬ ‫ﺍﻟﺻﻌﺏ ﺑﻣﻛﺎﻥ ﺍﻟﺗﺣﻛﻡ ﻓﻳﻬﺎ‪.‬‬ ‫ﻭﺍﻟﻐﺎﺯ ﺗﺩﻳﺭ ﻋﻣﻠﻳﺎﺗﻬﺎ ﺍﻟﺧﺎﺻﺔ ﺑﻧﻔﺳﻬﺎ‪ .‬ﺇﻧﻬﺎ ﻁﺭﻳﻘﺔ ﺗﻧﻔﻳﺫ ﺃﻋﻣﺎﻝ‬ ‫ﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺣﻳﺎﻥ‪ ،‬ﺗﻛﻭﻥ ﻋﻣﻠﻳﺎﺕ ﺍﺳﺗﺧﺭﺍﺝ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ ﻓﻲ‬ ‫ﻣﺎ ﻫﻭ ﺍﻟﻔﺭﻕ؟‬ ‫ﻭﺍﻟﻭﺿﻭﺡ‬ ‫ﺍﻟﺷﻔﺎﻓﻳﺔ‬ ‫ﺗﻔﺗﻘﺭﻧﺎﺋﻳﺔﺇﻟﻰ‬ ‫‪".‬ﺍﻟﻌﻣﻝ‬ ‫ﺫﻟﻙ‬ ‫ﻭﻳﺗﻌﻳﻥ ﻋﻠﻳﻬﺎ ﺭﻏﻡ‬ ‫ﺟﺩﺍ ﻣﻥ ﺍﻟﻌﺎﻟﻡ‪،‬‬ ‫ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻏﻳﺭ ﻛﻔﺅﺓ‪ ،‬ﻣﻧﺎﻁﻕ‬ ‫ﻣﻛﻠﻔﺔﺷﺭﻛﺔ ﻣﻳﻧﻠﻭ‬ ‫ﺃﻣﺎ ﺑﺭﺍﻳﻥ ﻣﻳﺭﻓﻲ‪ ،‬ﻣﺩﻳﺭ ﺗﻁﻭﻳﺭ ﺍﻷﻋﻣﺎﻝ ﻓﻲ‬

‫ﻐﺫﻳﺔ ﺳﻠﺳﻠﺔ ﺇﻣﺩﺍﺩﺍﺕ ﺍﻟﻧﻔﻁ ﻭﺍﻟﻐﺎﺯ‬

‫ﺍﻟﺩﻭﻟﻳﺔ‪ ،‬ﻓﻌﻠﻕ ﻋﻠﻰ ﻫﺫﻩ ﺍﻟﻧﻘﻁﺔ ﻗﺎﺋﻼ‪" :‬ﺧﻼﻓﺎ ﻟﺑﻳﺋﺔ ﺻﻧﺎﻋﺔ‬ ‫‪29‬‬ ‫‪OCTOBER‬ﻳﻘﻭﻡ ﻧﺎﺋﺏ ﺭﺋﻳﺱ ﺳﻠﺳﻠﺔ ﺍﻟﺗﻭﺭﻳﺩ ﺑﺗﻭﺟﻳﻪ‬ ‫‪ - 2014‬ﺣﻳﺙ‬ ‫ﺍﻟﺗﺟﺯﺋﺔ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﻟﺗﺗﻔﺎﻋﻝ ﻣﻌﻬﺎ ﺷﺭﻛﺗﻪ‪ ،‬ﻓﺈﻧﻧﺎ ﻧﺟﺩ ﺷﺭﻛﺎﺕ ﺍﻟﻧﻔﻁ‬

‫ﺑﺷﻛﻝ ﺩﺍﺋﻡ ﻻ ﻳﺗﻭﻗﻑ ﻻ ﻓﻲ ﺇﺟﺎﺯﺍﺕ ﺃﻭ ﻁﻭﺍﺭﺉ ﻭﻋﻠﻰ ﻣﺭ ﻛﻝ‬ ‫ﻳﻭﻡ ﻓﻲ ﺍﻟﺳﻧﺔ‪ ،‬ﺫﻟﻙ ﻷﻧﻪ ﺇﺫﺍ ﻟﻡ ﻳﺗﻡ ﺗﺳﻠﻳﻡ ﺍﻟﻣﻭﺍﺩ ﻓﻲ ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻣﺣﺩﺩ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻭﺍﻗﺏ ﺗﻛﻭﻥ ﻭﺧﻳﻣﺔ ﻟﻠﻐﺎﻳﺔ‪.‬‬

AIR CARGO UPDATE

Maximus gains altitude

N

ewly appointed CEO of Maximus Air, Mohamed Ebrahim Al Qassimi, recently announced the UAE-based air cargo specialist is experiencing strong growth and has a bright future ahead. As the largest all-freight airline in the emirates, and one of the biggest specialist cargo operators in the Middle East, the former advisor to the top management of GE Aviation, who was responsible for the setup of Air Arabia, also revealed that the company is actively looking to expand into new areas.

“We are delighted about recent progress,” Al Qassimi said and continued,“our aircraft are receiving more bookings right across the fleet and we are firming up plans for expansion in 2015. Our core business remains the same but we are looking at exciting new growth opportunities.”

“These opportunities include catering to increasing demand for VIP air cargo, and we are currently applying the finishing touches to a new freight forwarding business that will capitalise on the strong logistics industry in UAE. On top of this, we have received interest from key growth markets in Europe and Africa, and are looking at ways to expand our business in these regions,” he added.

The company’s philosophy is rooted in offering customers responsive, practical and cost effective solutions combining a personal approach with customer service.

Operating across the UAE’s main airports since 2005, Maximus Air specialises in moving outsised and specialist air cargo

30 OCTOBER 2014

After a turbulent few years, Maximus can see clear skies again.

The heavy cargo carrier is readying itself for a bright future with investments geared towards expansion plans in the next year

including the transportation of dangerous goods, live animals, VIPs, rapid response and humanitarian flights. The Maximus Air fleet includes an Antonov AN124, the heaviest of heavyweight cargo lifters, capable of carrying 120 tonnes, which it can load and offload independently using onboard systems.

According to the world’s leading aviation trade association, IATA, air cargo accounts for over US$6.4 trillion worth of goods and approximately 35 per cent of world trade.

IATA also revealed recently that Middle Eastern cargo airlines continue to outpace global markets, and Al Qassimi said that

the on-going development of the Maximus Air fleet would add a new dimension to the industry. “Our fleet is unique in that we have a range of aircraft that are able to accommodate every kind of shipment, and we can operate without conventional

airport services if we have to. Having historically deployed our aircraft on humanitarian missions for organisations including the United Nations and the UAE Red Crescent, the fact that our aircraft are able to land at both major airports and less established landing strips will continue

to be a vital part of our disaster relief activation plans,� he added.

According to the UN Office for the Coordination of Humanitarian Affairs, over 73 million people required immediate humanitarian assistance last year, a number that continues to rise annually.

OCTOBER 2014 31

A guide to supply chain

Identify and assess to mitigate risks that disrupt the fluidity of a supply chain. Inherent to locating supply chain disruptions is a field study of each step in the chain. Risk identification is an ongoing process best revisited every couple of years. Tom Craig, President LTD Management shares his expertise

32 OCTOBER 2014

FEATURE

S

upply chains are an essential part of each company and of the world economy. Identifying threats to them is very important. As a result, supply chain risk gets global attention.

The World Bank and World Economic Forum are examples of independent global organisations that recognise supply chain risk. Their recognition shows its significance.

Defining vulnerabilities - and their mitigation – are important for both strategic and tactical reasons.

A surprising point with many supply chain risk discussions is they exclude the actual supply chain. They often do not recognise logistics infrastructure, logistics service providers and how to manage and the move products through the supply chain. Many times, a picture, such as a ship, is used to show the logistics activities as the “supply chain�. They also do not discuss that there are two supply chains - product and information - and how both impact the

movement of items. They do not mention Incoterms and what this may do to the buyers and sellers controlling the movement of goods. Yet, these are details involved in supply chain management; and that can be sources of risk.

The supply chain risk term is also used to cover broad issues and narrow topics.

For example, insurance companies talk about supply chain risk in terms of assets.

Others talk about it as to sources for select products. Some take a near-apocalyptic view for supply chains. These diverse interpretations result in conceptual, not factual, information; create gaps in risk assessment; and make it difficult to identify and manage risks.

Supply chains have three key components: Product / material / commodity / component sources Logistics infrastructure Logistics service providers A supply chain originates at the source for each product. That is often a factory. For some items, such as food, there are multiple sources, the actual farms and the locations where the food is processed, chilled, frozen or however treated. Or it could be a mine or processing area for metals and minerals.

In those cases, both types of sources should be included in the supply chain scope. Also, the supply chains being reviewed continue

A surprising point with many supply chain risk discussions is they exclude the actual supply chain.

They often do not recognise logistics infrastructure, logistics service providers and how to manage and the move products through the supply chain OCTOBER 2014 33

through to buyer delivery destination warehouse or facility. It should not be stopped at a destination country border, as is sometimes done.

Logistics infrastructure from origin to delivery destination, such as warehouses, ports, railroads, and highways, should be in the risk scope because they impact the flow of products. Same is so with the various logistics service providers – including forwarders, 3PLs, ocean shipping lines, freight carrying airlines, railroads, trucking firms, and customs brokers – involved with the various steps in the movement from origin to destination.

Types and causes of risk

Logistics infrastructure from origin to delivery destination, such as warehouses, ports, railroads, and highways, should be in the risk scope because they impact the flow of products

There are many kinds of risk, the danger can be systemic which is difficult to protect against.

It can also be non-systemic and be related to specific threats. Risk can be organisational, operational, strategic, commercial or related to the market. But no matter the type, the hazard cannot be managed by crisis.

Causes of supply chain risk can be considered pervasive, and even ubiquitous.

These can disrupt the availability of products and/or the flow of the supply chain. They can vary by products and industries and include but are not limited to: Climate Weather Geopolitical Terrorism Natural disasters Inadequate logistics infrastructure Logistics service providers bankruptcies, mergers, or other actions that negatively impact the supply of service and the ability to provided needed services Infrastructure breakdowns Suppliers Markets Prices Company management Logistic service providers that do not operate and perform as needed Improper or unmanaged outsourcing Regulatory Bottlenecks / Congestion Strikes Combinations of the above While not often discussed, risk is also caused by the trade parties.

Buyers and sellers in their pursuit of lowest costs and their lack of understanding of how supply chains operate can create unnecessary risk.

The risk model The supply chain risk model blends key principles of supply chain management for risk identification.

The model reflects: 1) Security. The supply chain and its movement should be protected from loss,

34 OCTOBER 2014

FEATURE

deterioration, contamination and other safety, risk and vulnerability issues.

2) Accountability. This goes beyond sales agreements and Incoterms. It is the responsibility for the supply and safe flow of products through the supply chain and encompasses the many parties and stakeholders.

3) Visibility. Knowing where the items are throughout the entire movement is critical.

Technology plays a vital role. It facilitates traceability, sustainability, time compression and chain of custody. It is also vital if there is a recall or safety issue, and the cause must be identified and traced back to the source.

4) Product and logistics specifics.

Products may involve special handling. This includes both logistics service providers and infrastructure, including equipment and warehousing. It covers many modes – ocean,

air, motor, short sea/water and rail. The necessary temperature, humidity, weather, cleanliness/sanitation, and other important factors must be properly utilised during the entire movement.

5) Sourcing. This is about more than buying.

It is about knowing the multiple sources of a product; that is more than having manufacturers/suppliers in the same location. It is using diversification to spread risk.

6) Supply chain best practices. Supply chains are about more than transportation and other logistics components. It is about the flow of products. This is important for buyers to know and use best practices. There are best ways to direct and manage the flow for safety and risk mitigation that should be practiced, including integrated process, supplier performance and relationship and time compression.

Methodology Identifying supply chain risk should have two steps – analysis and validation. The deliverables of the work are mapping and macro and granular risk identification. This approach combining data analytics with supply chain expertise elevates the results from a form of being hypothetical to being operationally usable. It provides results that are implementable.

Step 1 Analysis. Analysis has two parts: 1) Data analytics. Internal business intelligence data alone is not enough. Supply chains touch every part of the company, both external and internal. In addition, with the geographical scope, complexity and numerous stakeholders of supply chains, using data from multiple sources and in

OCTOBER 2014 35

ce pla n a n s c sis o ey n o a h ti ua emph s. T e l a m v Ev ite cti ch mu ative subje gh t ali e too orou lso qu b ta t th ics can d no ithou alyt y an h w ta an ppl g su da ou en oing s and and t d istic yses s r fi al og d l in an tions n a a a ch valid

aggregating and segregating across trade lanes and products. Doing these provide important overviews and understanding of supply chains.

Step 2. Validation Mapping presents macro views. But using it alone can leave gaps in the real supply chains, how they actually operate and being different formats is very likely.

2) Logistics / supply chain domain expertise. Real-world supply chain, logistics, and international trade experience and knowledge are required to make sure what is included in the analytics is complete. It also is important to understanding findings.

Analytics should look at the supply chains and the risks by: product / commodity supplier country logistics infrastructure logistics service providers The analyses should include a mix of

36 OCTOBER 2014

able to identify potential risks. It also does not provide important granular information.

Validating actual supply chains – sources, logistics infrastructure, and logistics providers – is needed. This adds greater insights than analytics alone can do.

The best way to attest to supply chains and possible disruption issues is to authenticate it. This may involve taking

FEATURE

a random selection of purchase orders, weighed by purchasing volume. Then go through the actual steps and locations of the movement of each order. Determine how the orders move. Look for unnecessary delays in the product and information supply chains and the reasons. Evaluate how well the logistics infrastructure meets product handling requirements.

Observe how the various logistics service providers perform. Determine if there are hidden issues? These are not big intelligence questions; they require on-site investigations.

Assess. With the methodology above, potential risks are recognised. Significant quantitative particulars have been generated and corroborated. But more must be done.

Recognised risks should be appraised. There are many risks to supply chains. But what does each one of them mean to a company?

This is what assessment is for.

Evaluations can place much emphasis on qualitative items. They can be too subjective and not thorough enough without also first doing data analytics and logistics and

supply chain analyses and validations. Both quantitative and qualitative information should be used to assess for vulnerabilities.

First, using data analytics and logistics expertise, risk is identified, mapped, aggregated and segregated across trade lanes and supply chains. Now, each potential risk is assessed as to probability of occurrence and impact.

Risk index. The two axes are impact and likelihood. The impact of a disruption is a weighting of the financial effect - lost sales and higher costs - and the time to recover.

Likelihood reflects the probability of a risk happening.

Plot each risk on the index. This prioritises and enables focus on high impact and high probability risks for mitigation.

Supply chain risk

assessment are not options for companies; they are essentially mandatory. Hazards have been analysed as to risks, including inherent ones; interdependencies of components; critical paths along supply chains, and more.

Actionable items have been found, and there is now a solid foundation for mitigation. Root causes should be determined. For example, if there is a significant risk with a supplier or group of suppliers, then lessening the vulnerability could require going back deeper into those supply chains for threat reduction.

Mitigation is not a once and done endeavour. It should be ongoing. The risk identification, validation, and assessment project should be revisited every two to three years.

-www.ltdmgmt.com

Risks that can affect the future viability of a company are brought to light. What next? Supply chain risk identification and

OCTOBER 2014 37

A sense of

security When it comes to transporting high value goods – one-ofa-kind artwork, luxury items, and high-priced electronics – across territories, supply chain companies need to ensure the the cargo cops are monitoring their shipment. Lisa Terry analyses the supply chain

38 OCTOBER 2014

FEATURE

T

he driver arrived on time, the paperwork seems to be in order, and the truck has all the right markings. Soon the cargo is on its way to the black market, where the criminals who drove off with it stand to make a tidy profit.

False driver credential scams are the latest scourge hampering movement of high-value goods such as fine art, jewelry, electronics, pharmaceuticals, alcohol, high-end apparel and food, and specialised auto parts.“When capacity is tight, shippers scramble to move their cargo,”says Bill Boehning, Director of Corporate Security at Springfield, Mo-based carrier Prmie Inc.“Shippers and freight forwarders may be forced to deal with carriers they’re less familiar with, making it easier for thieves to slide in.”

Sophisticated thieves can obtain government credentials, or use the name of a certified carrier that has recently ceased operations. They cultivate inside sources or observe patterns in high-value goods supply chains, then arrive at pick-up facilities with enough information to appear legitimate, making off with whole shipments.

Combatting this technique is just one of many challenges shippers and logistics providers face when ensuring the safe movement of valuable cargo. They must take extra steps to achieve a careful balance between risk and cost. Security is a continuously moving target as opportunists seek new ways to circumvent prevention measures.

OCTOBER 2014 39

FEATURE

Heightened risk High-value goods have always required extra security, but recently several factors have boosted the risk. As the world’s appetite for luxury goods grows, sourcing and marketing locations become more diverse. Longer supply chains add touch points and, therefore, vulnerability. And crime organisations are increasingly focused on goods in transit.

Cargo theft in Europe increased 24 percent in 2012, and rose in Asia as well, according to the 2013 Global Cargo Theft Assessment, a study conducted by Austin, Texas-based global logistics security services company FreightWatch International. In North, Central, and South America, theft levels remained consistent.

The greatest risk of cargo theft currently exists in Brazil, Mexico and South Africa, often via hijacking. But every market presents its own risks, as well as varying cultural norms and business practices that security managers must understand.

Localised disruptions such as severe weather, political unrest, and natural disasters also increase risk by idling high-value cargo.

40 OCTOBER 2014

As the world’s appetite for luxury goods grows, sourcing and marketing locations become more diverse. Longer supply chains add touch points and, therefore, vulnerability.

And crime organisations are increasingly focused on goods in transit

Even everyday business decisions must be considered from a security point of view when the cargo is of high value. For example, data storage company Seagate Technology shifted its supply chain to meet customer needs by producing its high-value hard disk drives in locations in Asia, then stocking them at facilities close to customers, where the company can customise goods for quick delivery.

The strategy - increasingly common in the high-tech industry - allows Seagate to shift much of its air cargo to ocean. But that means moving high-value goods over the road in Asia to reach seaports.

Local areas also have their own crime patterns, which can be difficult to monitor.“Each country reports different types of incidents,” says Taya Tuggle, Logistics and Compliance Manager at San Francisco-based freight forwarder Air and Ground World Transport.“But some companies do not want to report a theft for insurance reasons.”This means local authorities may not get all the information about a region’s cargo theft problem.

Sophisticated criminals continually adapt their tactics. For example, economic recession in Italy caused organised crime groups to branch into new areas, including cargo theft, says Dan Purtell, Senior VP, Supply Chain Solutions, in the supply chain security unit of UK-based business services provider BSI Group. A crime organisation sometimes will sell a load to a third party even before stealing it.

One strategy thieves currently favour is GPS jamming. They drive alongside a truck and use devices that block the vehicle’s GPS signal, then hijack the truck and quickly reload the cargo onto a second vehicle.

Motor carriers can counteract this technique through RF beacons, jamming detection, and other tactics.

FEATURE

OCTOBER 2014 41

Getting a step ahead A variety of regulations, technologies, and best practices are helping high-value goods shippers deliver cargo where it needs to go.

The foremost facilitator is speed. Using expedited services and direct routes minimises touch points and dwell time - the two most vulnerable areas. Technological advances have also made a significant impact on security.

“New technology provides security at lower cost, boosts efficiency, and facilitates container tracking,”says Ron Greene, VP, Strategic Global Operations for FreightWatch.

Route planning and risk analysis tools, for example, help ensure shipments are

42 OCTOBER 2014

assigned the right level of security.“Instead of appointing an escort in all locations for shipments worth US$1 million, shippers can determine their security needs based on risk,” says BSI’s Purtell.“Hijacking is less of a risk in some countries than others. Shippers can plan for the problems they are likely to encounter.”

Predictive modeling - reviewing loss rates by shipment and product - allows BSI to forecast expected losses for protected versus unprotected cargo, so customers can allocate security resources accordingly. For example, one BSI customer was able to reduce escort costs in Poland in fourth quarter 2013 because the risk level had dropped.

Heightened supply chain visibility helps logistics managers ensure high-value goods arrive where they should be, when they should be there. The ability to easily communicate with trading partners and customs officials online makes it easier to spot deviations from expected patterns.

Air cargo guideline changes that followed the Sept. 11, 2001 attacks were a turning point in high-value goods security. The CustomsTrade Partnership Against Terrorism (C-TPAT) and similar regulations in other countries continue to enhance cargo protection. Credit the significant progress in boosting security processes and protocols to shippers and

FEATURE

False driver credential scams are the latest scourge hampering movement of high-value goods such as fine art, jewelry, electronics, pharmaceuticals, alcohol, high-end apparel and food, and specialised auto parts standards in several ways, including ensuring that warehouses outside its manufacturing locations are sufficiently secure.

Monitoring crime patterns through theft prevention and recovery services such as FreightWatch, CargoNet and LoJack allows many high-value shippers to better allocate security resources according to risk. Prime Inc., for example, uses GPS to monitor the location of high-value loads in transit, and relies on theft prevention services to alert drivers to crime hot spots so they can avoid stopping in those areas.

Progress in combating theft of highvalue goods means these supply chains can operate wherever the market takes them, regardless of the risk level involved.

High-value best practices

logistics executives who are collaborating on the issue. One example is the Pharmaceutical Cargo Security Coalition, an organisation of pharma industry professionals, law enforcement and government entities, cargo insurers, carriers, and risk management advocates dedicated to preventing pharmaceutical product theft. In fact, the pharma and high-tech industries have been so successful in preventing theft that criminals are now shifting their attention to apparel, health and beauty aids and food shipments.

Another influential theft prevention group is the Transported Asset Protection Association (TAPA). The global organisation offers sets

of minimum security standards for various supply chain functions, and members can earn certification by proving compliance through audits. TAPA’s standards reflect the way cargo theft has evolved. The organisation originally focused on storage facilities, then addressed trucking security, then air cargo, revising each set of standards periodically. “If a provider is certified through TAPA, member companies can trust that provider and save money by not having to audit security processes,�says Anthony Leimas, Senior Manager, Supply Chain Security, for Seagate, and a member of the TAPA Americas board. Seagate applies TAPA

A layered approach is the best way to secure high-value goods. The right combination of planning, processes, contract language, packaging and monitoring helps ensure goods reach their intended destinations. Measures to boost security may include expedited service, dedicated trucks, team drivers, covert and overt GPS, split shipments, couriers, auditing partners, and careful timing, such as avoiding shipping during weekends and holidays.

Designing a secure high-value goods supply chain starts with mapping the supply chain to identify risk areas. Next comes assessing processes, assets, and facilities throughout the entire network, including logistics providers and suppliers. Then security managers can recommend tools that will best mitigate the risks. Monitoring and measuring security procedures is important to ensure successful results.

OCTOBER 2014 43

FEATURE

One key process is making sure high-value goods are properly prepared for transit. The traditional explanation that ill-gotten goods “fell off the truck” is more far-fetched than ever. Seagate, for example, uses corner boards, strapping, banding, and shrinkwrapping to protect its products in transit.

When Cedar Rapids, Iowa-based carrier CRST Expedited handles highvalue shipments, it applies additional tracking, alerts logistics managers when conditions deviate from protocol, uses geo-location technology, outlines specialised procedures for its two-driver teams, and applies cargo seals to ensure goods stay secure. Some shippers also embed GPS devices in their cargo.

“Each driver receives strict security instructions,” says Cameron Holzer, President of CRST Expedited. Driver training includes running through different scenarios, such as steps to take to ensure security when stopping for fuel.

Sophisticated thieves can obtain government credentials, or use the name of a certified carrier that has recently ceased operations Building relationships

of secure transport A container of high-value goods may be worth millions of dollars. But for fine arts shippers, the cargo is often literally priceless. Rock-solid security, proper handling, and confirmed space bookings help ensure fine arts shipments safely reach their intended destinations, says Leroy Pettyjohn, VP of the fine arts division at Memphis-based third-party logistics (3PL) provider Mallory Alexander International Logistics.

Take the example of a museum in the United States lending a work to a venue in Europe. First, the 3PL completes all export paperwork and books the accompanying

courier’s airline ticket and hotel reservation. Qualified art handlers pack the artwork in approved, museum-quality crates, which are loaded on a climate-controlled, dual-driver vehicle for transport to the airport. If the work is particularly large or heavy, transport also requires booking a crane or other special materials handling equipment for lifting, unloading, or placement, as well as oversize load permits to move it to the venue.

When the piece arrives at the airport, workers unload it, and TSA agents inspect it.

The crate is then palletised or containerised under the 3PL agent’s and courier’s

supervision, and placed in a safe part of the airline’s warehouse. The courier may remain with the shipment, or return at an appointed preflight time to oversee workers loading the crate onto the plane.

The reverse occurs at the other end, with customs processing executed while the aircraft is en route.

In Europe, a team of art handlers may manage the entire process: de-palletising, loading, delivering, and unloading the work at the destination venue.

Every fine art move is a masterpiece of precise timing and coordinated efforts.

“Knowing your business partners is one major component of ensuring your commodities ship securely,”says Leimas, who visits partner sites to ensure compliance with Seagate’s requirements. He advises educating personnel at origin points to ensure containers have no false walls, cargo is loaded according to guidelines, and trailers are locked and sealed.

For Hopkinton, Mass.-based EMC - a provider of IT storage hardware solutions security is all about predictability in its delivery model.“Flying as booked is a key metric for our customers, because they know the order is in transit,”says Jerry Sheehan, director of international logistics for EMC. In addition to monitoring shipments, EMC relies on quarterly business reviews using scorecards, along with a solid service level agreement, to ensure its logistics partners including Houston-based third-party logistics provider Crane Worldwide - are meeting security expectations.

The combination of stringent practices and strong partnerships helps EMC avoid losses.

Crane Worldwide ensures that success by regularly visiting partner facilities and assessing processes to confirm compliance with customer expectations. This approach enables EMC to safely move into new markets, such as its recent foray into Mozambique.

“To help shippers maintain security levels, 3PLs need to spend the time and energy visiting new countries to understand the language, infrastructure, and common practices,”says Gerard Ryan, regional vice president, EMEA, for Crane.

As criminals continue to create new cargo security threats, shippers and logistics providers working together can ensure the safe movement of valuable cargo.

-www.inboundlogistics.com

44 OCTOBER 2014

Simplify your integrated logistics operations with SCMProFit+TrackIT

Invest in simplicity.

TrackIT

SCMProFit provides a centralized Supply Chain Execution platform that manages international freight operations, reduces inventory costs, improves operational FGmDJFODJFT BOE QSPWJEFT WJTJCJMJUZ JOUP DPNQMFY MPHJTUJDT operations.

5SBDL*5 JT UIF QSFNJFS USBDLJOH UFDIOPMPHZ mSN JO UIF .JEEMF &BTU and offers Aurionpro’s industryleading Supply Chain Management solution to complement JUT XPSME DMBTT BTTFU JOWFOUPSZ WFIJDMF CBHHBHF BOE PUIFS USBDLJOH TPMVUJPOT

In addition to an on-premise solution, SCMProFit is also BWBJMBCMF BT B 4PGUXBSF BT B 4FSWJDF 4BB4 PGGFSJOH 5IJT JOOPWBUJWF DMPVE CBTFE BOE GVMMZ GVODUJPOBM QMBUGPSN JT POF PG UIF mSTU PG JUT LJOE QSPWJEJOH UIF NPTU SBQJE QBUI UP HP MJWF FMJNJOBUJOH EFQFOEFODF PO *5 UFBNT BOE PGGFSJOH nFYJCJMJUZ UP TDBMF VQ VTBHF UP NFFU UIF HSPXJOH OFFET PG BO FYQBOEJOH CVTJOFTT

5SBDL*5 IBT FTUBCMJTIFE SFMBUJPOTIJQT XJUI UIF XPSME T MFBEJOH NBOVGBDUVSFST PG IBSEXBSF BOE UFDIOPMPHZ QSPEVDUT BOE XJUI 4$.1SP'JU OPX PGGFST JOOPWBUJWF TPMVUJPOT GPS UIF TVQQMZ DIBJO NBSLFU UIBU DPNCJOF 4$.1SP'JU T VOSJWBMFE GFBUVSF TFU XJUI WBMVF BEEFE 3'*% BOE USBDLJOH TPMVUJPOT

If you are a logistics provider or freight forwarder, contact us today for a free logistics competitiveness assessment. +971 4360 2785 | VFPSURÀW VDOHV#DXULRQSUR FRP | ZZZ VFPSURÀW FRP | www.trackitme.com

TRANSPORTATION

Renault trucks a part of Qatar’s construction boom Renault’s presence is playing an important part in Qatar’s unprecedented growth of its construction industry. As the country’s construction sector matures, Renault’s new state-of-the-art workshop is a major move into a systematic and smooth construction industry future 46 OCTOBER 2014

A

s the construction industry in the Qatari capital of Doha experiences unprecedented growth, Qatar’s Renault trucks importer, Al-Attiya Motors and Trading Co (AMTC) recently announced the opening of a new custom built and state of the art workshop in the city, representing an investment of QAR24million. The Qatari Renault trucks distributor also announced the completion of one their largest tenders, with more than 200 trucks expected to arrive in December 2014.

The rapid development of the Qatar market is expected to see Renault trucks, together with Al Attiya Motors, grow by over 30 per cent between 2012 and 2015, strengthening the brand’s position and ensuring that Qatar is one of its key strategic markets in the region.

Around 2000 Renault trucks are currently in operation across Qatar and the new workshop will help accommodate the increasing demand on maintenance due to the growing numbers of Renault trucks in the country. As a result they are a strong

player when it comes to the medium duty range, and one of the best European performers when it comes to the heavy duty range, which has long been dominated by Japanese manufacturers.

Mohammed Maali, CEO of AMTC, said, “Our relationship with Renault trucks is a partnership. We are not purchasers and they are not vendors. We are partners. Recently

we secured a major tender for 190 trucks from Doha Municipality. If it wasn’t for the support and contribution of Renault towards this tender, we wouldn’t have been able to bid, let alone win. The tender was won as a direct result of their extra support.”

Lars Erik Forsbergh, President Renault Trucks Middle East, said,“Qatar is a very important market for Renault trucks and the

support of AMTC and their commitment to the brand in their region is invaluable. The business environment in the Middle East is different from Europe so this partnership helps us to gain specific local understanding, networks and expertise to make the most of this emerging market opportunity.”

The new workshop is strategically located just off the main highway in the Doha Industrial Area, providing easy access for regular servicing and maintenance. The capacity of the workshop is doubled from 150 to 300 job cards per month, with stateof-the-art tooling and extra parking spaces for trucks just some of the new benefits.

The workshop is phase one of the ambitious service plan, as adjacent buildings are set to be utilised in the future. To give Al Attiya Motors flexibility if the workshop is full, or to provide instant support in the case of breakdown or minor maintenance, a new 280HP 4x4 Midlum mobile workshop is in operation. The truck is capable of reaching customers at remote sites across Qatar, from the industrial north to the sand-dunes of the south.

OCTOBER 2014 47

Heavy industry’s agile

48 OCTOBER 2014

ANALYSIS

The heavy industries are the ones supporting an economy’s growth. How then are supply chains of heavy industries made agile and resilient enough to deal automatically with disruptions that may or may not be man made.

Lisa Harrington, President, lharrington group LLC and Associate Director, Supply Chain Management Centre, Robert H. Smith School of Business, University of Maryland provides her valuable perspective in this detailed report

T

he engineering and manufacturing sector (E&M) is the definition of diversity. The companies that make up the sector manufacture everything from jet engines and drilling rigs to simple fasteners and filters.

Broadly speaking, though, E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and Construction Equipment. The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions.

But these issues aren’t the only ones that keep sector executives up at night. E&M CEOs also worry about how to transform their frequently large and conservative companies into agile enterprises capable of meeting new competition and opportunity head on with faster, leaner and more resilient operations.

Global market dynamics are driving the need for transformation. As emerging markets grow and new markets emerge, demand is dispersing geographically. Demand is also fragmenting as a result of increasingly complex requirements from customers both for new product customization and post-sale support and service. Customers want – and expect – more choice on configuration options, faster cycle times, more frequent upgrades and robust aftersales service.

All of this occurs in the face of mounting competition from new entrants, and intensifying cost pressures. Where in the past E&M companies earned healthy profits on selling equipment, growing competition is squeezing those margins. At the same time, customer demand is driving a paradigm shift away from a product-centric to a service-support-centric model in which usage – asset ‘up-time’ – is the prime focus.

These dynamics are stressing the E&M supply chain status quo, which was built on a business model of products both made, or engineered, to order whereby long lead times were the norm and supply chain agility was an afterthought.“Logistics costs traditionally were not of great importance in this sector,” observes Andy Ramsden, VP Global Sector Development, Automotive, Engineering & Manufacturing, DHL Supply Chain.“This is changing.

Manufacturers now must figure out how to optimize their supply chains across their global footprint. They must figure out how to be more responsive and agile and all within a competitive cost framework.”

This is not easy for old line E&M companies, some of which have been around for over 80 years.“Our ability to become more adaptive is a cultural change for us,” says Edwin O’Neil, Director, Integrated Logistics Services at Caterpillar Inc.“We’ve always been long and lumbering.

But our demand cycles are moving much

E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and . The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions

OCTOBER 2014 49

faster, so we need to be able to adapt and become more agile.”

To win in this new environment E&M companies must construct leaner, more resilient global supply chains capable of delivering products as well as lifecycle support – effectively and efficiently. They must embrace the lessons learned by their counterparts in other sectors, such as automotive and consumer goods, and build supply chains that operate as an interconnected web of trading partners – a web that includes manufacturers, suppliers, customers and logistics service providers. Going forward, the most successful E&M companies will be those that

successfully execute on the four pillars of supply chain resilience: visibility, flexibility, collaboration and control.

Current state and driving trends There are three key trends driving change in the E&M sector today: Migrating manufacturing and regionalisation Competition, cost pressures and consumerism Sustaining lifecycles Before discussing these trends, let us look briefly at growth patterns across some of the more prominent sub-sectors.

Aviation and Aerospace. “Airlines are on the largest jet-buying spree in the history of aviation, ordering more than 8,200 new planes in the past five years with manufacturers Airbus SAS and The Boeing Co. There are now 24 planes rolling off the companies’ assembly lines each week, up from 11 a decade ago. The bulk of the planes are going to new or fast growing airlines that serve an expanding middle class in India and the rest of Asia. With the price of fuel nearly four times what it was 10 years ago, airlines need to replace aging gas-guzzlers.”

This growth rate shows no signs of cooling off. Boeing forecasts a long-term demand for 35,280 new planes by 2032, valued at US$4.8 trillion (Figure 1).

Business aviation is growing as well.

According to Honeywell Global Business Aviation Forecast, this sector will see a four to five per cent average annual increase over the next decade.

Industrial and Construction Equipment. At the other end of the spectrum is industrial and construction equipment – especially those products used in infrastructure building.“This is a tough sector to be in right now,” says Ramsden.

“Infrastructure development in China is no longer red hot, and development elsewhere in the world has tailed off as well.”While the sector is recovering from the downturn in 2010, the recovery is slow.

The mining sector is experiencing similar stresses. Deloitte summarises mining sector dynamics as follows: “While long-term demand from industrialising nations is anticipated to rise over time, short-term dynamics are interfering with current operations. Margins are

ANALYSIS

Figure 1

COMMERCIAL AIRCRAFT DEMAND OUTLOOK

Key indicators 2012 to 2032

Demand by region 2013 to 2032

Growth measures World economy Gross domesticproduct (GDP)

3.2%

Airplane fleet

3.6%

Numbers of passengers

4.1%

Airline traffic Revenue passenger-kilometers (RPK)

5.0%

Cargo traffic Revenue tonne-kilometers (RTK)

5.0%

Region

New airplanes Value ($B)

Asia Pacific

12,820

1,890

Europe

7,460

1,020

North America

7,250

810

Middle East

2,610

550

Latin America

2,900

300

CIS*

1,170

140

Africa

1,070

130

Total

35,280

4,840

*Commonwealth of Independent States; Source: The Boeing Co., 2013.

under pressure and threaten to remain so as costs escalate across the board.”

These sub-sector dynamics play into how companies address the three key trends shaping the E&M sector.

Migrating manufacturing and regionalisation Demand for E&M products and services is migrating – from established markets to rapid growth regions (Figure 2).“Emerging markets are the future for equipment.

Between now and 2015, industrial production in China will grow on average by more than nine per cent a year, while Brazil, Mexico, South Korea, and India are all expected to register average growth rates of between 4.1 per cent and 6.6 per cent. In fact, while industrial output in most mature markets languishes in the low, single digits, industrial equipment manufacturers from emerging markets are becoming increasingly powerful at home – and internationalising aggressively. As they expand overseas, they will force down prices across a widening range of industrial segments.”

While doing business in remote and emerging markets is not new to most industrial companies, they have typically served these markets from their developed country locations – with lead times correspondingly long as a result.

Today, however, companies from mature markets must integrate rapid growth markets fully, seamlessly and far more

quickly into their operating models if they expect to compete. Exporting or offshore sourcing is no longer sufficient to drive advantage.

As the pattern of demand continues to change, manufacturers face the ongoing need to evaluate where and how they make their products to improve responsiveness to customers, while reducing overall operational costs.

Elaborating on this point, Mark Robertson, Physical Distribution Operations Manager, Europe, Middle East and Africa (EMEA) for 3M observes,“We are moving from managing diluted supply chains to creating supply chain centres of gravity that enable us to get to the market quicker.”A new model is emerging: the regionalised

All of this occurs in the face of mounting competition from new entrants, and intensifying cost pressures. Where in the past E&M companies earned healthy profits on selling equipment, growing competition is squeezing those margins

global supply chain in which goods are produced and sold/consumed in the same geographic region. The primary drivers include reduced supply chain costs, speed to market, access to market in response to government requirements or tariffs, and support for locally manufactured content.

While this trend is well underway in the automotive sector, it is just ramping up in the E&M supply chain.“From a supply chain maturity perspective, this sector is five to 10 years behind the automotive industry,” says Reg Kenney, President, Global Engineering and Manufacturing, DHL Customer Solutions and Innovation.

“So there is a tremendous opportunity to leapfrog ahead by embracing the practices and lessons learned from other industries that have already paved the way.” In this new environment, supply chain agility, visibility, resiliency and capability quickly become differentiators.

Competition, cost pressures and consumerism New entrants are a force to be reckoned with in the E&M sector. They are steadily moving up the industry value chain as they shift away from a focus on pure, low-cost commodity manufacturing and start to compete on service, a key profit driver for major players in this industry.

As a recent PwC report notes,“Many a business initiative launches with the call that ‘if we don’t do it, someone else will.’

The central challenge for CEOs today is the increased likelihood that ‘someone else’ is no longer a well-understood competitor. That changes everything, signaling above all that the economics of the business are evolving.

How do you do it when a rising rival in an emerging market questions the entire cost structure?”

As one executive in the PwC survey comments,“Among competitors, I worry mostly about organisations we’ve never heard of, that come in with new technology, a new way of doing things, and a disruptive approach.”

This is precisely what the new entrants in this sector are beginning to do in fastgrowth markets. These smaller, more nimble companies not only innovate, but they do so with a leaner cost structure than the

OCTOBER 2014 51

mature players. Added to this picture is the fact that consumerism – i.e. rising customer expectations and demands – is taking hold in the E&M sector. It is only a matter of time before the expectations for near-instant service, product innovation, competitive price and personalisation, so characteristic of the high-tech and consumer/retail sectors, spread broadly into lumbering, old line industries like heavy equipment manufacturing – with some modifications, of course, but with bleed-over just the same.

Sustaining lifecycles While factors outside the control of manufacturers – such as economic and political conditions – significantly impact how much new equipment E&M firms can sell, the requirement to sustain equipment in the field is ongoing. Increasingly, manufacturers are realising that aftersales service represents a tremendous growth opportunity for them.“It is not uncommon for heavy equipment to be in service for 20 to 40 years,” notes Ramsden.

“This means OEMs have the opportunity to build a continuous revenue stream from supporting the asset over the course of its entire lifecycle.”

An assessment released by the Aeronautical Repair Station Association (ARSA) on maintenance, repair and operations (MRO), for example, bears out this assertion. The study shows that OEMs captured 44 per cent of the US$26 billion air transport engine overhaul market in 2012.

Sixty-three percent of survey respondents expect new or enhanced customer service to make a ‘significant’ or ‘very significant’ contribution to profits in the next 12 to 24 months – a rise of nine per cent over the equivalent figure for the previous 12 to 24 months.

“Some companies expect their aftersales business to go from 10 per cent of revenues to 30 per cent or higher,”reports Ramsden. This aftersales business encompasses everything from the forward flow of spare parts to the return flow of overhaul components and the delivery of maintenance and upgrade services.

“We see initiatives for our customers to get much closer to their customer so they not only sell a product, but can effectively deliver ‘uptime’ and usage of that product.”

52 OCTOBER 2014

Figure 2

RAPID GROWTH MARKETS

Source: EY, Rapid Growth Markets, 2013.

ANALYSIS

“Our ability to become more adaptive is a cultural change for us,” says Edwin O’Neil, Director, Integrated Logistics Services at Caterpillar Inc. “We’ve always been long and lumbering. But our demand cycles are moving much faster” Building the new supply chain Supply chain as an offensive weapon In the E&M sector, leading manufacturers are placing the supply chain at the centre of their efforts to achieve their strategic priorities. The ability to optimise performance and cost across the entire supply chain is key to helping enterprises become more competitive and resilient.

“The supply chain is going to be absolutely critical in the future,” says Carol Burke, Managing Director of Unipart Manufacturing Group, a supplier to the auto, energy generation, and oil and gas industries.

Figure 3

Companies are recalibrating their supply chains as they seek to capitalise on opportunities and respond to challenges.

In particular, as the E&M sector continues to evolve, the key to sustainable growth will be companies’ ability to anticipate the emergence of new growth markets – and move swiftly to service them with innovative solutions. Flexible and scalable operating models, bolstered by globally standardised processes, structures and functions, will make the difference.

Well-designed, synchronised and executed supply chains will become an offensive weapon. A resilient supply

POOR VISIBILITY ACROSS SUPPLIER TIERS

Companies have little visibility beyond Tier 1 suppliers How much visibility of supply and capacity information do you have across your suppliers and logistics partners?

chain, orchestrated by internal and external partners, is a key enabler of this strategy. The supply chain must realise an effective balance between being both lean and resilient, optimising inventory, transportation, logistics, and other operational cost parametres while delivering expanded service, support and product offerings. There’s a clear demand for process standardisation and logistics best practice sharing in the E&M sector as its supply chains mature. Greg Fromknecht, Vice President of Logistics at Emerson Electric Co., expands on this thought,“How do we leverage our global scale, but have regionally unique solutions to market?

That’s the question. We have to figure out where that leverage point is and how we support our overall corporate objectives on cost, customer service and cash flow. We drive those objectives through our logistics strategy and execution.”

The control tower approach

Source: Economist Intelligence Unit survey, Nov. 2012.

A critical challenge facing many companies as they seek to promote greater collaboration among their network of partners is achieving a greater level of transparency and communication. Doing so will require them to attain greater visibility into how their entire supply and partner network fits together.

“The more visibility you have, the more time you have to react and the better you can manage,” says Alexander Pilar, CIO, DHL Supply Chain. Most companies don’t

OCTOBER 2014 53

ANALYSIS

currently have such visibility, according to a study by KPMG. When asked about their supplier visibility, for example, 49 per cent of respondents reported their companies are familiar only with their immediate Tier 1 partners in the supply chain; they knew very little about partners beyond, let alone their entire network (Figure 3).

Integrating supply chains so that all the upstream and downstream partners can

54 OCTOBER 2014

see the full picture enables companies to plan ahead more accurately, manage demand more cost-effectively, and support customers more proactively. It also reduces risk, because the supply chain is operating according to a single plan and a single ‘version of the truth’. This orchestrated model, called the supply chain control tower, is frequently executed by a lead logistics service provider (LLP) (Figure 4).

The LLP sits atop the control tower, using real-time visibility tools to constantly monitor and assess the condition and performance of the supply chain. Thanks to alerting systems, potential or real problems can be identified and addressed proactively – before they disrupt the supply chain.

Like other industries – e.g. automotive and technology – leaders in the E&M sector have embraced the control tower concept, and its adoption is expanding.

Presently the architecture and toolsets are at the heart of the control tower proved visibility architecture and toolsets are at the heart of the control tower approach figure 5 illustrates the difference between the traditional disconnected linear supply chain with poor visibility across

ANALYSIS

E&M companies must construct leaner, more resilient global supply chains capable of delivering products as well as lifecycle support – effectively and efficiently

boundaries and the new supply chain which operates as an information sharing collective. The traditional linear mode, every disconnect potentially inject script into the supply chain. Lifestyle management: from product centric to use its centric product in the TNM sector are often expensive and essential to revenue generation. When the break, the cost of downtime can be extraordinary. A grounded aircraft can easily cause an airline hundreds of thousands of dollars an hour, for instance.

Naturally once something breaks down, it is critical to get the replacement to the user, complete the service, and get the asset up and running quickly. Such emergency repair the necessary at times but they carry a high cost and risk.

The goal in life-cycle sustainment, therefore, is not to optimise the cost of the emergency solution itself, but to anticipate and prevent such emergencies in the first place. This can be achieved with a combination of sensor technology, data analytics and responsive supply chain capability. The point is to build a life-cycle support system that shifts a

greater proportion of the supply chain to be predictable and anticipatory, rather than reactive. To this end, major companies are moving their business toward the pay as you use model, also known as power by the hour. Rolls-Royce was the first to

Figure 4 SUPPLY CHAIN CONTROL TOWER CONCEPT

introduce this concept some 50 years ago in its aviation division, for jet engines.

Today, the company offers an expanded portfolio of services under this usage model.

This includes real-time engine health monitoring, which uses on-board sensors to track the health status of engines and operation. It includes diesel engine access, which provides immediate replacements for engines that require major maintenance.

Rather than keep the aircraft grounded while its engine is being overhauled, RollsRoyce simply switches out the engine with a substitute, thereby enabling the asset to return to service far faster. And finally, Rolls-Royce provides a global network of authorised maintenance centres to ensure that the part is readily available to customers whenever required. Such a shift requires designing a highly agile supply chain network to preposition inventory and service capabilities closer to the customer, and doing so while reducing cost.

Supporting such operations isn’t easy.

Costs can quickly get out of hand if the supply chain is not intelligently managed.

“If you create a parts depot operation and then stock it to be ready for anything that comes along, that costs a lot of money,” says Bob Bush, Engineering and Manufacturing sector Strategy Director, DHL Customer Solutions and Innovation.“You don’t want to maintain a 100,000 sq foot warehouse to stock spare parts that are needed just twice a year. Instead, you need visibility into your inventory levels across locations, so if there’s an emergency, you can instantly locate the closest part that fits the need an expedite it to the customer.”

Adds O’Neil from Caterpillar,“The question becomes, where do you position your support hubs and spokes, and how do

OCTOBER 2014 55

ANALYSIS

you make sure you have the right inventory in the right place?”

Leading companies are moving to an anticipatory support model, managed by lead logistic service provider (LLP). In this model, the LLP provides flexible capability in maintaining inventory stock levels, has the visibility and data to anticipate what it will be moving, when and where, and has a robust logistics capacity to do so.

Figure 5

OLD AND NEW SUPPLY CHAIN VISIBILITY MODELS

Risk management and contingent capacity To improve their supply chain resiliency, leading FNM companies are adopting a risk management strategy for critical components of their supply chain-like transportation.“The key to managing risk is having a plan that’s automated, so when you do flip a switch, your backup plan goes into action,” explains Fromknecht of Emerson.“In our process, we have backup carriers identified for everything – at least three carriers for every lane. If one has an issue, we automatically go to carriers two, three and four.”

In Thailand, when floods closed the major airport, Emerson re-routed its freight by ground and shifted its volume to Singapore.

“The point is that these contingency plans were already set-up.”

“You have to make supply chain risk management part of the daily operation.

Having a disaster team alone doesn’t work.

You have to have backup plans and already have those relationships with logistic service providers in place. Meanwhile, the supply chain optimisation team has to make sure everything is in the system, so we can flip it on when we need to. We have mode and supply chain optimisation teams in each region of the world.”

Clearly, volatility in the global E&M sector has many faces, among them: Escalating competition from anywhere Fragmenting centres of demand Rapidly growing new markets Cost pressure Rising customer service expectations Changing business model As industry wrestles with the challenges and opportunities that these dynamics generate, E&M companies have the

56 OCTOBER 2014

Source: Based on a presentation given by Richard Douglass, IBM, at the University of Maryland, 2013.

opportunity to adopt lessons learnt and best practices from other sectors-especially automotive. By collaborating with partners to implement other sectors key learnings, global E&M firms can, in effect, skip a generation of supply chain revolution and go directly to state-of-the-art.

To do this, organisations must build capabilities, strategies and tactics that: Deliver agility, appropriate redundancy and contingent capacity that can be switched on at a moments notice Develop cost-effective solutions to

capitalise on market cooperating developments Improve visibility across the extended supply chain under control tower architecture Partner with suppliers, service providers and customers a continuous supply chain performance improvement Companies that make the most of their supply chains build resiliency, performance and profits. As Carol Burke from Unipart sums up,“Supply chain effectiveness is the invisible advantage.”

-www.dhl.com

Y A D O T E IB

R C S SUB

CHINA - INVEST IN LOGISTICS

RSA - ASSET RICH LSP

MAXIMUS - SOARING HIGH Supply chain risk

46 38 32

UNWIND

Battling the cons

Moving valuables?

Monitor the chain

Renault trucks ENHANCING THE BUSINESS OF LOGISTICS

Inside Qatar’s boom

October 2014 Issue 08

PLEASE FILL IN ALL FIELDS IN BLOCK CAPITALS Name: Company Name:

FUELLING THE OIL AND GAS SUPPLY CHAIN

Position: PO Box: City: Country:

It’s got to be resilient, coordinated and time bound

Telephone:

October2014_Cover2.indd 1

2/10/14 10:24:13

Mobile: E-mail: Annual Aubscription in the UAE (US$ 30.00) Annual Subscription in the GCC (US$ 65.00) Annual Subscription outside GCC (US$ 100.00)

Signature ____________________

Call: +971 4 3978847/3795678 or e-mail to info@signaturemediame.com Date:_______________

P. O. Box 49784, Dubai, UAE, Tel: 04 3978847/3795678 Email: info@signaturemediame.com

A D V E R TO R I A L

Modern Freight Company Listening to customers’ needs and offering customized support to the individual’s requirements has made ‘Modern Freight Company

M

FC has the size, scale and experience to help with any warehousing and distribution challenge. Whether the client requires storage in bulk or in a temperaturecontrolled environment, MFC offers solutions tailored to all of the customers’ needs. Having warehousing facilities covering 25000 square meters with firefighting systems, 24-hour security, warehousing management system and dedicated areas for co-packing and reworking business, the warehouses are fully owned/managed by MFC and all are within close proximity to the Airport and Jebel Ali Sea port in Dubai.

“Having a strong distribution and warehousing strategy is critical in today’s global environment for a business to succeed. MFC’s integrated supply chain solutions can help reduce customer’s inventory levels and logistics costs “says Nick Trott, General Manager, MFC. Keeping pace with the changing business environment, MFC has also ventured into the removals services, catering to a diverse range of removal requirements. It offers specialized removal services including household removals, office removals, pet relocations and vehicle transportation across the globe.

The company’s International Projects Division handles services for entire largescale, heavy-lift project moves. From assignment to relocating an entire factory or moving a single heavy lift crane to a remote location, MFC’s Project Team will plan, manage and undertake projects of any scale from start to finish. Experienced at working in some of the most challenging areas of the globe, the company serves a variety of sectors including Oil and Gas, Power and Energy, automotive, construction, military offering solutions for over-sized, over dimensional ,heavy lift project movements.

58 OCTOBER 2014

Skids

Machinery Room

However challenging the geography, however complex the shipment, MFC works closely with its customers to ensure that every move is planned, delivered and completed on time and to exact specifications.

Offering stylish, elegant and cost-effective shelter solutions MFC’s engineering arm ‘MFC Container Concepts LLC’ is one of the region’s leading Container Conversions and steel modular construction specialists.

With its origin in the early 1990s as a

Ablution Units

Offshore Diving Chambers

depot services and container repairs facility for the shipping industry, MFC Container Concepts revolutionized the construction scene in UAE by venturing into converting shipping containers into Single, Joined and Complex building solutions. Operating from

an exclusive state-of-the-art conversion facility in Jebel Ali Industrial Area in Dubai, with over 30,000 square meters capacity, MFC has been supplying equipment to oil, gas and construction companies from the UAE to as far and old as Papua New Guniea.

Ideal for both temporary and permanent spaces, MFC can recycle shipping containers to build various types of units to cater to the bespoke needs of any industry. From mining and exploration camps to military camps, MFC caters to any requirements with detailed layouts, planning and construction needs. These can include various types of accommodations, ablution units, prayer rooms, offices, storage units, kitchen units, recreational facilities, mobile hospitals and now into hotels. With the manufacturing facility based near Jebel Ali Port, these solutions can easily be shipped across the globe for use in the Construction, Mining, Defense, Marine and Engineering Industries.

MFC also covers a broad range of sizes to cater for temporary or semi-permanent hospitality spaces. This includes retail shops, exhibition spaces and event structures.

All these structures are manufactured from single or by joining 20 feet units or 40 feet units, in single , parallel or G+1 (ground + 1)configurations with complete air-conditioning, shelving, cupboards and bespoke requirements. The structures can be built in a fraction of the time it would take for a normal building.

MFC has also been catering industrial type units for various clients which include diving decompression chambers, reefers, laboratory, water treatment plants, generator enclosures, testing rooms, storage units, control rooms, security units. They also provide DNV 2.7/1 certified offshore containers that have greater strength than the normal ISO containers, for offshore oil and gas industry.

One of the advantages that container structures bring along with them is the cost-effective nature of construction and an affordable space option for one and all.

“Because of the option of stacking and converting these steel boxes, containers are becoming an attractive option in many urban environments” says Mr.Trott.

With its ease of transporting to site for installation thus saving time and money, it gives the client flexibility to move and reuse them and also can be expandable to accommodate the future requirements.

“Virtually anything you can imagine can be built whether as a wholly container based construction or as a hybrid construction with other construction technologies,” says Mr. Trott.

OCTOBER 2014 59

UNWIND

Showing the way

UAE and Ruler of Dubai, because he is a man of vision and an example of a leader of change.

Ahmed bin Lahej is Director of Passenger Operations at Dubai Customs.

He is a graduate of the Sheikh Mohammed Bin Rashid Al Maktoum Leadership programme (2005). This leadership programme is a Dubai government initiative to prepare the second line of leaders for the country.

Here he shares his career path and management style Which school and university did you go to?

In 1990, I graduated from Imam Malik High School with a Science specialisation. That same year I joined the Higher Colleges of Technology to complete my Higher Diploma in Industrial Electronics. I also hold a Diploma in Computer Information Processing. I did my Bachelors in Business Administration (Marketing).

I followed that with an MBA from the Canadian University of Dubai in General Management.

What was your first job?

I joined Dubai Customs in 1993 as a Customs Inspector. In 1998, I was assigned as Head of Inspection at Cargo Village and Airport Free Zone. That was my first managerial position. In 2002, I was promoted to Assistant Manager of the Facilitation and Procedures Department and within months I was promoted to Sr. Manager of the same department. In 2004, I was assigned as Sr. Manager of the Commercial Department.

In 2006, I established the Client Management Department and the following year I was chosen as Client Management Director at Dubai Customs. During this time, we introduced many programmes and initiatives that enhanced and managed our relation with our clients and stakeholders including the client accreditation programme, the mystery shopper and getting our first ISO certification on complaint handling in the Middle East. That year, we also acquired our first ISO certification in Client Charter in the

60 OCTOBER 2014

What is your leadership style?

I adopt different types of leadership styles and my main style is to be a situational leader due the different types and requirements of the employee. Also I lead by example to create the trust between my team members.

What do you think is most important for being an effective manager?

Having leadership characteristics as well as managerial and communication skills and the ability to manage a crisis. In my experience, creating trust among employees has played a major role in achieving the goals and objectives of our organisation.

world. Then in 2008, I was assigned the role of Director of Airport Customs Centres and in 2013 I was given the role of Director of Jebel Ali Customs Centres where My role model more than 75 per cent is His Highness of all cargo and goods Sheikh Mohammed for Dubai are cleared.

This year, I was asked to bin Rashid Al be Director of Passenger Operations and Dubai Maktoum, Vice Airport.

President and Prime Minister of the UAE and Ruler of Dubai, because he is a man of vision and an example of a leader of change.

What do they not teach you in business school?

Direct interaction with businesses and customers as well as the implementation of the theories in reality. People management is one of the main things you learn in a working environment.

Who is your role model? Why? My role model is His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the

How well do you handle stress?

What is your fool proof method of de-stressing?

Turning pressure into challenges and work on defeating it. Also creating healthy environments at work can reduce the work pressure.

What do you find encouraging?

The outcome of an outstanding management that serves work and employees and being the first and the number one to achieve or innovate.

How do you spend your free time?

My family plays the most important part in my life and they are the first in everything I do. Also on-going development and education, sports and nurturing social ties are activities I always indulge in.

What is at the top of your agenda right now?

Family. Living up to work demands, current and future ones. Leveraging work efficiency. Investing in available human resources.

Fully Automated multi-temperature and multi-user 3PL logistics solution

of high bay storage facility of fully automated frozen (0 to -30 degrees) pallet positions with state of the art crane & conveyor system

pallet positions of standard racking controlled at +25 degrees for general cargo of mezzanine storage or added value area within the facility metric tons of Bulk Stack

of rentable office area to customers that use the facility INL is a Third Party Logistics Provider (3pl) focusing on food service solutions to the end customer, it has a freight department and custom broker to assist in clearing and delivering shipments to the market. Located at Dubai World Central (DWC) with easy access to road, sea and air ports.

Plots W5, W6, W7 Dubai Logistics City, DWC P.O. Box 3139, Dubai, U.A.E.

Telephone: +971 4 Fax: +971 4 8879195

8160600, +971 4 8160601 info@inl.ae

www.inl.ae

seabury report

THE NEW GATEWAY TO THE GULF