Global Supply Chain January 2025 issue

January 2025 Issue 120

ENHANCING THE BUSINESS OF LOGISTICS

Hellmann Worldwide Logistics Dubai based Regional CEO

Madhav Kurup appointed as Global COO and

Member of the Management Board

Second Future Hospitality Summit Roadmap to achieving net zero by 2050

Etihad Cargo

2025 strategy: placing customers first

Green Hat Advisory

Improving Supply Chain risk management with AI

Drive the road of change.

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“Those in supply chain know the impossible is possible.”

The year has begun with optimism and engagement. The team at Global Supply Chain is delighted to bring you the latest from the world of logistics and its rapidly evolving landscape.

Dubai based Regional CEO Madhav Kurup, was recently appointed as Global COO and Member of the Management Board. He shares the vision of his company, Hellmann Worldwide Logistics in our engaging cover story.

We bring you insights from Qatar based, GWC’s landmark year where it also shares its achievements and goals for the future.

This issue also features an exclusive piece by the Vice President of Etihad Cargo, Stanislas Brun. He shares the national cargo carrier’s 2025 strategy.

We bring you a fascinating guest column from US-based Green Hat Advisory which offers an insight into improving supply chain risk management with AI. There are also power packed pieces by Australian based Fluent Cargo and EES Shipping, proving once again, that this publication is truly international in nature.

Taking you to where all the action is, we offer ground reports from the logistics conference Logimotion and the second Future Sustainability Summit which set out a roadmap to achieving net zero by 2050.

Discussions on robotics, strategic partnerships, acquisitions and new mergers all make up this engaging January edition.

We hope you enjoy this issue as much as we’ve enjoyed bringing it to you.

Abigail Mathias Editor abigail@signaturemediame.com www.globalsupplychainme.com JANUARY 2025 3

January 2025 Issue 120

12 Elevating 16e-commerce in Oman GWC Milestones

Vision for the future

Temu and Asyad Express form strategic partnership

18 Future Sustainability 20Summit makes headway United against cruelty

Emirates Sky Cargo and TDS battle illegal trade

Forge path to low-carbon

24 Air Arabia Cargo 26 TIACA

Signs “Aviation 4 All” declaration Appoints Globe Air Cargo as its GSSA

28

Qatar Airways Cargo and Japan Airlines

Sign MOU to strengthen airline cargo partnership

30Anchanto Etihad Cargo 32 Fluent Cargo 34 Ease of shipping 36

Embracing omni-channel integration 2025 strategyplacing customers first Planning shipping routes with ease Insight into Australian supply chain

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06

Hellmann Worldwide Logistics

Dubai based Regional CEO Madhav Kurup appointed as Global COO

38Logimotion makes its mark 46dnata Logistics 42Green Hat Advisory 48News Sustainable supply chain addressed

Launch of new facility in Dubai South

Using collaborative intelligence to boost supply chain

Up to date news from the industry

44

Qatar Airways Cargo and Cainiao

Join forces to meet global e-commerce demand

60

The business of balancing logistics

SALES AND OPERATIONS PLANNING

HELLM ANN W OR LDW IDE LOG IS TIC S

Eager to contribute to Hellmann’s ongoing success

Madhav Kurup, Global Chief Operating Officer and Member of the Management Board Hellmann Worldwide Logistics Madhav Kurup was recently appointed to the Management Board of Hellmann Worldwide Logistics as Global COO for Airfreight, Sea freight, and Contract Logistics. His new role is a part of Hellmann’s strategic plan to expand the company’s global footprint across all product areas. In an exclusive interview he shares his career journey and emphasizes strategic advantages of operating from Dubai.

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HELLM ANN W OR LDW IDE LOG IS TIC S

JANUARY 2025 7

HELLM ANN W OR LDW IDE LOG IS TIC S

Global Supply Chain: Congratulations on the new role! What was your initial reaction?

Madhav Kurup: Thank you! My initial reaction was a mix of excitement and gratitude. I felt really honoured to be selected for the role and excited about the opportunity to contribute to the team and company. It’s a great feeling to know that my skills and experience were valued, and I’m looking forward to diving in, learning from my colleagues, and making a positive impact. Overall, it was an exciting moment, and I couldn’t wait to get started.

GSC: Did you have any hesitations when this opportunity was presented to you?

MK: I’ve had the privilege of serving as a regional CEO for the past 16 years, initially leading the Middle East, then expanding to the Indian subcontinent, and later overseeing the African continent.

I am incredibly proud of the significant achievements we’ve made across these regions, and I feel confident in the progress we’ve driven. As I’ve reached this milestone, I was ready to embrace the next challenge in my career. When the opportunity with

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Hellmann was presented, I was particularly excited by the flexibility to operate out of Dubai, which is not only convenient but also aligns well with my family’s needs.

Professionally, there was no hesitation; this has always been my goal—to step into a global role with an organisation of Hellmann’s stature, and I’m eager to contribute to its ongoing success.

GSC: As the first non-German speaking member of Hellmann’s Management Board, do you expect to face any challenges?

MK: Since 2018, I have had the privilege of being the first non-German speaking member of our international executive board. I must say that my colleagues have consistently shown immense respect for my position, always conducting meetings in English to ensure clear communication.

As part of this transition, both the management and supervisory boards have agreed to make English the official language of our board meetings, which is a significant step toward fostering greater international collaboration. I am truly grateful for the efforts made to onboard me into the board

and for the forward-thinking approach to change the status quo. This move not only reflects our commitment to ‘internationalising’ the company but also enhances our decision-making process from a truly global perspective.

GSC: What are the advantages and challenges of operating out of Dubai for this role?

MK: Dubai is strategically positioned as one of the best global hubs for any multinational role, thanks to its exceptional connectivity and world-class infrastructure.

Hellmann operates directly in 60 countries and through network partners in an additional 80 countries, spanning regions from New Zealand, Australia, and Asia to the Middle East, Africa, Europe, and both North and South America. This geographical reach makes Dubai an ideal base for managing such a global organisation. However, a key challenge I face is that all my direct reports are based in Germany. As a result, I will need to travel to Germany at least once a month, which requires careful planning to maintain smooth communication and coordination.

HELLM ANN W OR LDW IDE LOG IS TIC S

GSC: How does transitioning from Regional CEO to Global COO influence your strategic approach?

MK: The shift from my current role to this new position represents a significant change in both mindset and approach. In my current role, my scope of responsibility has been regional, which means my decisions have primarily focused on their impact within specific regions. I was constantly evaluating how my choices would affect the Middle East, Africa, and the Indian subcontinent. However, stepping into this global role, the nature of my decision-making will change dramatically.

It’s now essential that I think on a much larger scale, considering the implications not just for one region, but for larger, more diverse markets across Asia, Europe, and the Americas. The decisions I make will have broader and more far-reaching consequences, influencing the direction of the business on a global scale. This shift will

require adapting my approach to be more strategic, ensuring that I’m balancing the needs and opportunities of various markets while maintaining alignment with the overall global vision and objectives.

GSC: How do you see Hellmann positioning itself in the changing logistics landscape globally?

MK: Hellmann is a mid-sized, family-owned global organisation with a rich legacy spanning over 150 years. While we have never aimed to be the largest in terms of revenue within the industry, our focus has always been on building a strong, interconnected global network, investing in our people, and staying ahead of the curve in digitalisation and technology. We have also established ourselves as industry experts by offering customer-centric solutions. In an era of consolidation within the logistics sector, as well as the rise of new competitors from the ports and shipping lines, Hellmann’s

approach stands out. We are a unique player in the global logistics landscape, offering stability and a partnership-driven approach that resonates with customers. This strategy not only sets us apart but also strengthens our long-term relationships with clients who value consistency, trust, and collaborative solutions.

GSC: What leadership values and principles have brought you this far in your career?

MK: Throughout my career, several core leadership values and principles have been pivotal in helping me grow and succeed.

First and foremost, integrity has always been the cornerstone of my leadership style. I believe that trust is fundamental to any effective leadership, and by being transparent, honest, and ethical in all my actions, I’ve been able to build strong, lasting relationships with colleagues, partners, and clients.

“Hellmann operates directly in 60 countries and through network partners in an additional 80 countries, spanning regions from New Zealand, Australia, and Asia to the Middle East, Africa, Europe, and both North and South America. This geographical reach makes Dubai an ideal base for managing such a global organisation.”

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HELLM ANN W OR LDW IDE LOG IS TIC S

Another guiding principle has been a commitment to continuous learning and adaptability. The business world, especially in global logistics, is constantly evolving.

Embracing change, staying curious, and always seeking opportunities for selfimprovement has allowed me to stay ahead of the curve and make informed, forwardthinking decisions.

Collaboration and inclusivity are also key values that have shaped my approach.

I strive to create an environment where diverse ideas are welcomed and where teamwork is prioritised over individual success. By empowering my team and fostering an open, supportive culture, we have consistently achieved better results.

Lastly, customer-centricity has always been a central focus. Understanding the needs and challenges of our clients and ensuring that we provide solutions

that truly add value, has not only driven success but also built long-term, trusted partnerships.

These values have allowed me to lead with purpose, navigate challenges, and continue to grow both personally and professionally.

GSC: You have been in Dubai for a while. How has the city’s transformation contributed to your personal and professional growth?

MK: Having lived in Dubai for over 20 years, I’ve had the privilege of witnessing firsthand the remarkable transformation of this emirate. The development in terms of infrastructure, government regulations, and the success of the free zone models has been nothing short of extraordinary. Dubai has evolved into one of the most strategic logistics hubs in the world, thanks to its

state-of-the-art infrastructure, world-class airports and ports, highly efficient customs processes, and a business-friendly free zone environment. These factors have played a pivotal role in the success of global logistics organisations like Hellmann in the region.

I owe a significant part of my success to the visionary leadership of Dubai and the UAE, which has continually provided a dynamic platform for growth and innovation. The foresight and forwardthinking policies of the leadership have not only shaped the region into a global logistics powerhouse but also offered businesses like ours the opportunity to thrive. Dubai’s strategic positioning, combined with its commitment to fostering international business, has been integral to both my professional development and the broader success of our operations in the region.

“Hellmann IMEA currently employs over 2,000 people across 14 countries, operating through 20 business units, which include 6 vertical joint ventures. Our presence in the region is diverse and robust, with Hellmann emerging as the market leader in key sectors such as automotive and healthcare.”

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HELLM ANN W OR LDW IDE LOG IS TIC S

GSC: In what ways has your upbringing in India helped you achieve success?

MK: I come from a humble, middle-class family in the southern part of India. The values of hard work, integrity, and discipline that my parents instilled in me from a young age have had a lasting impact on my life. Education was always prioritised as a key component of my upbringing, and it shaped my worldview and approach to life.

Growing up in a society with such diverse social, economic, and cultural challenges has also provided me with a broader perspective, enabling me to understand and appreciate different viewpoints and navigate complex situations with empathy and resilience. These formative experiences have been fundamental in shaping both my personal and professional journey.

GSC: What are Hellmann’s future plans for IMEA (India, Middle East, Africa) region, and how do you see your current role being succeeded?

MK: IMEA remains a critically important region for Hellmann, with some of the fastest-growing markets such as India, rapid developments in Saudi Arabia, and emerging opportunities across Africa. In addition to these dynamic markets, our well-established and thriving operations in the UAE continue to be a cornerstone of our success in the region. As I transition from my current role as Regional CEO for IMEA, which will soon be filled by a successor, I am confident that Hellmann’s presence in the region will continue to expand and thrive, capitalising on the tremendous growth potential these markets offer.

GSC: Please give us an insight into the operations of the company in the Middle East and some of the milestones achieved.

MK: Hellmann IMEA currently employs over 2,000 people across 14 countries, operating through 20 business units, which include 6 vertical joint ventures. Our presence in the region is diverse and robust, with Hellmann emerging as the market leader in key sectors such as automotive and healthcare.

Additionally, our activities continue to expand into other high-growth areas, including fashion, chemicals, and e-commerce, further solidifying our position as a leading logistics provider in the IMEA region.

JANUARY 2025 11

GWC: 20 GWC: YEARS20OF YEARS EXCELLENCE OF EXCELLENCE

20 Years of Excellence:

GWC’s 2024 Milestones and Vision for the Future

As we drew the curtains on 2024, GWC reflects proudly on two decades of progress and innovation.

What began as a modest warehousing company has grown into Qatar’s foremost logistics powerhouse and a trusted partner across the region and beyond.

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GWC: 20 YEARS OF EXCELLENCE

T

his milestone year encapsulates GWC’s relentless drive towards excellence, defined by strategic expansion, sustainability achievements, and community engagement.

Forging New Horizons: Strategic Partnerships in Saudi Arabia A standout achievement in 2024 was GWC’s expansion into Saudi Arabia, underscoring its commitment to playing a key role in the Kingdom’s transformation into a global logistics hub, as envisioned in Saudi Vision 2030. Two pivotal agreements solidified GWC’s foothold in this dynamic market.

GWC Energy Services, a wholly owned subsidiary of GWC, signed a Memorandum of Understanding (MoU) with Saudi

Offshore Fabrication Company (OFC) to develop 100,000 square metres of Grade A logistics facilities at Ras Al-Khair Industrial Port. This partnership focuses on optimising storage and logistics solutions for OFC’s clientele while leveraging GWC’s proven expertise in energy supply chains.

In a complementary move, GWC partnered with GFH Financial Group (GFH) under a Head of Terms agreement to develop 200,000 square metres of Grade A logistics infrastructure in Riyadh, Jeddah, and Dammam. GFH will finance and oversee the projects, while GWC leads their technical development and serves as the anchor tenant. These state-of-the-art facilities will feature advanced technology and adhere to global sustainability standards, ensuring they meet the growing demands of the logistics sector.

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GWC: 20 YEARS OF EXCELLENCE

Speaking on these transformative agreements, GWC Group Managing Director, Sheikh Abdulla Bin Fahad Bin Jassim Bin Jaber Al Thani, said: “These partnerships highlight GWC’s commitment to fostering regional integration and delivering worldclass logistics solutions. By working together, we create opportunities for both our clients and stakeholders, driving innovation and efficiency in the supply chain.”

Expanding Excellence: FLAG Oman 2024 also saw the launch of FLAG Oman, a logistics facility that underscores GWC’s dedication to regional growth and operational excellence. Strategically situated, FLAG Oman serves as a vital hub for trade and supply chain solutions across the GCC and beyond.

The facility integrates cutting-edge technology with advanced infrastructure, offering comprehensive storage, distribution, and value-added services.

FLAG Oman not only strengthens GWC’s regional presence but also aligns with Oman’s national development goals, further enhancing the country’s logistics landscape.

The opening of FLAG Oman reflects GWC’s broader vision of facilitating seamless connectivity while supporting economic growth in key markets. It is testament to the

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company’s ability to adapt, innovate, and lead in an increasingly competitive industry.

Championing Sustainability: A Cornerstone of GWC’s Mission Sustainability remained central to GWC’s operations in 2024, with the company earning the prestigious ‘Best Water Recycling’ award in the Tarsheed Competition, organised by Kahramaa. The award recognised the success of GWC’s Sewage Treatment Plant at Bu Sulba, which has produced over 268 million litres of treated water since 2022. This recycled water has been instrumental in irrigating

more than 20,000 square metres of land.

Beyond this accolade, GWC showcased its commitment to green initiatives during Qatar Sustainability Week. Through energy-efficient infrastructure, solar integration, and other innovations, the company demonstrated its ability to embed sustainability across every facet of its logistics operations.

Matthew Kearns, GWC’s Deputy CEO, summarised the company’s philosophy: “Sustainability is not just a goal for us – it’s our responsibility. By prioritising environmental stewardship, we’re setting new benchmarks for the industry and building a greener future.”

GWC: 20 YEARS OF EXCELLENCE

Recognising Excellence: Industry Awards and Accolades

Investing in Communities: Giving Back Through Engagement

GWC’s contributions to the logistics sector were recognised with multiple awards in 2024. The Al Wukair Logistics Park was named ‘Project of the Year,’ showcasing GWC’s ability to deliver forward-thinking infrastructure that meets the evolving needs of the market. Additionally, Qatar’s General Authority of Customs honoured GWC for its efforts in streamlining customs processes, further cementing its reputation as a trusted logistics partner.

2024 also marked a personal milestone for Sheikh Abdulla, who was named an industry icon by Logistics Middle East.

Since his appointment as Managing Director in March 2024, he has overseen key achievements, including $326 million in revenue and $40 million in net profit over the first nine months, the phase two development of Al Wukair Logistics Park, and sustainability advancements that include energy-efficient operations.

Reflecting on his leadership journey, Sheikh Abdulla said: “Our success this year is testament to the dedication of our team and the trust of our clients. Together, we’ve built a legacy of excellence that continues to shape the future of logistics in Qatar and beyond.”

Beyond its corporate successes, GWC remains deeply committed to fostering community development. In 2024, the company sponsored various sporting events and local initiatives, including a oneyear sponsorship of the Qatar Billiard Sports Federation. GWC also supported Qatari athlete Ali Radi Arshid, who competed in the Paris 2024 Paralympics.

These efforts highlight GWC’s belief in the power of community engagement to drive meaningful change. By supporting local talent and initiatives, the company continues to build stronger ties with the communities it serves.

Vision for the Future: Growth, Innovation and Leadership As GWC celebrates 20 years of excellence, it looks to the future with a clear vision: to expand its footprint, invest in innovation, and lead the logistics industry with sustainability at its core. The company plans to further strengthen its presence in key regional markets, explore emerging sectors, and embrace cutting-edge technologies to enhance efficiency and scalability.

Kearns elaborated: “Our vision is rooted in innovation and growth. By leveraging our expertise and staying ahead of global trends, we aim to solidify GWC’s position as the partner of choice for integrated logistics solutions across the region.”

Investments in technology, infrastructure, and talent will remain pivotal as GWC continues to meet the needs of its diverse clientele while driving economic growth in Qatar and beyond.

A Legacy of Excellence The milestones achieved in 2024 reflect GWC’s resilience, adaptability, and visionary leadership. From winning sustainability awards and forging strategic partnerships to achieving industry recognition and community impact, GWC’s journey is a story of constant evolution and commitment to excellence.

Sheikh Abdulla encapsulated this legacy: “Over the past two decades, GWC has transformed into a global logistics leader, built on the dedication of our team and the trust of our stakeholders. As we look ahead, we remain focused on delivering innovative solutions and shaping the future of logistics for generations to come.”

With two strong decades in the industry, GWC stands as a beacon of progress and sustainability, ready to lead the logistics industry into a brighter and more connected future.

JANUARY 2025 15

GREEN HAT ADVISORY

Temu and Asyad Express form strategic partnership to elevate e-commerce in Oman The collaboration introduces a new cash-on-delivery option, offering a seamless shopping experience to consumers.

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emu, the direct-from-factory online marketplace, recently announced a strategic partnership with Asyad Express, part of Asyad Group, to enhance delivery service across Oman and improve the fulfillment process for its customers.

This collaboration combines Temu’s innovative direct-from-manufacturer business model with Asyad Express’s advanced logistics network to offer access to a wide variety of quality products at affordable prices. As part of the alliance, Temu expands its payment methods to include a new cash-on-delivery option, reflecting the company’s commitment to providing a seamless shopping experience.

“Temu’s mission is to make quality products affordable to more consumers.

We aim to deliver a superior customer

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experience by working with Asyad Express as a local fulfillment partner,” a Temu spokesperson said.

Jason Ashbrook, Vice President of Commercial at Asyad Express, added, “We are pleased to collaborate with Temu to provide quality and reliable services to online shoppers in Oman. Together, we aim to ensure customer satisfaction in the delivery and fulfillment process.”

Asyad Express is dedicated to providing efficient and reliable global express delivery services. This partnership with Temu aligns with the strategic vision of Asyad Group aiming to reinforce Oman’s role as a premier logistics gateway to the GCC and MENA. By leveraging Asyad Express robust infrastructure and advanced technology, this collaboration will enhance cross-border trade, attract global businesses, and contribute to the economic

Jason Ashbrook, VP, Asyad Express growth for Oman.

Since launching services in Oman in September 2023, Temu has offered a wide range of products across over 200 categories, from household items to electronics. By connecting customers directly with manufacturers, Temu’s model reduces costs and inefficiencies typically seen in traditional retail supply chains. As consumer shopping behaviour continues to evolve, this alliance positions both companies at the forefront of digital retail innovation in one of the world’s fastestgrowing e-commerce regions.

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THE DONKEY SANCTUARY

United Against Cruelty: The Donkey Sanctuary and Emirates battle donkey skin trafficking According to The Donkey Sanctuary’s latest figures, six million donkeys are killed for their skins each year, the majority in Africa.

These skins are then exported across the world, by ship and by air, before being used to make traditional medicine and remedies.

I

nternational animal welfare charity, The Donkey Sanctuary, has joined forces with Emirates, the world’s largest international airline, to highlight the risks posed by the transportation of donkey skins in air cargo.

Working together, The Donkey Sanctuary and Emirates have co-created the Aviation Risk and Threat Assessment operational guide to highlight the risks posed by the donkey skin trade and its association with serious and organised criminal activity.

In research by The Donkey Sanctuary and the University of Oxford’s Saïd Business School and Wildlife Conservation Research Unit (WildCRU), significant evidence exposed the link between the movement of donkey skins with other illegal wildlife trafficking and organised crime. The unregulated and unhygienic skin trade also poses a serious threat to global biosecurity.

Emirates has already implemented a ban on the carriage of donkey hides. In February 2024, African Heads of State endorsed a continent-wide moratorium on the slaughter of donkeys for their skins at the 37th African Union (AU) Summit.

Within days of the AU decision, Emirates extended its zero-tolerance policy on the carriage of banned species, hunting trophies and other associated products, to include donkey hides and parts.

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Already a leader in efforts to combat the illegal wildlife trade, the airline has established stringent protocols including screening, spot checks during transit, in depth document verification, and confirming the authenticity of permits; in addition to providing education and training for its employees across cargo and passenger operations to identify and report smuggled wildlife.

The co-created factsheet will provide the wider aviation industry with critical knowledge in the fight against the donkey skin trade. The operational guidelines explain the biosecurity risk of smuggling inadequately processed donkey skins alongside legitimate cargo such as leather or textiles. It also highlights concealment methods and crime convergence, where networks involved in the donkey skin trade may also be linked to organised crime such as wildlife and drug trafficking.

By highlighting the risks associated with the donkey skin trade and offering practical advice, The Donkey Sanctuary and Emirates hope other airlines will be encouraged to bolster their own detection and enforcement efforts to stop traffickers and criminals in their tracks.

Marianne Steele, CEO of The Donkey Sanctuary, said: “This is another welcome step in the battle against the illegal trade

in donkey skins within the transportation sector. We are proud to work alongside Emirates, which is setting new standards with its support for our work and the tightening of its own trafficking polices. We hope that others in the aviation industry will follow suit and join us in cracking down on this cruel and unstainable trade.

“All measures that shine a light on the inhumane trade in donkey skins are to be applauded, especially given its links to illegal wildlife trafficking and organised crime as well as the threat to human health for everyone involved at every stage in the process.”

Robert Fordree, Senior Vice President of Cargo Operations Worldwide, Emirates SkyCargo said: “We are proud to bring our expertise in both air logistics and the fight against illegal wildlife trafficking to the preparation of these guidelines.

In close collaboration with The Donkey Sanctuary, we have highlighted some of the ways bad actors can exploit the logistics network to transport illicit goods, while also suggesting operational initiatives that can be implemented across the aviation ecosystem to stop trafficking in its tracks. Our hope is that by working with likeminded partners, we can protect the world’s biodiversity for generations to come.”

Empowering Your Chemical Supply Chain Beyond Boundaries...

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THINKING AHEAD - MOVING FORWARD

2ND FUTURE SUSTAINABILITY SUMMIT

Global leaders converge at 2nd Future Sustainability Summit to forge path to low-carbon future

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ubai International Financial Centre (DIFC), the leading global financial centre in the Middle East, Africa, and South Asia (MEASA) region, recently welcomed industry leaders, government officials, and sustainability experts to the 2nd Future Sustainability Summit 2024. The event convened global experts to ideate, collaborate and inspire with insights, to accelerate the global transition towards a low-carbon, climateresilient future, and showcase the UAE’s sustainable practices, specifically in the financial environment.

The first day of the Future Sustainability Forum, December 4th, showcased thought leadership in panel discussions on topics including facilitation and development of green financing mechanisms, enhancing stakeholder engagement for sustainable development, decarbonisation of the energy sector, prominence of building a circular economy, ESG reporting, and a roadmap to a sustainable 2025. The second

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DIFC brought together more than 3,000 industry leaders, 3,000+ attendees, 100+ companies, 500+investors, 100+ global speakers, 50+ countries to collaborate and share insights on vital issues at a two day conference in the city. n Event highlights UAE’s sustainable practices in decarbonisation and comprehensive financial mechanisms in the roadmap to achieving Net Zero goals by 2050 n The summit sets the stage for signing of agreements in line with the commitment to transitioning to a sustainable economy

day of the event saw industry-focused discussions surrounding innovation, digital transformation and smart cities.

Sustainable initiatives discussed The event attracted 100 global speakers from 50-plus countries, highlighting the importance of the UAE’s sustainability initiatives. Notable speakers at the event included H.E. Eng. Saeed Ghumran Al Remeithi, Group Chief Executive Office, Emirates Steel Arkan (EMSTEEL), Eng. Yousif Al Ali, Chief Executive Officer, Etihad

Water & Electricity (EtihadWE), Capt. Saif Al Mheiri, Chief Executive Officer and Chief Sustainability Office, Abu Dhabi Maritime and AD Ports Group, Yasser Zaghloul, Group Chief Executive Officer, National Marine Dredging Company (NMDC), Dr. Manfred Braunl, Chief Executive Officer, Porsche Middle East and Africa FZE, Dr. Bernd Van Linder, Chief Executive Officer, Commercial Bank of Dubai, Vijay Bains, Chief Sustainability Officer and Group Head of ESG, Emirates NBD, Oliver Philips, Regional Head of Sustainable Finance, Middle East and Africa, Barclays, and Jane Goodland, Group Head of Sustainability,

2ND FUTURE SUSTAINABILITY SUMMIT

London Stock Exchange Group.

Among the attendees were over 500 global investors, and more than 20 per cent of these investors represent funds with portfolios of USD100mn and above.

This robust investor presence emphasised a strong focus on climate technology and renewable energy, underscoring the forum’s role in driving sustainable investment and actionable insights in these critical areas.

Alya AlZarouni, Chief Operating Officer at DIFC Authority and Co-Chair of the Dubai Sustainable Finance Working Group, commented, “DIFC is committed to establishing synergies worldwide with governments, organisations, industries, investors and more, to drive the transition to Net Zero with sustainable finance mechanisms. The Future Sustainability Forum enables this transition through collaboration and knowledge sharing that inspires learning. Sustainability requires innovation, considerable finance, education, reporting, and capacity building. At DIFC, we are poised to reinforce our leadership in contributing to the UAE’s climate action strategies and economic development by driving the future of finance.”

Since the UAE ratified the Paris Agreement in 2016 to contribute to climate action, there has been considerable progress in transitioning the country to a more sustainable, climate-resilient, and low-carbon economy. The UAE’s Net Zero agenda is a long-term plan aiming to achieve the sustainable development goals within the country. As a result, sustainable finance has been gaining momentum evidenced by the growth in green bond issuance, implementation of key international and regional projects to foster sustainability and other decarbonisation initiatives within the finance sector.

Dubai – and DIFC – have championed efforts towards driving climate finance mobilisation in the region. At COP28, DIFC announced the launch of its Sustainable Finance Catalyst, a strategic initiative to grow sustainable finance flows from Dubai to USD100 bn by 2030. The future of sustainability lies in innovation, global collaboration, and the transition to a circular economy.

Figures from Bloomberg’s Capital Markets League Tables has showed that annual

“The Future Sustainability Forum serves as a critical platform that enables global collaboration, knowledge sharing, and finding practical solutions for climate change and sustainable development. In light of COP29 outcomes, we are pleased to announce DIFC’s Decarbonisation Strategy, where we are setting new standards for environmental leadership. We remain at the forefront of solidifying Dubai’s position as the leading sustainable financial city in the region. Today, we are setting a new benchmark for decarbonisation within global financial centres and aim to achieve Net Zero in 2045, five years ahead of the UAE’s targets.”

– His Excellency Essa Kazim, Governor of DIFC. issuances of green social, sustainable, and sustainability-linked bonds (GSSB) in the Middle East and North Africa (MENA) in 2023 hit a new record of USD 24bn, driven by the UAE and Saudi Arabia. The UAE leads regional green bond issuance, recently reaching USD 10.7bn, up nearly 170 per cent and capturing approximately 45 per cent of regional totals.

As a leader in global climate action, the UAE has strengthened its role in driving efforts to mobilise climate finance with several global initiatives. These efforts advance the global climate agenda, further international co-operation in environmental sustainability, and support the green transition. DIFC is also bolstering its position

as a regional and global hub for sustainable finance, innovation, and leadership, building on the dialogues initiated during COP28 and enhanced through COP29.

Launched during COP28, the DIFC Sustainable Finance Catalyst is a cornerstone initiative in supporting startups and innovation in the sustainable economy by scaling sustainable financial flows from Dubai to USD 100bn by 2030, enabled by the first AI-driven sustainability knowledge hub. A workstream for the Future Sustainability Forum will be added to the 2025 Dubai FinTech Summit, creating opportunities for cross-sectoral growth between sustainability, ESG and innovation.

JANUARY 2025 21

HENK EL

Enhancing transparency and traceability in supply chains

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uilding on a legacy of more than 145 years, Henkel is leading the way to reimagine and improve life every day. The company holds leading positions with its three business units in both industrial and consumer businesses thanks to strong brands, innovations, and technologies. Henkel in the GCC was established in 1998 and has since grown rapidly with over 1,000 employees from 50 different nationalities.

Abdul Basit, Head of Supply Chain Market Operations Middle

East, Africa & Central Asia explains the nature of his company to Abigail Mathias, Editor of Global Supply Chain.

Abigail Mathias: How has Henkel established itself as one of the pioneers of consumer brands and adhesive technologies from the time of its inception?

Abdul Basit: Since its founding in 1876, Henkel has been at the forefront of innovation, beginning with its revolutionary laundry detergent. Over nearly 150 years, the company has consistently driven progress through research, development, and collaboration.

Today, Henkel leads in technological advancements across its core sectors: Adhesive Technologies and Consumer Brands. By utilizing AI, automation, and sustainability-focused innovations, Henkel develops solutions that enhance performance, efficiency, and address global challenges such as resource conservation. The company’s commitment to sustainable practices, highlighted by the 2030 Sustainability Ambition Framework, underscores its role as a global leader in innovation.

22 JANUARY 2025

HENK EL

AM: Please elaborate on which are the companies that you are primarily associated with and explain their reliance on your capabilities.

AB: Henkel collaborates with leading companies across automotive, aerospace, electronics, consumer goods, and construction industries.

These partners depend on Henkel’s adhesive technologies and tailored solutions to improve product performance and optimize processes. In the GCC, Henkel supports global and regional companies with efficient logistics and localized innovations, ensuring competitiveness while promoting sustainability and mutual knowledge sharing.

AM: Please highlight how Henkel is enhancing transparency and traceability in their supply chains?

AB: Henkel prioritizes supply chain transparency through digitalization. The Track & Trace system now covers 30% more goods, enabling real-time monitoring and rapid issue resolution.

Additionally, real-time sea shipment monitoring provides endto-end traceability for raw materials, packaging, and finished goods. Automation initiatives with partners, such as EDI (Electronic Data Interchange) and web-based ordering, ensure seamless communication and operational efficiency. These efforts build trust, improve resilience, and enhance customer satisfaction.

AM: What are some of the future and on-going projects that Henkel has helped facilitate across the Middle East.

AB: Henkel Consumer Brands’ supply chain is undergoing a 5-year transformation to improve culture, cost, cash flow, service, sustainability, and technology. In the Middle East, key initiatives include the localization and consolidation of shampoo and conditioner production in Saudi Arabia and Turkey. Starting in May 2024, Henkel began production in Saudi Arabia, while consolidating major local categories at its Ankara facility in October 2024. These steps optimize costs, increase flexibility, and meet market demands.

Further, Henkel is streamlining warehousing and co-packing activities, with Turkey’s consolidation completed in 2023 and Saudi Arabia’s set for this year. Sustainability efforts include solar panel installations in Turkey, saving 800 tons of CO2 annually, and initiatives like electric vehicles and extended railway logistics in the GCC. Digital tools, such as Power BI dashboards, enhance operational efficiency by providing insights into transportation utilization and emissions.

Henkel operates with a diverse global workforce of more than 48,000 employees across 79 countries, with a significant presence in India, the Middle East and Africa (IMEA) region.

AM: How many people make up the organisation and what is the focus of various country offices?

AB: Henkel employs over 48,000 people in 79 countries, with a strong presence in India, the Middle East, and Africa (IMEA). The GCC team plays a crucial role in driving operational excellence, fostering collaborations, and delivering market-specific innovations.

AM: As Head of Supply Chain Market Operations, what are some of the logistical challenges that Henkel has overcome in the recent past?

AB: Henkel has navigated significant supply chain disruptions, including the COVID-19 pandemic, the Suez Canal blockage, and geopolitical challenges. In Saudi Arabia, regulatory changes like truck age limits and diesel price hikes have impacted transportation.

Turkey faces driver shortages and inflation-driven costs. Despite these hurdles, Henkel has diversified production sites, optimized networks, and strengthened logistics partnerships. Transparent, realtime data has been pivotal in maintaining agility, ensuring business continuity, and mitigating costs.

Henkel’s focus on its people has been critical in overcoming these challenges, keeping teams motivated in a demanding supply chain environment that is expected to remain challenging in the future.

JANUARY 2025 23

THE DONKEY SANCTUARY

TIACA signs “Aviation 4 All” declaration The International Air Cargo Association (TIACA) announced it has signed a joint declaration supporting the launch of the “Aviation 4 All” industry Vision developed by the International Aviation Forum (IAF).

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he “Aviation 4 All” Declaration was developed by the IAF to set out clear goals to achieve sustainable growth and prosperity. So far over 40 organizations have signed the Declaration and others are encouraged to consider adding their support to the initiative.

Key points to the declaration include: • Delivering on environmental commitments to provide a “net zero” industry; • Enhancing the workplace to establish an inclusive and diverse working environment, regardless of age, religion, gender, academic or physical ability or national origin; • Increasing connectivity to enhance global accessibility; • Working with governments to enhance safety and security to protect passengers, shippers, and the workforce; • Integrating throughout the value chain to provide an improved customer and shipper experience, adopting seamless technology-based solutions; • Providing a customer centric culture; • Dedicated focus on improving operational performance to minimize service disruptions;

24 JANUARY 2025

• Delivering financial efficiencies to lower the barrier of access, so that a greater percentage of the global population can reap the benefits of domestic and international air travel; • Enhancing the overall positive impact that commercial aviation has on global society through increased opportunities for prosperity and cultural integration “TIACA’s support of the Aviation 4 All declaration is a natural extension of the work we do on behalf of the industry. We are pleased to support this initiative and we cannot wait to get to work in supporting its implementation.” Steven Polmans, Chair, TIACA. “We are thrilled to be invited to support initiatives such as the Aviation 4 All vision as it confirms the value the global aviation community sees in what TIACA is doing to support the air cargo industry and the declaration’s contents are fully aligned to what we see as being vital for the sustainable growth and development of our industry.”

Glyn Hughes, Director General, TIACA. The International Air Cargo Association (TIACA) signed two joint declarations submitted to ICAO (International Civil Organization) to celebrate the birth of

commercial aviation 80 years ago.

Two joint declarations have been signed by numerous aviation organisations as well as associations. The declarations sent to ICAO by the Air Transport Action Group (ATAG) and the International Aviation Foundation (IAF) celebrate the strength of the Chicago Convention signed 80 years ago and underlines the industry’s continued commitment toward ensuring international aviation continues to work towards safe, secure and sustainable growth.

“The air cargo industry has been allowed to grow and thrive over the last 80 years under the guidance issued by ICAO with the signing of the Chicago Convention. We celebrate the foresight, wisdom and strength that the guidelines have given to the industry and look forward to another 80 years of sustainable and economic growth within our industry.” Steven Polmans, Chair, TIACA. “Commercial aviation collectively generates $4.1 trillion in global economic activity and supports 86.5 million jobs worldwide. Transporting 5 billion passenger journeys, and 33% of global trade by value amounting to over USD 8 trillion, across 67,300 routes connecting 4,072 airports on a fleet of 29,000 aircraft.

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GLOBE AIR CARGO & AIR ARABIA CARGO

Air Arabia appoints Globe Air Cargo as its GSSA in Poland Globe Air Cargo, a subsidiary of ECS Group, has been appointed as the GSSA for Air Arabia in Poland. This partnership marks an important step in strengthening Air Arabia’s cargo operations in the region. The contract is effective since October 15, 2024, for a duration of three years from the date of signing.

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s part of this agreement, Globe Air Cargo Poland represents Air Arabia, initially operating 4 flights per week to Krakow, to be adjusted to 5 flights per week during the winter schedule. Additionally, starting in December, Air Arabia will expand its services to Warsaw with five rotations. The aircraft utilized for these operations will include the A320 and A321 series, providing a weekly cargo capacity that is well-suited for a range of commodities.

The main commodities transported include general cargo and passive temperature-sensitive shipments such as

26 JANUARY 2025

pharmaceuticals, cosmetics, and foodstuffs.

Robert Van de Weg, Chief Commercial Officer of ECS Group, expressed his enthusiasm for the partnership, stating, “We are proud to represent Air Arabia in Poland.

This collaboration not only enhances our service offerings but also reinforces our commitment to providing efficient and reliable logistics solutions. We look forward to working closely with Air Arabia to maximize their potential in the Polish market.”

This appointment is set to create significant opportunities for both ECS Group and Air Arabia, enhancing their presence in

the growing Polish logistics market.

ECS Group is the world leader in GSSA business, serving airlines. Representing hundreds of companies in over 50 countries through its 181 offices, ECS Group has 1,400+ employees around the world offering high-quality service tailored to each of its partners. Thanks to this everincreasing network, ECS Group contributes to the growth and development of the airlines it represents on the international stage in the air cargo sector. ECS Group has received many awards from its peers and is the favoured partner and go-to GSSA in the cargo industry.

GREEN HAT ADVISORY

Supply Chain issues continue to negatively impact airline performance into 2025 : IATA The International Air Transport Association (IATA) expects severe supply chain issues to continue to impact airline performance into 2025, raising costs and limiting growth.

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argo volumes in 2025 are expected to reach 72.5 million tonnes, a 5.8% increase from 2024. “We’re expecting airlines to deliver a global profit of $36.6 billion in 2025. This will be hardearned as airlines take advantage of lower oil prices while keeping load factors above 83%, tightly controlling costs, investing in decarbonization, and managing the return to more normal growth levels following the extraordinary pandemic recovery. All these efforts will help to mitigate several drags on profitability which are outside of airlines’ control, namely persistent supply chain challenges, infrastructure deficiencies, onerous regulation, and a rising tax burden,” said Willie Walsh, IATA’s Director General.

IATA quantified the scale of the challenges facing airlines because of supply chain issues in its latest airline industry outlook: • Average age of the global fleet has risen to a record 14.8 years, a significant increase from the 13.6 years average for the period 1990-2024.

• Aircraft deliveries have fallen sharply from the peak of 1,813 aircraft in 2018. The estimate for 2024 deliveries is 1,254 aircraft,

a 30% shortfall on what was predicted going into the year. In 2025, deliveries are forecast to rise to 1,802, well below earlier expectation for 2,293 deliveries with further downward revisions in 2025 widely seen as quite possible.

• The backlog (cumulative number of unfulfilled orders) for new aircraft has reached 17,000 planes, a record high. At present delivery rates, this would take 14 years to fulfil, double the six-year average backlog for the 2013-2019 period. However, the waiting time is expected to shorten as delivery rates increase.

• The number of “parked” aircraft is 14% (approximately 5,000 aircraft) of the total fleet (35,166 as at December 2024, including Russian-built aircraft). While this has improved recently, parked aircraft remain 4 percentage points higher than prepandemic levels (equivalent to some 1,600 aircraft). Of these, 700 (2% of the global fleet) are parked for engine inspections. We expect this situation to persist into 2025.

“Supply chain issues are frustrating every airline with a triple whammy on revenues, costs, and environmental performance. Load factors are at record highs and there is no

Willie Walsh, IATA’s Director General. doubt that if we had more aircraft they could be profitably deployed, so our revenues are being compromised. Meanwhile, the aging fleet that airlines are using has higher maintenance costs, burns more fuel, and takes more capital to keep it flying. And, on top of this, leasing rates have risen more than interest rates as competition among airlines intensified the scramble to find every way possible to expand capacity. This is a time when airlines need to be fixing their battered post-pandemic balance sheets, but progress is effectively capped by supply chain issues that manufacturers need to resolve,” adds Walsh.

Specifically, IATA noted that, persistent supply chain issues at least partially responsible for two negative developments: • Fuel efficiency (excluding the impact of load factors) was unchanged between 2023 and 2024 at 0.23 litres/100 available tonne kilometers (ATK). This is a step back from the long-term (1990-2019) trend of annual fuel efficiency improvements in the range of 1.5-2.0%.

• Exceptional demand for leased aircraft pushed leasing rates for narrow body aircraft to levels 20-30% higher than in 2019.

JANUARY 2025 27

THE DONKEY SANCTUARY

Qatar Airways Cargo and Japan Airlines sign MOU to strengthen airline cargo partnership

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atar Airways Cargo, the world’s leading air cargo carrier, has signed a Memorandum of Understanding (MoU) with Japan Airlines, a pioneer in Japanese aviation, to strengthen their partnership and enhance their product offerings to cargo customers.

This follows the announcement earlier this year that Japan Airlines passenger services started daily operations linking Tokyo Haneda Airport in Japan with Hamad International Airport in Qatar.

Qatar Airways Cargo and the Japan Airlines Cargo division (JALCARGO) have now expanded their long-standing relationship as oneworld partners by signing this MoU. The agreement aims to deliver an enhanced product offering to cargo customers and achieve operational synergies.

The MOU agreement was signed by Qatar Airways Cargo’s Chief Officer Cargo, Mr. Mark Drusch, and Japan Airlines Senior Vice President, Head of Cargo and Mail, Mr. Yuichiro Kito. Qatar Airways’ Group Chief

28 JANUARY 2025

Executive Officer, Engr. Badr Mohammed Al-Meer, was also present.

Mr. Mark Drusch, Chief Officer Cargo at Qatar Airways Cargo said: “This MoU symbolises a commitment to a deeper partnership, aiming to integrate both networks via the hubs in Doha and Tokyo.

This will enhance network connectivity and product offerings for customers, linking Japan to Qatar Airways’ extensive network in Europe, the Middle East, the Levant, and Africa, and vice versa. Customers will benefit from improved connectivity and access to a wider range of destinations.”

Mr. Yuichiro Kito, Senior Vice President, Head of Cargo and Mail at Japan Airlines added: “This agreement further strengthens the long-standing partnership between JAL and Qatar Airways Cargo.

For the first time in 13 years, we have commenced the operation of our own freighters. Through this agreement, JALCARGO will leverage JAL’s passenger flights, freighter network, and the newly expanded Qatar Airways network to deliver

customers’ cargo to an even broader range of destinations than ever before.”

Qatar Airways Cargo and JALCARGO are committed to streamlining the transfer of cargo between the two carriers, ensuring a more efficient process for customers. Both parties will enhance their collaboration by optimising their mutual networks and plan to extend their cooperation into various fields. The partnership will be further enhanced next year, when Qatar Airways Cargo will begin freighter services between its hub at Hamad International Airport and Japan Airlines hub at Tokyo Narita airport.

The partnership is expected to generate significant economic value by enhancing trade flows between the regions served by Japan Airlines and those served by Qatar Airways Cargo. Over the past 12 months, both carriers have transacted 4,462 tonnes of import and export cargo in Japan, highlighting the substantial impact of their collaboration. The MoU and commitment to the partnership will see this figure grow in the coming years.

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MEDIA PARTNERS

ANCHANTO

Embracing omni-channel integration In today’s digital age, every brand and its competitors are already online, whether they realise it or not. The buying process has become inherently digital, involving online engagement at various stages. Customers are researching products, comparing prices, reading reviews, and often making purchases directly online.

This shift means that even if a brand traditionally thrived in physical stores, its online presence now plays a critical part in influencing consumer decisions.

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he concept of omnichannel has become indispensable. Selling directly on multiple channels is no longer a luxury but a necessity. For businesses to thrive, they must meet their customers wherever they are—on their website, social media, marketplaces, or physical stores. An effective omnichannel strategy ensures a seamless and consistent experience across all touchpoints, catering to the evolving expectations of today’s digital-savvy consumers. This approach not only expands reach but also builds stronger customer relationships and loyalty.

Today, brands face a crucial challenge: balancing their direct-to-consumer (D2C) growth with the presence and power of traditional retail channels. Striking this balance is essential for sustained success.

Relying too heavily on a single channel can expose a business to significant risks, such as market fluctuations or changes in consumer behaviour.

The Allure of D2C Recent years have witnessed a surge in the adoption of the direct-to-consumer (D2C) model. This trend can be attributed to the compelling advantages offered by the D2C approach, including greater brand control, enhanced customer experiences, and the potential for higher profit margins.

Managing online sales in-house simplifies operations and opens a direct line of communication with customers. This model eliminates the middleman, allowing businesses to better understand their audience, react swiftly to market changes, and foster stronger, more personalised relationships with their customers.

A shining example of D2C success is Nike.

The brand has seen remarkable growth in its D2C sales, achieving a 20% year-over-

30 JANUARY 2025

year increase and $5.3 billion in quarterly direct sales in FY2023. Nike’s transformation highlights the growing demand for personalised shopping experiences.

The trend toward D2C isn’t just about boosting revenue growth; it’s about creating meaningful connections. Consumers today crave personalized experiences that make them feel valued and understood. By directly interacting with their customers, brands like Nike can gather invaluable insights, allowing them to anticipate needs, personalize marketing efforts, and enhance overall customer satisfaction.

Where the omnichannel approach helps While the D2C model offers many advantages, an overemphasis on this approach can present significant risks.

Despite Nike’s impressive digital growth, it made the strategic decision to cut ties with 50% of its retail partners by 2021, including key players like Macy’s and Foot Locker.

Relying too heavily on D2C can reduce brand visibility and disconnect companies from wider consumer touchpoints. This was evident when Nike, recognising the limitations of its D2C focus, re-established collaborations with retail partners in 2024 to strengthen its position.By effectively integrating D2C with a robust wholesale presence, brands can maximize their reach, enhance customer experiences, and drive sustainable long-term growth.

This is where unified commerce integrates all sales channels—online, physical, wholesale — into a single, seamless platform. This enables brands to provide a consistent customer experience

ANCHANTO

across all touchpoints and synchronize inventory and data across channels for improved efficiency and decision-making.

Companies with omnichannel strategies drive an 80% higher rate of incremental store visits. The benefits are clear: better customer retention and satisfaction, more effective inventory management, and cross-channel analytics that enable smarter decision-making and personalization.

Companies with omnichannel strategies drive an 80% higher rate of incremental store visits. The benefits are clear: better customer retention and satisfaction, more effective inventory management, and cross-channel analytics that enable smarter decision-making and personalisation.

These advantages are evident in the success of brands like L’Oréal, which has achieved remarkable success by adopting a balanced approach. While Nike faced challenges, other brands, like L’Oréal, have achieved remarkable success by adopting a balanced approach. L’Oréal combined D2C with strong partnerships with retailers, particularly in Asia. The brand invested in advanced operational capabilities, including real time inventory synchronization, strong marketplace connectivity and enhanced order management system. This hybrid model has paid off for L’Oréal, with e-commerce accounting for 27% of total sales and €11.2 billion in e-commerce sales for 2023 according to their annual reports.

Their e-commerce business grew by 9.5%, highlighting the success of an integrated strategy that combines digital direct sales with retail partnerships.

Overcoming challenges In today’s competitive retail landscape, disjointed channel operations can hinder growth opportunities, limit the ability to offer innovative delivery options, and difficult to optimise fulfillment costs.

However, implementing an omnichannel approach allows brands to reach a wider audience and enhance customer experience, whether online or in-store, but it does come with some disadvantages like prevalence of siloed operations, where data and processes remain disconnected.

Imagine the frustration of a customer who finds an item available online, only to discover it is out of stock when they try to

By Vaibhav Dabhade, Founder & CEO, Anchanto.

The company established in 2011, specialises in providing comprehensive e-commerce solutions, enabling businesses to streamline operations, manage inventory efficiently, and optimise supply chains across multiple sales channels.

Dabhade is leading a team of 350 people, 20 nationalities, across 11 countries, on a unique mission to build one of the most successful SaaS companies.

pick it up in-store. This disconnect between online inventory systems and physical store stock can lead to missed sales and unhappy customers. For businesses, this lack of synchronization not only impacts customer satisfaction but also hampers overall efficiency and profitability.

Fulfillment is another critical area where omnichannel integration can stumble.

Delivering on promises like same-day shipping requires precise inventory allocation, real-time updates, and optimised delivery routes. During peak demand periods, such as the holiday season, these challenges become even more pronounced, testing the limits of supply chain systems. Intelligent optimisation engines can play a crucial role here, ensuring that products are delivered from the right source in accurate quantities. This technology helps maximise profits, minimize costs, and meet service-level requirements, ultimately enhancing the customer experience and maintaining operational fluidity during even the busiest times.

Addressing challenges like siloed operations requires a collaborative approach. Service providers can play a crucial role by assisting businesses. For example, integrating data and systems across all channels to create a single source of truth. This enables a unified view of customer interactions, inventory levels, and sales performance across all touchpoints.

Focusing on personalised experiences

across all channels, ensuring consistent messaging, and providing a unified brand experience.

The Future Path Forward The advantages of an omnichannel approach have undeniably surpassed the benefits of siloed operations. The future of shopping is here, and it’s all about omnichannel integration. It provides businesses with a unified commerce platform, provide businesses with a 360-degree view of their customers and helps them optimize their operations, enhance customer experiences, and drive significant growth. Businesses who nail this are not just meeting expectations—they’re setting the bar higher. It takes investment in technology, a deep understanding of consumer behavior, and a willingness to innovate. As we move forward, the line between online and offline shopping will keep fading. Retailers need to offer a cohesive experience across all touchpoints. This is what keeps customers coming back and sets them apart in a competitive market.

Omni-channel integration is not just a strategy; it’s the future of shopping.

It is about creating a seamless, magical shopping experience that meets the needs of today’s savvy consumers. Those who master it will lead the way, delivering unparalleled customer experiences and setting new industry standards.

JANUARY 2025 31

ETIHAD CARGO

Placing customers at the heart of Etihad Cargo’s 2025 strategy

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s we look to 2025, Etihad Cargo is strengthening its commitment to putting our customers at the heart of our operations. Every decision we make, every product we develop, and every strategy we implement is driven by the goal of meeting and exceeding our customers’ expectations. 2024 was a strong year, marked by a series of accomplishments that reflect our dedication to placing our customers first. Building on this success, we are excited to enter the new year with an even sharper focus on delivering tailored, reliable, and innovative solutions to meet the evolving needs of our clients.

We are targeting a 6% increase in capacity in 2025, supported by the expansion of Etihad’s fleet and network. New destinations such as Taipei, Hong Kong, and Hanoi, alongside a dedicated freighter service to Paris, have been strategically chosen to align with our customers’ priorities.

The finalisation of a joint venture with SF Airlines will further boost connectivity and create opportunities for seamless cargo movements, ensuring our customers have access to key markets across Asia, Europe,

32 JANUARY 2025

By Stanislas Brun Vice President Cargo

and beyond.

Our commitment to working more closely with customers is reflected in the operational changes we made in 2024.

By integrating the operations function within the cargo division, we will be able to respond faster and more effectively to customer requirements. We have also restructured our regions and appointed senior managers for products and global accounts to provide greater focus and leadership in areas critical to our customers’ success. This structure allows us to maintain a strong focus on service delivery, ensuring that every client benefits from solutions tailored to their specific needs.

Greater customer satisfaction At the heart of our strategy is a drive to provide greater personalisation and understanding of our customers’ challenges and goals. In 2024, we launched a dedicated Customer Experience Department, focused on strengthening relationships and ensuring consistent communication throughout the customer journey. In

the coming year, we will build on this foundation by implementing new tools and technologies to anticipate needs and deliver tailored solutions with greater precision.

We also continue to refine our portfolio of specialised products, such as PharmaLife, FreshForward, and SecureTech, which address the unique needs of industries ranging from pharmaceuticals to highvalue electronics. These products are shaped by direct input from our customers, ensuring they meet the highest standards of reliability and innovation. Collaborating with clients allows us to adapt quickly to changing market demands and develop services that genuinely add value.

Looking back, 2024 was one of Etihad Cargo’s most successful years, underpinned by our focus on meeting customer expectations and delivering outstanding service. As we move into 2025, we are eager to build on this momentum. By working hand in hand with our customers, we aim to redefine industry standards, strengthen partnerships, and make 2025 an even stronger year for Etihad Cargo and our partners.

“2024 was one of Etihad Cargo’s most successful years, underpinned by our focus on meeting customer expectations and delivering outstanding service. We are eager to build on this momentum.

By working hand in hand with our customers, we aim to redefine industry standards, strengthen partnerships, and make 2025 an even stronger year.”

– Stanislas Brun Vice President Cargo

JANUARY 2025 33

FLUENT CARGO

Planning shipment routes with ease:

Fluent Cargo

Founded in 2021, Fluent Cargo has rapidly emerged as a transformative force in the logistics sector through its innovative approach to route optimisation and shipment tracking. The company’s sophisticated platform represents a breakthrough in supply chain visibility, offering immediate access to comprehensive shipping data across multiple transport modes.

We caught up with the company’s CEO Archival Garcia, to discover more.

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t its core, Fluent Cargo’s mission centres on bringing transparency and efficiency to global trade through advanced data integration and real-time analytics.

This year, Fluent Cargo has partnered with Hellman Worldwide Logistics, DP World and Xeneta among other major industry players, showing the need for this centralised source of truth in global freight.

In a significant development for trade logistics, Fluent Cargo have formed a strategic partnership with DP World’s CARGOES division, marking a crucial step forward in modernising supply chain visibility and management. The collaboration brings together Fluent Cargo’s

34 JANUARY 2025

innovative tracking platform with DP World’s extensive global network, addressing one of the industry’s most persistent challenges: unified shipment tracking across regions and transport modes.

The partnership with DP World CARGOES significantly expands Fluent Cargo’s reach, integrating their tracking capabilities with more than 70 ocean carriers, 80 air carriers, and 1,100 parcel trucks and couriers within DP World’s network. This collaboration addresses a fundamental challenge in global logistics: the lack of unified origin-todestination tracking for freight movements.

“A lack of unified origin-to-destination tracking for freight is a common problem for organisations, who work without a

global standard in terms of sharing and collaborating data,” explains Archival Garcia, Fluent Cargo CEO. “We are thrilled to be partnering with an industry leading organisation to reach as many customers as possible to more conveniently and efficiently access up-to-date information.”

The partnership’s significance is underscored by DP World’s global presence, with the organisation handling 10% of world trade through its network. Pradeep Desai, Group Chief Technology Officer at DP World, emphasises the strategic importance of the collaboration: “We’re committed to offering best-in-class integrated global capabilities and bespoke solutions to our customers’ needs,” says Archival Garcia, CEO Fluent Cargo.

FLUENT CARGO

“We love schedules, port features, carrier information, port congestion, indicative shipment pricing, emissions monitoring, and other factors that influence shipment planning, be it on plane, ship, truck or train.

The company’s platform stands out for its ability to process global shipping data in seconds, offering features such as instant route comparison, multi-modal transportation options, and real-time capacity updates.

The system’s sophisticated engine provides route reliability scoring based on historical performance, helping organisations navigate the increasing unpredictability in global trade caused by environmental disasters, labour strikes, and geopolitical tensions.

Its approach combines technological innovation with academic rigor, partnering with universities to develop methodologies for classifying disruptions and measuring reliability. This commitment to robust research ensures that their AI-driven tools are grounded in practical expertise and realworld applications.

Through this partnership, customers will benefit from a centralised platform that eliminates segmented data and manual processes, providing real-time tracking information through carrier integrations, milestones, and shipment progression. The solution is designed to be flexible and userfriendly, offering tracking services without requiring long-term contract commitments.

For an industry grappling with increasing complexity and disruption, this collaboration between Fluent Cargo and DP World represents a significant step toward more resilient and transparent supply chains, setting new standards for how global trade information is accessed and utilised.

One of the poignant lines on its websites describes it best, “We love schedules, port features, carrier information, port congestion, indicative shipment pricing, emissions monitoring, and other factors that influence shipment planning, be it on plane, ship, truck or train. We’re an independent, mission-driven organisation providing our clients with instant access to the information they need to plan their shipments better.”

JANUARY 2025 35

EES SHIPPING

Australian supply chain cherry-pick the best emissions reductions strategies Australia’s supply chain – and businesses more broadly – has an opportunity to cherry pick sustainability initiatives working in other countries and apply them here, according to a shipping and logistics expert, Brian Hack,, Managing Director at EES Shipping.

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he Federal Government is continuing to finalise a Maritime Emissions Reduction National Action Plan, as part of the broader Transport and Infrastructure Net Zero Roadmap and Action Plan.

Brian Hack, Managing Director at freightforwarding company EES Shipping, says he’s starting to see an increase in sustainability initiatives in the shipping industry, largely as a result of action in other countries.

“The European Union’s Emissions Trading System was expanded to include shipping as of this year, which has meant vessels have to track and report emissions linked to EU ports and has seen restrictions on certain types of vessels.”

“Sustainability initiatives more broadly appear to be gaining momentum now compared to just a few years ago, and I think we can expect to see that continue to increase as we approach the 2030s .”

“However, it’s also adding cost in the form of levies and allowances, which eventually flow through to the consumer.”

Hack points to the installation of bow wind shields on Ocean Network Express vessels, and the use of wind technology

by Eastern Pacific Shipping as examples of emissions-reduction initiatives that have the potential to be adopted more broadly.

“Of course, the industry is still assessing how these measures work and the full extent of impact, but certainly different ideas are currently being looked at by various shipping companies, and the sector is interested in the outcomes.”

He says Australia’s supply chain has an opportunity to assess what sustainability measures are working well in other countries, and potentially bring the best ideas here.

36 JANUARY 2025

Brian Hack, Managing Director at EES Shipping.

He believes there several measures worthy of greater discussion; · Wind Technologies: Bow wind shields, sails and flettner rotors are just some examples of wind-based technologies being installed on shipping vessels to reduce fuel consumption and reduce emissions. · Alternative Fuels: The industry is continuing to look at the use, viability and accessibility of various alternative fuels, including LNG, biofuels, low-sulphur fuels and hydrogen. · Electric Vehicles: With Australia heavily reliant on truck movements, reducing overall supply chain emissions will require a reduction landside, too. Mr Hack says the world-first on-dock battery-swapping station for electric trucks at Yantian Port is aimed at improving the efficiency of electric fleets, and he’s interested to see how the initiative operates longer term. · Alternative Marine Power: The practice of using shore-based power instead of a ships engines while in port, AMP offers the potential to reduce vessel fuel usage and therefore emissions. Ocean Network Express

recently demonstrated shore power for a container ship at Ningbo Port, the first time it had been used in China.

Australia currently has a legislated emissions target of 43% below 2005 levels by 2030, as part of the broader policy to reach Net Zero by 2050.

But, with no strong mandate to reduce emissions as yet, Hack says adoption of sustainability measures are often driven by cost.

“I think businesses and consumers want to do more to reduce emissions and be more sustainable, but currently it’s expensive and the cost of introducing new emissions-reducing measures will ultimately be worn by the consumer.”

“With inflation, interest rates and costof-living still front of mind, businesses are hesitant to introduce measures that will push up prices.”

However, he maintains there is still an opportunity for Australia. “Some of these measures have now been in place overseas for years. They’re tried and tested. We have the chance to take what’s worked well and introduce them here, and potentially start making a bigger impact, sooner.”

EES Shipping is one of Australia’s major international freight forwarders, based in Western Australia, and plays an extensive role in the promotion and development of overseas markets for Australian manufacturers and suppliers. Managing Director Brian Hack is one of three brothers with decades of experience at the helm of the company and is also the WA freight forwarding representative on the WA Port Operations Task Force. EES Shipping received the 2023 and 2022 DCN Freight Forwarder of the Year award.

GREEN HAT ADVISORY

Key considerations for launching a digital transformation in supply chain

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n today’s fast paced world, digital transformation has become an essential for supply chain, efficiency, and competitiveness. However, when discussing transformation in launching, this journey can be complex and getting the foundational steps right is crucial for long term success. If not, any kind of transformation, fails right on its face.

A line up of experts recently shared their valuable insights, experiences, and strategies in a supply chain discussion. These included Rachid Labrik, Vice President, Slimstock MEA, Jason Verhoven, Executive Director of Atracio and Majed Shahin, CTO from Global Healthcare Company. They analysed supply chain intricacies with Noman Ali CEO and Founder of Supply Chain Talks. Here are excerpts from the discussion.

Noman Ali: “Rachid, can you share your thoughts on how organisations should assist their digital readiness before embarking about a transformation journey.”

Rachid Labrik: “I think being a software provider we have a solution to optimise the end to end supply chain planning, but each time we talk to customers prospects we always urge them to actually do an assessment of the readiness from a digital transformation perspective because if they are not ready to embark in this journey, even if we do a project with them, it will be a failure. We don’t want to engage with customers and then have a failed implementation.

To answer your question, there are multiple steps. But I think the first thing is what problem we are trying to solve, what are the use cases are and the problem that we are trying to solve. What is the value,

and the value add, what is the business case associated with it?

If we don’t have the right data and we would like to embark in a transformation of the whole supply chain like we always say, it is ‘garbage in, garbage out.’ If we put software in place and then we don’t have the right data to feed it, then we will not have the expected results. The other step after the data will be about the cross functional collaboration.

For example, understanding the upstream and downstream impacts when you do a transformation in supply chain, it’s not just about, ‘I have a problem in demand planning.’

For example, my forecast accuracy is very low. I want to solve that. But what is the impact on the other part of the business? If you don’t understand the impact because it may change to other part of the business up same and does same then you are not looking at 360 degrees of the transformation.

Jason Verhoven: “I would actually take one step back. Rachid, you know, firstly you need to define your objectives. You see, because most companies, when you get them into a boardroom,especially the business unit heads and you say, ‘OK, yes, where we’d like to go as the CEO points the direction opposition will come about.’So, you know you need to first engage these stakeholders, whether it’s the IT, it’s the sales.

It’s all the departments within the framework of a company, that’s number one.

Number two is making sure that they’ve got sufficient skill gaps you see, and once the CEO has laid out a road map, then you can at least identify and say ‘yes, this is the direction we’d like to take.’ We know our current state is here.

How do we like to go from point A to point B?

Majed Shahin: Another point to consider is that usually these digital transformation projects are very huge and has a huge impact on the business. It is therefore a good idea to break down these projects into a specific road map with some milestones.

And try to exhibit everything together.

You will fail. You know you’ll fail because of many reasons. Maybe the business is still not ready to take this big change and you know, resources are not available etc.

Rachid Labrik: There was a Harvard study that says that 70% of digital transformation fails to achieve the expected results because of change management. So, if you look today at the digital transformations, the biggest component is the people.

Noman Ali: Another aspect I’ve come across is unrealistic expectations from the transformation journey. Somehow when we engage in discussions, as a consultant with companies and with the leaders on the other side of the table; they somehow expect that digital transformation will solve all their problems with a magic wand or something.

That is not the case.

Rachid Labrik: If you just read the reports of Gartner for example, you will realise that they are pitching a lot what they call interfragile supply chains, right? And if you look today, a couple of years back, the supply chain were more optimised. We talked about a lot about supply chain optimisation, talked about linear programming. Every initiative in supply chain was cost driven.

Noman Ali is the Founder & CEO of Supply Chain Talks and Inv-X Technologies, offering consultancy, training, sustainability solutions and executive headhunting.

JANUARY 2025 37

LOG IM OTION

Industry leaders address the prospects of sustainable supply chains at Logimotion The logistics event, Logimotion featured three mainstage conferences – GTIS, SCALEX and TMF which covered a wide variety of topics, from sustainable trade to digital transformation and its cybersecurity implications.

Additional highlights included the Logimotion Innovation Terminal, showcasing startups from these sectors and Logicareer, a dedicated twoday program focused on nurturing the industry’s future talent.

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he inaugural edition of Logimotion, a landmark industry event for the logistics and mobility sectors, was officially opened on December 10th

by H.E. Mattar Al Tayer, Commissioner General for Infrastructure, Urban Planning and Well-Being Pillar and Director General, Chairman of the Board of Executive Directors of the Roads and Transport Authority (RTA) Dubai. The two-day event, which was held at the Dubai World

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Trade Centre, will showcase technologies and solutions across the industry, while delivering insightful conference sessions led by industry experts.

The event featured a diverse lineup of 63 exhibitors, 27 innovative startups and eight supporting partners, representing a total of 98 exhibitors. Logimotion also presented innovations in Warehousing and Intralogistics, Integrated Supply Chains, Logistics, Transportation and Smart Mobility.

Speaking at SCALEX at Logimotion, industry leaders highlighted the importance of leveraging technology to achieve sustainable supply chains. The critical challenges and opportunities involved in building sustainable supply chains in the Gulf region were addressed on the final day of Logimotion. A pioneering new event for the logistics, supply chain and mobility sectors, the inaugural edition of Logimotion took place at the Dubai World Trade Centre,

LOG IM OTION

on December 10 and 11, featuring the latest industry solutions and sharing critical insights from global thought leaders.

Titled “Discussing the Strategies for Overcoming Barriers to Sustainable Supply Chains in the Gulf Region”, the session was led by Ibrahim Al-Dali, Supply Chain Head, Al-Yamama Holding Company and Mohammed Hussain Al Busaleh, Director of Emergency & Crisis Management, Ministry of Municipalities and & Housing (KSA).

Offering diverse experiences across policymaking and logistics operations, the panellists underscored the importance of integrating technologies to achieve sustainable supply chains. They also agreed that collaboration between the government and the private sector was key to achieving the industry’s sustainability goals. Financial barriers to investing in eco-friendly supply chain infrastructure were also addressed.

Al Busaleh highlighted the importance of emerging technology in achieving sustainable supply chains, commenting: “Real-time data using IoT, for example, to manage supply chain activities and make smarter decisions overall, is what is going to provide long-term efficiencies. Even though AI is not 100% implemented across the

supply chain, it is being leveraged across the globe and has proved to be a reliable approach for improving the resilience of the supply chain.”

Al-Dali added: “Technology will never replace people. In fact, I believe that AI, IoT, machine learning and other technologies will need the industry to employ more people to manage them. I believe for a supply chain to be sustainable, there are three main components that need to be considered – the resilient supply chain, the green supply chain and the circular supply chain. There needs to be a long-term investment in sustainability in order for the industry to achieve its goals.”

The session took place at SCALEX, one of three mainstage conferences at Logimotion, which explores the technologies that are driving the supply chain and logistics sector forward. Sustainability strategies have been a significant topic at SCALEX, with discussions led by a variety of prominent industry leaders, including government officials, policymakers, CEOs, and CTOs. The Global Trade and Infrastructure Summit (GTIS) showcased insights from a number of distinguished speakers including His Excellency Dr Mohamed Al Kuwaiti,

Head of Cybersecurity, UAE Government; who outlined the UAE’s leadership in global cybersecurity, and Luc Vincent, Chief Product and Technology Officer, Foothill Ventures who discussed the role of AI and automation in transforming urban logistics.

The TransMobility Forum (TMF) addressed topics including advancements in autonomous vehicles, smart city integration and sustainable urban mobility. Speakers presenting at the conference this week include Andres de Leon, CEO Hyperloop TT; Martin Ausserdorfer, CEO, Railtraction Company; and Steven Velegrinis, Design Director, Regional Lead Cities and Urban Design, Gensler.

Dishan Isaac, Exhibition Director of Logimotion concluded: “The diverse range of conference sessions that have taken place at Logimotion demonstrates the event’s commitment to driving meaningful conversations that address pressing challenges in the logistics, mobility and supply chain sectors.

Logimotion aims to become an important industry platform for collaboration, innovation, and progress toward a more sustainable future and the inaugural edition has certainly set us on the right track.”

JANUARY 2025 39

YANGO ROBOTICS

AI-powered robotics are transforming warehouse operations and the supply chain The logistics and supply chain landscape in the GCC is undergoing a seismic shift as AI-powered robotics revolutionise warehouse operations.

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hile partial automation has long been a feature in many facilities, recent advancements in robotics and artificial intelligence are paving the way toward fully autonomous warehouses, transforming how goods are managed and delivered.

Driving forces behind transformation With the logistics and warehouse automation market in the region expected to reach USD 1.6 billion by 2025, automation technologies are rapidly being adopted. This growth is fueled by the GCC’s increasing demand for e-commerce, which is projected to surpass USD 57 billion by 2026.

To meet consumer expectations for faster delivery times and improved service quality, companies in KSA and the UAE are heavily investing in robotics and AI-driven solutions.

Robots such as robotic arms, mobile robots, and automated guided vehicles are handling tasks like sorting, picking, and fulfilment with unprecedented precision.

These technologies, combined with AIpowered Warehouse Management Systems (WMS), are optimising inventory control and enabling predictive analytics.

AI’s Role in enhancing efficiency Recent advances in machine learning, computer vision, and sensor technology are driving significant improvements in robotic functionality. AI systems now enable robots to navigate complex environments, adapt to dynamic conditions, and make real-time decisions. Self-learning AI capabilities, already reducing warehouse downtime, are crucial to achieving greater operational autonomy.

By 2030, AI is expected to contribute USD 320 billion to the Middle East economy, underscoring its transformative potential in the supply chain sector.

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AI also enhances safety by minimizing human involvement in high-risk tasks. By automating labour-intensive processes, warehouses can streamline operations and reduce processing times, meeting growing consumer demands for speed and accuracy.

This adaptability is particularly critical in a market where flexibility and scalability are paramount.

The road ahead Despite remarkable progress, challenges remain. Current robotic systems still struggle with tasks requiring high dexterity or adaptability to unpredictable scenarios.

Continuous AI learning and enhanced machine-to-machine communication are necessary to overcome these barriers and ensure fluid, efficient operations.

Additionally, regulatory and ethical

considerations will play a critical role in fostering trust in these technologies.

Looking forward, the concept of fully autonomous warehouses is becoming increasingly tangible. By 2025, over 4 million robots are projected to operate across 50,000 warehouses globally. Companies embracing this transformation stand to enhance profitability, efficiency, and customer satisfaction, while those lagging behind risk obsolescence in an increasingly competitive market.

AI-powered robotics are not just a trend but a fundamental shift shaping the future of logistics and warehousing, driving the industry toward unprecedented levels of innovation and efficiency.

By Alexei Fillipov, Head of Global Business Development at Yango Robotics.

GREEN HAT ADVISORY

Improving Supply Chain risk management with AI and collaborative intelligence

In today’s rapidly evolving world, artificial intelligence (AI) and digital transformation are revolutionising supply chain and logistics management. These advancements are not just enhancing efficiency but are also enabling organizations to thrive amidst uncertainty and volatility.

Green Hat Advisory specialises in reimagining business ecosystems to better manage ‘Risk’ and ‘Resilience’. We help businesses drive growth and scale and realise value through digital transformation and innovation. We act as change catalysts and empower change makers with our unique human-centric approach, “Unlocking the Power of Us“.

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GREEN HAT ADVISORY

T

o be resilient and competitive in the future, companies must adopt emerging technologies (including AI), strengthen risk management practices, and embrace new ways of working with machines and digital technologies.

Adopting Emerging Technology The future of global trade and supply chain will be revolutionised by technology platforms like blockchain, AI, and the Internet of Things (IoT). Increased automation, data analytics, and digitalization will lead to more resilient, agile, and sustainable supply chains. Organisations will need to leverage these technologies to improve supply chain visibility, optimize logistics, and enable real-time tracking of goods.

Automation in warehouses and factories through robotics and advanced manufacturing techniques will increase operational efficiency and reduce labour costs. Businesses that integrate information across the enterprise and transform data into actionable insights will thrive in the future. By leveraging the transformative power of data to predict disruptions, optimize operations, and enhance decisionmaking, organizations can increase agility, build resiliency and improve their competitive advantage.

Strengthening Risk Management Practices Factors such as geopolitical shifts, macroeconomic volatility, labour disputes, climate change, regulatory changes, and cybersecurity threats are creating a complex and challenging environment for organisations across the value chain. While these challenges are daunting, they also create opportunities for organisations that can adapt. Strengthening enterprise risk management, embracing best practices, knowledge sharing and collaboration are crucial to manage and mitigate risks proactively. Firms will need to focus on cybersecurity, prioritise sustainable procurement, collaborate with suppliers, and leverage advanced analytics to predict, manage, and mitigate supply chain risk effectively.

Tom Cosgrove, Managing Partner Green Hat Advisory

Implementing a robust third-party risk management (TPRM) program is essential to assess and mitigate risks associated with external vendors, suppliers, and service providers. A robust TPRM program includes thorough due diligence to identify and assess risks associated with financial instability, poor security practices, data privacy breaches, and non-compliance with regulations, as well as a standardized process for onboarding and monitoring third parties.

By harnessing AI and data analytics, organisations can continuously monitor and mitigate risks in real-time, providing situational awareness in their supply chains and converting insights into actionable intelligence. How companies respond to these pressures and emerging risks will shape their future.

Navigating the New World of Work In the “new world of work”, firms must align their human capital to work harmoniously with AI and machines. A Harvard study shows that using AI to replace humans will only deliver short-term gains. To sustain productivity and high performance, employees must learn to coexist and complement AI, developing Collaborative Intelligence — the synergistic interaction of human and artificial intelligence, capitalizing on their respective strengths.

Collaborative Intelligence augments decision-making, with AI providing transparency, real-time insights and actionable intelligence, and humans contributing context, judgment, and critical

Yogita Naik, Managing Director, People & Culture Practice Green Hat Advisory thinking. Humans play a crucial role by training machines and explaining outputs while AI enables task automation and real-time collaboration. This collaboration increases efficiency and accuracy, while fostering innovation and improving employee engagement. Human oversight also ensures responsible use of AI by taking ethical considerations and removing bias.

In 2024, Gallup reported that a majority of the workforce feels optimistic about the positive impact of AI in the workplace, yet only 1 in 10 use AI-empowered tools weekly and 7 out of 10 employees never use AI. This gap in AI adoption is attributed to employees not understanding their company’s digital transformation strategy (the “why” and the “how”), and what’s expected of them. They don’t feel adequately equipped to embrace the change.

Green Hat Advisory has developed a human-centric approach, “Unlocking the Power of Us” to address this gap and successfully drive digital transformation. It helps organisations realise value from their human capital by investing in leadership effectiveness, upskilling the workforce for collaborative intelligence, and fostering a supportive, learning and inclusive culture.

Is your organisation harnessing AI to create a sustainable competitive advantage?

Are you bringing your human capital along for the digitalization journey? Are your people ready to rethink and reimagine what’s possible? Are you ready to “Unlock the Power of Us?”

JANUARY 2025 43

QATAR AIRWAYS CARGO AND CAINIAO

Qatar Airways Cargo and Cainiao strengthen partnership Join forces to meet global e-commerce demand

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atar Airways Cargo, the world’s leading air cargo carrier, and Cainiao, a global leader in e-commerce logistics, have agreed to strengthen their existing partnership, aiming to support the growth of cross-border e-commerce and enhance consumer experiences worldwide.

Cainiao, with its deep e-commerce insights and technological expertise, and Qatar Airways Cargo, with its extensive global connectivity, will together leverage their complementary strengths through this partnership to enhance global e-commerce logistics and stimulate economic growth at both regional and global levels.

Mark Drusch, Chief Officer Cargo at Qatar Airways Cargo, said: “Since the inception

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of our collaboration with Cainiao in 2021, the partnership has seen strong growth, driven by ongoing flying agreements and a shared vision to support the burgeoning e-commerce industry.”

“We are now further deepening our ties with Cainiao to work even closer together.

By utilising the Qatar Airways Cargo hub at Hamad International Airport in Doha, we aim to expedite shipments to customers in Europe, the Middle East, and Africa, reinforcing our commitment to Cainiao.”

Future proof logistics Wan Lin, Chief Executive Officer of Cainiao, said: “At Cainiao, we’re committed to building a smart, future-proof logistics network for e-commerce. We are pleased to strengthen

our partnership with quality players like Qatar Airways Cargo to build a more robust global express network and better support our global customers with faster deliveries and enhanced supply chain efficiency.”

E-commerce remains the largest driver of air cargo capacity demand worldwide. Qatar Airways Cargo’s extensive global network and state-of-the-art fleet have positioned it as an essential partner in meeting this demand. Through this collaboration, both companies continue to enhance connectivity and reliability for businesses and consumers across the globe.

Qatar Airways Cargo looks forward to further developing this strategic relationship, reinforcing its position as a leader in the air cargo industry.

DNATA LOGISTICS

The groundbreaking ceremony was attended by HE Khalifa Al Zaffin, Executive Chairman of Dubai Aviation City Corporation and Dubai South, and Steve Allen, CEO of dnata, in the presence of senior executives from both entities

dnata Logistics to expand UAE footprint with new, 57,000 m² facility in Dubai South Expansion represents an investment of AED 100 million (US$ 27 million)

d

nata Logistics, the dnata group’s leading global freight forwarder and logistics services provider, has broken ground on a new, 57,000m² warehouse in Dubai South, the largest single-urban master development focusing on aviation, logistics and real estate. Strategically located near Dubai World Central - Al Maktoum International Airport (DWC), dnata Logistics’ expansion will significantly contribute to the growth and success of the emirate as a key international logistics hub.

The groundbreaking ceremony was attended by H.E. Khalifa Al Zaffin, Executive Chairman of Dubai Aviation City Corporation and Dubai South, and Steve Allen, CEO of dnata, in the presence of senior executives from both entities.

The facility, which represents an investment of AED 100 million (US$ 27 million), will provide a major boost to the company’s operational capabilities amid rising demand for cargo and logistics services in the region. Capable of processing 400,000 tonnes of cargo annually, it will increase dnata Logistics’

6 JANUARY 2025

storage capacity by 50% and create over 50 new, direct jobs with the company.

The facility will be equipped with the latest technologies, including automated systems for cargo storage and retrieval (ASRS), and truck loading and offloading. An AI-driven warehouse management system (WMS) will also be implemented, delivering superior efficiency and value for partners.

In line with dnata’s global sustainability strategy, the warehouse was designed with a laser focus on environmental efficiency. It will feature solar panels, rainwater and energy harvesting systems, as well as smart heating, ventilation and air conditioning (HVAC) systems.

The facility is expected to achieve the global LEED (Leadership in Energy and Environmental Design) certification one year after operations begins.

Facility designed focus on sustainability Construction of the warehouse is underway, with completion scheduled for November 2025. Including its newest

facility, dnata Logistics will offer world-class services from 11 locations in the UAE. Sean Bradley, Managing Director of dnata Logistics, said: “We are thrilled to break ground on this new, advanced facility, which represents a pivotal investment in our future growth. As we expand our product offerings and reach new markets, this warehouse will allow us to provide even better services to our customers, while staying at the forefront of operational innovation.

“Our commitment to sustainability is central to this project. From energy efficiency to waste reduction, every aspect of the warehouse has been designed with environmental efficiency in mind.

The facility’s innovative features will help us grow responsibly, making a positive impact on the communities we serve.”

Mohsen Ahmad, CEO of the Logistics District at Dubai South, commented: “We are pleased to witness the breaking ground of dnata’s innovative facility, which will add significant value to the thriving Dubai South area. We are committed to supporting dnata’s growth with this new facility as part of an integrated ecosystem,

DNATA LOGISTICS

and we remain dedicated to strengthening Dubai’s position as a global logistics hub.” dnata Logistics offers a comprehensive range of freight forwarding, warehousing and supply chain services to its global customer base, serving partners across various industries. The groundbreaking of its newest facility follows significant investments in infrastructure and offering to meet evolving market needs.

Key highlights in recent years include the acquisition of a new warehouse facility at DWC, and the introduction of air import, perishable handling and documentation management services. dnata Logistics is part of dnata, one of the world’s largest air and travel services provider. In Dubai, dnata employs over 28,000 staff, delivering world-class ground handling, cargo and airport hospitality services to more than 170 airlines and over 90 million passengers annually.

HE Khalifa Al Zaffin, Executive Chairman of Dubai Aviation City Corporation and Dubai South, and Steve Allen, CEO dnata, break ground at the site

JANUARY 2025 7

NEWS IAG Cargo appoints Head of Digital Sales IAG Cargo has appointed Daniel Rodriguez as Head of Digital Sales to accelerate online growth. The role underpins IAG Cargo’s commitment to future-proofing its digital strategy and expanding online sales. n IAG Cargo, the cargo division of International Airlines Group (IAG), has announced the creation of a new role – Head of Digital Sales, to be filled by Daniel Rodriguez.

This new position underpins IAG Cargo’s mission to accelerate its online offering and better serve customers in the evolving logistics landscape.

Camilo Garcia Cervera, Chief Sales and Marketing Officer at IAG Cargo, said: “ We are fully committed to reviewing and innovating our processes to meet the evolving needs of our customers and digitalisation has already reshaped the way we connect with our customers who can now book, amend and cancel consignments free of charge via our website.

“Under Daniel’s leadership, the team will further build upon this to ensure we are effectively meeting the demands of our customers worldwide, regardless of location or scale.”

Having held various roles within IAG Cargo since 2018, Daniel’s experience and knowledge of the market uniquely positions him to drive the digital sales strategy forward.

Rodriguez said: “I am thrilled to take up this new role and look forward to driving digital innovation to not only cater to the needs of our customers, but also to deliver efficiencies throughout the process.

“Our goal is to fully leverage the tools available to us, ensuring that we futureproof the business by utilising digital means to optimise our offering to customers.

Challenge Group launches first flights to Nairobi n Challenge Group has announced the successful launch of its inaugural flights to Nairobi (NBO) on December 2nd. This new service marks the company’s first destination in Africa with flights operating twice weekly, on Mondays and Thursdays, deploying a B767 freighter aircraft, with a capacity of 52tons and volume of 400 cubic meters.

This milestone reflects Challenge Group’s strategic commitment to fleet growth and expanding into new markets. Following the successful launch of its Indian operations, the addition of Nairobi underscores the company’s dedication to meeting the evolving needs of its global customer base.

“Our decision to launch flights to Nairobi is driven by our customer-centric approach,” said Or Zak, Chief Commercial Officer at Challenge Group. “With the increasing demand for airfreight solutions out of Africa, we are delighted to offer our clients dependable access to this emerging market.

Additionally, by linking Nairobi to our hub in Liege, we are strengthening Liege’s role as a competitive and well-equipped hub for handling and distributing perishable cargo.”

The new service aims to facilitate global trade by linking Nairobi, a key market for

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perishable goods, with Challenge Group’s operational expertise at Liege Airport. This alignment with the airport’s overall strategy to enhance its capabilities for perishable cargo solidifies Challenge Group’s position as a key enabler of global trade.

Challenge Group’s entry into Africa is

an exciting step forward, not only for the company but also for its business partners and clients worldwide. With its growing network and innovative services, Challenge Group continues to deliver on its promise of connecting markets and driving trade worldwide.

NEWS dnata, first ground services provider in Europe to earn IEnvA n dnata, a leading global air and travel services provider, has become the first ground handler in Europe to receive the International Air Transport Association’s (IATA) environmental management certification. The recognition highlights the company’s dedication to implementing robust sustainability initiatives.

IATA Environmental Assessment (IEnvA) is a certification programme developed to independently assess the commitment of aviation stakeholders such as airlines, airports, cargo handling facilities, freight forwarders, and ramp handlers, to continuously improve their environmental and sustainability performance.

IATA’s comprehensive evaluation rigorously assessed dnata’s sustainability practices and efforts across its extensive operations at Amsterdam Schiphol Airport.

Jan van Anrooy, Managing Director, dnata Netherlands, said: “We are proud to be the first ground handler to earn the prestigious IEnvA certification in Europe.

This accomplishment reflects our team’s dedication to environmental efficiency and our consistent efforts to contribute to dnata’s global decarbonisation journey. We will continue investing in infrastructure,

equipment and process improvement to further reduce our environmental footprint.”

Rafael Schvartzman, Regional Vice President Europe, IATA, said: “We congratulate dnata Netherlands on becoming the first ground and cargo handler in Europe to achieve full IEnvA registration. This significant milestone demonstrates dnata Schiphol’s commitment to sustainable aviation and environmental excellence. By adhering to global environmental standards and best practices, dnata Schiphol is setting a strong

example for the industry. We look forward to working together to further advance sustainable aviation practices.” dnata is a leading provider of ground and cargo handling services in Amsterdam.

It serves 37 airlines with a team of 1,000 dedicated aviation professionals, who handle 10,000 flights and move 550,000 tonnes of cargo annually. Scheduled to open in 2025, the facility will be equipped with solar panels, electric vehicle charging stations and air source heat pumps. The cargo centre will be BREEAM certified.

Kuwait Airways Corporation partners with Saudi Railways n The Kuwait Airways Corporation has agreed with the Saudi Railways Company (SAR) to offer tickets for the Haramain High-Speed Rail to its customers, reports Al-Seyassah daily.

This new service will initially be available for Hajj and Umrah campaigns, followed by offering tickets to individual travellers. The agreement was signed by Abdul Mohsen Al-Faqan, Chairman of the Board of Directors of Kuwait Airways and Bashar Al-Malik, CEO of SAR. Al-Faqan highlighted that the partnership aims to improve cooperation between the two companies and enhance travel services for passengers, particularly those traveling between Makkah and Madinah in Saudi Arabia.

The collaboration is expected to provide added value for Kuwait Airways customers by expanding their travel options, especially for visitors to the holy cities. It is also expected to ease travel logistics for pilgrims

and tourists by integrating both airline and rail services. Furthermore, the agreement facilitates the commercial marketing and promotion of Kuwait Airways services.

It will also enable Kuwait Airways to sell tickets for Haramain High-Speed Rail

trips at the stations, as well as through its reservation system. The partnership includes an electronic link between the Haramain High-Speed Rail and Kuwait Airways’ booking systems, streamlining the reservation process for travellers.

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NEWS Adrien Thominet announced as TIACA new Board member n The International Air Cargo Association (TIACA) announced that Adrien Thominet has been appointed to serve on the Board of Directors filling the seat for a Global GSA. Thominet brings diverse experience and knowledge begininning at the start of his career where he worked as Commercial Director at FICOFI, a luxury brand promoting Bordeaux ‘grands crus’ fine wines globally.

Adrien then worked for UniFrance Film in Tokyo where he managed the Yokohama Film Festival. Adrien joined the air cargo industry in 1995 as Commercial Manager for ECS Group and continued on a path to Chief Operating Officer in 2011.

“The Board is very purposeful when selecting new Board members as we must have a clear representation across the industry to ensure all issues our industry is facing, are addressed. Adrien Thominet

is a great leader who has had plenty of experience at a leading global GSSA. We look forward to working with him and we are sure he will have plenty to contribute.”

Steven Polmans, TIACA Chair Thominet replaces Bertrand Schmolls who served for five years and played an instrumental role in helping steer TIACA through the transformation process. Bertrand was recognised for his Board contributions during the annual Board dinner.

“Being appointed to TIACA’s Board is a great privilege,” says Adrien Thominet, Executive Chairman of ECS Group. “TIACA plays a critical role in uniting the global air cargo community to tackle challenges and foster innovation. Representing GSAs provides an opportunity to actively contribute to the sustainable growth and modernization of our industry.”

GEODIS unveils ‘Ambition 2027’ Company is drawing on a model that has proven its agility and resilience in recent months as it unveils a new strategic plan, Ambition 2027, which aims to go still further in achieving operational and financial performance. n GEODIS, a leader in transport and logistics, announced its new strategic plan, Ambition 2027. This plan, a continuation of the previous plan covering the period from 2018 to 2023, is intended to project the Group into the future, while building on its achievements and continuing to focus on its purpose: “Serving people by delivering their goods all around the world with innovative, sustainable and ethical logistics.”

More than ever, the logistics sector is facing a number of changes, and it must be able to respond to its customers’ growing need for adaptability and efficiency.

Ambition 2027 meets these challenges through three key objectives, which are set to steer GEODIS’s activities over the next three years: - Supporting our customers in their global logistics projects with diversified, tailored, value-added solutions.

- Faster growth in the Group’s financial performance and operational quality.

- Prioritising social and environmental commitments as a central pillar in our growth strategy.

Marie-Christine Lombard, Chief Executive Officer of GEODIS, said: “In an increasingly

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uncertain and unpredictable world, GEODIS is constantly adapting and evolving to provide its customers with logistics solutions in which all modes of transport play a part, and which fully meet their

expectations. The Ambition 2027 strategic plan strengthens our focus on operational, financial, social and environmental performance while staying true to the Group’s signature, ‘a better way to deliver’.

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NEWS Animal Transportation Association Conference 2025 to be held in Qatar n The Animal Transportation Association (ATA) is pleased to announce that its annual conference will be held in Doha, Qatar, from 16-19 February, 2025. This prestigious event will bring together industry leaders, experts, and stakeholders from around the globe to discuss the latest advancements and best practices in the field of animal transport.

Qatar Airways Cargo, has been named the host airline for the conference. Known for its commitment to animal transport welfare, excellence and innovation, Qatar Airways Cargo will play a pivotal role in facilitating the event and ensuring a seamless experience for all attendees.

The ATA Conference 2025 will feature a comprehensive program, including keynote speeches, panel discussions, and workshops.

Topics will cover a wide range of issues, from animal welfare and regulatory compliance to technological innovations and sustainability in animal transport.

Attendees will also have the opportunity to network with peers and participate in exclusive tours and social events showcasing the rich culture and hospitality of Qatar.

“The globalisation of markets has significantly increased the demand for animal transportation services. The ATA Conference

2025 allows members from across the globe to come together to be educated on the complex issues our industry faces,” said Sean Harding, ATA president.

“We are thrilled to host the ATA Conference 2025 in Doha,” said Mark Drusch, Chief Officer Cargo at Qatar Airways Cargo. “This event underscores our dedication to advancing the standards of animal transport and providing a platform for meaningful dialogue and collaboration within the industry.”

Registration for the ATA Conference 2025 is now open. For more information and register, please visit the ATA website or contact Kyle Wieskus at kyle@animaltransportationassociation.org

ACI Air Cargo and Atlantis Transportation Services celebrate 50 years of excellence in cargo handling and trucking n ACI Air Cargo and Atlantis Transportation Services celebrate their 50th anniversary. For five decades, the two companies have been pioneers in air cargo logistics across Canada and the USA, setting industry standards in innovations, expanded services, and outstanding customer service.

Founded in 1974, Atlantis Transportation Services initially established Canada’s first reliable airport-to-airport Road Feeder Services (RFS), connecting Canadian and U.S. hubs with efficient ground transportation. ACI Air Cargo soon followed, building a strong presence at Toronto (YYZ), Montreal (YUL), and Vancouver (YVR) airports. Today, with a team of over 150 dedicated

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professionals, ACI Air Cargo and Atlantis Transportation Services offer a comprehensive range of services in airline cargo handling and premium truck transportation. They are highly regarded for their expertise in handling diverse cargo types, from live animals and perishables to dangerous goods. In addition, the company’s certified screening facilities ensure security compliance, while its state-of-theart, temperature-controlled environments safeguard delicate items such as pharmaceuticals and other temperature-sensitive goods.

“ACI Air Cargo and Atlantis Transportation Services have evolved alongside Canada’s air cargo industry, constantly investing in infrastructure, technology, and specialized services,” Sylvain Lacelle, Vice President of Sales and Operations at ACI Air Cargo. “We have successfully combined our strong local roots with a global perspective, expanding service offerings while maintaining essential values of integrity and client-centered solutions.”

The success of ACI Air Cargo and Atlantis Transportation Services comes down to one thing: a great team. Over the years, they have built a family-like culture where teamwork, empathy, and excellent service are at the core, always aiming to stay ahead of customer needs and make sure they’re well taken care of.

The journey of ACI Air Cargo and Atlantis Transportation Services reflects a legacy of innovation, resilience, and excellence. As they look forward to the next 50 years, ACI Air Cargo and Atlantis Transportation Services remain committed to delivering seamless, end-to-end logistics solutions that support clients’ success across Canada and beyond.

NEWS Oman: Sohar Port signs expansion pact with Allied Ondock Container Services n Sohar Port and Freezone has announced the inauguration of Allied Ondock Container Services, alongside the signing of an expansion agreement valued at approximately US $2.6 million.

The new container depot initially covers 3 hectares, with the contract for this development signed in June 2023. Whilst the company inaugurated the first plot, at the same time it has signed a contract for an expansion of an additional 2 hectares. This development aims to enhance operational efficiency and capacity, meeting the rising demand for advanced container depot services in the region.

Allied Ondock, a subsidiary of the Singapore-based Allied Container Group, aims to optimise logistics operations by offering a range of services, including container depot, repair, inspection, and washing/cleaning facilities. The additional plot will expand the company’s warehousing capacity. Allied Ondock will facilitate the transfer of containers from Hutchison Ports Sohar, unloading cargo in their warehouse before returning the empty containers for further dispatch. This initiative addresses the rising demand for container depot services in the region, supporting over 20 shipping lines that call weekly.

The collaboration strengthens Sohar Port’s integrated logistics capabilities, reinforcing its position as a leading global logistics hub. The inauguration of Allied Ondock’s operations marks a transformative step for Oman’s economy,” said Emile Hoogsteden, Chief Executive Officer of Sohar Port.

“By enhancing our logistics capabilities, we are not only connecting businesses to global markets but positioning Oman as a key player in international trade. This partnership will drive economic diversification, strengthen our role as a vital logistics hub, and ultimately benefit the wider community, supporting Oman’s Vision 2040.”

This initiative complements the port’s impressive growth, with container volumes increasing by 21% in Q3 2024 compared to Q3 2023. This growth is further supported by the introduction of an innovative land-bridge solution that strengthens the port’s global logistics capabilities.

Saudia in deal with Air France-KLM to expand MRO capabilities n Saudia, the national flag carrier of Saudi Arabia, has signed a MoU with Air France-KLM during the Saudi-French Investment Forum held in Riyadh, with the aim of expanding and localising maintenance, repair, and overhaul (MRO) capabilities.

This strategic partnership is a pivotal step towards enhancing Saudia’s technical operations in the kingdom. It underscores the commitment of the two parties to foster stronger ties and mutual growth in the aviation sector, said Saudia in a statement.

The MoU includes provisions for Saudia to handle module assembly and disassembly of GE90 engines, which are used on Boeing 777 aircraft. Saudia will award a firm minimum of 50% of the GE90 work orders to Air FranceKLM in return for localising the process, it added. The agreement also explores the possibility to establish a joint venture for GEnx engines, used on Boeing 787 aircraft.

This adds to Saudia’s prominent local MRO capabilities, including servicing CFM LEAP-1A engines used on Airbus A320neo family aircraft. Saudia Technic Managing Director Captain Fahd Cynndy and Air France-KLM Engineering and Maintenance Executive Vice President Anne Brachet signed the deal in the presence of French President Emmanuel Macron, Chairman of Saudi Arabian Airlines Corporation Engineer Saleh Al Jasser, Director General of Saudia Group Engineer Ibrahim Al Omar, and several ministers.

Al Omar said: “This agreement reflects the visionary

leadership of the Saudia Group Board, led by its chairman Al-Jasser, minister of transport and logistic services. It also aligns with the Saudi Aviation Strategy, spearheaded by the General Authority of Civil Aviation, and demonstrates our commitment to advancing the Kingdom’s aviation sector.”

CEO of Air France-KLM Benjamin Smith, describing Saudia as a long-standing partner, said: “In the context of Saudi Arabia’s rapid development, we see mutual benefit in expanding our commercial cooperation and combining expertise, particularly in technical maintenance. Air France-KLM Engineering and Maintenance is a leader in this field, and this collaboration with Saudia will unlock new opportunities in the Kingdom and the region.”

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NEWS NMDC Group creates new logistics and technical services division n NMDC Group, the Abu Dhabi based EPC powerhouse in the global dredging, marine civil, and energy sectors, recently announced the latest step in its remarkable growth and innovation story; the establishment of its new business unit, NMDC LTS. NMDC LTS will own and/or operate NMDC Group’s significant resource pool of marine support craft, technical capabilities, plant and equipment to enable the expansion of its services beyond the ongoing support to NMDC Group’s business units to the wider construction and industrial sectors. Through collaborative strategic partnerships, cross-industry synergies, and AI driven optimization, NMDC LTS will be strongly positioned to deliver cost effective, innovative solutions across a wide range of services beyond the delivery of world class infrastructure that NMDC Group is renowned for.

Eng. Yasser Zaghloul, CEO of NMDC Group, said: “NMDC Group is a global leader

in the marine EPC sectors which, by its nature, demands efficient and effective logistics and technical services to enable remarkable projects to be delivered to our clients. The scale and breadth of our operations naturally positions us to extend our services beyond the delivery of dredging & marine and energy EPC projects. NMDC LTS will be a trusted platform that gives new partners access to one of

the biggest construction logistics and technical services operators in the region and enable them to gain the benefits of efficiency, innovation, and service focused delivery that NMDC Group has built over the decades of success. We look forward to continuing to work with our current partners in this exciting next phase of NMDC Group’s growth, and to take our expertise and offering to new clients and markets.”

Oman issues new regulations to enhance maritime security and safety n The Ministry of Transport, Communications and Information Technology (MTCIT) in Oman, has introduced new regulations for ship and port security under ministerial decision No 423/2024. These regulations aim to enhance the security of ports and ships, achieving the highest levels of maritime safety. Based on Maritime Law No 19/2023 and approved international agreements, the regulations establish a comprehensive framework to ensure the safety and security of maritime operations in the sultanate.

Captain Majid bin Saif al Barhi, Director General of Maritime Affairs at MTCIT, stated that the regulations are designed to provide comprehensive protection for individuals, maritime facilities, and goods from security risks. They also aim to ensure the continuity of efficient maritime operations while supporting Oman’s efforts to enhance the investment environment in the maritime sector.

The Ministry of Transport, Communications and Information Technology (MTCIT) has introduced new regulations for ship and port security under Additionally, security committees

54 JANUARY 2025

at both national and local levels will be formed to ensure effective collaboration between relevant entities.

Captain Barhi added that these regulations represent a significant advancement in the development of

security within Oman’s maritime sector.

“By adhering to the highest international standards and best practices, Oman strengthens its position as a regional and global logistics hub, providing a secure and sustainable environment for maritime trade.”

Dubai, UAE 15 - 17 April 2025

REGISTER NOW The IATA World Cargo Symposium, the largest and most prestigious air cargo annual event, comes back in Dubai, UAE, in April 2025.

The 2024 edition brought close to 2,000 delegates to Hong Kong (SAR), China.

The next WCS will continue offering plenary sessions, specialized streams, workshops, and executive summits tackling aspects related to technology, innovation, security, customs, cargo operations, and sustainability.

Register now to join the WCS 2025 in Dubai!

Find out more at www.iata.org/en/events

#IATAWCS

Host Partner

Host Airline

NEWS MATAR concludes ‘Airport Safety and Security Week’ at HIA n MATAR, the Qatar Company for Airports Operation and Management, which operates Hamad International Airport (DOH) and Doha International Airport (DIA) concluded its MATAR Airport Safety and Security Week, held at Hamad International Airport from December 2 – 4, 2024. The event focused on the importance of upholding the highest safety and security standards, underscoring MATAR’s commitment and leadership in the aviation industry.

The three-day event brought together stakeholders and airport workforce for engaging activities such as practical demonstrations, walkthroughs, and toolbox talks. These activities promoted the principles of the Safety Management System (SMS) and Aviation Security (AVSEC) ensuring compliance with Qatar Civil Aviation Regulations and international standards while

strengthening MATAR’s commitment to a safety and security-first culture.

Hamad Ali Al-Khater, Chief Operating Officer at Hamad International Airport, said: “Hosting the MATAR Airport Safety and Security Week fosters collaboration, knowledge-sharing,

and a unified commitment towards safety and security, as it is pivotal to us as an airport operator. Together, we are building a resilient, efficient, and world-class operation that instils confidence in passengers, stakeholders, and the global aviation community.”

Thai Airways appoints Globe Air Cargo India for Bangalore and Cochin operations n ECS Group’s subsidiary, Globe Air Cargo India, has been appointed as the GSSA for Thai Airways in Bangalore and Cochin. This partnership, effective since September 1, 2024, aims to strengthen Thai Airways’ operational capacity and connectivity in India, facilitating access to key markets in the Far East, Europe, and Australia.

Under the new contract, Globe Air Cargo India oversees daily A350-900 flights from Bangalore, each providing a cargo capacity of 15 tons. Initially operating 3 weekly flights, Cochin has now expanded to daily operations, contributing an additional 2.5 tons per flight approximately.

This strategic move significantly bolsters Thai Airways’ cargo network within India, with Globe Air Cargo India now managing four of the airline’s eight major stations nationwide, and handling over 40% of its total exports from the country. The primary commodities expected to benefit from this agreement include pharmaceuticals, perishables, garments, spices, and automotive parts, supported by improved logistics and streamlined connections.

Jean Ceccaldi, CEO of ECS Group,

56 JANUARY 2025

expressed his enthusiasm for the collaboration: “Our partnership with Thai Airways underscores the trust in our expertise and operational excellence.

Expanding our footprint in India through this contract enables us to support Thai Airways in optimizing its reach and enhancing trade flows between India and international markets.”

Girish Kunder, Managing Director of Globe Air Cargo India, echoed these sentiments: “This partnership marks an exciting chapter for Globe Air Cargo India as we join forces with Thai Airways to boost cargo capacity and connectivity across key routes.

Leveraging our resources and experience, we are dedicated to delivering a seamless experience for our customers and positively

impacting the air cargo industry in India.”

Veera-Anong Pookgaman, Team lead of Cargo and Mail Sales at Thai Airways also emphasized the importance of the collaboration: “Partnering with Globe Air Cargo India aligns perfectly with our strategy to strengthen our presence in the Indian market. Their extensive experience and commitment to service excellence assure us that this collaboration will enhance the reliability and efficiency of our cargo services, meeting the diverse needs of our clients.”

This contract marks a significant milestone for ECS Group as Globe Air Cargo India assumes a pivotal role in supporting Thai Airways’ expansion and operational success in India’s dynamic cargo sector.

NEWS GWC Sponsors 3rd Supply Chain Management Conference Sheikh Abdulla Bin Fahad: • Logistics is a major element of Economic Growth • Logistics plays a key role in building a competitive, resilient, and diversified economy • Agile supply chains are essential to withstand challenges n GWC one of the fastest-growing logistics businesses in the MENA region – has announced its participation as a Platinum Sponsor at the 3rd Qatar Supply Chain Management Conference (SCMC). Under the patronage of H.E. Sheikh Mohammed bin Abdulla bin Mohammed Al Thani, Minister of Transport, the event took place on Monday, December 9, 2024, highlighting best practices for enhancing supply chain sustainability, the role of digital transformation in facilitating supply chains and ensuring the flow of goods amid global challenges as well as strategies to enhance recovery and sustain supply chains.

Sheikh Abdulla Bin Fahad Bin Jassim Bin Jaber Al Thani, GWC Group Managing Director, said: “Our sponsorship of this conference aligns with the company’s strategic objectives to support initiatives that drive supply chain development, especially amid the challenges facing the logistics sector. The need to effectively manage and optimize the flow of goods and services from suppliers to consumers has never been more critical.” He added: “In Qatar, logistics services play a vital role, extending beyond the transportation of goods from one point to another to include bolstering trade flows, supporting sustainable development goals, and driving economic diversification. This highlights the key role our work in the logistics sector plays in building a competitive, resilient, and diversified economy in line with Qatar National Vision 2030. This vision serves as a guiding compass, steering us toward sustainable development that balances economic growth with environmental and social responsibility. Today, our sector is at a crucial crossroads, amidst rapid transformations driven by digitalisation, the

growing demand for sustainability, and the urgent need to minimize environmental impact. These evolving trends present both challenges and opportunities, and how we navigate them will ultimately define the future of logistics in Qatar.”

Sheikh Abdulla emphasised the importance of focusing on sustainability and reducing carbon emissions, saying: “In line with our national objectives and the global agenda, we must diligently work towards achieving sustainability across all aspects of operations. As Qatar continues its drive for a sustainable and diversified economy, the logistics and transportation sector must actively contribute to this transformation. This entails prioritizing green technology, renewable energy solutions, and carbon emission reduction strategies.

The accelerating pace of digitalisation in this sector has already led to a substantial shift in business practices, enhancing operational efficiency, service quality, and overall performance. By leveraging advanced technologies like artificial intelligence, big data, and IoT solutions, we can achieve greater efficiency and respond to challenges with agility and flexibility.” Sheikh Abdulla Bin Fahad further highlighted that: “collaboration among

stakeholders, knowledge sharing, and continuous improvement are pivotal to driving transformative change in Qatar’s logistics sector and beyond. Moreover, agility is becoming increasingly critical, with the key lesson from recent years being the importance of resilience in the face of both positive and negative challenges.

For instance, the global COVID-19 pandemic triggered sudden disruptions in supply chains, severely impacting the logistics sector. Conversely, hosting the FIFA World Cup Qatar 2022 catalysed a significant positive transformation in Qatar’s logistics landscape through innovative solutions.”

He added: “The logistics sector requires strong and agile supply chains capable of withstanding future disruptions. This ability to adapt is particularly vital for Qatar as we expand our partnerships and explore new markets. GWC’s role goes far beyond just transporting goods; we are dedicated to fostering an ecosystem that drives economic growth, pioneering sustainable practices, and making significant contributions to achieving Qatar National Vision 2030. This is not only a great honour but also a profound responsibility. It is up to all of us in this sector to embrace emerging trends, innovate, and act with purpose.”

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NEWS Jaffar Dawood promoted to lead strategy and operations n dnata has promoted Jaffar Dawood to the position of Divisional Senior Vice President (DSVP) for UAE Airport Operations.

In his enhanced role, Jaffar will lead the strategy and extensive operations of dnata’s ground handling business across the two Dubai airports, Dubai International (DXB) and Dubai World Central – Al Maktoum International (DWC) in the UAE. Jaffar’s responsibilities will include ensuring the company is fully prepared to harness the vast opportunities presented by the future plans for DWC. He will work closely with key industry stakeholders to define the airport of the future, overseeing the development and implementation of innovative processes and technologies.

Jaffar will manage a team of over 20,000 aviation professionals, who serve over 170 airlines and more than 90 million passengers annually. He will continue to be based in Dubai, United Arab Emirates, and report to Clive Sauve-Hopkins, CEO of dnata Airport Operations.

Clive Sauve-Hopkins said: “Jaffar’s promotion reflects his commitment and

Jaffar Dawood dedication to innovation and service excellence. His experience and leadership will be of significant benefit as dnata implements the latest technologies to further enhance passenger experience at both Dubai airports.

“In addition to ensuring continued quality and safe ramp and passengers services across our existing operations, he will play a key role in dnata’s successful transition to Al Maktoum International. I

wish Jaffar every success in his new role.”

An Emirati national and highly experienced ground handling expert, Jaffar started his career with the Emirates Group in 1992. In his most recent role, he oversaw dnata’s ramp and passenger operations across the Middle East and Africa as Senior Vice President, Airport Operations – UAE and MEA. His previous positions included VP Customer Services, VP Business Support and DVP Airside Operations.

GEODIS appoints members to the board n Leading global logistics provider, GEODIS announced the appointment of Eric MartinNeuville to Executive Vice-President, AsiaPacific & Middle East and Henri Le Gouis who is appointed Executive Vice-President, Global Freight Forwarding. The duo are

members of the Group’s Management Board, under the chairmanship of MarieChristine Lombard, Chief Executive Officer of GEODIS. Eric Martin-Neuville began his career at Calberson International in France in various business development roles. In 1995, he moved to Asia, where he held

Eric Martin-Neuville Henri Le Gouis

58 JANUARY 2025

different management positions within the organization. In 2007, he was responsible for managing the merge between TNT Freight Management and GEODIS. He returned to Europe in 2009 and became head of Freight Forwarding for Southern Europe before being appointed Chief Operating Officer of the Global Freight Forwarding Line of Business in 2013 and Executive Vice President in 2018.

Henri Le Gouis started out in 1991 as a financial auditor with Arthur Andersen before moving to the Bolloré group in 1994 as a financial controller. He transferred to the subsidiary SDV in 2002 as financial director for Western Europe. He was appointed CFO of Bolloré Logistics in France in 2005.

A year later, he was promoted to the role of managing director for the Paris/Nord/ Normandie region of Bolloré Logistics. In 2011, he became CEO Western Europe of Bolloré Logistics, and then CEO Europe in 2015. Henri Le Gouis is a graduate of the Ecole Supérieure de Commerce de Paris and of Sciences Po Paris.

Join NAFL / FIATA to get connected for networking and business opportunities Membership open for 2024

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+ The NAFL member certificate + Use of the NAFL logo + Free access to networking events + Discountes rates in participating in global and regional conferences + Asssistance in case of legal advocacy + Discounts for cargo/logistic events and exhibition stands + Discount training for NAFL members + Training/Certification for regional/international courses + Insurance at discounted rates (cargo/liability/medical) + Complimentary internship, Skill upgrade and Mentoring & Innovation ideas + Discounted supplier rates for industry products

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A DAY IN THE LIFE OF...

‘I believe in continuous learning.’

This month we speak to Prabha Venu the Chief Commercial Officer for CMA CGM, based In Dubai. With more than two decades of industry experience specialising in various commercial activities, Venu is a seasoned shipping professional. Not only is she a mother of a 23-year-old son who is pursuing his Masters in Supply Chain in Oslo, Norway, Venu also believes in continuous learning for herself. Besides a full time job, she is currently busy finishing a doctoral thesis on the topic “Impact of mental toughness on expatriate women professionals.” She explains to our Editor, Abigail Mathias why time for fun, travel and work is equally important.

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60 JANUARY 2025

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