Logistics News May 2015
the independent voice of the
Supply Chain
industry
RFID / Mobile computing
ALSO:
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May 2015
CONTENTS
Survey 2015
18
2
supplychainforesight 2015 … Megatrends
Benchmarking
Social supply chains: trend or threat
4
Buzzwords like social sharing, interconnectedness, engagement, immediacy and transparency have left the confines of social media discussions dominated by marketers and have started scaring professionals across all levels and functions of organisations.
SC: 3D printing / Risk 6 8
3D PRINTING IS TRANSFORMING … the supply chain THE MOST CRUCIAL GOAL … for supply chains
Environment 10
20
THE ROLE OF BENCHMARKING … in SC improvements
BUILDING ENVIRONMENTALLY RESPONSIBLE … supply chains
Customer service / Training
Many lights turning green for RFID investors RFID has matured over the past several years, and the fundamentals that make it a potentially highgrowth opportunity would surprise most investors who might not be aware of the changes, and those who know the status may find distinct profit opportunities.
12 14
Big data / Social Media 16 18
21
Drones may soon invade the supply chain The United States moved closer to legalising the commercial use of drones in February, when the US Federal Aviation Administration (FAA) published proposed regulations.
THE ANALYST AGE … where to fit in? SOCIAL SUPPLY CHAINS ... trend or threat
RFID / Mobility 20
21
50 GRADES … of shame WE HAVE TO STOP … pretending
MANY LIGHTS TURNING GREEN … for RFID investors DRONES MAY SOON INVADE … the supply chain
Materials handling 22
GOSCOR’S ABILITY … to innovate
Asset management 24
CHEP ‘BLUE MOTION’ … gaining instant SC control
Supply chain
22
27
COVER STORY Two recent deals with two blue-chip companies in different industries demonstrate Goscor Lift Truck Company’s (GLTC) ability to understand a wide range of industries, its innovative approach to warehouse logistics solutions for these industries and its ability to tailor-make solutions for its customers’ requirements.
IMPERIAL BAGS … McCain contract
Fleet management 29
BRIDGING THE DIVIDE BETWEEN … fleet managers and drivers
Ecommerce / TMS 30 32
AFRICA’S MOBILE BOOM MEANS … retailers sell continentally A TMS CAN SAVE MONEY … where to start?
Regulars 34 39 40
NEWS FORTHCOMING EVENTS INDUSTRY ASSOCIATIONS & EDITORIAL DIRECTORIES
survey
Megatrends: threats or opportunities? This, the third and final episode of the supplychainforesight 2015 survey findings in Logistics News, highlights ‘megatrends’, which demand a very different and more strategic approach from business leaders. By Kate Stubbs, executive: Marketing & Communications at Barloworld Logistics.
WHILE BUSINESSES CONTINUALLY have to adapt and adjust to trends and challenges on a daily basis, many of these shifts take place on a local or regional scale. There are, however, what research group Frost & Sullivan define as ‘megatrends’ – which demand a very different and more strategic approach from business leaders. According to Frost & Sullivan, megatrends are ‘global, sustained and macro-economic forces of development that impact businesses, economies, societies, cultures and personal lives thereby defining our future world and its increasing pace of change’. In the much anticipated 12th Barloworld Logistics supplychainforesight report – conducted by Frost & Sullivan – the key megatrends impacting (or predicted to impact) industry stakeholders were identified. They included technology innovation, the rise of African and Asian economies, device connectivity and Big Data, ecommerce and robotics – to name a few. More importantly, however, the survey sought to understand respondents’ views on the expected impact that these key emerging megatrends would have on their supply chains, businesses and industries. “We wanted to understand if respondents saw the megatrends as threats or as opportunities,” explains Mark Cleeve-Edwards, executive: Marketing at Barloworld
Logistics. “In both scenarios, significant organisational change to align with or to defend against these forces will be critical in the coming years.” Positive response to megatrends The first and arguably most important finding is that all the megatrends are viewed as opportunities, and less so as threats. Perhaps this should not be surprising, as South African business leaders have had to see through large-scale change on numerous occasions – with many organisations emerging even stronger on the other side. The breakdown of respondents by position and by industry show they identified the biggest perceived threat to be the rise of Asian economies, particularly for large and medium companies – possibly because they have a higher risk from competitive Asian companies and the growth of their markets. Interestingly, the threat of Asian economies was perceived as the highest by supply chain executives and lowest by CEOs – which would indicate a need for a degree of consensus to embrace a strategy to be developed for such an opportunity or threat. From an industry perspective, the construction and engineering companies rated the Asian economies
The extent to which megatrends represent an opportunity or threat
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3D printing
3D printing is transforming the supply chain The supply chain has undergone many changes over the past decade, and 3D printing has played a significant role in that transformation, especially in recent years. By Chuck Alexander, Stratasys Direct Manufacturing
THE RECENT SPARKLE in the public eye is but a glint compared to the effect 3D printing technology could have behind the scenes on the production floor. It is impacting every stage of the product development lifecycle, from the product itself to packaging, presentation and delivery. The real differences 3D printing is bringing to the supply chain lie within some key areas. Testing designs Instead of taking a 2D design straight to a tooling/ moulding manufacturer, designers and engineers use 3D printing to prototype and test designs. This function was 3D printing’s earliest benefit and was its first purpose when starting out in the late 1980s. More recent materials developments are creating prototypes that not only mimic the look and feel of traditional injection moulded thermoplastics, but can even mirror properties for functional testing. This accelerates locating design flaws, which would normally only surface once tooling investments have been made. Re-prototyping and redesigning more frequently and affordably is leading to optimum products especially across aerospace, medical and consumer product industries. Fixing a design flaw doesn’t mean shipping a tool back and forth, or buying and waiting on a new tool; users can simply update the 3D computer-aided design (CAD) file, reprint the design and validate it before moving into tooling. 3D printing is shortening the supply chain by speeding up product development cycles as well. Manufacturing aids Manufacturing aids, such as jigs, fixtures and other tools that speed up assembly lines, are valuable but can be time-consuming and expensive to develop. The versatility of additive manufacturing and the ease with which it develops durable, accurate parts makes it a valuable resource for assembly lines. Using 3D printing manufacturing aids ensures a high level of observable quality management while maintaining efficiency and profit.
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Packaging 3D printing materials now mirror those used in taxing heat and pressure environments, including high-performance thermoplastics. These materials, coupled with 3D printing, are being used to create custom thermoforming patterns, which benefit from 3D printing as the technology can achieve designs that fluctuate in thickness; patterns with varying sizes; and patterns requiring multiple unique shapes. Packaging industries are finding 3D-printed thermoforming patterns an increasingly more economical and effective solution to challenging product designs. Production The development of suitable materials is changing the face of 3D printing, which is becoming progressively more common during certain manufacturing processes that use 3D printing for the end product. Engineers are discovering that the complexities 3D printing embodies are too valuable to dilute by moving to a more conventional production method. Some designs are only achievable through 3D printing, for example, most frequently in the aerospace industries when it comes to ducting and other non-load bearing multifunctional units. As 3D printing is a rapid process, turnaround is shorter than conventional production processes and no time is lost developing a tool or waiting for a first shot off the mould. Design files are sent straight to the printer for fabrication and then postprocessed as needed. Virtual inventory We are moving into an increasingly connected world. Consumer products are continuously communicating with the Internet, perhaps feeding data on consumer use to the manufacturer themselves. In this future, warehouses holding product and tooling inventory could become a thing of the past in many cases, as 3D technology enables manufacturers to have virtual inventories that are saved as files on computers or uploaded to the cloud. The 3D printing manufacturer then accesses those files, and prints and sends parts back to the designer or straight to the consumer as needed. While these benefits of 3D printing may not make all the headlines, they are some of the more impactful applications. Supporting the supply chain and the manufacturing floor to boost productivity will have ripple effects throughout any industry. As more of these advanced efficiencies permeate production activities, 3D printing will continue [V YPZL WHZ[ [OL O`WL HUK PU[V L]LY`KH` THU\MHJ[\YPUN
big data
The Analyst Age Data this, data that – data is certainly getting its due, but where do you fit in? By Rick de Klerk
WE’VE PASSED INTO the Analyst Age without fanfare despite its importance. Like the asteroid that wiped out the dinosaurs, big data – which at its most basic, comprises data sets so large that traditional data processing techniques are inadequate – and its analysis carries with it the same destructive payload for companies who choose to continue to operate in the same, inward-looking manner they always have. “They don’t see each other. They only see what they want to see,” to quote Cole from Sixth Sense, “They don’t know they’re dead.” To be fair, part of this is the extreme difficulties in grappling with how to use big data when the terms of engagement can change so rapidly. It’s a nebulous term to encompass the vast swathes of information we leak without realising it in interactions with systems, WHY[PJ\SHYS` VUSPUL >OH[ HIV\[ º[OPJR KH[H»& 6Y ºKH[H SHRLZ»& Relax. None of that’s important. This column isn’t to lambaste, but instead to help provide context, with the help of Gartner. Gartner conducts a regular annual survey on big data, and its latest from late 2014 reveals some interesting points. I’ve referenced Gartner before, and any supply chain company should really be reading anything the company puts out, but in particular I’d like to focus on some of the myths of big data and where you’ll likely fit in. Firstly, if you feel like you’re being left behind, don’t. Gartner’s survey determined that only 13% of its respondents had actually managed to deploy big data implementations in 2014. Most were still in the planning and knowledge-gathering phase, with a quarter saying they had “no plans” to implement big data in some capacity (See: Cretaceous–Paleogene extinction event, Sixth Sense reference, first paragraph.) Given the volume of big data, it’s also not surprising where companies are choosing to focus their efforts. According to Gartner, some 79% of companies are looking at transactional data as their main focus, with log data serving as the secondary source. While this might not seem useful, performing analysis on transactional data can yield huge benefits, such as identifying the real costs of different shipping options across multiple service providers. There’s also a belief that volume somehow makes up
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for quality, and while the power of big data does lie in both its quantity and variety, this ‘myth’ is one of my biggest bugbears. As a company that provides detailed analysis at multiple levels of the supply chain, the quality of data is of paramount importance – while the individual impact of any one flaw is smaller, the volume means there’s many more to deal with. Combine it with exogenous data that is necessary to make big data work, and you have a potential analysis car wreck on your hands. Working on the quality of your data can help improve your own collection and documentation systems, which will be key when you need to leverage external service providers. And you will. One of Gartner’s predictions is that, by 2017, more than 30% of enterprise access to big data will be done through data brokers and data intermediaries. To stay with the asteroid metaphor, data brokers are to logistic companies as Jupiter is to astral bodies – Jupiter’s mass serves as a sink for our solar system, sucking up most of the asteroids and comets that would pose a threat, and letting us get on with it. It’s not feasible or possible for logistics companies to collect all that data when what’s important contextually isn’t immediately apparent. Arbitrary things like the weather and comments about a brand’s coolness factor on Twitter can mean the difference between increasing internal inventory stock or negotiating long-term distribution contracts with third-party warehousing providers. Ultimately, big data is bigger than your company – to get the most benefit, you’ll need data brokers and analysts, with the ability to vacuum up huge amounts of data from various sources and provide insight into business-specific situations. Get comfortable with the idea. Start small, start with data you’re comfortable with, start with the questions you want big data to answer. )\[ TVZ[ PTWVY[HU[S` NL[ Z[HY[LK If you wish to add comment, email rick.de.klerk@opsi.co.za
social media
Social supply chains: trend or threat? Buzzwords like social sharing, interconnectedness, engagement, immediacy and transparency have left the confines of social media discussions dominated by marketers and have started scaring professionals across all levels and functions of organisations. By Juanita Vorster, juanita@thatpoint.co.za
THE ROBOTICS and the ‘New’ Supply Chain: 2015-2020 report produced by www. RoboticsBusinessReview.com included some clues to supply chain changes that need immediate action: [VTVYYV^»Z Z\WWS` JOHPUZ ^PSS IL MHZ[LY smaller, cheaper and local. Some 70% of the supply chain leaders surveyed for the report were clueless about this new supply chain concept, and most admitted that they had no plans to change things for the rest of the decade PU HU HNL VM ZVJPHS TLKPH PUMS\LUJLK ZLSSPUN robot benefits will be huge and hugely transformative. Because robots are mobile computers, they will be able to interact directly with a customer, and be able to circumvent entire back office operations by directly taking customer orders from first interaction through to delivery and even confirmation of delivery [OL IV[[VT SPUL JVUJLYU PZ [OH[ UV TH[[LY OV^ hard present-day logistics’ systems work, they will never catch up. While forecasting and the increased adoption of demand driven materials resource planning (DDMRP) have already made significant inroads in reducing inventory levels and response times, data collected through social channels can increase the ability of forecasting systems to track where problems might occur before they occur. Social media at its core is not about tweeting and liking and pinning and instagramming, but about access to information at a rate and volume that we’ve never experienced before. Adrian Gonzalez, founder and president of Adelante SCM, is spot-on in saying “social media can – and should – play a central role in supply chain management. After all, social networking is not really about socialising, but about facilitating peopleto-people communication and collaboration.” /\THUZ V]LY [OL HNLZ OH]L HS^H`Z OHK HU PUOLYLU[ need to gain and share information. With fast-growing popularity of broadcast mass media in the 1900s it
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became possible to share messages with large audiences X\P[L X\PJRS` /V^L]LY P[ YLTHPULK VUS` PU YLHJO VM [OVZL with big budgets and access to creative content creators. The digital revolution took mass media one step further by making it possible for anyone with an internet connection to circumvent the privilege and limitations
of traditional mass media. The social media revolution made it possible for everyone to share a message instantaneously, and as a result the speed of gaining and sharing information has increased to the extent where businesses and industries managed according to tried and true practices are struggling to keep up. In 2008 the Future Supply Chain report (available from http://bit.ly/2016FutureSupplyChain) compiled by the Global Commerce initiative included a number of issues that required the urgent attention of supply chain professionals to find solutions that threaten supply chains. With only one year left until 2016, when the report advised these challenges be minimised, most supply chains still struggle with the same issues – collaboration, integration, balancing customer satisfaction and supply chain performance, increased energy prices, and e-commerce. Similarly the report advised ‘systems of transactions’ be changed to ‘systems of engagement’ and predicted that access to these systems would no longer be limited to a select few companies with big budgets but to all allowing the younger generation of supply chain practitioners to lead the way. This process of change is hindered by experienced professionals who refuse to accept the impact of social media on business. As valuable as these professionals and their skills, knowledge and experience are, they have inadvertently become the ones who are placing supply chains at serious risk. Social media has already started impacting demand planning, sourcing strategies and transportation capacity of existing supply chains, and the impact is likely to increase exponentially. Supply chains that are truly social demand a change in the DNA of the supply chain by making buyers part of the chain through being socially informed and who enable forecasting and feedback by, for example: KL]LSVWPUN ZVJPHS SPZ[LUPUN HUK JVSSHIVYH[PVU HZ H strategic capability KLMPUPUN HUK JVU[YVSSPUN HYLHZ VM MVJ\Z MVY ZVJPHS PUW\[ and sharing PU]LZ[PUN PU 0; PUMYHZ[Y\J[\YL [OH[ JHU LUHISL ZVJPHS integration KLZPNUPUN WYVJLZZLZ [V HWWS` ZVJPHS PUZPNO[ HZ P[ OHWWLUZ WYVHJ[P]LS` [YHPUPUN VU YH[OLY [OHU YLHJ[P]LS` TVUP[VYPUN the areas of social focus. It is of utmost importance that social supply chain conversations not focus on the popularity or comparison of existing social media platforms. The conversation should much rather focus on the genuine acceptance of customer demands that now include simplicity and absolute transparency. Social thinking is not about tools; it’s about a social mindset. Supply chains willing to truly listen, collaborate and share will find themselves in a less threatened position for future growth. The biggest challenge for supply chain professionals willing to embrace the necessary changes is to convince the entire supply chain to consider approaches that are currently resisted because they pose a risk to the status quo. The benefits of social supply chains, however, far outweigh the risks:
Manage exceptions and risks faster – Supply chains can save time by evaluating the financial and operational consequences of any proposed changes in a timely and effective manner, and reach a quick consensus and compromise on the course of action. An e-mail to 50 people that might be able to work on a solution takes considerably more time to process and return feedback than a post on an internal, collaborative social network that can simultaneously reach 50 000 people who already have the answer. Shorten inventory lead times – “The speed of the chain is not really related to the systems used by the various companies – it’s all about people, and people talking [V WLVWSL ¹ ZHPK ;VU` 4HY[PUZ [OL =7 VM :\WWS` *OHPU H[ ;,=( *HUHKH ¸;YHKP[PVUHS JVTTHUK HUK JVU[YVS structures are outdated. Social media can create a virtual table around which resellers, wholesalers, manufacturers and suppliers can sit at the same time, and work towards fulfilling market needs all at the same time … not in a linear process as is currently the case.” Reduce response times – Being able to alter distribution based on social data, available in real time and at low cost is no longer a distant dream, but a reality already in use globally. Demand for new products based on trends can adjust import quantities, delivery schedules and even inform innovation. Adverse weather conditions forcing delivery delays can be logged and communicated before posing a threat to driver and fleet safety or customer satisfaction. Low stock level alerts can be triggered simultaneously at the retailer, manufacturer and distributor. Leverage supplier communities – By leveraging supplier communities to make business decisions and improvements to the supply chain and the systems managing it can have a significant reduction in research, development and even IT support costs. Transparency – Social networks can provide a wider view of the supply chain and enable a large kinetic entity, rather than static and separated cogs. Innovate and improve – Social networking can help companies generate more – and better – ideas for improving supply chain processes and solving existing problems by tapping the collective insights, knowledge and expertise of employees across all levels of the enterprise (and beyond). If companies are already using ‘crowdsourcing’ to drive innovation in product development, why not apply the same concept to drive innovation in supply JOHPU THUHNLTLU[& Measure effectively – Fill-rate, accuracy and on-time delivery type metrics only inform how well we did our jobs, but do not provide the full view of how well we serviced our customers. Insights generated by monitoring social media channels provide extremely valuable insight that can have significant impact on supply chain planning. Supply chains have run out of time to be comfortable and complex. In less than 18 months end-users will have found or designed a way to bypass the traditional supply chain by simply using existing technologies in new ways. It is time to take to heart the wisdom of Charles Darwin: “It’s not the strongest of the species that survives, nor the most PU[LSSPNLU[ I\[ [OL VUL TVZ[ YLZWVUZP]L [V JOHUNL ¹ 0D\ /RJLVWLFV 1HZV 19
asset management
CHEP ‘Blue Motion’: gaining instant control of the SC CHEP South Africa’s newly launched ‘Blue Motion’ mobile application will allow wholesalers and retailers greater control over their supply chains. Named for the company’s distinctive blue pallet range, the application provides its customers with a mobile asset management system utilising real-time data, which can be formatted to suit customers’ specific needs.
ACCORDING TO =PJ[VY 3LM[^PJR I\ZPULZZ ZVS\[PVUZ HUK PUUV]H[PVUZ KPYLJ[VY H[ */,7 [OL JVTWHU` WYV]PKLZ pallet, container and crate pooling services for many of the world’s largest supply chains, in South Africa and HYV\UK [OL ^VYSK (Z Z\JO */,7 PZ JVTTP[[LK [V OLSWPUN its customers build better supply chains,” says Leftwick. “We are constantly working with customers to see how we can enhance their processes and allow them greater control of their supply chain – we believe Blue Motion does just that.” Leftwick explains that most retailers and wholesalers use some form of paper-based system to track the TV]LTLU[ VM [OLPY */,7 LX\PWTLU[ :\JO H Z`Z[LT PZ however very susceptible to human error. In most cases, a driver will manually record what equipment has been KLSP]LYLK VY L_JOHUNLK H[ LHJO WVPU[ HSVUN OPZ YV\[L /L will then supply this information to a data capturer on OPZ YL[\YU [V [OL KLWV[ /V^L]LY PM LP[OLY [OL KYP]LY VY data capturer captures the information incorrectly, loses the information or simply forgets to upload it, effective asset management becomes impossible. Retailers and wholesalers using a loosely supervised paper-based system could be haemorrhaging assets without even being aware of it.
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“The reality is that retailers and wholesalers are Z\WWS`PUN */,7 LX\PWTLU[ [V T\S[PWSL Z[VYLZ [OH[ KV UV[ OH]L */,7 HJJV\U[Z TLHUPUN [OLZL Z[VYLZ JV\SK abuse the equipment or simply allow it to stockpile in their yards, while the wholesalers and retailers remain liable for the equipment,” elaborates Leftwick. “Often real equipment losses would only come to light when a physical store audit is conducted, which might only happen once a year.” Blue Motion circumvents all these challenges by providing an easy-to-use asset management system with real-time information. The software is loaded onto a smart phone and provides a simple and user-friendly customer interface. At each location the driver is able to select from pre-populated data sets what equipment was delivered and/or exchanged. The products are not only identified by their codes, but a picture of each product (which can be enlarged upon selection) appears next to the product code for easy identification. When a transaction takes place on Blue Motion, both the issuing and receiving customers are sent an e-mail with all the details of the transaction. It is an electronic and immediate proof of delivery, allowing users to run balances, do stock counts and so effectively reduce
fleet management
Bridging the divide between fleet managers and drivers The relationship between drivers and fleet managers can often be challenging due to high productivity pressures and a lack of understanding regarding each side’s difficulties. THE GOOD NEWS is that many local fleets have managed to overcome these problems and have built successful operations on the basis of excellent manager-driver relations and fleet-specific technology, says Dr David Molapo, head of Fleet Management at Standard Bank. For Louis Swart, managing director of Drive Risk, there is a clear correlation between the success of fleets and the relationship between fleet managers and the drivers. “These fleets have built-in processes that enhance the understanding of the challenges faced by drivers,” says Swart, whose company sells DriveCam, an on-board camera system aimed at developing good driving skills. Swart believes that relationships are improving as more fleet operations shift their approach from chasing short-term benefits and productivity gains, to a longerterm view of sustainable success. In the past, fleet managers would not consider anything but the shortest and quickest routes. Increasingly, they are permitting long-haul drivers to make slight detours so they can see their families. Marius Luyt from the Automobile Association has also seen a steady movement towards a greater understanding between the fleet manager and driver, but the chasm between the two is still large. It stems from a lack of drivers and managers understanding each other’s challenges. “Fleet managers who fail to understand the impact of longer hours on the road for drivers keep applying pressure to get results. Many drivers do not understand how their mistakes, bad driving habits and lack of work commitment, have a great impact on their employers and long-term job security,” he says. Luyt believes the gulf between these two positions can be overcome. The first step for fleet managers is to change their mindset to a longer-term outlook by considering all the implications of their short-term decisions, including high accident rates, higher fuel consumption, bigger maintenance bills and a higher staff turnover. A mindset shift is a challenging process, but one of the most practical ways fleet managers can deepen their understanding of the impact of their decisions is to spend a day or two in their drivers’ shoes, says Luyt. “It may be difficult to find time to do this, but the return on this investment is invaluable, and will translate into a more efficient fleet.” Drivers’ attitudes towards their companies can also be changed, says Luyt. There are two ways for fleet managers to do this. The first is to institute an induction programme for drivers aimed at increasing their understanding of the fleet and where it fits into the company as a whole, and
specifically how their actions impact on the business. Secondly, drivers with a sense of ownership tend to be more productive and take better care of their vehicles. According to Luyt, the ideal driver for any fleet is an owner-driver. They have a vested interest in taking the best possible care of their vehicles and to maximise productivity. It is not only modern management methods that can help to build the relationship between drivers and fleet managers, but also modern technology. Basic telematics have done a huge deal to clarify the work done by drivers. Fleet managers who do not have trackers installed into their vehicles experience high levels of uncertainty about the movements of their drivers. When tracking systems are installed in such a way that the drivers know they are being monitored, there is usually an immediate drop in fuel consumption, sometimes in double digits. But experienced fleet managers warn that if technology is introduced in the wrong way, it could damage relationships, especially with unionised workers who are wary of telematics invading their privacy. Drivers have to be reassured that telematics benefit them as well through better performance appraisals, skills development, and \S[PTH[LS` OLSWPUN [V [\YU H MSLL[ PU[V H [LHT
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Forthcoming Events SAPICS
Event: 37th SAPICS Annual Conference and Exhibition Date: 31 May - 2 June =LU\L! :\U *P[` Contact: SAPICS, Tel 011-023-6701; email upavon@icon.co.za; visit www.sapics.org.za
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Event: Africa Rail 2015 18th year Date: 30 June - 1 July =LU\L! :HUK[VU *VU]LU[PVU *LU[YL Contact: Tarryn Theunissen, tel 011-516-4000/4044
AFRICA PORTS & HARBOURS
,]LU[! (MYPJH 7VY[Z HUK /HYIV\YZ :OV^ [O `LHY Date: 30 June - 1 July =LU\L! :HUK[VU *VU]LU[PVU *LU[YL Contact: Tarryn Theunissen, tel 011-516-4000
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Logistics News Celebrating 32 years as the independent voice of the Supply Chain industry Publishing Editor: +PHUUL /VS[VU Editorial & advertising: Tel: 011-784-7697 Fax: 086-515-5247 info@logisticsnews.co.za P O Box 784621, Sandton 2146, South Africa www.logisticsnews.co.za www.supplychainonline.co.za Deputy Editor: Michael Brandt Consulting Editor: .LYHYK KL =PSSPLYZ Advertising: Juanita le Roux Tel: 082-494-6592 juanita@logisticsnews.co.za Subscriptions: www.logisticsnews.co.za Design & DTP: 2LYY` +PTTLY œ Tel: 011-792-1930 Repro and Printing: Paradigm Print Tel: 011-683-1911 The publisher is not responsible for the opinions expressed by individuals. Š No part of the publication may be copied or reproduced by any mechanical or electronic means without the written permission of the publisher. 32nd year of publication. ISSN 1025-0492
Logistics News May 2015
the independent voice of the
Supply Chain
industry
RFID / Mobile computing
ALSO:
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