LOG.Middle East Oct. 2012

www.logmiddleeast.com

Issue 49 | OCTOBER 2012

YOUR LOGISTICS AND SUPPLY CHAIN MAGAZINE

SAFETY & SECURITY Safety sensor technologies to ensure secure operations | Page 06

PROFILE | 20

ANALYSIS | 30

FEATURE | 36

SUPPLYCHAIN SECURITY

simulation planning

Market survey

The other view

SimPlan about the project with BMW

Released exklusively to LOG

PUBLISHER’SNOTE

LET US WORK TOGETHER TO SECURE THE SUPPLY CHAIN We are living in a global village and we are all part of the global supply chain – in one way or another. So we have to realise that the supply chain is something extremely important for us that provides the daily goods from all around the world.

We are so used to this supply chain and we are so dependent on this supply chain that we cannot think about not having it – or better – not enjoying its effects on a daily basis. But what if …? What if something happens with the supply chain and we do not have the daily goods for consumption that we are so very used to?

What could that mean for our daily life, for our workplace and for our children? For sure the effects of not enjoying the global supply chain would be severe and we would all suffer from it.

And that is the reason why a global effort to secure the supply chain can make a big change. A leap forward has been achieved by the US government when signing “The National Strategy for Global Supply Chain Security” on 23 January 2012.

I strongly believe that this kind of declaration should be read by everyone who has a managerial function in the supply chain. It clearly shows how important and vulnerable the security in the supply chain can be. We are all part of this declaration when the view widens form national to international, worldwide and global. Every single supply chain manager should question

his supply chain strategies towards the various security aspects. We are the masters of the fate of our supply chain and it is our responsibility to do the utmost to keep it safe, clean and efficient.

On my side, we at Gutenberg Publishing now check in which way we can contribute to the security of the global supply chain because I want my children to enjoy all the necessities in life and even more. As publishers we could elevate the security aspects in various ways or we can initiate a discussion about the supply chain security and we can bring it to a higher, much more prominent level at some event that we can organise.

For sure it is time to act and to help to raise the awareness for supply chain security.

But we want to do this with our valuable readers – with you, who are either experts in supply chain matters or who are using the supply chain for the shipment of their goods.

Read the article on page 20 and give us your thoughts on how we from Gutenberg Publishing can help to raise the awareness for security in the global supply chain.

Write to me personally under reinhard@ gutenberg-dubai.com and I will gratefully answer your e-mail.

Have a great time and have a secure supply chain.

Reinhard Wind Owner & Managing Director, Gutenberg Publishing FZ-LLC

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CONTENT IN THIS ISSUE

OCTOBER 2012

30 ANALYSIS

Simulation based planning

06 COVERSTORY

Safety and security in the supply chain With an increasing degree of automation, sensor technology plays an important role to secure process continuity and to protect people in an ever-changing working environment. Automating logistical processes is a challenging task for manufacturers of logistics-related equipment or facilities.

SimPlan helped many automobile manufacturers to plan and optimise their logistics. This article focuses on the project with BMW and how simulation was applied to optimise planning.

36 feature

market survey

REPORT

the other view In today‘s global marketplace, a secure, resilient and well-managed supply chain is not just a „someday“ goal, but the decisive „minimum threshold“ for any company intent on competing in the international arena.

The 2012/13 Employment Market Survey, released exclusively in the Middle East & Africa to LOG. is the fifth consecutive piece of global research undertaken by Logistics Executive Recruitment.

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ANALYSIS

TECHNOLOGY

growing from strengthtostrength The logistics industry is regarded as one of the GCC‘s key economic drivers. This vibrant sector did not achieve success overnight - the region had to invest substantial amounts.

LOG. Window 14

the earth via cloud Cloud services look set to grow four times faster than traditional IT services.

The IT sector is poised for growth and corporate budgets look set for a massive increase, according to a report from Media Solutions.

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Product Update 44

LOG. Classifieds 46

Events Calendar 50

COVER STORY

Safety and Security in the Supply Chain With an increasing degree of automation, sensor technology plays an important role to secure processes, continuity and to protect people in an ever-changing working environment 6

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COVER STORY

A

utomating logistical processes is a challenging task for manufacturers of logisticsrelated equipment or facilities, as well as for warehousing and handling systems. This is especially true for the identification, classification and movement of logistical items, as well as their automation in terms of measurement, protection and control.

A key element to a successful implementation and operation of such automated systems is through equipping them with safety sensor technologies to ensure safe operation, and in additional cases, ensuring the protection and security of these and other assets throughout the supply chain, from ports to warehouses to end-users.

Automation solutions for logistics tasks must offer the appropriate portfolio of intelligent sensors and control systems in order to support optimised throughputs, high levels of process reliability, track & trace capability and system integrity and safety.

You must be able to rely on safety Today, automated control concepts are increasingly becoming the solution to improving the productivity and reproducibility of supply chain systems. This can make such systems increasingly complex and with vastly improved cycle rates and in turn the operation thereof becomes more machine/computer managed.

In such scenarios, safety concepts and redundancy must be built into the system, or added on, in order to ensure the safety of personnel in the first instance and process continuity in the second instance.

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COVER STORY

Within Logistical processes and Supply Chain Management, there are numerous examples of sensor solutions that are critical to the safety and/or continuity of the processes. Indeed, in a typical warehouse or yard situation, there are several potential danger-spots in which a person can come into contact with, or be contacted by, equipment that is in motion, such as conveyor belt systems, forklifts or reach trucks, reversing trucks, or machine-operated areas.

Hazardous Area Access Protection Protecting personnel from entering zones where there is moving equipment or parts is a common scenario. By the use of light curtains, which as the name implies, creates a ‘curtain’ of light beams sent between 2 aligned grids, such potential danger areas can be effectively protected.

In this case, if the beams of light are interrupted by someone (or something) crossing them, then a signal is sent to the machine to stop/slow down and prevent any potential injury from occurring. The safety system can even be programmed to differentiate between objects allowed to break the beams and the person.

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SICK is one of the world’s leading producers of sensors and sensor solutions for industrial applications. SICK is a technology and market leader in Factory and Logistics Automation as well as Process Automation.

SICK offers comprehensive sensor solutions for the logistics and supply chain industry, which requires intelligent technology for safety, security, efficiency and reliability in various processes and industrial situations.

SICK has a wide product and technology range of sensor solutions.

COVER STORY

Using Safety Laser Systems to help prevent accidents Protecting people and securing process continuity are Materials handling equipment (MHE), such as forklifts, reach trucks and VNAs, all pose potential hazards in the warehouse.

A simple yet highly effective technology that assists in reducing the likelihood that an accident will occur is called a Safety Laser Scanner. This is a non-contact method that utilises laser technology (class 1 laser – causes no harm to humans) in order to detect if there is any object in the path of the MHE (forward or even behind).

the main aspects when deploying high accurancy sensor technology.

Again, a simple signal to stop the MHE can be triggered should there be an infringement of the laser field by an unknown object, such as a person. Indeed, the field can be set in such a way that at first a warning field is infringed and an alarm given out but if the object does not move away, then once the protective field is infringed, the MHE can be brought to a halt.

PreventingCollisionsatPort A highly-desirable concept, pioneered

by SICK, involves the use of laser scanners

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COVER STORY

in ports, mounted on the cranes, in order to reduce the likelihood of collisions between the crane and any other object, be it shipping vessel or another crane.

There are many examples of where and how sensor-related Safety technology can be applied.

Such anticollision technology, which SICK incorporates in its unique Advanced Object Detection System (AODS), relies on Time-of-Flight technology, or essentially the speed at which light travels, for its leading role in this industry.

The laser scanner creates a field of laser light, up to 120m in length, and if any object infringes this field, then a warning alert or a stop signal is sent to the crane’s PLC. Additionally, in the case of the SICK AODS system, a special Safety PLC is incorporated into the circuit, and, together with a dedicated “testing” switching field from the laser scanner, the whole system becomes self-testing, so the crane operator can always rest assured that the laser system is up and running properly.

This Anti-Collision technology is also suitable to many other applications, such as for Transport Vehicles and Reversing Trucks (how many times does your loading bay get damaged?); Monorails – safeguarding in stations; Overhead Cranes in Steel plants; and railway gap monitoring.

Using Sensors to enhance Security When it comes to protecting warehouses, buildings and truck/vehicle parking, relying on protection from security guards can be limited. Making additional use of electronic optical protective devices is therefore a sensible idea.

The use of Laser Scanners Typical applications for using Laser Scanners for Security Access Control and Burglar detection are:

The use of Sensors and related technology to augment Safety and Security procedures in the Supply Chain industry are many, varied and critical. In a world of expanding automation and rapidly improving production cycles, safety is becoming more paramount in almost every logistical process. Likewise, as the Security requirements become ever more demanding globally, the innovation of Sensor devices is adding a new and pragmatic dimension of reliability and automation to this once human-dominated activity.

Airport Protection In an airport environment for instance, the highest levels of security protocols are required. With this application, intelligent video monitoring combined with a laser sensor system will bridge any security gaps.

Makes undetected intrusion into an area extremely difficult Detects events at the perimeter of an area Fence protection, protection of approach areas Protection and/or monitoring of entrances Excavation protection (with horizontal/diagonal setup) Large monitoring areas Storage of all kinds of surrounding contours as references Not impaired by surrounding lighting Fixed-position obstacles can be blanked (e.g. wall constructions) 10

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The system, which combines laser measurements with detection and application software, ensures the camera is not located in the wrong position when an incident of relevance occurs. The laser measurement system scans the environment over a radius up to 360° using invisible laser beams. As soon as a monitoring area is infringed, the coordinates of the intrusion point are transmitted to a higher-level control and alarm management system. This processes the data and guides the camera immediately to the place where the incident occurred. Cameras are fitted with a tilting/turning mechanism enabling them to be guided as required.

The alarm contact is outputted at the same time, causing the corresponding

COVER STORY

image to be transferred to a surveillance monitor and passing it on to the recording system if necessary.

The key benefits include Tasks and benefits include:

Security Screening Areas such as gates and turnstiles can be monitored either using activeswitching sensors or a sensor system, which recognises a special code and then reliably

Intruders can be detected early using targeted, pinsharp object images Incident-controlled camera guidance and object tracking Automatic tracking of the moving object Detection of several objects/persons simultaneously Simplifies surveillance task for security guards Efficient recording including by moving cameras Simple integration into existing camera systems Retrofitting and networking of multiple sensors possible Privacy can be taken into account by using laser sensors only

provides access. To do this, either tried and tested bar code reading technology or newer technologies such as RFID with the ISO 14443 standard (special encryption) are available.

Active-switching 2D and 3D sensors and photoelectric sensors, light grids, laser scanners and camera systems provide a range of options for access detection. The sensor system can be set either so that it recognises whether an unauthorised person is trying to enter or how many people enter a room in order to control parallel systems such as heating, air conditioning or ventilation.

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LOG. WINDOW

ADAC welcomes the inaugural flight of RAK Airways

Abu Dhabi Airports Company (ADAC) welcomed the inaugural arrival of the first domestic RAK Airways flight at Abu Dhabi International Airport. RAK Airways, the main carrier of Ras Al Khaimah, has launched four direct flights a week between the capital’s airport (AUH) and Ras Al Khaimah Airport (RKT).

James E. Bennett, CEO of ADAC, said: ADAC is pleased to see more domestic routes use Abu Dhabi International Airport, helping domestic travelers to reach hundreds of global destinations with ease.

In addition, domestic flights from the

Capital’s international airport will also provide international guests with an opportunity to explore other emirates in the UAE. ADAC is proud to offer its award-winning services to RAK Airways and to provide the airline with the tools it needs to offer frequent short-haul flights that provide maximum efficiency and convenience for domestic passengers.”

RAK Airways comes to Abu Dhabi International Airport with a codeshare agreement with Etihad Airways and will provide RAK Airways passengers easy access to Etihad’s network.

InnoTrans 2012 achieves record results An increase in exhibitors and trade visitors, business deals worth billions of euros and growth in international participation: these were the dominant aspects of the ninth edition of InnoTrans.

126,110 trade visitors from 140 countries came to find out about the latest products and services from the global rail industry, exhibited by 2,515 companies from 49 countries, Compared with 2010, this year there was a 19 per cent increase in 12

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trade visitors. For the first time in the fair’s history, a 60-man delegation from the United Arab Emirates travelled to InnoTrans.

“We have come to InnoTrans to exchange experiences and to find out about the latest developments“, said Mattar Al Tayer, Chairman of the board and Executive Director of the Roads and Transport Authority (RTA), Dubai.

InnoTrans 2012 presented cutting edge technology, underlined by the 104 world premieres.

Emirates SkyCargo Boosts Australian Trade Links

Emirates SkyCargo, the freight division of Emirates, will carry up to 14 tonnes of freight per flight between South Australia and Dubai when four weekly flights to Adelaide launch on 1 November 2012, significantly boosting trade between South Australia and Dubai.

The additional 56 tonnes will take the weekly capacity to and from Australia to 1500 tonnes and Emirates SkyCargo’s capacity – which includes three dedicated freighter services from Sydney each week - will be further strengthened from 1 March 2013, when the number of services operating from Dubai to Australia rises to 84 per week.

The new Emirates SkyCargo South Australian gateway will connect businesses with the key trade hub of Dubai and onwards to more than 100 destinations on the Emirates network.

“We expect demand to be strong for a variety of commodities going into and out of Adelaide and Dubai, and are keen to build on our role as the first carrier to link Australia and the Middle East with direct services,” said Ram Menen, Emirates’ Divisional Senior Vice President Cargo.“ “To date, Emirates SkyCargo has carried over 357,000 tonnes of Australian exports,” he added. Australia was ranked the 16th highest trading partner of the UAE, exporting USD 2,198,000 worth of goods in 2010-2011; a growth of 11.3 per cent year on year.

MIDDLE EAST

Media Information 2012/2013 LOG.WINDOW The LOG.WINDOW section focuses on people and achievements. It communicates all important news for the supply chain industry. The reader gets to know about new acquisitions, people in a change and all necessities to be known. The news are brought in a brief and easy to read style.

COMPANY PROFILES Most companies have a far wider product and service portfolio than the public knows. That is why we present companies in a way that the reader easily grasps the story behind the company, organization or authority.

PROCESSES & SOLUTIONS We look in depth into processes, case studies and solutions to give a wider spectrum of knowledge to our readership. We feature realistic scenarios that are ready to be applied for others. Partly this is covered in case studies, in educational expertises or in industrial analysis.

TECHNOLOGY What would the supply chain be without technology? The technology section describes the “must have� technologies and gadgets that make the supply chain processes more efficient and faster. Easy to read extracted from technical providers.

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EVENTS & MORE We cover some of the most important and interesting events from the supply chain industries around the region and abroad. We grasp the essence and the values and give our brief overview.

We cover all that with pictures and we point out the highlights of the events.

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LOG. WINDOW

Abu Dhai Airport Company gears up for the New Direct Abu Dhabi-Rome Flights and Australia. Ahmad Al Haddabi, Chief Operating Officer at ADAC, commented: “ADAC is looking forward to welcoming this new partnership between Alitalia and Etihad Airways as a new airline will be joining ADAC’s airport family while adding another destination in the airport’s network. Furthermore it demonstrates the attractiveness Abu Dhabi enjoys as a destination as well as a key connecting hub for the region.”

“The last 12 months registered 151,459 passengers traveling between Abu Dhabi and Italy to record a 52.5% increase in passenger traffic. The new direct routes between Abu Dhabi and Rome will not only strengthen this growth but further deliver to the growing needs for passengers looking to explore Europe, and for global travelers wanting to visit the world-class city of Abu Dhabi.”

Abu Dhabi Airports Company (ADAC) announced during the 18th World Route Development Forum in Abu Dhabi that it is finalising its preparations to welcome Alitalia, the national airline of Italy, with its direct flights between ADAC’s Abu Dhabi International Airport and Rome International Airport on 1 December.

Alitalia will operate four flights a week through a codeshare agreement with Etihad Airways on an A330 aircraft with a seating capacity of 230 passengers.

This route will provide travelers from Abu Dhabi International Airport with Rome as a new destination, as well as further connecting flights from Rome to Venice and Zurich, Switzerland.Currently, Etihad Airways and Alitalia codeshare on five other routes within Italy, and various destinations in the Middle East, South Africa, Thailand

DHL Express announces price increase for 2013 DHL Express, the world’s leading international express services provider, has announced a annual general average price increase of 4.9% in most countries in the Middle East and North Africa in 2013, including United Arab Emirates, Saudi Arabia and Kuwait. The adjustment will be effective from 1 January, 2013.

DHL’s annual rate increase is based on a number of factors. One of its principal considerations is the impact of general price inflation on input costs for the express industry. It also takes into account costs that are specific to the express industry, which are not directly linked to inflation, including the impact of regulatory measures, such as additional security requirements.

The industry has absorbed costs in order to comply with these externally imposed requirements whilst ensuring that delivery times and service quality continued to improve. In fact, a recent ATKearney study states: “Volumes for the industry have increased consistently in recent years, while 14

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revenue per shipment has not yet returned to 2008 levels.”

“The price increase that DHL Express is putting in place globally for 2013 is aimed at offsetting rising costs, including external costs that are out of our direct control and cannot be compensated through productivity improvements or economies of scale,” said Ken Allen, CEO, DHL Express.

“We are introducing our rate adjustment for 2013 with a clear focus on maintaining our value proposition. Our annual price increase is an important factor in maintaining the significant investments we make in our global network, which offers world class delivery performance for the benefit of our customers.” The price adjustments will vary from country to country.

LOG. WINDOW

Food Logistics Forum casts spotlight on challenges and enormous opportunities With the UAE importing 90% of its food and Dubai the third largest reexporter in the world, logistics specialists will share new developments and devise strategies for the future.

When transporting food involves billions of dollars in the Middle East and Africa (MEA) region, it is imperative that logistics specialists are on the pulse of latest developments to ensure the industry is continually thriving. To address the issue, logistics experts will converge at the Food Logistics Forum, co-located with the three specialist food shows Seafex, Speciality Food Festival and Sweets and Snacks Middle East, at Dubai World Trade Centre on 20 and 21 November.

The Food Logistics Forum is the first platform of its kind where logistics specialists from food and beverage companies in the MEA will share new developments and devise strategies that sustain the region’s phenomenal market growth.

With substantial investments in infrastructure in the Middle East, the

INNOVATIVE LOGISTICS

www.geodiswilson.com

Geodis Wilson UAE LLC PO Box 219, Jabel Ali Freezone UAE Tel. +971 4 880 9220 Fax. +971 4 880 9337 info@geodiswilson.com

region is receiving significant attention from transportation and logistics players worldwide. The UAE imports 90% of its food and is at the centre of a USD9.4 billion market serving the GCC, Middle East and Africa. Dubai is the third largest re-exporter of food in the world and according to Booz & Co statistics, the GCC’s logistics market is valued at USD27 billion.

LOG. WINDOW

CHAMP Cargosystems to accelerate eCargo

Bahrain to start causeway construction by 2015 Bahrain’s Ministry of Works has announced that the construction of a major new causeway that would link the Kingdom to a USD 2.66bn coastal development was scheduled to start work by the beginning of 2015.

CHAMP Cargosystems annual Customer Summit ended with record participation and commitment to accelerate eCargo adoption within the cargo industry. As the largest single community based around an integrated portfolio of IT services, the CHAMP community, which numbers more than a 100 carriers, GSAs and Ground Handlers coupled with over 3000 forwarders worldwide, is a significant driving force for implementing industry change.

The focus of this year’s CHAMP Summit was on CHAMP’s significant user community and world-class product portfolio as a

means to accelerate the delivery of industry eCargo initiatives. The IATA deadlines for making eAWB mandatory, eCargo Security Declarations possible, and introducing new Cargo 2000 milestones are looming large on the horizon. The leading solutions provider for the air cargo industry offers modular, scalable applications for a step-by-step rollout of an eCargo strategy to meet IATA and industry deadlines.

CHAMP provides global connectivity as well as cargo management systems. These support core air cargo processes, from operations to revenue management, vital to business success. Over 70 airlines and more than 300 handling facilities operate CHAMP’s.

DP World awards Jebel Ali Port infrastructure contract The world’s third-largest port operator, Dubai-based DP World, has signed up infrastructure development specialists. TOA-Soletanche Bachy JV to build the infrastructure needed to expand capacity at the firm’s flagship Jebel Ali port in Dubai.

Under the terms of the contract, TOA-Soletanche Bachy JV is to design, construct, commission and equip the required terminal infrastructure, including the deepening of the channel depth to accommodate super post16

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panamax next generation container ships with a capacity of 18,000 TEU. The project will see the capacity of the port expanded by four million TEU (twenty-foot equivalent unit) with the construction of the new Terminal 3.

Upon completion in 2014, total capacity at Jebel Ali will reach 19 million TEU. The new facility will have a quay length of 1,860m, a draft of 17m, and a 70 hectare storage yard.

It will also be equipped with 19 Ship-To-Shore ‘STS’ quay cranes and 50 Rail Mounted Gantry ‘RMG’ cranes.

Following nearly a decade of delays, the Gulf Daily News said that the project would provide direct access to the Northern Town project from the Seef district, bypassing the existing Budaiya Highway altogether.

“The works ministry has now assigned two consultants to prepare studies on the coastal route, which should be complete by December next year due to the nature of the area that it would cut through,” said Hussain Al Sagheer, municipal councilor.

The ministry told the Northern Municipal Council that it expects the designs for the new route to take around a year to complete. Therefore, it anticipated that construction of the road would be due to start by early 2015.

Al Sagheer added that he expected the entire project to take around two years to complete.

Earlier this month, the Ministry of Works invited construction firms to submit their bids for Phase II of the maintenance and paintings of their causeway, as part of a plan to beautify interchanges with flyovers.

LOG. WINDOW

Gebrüder Weiss: Logistics solutions on the rise into a full-service logistics provider with a solution competence for the entire supply chain of our customers.”

This success is not least due to Gebrüder Weiss’ increased global presence, which enables the company to offer customised transport solutions as well as integrated solutions for all logistical processes.

A comprehensive campaign has been launched to illustrate Gebrüder Weiss’ competence in the field of logistics solutions. On gw-moves.com, a wealth of information can be found on the subject, including several case studies, short films and up-to-date logistics studies. With just a few mouse clicks, users can identify their own potential for optimisation in terms of logistics, based on a clearly structured logistics barometer.

The international transport and logistics service provider Gebrüder Weiss increasingly establishes itself as an expert in the field of logistics solutions.

The company announced that in 2011, already 26 per cent of value added was generated by services such as procurement, distribution and warehouse logistics, fulfilment solutions and supply chain management – and this figure is bound to rise.

“During the past ten years, one of our strategic focuses has been the development of this field of business and we are recording continuous growth,” says Harry Stiastny, Head of Corporate Logistics at GW. “We are developing more and more

Etihad Rail to work with HOYER UAE rail developer Etihad Rail has announced the signing of a memorandum of understanding (MoU) with Dutch logistics and liquid transportations firm, HOYER Global Transport BV. The Dutch subsidiary of German-based HOYER GmBH will work with Etihad to develop a “safe and sustainable bulk liquid transportation system” across the UAE that will also link across the GCC as the rail line joins with other neighbouring projects.

The MoU was signed by Etihad Rail’s executive director for commercial, Shadi Malak, and Michael Gerard Loscalzo, business unit director of HOYER Global Transport. At the signing, Malak commented: “Etihad Rail’s commitment lies in delivering a safe, efficient, and modern mode of transport at optimal cost and with minimal environmental impact, and having collaborated closely with HOYER Global Transport BV since the end of last year, we are confident that they will find our network to be the most effective means to transport their liquids to customers in the region.

“Their experience in liquid bulk

transport in all parts of the world has been invaluable to us through our advisory panel. Today’s signing is not only another indication of the rapid progress that we are making at Etihad Rail, but also showcases the wide variety of industries that we are

working closely with to develop tailormade business solutions,” he added.

Upon completion, the Etihad Rail network – which will cater to both freight and passengers – will span a total of 1,200 km across the Emirates.

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LOG. WINDOW

FedEx Express Supports ORBIS Flying Eye Hospital’s Community Initiative

Oman re-tenders rail project Oman’s Ministry of Transport and Communications has announced tenders for the Sultanate’s multibillion dollar National Railway Project are to be floated soon.

The first tender will be for the appointment of a consultant to undertake the preliminary design of the 1,061km rail network, to be followed by two other tenders, the first of which will be for ‘Detailed Design and Build,’ while the

second will be for ‘Project Management Consultancy and Supervision Services,’ said Salim bin Said al Amri, the ministry’s Deputy Director General of Roads and Head of the Railway Team. The ministry is aiming for the completion of the design by end of 2014, and the construction phase to start in the third quarter of 2014, he said.

“We hope to complete Phase 1 (roughly 1,061 kilometres) by end 2018 in line with a target set by the GCC states in this regard,” al Amri added.

Dubai-based security training programme Following the successful inaugural pilot of a Security Projects Training Course held earlier this year in Dubai, SGW Consulting Group have announced the start of a bi-monthly specialist security projects training course which will be held at Festival City in Dubai.

The new course is designed to provide delegates with an insight into the various stages of security project implementation, from the initial site security appraisal through to the implementation of electronic and physical security countermeasures for risk mitigation purpose.

SGW’s new course, although not currently endorsed officially by ASIS International, will provide GCC regionally based professionals who intend to progress to Board Certification 18

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of the Physical Security Professional (PSP) designation with a foundation learning experience which has been intentionally aligned to the PSP syllabus by SGW. SGW are qualified independent fire safety and security consultants with extensive experience.

FedEx Express, a subsidiary of FedEx Corp. and the world’s largest express transportation company, celebrates their 30 years of partnership with the ORBIS Flying Eye Hospital - a mobile hospital dedicated to treating and preventing blindness in developing countries.

Stationed at the Al Bateen Executive Airport in Abu Dhabi from 29 September - 3 October 2012, the Flying Eye Hospital was travelling to Ethiopia to perform surgeries, treat patients and train eye care teams.

The ORBIS Flying Eye Hospital is the world’s only airborne ophthalmic training facility housed inside a DC-10 aircraft, which has been maintained

by FedEx Corp. for 30 years. The aircraft is fully fitted with a state-ofthe-art operating theatre, healthcare innovations and solutions needed to improve and restore patients’ sight.

Since its inception in 1982, volunteer pilots from FedEx have been flying the dedicated team of doctors, nurses and technicians to remote locations across the globe, restoring the eyesight of people in 77 countries. Along with its on-the ground programs, Orbis – the nonprofit organisation, has trained over 300,000 medical professionals and provided over 18 million treatments.

REPORT

Supply Chain Security the other view In today’s global marketplace, a secure, resilient and well-managed supply chain is not just a “someday” goal, but the decisive “minimumthreshold”foranycompanyintent on competing in the international arena

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The supply chain has become an ever-changing and extremely sensitive and demanding “animal”. Not only has it become more and more complex, but also the supply chain has become a global phenomenon that involves every one of us.

The supply chain is everything between the production and the final consumer.

That alone means that the supply chain practically is everything. The consumer himself is not part of the supply chain, but he is the reason why the supply chain has become extremely flexible and fast.

The consumer requests a product being designed today to be available in the shelves of the supermarkets tomorrow morning. For that reason the supply chain manager had to become some kind of “artist” who needs to anticipate the consumers’ buying behaviours.

If a product sells well, the shelves in the supermarkets have to be refilled very quickly. If a product does not sell well, the

REPORT

stocks shall not fill up at all. High stocks means high costs and this reflects badly in the accounting books of the corporations.

The supply chain manager is supposed to anticipate all these things.

But what does this have to do with the security of the supply chain?

Whereas the supply chain serves the desires of the consumer, it also can be affected by the consumer. Security of the supply chain is not only a technological issue, but it also is a political and economical matter.

No products in the shelves of the supermarket simply mean that there is no security in the supply.

An oversupply would not be recognised by the consumer, as the shelves are full anyhow, but as mentioned before, it affects

the cost centre “supply chain”. But there is a much higher threat to the security of the supply chain: As time to market is the key for success, everything has to be done extremely efficiently and fast in order to get the product from the production plant into the shelves of the supermarkets.

This invokes that quality checks are often not taken seriously due to the speed in which the products have to be transported around the globe.

That also means that failures and mistakes can come in easily. People very often are the most vulnerable element in the supply chain where mistakes sneak in regularly.

Under high pressure and in a lean organisation where every individual has to sort out several tasks, people often lose their concentration for one task and become generalists. Higher performance often means more mistakes as tightly set time frames need to be considered.

And this scenario – people in the time frame working under high pressure and making mistakes – is a big threat for the supply chain.

Another phenomenon is the looming fear of terroristic activities. Terrorists may use the supply chain for the shipment of their goods, which might be prohibited or sanctioned, or they might even sabotage the supply chain as such. Not that this obviously happens too often, but the fear of it makes politicians reevaluate the supply chain activities of their country.

In January 2012 the US White House announced the “The National Strategy for Global Supply Chain Security”. Possibly this step towards a secure supply chain is the right direction in which modern supply chain experts have to think.

There is no good or bad, there is just the permanent and uninterrupted effort to make the supply chain as secure as possible.

A secure supply chain starts in the head of the supply chain managers, who incorporate their security strategies and it even has to do with the consumer who needs to understand the security issues in a broader way. Only then we may reduce the security risks.

For sure there is a lot to find in the

declaration from 23 January 2012, signed

by President Barack Obama. Governments, corporations, small and medium sized enterprises as well as individuals may find the one or the other aspect of that declaration to be incorporated in their own strategies. But the declaration also talks about “international” or “global” and that means us as well.

The global market place these days is to become a small village and we all have to care about our supply chain as well as we can for the sake of having fresh bread on the table for breakfast every morning or for enjoying the technological accomplishments from all around the world “fresh” from the production line. We all have to make the difference and we all can!

The National Strategy for Global Supply Chain SecurityfromJanuary2012 announcedbytheUSWhite House.

Through the National Strategy for Global Supply Chain Security (the Strategy), we articulate the United States Government’s policy to strengthen the global supply chain in order to protect the welfare and interests of the American people and secure our Nation’s economic prosperity.

Our focus in this Strategy is the worldwide network of transportation, postal, and shipping pathways, assets, and infrastructures by which goods are moved from the point of manufacture until they reach an end consumer, as well as supporting communications infrastructure and systems.

The Strategy includes two goals: Goal 1 Promote the Efficient and Secure Movement of Goods

The first goal of the Strategy is to promote the timely, efficient flow of legitimate commerce while protecting and securing the supply chain from exploitation, and reducing its vulnerability to disruption.

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REPORT

To achieve this goal we will enhance the integrity of goods as they move through the global supply chain. We will also understand and resolve threats early in the process, and strengthen the security of physical infrastructures, conveyances and information assets, while seeking to maximize trade through modernising supply chain infrastructures and processes.

Goal 2 Foster a Resilient Supply Chain The second goal of the Strategy is to foster a global supply chain system that is prepared for, and can withstand, evolving threats and hazards and can recover rapidly from disruptions.

To achieve this we will prioritise efforts to mitigate systemic vulnerabilities and refine plans to reconstitute the flow of commerce after disruptions.

Our approach is informed by the following guiding principles: • Galvanise Action – Integrate and spur efforts across the United States Government, as well as with state, local, tribal and territorial governments, the private sector and the international community.

• Manage Supply Chain Risk – Identify, assess, and prioritise efforts to manage risk by utilising layered defences, and

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adapting our security posture according to the changing security and operational environment.

In support of the Strategy, at the Federal level, we will update our threat and risk assessments; align programs and resources; and engage government, private sector, and international stakeholders.

The purpose of this engagement is to seek specific recommendations to inform and guide our collaborative implementation of the Strategy.

Introduction The global supply chain provides the food, medicine, energy, and products that support our way of life. Many different entities are responsible for or reliant upon the functioning of the global supply chain, including regulators, law enforcement, public-sector buyers, private-sector businesses, and other foreign and domestic partners.

The global system relies upon an interconnected web of transportation infrastructure and pathways, information technology, and cyber and energy networks.

While these interdependencies promote economic activity they also serve to propagate risk across a wide geographic area or industry that arises from a local or regional disruption.

Executive Summary International trade has been and continues to be a powerful engine of United States and the global economic growth. In recent years, communications technology advances and trade barrier and production cost reductions have contributed to global capital market expansion and new economic opportunity.

The global supply chain system that supports this trade is essential to the United States’ economy and is a critical global asset.

REPORT

The United States Government, in collaboration with state, local, tribal, international and private sector stakeholders, has undertaken a number of efforts to strengthen the global supply chain.

These efforts include implementation of legislative requirements and a number of strategic efforts with a specific security focus. This Strategy incorporates and builds upon those prior efforts.

Our Strategic Goals We seek to create and protect a global supply chain system that supports innovation and prosperity by securely and reliably moving goods within our domestic borders and around the world in a timely manner.

We must both protect the current system’s continuity, while simultaneously building for the future by implementing effective and cost-efficient measures that will strengthen the system and expedite the movement of lawful global commerce.

Goal 1 Promote the Secure and Efficient Movement of Goods

We all share a collective interest in promoting the timely, efficient flow of legitimate commerce while protecting and securing the supply chain from exploitation, and reducing its vulnerability to disruption.

By linking security and efficiency under a single goal, the United States Government seeks to emphasise that security is an essential element of an efficient and functioning supply chain system. To accomplish our goal, the United States Government will seek to: • Resolve threats early to expedite the flow of legitimate commerce. By integrating security processes into supply chain operations, we can identify items of concern and seek to resolve them as early in the process as possible.

• Improve verification and detection capabilities to identify those goods that are not what they are represented to be, are contaminated, are not declared, or are prohibited; and to prevent cargo from being compromised or misdirected as it moves through the system.

• Enhance security of infrastructure and conveyances in order to protect the supply chain and critical nodes, through limiting access to cargo, infrastructure, conveyances, and information to those with legitimate and relevant roles and responsibilities.

• Maximise the flow of legitimate trade by modernising supply chain infrastructure and processes to meet future market opportunities; developing new mechanisms to facilitate low risk cargo; simplifying our trade compliance processes; and refining incentives to encourage enhanced stakeholder collaboration.

Goal 2 Foster a Resilient Supply Chain Integrated supply chains are fast and cost-efficient but also susceptible to shocks that can rapidly escalate from localised events into broader disruptions.

We will seek to develop a global supply chain system that is prepared for and can withstand evolving threats and hazards and can recover rapidly from disruptions.

Increased resilience and flexible, dynamic capabilities will improve the Nation’s ability to absorb shocks, save lives, and reduce the overall impact of a disruption.

To accomplish our goal, the United States Government will seek to: • Mitigate systemic vulnerability to

a supply chain disruption prior to a potential event by using risk management principles to identify and protect key assets, infrastructure, and support systems; and promoting the implementation of sustainable operational processes and appropriate redundancy for those assets.

• Promote trade resumption policies and practices that will provide for a coordinated restoration of the movement of goods following a potential disruption by developing and implementing national and global guidelines, standards, policies, and programs.

Our Strategic Approach Our approach to achieving these goals is informed and guided by a set of principles that reflect our values, beliefs, and priorities as a Nation.

The guiding principles that define our approach include our ability to galvanise action within and beyond the Federal Government, and effectively manage risk by focusing our efforts on those enhancements that result in the most significant improvement or reduction in risk.

This Strategy is focused on those components of the worldwide network of transportation, postal and shipping pathways, assets, and infrastructures by which goods are moved until they reach an end consumer.

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This includes the points of manufacturing, assembly, consolidation, packaging, shipment, and warehousing as well as supporting communications infrastructure and systems.

Galvanise Action In order to meet the challenge to strengthen the global supply chain we must promote integrated and collective action among all levels of government, the private sector, and other key stakeholders.

As we work to achieve our strategic vision, we will seek to: • Integrate our Federal efforts by finding smarter and more cost-effective ways to address security threats and maximising resources and expertise from across the United States Government. We will work to improve initiatives throughout the Federal Government by developing similar requirements, streamlined processes, and enhancing our information-sharing practices.

• Foster an all-of-nation approach to leverage the critical roles played by state, local, tribal and territorial governments, and private sector partners in strengthening supply chains. We will manage seams between their activities and Federal efforts by empowering these 24

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stakeholders to contribute to the mission.

This will also develop a culture of mutual interest and shared responsibility.

• Think globally by enhancing our coordination with the international community and foreign stakeholders who also have key supply chain roles and responsibilities. The global supply chain transcends national borders and Federal jurisdiction. In recognition of this, we will seek to develop and implement global standards, strengthen detection, interdiction, and information sharing capabilities, and promote end-to-end supply chain security efforts with the international community.

ManageSupplyChainRisks The global supply chain is subject to an ever-evolving array of risks. Our competitiveness as a Nation depends on managing risks to supply chain-related physical infrastructures to enable the movement of goods, energy, people, and information from one place to another.

To manage risks, we will work to: Understand and address vulnerabilities to the supply chain that stem from both exploitation of the system by those seeking to introduce harmful products or materials and disruptions from intentional

attacks, accidents, or natural disasters.

We will focus our efforts on those risks that can bring the most harm to American citizens or threaten the functionality of the supply chain system.

• Utilise layers of defence to protect against a diverse range of traditional and asymmetric threats. These layers include: intelligence and information analysis; appropriate use of technology; our laws, regulations, and policies; properly trained and equipped personnel; and effective partnerships.

• Adapt our security posture to meet evolving threats. We will work to promote a dynamic and flexible risk management approach that prioritises actions to address risks with the greatest potential impact.

We must also establish an environment in which we assess emerging threats and reprioritise our actions accordingly.

The Path Forward Implementation of this Strategy will begin immediately upon its release. In the near term, we will focus our efforts on priority action areas identified during the development of the Strategy.

These include: • Align Federal activities across the

REPORT

Conclusion The global supply chain system that we seek will support innovation and prosperity by expeditiously, securely, and reliably moving goods and services within our domestic borders and around the world. This Strategy stands as testimony to partners, as well as warning to adversaries, that our efforts to strengthen this vital system will continue. We will build upon the solid foundation of previous efforts but also look ahead to the future we are working to create.

Our Strategy is therefore one of continuity and of change. The threat of natural disasters remains, and the global supply chain and its components continue to be attractive targets for terrorist attacks and criminal exploitation.

And while the security of our citizens and our nation is the paramount concern, we must work to promote America’s future economic growth and international competitiveness by remaining open for businesses to the world.

United States Government to the goals of the Strategy.

• Refine our understanding of the threats and risks associated with the global supply chain through updated assessments.

• Advance technology research, development, testing, and evaluation efforts aimed at improving our ability to secure cargo in air, land, and sea environments.

• Identify infrastructure projects to serve as models for the development of critical infrastructure resiliency best practices.

• Seek opportunities to incorporate global supply chain resiliency goals and objectives into the Federal infrastructure investment programs and project assessment process.

• Promote necessary legislation that supports Strategy implementation by Federal departments and agencies.

• Develop, in concert with industry and foreign governments, customised solutions to speed the flow of legitimate commerce in specific supply chains that meet designated criteria and can be considered

low-risk.

• Align trusted trader program requirements across Federal agencies. We will consider the potential for standardised application procedures, enhanced information-sharing agreements, and security audits conducted by joint or crossdesignated Federal teams.

We will also actively engage domestic and international partners to develop specific recommendations in addition to the Federal efforts discussed above, and chart a course forward for achieving them.

We have established a formal process to solicit feedback from the range of stakeholders with missions and interests in the global supply chain. The input received through this process will help develop and prioritise recommendations for out-year implementation of the Strategy. In particular, we will garner input from the private sector and state, local, tribal, and territorial partners through the Cross-Sector Supply Chain Working Group under the Critical Infrastructure Partnership Advisory Council (CIPAC) framework. We will also work to solicit inputs from foreign governments and interested international organisations.

Departments and agencies will submit to the President, through the Assistant to

the President for Homeland Security and Counterterrorism, a consolidated report on implementation status within 1 year of the release of the Strategy. This report will detail progress made on each of the priority action areas identified above. It will also include additional recommendations for future action developed during the outreach process.

1. Supply chain-related legislation includes the Security and Accountability for Every Port (SAFE Port) Act, the Maritime Transportation Security Act, the Aviation and Transportation Security Act, the Implementing Recommendations of the 9/11 Commission Act, and others.

2. See, e.g., the National Strategy to Combat Transnational Organized Crime (July 2011), the National Strategy for Counterterrorism (June 2011), the updated Strategy for American Innovation (February 2011), the Global Nuclear Detection Architecture Strategic Plan (December 2010), the Joint Strategic Plan on Intellectual Property Enforcement (June 2010), the National Security Strategy (May 2010), the International Strategy for Cyberspace (May 2010), the Surface Transportation Security Priority Assessment (March 2010), the Quadrennial Homeland Security Review (February 2010), the Framework for Revitalizing American Manufacturing (December 2009), the National Strategy for Aviation Security (March 2007) and its supporting plans, the National Strategy for Pandemic Influenza (November 2005), the National Strategy for Maritime Security (September 2005) and its supporting plans, and the National Strategy to Combat Weapons of Mass Destruction (December 2002).

3. In particular, the Strategy is intended to address: cargo transported within the legitimate supply chain, including imports and exports; movement of U.S.military cargo by commercial conveyances; commercial transport modes (air, land, and sea), including the intermodal freight transportation system; and organizations, groups, or individuals who have, or otherwise control, or have direct access to cargo, infrastructure, or information associated with the supply chain.

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ANALYSIS

The UAE’s logistics sector is growing from strength to strength The logistics industry is regarded as one of the Gulf Cooperation Council’s key economic drivers.

This vibrant sector did not achieve success overnight though: the region had to investsubstantialamounts of time, capital and hard work to build a modern logistics infrastructure.

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The story traces back to 1853, when the historic Treaty of Trucial States set into motion the formation of the UAE and independence of Bahrain and Qatar. This pact led to the shaping of national borders, linkages with the global trading community, political stability, and the rapid commercial expansion of hubs such as Dubai and Bahrain, all of which were vital to forging the Gulf’s robust logistics backbone.

UAE: logistics leader Another landmark event cultivating the region’s logistics landscape was the construction of Jebel Ali Port –the world’s largest manmade port – in 1976. Jebel Ali famously joined the Great Wall of China and the Hoover Dam in the US as the only

manmade objects to be visible from space.

The port spawned the free zone model which catapulted the UAE to commercial success and has since been adopted across the region. The introduction of the GCC Customs Union in 2003 was hailed as another groundbreaking step in streamlining the movement of goods throughout the region.

As history shows, the UAE has played a pioneering role in shaping the region’s logistics business. In its last Logistics Performance Index survey, the World Bank placed the UAE as the best performing trade logistics service provider in the Gulf region and 24th among 155 countries.

Backed by solid government investments, Frost & Sullivan predicts that the UAE’s logistics market will post an annual growth

ANALYSIS

of between 8 and 9 per cent until 2020 and hit a record of USD 16 billion in revenues in the next decade. Business Monitor International adds that expansion plans for all of the emirate’s major ports and facilities are currently underway and will act as major growth drivers. Jebel Ali and Port Rashid for example are aiming for a total tonnage throughput growth of 7.2 per cent. New ports are also being established to secure the UAE’s position as a major imports gateway to the Gulf countries, the Middle East region, and the world.

Another large-scale project expected to have a major impact on UAE logistics is Dubai World Central, an upcoming residential, commercial and logistics complex scheme which will become the world’s first truly integrated logistics platform. This development will also house Dubai’s latest international airport, the Al Maktoum International Airport, which upon completion will become the world’s largest passenger and cargo hub. The airport will be 10 times larger than Dubai International Airport and Dubai Cargo Village combined.

The UAE has played a pioneering role in shaping the region’s logistics business.

In its last Logistics Performance Index survey, the World Bank placed the UAE as the best performing trade logistics service provider in the Gulf region and 24th among 155 countries.

Mustapha Kawam, Managing Director Gulf States, Globe Express Services (GES)

Other emirates such as Ras Al Khaimah and Sharjah are also investing heavily in logistics infrastructure to create a national ecosystem for trade to flourish in the Gulf region.

Good vibes Among the major players sustaining the Gulf’s business-to-business market is Globe Express Services (GES). An international logistics provider ranked among the world’s top 100, GES recently opened offices across key locations in the Middle East. GES has been experiencing substantial growth over the past three years, leaning on organic growth and joint ventures and acquisitions to expand globally and strengthen its offerings. The Middle East is a strategic location for GES; the UAE in particular is central to the company’s growth plans given the country’s status as a global trading hub.

“Logistics is one of the UAE’s most viable and resilient businesses. Over the past few years this sector has made strong headway and has helped buoy the local economy amidst global market uncertainties. Dubai’s strategic location and advanced infrastructure in particular have helped develop the emirate and the entire country into a very important transshipment hub for the region. Through solid support from the government, logistics will continue to be a vital cog in fulfilling the UAE’s ambitious development plan” Mustapha Kawam, Managing Director Gulf States, Globe Express Services (GES).

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ANALYSIS

DP World has underlined its continuing development of its flagship Jebel Ali port where it is focusing on the potential emerging markets to achieve substantial growth. Jebel Ali Port is the world’s largest manmade port.

GES notes that investments in the UAE’s logistics infrastructure will continue to expand and diversify as new ports start to emerge. Abu Dhabi’s Khalifa Port, for instance, is slotted for completion by the end of this year.

The port will initially be able to handle 2 million twenty-foot equivalent container units (TEUs), eventually rising to 15 million TEUs by 2015 and will mainly attract export-generating industries; which in turn will help Abu Dhabi position itself as a gateway for home-grown imports and exports.

GES adds that DP World has underlined its continuing development of its flagship Jebel Ali port where it is focusing on the potential emerging markets to achieve substantial growth and is looking forward to securing around 75 per cent of its business from developing economies.

DP World has recently announced its decision to increase the container handling capacity at Jebel Ali by 5 million TEUs. The planned UAE railway network currently moving ahead bodes well for the future of local logistics.

The network will cover around 1,200 kilometres and is to be funded by the UAE Government at a cost of around USD 11 billion.

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“All economic indicators point towards a very upbeat outlook for the UAE’s logistics capabilities. Globe Express Services is ideally positioned to contribute to the growth of this sector” Mustapha Kawam, Managing Director Gulf States, Globe Express Services (GES)

A visionary move by Dubai Department of Economic Development (DED) formed the Dubai Logistics Cluster Platform in 2011 as a dedicated body for the logistics and related sectors. The Platform will discuss challenges and propose recommendations to support and strengthen the industry. The DED views the initiative as crucial to addressing emerging challenges posed by an evolving world economy and changing global trade patterns.

“All economic indicators point towards a very upbeat outlook for the UAE’s logistics capabilities. Globe Express Services is ideally positioned to contribute to the growth of this sector, particularly because of our strong fundamentals and the depth of our service offerings and expertise. The key is to have an excellent understanding of the local market and respond with high quality services and solutions.

These are very exciting times for the industry and we look forward to taking Gulf logistics to the next level as we move towards a post-crisis market,” adds Kawam.

More ahead With major economies such as Saudi Arabia, Oman and Bahrain bulking up related infrastructure and capabilities, the Gulf is moving towards a brighter and better logistics future.

More specifically, the UAE will definitely occupy a special place for industry through, as it is dedicating great efforts and has fully capitalised on its prime geographic location and heavy investments into warehousing facilities and transport to create an ideal logistics business environment.

With forward-thinking providers such as Globe Express Services on the wings; the Emirates will continue to soar high in logistics excellence for decades to come.

PROFILE ANALYSIS

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ANALYSIS

Simulation-based Planning of Logistics and Spare Parts Distribution Centres SimPlan assisted many automobile manufacturers to plan and optimise their logistics.“Among others we have simulated the seven main logistics facilities for Daimler in Europe, as well as the Porsche spare parts centreinSachsenheimandtheBMWDynamic Centre in Dingolfing”says Katharina Albert, the Managing Director of SimPlan Dubai.

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This article will focus on the project with BMW and how simulation was applied to optimise the facility design and processes at the planning stage.

The BMW Group uses its main logistics facility in Dingolfing north-east of Munich for spare parts distribution to more than 3,700 car dealers as well as all BMW plants world-wide. In the Dynamic Centre BMW handles more than 300,000 SKU’s and pursues the approach of “less storage and faster turn-around”. They store about 12,000 fast-turning large and mid-size spare parts that make up 80% of the daily order volume.

For small and slow-turning midsized parts the former warehouse was reconstructed into a Small Parts Competence Centre. Here they handle the remaining 20% of the order volume, which

ANALYSIS

is about 70% of the daily pick volume (line items). The Dynamic Center has an area of 125,000 sqm and is designed as a manual forklift operated storage facility enhanced by an automated pallet transfer system to connect the main routes between the storage and functional areas. Around 1,800 suppliers from around the world deliver their parts to the Central Distribution Centre in Dingolfing.

Hence the volume of daily goods in and out sums up to a maximum of 500 trucks and 60 sea containers that are transported by rail. This facility handles 1.4 million cbm of goods annually.

Simulation Study in 3 Phases

“For a better synchronisation of picking and packing, the order management system shall withhold certain pick orders until sufficient space is available in the packing area.�

To be able to handle these large volumes and map the complex processes, the entire planning project was supported by an extensive simulation study in three phases:

Evaluation & Optimisation of Pallet Transfer System Storage and Picking Strategies Receiving and Cross Docking

The simulation model consisted of the following modules that can run separately or combined: receiving area, pallet transfer system, storage system and packing area.

The design of the Dynamic Centre is based on a L-shape material flow concept combined with a U-shaped cross-docking process. Activity and storage areas are separated for large and medium sized spare parts. Along the L-shape the typical sequence of functional areas is implemented: goods in, pre-packaging, storage, consolidation, packing and goods out.

Katharina Albert, Managing Director SimPlan Dubai

floor-bound transport system rail-bound shuttle transfer system For each option a module was created which could be linked to the remaining warehouse modules via the user interface.

This model was based on volume flows defined as a one-week profile for each possible source to sink relation.

Evaluation & Optimisation The main performance of Pallet Transfer System indicators were: First the simulation study compared various alternatives for automated pallet transport:

chain conveyor system

tailback at pallet input points cycle times throughput rates and equipment utilisation

After a rough simulation run and based on the first results, the chain conveyor and rail-bound transfer system were analyzed further. The rail-bound transfer shuttles are more energy efficient, run bi-directional and can transport urgent pallets with thrice the speed of the chain conveyor.

Furthermore it was possible to show in the model that the system performance could be increased by another 20% due to optimised decision rules in the control logic compared to the basic settings.

Hence the requested throughput rate could be achieved with the shuttles.

BMW chose the rail-bound shuttle transfer system and included the customisation of the control logic as per the simulation model as a requirement in

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ANALYSIS

their tender specifications. The model was later adapted to the detailed design plans of the awarded supplier Rofa. This ensured another performance verification before the actual equipment installation.

Storage and Picking Strategies The second stage of the simulation study was the most extensive of the entire project. The focus was to develop the most efficient strategies for storage and order picking as well as the careful synchronisation of all functional areas connected by the automated pallet transfer system to prevent bottlenecks.

Furthermore the simulation should help with the dimensioning of each storage area and to determine the optimal number of forklifts etc.

While at the first stage the experiments were based only on the volume and flow of goods, for the second phase the simulation model used real inventory figures as input.

Data from the past were combined with forecasts regarding future order batches and increasing volumes to extrapolate a realistic order structure.

This information formed the master data for the order generator that was especially programmed to create picking and shipping orders for the simulation runs and it also derived the replenishment orders accordingly.

The rules of the WMS and order management system were mapped in detail within the simulation model. It can also be switched between chaotic storage allocation, allocation according to stock turn rate or the user can import the actual storage allocation scheme through an interface.

Significant insights were gained in regard to the assignment of specific working areas for operators and forklifts in combination

with the allocation of storage positions for certain types of goods, which has a major impact on the overall system performance.

Also the simulation showed that for all areas of this facility the order oriented picking strategy was superior over multi zone picking.

For a better synchronisation of picking and packing, the order management system shall withhold certain pick orders until sufficient space is available in the packing area.

For a certain order type the defined grouping of clients lead to a pulsating flow of goods and thus a low utilisation of the packing area. Deviating from the standard process a new “flow-through� area independent from the order batch was designated for this special order type.

Receiving and Cross Docking In the 3rd and final stage the goods-in area was analyzed, which proved to be noncritical. The main aim was to determine the optimal number of forklifts and trailers to unload the trucks and operate the prepackaging area.

Through setting of parameters the potential for several cross-docking approaches (only full pallets or restricted to certain articles or clients) were examined.

The Dynamic Centre has reached its full performance level only five months after the inauguration. A sound logistics concept was designed through the various optimisation measures that withstands the fluctuation of order volumes and guarantees the required throughput rates and cycle times.

The maximum picking performance is about 1,200 line items per hour. The simulation-based planning and early validation of processes was the foundation for this successful project which ensured smooth and efficient operations at a very high performance level.

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Under the Patronage of

HH Sheikh Mohammed Bin Maktoum Bin Juma Al Maktoum

10-12 December 2012 I Atlantis The Palm I Dubai I UAE MELOG will draw together key government and oil and gas industry figures from across the GCC and the Middle East.

It will provide a platform to understand the key industry drivers, reveal essential cost-efficiency strategies and formulate best practice to guarantee a successful future for your oil and gas upstream logistics.

Logistics Professionals

Freezones

Logistics Suppliers

Governments

Distinguished Speakers Include

Mr Mohammed Al Muallem Senior Vice President & Managing Director DP World UAE Region

Barry Vitou Partner Pinsent Masons

Riyan Qirbi Supply Chain and Logistics ManagerMiddle East BP

Bob Wrigglesworth Logistics Consultant, Majnoon Field Development Shell

Vladimir Kostenko Logistics Manager LUKOIL

Rakesh N Edavalath Supply Chain & Contracts Manager Crescent Petroleum UAE

Warith Kharusi Chairman The Oman Logistics & Supply Chain Association

Larry Parkos Supply Chain Manager Occidental Petroleum Corporation

For Sponsorship Opportunities please contact Elliott McGinn on +44 20 7978 0029 or emcginn@thecwcgroup.com Official Partner

Sponsored by

Supported by

www.cwc-logistics.com/ME

FEATURE ANALYSIS

Supply Chain & Logistics Employment Market Survey The 2012/13 Supply Chain & Logistics Employment Market Survey, released exclusively in the Middle East & Africa to LOG. Middle East is the fifth consecutive piece of global research undertaken by Logistics Executive Recruitment

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FEATURE

Positive Signs 2,830 respondents from the Supply Chain & Logistics sector, mainly senior and middle management across 80 countries represent a broad geographical sample with the majority (78.6%) employed throughout the Middle East, Africa, Australasia, North and South East Asia, India.

On a regional basis the highest percentage of respondents to this year’s survey (31%) are employed in the MEA Region. The sample was randomly selected from the Logistics Executive Recruitment client and senior candidate database from their offices in Dubai, Singapore, Hong Kong, Shanghai, Sydney, Melbourne, and Mumbai.

Parts of the Middle East and Africa were severely affected by the Global Financial Crisis that struck in 2008, and later by the Arab Spring which followed. Most of the other regions where the survey respondents are employed have been less affected by the downturn, which anyhow mainly happened on the north hemisphere.

The backdrop of wider economic troubles in Europe effected in unemployment rates between 10-25% in some countries and ongoing recessionary conditions in the US. There is much speculation as to the affect of Europe and the US on the regions in the rest of the world. So Logistics Executives Recruitment has been very keen to find out what effect there has been across the businesses and individuals who have participated in the survey.

In terms of context, 90.89% of respondents from the Middle East were employed full time with 7.72% on fixed term contracts. This is in contrast to Africa where 80% of respondents were employed full time with 16.15% on fixed term contracts.

Asked to select from 21 employment functions, approximately 60% were employed in either supply chain, logistics, transport, procurement, inventory, distribution or warehousing.

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Of 41 industry verticals, the top 10 represented in order of priority were:

Third Party Logistics FMCG-ConsumerProducts FMCG - Food Mining & Resources Manufacturing / Industrial Transport (Road and Rail) Supply Chain / Sourcing / Procurement Oil, Gas and Freight Forwarding / Customs Brian Cartwright, Managing Director, Middle East & Africa for Logistics Executive Recruitment

Education remains high priority in the MEA Region “Logistics Executives strategy over the past 13 years has 70.5% of those surveyed in the MEA Region held CEO, Director, VP GM or other management positions with 87.9% holding either post / under graduate degrees or some other level of Tertiary qualification, showing that education remains a top priority within the region but still with room for improvement when compared to the combined figure for North and South East Asia and China with 96.72%.

Education levels in MEA remain a much higher priority in comparison to the 78.8% percent indicated by respondents in the more established region of Australasia.

Positive Media for the sector a key driver for success Although the wider region has suffered from negative press due to the combined impact of the GFC and the Arab Spring, the Supply Chain & Logistics sector has managed to maintain a positive media profile. News of continuing 36

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been to establish a presence in the key supply chain and logistics hubs of the Middle East, Asia and Australasia.

Because of this, most of the business activity and consequently the survey respondents are from regions outside of Europe and the US where the most significant economic downturn has occurred since the Global Financial Crisis” said Brian Cartwright, Managing Director, Middle East & Africa for Logistics Executive Recruitment.”

major investments for infrastructure developments within key Air and Sea ports has driven further investment into the sector at all levels. High profile Airlines in the Middle East stand head and shoulders above the rest of the world in terms of investment and continuous improvement. The sector as a whole in this region has shown remarkable buoyancy and continues to attract positive press coverage, which in turn helped to attract and retain global talent as well as ongoing investment. In terms of staffing

levels, results from last year’s survey said 65% of those surveyed in the MEA Region expected staff levels to increase, whereas results this year showed 54.7% of businesses experienced an increase in staffing levels. This compares with 51.8% of those from the global survey. Of those surveyed from MEA last year, 9% expected a decrease in staff levels for the next financial year whereas of those surveyed this year 20% indicated an actual decrease. This compares with those from the global survey where 21.9% indicated

FEATURE

there had been a decreased in staff levels.

Survey Supports positive economic outlook for the Middle East & Africa This view is supported by the survey results relating to company growth expectations. Last year 76.1% of respondents in the MEA Region expected their company’s activities or growth to increase in the next 12 months, but this

year the percentage who believed their company’s activity/growth had actually increased was lower at 63.7% which is still a strong level of growth.

TalentShortageUnderlines Challenges for Business The difficulty recruiting for in-demand positions has remained almost the same over the last 12 months with 54% of those surveyed this year. Indicating they had

found it harder to hire the right people compared to 55.3% last year. 22.9% found it easier to recruit this year, a marginal improvement on 2011 where 20.3% found it easier to recruit than in 2010.

Employers were asked to identify the key reasons for people joining their organisation respondents from the MEA Region ranked career advancement as the main reason followed by more money and job security, these rankings mirrored last years results.

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Of significant note is the expectation by 74.8% Profit andTalent Attraction Feature as Key Challenges of those surveyed in MEA that their company When asked what challenges faced their activity or growth will increase over the 12 organisation in the year ahead, 87.2% of the total respondents profitability months ahead.This is similar to expectations of was the main concern,indicated followed by talent attraction, leadership development. Last growth by global respondents. year the order of priority was customer satisfaction, productivity and leadership development. Financial expectations of

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FEATURE

overseas candidates creates a barrier for employers. 78.84% of respondents in the MEA Region answered yes to whether they would consider employing/sponsoring overseas candidates. When asked what the main challenges were when employing expats 36.2% indicated that obtaining visas/work permits proved the most difficult. The second biggest challenge indicated with 22.8% was the high financial expectations of overseas candidates.

Employees split when it comes to salary increases Just over 55% of respondents in MEA indicated their salary had increased by more than 5% since their last salary review with the majority of those respondents 15.64% indicating they received an increase of 9-10% on their previous salary.

The Supply Chain & Logistics Employment Market Survey shows a positive outlook for 2012/13 in the Employment market.

October 2012 I

39

TECHNOLOGY

SPAN & Jungheinrich in cooperation IncollaborationwithJungheinrichGermany,SPANTradingheldaseminar on 18 September 2012 at Al Bustan Rotana Hotel. The seminar had two mainobjectives:educational/informativeandintroductiontoJungheinrich newtechnologies.Theparticipantsvariedbetweenentrepreneurs,logistics professionals,warehousemanagers,maintenancemanagersandothers. maintain the best service in the market.

The latest model of Jungheinrich electric trucks were displayed at the seminar area allowing the participants a closer view and feel of the trucks’ high-end ergonomics and functions.

SPAN -Jungheinrich partnership in the region dates back to year 2002.

SPAN, being a leading provider of logistics and storage solutions, is currently the exclusive dealer for Jungheinrich’s full range of lift trucks in UAE, Qatar and Lebanon.

The various presentations provided the audience an insight into the basics of MHEs, understanding the technical functions of the lift trucks and the logistics benefits according to the type of truck.

In addition, a special session was held which highlighted the latest Transponders RFID technology by Jungheinrich.

The last session concentrated on the 40

I October 2012

After Sales Support and Service Level which SPAN is providing to its clients as well as the level of cooperation between SPAN and Jungheinrich in order to

Since 1953, Jungheinrich, which is headquartered in Hamburg, has been offering fork-lift based products and services designed to get things moving for industrial customers.

ASSOCIATED COMPANIES

SUPPORTERS

The Chartered Institute of Logistics and Transport

OFFICIAL REGIONAL PUBLICATION

OFFICIAL REGIONAL NEWSPAPER

OFFICIAL ONLINE PORTAL

LOGISTIC NETWORK

CONFERENCE PARTNER

MEDIA PARTNERS

11-13 November 2012

Dhahran International Exhibition Center, Dammam, Kingdom of Saudi Arabia Officially Supported by the Ministry of Transport of the Kingdom of Saudi Arabia

The 3rd International

TRANSPORTATION, MATERIALS HANDLING, WAREHOUSING & LOGISTICS Exhibition & Conference Organised by

www.sauditranstec.com

Working Towards the Integration & Implementation of Effective Logistics & Transportation Systems

TECHNOLOGY

To Earth Via The Cloud Cloud Services Look SetTo Grow FourTimes Faster Than Traditional IT Services The Information Technology sector is poised for growth and corporate budgets look set for a massive increase, according to Altaf Alimohamed, Managing Director of UAE-based Media Solutions.

“Early indications are that corporate IT budgets will increase substantially year-onyear as businesses worldwide embrace the attributes of Cloud Computing,” he said.

Alimohamed suggested that investment by corporations in cloud-based services is set to top USD 72 billion in 2015, as demand grows as much as 27 per cent per annum over the next two years. This is up from USD 21.5 billion in 2010.

Meanwhile, the IT services and solutions sector as a whole is predicted to grow at just 6.7 per cent per annum.

“The uptake of cloud-based IT services looks set to grow four times faster than the traditional IT market. This is no surprise as 42

I October 2012

cloud-based services offer lower operating costs meaning that organisations of all shapes and sizes can swiftly slash the costper-user, as well as become more efficient at information sharing and such like.”

One such cloud-based solution is Soonr, a state-of-the-art file sharing application designed to enable seamless real-time team collaboration, locally or remotely.

“New-to-market applications like Soonr mean organisations can put an end to building, running, maintaining and constantly upgrading server-based IT services by hopping onto the Cloud which offers a seamless, holistic solution.”

He explained that Soonr gives constant internet access from over 800-plus devices including iPhone, Android, Blackberry, across Macs and PCs, as well as ensuring that all information is backed-up.

“Soonr not only offers application, file sharing and collaboration services, it also provides a back-up service built into the same application ensuring that all company data is protected.”

He cautioned that an average hard drive fails every 0.2 seconds and confirmed that the Soonr application easily restores data should a device be misplaced or put at risk during a system failure.

Turning to individual use across the region, Alimohamed said that many markets are showing a healthy appetite for mobile use of the internet. Citing regionwide figures from by TNA MENA, the world’s largest custom market research organisation, he said that internet usage is up from 7.8 million users to 187 million in the last decade.

October 2012 I

43

PRODUCT UPDATE

FedEx: Emission Reduction increased Fifty Percent

MAN Meets Middle East Importers Leading manufacturer of mass transport vehicles MAN Truck & Bus brought their dealers of the Middle East and North Africa region to the recently concluded IAA (Internationale AutomobilAusstellung) Commercial Vehicles trade show in Hanover, Germany, highlighting its innovative approach to serving the regional market.

solutions.Among the presented solutions is the new mobile workshop concept, which can be plugged-in easily wherever the demand exists.

This concept allows for a quick service set-up in the region and efficient network development especially in remote or difficult to reach areas where a full after-sales setup is not feasible.

MAN Truck & Bus introduced the latest range of heavy-duty truck, MAN and Neoplan bus products and business

The discussions held during IAA prove that MAN continues to invest in ways in which it can better serve the MENA market.

FAMCO launches Financial Services in Qatar FAMCO (Al-Futtaim Auto & Machinery launched the FAMCO Financial Services to offer a range of tailor-made financing packages for truck, bus, construction equipment, forklifts, generators and compressors in Qatar.

Paul Floyd, Managing Director at FAMCO said, “We have now developed a full solution package for our customers. FAMCO Financial Services is another ingredient within a more sophisticated sales cycle aimed at satisfying a more demanding customer, where value and total cost of ownership have become more important. Now, we can include financing, service contracts and insurance in a single monthly payment, greatly assisting our customers with a cash efficient solution to the operation of their fleet”. The newly 44

I October 2012

In 2008, FedEx Corp. announced it would seek to reduce carbon emissions intensity from its FedEx Express aircraft and improve the fuel efficiency of its FedEx Express vehicle fleet by 20 percent by 2020, as compared with its 2005 performance. Less than five years later, FedEx has nearly achieved these goals and continues to move the world’s largest express transportation company forward in an environmentally-conscious manner.

“FedEx is dedicated to providing sustainable solutions for our customers,” said David Ross, senior vice president of FedEx Express Middle East, Indian Subcontinent and Africa operations. “This year’s Global Citizenship Report showcases our tireless efforts to maximise our efficiency while advancing our commitment to connect the world in responsible and resourceful ways.”

In the last year, FedEx has: • Continued aircraft fleet replacements.

• Continued on-the-road deployments of all-electric commercial vehicles in cities around the globe.

• Introduced FedEx Carbon-Neutral Envelope Shipping

launched financial services unitutilises a multi bank approach and offers customers the ability to conserve their capital while providing an additional credit line.

In addition FAMCO Financial Services can combine insurance and service agreements in one monthly payment.

FedEx also supported the Heart to Heart in delivering approximately 3,991 kilograms worth of medical supplies to Kobe in southeast Ethiopia and the annual Safe Kids ‘Walk This Way’ events. Teaching child pedestrian safety rules drew millions of team members, students and community participants in 320 cities.

H&P Trading delivers Austrian craftsmanship and solves your technical problems in public transport and infrastructure!

H&P Trading GmbH Bundesstrasse 18 A-7531 Kemeten, Austria

Troubleshooting

Redesign & Rebuild

Improvements & Innovations

Research & Development ROAD +hoses & fittings +gear boxes & axels +pneumatic systems +doors & hinges +cnc parts +nuts & bolts +special parts +etc.

RAIL +fire protection +lighting & lamps +bearings & fittings +glass & windows +spare parts for brake systems +spare parts for the cabin +interior parts +etc.

Spare Parts & Consumables

ISO 14001, ISO 9001, EN 15085

WHEN TIME IS OF THE ESSENCE AND YOU MUST PERFORM

!

We work for Bombardier Transportation Austria GmbH – RSI Rail Services International Austria GmbH – Railtec Entwicklungs- und HandelsGmbH – Deutsche Bahn - Stadtwerke München – Städtische Verkehrsbetriebe Zwickau GmbH – VAG Verkehrs-Aktiengesellschaft – SWB Stadtwerke Bonn Dienstleistungs-GmbH – Erfurter Bahn GmbH – Jenaer Nahverkehr GmbH – Bayrische Oberlandbahn GmbH – Dortmunder Eisenbahn GmbH – Rurtalbahn GmbH – Eurobahn – Voith Turbo Lokomotivtechnik GmbH & Co.KG – Kabel Technik Kiel – Gmeinder Lokomotivenfabrik GmbH – Bombardier Transportation GmbH – MGW Service GmbH & Co.KG – Northrail Technical Services GmbH & Co.KG – EuroMaint Rail AB – Motala Train AB – DB Schenker Rail Tabor S.A. – Capro GmbH – Hittmayr Baumaschinen GmbH – Hansa-Flex Hydraulik GmbH – Hagn Techn. Elastomere GmbH – MKE Metall- u. Kunststoffwaren Erzeugungs GmbH – Siems & Klein Autowerstatt-Technik Vertriebs GmbH – Tesso Klimageräte Vertriebsges.mbH – ÖBB Technische Services GmbH – ÖBB Immobilienmanagement GmbH – ÖBB Infrastruktur AG – Siemens AG Österreich – Wiener Linien GmbH & CoKG – IVB Innsbrucker Verkehrsbetriebe – Zillertaler Verkehrsbetriebe – RTS Rail Transport Services GmbH and many more.

Sales Success Management for H&P Trading by Wind & Wind FZ LLC. WE BRING THE EXPERTS TO THE MIDDLE EAST! T +971 (4) 4334 360 F +971 (4) 4517 945 E info@wind-wind.com W www.wind-wind.com

Wind & Wind FZ LLC Dubai Media City, Al Thuraya Tower II, Office 1402 Dubai, United Arab Emirates (represented by Gutenberg Publishing FZ-LLC)

LOG. CLASSIFIEDS

Director, Logistics Cleveland Clinic Abu Dhabi (CCAD)

FLEET MANAGER - AL AIN UAE - MJF2012001

This position is responsible for organizing the storage and distribution of goods, which often involves using IT and telecommunications systems, planning and managing the movement of goods in a supply chain, liaising with many parties including suppliers, manufacturers and consumers.

We are seeking a strong, strategic and practical leader to fill the position of FLEET MANAGER in AL AIN, UNITED ARAB EMIRATES. The position calls for an experienced individual with drive and energy to enable the team to be best in class with the aim of being able to deliver operational excellence and customer satisfaction.

PRIMARY DUTIES AND RESPONSIBILITIES PRIMARY DUTIES AND RESPONSIBILITIES - Monitors the quality, quantity, cost and efficiency of the movement and storage of goods - Coordinates and controls the order cycle and associated information systems - Analyzes data to monitor performance and plans improvements and demand - Allocates and manages staff resources according to changing needs - Liaises and negotiates with customers and suppliers - Develops business by gaining new contracts, analyzes logistical problems and produces new solutions - Plans, leads and directs all the activities of the 3 major functional areas, namely: warehouse operations & materials distribution, inventory planning & control and property management & control - Formulates methodologies and tools to execute efficiently the logistics programs and to safeguard effectively the company’s inventory of materials and fixed assets

More Information under http://www.bayt.com/en/job/?xid=1813363

46

I October 2012

•

• • • • • • • •

Manage all maintenance and repairs, including (but not limited to) normal cars, luxury cars, trucks and heavy equipment, yachts and boats when necessary.

Take responsibility for ordering spare parts and equipment as required.

Handle accident incidences.

Lead and direct maintenance teams in various locations.

Reduce overheads and maintain budgets.

Evaluate performance of maintenance staff.

Draft criteria for new employees.

Coordinate technical areas.

Deal with external agencies for maintenance and servicing of equipment and vehicles.

More information to be found under http://www.you-global.com/Jobs/ JobDescription/MJF2012001.shtml

LOG. CLASSIFIEDS

Stores Supervisor | Qatar Aircraft Catering Company | Doha You will be responsible for receiving / storing / issuing of materials in Food stores & General stores and also supervise to keep the JDE system on-line with accuracy. The position will Organise physical stock taking & control variance, Update the Expiry dates and inform on items running close to expiry and Monitor the manpower and roaster as per business needs. You will impart on the job training and Supervise the overall hygiene and safety of the warehouse.

Logistic Supervisor Middle East Fiber Cable Manufacturing Co. Riyadh, Saudi Arabia JOB DESCRIPTION 1. Logistics supervisor is works towards

developing a thorough understanding of client

shipping requirement and patterns.

2. Reviews and process day to day operation 3. To maintain cost effective balance between

You will responsible to check and complete JDE entries pertaining to the stores on real time basis.

Take responsibility and control the stock variances to the minimum. Monitoring short life , expiry dates, slow moving items to control wastage.

customer service and cost of shipments.

4. Insure proper documentation, including transit

documents and customs clearances, exist for

shipments.

5. Prepare all necessary data entry and

More information to be found under http://jobs.monstergulf.com/details/12196597.html?sig=js-2b33888cb1ac9500c163beaa8659b8d56-1&from

confirmation of key milestone as specified by

customer standard operation procedure.

6. Maintain courteous, prompt and efficient

customers relation.

7. Oversee and complete accurate billing to

Cargo Handling Assistant

transportation based on daily needs.

9. Works closely with client’s representative to

THE POSITION

- Perform the build-up and breakdown of Cargo/ courier/mail and ensure swift and safe movement of cargo, courier and mail loads.

- Inspect, count and validate the goods/parcels at every point of breakdown/build-up and delivery/ acceptance, ensuring that goods are correctly received or dispatched in accordance within established service standards.

- Process all associated documentation (manually/through automated systems) relating to the shipments of courier/mail.

- Ensure that all shipments of restricted articles are properly handled and processed in full compliance with the current edition of the IATA DGR and are loaded accordingly.

- Accept and deliver Cargo, courier and mail from / to the customers, which requires a high degree of attentiveness, speed and with a very high degree of accuracy.

- Monitor and ensure joining loads and arriving loads of Cargo, Courier and Mail are properly handled by the GHAs at various processing stages at the Ramp through co-ordination.

More Information to be found under http://jobs.monstergulf.com/details/12318478.html?sig=js-2b33888cb1ac9500c163beaa8659b8d56-1&from=

www.log.ae

Issue 46 | APRIL 2012

www.log.ae

Issue 47 | MAY 2012

OIL & GAS

www.logmiddleeast.com

SALALAH FREE ZONE

Logistics

Issue 48 | June-JuLY 2012

YOUR LOGISTICS AND SUPPLY CHAIN MAGAZINE

YOUR LOGISTICS AND SUPPLY CHAIN MAGAZINE

YOUR LOGISTICS AND SUPPLY CHAIN MAGAZINE

FINDING THE RIGHT TALENT

Reaping the benefits of being on a major trade route | Page 06

Strategies to hire and retain qualified personnel | Page 06

As a vital sector for the GCC economies, safe & secure logistics of oil plays a major role | Page 06

Eng. Awadh bin Salim Al Shanfari, Chief Executive SFZ

INNOVATION | 22

client based on pricing established with client.

8. Plans and schedules appropriate modes of

PREVIEW | 30

TECHNOLOGY | 38

BusinEss siMuLAtiOn

LOG. LEO AwArds

CHAMP CArGO systEMs

Enhancing profits with technology

Ceremony takes place this month

Reduce costs, maximise yields

TECHNOLOGY | 24

REVIEW | 32

PROFILE | 40

TErAdATA COrpOrATiOn

LOG. LEO AwArds

CEVA LOGisTiCs

Analytic data solutions

Industry’s best recognised

Making business flow

TECHNOLOGY | 24 SALALAH FREE ZONE - ADMINISTRATIVE HQ

AERIAL VIEW SHOWING APPROACH TO MAIN ENTRANCE

ANALYSIS | 32

FEATURE | 36

port of sohar

Booz & Company

Value proposition

Oman’s ambitious project

Adapting to rapid changes

Serving the customer right

Advertise your job in LOG. Classifieds: Call: +971 (4) 4334 360 E-mail: info@gutenberg-dubai.com

ensure service satisfaction.

10. Ensuring any company policy, systems, and

industry related training is delivered to all direct

reports as needed.

11. Leads core team responsible for meeting the

following needs of clients assigned to the

group.

12. Responsible for resolving all internal and

external client customer service issues.

13. Logistics supervisor repot to ware house manager.

More Information under http://www.bayt. com/en/job/?xid=1824225

We are in the process of reorganising our Classifieds section where jobs and positions from the Logistics and Supply Chain Industries are posted. We will give some brief and basic information about the position with the corresponding internet link. For doing so we encourage recruitment agencies, corporations, governments and private companies to get in contact with us under info@gutenberg-dubai.com to receive the format requirements.

October 2012 I

47

EVENTS

NOVEMBER

UPCOMING

Logistics West Africa

MEBA

Lagos, Nigeria; 5-7 November

dubai international convention and exhibition

www.cwc-logistics.com

centre; 11 DECEMBER 2012

The LOG. Middle East Magazine is a publication of Gutenberg Publishing FZ-LLC. Licensed by TECOM, Dubai, UAE. Trade Licence No: 20704

www.logmiddleeast.com www.gutenberg-dubai.com

www.meba.aero

ProcureCon Hotel Le Plaza; brussels; 6 - 8 NOVEMBER

Middle East Logistics Oil & Gas

www.procurecon.com

ATLANTIS; PALM JUMEIRAH; 11 - 12 december 2012 www.logistics-me.com

SAUDI TRANSTEC 2012

Gutenberg Publishing FZ-LLC Al Thuraya Tower II, Office 1402

Dharan international exhibitions center;

Saudi Infrastructure

dammam; kingdom of saudi arabia;

Jeddah, Saudi Arabia; 15-17 December 2012

P.O.Box 502547, Dubai, UAE

11 - 13 November

www.saudi-infrastructure.com

Tel: +971 (4) 43 34 360

Supply Chain and Logistics Summit Asia

Managing Director: Reinhard Wind

www.sauditranstec.com

DEFENCE LOGISTICS AND SUPPORT FORUM ORYX ROTANA; DOHA; QATAR; 11 - 13 NOVEMBER

Singapore; 8 - 9 January 2013

abu dhabi; 19 - 21 november

RADISSON BLU; CAPE TOWN; 20 NOVEMBER

EDITORIAL

doha; qatar; 12 - 14 march 2013 www.iata.org

LogiCon

dubaiinternationalconventionandexhibition

www.logiconeurope.com

LOGIPHARMA ASIA Singapore; 20-21 November

ISTANBUL; TURKEY; 13 -14 MARCH 2013 www.logiturkey.com

Gulf International Convention And Exhibition

Sub Editor: Scott Birch editorial@gutenberg-dubai.com SALES & MARKETING andy@gutenberg-dubai.com LAYOUT & DESIGN Phitofex Grafik Design

SUPPLY CHAIN & LOGISTICS SHOWCASE

ADMINISTRATION

SHANGHAI; CHINA; 13 - 14 MARCH 2013

info@gutenberg-dubai.com

Office Administrator: Jenny Watts

www.supplychainchina.net PRODUCTION

www.logipharmaasia.com

8th TRANS MIDDLE EAST BAHRAIN

silke@gutenberg-dubai.com

Sales Manager: Andy MacGregor

LogiTurkey

centre; 20 - 21 november www. dwtcconferences.com

Editorial Director: Silke Wind

Amsterdam; Netherlands; 5 - 6 FEBRUARy 2013

www.portsevolution.com

food logistics forum

reinhard@gutenberg-dubai.com

iata world cargo summit 2013

www.gulftraffic.com

AFRICAN PORTS EVOLUTION FORUM

Fax: +971 (4) 451 7945

www.sclasiasummit.com

www.qatardefencelogistics.com

gulf traffic

Dubai Media City

ProcureCon Indirect London; UK; 16 - 18 april 2013

Production Assistent: Philipp Takler philipp@gutenberg-dubai.com

www.procurecon-indirect.com

Centre; Bahrain; 20 - 21 NOVEMBER www.transportevents.com

TRANSPORT LOGISTIC MUNICH; 7 - 9 JUNE 2013

Intermodal Europe

www.transportlogistic.de

Amsterdam, Holland; 27-29 November www.intermodal-events.com

Seatrade Middle East Maritime Exhibition & Conference

TOC CONTAINER SUPPLY CHAIN MIDDLE EAST DWTC; DUBAI; 9 - 11 DECEMBER 2013 www.tocevents-me.com

dubaiinternationalconventionandexhibition centre; 27 - 29 november Disclaimer: The details provided in the calendar may be subject to change. Please contact the organisers directly before making any arrangements.

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I October 2012

Contributors’ opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this journal is accurate and timely, no liability is accepted by them for any errors or omissions, however caused. Articles and information contained in this publication are the copyright of Gutenberg Publishing FZ-LLC (unless otherwise stated) and cannot be reproduced in any form without the written permission of the publisher.

Our full range of advanced supply chain management solutions • Freight Forwarding and Customs Clearance • Warehousing and Contract Logistics • Automotive Logistics • People Transportation • Goods Transportation and Distribution • Relocations and International Moving

The Best in Service, Quality and Efficiency

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

www.aflogistics.com

50

I October 2012

Welcome to Salalah Hub Ready to serve local, regional and global business Connect your business to Europe and Asia with the fastest transit times from the region. Utilize Oman’s free trade agreements and tax-free export benefits with the USA and Singapore. Salalah Free Zone offers 100% foreign ownership with competitive rates in a stable and business-friendly environment.

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