LOG.Middle East Dec.2012

www.logmiddleeast.com

Issue 51 | DECEMBER 2012

YOUR LOGISTICS AND SUPPLY CHAIN MAGAZINE

FESTIVE LOGISTICS Santa always arrives on time | Page 06

COVERSTORY | 10

FEATURE | 28

FEATURE | 30

SEASONAL PEAKS

SIMPLY INNOVATE

CALOGI e-products

Logistic is needed the whole year

SuperMax Middle East

New ways to develop services

MIDDLE EAST

www.logmiddleeast.com | PRINT | | WEB | | DIGITAL | | FACE TO FACE |

Thank you

Dear Reader, Dear Partner, We wish you a relaxing and refreshing holiday season and a fantastic year 2013.

Thank you for your trust, support and appreciation.

Your Gutenberg Team

Your Logistics & Supply Chain Experts

PUBLISHER’S NOTE

YEAR´S END - YEAR´S START Another year has passed and the pace of business has accelerated. We now can enjoy heavy traffic in the streets and increasing house rents. But we also can enjoy more business and an improving cash situation.

The Middle East again has geared up for success and the stagnating economy in Europe and the slow economy in the United States makes Asia stronger and stronger.

The position of the Middle East has been defended as a major business and trading area with an enormous potential for the future.

2012 was the year in the comeback.

People have said that September 2008 the upswing ended and in September 2012 the upswing has started to continue from the level of September 2008. Is this good or bad? Well, in times of global uncertainties and turmoil we are better having an upswing than stagnation. An upswing naturally is something positive because then things are improving and are getting created, the mood of the people is up and opportunities pop up.

Looking at the economical cycles, we have to understand that after an upswing there always follows a downturn and looking at the current upswing we have to expect the downswing again – but that would be the false approach.

Let us enjoy this beautiful economy with its opportunities and even the challenges and let us not think of something that puts us off. The looming Euro crises and the shortcomings in many global economies can put a stop on an upswing so very fast.

We are living in a global village and all economies are interrelated in one way or another. But for the moment it looks great and we are entering a new year, the year 2013. Again a year in which we put lots of hope and a year that surely will offer us some surprises.

Definitely we are better off than a year ago and definitely we will kick start into 2013 with lots of positive momentum, with high energy and with enthusiasm. There is a lot to come and we want to contribute. The Log Magazine has developed further and we are planning a lot for the year 2013. Our readers positively will experience that. By saying so I would like to say “thank you” to all our readers, partners and supporters. We would not be where we are now without your contribution.

Thank you very much for that and the LOG.Middle East team wishes you a creative and successful year 2013.

Reinhard Wind Owner & Managing Director Gutenberg Publishing FZ-LLC

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CONTENT IN THIS ISSUE

DECEMBER 2012

28 ANALYSIS

SUPER-MAX MIDDLE EAST OFFICE

06 COVER STORY

SANTA ALWAYS ARRIVES ON TIME Seasonal sales during the ‘peak’ period in the run-up to Christmas can account for up to 50% of a retailer’s annual profits, highlighting just how critical the festive period is for retailers of all types and sizes. To ensure success, retailers need to guarantee their usual standard of service despite an increase in consumer demand, whilst also offering additional options that will draw in the crowds.

A global company with operations spread across 5 continents, 150 countries, a team of over 7000 dedicated individuals from 60 different nationalities, that‘s Super-Max.

36 feature

COVER STORY

CALOGI‘s NEW ADD ON

HANDLING THE SEASON Most supply chains contain some degree of seasonality, but few more so than retail with its numerous events each year such as Eid, Christmas, and Diwali. These events create enormous spikes and troughs in their respective consumer demand cycles.

The Calogi team has added a brand new, innovative feature to its suite of e-products. The latest feature, an e-airway bill (e-AWB) facility, offers immense added value.

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TECHNOLOGY

ECONOMIC OUTLOOK PHARMA 2013

ROYAL JET ABU DHABI

A few months ago we embarked on one of the biggest surveys of its kind to determine what the future holds for Pharmaceutical Supply & Logistics.

LOG. Window

21 Product Update

The air ambulance service of Royal Jet, the Abu Dhabi-based international private jet operator, chaired by His Excellency Sheikh Hamdan Bin Mubarak Al Nahyan, has reported its busiest-ever year.

LOG. Classifieds

Event Calendar

COVER STORY

Santa always arrives on time

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COVER STORY

S

easonal sales during the ‘peak’ period in the run-up to Christmas can account for up to 50% of a retailer’s annual profits, highlighting just how critical the festive period is for retailers of all types and sizes. To ensure success, retailers need to guarantee their usual standard of service despite an increase in consumer demand, whilst also offering additional options that will draw in the crowds. In addition, it is vital that customer orders arrive on time, regardless of whether logistics are managed in-house or processes are outsourced.

However, even with the right practices in place this is a tough order for any retailer to deliver on, with heightened volumes of orders and potentially severe weather conditions in most parts of the world to contend with.

Temporary staff and modes of transport (such as trucks) are a good starting point, but what exactly is the best way to manage logistics and ensure that customer expectations are met, delivering a stress-free Christmas?

Setting up a multi-channel strategy As the challenging economy places increasing pressure on retailers and brands, more and more retailers are looking to deliver a true multi-channel strategy, to not only meet customer demands but gain that competitive advantage.

The first step for a traditional retailer is to establish an ecommerce website and more recently, with the growing mobile channel, to ensure that its mobile optimised. Many new emerging retailers also choose the Internet as a primary channel to market, as the capital expenditure is far less and the consumer outreach far wider than launching a store. However, promoting the merchandise, taking orders and completing the consumer purchasing transaction are only the start of the order fulfillment process.

Whether a traditional bricks and mortar December 2012 I

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retailer or a pure online retailer, you have to ensure that your back-end processes are in place so that the operations of end-to-end product lifecycle run smoothly and customer expectations are met. With consumers becoming increasingly sensitive, it is ever more important to ensure a high level of customer service from browsing to the shopping experience, ease of ordering and finally delivery.

Current trends in logistics to fulfill across all channels, including; track and trace, next day delivery, click & collect and collection points are being driven by consumer demand for more control over when, where and what they purchase. If the consumer does not receive their order quickly and undamaged, they are likely to shop elsewhere next time; and with the growing popularity of social networking, it’s likely that they will share their negative feedback globally, discouraging potential future customers.

Each year, more people are choosing to order their Christmas gifts over the Internet, for ease of purchase and comparison of prices for the best deal available. Online sales are expected to increase by in double 8

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digit numbers over the 2012 Christmas trading period.

As online sales have grown consecutively over recent years, delivering on time at Christmas has never been so crucial, but with sales on the increase it’s only going to becoming tougher for retailers to process higher volumes of orders along with more varied delivery options. There have been many stories over the past decade of Internet orders not arriving until after the crucial date, when severe weather conditions in Europe and the US severely affected delivery.

It is not only the online retailers that face this challenge. Other channels - such as catalogue companies and retailers offering home delivery – are confronted with the same dilemma. So when it comes to guaranteeing that your customers receive their orders in good time ahead of Christmas, what is the best delivery management method?

Relying on In-House Management The first temptation might be for the retailer

to completely manage the process inhouse, thus assuming sole responsibility for the delivery of goods to its customers.

To achieve this, the retailer would have to prepare in a similar fashion to a third party, and make sure that they employ temporary Christmas staff and additional modes of transport to ensure that they are ready for all conditions.

Whilst this method allows the retailer to stay firmly in control and oversee their entire operation from start to finish – which can help to minimise errors - it does mean they will have to spend a vast amount of time and investment looking after storage and warehousing, inventory control and shipping, which could prove a costly and timely distraction when trying to focus on core business objectives at this important time of year.

Use of Third Party Logistics Providers Alternatively, a third party logistics provider (3PL) could be selected, with the retailer utilising their expertise to take care of the process for them. There are two primary ways in which a 3PL can be put

COVER STORY

to use. The first is for a retailer to simply outsource logistics processes, while using its own warehouse. Although, the cost of running and managing a warehouse is a major challenge in itself, with technology requirements and management of the workforce to consider, which is magnified in the run up to Christmas. If the retailer does not achieve the right balance within the warehouse it is likely that the whole logistics process will be affected as a result, so the pressure is on to get it right.

Another way of utilising a 3PL provider is to outsource both your warehouse and logistics operations, whilst still owning the stock. The 3PL would therefore hold the responsibility of directly delivering goods on time to customers and would need to consider preparing for Christmas, employing temporary Christmas staff (i.e. drivers) in the warehouse and logistics chain and expanding modes of transport – ensuring that there are sufficient trucks available to cope with the surge in deliveries.

However, there are complications that come with owning the stock – a 3PL may not take full responsibility for any product damage that may occur unless they are directly at fault, and the same may apply for product shrinkage. With this in mind, visibility of stock and deliveries is of the upmost importance. Therefore, it’s essential in this circumstance that retailers tightly integrate the back-office processes with the

3PL’s warehouse and logistics operations – providing a clear picture of the end-toend order management cycle, including; inventory levels and customer orders at every stage in the supply chain.

Opting for the Direct Dispatch Model In recent times, an ever increasing number of retailers are opting for a direct dispatch model. Many retailers have outsourced the delivery of the goods to their suppliers, so that when the consumer orders, the retailer processes the order directly with their supplier who then delivers the goods directly to the end customer.

This allows the retailer to offer a wider product range and react to changing trends without the initial outlay of purchasing and holding inventory, improving cash flow while reducing the risk.

However, while these retailers may benefit from not having to hold the physical goods or take care of the actual logistics, they must still manage the information and financial flows with their suppliers. The supplier then picks and packs the goods, prints the delivery note, package label (and often a returns label), before shipping direct to the consumer.

Communicating with a wide number of suppliers, both large and small, is a challenge in itself. Becoming increasingly

more complicated during the busy period in the run-up to Christmas, with an increase and wider assortment of orders placed.

Having a direct dispatch management system automates the entire process, allowing suppliers to gain easy and fast access to order information, reducing complications and eliminating the chance of manual errors, while streamlining the process to shorten delivery lead-times.

This type of direct dispatch is not supported by most standard software packages.

However, having a system that enables supply chain visibility and control over this process is important if you are to deliver high customer service levels and ensure loyal customers. For instance, it’s important for consumers to be kept aware of order delays, or to be able to enquire into the status of their order at any given point.

Efficiency is the key Regardless of which of the above methods is implemented, ensuring shorter delivery lead-times through automation and faster data transfer can significantly help to reduce returns and claims.

Time will tell which retailers are geared up for the Christmas peak. Some retailers may have the processes and systems in place, while others may incur additional costs or sadly risk missing the Christmas Day deadline, disappointing expectant customers... and Santa cannot be late!

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HANDLING THE SEASONAL PEAKS IN RETAIL SUPPLY CHAINS Most supply chains contain some degree of seasonality, but few more so than retail with its numerous events each year such as Eid, Christmas, and Diwali. These events create enormous spikes and troughs in their respective consumer demand cycles.

by Michael Stockdale 10

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COVER STORY

T

he range of retailers affected is broad, stretching from the local coffee shop operator to automobile dealers. Not only does demand increase exponentially during the Christmas season, but the urgency attached to that demand by the consumer is likewise increased exponentially.

Behind the scenes, each organisation large and small must plan, prepare, implement, and oversee their supply chain strategies to handle these peaks in demand; blow it and it may cost the organisation dearly, perhaps fatally; get it right and the organisation benefits not only financially (some retailers make half their annual profit in December), but in its brand perception, customer loyalty, and team morale.

With a combination of increasing competition, the GFC bearing down on financial performance, and the introduction and growth of the e-retailers, the pressure on getting seasonal supply chains right has never been more intense. The old adage of “right product, right place, right time” now has some additions; “in the right quantity, at the right price”.

Many of us are well versed in the “7P’s” philosophy; “Proper Planning and Preparation Prevents Particularly Poor Performance”, or its similar variation.

Observing this philosophy, nearly every large retailer around the world will be taking steps each and every month of the year in the planning and execution of their festive season supply chain.

Indeed, handling an event of this magnitude may be a full time job for an individual or an entire team in some organisations.

Their annual diary may pan out something like the following; JANUARY; When the Christmas and New Year Sales are done and the dust settles, the management team or dedicated task force makes their analysis of the entire event; the effectiveness of the planning, the implementation, what worked, what December 2012 I

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didn’t work, where were the bottlenecks, what risks were not foreseen, what inventories are left over and where, financial performance, and so on. Overstocks must be addressed and learning’s taken into account in the next year’s planning.

FEBRUARY; Plans start to be outlined for the next festive season, and some purchase orders (PO’s) may even be placed with overseas manufacturers (production and delivery lead times can be up to 18 months for some items).

MARCH; Demand forecasts are generated for normal ranged items and for seasonal lines. If relevant, this years “buzz” lines are identified and all sales and order forecasts are reviewed by the stakeholders (marketing, finance, supply chain, operations).

APRIL; PO’s are placed on vendors or indicative forecasts sent. Anticipated stock on hand figures are calculated for the period, store allocation quantities and schedules determined. Resources such as storage space, MHE, and manpower are reviewed and additional support arranged.

MAY; PO’s may continue to be placed 12

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Many of us are well versed in the “7P’s” philosophy; “Proper Planning and Preparation Prevents Particularly Poor Performance”, or its similar variation.

and supply commitments taken from the vendors.

JUNE; Business Continuity Plans (BCP’s) are raised for any anticipated possible business disruption.

JULY; Stock-builds at the DC’s may begin as early as July, with deployment of the seasonal product range into the frontline stores commencing around September.

AUGUST; Transport schedules are planned in consideration of changed traffic patterns and increased volumes. Afterhours receiving into stores needs to be arranged for access and labour availability.

Expense budgets must be constantly monitored to ensure that the many additional costs fit in with the annual budget that was submitted to Finance Department late last year.

SEPTEMBER; The initial allocations of stock are made into the stores, generally light and designed to simply demonstrate the range to customers, to let them know “we are in the Christmas business”.

September is also the time when many of the recruitment drives are ramped up to bring on the army of temporary workers to handle the increased workloads. This goes for retailers, e-retailers, 3PL’s and couriers.

For example, this year in the US alone, Amazon hired over 50,000 additional workers for their fulfilment centres, Toysr-Us hired 45,000, UPS hired 55,000 and Walmart 50,000. The sourcing of specialist skills such as MHE operators, the overall application process, selection, training and induction of temporary staff is a mammoth project on its own.

COVER STORY

OCTOBER; Security is bolstered, and more stock-builds into stores are made.

NOVEMBER; Final allocations/stockbuilds are made into stores.

While the demands of seasonality continue, the retail landscape continues to evolve. As competition increases each year, larger organisations are seeking advantage through scale and technology.

DECEMBER; It’s “all hands to the pump” as the entire team races to keep up with demand. In many organisations, even Head Office staff will be deployed into stores in the final week to help out with gift wrapping, moving stock, and assisting customers.

And then the annual cycle starts again.

While the demands of seasonality continue, the retail landscape continues to evolve. As competition increases each year, larger organisations are seeking advantage through scale and technology.

For example, in order to drive responsiveness to customers’ requirements, Amazon have designed a global supply chain network with a regional approach, opening 18 massive Fulfilment Centres (FC) this year alone, some exceeding 1 million sq ft in size. Each FC uses a pick-by-hand approach, facilitated by handheld readers, but after the packaging stage, nearly all processes are automated using lengthy December 2012 I

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Michael is currently the Managing Director of B2C Logistics, A Performance and Management Consulting business with offices in UAE and Australia, specialising in retail, FMCG, food and e-retail sectors conveyer systems and automated sorting.

Other large retailers, using cloud technology, constantly monitor their inventory levels within their many stores and DC’s, managing stock levels by moving prices or redeploying inventories within their network.

Over a third of the world’s population now have access to the Internet, and mobile phone uptake has increased by more than 600 million in the past year to over six billion. As a result, the supply chain is under more pressure as it is stretched across multichannel requirements.

The e-retailers, while coping with their already substantial growth, are discovering that traditional supply chain practices don’t work for them, and are also very much

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exposed to the seasonal demand peak at this time of year.

in the emerging markets

For some, the absence of a network of “bricks and mortar” stores may remove one element of complexity from the supply chain, but new challenges arise; without stores, the extra storage space they could provide is not available. The additional single item picking, VAS and packaging required to satisfy customer orders increases far more than simply picking an outer shipper box for a store, and handling the volume of direct-to-consumer deliveries and their accompanying customer enquiries is a challenge in itself.

supply chains.

But its not all about scale and technology. The most important thing in any organisation, large or small, is teamwork. “In

with large scale and diverse

For more information you can email Michael at michaelstockdale@ b2clogistics.com or find him on Linkedin.com, or B2CLogistics on Twitter

COVER STORY

my experience you need to have the right people, people who really enjoy the detail and rigour of master data and planning.

If you have a business where the people engaged in this area work as a team all playing for the team and not the individual department then it will all come together,” says Steve Doyle, Managing Director of the hugely successful Super Retail Group.

Seasonal peaks also present a challenge for carriers and couriers. Emirates SkyCargo plans well in advance based on previous and current trends, managing additional freighters to match the anticipated demand.

Ram Menon, Senior Vice President Cargo at Emirates advises 3PL’s and supply chain managers to “anticipate and advance purchase the capacity as early as possible

or else risk finding last moment capacity which generally comes at higher premium”.

To illustrate what the peak means in the volume of parcels for couriers, UPS alone will deliver 527 million packages in the four weeks leading up to Christmas this year, peaking on 22nd December when they will be delivering 300 parcels per second. This required UPS to arrange an additional 400 flights per day for the period.

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a resilient supply chain with “sense and respond” capability continuous monitoring risk management team effort customer focus

Regardless of whether the organisation is a retailer, e-retailer, 3PL, carrier or courier, handling the festive season logistics requires a combination of;

So when you are being squeezed in the crowded malls, waiting in line at the store checkouts with gifts in hand, or waiting for your special parcels to be delivered to your door, it is easy to forget about the vast efforts that so many teams of great professionals have made to get your items to the right place at the right time in the right quantities at the right price.

- realistic demand forecasting - careful and consultative planning

But, thanks to them, we will all have a Merry Christmas.

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LOG. WINDOW

ZAFCO Opens New Facility in Jebel Ali Free Zone

Leading tyre, battery and lubricant distributor ZAFCO opened a new auditorium and recreation centre in Jebel Ali Free Zone (Jafza).

ZAFCO declared its auditorium open during a ceremony attended by several senior Jafza officials, including Mr Ibrahim Mohamed Al Janahi, Deputy CEO of Jafza, Samir Chaturvedi, SVP Customer Relations and Dr Mohamed Al Banna, VP Commercial Sales. Speaking at the opening ceremony, Mr Al Janahi said: “Since establishing its regional hub in Jafza in 1993, ZAFCO has gone from strength to strength. This new facility is testament to the company’s ability to grow

and succeed. This auditorium is more than a result of past success; it is a stepping stone to future growth. Jafza is proud to be a part of ZAFCO’s journey, and will continue to support ZAFCO as this facility helps them on the way to greatness.”

ZAFCO’s auditorium, located in Jafza’s South Zone, has the capacity to seat over 100 people and is equipped with state-of-theart conference rooms as well as recreation facilities for ZAFCO employees. These facilities will provide a tailored location to support the company’s staff through events and education as the company continues to grow.

DHL boosts Libya’s connectivity with global logistics links DHL Global Forwarding opens first office in Tripoli to provide international freight, domestic and cross-border trucking services.

DHL Global Forwarding has opened its first office in Libya as a faster than expected recovery in oil and hydrocarbon production drives a new era of economic growth. In addition to DHL’s global network, DHL Global Forwarding will offer customers in key sectors – namely, oil and energy, 16

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construction, telecommunications and pharmaceuticals – access to international standard services such as documentation handling, customs clearance and warehousing, air and ocean freight, domestic and crossborder trucking. A major oil exporter with a population of 6.5 million and a per capita GDP of US$5,510 in 2011, Libya’s oil production for 2012 is up to 1.52 million barrels a day versus an average of 166,000 per day in 2011.

Real GDP growth for 2012 is expected to be 122 per cent.

Saudi Arabia postpones new aviation licenses

Saudi Arabia’s General Authority for Civil Aviation (GACA) has postponed awarding new carrier licenses until the end of this year as it needs more time to evaluate the bids.

The winning bids were expected by the end of November. “(GACA) needs more time to choose the best operating models after it completes the analysis and evaluation of the bids that were received from the companies,” it said in a statement.

The license, which 14 companies had applied for, is to operate both local and international flights. Qatar Airways, Bahrain Air and Gulf Air are among the firms in pre-qualified consortia bidding for the license. In July, Qatar Airways said it was in talks with GACA about opportunities to invest in the Saudi aviation sector. Currently only two airlines, the national carrier Saudi Airlines and budget airline National Air Services (NAS), service a domestic market of around 27 million people.

But with a price cap on domestic flights, private airlines have struggled with their profit margins. In 2010, a third carrier, Sama Airlines, was forced to suspend its operations. Saudi Airlines, which is undergoing a slow privatization process, receives fuel at subsidised prices unlike private carriers, allowing it to offset the limits of the ticket costs.

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www.ehrhardt-partner.ae

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LOG. WINDOW

GULF AIR SELECTS SITA FOR OPTIMISED NETWORK CONNECTIVITY Gulf Air, the national carrier of the Kingdom of Bahrain and SITA, have signed an agreement that will allow Gulf Air to use SITA’s network services to optimise its operations across 48 destinations.

The agreement includes the provision of all private network, internet, voice, messaging and reporting services for Gulf Air. SITA will provide a variety of connectivity methods to the airline’s offices at airports in more than 20 countries across four continents. These will range from private MPLS-based connections to public internet connections and will include connectivity to Gulf Air’s air transport industry partners, a unique feature of SITA’s network which is embedded throughout its servicenet architecture. Through this optimisation the airline expects cost savings of up to 22

percent in IP-related services at airports worldwide. Samer Majali, CEO, Gulf Air, said: “Gulf Air recognises the importance of technology as a key element of its business and has been proactively upgrading its technical capabilities to serve its customers faster, easier and more efficiently. The

new technology optimisation not only improves efficiencies across our business but also saves our communications costs significantly.

SITA is a longstanding partner of Gulf Air and its continued focus on optimising network communications by leveraging the latest technology has ensured that our partnership continues.”

Gulf Air will use these community-specific services, called SITA AirportHub, for access to its departure control systems at the 20 airports in which it operates.

SENIOR US TRADE OFFICIAL VISITS DP WORLD DP World welcomed U.S. Undersecretary of Commerce for International Trade, Francisco Sanchez, to its Dubai headquarters and flagship Jebel Ali port.

Mr. Sanchez met with the DP World Chairman, HE Sultan Ahmed Bin Sulayem and Vice Chairman, HE Jamal Majid Bin Thaniah and was given the background on DP World projects under construction worldwide, including the Embraport project in Santos, Brazil, and the giant London Gateway development in the UK. They were joined at the meeting by John Simmons, US Counselor for Commercial Affairs.

DP World Chairman, HE Sultan Ahmed bin Sulayem, said: “We were delighted to host this visit and look forward to building on the relationship further. A wide range of topics were discussed and there was a fruitful exchange of ideas.”

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LOG. WINDOW

Jafza and Dubai Chamber join forces to boost customer experience The long-standing relationship between Jafza and Dubai Chamber of Commerce and Industry received additional reinforcement through the initiation of joint projects in the areas of communication and mutual team development.

CEO of Economic Zones World, H.E. Salma Ali Saif Saeed Bin Hareb and Director General of Dubai Chamber, H.E. Hamad Buamim, signed a Memorandum of Understanding (MoU) that seeks to underpin the foundations of the partnership between the two organisations.

The key areas of focus that stem from this new understanding are to refresh lines of communication between Jafza and Dubai Chamber and to establish a

closer relationship that will be beneficial to the customers of both entities. In order to meet the goals established by this MoU there will be an evaluation on both sides of current procedures with the aim of developing new, joint approaches. This will allow for identification of any existing gaps in knowledge and operation and provide opportunity for mutual recommendations for rectifying any issues.

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

There is also a strong impetus on increasing the flow of information between Jafza, Dubai Chamber and their customers.

To this end, it is hoped to establish electronic programmes connecting Jafza and Dubai Chamber.

This will also increase ease of operation and encourage closer cooperation regarding conferences, training courses and seminars.

LOG. WINDOW

Konecranes to deliver 12 additional ASCs to Abu Dhabi

Sharaf Logistics to use Etihad Rail’s network UAE-based Sharaf Logistics has signed a Memorandum of Understanding (MoU) to use Etihad Rail’s network to transport its customers’ goods.

Finland-based Konecranes has received an order to deliver 12 additional automated stacking cranes (ASCs) to Khalifa Port, owned by the Abu Dhabi Ports Company (ADPC) and operated by Abu Dhabi Terminals (ADT).

The latest order follows Konecranes delivery of a complete automated container yard system including 30 ASCs to Khalifa Port, which commenced operations from September 2012.

Konecranes said that the 12 ASCs have a lifting capacity of 40 tons, stacking oneover-five containers high and nine wide

are equipped with automation controls and its Active Load Control (ALC) system. The companies did not disclose the value of the latest order.

Deliveries are expected to start in the fourth quarter of 2013 and first quarter of 2014. ADT CEO Martijn Van de Linde said that the company is two months ahead of schedule for completing the transitioning of all container traffic from Mina Zayed to the Khalifa Port Container Terminal. “We had initially anticipated completion of the process by the end of Q1 2013, but now we are projecting completion in January 2013,” Van de Linde said.

Giordano to open logistics centre in UAE Apparel retailer Giordano International will open a new 15,000sq ft logistics centre in the Jebel Ali Free Zone, UAE in January 2013.

The new logistics centre, known as Giordano Middle East Free Zone Establishment, will provide logistics services and manage the company’s franchise stores in the region. The centre is expected to accommodate US $5m to US $10m worth of merchandise in the next three years as the company 20

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plans to expand in Africa and Eastern Europeans markets. Giordano International chairman Peter Lau said that the company’s UAE operation has managed to expand its brand into 23 countries across the Middle East, India, Africa, Central Asia and Eastern Europe. “With its strategic location, coupled with the incredible infrastructure of Jebel Ali Free Zone and business friendly policy of the country, the U.A.E. will now be our springboard to expand Giordano into other markets outside Asia,” Lau said.

Sharaf Logistics offers supply chain solutions and has several offices across the UAE as well as a presence in India, China, Egypt, Pakistan and Nigeria. Etihad Rail is the developer and operator of the UAE’s new national railway network.

Stage one of the railway is already under construction, while the tendering process for stage two is still in progress.

The second stage of the rail network will link Mussafah, the Gulf ports and the Saudi and Omani borders bringing benefits to Sharaf in the UAE and also support the logistics provider’s GCC business.

Etihad Rail said that the rail network will provide Sharaf a sustainable mode of transport in a major area of its customer network.

Sharaf Logistics managing director Johan Bergwerff said, “We believe the rail network will be the most effective means of transportation for freight and that it will create a great value-add to our customers.”

LOG. WINDOW

What is the economic outlook for Pharma supply and logistics in 2013?

A few months ago we embarked on one of the biggest surveys of its kind to determine what the future holds for Pharmaceutical Supply & Logistics.

We have now compiled and analysed the results in the new BioPharma Supply Chain in Recessionary Times report.

While R&D pipelines shrink and many pharmaceutical companies are looking to restructure their drug development operations and do more with less, the survey shows that a majority of manufacturers of life science products and temperature control solution/ service providers plan to invest in new technologies to tackle supply chain challenges and improve the efficiency of their operations.

Despite the current global economic uncertainty, pharma supply professionals are optimistic about job prospects, and growth is predicted for 2013 and beyond.

Amongst the Key Findings are: • 84% of manufacturers think their company is better prepared to cope if a recession hits in 2013 • Over half of manufacturers of life science products (53%) are looking to expand into Asia in the next 12 – 18 months • 46% of life science manufacturers think their company should be investing in packaging in the next 12 months to increase profitability.

TNT is prepared to handle the Festive Season Freight volumes in the Middle East are expected to increase over the next few weeks in the run-up to the festive season, says leading express delivery company TNT Express.

With shoppers expected to flock to retailers over the holidays, businesses will need to ensure stock is available when and where it is needed.

TNT Express UAE estimates that approximately 80% of the increased freight volumes are destined for stores in Saudi Arabia. As the largest road carrier in the region, TNT’s volume of consignments ahead of the holidays act as a bell weather for the retail sector.

“This year we have seen strong demand from our lifestyle, retail and FMCG customer segments. The current economic growth in the GCC has fueled the sector which in turn creates further demand for our products” comments James Edgeworth, TNT’s Sales & Marketing Director. Festivals and holidays typically see a spike in volumes for which TNT

Express has been planning. “Festivals and public holidays are always busy times,” James adds, “From experience, we would like to urge businesses around the

region to make sure that they adequately prepare for stock replenishment to ensure consignments reach their destination in good time.”

December 2012 I

21

LOG. WINDOW

Algeposa starts work on warehousing facility at Salalah Port in Oman

GAC to provide logistics services for 12-hour race in Abu Dhabi Shipping firm Gulf Agency Company (GAC) has secured a contract to provide logistics services for the Gulf 12-hour race in Abu Dhabi, organised by the UK-based company Driving Force Events.

Under the deal, GAC Abu Dhabi will handle the sea freight for 26 cars, tyres, accessories and other equipment along with its subsidiary GAC Pindar. GAC Dubai will handle the clearing of shipments upon their arrival at Jebel Ali Port in Dubai as well

as arrange land transportation to Yas Marina Circuit, in coordination with GAC Abu Dhabi.

The deal will also see GAC handle cars arrived by air and responsible for providing the equipment to offload the cars at the Yas Marina Circuit, and shipping them back to Europe upon completion of the race.

GAC Abu Dhabi managing director Ronnie Knowles said, “Our team will see to it that all vehicles and supplies are available to the teams on time and in optimal condition at the Circuit, so they can focus.”

Gulf Warehousing doubles its distribution vehicle fleet Qatar-based logistics solution provider Gulf Warehousing Company has doubled its fleet of distribution vehicles to 700 in total.

Out of the total number of transportation vehicles, 60 vehicles are meant for distribution sector which comprises smaller 3t-7t dry and reefer box trucks. The feeder trucks will serve more than 500 retail outlets in Qatar as well as being used for home deliveries.

The addition of new vehicles in its fleet is part of Gulf Warehousing’s plan to expand operations in the country and in the Middle East and North Africa (MENA) region. The company currently provides distribution services to food sector, 22

I December 2012

consumer electronics, FMCG, cosmetics, as well as providing specialised services like distribution of dangerous goods. Gulf Warehousing Company contract logistics director Nader Hakim said the company’s distribution service does not just handle the transportation of goods but also provides an integrated service along with warehousing.

Spanish logistics company Algeposa has started work on a 12,000 sq m warehouse facility near Salalah Port in Oman.

The facility will be used to store and distribute grains and other commodities in East Africa, South Asia and the Gulf region.In July 2011, the company had signed a MoU with Port of Salalah to build and operate the centre. The company earlier said that it will take advantage of the strategic location and connectivity of these shipping lines in Salalah to reach markets faster.

Under the agreement, Arabian Sea Ports Services, a unit of Algeposa, will provide distribution services including warehousing, freight forwarding, packaging and transportation. As per the deal, the logistics hub will involve US$14m investment to construct a 40,000sq m facility to handle over 400,000t of cargo per year. Port of Salalah chairman Abdul Aziz Ali Shanfari told timesofoman.com that, “many businesses have expressed interest in the general cargo expansion and we expect it to provide the kind of benefit to the customers and the local economic development that grows the port’s contribution to the local, regional and global markets sustainably.”

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23

REPORT

FedEx Prepares for Busiest Day of the Year “We are ready once more to support this year’s expected peak volume of deliveries thanks to the dedication and commitment of our team members across the region and globally,” David Ross – Senior Vice President of FedEx Middle East, Indian Subcontinent and Africa.

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I December 2012

FedEx Express, the world’s largest express transportation company, is gearing up for the busiest day in the history of the company with a clear agenda; to provide fast and reliable delivery to more than 220 countries and territories using a global air and ground network to speed delivery of time-sensitive shipments, by a definite time and date with money-back guarantee.

Consistently ranked among the world’s most admired and trusted employers, FedEx inspires its more than 300,000 team members to remain “absolutely, positively” focused on safety, the highest ethical and professional standards and the needs of their customers and communities.

In this issue of LOG Middle East, our team asked the experts at FedEx for some simple tips for our readers and small business customers to help them stand-out from the crowd during this busy holiday season and we found out that the number one rule is to “Plan, plan, plan…and then plan some more!” Like any other courier

REPORT

offering special products and pricing on your biggest-selling items or perhaps even volume discounts.

Holiday Season checklist: - Plan for the year ahead well in advance - Prepare a detailed inventory - Draft a clear-cut Marketing Strategy With a full range of express and deferred services, FedEx is strategically positioned to ensure customers have a myriad of shipping options during the holiday period.

Between the last week of November and Christmas, FedEx forecasts more than 280 million shipments to move through its worldwide shipping networks. This is a thirteen percent increase for the Christmas season compared to 2011 when 247 million shipments were processed. This year in the second week of December, FedEx Corp. will see almost 19 million packages move around the world.

company, FedEx is at its busiest during the holiday season, but the moment the clock strikes midnight on December 26, their focus shifts to the next Christmas – assessing what went well, what could have gone better and brainstorming around what else they can do for their customers not only during the festive season but also all year round.

Having a precise inventory at hand is rule number two- making sure you keep an eye on stockpiles and keeping customers posted if you expect any delays. When planning for the year ahead, consider stocking up early in order to be able to fulfill all orders and always plan for extras.

Also compare your sales numbers with last year in order to obtain a good estimate of how much to order next year.

Last but not least is your company’s marketing strategy – make sure you’ve got the right products front and centre on your website and in your online customer communications; be it emailed offers, newsletters, etc. You may also consider

In Europe, Middle East, Indian Subcontinent and Africa (EMEA), the busiest day for FedEx Express outbound shipments is expected to be on Tuesday, December 18th, which represents an increase of six percent in comparison to last year.

Likewise, December 17th will be the peak day for shipments coming into the region.

FedEx will move more than 70 million shipments during its business week, December 9th to 15th - a ten percent increase on the same time in 2011.

As always, proper packaging, sealing and labeling help ensure that shipments arrive on time and in good condition.

Here are some easy packing and shipping tips from the experts at FedEx:

Choosing the right supplies; preferably sturdy boxes with flaps intact and for heavier items double-wall boxes are recommended. Make sure the box you are using is large enough to put adequate padding/wrapping around the contents, remember to keep within the weight specifications for your box and for sealing use tape designed for packaging. Finally the label should be clearly visible with complete recipient details.

“Ship as early as possible and avoid the lines.” For all last-minute customers, the final day to ship with FedEx Express to ensure delivery before Christmas would be the 21st of December (for deliveries within Europe, U.S and Asia Pacific). By setting up shipments online, customers can take full advantage of web-based resources for visibility, planning and efficiency for shipments all year round. When it comes to tracking a package for real-time delivery status and location information, you can do so conveniently on fedex.com.

Shipping Checklist: - Choose the right supplies - Use smart labeling - Set up shipments online - Ship as early as possible - Track it online Ship it Green with FedEx “Ship with a company that has strong environmental priorities.”

FedEx operates 482 hybrid and electric delivery vehicles around the globe and more than 3,300 alternative fuel vehicles.

Since being introduced in 2004 the FedEx hybrid fleet has logged over 19 million kilometres of revenue service, saving approximately 1.3 million litres of fuel.

For the more environmentally conscious customers’ the experts at FedEx have recommended the following tips to get your package to its holiday destination while minimising the environmental impact.

Purchase boxes made from recycled materials. FedEx envelopes are made from 100% recycled content , the 10kg and 25kg boxes contain a minimum of 70% recycled content and are recyclable.

December 2012 I

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REPORT

Use the smallest box possible while adequately protecting your item. For the more fragile presents, double box the gift for more protection while shipping and try to use an older box for the interior box. If you are reusing a box, make sure it is in good condition i.e. with no holes, tears or corner dents. Remove any old labels to avoid confusion.

Make sure you package your product properly with the correct amount of cushioning material, look for eco-friendly solutions to cushion your package’s contents. FedEx suggests solutions such as shredded paper or biodegradable packing “peanuts”. Utilise a sturdy corrugated shipping container.

Finally remember that the less your package weighs, the fewer resources it will use.

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I December 2012

Green Checklist: - Purchase boxes made from recycled material - Use the smallest box possible - Look for eco-friendly solutions for cushioning - Choose an environmentally

conscious courier service

FedEx Global Volumes Over the Years The busiest day of the year at FedEx has continued to grow in volumes over the years. A history of busiest days in December since 2005 is as follows:

December 2012 I

27

FEATURE

Simply Innovate “A global company with operations spread across 5 continents, 150 countries, a team of over 7000 dedicated individuals from 60 different nationalities, Super-Max is without doubt one of the leading razor blade manufacturing companies�

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I December 2012

FEATURE Mr. Pradeep Taylor, Global-Chief Operator Officer of Super-Max and Mr. Muthana Muckatira General Manager of Ehrhardt+Partner reveal all in a one-toone interview with Ms. Niki Nouri of LOG Middle East Magazine, about the close collaboration in the past months between the two companies in order to plan and implement the best software-solution in terms of reliability, user-friendliness and above all cost-efficiency for Super-Max warehouses.

A light engineering company which started in Mumbai, India over half a century ago, is today one of the largest industry players worldwide. With “backward integration” as one of its core competences, Super-Max takes pride in having its own steady supply of raw materials which is required to produce the blades and this, Mr. Taylor confirms, is one of the most important factors.

“Super-Max is one of the fastest growing brands in its own category, our pre, during and after-shave products cater to the need of men, women and young adults regardless of culture or ethnicity and this is one of the reasons why the company is expected to grow three to five times within the next three to four years- expansion plans are already underway with two newly opened facilities in Brazil and Dubai; all which in turn contribute in taking the company to the next level.” said Mr. Pradeep Taylor.

As to Ehrhardt +Partner and what new solution they have brought to Super-Max’s multi-location warehouses worldwide? The answer is easy – The implementation of Ehrhardt + Partner software has helped in keeping the multi-location warehouses as well as their third party logistics partners in sync and allows them to have a consolidated inventory which was almost impossible not too long ago.

“The integration of the Ehrhardt + Partner software has made it possible for SuperMax to keep track of its inventories in any third party warehouse as well as the main state-of-the-art warehouse at their Jebel-Ali premises which is a great advantage for all their departments,” as per Mr. Muckatira Manager of Ehrhard + Partner.

December 2012 I

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FEATURE

After long months of careful research by the Super Max Team, it was finally decided that the software solution from Ehrhardt + Partner would be the right choice, hence commenced the successful collaboration between the two companies.

Mr. Taylor describes the implementation of the software as a “fresh implementation”, as they did not have such a system before and everything was manually-controlled, ideally their on-site warehouse was newly-built.

“We started from gray-scale to the white top, placing policies and procedures together, getting approvals, etc. and the system was completely set from scratch to where it is right now. With the integration of the software, our logistics and supplyl chain management team had to undergo a training and today, it is amusing to see how easy and organised their work has become. Locating a certain palette or preparing a packing list-the team can carry out detailed

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I December 2012

tracking of their inventories in various warehouses around the world.”

today, their logistics personnel are using it on a daily basis to run the show.

The planning, successful implementation, and training, took a total of six months and

So now, Super-Max has been added to Ehrhardt + Partner’s long list of happy clientele, which includes Lulu Logistics and Jumbo Logistics to name a few.

In terms of functionality the software is:

-> Extremely user friendly -> Easy to decipher -> Easy to operate i.e. no excessive training is required -> Any errors or omissions can easily be rectified as Ehrhardt +Partner’s interactive after-sales service is always available, around the clock, any day of the week.

“Going forward, they shall reap the benefits; with their warehouses in South America, Europe, and South Africa. The system also gives Super-Max the option to control their warehouses across the globe from one hub--be it in Venezuela, France or Bangladesh, the multi-user feature enables them to add more users, as the company expands.” We, at Ehrhardt + Partner, look forward to being their partner for growth,” said Mr. Muckatira.

Super-Max is proud to be associated with Ehrhardt + Partner, and after all the long months of research, they are confident that they have made the right choice, and would like to recommend their warehouse software solution further.

December 2012 I

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FEATURE

Calogi Unveils Simplified e-AWB Solution to Industry Leaders The Calogi team has added a brand new, innovative feature to its suite of e-products. The latest feature, an e-airway bill (e-AWB) facility, offers immense added value for the small-to-medium airline and freight forwarders in the air cargo business.

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I December 2012

Digitising elements of the process is key to speeding up transactions and the way businesses in the air industry work together. After much research into the challenges faced by airlines and freight forwarders - being asked to sign lengthy electronic data interchange (EDI) agreements which often require legal review; long lead times for signing of agreements and the need for regular revisions – Calogi’s dedicated team came up with the solution.

A paper air waybill comprises two parts: the front shows shipment details (defined by IATA in resolution 600A) and the agents/shippers signature. The reverse contains the limitation of liability

plus conditions of contract (defined by IATA in resolution 600B). To move to an e-AWB the shipment details need to be transmitted electronically by the forwarder to the airline, via a Freight Waybill (FWB) message. The document reverse has been replaced by an EDI agreement.

The greatest challenge with the current process is the number of EDI agreements that need to be signed.

It is estimated that to move to a 100% e-air waybill environment in Dubai, 100+ airlines would need to sign bilateral agreements with some 470 forwarders resulting in a colossal 47,000 EDI agreements.

FEATURE

forwarders and airlines, even larger airlines may also find this enabling technology as a quick way to roll out the e-AWB.”

However, Calogi’s new product has the solution to this problem. The front of the air waybill can be replaced with the FWB and there is no change to this process.

However, to reduce the need for the smaller forwarder to sign EDI agreements with multiple airlines, Calogi allows the forwarder to agree the limits of liability and conditions of contract on-line. Once agreed by the forwarder, a digitally signed copy of the reverse side of the air waybill (IATA Resolution 600B) is made available to both the airline and the forwarder.

“I believe this innovation is the first of its kind,” said Patrick Murray, Head of Calogi, presenting the new product at the recent AWB conference in Bahrain. “The simplest way to replace a double-sided document is to replicate it in digital format, which we have done. Our e-AWB solution is perfect for smaller airlines even if they do not have a system to receive and process regular FWBs. The great news is that as part of our commitment to simplifying the air cargo business, the electronically signed limits of liability and conditions of contract is completely free of charge to our portal subscribers,” he continued.

Mr. Patrick Murray, Head of Calogi

Calogi’s e-AWB solution will help significantly reduce the millions of air waybill copies that are processed by the industry every year, saving huge volumes of paper. Significant productivity gains can also be expected. Airlines, shippers or forwarders wishing to view a copy of the electronic air waybill data can see the details at the touch of a button.

Calogi’s on-line archiving and retrieval system also removes the need for printing paper copies of the documents for filing purposes.

“Calogi’s solution is simple but logical. Investment in new technology to implement the e-air waybill is going to be difficult for many airlines in the current climate and having a ready-made solution available is a huge step in the right direction,” said Khalid Mustafa Faqih, Senior Manager Cargo, Gulf Air Cargo who hosted the Bahrain event. “While I believe it will be very popular amongst smaller

Calogi now processes over 85% (soon to be 100%) of dnata’s cargo terminal shipments electronically. Enabling the industry to remove the paper air waybill and accompanying documents from all shipments processed via dnata terminals will result in cost savings to the industry as a whole. IATA estimates these costs at around US$4.9 billion annually once e-freight is implemented across the globe.

December 2012 I

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REPORT

Royal Jet’s pioneering medical evacuation service The air ambulance service of Royal Jet, the Abu Dhabi-based international private jet operator, chaired by His Excellency Sheikh Hamdan Bin Mubarak Al Nahyan, has reported its busiest-ever year in 2012 for medical evacuation (Medevac) missions – up by 10 per cent over another record year in 2011.

Royal Jet is also the oldest company to provide medevac services having flown over 1,650 missions to date.

“Our medical evacuation service has earned a reputation of being dependable and trustworthy, ” said Shane O’Hare, President and CEO of Royal Jet. “Our service goes well beyond providing air ambulances, medical teams and equipment.

“We provide medical escorts for patients travelling by commercial airline to ensure a seamless, expert bed-tobed service. We arrange private road ambulance and helicopter transport and hospital appointments anywhere in the 34

I December 2012

world and organise travel on behalf of the patient’s family.

Just as we do with our luxury jet charters, we aim to offer our Medevac clients a quality of service that is second to none.” Royal Jet operates two dedicated Medevac aircraft, a Gulfstream G300 and a Learjet 60, which are supported as required by any of its fleet of six Boeing Business Jets. O’Hare added that he is looking at fleet expansion to meet the rising demand for Medevac support.

“Our air ambulances are equipped to the highest medical standards. This includes intravenous infusion pumps, arterial blood gas monitors, defibrillators,

ventilators, oxygen systems, and monitoring for blood pressure and electrolytes,” explained O’Hare.

“Our team specialises in all forms of critical care, emergency care and anesthesia. They are experienced in neonatal and pediatric medicine, cardiac conditions, transplant candidates and recipients, patients using ventilators and those with head or spinal injuries. In the past few years Royal Jet’s Medevac division has handled missions in the most challenging of situations across community, political and government sectors from around the world and nearer home in the GCC.

MIDDLE EAST

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Contact Mrs. Niki Nouri Customer Relationship Manager M: +971 (4) 4334 360 35 December 2012 I niki@gutenberg-dubai.com

REPORT

Record Breaking Five New Aircraft Join Emirates Fleet in December Global expansion continues as A380 and Boeing 777 fleets grow The current Emirates fleet will expand by five aircraft in the month of December as the carrier adds three new A380s and two new Boeing 777s. Maintaining its edge as one of the world’s fastest growing airlines, one A380 and one Boeing 777 have joined the network in the first weekend of December and the remaining three will join throughout the month.

The new additions to the fleet will mark the arrival of Emirates 118th and 119th Boeing aircraft and its 28th to 30th A380s.

As the largest operator of both the A380 and Boeing 777 in the world, Emirates’ new additions will support its growing route network. Ever growing, the list of cities Emirates’ serves expands with two new destinations in December – Lyon, France and Phuket, Thailand. In addition, service to Warsaw, Poland, and Algiers, Algeria, will begin in the first quarter of 2013.

“Adding a single new aircraft into the fleet, for any airline, requires careful 36

I December 2012

planning and good logistical support,” said Adel Al Redha, Emirates Executive VicePresident of Engineering and Operations.

“However, adding five new aircraft over the course of one month is a true achievement.

Notwithstanding the precise planning that takes place in inducting these aircraft into the network, none of this would be possible without our professional team of flight crew, cabin crew, engineering, airport and ground operations personnel.”

“I commend our teams for their commitment and professionalism in providing a seamless transition in taking delivery and the induction of these aircraft into our service; as well as their dedication in ensuring our passengers experience the latest innovation in cabin furnishing and our award-winning service every day, on every flight across our 128 destinations on six continents,” he added.

An unrivalled flying experience, the Emirates A380 remains extremely popular

among passengers; gaining accolades for its unique features such as the on-board lounge, shower spas and - an Emirates standard across the entire fleet –award winning inflight entertainment in every seat, in every class with more than 1,400 channels. Specifically deployed on high density routes where extra capacity is needed, Emirates A380s reduce congestion at airports and lead the industry for quiet, environmentally-friendly operations. Emirates has the world’s largest fleet of A380s which currently serve Amsterdam, Auckland, Bangkok, Beijing, Hong Kong, Jeddah, Kuala Lumpur, London Heathrow, Manchester, Melbourne, Moscow, Munich, New York JFK, Paris, Rome, Seoul, Shanghai, Singapore, Sydney, Tokyo and Toronto.

In early 2013, Emirates will expand operations in Dubai at the world’s first fully A380-compatible facility at Dubai International Airport.

REPORT

SRI LANKAN AIRLINES BOOSTS LINKS TO RIYADH SriLankan Airlines will this month boost the frequency of its flights between Colombo and Riyadh to meet increasing outbound demand from Saudi Arabia into the local and wider Indian and Far East markets via Bandaranaike International Airport in

A designate member of the oneworld global alliance, the carrier will introduce an additional three flights on the route from December 13, 2012, increasing frequencies from two to five a week.

Flights between Colombo and Riyadh were introduced

by SriLankan Airlines in March 1988, initially operating on a weekly basis, but a second rotation was introduced from

July 1999. The airline competes directly with Saudia on the route, the Saudi Arabian national carrier now offering up to four flights per week, two of which operate on a triangle basis also serving Jeddah. In the first nine months of 2012, an estimated 103,000 O&D passengers travelled between Colombo and Riyadh, up 2.7 per cent on the same period in 2011. SriLankan Airlines held an 18 per cent share of traffic this year, down from 23 per cent in 2011.

SriLankan currently flies to eleven Gulf and Middle East destinations operating a total of 59 flights a week. The airline’s full network spans 64 destinations in 35 countries worldwide.

Doka Best Austrian Company in the GCC During an annual gala event organised by the Austrian Trade Commission for the GCC, Doka, the formwork technology leader in the construction industry, was named winner of the “Best Austrian Company in the GCC 2013”.

The esteemed award, which receives applications from numerous companies, aims to highlight a corporate leader in contributing “Operational Excellence” and hence expanding growth of the bilateral relations between Austria and the GCC. Scrutiny and selection of the recipient is managed by the Austrian Trade Commissioner for the GCC and an independent advisory board from the Austrian Business Council.

Mr. Peter Vogel, Director Doka Group Middle East was present to receive the award, as well as senior Doka management from the region. Expressing his appreciation, he said, “Doka Middle East region is a robust operation whose growth has increased ten-fold over the past decade. Our ME roots date back

to the 1970s, with today thousands of completed projects in the highrise, commercial, residential building and civil engineering sectors. Our secret to success was sharpening our competitive edge [as we served the region], ensuring the best formwork technology and engineering are provided to the construction market. With our specialised expertise we will continue

to be a leader in the construction sector.”

Closing the presentation, Doka thanked the Austrian Trade Commission for its proactive support throughout, and Peter Vogel reiterated the company’s commitment as a corporate member of the Austrian Business Council to propagate Austrian commercial interests in the region.

December 2012 I

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TECHNOLOGY

Lufthansa’s Germanwings Concept Blends Premium and No-Frills Lufthansa is launching its new concept for European direct services on July 1, 2013, six months after the group’s direct services unit will be merged with lowfare affiliate Germanwings.

The new airline, to be branded Germanwings, is a blend of premium and no-frills products and the group’s last effort to turn around its short-haul network to profitability.

Germanwings will operate 32 Airbus A319s and A320s that have formed the fleet of the current low-fare airline.

Lufthansa is shifting over 29 A319/320s for a fleet of 61 narrowbodies. The unit also is wet-leasing 23 Bombardier CRJ-900s from Eurowings, one of the group’s regional subsidiaries. The new Germanwings is to reach €1.8 billion in annual sales and 16 million passengers with a combined fleet of 84 aircraft, slightly fewer than the 38

I December 2012

90 originally envisaged. Lufthansa has decided not to transfer all of the existing non-hub fleet to the new unit. Some aircraft are shifting to hub flying, and the company has decided to accelerate the retirement of its Boeing 737-300 and -500 fleet.

With the kickoff date in July, Germanwings plans to offer three fare categories. “Best” will provide flexible tickets, lounge access, priority security lanes, full frequent flyer recognition, free baggage and free drinks and meals on board. The middle seat will remain free in the first three rows, which are reserved for premium passengers. Germanwings is offering the business class-style service on

all domestic routes and trips to Belgium, Austria, Switzerland, France, Russia and the U.K., but not on leisure services to the Mediterranean. Germanwings has decided on a 32-in. seat pitch in the first 10 rows.

Tickets in the “Smart” category are flexible, but can only be changed for a fee. Even frequent flyers can only use the lounge for a €25 charge, but drinks and snacks, as well as baggage, are free. The “Basic” plan is the cheapest, offering 29-in. seat pitch. Fares start at €33 one-way, and baggage, food and other services are extra. Germanwings CEO Thomas Winkelmann says Smart fares will be offered from €53.

December 2012 I

39

PRODUCT UPDATE

GAC unveils new eco packaging solution

Vopak, Sabic to develop new storage terminal in Saudi Arabia Tank storage service provider Vopak and Saudi Basic Industries (Sabic) have formed a joint venture (JV) to develop a new storage terminal in King Fahd Industrial Port at Jubail, Saudi Arabia.

Sabic holds 75% stake in the JV, known as Jubail Chemical Storage and Services Company (JCSSC), while Vopak will have the remaining 25% stake. Upon its scheduled completion in early 2015, the new facility will have an initial storage

capacity of about 250,000 cubic metres.

The first phase of the development will feature about 40 commodity and specialty chemical storage tanks with truck handling and ship loading facilities for five berths.

Vopak said that the new terminal, which has a potential for expansion in the future, will help serve Jubail’s growing demand for petrochemicals and downstream industries in the region. Vopak operates 84 terminals with a storage capacity of about 30 million cbm in 31 countries.

New Cat Lift pallet truck redefines the standards The highest safety standards, lowest operating costs and industry-leading performance are all combined in the new platform pallet truck from Cat Lift Trucks.

The NPV20N2 features a fold-down operator platform and folding side bars, making it the ideal all-round truck for both ride-on and pedestrian use. Designed to carry loads and drivers between 20 and 50 metres and for vehicle loading and unloading this new truck is narrower than its predecessors adding to its manoeuvrability.

The tiller can also be operated vertically at ultra-low speed, in “tortoise” mode, to access the tightest spaces, adding to its flexibility. The tiller is ergonomically designed and along with the low step height adds to operator comfort. The new design now 40

I December 2012

GAC Packaging Solutions has introduced a new packaging solution for liquid & dry cargo transportation.

The new solution, known as g-drum, is developed and patented

by International Liquid Packaging Solutions.The solution features collapsible, sustainable storage units for liquid & dry bulk transportation with cost savings of about 10%.

According to the company, g-drum eliminates the need for preconditioning and post-cleaning disposal as well as reduces responsible care premiums which will allow customers to benefit from lower operating costs.

The company said that it will rent out the g-drum units on a contract basis and is responsible for delivering the drums to suppliers for loading.

GAC will also be responsible for collecting the drums once loaded, shipping the loaded units to the end-user and collecting the empty, collapsed drums and returning them to the original loading points.

incorporates a standard battery, which means this truck can readily be added to any fleet. Access to critical components has been made easier to speed up diagnosis and maintenance. A new integrated drive and lift system has fewer components, a sturdier sealed chassis, and has been endurance tested.

GAC Packaging Solutions acting managing director Johan Andersson said, “The g-drum leasing programme makes good sense - both financially and ecologically - for our customers, who are naturally seeking to make cost and efficiency savings wherever possible, whilst also reducing their carbon footprint.”

MIDDLE EAST

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Demand & Inventory Planning Manager Erbil,Iraq Opportunity to work as Demand & Inventory Planning Manager with experience from a Food/ FMCG distributor in the Middle East for a leading importer and distributor of frozen and chilled food products with a wide customer base in Kuwait and Iraq.

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• Responsible for Forecast and Inventory management process and planning to facilitate reach of sales objectives and contribute towards company profitability.

• Apply & improve forecasting techniques, method, approach, accuracy measures and ensure forecasting processes and methods are properly followed by Sales & Marketing departments.

• Collaborate with Sales & Marketing team to develop and lead implementation of the annual Demand/ Forecasting & Inventory plan.

• Direct and manage daily purchase operations, reconciliation of inventories on record versus actual physical counts, follow-up with suppliers and service providers on in-bound shipments status.

• Collect on-time and analyze sales data needed for forecast and inventory.

• Design, generate and chair the forecast and inventory meetings/reviews with senior management to provide weekly/monthly forecast/ inventory status reports.

• Conduct inventory analysis of stock rotations and near expiries to streamline warehousing inventory levels.

• Conduct success evaluation analysis of various trade and consumer promotion and highlight learning.

Requirements: • Minimum 4+ years FMCG/Food experience in Demand Planning/Forecasting/Inventory management processes • A hands-on supply operations individual, continuously challenges status-quo to positively impact sales operations and constantly drives 42

I December 2012

for work synergies across the various concerned functions.

• With particular attention to details and accuracy, being continuously ready to state punctual facts for company’s interest without hesitation.

• Motivated to meet deadlines and targets, an over achiever in stressful and continuously challenging/changing market dynamics.

• Analytical, problem solving, able to multi-tasks and establish priorities • Planning, decision making and communication/ team work skills • Presentation and computer skills • Fluent in English and Arabic.

Head of Projects (Project Logistics) - Dammam, Saudi Arabia Transport & Logistics Company, Attractive Package Dammam, KSA As Head of Projects the candidate would be responsible for reporting directly to the Country Manager and to the Senior VP for Projects – ME & Africa, this role requires the selected candidate to maintain the Industrial Projects vertical as a standalone P&L, across all KSA Provinces.

Responsibilities: • Responsible for building & heading the Country Projects Department.

• The suitable candidate should have a working knowledge of how EPC contractors conduct their business, including processes for prequalifying the Company.

• Understanding the scope of works & the implications, risk and exposure of agreed contract terms is an imperative, allied to which, you should be aware of the importance of QHSE within the vertical, & undertake compliance / anti-trust online training.

• In addition you will be expected to build, establish & maintain communication with local approved subcontractors, for the purpose of market awareness.

Ideal candidates: • Should have the ability to communicate at all levels, across all cultures. To achieve this, the candidate should be articulate & be capable of

operating under their own initiative, including, but not limited to, production of reports / route surveys to an international standard.

• A willingness to travel, with a flexible, hands-on approach is a prerequisite.

• The selected candidate should have ability to “think-on-your-feet” & clearly present solutions / options to our Clients, in an analytical manner, & be able to competently address any issues raised, including alternative scenarios.

Requirements: • Should have recently worked in a similar position for a minimum of 5 years, but have additional industry multi- modal experience, including air, sea, land & barging. A working knowledge of heavy lift / ODC transport / installations solutions should be known, in order to provide the Client with the most cost competitive / practical solutions.

• The candidate should demonstrate a solid Project Logistics operational base with the ability to develop business with a commercial aptitude – Saudi experience is an advantage • The candidate should be fluent in spoken / written English, • Comprehensive working knowledge of the following MS Office Programs: PowerPoint / Excel / Word.

• KSA Driving license is required

Head Supply Chain Solutions, India Based in Mumbai, the company is pan-India Supply Chain Solutions provider who is a leader in the design and delivery of cutting-edge logistics and supply chain solutions. With over 30+ years of rich and varied experience the company has evolved into a consolidated, single point SCM solutions provider to some of the world’s largest companies in India. An outstanding opportunity for a professional to make a real impact in a high growth logistics and supply chain distribution business within the supply chain sector, the candidate will be responsible for driving business growth by providing the right supply chain solution using the best in class solution and network optimization tools.

Responsibilities: • Have 6 plus years experience in SCM Solutions

LOG. CLASSIFIEDS

design - ideally with a 3PL Logistics Provider and/ or Logistics, Supply Chain Consulting provider/ supply chain department of other industries • A Bachelor of Commerce/M B A in Supply Chain / Operations • Be able to demonstrate a solid understanding of Transport Management and Supply Chain Solutions for a range of industry sectors • Hands on experience with various modeling tools pertaining to optimization / transportation models using a range of transport and warehouse modelling tools such as CAST, Route Pro, Pitec along with above average skills in MS Office (mainly EXCEL, PowerPoint, Word) with the ability to analyse comprehensive data • Outstanding project management skills – Prince 2 would be an advantage • Strong language and communication skills and have the ability to communicate with local colleagues on a professional level

in business development / solutions design for contract Logistics.

• Able to initiate senior level meetings and lead from the front in the marketplace.

• Be able to demonstrate a solid understanding and experience of the theory and practice of Supply Chain Management, Transportation Management and Supply Chain Solutions.

• Excellent communication and organizational skills in multi-tasks environment.

• You will be a strong leader, able to motivate and develop a new business and account management teams.

Transport Manager, Singapore As an experienced Transport manager you will be well versed in managing a fleet of 65 vehicles performing 180 runs per day. You will need to have extensive planning experience to schedule the runs and optimise the delivery sequencing for a large pool of retail outlets across Singapore and be comfortable in managing sub contractors and outsourced 3PL providers. You will need to have strong Singapore domestic transport experience gained either in a 3PL or a shipper environment and be very comfortable planning for a fleet of this size in a manual environment.

BDM - Contract Logistics (Domestic Transport) INDONESIA Based in Jakarta, the company is internationally ranked as one to the top three Contract Logistics companies in Asia with a strong reputation for quality and global solutions. The candidate should be a highly performance focused and success driven sales professional who brings with them a track record in Contract Transport and Logistics Business Development with experience in managing an end to end sales pipeline.

Supply Chain Manager (Manufacturing) - Bahrain The company is a leading manufacturer of consumer disposable and packaging products.

They are currently seeking to hire a wellexperienced and qualified Supply Chain Manager.

The role is based is Bahrain.

Requirements: • Minimum of 5 years+ Business Development within the Domestic Transport sales or similar sales role with a proven track record of success

www.log.ae

Issue 46 | APRIL 2012

www.log.ae

Issue 47 | MAY 2012

OIL & GAS

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

www.logmiddleeast.com

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

PREVIEW | 30

TECHNOLOGY | 38

BusinEss siMuLAtiOn

INNOVATION | 22

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

Responsibilities: • Proactively lead and manage the Purchasing team across all disciplines to ensure the delivery of the required results and objectives of improved levels of cost, quality, product availability and service • Support the Managing Director and COO to develop/deliver efficient and consistent best in class Supply Chain processes • In partnership with Product Development, Sales and the COO, expand, evaluate and develop new suppliers, products and procurement strategies.

• Ensure the attainment of the operational goals pricing, tangible cost savings, quality service level improvements, timeliness and consistency of supply across the range in all categories and reporting on a timely basis.

Requirements: • Degree in Purchasing, Supply Chain Management, with Membership of an accredited Association of Purchasing & Supply • At least 10 years senior and progressive management experience in supply chain purchasing, procurement and sourcing functions in the high-volume packaging and consumer disposable industry organisation • Management of Global Purchasing, Procurement & Sourcing activities for Raw Material Packaging, Production Consumables, Traded Products, Critical Tolerance Capital Equipment and Spare Parts.

• New Supplier Identification, management and development • Experienced in the negotiation of best prices and terms & conditions with suppliers • Extensive knowledge of sourcing in the Gulf Region, as well as other key regions such as, Asia, the Pacific Rim and the Far East.

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 at info@gutenberg-dubai.com to receive the format requirements.

December 2012 I

43

EVENTS

JANUARY

UPCOMING

Supply Chain and Logistics Summit Asia

LogiCon

Singapore; 8 - 9 January 2013

www.logiconeurope.com

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

Amsterdam; Netherlands; 5 - 6 FEBRUARy 2013

www.sclasiasummit.com

THE ST ALBANS MODEL RAILWAY EXHIBITION

3RD ANNUAL ROAD PLANNING,DESIGN AND CONSTRUCTION, MIDDLE EAST DOHA; QATAR; 25 - 28 FEBRUARY 2013

THE ALBAN ARENA; ST ALBANS; UK; 12 - 13 JANUARY 2013

CRITICAL EQUIPMENT MAINTENANCE KUWAIT CITY; KUWAIT; 17 - 20 FEBRUARY 2013

PROMAT SUPPLY CHAIN EXPO 2013 iata world cargo summit 2013

21-24 JANUARY 2013

doha; qatar; 12 - 14 march 2013

www.promatshow.com

www.iata.org

OMAN CONSTRUCTION SUMMIT

EXTENDED SUPPLY CHAIN CONFERENCE LONDON;UK; 12 - 13 MARCH 2013

COOLCHAIN LOGISTICS EUROPE 2013

Al Thuraya Tower II, Office 1402 Dubai Media City P.O.Box 502547, Dubai, UAE

McCORMICK PLACE; CHICAGO; USA;

GRAND HYATT MUSCAT; OMAN; 27 - 30 JANUARY 2013

Gutenberg Publishing FZ-LLC

Tel: +971 (4) 43 34 360 Fax: +971 (4) 451 7945

Managing Director: Reinhard Wind reinhard@gutenberg-dubai.com EDITORIAL

www.esc-lon.co.uk Editorial Director: Silke Wind

BASEL; SWITZERLAND; 28 - 30 JANUARY 2013

LogiTurkey INFRABRAZIL URBAN TRANSPORT

ISTANBUL; TURKEY; 13 -14 MARCH 2013

SHERATON WORLD TRADE CENTRE; SAO PAULO; BRAZIL;

www.logiturkey.com

silke@gutenberg-dubai.com Senior Editor: Niki Nouri niki@gutenberg-dubai.com

28 - 29 JANUARY 2013

OFFSHORE WIND & SUPPLY CHAIN CONFERENCE & EXHIBITION ABERDEEN CONFERENCE & EXHIBITION CENTRE;

SUPPLY CHAIN & LOGISTICS SHOWCASE

Cynthia L. Borce

www.supplychainchina.net

cynthia@gutenberg-dubai.com

ProcureCon Indirect

LAYOUT & DESIGN

PHILIPPINE PORTS & SHIPPING

London; UK; 16 - 18 april 2013

MANILA; PHILIPPINES; 30 - 31 JANUARY 2013

www.procurecon-indirect.com

www.transportevents.com

Phitofex Grafik Design ADMINISTRATION Office Administrator: Jenny Watts

TRANSPORT LOGISTIC

info@gutenberg-dubai.com

MUNICH; 7 - 9 JUNE 2013 www.transportlogistic.de

AL BUSTAN ROTANA HOTEL; DUBAI; 30 - 31 JANUARY 2013

Customer Relationship Manager:

SHANGHAI; CHINA; 13 - 14 MARCH 2013

SCOTLAND; UK; 29 - 30 JANUARY 2013

EMERGING AIRPORTS CONFERENCE AND EXHIBITION

SALES & MARKETING

LOGISTICS LINK LIVE

PRODUCTION Production Assistant: Philipp Takler philipp@gutenberg-dubai.com

NEC BIRMINGHAM; UK; 5 - 6 JUNE 2013 http://live.logisticslink.co.uk/

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

Disclaimer: The details provided in the calendar may be subject to change. Please contact the organisers directly before making any arrangements.

44

I December 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.

YOUR GERMAN MAGAZINE

Click & Read version distributed via social media ISSUE 38 - AUGUST 2012

XS SUMMER EDITION

XS SUMMER EDITION

Der Ferien-COUNTDOWN läuft

distributed in the UAE

regional & international

iSSUE 35 - MAY 2012

SHOEBUSINESSMODELL YOUR LIFE Ut omnissum aut is net ea pera ariore prepudis

Schuhe als Fashion & Geschäftsmodell

SCHUHDESIGN

MIDDLE EAST EDITION

Auch die VAE zapfen an

Wasser & Luft durch Motoren vereint ...

12,000 HTML

ISSUE 39 - SEPTEMBER 2012

WIESN TRENDS Was man dieses Jahr trägt ...

scalaria airchallengeamWolfgangsee

6,000 Print magazines

MIDDLE EAST EDITION

ISSUE 37 - JULY 2012

www.kompassworldwide.com

www.paparazzishoesuae.com

TECHNIK TRENDS

KNIPEX IN DUBAI

GESUNDHEIT

CITYLIFE AKTUELL

DER NEUE PASSAT

SONNE IN DEN VAE

CITYLIFE AKTUELL

GESUNDHEIT

KNIPEX IN DEN VAE

EVENTS iN TOWN

LOG.LEO AWARDS 2012

EURO-PLEiTELÄNDER

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)

June-July 2012 I

47

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