Supply Chain Digital Magazine – April 2014

w w w. s u p p l yc h ai n d ig i t al . c o m

A p r il 2014

ALIGN STRATEGY WITH MERCHANDISE LIFECYCLE PLANS FOR SUCCESS BAMBOO ALTERNATIVE CONTAINER FLOORING

RFID IS A WIRELESS WONDER TECHNOLOGY TRANSFORMING THE SUPPLY CHAIN WORLD

APRIL CREDITS Team SALES:

PROJECT MANAGEMENT:

Managing Director EMEA Kiron Chavda

Senior Project Manager EMEA Michelle Dade

COO Americas & Asia Aaron Wells

Project Manager USA & Canada Robert Spence

Sales Director Africa Oliver Bishop

Project Manager Australia Andrew Rossillo

Sales Director Europe James Pepper Sales Director Australasia Nick Ledue Sales Director East Coast Jason Wright Sales Director Canada Mike Magno Sales Director Latin América Taybele Piven Sales Director Brasil Sergio Ambrosino

DESIGN: Art Director Noushin Nourizadeh Team Leader EMEA Frazer Jones Senior Designer EMEA Stephen Giles Lead Advert Designer Holly Bennett Junior Advert Designer Mandy Farnell

EDITORIAL:

Graphic Designer USA & Canada John Laue

Group Editorial Director Abigail Phillips

Graphic Designer USA & Canada Oscar Orozco

African Business Review Managing Editor Sheree Hanna

Graphic Designer Australia Tani Yasso

Business Review Australia Editor Laura Close

Graphic Designer Australia David Tran Graphic Designer Brasil Fabio de Almeida

Manufacturing Digital Associate Editor Matthew Staff Construction Digital Editor Joel Levy Supplychain Digital Editor Joseph Wilkes Staff Writer Thomas Wadlow Food Digital Editor Sasha Orman Business Review Brasil Editor/Project Manager Simone Talarico Business Review América Latina Editor/Project Manager Rebecca Castrejon Healthcare Global Editor Alyssa Clark Energy Digital Editor Thomas Melville

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SAN DIEGO OFFICE 5901 Priestly Drive Suite 300, San Diego, CA 92008 BOSTON OFFICE 100 Cummings Center Suite 402C Beverly, Mass 01915 UK OFFICE Grosvenor House Prince of Wales Road Norwich, Norfolk UK NR1 1NS

EDITOR’S COMMENT

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It’s the way we tell em’ WHAT A CRACKING ISSUE we have for you this month.

As I have said many times before, the Supply Chain is one of the most vibrant playgrounds in the business world and April’s edition reflects this.

It has been a while coming but I am sure you will agree that our feature on the uses of Radio Frequency Identification Technology (RFID) has been worth waiting for. This seemingly simple micro technology is taking parcel monitoring to a new level. These tiny, unassuming tags are bringing improvements to security, warehousing and can lead to a reduction in costs.

“Bamboo?” I hear you ask. But never fear, we haven’t gone all mushy over pandas but instead are taking a look at how this material could save costs and help cargo companies meet sustainability targets by being an alternative to traditional materials used for the floors of intermodal containers.

We also revisit some old favourites, Lean supply chain and Product Lifecycle Management, proving that these topics are not even close to becoming tired and are reflective of this complex and ever-evolving sphere of ours.

The Top 10 this month has some muscle as we list the heavyweight CEOs in the world’s biggest logistics companies.

Enjoy the issue.

Joseph Wilkes joseph.wilkes@wdmgroup.com APRIL | 2014 |

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CONTENTS APRIL 2014

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42 Kellogg’s

14 Logistics

62 National Van Lines

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INDUSTRY LEADER COMPANY PROFILES

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EUROPE Kellogg’s: Distribution Division, UK & Ireland Takes on the challenge of the cube 42

FEATURES Logistics Bamboo tops list as alternative container flooring

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Supply Chain Management Align strategy with merchandise lifecycle plans to succeed 14

Procurement Maximising your PLM Investments 20

Technology RFID is a Wireless Wonder 26

Top Ten Supply Chain CEOs 32

USA Propak Propak Branches Out

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National Van Lines Exceptional service while moving your memories 62 AUSTRALIA Genesee & Wyoming Australia Pty Ltd Natural resource management in South Australia APRIL | 2014 |

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LOGISTICS |

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APRIL

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Bamboo tops list as alternative container flooring

Intermodal operators are looking to replace traditional container floors with alternative materials as the appeal of plastics and hardwood increasingly dwindles Written by: Joseph Wilkes

APRIL | 2014 |

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Logistics Bamboo - alternative container flooring

B

amboo is now being utilised in container floors as the rail and intermodal industry continues its drive to improve the environmental and economic efficiency of its operations.

A report by the Container Owner’s Association (COA) has found that the production volume of containers fitted with floors using materials other than the traditional tropical hardwood plywood has gradually risen over the past two years.

Most of this volume is bamboo and, the report says, it is now the only alternative to tropical

hardwood plywood being produced in any significant volume.

In 2012, despite dry container production being at a relatively low level and the total production for the year 2013 estimated at being about 2,400,000 TEU (twenty foot equivalent unit), in 2012, 650,000 TEU of dry freight containers were fitted with bamboo floors and the estimate for last year is some 720,000 TEU. This figure represents 30 percent of the year’s total dry container production.

Bamboo benefits The benefits of bamboo floors

A bamboo floor supplied

by Nantong New Atlantic Forest Industries

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over other alternative flooring systems for intermodal containers, such as plastic-wood composite and larch/birch hybrid, include availability and price.

It is also kinder to the environment due to its biodegradability and its abundance compared to wood from trees.

However, The Green Guide Institute (TGGI), an independent research and information organisation for consumers, points out that it is best to ensure suppliers use lower eco-impact methods when turning bamboo into fabric.

That may not be such an issue in the context of an intermodal

PLAY

container floor, but concerns have been raised about the adhesive used in the manufacturing process, which can release volatile organic chemicals into the air of an interior space over time, according to Joseph Lewitin of About.com.

Lewitin added that most bamboo floors have this adhesive in them, although the level of adhesive used and the amount of VOC’s APRIL | 2014 |

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Top left: Hardwood plywood. Above: Bamboo floor Left: Wood/plastic composite

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It is now the only alternative to tropical hardwood plywood being produced in any significant volume� emitted will vary depending on how the planks are manufactured.

But whatever the case may be, there is much talk about the natural resource and its increasing use in a number of spheres.

Multi-use Along with its appearance in the intermodal world, it has been and is being used in construction, to make paper, sports apparel, in the automotive industry, on construction sites and in the home,

for floors, furniture and fittings and even a case for an iPhone.

It is also a highly renewable resource as a bamboo plant can grow to full maturity in three to five years, compared to upwards of 20 years for hardwood trees.

And, as it has the same dimensions as tropical hardwood plywood floorboards, it can be installed without any modification to container production lines and replaced by plywood floorboards if damaged in service and no bamboo APRIL | 2014 |

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Logistics Bamboo - alternative container flooring

Bamboo is being used in construction, to make paper, sports apparel, in the automotive industry, on construction sites and in the home for floors, furniture and fittings and even a case for an iPhone�

iPhone with Bamboo case 12

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replacements are readily available.

According to the COA, the main manufacturers of the bamboo floors are CIMC; Nantong; New Atlantic Forest Industries (NNAFI); Jiangxi Dechang Bamboo Board Company and Fujian Heqichang Bamboo.

The Association said that these floor suppliers have a wide range of customers and their floorboards are used in open top and 45ft European containers as well as 20ft, 40ft and 40ftHC dry boxes.

Flooring options The COA report, Alternative Flooring Systems for Shipping Containers, said: “The hunt for alternatives to the tropical hardwood floor goes on and a number of possibilities are being pursued or investigated by various parties.”

Other than bamboo, an example is a design for a steel floor made of five sheets of steel running the full width of the container.

Each sheet is four foot long with stamped corrugations running lengthwise down the container.

Designed by Hapag Lloyd in conjunction with CIMC, this design’s corrugations add strength to the panel, allowing the thickness to be reduced to just 3.2mm.

An additional three cross

members have been added but despite this, the use of 3.2mm plate has enabled this new design to be “weight neutral” compared to 20ft with a plywood floor.

Trials of this design are now underway and the COA is auditing and compiling a list of suppliers which will be made available to members.

Plummeting plastic The number of plastic and composite floors being installed in containers was expected to rise in 2012, but it didn’t, nor did it in 2013.

The COA report said: “There are (or were) two players in this market (plastic and composite) – MCI and Conforce – and they took very different approaches.”

“MCI focused on using recycled plastic, as it is cheap and readily available, formed into planks with strengthening longitudinal steel omega sections.

“Conforce, for their Eko-Flor, use a special thermoset plastic supplied by Bayer, which is much stronger than recycled plastic but more expensive.

“Orders have not been forthcoming because of the unwillingness of buyers to pay a premium of between $140 and $250 per TEU for a composite floor.”

APRIL | 2014 |

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SUPPLY CHAIN MANAGEMENT |

APRIL

Align strategy with merch lifecycle plans to succee Customer expectations have changed and a lean supply chain must now take into account the modern, varied life of a product, that’s according to Steve Davis of software and consultancy company JDA

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handise ed

Written by: Joseph Wilkes APRIL | 2014 |

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Supply Chain Management Align strategy with merchandise lifecycle

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ny attempt to apply ‘lean’ thinking to a manufacturer or retailer’s supply chain must have merchandise life cycle plans in alignment with supply chain strategy to succeed, according to the Vice President of Strategic Services at software company JDA. Steve Davis of the American software and consulting company, which specialises in supply chain management, likes to make sure that companies he deals with apply the lean process to the merchandising planning process, all the way from the very beginning.

Lean, the production practice that considers the expenditure of resources on anything other than the creation of value for end customers as wasteful, has been taken up by companies across the globe since it was developed out of the Toyota Production System of the mid-20th Century and began preserving value with less work.

But for Davis, if a company does not have a merchandising planning process and product lifecycle plans in alignment with its particular supply chain model, all it will end up with is a more agile supply chain that will only serve to back merchandise into stores.

He said: “A good example is the 16

Zara high street retail brand model of ‘fast fashion’, an eight-week supply chain, that sort of thing.

“If they don’t have a merchandise planning process, and an assortment or ranging planning process that is in alignment with that, and that they don’t have lifecycles of their products that are in alignment with that, all they are going to end up doing is having a more agile supply chain that is going to just backup merchandise into the stores.

“That is not a completely lean supply chain, because it just means everything flows down. It ends up looking like flooding damage!”

Changing times For Davis and his JDA colleagues, the very definition of supply chain has changed.

This is another thing that they feel strongly about with relation to the process of leaning out a supply chain; that the process no longer ends at the store shelf, but in the customer’s hands.

There are now many different ways in which a customer can procure products from a retailer and with the advent of online retail comes the ‘click and collect’ culture, where deliveries are made straight to homes.

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This means that ‘the last mile’ and the final step into the customer’s hands, all now have to be a part of the supply chain.

“If you are really going to work on leaning out the entire supply chain, you need to look at efficiencies all the way through,” said Davis.

“With the different ways a retailer now provides product to the customer, it is putting tremendous pressure on merchants’ planning need to plan for that, because it affects the life cycle of the product, it affects the time that different channels might offer product to the

All they are going to end up doing is having a more agile supply chain, that is going to just backup merchandise into the stores” – Steve Davis, VP Strategic Services, JDA

The final step into the customer’s hands now has to be a part of the supply chain

APRIL | 2014 |

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Supply Chain Management Align strategy with merchandise lifecycle

customers at different time frames.”

It is also, said Davis, affected tremendously by the modern customer’s expectations of what service they can expect.

He said: “If 10 years ago you walked into a store and they didn’t have something, you might comeback in a couple of weeks in the hope that they will, or if you saw it in the store but didn’t buy it and then when you returned a week later and it was gone, you figured ‘well, that was kind of my fault’.

“But today, if you go online and you know there is something from a retailer you want, but they don’t have it in stock when you go to purchase, your impression of that retailer’s standing is affected, and you might Tweet about it or put it on Facebook (meaning bad publicity).

“So the expectations of new customers have had a dramatic effect, not only on the product selection, but also the supply chain to that customer.”

retailer with a women’s spring collection.

This retailer needs to understand what number of pieces is wanted for the lifecycle it has and, said Davis, should align the purchase of the clothing collection with its specific supply chain strategy.

This strategy should ideally provide for delivery to each of the

Different needs An example Davis gives when talking about starting at the very beginning of the merchandise planning cycle, is that of a fashion Collection-led web adverts appear long before product arrival instore 18

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different channel outlets that are required, and at times that are most efficient times for those varied outlets.

The collection might be led by an advert on the internet a week before it arrives into the store, whipping up online interest. The retailer will have different supply chain needs to make the goods available to those

If you are really going to work on leaning out the entire supply chain, you need to look at efficiencies all the way through” channels faster or in a different time frame.

A specific retailer that Davis cites as an example is Chico’s women’s clothing in Florida, US. He said: “Chico’s has done a very good job of managing all their different collections; because they are very collection driven they have a very short lifecycle on them, so they have got a tremendous amount of what looks like churn but they have done a very good job of managing that, over the lifecycle of all their different products.”

APRIL | 2014 |

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PROCUREMENT

Maximising your PLM Investments Maximising the benefits accrued from investments in Product Lifecycle Management (PLM) technology while reducing the total cost of ownership can be a difficult task.

Here, one expert shares insights on how companies can maximise ROI from PLM Written by: Hardeep Singh Garewal, President of European Operations at IT services specialist ITC Infotech

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APRIL | 2014 |

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Procurement Maximising your PLM Investments

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roduct Lifecycle Management has driven a great leap forward for industrial productivity, reducing costs, speeding up time to market and maximising supply chain collaboration, among other benefits.

Organisations are increasingly putting PLM applications to good use across global locations.

With PLM, manufacturers are ensuring that design activities are in sync, engineering processes remain consistent, and design and production teams are always working from the latest information.

But when it comes to managing PLM solutions, organisations face a 22

considerable challenge in keeping their applications aligned with their business strategies. Skills are in short supply, budgets are under scrutiny and the pressure on the business to keep on changing is continuous. Moreover, businesses really don’t want to tie-up precious internal resources with managing and deploying complex PLM systems when they could be better used developing new products to increase revenue and profits.

Managing these complex PLM applications efficiently is both challenging, as well as expensive.

A report published by American Society of Mechanical Engineers

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Product Lifecycle Management explained - Part 1 (ASME) highlights the emergence of a global model for engineering product development. According to the report, most engineers believe that the coordination of global teams is a necessary skill.

An article published by MIT also highlights the trend of a globally distributed product development model. Collaborating over global development can be challenging and needs a robust framework.

The success of the product design or development process in a global model depends on the integration of the product development process with other key processes such as material sourcing, timely

compliance, marketing data integration, and even the quality of post sales service. PLM’s capability to integrate these functions with product development units offers a comprehensive solution. However, PLM can be misused, wasted or function at lower efficiency if certain issues aren’t addressed, including a lack of skilled staff; limited budgets; and the continuously evolving needs of business. These are some of the most basic roadblocks to successful PLM implementation.

With business processes becoming more sophisticated and specialised, a process designed exclusively for one company APRIL | 2014 |

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Procurement Maximising your PLM Investments

To get even more value from PLM technology, a support team with matching domain experience is essential� cannot necessarily be applied to a different organisation. The alternative to an off-the-shelf PLM application is building a custom PLM solution because it could be next to impossible to effectively manage unique processes without this type of tailored PLM. However, with the initial investment and annual maintenance costs, the total cost of ownership (TCO) with customised PLM can often be exorbitant. Also, with custom code, the probability of errors increases, upgrading the software becomes challenging, and in the long run the entire implementation can lead to an application lock-in state that is difficult to get out of.

Configuring some PLM solutions on the other hand can be a surprisingly effective alternative.

With a configured PLM solution there is a shorter learning curve and users benefit from industry-specific functions and faster updates.

Configuration is also often cheaper compared to customisation has 24

a familiar interface and does not require a special development team.

With reduced costs of maintenance and the elimination of the heavy investment required for a custom PLM solution, configured solutions can offer significant improvements in the TCO. To get even more value from PLM technology, a support team with matching domain experience is essential. These domain specialists should have the ability

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Product Lifecycle Management explained - Part 2 to tweak the configuration to deal with any changes in industry trends. Partnering with domain specialist IT solution providers offers significant benefits when it comes to implementation and configuration. Since IT solutions companies have experience and knowledge of best practices in designing business processes they can enhance the PLM configuration to best suit the market needs. With experienced consultants handling

the configuration of the application, companies benefit from easier upgrades and thereby lower TCO. Since IT solutions companies work with a variety of processes across the industry, they can provide comprehensive assistance in integrating other processes, while ensuring better ROI. By outsourcing the entire PLM configuration companies not only receive the benefits from efficient implementation, but also reduce the TCO. APRIL | 2014 |

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TECHNOLOGY |

APRIL

RFID is a Wireless Wonder This technology is quickly transforming the supply chain world and its various applications are speeding up numerous processes and taking parcel monitoring to a new level Written by: Joseph Wilkes

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adio Frequency Identification technology could soon allow for the costeffective automatic identification and tracking of the location of objects or people in real time within a building or other contained area, using battery-less RFID tags.

RFID tags are being introduced that have the ability to be positioned above an area to create a wide-area read zone for monitoring tags and the movement of tags.

According to Tom O’Boyle, Director of RFID at Barcoding, Inc., these readers will significantly reduce the cost of implementation and increase the ability for enterprises to scale their RFID infrastructure.

“Couple the new readers with tags that have improved read distances in a smaller size with less cost and we start having the ability to use passive tags for true Real Time Location Systems (RTLS),” said O’Boyle.

He added: “This is a very exciting new paradigm shift happening in the industry with regards to RFID readers.”

Enhancing technology RFID is becoming ever more prevalent across the world, bringing APRIL | 2014 |

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TECHNOLOGY RFID is a Wireless Wonder

improvements to supply chains including those in less developed countries.

To give one example, the Dutch footwear brand Wolky has decided to attach RFID labels during the production of its shoes. The barcode label on the box will be replaced by one with an integrated Nedap RFID label.

The RFID labels can be scanned in large numbers in a short period of time with an RFID scanner in the logistics chain and in the store.

As a result, any deviations between the items sent and the items received, as well as any differences between actual stock

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levels and the administrative stock levels will be determined immediately and corrected.

This will lead to fewer ‘no’ sales, lower inventory costs, reduced losses, increased turnover and improved margins.

O’Boyle added: “RFID has great potential. It is estimated that in 2013 more than four billion UHF (ultra high frequency) passive tags were shipped.

“That growth curve is very sharp.

UHF passive tags are primarily used in supply chain and asset tracking applications.

“Ten years after their explosive introduction, we are finally seeing

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what we expected – RFID is enhancing supply chain operations to improve warehouse, stocking, and inventory processes.” and real-time locating systems Tailoring technologies and software to give The company O’Boyle manufacturers greater visibility and works for stresses the stronger access to information. importance of applying the It solves problems around the best-fit technology for each client. inability to find the exact location Its team has the ability to of rack and container fleets; use passive RFID, active RFID, inaccurate count of empty versus barcode, voice or other automation full containers; severe rack damage technologies to improve the client’s requiring costly, time-consuming operations. maintenance and repair and lack of A good example of a specific tracking receipt of new racks. use comes from a company called O’Boyle said: “Force-fitting Zebra Technologies, which recently released its Rack & Container management solution designed for auto manufacturers.

It is designed to track the location, status, condition and history of each rack and container within the company’s automotive supply chain.

It is a real-time data tracking solution that combines RFID

APRIL | 2014 |

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TECHNOLOGY RFID is a Wireless Wonder

RFID into use cases only causes more effort within an organisation to ensure accurate data collection, and ultimately leads to dissatisfaction among the users.

“Therefore, we make an effort to recommend the best-fitting technology or blend of technology to help our clients become more accurate, efficient, and connected.”

Things to consider The major advantage of RFID systems is they work without contact and require no line of sight.

When implementing RFID, said O’Boyle, it is important to reduce or eliminate user intervention and line of sight.

He said: “If a system is deployed and meets those criteria, the use of the system is automatic and requires little involvement. As a

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..the use of the system is automatic and requires little involvement... data will flow into the customer’s existing operations software and become actionable data that truly adds value” result, the data will flow into the customer’s existing operations software and become actionable data that truly adds value.

“This may require the customer to change their current operational flow to take advantage of the technology. However, deploying RFID within a flawed process will lead to a lack of confidence in the data and eventually a re-introduction of manual processes.”

RFID labels can be scanned abundantly and quicky APRIL | 2014 |

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TOP 10 SUPPLY CHAIN CEO’S

Supply Chain CEOs

We rundown a list of the top men at the world’s biggest logistics companies. Written by: Joseph Wilkes 32

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Xavier Urbain CEVA Logistics The newest CEO in our list, Urbain was named CEO of CEVA in January 2014. He held several senior positions as Kuehne + Nagel and was CEO of ACR Logistics and Hays Logistics. He started his career with Deloitte & Touche as an external auditor. He holds a PhD in economics and a degree in advanced accounting studies.

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Jens Bjørn Andersen

DSV Andersen became CEO of DSV Road Holding in 2007 and Group CEO in 2008. He began with the former Samson Transport Co in 1988, holding various positions. Following DSV’s 1997 acquisition of Samson, he became CEO of DSV Samson Transport. From 2001, he was CEO of Tollpost Globe AS in Oslo and was headhunted for the CEO job at DFDS Transport Ltd./ DSV Road Ltd. in England in 2003.

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TOP 10 SUPPLY CHAIN CEO’S

7 John Wiehoff CH Robinson Worldwide An employee at CH Robinson since 1992, he has been CEO since 2002. He won a role in public accounting with Arthur Anderson LLP as a graduate, with CH Robinson being one of his clients. He joined the company eight years later as a controller in the finance department. He became Chief Financial Officer in 1998.

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Kenji Watanabe Nippon Express Watanabe serves the Chief Executive Officer and President of Tokyo, Japanbases Nippon Express Co Ltd. He has been in this position since June 2011, having joined the company in April 1972 and has held a wide number of positions. He obtained his Bachelor of Law (LLB) degree from Chuo University in March 1972.

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Dr Rüdiger Grube Deutsche Bahn AG

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Grube is, apparently, also the Vice President of the Hyundai Motor Company, a director at Mitsubishi and at McLaren Group and also non-executive director for The Airbus Group.

Since 2009, he has been Chairman of the Management Board and CEO of the Federal Republic of Germany-owned railway company, the parent of DB Schenker. It was struggling and Grube had to begin by making tough decisions regarding cuts.

Dr Detlef Trefzger Kuehne + Nagel Prior to joining Kuehne + Nagel in 2013, Trefzger was on the Executive Board of Schenker & Co AG, 2004 – October 2012. In 1994 he was Principal at Roland Berger and Chief Financial Officer of Schenker in 1999. He was Executive Vice President Contract Logistics of Kuehne + Nagel Group, March 2013 – August 2013, when he became Group CEO and responsible for Contract Logistics.

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TOP 10 SUPPLY CHAIN CEO’S

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Dr Frank Appe Deutsche Post AG (DHL)

Frederick W. Smith FedEx Modern-day legend and proof of the American dream, Smith is the founder of one of the biggest companies in the world. Now a $45 billion interest, the idea for it began during Smith’s three-year stint, 1966-69, as a US Marine, where he observed closely the logistics and procurement of the armed forces and was inspired to start up an overnight delivery service for civilians. He founded Federal Express with his $4 million inheritance (modern equivalent $23 million) and raised $91 million ($525 million) in venture capital in 1970.

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Appel has been CEO 2 2017. He has a PhD in ETH (Swiss Federal Ins He was a Consultant a McKinsey & Co in Germ was then elected to Pa German Business Man 2000 he joined Deutsc Director of Corporate D

el

2008 and will be until Neurobiology from stitute of Technology. and Project Manager at many since 1993 and artner of Member of nagement in 1999. In che Post as Managing Development.

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2 D. Scott Davis UPS Also Chairman, he has brought about significant improvements in UPS’ logistics network as it expanded its reach and capabilities since 2008. He joined in 1986 when UPS acquired Oregon aviation technology company, II Morrow, of which he was CEO. He completed a term as chairman of the board of the Federal Reserve Bank of Atlanta in 2009 and is on the Board of Honeywell International, Inc. MARCH | 2014 |

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TOP 10 SUPPLY CHAIN CEO’S

1

Nils S Andersen Maersk

From Denmark, Andersen trained as an economist and joined AP Moller Maersk in 2007 as CEO after a career as a controller with Nordic Sugar and the Carlsberg brewery group through the 1980s and ‘90s.

At Carlsberg he was Executive Vice President and then CEO of breweries in Spain and Germany.

He spent two years on the executive board of HERO consumer foods in Switzerland, before returning to Carlsberg in 1999 to lead a number of acquisitions, market entries and group-wide initiatives.

His work is said to have turned around the financial performance of the Carlsberg group and strengthened its global position.

At Maersk, he fronted a transformation process which led to a more focused portfolio, a leaner organisation and increased competitiveness. The group’s transparency and communication with stakeholders also increased.

From 2011 Andersen has been heading a new long-term strategy with focus on four core growth businesses within shipping and oil & gas, Maersk Line, Maersk Oil, APM Terminals and Maersk Drilling.

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WE ARE PASSIONATE ABOUT showcasing some of the most innovative, inspiring and forward thinking companies within every major sector from across the Globe.

We have a dedicated team continuously researching the most successful and pioneering enterprises, giving us the opportunity to discuss their latest operational strategies and ongoing achievements as well as interview the ‘Industry Leaders’ behind them.

IND LE

We take pride in giving these companies a chance to

shout about their success story, not only helping to promote their own developments and brand, but creating a forum

to enable other businesses to learn and adapt according to latest business trends. Many of our company reports are

also supported and driven by world leading associations and industry bodies or events.

Welcome to our “Industry Leaders” section for this issue!

Abigail Phillips Group Editorial Director abigail.phillips@wdmgroup.com Are you an ‘Industry Leader’? Does your company have a story to tell? If so, please contact me for your own inclusion!

DUSTRY EADERS page 41

COMPANY PROFILE SECTION >>

Kellogg’s: Distribution Division, UK & Ireland

Kellogg’s Distrib

the challeng

Agility and innovation along with the ability to respond to th hub in Kellogg Europe and part of a $15 billion global cerea

Written by: Joseph Wilkes 42

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bution takes on

ge of the cube

he variability that comes with being the largest distribution als and snacks company is what makes this operation tick

s > Produced by: Craig Daniels APRIL | 2014 |

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Kellogg’s: Distribution Division, UK & Ireland Taking on the challenge of the cube

K

ellogg’s Distribution is working on fully maximising ‘the cube’ of warehouse space as it continues to move further into the snacks industry following the acquisition of crisp brand Pringles.

The distribution arm of one of the UK’s most historic brands, Kellogg’s, is also developing a solution with communications technology leader Voitech to become the first ever firm to use cutting-edge voice picking technology to cube pallets as part of its large warehousing operation.

Kellogg’s, which makes iconic cereals including Corn Flakes, Crunchy Nut and Special K, purchased Pringles in 2012 for $2.7 billion. It’s Head of UK and Republic of Ireland Distribution, Abzy Shaikh, is now planning new methods of getting the most out of the available space at the international company’s main warehouses in Trafford Park, Manchester, in the UK. Shaikh said: “Our ambition backed by strategy is to ‘explode snacks’ and so that means the distribution centres we have are not necessarily sufficient. We are

UK & ROI Distribution Leadership Team with Julie Faulkner, UKI Supply Chain Director (2nd from right)

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It is just about perseverance, being proactive and above all creating a culture that allows its people to learn from failure” —A bzy Shaikh, Head of UK and ROI Distribution taking the concept of cubing out a container or truck and applying it to our warehouses – with the aim of sweating these assets “We are looking at how we fully maximise the cube of warehouse space. We have a project looking at different types of racking solutions above loading bays, walk ways etc., which was traditionally just ‘dead’ space. These are 14 metre high warehouses so the opportunity is there – we just need to find the right solution to store more in a way that is appropriate for our fast-moving environment.”

Strategy Kellogg UK’s strategic goal is “to grow our business by feeding every

Abzy Shaikh family in the UK throughout the day”.

More specifically, key “choices for Kellogg include increasing share of breakfast in and beyond the bowl,” growing its Snacks business and winning in all retailers.

Julie Faulkner, UK & Ireland Supply Chain Director, said: “From a supply chain perspective setting ourselves the highest standard to become a ‘world class’ operation is essential. I firmly believe that agility, innovation and executing with excellence will underpin our success.

“For us, driving a continuous improvement mind-set at all levels is a critical cultural building block, as it engages, empowers and motivates the whole team.”

APRIL | 2014 |

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STL half pg FNL_V1 03/03/2014 10:31 Page 1

YOUR COMPETITIVE ADVANTAGE

The Simple Solution to Complex Problems STL operating an Island of Ireland stockless solution for Kellogg’s, supporting both radial and direct delivery solutions in the 32 counties of Ireland, managing lead times to suit the just in time requirements of the fast paced retail sector.

STL Logistics, Logistics Centre, Annacotty Business Park, Annacotty, Limerick. t: +353 61 200200 e: info@stllogistics.ie

www.stl.ie

High Performance Palletising Solutions We deliver an up-lift to your supply-chain – also on health and safety. Our palletisers exceed your line-reliability requirements to maximize ROI We strike the agenda of SC executives who need •

Reliability – OEE friendly

•

Predictability – Customer friendly

•

Scalability – Growth friendly

•

Simplicity – Operator friendly

Tel: +45 2269 2154

Web: www.dan-palletiser.com

Borgergade 17, DK - 4241 Vemmelev

Kellogg’s: Distribution Division, UK & Ireland

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Supplier Profile

STL Logistics Shannon Transport manage a fleet of 100 vehicles. This is supported by 175 trailers, which are capable of carrying ambient, chilled or frozen merchandise. We provide training for all our drivers to ensure the customer’s product is protected from collection to delivery.

Website: www.stllogistics.ie

Visit us online:

Supplier Profile

Trying new things Innovation is key to Kellogg’s Distribution operations and Shaikh speaks of challenging the status quo.

With voice picking technology, a warehouse operator uses a hands-free headset connected to a computer to perform certain tasks that would have previously required manual input. The computer can also provide verbal prompts to the wearer.

Shaikh said: “The other thing that is quite innovative to the field that we are in is voice picking. Traditionally it is used in retail, the headset tells the operator to go a particular location, pick the product, put it in a rolling cage.

Voice Picking at KW1 Warehouse

High performance palletizing solutions. Our palletisers exceed the reliability you require from your entire line. We deliver an up-lift to your supply chain – also on health and safety. We strike the agenda of the COO, Production director, Supply Chain director and everybody else who need -Simplicity -Reliability -Stability -Predictability -Scalability.

Website: www.dan-palletiser.dk Visit us online:

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Kellogg’s: Distribution Division, UK & Ireland Taking on the challenge of the cube “When you pick to a cage it doesn’t have to be uniform or square, but when we pick, our pallets have to be cubed as they are double stacked to a height of up to 2.9m wherever possible – again vehicle utilization being the key driver.

“Voiteq is number one in UK for voice picking and their people say this is the first time the technology is being used to cube a pallet.

“It saves valuable time and is better than hand held scanners.

Our operators are moving while it is telling them where to go, the operators don’t have to scroll up and down on a little screen to select and confirm their products and that — Abzy Shaikh in itself is estimated to deliver up to 20 percent increase in our case pick rate efficiency.

“It is the combination of the split second improvements that can add up to a much greater value overall – referred to nowadays by the term ‘the aggregation of marginal gains’.”

This is an example of Kellogg’s Distribution challenging the status quo. When the plan first arose, there were people even in Shaikh’s team who needed convincing that this Manchester plant finished was worth trying. case goods warehouse, fully The easy thing, as in most cases, automated – ‘nothing touches would have been to accept that it human hands’ Production to could not be done, as that was the Distribution Centre situation when the business unit first

“I like to think of Distribution as an ‘enabling’ function rather than a supporting one we are in the middle - so we have to be flexible and agile but at the same time cost-effective”

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approached Voiteq, but instead the team challenged it to work for them.

Shaikh said: “So we got Voiteq in.

We have a number of examples of that, where we have tried something and it has delivered value within our operation time and time again.

“It is just about perseverance, being proactive and above all creating a culture that allows its people to learn from failure.

“It’s that old adage of better to try and fail rather than fail to try!”

Agility Also key to Kellogg’s Distribution’s operation is agility in responding to operational variability.

For example, an average day might see 20 orders from a customer but recently, Shaikh said, a client had made 70 orders in one day and the challenge is to be agile enough to respond to such variability.

Shaikh said: “I like to think of Distribution as an ‘enabling’ function rather than a supporting one - we are in the middle – so we have to be flexible and agile but at the same time cost-effective.

“So we don’t just throw money at it, instead we find a way of keeping the costs down but making sure we offer maximum agility.”

On an average day the operation will see more than 100 full truckload APRIL | 2014 |

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Kellogg’s: Distribution Division, UK & Ireland Taking on the challenge of the cube

Insulation Vs Refrigeration for warmer destination, heat sensitive products (pale coloured boxes) cocooned within standard containers (darker coloured boxes) reduces CO2 and costs significantly 50

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deliveries out. On top of that it deals with intercompany loads, sending stock out to warehouses across Europe.

To deal with this workload Kellogg’s Distribution uses logistics partners Norbert Dentressangle and Bibby Distribution, who are part of the team at the company’s Distribution Centres (warehouses) in Manchester.

Kellogg’s outsources all its transport, other than the shuttle vehicles that move products from the big plants to the distribution centres. These are managed and deployed in partnership with Bibby Distribution.

Shaikh maintains these partnerships are fundamental to the success of the operation and stresses that his team is made up of people from these partners and good alignment is key.

Shaikh said: “We overcome the challenges by making sure we have good alignment and good communication and the General Manager at ND and the Contract Manager at Bibby are part of my leadership team, so they can actively participate in delivering the basics as well as shaping our future.

“They come to the leadership team meetings and are part of discussions with the rest of my Kellogg managers, we come

Merlin Warehouse – Project to Cube out warehouse space through the use of Bridge Racking together as one team. We don’t treat them as separate – they are an integral part of the operation. This helps with best practice sharing, and in making sure we are aligned on what needs to happen – this way we have one goal too.

“The benefits are clear, they are experts in their field and what they can do is bring the outside in; it is very easy for any organisation to become inward facing, and you don’t know what you don’t know. I see the expertise and value available within these individual organisations as an extension of our network.”

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Kellogg’s: Distribution Division, UK & Ireland Taking on the challenge of the cube

The Kellogg’s Building, Manchester (UK HQ) Sustainability Another important consideration for the company is its s commitment to the environment and sustainability.

It is a member of various sustainable transport groups and organisations such as the Food and Drink Federation, through which Kellogg’s is committed to reducing water waste and CO2 output.

Kellogg’s Distribution recycles all card and liner, is looking at recycling rain water for use in truck wash, uses motion sensing energy efficient lighting in its warehouses and has tried and tested a solution which exploits insulation over 52

refrigeration methods for shipping its food products. The company successfully carried out a project with the aim of saving energy and money through its refrigerated container processes for certain ’heat sensitive’ products that may be affected by travel to warmer climates.

Under trial conditions, probes were placed in the containers to measure the temperatures as they travel. This showed that while the middle of the container was cool it became warmer towards the outside.

A cross-functional team consisting of Kellogg’s Distribution

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STATISTICS

Industry: Food Founded: 1906 Headquarters: Manchester, UK

and Mediterranean Area Customer Services worked with customers in Greece, Cyprus and in the Middle East devising a process which now allows orders to be shaped into containers so that one third was heat sensitive product and the remaining two thirds was not.

These are loaded on standard containers but the technique involves the heat sensitive product being cocooned in the centre of the container with the other products around it.

This, said Shaikh, means no need for costly, energy-hungry reefer units, which is better for the environment as well as costs.

Key People/Titles: Abzy Shaikh, Head of UK and ROI Distribution Products: Cereals and snacks Revenue: $15 billion (Kellogg’s as a whole) Employees: 30,000 (Globally) Website:

www.www.kelloggs.co.uk

Visit us online:

APRIL | 2014 |

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Propak

Propak

Propak Branches Out 54

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Written by: Sasha Orman Produced by: Seth Lull >>>

Phillip Langford, VP of Logistics at Propak, discusses growth, new industry frontiers, and what makes Propak different

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Propak Propak Branches Out

W

hen entering the supply chain distribution industry, a centralized location is a great place to start.

From its base in Fort Smith, Arkansas, Propak has grown steadily, expanding its reach of warehousing, transportation, logistics and pallet handling services across 21 states from California to the Carolinas.

Today, Propak is exploring new avenues of growth and industry, while remaining as committed to customer service as ever before.

A New Future in Health Care Since 1999, Propak has been building a strong client base within the retail, manufacturing, automotive, and reusable packaging industries. Now the business is expanding into new fields – in particular, the realm of health care.

“We provide a full suite of managed logistics services that lead the industries in which we compete – we felt that the healthcare industry had supply 56

chain challenges that are similar to our current customer base,” says Phillip Langford, VP of Logistics at Propak. “As we researched and reviewed that, we saw that health care is also an industry that looks to continuously improve its offering and embraces technology.

This falls right in line with how we approach our client base at Propak; so we felt it was a natural fit to expand in that sector.”

Going Further In addition to expanding the scope of industries that it works with, Propak is also expanding its national footprint to better serve its clients. “We have made significant investments in the Arkansas and Missouri markets when it comes to our fleet, including putting in new service centers and new service offerings,” says Langford. “We’ve also made significant investments in our warehouse capabilities across the US in multiple major markets and as well as adding new facilities.”

Every business wants to grow, and Propak’s major driver for growth is to better help its client

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base achieve their own goals for growth. “We’re really strong where we move freight within our operational footprint, and we have really strong operational density in the Midwest heading out toward the West Coast – strengthening that infrastructure and that corridor is what makes sense,” says Langford of its Arkansas and Missouri fleet expansions. “We do a lot more than just transportation in that market, so having our own trucks was just a natural fit for us. Strengthening that region allows us to provide better capacity and service times to our existing customers.

“We believe that a lot of our

success comes from adding a lot of depth and breadth to our customer base,” he adds. “We don’t necessarily try to go out and see how many customers we can add. We do strive to add depth to the ones we currently have. We want to know their business as well as (if not better) than they know it themselves.”

Enabling Clients Through Technology “We’re a big believer in using technology as an enabler at our company,” says Langford. It’s that belief that further inspires Propak to support its client base by focusing

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Sallee Inc.

Phone: (620)227-3320

Fax: (620) 227-2218

Propak

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Propak Branches Out Supplier Profile

Sallee Inc. Employees: 96 Established: 2001 Industry: Transportation Services: Sallee Inc is a bulk, HazMat capable carrier. We currently haul crude oil, anhydrous ammonia, and other bulk commodities. We utilize reefer trailers, dry vans, hoppers, high pressure bottles, and tankers.

Management: Levi Allen Operations Manager Website: www.dodgecityexpress.com

on innovation and finding new ways to help clients push their businesses further.

“One thing we’ve worked on with our customers recently is supply chain visibility,” says Langford. “We worked to provide up-to-the-minute, real-time tracking and visibility using GPS mobile technology on customers’ assets.

This technology, including trailer tracking and truck tracking, can drill down to provide real time analytics. We’re also working on different technologies for one of our large automotive customers, providing their supplier base with real time information around container management. This helps to help reduce costs and inventory expenses by connecting all parties and adding visibility which tracks those movements throughout the supply chain.”

The Propak Difference Through economic peaks and valleys, Propak has experienced impressively steady double digit growth year after year. “I would say there are several factors that contribute to that – people, consistency, and listening,” says Langford. It’s these three pillars that not only form Propak’s foundation, but help to set it apart.

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Propak Propak Branches Out

“You have to have consistency in everything that you do, whether running your operation, your customer service, or your strategy,” says Langford. “We feel that your customers need to gain a level of trust and comfort with you in order to continue coming to you for programs and growth, and you have to earn that. We feel that the only way you earn that trust is through consistency. So when you approach a customer from a customer service standpoint – how you handle their day to day operations, how you handle every aspect of dealing 60

with that customer – you have to approach them with a consistent strategy to earn that growth.”

That kind of consistency can only be executed with a top quality team with top quality skills, which Propak aims to deliver. “We truly and strongly believe that, in the supply chain industry, people are what set you apart – we hire the best employees and make sure they fit the customer-first culture that Propak lives by,” says Langford. “Last but not least, you have to be willing to listen. A lot of our decisions are made after

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STATISTICS

Industry: Supply Chain Management / Logistics Founded: June, 1999 Headquarters: Fort Smith, Arkansas

we speak to our customers. If you listen, your customers will tell you exactly what you need to improve on, change, or keep doing. So our people, consistency, and listening are the three factors we feel help us to achieve the growth that we experience year after year.”

That’s good news for clients, because all of that growth is built upon efforts to help Propak clients achieve their goals. When clients grow, Propak grows along with them – and Propak is growing strong.

Key People/Titles: • Steve Clark – CEO • John Shaw – COO • John Cooley – CFO • Justin Marshall – CCO • Kent Watson – VP, Technology • Phillip Langford – VP, Logistics Products: Reverse Logistics, Warehousing, Container/Packaging Management, Transportation, Technology Employees: 1,300 Website:

www.propak.com

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National Van Lines

National Van Lines

Exceptional service while moving your memories 62

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National Van Lines - exceeding customers’ expectations Written by: Thomas Melville Produced by: Seth Lull >>>

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National Van Lines Exceptional service while moving your memories

F

or more than 80 years, Chicago-based National Van Lines has been providing customers with services that include residential moving, commercial moving, warehouse and distribution services. They are a full-service moving company that can provide customers around the world with fast, affordable, and reliable service using the latest moving technology, and the best service providers.

In addition, National Van Lines is a certified women’s business

The Corporate Headquarters for National Van Lines, located in Broadview, IL

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enterprise, led by third-generation CEO Maureen Beal. “When I became the CEO I didn’t realize the amount of businesses that made it to the third generation were few and far between,” Beal said. “We have been very stable and successful and as we move on to the fourth generation, which will be pretty soon, I have no doubt that we will be even more successful.”

The goal at National Van Lines is to deliver exceptional customer service, and provide moving services that are tailored to customers’ unique needs. The company has been rated No. 1 in customer service in the category of van lines by the General Services Administration. Also, the company has been voted as one of the top 100 workplaces in Chicago for three consecutive years.

“That’s one of our proudest awards because it’s voted on by the employees,” Beal said. “We are thrilled with that honor.”

Military service As the leader in military relocation, National Van Lines provides quality responsive service to military service members and

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A National Van Lines helper loads cartons

the families of armed services professionals through their National Forwarding Company.

The company has been transporting Department of Defense shipments since WWII, but created a specialized operation – National Forwarding Company – in 1977 strictly for military moving because of the unique terms and conditions of the DoD transportation contract.

The military, which is the largest shipper of household goods in the world, is the company’s largest national account. National Forwarding Company takes pride in moving not just soldiers, but military

families. It’s an important and major part of their business.

“We are really pleased to serve the military,” said Pat Johnson, president of National Forwarding Company. “It’s more like a mission than a job - we like having the opportunity to make a difference in our daily work. We appreciate that.”

Customer satisfaction The Department of Defense has a survey process in place with their new Defense Personal Property Program (DP3), which is a customer satisfaction survey that the customer completes after the move.

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National Van Lines Exceptional service while moving your memories

National Van Lines helpers unload a dresser at residence

It’s a totally subjective performance assessment of the service provided at origin for packing, loading the truck, delivering the shipment, and overall satisfaction.

National Forwarding Company’s customer satisfaction and quality control processes are tailored around the DoD’s customer satisfaction survey.

It is subjective and it measures exactly how the customer feels 66

what was done and if they were satisfied with the process.

“We closely monitor our scores from the DoD and they have shown a high and increasing level of satisfaction,” Johnson said.

The company chooses service providers based on how they perform on those customer service scores. They then put everything back into their supply chain management model to make sure they have the best local service

providers that can give their customers the best overall service.

going for many years to come and stay successful – so they sold it to the employees.

ESOP “National Van Lines success About a year and a half ago the is based on the dedication of company became employee owned the employees,” Beal said. by implementing an employee “Without them we wouldn’t stock ownership plan. Beal and her have had this success. It brother, the owners of the company, also helps in our employee decided that since their children recruiting to be an ESOP.” were not interested in running According to Beal, the company the business that they would do has a great reputation of how well something that kept the company it treats its employees. “We care APRIL | 2014 |

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National Van Lines Exceptional service while moving your memories

A National Van Lines packer shows daughter that her best friend will tr

for them. If they are ill or have problems we work with them and try to do what we would do for anyone in our family.”

A new initiative being implemented throughout the company by Tim Helenthal, president, COO, is the “3B’s – Be Flexible, Be Honest, and Be Better” as an approach to daily business.

The philosophy is to remove the “we can’t do this” mentality and replace it by approaching each situation with flexibility and thinking about ways to do things differently and more efficiently.

“It’s important for us to keep out of the tight boxes that we each put ourselves in our jobs and to

embrace being flexible,” Helenthal said. “Our goals are to be better today than we were yesterday.”

Community involvement The company works with a number of charities such as the American Cancer Society, the Marianjoy Rehabilitation Hospital in Wheaton, Ill., and the Wounded Warrior Project. In addition the company works with Aspire, which helps adults and children with developmental disabilities.

Since becoming involved with the Wounded Warrior Project several years ago, the company has contributed more than $100,000 to the care of severely injured soldiers.

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STATISTICS

Industry: Household Goods Moving

s the customer’s ravel safely

Funds are raised when military customers complete their customer satisfaction survey.

“We tell them that we will donate $5 to the Wounded Warrior Project if they complete the survey and that comes out to quite a bit annually,” Johnson said.

The company also is involved in the Adopt a Platoon program where they send platoons in remote locations letters and care packages with warm socks, snacks, and toiletries. In addition, the company has sent 15 WWII veterans to the WWII Memorial in Washington, D.C. through the Honor Flight program.

Founded: 1901 Headquarters: Broadview, IL Key People/Titles: • Maureen Beal, Chairman and CEO • Tim Helenthal, President and COO • Pat Johnson, Vice President, Military Affairs Products: Household goods relocation Revenue: 105 million Employees: 136 Website:

www.nationalvanlines.com

Visit us online:

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Genesee & Wyoming

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Genesee & Wyoming: Leading the Way in Central Australia

Managing Director Greg Pauline discusses work safety procedures and upgrades for rail operator Genesee & Wyoming’s Australia operations Written by: Sasha Orman // Produced by: Jeff Soboleski >>>

G

enesee & Wyoming has a passion for transport.

The global rail freight operator has a strong presence in Australia’s central corridor, linking South Australia to the Northern Territory with 5,000km of track hauling bulk commodities and specialty shipments for a wide range of customers from mining outfits to Coles and Woolworths.

In all of its operations and improvements, the central goal is transport that is at the top of its game in safety and efficiency.

Emphasizing Safety at Every Turn When your industry involves the movement of large vehicles weighing thousands of tons at high speeds, the importance of strong safety practices cannot be overstated. At Genesee & Wyoming, safety is more than just a rule on paper – it’s meant to be a way of life.

“Safety is a critical part of the industry – not just the rail industry, but also the road industry,” says Greg Pauline, Managing Director of Genesee & Wyoming’s Australia April | 2014 |

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Outstanding flexibility and performance that maximises operational effectiveness UGL’s C44ACi is the latest generation of high performance diesel electric locomotive developed with a focus on operational requirements and varying track conditions throughout Australia.

In collaboration with technology partner, GE Transportation, UGL has produced a 4,500 GHP AC locomotive solution that can be configured to suit a wide range of haulage requirements.

This flexibility of design allows for both heavy haul and high speed freight operation and is considered to be a major attribute of the locomotive.

THE C44ACI AT A GLANCE • Flexibility to operate both heavy haul applications and high-speed freight operations • Outstanding power equipped with a 4,500 GHP engine • Haul heavier loads with GE’s industry-leading AC individual-axle traction control technology that significantly reduces slippage • GE’s advanced dynamic braking technology • Isolated operator cab mounting to reduce vibration and noise transmission • Ergonomically designed low-noise operator cab embodies a well-organised clean and neat style for maximum efficiency

www.ugllimited.com

Genesee & Wyoming Natural resource management in South Australia Supplier Profile

When Genesee & Wyoming Incorporated (GWI) began operations in Australia, culminating in Genesee & Wyoming Australia (GWA), it inherited the existing rolling stock assets of former Government owned railway operations.

While these formed the basis of a vibrant operation for GWA, it became clear that modern locomotive solutions that could be configured to suit a wide range of haulage requirements would be necessary to secure opportunities presented by increased mining activity and the exacting needs of their clients.

reliable kilometres than any other C44ACi fleet in the country.

GWA required more for its first-line locomotive fleet. Greater hauling capacity, increased reliability and availability, increased safety and comfort along with integrated support services that minimise down-time.

Importantly, the outstanding flexibility, performance and maximised operational effectiveness of the C44ACi has transformed GWA’s rail business. The benefits our clients obtain from the performance of this locomotive translate into increased business retention and credibility within the market to win new work.

As the latest generation of high performance diesel electric locomotives on the market, UGL’s C44ACi locomotive could not be ignored. GWA recognised the dominance this locomotive achieved for rail operators across Australia and it was apparent the C44ACi locomotive was the only solution required to exceed their operational needs.

Following manufacture at UGL’s facility in Broadmeadow, New South Wales, nine locomotives went into immediate operational service as the ‘GWU Class’. These locomotives were deployed into intermodal service supporting containerised freight and bulk haulage product tasks within South Australia and the Northern Territory. GWA carries around 800,000 tonnes of intermodal freight and 70,000 tonnes of bulk liquids between Adelaide and Darwin each year. This fleet of GWU locomotives works harder and does more

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Working in seamless partnership with GWA, UGL’s maintenance services and in-service support deliver proven maximum fleet up-time and assurance that once the C44ACi departs, it arrives safely and on-time. UGL and GE are constantly monitoring the performance of the C44ACi family and invest in every aspect that requires improvement from locomotive design and manufacture, through to in-service support. Essentially, maximum uptime is the assurance C44ACi operators gain from UGL’s ongoing investment in reliability growth.

GWA owns 3,500 + kilometres of track in South Australia and the Northern Territory, including the 2,200-km Tarcoola-to-Darwin railway. As an accredited rail-service provider in five states and one territory (all but Tasmania), the decision to adopt UGL’s C44ACi locomotive has been provident for their business.

“We look forward to working with UGL for many years to come as their products and services help to grow our business and to support the needs of our valued customers in central Australia and beyond.” – Greg Pauline, Managing Director, Genesse & Wyoming Australia Pty Ltd

Website: www.ugllimited.com Visit us online:

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Division. “We want to be known as the safest railroad in the world.

That’s a real target and a meaningful target for us, so we do everything possible from a management perspective to look at ways that we can look after our employees every day that they’re at work. As you can imagine, we’re dealing with very large vehicles and all sorts of safety interfaces, so we’ve got to be vigilant and not complacent. We’re always looking for ways to make our operations safer.”

Safety is a critical part of the industry – not just the rail industry, but also the road industry

Safety Through Better Technology Genesee & Wyoming’s progress on safe operations takes several different tracks. One of these tracks is improved technology to safeguard against potential accidents and give railways a strategic work safety advantage over the roads.

“In train sets, you’ll find vigilance systems – the train asks the driver to confirm that they’re awake, or that they’re active, and if they’re not then the train will automatically slow down, bring on its safety systems, and stop the train,” explains Pauline. “Then it’s a problem for our timetable, but it’s a safety feature.

If that happened on a truck on the road, of course it would run off the road if the driver falls asleep.”

Genesee & Wyoming also takes advantage of the latest technology in training its employees, with the result being staff that is better prepared for any situation. “We spent over a million dollars in a new, fully functional simulator which will help us with training,” says Pauline, noting a brand new program that the company commissioned six months ago. “We use that help us April | 2014 |

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Transfield Services is a leading industry provider of asset management services to some of Australia and New Zealand’s largest rail industry owners and operators. Through innovation and best practice we deliver end-toend solutions for our clients with a demonstrated history in the successful management of projects and maintenance programs.

Transfield Services undertakes the construction, maintenance and rehabilitation of rail assets for a number of high profile public and private sector clients in Australia.

Our Rail Capabilities Include: • Construction, maintenance and upgrade of all track gauges • Asset management services • Re-sleepering & re-railing • Drainage works, ballasting and shoulder ballast cleaning • Welding: flashbutt and thermit • Rail grinding • Track inspection • Design and Project management • Construction and replacement of: • Turnouts - points & crossings • Level crossings • Signal & boom gate installation • Civil works - maintenance and construction of rail bridges and road overbridges • Procurement, installation, maintenance and refurbishment of signalling and communications systems • Training Transfield Services has a reputation for excellence in rail safety, exceeding client expectations and delivering services on time and within budget.

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Supplier Profile

bring our training times down. It also enables us to simulate things that the train will do or can see, and will enable us to get the guys to react when they’re not on board a train but are actually in a simulator.”

Transfield Services Employees: Over 24,000 Established: 1956 (Listed on ASX in 2001) Industry: We provide global asset management services to 18 key industries in the resources, energy, industrial, infrastructure, property and defence sectors Services: Our key services include; Asset Management, Consulting, Engineering, Construction, Maintenance, Operations and Upgrades. Our Rail business offers technical expertise and proven delivery methods.

Safety Through Corporate Culture Technology is only as strong as the people who use it. Understanding this, Genesee & Wyoming also invests substantially in a more analog approach to training its crew for the job.

“We’re also looking at ways to work with our crews before they

Ongoing Projects: Our Rail business currently provides technical, operational and maintenance services for key clients such as Aurizon, Queensland Rail, Sydney Trains, ARTC, and GWA. Management: Timothy Harris, General Manager –Rail Brent Lancaster, General Manager – Engineering Steve Protopapas, General Manager – Operations Website: www.transfieldservices.com

Visit us online:

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End-to-End Mobile Communication Solutions base2 is an original equipment manufacturer (OEM) of communications and control room hardware and software. From product inception, electronic design, mechanical design, testing, rmware and software, through to production, all engineering and manufacturing services are performed in-house.

• The base2 ICE, In-Cab Communications Equipment is a modular communications device speciically designed for the rail industry.

• The base2 VCS is a control room system for integrating voice and data communications systems into a touchscreen operator console.

• The base2 National Train Communications System (NTCS) is used for all train control communications on the Australian Deened Interstate Rail network and selected regional areas.

28 Pritchard Road, Virginia, Queensland 4014, Australia Ph: +61 7 3637 5444 | Fax: +61 7 3637 5445 | Email: admin@base2.com.au

www.base2.com.au

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Supplier Profile

start a shift, to get them to think,” says Pauline. This new program, called Wake Up Brain! – WUB for short – consists of brain teasers and problems designed to make sure that train crews are mentally firing on all cylinders before getting into the driver’s seat at the start of a shift. “Our training coordinator has come up with a whole lot of puzzles and thought processes so that, when the guys get into their train and do a couple of exercises before they start their shift or end base2 their toolbox meeting, they’re wide Established in original 1987, base2 has beenmanufacturer (OEM) awake.” base is an equipment of communications and control

End-to-End Mobile Communication Solutions End-to-End Mobile Communication Solutions 2

responsible for design, room hardware andmanufacture software. From product inception, electronic design, mechanical base is an original equipment manufacturer (OEM) of communications and control and software for numerous control 2 testing, rmware design, and software, through to production, all engineering and room hardware and software. From inception, electronic design, mechanical room systems worldwide. are product manufacturing servicesProducts are performed in-house. design, testing, rmware and software, through to production, all engineering and developed primarily for the Transport manufacturing services areCommunications performed in-house.

• The base2 ICE, In-Cab Equipment is a modular communications and Life Safety industries.

Engineering device speciically designed for the rail industry.

• The base2 ICE, Communications Equipment is a modular communications and manufacturing areIn-Cab performed at • The base VCS is a control room system for integrating voice and data speciically designed for the rail industry.

2 Australia. base2device facilities in This includes communications systems into a touchscreen operator console. mechanical manufacturing via Computer • The base VCS is a control room system for integrating voice and data 2 National Train Communications System (NTCS) is used for all train • The base communications systems into a touchscreen operator console.

Numeric Controlled equipment 2 (CNC) control communications on the Australian Deened Interstate Rail network and through to base electronic assembly an • The National TrainviaCommunications System (NTCS) is used for all train 2 selected regional areas. automated surface mount Printed Circuit control communications on the Australian Deened Interstate Rail network and Boardselected (PCB) production regionalline. areas.

Current ongoing projects include the National Train Communications System (NTCS), the Victoria Regional Rail Communications Network (RRCN) and ICE integration with Sydney GSM-R Digital Train Radio System (DTRS).

Website: www.base2.com.au

Visit us online:

April | 2014 |

28 Pritchard Road, Virginia, Queensland 4014, Australia

79

SOLUTIONS ENGINEERED FOR YOU The SKF/Lincoln wayside housing contains the pump, controller, power supply, and reservoir, all within the one weather resistant cabinet. The unit may be used to apply either lubricants for gauge face or top of rail friction modifiers. It uses an axle counter as a controller to signal the frequency of dispensing to the rail and a timer to control the time the pump is turned on controling the volume of material dispensed onto the track.

LINCOLN WAYSIDE UNITS OFFER » Lubrication control from Pump to Port » Gauge face and top of rail options » Excellent weather resistance » AC or solar power options » Metro or remote use » Telemetry option available

Other Engineered Solutions FIRE SOLUTIONS

FUEL SOLUTIONS

MINING LUBRICATION

Fully monitored fire suppression systems from MusterII offering a range of engineered solutions for your equipment.

A diverse range of fuelling nozzles and receivers are available including a matrix series which helps to reduce cross contamination.

A wide range of SKF/Lincoln lubrication solutions for conveyors, shovels, mobile vehicles and fixed plant.

» » »

24/7 monitoring Adaptability Design innovation

» » »

High flow rates Matrix series with 13 colour options Pressureless and pressurised fuelling options

» » »

Fully automated system Engineered for a specific application Centralised lubrication designed to suit your needs

www.jsgindustrial.com

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Supplier Profile

SOLUTIONS ENGINEERED FOR YOU

JSG Industrial Systems Pty Ltd is a subsidiary of the Australian private ide housing contains the pump, controller, company, John Sample Group. ervoir, all within the one weather resistant

be used to apply either lubricants for gauge

In 2012 the John Sample Group will of trading, highlighting time the pump turned on controling the itsislong tradition with industry. JSG pensed ontoIndustrial the track.

Systems Pty Ltd has technically qualified sales personnel based in Sydney, TS OFFER Melbourne, Brisbane, Adelaide, Townsville, om Mackay and Perth. rail options

ion modifiers. It uses an axle counter as a years e frequency celebrate of dispensing to 91 the rail and

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This is especially important considering the long and irregular hours that conductors and crew can often end up working, all the while needing a sharp mind to literally stay on track. “Quite often it could be the middle of the night or a different time when their shift starts, and once they’ve worked a train to a certain point then they have to get into a car and drive back to their home base when they go off roster,” notes Pauline. “So we’re doing a lot of things around psychologically getting them ready for their shift and also asking our crews to come up with ideas where they feel that they

The company also has an enviable reputation in the export market including a joint venture operating in Indonesia.

Qualified territory managers service this area as well as the South pacific FUEL SOLUTIONS MINING LUBRICATION Region incorporating New Zealand, Papua New Guinea & South Pacific Islands.

In 1996 JSG Industrial Systems was certified by BVQI to the international A diverse range of fuelling nozzles and A wide range of SKF/Lincoln lubrication receivers are available including a matrix solutions for conveyors, shovels, mobile standard ISO 9002. series which helps to reduce cross vehicles and fixed plant. contamination.

»

Fully automated system

» High flow rates » Engineered for a specific application This is an acknowledgement that JSG has » Matrix series with 13 colour options » Centralised lubrication designed » Pressureless and pressurised to suit your needs the capacity and capability of supporting fuelling options industry demands in achieving maximum www.jsgindustrial.com return for their investments by producing the highest quality product at the lowest cost.

Website: www.jsgindustrial.com

Visit us online:

April | 2014 |

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Archer Executive Searchhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh �hhhhrhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh hhh�hhhhh�hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhh hhhhrhhhhhhhhhhhhhhhhhhhhhhhhhh�hhhhhhhhhhhhhhhhhhhrhhhhhhhhhhh hhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhrhhhhhhhhh

�hhhhhh�h�hhhhhhh�h�hhhhh Contact Brooke Archer rrrrrrrrrrrrr rrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr rrrrrrrrrrrrrrrrrrrrrrrrr

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Supplier Profile

Archer Executive Search AEC is a boutique business driven by ethical values and focuses on building relationships and expanding networks built on understanding an trust.

Research is also paramount in all Search assignments to ensure the right people are identified, we work with you to tailor the service to ensure we delivers results specific to your business needs. Contact Brooke Archer on 0401 022 397 to start the search your next valued appointment.

Website: www.archerexecutivesearch.com Visit us online:

Supplier Profile

CFCL Australia CFCLA is the premier provider of tailored locomotive and rolling stock leasing solutions to rail operators around Australia, providing them with the operational flexibility required to meet the demands of today’s modern rail environment.

Website: www.cfcla.com.au

Visit us online:

can do their jobs safer. It’s one thing for management to dictate certain things, but we want it to come from our crews and our employees back to us. So we’re encouraging that with a number of programs.”

With such a continual emphasis on safety, it’s no wonder that the principle is firmly rooted in Genesee & Wyoming’s corporate culture. To this end, the company has started using each month as a teachable moment to help employees focus on the always important subject of workplace safety.

Supplier Profile

CF Rail Services CFRS is a leading provider of rail engineering services, particularly freight wagon manufacturing/ modifications, refurbishment of passenger carriages, field and workshop maintenance, major overhauls of locomotives and rolling stock, servicing of track plant, road rail vehicles and equipment.

Website: www.cfrailservices.com.au Visit us online:

NOVEMBER | 2012 |

www.downergroup.com DIRail@downergroup.com

Downer has a broad range of services and capabilities to meet the rail industry’s requirements including: • Specialised equipment in all track gauges.

• Signalling expertise in maintenance, construction, testing and commissioning.

• Multidiscipline and technical project delivery experience.

• Asset management delivery supported by electronic record capture, analysis and reporting.

Downer’s capabilities expand beyond rail infrastructure into: • Rolling stock design, manufacture and maintenance.

• Electrical HV commissioning and maintenance.

• Systems integration.

• Specialised civil and mechanical construction.

YOUR CRITICAL RAIL INFRASTRUCTURE.

DELIVERED.

GEMCO RAIL is one of the leading independent suppliers of rolling stock products & services to the Australian rail industry specialising in the supply, maintenance and overhaul of locomotives, wagons, rolling stock components and track maintenance equipment. e Our national network boasts modern, lean and efficient rolling stock manufacturing & maintenance facilities employing over 200 full time skilled staff delivering reliable products, outstanding service and maximum customer asset utilization.

Our team includes skilled and experienced specialists in: • Locomotive maintenance, repairs, provisioning and overhauls • Wagon maintenance, manufacture, repairs and overhauls • Passenger Car maintenance, repairs & overhauls • Wheel set overhaul • Axle bearings requalification & overhaul • Bogie overhaul GEMCO RAIL also provides specialist railway product lines including: • Cattron-Theimeg Phone : +61 (0)8 9454 9666 • Stucki Company ABN : 61 079 764 444 • Ballast Tools • Ross Equipment 860-870 Abernethy Rd, Forrestfield 6058, Western Australia • Independent Draft Gear sales@gemcorail.com.au • Geismar www.gemcorail.com.au • Bremskerl

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Supplier Profile Downer Infrastructure Downer have been providing comprehensive engineering and infrastructure management services to the public and private infrastructure, energy and resource sectors across Australia and New Zealand for more than 20 years.

Downer provide a unique ability to deliver a complete in-house and cross-sector solution for design management, procurement, installation, construction, maintenance and commissioning across all rail disciplines, including specialised civil works, rolling stock solutions and infrastructure asset management.

Website: www.downergroup.com Visit us online:

Supplier Profile

Gemco Rail Employees: 200+ Established: 1989 Industry: Rollingstock maintenance Services: Locomotive, wagon, passenger car bogie, wheelset & bearing maintenance.

Management: Geoff Thorn Executive General Manager Kim Beardsell Sales & Engineering Manager Website:

www.gemcorail.com.au Visit us online:

“Recently we’ve started a program where we introduce monthly safety themes which we put on our bulletin boards,” says Pauline. “For example, for September we had Secure September, and that was all about everybody being aware that, for any piece of stationary equipment that’s a locomotive or a wagon or something similar, we need to make sure that it’s properly secured so that it can’t roll away. There have been a few incidents in the US in particular recently around some of those oil trains, and in Canada, where there’s been a train that hasn’t been properly secured. We did one in December which we called “Festive December,” because one thing that happens just before the holidays is people switch off, they get ready for Christmas and they’re not thinking about their day-to-day job, and they can make mistakes. So it’s getting them ready: have a great Christmas with your family, but think about what you’re doing up until you go on holidays and be safe on holidays.

You carry your own fuel and conduct inline fueling?

Genesee & Wyoming is not just ahead of the game in terms of safety – the group is also focused NOVEMBER April | 2014 2012 |

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"Smiths Holden - Works in partnership with Genesee & Wyoming to provide cost effective, efficient and reliable vehicles to their fleet."

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JUST 15 MINUTES FROM THE CITY

Ph: 8400 7100 www.smithsholden.com.au

271 Commercial Rd, Port Adelaide SA 5015

• Labour Hire & Recruitment • Human Resource Management • Industrial Relations • Payroll Services • Occupational Health & Safety

Human Resource Solutions

• WorkCover / Return to Work

Great with people, Great for people.

Rail Maintenance & Construction

Welding

A National Leader and Specialist in providing complete Workforce Management and Human Resource Solutions Australia wide, across a broad range of Industries.

Security

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Phone: 1300 458 458 Email: info@gteaustralia.com Web: www.gteaustralia.com

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Supplier Profile

Smiths Holden South Australian dealership for over 90 years. Our experienced staff will give you the most cost effective options for purchasing, leasing, and servicing your vehicle. Fleet management is what we thrive on.

We can give you cost of life reports as well as assess and appraise your fleet whenever required to give you the best value for money a dealership can offer.

Website: www.smithsholden.com.au Visit us online:

Supplier Profile

GTE Human Resource Solutions Employees: 1000 Established: 1995 Industry: Labour Hire and Recruitment Services: GTE is a National, Australian, and Family- Owned Human Resource Specialist with a reputation for exceptional service and effective workforce solutions.

Management: Grace Tombolato , Director

on improving operations in terms of both efficiency and care for its employees. It’s with these tenets in mind that Genesee & Wyoming has implemented such processes as inline fueling and support systems for its crew during long runs.

“We have recently deployed inline fueling on our intermodal fleet, and also for one of our mining customers where we’re running inline fueling,” says Pauline. Inline fueling makes for a more efficient route run, but less stops means a longer run for train crews, meaning that steps must be taken to combat fatigue. “Our competitors don’t do this like we do, but also quite uniquely we also pull a crew van,” says Pauline.

Quite uniquely we also pull a crew van

Robert Tombolato, National Operations Manager Website: www.gteaustralia.com Visit us online:

NOVEMBER April | 2014 2012 |

87

Genesee & Wyoming Natural resource management in South Australia

“The trip from Adelaide to Darwin is about 53 hours, and our crews will be working the train for a shift, then they’ll come off and go into rest in the crew van while the train is continuing,” Pauline explains. “Those are like lounges – they’re quite plush with flat screen TVs, nice reclining lounges, and their own rooms where they can cook for themselves in kitchenettes.

Our intermodal trains have a crew of two, so we’ll have two on and two off – so our guys will be on a couple of shifts over the course of a trip.

When they’re off, they’re sleeping

88

and having dinner and resting and hopefully doing a bit of exercise if we can get them to do that, then they go back into work again. We’re looking at other options on how we can maybe introduce rowing machines and things like that to give them some exercise, as we’re trying to look after their well being.”

Digitizing for Efficiency “As you know, with rail industries probably more than most, there’s been a whole lot of traditional systems and procedures which haven’t kept up with digitalization,

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April | 2014 |

89

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Supplier Profile

WDM Group XWDM Group retains a diverse portfolio of nineteen industry and territory specific brands – each producing its own digital magazine, website, mobile apps and weekly e-newsletter. These unique products keep high-level professionals informed on the latest news from within their competitive business markets. As innovators in digital technology, WDM Group leverages their content across a wide range of digital platforms including iPad applications, social media sites, and more.

Website: www.wdmgroup.com Visit us online:

says Pauline. “For example, various businesses will still get their train orders in paper format.”

Genesee & Wyoming has no intention of being one of those businesses – the company is going through a robust digitalization process to bring its operations to the forefront of the twenty-first century. “We’ve been spending time working through what we absolutely have to have in terms of paper and hard copy to see what we can do electronically,” says Pauline, noting that this task has gotten easier as younger generations join the workforce.

We’ve got in our fleet very new high-powered locomotives, which of course makes us more productive and more efficient ...

And of course our crews love it – they all want to get in because they’re great vehicles April | 2014 |

91

Genesee & Wyoming Natural resource management in South Australia

“When we go out and talk to trainees – and it takes us two years to train from a trainee to be routequalified and certified to operate a train – the younger guys coming through are pretty savvy with their smart phones and their iPads. To move younger guys into that digital world is much easier than the legacy of the older guys, so we have to do it quite gradually. We are spending quite a bit of time understanding what we can do in that regard, and there’s a lot of almost redundant systems which can become much 92

more functional and web-enabled, and we’re doing a bit of work in that regard as well.”

In the end, this digitalization process should prove to be an efficiency not just for itself, but for its customers as well. “There’s a lot we’re doing in that area to make us more efficient and more productive and cleverer,” says Pauline. “Also this gives our customers some access to understanding how in the future we could give them some desktop access to some of our systems, which will enable them

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STATISTICS

Company Name: Genesee & Wyoming Industry: Construction and Energy Founded: 1989 to see how many tons are being moved on a weekly basis, all that sort of thing where we’re starting to see we can give our customers much more transparency than they used to have.”

Upgrading for the Future “We have invested quite a bit of money in capital over the last couple of years, with close to $100 million in new locomotives and wagons for our customers around our bulk commodities,” says Pauline.

Headquarters: Victoria Key People/Titles: Nick Somes, GM Products: landscaping and vegetation engineering Revenue: 60 million Employees: 110 Website: www.gwrr.com

Visit us online:

April | 2014 |

93

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