Supply Chain Digital Magazine - August 2015

w w w. sup p l ych ain dig i t al.c om • A ug u s t 2 015

THE ROADIE APP: The Cargo Shipping Equivalent Of Uber?

THE WAR ON ADDITIVES: revamping The Supply Chain with Simple, Healthy ingredients

Kuwait Airways

Reclaiming National Pride

T O P e x p a 10

nding Por t s

AWARD WINNING UTL Taking Supply Chains To The Next Level

share happiness

EDITOR’S COMMENT

Editor’s Letter H E L L O A N D W E L C O M E T O the August issue of

Supply Chain Digital, just where is 2015 going?

This month our cover story is an in-depth business report on Kuwait Airways which is making a sterling effort to re-gain its once commanding market share in its territory, written by Nye Longman.

I spoke to Gary Winter of UTL, the division of Unipart Logistics; he talked me through what is a breathtakingly modern and efficient supply chain. For example, Winter talks about how a long-term relationship with Sky has developed over the years to the point where UTL re-use or recycle everything down to the Sky engineer’s rope…. which gets sent to a charity that makes dog leads out of it! This is just one of the many examples how UTL has created a closed loop and virtuous circle in its operations.

Heading up the front of book features is an interesting piece on the new cargo shipping app, called Roadie Inc. The new player on the scene has caused quite a stir in the international press; garnering the interest of the likes of Buzzfeed, Forbes, Wall Street Journal…..and now best of all, Supply Chain Digital!

We also have a nicely written piece on food transparency in the supply chain and the challenges related to that when revamping a restaurant menu.

Bringing up the rear as always is our trusty Top 10, which this month features the foremost expanding sea ports.

Enjoy the read, Sam Jermy

Editor

sam.jermy@wdmgroup.com 3

F E AT U R E S

tHE WAR ON ADDItIVES

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TOP10 EXPANDING PORTS

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TECHNOLOGY

The

app

THE CARGO SHIPPING EQUIVALENT OF UBER?

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August 2015

CONTENTS

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Kuwait Airways

Company Profiles MIDDLE EAST 26 Kuwait Airways

EUROPE 40 Rusta 50 UTL

AFRICA 62 Southern Engineering Company

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Airports Council international, Africa region (ACi Africa)

70 Airports Council International, Africa region (ACI Africa)

BRAZIL 76 Viação Itapemirim

62

southern engineering Company

40 50 rusta

UTL

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tHE WAR ON ADDItIVES: revamping The Supply Chain with Simple, Healthy ingredients

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Brian Miller, Vice President of Services at Intesource, answers some questions about food transparency and related challenges in the supply chain w r i t t e n b y : B R I A N M I LLE R

What costs and challenges do restaurants encounter when revamping their supply chains to adapt to such fast changing consumer tastes?

The biggest supply chain challenge in altering your menu is finding enough supply to complete the overhaul. While many chains are publically aiming to be healthier, organic and more transparent in their offerings, doing so is easier said than done. Restaurant procurement teams need to re-evaluate all existing suppliers to ensure they can meet the new standards, and if they can’t, find new vendors to ensure continuity of resources.

These antibiotic, preservative and GMO free ingredients also cost more.

Restaurants then have to decide whether they are going to eat that cost, pass the burden on to the consumers or find other areas to cut back.

How can firms rework supplier relationships to make the transformation as smooth as possible?

Diversifying your supplier relationships and having a rock solid understanding of the supply market is critical for minimising the financial impact of 7

SUPPLY CHAIN MANAGEMENT menu disruptions. The more supplier relationships you have in your back pocket, the better chance you have of finding alternative sources of supply quickly, under agreeable terms and at an ideal price point.

This streamlines the process of procuring ingredients that fit consumer preferences and incorporating them into the menu. When you have longterm, trusted relationships with suppliers, they’re often more willing to help you meet these changing consumer preferences and partner with you to stay on top of the trend.

Many consumers are attracted to fast food because of how cheap it is – but organic food, which they are currently demanding, costs more. How can grocers and restaurants remove additives and preservatives and make food “healthier” while keeping the costs down for the end consumers?

One method for keeping the cost burden away from consumers is to look for other categories where you can cut spend to lower your overall cost structure and find new pockets of savings. Sourcing indirect categories -- such as facility maintenance, construction, uniforms, etc. – can often uncover savings that can counteract 8

August 2015

the greater costs associated with using organic, antibiotic free, non GMO, and preservative free ingredients in your menu items. The key to profitably keep up with consumer preferences is knowing how to find new savings in other areas of the business.

Another strategy is altering the endproduct so it more effectively aligns with the cost and quality structure.

For example, maybe the same dish can be made with chicken, instead of pork, or whichever item is projected to have lower costs for that year. Altering portion sizes – and offering less of the more expensive components – is another common practice.

How do firms make sure suppliers have the “seal of approval” and use the healthy, simple ingredients consumers are demanding?

Ultimately, it comes down to conducting regular supplier audits.

Being proactive about reviews and having proper protocols built into the contract for ensuring ingredient quality will help put greater responsibility on the supplier to make sure their offering is sufficient. Organizations get into trouble when they don’t

THE WAR ON ADDITIVES

“Restaurant procurement teams need to re-evaluate all existing suppliers to ensure they can meet the new standards, and if they can’t, find new vendors to ensure continuity of resources” – Brian Miller, Vice President of Services at Intesource

have the proper visibility into their suppliers’ manufacturing processes.

So far, many suppliers have been quick to get onboard the food transparency movement, and have willingly altered their supply to accommodate preservative, antibiotic and GMO free ingredients. Suppliers for Panera and Chipotle, for example, have agreed to reformulate their recipes to comply with this “no” list.

More often than not, suppliers will be willing to work with you, since setting you up for success in meeting consumer preferences benefits them as well. The key is fostering collaborative relationships, and being clear around what’s expected.

Another example: Walmart recently 9

SUPPLY CHAIN MANAGEMENT set guidelines for its suppliers around taking human antibiotics out of chicken products. Although the guidelines weren’t mandatory, many suppliers still pledged to follow the new protocol.

What supply chain strategies can restaurants implement to help them stay innovative and competitive in the dynamic market?

The supply chain has become a strategic asset for all restaurants. To remain competitive and innovate in

“Diversifying your supplier relationships and having a rock solid understanding of the supply market is critical for minimising the financial impact of menu disruptions” – Brian Miller, Vice President of Services at Intesource 10

August 2015

this dynamic market, procurement can no longer be solely focused on cost, but on collaboration, quality, agility, and adaptability.

Collaboration across internal departments can go a long way. Think about it – if procurement teamed up with marketing, they’d have a better idea of consumer preferences and market volatility and could forecast and innovate accordingly.

PR and procurement could sync up to promote sustainability and quality wins from recent sourcing

THE WAR ON ADDITIVES

initiatives, giving consumers more confidence in your product offerings.

It’s also important to expand your souring goals. The key here is finding the right value from your suppliers and ensuring they can offer the right combination of quality, price and terms, giving you the value you need to create a high quality, innovative product for the market.

How can restaurants reduce the risk involved with menu changes, and still keep up with consumer preferences?

The best way to reduce risk is to diversify the supply base. The bigger and more geographically diverse the list of suppliers, and the more variety you have within that list, the more likely you will be able to find alternative sources of supply as menu preferences change.

Regularly taking categories to bid through e-sourcing can provide procurement teams with a clear view of what other suppliers, products and prices are available, making it easier to find alternative and natural sources of supply that fit changing consumer tastes.

This trend toward food transparency is just starting to take hold. How do you see the “food with integrity” concept taking shape over the next decade? What should retailers and restaurants be doing now to prepare?

The “food with integrity” concept will continue to gain popularity over the next decade. More and more consumers will demand transparency into their food and menus and demand high quality, natural ingredients – and restaurants will continue to meet these demands.

Although some consumers today might be willing to pay a little more for peace of mind in the food they are eating, eventually this push for simple ingredients will become even more mainstream, forcing food service establishments to make healthy options the standard, at no additional cost to patrons.

Retailers and restaurants need to address their supply chains now, so they’re prepared when this trend becomes the norm. This will ultimately have a strong and rewarding effect on profitability, brand and the mechanics of your business.

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TECHNOLOGY

The

app:

The Cargo Shipping Equivalent Of Uber?

The free mobile shipping app connects people with items to send with drivers heading in the right direction Writ ten by: SAM JErMY

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TECHNOLOGY ROADIE HAS CERTAINLY pricked up a few important ears in the first half of 2015. The app is the first neighbourto-neighbour shipping network, starting out in eight southeastern US states of Florida, Georgia, the Carolinas, Alabama, Louisiana, Arkansas, Tennessee early this year.

Now it has rolled out to the entire United States and the app is gaining considerable traction; Buzzfeed, Mashable and Forbes to name three international media outlets who have picked up the story. Its list of investors is another interesting story in itself; Roadie is backed by Warren Stephens of Stephens Inc.; Guggenheim Partners’ Executive Chairman, Alan Schwartz; the UPS Strategic Enterprise Fund and Google Chairman Eric Schmidt’s TomorrowVentures among others.

This invigorating, non-linear business start-up really is intriguing on multiple levels too. The company launched a partnership with Waffle House, a restaurant chain in southern USA, which essentially means its 1,750 restaurants turn into a safe, convenient meeting spot to pick-up and drop-off deliveries.

As an official ‘Roadie Roadhouse’ 14

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Waffle House offers Roadie members roadside discounts too. Items moved through the Roadie community so far include event tickets, antique furniture, TVs, baby gifts, motor parts and more.

Needing an item shipped at short notice or from an obscure location, is a problem experience by many.

The idea is that any person who is driving in that general direction can collect your item and drop it off at the desired location. These people are nicknamed ‘Roadies’ after the unsung heroes of the motorways who make sure music concerts go ahead without a hitch with all the required equipment, hence the company name.

Well received Marc Gorlin, Roadie founder and CEO, said: “Since launching in the Southeast US in January, we’ve seen a tremendous response from people nationwide and beyond.

“Of the more than 20,000 downloads to date, more than 40 percent have been outside our coverage area.

People interested in Roadie are contacting us daily asking us to turn on service in their area. We’re excited to be able to respond to that demand so quickly and give

THE ROADIE APP

‘Since launching in the Southeast US in January, we’ve seen a tremendous response from people nationwide and beyond…

People interested in Roadie are contacting us daily asking us to turn on service in their area’ our Users what they want.”

By tapping into the more than one billion square feet of excess capacity in passenger vehicles already on the road, Roadie is bringing disruptive innovation to the $90 billion shipping industry, similar to what Airbnb and Uber have brought to lodging and transportation.

Gig-List

Sharing Economy While disruption of industries such as transportation and lodging has been widely reported, a new model has yet to emerge to solve the challenges faced by the $90 billion shipping industry, which has challenges to meet the growing consumer demand for same day, next day and 15

TECHNOLOGY

Gig-Detail

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Member-Profile

THE ROADIE APP

out-of-the-box shipping options.

Gorlin said: “There’s an invisible grid under all of our feet made up of the patterns and places we go every day, driving to work, on vacation and just running errands “We designed Roadie to tap into the excess capacity moving along that grid. There is a low cost for the sender, extra cash for the driver and the potential to make the world a better, greener and friendlier place.”

It is perhaps surprising that an investor is from the same industry that Roadie intends to disrupt. “UPS continues to invest in innovation.” said Rimas Kapeskas, Managing Director of the UPS Strategic Enterprise Fund.

“We believe that mobile and the sharing economy are active spaces, generating many creative and intriguing business models, like Roadie. Our Strategic Enterprise Fund is all about staying connected to evolving business models and new technologies.”

Roadie fees are calculated based on a combination of factors, including mileage and urgency, and range from $8 to $150. Pricing in the Roadie beta app is fixed, making payments easy and hasslefree, with no bidding, bartering or

‘There’s an invisible grid under all of our feet made up of the patterns and places we go every day, driving to work, on vacation and just running errands. We designed Roadie to tap into the excess capacity moving along that grid’ – Marc Gorlin, Roadie founder and CEO. in-person exchange of cash.

Roadie, headquartered in Atlanta, is an app-based community that puts unused capacity in passenger vehicles to work by connecting people with stuff to send with drivers heading in the right direction. Roadie’s model enables efficient, low cost delivery for senders and rewards drivers for trips they were already taking.

The Roadie app is available for download in the iTunes Store and on Google Play. To learn more about the world’s first neighbour-to-neighbour shipping network, visit: www.roadie.com 17

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TOP10 EXPANDING PORTS

This month we have taken the time to look at the rapidly expanding sea ports across the globe, from Suez to Santos and from Durban to Dubai Written by: Sam Jermy

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Port of Mombasa, Kenya

This seaport serves as a gateway to eastern African countries such as Uganda, Rwanda, Burundi, DRC, and Southern Sudan. Port of Mombasa encompasses Kilindini Harbour and Port Reitz on the eastern side of the Mombasa Island and the Old Port and Port Tudor to the north.

Facilities include 16 deep water berths and two oil terminals.

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Lekki Deep Sea Port, Nigeria

The development of Lekki Deep Sea Port has been conceptualised on the basis of a signiďŹ cant gap in projected demand and capacity.

Studies show containers is expected to grow at a compound annual growth rate of 12.9 percent up to 2025. The strategic location, exible and optimised layout and modern facilities provide Lekki Port a distinct competitive edge over any other port facility in the West African region.

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GLOBAL PORTS

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Saigon Port, Vietnam

Saigon is the largest and busiest port in the Vietnam, based in Ho Chi Minh City and directly operates in key local seaports including Nha Rong Khanh Hoi, Tan Thuan, Saigon – Hiep Phuoc and Cai Mep – Thi Vai. The port’s assets are valued at almost $186m, in which the land use rights account for as much as VND246bn, providing the resource to partially repay its creditors.

Port of Rashid, UAE

Port Rashid is a port in Dubai which to an extent dominates the shipping activities in the United Arab Emirates. With the largest amount of shipping capacity among all the ports in Dubai, Port Rashid is the most efficient and the leading port in the whole of the United Arab Emirates.

Although smaller than the Jebel Port in Dubai, Port Rashid is one of the most modern port and is also located at a strategic position.

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Port of Santos, Brazil

This Brazilian facility is the busiest container port in Latin America and therefore vital for the export of goods from the continent. For example, the Port of Santos exported 12.8 million tonnes of sugar in the ďŹ rst eight months of 2013 alone.

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Port of Busan, South Korea

The Busan Port Authority (BPA) has only been running the Port of Busan for a decade, but in that time the port has developed into one of the world’s leading ports. Busan handled over 17 million containers in 2012 alone.

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GLOBAL PORTS

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Jebel Ali Port , UAE

Jebel Ali Port operated by DP World, UAE Region, is the largest marine terminal in the Middle East and the flagship facility of DP World’s portfolio of over 65 marine terminals across six continents.

Strategically located in Dubai, Jebel Ali port is at the crossroads of a region providing market access to over 2 billion people.

Sohar Port and Freezone, Oman

Sohar Port and Freezone is a deep-sea Port and Freezone in Oman, a 50/50 joint venture between the Port of Rotterdam and the Sultanate of Oman. As one of the fastest growing port developments in the world, it has an abundance of space that is readily available and filling up fast.

A $60 million deal with a UK-led consortium will see Sohar house the largest rare earth metal plant of its kind outside of China. Plus, agreements with two of Oman’s biggest business houses will see final assembly of 200,000 of the world’s biggest auto brands take place on Sohar’s newly-expanded yard – including the latest models of Toyota, Daihatsu, Lexus, Kia, Ford, Nissan, BMW, and Hyundai.

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Port of Durban, South Africa

Durban port is the busiest on the African continent, and the biggest in terms of container capacity. Strategically placed on the world shipping routes, the port plays a pivotal role in the life of the city. The port of Durban, being South Africa’s main general cargo and container port, handles 31,4 million tons of cargo worth more than R50 billion each year.

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GLOBAL PORTS

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Suez Canal, Egypt

SCCT is an Egyptian joint venture company with domestic and foreign investors. The Dutch company, APM Terminals is the largest stakeholder with 55 percent of SCCT. It is considered one of the largest companies in the industry worldwide, with more than 63 operations.

The company serves 16 maritime lines of the world’s top 20 shipping lines. It also accounts for 50 percent of Egypt’s total container industry.

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Reclaiming National Pride Implementing technological upgrades as well as an extensive rebrand, the airliner is working hard to win back its commanding market share Written by: Nye Longman Produced by: Dennis Morales

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n the face of a decline in its market share, Kuwait Airways is rolling out major changes in order to deliver a renaissance in its fortunes; it has been able to significantly reduce losses while undergoing a substantial rebrand as well as investing KWD16 million in IT infrastructure and the upgrade of its technological support.

Market Share CEO Abdullah Al-Sharhan admitted that his company’s market share was a concern for the management team but, ultimately, he remained confident, he said: “We used to have a share of about 55 percent in the Kuwaiti market but this declined to as low as 18 percent; we have now recovered to a little above 20 percent with the introduction of our new fleet with on-board

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services and new entertainment systems.

“The new personality of the airline is bringing the customers back; a lot of Kuwaitis are still very loyal to the airline; it’s just that we have to make sure we evolve steadily in order to win even more back. What we have recently completed is already having a really positive impact on our market share today.”

“We have also recently gone through a privatisation exercise and have increased our revenues by about KWD20 million during 2014: some of this has been market driven, while some has been achieved through better marketing tactics.”

In the case of this business, the numbers show that the time, money and effort invested in turning the airliner around have not been wasted, Al Sharhan said: “Financial performance has improved; we have cut our losses by 50 percent both in 2013 and 2014 and we hope to finish 2015 with a further cut. Simply, we have improved revenues while cutting costs.”

Kuwait Airways is poised to make gains once the new KAC terminal is constructed at the Kuwait International Airport in 2016, This new terminal has been allocated to the company by the Supreme Council of Aviation in Kuwait, and will be the KAC home until the ultimate T2 Terminal is built in five to six years.

Al-Sharhan said: “We have collaborated with the Civil Aviation Authority of Kuwait, and they have allocated us four gates which is

Abdullah Al-Sharhan, Kuwait Airways CEO

‘Kuwait Airways is poised to make gains once the new KAC terminal is constructed at the Kuwait International Airport in 2016’

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We Always Make You Fly High K U WA I T A I R WAY S

www.alitaliamaintenancesystems.com AMS, thanks to a strong industrial experience gained in the field, is an MRO company continuously refining its services and capabilities in order to face the dynamic challenges of commercial aerospace world.

We are proud to offer a new commercial product, AMS 360°, to increase on-wing performances and lower engine maintenance costs for airlines.

We serve all our clients with reliable, dedicated, flexible expertise, always offering tailored solutions.

We provide value for money and produce the results our clients want and need.

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K U WA I T A I R WAY S

S U P P LY C H A I N

the perfect opportunity to represent Kuwait Airways’ new personality to our customers.”

Operations Kuwait Airways has a fleet of 26 aircraft which provides a crucial link between the East and West; Al-Sharhan added that the airliner was looking to modestly expand into tourist and technology destinations to increase its international coverage, which included flights to Munich, Vienna, Istanbul, Sharm el Sheikh, Bangalore and Ahmedabad in 2015.

Using the latest modern aircraft is a simple but significant part of the company’s ongoing shakeup, Al-Sharhan said: “We are in the process of phasing in new aircraft and phasing out some old aircraft. We are phasing in A320ceo’s and

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Kuwait Airways has a fleet of 26 aircraft which provides a crucial link between East and West

ALITALIA MAINTENANCE SYSTEMS

Alitalia Maintenance Systems S.p.A. - AMS - is a leading Company in Maintenance, Repair and Overhaul Services for Engine, A.P.U., Aeronautical Components plants and Aero-derivate power plants, with over 40 years operational experience in the field. We are fully FAA, EASA , CAAC (Chinese Cert.), GCAA (U.A.E. Cert.), DGCAA (Kuwait Cert.) approved and also ISO 9001-2008 and 9110-2005 certified.

AMS is moving in the direction of tailored cost-effective solutions, that can range from leasing to sale, from maintenance to teardown.

We also can provide: Off-On-Wing Maintenance, Asset Management, One Stop Shop Philosophy, Engine Technical Management Training ,Partnership, Engine Web Tracking

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K U WA I T A I R WAY S

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When what matters is finely tuned, everything works.

Iberia’s merger with British Airways has made us stronger. Our technicians have more than 85 years of experience and are experts in their field. With our extended product range and joint resources we can offer you the high quality service that you demand.

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S U P P LY C H A I N X

A330-200 aircraft. We are phasing out 8 aircraft by the end of the year, which are A310s and A300s and have signed with airbus for 10 A350-900s and 15 A320 neos to be delivered starting 2019.”

Although replacing old models with newer ones does play a role in the company’s rebranding efforts, it has a more practical application: “Through using new aircraft we have improved schedule integrity this year because the old aircraft were having sudden failures and caused delays and therefore decreased integrity; we have also seen an improvement in dispatch reliability.

“At the same time, we are revisiting our business plan during 2015, this review will concentrate on the route network requirements and potential new destinations for the next 5 years, based on feasible and viable expansion.”

SUPPLIER PROFILE

‘Developing strategic relationships has been key to moving the company forward in recent years’

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Iberia Maintenance can conduct overhaul work on a variety of engine types including CFM56-5A/-B/-5C/-7B, RB211-535 E4/-C37, and V2500, but also power generation systems, associated accessories and thrust reversers.

Iberia Maintenance has been overhauling CFM56 engines since 1992, covering every version. We deliver the perfect unity of experience and expertise to ensure the utmost reliability of operations.

We are the largest European center for servicing RB211-535 engines and one of Europe’s maintenance providers still growing. Recently, we added V2500 to our portfolio.

All operators can benefit from our component repair and overhaul expertise covering a wide service spectrum of all kind of components.

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K U WA I T A I R WAY S T +962 6 4451440 F +962 6 4452620 Customer.support@jordanairmotive.com P.O.Box : 39180, Queen Alia Int. Airport, Amman 11104, Jordan

Your Power Partner Jordan Airmotive –JALCO- is an engine MRO facility that was established in 1985 by Royal Jordanian airline in collaboration with Rolls-Royce to provide engine services needed for RJ’s & regional operators.

Jordan Airmotive growth and success was the drive to have the company transfer from a government entity to a private independent one which was concluded in 2006. Currently the company fully services and overhauls

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www.geemedia.com

Month 2014

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Certified by FAA, EASA and many regional and International CAA’s makes the corporate an international player in MRO engine services.

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Developing strategic relationships has been key to moving the company forward in recent years and, when the pressure began to mount as an important delivery deadline approached, has proven to be invaluable. Al-Sharhan said: “Airbus was cooperative throughout the whole process; we went from specification to construction to runway in 9 months. Our engineering, operations, entertainment and content teams were working virtually round the clock to meet the delivery targets of the fleet. Had it not been for the cooperation of all parties, the delivery would not have materialised on time.”

Kuwait Airways employees are some

Talent Management Al-Sharhan and his management team recognise that Kuwait Airways employees are some of the most talented and hardest

of the most talented and hardest working in their industry

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K U WA I T A I R WAY S

T +33 (0)1 74 37 75 69 F +33 (0)1 48 62 57 67 sales@alyzia.com www.alyzia.com

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Redefining Airport Service Experience AISATS (Air India SATS Airport Services Private Limited) is a 50:50 joint venture between Air India Limited, and SATS Limited, providing world-class airport services in ground and cargo handling that exceed customers’ expectations. AISATS is ISO 9001:2008 and ISAGO certified.

PASSENGER SERVICES Welcome, check-in, boarding, sales, lost luggage, business lounges RAMP SERVICES Loading, unloading, baggage handling for arrivals and departures, push back and towing of planes, de-icing, snow clearing, cabin cleaning GROUND OPERATIONS MANAGEMENT Coordination, load sheet, weight and balance

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working in their industry; their achievements are frequently recognised through various gifts, prizes and awards, ranging from small acts of excellence through to the loftiest efforts.

The company was also recently presented with the opportunity to take part in an exercise which saw many members of its staff engaged across all aspects of the delivery process. Al-Sharhan said: “Employees that took part in this exercise came back with a wealth of experience; they improved their understanding of documentation and technical acceptance, as well as negotiating different aspects of delivery agreements.

“It involved employees in both technical and legal aspects; they come back into the business and shared these new experiences with other employees. They became technical experts in the aircraft that we use; they even know how the aeroplanes were built.”

“We’ve had proposals from some outsourcing companies to provide similar services. We were approached by some of them but I would not miss out on the opportunity to train my own people and tap into this wealth of knowledge.”

Kuwait Airways also recognises that its future success lies in the youth of the nation and already the company is aiming to capture their interest by offering opportunities to those who wish to get a flavour for how the company operates.

Al-Sharhan said: “As well as supporting youths that do voluntary work for the community, we bring in high school students on an annual basis

‘Developing strategic relationships has been key to moving the company forward in recent years’

Kuwait Airways employees are some of the most talented and hardest working in their industry

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K U WA I T A I R WAY S

The company is laying down the framework for a truly international airline

and give them uniforms and let them behave like employees as much as possible. For many working for Kuwait Airways is a dream that could very well be achieved in the future.”

Technology Alongside rebranding is a commitment to invest in enhancing technology across the board in order to increase efficiency and deliver a truly world class service to an international customer base. Over the next five years the airline will be upgrading everything from switching, communications systems, wireless internet, various management systems and computers, to laptops, printers and scanners, as well as both local and international communications systems.

Al-Sharhan explained: “The business side

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is being revolutionised and so will the IT side; we are bringing in the latest technological developments, such as revenue management and network planning systems.”

He added: “The revenue management system will let us know exactly where we stand financially; we will know how our destinations and operations are performing through real time reporting. One of the factors that leads to being a leading airline is having automation across the board in most of the departments that we operate and the systems that we use.”

Kuwait Airways is a living example of how the timely implementation of technological solutions can make all the difference for a company looking to compete globally. It is telling that the company is actualising its desire to become more prudent financially with the relevant IT automation.

In the face of much adversity, the company has tackled its past challenges and is now actively laying down the framework for a truly international airline. Al-Sharhan was confident that his vision and the capabilities of his staff would bring Kuwait Airways into more prosperous territory. He concluded with his calculated strategy for the near future: “Over the next few years we will have the new fleet and the rebranding fully in place. I expect us to have about 30 percent of the Kuwait market share.

I will be increasing destinations, both east and west, and want Kuwait Airways to be the favoured airline for the entire Kuwaiti population.”

Company Information INDUSTRY

Aviation HEADQUARTERS

Kuwait City FOUNDED

1954 EMPLOYEES

5800 REVENUE

$940 million PRODUCTS/ SERVICES

Commercial and Tourist Travel

w w w. k u w a i t a i r w a y s . c o m

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Poised For Growth Written by: Nye Longman Produced by: Richard Durrant

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R U S TA

The Swedish homeware and leisure retailer is backing up major local and continental expansion with a series of timely investments

R

usta began modestly in the early 1980s and since then has grown exponentially to become a Swedish household name with annual revenues approaching $400 million. It has reached the point where it can now become a serious player in the European mixed retail market, and it is building on its solid foundations by investing millions in upgrading its facilities and IT infrastructure.

Rusta was founded on the idea that it is always possible to do something better. Its basic strategy is to continuously grow while building on its strengths. The company continues to focus on its

An aerial shot of Rusta’s warehouse

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S U P P LY C H A I N

motto of “giving people great value for money.” It is achieving this objective through opening new stores, improving and developing its existing offerings, as well as continuing to improve purchasing and product supply functions.

Operations While Supply Chain Director Anders Kind noted that Rusta still has some aspecte to improve on, he was proud to recognise that the company had thorough coverage in Sweden, with 78 stores fed by 11 warehouses and distribution centres, including one situated on its supplier side in China. Through various partnerships, the company handles distribution between the Far East and Sweden but also significant purchases in Europe. It also has seven stores in neighbouring Norway, where its reputation for delivering value for money in the form of quality homeware is steadily growing.

Kind noted that Rusta was keen to continue its strong growth and was more than ready to ensure that it had the right people directing its operations. He said: “About three years ago the founders realised Rusta needed to refresh the company with new experiences while still building on old values. That is why I was recruited, alongside a new CEO as well as a new Marketing, Assortment and Quality Manager.”

For Rusta, doing things in-house isn’t just simply down to circumstances; it is a mind-set that pervades the whole organisation and has

78 Number of Rusta stores currently in Sweden

Ander Kind, Supply Chain Director at Rusta w w w. r u s t a . s e

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R U S TA

EFFICIENT AUTOMATION SOLUTIONS FOR WAREHOUSES & DISTRIBUTION CENTERS

PROUD INTEGRATOR OF RUSTA´S NEW INTRALOGISTICS AUTOMATION SOLUTION Swisslog designs, develops and delivers best-in-class automation solutions. We offer integrated systems and services from a single source – from consulting to design, implementation and lifetime customer service.

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We Take You Beyond The Ocean

Our clients have individual needs of logistics services and our task is to present services for each client need, tailor made solutions are not more expensive.

APC Logistics, Ocean, Air, Customs clearance and Logistic services, a company within Nippon Express Group since Nov 1st 2012 www.apclogistics.se/info@apclogistics.se Malmo, Gothenburg and Stockholm

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S U P P LY C H A I N

enabled it to be in command of its own destiny.

Kind said: “We don’t outsource anything; everything is done in house. We take control of the entire value chain so that we can know for sure we will be more successful than our competitors.

“We go to the manufacturer and see exactly how they produce our products, we do inspections on almost all of our Far East production lines to make sure the quality is always in line with our own standards and expectations.

Kind was also keen to explain how the company was able to deliver its guiding principle “value for money” across a massive range of high quality products, he said: “In the past we purchased products from China and imported them straight to our stores in Sweden. But we have added a lot of steps in order to drive the price down for customers and also increase the quality and value

“We go to the manufacturer and see exactly how they produce our products, we do inspections on almost all of our Far East production to make sure the quality is always in line with our own standards and expectations.”

– Ander Kind, Supply Chain Director

An example of homeware layout from Rusta

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R U S TA for money of our products. We have seen over the years that our customers are increasingly happy with what they buy. When it comes to supply chain we focus on efficient logistics that also contributes to give our customers more value for money.”

A current Rusta store

Accommodating growth Kind said that it was usual for Rusta to grow by almost 15 to 20 percent each year and also noted that for many years the company was opening a new store almost every month; it is a trend which he confidently expects to continue.

Ever conscious of the continuously increasing

The giant Kibali mine in the DRC has poured its first gold, marking Randgold’s next big step towards sustainably profitable growth.

Taking the next

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BIG STEP LSE : RRS • NASDAQ : GOLD www.randgoldresources.com 46

Month 2014

Whether a standard shipment or complex project, we offer you the right solution for your transport needs. Operating at 500 locations in over 80 countries, our air and oceanfreight specialists are ready to apply their experience, expertise, and creativity to find just the right solution for you.

We maintain local contacts and a global network, all in order to live up to your expectations – anytime and anywhere.

Find a list of all Panalpina offices on www.panalpina.com

S U P P LY C H A I N

demand for its product lines (not to mention preparing to connect its brand with new markets) the company has committed to supporting these efforts with a unique warehouse. Kind explained: “We are currently building the biggest warehouse in Sweden, in Norrkoping, which is about two hours’ drive from Stockholm. The investment of over SEK 500 Million will be 63,700 sqm, and able to house around 135,000 pallets and about 60,000 of those will be totally automated. DC will be functional from September 2015 and fully operational in March 2016. This will enable us to go from 11 warehouses to just one and will save us both money and time; it will be more efficient in the long run through centralising our operations.

“At the same time we are also upgrading our WMS, called EPIX, to be able to monitor our warehouse growth.

“We are also delivering a new ERP system and vendor management system. Because we are expanding territorially we had to change to a new system called IFS which can handle more than one country at a time. We needed to do it because we are growing outside of Sweden and the old one could only handle a single country and a single currency.”

Talent Management Rusta faces the unique challenge of managing a talent pool that not only covers its headquarters, distribution centres and retail outlets but also extending as far as its producers in the Far

Checkout at Rusta store

“We are currently building the biggest warehouse in Sweden, in Norrkoping, which is about two hours’ drive from Stockholm. The investment of over SEK 500 Million will be 63,700 sqm, and able to house around 135,000 pallets and about 60,000 will be totally automated” – Ander Kind, Supply Chain Director w w w. r u s t a . s e

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R U S TA An example of homeware layout from Rusta

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East. Kind said: “We always strive to have the best employees and to develop them. If you look at our history, HR was more ad hoc: we simply hired people and tried to do good by them. We now have a modern, professional HR department and have brought in a new HR director last year. He has structured the business to be more professional when it comes to hiring new staff and we now also focus more on helping to develop our employees.

“When people start working for Rusta, sure they learn our history but also our important core values, which comprise: courage, commitment, simplicity and togetherness.

“We do a lot of internal learning; we learn from ourselves and really try to make individuals grow within the company and with each other and that’s the most important thing for us.

“From my experience working with other retail companies, you simply cannot compare them to Rusta; everyone is so devoted to their work and everybody is committed to the success of the company, it is like a big family.”

Rusta has recognised where its strengths lie in its supply chain and has projected this successful model into a clear and tangible vision for the future, backing it up with a solid level of capital and a focused, forward thinking management team. The company has lived with strong growth for much of its lifetime but has never grown complacent and is set to propagate its successful model across the European continent.

Company Information INDUSTRY

supply Chain HEADQUARTERS

stockholm, sweden FOUNDED

1986 EMPLOYEES

1,700 REVENUE

seK3.5 billion PRODUCTS/ SERVICES

supply chain of homeware and leisure products

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AWARD WINNING UTL Taking Supply Chains To The Next Level Written by: Sam Jermy Produced by: Richard Durrant

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UTL

The leading provider of logistics, field services and repair solutions has created a virtuous circle that enables companies to operate world-class environmentally friendly operations

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TL has put recycling and energy efficiency at the forefront of its logistical services and as a result has solidified business relationships with various major firms such as Sky, Vodafone and Sainsbury’s.

Its innovative work to create a closed loop in operations has paid dividends in recent months; culminating in winning the Best Business Partnership at the National Recycling Awards 2015 alongside Sky for its work in providing fully integrated service solutions. Together they beat other finalists including Tesco, Waitrose and Biffa.

Gary Winter, Business Development Director at UTL, said: “Everything we do at UTL we really mean, and we have that passion to go the extra mile by creating value in what we do for people.

I met passionate people here when I first joined, and when everyone is motivated by the same goal we are better positioned to continuously improve.”

Much of this ethos comes from parent company Unipart and the ‘Unipart Way’ which is a guiding philosophy to reduce waste or activities which do not add value. Unipart was formed in 1987 to assure the spare parts supply with the demise of British Leyland. Therefore it has a very strong automotive heritage which is why Unipart Logistics division (UL) was formed. The UTL division was also created to apply this supply chain expertise to other sectors such as Mobile, Media and Consumer.

Winter added: “One man’s rubbish is another man’s treasure. We try to extract maximum

EUROPE

UTL operations in full flow

Key Personnel

value while also achieving the right answer for the planet: we are also trying to achieve the right answer for the bottom line.”

“We are a significant part of an £800 million corporation which means we have the clout of a large international company but deliver the personal care and attention that our customers have come to value enormously.”

Virtuous circle UTL began its key business partnership with Sky as a pure forward logistics service in 2004, encompassing set top boxes, spare parts, warehousing, and a pick, pack and dispatch operation out to the then 650 Sky engineers.

Today, the company not only supplies all of

Gary Winter Business Development Director

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C O M PA N Y N A M E

Local Pharmacy Local Pharmacy Pharmacy Local

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UTL the above, but every consumable item on the van; even the ladders and the engineer’s work uniform and boots. UTL also sources the entire fleet of vans and converts them for Sky’s needs.

Winter said: “Literally everything that is on the road, bar the engineer, is supplied

by UTL. These days the relationship is unrecognisable from 2004; the heart of it is still a forward logistics operation. Sky services the customer’s needs via the mobile engineers, so we were originally sending them out so they could just do installations and repairs in Sky customers’ homes.

“Nowadays when they finished working on site everything is returned to us; we do a 23-part sortation process. So if there is a broken set top box for example, we carry out inspection and

SUPPLIER PROFILE

EUROPE

350 staff are employed at the Tamworth facility

DPD UK

DPD is the nation’s favourite express parcel carrier, providing a range of delivery services, including home delivery. DPD’s award winning Predict service ensures more, right first time deliveries by advising customers in advance, by text or email, of the hour in which, their parcel will arrive.

If the hour is not convenient, the customer can then use the text or email to rearrange delivery to a neighbour’s property, a local DPD Pickup shop, safe place or to another date. Predict also includes Follow My Parcel, which provides customers with the ability to see their delivery driver’s progress on a map and also provides them with an eventual 15 minute delivery time slot. DPD also offers a Sunday Service providing a full collection and delivery service 7 days a week.

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C O M PA N Y N A M E

Leading the way in Smart Logistics

Email: distribution.revolution@bybox.com 56

Month 2014

Tel: 0844 800 5219

Web: www.bybox.com

UTL

EUROPE

diagnostics, full repair and refurbishment, so that box can go out to another customer for reuse.

“We receive these materials from a company called ByBox; they are one of our biggest suppliers and we’ve have had a long and successful relationship with them. Their network of delivery parcel lockers and boxes enables us to send our goods out on the driver’s routes. He or she will collect the shipment and then when they’re finished onsite, they will put what looks like rubbish back in the drop box and it gets sent back to our Baginton distribution centre in the Coventry area.”

Efficiency and growth The Baginton B facility, which has won five-star accreditation from British Safety Council, is

SUPPLIER PROFILE

UTL began its key business partnership with Sky as a pure forward logistics service in 2004

BYBOX FIELD SUPPORT LIMITED

ByBox was founded with a simple mission: to solve the problem of having to wait in for parcels. We understand how difficult it is to wait in for parcels, so we created an alternative that works. ByBox provides an end-to-end supply chain solution, including delivery and locker pick-up services, warehouse management technology and technical service solutions.

ByBox’ intelligent locker network is underpinned by its unique supply chain planning software, Thinventory™, allowing customers to see items at every stage of the supply chain.

By using the ByBox solution customers are able to make more intelligent decisions and run a more streamlined and efficient supply chain.

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The value of GAC Abu Dhabi adds up

Project Logistics Supply Chain Management Sea Freight Air Freight Land Transportation Warehousing & Distribution Ship Spares Logistics Ship Agency Hub Agency

Complete services + global network = your advantage

Bunker Fuels

For nearly half a century, GAC Abu Dhabi’s unique blend of integrated services, global reach and local expertise has helped diverse companies achieve growth and efficiency. Offering a wide range of services from ship agency to offshore support, our flexible and tailored formula focuses on delivering value and results you can measure. We can solve the most complex transportation needs, providing the answers that give your business the advantage.

Offshore Support Rig Moving Operations

See how it adds up for you at gac.com/abudhabi Find us on facebook.com/GACgroup

NSGAC Abu Dhabi P.O Box 277, Abu Dhabi - United Arab Emirates abudhabi@gac.com | Tel: +971 2 673 0500

EASY STICK SALES

Worldwide Shipbroking Services

Manufacturers & Suppliers Of All Types Of Self Adhesive Labels, Tags, Tapes Including...

Specialist Labelling Solutions Direct Thermal / Transfer Labels Thermal Transfer Ribbons Plain and Multi Colour Labels Price Marking Labels and Machines Direct Thermal / Transfer Printers & Software Short Print Run Bureau Service Artwork, Negative & Plate Service

Shipping Offshore Energy Finance

www.fearnleys.com

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Month 2014

Tel: 0121 377 6005 Fax: 0121 377 7402

Email: john.ralph@easystick.co.uk Suppliers to the Unipart Group for 25 years.

EUROPE

UTL’s capabilities extend far beyond a linear forward logistics service

where UTL separates every item from cardboard, polythene and cables to circuit boards and other electrical items. In the case of Sky, it approached UTL with the challenge of wishing to be a zero landfill company and asked how Winter’s firm could help it achieve this.

By working together to create an efficient process onsite in Coventry, assisted by facilities management company CHC Waste, the company was able to recycle over 99 percent of all materials and win the Best Business Partnership at the National Recycling Awards 2015. On the mobile side of the business, over 1.8 million devices pass through the workshop and repair process every year and this is managed

by Zafire Group’s SmartService system.

Winter said: “Every now and then there’s an

A 23-part sortation process helps in recycling efforts

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UTL

“We started off in quite a modest way where we were doing just one element of the supply chain for companies, then by process of evolution and expansion we ended up doing a far broader range of activities that people typically know us for.”

– Gary Winter, Business Development Director at UTL

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August 2015

item we can’t find a new home for. Rope for example; once it’s used it cannot be resold as rope for Health and Safety reasons but we actually pass it on to a charity who makes dog leads out of it and who then sells it to raise funds for their charity. Anything we can’t find a reuse for and have to burn creates energy, and the ash is used to make breeze and cinder blocks in construction. So we’ve really worked hard to close that loop on everything. It is good CSR and a strong commitment to the public to cause as little environmental harm as possible.”

“We started off in quite a modest way where we were doing just one element of the supply chain for companies, then by process of evolution and expansion we ended up doing a far broader range of activities that people typically know us for.

EUROPE

Vodafone is certainly one of its substantial contracts and Winter stated UTL is extremely pleased to have successfully worked with the firm for so long and see that relationship expand.

A younger relationship, with supermarket giant Sainsbury’s, has seen a linear forward logistics retail operation from a 350,000 square feet facility in Tamworth, employing around 350 people.

“We just had our contract renewed for a further three years with Sainsbury’s. We’re very excited to hopefully be on a journey with them as well as continuing to do the classic value for money 3PL solutions.” said Winter.

He concluded: “In the past 15 years we have seen massive changes and growth throughout the business. The company went through a period of aggressive growth until two or three years ago, now we have a stable customer base and organisation and now we’re organised and ready for another period of growth.

“Discover at 9am, learn at 10am, fix at 11am is the mantra. We’ve probably got best staff retention in the sector because of this high level of engagement. With such a progressive nature on our side, in another two years’ time I’d like to be telling you about three new household names as clients, the retention of our current accounts, and the continuation of accreditation and recognition from third parties for our activities.”

With such a forward-thinking and green way of operating, it would only be appropriate to see UTL continue to flourish.

Company Information INDUSTRY

Supply Chain HEADQUARTERS

West Midlands, UK FOUNDED

2000 EMPLOYEES

3,000 REVENUE

£200 million PRODUCTS/ SERVICES

Repair, Logistics, Technical call centres, Repair avoidance, Field expertise, End of life management, Repair diagnostics

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Agility, Flexibility, And The Willingness To Succeed

Written By: Abigail Phillips Produced By: Daniel Pritchard

S O U T H E R N E N G I N E E R I N G C O M PA N Y

How Southern Engineering built a company based on the demands of its customers, and made it work

Seco Ltwp Village

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gility, flexibility, and the willingness to succeed are three key drivers at SECO, which is aiming to be a standout service provider. The company is underpinned by an ethos of sheer determination to offer a wide variety of services, all at a high standard, and industry trends determines what path the company follows next.

“The simple fact is that we have always been renowned for our capabilities within the marine sector,” says Cohen. “But over the last two to three years we have recognised a need to develop our on-shore expertise as well. As a company we have had to adjust our approach to sales and marketing in order to engage this new market.

“We have developed different systems internally to gain the experience and the knowhow to penetrate new markets, with the aim of becoming the most successful service provider

CONSTRUCTION

Ltwp Accommodation Blocks & Roofing

in the region. We have done a lot of work recently trying to understand where we add value and how we can offer advantages to the markets we serve.” “We believe this is a shift in global business and are keen to embrace the trend.”

For SECO, versatility and group capability is critical. The company takes great pride in saying, ‘there is hardly anything we cannot assist our clients with,’ and there are very few companies – on a global scale – that can say that. “We are solution based,” says Cohen. “We offer solutions for our customers’ problems and challenges, allowing them to conduct business faster and more effectively.”

600+ Number of staff employed

by Southern Engineering Company

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S O U T H E R N E N G I N E E R I N G C O M PA N Y

Seco jetty, filling and piling

Gaining worldwide attention SECO was also responsible for the construction of accommodation units supporting Africa’s largest wind-power project in Marsabit County, Kenya. The Lake Turkana Wind Project, as it is formally known, cost €623 million to develop and will produce 310MW of electricity when it comes fully online in 2017.

Furthermore, the sheer scale and notoriety of the project gained the attention of Kenya’s sitting president, Uhuru Kenyatta, who toured the project, broke ground at one of SECO’s accommodation units, and spoke with a number of the company’s on-site employees. The

www.eslon.co.ke

The company was incorporated in 1966.

Its main objectives include manufacture of uPVC & PE Pipes and Fittings.

It manufactures the largest and most comprehensive range of these pipes. It offers uPVC Pipes from 20mm to 630mm diameter and PE Pipes from 16mm to 450mm diameter.

Manufactured with the modern equipment and technology, these pipes are suitable for a wide range of applications such as potable water transportation, irrigation, plumbing, drainage, sewerage, borewells, carrying industrial effluents etc. Since its inception, Eslon has been a regular supplier of its products for various water and sewerage projects in Kenya and continues to remain so till date. Its hallmark is that it ensures products of uncompromising excellence, meeting all relevant International and Kenyan Standards.

Manufacturers of Quality steel products in Africa

THINK STEEL THINK TONONOKA

Eslon Plastics of Kenya Ltd. Jirore Road, Industrial Area, Off Enterprise Road, P.O.Box 41761 - 00100, Nairobi - Kenya.

Sales Office Board Lines Fax E-mail

66

+ 254 735 405112 + 254 726 476024 + 254 20 6651271/2/3/4 + 254 65 58408/9 + 254 07 86891874 + 254 20 6552419 info@eslon.co.ke eslonplastics@gmail.com

Month 2014

T +254 202493144-6 M +254 722 509261 E sales@tononokasteels.com www.tononoka.com Facebook Tononokagroup Twitter Tononokagroup

CONSTRUCTION

president made a call for businesses across the world to turn their attention to Kenya’s outstanding capacity for renewable energy generation.

Cohen said: “We hosted the president and his ministers in the SECO village that we built; he laid the first stone in a house we were building, operated one of our machines and spoke with our employees about the project.”

“This is a great case study for future projects, the Kenyan Government has been so supportive. Kenya is one of the leading countries for green energy. We are one of two Kenyan companies taking part in this project and have been the first contractor to start the project, we are proud of it!” added Cohen.

Seco Fabrication Workshop

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The Flying Horse at berth in the Dry Docking facility

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Breaking into new markets SECO has been developing its capability within civil construction, building and camps in remote areas that can support in excess of 500 people. “We can manufacture, design, ďŹ t and manage the camps with our group-wide expertise. The camp division is a new one for us as a company; however we have been developing the area for quite some time. We always constructed camps however, we have started managing them because we would rather manage them ourselves than go to a third party supplier. Alpha

CONSTRUCTION

Group has a long history in the food industry, but also in the areas of cold chain management, construction, logistics and more – it just makes perfect business sense for us to offer an endto-end solution. We are faster and undoubtedly more efficient as a standalone unit,” says Cohen.

Building a world-class team With such a huge emphasis placed on inhouse capability, it will come as no surprise that people management and training is very important to the business. “We offer all our employees external training, allowing them to gain important qualifications and insight. We also have a robust internal training structure and put a lot of emphasis on the importance of local knowledge. We want our employees to feel part of the solution for customers, and that entrepreneurial spirit drives growth and innovation at the business. We are also dedicated to employing local people and helping the areas in which we do business thrive,” says Cohen.

Passion, a thirst for growth, and the willingness to learn as an organization will keep SECO afloat for many more years to come. The company has put processes in place meaning it will never have its feet stuck in concrete. “We are agile, we will grow with the trends of the market, and we will always offer a world-class service no matter what we turn our hands to,” says Cohen.

With promises like that, it’s hard to envisage anything but success for the company.

Company Information INDUSTRY

Mechanical/ Civil engineering, shipbuilding, Construction, Camps solutions HEADQUARTERS

Kenya FOUNDED

1957 EMPLOYEES

600 + PRODUCTS/ SERVICES

Marine and logistics division of Alpha Group, with more than 60 years industry expertise

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Airports Council International, Africa Region (ACI Africa): Supplied by: ACI

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ACI AFRICA

A

CI Africa was established as a region of ACI in 1991 with the overarching objective of advancing the collective interests of African airports and the communities they serve.

ACI Africa consists of 62 regular members in 50 countries managing 250 airports and 21 World Business Partners.

“The continent is vast and dynamic, and serving our membership requires developing bespoke solutions to myriad challenges,” explained Ali Tounsi, Secretary General, ACI Africa. “As such, we focus on training, conferences and exhibitions, and collaboration with aviation stakeholders to promote a safe, sustainable and economically viable airport industry that is well positioned for future growth.”

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Assistance programme, regularly organis es free courses in French and English to members to improve the capabilities of their staff, especially in the areas of security, the development of non-aeronautical revenues and safety.

Indeed, ACI’s top priority is ensuring safety across every aspect of airport operation. With this goal in mind, the ACI Airport Excellence (APEX) in Safety programme was established in 2012 with the main objective of promoting safety at member airports by identifying gaps and sharing best practices with an eye toward eventual aerodrome certification.

In 2014 ACI Africa welcomed the APEX in Safety team at Sir Seewoosagur Ramgoolam International Airport in Mauritius; Félix Houphouët Boigny International Airport in Abidjan; Diori Hamani International Airport in Niger; Cotonou International Airport; Khartoum International Airport; PortGentil International Airport; and Ouagadougou International Airport. At the time of writing, Nigeria’s Nnamdi Azikiwe International Airport is preparing to host an APEX review in mid-June.

“ACI Africa and its members understand that ensuring the safety of the traveling public is paramount to building a sustainable industry,” Tounsi said. “I’d like to congratulate African airports for their proactive stance with regard to improving safety standards.”

ACI Africa is equally committed to representing its members’ interests on both the regional and world stages, participating in events on a

“ACI Africa and its members understand that ensuring the safety of the traveling public is paramount to building a sustainable industry” – Ali Tounsi, Secretary General, ACI Africa

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ACI AFRICA

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regular basis as a means of sharing knowledge and bringing attention to airport issues. Most recently, ACI Africa actively participated in the Aviation ICT Forum; the Second Airport Expansion Summit; the UNWTO Regional Seminar on Tourism and Air Connectivity in Africa; the African Renaissance Movement Conference; IATA Aviation Day; the Summit of the African Strategy Roads; and the ICAO meeting on Development of Air Cargo in Africa.

In addition to the above, ACI Africa organises events as a means of giving delegates a forum to share experiences and plot the future of the industry in the region. In 2014, ACI Africa held a very successful Regional Security Conference in Dakar, Senegal, as well as its 23rd Annual Assembly, Conference & Exhibition in Durban, South Africa.

“2015 is shaping up to be just as exciting as last year,” Tounsi noted. “In April ACI Africa held the 53rd Meeting of the Board and Working Groups, with its Regional Exhibition and Conference taking place at the same time. Looking ahead, we will welcome delegates to Hammamet, Tunisia in October for the 24th ACI Africa Annual Assembly, Conference & Exhibition.

“ACI Africa is proud to act as the voice of the region’s airports,” concluded Tounsi. “Africa is at the forefront of emerging markets with regard to its high potential for increased air travel, and as the airport industry evolves, we will be there to ensure that it does so safely, securely and sustainably.”

Pascal Kowu Komla, President

Ali Tounsi, Secretary General

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Viação Itapemirim:

CONNECTING THE COUNTRY IN ALL DIRECTIONS

For over six decades of 100% domestic operations, the company has had a successful journey Written by: Flávia Brancato | Produced by: Taybele Piven

,

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S

ynonymous with national integration transport, Viação Itapemirim is an icon of efficiency and confidence since 1953, carrying in its DNA innovation and socio-environmental awareness.

Headquartered in Itapemirim, Espírito Santo state, the company began operations with 16 buses and 70 employees. During those days, the company’s buses travelled more than 62,000 miles per month in Espírito Santo. A few years later, the interstate routes began operations, transporting passengers to Rio de Janeiro. In 1967, the first routes to Northeastern Brazil began operating and, as time went by, more and more cities were added to the transportation routes. In that same year, the company’s new identity was created, adding the famous yellow paint to its buses.

Viação Itapemirim’s innovation can be seen through the more than 60 years of solutions that, years later, have been incorporated by other

Viação Itapemirim was established in 1953

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road transport companies in Brazil. These include operations with three axes buses, executive and luxury services, distribution of an on-board magazine, and state-of-the-art customer service, to cite a few. Due to its highly regarded reputation, penetration and recognition in the Brazilian market, in 2006 Itapemirim was legitimized as a Highly Renowned Brand, a title granted by Brazil’s National Institute of Industrial Property.

Operations Operating a fleet of approximately 800 buses and serving nearly 2,000 locations, Viação Itapemirim currently covers over 70% of the country, linking 22 states. Running more than 6.2 million miles per month per month in short, medium and long distance routes allows them to transport more than 3.2 million people each year.

To accomplish this, the company has the support of about 1,000 tickets w w w. i t a p e m i r i m . c o m . b r

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sales agencies and/or ITEX - Express Orders. Additionally, for every 180 miles traveled mile on average, passengers have the opportunity to freshen up at the company’s rest stops. Throughout the BR 101 and 262 roads, there are several hospitality facilities.

Ensuring quality and safety, all drivers and support staff undergo periodic training and continuing education courses in order to keep them up to date on operational techniques and customer service. Drivers in particular undergo defensive driving courses, public relations, and ďŹ rst aid, always closely monitored by occupational physicians.

The Project Relax is aimed at increasing safety in trafďŹ c, which seeks to educate drivers about the importance of good rest, identifying and treating sleep disorders, and lowering accident risks in the roads. The goal of this preventive tool is to grant the driver the support and necessary monitoring for the conclusion of the trip in absolute safety.

V I A Ç Ã O I TA P E M I R I M The project, founded and monitored by occupational medicine expert Dr. Antônio A. Melo Neto, consists of a room with special lighting, where the driver sits with his or her face directed towards a light for about five minutes. This therapy assists in the alert state recovery for up to two hours.

Environmental preservation and social responsibility In the many varied activities of the company, there is an underlying work philosophy integrated into company culture. Working to preserve natural resources and wild fauna—including threatened species— Viação Itapemirim believes that environmental education is essential in the education of young people in public and private schools. Besides offering monitored tours to their own farms, the company performs many educational and recreational activities with visitors.

Created during the 1960s, Pindobas Agro-Industrial Complex has a positive reputation in Brazil. The functions of the farm range from

Itapemirim mobile library

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Original painting reproduction of Rodonave MB O-321 bus from 1960

Original painting reproduction of Rodonave MB O-355 Ciferal bus from 1972

Tribus Double-Decker

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V I A Ç Ã O I TA P E M I R I M

Relax Studio project

ornamental plant farming and reforestation to advanced applied studies in cattle selection genetics and dairy farming. The agricultural activities include crop production, fruit farming, and, wood processing, distributed throughout 10 properties located in nine cities in southern Espírito Santo state.

The ecological fleet of Viação Itapemirim reduces the emission of gases responsible for global warming by 90 percent, where 62% of emissions are nitrogen oxides and do not release sulfur, the cause of acid rain. To compensate for CO2 emissions, about six million trees have already been planted with more to come.

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Company Information NAME

Viação itapemirim INDUSTRY

Transportation HEADQUARTERS

itapemirim, espírito santo - Brazil E S TA B L I S H E D

1953

On the social side, The Mobile Library Itapemirim consists of an adapted and computerized bus that travels the Brazil, encouraging reading and promoting access to information. At each location visited, the service provides access to books for onsite reading, reading circles, puppet stories, workshops, films, interactive games, open space for cultural performances by local artists, and volunteer training. w w w. i t a p e m i r i m . c o m . b r

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