www.supplychaindigi tal .com

December 2014

Coca-Cola-Enterprises

LOGISTICS Temperature Control

in the Pharmaceuticals Industry

PROCUREMENT Seasonal Retail Tips

from DHL

TOP 10 International

Airports

Delivering Supply Chain Excellence for the Festive Season

share happiness

Holidays are comingA WA R M W E L C O M E T O readers for

this December issue; we are all naturally

looking forward to the festive season in

the office and the magazine. We are happy

to bring you a big-hitting front cover story

in the form of Coca-Cola Enterprises,

where Wendy Manning, Vice President

of Customer Services at CCE tells us how the fast moving

consumer goods group manages its supply chain with the

increased demand Christmas brings.

Next we have John Boulter, Managing Director of Retail at

DHL Supply Chain sharing his top tips on how retailers should

prepare for 25th December and the issues it brings in the

aftermath. Our third front of book feature comes from Alan

Dorling who talks about temperature control logistics in the

modern pharmaceutical industry.

We also detail the Top 10 Airports this month too.

Merry Christmas!

Sam Jermysam.jermy@wdmgroup.com

E D I T O R ’ S C O M M E N T

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http://www.businessfriend.com

CONTENTS

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Coca-Cola-Enterprises keeps the Christmas cheer flowing

Seasonal tips for retail supply chains from DHL

TOP 10

Temperature control and logistics in the modern pharmaceutical industry

14

822

Features

Airports 30

SUPPLY CHAIN MANAGEMENT

LOGIST ICS

PROCUREMENT

W E S U P P O R T T H E L E A D E R S s u b s e a | a c c o m m o d a t i o n | c a b l e | o � s h o r e s e r v i c e v e s s e l s

Yo u r p a r t n e r i n o � s h o r e s h i p b r o k i n g s e r v i c e sw w w. f e a r n l e y o � s h o r e s u p p l y. c o m

Chartering

Newbuilding

Sale & Purchase

Market Intelligence

Consultancy / Advisory

CONTENTS

COMPANY PROFILES

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EUROPE

44 Musgrave Retail Partners Ireland

AFRICA

54 Shree Property Holdings

USA

70 Ocean Shipholdings Inc.

78 Comprehensive Logistics

AUSTRALIA

88 Varley Group

96 Rail Track Association of Australia

BRAZIL

106 TW Transportes

54

78

88

Shree Property Holdings

Comprehensive Logistics

Varley Group

44Musgrave Retail Partners Ireland

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Cold storage logistics is seeing renewed growth in the market, with many air cargo carriers developing specialist facilities, but what does

this mean for the future of the global pharmaceutical shippers

W R ITTE N BY: A LA N D O R LI N GG LO B A L H E A D O F P H A R M A C E UT I C A LS

& L I F E S C I E N C E S , I A G C A R G O

Temperature Control and Logistics in the Modern

Pharmaceutical Industry

LOGIST ICS

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WITH THE PATENTS for many

of the lucrative ‘blockbuster’ drugs

of the 1980s and ‘90s expiring, the

pharmaceutical industry has been

forced to diversify to address the

question of what comes after this

so-called patent cliff. As they do so, it

is becoming increasingly clear that the

temperature-controlled supply chain is

set to play a vital role in supporting the

trade in global pharmaceuticals.

This is particularly the case when

it comes to biopharmaceuticals

and biotechnology; the large-

molecule biopharmaceuticals and

biotechnology products that are

emerging as a clear alternative to

the small-molecule drugs of the

blockbuster era.

With estimates that the global

biopharmaceutical market will exceed

sales worth $166 billion by 2017, this

really could offer pharmaceutical

organisations the perfect response to

the patent cliff.

There is however a key challenge

that needs to be overcome; that

biopharmaceuticals are much less

stable than small-molecule drugs.

Many are produced with monoclonal

antibodies (MABs) – bacteria

derived from cell lines – which are

incredibly fragile and require a stable

temperature at all times.

As technology progresses we

will see an increase in these high-

tech, fragile medications that need

to be transported by only the most

LOGIST ICS

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

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advanced of supply chains. It is here

that the temperature-controlled supply

chain will prove vital.

For air cargo carriers wishing

to benefit from the trade in

biopharmaceuticals and any

temperature-sensitive products for

that matter, there are a number of core

technologies and processes that they

must put in place. Increasingly this

means building specialist warehouses

with temperature-control zones kept

at a variety of temperatures (15°-

25°; 2°-8°; and cold storage at -20°

are the temperature zones most

often required for the movement of

biopharmaceuticals).

Additionally, specialist active

containers or high level passive

solutions must be used to protect

this high-value temperature-sensitive

cargo when it is in transit.

The introduction of new aircraft

models such as the Boeing 787

has made the maintenance of

temperature easier than ever, as

these next generation aircraft come

with an option for full forward hold

‘As technology progresses we will see an increase in these high-tech, fragile medications that need to be transported by only the most advanced of supply chains. It is here that the temperature-controlled supply chain will prove vital’

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‘To build on this knowledge base, training is vital. Every person who touches the

product must have undergone training in the temperature sensitive processes’

LOGIST ICS

T E M P E R AT U R E C O N T R O L & L O G I S T I C S I N P H A R M A C E U T I C A L S

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air-conditioning, enabling carriers

to set the required temperature in

addition to that of the containers

themselves. IAG Cargo has taken up

this option in all of their new fleet of

Airbus A380 and Boeing 787 aircraft.

Technology is only one small part

of the equation however and it must

be complemented by expert staff

and in-depth training programs. The

temperature-controlled sector relies

on people with a deep understanding

of the medicines they ship.

It is after all only through an

understanding of the properties of the

drugs being transported that adequate

provisions to maintain their quality can

be made. At IAG Cargo we encourage

staff to always try and ‘think inside

the box’: think about the patient and

the high shipment value. Freight

forwarders and shippers should look

to work with carriers that have the right

blend of cargo and pharmaceutical

expertise and understanding.

To build on this knowledge base,

training is vital. Every person who

touches the product must have

undergone training in the temperature

sensitive processes. Every employee

that is engaged in booking a product,

handling a product or processing a

product must be fully trained in the

specifics of that product, as well as in

Good Distribution Practice guidelines

and all IATA Chapter 17 regulations.

Across the globe regulatory

governance is only set to increase so it is

absolutely vital to get this element of the

temperature control supply chain right.

Over the next few years the

pharmaceutical market will therefore

be marked by upheaval on one hand

and opportunity on the other.

Biopharmaceuticals offer pharma

businesses an exciting new revenue

stream, and by extension it is also an

area of growth for logistics providers.

Those air cargo carriers that can show

they have the right technologies,

solutions and processes in place to

guarantee the safe transport of these

valuable products will stand to gain

much.

Constant Fresh. A cool chain solution from IAG Cargo

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W R ITTE N BY: W E N DY M A N N I N GV I C E PR ES I D ENT O F C U STO M ER S ERV I C ES AT C OCA- C O LA ENTER PR I S ES

Coca-Cola-Enterprises keeping the Christmas

cheer flowing

SUPPLY CHAIN MANAGEMENT

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SUPPLY CHAIN MANAGEMENT

CHRISTMAS IS A wonderful time

of the year. For us at Coca-Cola

Enterprises (CCE), the festive period is

both exciting and challenging.

Soft drinks are a hugely important

category for our retailers year round,

but especially so at Christmas.

To ensure we’re delivering supply

chain excellence and meeting our

customers’ and shoppers’ needs

during this critical trading period, we

build and execute a complex and

integrated plan. Our supply chain

must remain customer-centric, agile

and prepared for any unforeseen

fluctuations in demand.

While demand increases across

our service region in Western Europe

in the run up to Christmas, we also

offer a wider range of merchandising

options to our retailers, which can

add further complexity to our already

extensive supply chain – we have 17

sites across Europe and deliver 600

million cases per annum.

The festive period hits stores earlier

each year, which means while working

with our customers, we need to be

one step ahead. Christmas has been

months in the planning at CCE and we

look at all the eventualities, including

bad weather and increased road

traffic, to ensure we deliver the best

service for our customers.

While Christmas Day falls on the

same date every year, the day of the

week on which it falls changes, which

affects the flow of sales. This year, for

instance, Christmas is on a Thursday,

which means most people will

continue to celebrate and consume

over the weekend. If the big day falls

on a Monday however, people will

return to their usual consumption

patterns sooner.

Our supply chain needs to react

to these nuances accordingly.

Collaborating and sharing aligned

Perhaps the brand most closely associated with the festive season, Coca-Cola Enterprises tells us how to cope with the increased demand of its products during this time

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time. Earlier this year we opened a

new €20 million Automatic Storage &

Retrieval System at our distribution

centre in Dongen, The Netherlands.

The new facility is designed to hold

and automatically move pallets of

bottles and cans, enabling us to more

efficiently serve the needs of our

customers, as well as to maximise the

cargo space used in trucks.

Such technologies can be of real

value to our retailers. For example, our

pre-merchandised semi-pallets that

forecasts with retailers and hauliers

ahead of time makes a huge difference

to securing great availability.

Typically Christmas stock-building

starts around the first week in

November, but dispatching generally

starts from the first week of December.

This means our manufacturing teams

need to be agile enough to have stock

on the floor, but also build in headroom

for peak times.

The technology and systems in

our facilities can also help us save

Production line Clamart, France

SUPPLY CHAIN MANAGEMENT

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are built online are very important at

Christmas. As whole merchandising

units they are easy to move through

depots (and two can fit on one pallet

at a time). This also makes it easy

and less labour intensive for stock

replenishment in stores, which can be

crucial to our customers when they

are so busy in store. Equally shoppers

tend to buy packs rather than

individual products at Christmas-time,

so this is a win-win strategy.

While long-term preparation is

‘Although Coca-Cola is a global brand, we are a local business and almost 95 percent of our drinks are made in the country in which they’re sold’

Caption to the image

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key, manufacturers and retailers still

have a lot of work to do in the lead up

to the big day. In Great Britain, our

operations stay open seven days a

week, except for Christmas Day, but

some deliveries are even made on

Christmas afternoon - whenever our

customers are open so are we!

Although Coca-Cola is a global

brand, we are a local business and

almost 95 percent of our drinks are

made in the country in which they’re

sold. By making and distributing

our products in the same region it

creates efficiencies and allows us to

flex towards our customer’s needs.

This is particularly important at this

time of year; with over 30 percent of

our Christmas volume across Europe

delivered within a 36-hour period.

We use regional sales teams and

staying close to them and making sure

we know what is happening in-store

is critical. The legendary Coca-Cola

Christmas trucks in Great Britain

are a great example of a marketing

campaign that drives real excitement

and festive cheer amongst shoppers.

Some even refuse to believe Christmas

has arrived until they have seen a

Coca-Cola truck!

It’s a really important campaign that

requires collaboration with all areas of

our business from sales, to marketing

SUPPLY CHAIN MANAGEMENT

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to customer service. Sitting alongside

the much-loved adverts, the trucks,

which last year visited 52 locations in

Great Britain, can ultimately drive sales

in the regions they visit. It’s easy to

see why our supply chain teams need

to be on standby to replenish stock

sooner than usual when the trucks

stop by.

Christmas is a busy time of year for

our business. While it comes with its

challenges, it also provides us with

the opportunity to demonstrate the

immense firepower we have across

all our territories in servicing our

customers. It reinforces that we’re

willing to work tirelessly to support

our customers and make sure that

the festive season is a success for

everyone, year in year out.

The legendary Christmas truck is used as a vehicle to

market UK Coca-Cola products

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SEASONAL TIPS FOR RETAIL SUPPLY CHAINS FROM DHLW R ITTE N BY: J O H N B O U LTE R M A N A G I N G D I R ECTO R O F R ETA I L AT D H L S U P P LY C H A I N

PROCUREMENT

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PROCUREMENT

RETAILERS SHOULD BE sufficiently planning for the festive

season, as this is one of the busiest

times. Additionally Christmas is

arriving earlier and earlier each year

– with stores opening their Christmas

departments in August!

This means that everyone along

the supply chain from suppliers to

manufacturers and delivery drivers to

retailers, need to be aligned early on.

Time for forecasting needs to be built

into plans, so predictions about most

popular products or purchasing times

can be factored in. Peak shopping

days such as ‘Black Friday’ and ‘Cyber

Monday’ are now established and

should be considered by all parties.

Assessing your assetsEven if you put plans in place in good

time, you need to make sure you can

execute your strategy. This means you

need to assess your critical assets

ensuring you have the infrastructure

to be able to cope with a stretched

service. This involves taking account

of fleet vehicles, manual handling

equipment, pallets and cages to

ensure increased volumes can get to

store.

The omni-channel effectConsumers are more demanding than

ever before. Where possible, retailers

are delivering an omnichannel offering,

to enable on-the-go shopping with

mobile and online platforms 24 hours

a day, seven days a week. It’s also

important that the execution of your

strategy and delivery of your service

is consistent across all the different

channels.

If your business isn’t ready at this

stage it’s certainly worth considering

for the future to help boost Christmas

sales.

Conquering convenience It’s important to keep front of mind that

convenience is key for shoppers at this

Christmas is a time that everyone enjoys and retailers have a great opportunity to achieve success. However, to ensure smooth delivery of their operations retailers need to make sure their supply chain is spot on

S E A S O N A L T I P S F O R R E TA I L S U P P LY C H A I N S F R O M D H L

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Consumers are becoming

ever more demanding

with the use of mobile devices

on-the-go

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evening and have a gift ready to take

into work the next day.

Consider returnsWith such anticipation in the run up

to Christmas it can be somewhat of

an anticlimax when the festive period

comes to an end. But for retailers

the opportunities and hard work

continues. In fact, the weeks after

Christmas can be full of activity from

busy time. Retailers should try where

possible to offer different options for

their customers, to ensure they can

respond to demand and offer the

delivery method that works for their

shoppers.

House of Fraser for example has

implemented different strategies such

as Buy & Collect and its new next day,

early morning delivery service, which

means shoppers can order on an

The supply chain must ensure it can respond more quickly to demand

PROCUREMENT

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

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returns, which if not dealt with quickly

can add complexity into supply chains.

Retailers need to ensure the back

end of their supply chains have the

technology, systems and people in

place, after the big day, to ensure

products return to the supply chain

as quickly as possible. Additionally

making sure the returns process

is convenient for shoppers will be

important for making this happen.

‘Retailers need to ensure their supply chains have the technology, systems and people in place, to ensure products return to the supply chain as quickly as possible’

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Communicating is key Consumers are always pushing for

better, faster services so supply

chain experts must put cut-off times

in place so shoppers have realistic

expectations of when they will receive

deliveries. Additional communication

channels between the delivery drivers

and customers can help improve this.

DHL Supply Chain for example uses

SMS text alerts for some of its retailer

services to give shoppers up to date

information about where their items

are.

Consumers are always pushing for better, faster services

DHL has launched the SmartPOD app, which gives DHL drivers and third party hauliers a simple and effective

way of capturing real time information, using a smartphone. The app is easy to use and integrates with many popular transport management systems. • The SmartPOD app provides tracking information and proof of delivery, giving improved visibility of goods movement, leading to a reduction in overheads and faster payment cycles.

SMARTPOD APP PROOF OF DELIVERY

PROCUREMENT

S E A S O N A L T I P S F R O M D H L

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Delivering great customer service Drivers that are delivering large items

often become part of the customer-

facing retail team. This can be

especially true in the homeware sector

where businesses such as Next are

delivering large items that have been

bought online. As this is the only face-

to-face interaction that shoppers have

with the brand, drivers need to be

positive, careful and friendly to deliver

a great customer service.

Inevitably there will be traffic, bad

weather and potential technical

glitches to contend with at this time

of year. However having contingency

plans in place for these scenarios is

key to success. Communicating such

problems to customers in a clear and

polite way is vital.

Learn and look forwardWhen it is all over, it’s crucial to

look back and analyse your most

recent Christmas experience. What

worked, what can be improved?

Where might you need outside help

or investment? By collecting data as

you move through the festive season

you will then be able to look back at

your busiest times, and help you plan

for the peaks next year and identify

improvements in strategy to capitilise

on next year’s sales period.

Additional communication channels between delivery drivers and customers can help improve services

Airports We provide the lowdown on the world’s

best airports as listed by Skytrax, the brand associated with the

World Airport Awards on a yearly basis

TOP 10

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10 London Heathrow Airport

Flying the flag for Britain here, London Heathrow is notoriously overcrowded but surprisingly still scores highly for ease of use, flight information, public transport and security staff efficiency. Its flagship Terminal 5, which cost nearly £4 billion, was given the award of best airport terminal in the world in 2011.

09 Vancouver International Airport

The only North American airport in the list, Vancouver is also the least busy in the Skytrax Top 10. But the Canadian aviation hub still packs a punch when it comes to customer satisfaction; being ranked top for staff and the best North American airport for four year’s running! Helpful volunteers in green coats assist travellers with where they need to go.

London Heathrow Airport

TOP 10

A I R P O R T S

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Vancouver International Airport

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08 Zurich Airport

The largest Swiss airport has five passenger airlines and Turkish Airlines Cargo using Zurich as its primary hub, and offers excellent connectivity to London and the rest of Europe. The airport even offers a porter service for which travellers can pay a fee to have their bag delivered to their final destination.

07 Beijing Capital International Airport

Statistically the busiest airport in Asia, Beijing Capital International is a colossal piece of infrastructure. Its Langham Place Beijing hotel has been consistently rated as one of the best airport hotels in the world. Terminal 3, which was built in 2008, is also the second largest airport terminal in the world, giving you an idea of the amount of facilities inside.

Zurich Airport

TOP 10

A I R P O R T S

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Beijing Capital International Airport

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06Tokyo International Airport

Commonly known as Haneda Airport, it is one of two primary aviation facilities serving the Greater Tokyo Area and is the

primary hub for Japan Airlines and All Nippon Airways. A third terminal was opened in 2010 and more expansion work has taken place since, meaning Tokyo International can accommodate over 90 million passengers each year.

TOP 10

A I R P O R T S

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05 Amsterdam Schiphol Airport

Originally opened in 1916 during the throws of World War One, the Amsterdam Schiphol Airport has evolved into Europe’s premier

cargo hub and one of the busiest airports in the world. Travellers passing through Schiphol can kick back and relax with a massage, visit the airport library or even play poker at its casino.

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Hong Kong International Airport

Munich Airport

TOP 10

A I R P O R T S

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04 Hong Kong International Airport

Hong Kong has the unique natural advantage of being less than five flying hours away from half the world’s population. Building on that, Hong Kong is the world’s busiest cargo gateway and one of the world’s busiest passenger airports. It serves as the primary hub for global air carriers Cathay Pacific, Air Hong Kong, UPS Airlines, Dragonair, Hong Kong Express and Hong Kong Airlines.

03 Munich Airport

As the capital of Bavaria and Germany’s second largest airport behind Frankfurt, Munich Airport excels on the customer experience despite not being one of the busiest facilities on this list. Many of the walls and ceilings are made of glass, making the airport feel large and open.

Business Banking

A I R P O R T S

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02 Incheon International Airport (Seoul)

Incheon International Airport, sometimes referred to as Seoul-Incheon, is the largest airport in South Korea and is very much one of the largest and busiest airports in the world. Passengers are catered for on over 70 airlines, and

can be safe in the knowledge that once they arrive in South Korea, they will be treated to a facility that has received a five-star rating from Skytrax every year for nearly a decade.

Only opened in March 2001, Seoul-Incheon is home to a plethora of Korean culture, and has excellent rankings for cleanliness, external views, rest areas, Internet access, and local-food choices.

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01Singapore Changi Airport

Singapore Changi Airport has everything you could ask for from an airport and much more, and therefore is rightly ranked as the world’s best. Facilities include a rooftop swimming pool, a cinema,

free massages, a butterfly garden and a four-storey slide. The foremost aviation hub in Southeast Asia, the airport welcomed over 53 million passengers last year.

Singapore is the home base to eight different airlines, and serves more than 100 others operating 6,400 weekly flights

TOP 10

A I R P O R T S

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connecting Singapore to over 250 cities in about 60 countries and territories worldwide. But not only that, Singapore is also one of the busiest cargo airports in the world, handling 1.85 million tonnes of cargo in 2013.

Musgrave Retail Partners IrelandOn track to deliver an effective, efficient and engaged supply chainWritten by: Tom Wadlow Produced by: Craig Daniels

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MUSGRAVE RETAIL PARTNERS IRELAND

Musgrave Retail Partners Ireland is driving forward three key pillars in its supply chain operations which will ensure it

integrates positively into its retailers’ businesses and adjusts to the company’s acquisition of 24 Superquinn stores.

The largest division of the €4.8 billion-revenue Musgrave Group will be opening up more warehousing space in Dublin in July 2015 to help accommodate the expanding volumes.

That these extra assets have already been integrated into the logistics process has pressed the need to become more effective and efficient with highly-engaged staff, the balance of which something Supply Chain Director, Luke Hanlon, emphasises as crucial moving forwards.

The partner to SuperValu and Centra is continuously improving after integrating the former 24 Superquinn stores into its operations, with a new extension of its Dublin Fonthill site set for 2015

MRPI staff Pat Murray on bogie in ambient warehouse

E U R O P E

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MUSGRAVE RETAIL PARTNERS IRELAND

He said: “We are working to strike an optimal balance by developing an end to end supply chain which is both effective for our customers and efficient. In order to do both we need engaged colleagues.”

Expanding Musgrave Retail Partners Ireland (MRPI) caters for 686 stores across Ireland comprised of larger SuperValu stores and supermarkets alongside the smaller convenience-style brand of Centra, respectively competing with the likes of Tesco and Spar.

Now branded as SuperValu, the Superquinn stores have taken the number of SKUs covered by MRPI to 15,000, making the extra 57,000 square feet of chilled warehousing space at its Fonthill warehouse in Dublin a very welcome addition when it becomes operational next summer.

This will ease pressure on the existing 78,000 square feet in Fonthill and joins an ambient storage facility in Kilcock, Co. Kildare and an all-temperature site in Cork which serves the south of the country.

“Bringing across that volume has involved squeezing it into our existing space to date, and the extension will help greatly in managing this efficiently,” Hanlon added.

“We have had to move stores around from depot to depot to smooth out volumes but we are in a healthy position and looking forward to the new space. It has forced us to become leaner and smarter, which we will continue to push for.”

Revenue for the Musgrave

Group in billions of Euros

€4.8

Luke Hanlon,Supply Chain Director

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MUSGRAVE RETAIL PARTNERS IRELAND

Effective Central to continuous improvement efforts is increasing effectiveness, which MRPI has achieved in a number of areas over recent times.

Voice technology is ensuring warehouse pickers are in the right location picking the right volumes of product for particular stores, replacing outdated paper systems which led to greater incidences of human error.

Hanlon said: “We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process.”

Paper is also being removed on the transport side of the supply chain. Advanced shipping notifications remove the need for paper checks on incoming shipments and Paragon route planning software is automating the most effective route plans without the need to study and plot on paper.

Double Deck trailer

Number of Double Deck

trailers owned by the company

520

S U P P LY C H A I N

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MUSGRAVE RETAIL PARTNERS IRELAND

Efficient Many of MRPI’s transport initiatives result in increasing efficiency of operations on top of driving effectiveness.

For instance, the use of telematics allows drivers to improve their efficiency and is helping to increase fuel economy. The fleet is now running at more than nine miles per gallon, helping bring down the annual seven million litres of fuel used.

Also reducing fuel usage is the doubling up of routes, with around 40-50 percent of inbound volume delivered on return legs from store deliveries. This is boosted by the integration of double decks to the 520 company-owned trailers to maximise the use of space.

The 220 tractor units being leased are run on a biodiesel blend and Hanlon is looking to other renewable fuels such as compressed natural gas.

Looking at the supply chain from end to end is a focus which will enable MRPI to become both

“We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process”– Luke Hanlon, Supply Chain Director

Working in the

warehouse

MJ Quinn Ltd. Caheroyan, Athenry, Co Galway. IrelandP: +353 (0)91 844053 F: +353 (0)91 844796 E: info@quinnrv.com W: www.quinnrv.com

Supply Chain Solutions We Deliver as Promised

Dublin Address: Unit 5 Horizon Logistics Park, HarristownPhone: +353 8239777 Mail: info.dublin@kuehne-nagel.com

www.kn-portal.com

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MUSGRAVE RETAIL PARTNERS IRELAND E U R O P E

more efficient and effective at the same time, in that shelf gaps will be cut and touch points from production to delivery will be reduced.

Recently the team led a programme looking into the root cause of 14,000 shelf gaps in retailers’ stores. “This has allowed us to move beyond a silo approach into making changes from start to finish that ultimately make it easier for retailers to get products on the shelf.”

“We have reduced the lead time to retailer from 48 to 40 hours, which in effect gives them an extra day of sales so they can put in a more accurate and aligned order. We have also started Sunday deliveries on produce as weekends were found to contain gaps in the fresh ranges.”

“I am also asking what other sectors like pharmaceuticals and manufacturing do to make their operations the best and leanest. Some of Ireland’s best supply chains in terms of operational excellence are found in the medical sector and we can learn from that.”

Engaged The benefits to be reaped from enhanced effectiveness and efficiency will only be maximised by an engaged employee base, the third ‘E’ which Hanlon sees as vital to MRPI becoming truly integrated into its retailers and a key part of their value propositions.

“It is common to think within the four walls of the warehouse sometimes, and because our business is mostly made up of independent

Key Personnel

Luke HanlonSupply Chain Director

Luke began his career in Kerry Group where he worked from 1998 – 2003 before joining Musgrave Retail Partners Ireland holding a number of roles including Logistics Controller from 2006-2011. He holds a BSc, Food Science from UCC and is in the final stages of completing a Masters of Business at the Irish Management Institute which has included Diploma’s in Executive Coaching and Strategic HR. Luke became Supply Chain Director of Musgrave Retail Partners Ireland in 2011.

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MUSGRAVE RETAIL PARTNERS IRELAND

retailers under our brands, it is important to consider us as a key part of their individual business,” he said.

“There was a need to get our 1,300 warehouse workers out of the warehouse to visit and see what life is like for retailers. When things go well what does this mean, and when things go badly what does that mean for the retailer?”

MRPI is also using huddles – interactive meetings between line managers and employees using visual management techniques to help gauge opinion and field questions and ideas. Internal studies have shown an eight percent increase in employee engagement over the past

“It is common to think within the four walls of the warehouse sometimes, to consider us as a key part of their individual business”– Luke Hanlon

Tramore Road Depot

E U R O P E

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MUSGRAVE RETAIL PARTNERS IRELAND

year and this year’s employee survey is currently being conducted.

Finding the balance between efficiency and effectiveness while keeping employees fully invested in the division’s strategy is crucial if Musgrave Retail Partners Ireland is to continue the successful management of the country’s largest grocery supply chain.

And with the continual streamlining and evolution of processes being adopted as part of an end to end vision of the supply chain, the new warehouse space to be opened at Fonthill will provide great scope to become even bigger and better.

Company Information

I N D U S T RY

Supply Chain

H E A D Q U A RT E R S

Co. Cork, Ireland

F O U N D E D

1876

E M P L O Y E E S

1,700

R E V E N U E

€4.83billion

P R O D U C T S /

S E R V I C E S

Retail

Shree Property Holdings Building on a strong foundation of family valuesWritten by: Abigail Phillips Produced by: Dennis Morales

5 5

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SHREE PROPERTY HOLDINGS

Founded in 1980 by husband and wife duo Pran and Annisha Shree, Shree Property Holdings is a family owned and operated

business. The family owned business was born out of a retail butchery and evolved into a distributor of local and imported meat products in the region, however in 1999 the family recognised an opportunity in the market and diversified into the cold storage of citrus products.

The citrus division of the business was successfully able to secure the two largest clients in the industry - Dole SA and Capespan - and these relationships catapulted the company into the spotlight. That being said the cyclical nature of the citrus season meant that for six months of

Unilever’s new storage

facility located next to

their indonsa plant in

riverhorse valley

Technology, continuous improvement and a family orientated culture sets Shree Property Holdings in good stead for future growth

S U P P LY C H A I N

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SHREE PROPERTY HOLDINGS

the year, the company’s warehouses were vacant, which steered it towards the option of letting its facilities to short-term clientele.

“The clientele we attracted included large food and beverage brands like Tiger Brands and Brandhouse as well as bulk storage of sugar and grain products with the likes of Tongaat Hullet Sugar. This was possible because our citrus facilities were designed to store food graded products under the EU, EuroGAP and PPECB, HACCP and ISO 22000 approved standards. This in essence fueled our passion and drove us directly into the property development space. We purchased buildings, demolished and custom built them to food graded warehouse standards,”

“We are constantly striving for excellence in terms of methodology, technique and efficiency”– Pran Shree, Co-Founder & CEO of Shree Property Holdings

Cousins Steel International (Pty) Ltd (CSI) is a Durban-based company, specialising in the design, supply and erection of high quality steel structures.

Current work ranges across a variety of industrial applications, including warehouses, factories, and cold storage facilities.

info@cousinssteel.co.zawww.cousinssteel.co.za

Cousins Steel International (Pty) Ltd (CSI) is a Durban-based company, specialising in the design, supply and erection of high quality steel structures.

Current work ranges across a variety of industrial applications, including warehouses, factories, and cold storage facilities.

info@cousinssteel.co.zawww.cousinssteel.co.za

SUPPLIER PROFILE

COUSINS STEEL INTERNATIONAL

One of the latest completed projects by Cousins Steel International (CSI) is situated at King Shaka International, in the Dube Tradeport. Designed in its entirety by the team of in-house engineers, the steel frame spans 96m with two internal columns, whilst the roof covers just over 12,000m2, making this a highly functional facility in prime location.

With internals at just over 13m, the warehouse has areas over 1,200m2 without any obstructions. An interesting aspect of the construction phase was the use of Voidcon composite decking in the office slab, significantly reducing construction time, whilst keeping within the design, and architectural parameters.

With the previously mentioned in-house team, CSI undertakes to design, detail, fabricate, supply and erect the super structure as well as all cladding, doors, louvres and associated items. Along with the stated scope of work, all concrete, stormwater and required design is handled by the CSI team as an added benefit to the client.

The client has recently tenanted the warehouse out to global industry giant Samsung, who have subsequently taken beneficial occupation, and started production in the port.

Structural Steel Supplier: Cousins Steel International

Design Engineers: Cousins Steel International

Developer: Shree Property Holdings (Pty) Ltd

Building Contractor: Various

Tenant: Samsung

For more information, please contact: info@cousinssteel.co.za

> Corporate and Investment Banking

STRONG RELATIONSHIPS ARE BUILT ON SOLID FOUNDATIONS

We know the importance of relationships.Working together allows us to understandyour needs so we can off er the best realestate solutions for you. With over 152 yearsof banking experience, this is how we’re moving real estate forward.

They call it Africa. We call it home.

www.standardbank.com/cib

Authorised financial services and registered credit provider (NCRCP15).The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). SBSA 174809 – 10/14Moving Forward is a trademark of The Standard Bank of South Africa Limited

SHREE PROPERTY HOLDINGS A F R I C A

www.shreeproper tyho ld ings .com 6 1

explains Pavan Shree, Chief Marketing and Sales Officer at Shree Property Holdings.

In 2007, the company was officially established as a property development company and today, has an extensive property portfolio in Durban comprising of 56 properties. Shree Property Holdings industrial portfolio extends across Durban and the company is currently headquartered at Dube TradePort, in the vicinity of King Shaka International Airport. The majority of its industrial properties are densely concentrated alongside the Durban Harbour and the newly proposed Dig out Port.

Since becoming a property development company, Shree Property Holdings has diversified its client portfolio to include blue chip companies, automotive manufacturers and logistics providers

Inside the cold room

storage of Beacon’s

Chocolates

> Corporate and Investment Banking

STRONG RELATIONSHIPS ARE BUILT ON SOLID FOUNDATIONS

We know the importance of relationships.Working together allows us to understandyour needs so we can off er the best realestate solutions for you. With over 152 yearsof banking experience, this is how we’re moving real estate forward.

They call it Africa. We call it home.

www.standardbank.com/cib

Authorised financial services and registered credit provider (NCRCP15).The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). SBSA 174809 – 10/14Moving Forward is a trademark of The Standard Bank of South Africa Limited

Standard Bank Real Estate Finance, a division of Investment Banking, has the largest dedicated real estate platform of any financier in sub-Saharan Africa. We provide financing in all areas of the real estate sector and are committed to providing funding via a variety of solutions specific to the needs of our clients putting them at the forefront of their real estate initiatives.

Gary Garrett, Head: Real Estate Finance

Email: REFQueriesSA@standardbank.co.za

Website: www.standardbank.co.za/cib

SUPPLIER PROFILESTANDARD BANK

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SHREE PROPERTY HOLDINGS

as well as food and beverage clients. This vibrant tenant profile includes the likes of Unilever, Volvo, Samsung, DHL, Tongaat Hulets Sugar and Katoe Natie just to list a few.

Providing world-class storage solutionsShree Property Holdings has a reputation in the region for developing and maintaining AAA grade, new generation warehouses. The company prides itself in providing its clients with complete turnkey storage and logistics solutions, including customisation of facilities for individual tenants. Shree Property Holdings has undergone intensive research and development studies in order

‘Shree Property Holdings has a reputation in the region for developing and maintaining AAA grade, new generation warehouses’

UTI logistics facility

S U P P LY C H A I N

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SHREE PROPERTY HOLDINGS

Large overhang

constructed to allow

for a covered loading

space

to develop spaces built for maximum storage flexibility and efficiency – for example, each layout incorporates open span design and ideal flow within the warehouse to enable maximum usage of the floor area, which in turn assists and creates greater efficiencies in the operation of their client’s business.

Furthermore, the company has its own bespoke in-house construction division – Shreeprop – which helps ensure that all new developments are built to plan in a cost effective and timeous manner, further guaranteeing that the quality of materials and workmanship is at its finest. It is this factor that enhances the reputation and the ability

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SHREE PROPERTY HOLDINGS

for Shree Property Holdings to build AAA grade warehouses quicker than most.

Continuous improvementQuality and meticulous planning sets Shree Property Holdings aside from the competition and this underpinned by a culture of continuous improvement. “We are constantly striving for excellence in terms of methodology, technique and efficiency,” says Pran Shree, CEO and Co-Founder. “We work hard to create productive environments for our tenants using the latest technology.”

Shree Property Holdings is a firm believer in technology, as well as deriving benefits from adopting the first user advantages of it, therefore strategically continuing to invest in such to ensure its systems are up to date. “In the citrus business

We put our logo’s on all

our properties to show

ownership and quality

of our products which

our company prides on

The Shree Property Holdings development & construction team

A F R I C A

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SHREE PROPERTY HOLDINGS

we have been using a wireless, handheld based warehouse management system that has enabled us to load the correct pallet out and at the right time based on all the different variables like FIFO, Count, Grade and Target Market. This system has had many revisions over the years and has also been replaced and reengineered a few times as our business grew,” says Mayur Shree.

“On the property side we are constantly reengineering our intranet and Microsoft SharePoint Services as connectivity and different platforms evolve. This ensures that all our staff members are constantly connected and informed on the different sites and scope of work that we are busy with. We employ Microsoft Project Professional and Autodesk’s Building Design Suite which has increased our turnaround times and improved our accuracy in all projects from planning to completion,” he continues.

The company has also developed its own Shreeprop app, which allows tenants to log enquires instantly with the property management team and expect responses immediately in real time.

Corporate social responsibilityTechnology is not the only driving force behind Shree Property Holdings as an organisation. It is also dedicated to implementing world-class CRS initiatives. “Corporate social responsibility is very important to our company and resonate directly with our core values,” explains Sanam

Key Personnel Pran ShreeCo-founder & CEO

30 years of experience in the Cold Storage and Food Industry

10 years of experience in the Property Development Industry

SAPOA member

Durban Chamber of Commerce Member

“We work hard to create productive environments for our tenants using the latest technology”– Pran Shree

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SHREE PROPERTY HOLDINGS

Shree, Chief Strategy and Investment Officer. “The company has always supported various charitable organisations, and has a large involvement with Soroptimist International, Durban Club because of the affiliation of our CFO, Annisha, who was the club’s Immediate Past President. Shree Property Holdings and Soroptimist International, Durban Club have formed a partnership in The ‘Adventure into Adulthood’ project and it was this integration that

“The origin of the Shree Future Foundation relays back to Shree Property Holdings core values”– Sanam Shree, Chief Strategy and Investment Officer

Our plant and transportation equipment owned and

managed by our construction and development team

S U P P LY C H A I N

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SHREE PROPERTY HOLDINGS

brought about ‘The Shree Future Foundation.’“The origin of the Shree Future Foundation

relays back to Shree Property Holdings core values of empowerment, innovation and creating a sustainable and better future for our children of tomorrow and the less fortunate.

The organisation wishes to educate a university student by providing the potential candidate with the opportunity and funding to study and educate her/himself further. One hundred Grade

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SHREE PROPERTY HOLDINGS

11 students from disadvantaged backgrounds undergo stringent written and oral tests in order to qualify for the grant. The successful student will then be awarded a bursary to study at a tertiary institution. Voluntary educators will provide arms of support and mentorship from both the Soroptimist Club and the Shree Family.”

The company aims to grow this foundation to a larger scale over the next few years and truly values corporate social responsibility and believes in giving back to the communities in which it operates.

Family values rule the dayThe company isn’t only dedicated to helping those external of the company. Being a family run business, Shree Property Holdings views its staff compliment as being part of their greater family, whilst firmly adopting the ethos of a corporate structure. It is also important to note

The warehouse has

a 20,000 m2 storage

capacity

Warehouse facility occupied by S.A. Landside Logistics

S U P P LY C H A I N

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SHREE PROPERTY HOLDINGS

that it is passion and dedication that largely fuels the business. All five family members oversee different arenas of the business and work largely to complement each other with their talents and skills. This display of their complimentary skills will be well executed in the roll out of Shree Property Holdings Africa. Whereby Shree Property Holdings is internationalizing the business and increasing its African footprint in the SADC regions. The first step in the Company’s global movement will be via Mauritius. This has also been an easy process due to the fact that their Blue Chip tenants are requesting space in these SADC countries.

“We put our family name to our brand,” says Pran Shree. “A constant goal that we strive to achieve is to add value to our clients and their business. Being a young player in the property market, it is worthy to note that for the Shree Family this is just the beginning,” he concludes.

Company Information

I N D U S T RY

Construction

H E A D Q U A RT E R S

La Mercy, South Africa

F O U N D E D

2007

E M P L O Y E E S

250

R E V E N U E

Not disclosed

P R O D U C T S /

S E R V I C E S

Property Development,

and Warehousing

Warehouse facility occupied by S.A. Landside Logistics

Ocean Shipholdings, Inc.Ocean Shipholdings Raises the Bar on Ship ManagementOSI VP of Operations Bob Sheen discusses new technology and a constant commitment to high standardsWritten by: Sasha Orman Produced by: Jason Wright

7 1

Ocean Shipholdings, Inc.Ocean Shipholdings Raises the Bar on Ship ManagementOSI VP of Operations Bob Sheen discusses new technology and a constant commitment to high standardsWritten by: Sasha Orman Produced by: Jason Wright

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OCEAN SHIPHOLDINGS, INC.

Building and managing a ship or a fleet is complicated business. That is why there are businesses Ocean Shipholdings Inc. (OSI)

who make it their specialty. The Houston-based company has been a leader in ship management and ship building services since its formation in 1981, offering a full gamut of ship management solutions from shipbuilding and crew staffing to accounting and purchasing to engineering support and maintenance. With a commitment to quality in all aspects, OSI is committed to its clients’ safety and success.

Technology for Efficiency and Safety OSI actively invests in new technology for its ships and onshore operations, knowing the many benefits that it can bring to the business and its clients.

U S A

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OCEAN SHIPHOLDINGS, INC.

One of those benefits is efficiency, enhanced by AVS SafeNet modular software suites licensed from AVS Nautical Systems. OSI currently licenses accounting and crew management modules for its ship and shore operations, along with maintenance modules aboard some of its ships, and most recently added purchasing and procurement modules to the repertoire.

“We implemented this across the company and across the ships, so that we could manage all of our procurement with a single software package,” says Bob Sheen, Vice President of Operations at OSI. “That allows us in the office and the folks out on the ship to be aware of what’s being ordered, delivery dates, where they stand within our budgets and their own budgets, and it allows for visibility of what’s being ordered to senior management and to some of our customers.”

“It’s important to us to put OEM manufacturer spare parts on the ships wherever we can to the maximum extent possible – there are plenty of third party parts manufactured under questionable circumstances and without certification, and we have to be very careful that what we get is what the manufacturer either recommends or provides themselves– Bob Sheen, Vice President of Operations at OSI

OCEAN SHIPHOLDINGS, INC.

This kind of transparency is critical for clients – equally valuable is security. To address this, OSI has taken on the task of enhancing its software and working with shipboard partners to increase cyber security capabilities. “For many years, people didn’t think cyber security was an issue on ships,” says Sheen. “But it has become a major issue and we’re working within an industry-government partnership to develop procedures and safeguards for cyber security onboard the ship. On the shore side, there are plenty of software packages available that do that, and our IT folks are upgrading ours here.”

KPI Bridge Oil is a leading worldwide bunkering

company since 1971 with offices in London,

Istanbul, Miami, New York, Seattle, Singapore and

Valparaiso. With a dedicated team of more than 100

experienced professionals worldwide, KPI Bridge

Oil is fulfilling bunker and lube oil requirements

for the international shipping industry, covering all

major time zones 24 hours a day.

732.219.7900 | newyork@kpibridgeoil.com

www.kpibridgeoil.com

U S A

www.oceansh ipho ld ings .com 7 5

OCEAN SHIPHOLDINGS, INC.

Building Partnerships Whether it is chartering a ship from its own fleet or maintaining and repairing a ship for a client, Ocean Shipholdings Inc. believes in keeping vessels in the best quality possible. For OSI, that means maintaining a strong relationship with original equipment manufacturers (OEMs) of every piece from main engines to power generators to water evaporators.

“It’s important to us to put OEM manufacturer spare parts on the ships wherever we can to the maximum extent possible – there are plenty of third party parts manufactured under questionable circumstances and without certification, and we have to be very careful that what we get is what the manufacturer either recommends or provides themselves,” says Sheen, explaining that this policy also extends to requiring its ships to keep an inventory of all parts received or installed, so that OSI can track parts and maintain its high standard of quality companywide, and thoroughly vetting its purchasing staff to ensure that their standards are in line with OSI company policy.

A Future of Growth for OSI OSI is looking forward to good things in the near future, filled with potential for growth and success in upcoming contracts. “We like to think here that we’re going to be growing the company hopefully in a big way,” says Sheen. “We’re in a very competitive market, and we’re always looking to

“We implemented this across the company and across the ships, so that we could manage all of our procurement with a single software package”– Bob Sheen, Vice President of Operations at OSI

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OCEAN SHIPHOLDINGS, INC.

U S A

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OCEAN SHIPHOLDINGS, INC.

see where we can save our customers money, which reduces their cost and makes us more competitive. So we’re actively seeking new customers and seeking to grow the business. We’ve been around a long time because of that attitude, and we see ourselves adding new ships to our fleet and growing here within the next few years.”

Standards that Set OSI Apart What separates Ocean Shipholdings Inc. from the competition? According to Sheen, it all comes down to the company’s high standards and the people who work hard every day to keep those standards intact.

“We try to attract and retain the best available people that we can, and we develop our people over a long time to have a broad range of knowledge and skill sets,” he says, noting that many OSI employees – himself included – have risen through the ranks from positions on OSI ships to a place within the company onshore. “We are ISO 9001/2008 certified, and we’re very committed to quality and providing the best service that we can to our customers, continually seeking out input and feedback on where we can improve. Our owners started out long ago trying to be the best in the market, and we continue to strive very hard to do that.”

Company Information

I N D U S T RY

Ship management

services

H E A D Q U A RT E R S

Houston, TX

F O U N D E D

1981

E M P L O Y E E S

400 ship and shore

personnel

Comprehensive Logistics Co., Inc.Truly Comprehensive Logistics With more than a century of lineage, the company has evolved from a horse-and-cart delivery operation into a logistics industry leader.Written by: Kevin Smead Produced by: Jason Wright

7 9

Comprehensive Logistics Co., Inc.Truly Comprehensive Logistics With more than a century of lineage, the company has evolved from a horse-and-cart delivery operation into a logistics industry leader.Written by: Kevin Smead Produced by: Jason Wright

8 0 D e c e m b e r 2 0 1 4

Although its lineage dates back more than 100 years, Comprehensive Logistics

Co., Inc. (CLI) can be viewed as a “21st century success story.” CLI is an award-winning third-party logistics (3PL) provider known for its lean logistics solutions for leading OEMs.

A Fast 100+ Years Incorporated as a 3PL business in 1995, CLI traces its roots back four generations, to 1903, when J.V. McNicholas started delivering goods with a horse and wagon from the train station in downtown Youngstown, Ohio. Today, CLI is excelling for Fortune 500 automotive and adjacent sector OEMs and Tier-1 suppliers by leveraging its ability

to meet very stringent lead time and quality requirements in high-volume, high-velocity manufacturing environments. The company manages 19 operations comprising 4 million square feet of value-added warehousing and subassembly space with ISO 9001:2008 and ISO/TS 16949:2009 certifications.

A Comprehensive Approach CLI’s approach combines warehouse, yard and transportation management services. The company specializes in creating dedicated, highly engineered, process-driven manufacturing support facilities that successfully co-locate and synergize logistics operations with value-added services and subassemblies in

Forklifts

www.complog .com 8 1

support of OEM assembly plants. The centerpiece of the company’s

approach is its “plan for every part” (PFEP) methodology. From point of receipt through shipment, CLI effectively and accurately manages the high volume of manufacturing materials while mitigating risk for its customers.

Highly Efficient Processes From advanced quality planning and highly engineered processes to a superior IT support infrastructure and focus on continuous improvement, CLI’s lean culture delivers measureable results for its customers.

Once facilities reach steady state, CLI’s continuous-improvement initiatives spearhead constant

refinements that bring core operations closer to perfection. The company’s engineered approach employs PFEP and derivatives of W. Edwards Deming’s total quality management principles. Each core process is carefully managed to control even the slightest variation.

CLI has spent years perfecting its error-prevention controls through in-depth corrective and process action (CAPA) management. Whether driven by its own continuous-improvement initiatives or evolving customer requirements, CLI manages change through a formal Change Management Request (CMR) process, which fast-tracks and streamlines improvements.

“As processes are designed and begin to cycle, every process

800.733.0210 | info@lowrysolutions.com | www.lowrysolutions.com

Since 1974, Lowry Solutions has been implementing technology

innovations nationwide, and with over 10,000 customers, it has

established itself as a premier AutoID system integrator focused

on barcode, RFID, biometrics, enterprise mobility and asset

management solutions.

Lowry understands that each enterprise has its own specific issues

and requirements and that in order to provide best-in-class solutions

to address these issues, a deep understanding of our clients’

unique business processes is a necessity. To us, success is rooted

in our ability to enhance and grow our customer’s business.

Lowry Solutions make our customers’ businesses more competitive by providing:• Cost reduction• Improved business process efficiency• Improved staff productivity• Improved asset/inventory visibility• Supply chain standards compliance• Empowered mobile workers

Maximize Your Profitability with the latest Tracking Technology

S O L U T I O N S

Proud Platinum Level Partner

COMPREHENSIVE LOGIST ICS U S A

www.complog .com 8 3

will generate a certain number of nonconformances,” CLI’s Director of Corporate Services Trey Lyda explained. “We use those nonconformances to design additional error proofing and controls, whether systems based or otherwise, to improve the process. Each time you go through that loop for a particular nonconformance, it is one revolution of the continuous improvement cycle.”

A Unique System CLI lets customers see what drives success by affording them 24/7 real-time visibility to material

moving through its support facilities. Using its sophisticated STREME™ warehouse management system (WMS), designed specifically for highly complex, high-volume operations, CLI synchronizes material flows to manage inventory levels and event alerts holistically in one system. Robust to handle more than 250,000 scans daily, STREME precisely tracks flow and inventory levels. By pushing instructions to hand-held scanning devices, STREME eliminates task memorization and errors while increasing productivity.

“We have what’s called

800.733.0210 | info@lowrysolutions.com | www.lowrysolutions.com

Since 1974, Lowry Solutions has been implementing technology

innovations nationwide, and with over 10,000 customers, it has

established itself as a premier AutoID system integrator focused

on barcode, RFID, biometrics, enterprise mobility and asset

management solutions.

Lowry understands that each enterprise has its own specific issues

and requirements and that in order to provide best-in-class solutions

to address these issues, a deep understanding of our clients’

unique business processes is a necessity. To us, success is rooted

in our ability to enhance and grow our customer’s business.

Lowry Solutions make our customers’ businesses more competitive by providing:• Cost reduction• Improved business process efficiency• Improved staff productivity• Improved asset/inventory visibility• Supply chain standards compliance• Empowered mobile workers

Maximize Your Profitability with the latest Tracking Technology

S O L U T I O N S

Proud Platinum Level Partner

Since 1974, Lowry Computer Products has been implementing technology innovations nationwide, and with over 10,000 customers, it has established itself as a premier AutoID system integrator focused on barcode, RFID, biometrics, enterprise mobility and asset management solutions.

Website: www.lowrysolutions.com

SUPPLIER PROFILELOWRY SOLUTIONS

U S A

www.complog .com 8 5

COMPREHENSIVE LOGIST ICS

‘production status,’ which tells us what everybody is doing every second of the day. It’s basically the tool we use to manage our business,” CLI’s Vice President of IT Steve Olender said. “It [STREME] is a Web-based proprietary system that works with any browser available to anybody, anywhere, including mobile applications.”

The system is animated and user friendly. “From the point of receipt at our facility, STREME makes it easy for customers to get a real-time, animated view of all touch points for any part at any time,” Olender explained.

STREME fits right in line with CLI’s focus on complete transparency.

“By giving customers visibility and fact-based communications, equal to our own, we make everything

transparent. We actually like them to see, in real time, what’s going on in our facilities,” Olender said.

Truly Comprehensive Logistics With its 99.97% inventory accuracy rate, 99.4% on-time delivery rate, and less than five defective parts per million, CLI has achieved better than world-class standards. There are end-to-end checks to ensure that everything is where it should be at any given moment.

“Customers are looking for security even as they seek out supply chain advantages based on leaner and more capable processes,” CLI’s Senior Vice President and General Manager Brian Hume said. “Maintaining launch capacity and executing clean launches are a very high priority as customers look to leverage our core competencies and versatility in diverse outsourced scenarios.”

“With its 99.97% inventory accuracy rate, 99.4% on-time delivery rate, and less than five defect parts per million, CLI has achieved better than world-class standards.”

Over 27 years ago, Peregrine, Inc. invented the Quad-Steer Tracker™ material-handling trailer. There is still only one Quad-Steer Tracker™. We have produced several types of trailers and accessories to fit thousands of applications. We do the dirty work and provide custom engineering at no cost to best fit your application while maintaining the highest standards for safety and ergonomics. Since cost drives your business, put low maintenance and product life expectancy on your bottom line.

8 0 0 - 7 7 7 - 3 4 3 3 | w w w. p e r e g r i n e - i n c . c o m5301 North 57th Street Suite 102 | Lincoln, NE 68507-3164 | Phone: (402) 466-4011 | Fax: (402) 466-1639

P O S I T I V E - T R A C K I N G T R A I L E R S

Time to go Lean.

328 Civic Center Drive | Columbus, OH 43206614-621-4500 | www.exxcel.com | dreardon@exxcel.com

EXXCEL Project Management develops and constructs repeatable relationships nationwide.

Development, Real Estate, and Construction Solutions

COMPREHENSIVE LOGIST ICS U S A

www.complog .com 8 7

In terms of new business, CLI executed six major new launches in 2014, including a $20 million investment for a dedicated warehouse, and is focused on the growth of other aspects of its business, including transportation and yard management.

“The key factor in everything we do is transparency,” Hume said. “The environments that we were formed in are high stakes, high speed, high volume, and have very stringent quality requirements. We made a conscious choice, as a management team, to be fact based and open in our communications and let the process science speak for itself that we were going to be forthright and open in our communications.

“This extends to the visibility that our systems create,” Hume added. “The fact that we are personally happy to do open-book pricing and to share our engineering, I think makes us overall easier to do business with. I think customers appreciate that.”

If past performance is indicative of future success, CLI’s growth potential is unlimited. As a fourth-generation, privately held company, CLI continues to experience year-over-year double-digit growth and to reinvest earnings to ensure future growth.

Company Information

I N D U S T RY

Logistics

H E A D Q U A RT E R S

Youngstown, Ohio

F O U N D E D

1903

E M P L O Y E E S

1,100

Varley Group:Defence & Aerospace LeadersAs one of Newcastle’s oldest manufacturing companies, Varley Group has the expertise and wide-ranging knowledge other companies do not.Written by: Laura Close Produced by: Robert Lundberg

Varley Group:Defence & Aerospace LeadersAs one of Newcastle’s oldest manufacturing companies, Varley Group has the expertise and wide-ranging knowledge other companies do not.Written by: Laura Close Produced by: Robert Lundberg

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VARLEY GROUP

As one of Newcastle’s oldest and most advanced engineering companies,

Varley Group has provided its customers with innovative solutions and quality designs and products for over 125 years. The company has worked on projects in several different disciplines and industries including defence and aerospace, specialised vehicles, electric vehicles, power services, ship repair rail services and telescopic towers. Recently, in 2013, Varley

Group acquired Telescopic Tower Enterprises in Queensland and BJM Electrical.

Varley Group is committed to safety, in ensure the welfare of its people and visitors; customer focus, to offer the best customer service through open and honest relationships; high quality workmanship, to ensure high-quality products, services and employees; acceptance of change, to adapt to changes in customer needs, technology and social

Varley Electric Vehicles retrofitted a passenger bus with electric vehicle

technologies as part of a multi-million dollar growth program.

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VARLEY GROUP

demands; and success, to secure continuing financial, technical and market success.

With locations in New South Wales, Sydney and Brisbane, the company has demonstrated its expertise on projects both large and small, earning a reputation for first class work locally, nationally and internationally. By providing quality customer service and a broad but specialised skill base, Varley Group has had the competitive edge in the region since its inception.

Defence & Aerospace Varley Defence & Aerospace has been a recognised supplier of engineered military products since its establishment in the early 1980s. This division of the company has been responsible for the design and manufacture of a wide variety of land, air and sea products for military applications. For over 30 years Varley Defence & Aerospace has been building up extensive knowledge and experience.

The company is able to provide

Hydraulic pump jacks improve operational efficiency on

operations floor.

Varley’s automative capabilities include metal fabrication, machining, fusion

welding, vehicle building, mechanical assembly.

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VARLEY GROUP

services ranging from conceptual design through to product manufacture and provide through-life support. Several products are available from Varley Group’s defence and aerospace line:• Deployablesheltersand

enclosures integrated with tactical mission systems and logistics support equipment • Specialisedtrailersfittedwith

stabilising system and elevating platforms• Specialisedvehiclesbodies

and modules• Specialisedaircraftground

support equipment (GSE)• Customisedstorageand

transportable containers• Marinegangwaysand

accommodation laddersThis particular arm of the company

prides itself on its continuously improving service to customers— which includes both the Australian Defence Force and Defence industry alike—providing innovative, integrated and cost-effective solutions and continually factoring lessons learnt into the company’s

approach to new projects.

Major Contracts & Manufacturing Skills

In both prime and sub-contract arrangements, Varley Defence & Aerospace offers customers the benefits of knowledge, experience, flexibility, and highly skilled design and manufacturing teams supported by the full resources of the Varley Group of companies.

Most significant contracts include:• Land121Phases3A&5A

Vehicle Modules for new fleet of Army G-Wagons• RAAFTransportableAir

Operations Tower (TAOT) Mobility Systems• DeployableTyreMaintenance

System (TMS) Shelters• F-35JSFLandingGear

Handling Systems and Canopy Lifting Assemblies• AP-3COrionAircraftDocking

Stations, and Mobile Work, Support and Access Platforms• ArmyMediumMaintenance

Shelters• AssemblageEnclosuresfor

10-18 Carbine Close Wallsend NSW 2287 Certification

Services

Management SystemsQuality

ISO 9001

APPROVEDCOMPANY

Berendsen has provided hydraulic support to Varley for over 20 years. From technical advice, to equipment supply, to custom design and manufacturing, we have become one of Varley’s most trusted suppliers. We provide customised solutions to meet any hydraulic requirement and work with our clients every step of the process to ensure complete customer satisfaction.

Filtration Systems

Standard & Custom Power Units

Lubrication Units

Standard & Custom Cylinders

Standard & Custom Manifolds

Ph: +61 2 4955 0660info@berendsen.com.au

w w w . b e r e n d s e n . c o m . a u

We deliver the most comprehensive range of electrical & mechanical services in the industrial & commercial sector.

» Electrical Contracting

» Industrial Control Systems

» Building and Facility Services

» Industrial Machine Services

» Catering Equipment Service & Sales

» Automated Building Systems

» Health and Hygiene Equipment

» Commercial Laundry Equipment

www.gbelectrical.com.au02 4968 7500 - 24hrs 7days

1300 883 263ameproducts.com.au

Contact your local AME branch on:

ONE STOPWHOLESALE

SUPPLIER

AME Products is your “Serious DC Specialist” in the Australian DC electrical market specialising in DC solutions for agricultural,

mining, automotive, marine and emergency services applications

VARLEY GROUP A U S T R A L I A

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Battlefield Telecommunications Network• RAAFControl,Commandand

Communications Shelters• Fit-outofMECCExpandableShelters• SecureOfficeShelters• AirDefenceVehicleBodiesThese projects were supported by Varley

Group’s expertise and highly developed skills in manufacturing. Below is a list of skills the company has mastered and can offer to its clients. • MetalFabrication• Machining• CNCrouting• Lightweightmetalfabrication• FusionWelding• Vehiclebuilding• MechanicalAssembly• Fit-out(mechanical,electrical,data/video/

audio cabling)• Vehiclebody/chassisbuilding• Autoelectrical12V/24V• Electrical240V/415V• Fibreglassandlaminatedpanelling• Spraypainting• Panelbeating• Plumbing• Shipwright• Productmaintenance,repair,overhaul

and upgrade

Company Information

I N D U S T RY

Manufacturing

H E A D Q U A RT E R S

New South Wales,

Australia

F O U N D E D

1886

E M P L O Y E E S

650

R E V E N U E

$110 Million

P R O D U C T S /

S E R V I C E SVarley is one of Newcastle’s oldest and most advanced engineering companies. We have consistently provided our customers with innovative solutions and quality in design and manufacture for 128 years.Varley’s work on projects large and small has earned the company a reputation; locally, nationally and internationally, as a supplier of first class work, a manufacturer of quality products and a provider of unsurpassed service.

Rail Track Association Australia:The Rail Track Australia Association (RTAA): Pursuing and Promoting the Interests of Rail Track Infrastructure

From Small Beginnings – the Story Continues to Grow

Written by: David Bainbridge

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Rail Track Association Australia:The Rail Track Australia Association (RTAA): Pursuing and Promoting the Interests of Rail Track Infrastructure

From Small Beginnings – the Story Continues to Grow

Written by: David Bainbridge

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RAIL TRACK ASSOCIATION AUSTRALIA

The RTAA was formed in 1973 after the First International Rail Sleeper Conference was held in Sydney. This conference was the catalyst for the establishment of the Rail Sleeper Association which became the Rail Track and Sleeper Association in 1979. Following further organisational changes in 1983, the association became known by its current name - the Rail Track Association Australia (RTAA).

The RTAA held thirteen successful rail conferences between 1973 and 2001 at three-year intervals. These conferences were held in major locations in

Australia and New Zealand and were well supported by the rail industry. They included guest speakers from Australia and overseas, providing a high standard of technical papers and information to rail professionals.

Between conferences, and during the years 1979 to 1995, the Rail Track Journal was published by the RTAA. Its objective was to maintain a communication link between members. In 1996 this role was assumed by Track & Signal Magazine, with endorsement by the RTAA. The RTAA continues to provide technical and editorial

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RAIL TRACK ASSOCIATION AUSTRALIA

assistance to the publication while also regularly contributing articles.

The Yellow Tie Dinner and AusRAIL Conferences

The inaugural RTAA Yellow Tie Dinner was launched at the 1981 Rail Conference, when guests were presented with a selection of coloured ties and scarves representing a rail theme. The yellow ties became the most highly sought and the name stuck. The Yellow Tie Dinner was born.

In 2001, the RTAA took a new direction and secured an agreement with the Australasian

Railway Association (ARA) that resulted in AusRAIL. For the first time, all five major Australian rail industry groups joined forces to present the highly successful AusRAIL PLUS 2003 Conference in Sydney. (The ‘five’ were ARA, RTAA, ARIC (now known as RISEG), IRSE and RTSA).

Since then, AusRAIL PLUS Conferences are held every other year, alternating with the AusRAIL Conferences. The RTAA continues to maintain a prominent role, hosting a technical stream during the conference as well as one of the most popular social events on

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the Australian rail calendar - the Yellow Tie Dinner.RTAA Field Days Event While all of these changes were positive, the RTAA was still searching to clearly articulate and distinguish its purpose within the rail industry. A key challenge was ensuring the services provided to the membership were meaningful and good value for money. There was a strongly held view that, while the AusRAIL conference provided a meeting place for executives, professionals and lobbyists, the thousands of blue-collar railway workers also needed an event specifically targeted to meet their needs. It was also acknowledged that site-based rail workforces should be publicly recognised as valued contributors to the industry. Added to these imperatives, an event was needed for rail workers to engage in industry advances, learn about new technology, while also being able to meet rail executives that they did not often see on track.

As a result, the RTAA’s Field Days event was established in 2006. While based on the International Exhibition for Track Technology held

in Münster, Germany, RTAA’s event has a distinctly Australian flavour.

The fifth event was held this year with more participants than ever, including international delegates.

Frank Franklyn Young Rail Specialist Award In 2008, the RTAA awarded its first Frank Franklyn Young Rail Specialist Award. The award seeks to encourage, reward and promote young achievers within the rail infrastructure industry by facilitating their travel to an international rail event. This prestigious award is presented at the gala dinner at AusRAIL.

New Directions with an Eye on the Past In 2010, David Bainbridge was elected President of the RTAA, heralding a transformational rethink in the RTAA’s direction and approach. For the first time, a membership satisfaction survey was undertaken and the results were used as the basis of a three-year strategic plan, currently being implemented.

The key focus has been to deliver a more member-focused

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RAIL TRACK ASSOCIATION AUSTRALIA

approach. This includes targeting a membership base that is spread across Australia, and providing services accordingly, rather than being a Sydney-centric organisation.

Implementing the strategy has not been without significant challenges however, and there has been significant progress in the eight key focus areas. These include:

1. RTAA profile: become a credible voice for our members

2. Field Days Event: be bigger, better and more professional

3. Technical stream at AusRAIL: provide more relevant and higher quality papers

4. Networking events: offer professional events across Australia that are recognised as recordable

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RAIL TRACK ASSOCIATION AUSTRALIA

CPD credits for members of the Institution of Engineers Australia

5. Frank Franklyn Young Rail Track Specialist Award: increase applications and improve quality

6. Website, media and social networking: improve RTAA’s image and communication with members

7. Track standards: improve the RTAA’s working relationship with

RISSB and other organisations8. RTAA performance: monitor

member satisfaction through a second survey (due in July 2013).

The results are impressive and there has been a 50% growth in memberships over the past three years. The RTAA has also modernised its image with a new logo and website representing

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RAIL TRACK ASSOCIATION AUSTRALIA

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RAIL TRACK ASSOCIATION AUSTRALIA

this shift. There are many more achievements, with much work still to be done. The second membership survey will reveal the extent of progress, areas requiring continued focus and new challenges.

Importantly, the RTAA will continue to encourage both individuals and corporate organisations to take up membership and play an active part in the industry.The Future – What’s Next?

There are a number of key areas where the RTAA can add value to benefit the rail industry as a whole. These include:

1. Supporting the introduction

of innovation to the industry which has the potential to save the lives of workers and members of the public.

2. Attracting and retaining young people into rail.

3. Increasing diversity within the rail industry, particularly encouraging greater participation in the new age of railways by women and Indigenous people.

4. Using social media tools to better share information and facilitate debate in the industry.

This includes using tools such as LinkedIn, Facebook and Twitter. While this may not come easy to many (older) rail colleagues, it is an essential part of communicating rail-messages to peers, stakeholders and decision-makers. This will help secure the future of the rail industry in years to come.

A Final (Personal) NoteThe RTAA has become

recognised as a relevant and prominent member of the Australian rail industry community and the spiritual home of the Field Days event in Australia. Long may it remain so, and long may we continue to provide exceptional value to our members. The RTAA strives to continuously improve its service, to move forward with the times and serve the interests of the rail industry for the foreseeable future. I am passionate about continuing this journey and making our vision a reality. I thank all members who have humbled me with their support for the RTAA and my role as President.

With 60 distribution centers, this “gaúcha” (from the State of Rio Grande do Sul) company grows stronger and stronger in the field of highway transportation of cargo

Written by: Flavia Brancato | Produced by: Sergio Ambrosino

TW TRANSPORTS:

A TRADITION THAT IS SELF-RENEWABLE

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TW TRANSPORTS:

A TRADITION THAT IS SELF-RENEWABLE

F orty-eight years of experience in the transport business is what brings reliability to the demanding logistics market, by means of a unique history of entrepreneurship. Starting with three Mercedez

Benz trucks operating in the field of highway transportation of cargo, from Porto Alegre to the north of the State in the mid-60s, today TW Transporte is recognized for its strength and outstanding performance throughout the State of Rio Grande do Sul. TW Transporte also carries out its activities in the states of Santa Catarina, Paraná and São Paulo, with a structure divided into 60 units, serving more the 760 cities, with a fleet of about 500 vehicles.

With full integration of transportation solutions, the company is able to bring the entire line of production and consumption together via its service profiles, by offering full management of the production chain of transportation of packages, LTL, agribusiness, heavy loads and chemicals.

To serve a structure that has collection and distribution units located in

Waldemar Schmitz, founder of Waldemar Transports

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TW TRANSPORTES E LOGÍST ICA

Heavy load fleet, TW Transportes

the largest production and consumption centers in the Southern region of the Country and in São Paulo, TW Transportes has small-sized vehicles for fast collections in urban centers and heavy trucks for the transportation of large-sized items, thus ensuring a perfect alignment of the supplying, processing and consumption markets.

PROFESSIONAL QUALIFICATIONRecognizing the human relevance for the development and maintenance of relationships, the company is continually investing in professional training in order to leverage contact with customers and the market. TW Transportes management foundation is strictly bound to its Strategic Planning and Internal Procedures, as well as its Guidelines and Policies, supported by an information system and by performance indicators.

Management TW Transportes Alexandre Schmitz

President

Ricardo Schmitz Commercial Director

Alexandre Krummel Operacional Director

Ana Paula Schmitz Administrative Director

Marinilce Schmitz Financial Director

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One example is the Integrated Management System, which is conducted by the Quality Committee, with participation of all areas of the company, and also its Management. Another successful management model is the Gaúcho Quality and Productivity Program (PGQP) – enabling self-assessments and external, systematic, and annual assessments, in a continuous process of analysis and improvement in its system – which is consolidated and

“We chose to invest very successfully in professionals who supported our decision-making process with data and information, and who made the company even more competitive”– Alexandre Schmitz, CEO of TW Transportes

TW Transportes drivers training

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TW TRANSPORTES E LOGÍST ICA

integrated in all levels and sectors of the organization. Moreover, the areas hold monthly reviews of their results internally,

generating action plans for the maintenance and improvement in set standards. This involvement and participation of Employees are only possible by means of implemented HR practices, from which investment in training and development, plan of benefits, actions for integration and get-togethers stand out, among others. All units of the company are engaged in the pursuit of excellence through specific actions of skilled-developing training of Managers and Employees, system of result reviews, in addition to practices already established in the Parent Company.

TW Transportes drivers training

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Lecture on quality of life and work safety

ENVIRONMENTAL RESPONSIBILITYThe socio-environmental responsibility is a serious matter for TW Transportes. To control the Atmospheric Emissions generated by trucks, the company conducts Opacity tests (“black smoke”) on its own vehicles every three months, and on aggregated vehicles every six months; a conformity report stating the vehicle emission rate is issued after the checking is carried out.

As far as Waste Management is concerned, the company works with proactive actions. For instance: used tires are sent to companies that recycle those wastes, reuse the rubber, and turn it into new products; oil and oil residues are sent to petrochemical companies that refine the material, returning it to the consumption cycle; the batteries are sent to companies that recycle such batteries, thus avoiding unnecessary raw

TW Transportes collects water from the rain to wash company’s vehicles

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material consumption.Being instruments of relevant environmental interest and part of a

sustainable development, the Areas of Permanent Preservation are also in the company priority list. TW Transportes main office in Carazinho has two APPs where all the restrictions required by the resolution (30m) are complied with and the company keeps those areas by planting native trees.

All such efficiency and determination turn into positive results, with

Employees work out

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TW TRANSPORTES E LOGÍST ICA

TW Transportes logistics unit

emphasis on the Certification issued by SASSMAQ – Evaluation System for Health, Safety, Environment and Quality-, required by customers of the field of chemicals, and into the high level of customer satisfaction.

LOGISTICSMaintaining excellence and continuing the tradition of almost five decades is not an easy task. The continuous investment in technology, and the equipment that provide greater visibility, route optimization and agility in the processes of transportation, represent one of the company’s challenges. The company has a complete and equipped structure to better develop the distribution centers and internal information systems. In addition to an integrated 24-hour online system that allows the generation of real-time visibility of the entire transportation process, TW also counts on web-

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based tracking of goods and satellite-monitored vehicles.

Modern logistics centers set in Carazinho enable the storage, monitoring and distribution of products in the northern region of Rio Grande do Sul. Located in the main consumption poles of the state, the Distribution Centers provide optimization of efforts and agility in the operating processes. Located in strategic regions for trading of inputs and products, TW Transportes

Technology and

accuracy in services

TW Transportes logistics unit, Carazinho-RS

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“We intend to open more units, ensure efficiency in collecting and delivering products, implement an internationalization project to conquer new markets, and also fully automate our operations”– Alexandre Schmitz, CEO of

TW Transportes

Shipping Centers, by means of its vertical units, allow agility in the collection of goods and interaction with the distribution network of the company.

THE FUTURELast year, TW Transportes grew 26 percent and the revenue by the end of the year was USD $81 million. In 2014, the forecast is for continuous growth, with an increase of approximately 15

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TW TRANSPORTES E LOGÍST ICA

percent in sales, which should reach as much as USD $94 million. To remain in this favorable flow, they rely on the strengthening of expansion of the market of highway transport of cargo. “We intend to open more units, ensure efficiency in collecting and delivering products, implement an internationalization project to conquer new markets, and also fully automate our operations,” states Alexandre Schmitz, CEO of TW Transportes. He also admits, “this is to meet an estimated increase of 15 percent in volume of goods delivered, which reached more than 1 million units in 2013.”

Schmitz also points out as decisive factors for the excellent result achieved in 2013 the investment in mapping the customer contribution margin, an increase in higher value-added services, process redesign, in addition to investments in Human Resources and in the process

TW Transportes is part of fairs and events

of planning, Market Intelligence and control of critical actions. “Today, our company has an area of planning, Business Intelligence (BI) and structured and independent market intelligence. We chose to invest very successfully in professionals who supported our decision-making process with data and information, and who made the company even more competitive.” adds the CEO.

Company Information

N A M E

TW Transportes

I N D U S T RY

Logistic and Transport

H E A D Q U A RT E R S

Carazinho, Rio Grande do Sul, Brazil

E S TA B L I S H E D

1966

E M P L O Y E E S

1500

P R O D U C T S /S E R V I C E S

The company is specialized in storage and transportation of cargo (light and heavy LTL and chemicals)

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TW Transportes is part of fairs and events

More than ever before, the key to efficient production lies in implementing energy-saving measures. These range from the use of energy-efficient drives to the shutdown of complex pro-duction processes. In the past, this shutdown had to be done manually, making it very time-consuming. Today, a standard-ized data interface ensures that power consumers can be

switched off centrally in a coordinated and risk-free manner, thus enabling plant operators to achieve energy savings of up to 80 percent during production pauses. We would be delighted to provide you with information about our portfolio of energy-efficient products, solutions and service, which will enable you to quickly achieve lasting gains in efficiency.

Answers for industry.

siemens.com/energy-efficient-production

Productive plants don’t have to run around the clock, they just have to run efficiently.Realize the potential of energy-efficient solutions more quicklyE2

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