Many retailers are accelerating their expansion ambitions, looking to capture new sales growth away from home in territories that are demonstrating rapid growth. The opportunities far outweigh the threats, but there are significant challenges in managing a global or multi-country enterprise.

1.     Global supply chains have to be agile and robust

A global supply chain needs to be agile enough to react and serve multiple markets, depending on business needs, but it must also be robust enough to withstand changing local demands.

Under increasing pressure to buy globally but think locally, many retailers are needing to balance global aspirations with an increasing demand from consumers to reduce product-level mileage in the supply chain.

This has been particularly prevalent in FMCG, where growing consumer demand for an ethical approach from their suppliers is reshaping the way supermarkets and clothing retailers in particular manage their suppliers across the supply chain.

At the same time, consumers expect to see an ever-increasing range of goods to choose from, driving demand for supply chain development that includes near sourcing.

Supply chains need to be more dynamic and move away from the traditional push and pull model, and are responsive to customers in terms not just of products, but of sourcing, manufacturing, transport, animal and environmental welfare, and treatment of employees.

2. Traditional IT systems can’t always manage the complex, extended supply chain

No retailer can grow faster than its overall supply chain infrastructure so knowing the effective range or limitations of the supply chain is key to expanding. 

In much the same way that IT has enabled companies to source goods on a global scale cost effectively, those same supply chains can now manage the complexities of distributing not just westwards but also distribute goods to stores around the world, working entirely domestically within foreign countries in an extended way or allowing a truly global, if complex, push and pull retail operation using a network of hub and spoke fulfilment. 

Making everything speak the same language in a supply chain that is both flexible and reactive is vital to creating a healthy supply environment that works on a global basis, perhaps spanning multiple time zones or numerous legislative trading areas.

Traditional Enterprise Resource Planning cannot always handle the demands of a non-linear, global supply chain that is multi-faceted and operating in a complex environment of multiple suppliers. In some sectors where just-in-time is necessary, this becomes even more challenging.

3. Connectivity for visibility and agility is critical

Creating a supply chain that is ‘connected’ through web-based solutions helps create increased visibility and agility across all business sectors but can still be a disparate or silo system without the right level of process integration.

Cloud will be a critical tool for supply chain management in the future, offering true visibility over the end-to-end process. While some experts argue at how much real-time data you really need over the supply chain, the true power of the Cloud is only just started to be realised in distribution but has huge potential in making a number of silo systems talk to each other.

4. Supply chain harmonisation is important so suppliers can take part
Extending your business processes beyond the ‘walls’ of your own system can add a significant burden on for those suppliers who are not already equipped to deal with it. Harmonising this process has already become very important, but could prove business critical in the future, along with making sense of the data when you get it.

Some companies have spent time mapping out their supply chains, looking at everything from physical process to supplier interaction in order to locate weaknesses and target strengths to leverage, not only to squeeze out cost efficiencies but also to prepare for supply chain disruptions.

5.  While you might expect most or all companies to have done this, in truth most haven’t

Klaus Schwab, Founder and Executive Chairman, World Economic Forum recently summed it up, “Across every sector of society, decision makers are struggling with the complexity and velocity of change in an increasingly interdependent world. We need to explore and develop new conceptual models which address global challenges. The more complex the system, the greater the risk of systemic breakdown, but also the greater the potential for opportunity.”

The logistics provider unveiled extensive plans to invest in new facilities and IT solutions including a Warehousing Management System and Transportation Management System to increase efficiency and visibility.

In addition to these upgrades, the company plans to grow its transport fleet and strengthen its workforce to further expand its business in core sectors, and has announced the building of its second 10,000 sq meter built-to-suit distribution centre in Bac Ninh in North Vietnam, which is due for completion in the third quarter of 2013.

Growing its footprint

With the €10 million investment, DHL Supply Chain Vietnam expects to increase its staff strength by over 170 percent, creating 1400 new job opportunities. By 2015, DHL Supply Chain will have over 2200 people in its operations locally.

“Growing talent and training is key for DHL. In the last three years, we have doubled our headcount in Vietnam to the current 800 staff,” said Oscar De Bok, CEO South and South East Asia, DHL Supply Chain. “To meet the demands of our future business and expand our workforce to some 2200 people by 2015, we have rigorous training and development programs in place to grow the local talent pool and deploy industry leading practices in the country”.

Breakdown of investments

• DHL’s Vietnam operations will see a substantial increase (over 50 percent) in DHL’s warehouse space in Vietnam - from 91,000 sq meters to over 141,000 sq meters by 2015.
• The company plans to grow its transportation fleet by over 160 percent, to deploy over 100 vehicles in the next two years.
• The investment includes more advanced IT systems support that offers a range of scalable supply chain execution systems; including a Warehouse Management System, Transport Management System, Spare Parts Logistics System and other value-added systems to enhance and improve supply chain visibility.
• DHL Supply Chain is expanding its office in Hanoi to have full fledged staff functions in order to take responsibility for the whole Northern region of Vietnam.
• Finally, DHL is planning for expansion in the North of Vietnam, including a new Distribution Centre in Bac Ninh DHL Supply Chain has plans for additional expansion in North Vietnam. Spanning 10,000 sq meters, construction is underway for a new built-to-suit distribution centre in Bac Ninh designed to suit the bespoke needs of the Consumer, Retail, and Technology industries.

Scheduled for completion in the third quarter of 2013, the latest facility complements DHL Supply Chain’s existing 20,000 sq meter built-to-suit facility in Bac Ninh which incorporates a Parts Distribution Centre for the automotive industry. 

 “We’re investing in the future of Vietnam, to successfully replicate best practices from our international operations and - combined with our extensive local experience – showcase industry-leading solutions. Our investments over the next few years will allow us to further grow in tandem with the country’s progress, and offer first-rate services for both global and local customers alike,” said Jan Willem Winkelhuijzen, DHL Supply Chain’s Country Manager for Vietnam.

The award was presented to Julian Amesbury, Commercial Director at Q8Aviation, at the IATA Fuel Forum in Berlin on 8th May.

Fadel Al-Faraj, General Manager of Q8Aviation, comments: 'It is a great pleasure to win this award again, particularly as we have been chosen by those who matter most - our airline customers. Our team at Q8Aviation is committed to continuous improvement in all aspects of our service and we will continue to push for even higher standards in future.'

The seventeenth Armbrust Survey attracted nearly 100 responses from airlines representing around 75 per cent of the jet fuel bought and sold worldwide. In a rigorous questionnaire, airlines were asked to rank fuel operators against five service criteria covering the whole range of business activities from operational quality through to price and backroom support.

Armbrust's International Director, Keith Carter, says: 'I was delighted to announce that Q8Aviation has been voted into the number one spot for the third year running, with clear daylight between them and their competitors. It shows a real commitment to the industry. I would also like to thank everyone who contributed to the Survey, ensuring that it continues to be the premier measure of overall performance in our challenging business.'

The Armbrust Aviation Group acts as a consultant to airlines, airports, fuel producers and distributors, and government agencies; it publishes the monthly Jet Fuel Report.

About Q8 Aviation

Q8Aviation is a fast-growing dynamic company and one of the world's leading marketers of aviation fuel. As a subsidiary of a major oil producer, Kuwait Petroleum Corporation, it has the unique claim of a service that stretches 'safely from well head to wing tip'. It operates a jet fuel service at many of the world's leading international and regional airport.

One of the industry’s most proven software platforms, ITWWA’s VPS software has been upgraded to enable pallet patterns to be changed in real-time with minimal effort required of employees or the robotic palletisers. In addition, the VTP Palletisers now operate up to 40% faster with the same flexibility and gentle product handling, according to the company.

“We are always looking for ways to provide customers with the most efficient warehousing solutions available,” says Jeff Stingel, Vice President of Sales, ITWWA. “These upgrades are an example of that commitment.”

The enhanced VPS software allows users to quickly and easily change pallet patterns without stopping production. Pallet patterns are built with the graphic user interface in the PC, where users simply input package sizes and number of cases on a pallet. The software displays the cases on the screen and users can arrange them as necessary and assign the pallet to start that pattern. VPS allows for an infinite number of flips or patterns- further ensuring greater productivity and load integrity

Powering all ITWWA solutions, from case picking and AS/RS to palletizing, VPS integrates seamlessly with all major WMS and routing software and provides web-based, real-time video viewing and remote monitoring. 

“Software is the fundamental building block for any successful warehouse automation solution,” says Stingel. “Our VPS software provides the accuracy and flexibility necessary to help our customers successfully achieve their automation needs.”

VPS also helps ITWWA’s VTP Palletisers take on more functions. The robotic palletisers can handle each case or SKU differently. VPS communicates to the robots whether cases are lighter or packaged in various materials so they can handle each accordingly.

About VTP Palletisers

ITWWA’s scalable systems have the ability to work multiple projects concurrently, are intuitive to use, and provide accurate data back to the warehouse control system. VTP Palletisers are SCF/ISO friendly, category 3 & 4 compliant and incorporate an easy to use graphic interface. ITWWA provides 24/7 customer support with all its products and services.

The new certification allows KQ Pride Centre to deliver endorsed training programmes in the field of Dangerous Goods Regulations to shippers, freight forwarders, airlines and governments.

In 2011, the institution was certified by IATA as an Approved Training Centre to offer IATA Training Programmes in the fields of aviation, travel and tourism, cargo and dangerous goods regulations. The centre also holds the Regional Training Partners certification that allows it to offer a selection of IATA classroom courses and diploma programmes delivered by IATA instructors with IATA course material, allowing participants to enjoy a similar learning experience to that of any IATA Training Centre in the world.

This is the third certification that KQ Pride Centre has received from IATA, making it the only centre globally to have attained all three IATA certifications. Kenya Airways Group managing Director and Chief Executive Officer, Dr. Titus Naikuni, said:

“The conferment of the certification was an important recognition of the centre’s overall ability to provide quality training that meets strict criteria as set out by IATA, leading industry experts and member airlines. This is a huge endorsement of our efforts to deliver quality training that meets international aviation standards and recognition of KQ Pride Centre as a global training facility of excellence. We welcome individuals, organisations, airlines and governments to take advantage of our expertise to build their own competencies.”

Congratulating KQ Pride Centre, the Head of Global Partnership and Learning Innovation at IATA, Ismail Albaidhani, said: “We are very proud that Kenya Airways is IATA’s first and only global training partner to embark on all three partnership programmes with IATA [Approved Training Centre (ATC), Regional Training Partners (RTP) and now Accredited Training School (ATS)]. This truly is an indicator of KQ’s commitment to developing the people of our industry in all the related segments and it gives us true pleasure to work with you closely on the three partnership programmes.”

The research is the first global analysis that shows that during the summer months acidification from shipping can equal that from carbon dioxide. 

Rising levels of carbon dioxide in the atmosphere cause a steady acidification of the ocean as carbon dioxide dissolves into the water and produces the weak acid carbonic acid. Other gases can also cause acidification, for example sulfur and nitrogen oxides, which dissolve to give the strong acids sulfuric acid and nitric acid respectively. 

“These oxides are present in the exhaust gases from ships’ engines,” said David R. Turner of the University of Gothenburg in Sweden. “Sulfur oxides come from the sulfur present in marine fuel oil, while nitrogen oxides are formed from atmospheric nitrogen during combustion. Emission of these oxides causes atmospheric pollution, followed by marine pollution (acidification) on deposition.” 

Ocean acidification has been shown to harm the health of coral, squid, mussels and other sea life.

“Global shipping has emitted acidifying compounds for decades without emissions controls,” added James J. Corbett, professor of marine policy in the University of Delaware’s College of Earth, Ocean, and Environment. “Only recently have regulatory standards set limits on ship emissions that will take effect between now and 2025.”

These oxides contribute to long-range pollutant transport, but significant amounts can be deposited within a few hundred nautical miles of the shipping lanes. This study has assessed the consequences of releases from shipping on a monthly basis during one year.

The results show that the greatest acidification from shipping occurs in the northern hemisphere in coastal areas during the summer. In addition, acidification occurs in open-ocean regions surrounding heavily trafficked shipping lanes.

Coastal areas are most affected, and regulatory action may reduce impacts

In regional ocean “hot spots,” especially near the coastlines, this seasonal acidification is of the same order as the annual acidification due to carbon dioxide. The globally averaged acidification, in line with previous studies, is much smaller but ignores the important regional acidification caused by ships without emissions control.

“Controls on the sulfur content of marine fuel oil are already in place in North Atlantic ‘hot spot’ areas on the North American and European coasts,” Corbett said. “In 2015 the maximum sulfur content in some of these areas will be reduced from 1 percent to 0.1 percent, while the global maximum will drop more than 80 percent from current average 2.7 percent to 0.5 percent.”

Ship acidifying emissions also impact North American coastal oceans. Previous analyses (see Figure 3.3-17) showed that annual total sulfur deposition attributable to international shipping ranges from 10 percent to more than 25 percent of total sulfur deposition along the entire Atlantic, Gulf of Mexico and Pacific coastal areas.

These studies led the International Maritime Organization to designate Emissions Control Areas around much of North America, following similar control areas in Northern Europe.

“This policy-driven transition to cleaner ship fuels and lower emissions is the most dramatic global reduction in acidifying deposition to the sea since at least the 1950s,” Corbett said. 

“This global analysis expands our understanding that controlling ship emissions can be an important step to reduce the acidification of ocean and coastal areas not yet protected by control areas,” Turner said. “Improving the quality of fuels will help, and technologies that scrub the stack gases may need to neutralize the acidic discharges from treatment processes to protect ocean and coastal ecosystems.”

“Emerging policies and practices to improve fuel quality and reduce ship acidifying emissions by 2020 or 2025 provide scientists with a rare opportunity to observe positive change as ships become less polluting,” Corbett said.  

Based in New York’s first solar-ready business complex, the 25-acre build-to-suit facility will provide the company 55,000 square feet of warehouse space and 33,000 square feet of office space across two floors.

The complex will help the company meet their sustainable objectives by generating clean power through low-cost solar and hydro-energy. The Riverview Solar Technology campus demonstrates environmental corporate responsibility through a committed investment into renewable energy and green building best practices, seeking LEED (Leadership in Energy and Environmental Design) certification. 

Strategically situated, Riverview Solar Technology Park is just 10 miles from the Canadian border and the province of Ontario, with quick access to both highways and rail. The solar campus is also recognized as a New York State Shovel-Ready Certified Site, and is known as a “low-impact green business park,” limiting the unnecessary removal of trees for the convenience of construction.

State and local officials were on hand to welcome FedEx Trade Networks and comment on the impact of the move.

“Conducting business in an environmentally sustainable way is important to FedEx Trade Networks. Our involvement with the Riverview Solar Technology Park illustrates our commitment to our customers, and the local community, to seek out innovative processes to streamline our operations and reduce our carbon footprint,” said Fred Schardt, president & CEO, FedEx Trade Networks. “We’re proud to be part of New York’s first commercial solar project development and we look forward to doing environmentally sound business in the Town of Tonawanda and Western New York region for years to come.” 

“Moving into Buffalo-Niagara’s first Building Integrated Photovoltaic (solar energy) business park demonstrates the fact that FedEx Trade Networks does indeed embrace the benefits of doing business in a manner that lessens its impact on the surrounding environment,” said Matthew Montante, chief operating officer for TM Montante. “We hope this move will serve as an example for other industry-leading companies to strongly consider the advantages of establishing offices in similar clean power office parks.”

As previously reported, FedEx Trade Networks brings $5.2 million to the deal, while New York State has committed $2.56 million in Excelsior tax credits to the build. And just this past month, the Erie County Industrial Development Agency (ECIDA) granted $1.9 million in tax abatements to the project. According to FedEx Trade Networks, construction will begin this month and the first wave of company employees is projected to move in toward the end of 2013.

The interim fix of a third runway is a must to prevent cargo capacity being frozen and the UK losing out to hubs in mainland Europe, he told guests at Coyne Airways' 20th anniversary celebrations in London last week.

Just under half of the UK’s exports by value go by air, with Heathrow already working at 98% flight capacity and processing around 65% of the UK's air cargo traffic.

“It is doubtful a ‘Boris Island’ solution would be available before 2030,” said Coyne.

“A modest cargo growth of three percent per annum between now and then would mean a further 51% cargo capacity would be needed to cope.

“That happens to be the amount of extra capacity in flight terms that Paris, Amsterdam, Frankfurt, and Madrid currently enjoy over Heathrow.”

He added that a Thames Estuary airport would be in the wrong place, putting a huge barrier, London, between the new hub and the nation's main source of manufacturing in the Midlands.
It would, he said, also spell disaster for the thousands of businesses set up around Heathrow to service the cargo industry.

“For many, it would entail writing off their investment in facilities extending all along the Thames valley, and either moving thousands of employees or recruiting and training new ones,” said Coyne. 

“And where would the land come from to accommodate these enterprises close to an airport in the Thames estuary?

“All of the land needed for the terminals would have to be reclaimed at great expense, but its doubtful the project would be able to facilitate the needs of air commerce.

“There would not be sufficient land available on the banks of the Thames to accommodate the needs of companies wishing to be based close to the new airport.”

Coyne, whose airline provides scheduled services to some of the world's most difficult to reach destinations, called for the Government to take brave decisions to secure the future of air transport in the UK before any further damage is done.

Investments in electronic invoice processing can be returned within 6 months, according to a new report which investigates global opportunities for electric invoicing.

Sponsored by GXS, the new Billentis report delivered new insight into the economic challenges driving e-Invoicing, in addition to confirming a 60-80% savings with e-Invoicing compared to traditional paper invoicing.

The Billentis report highlights the importance of the market opportunity within Supply Chain Finance (SCF), the set of solutions available for financing specific goods and /or products. With a $1.3 trillion global market for receivables, only a small portion is currently using SCF techniques. But, the report indicates more than half are investigating options to improve SCF functions. And, many companies are looking to monetise receivables and payables to provide liquidity within their supply chain.

“Today’s finance departments face a complex and challenging business environment that requires tremendous business savvy, making innovation an essential driver of the department’s excellence,” said Bruno Koch, owner at Billentis. “Erratic markets, the globalisation of trading, new regulation and compliance issues, increasing complexity of business processes and steady change/transformation have forced the function of finance to redefine its role in the organisations.”

e-Invoicing is gaining an even greater importance as a tool for businesses to maintain an efficient supply chain. Consequently, CFOs are being increasingly called upon to manage information and technology that would normally have been reserved for the CIO.

“As electronic invoicing becomes a mainstream financial activity, CIOs and CFOs need to work more closely together. Many financial supply chain teams have already begun trading electronically with EDI and need to increase their communications to better align their goals,” said Nigel Taylor, head of e-Invoicing at GXS. “GXS has always believed that 2013 will be a pivotal year for e-Invoicing. Identifying increased government mandates, a strong focus on corporate supply chain risk and easier accessibility to e-Invoicing for SMEs as key drivers for this growth, the Billentis report supports our prediction.”

About GXS:

GXS is a leading B2B integration services provider and operates the world’s largest integration cloud, GXS Trading Grid®. Our software and services help more than 550,000 businesses, including 22 of the top 25 supply chains, extend their partner networks, automate receiving processes, manage electronic payments, and improve supply chain visibility

Opening in May 2013, the Green Transformation Lab will have two full time directors – Mr Stephan Schablinski from DHL will serve as Director. Ms Kar Way Tan from SMU will serve as Academic Director. The Lab research will focus on the creation of innovative solutions to help organisations transform their businesses towards sustainable green growth and drive beneficial change in supply chains across the region, with the aim to fulfil its mission through education, research and best practice development.

Mr Bruce Edwards, Global CEO, DHL Supply Chain, said: “DHL has long recognized the need for supply chains in Asia Pacific to adopt more sustainable logistics models. Green momentum is growing amongst policy makers, companies and consumers but more can be done to spearhead the application of Green solutions throughout the supply chain. The Green Transformation Lab will help these organisations move beyond measuring and planning by creating more sustainable solutions for companies and supply chains that lead to large-scale adoption and subsequent economies of scale. We’ll achieve this by leveraging SMU’s multi-faculty academic excellence, DHL’s GOGREEN sustainability services and our expertise and capability in supply chains. DHL is committed to creating a more sustainable world today for the benefit of tomorrow.”

The fact that logistics costs as a percentage of GDP are significantly higher in Asia Pacific than in the US and Europe*, calls for more sustainable logistics operations and makes it a real catalyst to sustainable, economic growth. Singapore’s position as one of the world’s biggest logistics hubs and its prospect of developing into a mega city with more than 6 million residents by 2017 means supply chain sustainability is vital to Singapore’s continued economic success, as the value of merchandise imports and exports is three times greater than Singapore’s GDP (Source: World Bank).

Professor Arnoud De Meyer, SMU President, said, “Singapore is a regional hub for supply chain management and this puts us in a unique position when it comes to finding solutions for tomorrow’s world. We possess the knowledge and are able to provide a conducive environment for generating ideas and solutions that are vendor-neutral and interdisciplinary to help companies steer a green transformation of their business. SMU’s strength in information systems, operations and risk management, business strategies, law, economics and social sciences, allied to DHL’s global leadership in logistics, is a powerful combination. We are confident that the outcome of our collaboration with DHL will be transformational thought-leadership and practical tools that Asia can use to evolve green supply chains that will contribute significantly to the long-term business growth of the region with Singapore as the driver.”

Various supply chain technologies work well to increase efficiency and reduce cost; but it requires the application of business intelligence solutions to take performance to the next level, according to Grant Marshbank, chief operation officer of VSc Solutions, and speaker at the upcoming annual SAPICS Conference.

“Business Intelligence Solutions are not new to South African organisations, but the approach of focusing on the supply chain whilst effectively integrating with any system – whether internal or external - redefines the potential value of what can be achieved,” he says, referring to a case study on Parmalat that will be presented at the SAPICS 2013* conference in June. 

As supply chain consultants to dairy giant Parmalat, the distribution solutions for Parmalat SA include best of breed routing and scheduling software, as well as planning software that allows for fast and effective daily distribution planning and visibility.

Whilst these solutions gave Parmalat an effective framework to manage its distribution, the addition of the Business Intelligence solution resulted in exponential efficiency gains and cost savings. “The potential value-add was only realised when the implementation of the Business Intelligence solution took the integration of these solutions to the next level,” says Marshbank.

According to Marshbank, most businesses operate against a set of measurable KPIs that are often run from various data centres and compiled into numerous spreadsheets. “This process is time consuming and is potentially inaccurate,” he notes.

However, by applying a business intelligence approach, an effective solution results that enables one to automatically extract data from any source (in any format) and populate such data into any array of formats/locations. “When coupled with powerful Web solutions and data warehousing tools, the result is a powerful integrated Business Intelligence solution,” he says.

“The Parmalat Business Intelligence solution allows KPIs to be viewed per annum, month or selected date range, as well as on a national, distribution centre or even employee level. The solution also provides analytical capabilities where users are able to drill down to the lowest level of detail on any dashboard, report or data set queried.”

Marshbank says the integrated Business Intelligence solution is relevant to any organisation regardless of size. “Integrated supply chain solutions today are undoubtedly the key to making inspired business decisions in the future,” he concludes.

*The presentation by Willem Schoeman (Parmalat National Distribution Manager) and Grant Marshbank (VSc Solutions COO) at the 35th Annual SAPICS Conference & Exhibition 2013 is entitled: Integrated Distribution and Business Intelligence Solutions:  A Practical Example. 

The move sees a host of blue-chip businesses join forces to improve the perception of careers in their sectors, create business growth, create jobs and share innovation and best practice. These businesses will work together to identify the skills requirements of the current and future workforce in order to ensure that they can attract and develop talent to fulfill business growth plans.

Through the Employer Ownership of Skills funding, these collaborating and confident companies hope to deliver an extensive programme of high-quality, employer-led training and investment in skills across the logistics, transport and supply chain industries. If successful with the employer ownership pilot, the funding will be used to support learning solutions which do not fall under the scope of current frameworks and will be in addition to existing training, skills and business initiatives.

Companies already committed to the Smart Business Academy include: Arla Foods, Arriva, ASDA, Bibby Distribution, Kuehne + Nagel, Royal Mail, Sellafield Ltd, Stena Line, Stobart Group, TNT and Yodel – they form the interim Board which has 100% employer membership.

The Smart Business Academy is the bid for funding from these aligned industries that will also deliver for government a National Industrial Partnership (NIP) and was formed after these businesses decided to collaborate to achieve mutual benefit and growth.

The Smart Business Academy model features three key pillars: people development, business development and innovation and communication. An interim main Board, and thus nascent NIP comprising the large employer representatives, is spearheading the programme to ensure that the widest possible number of businesses have the opportunity to benefit.

Maersk’s first Triple-E vessel is scheduled for delivery on 28 June 2013, with its actual service in the Maersk Line fleet on the Asia - Europe trade to begin in mid-July.

An official Triple-E website has been created to explain how to design a 400 metre ship that can carry 18,000 containers and consume 35 percent less fuel than much smaller ships, and how seafarers prepare for sailing a ship like this before it exists.

It is from this website where the progress of the vessels’ construction can be tracked, as well as a countdown to launch and delivery, and a multitude of photos, videos and stories from the many phases of the project can be found.

 “A project like this has multiple stages and a huge diversity of people, machines and activities responsible for so many different parts,” said Steen Reeslev, Head of Group Relations at Maersk. “It’s fascinating, and until now has happened behind the gates of the shipyard.

“The Triple-E site is our chance to share the build and development of these amazing ships from beginning to end with our customers, employees and the public,” he continued.

The Triple-E website will host all new information about the Triple-E and is part of the wider communication plan around the Triple-E launch with a goal to excite and engage the general public, customers, investors and employees in the creation and launch of these vessels.

A number of events are planned in connection with the completion and launch of the first Triple-E, including a traditional naming ceremony in the shipyard, a maiden voyage, as well as local events in and around the ports of call. There will also be various social media events that will enable people around the world to participate on different levels in the arrival of these new ships.

“We want our customers, our employees and people around the world who are passionate about Maersk ships or ships in general, to feel part of this great project,” Reeslev continued. “We hope with the worldslargestship.com we can make it easy for everyone to experience and share the stories around these ships.” 

Image copyright (c): Maersk press room

With almost two decades of experience working in the materials handling industry, the Director of Jofson Limited, one of the UK’s primary Mitsubishi dealers, has sat on the Association Board since 2009.

New Chairman, Geoff Martin commented:

“I am proud to accept this new role. Thanks to Martyn’s commitment and hard work, and through innovations such as the introduction of a Technical Manager and our Safety Week annual awareness campaign, the Association has built up an enviable reputation.

“Together with our members, we’ve firmly established the FLTA logo as a marquee which signifies expertise, integrity and competence.

“However, I think there’s much more to be done. The Association is strong, dynamic and progressive; and, through the development of new initiatives and resources, we will continue to raise standards – ensuring both members and the wider public receive the highest levels of service and support.”

The UK’s independent authority on fork lift trucks, the FTLA is the first port of call for information and advice on equipment and materials handling issues.

Bringing together dealers, manufacturers, suppliers and training companies, membership includes access to a wealth of free materials including fact sheets, training, safety, documentation, key events details, resources and the knowledge all members adhere to a strict code of practice.

FLTA Chief Executive, Peter Harvey added:

“I look forward to working alongside the new leadership team of the Association, Geoff as Chair and new Vice Chair, Andrew Woodward of Aldermore Bank Plc. I have no doubt that, together, they will excel in their new posts and contribute to maintaining the quality and integrity of the Association, while developing its scope.”

Martin concluded:

“We are about to embark on a vigorous campaign to bring the FLTA to a wider audience than ever before. We intend to not only expand membership of our Safe User Group, but encourage far greater interaction with all those involved in any way with fork lift trucks; from managers and supervisors to operators and even pedestrians who work alongside handling equipment.”

These wingtip devices, which are arrow-shaped surfaces attached to the tip of each wing, enhance the overall efficiency of the aircraft, saving fuel by reducing drag while also lowering noise emissions by improving take-off performance. The modifications will save UPS more than six million gallons of fuel each year and reduce carbon dioxide emissions by more than 62,000 metric tonnes. UPS estimates approximately a four percent fuel savings on each 767 flight.

UPS continues to lead the industry in sustainable business practices," said David Abney, UPS chief operating officer. "With the widest portfolio of services in the industry, we are constantly looking for ways to reduce emissions, and drive down operating costs so our customers have the solutions they need to compete in a global economy. These winglets are a perfect example of sustainability in action. They are good business and good stewardship."

UPS currently operates 54 of the 767 aircraft with five on order. The company plans to have winglets on all 767 aircraft by the end of 2014. Winglets are already installed on UPS's 747, and MD-11 fleets, and the A300-600 has a similar device called a wingtip fence.

The modifications will add approximately five and a half feet of span to each wing, and each winglet is 11 feet tall. Aircraft weight will increase by nearly 3,000 pounds due to the weight of the winglets and the extensive structural reinforcement of the wing structure. Even at this size and weight, the winglets will still reduce the amount of fuel used per flight.

Winglets improve the aerodynamics of the wing by extending the length of the wing and reducing the amount of drag, which is the force that opposes an aircraft's motion in the air.

The winglet project is a sustainability initiative implemented by UPS Airlines. The company already operates one of the cargo sector's youngest and most fuel-efficient air fleet, and is working to reduce its carbon intensity an additional 20 percent by 2020 from a 2005 baseline. Other highlights of the airline's fuel conservation efforts include computer-optimized flight routes, aircraft taxi time management, and alternate-fuel ground support equipment.

We believe there is always some way you can improve, and we're applying that spirit to our environmental efforts," said UPS Airlines President Mitch Nichols . "This is a great example of how we can use existing technology to save money, lessen our impact on the environment and serve our customers more efficiently."

The ratings, complied by supply chain experts Gartner are raked according to peer opinions and Gartner Expert opinions in addition to the year’s return on assets (ROA) and the three-year weighted revenue growth.

10. Unilever

Unilever has climbed to number ten from 15th place in the 2011 list, following the establishment of a virtual manufacturing network that can support fluctuations in local demand and tap in to global capacity as needed through flexible manufacturing.

The global consumer products leaders invested in an ambitious sustainability programme this year, which has seen it move 36 percent of its supply chain to sustainable methods.

9. Wal-Mart stores

Wal-Mart stores has fallen from number seven in the 2011 list to nine in 2012, yet remains a mainstay in the Gartner Supply Chain Top 25 ranking, where it has featured since the list was first published in 2004. According to Gartner, Wal-Mart is known for its’ ‘ability to redefine the playing field’ when it comes to procurement leverage, green product investment and supply chain practices.

8. Cisco Systems

Having fallen two places from number six in 2011, high-tech company Cisco Systems comes in at number eight in 2012. The company is well known for running a broad and interconnected value chain, and has a robust set of risk management systems, policies and procedures which allowed it to recover quickly from the 2011 Japan crisis.

 7. Intel

After re-entering the list in 2009, Intel has been on a steady climb, having transformed itself from a component manufacturer to a demand-driven value network offering total customer solutions. The chip manufacturer has significantly improved its supply chain agility and resiliency by reducing its overall supply chain cycle by around 40 percent in the past few years.

6. The Coca-Cola Company

Boasting  a plant within a mile of every worldwide customer, The Coca-Cola Company is the master of last mile-distribution and ranks highly with peer voters, raking in the top 10 list of voters in every region. Gartner particularly highlighted the company’s ‘innovative beverage delivery system’, Freestyle, which offers restaurant customers mass beverage customisation.

5. P&G

Falling two places from number three last year is P&G, a perennial winner in the Supply Chain Top 25. Gartner highlights the company’s ability to optimize decisions across the supply network, which allows it to orchestrate demand and connect the supply chain to the shelf.

4. Dell

Dropping from number two in 2011, Dell’s signature supply chain capability has evolved from fast, configure-to-order capability to segmenting fit-for-purpose supply chains to the needs of its diverse customers. The computing OEM has evolved into a solutions company, in addition significantly improving its physical supply chain performance during the past few years.

3. McDonald’s

McDonalds gained five spots to reach number three for 2012, following strong financials and peer opinion votes, in the light of the successful launch and expansion of its McCafe product line. During 2012, the company managed the additional complexity  from new product lines in addition to maintaining leadership in traditional food categories.

2. Amazon

A newcomer to the Gartner rankings in 2010, Amazon has moved steadily up the list over the past few years, jumping three spots to No.2 for 2012. Following  a three-year weighted revenue growth of 38 percent, the online retailer leads by offering services where the profit potential is uncertain, which requires robust demand management and supply delivery capabilities.

 1.Apple

Maintaining its number one slot is technology design company Apple, which received the highest voting scores due to ‘a combination of operational and innovation excellence’, following a focus on the consumer experience and working back through the design of its supply network, and mastery in orchestrating its end-to-end value network. Apple is a master at orchestrating its end-to-end value network to deliver total solutions to its customers through tightly integrated design of hardware components, firmware, a proprietary operating system and an ecosystem of applications that run on top of that platform.

Information taken from Gartner Supply Chain Top 25 for 2012

The new weekly service is in addition to DHL’s current daily service offering, which departs from Shanghai and runs along the trans-Siberian North Corridor– with a transit time difference of up to 8 days. In turn, the new service also offers greater cost and CO2 emission reductions.

Kelvin Leung, CEO, Asia Pacific, DHL Global Forwarding, said: “Customers are increasingly looking to DHL to handle their shipments between China and Europe and demand for our original daily rail/road multi-modal service out of Shanghai has increased substantially since we launched it in 2011. This prompted us to seek ways to grow and enhance this service not only to cope with rising demand but to prepare ourselves for future demand as well.”

According to DHL, the current success of its road/rail multi-modal service is down to its ‘pioneering and unique features as well as its ability to meet the growing demand for flexible and environmentally friendly solutions in the market’.

“DHL is the only forwarder offering regular, daily rail departures to and from China via our intermodal hub in Małaszewicze, Poland. We provide a true door-to-door service by picking up goods from any location in China and offering last mile delivery by truck or rail to anywhere in Europe out of Małaszewicze via DHL EUROCONNECT,” explained Leung. “Now, we can offer more capacity between China and Europe thanks to the additional weekly service along the West Corridor.”

One of the most important distribution centers in western China, Chengdu is a hub for electronics, machinery, pharmaceuticals, chemicals, metallurgy and processed food production. The city is expected to become one of China’s economic powerhouses over the next decade.

Steve Huang, CEO, China, DHL Global Forwarding, said: “Chengdu’s exports exceeded €23 billion in 2012, up more than 30% from 2011, and many of our own multinational customers in the electronics and automotive sectors are based there. Chengdu was therefore the choice origin/destination for us after Shanghai as we looked at growing and enhancing our multi-modal portfolio linking Asia – particularly China – and Europe. This also bolsters China’s ‘Go West’ economic development strategy which is already in full swing here.”

As online commerce continues to grow, more and more retailers are aware of the significance the experience their customers get when they take receipt of goods and the impact this can have on their own brands. This was one of the findings of  the recent UK documentary ‘Dispatches’, by Channel 4, which exposed poor practices following undercover filming at a number of the UK’s largest delivery specialists.  

Poor practices result in a negative online shopping outcome for some retailers who depend on third parties for their last-mile delivery solutions. Managing the doorstep experience is a big challenge for retailers, as they have very little knowledge of or control over the end result.  

Traditional retail v doorstep delivery

Consider the following example to appreciate why the doorstep experience is so important: A consumer is seeking to buy an expensive sweater from an exclusive fashion retailer online as a gift. If they shopped in the retailer’s Bond Street store, they would experience the brand’s exclusivity first-hand, complete with scented tissue paper and a designer bag.

Online it’s a different story. Customers can order from a well built website and the same item is delivered to the doorstep. It is very quick and convenient, but instead of the manicured shop assistant and beautiful packaging, the recipient is greeted by an unkempt deliveryman carrying a damaged box. Maybe that sweater isn’t quite so posh now after all! The same brand, selling goods for the same price via two channels results in a very different end experience for the consumer.

The doorstep experience is one of the hardest aspects for retailers to perfect, primarily because last mile delivery is almost always subcontracted to a third party over which they have limited control. This final transaction  is perhaps one of the most important and leaves a lasting memory for consumers. Retailers therefore need to examine their delivery partners’ processes and ensure the customer’s doorstep experience is in keeping with the expectations they have of their brand as a whole.

For e-retailers, doorstep experience is even more essential.  Quite often the consumer’s only experience or physical contact when dealing with an e-retailer is when the item is delivered. If the user experience is good, they will buy again. If it is bad, it is  the retailers’ reputation, not the parcel delivery company’s that is affected.

Getting the most from a logistics provider

When identifying parcel delivery specialists to partner with, retailers must consider how the companies responsible for delivering parcels can help maximise their doorstep experience by ensuring goods arrive in perfect condition, optimising the number of deliveries possible in the most efficient way.

The more deliveries a courier is able to make, the quicker customers can take receipt of parcels, without having to pay more for express delivery services.

In addition the best parcel delivery companies will offer value added services.  For instance, do they have the ability to text a customer with an ETA of when to expect a delivery? Do they allow the customer to make changes to the delivery location? All these are important “value adds” that customers increasingly expect when buying online.

The most successful multichannel retailers have real-time mobile data software that underpins the efficiency of s daily deliveries from distribution centres right through to the doorstep. They use branded software to monitor items and capture real-time data like tracking where a parcel is in the delivery cycle and providing accurate data with real business and customer value. Working in this way, a retailer can ensure delivery windows for e-commerce orders are met, by setting pre-defined criteria that alert you to avoid breaches, so your customer service team can proactively respond. Finding a distribution partner that can offer you these benefits will improve the final doorstep experience, reinforcing the retail brand value and increasing the likelihood of repeat business.

About the author

David Upton is Managing Director of DA Systems Ltd, specialists in software solutions for couriers, parcel delivery specialists and retail distribution.

Dubbed LEAD ATA, the program will provide exclusive educational opportunities to candidates, which are designed to highlight how the regulatory and legislative process affects the trucking industry and the role ATA plays in shaping both.

"In the 80 years since ATA was founded, we have always relied on industry leaders to be our spokesmen and our examples of what trucking means to the country," said ATA President and CEO Bill Graves. "LEAD ATA will help us nurture and cultivate our next generation of leaders and ensure that the legacy those giants have left us is entrusted to sure, steady hands."

The program, which is sponsored by PeopleNet, will also demonstrate the many tools available to industry executives through ATA. Each year, a new class will be accepted into LEAD ATA to cultivate the federation's future ATA leaders.

"This industry and ATA have given me many opportunities to demonstrate leadership," said Kevin Burch, ATA vice chairman and president of Jet Express, Dayton, Ohio. "Participants in LEAD ATA will be given important leadership tools that they can use to guide this association and industry into a promising and prosperous future."

"PeopleNet is honored to be a part of LEAD ATA. Building strong leaders for the future will ensure that our industry remains healthy, vibrant and forward-thinking," said PeopleNet President Brian McLaughlin of the company's three-year commitment to LEAD ATA. "This program is a unique opportunity for individuals to advance their skills and networks with an eye on taking transportation to the next level. We look forward to collaborating with ATA on the program moving forward."

About the ATA

American Trucking Associations is the largest national trade association for the trucking industry. Through a federation of 50 affiliated state trucking associations and industry-related conferences and councils, ATA is the voice of the industry America depends on most to move our nation's freight. 

GT Nexus has announced an extension of its contract with DB Schenker Logistics to provide supply chain visibility solutions and cloud supply chain technology. Since 2008, GT Nexus capabilities have been provided to a number of DB Schenker Integrated Cargo Management customers. Capabilities include end-to-end inventory and shipment visibility, purchase order management and origin management. 

“We originally selected GT Nexus to offer our customers a strategic cloud-based technology solution as part of our Integrated Cargo Management Services that would provide them with added value and extensive flexibility,” said Tim Standen, Global Head of Ocean Supply Chain Solutions at DB Schenker Logistics.  “We have successfully rolled the technology out to many of our customers across many different industry verticals who have seen significant ROI in terms of the ability to streamline processes and gain unparalleled visibility into their supply chains. We are pleased to re-affirm our partnership. ”

“Several years ago, DB Schenker had the vision and courage to go against the traditional technology path and turned to the cloud for mission critical customer facing technology,” noted John Urban, Executive Vice President and General Manager of GT Nexus. “Today, while every company on the planet is racing to figure out their cloud strategy, Schenker and its customers are ahead of the pack, running global supply chains efficiently with the help of a cloud based monitoring and control platform called SCOUT, powered by GT Nexus.  I would say the vision paid off.”

The technology platform provides DB Schenker and its customers with a complete end-to-end supply chain monitoring system, covering events while inventory is on order, in production, at origin, in transit, in customs, inland, through final delivery.  This gives DB Schenker and its customers full control of supply chain performance, by providing easy access to information necessary to react to supply chain disruptions and new opportunities.

GT Nexus combines business process applications with an integrated network of partners on a single, shared cloud platform. The growing community of companies that are active on the network includes leaders from every business vertical and drives industry adoption, data quality and standards that DB Schenker customers are able to take advantage of as participants on the network.

“We are seeing almost exponential growth year on year from our customers to use the SCOUT solution and the satisfaction levels are consistently high,” added Mr. Standen.  “The renewal of our agreement with GT Nexus signals our intent to continue offering our customers the best technology on the market.”

DB Schenker plans to add additional customers to the platform and expand geographic scope as part of the renewed agreement.