forwarder magazine february 2016 'tech

FEBRUARY ��6

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SAMSUNG'S 'SAFETY TRUCK'Putting tech at the heart of fleet safety

ELECTRONIC DATA EXCHANGEJohn Good Shipping give us the low down

BIFA AWARDS SPECIALUK forwarders take the plaudits

2 FORWARDER magazine February 2016

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DHL FREIGHTYOUR PARTNER FOR OVERLANDTRANSPORTS IN EUROPE

With a UK network providing next day pallet freight delivery services from one pallet to Full-Truck Loads, we deliver industry leading next day delivery performance to our customers.

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FORWARDER magazine February 2016 3

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Welcome to the February 2016 edition

of FORWARDER magazine.

Transport at a crossroads | John Good moves to London Gateway | BIFA Awards special

The history and future of the Panama Canal

The appliance of compliance | Improving cost efficiency

E.D.I. | The cloud revolution | Customs clearance solutions

Andrew May, M.D. of DHL Freight

Wincanton | Maltacourt | Opportunities

Change to law on data protection

Sponsored by ForwardingJobs

Move it like...ANDREWMAYM.D. of DHL Freight


Hoofdorp, Netherlands, 12 January 2016: CEVA Logistics,

one of the world’s largest supply chain management

companies, has appointed Kamaljit (Kam) Hunjan to the

position of Senior Vice President Global Healthcare Operations. He

will be based from the company’s London Heathrow office and

will report directly to Chief Operating Officer Contract Logistics,

Brett Bissell.

Kamaljit (Kam) Hunjan, Senior VP Global Healthcare Operations

Effective January 2016, Hunjan joins CEVA from General Electric

Healthcare in the USA where he was most recently Global Logistics

General Manager with responsibility for logistics strategy, fulfilment

and operations improvement.

He brings more than 26 years’ experience of the logistics

industry to his new role where he will be responsible for

driving operational excellence, process improvements and

management of all healthcare operational matters.

Keeping healthcare supply chains fit for the future and

implementing our collaborative approach with customers is

a key part of this growing vertical market for us. We are

delighted to have someone of Kam’s caliber joining CEVA’s

contract logistics global leadership team to expand and

develop the business.

Brett Bissell, COO Contract Logistics, CEVA Logistics

Prior to joining GE, Hunjan held several senior, global roles in the

Oil & Gas sector and the automotive industry where he gained

wide experience in supply chain planning, quality, manufacturing

operations and business improvement & strategy.

INDUSTRYNEWS

CEVA LOGISTICS APPOINTS SENIOR VICE PRESIDENT GLOBAL HEALTHCARE OPERATIONS

www.cevalogistics.com

http://www.cevalogistics.com


CEVA LOGISTICS CREATES NEW GROUND TRANSPORTATION LINE

HEADED BY JÉRÔME LORRAIN

Hoofddorp, Netherlands, 14 January 2016: CEVA Logistics,

one of the world’s largest supply chain management

companies, today announced it has furthered the progress

of its operating model by introducing ground as a fourth new business

line. The ground division will run alongside the company’s existing

air, ocean and contract logistics businesses and be headed up by

Jérôme Lorrain as its Chief Operating Officer. Lorrain is appointed

to the company’s Executive Board.

Lorrain will relocate from Dubai, where he served as Executive Vice

President Balkans, Africa, Middle East and Central Asia (BAMECA)

to CEVA’s US corporate headquarters in Houston in the USA. He

has also been appointed to the company’s Executive Board reporting

to CEO, Xavier Urbain.

French national Lorrain has extensive knowledge of the supply chain,

logistics and transport industries in almost every market sector. Most

recently, prior to joining CEVA, he served as CEO of Wallenborn

Transports in Luxembourg where he led a strategic transformation

of the organization into a structured group of companies with a fully

international dimension.

CEVA’s ground operations will remain strongly embedded as a part

of the local cluster strategy, which was part of the new operating

model introduced in 2014. Lorrain’s first priority will be to optimize

CEVA’s US Organization by further developing its regional footprint,

and to align its global approach through stronger co-ordination and

optimisation of processes.

As a global provider, we want to offer the most professional end-

to-end solutions to our customers. By adding this fourth business

line we have an opportunity to even better leverage the existing

network we have in some parts of the world and reinforce our

air, ocean and contract logistics global product offering. We have a

terrific team in place around the world with tremendous expertise at

our fingertips. The CEVA difference is in the level of service and the

passion we put into it. Together with the support of our customers,

we can offer innovative and high quality solutions,

JérÔme Lorrain, COO Ground Product, CEVA Logistics

Lorrain has a degree in Mathematics, Chemistry and Biology, a

Technician’s degree in Logistics & Transportation and a Masters in

Logistics. He is fluent in French, German and English, with some

knowledge of Hindi and Luxembourgish.

Lorrain’s successor as Executive Vice President for the BAMECA

cluster will be Fuat Adoran who is currently Managing Director of

the company’s Turkey and Balkans sub-cluster.

WANT MORE?Further information can be found at www.cevalogistics.com

http://www.cevalogistics.com


INDUSTRYNEWS

The future of Ireland’s transport and logistics sector could

be bleak according to Nicola Walker, managing director

of Cronus Logistics, one of the country’s most innovative

supply chain companies on the Irish-UK gateway.

The Freight Transport Association of Ireland’s (FTAI) recently highlighted

the huge growth in foreign transport operators moving large percent

of Ireland’s goods. The FTAI’s, general manager, Neil McDonnell, said:

We have consistently warned the Government about the

danger of labour substitution by foreign operators. Our drivers are

subject to competition from abroad, on both Irish and continental

roads. We now have the second most expensive minimum wage

in Europe afterLuxembourg. If we do not control the costs of our

internationally-traded services, we will lose them to lower cost

locations - primarily to Eastern Europe. We ask all political parties

to bear this in mind as Ireland enters the General Election cycle.

FTAI also highlighted that, even though in October 2015 imports

showed a growth with an increase of 9% and exports were up

21% on the same period in 2014, whoever is moving Irish goods,

it’s not Irish operators (Neil McDonnell, general manager of FTAI).

This is a timely reminder, according to Nicola Walker:

The business community should see this as a call to action,

we should be supporting each other and working together to

maintain our sector so vital for the Irish economy. This is a

tough business to be in with competition from within Ireland

and across the EU. What is needed as they have asked for, is a

level playing field. In an industry where margins are very low, it is

difficult for companies to compete and pay the living wage when

foreign competitors are not paying similar levels. The FTAI is

working for a strong future for Irish transport operators and it

is about time the politicians realised that without government

support this will have a negative impact on the current growth

in the Irish economy.

WANT MORE?For more information about Cronus Logistics:

+44 (0)28 4175 3241 www.cronus-logistics.com

http://www.cronus-logistics.com


INDUSTRYNEWSThe British International Freight Association (BIFA) has revealed the winners of its Freight Service Awards competition 2015.

The winners of the ten General, Modal and Specialist categories

in the Awards, which has established a benchmark of quality for

the British freight forwarding industry for more than a quarter

of a century, are: Greenshields Cowie & Co; Dynamic International

Freight Services; 512 (Sheffield); The Woodland Group; Unsworth

Global Logistics; Transglobal Freight Management; PSL Freight; Panalpina

World Transport; Kuehne + Nagel; and, Moto Freight.

In the Individual category, the winner of the Young Freight Forwarder

Award was Liam Byrne, part owner of ACC Freight Management.

As freight generates revenue for BIFA members when it is on the

move, it was appropriate that this year’s Awards luncheon was

hosted by Sally Boazman, otherwise known as ‘Sally Traffic’, the

BBC Radio 2 travel reporter. Her travel reports have helped keep

UK freight forwarders on the move on Britain’s roads since 1988.

BIFA President Sir Peter Bottomley MP again welcomed guests to the

27th BIFA Freight Services Awards luncheon ceremony and, along

with Sally Boazman, presented all the finalists with their certificates.

I know that every year BIFA members look forward to attending

the Awards luncheon as I do. It has always been a great way to start

a New Year in business.

The luncheon represents more than just fine dining in a splendid

location. It is also about conviviality and networking, cementing

existing relationships between Members and guests, and making

new ones. I congratulate every company and individual who

took the time and trouble to enter our Freight Service Awards

competition 2015. I continue to believe that the very act of entering

allows Members to improve their business systems and learn a

great deal about themselves.

It is sometimes hard to realise that we have been hosting this

Awards for more than a quarter of a century. Much has changed

in the technological and business environments for the freight

industry, both here and abroad during the life of these awards. But

two things have remained the same. The venue of the Brewery –

one of the best in London – and the need for the personal touch in

business. We again celebrate these enduring qualities of the latter

in this Awards luncheon.

Robert Keen, BIFA Director General

The finalists and winners in the 11 Awards categories were as follows:

UK FREIGHT FORWARDERS TAKE THE PLAUDITS


GENERAL CATEGORIES

The Project Forwarding Award

Sponsored by Peter Lole Insurance Brokers

Winner: Greenshields Cowie & Co

The company demonstrated its whole company coming

together to provide logistics services for a significant

humanitarian aid project. The team handled the continuing

high pressure extremely well, and responded quickly to the

requirement to deliver frequent charters under a closed

borders situation.

Finalists: CEVA Freight (UK); Expeditors International (UK);

Worldwide Energy Logistics

The Specialist Services Award

Sponsored by Forward Computers

Winner: Dynamic International Freight Services

The judging panel considered the company put forward

an excellent presentation detailing the development of

its specialised carnet service which it offered in tandem

with the movement of goods. This has proved particularly

attractive in the film and television industry, as well as to

participants in overseas events where time is of the essence.

Finalists: Customs Clearance; Priority Freight;

World Transport Agency

The Staff Development Award

Sponsored by Albacore Systems

Winner: 512 (Sheffield)

512 showed commitment to staff development with the implementation

of a graduate and management training scheme. It encouraged staff to

meet customers on a face-to-face basis, leading to staff growth and

fulfilment, as well as bringing new blood and fresh ideas to the industry.

Finalists: Espace Europe; Uniserve Group; Unsworth Global Logistics

The Supply Chain Management Award

Sponsored by BoxTop Technologies

Winner: The Woodland Group

The judges were impressed with the innovative approach of simplifying

the supply chain within the sports industry. Having identified a clear

market gap, Woodland Sports Logistics offers its customers a one-

stop shop, from sourcing ethically-produced products to managing

the shipping, storage, and fulfilment process.

Finalists: Ligentia UK; MIQ Logistics; Uniserve Group

The Sustainable Logistics Award

Sponsored by Red Recruit

Winner: Unsworth Global Logistics

This company was chosen for its dedication and flexible approach

to developing ‘greener’ solutions. By identifying and implementing an

ingenious car racking system it has created an innovative shipping

method which improves efficiencies, with greater cost-savings, whilst

saving the environment through a reduction in carbon footprint.

Finalists: Atlantic Pacific Global Logistics;

Estuary Waste Management; Priority Freight

AWARDSSPECIAL


INDUSTRYNEWS

INDIVIDUAL CATEGORY

The Young Freight Forwarder Award

Sponsored by Virgin Atlantic Cargo

Winner: Liam Byrne of ACC Freight Management

In four short years he has firmly established himself in the

international freight industry, particularly in European road

transport. Responsible for both sales and operations, Liam

has sought to ensure continuous improvement in both his

own, and his teams’, service delivery. Liam now prides himself

as part-owner of ACC Freight Management.

Finalists: Daria Banks of Banks & Lloyd (Shipping); Nicolas Barrois

of World Transport Agency; James Mears of Ital Logistics

MODAL CATEGORIES

The Air Cargo Services Award

Sponsored by IAG Cargo

Winner: Transglobal Freight Management

The judges considered the company’s commitment to

increase efficiencies and services through technology by

embracing the XML format in the production of electronic

documents to be worthy of an award. The investment both

in time and staffing is offering tangible service benefits to its

customers, and has put the company at the vanguard.

Finalists: 512 (Sheffield); Brunel Air Cargo;

Greenshields Cowie & Co

The European Logistics Award

Sponsored by TT Club

Winner: PSL Freight

The company invested in both its staff, and in quality systems

to deliver a new rapid response offering. As well as providing an

improved service, with much faster turnaround times for existing

customers, it has also generated new routes and new customers.

Fnalists: ACC Freight Management; Eurogate Logistics; Ital Logistics

The Ocean Services Award

Sponsored by Cargoguide International

Winner: Panalpina World Transport

The judges considered that the company demonstrated a successful

five year strategy for expansion of its ocean services division in specific

industry vertical sectors. Through a successful implementation of

its plan, this mode of transport has grown to a level where it has

become a vital component of its total solutions offering.

Finalists: 512 (Sheffield); Brunel Shipping; Ideal International

WANT TO KNOW MORE?For more information about the British International Freight Association, call on

+44 (0)20 8844 2266 www.bifa.org

Photo: www.philippagedge.com

http://www.bifa.org

http://www.philippagedge.com


SPECIALIST CATEGORIES

The Cool Award

Sponsored by American Airlines Cargo

Winner: Kuehne + Nagel

Through its K.N.PharmaChain programme, Kuehne + Nagel has

shown a commitment to the cool chain that adds true value not only

to its customers, but also to the whole supply chain. Its use of cutting

edge technologies to provide wireless temperature monitoring for

pharmaceutical shipments has provided greater reliability, reduced

delays, less wastage, and real cost savings.

Finalists: IJS Global (UK); James Cargo Services; Panalpina World

Transport

The Extra Mile Award

Sponsored by Descartes

Winner: Moto Freight

Its approach to customers demonstrated an ethos throughout the

company to go that extra mile, right down to the individual level. By

providing an extremely personalised service 24/7, whether locally or

overseas, especially as a small company, shows a real commitment

to customer care.

Finalists: DSV Road; Ital Logistics; PSL Freight

www.bifa.org

AWARDSSPECIAL


http://K.N.PharmaChain

http://www.bifa.org/



INDUSTRYNEWS

PUT YOUR HANDSTOGETHER

Left to right: Tony Scott of Dynamic International Freight Services (Specialist Services); Kathy Wood of Moto Freight (Extra Mile

Award); Kellyjo Tapsell of Greenshields Cowie & Co. (Project Forwarding); Karen Mosley of 512 Sheffield (Staff Development);

Charles Hogg of Unsworth Global Logistics (Sustainable Logistics); Michael Douglas of PSL Freight (European Logistics); Toby Murray

of Kuehne + Nagel (Cool Award); Deborah Smith of the Woodland Group (Supply Chain Management); Liam Byrne of ACC Freight

Management (Young Freight Forwarder); Kevin Jones of Trans Global Freight Management (Air Cargo Services); Peter Brackstone of

Panalpina World Transport (Ocean Services).




BIFAFreight ServiceAwards 2015

General Categories Project Forwarding Award Sponsored by: Peter Lole

Insurance Brokers

Winner: Greenshields Cowie & Co.www.greenshieldscowie.com

Specialist Services Award Sponsored by:

Forward Computers

Winner: Dynamic International Freight Serviceswww.dontpanic-calldynamic.com

Staff Development Award Sponsored by:

Albacore Systems

Winner: 512 (Sheffi eld)www.5-1-2.com

Supply Chain Management Award

Sponsored by: BoxTop Technologies

Winner: Woodland Groupwww.woodland-group.com

Sustainable Logistics Award

Sponsored by: Red Recruit

Winner: Unsworth Global Logisticswww.uglog.com

Individual Category Young Freight

Forwarder Award Sponsored by:

Virgin Atlantic Cargo

Winner: Liam Byrne,ACC Freight Managementwww.accfreight.com

Modal Categories Air Cargo Services Award Sponsored by: IAG Cargo

Winner: TransGlobal Freight Managementwww.tgfml.com

European Logistics Award Sponsored by: TT Club

Winner: PSL Freightwww.pslgroup.net

Ocean Services Award Sponsored by:

Cargoguide International

Winner: Panalpina World Transportwww.panalpina.com

Specialist Categories Cool Award Sponsored by:

American Airlines Cargo

Winner: Kuehne + Nagelwww.kuehne-nagel.com

Extra Mile Award Sponsored by: Descartes

Winner: Moto Freightwww.motofreight.com

The following organisations and individuals have been recognised by the British International Freight Association as the ‘best in industry’ in the Freight Service Awards 2015 competition. The Winners

British International Freight AssociationRedfern House, Browells Lane, Feltham, Middlesex TW13 7EP United Kingdom

T: +44 (0)20 8844 2266E: eventsof� [email protected]: bifa.org/awards

To see a full list of our Finalists visit bifa.org/fi nalists

#BIFAFSA

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Insurance Brokers



Forward Computers



Albacore Systems




























#BIFAFSA




Insurance Brokers



Forward Computers



Albacore Systems




























#BIFAFSA



INDUSTRYNEWS

Global freight forwarder Woodland Group has padded up

and is ready to bowl a great service for England’s first-

class cricket teams. Launching a dedicated sports logistics

division, the Essex-based independent freight forwarder has

established ‘The Clubhouse’ – a pioneering, members-only buying

consortium for cricket clubs.

Woodland Sports Logistics is headed by Deborah Smith, who joined

the Woodland Group from Essex Cricket Club, and is the first

forwarder to offer a buyers’ club to its clients.

It has already signed up more than half of the 18 first-class cricket teams

in England to The Clubhouse and is looking to invite all cricket clubs

globally to join. The innovative scheme was developed by Deborah,

leveraging on her long experience in professional cricket at Essex.

She says: Each club would buy its own merchandise independently

and then had to organise and pay for logistics. This was expensive

and the clubs were missing out on lower prices for bulk orders from

manufacturers. The Clubhouse sources and supplies cricket equipment

from around the world at a more competitive price than any cricket

club could enjoy.

The scheme is based on sourcing merchandise material, branded

with the club’s logo, for sale in fan shops, online and at cricket

grounds. Deborah is keen to explain that The Clubhouse is not a

wholesaling operation.

She says: We are sometimes confused with a wholesaler but in

fact we are a buying circle and members are only supplied with the

products we source on their behalf. Clients place orders with us and

we consolidate these into one large order. Through the economies

of scale we pass on the competitive element to the clubs.

We move the manufactured items to our fulfilment centre

where we quality check and re-pack the products, then

distribute the items nationally.

Ethical trading

Deborah is keen to point out that Woodland Sports Logistics

is concerned with more than just getting the best price for

its buying club members. She says: We make factory and

site visits to ensure the highest standards of safety and legal

protection are in place for workers. I have recently visited India

and Hong Kong to ensure safety standards are adhered to. We

are the only forwarder that would take that step.

By simplifying the supply chain, greater margins are passed

on to the client.

The Clubhouse project has seen Woodland named a finalist

in the Supply Chain category of the 2015 British International

Freight Association’s Freight Service Awards. Initially focused

on the cricket sector, The Clubhouse will be rolled out to

other sports and industries. For more information, visit

www.woodlandsportslogistics.com

WOODLAND GROUPBOWLS A WINNERWITH SPORTS LOGISTICS

WANT MORE?For more information about Woodland Group, visit them at woodland-group.com

http://www.woodlandsportslogistics.com/

http://woodland-group.com

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Comprehensive European coverage stretching from

Malaga to Moscow is being offered to customers

through a new partnership between Transmec Group

and Eurogate Logistics.

Combining both companies’ road and rail transport networks,

the relationship will establish a streamlined service for businesses

looking to move goods throughout Europe and further afield.

Transmec Group is particularly strong in western and southeastern

Europe whilst Eurogate specialises in freight transport to and from

central Europe and Russia.

Our geographical coverage dovetails perfectly, enabling us to

offer customers a complete service at highly competitive rates,

John Simkins, General Manager, Transmec UK

Between them Transmec Group and Eurogate Logistics have 50

offices throughout the continent, including Istanbul, Budapest,

Bratislava, Warsaw, Moscow and the Russian city of Samara, a

gateway to central Asia.

The partnership follows a successful collaboration in Romania

where Transmec is the receiving partner for goods carried

by Eurogate Logistics, specialist freight forwarder with

headquarters in London.

In addition to road and rail, both companies offer air and sea

freight services as well as warehousing.

The partnership is a win-win situation for customers. Not

only will they reap the rewards of our expanded geographical

coverage, but they will also benefit from our combined

expertise and our ‘can-do’ attitude.

Adam Nagy, Managing Director, Eurogate Logistics

With headquarters in Italy, Transmec Group has a 300-strong

European fleet, employs 900 people and has a turnover of

400 million euros. Its UK operation has depots in Redditch,

Bradford and West Thurrock, employs 150 people and has a

turnover of £30 million.

Established in 1990, Eurogate Logistics employs 175 people across

a network of 19 offices and has a turnover of 65 million euros.

TRANSMEC LAUNCHES

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INDUSTRYNEWS


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London, UK, 4th August 2015: One of the UK’s largest

independent shipping companies, John Good Shipping, has

moved its London operations into the recently opened

London Gateway Logistics Centre.

John Good Shipping, founded in 1833, has chosen to move to the

new hub to increase efficiencies for its clients whilst capitalising on

the huge opportunities for the company to further develop its ship

agency and freight forwarding activities in London and the South

East. The move comes as the company announces the consolidation

of its Brentwood and Tilbury offices as part of its strategic goal to

create a larger, more streamlined central hub at DP World London

Gateway, with over 5000 sq ft of high-tech office accommodation.

The location of London Gateway Logistics Park enables John Good

Shipping to get closer to its customers whilst offering an enhanced

range of facilities, warehousing and other value added services.

The capacity of the London Gateway’s first distribution centre,

encompassing 16,800 m2 (180,834 sqft) of distribution and logistics

space, and 2,300 m2 (25,000 sqft) of office space, assists John Good’s

growing portfolio in freight forwarding and customs clearance.

We are delighted to welcome John Good Shipping to the London

Gateway Logistics Centre, which is adjacent to Britain’s new deep sea

port. It is more exciting news following on from the recent official

opening of the centre. John Good Shipping is a valued tenant and a

very professional organisation. Their choice in using London Gateway

Logistics Park is a testament to the benefits of locating shipping

companies at what is set to become the UK’s largest logistics hub. Two

weeks ago, I had the pleasure of officially opening the London Gateway

Logistics Centre and I am pleased to announce that the building is already

eighty percent full. This is great news as we have plans to expand and we

are now talking to potential clients of phase two of the development.

Sultan Ahmed Bin Sulayem, Chairman, DP World

We are delighted to base ourselves at London Gateway

Logistics Park. It is a fantastic location for trade. This is absolutely

the right decision for our business and will ensure we can continue

to deliver efficiencies to our customers. Our clients will benefit

from more efficient UK supply chain technology, which delivers

products to markets faster, more efficiently and reliably.

Alan Platt, Managing Director, John Good Shipping

DP World London Gateway is located 25 miles from Canary

Wharf and is located closer to two-thirds of the UK market

than other ports that can handle the world’s largest ships. The

application of new technology has enabled supply chains in the

UK to become faster, more efficient and more reliable.

INDUSTRYNEWS

JOHN GOOD SHIPPING

MOVES TO NEW LONDON GATEWAY LOGISTICS CENTRE

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INDUSTRYNEWS

Leading international freight forwarder, Rhenus Logistics UK,

is calling for the government’s cabinet committee to act now

on its decision for a third runway at Heathrow. In the light

of the latest postponement which has put back the final vote until

summer 2016, Rhenus argues that this delay could hinder British

manufacturers looking to export to the continent. This, coupled

with the UK’s chronic lack of export route capacity could have

significant impact on manufacturers’ ability to move goods efficiently.

The crisis in Calais is continuing to dominate news and because there

are limited routes for exporters and importers to and from UK

shores, the situation is unlikely to resolve itself in the near future. All

UK sea ports are operating at maximum capacity which has resulted

in spoiled goods, missed deliveries and even penalties for drivers

facing opportunistic migrants. A number of hauliers have already

begun adding surcharges to road freight as fuel and time costs have

soared despite the fall in oil prices, something Rhenus has not put

into practice. However without other viable routes available, logistics

service providers and manufacturers alike are effectively stuck in limbo.

As a result of this, air freight volumes are increasing dramatically

at Rhenus. However, airport routes are also limited and are

experiencing high volumes, further limiting opportunities for export.

If Heathrow were to open a third runway, pressure would be taken

off UK roads and sea ports and would allow faster and more efficient

deliveries to both mainland Europe and further afield.

The government has set British companies an ambitious target

of exporting £1 trillion worth of exports per annum by 2020.

However, in order to achieve this, the UK needs serious investment

in infrastructure. We are experiencing an increasing demand for air

freight as UK ports continue to operate at maximum capacity. So, in

order to fulfil this we have opened a new facility at Heathrow which

will improve air freight efficiencies and provide a significant gateway

to the EU and beyond.

It’s unfortunate to see British manufacturing levels decrease by 0.4%

in November, however the logistics sector will soon begin to struggle

to ship this volume of goods through the existing channels despite

the downturn. The UK is renowned for quality manufacturing and

it’s imperative we meet the government’s export targets to sustain

our economic growth. However as Heathrow’s cargo capacity still

lags behind Frankfurt, Schiphol and Paris it’s becoming increasingly

obvious to both manufacturers and logistics providers that there is

simply no capability to move any additional goods which will result

in stagnation. The postponement has been a blow, yet we hope the

final decision will be made to go ahead with the building of the third

runway next summer which should allow us to steadily increase

volumes in line with target.

David Williams, Managing Director, Rhenus Logistics UK

Rhenus Logistics currently operates a national network of depots,

delivering around 220,000 consignments each year for more than

9,000 clients in the UK. Providing a fully comprehensive logistics

solutions service, the freight forwarding giant also offers additional

specialist services including: customs and excise advice, full tracking

and tracing, document management and express shipment worldwide

using its wholly owned network.

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REGIONAL FOCUS

The Panama Canal was a project of biblical proportions when

it opened in 1914. At the lower tip of Central America,

engineers created the world’s largest man-made lake by

building the world’s largest dam.

It was the largest construction project in history, literally involving

moving mountains to link the world’s oceans. Yet for all its grandness,

the canal has become too small. An increasing number of container

ships, tankers, and even cruise ships no longer fit through the canal.

The canal’s administrators and Panama’s politicians responded with

a $5.25 billion plan to expand it. ‘The Panama Canal route is facing

competition,’ said President Martin Torrijos. ‘If we do not meet the

challenge to continue to give a competitive service, other routes

will emerge that will replace ours.’ After a decade of financing and

construction, the expanded lane is scheduled to open in April 2016.

Part 1: History of the Panama Canal

Cutting a canal through Panama would connect the Atlantic Ocean

to the Pacific Ocean. Passenger, cargo, and military ships would no

longer have to travel around the southernmost tip of South America.

The 51-mile route shaved nearly 8000 miles off the journey between

the coasts of North America.

Europeans had been dreaming of building a canal through Panama

ever since early explorers failed to find a water passage to the Indies.

At one point during the California Gold Rush, the Panama Rail Road

Company became the most highly valued company on the New York

Stock Exchange.

The French got in first. A French company built the Suez Canal in the

1860s, linking the Red and Mediterranean Seas. A decade later, the

government-backed Panama Canal Company invested $400 million

to start work.

That effort was a total disaster. Nobody was prepared for

tropical conditions, and over 20,000 builders and engineers

died of yellow fever and malaria. The company abandoned the

project, and scandal rocked the country. People later discovered

that French politicians had accepted bribes to keep quiet about

the company’s troubles even as they encouraged families to

invest for the glory of France.

Then the Americans took over. The U.S. Secretary of State

authorized buying out the project for $40 million. Colombia, which

owned the land around the project, originally rejected a treaty

that that gave America sovereignty over the canal in perpetuity.

In response, President Roosevelt dispatched the USS Nashville to

support separatists to declare independence in Panama. Those

separatists gave him the terms he sought.

Photo: Creative Commons


The American effort was initially little better than the French.

But they didn’t give up, and instead made two big changes. First,

engineers abandoned an effort to dig a sea-level canal. Instead they

designed a ‘bridge of water’: a series of enormous locks that would

raise and lower ships by 85 feet for them to pass through. Second,

they realized the importance of health and battling disease. The

efforts entirely transformed the Canal Zone. As PBS reports:

Workers drained swamps, swept drainage ditches, paved roads

and installed plumbing. They sprayed pesticides by the ton. Entire

towns rose from the jungle, complete with housing, schools,

churches, commissaries, and social halls.

Part 2: Business on the Panama

Historian David McCullough has noted that the canal project was

remarkably free of corruption, graft, and delay. It even finished early,

opening six months ahead of schedule.

Unfortunately that was a time of war, when world trade was in

decline. An average of only five ships a day passed through the canal

over its earliest years. At first it served military interests better than

commercial ones: 33 ships of the U.S. Navy sailed from the Atlantic

to the Pacific in July 1919.

THE HISTORY & FUTURE OF

THE PANAMA CANAL


REGIONAL FOCUSThe Second World War changed everything. Traffic doubled from

seven thousand ships a year to 14,000, and in 1966, workers installed

lights that allowed ships to navigate the channel 24 hours a day.

The Panama Canal shaped ship design. The largest ships that can

navigate it became the global standard: the Panamax. Up to 1988, the

largest container ships were all Panamaxes, and through World War

II, the U.S. Navy built its ships to Panamax. Its Essex class aircraft

carriers—built from 1941 to 1950—had deck-edge elevators that

folded up to fit through the canal.

Panamax also became a standard for ports, which designed their

harbors to fit ships no larger than a Panamax. This not only shaped

the size of docks and the depth of the harbor, but also the height of

bridges over rivers, the size of the cranes used to unload containers,

and the capacity of cargo that ports can handle.

By the early 2000, the Panama Canal had become a bottleneck. It

couldn’t deal with the very large container ships that were starting

to become standard: A Post Panamax Plus, which debuted in 2000,

can hold up to 8,000 TEUs, but it can’t fit through the canal. Today’s

largest, the Triple-E, can hold as much cargo as six Panamaxes.

While Panamax (or smaller) ships represent 80% of the container

ship fleet, they only carry 55% of its cargo—an amount expected

to drop to 40% by 2030.

Part 3: The Expansion

Panama planned the expansion when growth prospects in Asia and

the Americas looked rosy, and the financial crisis already forced canal

administrators to reduce their estimates of increased toll fees. The

expansion will make it cheaper to ship cargo straight from Asia to

the East Coast, but for products like shoes and t-shirts, the lower

cost may not be worth the extra time it takes to sail through Panama.

Increasing the physical size of ports is not enough to

accommodate New Panamax ships. Taller ships need taller

cranes to unload cargo, and bigger ships and more cargo

mean ports need more warehouses and more rail and

highway links.

The canal expansion has also sent people scrambling beyond

East and West Coast ports. American railroads are increasing

capacity in expectation of more cargo.

Shipping companies have built vessels that won’t fit through

even the new locks. And so Panama is already considering

another $17 billion expansion that would make it as wide as

the Suez Canal.

In addition the current expansion has had a cost overrun of

$1.5 billion. Administrators have already announced higher

tolls to try to cover it, and that has led shipping companies

to ask whether the Suez Canal or American railroads can

offer a better value.

The canal also faces competition in Central America. A

Hong Kong-based company has signed an agreement with

the Nicaraguan government to build a canal. Guatemala and

Honduras plan to build a ‘land bridge’ of railroads and highways.

Panama’s politicians and administrators are optimistic for

now. They’re hoping that expansion will turn the country into

a regional hub like Singapore. In any case, Panama’s 4 million

inhabitants are benefitting from the paradoxical implications

of canals: That they turn the smallest places on earth into

the biggest players for trade..

Sanne Manders, COO, Flexport


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ASK THEEXPERTS

Each mode of transport has its own regulatory

agencies that include dangerous goods as part of

their remit. The International Maritime Organisation

(IMO) and the International Civil Aviation Authority (ICAO) are

both specialized agencies of the UN and take on a global role.

In European member states, and in some other countries around

the world, dangerous goods transported by road are covered

under the European Agreement concerning the International

Carriage of Dangerous Goods by Road (ADR). Each signatory

country adopts ADR into its own legislation – sometimes with

country-specific variations. This also applies to the regulations

concerning the International Transport of Dangerous Goods by

Rail (RID) and the International Carriage of Dangerous Goods

by Inland Navigation (ADN).

The USA (in the form of 49CFR), Canada (TDG Regulations)

and Australia (The Australian Dangerous Goods Code) each

have their own in-country multi-modal variations.

The Model Regulations on the Transport of Dangerous

Goods are issued by the UN every two years. First published

in 1956, the Model Regulations set out recommendations

that the regulators for each transport mode are expected

to adopt and they are intended as a basis for the national and

international regulations.

Each year, the International Air Transport Association

produces the IATA Dangerous Goods Regulations, which

incorporates the Technical Instructions and the many State

and Operator variations. The first Edition of the DGR was

released in 1953 and it is recognised by airlines worldwide as

the primary user-friendly reference for shipping dangerous

goods by air.

How to stay onside

Even with the regulations to hand, it can be very time-consuming to

determine how a shipment should be classified, packed or marked.

Furthermore, generating the documentation correctly can be a

laborious process with many pitfalls along the way.

Failure to get any of these crucial applications 100% correct can

lead to shipments being snagged or significant fines being imposed.

Labeline has a simple-to-use software solution in DGOffice. Once

logged in, the user can enter the UN Number or the Proper

Shipping Name of any product and will be just three clicks away

from information such as Special Provisions, Placarding, Labelling,

Packing Instructions, Segregation, Limited Quantity and Excepted

Quantity thresholds.

Incorporating 34 languages and multi-modal legislation from around

the world, DGOffice will make the calculations then generate the

required transport documentation for any allowable product or

mixed consignment – wherever it is destined for, by any mode.

What is it?

The recent deadly series of explosions at the Port of Tianjin

highlighted the importance of classifying and labelling clearly and

storing products correctly: 'China state media reported that at least

the initial blast was from unknown hazardous materials.'

Labels and markings are the most obvious means to determine the

hazards of the material that is contained inside any vessel or package.

It is therefore important that all labels and placards are correctly laid

out and applied in accordance with the regulations.

WANT TO KNOW MORE?For more information or to make use of Labeline's services, give them a call on

+44 (0)870 850 5051


The labels should be resistant to abrasion and weather conditions

and possess adhesive properties to withstand the rigours to which

they will be exposed in transit.

Various requirements apply for different modes but they are clearly

specified in IMDG, which states that all hazard identification labels

and placards must be durable and still be identifiable on packages

after three months’ immersion in sea water.

Lithium batteries

Unusually, ICAO and IATA will be introducing some changes to the

regulations mid-term. They were deemed too safety critical to wait

until 2017 and include some that relate to lithium batteries.

There are many other requirements relating to lithium batteries that

can be difficult for shippers to comprehend. Furthermore, there will

be a raft of more significant changes in 2017.

Any person handling dangerous goods by air must be able to

demonstrate that they have had training that is commensurate with

their role. Geoff Leach, the current Chair of the IATA Lithium

Battery Workshop, is Labeline’s trainer for their CAA-accredited

course: Safe Transport of Lithium Batteries by Air.

Our experts this month...

Labeline International Ltd. is one of the world’s leading dangerous

goods compliance providers and the UK’s only authorised distributor

for the Dangerous Goods Regulations for all modes. The company

is a major supplier of fully compliant hazard and handling labels, a

specialist provider for the world-renowned DGOffice software and

a provider of specialist training courses.

Richard Shreeve, Key Account Manager, Labeline International

THE APPLIANCE

OF COMPLIANCE


Labeline Air, Sea, Road & Rail services, include:- IATA, ICAO, IMO, UN, HSE & DETR/DoT Hazard & Handling Labels, documentation, Dangerous Goods Regulations, Packaging, Dangerous Goods Computer Products, DGSA requirements, spill & Safety Management products and Customer Bespoke Dangerous Goods services.

Air, Sea, Road & Rail Dangerous Goods Co.

AUTHORISED RESELLER

Labeline International Head Office, Midas House, Unit 3 Chivenor Business Park, Barnstaple, Devon EX31 4AY UK

Tel: +44 (0) 870 850 50 51 Fax: +44 (0) 870 24 0 80 72 Email: [email protected]

IATA’s

No.1REGULATORYDISTRUBUTOR WORLDWIDE

FOR LAST 6 YEARS

CLASS 2 CLASS 4

CLASS 3 CLASS 5

CLASS 6 CLASS 8

CLASS 9

CLASS 7

Handling labels

Dangerous Goods Shipping Forms

IMO & ADR Placard labels

CLASS 1

Live Animal Labels

© Product of LABELINE™ 2015 Ref:PSTMM (LL)

J001 J007 L017 N022

V029

Available with word ‘Miscellaneous’

J002 J008 K013 L018

J003 J009

J004 J010

J005 J011

K015 L019

M020

N024

P024

P025

P026

K014

T004 T005

TK700 (700 x 400mm)

AIR

SQW002

SQ003

DGW001 (rule format)

DGW002 (open format)

DGW001/3 (3 part rule, NCR)

DGW001/C (3 part conti. NCR)

DGS007 (4 part NCR)

DGS008 (Loose leaf)

SEA/ROAD Instructions in writing

UNMIX/P

UNADR1UNADR placard combination (400x300)

700mm

331203

NON-TOXIC GAS

J012J006 P027

250mm

K016

M021Please use this chart as a guide only and refer to the appropriate international dangerous goods regulations for compliance.

Class 2. 2. 2. 3 4. 4. 4. 5. 5. 6. 8

2.

2.

2.

3

4.

4.

4.

5.

5.

6.

8

Separation may not be neccessary. Note some types of chemicals within the same class particulary Class 8’s may react violently generating heat

and toxic fumes if mixed.

Keep apart. Separate by a minimum of 3 metres.

Segregate. These combinations should not be kept in the same building, compartment or outdoors storage compound.

Isolate. Dedicated buildings are recommended, some peroxides may be stored outside in fire-resistant secure cabinets.

Guide for General Storage Segregation

UN1950

UN 1950

3YE1203

Tel. 0870 850 50 51 Labeline

SPECIALIST ADVICE

S028 S028/PLP

FW002 ET003

P027-GEN VTB

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H120MTL

TTEMP

H120ION

H038 H039 H040

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H90

AIRCRAFT ON GROUND

A.O.G.AOG

T008/PL

T007 T002 IBC50 IBC52

KO16/PLP

Limited Quantity Labels

H1845 H036H21 H25

HEAVY HEAVY25KG

H037

LQD1/UN3373

100mm

UN3373

Global Harmonised System (GHS)

UN .. .. .. ..UN094 (blank)

300mm

120mm

LQ Y

LQ S/R

250mm

100mm

LQ S/R/PL

ADR IATA IMDG

T008LQ Y/PL

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AIR TRANSPORT

SEA

ROAD & RAIL

G41

G43

G45

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G49

G51

G53

G57 G55

GHS Labels are printed to BS5609


ASK THEEXPERTS

Plan ahead, avoid peak shipping periods if you can and,

above all, speak to the experts. That’s the advice from

Terry Churchill of Allseas Global Logistics, who says

shippers can make huge savings on freight costs, whether we

are talking about consumer goods in containers from China or

huge, one-off, out-of-gauge (OOG) project cargo shipments.

The thing that doesn’t get considered very often is planning

the timing of your shipping – there are peak times where slots

are restricted and rates are higher and, if you don’t need to

ship in those periods, why would you do it? Often people

just ship goods because the goods are ready. But if I didn’t

have to, I wouldn’t choose to ship in the October/November

pre-Christmas rush.

From a buyer’s perspective, he says: If you can project

volumes, you can negotiate better rates with forwarders and

shipping lines. You should be looking for planned distribution

as opposed to ad hoc shipments. The more lead time you

have, the better shopping around you can do and the better

rates you can access.

This principle is probably even more critical when it comes

to shipping heavy lift and project cargo – a massive generator

or turbine, for example.

You can save vast amounts of money if you plan how you are going

to transport the item before it is even built, says Terry. Get

the forwarder involved so they can advise the best way of doing it.

Transport options should be discussed at the very beginning, before

the item is built or even designed.

Expert packers and forwarders often lament customers’ failure to

consult them early in such a project – a failure which can cost the

customers dearly. We don’t want to be telling the shipper – "if

you had told us that, we would have done it very differently",

says Terry. Part of your internal planning should be to appoint

your forwarder as early as possible, especially in projects, so you

proactively design and plan between you – as opposed to "you need

to come and pick this up now".

Working with the customer from the start will enhance our

efficiencies. We can assess how a major item is to be loaded – for

example, can things be loaded on their side? We can help design

what the goods will look like when they are moved and advise the

customer the best way to construct their freight from the cost

and loading perspective. For example, a large item in one single

piece might cost $100,000 to ship but if it can be shipped in two

pieces to be assembled at the end destination, the cost might be

only $60,000.

Of course, Terry says, there are instances where last-minute shipping

can’t be helped and Allseas will always seek the most effective price.

IMPROVING COST EFFICIENCY

IN SEA FREIGHT


But the more time you have to look at it and work it

out, the better. If it’s a case of "I need a price by 5pm", then

we don’t have much time to make calls and see if there’s a

better deal out there. And of course, if a shipper gets close

to the deal and ends up doing the transport by air, then that

is very expensive.

For example, moving a loaded container from China to

Europe by sea would cost around $1,000. The same container

moved by air would cost closer to $50,000.

There is the option to get vessels planned and bookings

made early and cancel if necessary nearer the date – if it’s a

container, that’s not the end of the world. However, if the

booking involved a whole block of containers or a massive

OOG piece, clearly the lines would not be happy.

And in any case, says Terry: If you keep booking and

then cancelling with the lines, you lose credibility as a

forwarder. The lines would soon note that you had a habit

of cancelling; they would no longer pull out all the stops

and give the lowest rates. And then everyone loses.

So what might be on offer? Allseas would normally offer a

choice of solutions – for example, rates for a direct sailing in

a few days’ time, or for a direct sailing ten days later which

might be a little cheaper, and/or for a route that involved

transhipment, perhaps adding another seven days overall but

reducing the costs significantly.

It is really a case of balancing out the cost and the transit time,

says Terry. If you play a longer game and far enough ahead, you can

take advantage of a slower transit and cheaper rate. But if you are

time-short, the time is the driver and price is secondary.

Once you have confirmed your slot for that all important container,

there’s another important factor to consider – using all of the space

you have paid for. Far too often, shippers load containers inefficiently,

failing to make the best use of the capacity.

It is effectively your shipment – make the most of it! Don’t be in a

position where you need another container in three weeks’ time for

items you could have shipped in the earlier container. Design boxes

so they fit efficiently inside the container, top to bottom, excluding

pallets. After all, two feet across the top, across the length of the

container, is a lot of space and you are effectively paying to move

fresh air. Again, it’s all down to planning.

And finally, there is the environment. Reducing packaging, eliminating

wastage, making full use of the container’s capacity – these will all reduce

your carbon footprint, as well as saving money. If you send your goods

in two containers instead of five containers because you have used the

space properly, that will make a huge difference. Don’t forget, it’s not just

about the shipping leg – there is also the road haulage or rail transport

around the country to consider, and the carbon footprint across the

whole transportation chain. Shipping is the most environmentally friendly

method of freight transport. Make the most of it!

Terry Churchill, General Manager, Allseas Global Logistics


TECHNOLOGYFOCUS

The rapid development of technology and its impact in our

daily lives can be witnessed in everything we do; from

e-commerce to controlling the temperature at our homes

remotely, technology has changed the way that we operate in

everyday tasks.

Similarly in the haulage industry, technological developments from

advancements in data tracking, to the stuff that we only imagined

as science-fiction a few years ago, are all taking centre stage in the

work being done to improve the provision of road freight.

Haulage and real-time data

The monitoring of the status of transportation has been improved

through the introduction of vehicle tracking and temperature control

systems on many of the trucks presently operating on our roads.

These technologies enable companies to provide clients with real-

time data on the location and condition of their products.

Haulage and safety

In addition, technology is being utilised to improve the safety of road

freight. Samsung has begun trials of a prototype ‘see-through’ safety

truck that allows vehicles behind it to view the road ahead.

The 'Safety Truck' consists of a wireless camera attached to the front

of the truck, which is connected to a video wall made out of four

exterior monitors located on the back of the truck. The monitors

give drivers behind a view of what is going on ahead, even in the

dark of night, allowing them to have a better view when deciding

whether it is safe to overtake, as well as potentially reducing the risk

of accidents caused by sudden braking.

Haulage and emissions

As worries of climate change have intensified in recent years, a

great deal of emphasis has been placed on the need to cut carbon

emissions. With road haulage accounting for over one fifth of the

EU’s total CO2 emissions, investments have been put in place to find

alternative fuel solutions.

Alongside the development of biogas, in Germany, BMW are now

operating a 40 tonne truck powered by an electronic motor and

lithium battery. The vehicle is capable of travelling 100km on a full

battery, which has a charge time of 4 hours. Skeleton Technologies

and Adgero SARL have developed the world’s first Kinetic Energy

Recovery System (KERS) for road freight vehicles. Through utilizing

kinetic energy from breaking for acceleration boost, the unique

hybrid system is designed to reduce fuel consumption and associated

emissions by up to 25%

So what more does the future hold

for the haulage industry?

Developments in to autonomous driving technology are already well

underway within the haulage industry.

Platooning technology is being tested to make long-distance lorry

driving more fuel-efficient and less polluting.

Through V2V (vehicle to vehicle) communication, using wireless

technology, the lead truck, operated by a trained driver, controls

the convoy behind it.

Radar-based 'adaptive cruise control' ensures all trucks are travelling

at a consistently safe distance from each other, and as with a peloton

in road cycling, aerodynamic drag resistance is reduced leading to

estimated fuel savings of 15%


But is there scope for the introduction

of a completely autonomous lorry?

In May 2015 approval was granted to Daimler for the licenced operation

of their ‘driverless’ Mercedes trucks in the US state of Nevada.

Through radar sensors and camera technology, the vehicle drives

itself, much in the way the autopilot works on an aeroplane.

Having already undergone 10,000 miles of testing, the vehicle can

handle long-haul motorway driving, which is the main cause of driver

fatigue. However, a driver is still required to take over in situations

deemed too complicated for the on-board computer such as moving

in and out of distribution centres and driving through busy city streets.

So whilst we are not yet at the stage of complete driverless

lorries, both solutions offer cost savings. About one third of the

costs of running a lorry is attributed to the drivers wage. The

more goods that can be transported in a quicker time inevitably

results in reduced overheads. Through automated driving, the

Daimler solution allows the lorry to continue on without the

driver having to pull over to a service station to break, and

platooning allows the transportation of more goods with less

driving hours.

With the well-publicised driver shortage within the haulage industry,

does this mean autonomous vehicles be the solution to overcome

this issue? It will come as no surprise for further investment to be

made into the investment and research for a completely autonomous

lorry . Although, there are likely to be obstacles in getting approval

from countries governments to operate the vehicles, due to general

scepticism of the safety from members of the public.

Increased safety and eff iciency, and decreased costs and

environmental impacts are core to any industry. As consumer

demand for e-commerce continues to rise the implementation of

any technology that helps to achieve these aims in improving the

provision of road freight surely must be a positive development?

Velta International

...IN THE HAULAGE INDUSTRY


TECHNOLOGYFOCUS

The UK’s leading customs clearance solution provider, ASM,

has a 25-year track record of helping freight forwarders

with software, industry representation and support.

ASM provides a one-stop software and representative solution

across the international freight supply chain. Its industry-proven

clearance and data management software Sequoia, is a high

performance customs clearance platform, delivering outstanding

levels of productivity and compliance for forwarders. A cost-

effective, business-critical freight-forwarding solution, designed to

match complex requirements, Sequoia provides communication

and integration between freight forwarders, business partners,

community and government systems.

Uniquely, as a not-for-profit mutual trading company, ASM serves

both the freight forwarding community and its users through

continued investment in software development when many other

organisations remain hesitant about such commitment prior to the

challenges of CHIEF replacement.

Established and recognised pedigree

With connection to customs, port and airport community systems,

Sequoia provides all that’s needed to process import, export and

transit shipments efficiently and accurately.

Sequoia’s Customs Warehousing functionality, provides a fully

automated, integrated, real-time duty management system for multi-

authorisation, multi-site customs warehousing operations. Using its

proven skills and knowledge in the crucial areas of productivity,

compliance, connectivity and technology, ASM designed Customs

Warehousing to match the increasing demands of constant legislative

changes that impact the freight forwarding industry.

Users can upload commercial invoice/stock data from

virtually any source and automatically generate frontier (or

SDI) declaration. The data also updates warehouse stock

automatically on acceptance by customs, even when the into-

warehouse declaration is lodged by someone else.

Full integration with the Sequoia enhanced CFSP

management module provides automated monitoring and

counts across multiple CFSP authorisations and auto-

generation of FSD declarations. Duty liability reports are

calculated and generated in real time and fully integrated with

the Sequoia Customs Tariff to ensure the most accurate, up

to date information available.

Spend less time ticking boxes

and more time moving them

Built with performance and reliability in mind, Sequoia

has become the customs clearance solution of choice for

forwarders of all sizes, delivering productivity gains and

customs compliance advantages across the forwarding and

logistics supply chain. With seamless integration to back

office systems plus those of customers, forwarders can

share data across their supply chain, saving time and effort

by reducing duplication and avoiding costly errors.

The strength of any business solution is delivering

practical real-world applications. Through our Sequoia

freight forwarding software, our unmatched Customer

Help Desk and Support Services, and a continuing focus on

maximising productivity and driving down costs, we help

freight forwarders compete and thrive in the ever-changing

world of international trade.

Pete MacSwiney, Chairman, ASM


NOT-FOR-PROFIT ASM'sCUSTOMS CLEARANCE

SOLUTIONS

WANT TO KNOW MORE?For more information about ASM, call on

+44 (0)1784 242 200 www.asm.org.uk

http://www.asm.org.uk


TECHNOLOGYFOCUS

Samsung has been developing an idea that could make a big

difference to fleet and road safety. The Korean tech giant

recently blogged about its new ‘Safety Truck’ which uses

four screens attached to the back of a trailer to display the view in

front to vehicles behind. Samsung says this is to help traffic behind

large vehicles make informed decisions about overtaking, sudden

braking or even animals on the road.

Supported by Volvo, it's at prototype stage with trials taking place in

Argentina, a country where head-on collisions caused by overtaking

is one of the biggest contributors to road deaths. But prototype or

not, it’s a concept that has the safety of all road users at its core –

which means there is every chance we will see this kind of innovation

come to UK roads soon.

This is undoubtedly forward-thinking from Samsung, but it’s actually

just the tip of the iceberg in terms of tech innovations designed to

advance road and fleet safety. So how else is tech being used to make

roads and fleets safer?

Telematics is one tech solution that is playing an increasing role in

fleet safety, with platforms that now analyse a driver’s style and

provide feedback to both managers and drivers in real time. This

helps correct the likes of harsh acceleration and braking in real-time,

before they become a safety issue.

But telematics has come so far from its early days of smart navigation

that this kind of driver analysis is standard in good platforms; beyond

this there is some real innovation.

For example, there is a strong ‘gamification’ element, in which

an application presents key safety information in the form of a

scoreboard and ranks driver performance based on safety compared

to others, encouraging them to improve performance in a positive

way. Using their driving record to calculate a score, they are

positioned in comparison with other drivers on the team. As their

driving improves, so does their position on the leaderboard.

This is a case of telematics helping fleet managers to inspire mobile

workers to drive safely using positive reinforcement, friendly

competition and team spirit on a connected platform. But aside

from telematics, what else is out there?

There is rapid development with driverless vehicles, made all the more

apparent by the type of companies investing and making moves in the

market: Google, Ford and Bosch, supported by research at institutions

such as MIT. The thinking is that smart technologies can operate cars

safer and more efficiently than people. This is because, ultimately,

most accidents happen because of human error. Computers don’t get

bored, won’t be distracted or take their eyes off the road.

On a practical level, the plan is for driverless vehicles to communicate

with the cloud to identify the location of accidents or road congestion

ahead, and then automatically re-route. Or it could talk to traffic

lights wirelessly and control acceleration and speed to safely navigate

roads and hit a green light every time.

Driverless fleets are a little while off, but Google’s driverless cars are

already used in California and Microsoft has sold its map-generating

technology to Uber to support development of a self-driving car.

Although led by the consumer space, it is only a matter of time

before we see driverless fleets platooning along UK motorways.

These are only three particularly noteworthy examples of tech

helping reduce incidents on the roads. But there are hundreds of

other innovations going on globally to help secure fleets.

The ‘connected’ fleet is becoming a reality – vehicles fitted with in-

built internet access enabling fleets to connect with other drivers

on the road, communicate via social networks, and share road and


safety information. This includes Vehicle-to-Infrastructure, which

allows vehicles to communicate not just with each other but with

things like loading bay availability and traffic light information. And

voice control, touch based technology and camera tracking of user

motions is being advanced, meaning drivers may be able to control

a vehicle with a move of the hand or a few words.

The automotive world is a hive of activity, researching, developing and

implementing ideas that will make significant strides in putting tech at

the heart of fleet and road safety. Samsung is just the latest example

of innovation that is set to continue to change the face of our roads.

Sergio Barata, General Manager EMEA at Telogis

PUTTING TECH AT

THE HEARTOF FLEET

SAFETY


TECHNOLOGYFOCUS

Worldwide, shipping and customs processes have been

standardised in the last few decades to facilitate

exchange of data between many systems and countries.

Internationally-agreed codes are used for carriers, modes, statuses

and transactions allowing fast and accurate exchange of information,

even where languages differ.

The airfreight industry’s codes are so well known we use them

without thinking: airports such as LHR and JFK, and airline flight

prefixes such as BA for British Airways and AF for Air France are

now familiar to the public, all over the world.

John Good Shipping has embarked on an extensive programme to

implement EDI (electronic data interchange) with their customers,

partners and service providers. They were already using industry-

standard procedures and codes so it was a logical development to

improve their data sharing.

Progress to date

• They prioritised the conversion of data where the volume or

complexity suggests efficiencies, or the speed of information

exchange is paramount.

• They have electronic messages from the major shipping lines

updating the container positions, usually within one hour of

execution, confirming moves such as shipment on a vessel (main

or feeder), departure from the wharf by road/rail. This allows

them to automatically trigger confirmation messages and send

documents to customers and partners or to take action if

something does not happen as expected.

• HMRC messages update their system, allowing auto-generation of

customs clearance status and documents to customers if required.

• Their warehousing partners receive pre-advices of what orders

or goods to expect in vehicles, and who will be delivering them.

• Road Haulage partners receive transport instructions, including

appointment references and address-specific instructions.

• Where they are the UK agent for a shipping line they send

container, shipment and billing information direct to the line,

or principal.

• They send their customers auto-generated mails when

shipments are updated and milestones reached.

• Internally, they are alerted if milestones are not reached when

expected so they may address issues immediately to prevent

problems later on.

Results so far

• Faster reaction time: they don’t have to wait for information

from many partners, who in turn don’t have to wait for them.

• Reduced printing: they manage shipments using the system

rather than a hard-copy file, saving resources and time.

• Reduced copy typing: they removed the most boring part

of many roles, and made the data quality better.

• Improved reporting: consistent data made reports better

and more meaningful where they used more fields relevant

to their customers.

• Happier customers: they quickly know where their orders

and shipments are, what needs to happen, what is planned.


Data exchange doesn’t have to be complicated

Your own systems will probably have data export and import

capabilities, and help can be provided if this is required.

You can also upload spreadsheets of orders into their

system so customers may track shipments by their or

their clients’ references such as order numbers, product

codes, SKU, ASN etc. This gives customers increased

control and greater visibility of purchase orders.

It is possible to authorise orders before shipment to ensure

quantities and timing are as agreed. Delays and issues are

immediately visible, allowing remedial action to be taken, such as

ordering extra stock or reallocation of the expected stock.

You can have data sent back to you in a format that will update your

own system or you can receive an Excel report each day showing

your orders in transit with the latest shipment information.

John Good Shipping has successfully implemented this technology

to the betterment of their service and the convenience of their

customers. Get in touch with them to see if you can benefit from

it at www.johngoodgroup.co.uk

IMPLEMENTATION OF ELECTRONIC

DATA INTERCHANGEBY JOHN GOOD SHIPPING

INFO...E.D.I.

An electronic communication method that provides standards for exchanging data via any electronic means.

http://www.johngoodgroup.co.uk


TECHNOLOGYFOCUS

Cloud technology is taking over the world, helping one sector

after another, and wholesale and distribution (W&D) is

no exception to that trend. Businesses in the W&D

sector operate on low margins in a very competitive market, so

it’s no wonder they are looking to the cloud, not only to provide

a more cost-effective platform for managing inventory, billing and

communications from anywhere in the world, but to keep up with the

latest developments to enable them to grow with their customers.

A study conducted by International Data Corporation demonstrated that

35 per cent of wholesalers were already in the cloud and 50 per cent had

plans to move to the cloud imminently. That was two years ago. The appetite

for scalable technology will only continue to grow as we sweep into 2016.

So why should you join the W&D cloud revolution?

Keeping customers happy

When it comes to distribution, having a competitive pricing structure

isn’t the only thing that will keep customers smiling. Having an easy

ordering system and great customer service is key, and real-time

visibility of inventory trends, delivery metrics and stock levels means

distributors can answer queries as soon as they come in. Cloud based

distribution software integrates logistics, inventory management, CRM

and accounting. This efficiency and transparency, for you and your

customers, can improve satisfaction rates and customer retention.

Ensuring warehouse operatives are on the ball

With next-day—or even same-day —delivery becoming increasingly

important for the millennials in the workplace, distributors are under

increasing pressure to deliver quickly and not make any mistakes

along the way. Bottlenecks and inaccuracies can destroy margins and

inflate delivery times, making warehouse management one of the

most important business areas for any wholesale distributor. Cloud

technology can offer sophisticated warehouse management systems

(WMS) accessible to even the smallest of wholesale companies,

increasing picking efficiency and decreasing labour costs.

Around-the-clock communication

When time is of the essence, quick and effective communication

plays a major role in the success of a distribution business.

By automating messaging, communication is simple and error

free at every stage of the supply chain, and the most up-to-

date information is accessible from anywhere and at any time.

Not only does this improve customer relationships, it helps

operators to maintain optimal stock levels so that ‘just-in-

time’ purchases reach customers in time.

Joined-up processes, actionable business intelligence

As operations can become more complex, due to outsourcing

and diversification, real-time insight into all parts of the

business becomes more difficult. The right cloud software

will tell you your bank inventory, orders, KPIs and costs

whilst you are running between meetings or are out of the

office. Gaining a holistic view of your business is pivotal to

its success. Even better, you can view inconsistencies, budget

overruns and exceptions at the same time to quickly identify

and solve issues.

Crossing borders

Exporting is no longer exclusive to multinational corporations.

Businesses of any size can export their products, but they

need to have instant communication channels and a system

capable of managing multiple legislations, currencies and tax

systems. With cloud technology you can run your global

business from your local mobile phone.

http://idcdocserv.com/MI254834

http://www.thedrum.com/news/2015/12/21/same-day-delivery-most-likely-entice-millennials-cost-remains-significant-factor

http://www.thedrum.com/news/2015/12/21/same-day-delivery-most-likely-entice-millennials-cost-remains-significant-factor


THE WHOLESALE AND DISTRIBUTION

CLOUD REVOLUTION

2016 is the year for the W&D sector to truly embrace

the functionality and scalability that the cloud can offer

and move away from ageing, on-site solutions. The cloud

is easy to implement, requires no capital expenditure and

you can see from this list that the benefits are great. Cloud

technology is continually being updated, often automatically,

so you can make sure your business does not fall behind. It

offers a cost-effective solution that can improve efficiencies

across the board. Even more than this, the cloud is proving

to be a democratising force, allowing small businesses to

finally compete with multinationals.

Erik van der Meijden, CEO, Exact

cloud computing

noun

the practice of using a network

of remote servers hosted on the

Internet to store, manage and

process data, rather than a local

server or a personal computer.

http://www.exact.com


MOVE ITLIKE...

ANDREWMAY,DHL FREIGHT

YEAR FOUNDED1969

SPECIALISMSAutomotive | Retail | Engineering | Energy Manufacturing | Aerospace | ConsumerChemicals | Life Science | HealthcarePublishing | Technology | B2C

NO OF EMPLOYEES460,000

SITES17 UK sites, 25,000 worldwide

MODESLTL (groupage), PTL (part load) & FTL (full load)China rail & multimodal | Control Tower | LLPCustoms | Door to more | Cargo Insurance

AWARDSFinalist in the FTA Multimodal Awards

as Road Freight Operator of the Year


ANDREWSAYS...

I didn’t always

succeed in what I

was doing, but if you

keep going and you’re

determined enough

you will succeed.

Staff development is a crucial element of DHL’s

plan for the next two-to-fi ve years. We met with

Andrew May, Managing Director of DHL Freight, at

the Hemel Hempstead terminal to hear what he has planned

for the freight and logistics industry.

Andrew started his career working for a wholesale

pharmaceutical distributor called Uniphar. This is where he

cultivated his expertise in the transport arena. Soon after,

he began work in Dublin for a software company, but he was

always waiting for something like DHL to come along. Lo and

behold Andrew came in to DHL as a business controller for

the global forwarding division in Dublin about ten years ago.

When I began I had one person reporting to me, and after

a while that grew to 15.

Since then he’s held the reigns as CFO in Ireland and as

cluster CFO in the UK and Benelux. In March 2015, Andrew

took up the role as MD of DHL Freight UK with a view to

driving further growth and enhance margins.

Every day brings a diff erent and exciting challenge and

I’m proud of the direction in which the business is going.

Andrew May photo: Richelle Lewtonwww.richellelewton.wix.com


MOVE ITLIKE...


YEAR FOUNDED1969

SPECIALISMSAutomotive | Retail | Engineering | Energy Manufacturing | Aerospace | ConsumerChemicals | Life Science | HealthcarePublishing | Technology | B2C

NO OF EMPLOYEES460,000

SITES17 UK sites, 25,000 worldwide

MODESLTL (groupage), PTL (part load) & FTL (full load)China rail & multimodal | Control Tower | LLPCustoms | Door to more | Cargo Insurance

AWARDSFinalist in the FTA Multimodal Awards

as Road Freight Operator of the Year


ANDREWSAYS...

I didn’t always

succeed in what I

was doing, but if you

keep going and you’re

determined enough

you will succeed.

Staff development is a crucial element of DHL’s

plan for the next two-to-fi ve years. We met with

Andrew May, Managing Director of DHL Freight, at

the Hemel Hempstead terminal to hear what he has planned

for the freight and logistics industry.

Andrew started his career working for a wholesale

pharmaceutical distributor called Uniphar. This is where he

cultivated his expertise in the transport arena. Soon after,

he began work in Dublin for a software company, but he was

always waiting for something like DHL to come along. Lo and

behold Andrew came in to DHL as a business controller for

the global forwarding division in Dublin about ten years ago.

When I began I had one person reporting to me, and after

a while that grew to 15.

Since then he’s held the reigns as CFO in Ireland and as

cluster CFO in the UK and Benelux. In March 2015, Andrew

took up the role as MD of DHL Freight UK with a view to

driving further growth and enhance margins.

Every day brings a diff erent and exciting challenge and

I’m proud of the direction in which the business is going.

Andrew May photo: Richelle Lewtonwww.richellelewton.wix.com


How did the opportunity at DHL come about?

I came into DHL as a business controller for the global

forwarding division in Dublin about ten years ago. At this

point we were going through the acquisition with Exel and

eff ectively the company doubled in size. When I began I had

one person reporting to me and after about eighteen months

that grew to fi fteen.

DHL Freight was a separate organisation in Ireland. In order

to realize a number of synergies we went into a consolidation

process to bring Freight and Global Forwarding together.

At that time I was dealing with the MD of the UK. A year

or so after that, I received a call to say we were forming a

cluster with Belgium and the Netherlands and there was a

position for a CFO – so I spent two-and-a-half years working

across the cluster.

In March 2015 I was asked to take on the role of UK Managing

Director and I haven’t looked back!

How has the role been going so far?

It’s been brilliant. Every day brings a diff erent and exciting

challenge and I’m proud of the direction the business is going.

We’re delivering a great customer experience today and I

plan to further enhance that in 2016.

What makes DHL Freight unique? What sets it apart from your competitors?

We pride ourselves on quality of service…when people

pick up the phone they have a certain expectation; the bar

is set really high. We have a closed ‘yellow and red’ freight

network providing next day delivery services across the

UK off ering various features such as ADR delivery, AM or

Timed. This network coverage extends to the whole of

Europe and further afi eld!

We have passionate employees at DHL Freight UK focused

on handling our customer’s goods in the right manner fi rst

time and every time.

You need knowledge, you need passion and you need

the right attitude. If you’re missing any one of these

ingredients you won’t be successful. You need happy staff

to have happy customers.

MOVE ITLIKE...Q

Q

Q

A

A

A

What are the primary values of DHL?

In line with Deutsche Post DHL Group’s strategy for 2020,

‘Focus, Connect, Grow’, DHL Freight UK will Focus on the core

things that make us successful, such as focusing on developing

markets like eCommerce. We will Connect further with

our employees through our engagement initiatives and

customers, to deliver a great work environment and a great

customer experience. At DHL Freight we believe that happy

employees lead to happy customers. And thirdly, Grow

in markets segments such as the retail, automotive and

consumer sectors in the UK amongst others. My ethos is:

Happy employees + happy customers = great results

What is the most important thing DHL are focusing on at the moment?

Staff . That’s the key thing that I’m working on. We

want to drive employee engagement, staff development,

and active leadership. That’s across the board from

drivers to customer services. An engaged team across

all functions leads to a great customer experience.

In regards to staff , do you have any development plans? What are you aiming to achieve in terms of growth?

In 2015 we introduced a number of employee

recognition initiatives that recognized great service

and dedication in all functions of our company.

Prior to 2015 we had some really positive employee

opinion feedback but I felt we could take things a

step further through further recognizing the stars in

our business. We’ve rolled out a number of diff erent

initiatives at DHL Freight to help our staff become

more involved and invested. We launched a portal

called PassOnThePassion.com that allows you (or the

customer) to nominate a colleague or supervisor, who

has gone the extra mile in their day job or perhaps

delivered a project that has really made a diff erence

either to a customer, function or charity.

We’ve had a phenomenal response! We gather

around 60-80 nominations a month, each of our

nominees receive a nominal reward and from that

we award three special recognition awards for Driver,

Sales Person and Employee of the month.

ANDREWSAYS...

I have a three-year

vision and I’m going

to work towards it.

Q Q

Q

A

A

A


In regards to company culture, in what way are you trying to improve that?

The culture at DHL Freight revolves around employees,

quality and customer satisfaction! I try to get round to

every single terminal at least twice a year. This way I am

close to the business, can directly share the strategy

and focus areas with the employees and at the same

time receive feedback from their end. The sessions are

interactive and allow me to get a real feel for day to day

challenges and our staff ’s motivation.

That must really motivate the staff when they see you!

It does. The teams feel comfortable in sharing their

views on life, DHL and their ideas on how we can make our

business even greater!

Employee opinion is really important. We take what they

say and we build on that. We launched idea weeks: we take

people’s ideas to see what we can do better or diff erently.

The top 3 ideas receive a monetary award and then we put

them into action.

Have you found that people have a better work ethic since this has been in place?

Our busiest terminals are now achieving great results on

our employee feedback surveys. These results are refl ected

in our effi ciencies across the board.

With the market changing and the way people are buying you’re going to need to move out of the box quick. Is that going to be through growing internally or acquisition?

Internally. We have a unique footprint in the UK that

allows us to look towards new product development and

the regular transience of demand. In 2016 for example, we

plan to launch several new products tackling growth in the

retail sector for example or consulting customers on their

Customs requirements. We are the UK market leaders when

it comes to coverage, service and innovation.

What are DHL’s specifi c requirements and priorities when it comes to transporting its products (optimal conditions?)

We place great value on quality in everything we do, be it

equipment, trainings, network, etc.

We have a large internal team for health and safety. We’ve

fi tted vehicles with front and rear cameras to give the drivers

peace of mind by improving safety for everybody. A lot of

vehicles have analytical software installed that we can use to

download delivery route performance and further optimize

our fl eet performance. This is how we’re making drivers

more effi cient, the technology is measuring every aspect of

the drive. DHL Freight are continuing to invest in equipment

that allows us to be effi cient and thus reduce our carbon

footprint and promote safe driving behavior. We are an ISO-

accredited company which takes its commitment to Health

& Safety very seriously by investing in various training and

incorporating safe systems at work.

MOVE ITLIKE...

A

A

A

A

A

Q

Q

Q

Q

Q

Have you seen any issues with the current European status? Have there been any problems with shipping?

For the UK, as it’s an island, [the] transport / supply

chain is more complex than mainland Europe.

There are positive signs that the UK is starting to

re-invest in many of its industries. We see positive

development coming from some sectors. As DHL

Freight, we are investing in line with these market

improvements and are prepared for growth.

What’s next for DHL Freight? Two-to-fi ve-year plan?

I have a three-year vision and I’m going to work towards

it. The key is happy employees and happy customers; we will

invest in our business accordingly in order to achieve this and

ultimately achieve sustainable growth.

If you were to give advice to someone who is aiming to make a career for him- or herself in freight forwarding, what would it be?

I wanted to become the manager of the department I

worked in. I set targets that I could achieve. It’s all well and

good that you want to be the chairman of the board, but you

need to set tangible short term targets in order to realize your

longer term ambitions.

I didn’t always succeed in what I was doing, but if you keep

going and you’re determined enough you will succeed.

ANDREWSAYS...

Happy employees

+ happy customers

= great results.

A A

A

Q Q

Q

Photo: Richelle Lewtonwww.richellelewton.wix.com


M&A FOCUS

Wincanton plc, a leading provider of supply

chain solutions in the UK and Ireland, today

announces that it has signed a conditional

agreement to dispose of the operations of Wincanton

Records Management ('WRM') to Restore plc ('Restore') for

an enterprise value of £60m, on a cash and debt free basis

(the 'Disposal').

Background and Rationale

WRM provides a full suite of document storage and associated

scanning and shredding services. With over 14 years of

experience and operations covering the whole of the UK, as

well as having a significant presence in the Republic of Ireland’s

records management market, it provides a blue-chip customer

base with support for the entire records management cycle.

The business currently employs 167 employees who will

transfer to Restore upon completion of the Disposal.

For the year ended 31 March 2015 WRM generated

EBITDA (Earnings Before Interest, Tax, Depreciation and

Amortisation) of £5.4m and operating profit of £3.5m on

total revenue of £22.4m. As at 31 March 2015 gross assets

were £22.2m.

The disposal realises material value for the Group and will

enhance the focus on the Group’s existing logistics operations.

The Group will use the proceeds primarily to reduce the

average level of net indebtedness to below two times

EBITDA. Reducing net indebtedness to below this level is

an important step in ensuring the long term stability of the

Group for all stakeholders.

Details of the Transaction

The consideration from the Disposal (before transaction costs) will

be payable in cash upon completion and will be approximately £55.7m,

which is after deductions for retained working capital of £2.4m and

certain tax costs of £1.9m. Restore will fund the transaction by

means of a placing and a new net debt facility.

Restore is one of the UK’s leading records management and

commercial relocation providers. Restore has two divisions:

document management and relocations. It provides safe and secure

services in document storage, online and tape storage, document

shredding, office relocation, IT relocation and IT asset disposal.

The transaction is subject to, inter alia, the approval of Restore’s

shareholders for the proposed placing.

Financial Effects and use of proceeds

The full year impact of the Disposal on the Group’s financial

performance for the year ended 31 March 2015 would have been

a reduction in operating profit of £3.5m and, after the benefits

of reduced interest charge, a reduction in profit after tax of

approximately £1.3m.

Net cash proceeds, after transaction costs, will be used primarily

to reduce debt. Under the Group’s banking arrangements c. £11m

will be due for mandatory prepayment as a result of the transaction.

A contribution of £7m will be made to the Wincanton Pension

Scheme from the proceeds. The remaining proceeds will be used to

further reduce net bank indebtedness.


The Board’s focus on reduction of net debt has resulted in a

balance of £57.6m as at 31 March 2015, down from £107.6m

as at 31 March 2013. Across the same period average net debt

has fallen from £201m for the year ended 31 March 2013 to

£136m in the year ended 31 March 2015.

It is expected that as a result of the transaction the ratio of

average net debt to EBITDA will reduce to under two times

which is an important step for the Group.

The disposal of WRM realises material value for the Group

and allows us to make significant progress in reducing average net

indebtedness, strengthening our balance sheet and providing greater

capacity for future investment. Wincanton will be stronger, with a

clear focus on its core skills and capabilities in logistics operations.

Restore has a strong reputation in the records management business.

I would like to thank all of our WRM colleagues for their dedication,

professionalism and service to our customers, which has resulted in

the creation of a great business. I am confident that the agreement

we have reached with Restore presents an exciting opportunity for

their continued success.

Adrian Colman, Chief Executive of Wincanton

DISPOSAL OF WINCANTON

RECORDS MANAGEMENT


WANT MORE?Further information can be found at www.maltacourt.com

M&A FOCUS

Operating from its transport depot in Székesfehérvár,

close to Maltacourt’s Forwarders Plaza complex on

the outskirts of Budapest, Mili-Cargo specialises in the

international distribution of chilled and ambient loads. Running one

of the youngest fleets in the industry Mili-Cargo is able to satisfy the

ever-increasing environmental demands of multinational companies,

such as its clients Unilever, FeVita and FrieslandCampina

Boasting a fleet of 50 trucks, revenues in excess of €6m and a team

vastly experienced in international supply chain, Mili-Cargo will

add significantly to the growing capabilities of Maltacourt both in

Hungary and across the EU.

István Madarász founded the business and continues as Managing

Director, bringing with him over 25 years of freight and transport

management expertise to Maltacourt.

This acquisition adds tremendous capability to our business,

buoyed by the services we can already offer following the acquisition

of Prime Logistics last year. Our portfolio of services is continuing

to grow as we strengthen the Maltacourt brand in Europe. Having

worked with István in the past, I’m particularly pleased to have

him on our team .

Paul Szeman, Managing Director of Maltacourt Hungary.

István remarked, We are delighted to be working with Maltacourt,

we’ve seen them grow and to now be a part of that is really exciting.

I look forward to combining our strengths and capabilities to bring

significant value to our existing and new customers .

Maltacourt has been driving growth within it’s Hungarian business

over the past 12 months extending it’s capabilities beyond freight

forwarding into specialist road distribution with Lorriers Kft,

a specialist carrier of pharmaceuticals and medical gases that it

acquired in September 2014, the distribution of perishables with

the acquisition of Prime Logistics and this latest transaction

giving the business a fleet of over 100 vehicles.

Annual revenues have grown from €5.9m in 2014 to a run

rate of €17.5m giving growth of 196%.

The acquisition of Mili-Cargo, combined with the existing

resources brought about by the Lorriers and Prime deals, has

brought a substantial increase to the scope of services and

capabilities now available to Maltacourt Hungary Kft, both

through the CEE region and the rest of Europe.

We are delighted to be announcing the completion of

this acquisition. We have been strategically expanding our

service offering, deepening our capabilities and growing the

business assets. We set out just over a year ago with a plan

to significantly grow our Hungarian business and I’m thrilled

with the success so far. We’re an ambitious business and we

hope to share further exciting news in the coming months.

Matt Beech, Chief Executive, Maltacourt

To find out more information about Maltacourt and its group

of companies please visit www.maltacourt.com

MALTACOURT ACQUIRES

INTERNATIONAL CARRIERMILL-CARGO Kft.

http://www.maltacourt.com

http://www.maltacourt.com


Hellmann Worldwide Logistics is a family run business with offi ces in more than 150 countries around

the world. Our proximity to our customers is what allows us to build long-lasting partnerships and tailor

made solutions for all your logistic needs.To learn more go to: www.hellmann.net

THINKING AHEAD – MOVING FORWARD...in London.


With the first month of trading this year under our belt

it seems that 2016 is showing signs of a more positive

outlook within the freight industry than we saw in

the last two quarters of 2015. This is a good sign to many company

owners that the difficulties experienced, particularly at the end of

last year, are subsiding with refreshed confidence for the year ahead.

There were a number of factors affecting the slump felt by many

companies across the industry but the most notable were the drop

in oil prices and the dramatic downturn in the Chinese economy,

the latter having a huge impact on connected business worldwide.

Suffering the largest drop in the stock market in twenty years the

impact of China’s output across the rest of the world became

very clear. Many freight companies noticed a sharp decline

in exports and fluctuating shipping rates (particularly on

imports) with many being so low it became difficult to

squeeze any margin, often with quotes becoming obsolete

within two weeks.

In contrast there were, however, certain areas within freight

and logistics that have seen an increase in activity or at least

seeing no decline. US traffic has remained relatively buoyant,

in part due to the strong dollar exchange rate. International

courier and eCommerce-related business in particular have

been positive sectors. Companies that are involved with

these two types of business, particularly eCommerce, saw

a steady improvement in volume and margin during the

second half of 2015. This type of business also acts as a great

alternative to get a foot in the door with larger clients.

With a predicted slow increase in the global markets, with

the only way being upwards for the Chinese market following

the 2015 crash, freight owners can now look forward to

a better year. Owners who previously considered delaying

any future exit strategy during tougher times have started

to look at their options again, boosting buyer interest and

overall M&A market activity.

Jack Lonnen, Senior Advisor, Headford M&A

M&A FOCUS

M&A OUTLOOKFOR THE YEAR AHEAD


M&A Mergers&Acquisitions

Headford Mergers &

Acquisitions

M&A for the global freight industry

+44 (0)1454 628772www.headfordgroup.com

http://www.headfordgroup.com

http://www.headfordgroup.com


M&A FOCUS

UK CUSTOMSCLEARANCE FORPERSONAL EFFECTS

NEW YORK MULTIMODALFORWARDER

Company ref. 000191FM

Key Business features:

• UK-based import and export customs clearance company with speciality in personal effects

• Clients primarily professional relocation-specialist companies

• BIFA and Institution of Export member

• Badged at all UK major ports – Felixtowe, Liverpool, Tilbury etc.

• Retirement driven sale after 30+ years in the industry, happy to undertake non-compete

• No debts / long term liabilities attached to the operation

• Fully experienced team in place to continue the business under new ownership

• The business is primarily import biased (99%)



• Multimodal forwarder operating in a prime location of New York established over 25 years ago

• A sale is sought to facilitate the retirement of the Directors; however, both are willing to commit to a handover period to guarantee the ongoing success of the business

• 11 full-time employees

• Main trade routes: China, South East Asia, Europe, India

• A diverse spread of longstanding clients limiting risk to the buyer

• Over 100 live trading accounts last year

• I.A.T.A. and TSA approved, Licensed by the Federal Maritime and Federal Motor Carrier Safety Administrations and are C-TPAT members and Dangerous Goods certified

IS THIS OF INTEREST?

GET IN TOUCH +44 (0)1454 275 931

COMPANIES

FOR SALE


SELLER OF THE MONTH

AWARD-WINNING AIR & OCEAN

FREIGHTFORWARDER

COMPANY SUMMARY:

AIR 21%

OCEAN79%

IMPORT84%

EXPORT16%

FINANCIALS Turnover £8m+

Gross profit £1.4m+

Net profit £400k

GET IN TOUCH +44 (0)1454 275 931

Ref. 01598FM



• Award-winning South East-based freight forwarder that has achieved considerable year-on-year growth organically

• Strong management team to remain in place upon the owners' exit

• 80/20 split on import/export. The business is predominately ocean and air freight

• Full IATA licence and member of BIFA

• Currently undertaking 800–900 jobs per month

• Warehousing facilities on site

• 97% controlled business representing over £7.8M turnover

• Only £100,000 over 90-day payment terms average 45 days

• All clients are commercial (no freight forwarders)


M&A FOCUSCOMPANIES

SOUGHTMANCHESTERFORWARDERSOUGHT

MIDLANDS EXPORTAIR/OCEANBUSINESS SOUGHT


After successful transactions being made in the past three years

a leading UK privately owned and managed forwarder is looking

to purchase a Manchester forwarder to strengthen its Northern

operation. They are specifically targeting companies with a turnover

range between £2m and £20m for acquisition; however, they will

consider smaller forwarders with a niche or loyal client base.

Preferred criteria:

• Air/ocean freight a major activity of the business

• Owners willing to commit to a handover period or remain with the business

• Relatively asset light & with a strong and consistent profit

• The ideal acquisition will specialise in air/ocean freight


My client is the UK division of a large European company who is

looking to grow their UK business through acquisition. They are

specifically targeting export-orientated companies for acquisition.

Ideally with a turnover range between £2m and £10m with a team of

upwards of five people.

Preferred criteria:

• Air/ocean freight a major activity of the business

• The vendor will be someone who is looking for a controlled exit, e.g. retirement

• Using agents not group network – controlling own business/accounts

• Broad client base - not dependant on one key account

IS THIS OF INTEREST?

GET IN TOUCH +44 (0)1454 275 931


BUYER OF THE MONTH

INTERNATIONALLOGISTICS GROUP

GROWING BYACQUISITION


Company sought overview:

• Air & ocean service providers of high interest to this group

• Location is not of high importance. However, North West, Heathrow and Midlands would be in high demand to the group

• A diverse spread of clients established over a number of years or more concentrated contractual business

• Balance sheet with a positive level of capital but without large amounts of tangible assets (vehicles and property)

• The majority of trading clients should be owned by the seller, long term network business would be considered

• Owners who are happy to commit to a handover period to guarantee the ongoing success of the business

• Shareholders looking to release capital but remain and be part of a larger group of very high interest

FEATURES SOUGHT:

MODE Air and ocean

FINANCIALS Turnover £5m–100m

Gross profit 12–20%

Net profit £250K–£5m

GET IN TOUCH +44 (0)1454 275 931

Ref. 05579FM


RECRUITMENTFOCUS

The company began in 1973 in Windsor, where they were

primarily case makers and export packers. This led to their

becoming involved in freight forwarding. They then moved

to a warehouse in Egham then to a warehouse and office facility in

Ashford. They then moved to a warehouse in Shepperton where

they employed ten staff members.

Over the years, due to good practice and an excellent team, and the

building of a reputation for providing an excellent level of service, the

business continued to grow to a level where they realised that they

had outgrown the premises in Shepperton. If they were to remain

competitive and successful and continue to grow, newer larger

premises were required. After extensive research and looking for

premises in May 2015 they purchased and moved to a new facility

in Hook, Hampshire. Here they were able to substantially increase

their operations area. Incorporated into the building is an extensive

dexion-racked warehouse for storage and a purpose-built export

case manufacturing facility, to meet customer requirements.

Through customer service and in depth freight knowledge they have

been able to increase the head count significantly on their operations

staff as well as drivers, warehousemen and export packers.

They ship via road, sea and air, supporting their international freight

forwarding services with logistic consultancy, full export packing

on customer site and off site globally. In addition they offer their

customer the ability to utilise over 500,000 sq. ft. of UK warehousing

and distribution service. They can move anything, anywhere, anytime,

cost effectively.

To them, every project is personal. Their clients come to them

not just because of the efficiency of their processes and their global

reach, but because they can deal with an experienced, dedicated

person, a dedicated account manager available at any time 24 hours

a day, seven days a week.

They have an innovative, cost-effective approach to project

shipments as well as general cargo. There is simply nothing

they cannot move and nowhere is beyond their reach! If a

shipment is too long, too wide or too heavy or in any way out

of the ordinary, they have the expertise and knowledge to

provide seamless, end-to-end freight forwarding, no matter

how challenging.

The service they offer their clients begins with technical

expertise and this leads to tangible benefits to the client's

bottom line. Their involvement in the design phase of

their customers’ products has saved them both substantial

inconvenience and substantial costs. It is this kind of added

value which ensures their high retention of customers.

They have successfully shipped specialist cargo into the world’s

most inaccessible areas – Afghanistan, Iraq, Democratic

Republic of Congo, Ethiopia, Uzbekistan, Turkmenistan and

many other locations globally.

Client confidentiality is key, especially when dealing with

government projects or other sensitive cargo projects.

Discretion and security raise particular challenges that

they have the experience to handle. They also deal with

hazardous shipments which require specialist handling.

If working for SPI is of interest to you, give us a call

on +44 (0)1454 275 952

IS RECRUITINGSPI


A total logistic solution

Freight forwardingExport timber packing

Air freightSea freight

Road freight / UK and EuropeanFully managed project movements

Storage

International freight forwardingFrom standard road, air or sea freight forwarding services to the most complex project shipments, we have the experience, track record and tried and tested processes to ensure secure, time sensitive delivery of virtually any item to anywhere in the world.

• A personalised approach with a single point of contact.• Integrated project solution.• A history going back over 30 years. • Directorship with a combined experience of 100 years in international freight forwarding.

Contact Matt Shields

[email protected] +44 1256 760 688

www.sp-international.co.uk

SPI_Ad_Feb2016_220x280.indd 1 12/02/2016 11:28

http://www.sp-international.co.uk


About Headford RPO

Headford RPO (Recruitment Process Outsourcing) is the leading

managed recruitment service provider for the freight forwarding

industry. They offer an effective end-to-end recruitment solution

for your business that is tailored to your exact needs.

They co-ordinate your recruitment from inception and briefing

through to search, selection and offer management.

Headford RPO utilises the four leading recruitment brands in the

industry, in addition to a bespoke panel of second-tier suppliers, to

provide an independent, managed solution. They constantly review

quality, productivity and process efficiencies to ensure that they are

delivering to your expectations.

About the alliance

Headford found that many of their clients were experiencing

frustration in regards to their recruitment process, specifically

that of dealing with a variety of agencies and ever-increasing and

underperforming PSLs (preferred supplier list).

They redesigned their business to become an independent

outsourcer, managing an alliance of freight recruitment

specia l ists with access to their var ious marketing

and talent-finding resources.

The group comprises four freight-specific recruitment companies

that work independently. Used as the 1st-tier approach, these

companies are reviewed annually, with stringent KPIs.

2nd tier

Headford RPO continuously monitor their first tier and in the

unlikely event that they are not able to fill a role, they have their own

second-tier PSL that they will utilise. These are managed according

to the tailored requirements of their clients.

Get in touch with them on +44 (0)1454 628 777

RECRUITMENTFOCUS

A NEW RECRUITMENT SOLUTIONFROM HEADFORD GROUP

An alliance of freight recruitment specialists.


www.headfordRPO.comFind us online at

Multiple recruitment calls.

Ever increasing, underperforming agencies.

CV duplications and fee negotiations.

Introducing Headford RPO.

• 1 point of contact• 4 freight recruitment companies• 50 freight-specialist consultants

• Bespoke marketing & branding campaigns to attract the best talent

We represent an alliance of independent freight recruitment agencies and a bespoke, 2nd-tier PSL.

Contact us for further details on how we can improve your recruitment process.

http://www.headfordrpo.com

http://www.headfordRPO.com


RECRUITMENTFOCUSSPONSORED

BY

Forwardingjobs, the global jobsite for the freight industry

Off ering a dedicated job page with full company branding included on the

recruiters directory, enabling candidates to click directly onto your job page.

Various banner advertising available on home page of Forwardingjobs...

...be a featured recruiter for the industry. Options of loading jobs

on directly or having an Account Manager load the jobs on for you.

Easy to link with multi-loading job sites such as Broadbean.

Do you want to advertise your roles here?

Either email [email protected] or call on 01454 275 952.

Our team will take you through the various packages we off er.

The freight industry job board

Job details

• Unique opportunity for a rapidly expanding medium-sized freight forwarder, based out of Manchester Airport

• Due to increased Pro� ts in the last 2 years they are looking for a competent, experienced, Senior business development manager to help take the company to the next level

• Air and ocean sales experience necessary

• Superb progression and development opportunities

Business Development ManagerJob TypePermanent

LocationThe North, UK

Salary Description£45-£55k + bonus + car

Job Ref.FE1587FM

Commercial Branch ManagerJob TypePermanent

LocationLondon Heathrow, UK

Salary Description£35-£50k

Job Ref.FE1648FM


LocationBirmingham, UK


Job Ref.FE1588FM

Senior Business Development Manager Job TypePermanent

LocationManchester, UK

Salary Description£35-50k

Job Ref.FJFSPFM

Strategic Sales / Business DevelopmentJob TypePermanent


Salary Description£45,000-£60,000 + car + commission

Job Ref.AD25478569FM

Senior Business Development ManagerJob TypePermanent


Salary Description£35-45k + car + pensions and healthcare

Job Ref.JG4565FM

Job details

• To build a portfolio of new clients and actively manage a pipeline of opportunities in air, ocean and road freight. responsible for covering the North of the UK

• Working closely with vertical business development and key account management sta� to exchange prospects and opportunities

• Excellent career development and training with superb management structure

Job details

• Taking over the running of a busy Heathrow o� ce. Responsible for managing a team of sales and operational sta�

• Dealing with day to day running of the o� ce, setting KPI’s, budget management and P&L

• Ability to drive sales and assist with high value accounts, identify and drive new revenue streams

• Have excellent operational skills, superb man management and customer service skills

Job details

• Responsible for covering the Midlands area, winning new business selling air and ocean freight services.

• Strong Asia, Far East and USA trade lane routes.

• Required to develop and maintain e� ective business relationships with new and existing clients

• Knowledge in the retail sector is advantageous, but not essential

Job details

• Identi� es and pursues key customers (base load business) both individually and collaboratively with � eld sales & kam teams

• Provides input to product and service development to enable and support the business development targets

• Excellent career development and training

• Presentation and negotiation skills will be required along with the ability to cope in a pressurised and targeted environment

Job details

• Must have experience selling air and sea freight

• Managing a small telesales team

• Experience selling consultatively to blue-chip organisations

• Rapidly expanding freight forwarder who have increased gross pro� t by 30% for the past 3 years

JOBS

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 935

To apply: 01454 275 935

To apply: 01454 275 935



BY

Forwardingjobs, the global jobsite for the freight industry

Off ering a dedicated job page with full company branding included on the

recruiters directory, enabling candidates to click directly onto your job page.

Various banner advertising available on home page of Forwardingjobs...

...be a featured recruiter for the industry. Options of loading jobs

on directly or having an Account Manager load the jobs on for you.

Easy to link with multi-loading job sites such as Broadbean.

Do you want to advertise your roles here?

Either email [email protected] or call on 01454 275 952.

Our team will take you through the various packages we off er.

The freight industry job board

Job details








Job Ref.FE1587FM




Job Ref.FE1648FM




Job Ref.FE1588FM




Job Ref.FJFSPFM








Job Ref.JG4565FM

Job details




Job details





Job details





Job details





Job details





JOBS

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 935

To apply: 01454 275 935

To apply: 01454 275 935

Job details

• Working for a medium-sized freight forwarder

• Must have 5 years+ working as an AOG Co-ordinator

• Experience in air exports

• Must be able to create consoles and experience with consolidation

• AWB, MAWB required

European road freight BDMJob TypePermanent


Salary Description£35-45k + car + bonus

Job Ref.HSG786FM

Air & sea freight BDMJob TypePermanent



Job Ref.HSG741FM

Branch start upJob TypePermanent

LocationGlasgow, UK

Salary DescriptionMarket rate + car + bonus

Job Ref.HSG428FM

AOG Co-ordinatorJob TypePermanent


Salary Description£28,000 - £38,000

Job Ref.FJ61012FM

Ocean Freight OperatorJob TypePermanent

LocationBradford, UK


Job Ref.FJ65012FM

Air OperatorJob TypePermanent



Job Ref.FJ25012FM

Job details

• Developing the European road freight product in the North West through new business activity

• Retaining and expanding on client base through high levels of customer service

• Opportunity to work for a top-25 freight forwarder during an exciting growth period

Job details

• Full ownership of air & sea freight sales activities from lead generation through to customer meetings

• Collaborate with the Sales Director to develop the sales strategy and implement alongside other sales sta�

• Make an impact working for an SME with tangible career progression

Job details

• Predominantly European road freight with an emphasis on building the air and sea division

• Combining operations and sales this role requires an all rounder

• Build your own business with tangible career progression

• Opportunity to work for an expanding international freight forwarder who are looking to branch out into Scotland

Job details


• Must have 2 years+ experience working for a freight forwarder

• Experience in ocean imports/ exports

• Handing all northern and UK agency ocean freight

Job details


• Must have 5 years+ working in a busy team

• Experience in air imports and exports

• Must be able to AWB

• Full process A-Z

www. .com

To apply: 01454 275 957

To apply: 01454 275 957

To apply: 01454 275 957

To apply: 01454 275 952

To apply: 01454 275 952

To apply: 01454 275 952


Job details








Job Ref.FE1587FM




Job Ref.FE1648FM




Job Ref.FE1588FM




Job Ref.FJFSPFM








Job Ref.JG4565FM

Job details




Job details





Job details





Job details





Job details





JOBS

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 934

To apply: 01454 275 935

To apply: 01454 275 935

To apply: 01454 275 935

Job details


• Must have 5 years+ working as an AOG Co-ordinator

• Experience in air exports

• Must be able to create consoles and experience with consolidation

• AWB, MAWB required

European road freight BDMJob TypePermanent



Job Ref.HSG786FM

Air & sea freight BDMJob TypePermanent



Job Ref.HSG741FM

Branch start upJob TypePermanent

LocationGlasgow, UK

Salary DescriptionMarket rate + car + bonus

Job Ref.HSG428FM

AOG Co-ordinatorJob TypePermanent



Job Ref.FJ61012FM

Ocean Freight OperatorJob TypePermanent

LocationBradford, UK


Job Ref.FJ65012FM

Air OperatorJob TypePermanent



Job Ref.FJ25012FM

Job details

• Developing the European road freight product in the North West through new business activity

• Retaining and expanding on client base through high levels of customer service

• Opportunity to work for a top-25 freight forwarder during an exciting growth period

Job details

• Full ownership of air & sea freight sales activities from lead generation through to customer meetings

• Collaborate with the Sales Director to develop the sales strategy and implement alongside other sales sta�

• Make an impact working for an SME with tangible career progression

Job details

• Predominantly European road freight with an emphasis on building the air and sea division

• Combining operations and sales this role requires an all rounder

• Build your own business with tangible career progression

• Opportunity to work for an expanding international freight forwarder who are looking to branch out into Scotland

Job details


• Must have 2 years+ experience working for a freight forwarder

• Experience in ocean imports/ exports

• Handing all northern and UK agency ocean freight

Job details


• Must have 5 years+ working in a busy team

• Experience in air imports and exports

• Must be able to AWB


www. .com

To apply: 01454 275 957

To apply: 01454 275 957

To apply: 01454 275 957

To apply: 01454 275 952

To apply: 01454 275 952

To apply: 01454 275 952


Multimodal BDMCandidate TypePermanent

LocationEssex, UK

Candidate Ref.CY13654FM

Candidate description

• 7 Years’ experience in external business development

• Specialising in UK distribution / supply chain

• multimodal knowledge

• Commercially minded

• £800k revenue generation in 2015

• Competitive market salary



Candidate Ref.JG87214FM

Multimodal import/export OperatorCandidate TypePermanent

LocationMidlands, UK

Candidate Ref.KD74562FM

Domestic / Supply Chain BDM Candidate TypePermanent


Candidate Ref.DW13465FM

Branch start up / Commercial Manager / General ManagerCandidate TypePermanent


Candidate Ref.AD26038561FM

Time-critical BDMCandidate TypePermanent

LocationWest Midlands, UK



• 15+ years’ logistics experience

• Recently awarded BDM of the year for excellent performance (achieved £175k GP)

• Ability to comfortably sell air, ocean and road freight products

• Trade lanes: USA, Far East and India

• Experience of managing a team of 15 people


• 20+ years’ operational and commercial experience in the logistics industry

• Air and ocean import focussed salesman, specialising in Asia, Middle East and African trade lanes

• 140% target achieved in 2015, achieving £142k GP

• Currently handles a portfolio of 45 accounts, with realistic potential to bring at least 50% of these with him to a new employer. This would equate to a GP � gure circa £85k


• 10 years' freight forwarding experience

• Experience in air, ocean and road freight (air and ocean bias)

• Responsible for the full start to � nish process (Including cutting airway bills and bills of lading) and completes customs entries

• Knowledge of ASM Gems, Impatex and E Customs

• Specialised in temperature-controlled goods, perishables and AOG


• An outstanding over achiever and fantastic knowledge of the Pharmaceutical industry

• Currently manages a team of 26 individuals in sales and operations

• Is con� dent that will be able to reintroduce clients providing existing company have the operational background and services

• Has experience in business development and sales management

• Trade lanes: China, India, USA


• 15 Years business development experience within freight


• 100% New business hunter

• Trade lanes: USA, Far East & India Sub


BY

Please call: 01454 275 934

Please call: 01454 275 934

Please call: 01454 275 934

Please call: 01454 275 935

Please call: 01454 275 935

Please call: 01454 275 935

Entrepreneurial Sales ExecutiveCandidate TypePermanent


Candidate Ref.HG34076FM

Sea Freight Beverage BDMCandidate TypePermanent

LocationSouth East, UK


Regional Sales ManagerCandidate TypePermanent

LocationNorth West, UK

Candidate Ref.Candidate: HG82652FM


• Covers all modes; air, ocean and road, both domestic and European

• Currently running their own freight forwarding limited company servicing mainly SME’s

• Portfolio of regular customers and ad-hoc shipments; mainly local presence

• Would be perfect for a branch start up or would � t just as well in an existing sales team


• 20 years in the freight forwarding industry

• Varied roles including key accounts and � eld sales roles

• Brought on, implemented and maintained a large ful� lment account

• Trade lanes: USA, South Africa and Australia


• Can sell all services; parcels, pallets, air, sea and road (domestic and European)

• Managed teams of both sales managers and execs

• Entire team hit target for Q4 in 2015

• Extensive career with multiple internal promotions

CANDIDATESMultimodal Freight OperatorCandidate TypePermanent


Candidate Ref.Candidate: FJ21012FM

Sea Freight Import Co-ordinatorCandidate TypePermanent



Air and Sea BDMCandidate TypePermanent




• Air (60%), ocean (30%), road (10%)

• Imports and exports


• Bills of lading, cutting air ways bills

• Custom entries (Homeuse IPR – OPR)

• Salary: £25,000+



• 100% Import knowledge

• Invoicing, quotes and negotiating prices

• Bills of lading

• Salary: £23,000


• Currently achieving £340,000 GP

• Air (40%) sea (60%)

• On the road 4 days a week

• Based in Manchester covering the UK

• Salary: £45,000 + car

Please call: 01454 275 957

Please call: 01454 275 957

Please call: 01454 275 957

Please call: 01454 275 952

Please call: 01454 275 952

Please call: 01454 275 952

“ “

www.multimodal.org.uk

Now in its 9th year, multimodal brings 8523 shippers as well as senior decision makers from leading cargo owners looking to reduce costs by running a slicker supply chain.over three days you can:

• MeetanddobusinesswiththeUK’sleadingshippers,importersandexporters;

• Networkwithover8,500visitorsattheonlymust-attendeventfortheUKandIreland’stransportandlogisticssector;

• Reachover800,000keyshippersandtransportandlogisticspersonnelthroughyourassociationwiththeMultimodal2016marketingcampaign;

• Schedulemeetingsandspendinvaluablefacetofacetimewithyourkeycustomers,prospectsandindustrydecisionmakersattheMultimodalVIProom.

Asmentioned,wearedelighted(andalittleembarrassed)bythenumberandqualityoftheleadsweachievedfromtheshowinAprilthisyear;almostovernight,ournewwarehouseisnowfullycommitted.Wewouldliketothankyouforafantasticshow.”

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“

MM16 new ad 220x280.indd 1 12/11/2015 19:38



LocationEssex, UK

Candidate Ref.CY13654FM


• 7 Years’ experience in external business development

• Specialising in UK distribution / supply chain

• multimodal knowledge


• £800k revenue generation in 2015

• Competitive market salary




Multimodal import/export OperatorCandidate TypePermanent

LocationMidlands, UK

Candidate Ref.KD74562FM

Domestic / Supply Chain BDM Candidate TypePermanent


Candidate Ref.DW13465FM

Branch start up / Commercial Manager / General ManagerCandidate TypePermanent


Candidate Ref.AD26038561FM

Time-critical BDMCandidate TypePermanent

LocationWest Midlands, UK



• 15+ years’ logistics experience

• Recently awarded BDM of the year for excellent performance (achieved £175k GP)

• Ability to comfortably sell air, ocean and road freight products

• Trade lanes: USA, Far East and India

• Experience of managing a team of 15 people


• 20+ years’ operational and commercial experience in the logistics industry

• Air and ocean import focussed salesman, specialising in Asia, Middle East and African trade lanes

• 140% target achieved in 2015, achieving £142k GP

• Currently handles a portfolio of 45 accounts, with realistic potential to bring at least 50% of these with him to a new employer. This would equate to a GP � gure circa £85k


• 10 years' freight forwarding experience

• Experience in air, ocean and road freight (air and ocean bias)

• Responsible for the full start to � nish process (Including cutting airway bills and bills of lading) and completes customs entries

• Knowledge of ASM Gems, Impatex and E Customs

• Specialised in temperature-controlled goods, perishables and AOG


• An outstanding over achiever and fantastic knowledge of the Pharmaceutical industry

• Currently manages a team of 26 individuals in sales and operations

• Is con� dent that will be able to reintroduce clients providing existing company have the operational background and services

• Has experience in business development and sales management

• Trade lanes: China, India, USA


• 15 Years business development experience within freight


• 100% New business hunter

• Trade lanes: USA, Far East & India Sub


BY

Please call: 01454 275 934

Please call: 01454 275 934

Please call: 01454 275 934

Please call: 01454 275 935

Please call: 01454 275 935

Please call: 01454 275 935



































• Air (60%), ocean (30%), road (10%)





• Salary: £25,000+





• Bills of lading

• Salary: £23,000



• Air (40%) sea (60%)



• Salary: £45,000 + car

Please call: 01454 275 957

Please call: 01454 275 957

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Please call: 01454 275 952

Please call: 01454 275 952

Please call: 01454 275 952

“ “












argos

“

MM16 new ad 220x280.indd 1 12/11/2015 19:38


forwardingjobs Ltd

8 Apex Court

Almondsbury Business Park

Bristol BS32 4JT

T +44 (0)1454 275 937

E [email protected]

forwardingjobs.com key site stats

50,000*

Visits per month

1,000*

Freight-specific candidates

registering per month

70,000Jobs views per month, on average

The Global Recruitment Solution for the Freight Industry

Q&A with...

“ “












argos

“

MM16 new ad 220x280.indd 1 12/11/2015 19:38



































• Air (60%), ocean (30%), road (10%)





• Salary: £25,000+





• Bills of lading

• Salary: £23,000



• Air (40%) sea (60%)



• Salary: £45,000 + car

Please call: 01454 275 957

Please call: 01454 275 957

Please call: 01454 275 957

Please call: 01454 275 952

Please call: 01454 275 952

Please call: 01454 275 952

“ “












argos

“

MM16 new ad 220x280.indd 1 12/11/2015 19:38


MAJOR CHANGETO LAW ON DATA PROTECTION

FORWARD LAWWITH

WANT TO KNOW MORE?Tozers is a leading firm of solicitors with offices in Exeter, Teignmouth and Newton Abbot.

+44 (0)1392 207020 [email protected] EU regulations on data protection will have a significant

impact on freight forwarders. The rules will change the way

that personal data has to be stored and processed, providing

for a single set of data protection rules applying throughout the EU.

Wider application

The new law will apply to anyone that trades within the EU, extending

the scope of data protection regulation to non-EU businesses.

Bigger fines

The reform will also create a single supervisory body with the power

to impose fines of up to 5% of global (not just EU) turnover for

data protection breaches. This turns a previously low risk area of

compliance into a potentially significant one.

Enforcement will be risk based, with greater scrutiny imposed on

businesses dealing with high volumes of personal data or where the

consequences of breach could be particularly severe.

Additional data security requirements

Businesses will be required to incorporate measures to protect

privacy into new technology, software and services (known as

privacy by design).

Smaller businesses will no longer have to register as a data

controller but will be required to maintain more detailed

records of data protection policies.

Breaches will have to be reported within 24 hours.

Steps you can take to get ready for the new rules

• Review data protection policies

• Train staff to avoid breaches

• Incorporate data protection requirements

into standard terms

Dan Griffin, Solicitor, Tozers LLP

mailto:[email protected]


http://www.espaceglobalfreight.com


THE LAST WORD...

WHAT WE'RE DOING IN THE COMING YEAR

Issue Number : 2859Issue Date : 03 Feb 2016

Drawn By : robertjScale : N.T.S.

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Entrance

Hall 3/3A

We’re pleased to announce that FORWARDER magazine will be

attending this year’s Multimodal on stand 1355. Please come along

for a chat and to pick up the latest issue.

Now in its ninth year, Multimodal is the UK and Ireland’s premier freight transport,

logistics and supply chain management event. Multimodal represents every logistics

sector under one roof, making it a unique and highly valued industry showcase.

Shippers and cargo owners attend to improve their businesses; by finding ways of

moving their products more efficiently and by meeting new suppliers.

The event is characterised by key vertical sectors including manufacturing, retail,

agribusiness, chemical, automotive, electronics, FMCG, food & drink, fashion,

pharmaceuticals, construction, aerospace, energy, real estate, recycling, paper/

print and perishables, amongst others, whilst horizontally, the show covers all

modes of transportation, including sea, road, rail, air and inland waterways.

We are hoping to get involved in many exciting events in 2016 and we look forward to seeing you at some of them soon.

Here are a few that we are planning to attend and the list is growing all the time. Please watch this space for updates.

MAY FTA Everywoman in Transport & Logistics Awards

MAY Multimodal 2016

JULY FTA Driver of the Year

SEPT Export & Freight Transport & Logistics Awards

NOV Global Freight Awards 2016


. c o m

. . . c o m i n g s o o n

WINAN

iPADMINI

Tur

n ov

er fo

r de

tails

.

http://www.forwardermagazine.com


THE LAST WORD...

NEXTMONTH

Thank you to Greg Palmer, Sales Executive at Transvalocean,

for his feedback on the January issue. We appreciate your

time and your words and hope you enjoy spending your

£200 gift card. Please, keep it coming. Thank you as well for all the

other feedback we received over the last few weeks. We read every

word and nothing went ignored.

Send us your feedback on this issue before March 11th 2016 and your

name will be entered into a draw to win an iPad Mini.

Please email your feedback to:

[email protected]

The March edition will focus on environmental issues in the

forwarding industry, so if you have any interesting material to

contribute, please send it along.

Thanks for your continuing support.

Lauren O'Driscoll, Editor

WINAN

iPADMINI

Greg Palmer

of Transva

locean

mailto:lauren%40forwardermagazine.com%20?subject=






PUBLISHED BY

Freight Media Ltd

Unit 8 Apex Court,

Almondsbury Business Park,

Bristol BS32 4JT

@forwardermag

EDITOR

Lauren O’Driscoll

[email protected]

+44 (0)1454 628 771

ADVERTISING

Georgia Cole

[email protected]

+44 (0)1454 628 794

MARKETING & SUBSCRIPTIONS

Chris Tissier

[email protected]

DESIGN

Tim Headford

[email protected]

PHOTOGRAPHY

(where credited)

Richelle Lewton

www.richellelewton.wix.com/richelle-paige

Please visit us online at

www.forwardermagazine.com

When you’re finished with this magazine,

please recycle it.

If you would like your editorial to feature in next month’s

magazine, please contact our editor, Lauren, using the contact

details to the right.

If you would like to advertise in FORWARDER magazine, full details

of our rates and technical specifications can be found in our media

pack. Please email Georgia for a copy.

FORWARDER magazine is free. Please email Chris for a subscription

form. All of our contact details are on the right.

INDUSTRY NEWS More news and press releases from the world of freight

REGIONAL FOCUS Geo-specific knowledge to steer by

ASK THE EXPERTS The people in the know bring us up to speed

ENVIRONMENT FOCUS We look at the most pressing eco issues facing the industry

MOVE IT LIKE... Matt Beech, MD of Maltacourt

M&A FOCUS More from the world of mergers & acquisitions in freight

RECRUITMENT FOCUS Current jobs and candidates from Forwardingjobs.com

FORWARD LAW Bitesize guidance and legal news from the professionals





http://richellelewton.wix.com/richelle-paige


http://Forwardingjobs.com



FEBRUARY 2016

FORW

ARDER magazine

AN

DR

EW M

AY, DH

L FREIG

HT �

THE TEC

H ISSU

E

FEBRUARY2016

FEBRUARY ��6

MOVE IT LIKE...

ANDREWMAY

THE TECHISSUE

M.D.OF DHL FREIGHT

FREE

to su

bscr

ibe

SAMSUNG'S 'SAFETY TRUCK'Putting tech at the heart of fleet safety

ELECTRONIC DATA EXCHANGEJohn Good Shipping give us the low down

BIFA AWARDS SPECIALUK forwarders take the plaudits

EUROPEAN SUPPLY CHAIN SOLUTIONS

Over 20 year’s Expertise in the Industry

For more information, please contact Steve Parry: T: 01375 659120 E: [email protected]

Visit: www.maritimetransport.com

A natural extension to Maritime’s other services is the offering of Freight Management. Our decades of experience and relationships

worldwide have resulted in us being able to offer a highly personalised, ‘no project too small, no problem too hard’ offering.

OUR SERVICESWe are confident in providing cost-effective, bespoke solutions to any requirement. In addition to tailoring

solutions to project work we also offer:

• Airfreight• Customs Clearance

• Consolidation and de-consolidation

• Intermodal transport• Short and deep sea shipping

• FCL/FTL and LCL/LTL transport

forwarder magazine february 2016 'tech

Documents