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Day: 30 March 2021

Jack Wolfskin achieves greater supply chain transparency

Posted on by Keith McKinley

Outdoor clothing specialist Jack Wolfskin recently completed a milestone in the digitalisation of its value chain. At the end of January 2021, “Forwarder Booking API” from Setlog’s SCM software OSCA was successfully integrated into the transport process. Suppliers of the outdoor brand can now transfer new transport bookings directly via the interface to the booking system of a globally active carrier based in the USA.

The shipping and consignment information is then also imported into OSCA via an interface from the carrier’s Transport Management System (TMS) – and is thus centrally visible in the system for Jack Wolfskin. An additional facilitation is that documents are also transmitted via the interface.

The introduction of Setlog’s Forwarder Booking API is a first for the carrier. In February 2021 alone, transport bookings or shipments of around 500,000 goods were due. The carrier will use direct data exchange in future relations.

The commissioning of the interface brings advantages for all parties involved: Manual work in the system is no longer necessary. Employees of the carrier no longer have to manually summarise transport bookings from suppliers located in China, Vietnam and Thailand, among other countries, and then store the data in OSCA’s shipment mask.

“Thanks to the digital data exchange via OSCA, the carrier receives the booking information of the consignments more quickly and can make both transport data and documents directly available to the partners,” explains Setlog board member Ralf Duester.

For Jack Wolfskin, the use of the interface is a significant step in the digitalisation of the supply chain. “Thanks to the interface, not only will the processes for the logistics service provider be simpler and faster, but it will also make our supply chain more transparent. When we introduced OSCA, our goal was already to break down data silos and reduce e-mail traffic, Excel lists and telephone calls,” emphasises Sabine Engelmann, Senior Manager IT PLM Solutions & P2P Consulting at Jack Wolfskin.

“In principle, companies from the consumer goods industry can only successfully master current challenges such as the change from push to pull markets, the acceleration of ordering processes, and the increasing complexity in procurement and sales if they optimise their processes, collaborate with partners in the value chain, and use digital tools,” reports Setlog board member Duester. “The direct connection of all partners with real-time data exchange along the entire supply chain is becoming increasingly important!”

 

 

Jack Wolfskin achieves greater supply chain transparency

Posted on by David Priestman

Outdoor clothing specialist Jack Wolfskin recently completed a milestone in the digitalisation of its value chain. At the end of January 2021, “Forwarder Booking API” from Setlog’s SCM software OSCA was successfully integrated into the transport process. Suppliers of the outdoor brand can now transfer new transport bookings directly via the interface to the booking system of a globally active carrier based in the USA.

The shipping and consignment information is then also imported into OSCA via an interface from the carrier’s Transport Management System (TMS) – and is thus centrally visible in the system for Jack Wolfskin. An additional facilitation is that documents are also transmitted via the interface.

The introduction of Setlog’s Forwarder Booking API is a first for the carrier. In February 2021 alone, transport bookings or shipments of around 500,000 goods were due. The carrier will use direct data exchange in future relations.

The commissioning of the interface brings advantages for all parties involved: Manual work in the system is no longer necessary. Employees of the carrier no longer have to manually summarise transport bookings from suppliers located in China, Vietnam and Thailand, among other countries, and then store the data in OSCA’s shipment mask.

“Thanks to the digital data exchange via OSCA, the carrier receives the booking information of the consignments more quickly and can make both transport data and documents directly available to the partners,” explains Setlog board member Ralf Duester.

For Jack Wolfskin, the use of the interface is a significant step in the digitalisation of the supply chain. “Thanks to the interface, not only will the processes for the logistics service provider be simpler and faster, but it will also make our supply chain more transparent. When we introduced OSCA, our goal was already to break down data silos and reduce e-mail traffic, Excel lists and telephone calls,” emphasises Sabine Engelmann, Senior Manager IT PLM Solutions & P2P Consulting at Jack Wolfskin.

“In principle, companies from the consumer goods industry can only successfully master current challenges such as the change from push to pull markets, the acceleration of ordering processes, and the increasing complexity in procurement and sales if they optimise their processes, collaborate with partners in the value chain, and use digital tools,” reports Setlog board member Duester. “The direct connection of all partners with real-time data exchange along the entire supply chain is becoming increasingly important!”

 

 

Seven-point checklist to help SMEs maximise automation investment

Posted on by David Priestman

Low-CapEx technology is leading SMEs to look at flexible and scalable, warehouse automation as a means to overcoming capacity issues and labour constraints. But how do you ensure a favourable outcome? Craig Whitehouse, Managing Director of Invar Integration, offers a seven-point checklist for design success.

1. Understand future business goals 

The future may be difficult to predict, but important questions on business direction need to be asked. Beyond short-term objectives, such as sales targets and planned promotional peaks, it’s essential to gain insights into the future strategic ambitions of the business.

Any level of investment in automation will be justified by its return on investment over a given period – the faster the better. But corporate goals can change, new opportunities may arise and this could impact product profiles, volumes and formats, along with customer service offerings. Gaining a full understanding of C-suite plans and objectives to a five-year horizon will be invaluable in determining the scope and scale of solution that may be required.

Big questions include: what financial resources are available for any automation project? Limited capital may not preclude automation, as point solutions and scalable technology can be deployed in stages over time. What are the constraints on the warehouse – long or short lease, physical layout, ability to expand? What level of growth is the business expecting year-on-year – is it 20% or more? These are prime considerations for shaping any solution.

Above all else, be clear in setting objectives. What problems are you trying to solve?

2. Examine your pain points

Automation may be adopted for any number of reasons, such as: increasing capacity, reducing reliance on labour, overcoming space constraints, lowering costs, increasing storage density, speeding processes, introducing higher levels of accuracy or enhancing operational resilience. But where in the warehouse can technology be best applied in order to deliver the desired objectives?

It’s important to determine where the bottlenecks and pain points are within current warehouse processes and hence where technology would bring the greatest gains. The answers are not always obvious or may not be as obvious as they sometimes look. Relieving a pressure point may introduce problems elsewhere, so a holistic approach is needed, backed-up by comprehensive data analysis.

3. Analyse the data 

Careful analysis of operational data lies at the heart of the design process and is critical to reaching the best solution. It’s essential to understand the performance of each process. Information relating to order profiles, order volumes, throughput rates, labour costs, volumetrics etc., provides the basis for determining the shape of possible solutions. But it’s a task that requires specialist skills, clever tools and expert advice.

Analysis can be undertaken in a number of different ways. An Excel spreadsheet may be used to generate a broad profile, so a complete set of stock data and orders could reveal what products would make sense to group together in an automated system and what products may, say, be too large, needing a different handling solution. Of course, automation may not always be appropriate – perhaps volumes are not high enough or the product profile is more suited to a manual process.

Experience and expertise pays dividends, as there is always a danger of creating unnecessary complexity. For instance, producing hundreds of different product categories can introduce confusion, resulting in rigid processes and cumbersome, inflexible systems. Similarly, there can be a temptation to use technology where it’s not necessary or an overly sophisticated solution could be overkill.

4. Review appropriate technologies

There are many different technologies that could, potentially, be used – from Autonomous Mobile Robots (AMRs), zone-routing conveyors and flow-racking to cross-belt sorters, pick-to-light systems and automated packaging solutions, to name but a few. However, finding the most effective and appropriate combination for the defined set of objectives requires technical knowledge, creative thinking and access to advanced tools.

Importantly, it helps if you consult an independent systems integrator as, not being bound by any one technology or in-house manufactured solution, they are free to be objective about specifying the right solution for the application. Bringing a combination of technologies together in a cohesive way, based on process efficiency and overall performance, is what counts and much of this depends on the software development and the skills of the integrator to successfully tailor the solution for optimum performance.

5. Model the outcomes/scenarios

Once it has been decided that some form of automation is needed, the next step is to review appropriate technology and model the solution to see how it performs.

Simulation software brings a concept to life. At Invar Group, we have invested in leading-edge 3D simulation technology that enables us to select the most suitable materials handling hardware from a virtual catalogue and place appropriate technologies together as a concept system within the software. Then, by inputting a customer’s real data set, we can apply routing logic to allow us to view its performance and see in advance, any potential bottlenecks in the system.

Testing a concept in this way highlights where in the system there is too much capacity and where there isn’t enough, and hence, where expansion is required. Then you can scenario plan for what ifs, such as twice as many orders, or twice as many products, what if slow movers became fast movers and what happens at peak?

6. Design in flexibility and scalability

Most investments in automation are aimed at increasing capacity to facilitate growth. That’s why designing a system for flexibility and scalability is so important. Using the right technology, a point solution can be expanded to grow with the business – that’s a benefit of modular technology. In recent years, tremendous advances have been made in areas such as mobile robotics and AI, giving SME’s access to low-CapEx solutions with huge benefits.

Autonomous Mobile Robots (AMRs) offer tremendous flexibility and, importantly, scalability in traditional labour-intensive tasks such as order picking and put-away. AMR systems combined with pick-to-light technology can boost order picking performance from under 100 units per hour using traditional methods, to up to 400 picks per hour, with an ROI that can be as little as 12 months.

Mobile robots may also be used effectively to transport pallets within a warehouse, offering a more flexible alternative to fixed pallet conveyors.

Flexible technology combined with powerful, intelligent software allows for a new way of thinking. A conventional conveyor system is normally installed to an agreed throughput, usually to a projected peak figure. But this results in the asset running below capacity for the majority of the year. On the quietest day it may only handle a tenth of the volume experienced at peak. However, a solution using AMRs could be designed for 70% of peak, with additional robots brought in during peak periods. It’s this level of scalability that offers SMEs a flexible low-entry point to automation.

7. Select an experienced partner 

There may be any number of processes within a warehouse that are found to be a constraint on optimum performance and there are many well-proven technologies that can be deployed – from weighing and auto volumetric sizing of goods received, conveyor runs and ASRS systems, to automated packaging machines, sortation equipment and pick-to-light technology, to name but a few.

Importantly, it is the efficient integration of these processes, technologies and intelligent software that enables fast delivery of a solution and a trouble-free future. An intelligent system, conceived by expert design engineers and implemented by competent controls and software professionals, drives productivity and offers the agility needed to respond to change.

As an independent, full-spectrum automated warehouse solutions provider, Invar Group is free to select the most appropriate technology for the task, and being a multifaceted organisation that brings together skilled individuals with competencies across warehouse management software, systems integration and controls, we take responsibility for the complete turnkey-key system from start to finish.

Seven-point checklist to help SMEs maximise automation investment

Posted on by David Priestman

Low-CapEx technology is leading SMEs to look at flexible and scalable, warehouse automation as a means to overcoming capacity issues and labour constraints. But how do you ensure a favourable outcome? Craig Whitehouse, Managing Director of Invar Integration, offers a seven-point checklist for design success.

1. Understand future business goals 

The future may be difficult to predict, but important questions on business direction need to be asked. Beyond short-term objectives, such as sales targets and planned promotional peaks, it’s essential to gain insights into the future strategic ambitions of the business.

Any level of investment in automation will be justified by its return on investment over a given period – the faster the better. But corporate goals can change, new opportunities may arise and this could impact product profiles, volumes and formats, along with customer service offerings. Gaining a full understanding of C-suite plans and objectives to a five-year horizon will be invaluable in determining the scope and scale of solution that may be required.

Big questions include: what financial resources are available for any automation project? Limited capital may not preclude automation, as point solutions and scalable technology can be deployed in stages over time. What are the constraints on the warehouse – long or short lease, physical layout, ability to expand? What level of growth is the business expecting year-on-year – is it 20% or more? These are prime considerations for shaping any solution.

Above all else, be clear in setting objectives. What problems are you trying to solve?

2. Examine your pain points

Automation may be adopted for any number of reasons, such as: increasing capacity, reducing reliance on labour, overcoming space constraints, lowering costs, increasing storage density, speeding processes, introducing higher levels of accuracy or enhancing operational resilience. But where in the warehouse can technology be best applied in order to deliver the desired objectives?

It’s important to determine where the bottlenecks and pain points are within current warehouse processes and hence where technology would bring the greatest gains. The answers are not always obvious or may not be as obvious as they sometimes look. Relieving a pressure point may introduce problems elsewhere, so a holistic approach is needed, backed-up by comprehensive data analysis.

3. Analyse the data 

Careful analysis of operational data lies at the heart of the design process and is critical to reaching the best solution. It’s essential to understand the performance of each process. Information relating to order profiles, order volumes, throughput rates, labour costs, volumetrics etc., provides the basis for determining the shape of possible solutions. But it’s a task that requires specialist skills, clever tools and expert advice.

Analysis can be undertaken in a number of different ways. An Excel spreadsheet may be used to generate a broad profile, so a complete set of stock data and orders could reveal what products would make sense to group together in an automated system and what products may, say, be too large, needing a different handling solution. Of course, automation may not always be appropriate – perhaps volumes are not high enough or the product profile is more suited to a manual process.

Experience and expertise pays dividends, as there is always a danger of creating unnecessary complexity. For instance, producing hundreds of different product categories can introduce confusion, resulting in rigid processes and cumbersome, inflexible systems. Similarly, there can be a temptation to use technology where it’s not necessary or an overly sophisticated solution could be overkill.

4. Review appropriate technologies

There are many different technologies that could, potentially, be used – from Autonomous Mobile Robots (AMRs), zone-routing conveyors and flow-racking to cross-belt sorters, pick-to-light systems and automated packaging solutions, to name but a few. However, finding the most effective and appropriate combination for the defined set of objectives requires technical knowledge, creative thinking and access to advanced tools.

Importantly, it helps if you consult an independent systems integrator as, not being bound by any one technology or in-house manufactured solution, they are free to be objective about specifying the right solution for the application. Bringing a combination of technologies together in a cohesive way, based on process efficiency and overall performance, is what counts and much of this depends on the software development and the skills of the integrator to successfully tailor the solution for optimum performance.

5. Model the outcomes/scenarios

Once it has been decided that some form of automation is needed, the next step is to review appropriate technology and model the solution to see how it performs.

Simulation software brings a concept to life. At Invar Group, we have invested in leading-edge 3D simulation technology that enables us to select the most suitable materials handling hardware from a virtual catalogue and place appropriate technologies together as a concept system within the software. Then, by inputting a customer’s real data set, we can apply routing logic to allow us to view its performance and see in advance, any potential bottlenecks in the system.

Testing a concept in this way highlights where in the system there is too much capacity and where there isn’t enough, and hence, where expansion is required. Then you can scenario plan for what ifs, such as twice as many orders, or twice as many products, what if slow movers became fast movers and what happens at peak?

6. Design in flexibility and scalability

Most investments in automation are aimed at increasing capacity to facilitate growth. That’s why designing a system for flexibility and scalability is so important. Using the right technology, a point solution can be expanded to grow with the business – that’s a benefit of modular technology. In recent years, tremendous advances have been made in areas such as mobile robotics and AI, giving SME’s access to low-CapEx solutions with huge benefits.

Autonomous Mobile Robots (AMRs) offer tremendous flexibility and, importantly, scalability in traditional labour-intensive tasks such as order picking and put-away. AMR systems combined with pick-to-light technology can boost order picking performance from under 100 units per hour using traditional methods, to up to 400 picks per hour, with an ROI that can be as little as 12 months.

Mobile robots may also be used effectively to transport pallets within a warehouse, offering a more flexible alternative to fixed pallet conveyors.

Flexible technology combined with powerful, intelligent software allows for a new way of thinking. A conventional conveyor system is normally installed to an agreed throughput, usually to a projected peak figure. But this results in the asset running below capacity for the majority of the year. On the quietest day it may only handle a tenth of the volume experienced at peak. However, a solution using AMRs could be designed for 70% of peak, with additional robots brought in during peak periods. It’s this level of scalability that offers SMEs a flexible low-entry point to automation.

7. Select an experienced partner 

There may be any number of processes within a warehouse that are found to be a constraint on optimum performance and there are many well-proven technologies that can be deployed – from weighing and auto volumetric sizing of goods received, conveyor runs and ASRS systems, to automated packaging machines, sortation equipment and pick-to-light technology, to name but a few.

Importantly, it is the efficient integration of these processes, technologies and intelligent software that enables fast delivery of a solution and a trouble-free future. An intelligent system, conceived by expert design engineers and implemented by competent controls and software professionals, drives productivity and offers the agility needed to respond to change.

As an independent, full-spectrum automated warehouse solutions provider, Invar Group is free to select the most appropriate technology for the task, and being a multifaceted organisation that brings together skilled individuals with competencies across warehouse management software, systems integration and controls, we take responsibility for the complete turnkey-key system from start to finish.

Robotic solution helps Boa Concept achieve highly secure package transfers

Posted on by Keith McKinley

French robotics company Effidence has released a package transfer solution, Convey-LINK, composed of a conveyor installed on the EffiBOT mobile robot, and a LINK communication box, integrated on the Plug-and-Carry static conveyor.

“We have created the Convey-LINK accessory for EffiBOT by focusing on securing all stages of the transfer of packages between conveyors,” comments Cedric Tessier, President of Effidence. Convey-LINK is based on a transmission technology of coded infrared signals between the mobile conveyor and the LINK box. Working with Boa Concept on a project to manage the quality control of bowls of a famous food processor, an agile and perfectly controlled solution was born. Indeed, LINK and Boa Drive communicate to align Effidence’s mobile conveyor to Boa Concept‘s conveyors and manage the positioning of the conveyed trays with an accuracy of 3mm.

As soon as the EffiBOT is docked in front of the Plug-and-Carry conveyor, a first security is activated. Convey-LINK checks whether the fixed conveyor is actually present and only deactivates the robot’s lateral light curtain that is directed towards it. This is achieved with precise alignment and transmission of a coded signal between the infrared sensors of the robot conveyor and those of the LINK box.

“With this first level of security, we guarantee that the EffiBOT’s conveyor rollers can only engage in front of a fixed conveyor table,” explains Tessier. A second security level is implemented to check the compatibility of the conveyors with each other – in terms of dimensions, roller speed and available space – through Boa Drive, which instantly informs LINK. The final level of security is the real-time synchronisation of the activation of each conveyor’s rollers. Using once again this infrared technology and Boa Drive’s ability to communicate easily with other control systems, a direct and instantaneous communication is ensured between these conveyors to provide a smooth and fast transfer of parcels.

Previously in 2019, Effidence and Boa Concept had worked together to dynamically interconnect several Plug-and-Carry intelligent modular conveyors via the use of EffiBOT mobile robots equipped with gravity conveyors (Project La Boule OBUT). Today, they collaborate once more, with this new Convey-LINK accessory for the voluminous transfer of kitchen robot bowls.

Tessier looks back on the project: “Convey-LINK kept its promises because its installation and interfacing with Plug-and-Carry was done in record time. It was fundamental for us to offer the fastest deployment possible for our customers. This philosophy is fully shared by Boa Concept.”

“With Plug-and-Carry, we offer a static intelligent modular conveyor solution that Effidence extends with EffiBOT and its mobile modular conveyor solution,” explains Patrice Henrion, Managing director of Boa Concept. “Convey-LINK appeared as an efficient, economical and unique answer to dynamically interconnect all our remote conveyors. Like all installations of the two companies, this new project demonstrates our ability to deploy custom solutions with standard equipment.”

Robotic solution helps Boa Concept achieve highly secure package transfers

Posted on by David Priestman

French robotics company Effidence has released a package transfer solution, Convey-LINK, composed of a conveyor installed on the EffiBOT mobile robot, and a LINK communication box, integrated on the Plug-and-Carry static conveyor.

“We have created the Convey-LINK accessory for EffiBOT by focusing on securing all stages of the transfer of packages between conveyors,” comments Cedric Tessier, President of Effidence. Convey-LINK is based on a transmission technology of coded infrared signals between the mobile conveyor and the LINK box. Working with Boa Concept on a project to manage the quality control of bowls of a famous food processor, an agile and perfectly controlled solution was born. Indeed, LINK and Boa Drive communicate to align Effidence’s mobile conveyor to Boa Concept‘s conveyors and manage the positioning of the conveyed trays with an accuracy of 3mm.

As soon as the EffiBOT is docked in front of the Plug-and-Carry conveyor, a first security is activated. Convey-LINK checks whether the fixed conveyor is actually present and only deactivates the robot’s lateral light curtain that is directed towards it. This is achieved with precise alignment and transmission of a coded signal between the infrared sensors of the robot conveyor and those of the LINK box.

“With this first level of security, we guarantee that the EffiBOT’s conveyor rollers can only engage in front of a fixed conveyor table,” explains Tessier. A second security level is implemented to check the compatibility of the conveyors with each other – in terms of dimensions, roller speed and available space – through Boa Drive, which instantly informs LINK. The final level of security is the real-time synchronisation of the activation of each conveyor’s rollers. Using once again this infrared technology and Boa Drive’s ability to communicate easily with other control systems, a direct and instantaneous communication is ensured between these conveyors to provide a smooth and fast transfer of parcels.

Previously in 2019, Effidence and Boa Concept had worked together to dynamically interconnect several Plug-and-Carry intelligent modular conveyors via the use of EffiBOT mobile robots equipped with gravity conveyors (Project La Boule OBUT). Today, they collaborate once more, with this new Convey-LINK accessory for the voluminous transfer of kitchen robot bowls.

Tessier looks back on the project: “Convey-LINK kept its promises because its installation and interfacing with Plug-and-Carry was done in record time. It was fundamental for us to offer the fastest deployment possible for our customers. This philosophy is fully shared by Boa Concept.”

“With Plug-and-Carry, we offer a static intelligent modular conveyor solution that Effidence extends with EffiBOT and its mobile modular conveyor solution,” explains Patrice Henrion, Managing director of Boa Concept. “Convey-LINK appeared as an efficient, economical and unique answer to dynamically interconnect all our remote conveyors. Like all installations of the two companies, this new project demonstrates our ability to deploy custom solutions with standard equipment.”

DHL Express predicts considerable B2B e-commerce growth

Posted on by Keith McKinley

DHL Express, the international express service provider, has released a new Whitepaper “The Ultimate B2B E-commerce Guide: Tradition is out. Digital is in“.

The study predicts strong growth for the B2B e‑commerce market in the coming years: by 2025, 80% of all B2B sales interactions between suppliers and professional buyers will take place in digital channels. The impact of the Covid-19 pandemic on the pace of digitalisation and the purchasing behaviour of technology-savvy millennials, who are now of an age to be the professional B2B decision-makers, are the main drivers of this global e-commerce growth.

What is predicted for the future of the B2B sector has already been visible in the significant B2C e-commerce rise over the last years, where DHL Express experienced high growth rates particularly during the holiday peak seasons (e.g. Easter, Christmas) and mega shopping days (e. g. Black Friday, Cyber Monday). In total the B2C e‑commerce volumes within the DHL Express network increased in 2020 by approximately 40%, compared to 2019.

This positive business development is also reflected in the FY2020 financial results of the company: With a total revenue of €19.1 billion (+11.9% year-on-year) and EBIT of €2.7 billion (+34.9%) the Express division of Deutsche Post DHL Group closed 2020 with the best result in its more than 50 years’ history. With its worldwide network and breadth of industries served, DHL Express was able to accommodate fast-changing trade flows.

Furthermore its presence in more than 220 countries and territories helped consumers and businesses to stay connected by enabling them to trade around the world – also during the Covid-19 pandemic.

“Even in times of worldwide shutdowns, globalisation has shown its resilience, fuelled by digitalisation and the power of global trade”, says John Pearson, CEO of DHL Express. “These trends have led to an ever-growing number of consumers to shift their shopping activities online. The pandemic has accelerated this development like never before, with a sharp rise in businesses selling their goods in the global marketplace. E-commerce and global logistics thus provided the key to unlock local shutdowns, keep economies running and mitigate the impact of Covid-19 for many of our customers.”

It was not only B2C e-commerce that was growing due to ongoing digitalisation and changed shopping behaviour of consumers. In 2019, before the pandemic, global sales on B2B e-commerce sites and marketplaces had already increased by 18.2% to reach USD 12.2 trillion, outpacing the market size of the B2C sector. Through Covid-19 and the resulting acceleration of digitalisation, this global B2B E‑commerce volume is estimated to reach USD 20.9 trillion by 2027.

“We have been facing the pandemic for over one year now,” says Michiel Greeven, Executive Vice President Global Sales at DHL Express. “A year that showed how nearly a decade of digital evolution happened in just a few months’ time, with online shopping and cross-border shipping as the new normal. And this is true not only for B2C retailers, but also in terms of B2B e-commerce as companies started recognising that online selling platforms are crucial for their business success, today and in the future. As a result, there will also be an additional need for global Express shipping and DHL Express is well positioned to support all B2B companies on their journey.”

The Whitepaper also uncovers factors driving the growth of the global B2B e‑commerce market: besides general trends such as globalisation and digitalisation, a new technology-oriented generation of millennials is starting to make its mark. Already, millennials account for 73% of all professional B2B purchasing decisions. As digital natives, their experiences in the B2C-sector translate to high expectations when making B2B transactions, pushing companies to invest in digital solutions, such as selling platforms, while offering great growth potential.

“If B2B businesses want to make the most out of the new cross-border and e-commerce opportunities they need to start adapting to the changing buying behaviours. Especially with the upcoming generation of millennial as B2B decision-makers, who are further driving the digitalisation of the sector. B2B customer experiences have to be more aligned with the digital B2C experiences. As international e-commerce specialists, we have the know-how and insights to support businesses to adapt to the ongoing changes and unleash their full potential” says Leendert van Delft, Vice President Global Sales Programs and Global E-commerce.

In 2020, DHL Express delivered 484 million shipments in total for its customers (B2C and B2B) around the globe, around 9% more per day than in 2019. To adapt to this significant growth of its network, DHL Express continues to invest annually more than €1 billion in new state-of-the-art facilities around the world to multiply its sorting capacity (+65% since 2013), hires new employees (+10,000 year-on-year) and adds new freighter aircraft to its fleet (+20 units year-on-year). In this context, DHL Express recently announced the purchase of eight more Boeing B777 wide-body freighters and a partnership with Smartlynx Malta to add two Airbus A321 to its fleet. With these measures, DHL Express ensures that its worldwide customers can benefit from the global
e-commerce boom.

DHL Express predicts considerable B2B e-commerce growth

Posted on by David Priestman

DHL Express, the international express service provider, has released a new Whitepaper “The Ultimate B2B E-commerce Guide: Tradition is out. Digital is in“.

The study predicts strong growth for the B2B e‑commerce market in the coming years: by 2025, 80% of all B2B sales interactions between suppliers and professional buyers will take place in digital channels. The impact of the Covid-19 pandemic on the pace of digitalisation and the purchasing behaviour of technology-savvy millennials, who are now of an age to be the professional B2B decision-makers, are the main drivers of this global e-commerce growth.

What is predicted for the future of the B2B sector has already been visible in the significant B2C e-commerce rise over the last years, where DHL Express experienced high growth rates particularly during the holiday peak seasons (e.g. Easter, Christmas) and mega shopping days (e. g. Black Friday, Cyber Monday). In total the B2C e‑commerce volumes within the DHL Express network increased in 2020 by approximately 40%, compared to 2019.

This positive business development is also reflected in the FY2020 financial results of the company: With a total revenue of €19.1 billion (+11.9% year-on-year) and EBIT of €2.7 billion (+34.9%) the Express division of Deutsche Post DHL Group closed 2020 with the best result in its more than 50 years’ history. With its worldwide network and breadth of industries served, DHL Express was able to accommodate fast-changing trade flows.

Furthermore its presence in more than 220 countries and territories helped consumers and businesses to stay connected by enabling them to trade around the world – also during the Covid-19 pandemic.

“Even in times of worldwide shutdowns, globalisation has shown its resilience, fuelled by digitalisation and the power of global trade”, says John Pearson, CEO of DHL Express. “These trends have led to an ever-growing number of consumers to shift their shopping activities online. The pandemic has accelerated this development like never before, with a sharp rise in businesses selling their goods in the global marketplace. E-commerce and global logistics thus provided the key to unlock local shutdowns, keep economies running and mitigate the impact of Covid-19 for many of our customers.”

It was not only B2C e-commerce that was growing due to ongoing digitalisation and changed shopping behaviour of consumers. In 2019, before the pandemic, global sales on B2B e-commerce sites and marketplaces had already increased by 18.2% to reach USD 12.2 trillion, outpacing the market size of the B2C sector. Through Covid-19 and the resulting acceleration of digitalisation, this global B2B E‑commerce volume is estimated to reach USD 20.9 trillion by 2027.

“We have been facing the pandemic for over one year now,” says Michiel Greeven, Executive Vice President Global Sales at DHL Express. “A year that showed how nearly a decade of digital evolution happened in just a few months’ time, with online shopping and cross-border shipping as the new normal. And this is true not only for B2C retailers, but also in terms of B2B e-commerce as companies started recognising that online selling platforms are crucial for their business success, today and in the future. As a result, there will also be an additional need for global Express shipping and DHL Express is well positioned to support all B2B companies on their journey.”

The Whitepaper also uncovers factors driving the growth of the global B2B e‑commerce market: besides general trends such as globalisation and digitalisation, a new technology-oriented generation of millennials is starting to make its mark. Already, millennials account for 73% of all professional B2B purchasing decisions. As digital natives, their experiences in the B2C-sector translate to high expectations when making B2B transactions, pushing companies to invest in digital solutions, such as selling platforms, while offering great growth potential.

“If B2B businesses want to make the most out of the new cross-border and e-commerce opportunities they need to start adapting to the changing buying behaviours. Especially with the upcoming generation of millennial as B2B decision-makers, who are further driving the digitalisation of the sector. B2B customer experiences have to be more aligned with the digital B2C experiences. As international e-commerce specialists, we have the know-how and insights to support businesses to adapt to the ongoing changes and unleash their full potential” says Leendert van Delft, Vice President Global Sales Programs and Global E-commerce.

In 2020, DHL Express delivered 484 million shipments in total for its customers (B2C and B2B) around the globe, around 9% more per day than in 2019. To adapt to this significant growth of its network, DHL Express continues to invest annually more than €1 billion in new state-of-the-art facilities around the world to multiply its sorting capacity (+65% since 2013), hires new employees (+10,000 year-on-year) and adds new freighter aircraft to its fleet (+20 units year-on-year). In this context, DHL Express recently announced the purchase of eight more Boeing B777 wide-body freighters and a partnership with Smartlynx Malta to add two Airbus A321 to its fleet. With these measures, DHL Express ensures that its worldwide customers can benefit from the global
e-commerce boom.

3PL firm promotes first manager from fast-track programme

Posted on by David Priestman

Specialist 3PL logistics provider Europa Warehouse is celebrating the success of its Management Trainee programme, designed to give graduates an opportunity to fast-track a career in logistics.

A division of leading logistics provider Europa Worldwide Group, Europa Warehouse launched the programme in 2019, demonstrating its efforts to open doors for the next generation of talent.

Welcoming graduates looking to build a career in warehouse operations, the programme offers on the job training, giving individuals the skill set to quickly progress within the division.

Now, despite what has been a challenging year, Europa Warehouse is celebrating the growth and development of its team as its first trainee is promoted to Project Manager at Europa Warehouse.

With predictions that the ongoing growth in e-commerce could drive demand for 92 million sq ft of warehouse space across the UK by 2024, Europa Warehouse 3PL and logistics services are in high demand and going forward, the Management Trainee’s roles will be vital in sustaining growth and driving the business forward.

Europa Warehouse Logistics Director, Maria Torrent March comments: “Encouraging graduates to kick start a career in logistics and nurturing talent is a key focus for Europa Warehouse. The pandemic has shone a light on 3PL and logistics and sparked an interest for many young adults, and we are keen to offer opportunities and support.”

One of the programme’s recent success stories is Ram Odedra, who has been promoted to Project Manager at Europa Warehouse, Corby, before completing the two-year scheme. Ram found the opportunity on the Aston University graduate job portal and is now responsible for dealing with the new processes and contracts across Europa’s warehouses in Corby, Birmingham and Dartford.

Discussing why the Europa Warehouse Management Trainee programme appealed to him, Ram said: “The main factors that made me want to apply were the practical nature of the scheme and the chance to be able to work on projects across different areas and sites of the business. For example, I did my initial training at Minworth warehouse, then Northampton and finally Dartford. This meant that I could gain exposure to all aspects of Europa’s operations and in return, find the area that appealed most to my skill set.”

As part of the programme, a mentor is assigned to each Trainee to help guide development and ensure adequate support is provided.

Ram continues: “I am excited to be taking the next step in my career in logistics and progress within my new role. I would highly recommend the programme to anyone wanting to get involved in an operation where you are given live projects with real responsibility. Over the years, I have received an incredible amount of support and guidance working alongside Europa’s experienced professionals, as well as the flexibility to choose which direction I would like to take.”

Maria added: “Despite the challenges of Covid-19 and the increase in demand for warehouse space and 3PL services, we have ensured that employees continue to receive sufficient training and I am thrilled to see the success of Ram within our team. I look forward to watching others within the Europa team shine.”

Just last year, the division announced a recruitment drive for 120 new recruits following the launch of its 60m, state-of-the-art warehouse facility in Corby. The new site doubled Europa Warehouse’s logistics portfolio and has been constructed to a high-quality specification, including above-market standard 18 metre heights to facilitate three floors of mezzanines.

Europa Warehouse provides a range of value-added capabilities including e-commerce fulfilment, production services, inventory management, packing, labelling, special deliveries, final assembly, quality control and critical parts management.

3PL firm promotes first manager from fast-track programme

Posted on by David Priestman

Specialist 3PL logistics provider Europa Warehouse is celebrating the success of its Management Trainee programme, designed to give graduates an opportunity to fast-track a career in logistics.

A division of leading logistics provider Europa Worldwide Group, Europa Warehouse launched the programme in 2019, demonstrating its efforts to open doors for the next generation of talent.

Welcoming graduates looking to build a career in warehouse operations, the programme offers on the job training, giving individuals the skill set to quickly progress within the division.

Now, despite what has been a challenging year, Europa Warehouse is celebrating the growth and development of its team as its first trainee is promoted to Project Manager at Europa Warehouse.

With predictions that the ongoing growth in e-commerce could drive demand for 92 million sq ft of warehouse space across the UK by 2024, Europa Warehouse 3PL and logistics services are in high demand and going forward, the Management Trainee’s roles will be vital in sustaining growth and driving the business forward.

Europa Warehouse Logistics Director, Maria Torrent March comments: “Encouraging graduates to kick start a career in logistics and nurturing talent is a key focus for Europa Warehouse. The pandemic has shone a light on 3PL and logistics and sparked an interest for many young adults, and we are keen to offer opportunities and support.”

One of the programme’s recent success stories is Ram Odedra, who has been promoted to Project Manager at Europa Warehouse, Corby, before completing the two-year scheme. Ram found the opportunity on the Aston University graduate job portal and is now responsible for dealing with the new processes and contracts across Europa’s warehouses in Corby, Birmingham and Dartford.

Discussing why the Europa Warehouse Management Trainee programme appealed to him, Ram said: “The main factors that made me want to apply were the practical nature of the scheme and the chance to be able to work on projects across different areas and sites of the business. For example, I did my initial training at Minworth warehouse, then Northampton and finally Dartford. This meant that I could gain exposure to all aspects of Europa’s operations and in return, find the area that appealed most to my skill set.”

As part of the programme, a mentor is assigned to each Trainee to help guide development and ensure adequate support is provided.

Ram continues: “I am excited to be taking the next step in my career in logistics and progress within my new role. I would highly recommend the programme to anyone wanting to get involved in an operation where you are given live projects with real responsibility. Over the years, I have received an incredible amount of support and guidance working alongside Europa’s experienced professionals, as well as the flexibility to choose which direction I would like to take.”

Maria added: “Despite the challenges of Covid-19 and the increase in demand for warehouse space and 3PL services, we have ensured that employees continue to receive sufficient training and I am thrilled to see the success of Ram within our team. I look forward to watching others within the Europa team shine.”

Just last year, the division announced a recruitment drive for 120 new recruits following the launch of its 60m, state-of-the-art warehouse facility in Corby. The new site doubled Europa Warehouse’s logistics portfolio and has been constructed to a high-quality specification, including above-market standard 18 metre heights to facilitate three floors of mezzanines.

Europa Warehouse provides a range of value-added capabilities including e-commerce fulfilment, production services, inventory management, packing, labelling, special deliveries, final assembly, quality control and critical parts management.

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