REMIRA and ROQQIO merge to form software heavyweight

REMIRA, a supply chain specialist, and ROQQIO, an expert for omnichannel commerce software solutions, are merging under the enhanced REMIRA brand. With around 500 employees and a cumulative annual turnover of €50m, one of the largest software companies headquartered in Germany is created.

By merging the Supply Chain Solutions and Omnichannel Commerce product worlds, REMIRA is creating with Unified Commerce an end-to-end solution that is completely focused on the behaviour of the end customer and the market.

“With this merger, we are taking the next consequential step in our corporate strategy,” explains Stephan Unser, CEO of REMIRA. “In total, we support around 8,000 customers. And as of before, we do this 80 % from Germany. This makes us one of Germany’s most important software companies.”

Today, REMIRA is already one of the leading providers of supply chain solutions for retail, logistics, and industrial companies in all sectors. The internationally active Dortmund-based company promotes technological progress in the supply chain with AI-supported cloud solutions. Among the users of REMIRA products are REWE Systems, Gedore, Fressnapf, and Olymp.

The specialist for supply chain management accompanies its customers through the entire supply chain with its five connected business units Planning, Purchasing, Manufacturing, Transportation, and Warehousing. ROQQIO is one of the leading software companies for omnichannel solutions in stationary and online retail. The company’s solutions are used by well-known brands in the fashion, sports, and retail sectors. The reference list includes Bogner, Rose Bikes, Intersport, and Expert.

Unified Commerce

With the merger of the two companies, REMIRA’s product range will be expanded to include a sixth area – Commerce. This includes software and hardware solutions for the point of sale and the Commerce Cloud, a central software-as-a-service platform. This enables all processes and touchpoints with customers to be captured, controlled, and monitored, thus making a significant contribution to linking stationary retail with online retail.

REMIRA breaks down data silos by seamlessly integrating the online and offline worlds. Retailers get a 360° view of their customers and their shopping behaviour. This enables them to ensure merchandise availability for each sales channel while optimising overall inventory levels. This increases customer satisfaction and, at the same time, improves the company’s earnings situation. The combination of these established commerce processes with the comprehensive services from the area of supply chain management will significantly shape the commerce of the future as unified commerce.

Focus on customer success

REMIRA‘s future supply chain and unified commerce offering will help users to optimise their supply chain and thus generate decisive advantages over the competitors. To create the transparency required for this, all products and services will communicate in a networked way in the future.

“We want the greatest possible success for our customers. To achieve this, we must put their end customers at the centre of our efforts,” explains Unser. “This is exactly where we are starting with the merger. From optimised sales planning to purchasing and resilient forecasting to customer centricity across all sales channels, we are creating complete connectivity.

“The resulting data and transparency will help our users to ensure maximum availability while maintaining optimised inventory levels – regardless of the sales channel. This will be crucial for the long-term success of our customers in a continuously changing market environment.”

Hines makes significant Italian real estate investment

International real estate firm Hines has reached a binding agreement for an off-market investment to acquire 20 logistics assets located between Emilia Romagna and Lombardy through the Italian fund HEVF II Italy managed by Prelios SGR on behalf of the Hines European Value Fund 2 (HEVF 2).

The transaction involves the acquisition of the real estate portfolio from four different selling companies and the simultaneous 15-year lease of the same portfolio to Snatt Logistica Group, a leader in the third-party logistics (3PL) sector focusing exclusively on the fashion industry.

The portfolio of 20 logistics assets provides a total of 200,000 sq m of logistics space around Milan, Parma, Reggio Emilia and Bologna. They are strategic, well-established logistic centres that enjoy effective, rapid connections with Italy’s main cities and the rest of Europe.

The off-market investment was completed on behalf of the HEVF 2, which is targeting logistics assets in key locations across Europe. This latest investment adds to HEVF 2’s recent investment in four new industrial and logistics assets in Northern Italy in Bologna, Tortona, Montichiari and Brescia, totalling over 180,000 sq m of class A space. When combined with the Fund’s additional logistics assets across Europe, HEVF 2 now has an aggregate logistics portfolio of over €700m.

Snatt Logistica Group, a leading logistics operator in Italy, is currently managing the assets and following the transaction will become the tenant. Snatt Logistica Group specialises in the handling, storage and distribution of goods for third parties in the fashion industry via multiple channels including e-commerce.

Snatt Logistica Group, with a turnover of c.€60m in 2021, thanks to a multi-year industrial plan with strong growth prospects, manages various distribution centres in Europe and across the world, often in exclusive relationships with some of the most important and iconic international fashion brands.

Snatt Logistica Group also uses an innovative distribution method, characterised by technological automation, with a storage model based on the exploitation of cubic volume via the most modern and efficient customised storage structures, based on the specific needs of each customer. Snatt Logistica Group also provides additional product customisation services, carried out directly at the logistics assets themselves.

For example, some of the warehouses are equipped with 3D printer and embroidery machines, operated by skilled, reliable professionals for tailor made customisation. This is also made possible thanks to an innovative proprietary management information system (WMS), constantly evolving, to satisfy the ever-increasing customer requests for process customisation.

Selecting a partner like Snatt Logistica Group falls within Hines’ strategy to identify companies within its own supply chain that have a strong approach to ESG. Snatt Logistica Group focuses on an investment policy with sustainability embedded into its business processes to include environmental, social and human issues, focusing on the wellbeing of its employees and their families, as well as on the local territory and the promotion of activities in favour of culture, art, and community connection.

Over the last 12 months, Hines has developed a logistics platform of almost 600,000 sq m across Northern Italy with an investment of around €500m in 2021.

Hines’ focus on the logistics sector in Italy aligns with rapidly growing demand, as demonstrated by the increasing number of international tenants that are settling in Northern Italy – an area that covers 15% of the overall number of square metres currently rented out nationally with a vacancy rate of c.2%. The sector is also undergoing significant transformation both in terms of logistics structures themselves and their locations in cities. This means investors are adopting a new approach to logistics assets including their planning, development, and connections to important touchpoints such as shops in town centres.

“We are pleased to start 2022 with an important investment in the logistics sector that consolidates our presence in the main intersections in Northern Italy,” commented Mario Abbadessa, senior managing director & country head of Hines Italy. “At Hines, we believe in the potential of the logistics sector in Italy and have set an investment target of around €1bn in 2022. We are proud to collaborate with Snatt Logistica Group, which is an international 3PL logistics leader in the luxury fashion industry, and we are certain that we will be able to develop a shared path for growth, guided by common values, including ESG, which is key to our DNA.”

Paul White, senior managing director and fund manager for HEVF 2 at Hines, commented: “This is an attractive portfolio of assets with a strong, innovative tenant at the forefront of Italy’s fast-growing third-party logistics sector for the fashion industry. We believe that e-commerce will continue to drive long-term demand for high quality logistics facilities in Italy’s northern cities, pushing the value of these investments forwards, while there is also a significant opportunity to enhance the sustainability performance of existing assets here.

“This is aligned with our ESG objectives as recognised by GRESB, with HEVF 2 achieving the award of Overall Global Sector Leader in the Diversified Office/Retail category for sustainability performance in 2021.”

Hines was advised by Cappelli RCCD, EY and Yard Reaas Group. Snatt Logistica Group was assisted by White & Case, Studio Dicierre and Studio Mattioli.

 

Hines makes significant Italian real estate investment

International real estate firm Hines has reached a binding agreement for an off-market investment to acquire 20 logistics assets located between Emilia Romagna and Lombardy through the Italian fund HEVF II Italy managed by Prelios SGR on behalf of the Hines European Value Fund 2 (HEVF 2).

The transaction involves the acquisition of the real estate portfolio from four different selling companies and the simultaneous 15-year lease of the same portfolio to Snatt Logistica Group, a leader in the third-party logistics (3PL) sector focusing exclusively on the fashion industry.

The portfolio of 20 logistics assets provides a total of 200,000 sq m of logistics space around Milan, Parma, Reggio Emilia and Bologna. They are strategic, well-established logistic centres that enjoy effective, rapid connections with Italy’s main cities and the rest of Europe.

The off-market investment was completed on behalf of the HEVF 2, which is targeting logistics assets in key locations across Europe. This latest investment adds to HEVF 2’s recent investment in four new industrial and logistics assets in Northern Italy in Bologna, Tortona, Montichiari and Brescia, totalling over 180,000 sq m of class A space. When combined with the Fund’s additional logistics assets across Europe, HEVF 2 now has an aggregate logistics portfolio of over €700m.

Snatt Logistica Group, a leading logistics operator in Italy, is currently managing the assets and following the transaction will become the tenant. Snatt Logistica Group specialises in the handling, storage and distribution of goods for third parties in the fashion industry via multiple channels including e-commerce.

Snatt Logistica Group, with a turnover of c.€60m in 2021, thanks to a multi-year industrial plan with strong growth prospects, manages various distribution centres in Europe and across the world, often in exclusive relationships with some of the most important and iconic international fashion brands.

Snatt Logistica Group also uses an innovative distribution method, characterised by technological automation, with a storage model based on the exploitation of cubic volume via the most modern and efficient customised storage structures, based on the specific needs of each customer. Snatt Logistica Group also provides additional product customisation services, carried out directly at the logistics assets themselves.

For example, some of the warehouses are equipped with 3D printer and embroidery machines, operated by skilled, reliable professionals for tailor made customisation. This is also made possible thanks to an innovative proprietary management information system (WMS), constantly evolving, to satisfy the ever-increasing customer requests for process customisation.

Selecting a partner like Snatt Logistica Group falls within Hines’ strategy to identify companies within its own supply chain that have a strong approach to ESG. Snatt Logistica Group focuses on an investment policy with sustainability embedded into its business processes to include environmental, social and human issues, focusing on the wellbeing of its employees and their families, as well as on the local territory and the promotion of activities in favour of culture, art, and community connection.

Over the last 12 months, Hines has developed a logistics platform of almost 600,000 sq m across Northern Italy with an investment of around €500m in 2021.

Hines’ focus on the logistics sector in Italy aligns with rapidly growing demand, as demonstrated by the increasing number of international tenants that are settling in Northern Italy – an area that covers 15% of the overall number of square metres currently rented out nationally with a vacancy rate of c.2%. The sector is also undergoing significant transformation both in terms of logistics structures themselves and their locations in cities. This means investors are adopting a new approach to logistics assets including their planning, development, and connections to important touchpoints such as shops in town centres.

“We are pleased to start 2022 with an important investment in the logistics sector that consolidates our presence in the main intersections in Northern Italy,” commented Mario Abbadessa, senior managing director & country head of Hines Italy. “At Hines, we believe in the potential of the logistics sector in Italy and have set an investment target of around €1bn in 2022. We are proud to collaborate with Snatt Logistica Group, which is an international 3PL logistics leader in the luxury fashion industry, and we are certain that we will be able to develop a shared path for growth, guided by common values, including ESG, which is key to our DNA.”

Paul White, senior managing director and fund manager for HEVF 2 at Hines, commented: “This is an attractive portfolio of assets with a strong, innovative tenant at the forefront of Italy’s fast-growing third-party logistics sector for the fashion industry. We believe that e-commerce will continue to drive long-term demand for high quality logistics facilities in Italy’s northern cities, pushing the value of these investments forwards, while there is also a significant opportunity to enhance the sustainability performance of existing assets here.

“This is aligned with our ESG objectives as recognised by GRESB, with HEVF 2 achieving the award of Overall Global Sector Leader in the Diversified Office/Retail category for sustainability performance in 2021.”

Hines was advised by Cappelli RCCD, EY and Yard Reaas Group. Snatt Logistica Group was assisted by White & Case, Studio Dicierre and Studio Mattioli.

 

STILL celebrates two IFOY nominations

Hamburg-based intralogistics expert STILL has been nominated for the final round of the IFOY Award 2022 with two entries.

Once the members of the IFOY jury choose the winners of this year’s IFOY Award in Dortmund between 18th and 23rd March, STILL will be represented with two entries in the categories “Special of the Year” and “Integrated Warehouse Solution” in the competition for the coveted intralogistics trophies.

Both of the entries from STILL GmbH passed the IFOY pre-selection with flying colours and were nominated for the final round in Dortmund in March. One of these is the innovative STILL ‘Descent Speed Regulation’ (DSR) assistance system, which makes journeys with the new LXT 120-350 and LXW 20-30 series of platform trucks and tractors from the Hamburg-based intralogistics provider even safer.

When driving downhill with a load, DSR adjusts the speed of the vehicles – either manually or automatically, depending on the configuration level – to a value that protects it from dangerous situations. This unique system supports the driver for safe travel on ramps and at the same time increases handling performance.

The assistance system is available in the DSR Basic, DSR Eco or DSR Premium versions. While the driver still has to activate the system manually in the Basic version so that it reduces the speed to a previously set maximum value, the system in the Eco version activates automatically when driving down a slope and brakes the vehicle to a predefined value. With DSR Premium, the assistance system automatically regulates the vehicle speed when driving downhill depending on the slope and the load being towed.

The “Hase Project”

The expansion of the automated warehouse at Hase Safety Group AG (pictured), a producer of work gloves based in the Frisian town of Jever, is another flagship project with which STILL has entered the race for the coveted prizes. During this warehouse expansion, the STILL industrial trucks were replaced by automated, more powerful equipment with telescopic forks and the existing racking system was expanded to 10,000 pallet spaces.

All Automated Guided Vehicles (AGVs) now navigate safely and autonomously through the warehouse. The resulting optimisation of the driving course is made possible by rotating laser scanners on the vehicles, which permanently measure the distances to the reflectors installed in the warehouse. In addition, three MX-X very narrow aisle trucks and six EXV-SF high lift stackers of the latest generation were fitted with the iGo Systems automation kit from STILL.

Winners kept secret until award ceremony

“This year we are once again taking part in the international IFOY Award with two promising and highly competitive entries,” explains Torsten Wiecker, Vice President Brand Management STILL EMEA at STILL, and adds: “Both the innovative new development of the safety-enhancing assistance system and the successful expansion and optimisation of the Hase Safety Group’s automatic warehouse have the potential to rank high in the favour and esteem of the international jury of experts.”

However, the nominees will have to wait a while longer before hearing “And the winner is ….” again. The winners of the contest will remain a secret until the final IFOY Award Night on 30th June in the BMW World in Munich.

About IFOY

The IFOY Award (International Intralogistics and Forklift Truck of the Year Award) is presented annually as a recognition of outstanding performance in intralogistics. It is supported by the IFOY organisation and an international jury of renowned trade journalists representing the leading logistics media in the respective markets. The UK is represented on the jury exclusively by Logistics Business’ news editor Peter MacLeod, a founding member of the IFOY jury when the awards were established a decade ago.

The IFOY organisation says it evaluates according to transparent criteria, independently and on the basis of professional expertise. The award is intended to document the performance and innovative strength of the intralogistics industry and aims to contribute to the competitiveness and public image of the entire industry. The IFOY Award is sponsored by the Association for Materials Handling and Intralogistics within the VDMA (German Engineering Federation) and is under the patronage of the German Federal Ministry of Economics and Climate Protection.

STILL celebrates two IFOY nominations

Hamburg-based intralogistics expert STILL has been nominated for the final round of the IFOY Award 2022 with two entries.

Once the members of the IFOY jury choose the winners of this year’s IFOY Award in Dortmund between 18th and 23rd March, STILL will be represented with two entries in the categories “Special of the Year” and “Integrated Warehouse Solution” in the competition for the coveted intralogistics trophies.

Both of the entries from STILL GmbH passed the IFOY pre-selection with flying colours and were nominated for the final round in Dortmund in March. One of these is the innovative STILL ‘Descent Speed Regulation’ (DSR) assistance system, which makes journeys with the new LXT 120-350 and LXW 20-30 series of platform trucks and tractors from the Hamburg-based intralogistics provider even safer.

When driving downhill with a load, DSR adjusts the speed of the vehicles – either manually or automatically, depending on the configuration level – to a value that protects it from dangerous situations. This unique system supports the driver for safe travel on ramps and at the same time increases handling performance.

The assistance system is available in the DSR Basic, DSR Eco or DSR Premium versions. While the driver still has to activate the system manually in the Basic version so that it reduces the speed to a previously set maximum value, the system in the Eco version activates automatically when driving down a slope and brakes the vehicle to a predefined value. With DSR Premium, the assistance system automatically regulates the vehicle speed when driving downhill depending on the slope and the load being towed.

The “Hase Project”

The expansion of the automated warehouse at Hase Safety Group AG (pictured), a producer of work gloves based in the Frisian town of Jever, is another flagship project with which STILL has entered the race for the coveted prizes. During this warehouse expansion, the STILL industrial trucks were replaced by automated, more powerful equipment with telescopic forks and the existing racking system was expanded to 10,000 pallet spaces.

All Automated Guided Vehicles (AGVs) now navigate safely and autonomously through the warehouse. The resulting optimisation of the driving course is made possible by rotating laser scanners on the vehicles, which permanently measure the distances to the reflectors installed in the warehouse. In addition, three MX-X very narrow aisle trucks and six EXV-SF high lift stackers of the latest generation were fitted with the iGo Systems automation kit from STILL.

Winners kept secret until award ceremony

“This year we are once again taking part in the international IFOY Award with two promising and highly competitive entries,” explains Torsten Wiecker, Vice President Brand Management STILL EMEA at STILL, and adds: “Both the innovative new development of the safety-enhancing assistance system and the successful expansion and optimisation of the Hase Safety Group’s automatic warehouse have the potential to rank high in the favour and esteem of the international jury of experts.”

However, the nominees will have to wait a while longer before hearing “And the winner is ….” again. The winners of the contest will remain a secret until the final IFOY Award Night on 30th June in the BMW World in Munich.

About IFOY

The IFOY Award (International Intralogistics and Forklift Truck of the Year Award) is presented annually as a recognition of outstanding performance in intralogistics. It is supported by the IFOY organisation and an international jury of renowned trade journalists representing the leading logistics media in the respective markets. The UK is represented on the jury exclusively by Logistics Business’ news editor Peter MacLeod, a founding member of the IFOY jury when the awards were established a decade ago.

The IFOY organisation says it evaluates according to transparent criteria, independently and on the basis of professional expertise. The award is intended to document the performance and innovative strength of the intralogistics industry and aims to contribute to the competitiveness and public image of the entire industry. The IFOY Award is sponsored by the Association for Materials Handling and Intralogistics within the VDMA (German Engineering Federation) and is under the patronage of the German Federal Ministry of Economics and Climate Protection.

Loading bay safety without high maintenance costs

In  this article supplied by Castell Safety, we seek an answer to the question: Are your loading bay safety system maintenance costs cutting into profit?

The loading bay is an essential part of any manufacturing company, warehouse, or distribution centre. It is what allows the process of raw materials to enter and completed goods to be transported to consumers and end users. Unfortunately, the loading bay can be a hazardous environment where accidents can occur. It is estimated that 25% of all industrial accidents happen at the loading bay according to ISHN.

To mitigate the risk of accidents, organisations often invest in loading bay safety systems to mitigate the risk of accidents or injury at the loading bay. A variety of systems can be found on the market to prevent these incidents such as hook restraints, wheel chocks, blocking arms, and interlocking gladhand systems.

Organisations often invest in these systems to avoid accidental injuries at the bay and spend anywhere from thousands to millions for a corporate- or site-wide roll-out of one of these systems. Companies expect these systems to be a one-time investment that will prevent them from incurring the costs associated with a workplace injury or potential death.

What companies don’t expect is the high recurring maintenance costs associated with some types of loading bay safety systems.

Loading bay safety systems typically fall into the categories below and can vary in maintenance costs:

Automatic Wheel Restraints: Automatic wheel restraints such as powered chocks perform in a similar way to mechanical chocks; however, they are automatic and thus require no personnel in the yard to fit it. They are also integrated with other bay equipment which ensures that a safe process is enforced. Some systems are built in at sub ground level and therefore require significant installation effort, these can also be significantly affected by the elements. Systems that are installed above ground become an obstacle, especially in winter.

Like mechanical chocks, relatively high maintenance costs can be associated with these systems due to the number of moving parts, concrete work associated with damaged equipment, and the time associated with clearing snow/ice in harsh weather conditions.

Hook Restraints: Hook restraints can be manual or automatic systems that prevent drive-aways at the loading bay. The hook restraint is installed at the bay door and when a truck is present, the hook is engaged and clamps onto the ICC bar of the vehicle to prevent the trailer to pull away from the bay prematurely.

Hook restraint systems can require significant maintenance due to the number of moving parts, hydraulics, damage to equipment, and high forces involved in restraining the vehicle at the loading bay.

Mechanical Chocks/Wheel Restraint: Mechanical chocks build upon the principle of manual chocks however they typically have additional permanent structure that they are fitted to which provides increased restraining force. If the permanent structure is higher than ground level, these can become an obstacle, especially in winter when ploughing the site. Ground level plates can also be affected by winter conditions as they become covered in snow/ice, making it difficult to fit the chock.

There can be high maintenance costs associated with this these types of restraint systems due to the number of moving parts, damage to permanent structures, and the time associated with clearing snow/ice in harsh weather conditions.

Manual Chocks: Manual chocks are common, simple wedges of material that are placed closely against a vehicle’s wheel to prevent accidental drive-aways.

Chocks can be unreliable as they can easily be lost, stolen or break. Maintenance cost for manual chocks include complete product replacements and can vary due to the number of sets of chocks the facility owns.

Interlocking Gladhands: Gladhand devices are used to lock out the air brake of the trailer to prevent movement at the loading bay. When gladhand devices are interlocked with the bay door with fixed mounted trapped key interlock devices, they can create a sequential safety process that must be followed to load and unload the trailer that results in the prevention of drive-aways at the loading bay.

Maintenance costs associated with these systems are minimal as the only maintenance required is the greasing of the gladhand coupling device once per year depending on the temperature of your facility’s location.

In the below chart, common loading bay safety systems are ranked from the highest to lowest associated maintenance costs for a facility with 25 loading bays over the time period of one year:

As you can see, some safety solutions require more maintenance than others, resulting in high costs that cut into the facility’s profit. If you and your facility find yourself in the position of continually having to maintain components, replaced damaged equipment, order replacements, and spend entirely too much time and money on your loading bays safety system, it is time to reconsider your existing system.

Safety at the loading shouldn’t cause additional headaches, it should be simple, safe, and low maintenance. Lucky for you, there are other options than your existing solution that won’t cut into your facility’s profit.

Castell Safety believes everyone has the right to be safe at work. It protects people and assets within the energy, industry, and logistics sectors. Its logistics safety solution, Salvo Loading Bay Safety System, prevents accidental drive-aways at the loading bay by interlocking the trailers airbrakes with the bay door.

 

Ferag launches to UK market

Ferag, a global leader in advanced conveying and sortation solutions, has launched its hi-tech, Swiss engineered overhead pouch and sorter systems to the UK market. The technology offers retail, ecommerce, automotive and general merchandise businesses reliable, high-performance conveying and sortation at speeds of up to 12,000 units per hour.

Based in Zurich, Ferag has its origins in the international print industry, where ultra-reliable, high-speed conveying technology is essential to the time-critical production of newspapers with daily print runs in the millions. With over 60 years’ experience designing, engineering and fabricating, high-speed overhead conveyor systems for mission-critical interlogistics operations, Ferag has now secured a strong presence in the UK intralogistics market by winning three new contracts for solutions in the apparel and retail sectors.

Heading up Ferag’s UK operations, Darcy de Thierry, Managing Director, Ferag UK Ltd, says: “British retailers and manufacturers are experiencing huge structural change. The growing focus for most is on ecommerce orders, which places a heavy emphasis on high-performance fulfilment operations capable of handling thousands upon thousands of single or few-item orders a day.

“Automated systems, such as overhead pouch and sortation solutions, facilitate fast picking, making them increasingly critical to maintaining and growing order volumes. But businesses cannot afford for them to fail – they need well engineered solutions using only the best, hard-wearing components and low-friction materials. That’s where Ferag’s extensive experience within the newspaper industry – where reliability is paramount – will be a tremendous advantage to the UK market.”

Principle products in Ferag’s extensive range of innovative sorters and conveyors include: Skyfall, an overhead pouch system that combines conveying, buffering, sorting and consolidating, suited to a wide variety of goods weighing up to 20kg. The solution makes efficient use of available overhead space; Denisort, a tilt-tray sorter that provides order picking, conveying and sorting in one seamless and scalable solution; Denisort Compact, a modular vertical sorter designed for items weighing up to 12kg; Deniway, a plate chain conveyor with low-friction rollers for long conveying distances, offering smooth transfers with the minimum number of drive units; and Easychain, a largely maintenance-free continuous and seamless conveying system with an ultra-narrow curve radii, making it well suited to complex, 3D layouts.

Ferag has installed intelligent conveyor and sortation systems for some of the world’s largest brands, such as: DHL, Auchan, Nestle, Zeiss, Cewe, Zalando, Mayoral, Viapost, Peerless Clothing International, Dumoulin, AstraZeneca, Stage, VW, Shoebox, along with many more.

The launch into the UK’s intralogistics market plays to the strengths of Ferag’s international maintenance and support network, where remote and condition monitoring are provided 24/7 and replacement components are readily available to a UK based nationwide team of service engineers.

Ferag AG employs around 550 people worldwide and is represented in more than 18 countries with its own sales and service companies. The business has installed over 3,000 systems on five continents and holds in excess of 9,000 registered patents.

Ferag launches to UK market

Ferag, a global leader in advanced conveying and sortation solutions, has launched its hi-tech, Swiss engineered overhead pouch and sorter systems to the UK market. The technology offers retail, ecommerce, automotive and general merchandise businesses reliable, high-performance conveying and sortation at speeds of up to 12,000 units per hour.

Based in Zurich, Ferag has its origins in the international print industry, where ultra-reliable, high-speed conveying technology is essential to the time-critical production of newspapers with daily print runs in the millions. With over 60 years’ experience designing, engineering and fabricating, high-speed overhead conveyor systems for mission-critical interlogistics operations, Ferag has now secured a strong presence in the UK intralogistics market by winning three new contracts for solutions in the apparel and retail sectors.

Heading up Ferag’s UK operations, Darcy de Thierry, Managing Director, Ferag UK Ltd, says: “British retailers and manufacturers are experiencing huge structural change. The growing focus for most is on ecommerce orders, which places a heavy emphasis on high-performance fulfilment operations capable of handling thousands upon thousands of single or few-item orders a day.

“Automated systems, such as overhead pouch and sortation solutions, facilitate fast picking, making them increasingly critical to maintaining and growing order volumes. But businesses cannot afford for them to fail – they need well engineered solutions using only the best, hard-wearing components and low-friction materials. That’s where Ferag’s extensive experience within the newspaper industry – where reliability is paramount – will be a tremendous advantage to the UK market.”

Principle products in Ferag’s extensive range of innovative sorters and conveyors include: Skyfall, an overhead pouch system that combines conveying, buffering, sorting and consolidating, suited to a wide variety of goods weighing up to 20kg. The solution makes efficient use of available overhead space; Denisort, a tilt-tray sorter that provides order picking, conveying and sorting in one seamless and scalable solution; Denisort Compact, a modular vertical sorter designed for items weighing up to 12kg; Deniway, a plate chain conveyor with low-friction rollers for long conveying distances, offering smooth transfers with the minimum number of drive units; and Easychain, a largely maintenance-free continuous and seamless conveying system with an ultra-narrow curve radii, making it well suited to complex, 3D layouts.

Ferag has installed intelligent conveyor and sortation systems for some of the world’s largest brands, such as: DHL, Auchan, Nestle, Zeiss, Cewe, Zalando, Mayoral, Viapost, Peerless Clothing International, Dumoulin, AstraZeneca, Stage, VW, Shoebox, along with many more.

The launch into the UK’s intralogistics market plays to the strengths of Ferag’s international maintenance and support network, where remote and condition monitoring are provided 24/7 and replacement components are readily available to a UK based nationwide team of service engineers.

Ferag AG employs around 550 people worldwide and is represented in more than 18 countries with its own sales and service companies. The business has installed over 3,000 systems on five continents and holds in excess of 9,000 registered patents.

“Chronic” shortage of industrial land in London

An independent expert-led commission on the future of industrial land has warned that a chronic shortage of space in London and rocketing rents for industrial premises risks damaging the city’s economy and hindering its ability to service the needs of the population.

In its report published on Thursday (27th January), the Industrial Land Commission finds that pressure on industrial land, primarily from the need to build new homes, is so great that it’s squeezing out businesses and leading to job losses. The Commission warns against the further loss of industrial land and is calling for urgent action to address London’s industrial land shortage, support businesses and protect jobs.

The Industrial Land Commission, chaired by leading property industry expert Liz Peace CBE and convened by Centre for London, raises the alarm over the loss of industrial land across London and the UK’s biggest city regions. The Commission’s final report found that over the last 20 years, London lost 24% of its industrial floorspace while Greater Manchester and the West Midlands saw theirs decrease by 20% and 19% respectively.

In London, the loss of industrial floorspace was equivalent to 840 football pitches (6 million sq m) between 2000/01 and 2020/21.The losses have been particularly acute in inner London, where more than 40% of total industrial floorspace has been converted to other uses over the same period, increasing to 62% in Hackney, 52% in Camden, Islington, and Westminster and 51% in Hammersmith and Fulham.

Much of London’s industrial space has been released to build more housing, which the Commission argues will eventually have a knock-on effect on how London functions. Unlike smaller cities in the UK, London’s size means that industrial accommodation for critical activities – such as waste removal, delivery depots and repair and maintenance activities – must be available in or near the city centre rather than just at the city fringe. And the rise of online retail and distribution centres have compounded the issue by creating fierce competition for remaining industrial space: industrial site vacancy rates dropped to just 4% in 2021, compared to 16% in 2001.

The Commission argues that London cannot afford to lose any more industrial land. Jobs in traditional industrial activities such as manufacturing, repair and warehousing are worth more than £78bn to the city’s economy, but the true figure is likely to be even higher as this excludes non-industrial activities such as most creative industries. The Commission’s report highlights that the number of jobs that rely on industrial land is actually increasing, with local employment opportunities being created at all skill levels, and the potential to host up to 12,000 new green jobs.

To address London’s industrial land shortage, the Commission proposes six solutions:

  • Champion industrial spaces and improve representation: The Commission recommends an independent and influential representative body is set up by businesses to make the case for London’s industrial spaces, inform planning policy and raise the profile of industrial activities. The Mayor of London should also appoint a powerful champion in City Hall for industrial land alongside supporting local authorities to upskill their staff working with industrial land.
  • Improve evidence about the supply and demand for industrial floorspace: London boroughs should develop more granular, up to date analysis of their industrial land and real estate companies should make market data more readily available.
  • Enhance local planning, protection and flexibility: The Mayor of London and London boroughs already have strong powers to retain industrial space through the planning system, but the losses of industrial space witnessed over recent years suggests they have not been using their powers to protect this land as much as they could have done. London boroughs urgently need to step in to ensure there is sufficient and suitable industrial accommodation on ‘their patch’.
  • Make better use of existing industrial land: The Mayor of London and London boroughs should co-invest in developments that intensify remaining industrial land such as multi-storey warehouses. National government should help incentivise intensification such as through business rates relief.
  • Make co-location work: The Mayor of London and London boroughs should subsidise developments that provide industrial floorspace in new locations where none currently exists.
  • Enhance strategic planning: The Mayor of London and City Hall’s planners should be given as much as power as possible to devise London’s land use strategy, while national government’s role in approving it should be limited in scope.

The Industrial Land Commission was established to explore how London can make the best use of limited available land to meet the varied needs of the city. The Commission met four times between March and October 2021 and was supported by a secretariat at Centre for London.

Liz Peace CBE, Chair of the Industrial Land Commission, Chairman of the Old Oak and Park Royal Development Corporation, and Chair of Trustees at Centre for London said: “London’s industrial land has long been unloved, misunderstood and often regarded as a relic of the past. Yet, and while they might not realise it, every Londoner, even those that never step onto an industrial park or into a factory, needs the services that take place in these spaces, from waste processors to mechanics, bakers to film makers.

“The demand for homes in London clearly must be satisfied but sacrificing the city’s industrial land to meet that demand is short-sighted and ignores the need for jobs for the people living in those homes and for all those vital services required in a thriving city.

“The pressure on London’s industrial land represents a potentially serious crisis for the city. That’s why the Industrial Land Commission believes that the Mayor and London boroughs must do more to protect, intensify and provide new industrial spaces, while also championing the critical functions that industrial land enables in our city.”

White paper: collaborative action supports circularity

To help tackling both the climate crisis and other environmental challenges such as water use and waste generation, DHL has published the new white paper “Delivering on Circularity”, which takes a profound look at how circular economies can help with these challenges.

The signs of climate change and environmental damage are becoming increasingly visible. The growing amount of waste further threatens the health of our natural ecosystems and the people who live and work in them. Societies and businesses are called upon to contribute to a more sustainable future, with the core of sustainability being to ensure that global production and consumption behaviours are compatible with environmental goals.

“Simply put, circularity is about the 5Rs: Reduce, Repair, Resell, Refurbish and Recycle,” says Katja Busch, Chief Commercial Officer at DHL. “The transition toward a circular economy is built on the redesign of supply chains. Innovative logistics solutions can help drive circularity; they are a key enabler to facilitate both the physical and data flows. Especially when it comes to optimizing production volumes and materials, extending product lifecycles, launching novel use models, or developing new solutions for end-of-life recycling.”

Environmental impact

The most significant impact on pushing for circularity might come from the fashion and consumer electronics industries. Industry leaders are already actively participating in the paradigm shift toward circularity, announcing ambitious targets and launching a wide range of initiatives.

The potential positive impact that circularity in these two industries can have is significant. Around 20% of produced garments are never used, and smartphones are often exchanged after just two or three years. Both combined sectors contribute to more than 6% of the global Greenhouse gas (GHG) emissions.

To produce electronic devices, many non-renewable resources such as rare earth and metals are needed. In addition, the industries are responsible for substantial land use (more than the area of Germany and Switzerland combined), water consumption (equivalent to 40% of US citizens’ annual water consumption), and waste generation (equal to approximately 50% of Europeans’ annual waste). With 80% of emissions of an average fashion or consumer electronics item accruing during production, extending the product lifetime as much as possible is imperative.

“The shift toward circular consumer behaviours is a critical driver of a successful transition to circularity,” says Carsten Lützenkirchen, Senior Vice President at DHL Customer Solutions & Innovation. “Consumer behaviours increase the number of goods that flow back into the cycle and signal demand to brands for circular products. And the trend towards more sustainable demand is growing.

“Novel circular business models not only diversify product and service portfolios but have a positive effect on customer engagement. It is a classical win-win situation in which sustainability drives growth and innovation.”

Potential for net-zero

“The circular economy aims to reimagine the way that goods produced, sold, and used today are recycled into the raw materials of tomorrow,” adds Busch. “To realise the full potential of the concept and institutionalize the model, we need innovative solutions and technologies. Of course, it is more complex to set up supply chains for on-demand production or recycling cycles and to manage the massive data flow, but in order to jointly achieve our ambitious environmental targets, it needs to be addressed.

“We at DHL are looking forward to partnering with circularity’s stakeholders by serving as an enabler for the new physical and data flows within the supply loop.”

Along the product’s value chain, DHL identified three core enablers and 10 building blocks that allow for a successful transition from supply chains to supply loops. These range from innovative materials and design to on-demand production, smart product returns, reusable packaging, new use concepts, and asset collection and recycling.

Above all, circular consumer behaviour must be incentivised. Additionally, supply chains must be redesigned, and visibility and orchestration enabled to make circularity feasible. A concerted effort among all players can make the transition toward circularity successful and rewarding.

In terms of emission savings, circularity seems to be a comparably convenient and impactful way to reduce emissions. Achieving 50% circularity saves as many GHG emissions as if all streaming users worldwide stopped watching video content for five years.

Collective stakeholder action needed

If all stakeholders take on their responsibilities and accelerate a mutually reinforcing loop, circularity can become a reality. While the successful transition toward circularity is undoubtedly a shared responsibility and effort, logistics players are the natural backbone.

Circularity changes the way materials and products move – from a straight line to a regenerative circle – and efficiently managing the flow of goods is what logistics is all about.

 

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.