May 2024

UK Material Handling Association Appoints New CEO

Posted on 6 May, 202431 July, 2025 by David Priestman

The UK Material Handling Association (UKMHA) announces Rob Fisher (pictured) as its Chief Executive Officer, effective July 1st, 2024.

Rob Fisher will succeed Tim Waples, Chief Executive UKMHA, whose retirement was announced earlier in the year, and Cameron Burnett, CEO Designate.

Under Waples’ stewardship, which dates back to 2020 when BITA and FLTA combined, UKMHA has flourished. “Tim has provided UKMHA with excellent leadership at what was a very challenging period with the combination of two major associations and not forgetting the unique circumstances that we all had to deal with during COVID,” states Simon Barkworth, UKMHA Joint President. “We wish Tim a well-earned and happy retirement.”

Burnett, who joined in 2022, has been instrumental in advancing UKMHA’s marketing and events strategy and departs with the association’s heartfelt well wishes.

Fisher steps into his new role with a mandate to drive member engagement, ensure seamless day-to-day operations, and collaborate with the board of directors to shape the association’s future trajectory.

With over 19 years leading IMHX, a pivotal event jointly owned by UKMHA and Informa Markets, Fisher brings a wealth of industry insight and expertise. His proven track record in business management ensures UKMHA’s continued dedication to serving its members and advancing sustainability, safety, and excellence in the material handling sector.

Joint UKMHA President, Andrew Woodward, expresses enthusiasm for the appointment, highlighting his strategic acumen and industry knowledge as invaluable assets. “We are thrilled to welcome Rob to the UKMHA family,” says Woodward. “His leadership will be crucial as we champion our dynamic industry and empower our members to thrive in an evolving landscape.”

“I am honoured and excited by this unique opportunity,” says Fisher. “I look forward to engaging with UKMHA members along with our Safe User Group at the earliest opportunity. With an exceptional team by my side, I am confident in our ability to drive positive change and continue to elevate the profile of our industry.”

Woodward continues “I want to extend my sincere appreciation to Tim for ensuring a seamless transition during the merger of FLTA and BITA. His efforts, alongside Cameron’s, have been instrumental in the smooth operation of our association over the past 18 months.”

The Archies awards for honouring excellence in material handling, which will be held on September 14th, will be Fisher’s first UKMHA event. “The Archies is a prestigious event that recognises excellence and outstanding achievements. I’m looking forward to welcoming our finalists, sponsors, and guests to what will be a true celebration of those operating at the highest echelons in our industry,” finishes Fisher.

UKMHA seeks jurors for Archies 2022

Container Ship in Marseille Welcomes Olympic Flame

Posted on 3 May, 202424 July, 2025 by Keith McKinley

CMA CGM GREENLAND, a 15,000 TEU (Twenty-Foot Equivalent Unit) container ship powered by liquefied natural gas (LNG), will take part in the grand nautical parade around the Belem and the arrival of the Olympic Flame in Marseille on May 8th.

She will arrive in Marseille mid-day on May 7, and will be in the Bay all day on May 8.

Entering service in September 2022 under the French 1^st register flag, and homeported in Marseille-Fos, the CMA CGM GREENLAND is part of a series of five 15,000 TEU vessels deployed between Asia and the Mediterranean. At 366 meters long and 51 meters wide, she and her sister-ships – CMA CGM PATAGONIA, CMA CGM KIMBERLEY, CMA CGM EVERGLADE and CMA CGM GALAPAGOS – are named after sensitive natural regions. The CMA CGM GREENLAND is equipped with WinGD engines and a GTT Mark III LNG tank in the hull.

CMA CGM and its subsidiary CEVA Logistics, transporters of the Olympic flame’s equipment

The CMA CGM GREENLAND, anchored in Marseille’s harbor, embodies the commitment of the CMA CGM Group and its employees to transporting the equipment essential for the Olympic Flame’s journey through the French overseas regions and Corsica.

As the Official Logistics Partner of the Paris 2024 Olympic and Paralympic Games, CMA CGM and its subsidiary CEVA Logistics are handling the maritime transport of the equipment from the port of Piraeus in Greece.

After its arrival in Le Havre, this unique equipment is stored in the Paris region before being gradually transported to Corsica, French Guiana, Reunion, Tahiti, Guadeloupe and Martinique on board 20-foot containers.

Loaded mainly with technical and logistical equipment, such as gas cylinders, uniforms for the torchbearers, lanterns, flags and torch parts, these containers are the symbol of CMA CGM’s unwavering commitment to the success of this world-class sporting event.

French PM Opens Marseille Global HQ for CEVA Logistics

Lateral Transport with Space-saving Potential

Posted on 2 May, 202425 July, 2025 by Keith McKinley

HUBTEX is expanding its MaxX series with a new model – the MaxX 60 electric multidirectional sideloader. The model is designed for handling long goods with a load capacity between 5 and 6 t both indoors and outdoors. The MaxX series incorporates the most popular features of the Phoenix electric multidirectional sideloader, yet maintains an attractive price-performance ratio. The MaxX 60 is therefore a cost-effective alternative to older diesel vehicles, particularly when used for loading and unloading trucks.

The MaxX 60 is strategically designed to be suitable for a wide range of applications in long goods handling, for indoor or outdoor use. When developing the new model, HUBTEX focused on optimising outdoor performance. The aim was also to create a truck that could navigate tight contours in narrow environments. The configuration therefore includes large tyres and high ground clearance – both of which are essential for outdoor use. At the same time, the new MaxX 60 has a compact load bed height so that the rack capacity can be optimally utilised when moving between rack aisles indoors.

“By combining a high ground clearance of 185 mm, large elastic tyres and a reduced load bed height of 535 mm, the MaxX 60 can make optimal use of the storage space inside while remaining as versatile as possible outside. This was our aim during development, as the option to use the industrial truck both indoors and outdoors is very important to our customers,” explains Michael Röbig, authorised representative and head of product management at HUBTEX.

Another special feature of the new MaxX model is its drive. The industrial truck is equipped with two powerful 7 kW electric motors, which ensure impressive driving performance (even on inclines) – an important feature for outdoor use. The ergonomically equipped cabin, which proved popular with previous models, is also maintained in the MaxX 60. The cabin is optimised for a high level of driver comfort and clear all-round view. The alignment of the lift mast also increases the visibility. The design is tailored precisely to the load capacity range of the MaxX 60.

Optional 360° HX steering available with the MaxX 60

Users of the MaxX 60 don’t have to forego the patented HX 360° steering. The steering is available as an option and allows smooth changes in direction from lengthwise to crosswise or circular travel without stopping. The HX steering is particularly popular for block storage of bulky panel materials, but also has other advantages. For example, it significantly reduces wheel wear as the wheels no longer turn on the spot.

The MaxX 60 is the perfect addition to the HUBTEX MaxX series. The entry-level MaxX series was previously available in three versions with a load capacity of 3 to 4.5 t. The trucks impress with high quality and performance combined with an attractive price-performance ratio. The trucks in the MaxX series combine the most popular and best-selling features of the HUBTEX electric multidirectional sideloaders. They provide a good alternative to older diesel trucks in the affordable entry-level range.

“If users want a truck that can be customised further, we are also happy to advise on our PhoeniX series,” explains Röbig. With an almost endless number of possible combinations (application-specific fork carriage designs, cabins, lift masts and individual equipment options), the PhoeniX modular system can be used to create a perfectly customised HUBTEX multidirectional sideloader.

Electric Multidirectional Sideloader Improves Energy Balance

Why Financial Models Matter for Route Planning Viability

Posted on 2 May, 20247 August, 2025 by David Priestman

It is important for vendors to make a financial model in order to get route planning visibility, writes Gary Taylor (pictured), VP Fleet Solution in EMEA at Descartes.

Most distribution companies keep their route planning solution for 15 – 20 years before replacing it. Today, more so than ever before, within that timeframe businesses, industries, economies and technologies undergo significant change. Distribution business models need to ensure they change in step, which in turn means their route planning solutions need to evolve and grow in the same direction.

However, the financial models of many route planning vendors are not designed to foster that seamless evolution, innovation and growth over time. Instead, many solutions become operational liabilities because of changes brought upon by vendor financial models that disrupt product innovation.

Private equity owned vendors

Private equity firms have two guiding principles that significantly and negatively impact the evolution and growth of the once-successful route planning solutions they acquired. First, they need to make the route planning business more profitable to pay themselves and service any debt they may have used to finance the purchase. Second, they need to get the business in a financial position to sell the company at a profit to generate a return for their investors – typically within a five to seven-year timeframe.

With the clock ticking, private equity firms focus first on cutting costs: all non-revenue generating roles such as development and support are subject to extreme scrutiny. Combined with the consequential “brain drain” that occurs as leading employees become disillusioned with the cost reduction focus means product innovation and attention to customer issues begin to diminish. Over time, what was an industry leading solution becomes an “also ran” as the product does not keep pace with new capabilities required by customers or industries, leverage the latest technological advances or highly evolving cyber security requirements.

Key questions to ask to ascertain future product and support direction of a PE owned route planning solution:
• What future product plans does the business have for the product and support organisations? Are they growing or shrinking in headcount?
• What similar or complementary companies does the PE firm own and what are their plans for integration?
• How many years has the PE firm held the route planning vendor and when does it anticipate selling that company?

Consolidator-owned vendor

Industry consolidators are acquisition-based technology companies. They look for companies whose founders are looking to sell or distressed companies’ shareholders who are trying to get some level of return. Industry consolidators are similar to private equity firms in that they focus on improving the profitability of the acquired company and do it through cost cutting. The difference is that an industry consolidator maintains ownership indefinitely. However, industry consolidator owned companies suffer the same fate as private equity owned ones – product innovation, evolution, growth and support diminish over time.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• What future product plans does the industry consolidator have for the product and support organisations? Are they growing or shrinking in headcount?
• How have those acquired companies grown their solution capabilities and support since being acquired?
• What similar or complementary companies does the industry consolidator own?
• Are there plans for integration of those companies?

Venture-backed vendors

A number of route planning companies were started in the early to mid-2010s powered by low interest rates and the ability of venture capital (VC) firms to easily raise money. With a growing economy, that accelerated after the initial impact of the pandemic. VC firms were happy to have their portfolio route planning companies prioritise market-share growth over profitability. Capital for investing was cheap and the ability to borrow money was easily available. This aggressive ‘growth without regard to cost’ business model does have some upside. It allows more capacity for innovation and risk-taking; however, growth without profitability is not sustainable in the long-run and few companies grow their way out of unprofitable operating models.

The global economic downturn has, in recent years, meant that VC-backed route planning vendors have had to shift focus towards profitability. This shift in strategy puts extreme pressure on their growth-first operating models, the maintenance of higher levels of product innovation and support, and possibly even the outcome of the company.

Many VC-backed companies have been forced to restructure, cutting resources across the company to reduce or eliminate their cash burn. The impacts have been significant in terms of the reduction in sales, development, support and other parts of the company. In some cases, route planning vendors have left major geographic markets.

Key questions to determine future product and support direction of an industry consolidator owned route planning solution:
• Is your company profitable and is the most recent financial statement available for review?
• Have you had to restructure recently because of a tougher economy or less access to capital?
• How many years into your last VC investment round is your company?
• If you are VC-backed what is their timing for closing and liquidating your funding round?
• Do you anticipate needing additional funding to operate in the next 2 years and how do you plan to obtain it?

Route planning solutions are foundational to any logistical fleet operation and the company’s success. This is why it is so important to understand the financial model of the route planning solution vendor and the role that outside funding resources play in the growth, innovation and evolution of the company and its products. This can tell you much about your existing route planning solution vendor, its time to replace them, and whether a potential new vendor will have the wherewithal to meet your needs today and in the future.

Party Time for German ECommerce Vendor with Descartes WMS

GBA Logistics Acquires Silver X Group, Bow Distribution

Posted on 2 May, 202431 July, 2025 by Keith McKinley

GBA Logistics, a provider of logistics solutions, proudly announces the acquisition of The Silver X Group and Bow Distribution and Warehousing, both respected players in the UK logistics industry. This strategic move marks a significant milestone in GBA Logistics expansion, solidifying its position as a key player in the UK and European markets.

Founded on principles of integrity, reliability, and superb customer-service, GBA Logistics has established itself as a trusted partner in the European logistics landscape. With its Mission to ‘Drive towards a Sustainable Future’, a commitment to excellence and a focus on personalised customer service, the company has built a loyal client-base and earned a reputation for delivering innovative solutions.

The Silver X Group share a similar ethos, making it a natural fit for acquisition by GBA Logistics. As a family-owned business, Silver X has grown a culture of care and dedication, placing a premium on building lasting relationships with customers and partners alike. GBA intends to keep the well-known brand names of Silver X and Bow, and the existing management teams led by Gavin Burgess (Managing Director and founder) will join the GBA family. The merged companies will work together on leveraging their strengths for mutual growth.

“We are thrilled to welcome Silver X and Bow to the GBA Logistics family,” states David J Birkbeck, Chairman and founder of GBA. “Their longstanding commitment to customer service excellence and their reputation for integrity perfectly complements our own values. This acquisition brings together two successful family-owned companies who both have big ambitions for the future.”

Gavin Burgess commented, “I am very excited about the future as part of GBA Logistics. GBA’s wide range of services and excellent European network will turbo-charge Silver X’s growth plans.”

Peter Zak, Group Managing Director of GBA Logistics added, “I am looking forward to working with Gavin and his team, we have built up a trusting relationship and our businesses will be stronger together.”

GBA Services orders IVECO fleet

Solar Barrier Fabric for Perishable Cargo

Posted on 2 May, 2024 by Keith McKinley

UV radiation poses a significant threat to our skin, with melanin pigments providing partial protection by absorbing and reflecting incoming radiation. Drawing inspiration from this natural defence, TLX Cargo developed SOLARAP™, the next generation solar barrier material used in TLX8 thermal pallet covers.

TLX8 is designed to protect both pharmaceutical and perishable shipments from extreme solar radiation on the tarmac and mitigate temperature excursions during transportation.

Thomas Hunt, CEO of TLX Cargo, said; “After two years of dedicated research and development we have an exceptional thermal pallet cover to offer the market in 2024. Our team have come up with a new concept in solar barrier material that will be used to protect temperature sensitive shipments globally. SOLARAP™ nano-pores boast a remarkable surface area of 35.3 m2/g, equivalent to eight football pitches. These miniature circular pores form an effective barrier to ultraviolet by scattering and absorbing incoming radiation.”

Solar Barrier Fabric

The SOLARAP™ research journey began in the UK and swiftly transitioned to Australia, where real-life conditions proved essential for development and validating performance.

Senior Scientist, Alice Harrop explains; “Protecting vaccines from shock temperature increases is challenging due to the diverse spectrum of solar radiation. These waves vary in intensity and angle of attack, influenced by atmospheric conditions and the sun’s position. SOLARAP™ adapts accordingly, working harder as temperatures rise.”

Sustainable Supply Chains

Planning for Supply Chain Threats

Posted on 2 May, 2024 by Keith McKinley

New data from intelligent planning technology provider Board International, reveals that senior supply chain professionals are placing a renewed focus on scenario planning in response to a volatile business landscape. According to the new Board 2024 Global Planning Survey, 73% (Global: 71%) of decision-makers are taking planning more seriously, with the Ukraine War, cost-of-living crisis, and ongoing supply chain disruptions acting as key catalysts.

Cyberattacks (Supply Chain Professionals (SCP): 36%; Global: 34%), labor shortages (SCP: 35%; Global: 36%), blocking of key supply chain channels (SCP: 27%; Global: 30%) and fluctuating oil prices (SCP: 34%; Global: 29%) top the list of key business threats that decision makers are currently making plans for.

Despite an emphasis on planning to help navigate this disruption, many supply chain professionals continue to face challenges planning effectively. The survey reveals signs of planning fatigue within many companies, highlighting a 14% decrease in how seriously companies are taking planning compared to last year. Similarly, just over three quarters (SCP: 77%; Global:73%) of supply chain decision makers admit their organization makes planning decisions based on assumptions. Together, these findings suggest that many supply chain professionals are struggling to implement data-driven decision-making. Nearly a third (SCP: 29%; Global: 29%) of respondents report that ineffective planning has impacted profitability, productivity and the ability to drive innovations, new products or services.

From Scanning to Planning

The survey reveals that too many companies are simply scanning for potential crises rather than actively preparing for them. For example, Board found that 43% (Global: 39%) of respondents are discussing rising tensions between China and Taiwan but only 29% (Global: 27%) are actively scenario planning for an escalation in the region. The lesson from Gray Rhino and Black Swan events like the conflict in Gaza or the war in Ukraine highlight how important it is for organizations to anticipate and mitigate the risk of geopolitical, economic and social disruptions, however unlikely they may seem. The survey also found that 72% (Global: 70%) of supply chain professionals usually disregard the most extreme scenarios when planning, suggesting most companies are leaving themselves open to risk should the unexpected happen. And often because it’s too difficult or time consuming for them to do so.

“Industry leaders face immense pressure to navigate a complex and unpredictable business environment. The need to shift from conversation to action around scenario planning has never been more important,” said Jeff Casale, Board’s CEO. “But in far too many cases, organizations remain limited by legacy tools that are prone to errors and siloed data – leaving them vulnerable to costly mistakes and outdated insights. To better compete, they need to be proactive about anticipating disruptive events, modelling calculated scenarios and aligning strategic, financial and operational plans.”

Supply Chain Cyber Security Threats

Adopting an agile and integrated approach to planning is critical for companies to drive increased flexibility, streamlined operations, faster time-to-market and improved collaboration and resource allocation in a rapidly evolving market landscape. However, the survey identifies a concerning agile planning gap that highlights a significant disconnect between aspirations and reality. The survey found that 76% (Global: 73%) of respondents globally believe their organization is equipped for agile planning, but only 14% (Global: 17%) have the right processes and technologies in place to make this a reality.

For companies looking to close this gap, the survey found three key barriers: poor data quality and governance (SCP: 46%; Global: 46%), ineffective processes based on largely manual activities (SCP: 43%; Global: 48%) and a lack of modern tools and technologies (SCP: 42%; Global: 43%).

Underpinning each of these barriers is an overreliance on static spreadsheets. The survey found 57% (Global: 55%) of supply chain planners globally use spreadsheets, like Excel, for at least half of their business planning – a source of potential risk due to limitations caused by manual data entry and lack of real-time data integration. The survey also found that 72% (Global: 71%) of companies fail to consider enough potential future scenarios when planning, which can also leave them unprepared for unexpected events.

Successful Agile Planning

Organizations are looking to AI to overhaul their approach as they shift towards data-driven, agile planning. 41% (Global: 46%) of respondents are exploring machine learning to improve decision-making, while 38% (Global: 44%) are looking to AI-powered business intelligence tools. A third (SCP: 33%; Global: 34%) of respondents also plan to adopt generative AI tools to enhance their decision-making process.

“By embracing intelligent planning tools and agile planning processes, companies can analyze internal and external data to plan for a range of eventualities, to drive more informed, proactive decision-making and improved business outcomes,” added Casale. “Over the next decade, companies that don’t shift to running their business on a fully integrated planning system will be facing an uphill battle.”

Data Everywhere: AI in Logistics

Ground Broken on Logistics Gateway Development

Posted on 1 May, 202431 July, 2025 by David Priestman

Glencar, a leading UK construction company, has broken ground with long-term and valued client Wrenbridge on the development of a new 213,874 sq ft logistics and industrial unit at their new landmark ‘Junction’ gateway development in Luton.

To mark the occasion a special ceremony was held on site attended by representatives from Wrenbridge, Glencar and the full project team.

The building forms part of a new business and logistics focussed masterplan that features a broader mix of uses, including flexible workplace, research and development, and distribution. Junction is set to create 2,500 jobs and contribute around £160 million every year to Luton’s economy.

As part of the appointment Glencar will be carrying out the design and construction of an extensive earthworks package, remodelling the entire 4.46 hectare development plot, which is divided by Newlands Road. The project then involves the design and construction of Unit 1, a new 213,874 sq ft gateway industrial and logistics unit, with a clear height to underside of haunch of 18M.

Glencar will also implement Cat A office fit out, new and varied retaining structures, new underground drainage and services, associated external works including external soft landscaping. The scheme also includes new utility connections, and 278 Highways works to facilitate access to the new development from the adjacent M1 Motorway and New Airport Way.

Steels are now rising on the development and construction is expected take 63 weeks to complete with PC expected by Mid-February 2025.

In commenting on the project Pete Goodman, Glencar Regional Managing Director said: “We are very happy to once again be working with our much valued and repeat customer Wrenbridge on this fantastic new gateway development which is set to be truly transformational for Luton. Glencar are committed to delivering a scheme that draws on the context and history of Luton and can be admired as people travel into the town.

“Environmental considerations are also central to our approach for this development, in line with this we are aiming to ensure that ‘Junction’ is one of the most sustainable logistics developments in the UK – a reputation for which Glencar is becoming increasingly recognised as a leading contractor in this space.

“This project serves as the fifth undertaking we have implemented to date with Wrenbridge over the past few years with us also being onsite currently in Basingstoke, building a 209,461 sq ft speculative industrial unit for Wrenbridge just south of the A339. Glencar and Wrenbridge have forged a very close and successful working partnership together and we look forward to working again with the full project team on this job and delivering an outstanding solution.”

Also commenting Richard Arnold from Wrenbridge Land, said: “We are excited to be onsite delivering this high-quality development that will create over 2,500 new jobs for the town. We are committed to delivering a highly sustainable development that exceeds planning policy requirements. These state-of-the-art business units will contribute positively to the growing local demand for industrial, warehouse and logistics space combined with extensive, ancillary offices.”

Junction is situated on the edge of Luton, adjacent to the M1 and A1081. The site has been identified within the Luton Local Plan as a key employment area. The site has been designated as a ‘Category A’ Employment Site, and is allocated for new development and protected for business uses in the local plan.

Fit-out Project Equips Giant Maersk Warehouse

Five-year Logistics Contract Won

Posted on 1 May, 20247 August, 2025 by Keith McKinley

Clothing and fashion brand, Lyle & Scott has selected Davies Turner Logistics to provide third party warehousing, and management of final mile logistics fulfilment and distribution services across the UK for the next five years.

Signing the contract with Lyle & Scott coincided with the opening of Davies Turner’s latest logistics fulfilment centre at Atherstone in the Midlands; its seventh bespoke 3PL facility in the UK; from which Lyle & Scott’s UK storage and order fulfilment requirements will be managed.

The omnichannel contract encompasses all of Lyle & Scott’s business activities across retail and wholesale outlets; online channels; as well as a variety of value-added services such as quality control; and reverse logistics operations.

Emily Stephenson (pictured), managing director at Davies Turner Logistics says: ““Davies Turner is well known for offering retail brands a high degree of logistics service flexibility to support their multichannel operations, providing both the scalability and the customisation they need for their supply chains.

“We have put together a dedicated team to work with Lyle & Scott to optimise management of its inventory and order fulfilment throughout its whole supply chain in the UK so that it can make good on its promises to customers.

“We are looking forward to building a mutually beneficial relationship with the company.”

Andrew Stellakis, director of IT and operations at Lyle & Scott says: “Lyle & Scott was formed in 1874 with the ambition of making high-quality knitted garments focusing on the importance of quality and craftsmanship.

“During a very competitive tender process it became clear that those principles underpin Davies Turner’s logistics operations and have done so since its own formation four years prior to that of Lyle & Scott.

“We were particularly impressed about the visibility that Davies Turner offers of the whole supply chain, which will allow stock to be moved from one channel to another and help to keep all Lyle & Scott’s outlets supplied. Our willingness to sign a five-year contract is a clear demonstration of Lyle & Scott’s confidence in Davies Turner Logistics ability to meet our challenging logistics fulfilment and distribution requirements across the UK.”

Stephenson concludes: “The new contract and the new property marks the next step in Davies Turner’s ongoing growth of our 3PL supply chain management business and we look forward to welcoming other businesses to join Lyle & Scott at our latest fulfilment centre.

“The new multi-user hub is a fully Customs-bonded facility, with 140,000 sq ft of warehousing, incorporating a high bay fully racked area, as well as four 35,000 sq ft mezzanine floors for order fulfilment operations.

“As one of the first occupants, Lyle & Scott is showing that it understands Davies Turner’s belief that such facilities enhance its capacity to deliver logistics fulfilment services to businesses seeking to outsource their supply chain management requirements.”

Multi-million Automation Contract Win