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Month: July 2024

Will the Olympic Games Disrupt Transport Operations in France?

Posted on by David Priestman

From today France enters the spotlight with the Olympic Games. The preparations leading up to the games, as well as the event itself, are expected to significantly impact transport operations. Factors such as road closures, overall traffic, and increased security levels, all against the backdrop of rising transport demand associated with the event, will likely not just affect the Paris region but the entire country. Christian Dolderer, Lead Research Analyst at Transporeon, says now it’s a good time to assess what data and the derived KPIs show. Is there already an effect visible due to the event?

Spot prices are heavily influenced by the market forces of demand and capacity. While demand is expected to slightly increase, the market will likely face reduced capacity and increased inefficiencies due to the Olympic Games. This is expected to result in a continued increase in contracted load rejections (transports that are either timed out or rejected by carriers on the Transporeon platform) and a decrease in the number of offers per load on the spot market. The first metric indicates that more loads will be moved to the spot market, not only for the impacted weeks, but also for the preceding and following weeks. The second metric provides insight into market competition, reinforcing the basic theory that more offers lead to lower prices, and fewer offers lead to higher prices.

France domestic road transportation

In May 2024, during the public holiday season, France showed a strong market reaction with significant spot price increases. Offers and rejections followed the expected behaviour. This assessment is crucial to understand how the market is likely to react and to which level it will likely return to after these sportive weeks. Weeks 28 and 29 showed increasing prices while rejections and offers started to fall short.

Are we already seeing a clear and direct impact of the Olympic Games in these movements? I must answer with no.

Although initial signs, such as the described price increases and decreases of influencing factors, are visible and could be caused by the event, these changes could still be seen as usual spot market behaviour and fluctuations. What we can confirm is that, seven days before the Olympic Games, none of the prior described potential effects significantly affected the French domestic market. However, this does not necessarily mean that there will be no effect at all; it could still be too early to see a direct impact.

The expectation trend shows my expectation of price increases, including a high variance. So far, it’s hard to assess as spot rates could also easily take off in this tense market situation (Olympic Games and vacation season). Also at the borders to France, all is quiet so far. During the last hours and days, no unusual situation was monitored. Fears that the transport sector will face significant efficiency problems ahead of the event have not materialized yet.

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Container Ship in Marseille Welcomes Olympic Flame

 

WITRON’s Software Interface Offensive

Posted on by David Priestman

A new generation of software interfaces is moving into logistics centres. A few months ago, WITRON launched its interface offensive – architecturally, in the UX process, and in visualization.

WITRON designs, implements, and operates highly dynamic distribution centres for retailers in Europe, North America, and Australia. Although the cost-efficiency and output of an overall system are, of course, always of primary importance, software Events interfaces are often the ‘moment of truth’ in a customer relationship for Dr. Stefan Bauer. For several years, he has been responsible for the software interface change project at the internationally successful family enterprise from Parkstein in Bavaria, Germany.

“With the interfaces, the customer experiences how user-friendly the software finally is”, explains Bauer who has taken WITRON’s interfaces to a new level together with his team. The task for him and his team was to establish browser-based applications in the WITRON system world. A big step for the intralogistics specialist. “We were increasingly faced with customer requests to address this topic. Software is changing. The demands from the consumer world are high. Customer requirements are also changing in terms of interfaces. Office products are no longer the benchmark. Mobile applications and web technologies are the standard.

“We can scale the interfaces dynamically and also offer the corresponding modern hosting options from On-Premise, Data-Center to Hyperscaler. And today in particular, this is an expectation that is very important, even for warehouse software”, explains Bauer. “Because state-of-the-art user software is defined by a wide range of criteria: a high level of functionality, stability, clarity, simplicity, performance, customized for the respective user in their specific work area.”

Pilot project: Browser-based WMS for customers from the healthcare sector

The Upper Palatinate-based company started from theory into practice with a North American customer from the healthcare sector. “We migrated a complete WMS to a browser-based application, which is being launched at more than 40 sites. Browser-based interfaces support different protocols on all end devices”, says Stefan Bauer. The transition to browser-based interfaces was complex and required close cooperation with technology partners such as Microsoft and Oracle. “We have not only adapted and enhanced our own framework such as MIS, but also re-designed the workstation dialogs”, emphasized Stefan Bauer.

New developer generation

The team implemented new tools based on a JavaScript program library to allow the development of flexible and scalable interfaces. The application is intuitive and always allows quick adjustments. WITRON uses this technology also for workstation dialogs. The application, a modern IT environment, is designed to make workplaces more attractive – for WITRON’s and the customers’ employees. A decisive differentiating criterion in today’s work environment. “In this project, we involve young developers, experienced web developers, and senior developers who have internalized the business processes. The result speaks for itself, a completely new dialog world that customers are familiar with from their daily business.” Bauer’s goal: An individualized customer interface without having to upgrade the hardware behind it.

Roadmap as the basis for further development

However, the change process for WITRON does not end with the completion and acceptance of the new software. “Another important step is software maintenance and permanent enhancement in close cooperation with the customer”, says Bauer. “The software maintenance process is defined on the basis of a service contract and implemented with the customer using a roadmap.”

While Bauer and his colleagues are responsible for the architecture, Dominik Simbeck makes the interfaces ‘pretty’. Simbeck grimaces. He doesn’t want to leave it at that. “User experience and usability is more than just applying corporate CI colors to the HMI. It’s not about making it look pretty, it’s more about efficiency and avoiding complexity”, he emphasizes. In recent months, he and his team have established a UX process in the company. The process is based on a classic design thinking approach. The goal is to identify user needs at an early stage and optimize processes accordingly. This begins with the theoretical design of the processes, followed by the creation of wireframes and iterative tests with end users. The process leads to the development of a UI prototype, which is then transmitted to the software developers. This approach allows to continuously improve the user interfaces and adapt them to the users’ needs. The migration to browser-based interfaces also required organizational adjustments at WITRON. A specialized UX team was formed to focus exclusively on optimizing the user experience. A consistent design system was introduced to ensure the quality and consistency of the interfaces. These measures do not only facilitate the development of new applications, but also improve the maintainability and enhancement of existing systems – both technologically and functionally

“Requirements change, there are new innovations from WITRON, and also the customer business changes. So, we have to keep pace with that. That’s why the UX topic is now also part of the production development process and a key driver behind the UI development. UX and user interface design in the industry sector is different to the consumer market”, emphasizes the specialist. One of the major challenges is adapting UX strategies to the specific requirements of industrial environments. For example, touch panels used in the frozen food environment at minus 26 degrees Celsius must also be operable with gloves and therefore require a different design than typical consumer tablets. The colour schemes and contrasts must also be adapted to the lighting conditions in warehouses.

Process stability and costs

The most important project for Dominik Simbeck’s team in recent months was the migration of the WITRON Warehouse Management System to a browser-based application as part of a project for a North American food retailer. This migration was not only driven by technology, but also offered the opportunity to fundamentally revise and optimize the user interfaces. “We were able to integrate user feedback directly into the optimization process. This approach enables us to identify specific potential for improvement, particularly in the area of data maintenance and master data registration.” Close cooperation with customers is an essential part of the UX process at WITRON. Dominik Simbeck’s team sent UX experts to customers to monitor and analyze current workflows and user interactions. “Specific pain points are identified through interviews and direct monitoring. This information flows into the optimization of the user interfaces to ensure intuitive and efficient use”, explains Dominik Simbeck. The customer was delighted. “Our team received a thank you letter from the employees, which doesn’t happen very often in the UX sector.”

And how does he measure the success of a good UX? “At WITRON, the success of the user interfaces is evaluated both through subjective user feedback and objective measurements. This involves observing how quickly and effectively the new interfaces are adapted and whether they lead to a reduction in operating errors and support requests.” Dominik Simbeck emphasizes that a good UX process has numerous advantages – for the customer and for WITRON. “The higher process stability in the system results in better availability, more efficiency, and higher output. The result is a reduction in hardware costs, a lower need for service staff, and considerable time savings – and last but not least – it creates attractive jobs for logistics employees.”

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User Experience Vital in 2020 Fulfilment, Says WMS Specialist

 

Warehouse Storage Space in West Midlands

Posted on by David Priestman

Tandem Group is excited to announce the immediate availability of state-of-the-art warehouse storage solutions in the West Midlands area. Tandem Group, located in Birmingham, is a UK distributor of wheeled and outdoor toys, e-mobility products, bicycles, golf products, sporting goods, garden and homewares to several leading British national retailers, across multiple categories.

Last year, the business consolidated its warehouse facilities in Northampton and Felixstowe into their primary Birmingham site to enhance operational efficiency. This strategic move led to significant investments in a state-of-the-art warehouse, featuring solar panels and other sustainable energy solutions. The facility, located just 10 minutes from Birmingham Airport and easily accessible from Junction 5 of the M6 motorway, is designed to meet diverse storage and fulfilment needs with unparalleled convenience and sustainability.

The new warehouse offers a range of flexible storage solutions, including racked, bulk, and tailored spaces to accommodate various requirements. With adjustable racking designed to store oversized freight and pallet heights up to 2.1 meters, the warehouse provides extensive capacity, featuring 3,500 pallet spaces immediately available for use. Specialized storage options for hazardous goods are also available, ensuring the safe and secure handling of such items.

In addition to storage, Tandem Group offers comprehensive services such as 3PL pick and pack, palletisation, order fulfilment, container devan, and inventory management. Operational efficiency is further enhanced with readily available loading and unloading services. The facility also includes on-site office amenities such as toilets, showers, breakout areas, and a kitchenette, providing a comfortable and functional workspace.

Peter Kimberley, Group Chief Executive of Tandem Group Plc stated “We are delighted with our state-of-the-art warehouse facility in the West Midlands, strategically located for easy access and designed with sustainability in mind. Our flexible and comprehensive storage solutions are available at market-leading rates, making us the ideal partner for businesses looking to optimize their logistics and fulfilment operations.”

Security is a top priority at the new warehouse, with secure yard space monitored 24/7 by CCTV, alarms, and security personnel. The company offers both long-term and short-term storage solutions to accommodate high or low volume needs, ensuring flexibility for businesses of all sizes. Moreover, Tandem Group will guarantee the best rates in the market, making the solutions not only efficient but also cost-effective.

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New Intermodal Hub Launched in UK’s East Midlands

 

Amplify Cost and Time Savings at Brownfield Warehouses

Posted on by David Priestman

The 2024 supply chain landscape is witnessing a significant shift towards brownfield warehousing, states the report titled ‘Navigating Warehouse Space Challenges in 2024: Unlocking the Value of Brownfield Warehouses’ from Bart De Muynck, LLC, a consultancy providing strategic advice on supply chains including focuses on strategy, leadership and technology.

FORTNA is one leading automation and software company for the full logistics value chain that is leading the charge by automating brownfield processes to enhance cost savings and efficiencies. During the pandemic, there was a substantial investment push for greenfield construction to accommodate the surge of inventory entering the United States. However, with vacancy rates decreasing and the high costs associated with greenfield projects, companies are now turning to retrofitting existing warehouses through brownfield projects to meet current consumer behavior and industry developments.

Bart De Muynck, CEO of Bart De Muynck, LLC, emphasized the importance of brownfield projects, stating, “Brownfield projects are crucial to limiting warehousing costs going forward. FORTNA sits at the cutting edge of warehouse automation to allow for labour costs and efficiencies to be further enhanced.”

“FORTNA is on the precipice of brownfield warehouse automation,” said Jeff Cashman, SVP of Corporate Development at FORTNA. “Our expertise in warehouse execution systems and warehouse automation enables companies to unlock the full potential of brownfield warehouses.”

The report states that in 2023, the United States saw a 25% decrease in new warehouse construction, according to research from Interact Analysis. With greenfield investment projects costing $100 million or more, companies are exploring brownfield projects to minimize development costs, increase operational efficiency and improve the performance of existing facilities.

While brownfield investments come with limitations related to building layout and existing equipment, the benefits often outweigh these challenges. Redeveloping brownfield sites involves lower development costs since infrastructure like roads, utilities, and loading docks is already in place. This significantly reduces the need for additional construction, permits, and architectural involvement.

“Key factors to consider when selecting facilities for brownfield projects include proximity to transportation routes and urban areas, site contamination levels, and access to a skilled workforce,” added Cashman. “Companies, especially in the retail sector, can convert underperforming stores into e-Commerce fulfillment centres or ‘dark stores’ that offer ample space and are located near populated areas.”

Technology plays a crucial role in optimizing brownfield warehouses, according to the report. Gartner states by 2028, 80% of warehouses and distribution centres will deploy some form of warehouse automation. Brownfield sites are particularly suited to point solutions that automate specific workflows, such as mobile robots and automated storage and retrieval systems, which maximize storage density within a smaller footprint.

Warehouse execution system (WES) software is paramount at brownfield sites, serving as the brain behind warehouse operations. A WES optimizes order fulfillment processes, minimizes idle time, maximizes resource utilization, and integrates old and new automation technologies. This is especially important in smaller, space-constrained brownfield facilities where every square foot counts.

A knowledgeable WES partner like FORTNA works with companies to determine inventory, throughput, service level agreements, and other requirements. Advanced algorithms simulate different types of equipment and technology to predict success in a brownfield environment.

“By seamlessly integrating with automation technologies like mobile robots and robotic arms, FORTNA optimizes workflows and reduces manual intervention,” concluded Cashman. “This is particularly beneficial where space optimization is critical for vertical storage and seamless order fulfillment.”

One of the added benefits of redeveloping brownfields is sustainability. By reusing existing land, companies avoid utilizing additional resources. Automation technologies can incorporate energy-saving designs to reduce consumption, enhancing the energy efficiency of brownfield warehouses. Improved inventory management and order fulfillment accuracy minimize waste and reduce the environmental impact of excess inventory. Additionally, optimized transportation routes and schedules reduce fuel consumption and emissions.

The demand for adaptable, cost-effective, and efficient warehousing solutions continues to evolve, making brownfield initiatives a strategic imperative. Brownfield warehouses provide flexibility and customization, aligning warehousing strategies with evolving inventory management goals. With proper planning and execution, brownfield warehouses can become significant sources of storage solutions in 2024 and beyond.

read more

Cost-efficient Brownfield, Retrofit Solutions

 

Amplify Cost and Time Savings at Brownfield Warehouses

Posted on by David Priestman

The 2024 supply chain landscape is witnessing a significant shift towards brownfield warehousing, states the report titled ‘Navigating Warehouse Space Challenges in 2024: Unlocking the Value of Brownfield Warehouses’ from Bart De Muynck, LLC, a consultancy providing strategic advice on supply chains including focuses on strategy, leadership and technology.

FORTNA is one leading automation and software company for the full logistics value chain that is leading the charge by automating brownfield processes to enhance cost savings and efficiencies. During the pandemic, there was a substantial investment push for greenfield construction to accommodate the surge of inventory entering the United States. However, with vacancy rates decreasing and the high costs associated with greenfield projects, companies are now turning to retrofitting existing warehouses through brownfield projects to meet current consumer behavior and industry developments.

Bart De Muynck, CEO of Bart De Muynck, LLC, emphasized the importance of brownfield projects, stating, “Brownfield projects are crucial to limiting warehousing costs going forward. FORTNA sits at the cutting edge of warehouse automation to allow for labour costs and efficiencies to be further enhanced.”

“FORTNA is on the precipice of brownfield warehouse automation,” said Jeff Cashman, SVP of Corporate Development at FORTNA. “Our expertise in warehouse execution systems and warehouse automation enables companies to unlock the full potential of brownfield warehouses.”

The report states that in 2023, the United States saw a 25% decrease in new warehouse construction, according to research from Interact Analysis. With greenfield investment projects costing $100 million or more, companies are exploring brownfield projects to minimize development costs, increase operational efficiency and improve the performance of existing facilities.

While brownfield investments come with limitations related to building layout and existing equipment, the benefits often outweigh these challenges. Redeveloping brownfield sites involves lower development costs since infrastructure like roads, utilities, and loading docks is already in place. This significantly reduces the need for additional construction, permits, and architectural involvement.

“Key factors to consider when selecting facilities for brownfield projects include proximity to transportation routes and urban areas, site contamination levels, and access to a skilled workforce,” added Cashman. “Companies, especially in the retail sector, can convert underperforming stores into e-Commerce fulfillment centres or ‘dark stores’ that offer ample space and are located near populated areas.”

Technology plays a crucial role in optimizing brownfield warehouses, according to the report. Gartner states by 2028, 80% of warehouses and distribution centres will deploy some form of warehouse automation. Brownfield sites are particularly suited to point solutions that automate specific workflows, such as mobile robots and automated storage and retrieval systems, which maximize storage density within a smaller footprint.

Warehouse execution system (WES) software is paramount at brownfield sites, serving as the brain behind warehouse operations. A WES optimizes order fulfillment processes, minimizes idle time, maximizes resource utilization, and integrates old and new automation technologies. This is especially important in smaller, space-constrained brownfield facilities where every square foot counts.

A knowledgeable WES partner like FORTNA works with companies to determine inventory, throughput, service level agreements, and other requirements. Advanced algorithms simulate different types of equipment and technology to predict success in a brownfield environment.

“By seamlessly integrating with automation technologies like mobile robots and robotic arms, FORTNA optimizes workflows and reduces manual intervention,” concluded Cashman. “This is particularly beneficial where space optimization is critical for vertical storage and seamless order fulfillment.”

One of the added benefits of redeveloping brownfields is sustainability. By reusing existing land, companies avoid utilizing additional resources. Automation technologies can incorporate energy-saving designs to reduce consumption, enhancing the energy efficiency of brownfield warehouses. Improved inventory management and order fulfillment accuracy minimize waste and reduce the environmental impact of excess inventory. Additionally, optimized transportation routes and schedules reduce fuel consumption and emissions.

The demand for adaptable, cost-effective, and efficient warehousing solutions continues to evolve, making brownfield initiatives a strategic imperative. Brownfield warehouses provide flexibility and customization, aligning warehousing strategies with evolving inventory management goals. With proper planning and execution, brownfield warehouses can become significant sources of storage solutions in 2024 and beyond.

read more

Cost-efficient Brownfield, Retrofit Solutions

 

Asyad Acquires Skybridge Freight Solutions

Posted on by David Priestman

Asyad Group, Oman’s end-to-end global logistics provider, has acquired Skybridge Freight Solutions (SFS), a leading global freight forwarding company. The landmark acquisition is the group’s first international acquisition in core logistics activities and marks a strategic move to significantly expand Asyad’s footprint through active operations in key trade hubs and the major economies of China, India, the USA and the GCC, supported by unhindered access to SFS’ well-established, dynamic network that covers over 90 geographies across six continents.

Now acquired by Asyad Group, SFS is a premier freight solutions provider offering leading freight forwarding services across air, sea and land in addition to warehousing and distribution. The fast-growing company boasts a strong financial footing and caters to a diverse array of major industries including food, energy, automotive, pharmaceuticals and construction. The company serves over 1,400 customers, including Fortune 500 and blue-chip companies, leveraging its longstanding relationships with global freight forwarding networks, government bodies, shipping lines and airlines to carve a substantial competitive edge and open multiple avenues for growth.

With this acquisition, Asyad aims to bolster its competitiveness in the global marketplace by magnifying its end-to-end capabilities in providing unparalleled multimodal logistics services to meet evolving customer needs. The impacts of the recent acquisition are far-reaching and will extend across the entire logistics ecosystem, with more capabilities in freight forwarding leading to advances in supply chain, e-commerce, ports and container lines.

Additionally, Asyad will now have active operations in key cargo origin economies. As a result, the group – now leveraging SFS’ capabilities and network of associates – will reinforce its position as the partner of choice for international enterprises seeking comprehensive GCC logistics solutions under one integrated entity, setting itself apart by leveraging its advanced capabilities and Oman’s unique location and innate advantages.

Acquiring SFS will play a significant role in bolstering Oman’s connectivity with vital global trade routes. By unlocking new connections and strengthening existing ones with the world’s biggest markets, all logistics players will reap the benefits of unrestricted multimodal access and amplified trade opportunities resulting in higher volumes.

With these targeted moves, Asyad aims to ultimately redraw the global trade map. The SFS acquisition marks a significant milestone for the group and underlines its integrated logistics model that has consistently set new standards and trends in the logistics industry. The new addition is a critical step to pursue Asyad’s portfolio diversification plans and uphold the group’s unwavering commitment to its customers of increasing global service coverage.

By integrating the capabilities and market access of SFS, Asyad’s flag will consistently make its way into prime global markets, opening new avenues for exponential growth and cementing the group’s position as a reliable global logistics powerhouse. With SFS now part of Asyad Group, the integrated logistics provider will take its bullish approach to global expansion forward with future plans focused on long-term financial returns and an enhanced offering of globally competitive logistics solutions to trade communities around the world.

Both Asyad and SFS customers will be the first to experience the returns of this integration through improved reach and heightened service excellence, exemplified by multimodal freight forwarding solutions. Asyad will equip players in GCC markets with stronger connectivity to major cargo origin markets through SFS’ network of associate offices that covers key trade location around the world from China and India in the east to the United States and Europe in the west.

Asyad Group’s year-over-year growth reflects a robust commercial mindset built around operational excellence and dynamic decision-making. In 2023, the group reported a 21% compound annual growth rate in revenue and 73% compound annual growth rate in profits, two record numbers in its history. The recent acquisition will further support Asyad’s ongoing streak of double-digit year-on-year growth by providing new opportunities and resources, ensuring sustained success and market leadership.

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Oman Air and Cargolux Extend Indian Freighter Network To Mumbai

 

UK Logistics Companies have lots to shout about

Posted on by David Priestman

When it comes to attracting new clients, most transport, warehousing and logistics companies in the UK have many more opportunities to raise their profile then they might imagine. That’s according to industry specialists, Full Mix Marketing, who deliver marketing for a number of growing logistics companies.

“Like many established industries, firms in logistics can feel there aren’t many ways to set themselves apart. However, success is increasingly about being seen, rather than being different,” says Sarah West, founder and Managing Director of Full Mix Marketing.

Full Mix Marketing is an East Anglia B2B marketing agency and works with a number of 3PL and FMCG logistics providers across the UK. West, a Chartered Marketer and fellow of the Chartered Institute of Marketing (CIM), believes those keenest to tell others about what they do are frequently the biggest beneficiaries of new business opportunities.

“Companies often pick the logistics partner with whom they are most familiar and have the greatest trust. Innovation and excellence are important, but it’s often firms which simply shout about the great job they do which attract the most leads,” she says.

According to IMARC Group, the UK logistics market reached £394 billion in 2023 and is expected to reach £664 billion by 2032, with an anticipated growth rate of 6% per year.

Established in 2016, Full Mix Marketing has quickly grown to become one of East Anglia’s leading B2B marketing agencies, working with companies across the UK in manufacturing, engineering, technology, business services and logistics. The company delivers all aspects of digital, traditional (non-digital) and strategic marketing, ranging from websites and search engine optimisation, to brochures, presentations and entire marketing strategies. However, one of the key forms of marketing which the agency has seen become most beneficial for its clients in logistics is content marketing, including press releases, articles and other business news.

“Social media, email marketing and trade press all give logistics businesses an opportunity to engage directly with their potential customers. Whether it’s helping out a client, updating their facilities or building a strong team, we can always find opportunities to create interesting content which raises their profile,” adds West.

Content marketing can also have significant additional benefits to a company’s online presence by boosting their search engine optimisation (SEO) and the likelihood of being found online by prospective customers. Amongst the logistics, transport and warehousing businesses which Full Mix Marketing work with, a number have recently reported major new contract wins and others who have been successfully purchased by larger logistics groups.

“Amidst rising competition, logistics companies are finding that marketing is enabling them to proactively take control of their growth. Companies can be concerned that marketers might not understand what they deliver, which is where our experience in logistics proves so valuable” concludes West.

read more

Industry View: Top 10 KPIs Every Fleet Manager Should Track

 

UK Logistics Companies have lots to shout about

Posted on by David Priestman

When it comes to attracting new clients, most transport, warehousing and logistics companies in the UK have many more opportunities to raise their profile then they might imagine. That’s according to industry specialists, Full Mix Marketing, who deliver marketing for a number of growing logistics companies.

“Like many established industries, firms in logistics can feel there aren’t many ways to set themselves apart. However, success is increasingly about being seen, rather than being different,” says Sarah West, founder and Managing Director of Full Mix Marketing.

Full Mix Marketing is an East Anglia B2B marketing agency and works with a number of 3PL and FMCG logistics providers across the UK. West, a Chartered Marketer and fellow of the Chartered Institute of Marketing (CIM), believes those keenest to tell others about what they do are frequently the biggest beneficiaries of new business opportunities.

“Companies often pick the logistics partner with whom they are most familiar and have the greatest trust. Innovation and excellence are important, but it’s often firms which simply shout about the great job they do which attract the most leads,” she says.

According to IMARC Group, the UK logistics market reached £394 billion in 2023 and is expected to reach £664 billion by 2032, with an anticipated growth rate of 6% per year.

Established in 2016, Full Mix Marketing has quickly grown to become one of East Anglia’s leading B2B marketing agencies, working with companies across the UK in manufacturing, engineering, technology, business services and logistics. The company delivers all aspects of digital, traditional (non-digital) and strategic marketing, ranging from websites and search engine optimisation, to brochures, presentations and entire marketing strategies. However, one of the key forms of marketing which the agency has seen become most beneficial for its clients in logistics is content marketing, including press releases, articles and other business news.

“Social media, email marketing and trade press all give logistics businesses an opportunity to engage directly with their potential customers. Whether it’s helping out a client, updating their facilities or building a strong team, we can always find opportunities to create interesting content which raises their profile,” adds West.

Content marketing can also have significant additional benefits to a company’s online presence by boosting their search engine optimisation (SEO) and the likelihood of being found online by prospective customers. Amongst the logistics, transport and warehousing businesses which Full Mix Marketing work with, a number have recently reported major new contract wins and others who have been successfully purchased by larger logistics groups.

“Amidst rising competition, logistics companies are finding that marketing is enabling them to proactively take control of their growth. Companies can be concerned that marketers might not understand what they deliver, which is where our experience in logistics proves so valuable” concludes West.

read more

Industry View: Top 10 KPIs Every Fleet Manager Should Track

 

Addressing Challenges in Global Logistics with Technology

Posted on by David Priestman

Over the last four to five years, we have experienced disrupted logistics — broadly defined here as the interruption or complete breakdown of the supply chain functions at one or multiple levels, writes Buddharatn Ratawal, Senior Manager for Strategic Business Development for the DELMIA brand at Dassault Systèmes.

Going back 14 years ago, the logistics industry dramatically reduced capital expenditure in 2008 when the great recession hit. Most of the companies never really resumed the pre-recession rate of expenditure growth. In fact, the outperforming logistics vendors today (based on profitability and revenue growth metrics) are the ones that were extra cautious on capital expenditure in the years following the recession.

The industry had a very clear objective for the next decade:

· Keep costs low

· Stay lean

· Remain efficient Due to this slow and steady approach, the logistics industry was able to keep margins stable even when it faced overcapacity in 2016—which is interesting to note as today, challenges revolve around container shortage and port congestions.

When COVID hit in early 2020, the slow and steady approach seemed right once more in hindsight. However, not long after, consumer spending behaviour changed significantly.

Shift in consumption behaviour and demand asymmetry

When COVID hit, there was a huge shift in consumption behaviour. In the short term, the expenditure on both goods and services saw a sharp decline. However, the expenditure on goods resumed to the pre-pandemic level within just a few months. Interestingly, it wasn’t until mid-2021 that the expenditure on services recovered on the same level.

This trend continues even today. There is a clear shift from spending on hotels and recreational services to spending on furniture, home equipment, footwear, etc. This shift is more prominent in North America as they have typically, bigger houses and therefore, more scope for concepts such as a home gym and home office. This meant a huge movement of goods from East Asia to Western Europe and America, creating an asymmetry in demand as well as freight rates.

Increasing cost and lack of resources

Years after the start of the pandemic, ocean freight rates still remain high and reached an all-time high towards the end of 2021. Similar behaviour was seen across road transport and air cargo. Although transport cost across all modes have been trending downwards for the last few months, it merely represents a shift in bottleneck from containers and transport vehicles to port handling and driver capacity.

The increasing number of incoming vessels at US coasts especially in the east has caused a huge increase in the waiting times at the ports. A similar situation exists in Northwestern Europe and there are multiple reasons for it:

· Lack of workers at the port due to strikes

· Declining number of truck drivers

· Lack of trucks and rail infrastructure to handle incoming load

The labour shortage is reaching crisis levels and is affecting large logistics companies that are cutting their financial outlook, citing hiring difficulties. In March 2022, the United States had a record-high 8.1 million vacant job openings. According to the Worker Shortage Index, there are roughly only half as many workers for every job vacancy as the average over the last 20 years, and the numbers are on a downward trajectory.

Challenges in global logistics

To overcome a wave of disruption, several measures need to be taken. They must be carried out with four broad stakeholders and objectives in mind. In no particular order, they are:

1. Profitability for shareholders For operations-heavy industries such as logistics, most cost saving lies in ‘doing it right the first time’. The best way to achieve this is to have a system that allows organizations to create the virtual twin, which predicts the future in the most realistic manner possible.

2. Satisfaction for customers Capabilities that ensure continued customer satisfaction are the ability to:

· Ensure capacity for the most profitable customers and products

· Calculate demand and supply for each stage of the production process and optimize daily

· Take into account all the factors that influence your capacity

· Quote dates that optimize profitability, throughput and customer satisfaction

3. Work-life balance for employees An integrated approach to logistics planning gives complete visibility of all assets and people to make the best use of drivers and vehicles in an optimized way.

4. Sustainability for the Environment A planning and optimization solution enables companies to include CO2 emissions as a planning KPI and not just a reporting metric.

Read Similar

Role of Digital Logistics Intermediaries

 

Addressing Challenges in Global Logistics with Technology

Posted on by David Priestman

Over the last four to five years, we have experienced disrupted logistics — broadly defined here as the interruption or complete breakdown of the supply chain functions at one or multiple levels, writes Buddharatn Ratawal, Senior Manager for Strategic Business Development for the DELMIA brand at Dassault Systèmes.

Going back 14 years ago, the logistics industry dramatically reduced capital expenditure in 2008 when the great recession hit. Most of the companies never really resumed the pre-recession rate of expenditure growth. In fact, the outperforming logistics vendors today (based on profitability and revenue growth metrics) are the ones that were extra cautious on capital expenditure in the years following the recession.

The industry had a very clear objective for the next decade:

· Keep costs low

· Stay lean

· Remain efficient Due to this slow and steady approach, the logistics industry was able to keep margins stable even when it faced overcapacity in 2016—which is interesting to note as today, challenges revolve around container shortage and port congestions.

When COVID hit in early 2020, the slow and steady approach seemed right once more in hindsight. However, not long after, consumer spending behaviour changed significantly.

Shift in consumption behaviour and demand asymmetry

When COVID hit, there was a huge shift in consumption behaviour. In the short term, the expenditure on both goods and services saw a sharp decline. However, the expenditure on goods resumed to the pre-pandemic level within just a few months. Interestingly, it wasn’t until mid-2021 that the expenditure on services recovered on the same level.

This trend continues even today. There is a clear shift from spending on hotels and recreational services to spending on furniture, home equipment, footwear, etc. This shift is more prominent in North America as they have typically, bigger houses and therefore, more scope for concepts such as a home gym and home office. This meant a huge movement of goods from East Asia to Western Europe and America, creating an asymmetry in demand as well as freight rates.

Increasing cost and lack of resources

Years after the start of the pandemic, ocean freight rates still remain high and reached an all-time high towards the end of 2021. Similar behaviour was seen across road transport and air cargo. Although transport cost across all modes have been trending downwards for the last few months, it merely represents a shift in bottleneck from containers and transport vehicles to port handling and driver capacity.

The increasing number of incoming vessels at US coasts especially in the east has caused a huge increase in the waiting times at the ports. A similar situation exists in Northwestern Europe and there are multiple reasons for it:

· Lack of workers at the port due to strikes

· Declining number of truck drivers

· Lack of trucks and rail infrastructure to handle incoming load

The labour shortage is reaching crisis levels and is affecting large logistics companies that are cutting their financial outlook, citing hiring difficulties. In March 2022, the United States had a record-high 8.1 million vacant job openings. According to the Worker Shortage Index, there are roughly only half as many workers for every job vacancy as the average over the last 20 years, and the numbers are on a downward trajectory.

Challenges in global logistics

To overcome a wave of disruption, several measures need to be taken. They must be carried out with four broad stakeholders and objectives in mind. In no particular order, they are:

1. Profitability for shareholders For operations-heavy industries such as logistics, most cost saving lies in ‘doing it right the first time’. The best way to achieve this is to have a system that allows organizations to create the virtual twin, which predicts the future in the most realistic manner possible.

2. Satisfaction for customers Capabilities that ensure continued customer satisfaction are the ability to:

· Ensure capacity for the most profitable customers and products

· Calculate demand and supply for each stage of the production process and optimize daily

· Take into account all the factors that influence your capacity

· Quote dates that optimize profitability, throughput and customer satisfaction

3. Work-life balance for employees An integrated approach to logistics planning gives complete visibility of all assets and people to make the best use of drivers and vehicles in an optimized way.

4. Sustainability for the Environment A planning and optimization solution enables companies to include CO2 emissions as a planning KPI and not just a reporting metric.

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