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Month: September 2024

Rental Fleet Investment Announced

Posted on by David Priestman

Commercial fleet provider Fraikin is investing £35 million in 400 new vehicles to support its national short-term rental fleet, expanding and modernising its offering to customers across the UK.

The new additions, which are all compliant with Transport for London’s Direct Vision Standard (DVS) and equipped with Fraikin’s digital MYSMARTFLEET connected technologies package, now means that 80% of the company’s total rental fleet will be under 12 months old.

Spread across vans, LCVs and HGVs, from a range of major manufacturers, the new vehicles feature a wide selection of body types, including refrigerated, dropside, curtainside and box bodies, as well as specialist equipment such as MOFFETT carriers. Fraikin has also committed to supporting customers looking to quickly and easily reduce their carbon footprint, adding a number of fully electric 3.5-tonners to the fleet.

Peter Backhouse, Chief Executive Officer of Fraikin in the UK, says: “This significant investment clearly demonstrates the strength of Fraikin, our long-term commitment to the industry and our dedication to providing the very best mobility solutions for customers, providing access to the latest vehicles and the most diverse range of rental options available in the market today. Adding extra EVs to the fleet means we’re in a position to help businesses looking to reduce their environmental impact, alongside supporting those who may want to test the EV market before making longer term fleet decisions. This commitment to sustainability allows us to meet the needs of today but also contribute to a greener future across the industry.”

Every rental vehicle from Fraikin comes fully equipped with the company’s advanced connected technologies and telematics suite, MYSMARTFLEET. Customers can utilise features including vehicle tracking, route optimisation, digital vehicle checks, tachograph downloads, driver behaviour reporting and EV suitability assessments to help improve operational efficiency and reduce operating costs, as well as enhance fleet sustainability.

Fraikin’s full-service approach means all rental vehicles also benefit from 24/7 customer service support; a fully managed preventative maintenance and repair service via Fraikin’s UK-wide network; rapid roadside response; replacement vehicle cover; tyre management; online access to vehicle records; as well as a professional inspection and valet on every vehicle delivery.

Jackie Headon, Fraikin’s Head of Rental, adds: “Our goal is always to meet the wide-ranging needs of our clients, and this investment allows us to do just that. Through this investment we are reinforcing our commitment to delivering flexibility and scalability to customers, helping them remain compliant with new legislation and to meet the evolving needs of their businesses.”

Fraikin offers comprehensive short- and medium-term rental packages, alongside a longer-term Fraikin Xtend solution that combines the financial benefits associated with contract hire with the flexibility of short-term rental. All the new vehicles are accessible via the company’s strategically placed Northern, Midlands and Southern Rental Hubs, located in Bellshill, Coventry and Enfield respectively.

The company’s short-term rental fleet also supports customers benefiting from its contract hire and fleet management solutions, which provide total support for large and often complex operational fleet environments.

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DP World Boosts Terminal Productivity with TOUGHBOOK

Posted on by David Priestman

DP World Southampton faced significant challenges with its paper-based system for managing container loading and unloading. This traditional method was not only prone to errors but also inefficient, particularly in the terminal’s harsh weather conditions. As the terminal sought to enhance productivity and ensure the accurate placement of containers, the need for a more reliable and modern approach became clear.

Rugged Durability Meets Uninterrupted Connectivity

After a thorough evaluation of various devices, DP World chose Panasonic TOUGHBOOK. With the rugged durability to withstand extreme conditions and the ability to provide users with real-time data, the devices were the perfect choice to help staff make on-site decisions quickly and accurately. After the trial Panasonic TOUGHBOOK G1 tablets were deployed across the terminal’s 15 key cranes, marking a significant shift from paper to digital operations.

The new system allowed vessel planners to make instantaneous updates to container positions, with the information immediately available to the leading hands on the vessel. This real-time communication reduced errors and increased productivity, ensuring that containers were correctly placed every time.

Elevating Productivity, Efficiency, and Customer Satisfaction

The introduction of TOUGHBOOK led to a noticeable increase in crane move rates, which shortened ships’ stays at the terminal and allowed them to depart for their next destinations sooner. The reduction in misplaced containers also translated into cost savings and greater operational efficiency.

Furthermore, the live updates provided by the tablets improved customer service, with real-time information from the terminal shared directly with customers through the DP World Southampton website to offer enhanced transparency and service.

In addition to the cranes, Panasonic TOUGHBOOK 33 rugged notebooks were deployed in straddle carriers, responsible for moving and stacking containers. The Panasonic ProServices team designed bespoke docking units for these devices, ensuring their safe and easy use within the carriers. Maintenance teams at the terminal also adopted Panasonic TOUGHBOOK 20 and 33 rugged notebooks for diagnostics and maintenance tasks.

Foundations for the Future

The integration of Panasonic TOUGHBOOK tablets at DP World Southampton has transformed the terminal’s operations. The success of the TOUGHBOOK tablets’ durability, long battery life, and overall performance at DP World Southampton proved they could withstand the demanding environment of a busy shipping terminal, while keeping teams connected.

By digitising processes, improving real-time communication, and enhancing productivity, DP World has set a new standard for efficiency in the shipping industry. This has encouraged other terminals within the DP World network to adopt similar solutions, fulfilling the company’s ambition to modernise terminal operations.

Visit TOUGHBOOK for Material Handling to learn more about how Panasonic can help you overcome technical and environmental challenges to work with greater efficiency, accuracy, and productivity.

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Shipping off track to meet 5% Zero-emission Fuel Target

Posted on by David Priestman

The global shipping industry is not on track to meet its target of having zero-emission fuels account for 5% of all fuels by 2030. That’s according to a new report from the UCL Energy Institute, UN Climate Change High-Level Champions, and the Getting to Zero Coalition (a Global Maritime Forum initiative), which they hope will act as a “serious wake-up call” to the industry.

The third annual progress report, ‘Progress Towards Shipping’s 2030 Breakthrough’, warns that the majority of actors across the maritime ecosystem – which spans the five ‘system change levers’ of supply, demand, policy, finance, and civil society – are moving too slowly to meet the internationally-agreed target, with the next 12 months being critical to avoid shipping falling irreparably behind its climate goals.

Global shipping is responsible for around 3% of the world’s greenhouse gas (GHG) emissions – more than Germany – so it is a crucial sector to decarbonise. With global trade predicted to quadruple by 2050, emissions will skyrocket without urgent action. The International Maritime Organization (IMO) set a goal of ensuring that zero- or near-zero emission fuels make up 5% to 10% of all shipping fuels by 2030. The 5% target is considered the critical mass at which the infrastructure, supply chains, and technology that support zero-emission fuels mature and enable exponential growth. This means if the 5% target is not achieved, it could jeopardise the industry’s entire 2050 net-zero goal.

According to the report, production of scalable zero-emissions fuel (SZEF) currently in the pipeline could, under the more conservative scenario, end up covering less than half of the fuel needed to hit the 2030 target, while the current order book of SZEF-capable vessels would only deliver around 25% of required SZEF demand by the same year. Finance for SZEF is also now ‘off track’ – a downgrade from 2023 – due to a slowdown in funding towards SZEF-related activities and more funding going towards fossil-fuelled vessels.

“The speed at which the shipping industry adopts hydrogen-derived fuels will shape the success and the cost of this transition for decades to come,” said Dr. Domagoi Baresic, Research Fellow at the UCL Energy Institute. “Extensive adoption of such fuels by 2030 remains within reach but will require significant and immediate action by policymakers, fuel suppliers, and the shipping industry over the next 12 months. Without such action, the transition will be much longer, costlier and have a less positive environmental impact. All the ingredients for a rapid adoption already exist, but it is up to the relevant actors to make it a reality.”

Of the 35 actions required to deliver the 2030 breakthrough, just eight are considered ‘on track’, while 13 have been classed as ‘off track’ – up from eight in last year’s edition of the report. The remaining 14 are only ‘partially on track’. However, the report also stresses that meeting the goal is still achievable if action is stepped up. It points to strong progress on actions within in the ‘policy’ and ‘supply’ system change levers as examples of success, with hopes that strong GHG pricing and the fast delivery of announced production projects respectively could put both ‘on track’.

Jesse Fahnestock, Director of Decarbonisation at the Global Maritime Forum, said: “Increasing the use of zero-emission fuels is at the heart of decarbonising the shipping industry, but we are not seeing the progress required to meet our decarbonisation goals. There is no time to waste, and we must see a big shift in momentum over the next 12 months to bring our 2030 targets within reach. With such long lead times to implement policy, and finance and build vessels and energy supply chains, the window of opportunity is only open by a crack – but importantly, it is still open. This report must act as a serious wake-up call to the industry to accelerate the transformation we need to see in the sector.”

The report identifies five key ‘system change levers’ for the industry and tracks their progress towards enabling the 5% goal. These include:

• Supply (partially on track): Current SZEF production in the pipeline could cover less than half (43%) of the fuel needed by 2030 in the report’s more conservative scenario. However, there has been a significant increase in announced projects and if more come to fruition, zero-emission fuel production could surpass what is needed for the 5% target, even surpassing 10% in the most optimistic scenario.
• Demand (off track): Unless progress significantly ramps up, the current order book of SZEF-capable vessels will only deliver around 25% of the SZEF demand needed to achieve the 2030 target. However, as supply ramps up and more SZEF-ready engine options come to market, demand should grow exponentially, bringing the target within reach. Given long lead times on new vessels, urgent action is needed to bring demand back on track.
• Finance (off track): A slowdown in funding for SZEF-related activities and vessels, combined with more funding going towards conventional fossil-fuelled tonnage, means finance is now off track against the 2030 goal – a downgrade from 2023 when it was ‘partially on track’. Increases in public finance could help correct the reduction in private funding.
• Policy (partially on track): Progress has been positive at a global policy level following the 2023 IMO Strategy on Reduction of GHG Emissions from Ships. It is critical that upcoming negotiations on GHG pricing result in ambitious policies to send strong SZEF signals and push policy on track. At the national level, progress is slower, and more action is needed to develop support mechanisms for SZEF bunkering and vessel developments.
• Civil society (partially on track): The maritime industry has made good progress in improving the visibility of multiple issues that will help ensure a just and equitable transition, such as gender imbalance, lack of adequate seafarer training, and a lack of diverse voices in the fuel transition discussion. However, this now needs to translate into concrete actions leading to change.

H.E. Razan Al Mubarak, UN Climate Change High-Level Champion, said: “Limiting climate change to 1.5°C will not be possible without shipping playing its part. To align with a 1.5oC transition, the sector must intensify its efforts in a short timeframe. We hope that the findings in this report provide a practical, detailed roadmap for action to accelerate this transition and ensure it is just, benefiting workers and communities globally.”

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Scope 3 CO2 Reporting is in the Spotlight

Posted on by David Priestman

With the second deadline for Corporate Social Responsibility Directive (CSRD) compliance on the horizon, now is the time for shippers that qualify as “large undertakings” to take action – or risk not meeting the impending deadline, as Eric Geerts (pictured), Senior Director of Product Management at Descartes, outlines.

The second wave

Sustainability has long since ceased to be a semi-vague term that companies use within their marketing and corporate communications to appease customers, partners and investors. Today, sustainability must be tangible and demonstrable in terms of performance and ethics. Stakeholders not only want to see the finances, but also want to know, for instance, a company’s CO2 emissions, increasingly important in the context of so-called Scope 3 emissions – indirect emissions caused by another organisation’s activities in another’s value chain, such as the transport of goods.

To regulate this, the European Union has developed a reporting requirement – the Corporate Social Responsibility Directive (CSRD). Under CSRD, from January 2024 the first wave of businesses – those listed on an EU-regulated market exchange – had to comply with disclosure requirements across 12 European Sustainability Reporting Standards (ESRS), covering four categories:
• Cross-cutting: General principles and general disclosures.
• Environmental: Climate change, pollution, water and marine resources, biodiversity and ecosystems, resource use and circular economy.
• Social: Own workforce, workers in the value chain, affected communities, consumers and users.
• Governance: Business conduct.

From January 2025, the second wave of EU-based business – those classified as “large undertakings” (any listed or non-listed company that has at least EUR 25 million in total assets; and / or at least EUR 50 million in net turnover; and / or at least 250 employees (average) will also have to be able to report on these disclosure requirements. Non-EU companies (including EU subsidiaries of a UK parent) that operate in the EU may now also fall under the CSRD scope. They shall be required to provide sustainability disclosure if:
• their net turnover generated in the EU (at the consolidated or individual level) exceeds EUR 150 million for each of the last two consecutive financial years
• they have at least one subsidiary (listed or defined as a “large undertaking”) in the EU or an EU branch with an annual net turnover exceeding EUR 40 million in the previous financial year.

For shippers, this means having the capability to provide detailed information on their Scope 3 CO2 emissions. And of course, this can only be done on the basis of the right data and insights. In most organisations, this should be well on the corporate agenda. But for those who have yet to start, it is now five minutes to midnight – and the clock is ticking.

Lack of data and insights

Being able to measure Scope 3 CO2 emissions is a challenge. Typically, companies do not have sufficient data or fail to extract the right insights from that information. Moreover, the CSRD requires far more accurate data reporting than has previously been expected of them. Historically, for example, organisations may have relied on the emissions of one container to determine the impact of hundreds of others. In practice, however, numerous factors affect emissions; factors such as type of vessel, route, weather, speed, or load. You also need a solution for the different transport modes. Under CSRD, extrapolation of data won’t be an option; everything will have to be done at a far more granular level.

Everything, therefore, starts with the right data: both in-house data and data coming from external parties, such as carriers. On top of that you need a lot of master data, such as for example the carbon intensity indicator of every vessel, and the right calculation algorithms. All that then needs to be integrated to generate insights for reporting and compliance. Manually collecting this information and tying it together in an Excel sheet is obviously a hopeless task. Fortunately, technology can lend a hand. Many organisations – particularly those who became bound by the compliance requirements of CSRD in wave one – have therefore opted for a Transport Management System (TMS) to gain access to a vast amount of accurate data and CO2 reports, saving a vast amount of time and money in making that information transparent.

Transport Management System

So what exactly does such a TMS do? A TMS is a software application that manages the planning, execution and tracking of physical movements of goods, as well as the freight settlement. The technology helps with various challenges facing shippers: from order planning and transport selection to transport execution and financial settlement. A TMS brings together business-critical data and saves organisations a huge amount of administrative work such as transport documentation, cost calculation and invoicing, but also in preparing CO2 reports.

A TMS is therefore an indispensable tool to aid with CSRD compliance (and other sustainability reporting standards, such as IFRS S1 and IFRS S2 – as well as future standards being assessed). However, as with most software systems, a TMS implementation can easily take three to six months. So to be ready by January 2025, businesses due to comply need to get started immediately.

Turning an obligation into an asset

Companies that fail to comply with the reporting obligation may face unpleasant penalties. First, non-compliance will be made public. In a market increasingly striving for sustainability, this can obviously cause severe reputational damage. After all, you don’t want to be a violator of CO2 measures. In addition, organisations also risk legally imposed fines. And while these amounts have not yet been officially established, it is estimated that they could be at least tens of thousands, if not several million euros. In addition, depending on the jurisdiction, there is the treat of imprisonment for company directors to keep compliance and legal teams on their toes.

Of course, many organisations have been working on their sustainability credentials and value proposition for some time; well presented and demonstrable, sustainability is without doubt an asset to gain a competitive advantage. Customers actively seek out companies that care about the planet. They want to get sustainable delivery options and be able to choose the solution with the smallest ecological footprint. So those businesses that have detailed information from a TMS and can offer the right options have more than one advantage over competitors that don’t. In turn, this will also improve financial figures – after all, eco-friendly delivery options are a lot more efficient and make it possible to consolidate deliveries.

Don’t be put off by the looming deadline of CSRD compliance. With the right data and insights, being able to show sustainability throughout the supply chain accurately and with transparency offers a raft of opportunities. So take advantage now to embrace compliance ahead of time and gain a strategic edge over the competition.

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Pallet Stability Range Expanded

Posted on by David Priestman

Samson Pallet Stability, part of the Samuel Grant Group, is proud to announce new additions to the award-winning Samson Nano range. By adding the rotating arm machine and fully automated pallet wrapping lines to the offering, the team are now able to offer even more solutions, especially to companies who need to wrap high volumes of pallets 24/7.

The rotating arm machine was added in response to popular demand. The film wraps around the pallet, allowing the machine to wrap more unwieldy or unstable pallets that would be challenging to wrap on a revolving turntable. The rotating arm machine can be used with manual, EPT or FLT loading at floor level, or in line with conveyors.

The Samson Nano fully automated pallet wrapping line in-feeds multiple pallets on the conveyor. Pallets are wrapped to EUMOS standard in seconds with machines capable of 40rpm. This option provides the fastest wrapping solution for any business needing to wrap pallets consistently and efficiently. With a choice of conveyor lengths, height and bespoke infeed and outfeed options available, the Samson Nano Autoline is proving to be a very popular yet cost effective solution, with less labour resource required to achieve the highest throughput possible.

The rotating arm and Autoline have an inbuilt roping and sealing device as standard, so no loose tails of film are left hanging from the pallet after wrapping. Both types of machine are available on the Samson Nano’s unique fixed-price-per-wrapped-pallet offering. This means there is no capex for their installation, with stretchfilm, servicing, maintenance, parts and guarding for auto lines, and 24/7 login portal all included in the fixed pallet price.

In 2018, the Samson Nano was awarded the Queen’s Award for Innovation thanks to its unique offering and ongoing customer care from the Samson Pallet Stabiility team. Using a Samson Nano solution reduces the amount of plastic film used by clients and its load securing capability reduces the chance of goods being damaged in transit or causing accidents to operatives and logistics professionals.

Julia Davis, Managing Director of Samson Pallet Stability, said: “The new machines represent significant investment from the company, and mean Samson Pallet Stability is now totally unique in the UK in terms of the range of machinery that can be offered to suit customers’ exacting requirements. Coupled with the testing facility we offer via the Samson Nano Slingshot, we can test load stability to EUMOS standards and give customers ongoing peace of mind that their goods will reach their destinations safely and in perfect condition, whilst using the smallest amount of wrapping film possible.”

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eBook: Decarbonisation of Transport Operations

Posted on by David Priestman

In this eBook, entitled Decarbonisation of Transport Operations, Editor Peter MacLeod delves into the comprehensive efforts of Girteka, a Vilnius-based international logistics company, to tackle the environmental challenges facing the transport industry. As one of Europe’s largest logistics operators, Girteka is committed to achieving ambitious sustainability goals. This eBook explores the innovative strategies and cutting-edge technologies the company is employing to decarbonize its extensive European transport operations.

Click here to read it now for free.

Featuring interviews with Volvo Trucks, DPD and VIIA, we explore how to de-carbonise multimodal operations and road transport, using EVs and Hydrotreated Vegetable Oil.

Decarbonisation of Transport Operations

With everyone talking about sustainability these days, the term has become a bit of a buzzword. A company that wishes to describe itself as sustainable has to be a responsible business overall, not just taking in consideration its effect on the environment. With an extensive transportation network to operate, Girteka understands very clearly the challenge that lies ahead to be truly clean and green, and is taking proactive steps to decarbonise its transport operations and customers’ supply chains.

Discover how Girteka is leading the charge in reducing its carbon footprint while maintaining the efficiency of its logistics services across Europe.

Ambitious legislation such as the European Green Deal aims to drive businesses towards zero carbon by 2050, meaning businesses such as Girteka have to follow a sustainable route today, not
just by talking about it but actually taking steps, no matter how small.

Girteka, by the pure nature of its business, is part of an industry sector that is one of the most carbon-hungry of all – the business of moving goods from A to B as effectively, safely and fast as
commercially possible. Therefore it has to work extra hard in its quest to move towards zero carbon, the decarbonisation of transport operations.

Read our other recent eBooks here.

Legislation on its own will not work – the desire to operate a logistics business with little or no impact on the environment has to come from within, and Girteka has very strong credentials in this area. Its Head of Sustainability, Viktorija Terekė, is responsible for steering the company along its decarbonisation journey. “We are always seeking a deep understanding of how sustainability will affect us now and in the long term,” she says. “Of course, the Corporate Sustainability Reporting Directive (CSRD) and the Green Deal pushed us to have a more holistic approach, and we found that our goals were not always aligned internally between all of our activities. So what we are doing now, at this point, is evaluating our activities and investing in internal resources to push forward our strategy.”

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Sustainable Supply Chain Insights

Posted on by David Priestman

Woodland’s second annual Sustainability Report delivers insights and guidance on how to proactively improve your supply chain and implement ESG developments, consequently assisting to keep your workforce motivated, engaged, and committed to reaching ambitious targets. The importance of integrating ESG goals and initiatives remains vital in ensuring a sustainable economic future.

Accurately measuring and reporting on carbon emissions is crucial to navigate government and industry regulations and meet sustainability goals and stakeholder expectations. Thorough carbon calculations provide complete visibility of your business’ carbon footprint while customizable shipment carbon reports facilitate tracking emissions from door-to-door. Calculations can include transport distances, freight weight, greenhouse gas emissions, and air pollutants, and when both Tank-to-Wheel and Well-To-Wheel reporting is provided, globally consistent calculations can be formed.

Tank-To-Wheel refers to the actual transport, fuel consumption, fuel quality, and processing as well as emissions classification by country worldwide. Well-To-Wheel calculations encompass the emissions generated during production and transportation of the fuel, up to the point it enters a vehicle for use. An advanced, accredited carbon calculator can determine railway and airport transfer points and automatically detect stopovers based on available flight numbers. Woodland Group’s sustainable supply chain management support is based on the use of its carbon calculation tools, which align with ISO 14083 and GHG Protocol Corporate Accounting Standards.

Creating legitimately feasible routing options is a key step in delivering sustainable supply chains, and in achieving net zero by 2050. The most environmentally sustainable route may not always be feasible to implement because of the associated increase in cost or length of time the shipment takes, further aggravated by external factors such as political or environmental changes impacting routing and availability. To implement truly sustainable solutions, hypothetical carbon calculations are the most effective way to not only provide feasible routing options but also emission differences, factoring in lead time and cost.

Equally, the growth of alternative transport options presents significant opportunities to reduce the carbon footprint of the logistics industry. Choosing rail and short sea transport can further reduce your business’ carbon footprint as both inherently offer lower carbon emissions in comparison to road freight. Shifting freight volumes to these modes unlocks a substantial reduction in the logistics sector’s environmental impact while maintaining efficient movement of goods.

Implementing sustainable Supply Chain solutions are integral to meeting feasible net zero targets. These can include the expansion of rail and short freight as opposed to road, use of LSTs (Longer-Semi Trailers), and HVO (Hydro-Treated Vegetable Oil) as an alternative fuel to mineral diesel. Woodland Group’s recent GLEC membership enables the global company to proactively contribute to shaping sustainable logistics practices. The supply chain sector is grappling with rising fossil fuel costs, driven by supply chain disruptions and impact of carbon pricing. By adopting a circular economy model, the industry can move towards a resource-efficient and sustainable future. Woodland Group takes a proactive approach towards mitigating risks of disruption to shipping routes, creating a more sustainable sea freight model and supply chain infrastructure, which otherwise could be impacted by extreme weather and intensified climate change for example.

Packaging optimization and responsible waste management can help create a more circular economy, a model centered on resource reuse, repair, and recycling. By moving away from ‘take-make-dispose’ and keeping resources in circulation whilst minimizing waste and pollution, a path for environmental and economic prosperity can be created. Whilst actioning environmentally sustainable practices remains the focal mission, supporting communities and creating a workplace where employees feel valued, included, and empowered is equally fundamental in building a sustainable business.

Creating diverse candidate pools through a variety of external job posting sites and recruiting channels is a proactive practice to reach underrepresented groups and expand talent pipelines. Good practice in maintaining Diversity, Equity and Inclusion principles in the recruiting process is achieved through training managers guiding HR teams to recognise and mitigate unconscious bias throughout candidate screening and interview processes. Collecting and analyzing demographic data from across your workforce can also help in shaping DEI initiatives and assist in monitoring changes over time. Company-wide staff satisfaction surveys will assist in implementing improvements, monitoring trends, and gauging the impact of newly introduced benefits.

To achieve diversity and inclusivity within your workforce, relevant policies can support an all-inclusive working environment in which all employees feel valued and free from discrimination. Through feedback received from keeping an open dialogue with employees and data collected from staff surveys, you can implement staff-led positive change, and make everyone feel included and empowered to be able to feed into initiatives affecting all aspects of their life. Fostering transparency is key in establishing your workforce’s credibility and customer trust. Open communication and regular reporting on financial performance, sustainability metrics, and operational decisions will allow employees to feel empowered and respected.

Engaging with online platforms to improve and distribute ethical practices in global supply chains is a proactive way to facilitate compliance whilst minimizing business disruption as well as staying up to date with ESG regulations. Woodland Group is committed to transparency in business facilitated through effective online platforms, a practice that has been supported by suppliers, such as Sedex. As an organization working to improve ethical practices in supply chains, Sedex offers an online platform where businesses can share information about labour rights, safety, environmental impacts and ethical sourcing. Engaging with this organization means you can assess suppliers’ practices and further promote transparency throughout the supply chain as well as contributing to a sustainable future in business.

In the workplace, upholding the highest ethical standards means to encourage all employees to speak up and report any concerns that they may have regarding suspected wrongdoing or potential risks. Through an open dialogue and a Whistleblower Policy, a trustworthy channel for employees can be provided to voice concerns without the fear of retaliation. Woodland Group is constantly evolving ideas to make reporting more accessible and easy for employees, for example through online QR codes. Threading ESG aspects into your business and your business culture will encourage a proactive attitude towards a more circular economy and support the implementation of sustainable practices.

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Inductive Charging Increases Productivity of AGVs

Posted on by David Priestman

A recent study by MHP – A Porsche Company in collaboration with PohlCon impressively demonstrates how the use of inductive charging can increase the productivity of automated guided vehicles (AGVs) in logistics by up to 50 percent. These results underline the transformative effect of this technology on increasing efficiency in modern production logistics.

As automation in production logistics progresses, companies are faced with the challenge of maximizing the efficiency of AGVs. Until now, these systems have often been charged in separate charging zones, which leads to unproductive downtimes. The aim of the MHP study was to demonstrate the advantages of process-integrated charging points using inductive point charging systems such as Wiferion over conventional charging zones using a real-life optimization scenario in a medium-sized production company.

The study compared two charging strategies: a traditional variant with separate charging zones and an innovative method in which charging points were integrated directly into the production process. The result was clear: in-process charging increased the productivity of the AGV fleet by an impressive 50%. A second scenario assumed a constant throughput. Here, the fleet size was reduced by 30%, resulting in significant cost savings.

For companies, this means a significant increase in production efficiency, a drastic reduction in operating costs and optimized use of space – decisive competitive advantages in an increasingly automated environment. The simulation showed that in-process charging can save 30 m² of floor space originally blocked by charging areas and convert it into storage space. In the specific case study, a high-bay warehouse with approx. 290 m² of storage space can now be built.

With the introduction of wireless charging technology, companies can reduce their vehicle fleet, optimize the use of their resources and at the same time increase safety in the workplace by minimizing unnecessary traffic and cross-contact. The charging strategy saves 1,300 km of travel each year, avoids more than 5,000 hours of downtime due to charging breaks and prevents 10,900 cross-contacts between employees and vehicles.

“The study by MHP and PohlCon provides convincing evidence that wireless charging is not just a technological gimmick, but a real efficiency driver in modern production logistics,” says Julian Seume, Director of Wiferion – a PULS business unit, commenting the results. “Companies that implement this ground-breaking technology not only secure immediate productivity gains and cost reductions, but also position themselves as pioneers in the next wave of automation.”

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Fully-managed, End-to-end Supply Chain

Posted on by David Priestman

‘Supply Chain by Amazon’ aims to simplify seller operations, lowering costs and getting products from factories to customers more quickly and efficiently.

Since announcing its vision for an end-to-end, fully-automated set of supply-chain services that provides sellers with a complete solution to quickly and reliably move products directly from their manufacturers to customers around the world, Amazon has worked to deliver against this idea to revolutionise the supply chain landscape.

Through Supply Chain by Amazon, sellers can leverage Amazon’s advanced logistics, warehousing, distribution, fulfilment, and transportation to move products from factories to customers faster than ever before, reducing shipping times and saving sellers time, effort, and money. Hundreds of thousands of sellers already use at least one of these Supply Chain by Amazon services, with adoption of multiple services tripling in the first half of 2024. Now sellers have a fully managed option where Amazon provides forecasting and optimisation, and manages the flows between these supply chain services.

Using Supply Chain by Amazon has been transformative for Amazon seller Steve Neufer, co-founder of Juvo+, which creates high-quality products that improve people’s everyday lives. “Having Amazon partner with us on our end-to-end supply chain has been a game changer that’s great for our business,” said Neufer. “The speed and reliability of its logistics services has enabled us to keep our products in stock with less working capital while delighting customers with lightning-fast deliveries. Customers react strongly to being able to get a product same day or next day, and we see our sales conversion roughly double.”

Maximising inventory efficiency

Amazon is rapidly scaling global logistics, enabling worldwide product movement from manufacturing hubs, across borders, through customs, and arriving in destination countries. Amazon moved more than 20,000 containers globally in August. In terms of domestic logistics, the company allows sellers to book transportation at up to 25% lower cost, compared to alternatives. Domestic logistics services are now available in 19 countries, and in just the U.S., sellers have used our domestic logistics services to send 2 billion product units into our fulfilment network since this time last year.

Sellers also need low-cost warehousing to store products in bulk so they can quickly replenish them to fulfilment centres and physical stores that service customer orders and shopping. Amazon Warehousing and Distribution (AWD) offers this solution at a great value, and we’re connecting AWD with more fulfilment centres and transportation lanes to accelerate U.S. product delivery. This year has seen a quadrupling of AWD capacity in the U.S. to support explosive growth in seller demand.

Multi-Channel Distribution has been introduced (MCD) as a new feature for AWD, supporting sellers in distributing products in bulk across their sales channels. MCD significantly streamlines the supply chain process for sellers by allowing them to hold one unified inventory pool in AWD that can serve all their channels, rather than having to allocate inventory to each channel from the start – which can be costly if it turns out to be too much inventory or lead to missed sales if it’s too little. Sellers are finding that consolidating into a single pool in AWD reduces total stock needs by 20% on average – a significant capital savings – and prevents stockouts, which means sellers also drive more sales. MCD also launched the ability to do custom labelling, enabling sellers to distribute products in bulk to numerous different sales channels, including other marketplace services, wholesalers, distributors, and sellers’ own physical stores.

Introducing the fully-managed option

Amazon’s Fully-Managed Supply Chain by Amazon solution makes the supply chain more turnkey than ever before. Sellers can continue to choose which supply chain services they want to use and manage decisions on product movement on their own, or they can have Amazon automate the movement of products through these supply chain services with the fully-managed option. Sellers simply provide product details and pickup locations and Amazon oversees the rest, including carrier pickup, inventory consolidation, strategic replenishment and placement into fulfilment centres nearest to customers, and continuous analytically-driven optimisation based on demand, inventory levels, and costs. It’s as easy as pushing a button, and sellers reap the benefits of working capital gains, increased sales, and a lot less effort. When sellers use this service, they qualify for AWD integrated rates, including a 25% discount on AWD storage fees and a 15% reduction in AWD transportation and processing costs – making it an even greater value. With Amazon’s years of supply chain expertise, we can keep products in stock, at the right locations, to deliver to customers at the fastest speeds ever. For sellers, rapid delivery is a big boost to their businesses because it drives increased sales conversion, and in fact, sellers are seeing that by using the fully-managed option and having Amazon improve their delivery speed, their sales are increasing by an average of 20%.

“Becoming an expert in supply chain is not how sellers win,” said Neufer. “We win by making better products and delivering for the customer. Amazon is an expert in supply chain. Instead of shouldering every aspect of inventory, logistics, and customs, Amazon is a great partner for businesses of all sizes because they help take that on for us. This frees up time and energy to focus on elevating brands, understanding customer needs, and building great products; that’s how sellers really win.”

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Strengthening Supply Chains with Data-Driven Solutions

Posted on by Keith McKinley

Supply chains can be strengthened by using data-driven solutions, says Brian Fitzgerald (pictured), Growth Strategist at Augury.

It is no secret that today’s purpose-built AI tools can not only analyse vastly more data than they could a few years ago but synthesise it into more easily accessible forms, from graphic and narrative to speech. In recent years, AI has revolutionised manufacturing by enhancing predictive maintenance, improving quality control, and optimising supply chains. Additionally, AI facilitates data-driven decision-making, optimises energy consumption for sustainability and enables personalised and customised products.

These advancements have significantly increased efficiency, reduced costs and have improved product quality in the manufacturing industry. Augury’s recent research shows that 39% of European manufacturers already use AI to improve production health. To stay competitive in an evolving landscape, it is crucial for manufacturers to extend AI adoption to logistics and supply chain management.

Cutting costs and significant boosting sustainability

By implementing AI-driven solutions in logistics and supply chains, manufacturers can optimise machine health and maintenance practices by detecting problems long before they happen, which reduces energy consumption and minimises waste. AI can be used to identify process inefficiencies, helping to streamline operations and reduce waste, boosting sustainability and ensuring a more efficient and reliable supply chain. The primary reason? AI systems can make sense of vast and varied streams of input and draw from millions of hours of training, finding correlations and patterns between the thousands of potential data inputs in a manufacturing process that no human could ever spot.

AI can also significantly reduce manufacturing costs by optimising production processes. AI-driven solutions offer predictive maintenance and prescriptive analytics, preventing costly equipment failures and unplanned downtime by monitoring machine health and finding issues before they occur. This allows for efficient scheduling of maintenance activities and avoids mishaps such as loss of product and unexpected breakdown expenses.

Integrating AI with IoT

AI can be strategically combined with various technologies to revolutionise supply chain and logistics operations, driving substantial gains in efficiency, productivity, and quality. When integrated with IoT devices and sensors, AI can turn every manufacturing asset into a digital asset, continuously collecting and analysing massive volumes of data from across the supply chain, including from transport vehicles, warehouses, and inventory systems. This real-time data analysis enables predictive maintenance for equipment, which reduces unexpected downtime and optimises maintenance schedules, thereby ensuring smoother and more reliable logistics operations.

The synergy between AI and IoT extends to optimising supply chain management by enhancing demand forecasting, improving route planning, and streamlining inventory management. With accurate, data-driven insights, companies can better anticipate and respond to disruptions, minimise costs, and enhance overall operational efficiency. This integration not only supports cost savings and operational improvements but also provides a significant competitive advantage by enabling more agile and responsive supply chain strategies.

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