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Tag: logistics

Clark supports disaster relief operation

Posted on by David Priestman

The heavy rainfall in Germany during the summer turned small streams into raging rivers, and led to large parts of Nordrhein-Westfalen and Rheinland-Pfalz to be declared disaster areas. Since then, a wave of aid has been running throughout Germany.

Clark Europe has also helped the people in need and supported the German Technische Hilfswerk (THW) in the disaster operation at the Nürburgring. Three Clark WPio 15 electric low-lift trucks and a Clark C30D diesel forklift were sent to help load the THW’s emergency vehicles, which travelled from there to the disaster areas, with materials and helping to supply the relief workers on site.

“For us at Clark Europe, it was clear from the outset that we wanted to help the people in need as a result of the floods,” explains Karl Hielscher, Director Logistics at Clark Europe. “I immediately contacted the THW. The head of operations in charge told us that materials handling vehicles were urgently needed – to load the emergency vehicles, to supply the relief workers and to distribute the donations in kind, which are now stored in three halls. The transport of the Clark trucks to the Nürburgring was organised free of charge by our dealer in Wermelskirchen, the company Gabelstapler Finger, whom we would like to thank again at this point.”

Because of the infrastructure and location, the Grand Prix circuit at the Nürburgring became the operations centre for the aid organisations. Here are the temporary accommodations for the emergency forces. Here they are fed and vehicles and equipment are maintained. Just under 40km from Ahrweiler, the site is the ideal base camp for the state of Rheinland-Pfalz to coordinate disaster relief operations from.

More than 5,000 helpers from the THW, the fire brigade, the rescue service and the German Bundeswehr were stationed at the site. At the same time, the event centre of the Nürburgring became a collection point for relief supplies. The public’s willingness to donate was so great that the goods filled three halls.

“With the low-lift trucks provided, loading our emergency vehicles is not only faster, but our helpers’ work is also made much easier,” says a technical manager of the THW at the Nürburgring.

More freight trains between Duisburg and Milan

Posted on by Keith McKinley

Rail logistics company TX Logistik is increasing the number of round trips on the Duisburg (DE) to Segrate (IT) connection from five to six per week as of 6th September 2021 due to an increased demand for the transport of semi-trailers.

Since the completion of the Gotthard axis expansion, modern trailers with a corner height of 4m (profile P400) can be transported by rail through Switzerland without any restrictions. This has given an additional boost to demand on this route. For this reason, TX Logistik is adding a Saturday departure to its schedule in each direction, in addition to the previous departures on Mondays to Fridays.

The trains operate between the DUSS terminal Duisburg-Ruhrort Hafen and the Terminal Intermodale Milano Segrate east of Milan. The route runs along the Rhine via Zurich, through the Gotthard Tunnel, via Chiasso to Segrate and back.

The connection is operated as an open train system. Up to 34 loading units fit on one train. In addition to semi-trailers, which account for more than half of the loading units, containers, swap bodies and tank and silo units are also transported. The route is mainly used to transport consumer goods.

Jumbo automates fresh food logistics

Posted on by David Priestman

The Dutch food retailer Jumbo is realising one of the most modern automated fresh food logistics centres in Europe with Witron Logistik + Informatik GmbH. From the beginning of 2024, the 40,000 sq m facility in Nieuwegein will supply all stores in the Netherlands and Belgium with almost 2,900 different fresh items – dairy items, cheeses, meat products, tapas, salads, chilled beverages, and much more with a shelf life of at least eight days.

The central distribution centre (CDC) is designed for an initial peak picking performance of more than 850,000 pick units per day. A modular expansion for future growth is already part of the overall concept. Furthermore, additional COM robotics lines are being installed in the existing dry goods warehouse during ongoing operations.

“The expansion of our store business, the growth of online shopping, and the increase of our product range – both fresh food and dry goods – demand short response times and high process flexibility. This is where we benefit from innovative and automated logistics systems, which we can scale efficiently as our requirements grow,” explains Karel de Jong, Director Supply Chain at Jumbo Supermarkten.

In an ambient temperature range of +2°C, the Witron robotic solutions Order Picking Machinery (OPM), Car Picking System (CPS), and All-in-One Order Fulfillment (AIO) automate all material flow processes for all product groups, product sizes, and distribution channels. In the shipping area, the roll containers are consolidated and made available in a mechanised shipping buffer via stacker cranes and heavy-duty lanes – in line with the tour, in the correct sequence, and just-in-time for dispatch.

In addition to high cost-efficiency and flexibility, the logistics designers from Witron focused particularly on reduction of heavy physical processes. And it is precisely here that the use of leading edge picking and IT solutions provides significant relief. In the future, case picking onto roll containers will be handled by the OPM system with 24 COM robotics lines, in line with store requirements and without the need for personnel. An expansion to 30 COM robotics lines is already considered in the concept.

Thanks to the AIO solution, worker walking distances are reduced to a minimum despite highly dynamic piece picking processes, with tote supply and removal from the pick fronts being handled by stacker cranes and conveyor systems. Heavy and bulky products are loaded onto roll containers by the employees in a route-optimised manner – controlled via the CPS – in line with store requirements. Here, too, pallet replenishment in the pick aisles is controlled by automated stacker cranes.

All logistics areas are connected by an efficient, 14km-long conveyor network, which includes a total of 9,500 pallet store locations and more than 600,000 tote- and tray storage locations, as well as 138 stacker cranes.

As the general contractor, Witron is responsible for the design and realisation of all mechanical, IT, and control components. A Witron OnSite team ensures a permanently high system availability.

Things are going great at Jumbo. Thus, the second-largest Dutch food retailer was not only able to expand its market share to 21.5% in 2020, but also increase its sales by 15% to €9.68 billion. In addition to many stores in the Netherlands, the number of Jumbo stores in Belgium was also further expanded.

The high pace of expansion naturally has an impact on the logistics processes. Therefore, Witron Logistik + Informatik GmbH, the general contractor from Parkstein, Germany was also awarded the contract for the expansion of the National Distribution Centre (NDC) in Nieuwegein, which supplies all Jumbo customers with 14,000+ items from the dry goods assortment, in addition to the implementation of the new fresh food central warehouse.

The existing installation will be expanded by 12 additional COM robotics lines (making a total of 32 COM robotics lines) and enables store-friendly picking of 2.6 million cases per week onto roll containers by Mid-2022. With reference to the OPM area, this corresponds to almost 60% more throughput.

The entire conveyor system as well as the automated high bay warehouse, located in front of the COM machines, will also be expanded by 6,000 locations and the automated tray warehouse by 176,000 locations. The technology will be integrated into the existing building with a size of circa 45,000 sq m.

“The expansion of the logistics centre was already fully considered in the original concept phase,” explains Jack Kuypers, Senior Vice President North-West Europe at Witron. “Based on the strong growth of Jumbo and the rapidly measurable economic success of the already operational OPM system for the customer, we are realising the upgrade earlier than originally planned.

“The OPM, DPS, and CPS solutions installed at Jumbo ensure a very high store and customer service for all distribution channels. Therefore, we are proud that we could make an important contribution to Jumbo’s positive business development as a life-time partner.”

£500,000 of funding available to retrain in international trade

Posted on by David Priestman

The Institute of Export & International Trade (IOE&IT) is making £500,000 of funding available to help workers who have been furloughed, made redundant or become unemployed.

The IOE&IT is the UK’s leading professional body for those involved in international trade, and is ready to help companies with skills shortages and those facing a change in circumstances as a result of the Covid-19 pandemic.

In recognition of the end of the furlough scheme, the IOE&IT has developed a new Step into International Trade training programme.

International trade is integral to the UK’s economy and making sure that it continues to flourish will be a hugely important part of the country’s recovery from the pandemic. At the same time, since the end of the Brexit transition period, the UK is also undergoing the most significant set of revisions to its trade policy for half a century. That means that there is a need for more skilled people to work in international trade.

IOE&IT director general, Marco Forgione said: “Step into International Trade is about offering workers who have recently had a change in circumstances a chance to train for a new career path. The UK is at an historic junction in terms of its trading relationship with the rest of the world and businesses need more skilled people to work in international trade.

“We have made £500,000 available to kick start this effort and introduce new people into the jobs market. Average salaries for customs and logistics managers start between £35,000 – £40,000 and this training package is designed to help people enter this exciting field.”

Minister for Exports, Graham Stuart MP, said: “International trade is the backbone of our economy, creating better jobs and higher wages, more choice and lower prices for British consumers, and economic security and prosperity for British families.

“It’s fantastic that the Institute of Export & International Trade is launching a new training package that will help boost the nation’s trading expertise as we look to build back better from the Covid crisis. I’m pleased to note this initiative is in line with DIT’s own UK Export Academy.”

The Programme

Step into International Trade has been specifically designed for individuals whose employment status has been impacted by the Covid-19 pandemic. Staff with international trade skills are needed so that firms can adapt to new post-Brexit rules, make the most of the UK’s new trade agreements and expand into overseas markets. The programme, which will see its first course begin on the 2nd September 2021, is comprised of two steps.

  • Step into International Trade training course
  • Certificate in International Trade, Customs and Logistics

The programme will be delivered online by the IOE&IT team of customs and trade experts. The programme allows time for learners to research and read papers and articles as well as using the learning materials which will supplied online. Crucially, The Institute will also provide them with a subject specific tutor for each module who will be able to guide their learning. Interested applicants, who should be either on furlough, at risk of redundancy or have been recently made redundant, who would like to learn more and take advantage of the free starter course, should sign up here.

Marco Forgione, Director General of IOE&IT, added: “This is the perfect opportunity to forge a new career path. With 50,000 customs specialists needed to handle post-Brexit documentation let our expert trainers give you the skills you need to take your first steps into international trade.”

The Courses

First, learners will take an introductory two-day course to learn about the basics of international trade. The course will cover:

  • Opportunities in international trade
  • How and why firms import and export
  • How goods are moved across borders
  • Role of customs authorities
  • Importance of compliance with customs rules

Secondly, if, after successfully completing the two-day course, they decide a career in international trade is right for them, they can move on to take the Certificate in International Trade, Customs and Logistics, a Level 3 Qualification awarded by the Institute.

The Introduction to Trade and Customs course consists of six units:

  • Unit 1: Export documents
  • Unit 2: Getting paid
  • Unit 3: Cargo and credit insurance
  • Unit 4: Trade customs and logistics facilitators
  • Unit 5: Methods of international transport
  • Unit 6: Customs procedures and documents

Uzbekistan joins freight loyalty scheme as gateway

Posted on by David Priestman

In a boost to its global trade networks and partnerships, Uzbekistan has today joined the World Logistics Passport (WLP) as a Gateway. The signing event took place in Tashkent and was attended by H.E. Abdulla Bin Touq Al Marri, UAE Minister of Economy; H.E. Sardor Umurzakov, Deputy Prime Minister and Minister of Investment and Foreign Trade, Republic of Uzbekistan and Mahmood Ahmed Al Bastaki, Chief Operating Officer, DT World and General Manager of the WLP.

The WLP is a global, private sector-led initiative designed to smooth the flow of global trade, unlock market access and provide economic efficiencies to members. With its global presence, it is providing benefits to members such as priority handling and faster clearance – helping to reduce supply chain costs and increase trade volumes.

The WLP will bring increased traffic and revenues for Uzbekistani traders, will increase visibility of Uzbekistan to the WLP global network and will boost global connectivity. The Government of Uzbekistan will also be on hand to facilitate and support traders in Uzbekistan to register as WLP members.

With the World Bank predicting that the country’s economy will grow by 4.8% in 2021, this partnership is set to spur trade between Uzbekistan and the world. Uzbekistan is Central Asia’s largest consumer market, and a leading exporter of cherries, apricots, and carrots. With its growing economy driving domestic consumption complemented by demand for exports, the country’s trading ecosystem is set to unlock numerous benefits.

As a Gateway, Uzbekistan will be able to access the benefits of the WLP when trading via the UAE, where it joins a network of Hubs and many other Gateways that span Latin America, Asia, the Middle East, and Africa. Other countries that are part of the WLP network include India, Kazakhstan, Thailand, Brazil, Senegal, South Africa, and the UAE, amongst others.

Mahmood Ahmed Al Bastaki, Chief Operating Officer, DT World and General Manager of the WLP, said: “We are delighted to welcome Uzbekistan to the World Logistics Passport. Our program helps countries grow their economies and create jobs by boosting trade and making their products more competitive and accessible through more efficient supply chains.

“As Uzbekistan continues its export-driven economic program, traders in the country will now be able to expand and discover opportunities through our network of Hubs and Gateways across Latin America, Asia, Africa and the Middle East.”

H.E. Laziz Kudratov – First Deputy Minister of Investments and Foreign Trade of the Republic of Uzbekistan, said: “WLP membership is great news for traders and freight forwarders who will benefit from a network of multimodal trade Hubs across the global South by delivering time- and cost- efficiencies. We look forward to the development of Uzbekistan as a WLP Gateway, opening up new opportunities for the country”.

The WLP is a unique loyalty program which overcomes non-tariff trade barriers by incentivizing increased trade through more efficient and cheaper trade processes. Traders and freight forwarders get increased benefits the more they trade through member Hubs. The Benefits include cost and time savings, and faster customs clearances. Unlocking these Benefits allows nations and regions to gain access to new markets, diversify trade in existing products, and increase market shares in key export products in developing economies. As demonstrated in fully operational Hubs, traders and freight forwarders that are members of the WLP can expect to have an annual increase in trade on average of up to 5-10%. Free to join, the WLP is inclusive, covering the entire trade ecosystem from freight and logistics to trade finance.

7 steps to a successful retrofit project

Posted on by David Priestman

In this article, written by Markus Kammerhofer, Director Sales Retro, TGW Logistics Group, we look at the most important factors for a successful retrofit intralogistics project.

Promising faster delivery and establishing resilient supply chains is only possible with state-of-the art intralogistics systems. Yet anyone planning a retrofit project needs to find a competent partner and to keep a few rules in mind.

Next year will mark the 60th anniversary of the opening of the first high bay warehouse (HBW). The trailblazer was Bertelsmann’s “Book Silo,” opened in Germany in 1962. Since then, thousands of HBWs have been built and some of them have been going for decades. But whether HBWs or automated mini-load warehouses, this fact remains: after years in operation, practically no system still exists in the same form as when it first opened. Steel components may be sturdy, but IT and control elements as well as mechatronics must be regularly updated to the state of the art. And with rapidly changing product ranges, volumes and customer demands, modernisation and expansion become inevitable.

Fundamentally, retrofit activities can be divided into three subcategories: adjustments, expansions and modernisation. The first subcategory consists of measures that often need to be taken within months of a system being put into operation, so that the company can keep up with new market requirements. Expansions are particularly important for companies that experience strong growth after go-live. Regular modernisation of the control systems and IT is generally necessary every four to five years because the technology changes. The mechanical equipment often does not have to be renewed until after ten or more years.

E-commerce growth, increased automation: the rising number of intralogistics systems means growth in the retrofit market as well. TGW now handles almost five times as many retrofit projects annually as it did ten years ago. Another important driver is the system users’ increasing awareness that they can only keep up with the competition if they adapt to their customers’ needs. And those who promise shorter and shorter delivery times have no choice but to establish a resilient supply chain. Unplanned system downtimes are a nightmare for supply chain managers, and long cycle times are a clear competitive disadvantage in today’s world of high-performance logistics.

Putting off retrofitting means taking risks. For one thing, spare parts could run out or technology could become unavailable. For another, knowledge is lost over the years when, for example, the IT experts who still know how to work with the programming languages C and C++ retire. Younger software specialists often do not have such expertise. The situation is similar for controls systems.

As the speed at which technology changes continues to increase, companies are gearing up for the future. Even just upgrading the software increases functionality. A new warehouse management system enables better connectivity with other systems, such as manufacturing execution systems, supply chain management systems and enterprise resource planning systems, allowing for a more continuous data flow. The goal is to be able to exchange information along the value added chain in real time. On top of that, with increasing regularity companies are looking to integrate autonomous technologies such as automated guided vehicles or robots into their overall system. That can only yield optimal results if the system is running on state-of-the-art technology. Modern warehouse management systems also have the option of touchscreen controls.

The advantages: they are easy to use and it does not take long to train employees. This is also true of the continuous zoom option for system visualisation. These days, users can zoom in down to the system’s sensor level to find defective components, for example. Maintenance is also faster and easier after a retrofit because modern components have been integrated into the system.

Since the subject of sustainability has come to the fore in politics, society and business, it has also become one of the drivers of retrofit projects. Generally speaking, these projects are inherently sustainable investments because they not only extend the lifespan of a company’s systems but also increase the company’s efficiency. Many companies have adopted ambitious programmes aimed at long-term emission reduction. They are more conscientious than before about resources and carefully and thoroughly examine every link in their supply chain to find out where they could cut down on emissions. In doing so, they delve deep and compare things like the energy consumption of different storage and retrieval machines or conveyor system elements.

The bottom line is, companies should not debate whether or not to undertake a retrofit, but rather when and how. Of course they have to budget for it. But what is the alternative? If the competition can fulfil customer wishes faster and better, the company runs the risk of losing customers, and in this digital age the competition is often no more than a click away. For example: in the past, a user would be satisfied with one delivery containing 50 order lines. Today, that customer wants the same volume delivered to ten different places, at ten different times, just as they have come to expect from the well-known B2C platforms. The customer wants to take advantage of that flexibility in their own company too. Looking at it that way shines a different light on investing in a retrofit and the corresponding return on investment.

Once a company has recognised the need for a retrofit or an expansion, they need to find the right partner to carry it out. Over the course of its more than 50-year history, TGW has worked out the most important success factors for such projects. Alongside experienced project managers, a structured plan and a functional specification, defining the migration phases is among the important success factors for a project. Additionally, employees need to be well trained so that the people working on-site are deeply familiar with the system. Another important factor is choosing the right moment for a retrofit. There are managers who assume they can wait until their systems are approaching the breaking point before thinking about it. But they are forgetting an important aspect: the lead time for a project can be up to a year and is often even longer now due to the corona pandemic.

TGW approaches customers when their systems have reached 85 percent capacity so that specialists and the user can develop a solution together that will afford the desired benefits in good time. The experts also make sure that retrofit specialists are trained in such a way as to accumulate comprehensive know-how. Furthermore, the products used in the projects are specially designed for retrofits.

In summary, here are the seven most important success factors for a retrofit project:

  1. Consider the lead time and start early enough
  2. Choose experienced partners and project managers
  3. Develop a structured plan
  4. Integrate specially developed retrofit solutions
  5. Create a comprehensive functional specification
  6. Clearly define migration phases
  7. Intensive employee training

Markus Kammerhofer is Director Sales Retro at TGW. He holds a degree in Computer Science and has been working for TGW since 2012. In April of 2013 he took over the Retrofit Sales department, and since the autumn of 2017 he has managed the Lifetime Services Competence Center Retrofit with a view to expanding TGW’s retrofit efforts worldwide. Kammerhofer has more than 20 years of professional experience in an industrial environment. His focus is on software, processes and automation engineering.

DSV Panalpina completes acquisition of Agility Global Integrated Logistics

Posted on by David Priestman

All conditions and requirements for the acquisition of Agility’s Global Integrated Logistics business (GIL) have been met, and DSV Panalpina A/S (DSV) is now formally taking over GIL from Kuwait-based Agility. With the acquisition of GIL, DSV is becoming a global top-three player within transport and logistics and the aim is to continue to grow the business from this strong position.

Today’s expected completion of the acquisition of GIL marks an important milestone on the growth journey for DSV. Within transport and logistics, size is critical and with the acquisition DSV fortifies its position as one of the world’s largest transport and logistics companies.

“I am very pleased to welcome our new colleagues from GIL on this important day. There are many similarities when you look at our two companies both in terms of the business models and services and, not least, when we look at our shared focus on local empowerment and putting customers first. DSV and GIL simply constitute an excellent match. We will now start the integration, and, together, we are going to grow the business and bring even more value to our many customers, partners and shareholders than we do separately,” says Jens Bjørn Andersen, Group CEO, DSV.

The enterprise value of the transaction is approximately DKK 30.2 billion and the equity value approximately DKK 29.6 billion. The combination of DSV and GIL will have an expected combined pro forma revenue of approximately DKK 160 billion (based on last 12 months) and a combined workforce of 75,000 employees in more than 90 countries.

As consideration for 100 pct. of GIL, Agility receives DSV shares representing approximately 8 pct. of all post-transaction outstanding shares of DSV. This will make Agility the second largest DSV shareholder based on today’s shareholder register. After completion of the transaction, DSV has agreed to nominate an Agility representative to DSV’s Board of Directors.

Improved service offerings across all three divisions

GIL has an annual revenue of DKK 29 billion (USD 4.6 billion) with Air & Sea freight as the main contributor. This will be added to DSV’s existing global network. Moreover, the inclusion of GIL is building on DSV’s presence in both APAC and the Middle East. With 1.4 million square meters of warehousing capacity, GIL will be a strong addition to DSV Solutions, while the road freight activities in Europe and the Middle East will strengthen the DSV Road network.

“By adding the GIL network and competencies to our existing network, we improve our competitiveness across all three divisions: Air & Sea, Road and Solutions. This brings commercial synergies and cross-selling opportunities while at the same time providing our customers with an even higher service level and a one-stop-shop for logistics needs,” says Jens Bjørn Andersen.

The combined DSV and GIL business is aiming to use the strengthened position in the market to continue to grow through enhanced service offerings for customers, market-leading IT infrastructure and economies of scale.

DSV’s acquisition strategy has proven successful in both acquiring and integrating companies, most recently Swiss Panalpina in 2019 and American UTi Worldwide in 2016.

The focus on scalability remains one of the key competitive advantages in freight forwarding with significant operational and commercial benefits in a highly fragmented market.

Now the integration process of GIL can begin. The two organisations will be merged in a country-by-country process, which means that for customers and employees in many countries the coming period will be business as usual until the country-specific merger process is initiated. As has been a key focus in previous acquisitions, DSV will be approaching this integration with due respect for both organisational and individual considerations.

Despite the expected completion of the transaction today and in line with what has been agreed, regulatory clearances are pending in a limited number of jurisdictions where revenues individually and combined are insignificant compared to the combined post-completion revenue, and in each such jurisdiction completion of the acquisition and commencement of integration activities are awaiting the relevant regulatory clearance.

First data logger meets IEC standard

Posted on by Keith McKinley

The G-Log 2 data logger from Germany-based Aspion GmbH is the first shock recorder on the market to implement the continuous shock/vibration test of the European transport standard EN IEC 60721-3-2:2018 with its 2M4/2M5/2M6 classes during transportation.

This standard specifies the common environmental influences to which products may be exposed during transport in their ready-for-shipment form.

“Reliably detecting transport damage, verifying it simply and transparently according to recognised and agreed on rules in order to minimise risks and avert costs – this is no longer a pipe dream for supply chain managers and quality managers,” says Aspion Managing Director Martina Woehr. “With the implementation of transport standards in a low-cost and easy-to-use data logger, the proof of transport damage in multimodal transport becomes, for the first time, as simple and transparent as monitoring the cold chain.”

The use of an international standard improves understanding among all parties involved in transport and eliminates misunderstandings. Specialist knowledge is no longer necessary. The procedure is simple: the manufacturer classifies or tests their product according to the standard/class for integrity under normal transport conditions, usually carried out during packaging tests in testing facilities.

The data logger now monitors the transport for environmental conditions of the applied standard and directly indicates deviations in the data analysis. The result is either: the standard was complied with or it wasn’t. In the latter case, the recorded data enable experts to carry out an in-depth analysis of the exact sequence of impacting shocks or vibrations. They know that not only the amount of acceleration per axis is relevant, but also the duration of the shock or vibration.

The Aspion G-Log 2 data logger is the only device in its price class to document the course of a shock or vibration per axis in millisecond increments. This is made possible by an intelligent algorithm that ensures that the very first shock, as well as the other eight highest shocks and vibrations in the entire transport process, is available for analysis in this level of detail. All further shocks or vibrations are reliably logged by the data logger with date and time in a ring memory with their respective height and direction on all three axes.

The German specialist hopes that the use of the shock recorders will lead to more conscious handling of goods by all those involved in their transport. “Our Aspion G-Log 2 creates evidence through the transparency of the stored data, which significantly simplifies claims processing – for shippers, transporters and, last but not least, insurers,” says Woehr, adding: “With this innovation, we not only simplify the evidence in the event of a claim but also give our customers a clear competitive advantage.”

SPICT starts bulk coffee operations

Posted on by Keith McKinley

South Pacific International Container Terminal (SPICT) in Lae, Papua New Guinea recently handled its first delivery of coffee bags following the recent opening of its coffee bulking facility.

SPICT took delivery of 320 bags of green coffee beans from Monpi Coffee Exports Ltd, one of the country’s major coffee producers and the first to avail of SPICT’s newest service offering. The shipment was bound for export to Melbourne, Australia.

“We thank Monpi Coffee Exports for trusting SPICT to handle their valuable commodity,” said Robert Maxwell, SPICT chief executive officer. “After almost a year of securing the necessary permits from state regulators and consultation with coffee experts across the country, we are now ready to provide the highest level of service to PNG’s coffee industry.”

SPICT’s coffee bulking facility offers a 2,000 sq m fully equipped warehouse manned by a specialised team dedicated to coffee handling and storage operations. The warehouse is compliant with all the requirements set by Coffee Industry Corporation (CIC), which regulates the coffee industry. SPICT assures customers of readily available containers from all shipping lines, as well as zero risk of missed sailings for shipments approved by the CIC and other concerned agencies.

“Opening the coffee bulking facility is one of our major accomplishments for this year,” added Maxwell. “Having a young and capable team, along with ICTSI’s cargo-handling expertise, we look forward to helping PNG’s coffee industry grow by helping exporters capitalise on opportunities from the increasing global demand for coffee.”

Coffee production is one of PNG’s major industries and provides income to more than three million Papua New Guineans. Majority of the country’s coffee production is centred on Arabica and Robusta, and around 99.9% of PNG’s coffee is exported as green beans. The country’s coffee trade is well positioned to benefit from new market opportunities.

SPICT enjoys exceptional connectivity with the Morobe and the Highlands region, which accounts for more than 90% of the country’s coffee production. A key trade facilitator and the largest container handling facility in PNG, SPICT continues to set the standard for port operations in the country and looks to establish itself as the premiere gateway for PNG’s coffee trade.

Etihad Cargo and CargoAi agree global partnership

Posted on by David Priestman

Etihad Cargo, the cargo and logistics arm of Abu Dhabi’s Etihad Aviation Group, and CargoAi, the SaaS application which provides air cargo digital solutions, have partnered to elevate the carrier’s API accessibility for freight forwarders as part of its digitalisation strategy.

During the past few years, Etihad Cargo has accelerated its development of technology advancements which have provided simplified customer experiences through a number of partnerships. This has culminated in the launch of its brand new digital platform, etihadcargo.com. Its latest collaboration with CargoAi will further enhance this through the provision of brand-new API accessibility for freight forwarders the world over.

“Digitalisation has been at the core of Etihad Cargo’s strategy over the last three to five years, and continues to be a focus in driving digitalisation and streamlining processes across the air freight world,” explained Martin Drew, Senior Vice President Sales & Cargo, Etihad Aviation Group. “Our partnership with CargoAi supports this vision, and provides an additional tool which delivers a rapid and fluid digital booking services platform.”

Matthieu Petot, CEO of CargoAi, noted: “Etihad Cargo is a cutting-edge, highly innovative carrier in the field of digital air freight. We are fortunate to have the chance to be the first provider to use their latest modern APIs. As cargo capacities worldwide are still restricted, e-marketing the Etihad Cargo offer on our platform is clearly a major opportunity for our freight forwarder clients.”

With CargoAi’s expertise in the areas of air freight and tech, integration is taking place at a record pace. By the beginning of August 2021, all aspects of the company’s offer of capacity – including rates, schedules, quotations and bookings – will be available via the platform. The unique Business Intelligence solution will for its part provide access to live data with staggering simplicity.

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