Move Drives Future Growth

NGC Logistics has joined Fortec Distribution Network – a move described by the Brackley-based transport company as integral to its drive for future growth.

The international couriers operate from a 30,000 sq ft warehouse and has a fleet of over 1,300 vehicles. Pallet distribution remains the company’s primary service offer at the Brackley warehouse and, with a £40m turnover, its substantial client base is made up of large e-commerce businesses.

As online ordering soars, general manager, James Hadley says they have already restructured and adapted, and have big ambitions to expand across the UK. “We had many reasons for joining Fortec, and with COVID changing buying habits, we were keen to push ahead with the move. The profile and demographics of e-commerce has shifted, and over 50% of our deliveries now are to private homes – pre-COVID it was around 25%. We’re already operating more efficiently as a result of our restructure, but if we are to meet our business objectives to open more service centres UK-wide, we need to drive more volume, achieve a better balance from our freights, and have the ability to deliver bigger pallets. Joining Fortec will allow us to achieve these business goals.”

James was also attracted to Fortec Distribution Network because of the shareholder opportunities now available through the wider Pall-Ex Group. He added: “We are keen to work together with likeminded haulage companies who, like us, place high quality pallet distribution at the top of their service offer and want to influence the overall running of the network. Becoming a shareholder in a leading pallet network will play a key part in our business success.”

Adrian Bradley, Manager Director of Fortec Distribution Network said: “We are delighted to welcome NGC Logistics into our network. Their whole ethos and focus on efficient, high quality pallet distribution matches everything that Fortec is about, and we can’t wait to support them in their ambitious plans to expand and thrive.”

Brexit Supply Chain Management

A provider of bespoke business services has announced the launch of a Brexit support package that will assist the management of supply chains and support companies whose staff travel to work across the EU.

Jigsaw Business Group – headquartered in the North East of England – has already in its 25 years of business carved a reputation for providing bespoke business services and transforming supply chains for global brands across Rail, Automotive, Renewables and many other STEM manufacturing Industries.

The business – over the last nine months – has applied these skills to develop a Brexit roadmap that will support manufacturing and operational locations across the EU with both supply chain management and, particularly, the movement of staff and recruitment.

This includes:
• A confirmed pool of in country EU contract staff across all 27 member countries
• An established pool of UK staff who have Frontier Worker status
• A country by country EU requirements matrix that identifies what is needed by citizens of UK Businesses to work in the EU
• Patented secure monitoring technology that allows clients to remotely see and verify, in real time, what is happening in supply chains, enabling fact driven discussion and action planning to transform the way companies collaborate and manage their supply chains.

Speaking about the company’s preparedness for Brexit, Executive Chairman of Jigsaw Business Group, Dean Stennett said: “Brexit in whatever form, will place additional administrative burdens on any UK business importing or exporting product and where staff need to work across the EU.

“Combine this with the recent impact of Covid-19, and we have witnessed a fragility to the modern supply chain like never before seen. Manufacturing businesses are now looking to design smarter, stronger and more diverse supply chains where a balance of near shoring, lower cost manufacturing, and digitization are seen as being key to building more robust supply chains and ensuring a lasting recovery. With more than 25 years’ experience supporting the management of client supply chains across the EU and Asia, Jigsaw Business Group can offer the same support to those companies now affected by the Brexit transition. We have spent more than nine months at Jigsaw Business Group preparing for all options when it comes to the end of the Brexit transition and, be it a Hard or Soft Brexit, we are making sure we can support our clients and other businesses through this transition,” added Stennett.

And, the company’s planning and innovation doesn’t stop there. The company’s recent launch of its unique patented technology – Jigsawsafe® – has seen Jigsaw Business Group take the market by storm with the first product of its type designed to support teams to collaborate remotely, gather and store data and safely enabling teams across various global locations to be onsite from their desk.

“As part of our nine-month Brexit planning we were already well underway with the development of Jigsawsafe® as part of our efforts to drive down costs, reduce response times, increase staff safety, limit carbon emissions and eliminate supply chain fragility for our clients,” Stennett continued. “Recent world events have accelerated the development of and demand for Jigsawsafe® as companies across the globe look to transform their supply chain strategies and keep their workers safe.”

Jigsaw Business Group is a leading provider of business services, delivering supply chain management, business improvement, recruitment and training and development services. The company specialises in working with clients in a range of sectors from rail, automotive and energy through to aerospace, manufacturing, engineering and retail. The business works in full accordance with all industry best practice standards including being certified to ISO9001:2015 across all its service areas.

Supply Chain Customer Cloud Migrations

Tecsys Inc., a supply chain management and omnichannel commerce software company, reports sustained performance and demand for its suite of supply chain solutions serving the healthcare, retail and third-party logistics industries. Heading into the holiday season, a notoriously busy time for supply chain organizations, Tecsys posts a seventh consecutive quarter of record revenue, buttressed by a 142% increase in SaaS revenue. Contributing to this SaaS momentum are major platform extensions and cloud migrations. The company continues to expand headcount quarter over quarter to support new business.

Among the notable bookings this quarter, Tecsys closed new business with two international automakers, one of Canada’s largest healthcare 3PLs, as well as continued booking penetration across multiple customers and industries by equipping them with the agility to adapt to a dynamic market.

“The demand for Tecsys software has proven resilient because our software makes supply chains resilient,” says Peter Brereton, president and CEO of Tecsys. “A multitude of point solutions have seen their ups and downs, but our end-to-end approach has shown vigor throughout, and continues to attract new business. Our solutions are about flexibility, which is especially important these days. New lockdown? Home delivery and curbside pickup. Retail slowdown? Micro-fulfillment and dark stores. PPE shortage? Disaster relief emergency warehouse solutions with low-training onboarding. Our customers have needed to twist and turn to keep up with the changing supply chain landscape, and we’ve been there to offer them support and resiliency.”

Brereton continues, “The exciting thing that’s happening at Tecsys is companies are realizing end-to-end supply chain agility trumps all. From retail to 3PL to healthcare, it’s not about predicting the future, it’s about being nimble enough to react to challenges and disruptions as they emerge without missing a beat. This has been our ethos for a long time, but now we’re firing on all cylinders as we flex that ‘agility’ muscle.”

New Automated Distribution Centre to Consolidate Supply Chain

RM Educational Resources Limited (RM Resources) has announced it will consolidate its supply chain. It has selected provider of warehouse automation and software company Swisslog to build a new automated distribution centre.

RM Resources is a provider of education resources for early years, primary schools and secondary schools. The business has selected Swisslog’s Tornado miniload cranes to power its new build warehouse in The East Midlands.

Together with Swisslog and the storage density of its system, RM Resources will be able to consolidate its supply chain and warehouse operations in the UK, which is currently spread across four different sites.  As part of the KUKA Group, Swisslog covers the entire automation value chain with robotic and data-driven automated solutions for forward thinking businesses. Swisslog UK’s Head of Sales, Shane Faulkner, says: “This project merges four warehouse operations together, while simultaneously allowing sufficient space for RM Resources to expand in the future.”

Transportation throughout the solution will be facilitated by Swisslog’s QuickMove conveyor. Goods will be conveyed to the Automated Storage & Retrieval System (ASRS), provided by a seven aisle Swisslog Tornado miniload solution. The ASRS will store cartons or totes double deep providing dense but rapidly accessible storage.

Automation that provides single touchpoint fulfilment

 The Tornado solution will feed ergonomic goods-to-person stations, each allowing up to six open orders to be picked at a time – facilitating an increased hit rate, improved order fulfilment time, and reduced throughput requirement in the system. With a single level pick-to layout, each goods-to-person station will benefit from one-touch fulfilment, enabling RM Resources to dramatically shorten lead times.

“Using the one-touch fulfilment concept, only one manual touch is required per order,” says Shane Faulkner. “It is becoming more and more commonplace in the market, particularly for e-commerce due to the speed and efficiency it provides in delivering to the end customer.”

Swisslog SynQ software will provide all the necessary WCS functionality, while also integrating with RM Resources’ WMS & ERP systems. SynQ will deliver greater stock accuracy, as well as increased visibility of order progress. It will also provide RM Resources operators with the ability to pick from available new stock immediately as it enters the warehouse.

Monique Louis, Managing Director at RM Resources says: “We are delighted to be progressing with our plans to consolidate our warehouse portfolio, which will deliver a number of efficiencies across the business as we move to one automated site.  We chose Swisslog because of their proven technology, and the quality of their engagement and look forward to working closely with them in the future.

Swisslog’s work on the site in East Midlands will commence in March 2021 and is due to complete at the start of 2022, to allow RM Resources to work on the curriculum line before the following school year.

Swisslog also recently completed a new distribution centre for a German retail pharmacy chain.

Manufacturers Urged to be Prepared for end to Brexit Transition

A top logistics head is urging logisticians at UK manufacturing businesses across the UK to heed advice, so they’re prepared for the new reality when the Brexit transition period comes to an end.

Chris Mills, Director of Account Management, Transportation at C.H. Robinson Europe, the multi-modal transportation platform provider, said: “Not all UK businesses are prepared for the changes the end to the transition period will bring to their customs procedures and may still wonder what it could mean for their own shipping processes. A major reason for some companies’ lack of preparedness could be attributed to Covid-19 with the pandemic demanding so much business attention that it has left little time for planning for next year.

“With just a few weeks until the transition period with the EU, time is running out. This is why we have gathered critical, up-to-date information, comparing the current trading situation to the landscape as we see it post-the end to the transition period , to help those shipping goods to the EU to stay on top of developments.”

Mills points to a number of considerations manufacturing businesses will need to be taking action on if they haven’t already. “UK firms that export to the EU will need an Economic Operators Registration and Identification (EORI) number to move goods between Great Britain and the EU. It can take up to one week to obtain one, so companies need to apply now. The UK will become a ‘third country’ when the transition period ends which will mean extra administration chores for companies that trade between the two parties. Numerous customs declarations will need to be submitted when trading with EU countries, and relevant duties may have to be paid. Failure to comply may lead to shipments being delayed or blocked.”

Mills added: “Logisticians should immediately familiarise themselves with international commercial terms and conditions, such as Incoterms 2020, which is a standardised and globally-recognised set of rules that cover costs, obligations and risks between trading partners.

Impact of VAT, customs and shipping costs

Mills also warned UK transport companies about the implications of VAT, customs and shipping costs. “The EU VAT scheme won’t be valid for a ‘third country’ and VAT will need to be paid in the UK when exporting from the EU. The final arrangements on VAT are dependent on the outcome of the negotiations. Whilst UK businesses will no longer have to collect any VAT on products sold to EU customers, which could positively lower prices, they will also no longer benefit from the EU VAT refund system. For UK businesses importing goods, VAT will be levied on imports of goods from the EU.

“When it comes to custom and shipping costs, it’s likely new customs charges and other fees could be introduced when trading between the UK and EU. If costs are passed onto EU customers, it’s important they know in advance. If they’re charged without prior warning, they can refuse to accept the goods. Businesses will then be obliged to cover customs and returns costs. These are all costs companies need to be upfront about with their customers.”

Other European shipping considerations

The UK government will be providing support to ports, airports and rail terminals to ensure sufficient infrastructure is in place. Despite this, queues and delays are likely and clearance times are likely to increase for outbound vehicles.

Warns Mills: “Under current EU law, citizens have the right to return a product within 14 days. This will no longer be mandatory next year for shipments outside the EU. Firms will need a solid strategy, so that all parties are aware of terms and conditions and of any costs that may be incurred, as offering returns won’t be as easy as they have previously been. Having such a strategy in place is very important, especially for the retail industry, since how a retailer handles the returns process influences customers’ perception of their brand. Brexit is complex and making preparations can seem overwhelming, but businesses need to plan now so they’re prepared, whatever the outcome, in January 2021.”

Covid Vaccines add to Sea and Air Freight Challenges

The news that the UK has become the first country in the world to approve the Pfizer/BioNTech coronavirus vaccine marks the welcome start of the end of the pandemic for us all. However the expected post-Covid economic rebound has thrown the global container shipping industry into turmoil and as a result is having a significant impact on sea and airfreight capacity and prices, as well as putting further strain on the UK logistics supply chain.

International supply chain specialist, Chris Evans from Colliers International, said: “The Covid-19 economic rebound and state-imposed Covid precautions have added to existing global container shipping challenges for importers and exporters, exacerbating existing port congestion issues and resulting in a worldwide shortage of empty shipping containers to support the global supply chain. In addition, the average dwell time from arrival in a destination country is increasing by approximately 50%, mostly due to changes of procedure in receiving warehouses as a response to the Covid restrictions.”

Increased volumes causing rolling congestion issues in ports globally

“The impacts of increased volume at the main container ports has created a rolling congestion problem,” continues Chris. “For example, Felixstowe (FLX) is particularly badly hit and this has spilled over to the other main container ports such as Southampton, London Gateway and inland railheads. If we throw into the mix the ongoing HGV driver shortage and the reduced efficiency at warehouses, all of this is leading to a delay and loss of efficiency for hauliers and those firms slow to adapt to the challenges of collecting boxes from the ports.

“This congestion has caused ships omit UK ports, mainly to call at Rotterdam, Antwerp and now Zeebrugge and then bring the containers across to the UK using smaller feeder vessels. This strategy is not the least bit unusual, however as a result of this, we are seeing much bigger volumes moving into the East Coast Ports, such as Teesport, Hull and Immingham, plus west coast ports such as Bristol and Liverpool.

“The owners of the highly congested FLX, Hutchison Ports, for example, have made Thamesport available for Evergreen to move their ships there for discharge. This is a temporary solution which will not be easy for Evergreen because the infrastructure in the area is poor in general. Furthermore, the Singapore-headquartered, ONE alliance has agreed to discharge one of its loops with UK bound cargoes at Zeebrugge for the whole of December and possibly into January too. Meanwhile, the 2M alliance (Maersk & MSC, the largest container lines in the world) is now discharging UK cargoes at Bremerhaven and feeding the UK boxes from there. All this is likely to cause feeder space to become tight and have a knock on effect with further congestion at the European ports.

“This shortage of containers is further exacerbated by congestion at ports such as Colombo (Sri Lanka), where over 50,000 containers are stuck. Initially, it started due to a Covid outbreak and then mushroomed very quickly due to existing congestion in the Bay of Bengal ports in countries such as Bangladesh and the Indian ports along the coast.

“Set against this background, sea-freight rates have risen rapidly because the shipping lines are very tightly managing their ship capacity, particularly on the East West trade routes, so that the trade is now dominated by three alliances and the use of ultra large containerships with 18,000 to 24,000 TEU capacity. This brings a separate set of challenges for the ports around the world, when they are used to discharging 4,000 to 5,000 containers at a time and then pick up a similar amount, with a significant number of these normally being empties.” This causing problems back in the Far East with container supply.

Vaccine roll out impacting airfreight and supply chain logistics

“Meanwhile, we are also seeing the impact of the vaccine roll out at international airports too as they prepare to begin distributing the vaccine around the world at ultra-low temperatures, and airlines are adapting cargo strategies to accommodate the vaccine, as seen with Singapore Airlines which sacrificed standard cargoes in favour of the vaccines last week. There is also an increased amount of rapid testing kits being airfreighted from Korea to Europe by Korean Air. This activity is bumping Hyundai and Kia parts off the flights, all of this will have an impact further back in the supply chain. The result of this is much higher airfreight prices and reduced capacity once again because the bulk of airfreight normally moves as belly hold cargo in passenger planes.”

What does this mean for Brexit?

“As businesses prepare for Brexit, we should expect more short sea freight to be moved via the East coast ports rather than through the traditional Channel ports such as Dover. There will be more unaccompanied trailers plus the absence of passengers (PAX ) will increase costs as these vessels become RO/RO (roll on/roll off) rather than RO/PAX (roll on/passenger). We are already seeing this happening now in Teesport and Hull. Overall, all ports will need to ensure that their Border Inspection Post (BIP) is capable of handling the foodstuffs that we typically get from the EU countries.”

Transporting Metro Train Cars

GEODIS is transporting, for the French manufacturer Alstom, the 10 metro trains for line 3 of the Hanoi metro, a total of forty railcars. A new train will leave the port of Dunkirk this weekend, aboard the containership Champs Elysées.

Manufactured at the Alstom factory in Petite-Forêt (Valenciennes), the new 4 metro cars that will leave France for Hanoi arrived at Dunkirk by road, with transport arranged, two by two by the GEODIS team, at the end of last week. They will be delivered in Hanoi in less than two months time.

The whole complex move will be spread over a nine-month period and is due to be completed by the mid of the year 2021 2021. A total of 10 shipments are planned. GEODIS Industrial Project teams are managing the end-to-end transport process from France to Vietnam through Malaysia including the loading at Alstom Valenciennes premises, oversized pre-carriage to Dunkirk, port handling, delivery to the destination site and transport engineering. The entire shipment will amount to nearly 10,000 freight tons of passenger railcars and will comprise ten full metro trains.

Johann Taccoen, GEODIS’ Deputy Regional Director, Industrial Projects in France is heavily involved in the management of the move, “This is a meticulous operation that we have been preparing for in close partnership with our customer, the manufacturer Alstom, over several months. Our aim is to ensure that the goods reach their destination safely and securely, all within a very tight timeframe. In particular, our people’s skills in achieving reliable transit times, controlling costs and maintaining safety standards are pivotal.”

The container line CMA CGM that provides the ocean transport, on behalf of GEODIS, needs to trans-ship the cargo in Port Kelang, Malaysia before continuing the journey to Haiphong, the Vietnamese port situated some 190 kilometers from Hanoi. Both the pervading Covid19 restrictions and the need for specially designed lifting equipment at all three ports constitute further challenges for the operations teams.

In Vietnam, Vu Huynh, Industrial Project Manager of GEODIS leads the delivery operation. “The on-carriage of each railcar requires a road convoy of more than 30 meters in length.” he said. “As a consequence the delivery of each metro train set involves two overnight journeys with planning for secure stopping areas and ensuring all safety and traffic impact requirements are fulfilled. Moreover, given space constraints at the Hanoi Metro Depot off-loading site, careful coordination is needed to guarantee a safe, damage-free operation.”

This large-scale project illustrates GEODIS’ ability to overcome logistical challenges together on behalf of its customers.

Unlocking the Value of Gender Equality in Supply Chains

In 2020, gender diversity is more than just a buzzword. It can be found on almost all corporate and government agendas and gender parity is seen as a hallmark of progress for modern operations. While there’s no doubt progress is being made – 33% of board members in FTSE100 companies are now made up of women – women-led businesses remain significantly underrepresented across global supply chains.

This is a loss for more than just slogans or quotas. A gender diverse supply chain impacts profits as much as it does partiality and global leaders must be more proactive if they are to reap its commercial benefits. So, where do things currently stand?

Supply chain diversity today

An estimated 35% of firms worldwide are owned or run by female entrepreneurs.[1] In the US, the number of women-owned businesses increased by 21% between 2014 and 2019, outpacing the overall growth of businesses by 11%[2]. This said, women-owned businesses account for less than 1% of global and corporate supply chains.

This is discouraging and yet organisations are increasingly waking up to the issue. A recent study by the Women’s Forum for the Economy and Society in partnership with Kearney revealed that 35% of firms across a range of industries surveyed in Europe and North America have a supplier diversity programme, and a further 18% intend to develop one within the next three years. Progress, yes, but not nearly enough. As this stands almost half of those surveyed would not have a programme in operation by 2022 of which some may take many years to start having a tangible impact. To accelerate the pace of change, the case for taking action must be made clearer.

Extending beyond CSR

The business case for diversifying supply chains is strong, but the benefits are not always realised, even by those who have been implementing programmes. At present, the primary drivers of supplier diversity are meeting CSR commitments (59%) and ‘doing the right thing’ (45%). Innovation and cost benefits feature lower on the list, but there’s no reason this should be the case.

More than one third of companies who diversify their suppliers report a positive impact on profitability, according to a report by UN Women. A further study by the benchmarking firm Hackett Group found that, on average, supplier diversity programs can add $3.6 million to the bottom line for every $1 million in procurement operation costs. Why is this the case? There are many reasons but broadly speaking, it’s quite often the case that big doesn’t always mean cheaper. Smaller businesses, which are more likely to be women-owned, can offer greater cost savings and more innovative products.

The lack of a truly competitive market means established suppliers won’t be in any rush to innovate or their scale acts as a structural constraint to change. However, if decision makers start recognising smaller but nimbler challengers – who can offer more creative solutions – in the bidding process, the market itself would grow and innovate quicker. Diversity of background brings diversity of perspectives, which can be vital to transforming male-dominated sectors like manufacturing – where only 29% of companies have supply chain diversity programmes.

Unlocking its value

With over half of organisations reporting difficulty in identifying suppliers who meet the requirements of their programme, it’s clear that gender-diverse businesses must have greater visibility. In the modern world, visibility means data. One way to amplify data is by employing technology that can put it to good use. For example, digital assessment tools are one way of benchmarking a firm’s room for improvement by enabling them to target specific areas and open opportunities for more diverse suppliers.

Of course, visibility works both ways which is why collaboration and commitment is key to unlocking the value of diverse supply chains. This starts with initiatives such as increasing the number of women at board level, to actively supporting the growth and development of suppliers with potential who might not be able to meet requirements yet.

Driving real change means developing strategies that tackle the root cause of inequalities in the supply chain and building from there. It is an industry wide effort that begins with leaders acknowledging it is the right thing to do, but then recognising that it is also so much more than that and committing to tangible actions to accelerate change.

Unlocking the Value of Gender equality in Supply Chains is Authored by Imran Dassu, Senior Partner at Kearney  and written exclusively for Logistics Business Magazine

[1] World Bank. (2018). World Development Indicators: Women and Development. World Bank World View.

[2] American Express, 2019 State of Women-Owned Businesses Report

Supply Chain Network for the Manufacturing Industry

SupplyOn, a global collaboration platform for the manufacturing industry, is celebrating its 20th anniversary. Starting in 2000 as a joint vision of the automotive suppliers Bosch, Continental, Schaeffler and ZF, SupplyOn is now a leading industry solution for cross-company collaboration in the core sectors of automotive, aerospace, railway and manufacturing. More than 100,000 companies in over 70 countries are now using the industry solution.

SupplyOn provides a comprehensive portfolio of solutions that covers all business processes at the interface between a company and its business partners such as suppliers, service providers and freight forwarders. This enables complex global supply chains to be managed efficiently, transparently and in a crisis-resistant manner. 20 years ago, SupplyOn was one of the first providers of cloud solutions for industrial applications and thus pioneered the networking of global corporations with their business partners. The comprehensive portfolio of solutions and the worldwide network was expanded in 2017 with the acquisition of Newtron and in 2018 with the acquisition of Eurolog.

“We live today in a world that is subject to permanent change, in which everything and everyone is networked and in which the economic, political and social challenges are so vast that they can only be solved jointly in an industrial initiative,” says Markus Quicken, CEO of SupplyOn AG. “To achieve this, companies must collaborate more intensively than ever before and need a platform that networks all relevant players along their supply chains simply and efficiently. This is exactly what SupplyOn has created and continuously expanded over the past 20 years, both on a functional level and in terms of global use.”

A key success factor of SupplyOn is that the solutions were developed in close cooperation with the customers from the very beginning: In councils and expert groups, the processes to be implemented are defined based on the requirements of the industry in order to create industry standards. “The introduction of new technologies such as Big Data combined with Machine Learning has made our solutions smarter,” says Dr. Stefan Brandner, CEO of SupplyOn AG. “This not only enables our customers today to have more transparency in the global supply chain, but also and above all to recognize delivery risks early on and react in a timely manner”.

SupplyOn’s outstanding performance has been confirmed by Gartner by positioning the company twice in a row – in 2018 and 2020 – as a leader in the Magic Quadrant for Multi Enterprise Supply Chain Business Networks. SupplyOn also received the 2019 Product Leadership Award in the “Digital Supply Network for Discrete Manufacturing” category from Frost & Sullivan. SupplyOn thanks its customers who believed in the vision of a global supply chain collaboration platform and thus played a key role in the company’s success. These thanks also go to the approximately 400 employees who, with their extraordinary commitment and strong focus on customer satisfaction, are continuously expanding and developing both the global corporate network and the comprehensive portfolio of solutions.

What does the Logistics World of the Future look like?

Let a futurist explain, reports Paul Hamblin. Transport management and visibility specialist Transporeon recently staged an online conference which very neatly replicated the format of the real-world version with a quirky navigation that allowed attendees to enter different rooms in a faithfully reproduced virtual ‘venue’.

Top of the bill was Richard van Hooijdonk, a trend watcher and futurist (“trend watchers explain, futurists predict” he reveals) from the Netherlands, with a 100kph patter and an undeniably hypnotic watchability. Richard grabbed attendees from the off by revealing he has had an RFID chip inserted into his wrist and hopes to have another in his brain in due course. (“They’re like tattoos – once you have one, you want another,” he announces). You’ll never need your wallet again, he promises. I’m not convinced. Not yet, anyway.

He began his presentation on the future of transport, logistics and supply chains by listing the dramatic changes wrought by COVID, such as shorter supply chains and the increasing reliance on digital innovation. If a digital product is good and can answer a need, it will grow fast, he said, giving the example of Zoom, which had 10 million users in 2019, but can boast over 300 million at the time of going to press.

The Dutchman’s key point is that all repetitive, predictable tasks will be taken over by machines and that transport will be at the heart of this revolution. Now that autonomous systems can be trained to replicate human movements, they can carry them out, essentially without the downside. The downside being that we humans are emotional and make decisions, which leads to car accidents. Van Hooijdonk confidently predicts a world in which autonomous vehicles – cars, lorries, buses – will interweave painlessly on highways powered by induction-charging from the road
itself. Smart containers will be able to switch between lorries without manual support, while self-sailing ships – he shows the example of an existing Rolls- Royce design – will in future operate
in a world without harbours as smaller autonomous vessels and drones pick up directly from those huge ships well away from ports. The same concept will apply in Distribution Centres on land.

The future of logistics transport is underground, he promises, showing delegates a vision of city-to-city hyperloop tunnels. You don’t have to look too far to find cynics concerning the actual
opportunity provided by blockchain technology, but van Hooijdonk is not among them, pointing out how Wal-Mart and IBM have trialled the complete supply chain transparency of mango fruit using blockchain technology. Every successful transport company will become a technology company, he promises. Data is the oil of technology, it joins up the dots.

Shorter supply chains are here to stay, he believes, as manufacturing migrates to the warehouse itself with the tech provided by Additive Manufacturing. In evidence he cites BMW and Mercedes already using 3D printing to produce car parts, while he offers images from the US of concrete-framed houses already built in under 24 hours and with ambitions to cut that time to six hours.
Business as usual is a thing of the past, he tells us. Change is the only constant factor and established processes prevent change. So why are businesses not more willing to change? Three reasons, he says.

First, uncertainty, which no-one likes, proven in spades by the past six months. Second, faith in existing business models because the numbers are still good. After all, he points out wryly, Kodak’s numbers were great in 2010. Five years later they were gone forever. We like expected behaviour, he argues, and that keeps us stuck in the past. “Only the paranoid survive,” said Andy Grove, founder of Intel. That means you’ve got to be able to unlearn, as Amazon shows how an entire sector can be disrupted. The answer, according to the futurist? Every company will have to part of an ecosystem. You can’t do it alone. Read the whole article here.

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