SCD Journal

w w w. s u p p l yc h ai n d ig i t al .
c o m
J u n e 2014
Inside COCA-COLAs
SUPPLY CHAIN
TOP 10
Global Ports
Warehousing
Internal Supply Chains
Technology
Cloud to the Rescue
IN THIS ISSUE
6
Boss of
the Month
Logistics
16
SC Management
22
Procurement
28
Technology
36
Top 10
EDITORS COMMENT
The business
behind the bottle
E V E R W O N D E R E D H O W O N E of the biggest
global brands manages its supply chain? Wonder no

more.
For our cover story this month we have Wendy
Manning, Coca Cola Enterprises Vice President
Customer Services, explain how the market leader in
the FMCG category across Europe delivers more than
600 million cases of products to retailers every year,
sold to over 170 million consumers.
The company run some of the fastest production
lines in the world and provide shelf-ready packaging
so product can go from site to store within 48 hours.
Following on from this, Andy Simpson of Warrant
Group talks us through the subject of internal supply
chains, as opposed to outsourcing.
Business management software is another key
area when considering the controlling and delivery of
goods. In this respect, Enterprise Resource Planning is
covered in our article with Pete Daffern, who believes
true cloud ERP creates a frictionless enterprise
regardless of the size of the organisation.
We also take a closer look at the top Procurement
Apps currently on the market today, where leading
ERP providers are jumping ahead of the industry curve
with an array of industry-changing solutions.
Not forgetting our entertaining and informative list of
the Top 10 Global Ports companies
either; the figures involved are
enormous.
Have a good read!
Sheree Hanna
Editor
sheree.hanna@wdmgroup.com
3
CONTENTS
FEATURES
This months issue of Supply Chain Digital certainly has

some bottle as we focus on Coca-Cola Enterprises!
28
Technology
Tackling supply chain
risk through cloud
adoption
TOP 10
Global Ports
Logistics
Coca-Cola Enterprises:
The business behind the
bottle: delivering value
through our supply chain
16
Supplychain
Management
Challenges and issues
surrounding internal
supply chains
22
Procurement
Top procurement
apps for supply chain
professionals
36
5
CONTENTS
46
Freight Management
96
00
C.R. England
Company
name
Associations of Canada
COMPANY PROFILES
CANADA
EUROPE
46 Freight Management
Associations of Canada
116 Costa Express
USA
58 Missouri Dump Truck
Association
68 Texas Tire Dealers
Association
76 Specialized Carriers
and Rigging Association
88 BTX
96 C.R. England
BRAZIL
104 Ativa Logstica
June 2014
128 HP PPS Logistics

EMEA
AFRICA
144 Freightmore
104
Ativa Logstica
152 UTi Zimbabwe

162 ALE
AUSTRALIA
128
HP PPS Logistics
xx Genesee & Wyoming

Australia Pty Ltd
xx Freight Specialists
EMEA
116
Costa Express
152
UTi Zimbabwe
162
ALE
144
Freightmore
7
LOGISTICS
The busine
the bottle: d
through our s
Wendy Manning
of Customer
Coca-Cola Ente
discusses how t
changing the w
bottles and distri
W R I T T E N B Y: W
June 2014
ess behind
delivering value
supply chain
g, Vice President
r Services at
erprises (CCE),
the company is
way the industry
ibutes beverages
E N DY MAN N I N G
LOGISTICS
FOOD AND DRINK is one of
Europes largest manufacturing
sectors, yet the uncertain economic
conditions are set to continue
impacting the sector. In a highly
competitive retail market with
challenging macroeconomic
dynamics, a flexible, high-performing
supply chain is in a pivotal position to
drive true competitive advantage in the
food and drink sector.
At CCE, we manufacture and
distribute Coca-Cola products in eight
territories across Western Europe,
delivering more than 600 million cases
of product to retailers every year,
which are sold to over 170 million
consumers. Coca-Cola may be a
global, iconic brand but we are a local
business with almost 95 percent of our
drinks being made in the country in
which theyre sold.
Our 166-person strong logistics
team provides exceptional day-to-day
operational support seven days a
week, 364 days a year and ensuring
on-shelf availability, which is crucial
to deliver competitive advantage.
The commitment and passion of our
people is just one reason why weve
consistently been rated as the number
one or number two supplier by our
10
June 2014
Production line at Wakefield

customers.
Running some of the fastest soft
drinks production lines in the world
helps, too! Today, were able to get
product from site to store within 48
hours. This level of agility is key to
retailers who want a supply chain that
is capable of flexing up or down at a
days notice.
Our production systems across
THE BUSINESS BEHIND THE BOTTLE
Automated warehouse, Wakefield
We continually invest
in new technology to
ensure best in class
manufacturing sites
and will spend no less
than 215 million in our
operations across Europe
in 2014
17 sites are networked to allow us

to raise or lower capacity, allowing
us to meet demand peaks by flexing
up production at several sites if
needed. We continually invest in new
technology to ensure best-in-class
manufacturing sites and will spend no
less than 215 million in our operations
across Europe in 2014.
For instance weve just opened a
11
LOGISTICS
Wakefield site and production line (right)

new 20 million Automatic Storage &
Retrieval System at our distribution
centre in Dongen, The Netherlands.
The new facility is designed to hold
and automatically move pallets of
bottles and cans enabling us to
more efficiently serve the needs of our
customers, as well as to maximise the
cargo space used in trucks.
It has an available storage space of
around 18,000 pallets, representing
approximately 745 trucks. We just
12
June 2014
introduced a similar system in our

production facility in Wakefield, a 30
million investment.
We believe its especially important
that we stay close to our customers,
genuinely understand their business,
and promote closer collaboration to
deliver longer-term value. In 2012,
we pioneered a unique 12-month job
swap between rising stars of CCE
and one of our customers, Tesco.
Not only did this add value to the
13
LOGISTICS
Job swap with Tesco

careers of the individuals involved,
but it also proved an effective means
for sharing knowledge and insight
between the businesses, helping to
align strategies and develop plans to
drive sales.
Importantly, the supply chain
also plays a key role in driving our
companys sustainability agenda
by delivering real change in carbon
efficiency, water usage and
sustainable packaging and recycling.
Were working hard to reduce our
impact on the environment , and by
14
June 2014
In 2012, we pioneered
a unique 12-month job
swap between rising
stars of CCE and one of
our customers, Tesco
extension our customers impact
as well, which is key to long-term
business success.
At CCE, we aim to reduce the
carbon footprint of our drinks by a third
by 2020. We have already delivered a
https://image-store.slidesharecdn.com/
b1142a3c-d159-11e3-af8e-12313b090d61-original.
png
CCE works hard to reduce its carbon footprint

15 percent reduction in our operational
carbon footprint since 2007, and
reduced our water usage ratio per litre
of product by 13 percent to 1.4 litres.
Measuring customer feedback is
the final piece in the puzzle, and key
to ensuring any supply chain meets
its customers needs. I am proud
of our record in this area and the
collaboration work that supports these
results every day, bringing to life our
service proposition and customercentric thinking.
15
S U P P LY C H A I N M A N A G E M E N T
Challenges
and issues
surrounding
internal supply
chains
All angles are covered regarding
the benefits of the internal supply
chain in this article by Andy
Simpson, Supply Chain Director
of Warrant Group
WHEN DEBATING AND
deliberating internal supply chain
strategy it has both logical and cast
iron processes ingrained in its DNA.
But in reality, actual delivery of a
trouble free Internal supply chain is in
fact a monumental task. In the modern
arena, operations are becoming
16
June 2014
more sophisticated but increasingly

vulnerable to a range of issues that
create difficult challenges.
External supply chain trends like
lean manufacturing, just in time
inventory, reduced product lifecycles,
outsourcing and vendor consolidation
have all gained weight and merit
but they have also introduced

complexities within an internal supply
chain.
Outsourcing external supply chains
may yield improved efficiencies
and reduced costs but one could
argue the benefits associated with
that statement can be achieved by
optimising internal capabilities.

In essence - remove issues and
improve shared goals, deliver a robust
systems platform that complements
core competencies (ERP), realise
greater co-operation and ultimately
increase collaboration between
internal stakeholders.
17
SUPPLY CHAIN MANAGEMENT
In my experience as a supply
chain practitioner and observing
businesses internal mechanics,
focus is concentrated on external
integration or delivery of best in class
practices. Particularly when internal
supply chains albeit as a common
theme are not cohesive, with missed
opportunities and confusion on
strategic and holistic priorities.
Internal supply chains are still
managed in isolation often working
against each other without any
definition of thinking beyond these
boundaries.
Piecemeal solutions and one off
initiatives are no longer considered a
viable option to improve an internal
supply chain. Issues are wide and
varied and there is a degree of service
impact and event correlation between
all identifiers that are highlighted
below:
We can categorise internal supply
chain issues as: ethos; development;
sourcing; systems; finance; human
resources; legal; culture; value stream;
uncertainty; busy and quality. Within
these categories there is many related
issues and challenges specific to the
category.
Supply chain resilience requires
18
June 2014
Sales team discuss anticipated sales.
I N T E R N A L S U P P LY C H A I N S
.
a laser focused approach to
re-invigorate internal supply chains.
Simplicity is the key in order to create
certainty, encourage cross-functional
agreement and cement buy in, on
control, collaboration, and flexibility.
Successful internal supply chains
regard two core principles as integral
to moving forward: Cross functional
integration and internal integration.
The former sees co-ordination and
support to reduce cost and maximise
19
SUPPLY CHAIN MANAGEMENT
SMEs can be better

served utilising
external Supply Chain
functionality.
20
June 2014
I N T E R N A L S U P P LY C H A I N S
benefit and internal integration means

system platforms are joined up to drive
efficiency and productivity.
Post risk assessment and issue
evaluation, a matrix analysis should
be published to promote clear
unambiguous priorities and goals, in
order that internal supply chains can
be effectively measured.
Scale, scope, size and capacity
within an organisation can also
determine how well internal supply
chains are managed. For example
SME (Small to Medium Enterprises)
can be better served utilising external
supply chain functionality, but
SME (Small to Medium

Enterprises) can be
better served utilising
external supply chain
functionality, but larger
organisations must
balance a business
wide complementary
internal strategy that
is both effective and
deliverable
larger organisations must balance a

business wide complementary internal
strategy that is both effective and
deliverable.
External capabilities can then
be seamlessly integrated and
complement the overall supply chain.
The author Andy Simpson is
Supply Chain Director at Warrant
Group, he has guest lecturer status
at the University of Manchester for
Msc Fashion Buying and Marketing
students and is on the prestigious
speaker list at the 2014 International
Festival of Business.
21
PROCUREMENT
Top
Procurement
Apps for
Supply Chain
Professionals
While businesses toy with the
idea of developing their own
procurement software, the
leading ERP providers are
already jumping ahead of the
industry curve with an array of
industry-changing solutions
W R I T T E N B Y: M A T T H E W S T A F F
22
June 2014
23
PROCUREMENT
THE ROLE OF technology within
supply chain has come on leaps and
bounds in recent years with the levels
of efficiency and accuracy being
promoted by logistics companies a
key element in attracting potential
clients.
For the manufacturers and retailers
at the other end of the spectrum
though, the technology being used
in their internal supply chains is
having to become equally refined and
never more so than throughout the
procurement process.
Like much of the business world,
mobile applications are offering a
flexibility and immediacy unrivalled
by traditional methods, and as the
demand for these apps become more
necessary, the solutions providers are
becoming embroiled in a classic tech
tussle for market saturation.
Despite being relatively expensive,
procurement apps offer the ability to
monitor, evaluate and easily upgrade
existing supply chain operations, at a
much more rapid rate, and with less
room for error.
This is subsequently making
it neglectful of companies to not
employ an effective and up-to-date
procurement management system,
24
June 2014
whether its internally developed, or,

more often than not, thanks to one of
the industrys most renowned tech
exponents.
Leading exponents
To produce a competitive electronic
procurement system, the minimum
components required must comprise
selection and ordering functionality,

purchase order capabilities, and both
billing and spend data.
The following examples have gone
the extra mile in distancing themselves
from the competition though, via a mix
of technological innovation and a heavy
focus on relationship management
despite the automated platform.
P R O C U R E M E N T A P P S F O R S U P P LY C H A I N P R O F E S S I O N A L S
SAPs SCM apps are the best in the business

SAP is one of the most renowned
ERP and internal software providers,
and as such, it should come as
no surprise that its Supply Chain
Management procurement solution is
up there with the best in the business,
and can be tested and deployed on
the clients premises to aid ease of
installation, even before its specialist
spend management and e-sourcing

functions take hold.
Epicor is similarly synonymous
with providing the best in software
management systems and its supply
chain management ERP system aids
the decision making process within
procurement, as well as carrying out
the actual purchases.
25
PROCUREMENT
Puridiom is a leader in procure-to-pay software

Providing a more internationally
relevant system, Puridiom is a leader in
procure-to-pay software and appeals
specifically to the larger multinational
organisations through its numerous
currency and language settings.
At the other end of the spectrum,
representing smaller businesses,
iTracker Hosted 3PL by Traker
Systems has been designed with
adaptability in mind, integrating
into existing accounting solutions
26
June 2014
while also supporting a variety of

warehousing systems.
Boasting at least one differentiator
among the offering seems to be
a pivotal step towards success in
the market, and AMT, Fishbowl
and 3PL Central have all similarly
received critical acclaim as a result
of their financial management and
forecasting, advanced inventory
control and warehouse management
systems respectively.
P R O C U R E M E N T A P P S F O R S U P P LY C H A I N P R O F E S S I O N A L S
Returns on investment
A key theme throughout many of the
leading procurement app providers
is the option of having the technology
installed onsite, inevitably presenting
more costs, but still becoming a
favourable option to businesses
without the R&D facilities to produce
their own in-house system.
However, recent research carried
out by AnyPresence suggests that
over the coming year, more and
more businesses will opt for custom
development to make the end solution
more niche and unique to their own
needs.
For the time being though, the
majority are still opting to turn to a 3PL
or private cloud provider.
Whatever the angle taken, the rise

of procurement apps will undoubtedly
continue, with the strive for a
significant differentiator inevitably
becoming more important as more
businesses increase their demands
for what should be included as part of
these systems.
However, with the development
stage of each app approximately
listed at around three months and with
the cost of development anywhere
up to $50,000 the guarantee that a
business will be able to get returns on
their investment in each case may well
result in the established, reliable elite
in internal software strengthening their
stranglehold on the trend.
Puridiom is a leader
in procure-to-pay
software and appeals
specifically to the
larger multinational
organisations through
its numerous currency
and language settings
27
TECHNOLOGY
TACKLING
SUPPLY
CHAIN RISK
THROUGH
CLOUD
ADOPTION
Pete Daffern, President of EMEA and
Executive VP of Verticals from NetSuite,
addresses issues around disruptions to
the supply chain and how the cloud can
help solve these problems
W R I T T E N B Y: P E T E D A F F E R N , N E T S U I T E .
(E D ITE D BY SA M J E R MY)
28
June 2014
29
TECHNOLOGY
CLOUD ADOPTION IS a hot topic

in the industry at the moment with
many businesses discussing if the
cloud is key or whether maintaining
current on-premises systems will
suffice.
Whilst a large amount of
organisations have made the leap,
a number of businesses are holding
back, cautious around issues such
as security and privacy. According to
a white paper by Frost and Sullivan
however, manufacturing businesses
can undoubtedly reduce risk through
cloud adoption.
As any business leader in
manufacturing, distribution and
logistics understands, a streamlined
supply chain is key for business
success. Disruptions to one process
can cause collateral damage
throughout the entire business,
30
June 2014
as supply chains have grown in

complexity. Managing these risks has
grown increasingly difficult. Cloud
adoption is undoubtedly a way to
alleviate the pressures this can cause.
Major developments
There are two major developments in
the development of the supply chain.
Firstly is the heavily distributed nature
of the modern supply chain which
takes advantage of the free movement
of goods and capital.
This enables businesses to move
manufacturing to low-cost countries
across Asia Pacific including China,
Thailand, the Philippines and Vietnam.
The second is the adoption oflean
manufacturingtechniques, which
increases how flexible and responsive
production can be depending on
demand.
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
Such disruptions affected the supply chain in

more ways than one not only were factories
and facilities affected, but the IT systems in those
facilities stopped running when disaster struck
ERP vunerable to disruption
31
TECHNOLOGY
Cloud computing offers a way for

companies to reduce risks from on
the ground emergencies and gives
their employees continued access
to important applications and data
over the Internet
Increasing efficiency
The nature of the modern supply chain
and adoption of lean manufacturing,
while creating major efficiencies and
cost savings, mean that organisations
often have to rely heavily on IT
systems to manage the complexity.
This involves using interconnected
enterprise resource planning (ERP)
solutions to track goods as they move
through the supply chain, ensuring
operational information is stored in a
centralised data silo.
But these systems themselves are
vulnerable to disruptions. Significant
32
June 2014
business disruptions can be caused

by anything from earthquakes,
transport strikes and even public
holidays. Such disruptions affected
the supply chain in more ways than
one - not only were factories and
facilities affected, but the IT systems in
those facilities stopped running when
disaster struck.
Benefits of the cloud
Cloud computing offers a way for
companies to reduce risks from
on-the-ground emergencies and gives
their employees continued access to
important applications and data over

the Internet, from almost any location,
in case of a disaster. Services can be
provisioned and processes moved in a
quick, flexible and scalable manner, to
any location in the world.
Frost & Sullivans study, based on
a survey of around 200 IT decisionmakers in manufacturing, distribution
and logistics across Asia Pacific
found 26 percent of respondents had
experienced significant disruptions
to their IT systems in the past. Some
65 percent of respondents believed
this damage could have been reduced
26%
of respondents had experienced

significant disruptions to their
IT systems in the past
65%
of respondents believed that

this damage could have been
reduced if they have accessed
the cloud for their IT applications
33
TECHNOLOGY
True cloud vendors almost always offer

much better scalability and reliability
coming from organisations that are
better funded and more reliable than
other vendors, many of which are
operating on outdated business models
if they have accessed

the cloud for their IT
applications.
The study also found
that 47 percent of these
IT decision makers are
now using cloud-based
applications as a low-cost solution to
respond to supply chain risks such
as disasters and sudden changes in
market conditions.
Possible cloud solution
True cloud ERP creates a frictionless
enterprise regardless of the size
34
June 2014
of the organisation. This

enables businesses to lay the
foundation for rapid growth
as well as enabling larger
corporates to keep up with the
pace of change or expand into
new global markets. This normally
cannot be achieved by those vendors
that developed solutions pre-internet
and are now attempting to rebrand
these pre-internet ERP offerings as
hosted cloud solutions that arent able
to meet the demands of customers.
The bottom line is a true cloud ERP
system such as NetSuite should save
an enterprise hundreds of thousands

of dollars in up-front costs and annual
maintenance, all while enabling you to
streamline your business.
True cloud vendors almost always
offer much better scalability and
reliability coming from organisations
that are better funded and more
reliable than other vendors, many
of which are operating on outdated
business models. A true cloud
provider should be profitable,
transparent and able to demonstrate
longevity and stability in all areas of
the supply chain and your business.
NETSUITE A TRUE
CLOUD ERP SYSTEM
Research calculations show NetSuite
as fastest growing top 10 financial
management system globally.*
*Calculations performed by NetSuite with data from

Gartner report, Market Share: All Software Markets,
Worldwide, 2013, published on March 28, 2014.
35
TOP 10
TOP10
Global Ports
Supply Chain Digital ranks the worlds ten

largest seaports, but who is number one?
Written by: Sam Jermy
37
TOP 10
The prestigious title of being the worlds biggest or busiest

seaport has always been contested between numerous ports
over the years due the cumbersome task of working out how
a port is bigger or more busy than another.
09
10
Port of Felixstowe,
England
It may come as a slight surprise to

see Felixstowe on the list, but it is
the UKs largest container port and
deals with nearly half of Britains
containerised trade. Work has also
started on expanding berth 9, so
Felixstowe could move up future
lists.
www.portoffelixstowe.co.uk
38
June 2014
Port of Mombasa,
Kenya
This seaport serves as a gateway

to eastern African countries such
as Uganda, Rwanda, Burundi,
DRC, and Southern Sudan. Port of
Mombasa encompasses Kilindini
Harbour and Port Reitz on the
eastern side of the Mombasa
Island and the Old Port and Port
Tudor to the north. Facilities
include 16 deep water berths and
two oil terminals.
www.kpa.co.ke
GLOBAL PORTS
07
Port of Hamburg,
Germany
The Port of Hamburg managed

to achieve above-average growth
rates both in cargo-handling
operations overall and in container
traffic last year. Strategically
placed 110km from the North Sea
and with a total handling volume
of 140m tonnes, Hamburg is set to
further increase its market share in
Europe.
www.hamburg-port-authority.de
08
Port of Busan,
South Korea
The Busan Port Authority (BPA)

has only been running the Port of
Busan for a decade, but in that
time the port has developed into
one of the worlds leading ports.
Busan handled over 17 million
containers in 2012 alone.
www.busanpa.com
39
TOP 10
05
Port of South
Louisiana, USA
Sprawled a staggering 54 miles

along the Mississippi River, the
Port of South Louisiana is the
largest tonnage port district in the
western hemisphere. The largest
port in the United States sees over
4,000 ocean-going vessels and
55,000 barges call there each year.
www.portsl.com
06
Port of Santos,
Brazil
This Brazilian facility is the busiest

container port in Latin America
and therefore vital for the export
of goods from the continent.
For example, the Port of Santos
exported 12.8 million tonnes of
sugar in the first eight months of
2013 alone.
www.portodesantos.com.br
40
June 2014
GLOBAL PORTS
03
Port of Rotterdam,
Holland
The Port of Rotterdam used to

have the title of worlds busiest in
terms of cargo tonnage, but it was
overtaken by Far East counterparts in recent years. It is still by
far the biggest seaport in Europe
though: the 40 kilometre facility
deals with an annual throughput of
450 million tonnes of cargo a year.
www.nbport.com.cn
04
Port of NingboZhoushan, China
The port has remained the second

in cargo throughput in China and
has 309 productive berths. The
rapid development of NingboZhoushan has also seen throughput capacity and cargo throughput
all surpass 100 million tonnes. This
huge port is also set to expand
further in the coming years.
www.nbport.com.cn
41
GLOBAL PORTS
02
Port of Singapore,
Singapore
Accounting for one-seventh of the

worlds container transhipment
throughput and having handled
32.24 million TEUs of containers, the Port of Singapore is truly
giant. Also one of the globes largest refrigerated container ports,
Singapore is connected to more
than 600 other ports around the
world.
www.mpa.gov.sg
43
TOP 10
01
Port of Shanghai,
China
Shanghais seaport covers the size

of 470 football pitches and handled
more than 736 million tonnes of
cargo in one year, making it the
busiest port in the world. This
has in no small part helped China
leapfrog the US and become the
worlds largest trading nation.
Based at the gateway of the East
China Sea, where the Yangtze
River known as the Golden Waterway flows into sea, Shanghai holds
a vital location for foreign trade.
In fact, the annual import and
export trade throughout Shanghai
accounts for a quarter of Chinas
foreign trade in terms of value.
With Shanghais increasing
expansion and Chinas breakneck
economic growth, the port is set
to remain at the top of the list and
keep the title of being the worlds
largest and busiest port.
www.portshanghai.com.cn
44
June 2014
GLOBAL PORTS
45
Freight Management
Association of Canada
The National Voice of the Shi
Written by Kelsey Lemieux Produced by Joshua Luterman
ipper
47
Shaft 13B - Rouge Bank Drive and Box Grove Bypass

- Preparing Shaft Walls for Concrete - April 2014
CANADA
he Freight Management
Association of Canada
(FMA), The National Voice
of the Shipper, has represented
the interests of the Canadian
shipper community to all levels
of government, international
agencies, carrier groups and
other stakeholders continuously
since 1916. It is the only national
industry association that
focuses specifically on freight
transportation issues.
FMAs 100+ member companies
are in the agriculture, food
processing, mining, forest products,
chemical, fertilizer, manufacturing
and retail industries, both large
and small, from all regions of the
country and the U.S. FMA member
companies contribute more than
$100 billion annually to the Canadian
economy and purchase more than
$4 billion in freight services by truck,
rail, marine and airfreight.
FMA is a strong voice with
government on policy, legislation
and regulation and is a leader in
providing current information about
freight transportation to media and
other stakeholders. The Association
also provides networking
opportunities and information

dissemination to help Canadian
businesses remain competitive
through cost-effective, safe and
efficient transportation systems.
Well take a look back to reflect
back on the conditions that existed
to cause traffic people to come
together to create the organization
that is now called the FMA.
In 1916, the First World War was in
full swing and Canada was heavily
involved in the war effort in many
ways. Canadian industry was
geared up to produce munitions and
other war supplies and a particular
challenge was to move these
vitally needed goods to the front in
Europe. The railways were being
stretched to move goods to east
coast ports and availability of ocean
shipping was also an issue. Car
supply, freight claims, and railway
tariffs were of particular concern.
The Canadian government was
becoming increasingly concerned
about the freight situation and
strongly encouraged the railways
to coordinate their activities to
support the war effort which led to
the creation in 1917 of the Canadian
Railway War Board, the forerunner of
w w w. c i t a - a c t i . c a / e n / h o m e
49
F R E I G H T M A N A G E M E N T A S S O C I AT I O N O F C A N A D A
Connection Chamber - Valley Farm Road and Finch Avenue Existing Trunk at Connection Chamber - April, 2014
the Railway Association of Canada.

With this background, a meeting
was convened in the evening of
October 25, 1916 in Room 1404
of the Traders Bank Building at
67 Yonge Street, Toronto for the
purpose of organizing the Canadian
Traffic League. There were eighteen
people (all male) present at this
founding meeting representing a
number of companies in the Toronto
area, and also one association:
the Canadian Manufacturers
Association.
It is instructive to look at the
50
June 2014
names of the seventeen founding

companies. Twelve of those Freight
Management Association of Canada
s have disappeared over time;
the Russell Motor Car Company
Ltd. and the Gutta Percha Rubber
Ltd., a brand of tires that has since
disappeared. Some are still going
strong like Grand & Toy Ltd. and
Goodyear Tire & Rubber Ltd. One
of the charter members was Lever
Brothers Limited, and Unilever
remains a member of FMA to this day.
The chairman of this first
meeting was Mr. W.C. Thompson
CANADA
of Goodyear Tire and he was

subsequently confirmed as the first
President of the Canadian Traffic
League. A constitution was adopted
at this meeting and the annual fee
for members was set at $5.00.
The objective of the League was
set out as follows:
The object of the League shall be
to promote a better understanding
of transportation matters by the
interchange of ideas, the discussion
of questions of mutual interest and
importance, and the presentation
of the results of such conference
to the proper parties, thus bringing

about better transportation
conditions generally.
When the League began, it
scheduled monthly meetings in the
evenings. This was before the era of
TV and other electronic diversions
and so these sessions were not only
business, but appear to have been at
least partly pleasure with an indication
that there were usually refreshments
involved after the business meetings.
Most of the early consideration
was with railway transport as rail
and marine were the only significant
51
Connection Chamber - Valley Farm Road and Finch Avenue - View

of Existing Trunk Sewer - April, 2014
modes of transport at that time. It

is interesting to compare the railway
topics under discussion in 1916 with
those currently under consideration.
On-time delivery was a problem
then and remains a problem today.
On February 5, 1919, the League
passed a resolution asking members
to tabulate any excessive delays
experienced to their traffic over (a
three week period) the idea being
to subsequently send a statement
to the chief traffic and operating
officials of the interested railways
with the idea of bringing about an
improved service.
Shippers were also having
52
June 2014
problems obtaining up-todate tariffs in a timely manner.

Demurrage rates were supposed
to be reduced after the wars end
and in the February 5th minutes it
is recorded: It was stated certain
of the railways apparently were after
every cent they could collect, without
regard to the conditions prevailing.
There is considerable discussion
today about the growth of ancillary
charges for a variety of items
from fuel to currency to border
related charges. Also in 1919, the
government imposed a charge on
the preparation of certain export
documents by Customs. The charge
CANADA
Shaft 7 - Altona Road - A2 TBM Cutterhead in Shaft 7 - April, 2014
could be either 10 cents or 20 cents,

depending on the circumstances.
The CPR issued a circular indicating
they would charge comparable
amounts if they had to prepare the
documents. The League minutes
go on to state: When pointed
out to the CPR that under certain
circumstances no payment was
due the Customs, they replied
the charge of 20 cents had been
imposed by the Canadian Freight
Association (the railway industry
tariff bureau) but this toll had never
been published.
When these men started the
Canadian Traffic League, they
were, of course interested in the

problems of the day, but they started
something that was of value to
Canadian industry then and is of
more value to Canadian industry
today. In 1916, rail and shipping
were the only significant modes.
Today trucking, airfreight, and intermodal are available to supply chain
officials and all of these options
require knowledge to use effectively
and vigilance to ensure that the
law-makers, regulators, and the
carriers understand the needs of
the shipper community. The current
environment for FMA members is
at least as challenging as it was for
53
League members in 1916, but as the
first constitution stated, FMA will
continue to work to bring about
better transportation conditions
generally.
Today, FMA:
Promotes legislation through
advocacy, which reflects the
transportation and distribution
needs of our member companies;
Addresses common concerns
with stakeholders at the federal and
provincial levels and with the carrier
community;
Offers access to a network of
54
June 2014
logistics practitioners for best

practice sharing;
Enhances the knowledge of
transportation and distribution
practitioners in regulatory
compliance and other aspects of
logistics through member briefing
sessions and seminars;
Provides a central resource base
for transportation-related inquiries.
FMA also chairs the Coalition of
Rail Shippers, a coalition of industry
associations whose member
companies represent over 80%
of the Canadian revenues of CN
and CPR. FMA is the Canadian
CANADA
member of the Global Shippers

Forum (GSF), the world group of
shipper associations, and through
the GSF is able to stay abreast of
international shipper issues primarily
related to ocean shipping and
air freight. These coalitions and
relationships extend FMAs reach
and influence.
FMA membership also brings with
it many valuable benefits, including:
Government Relations &
Advocacy: FMA is industrys
major contact with government
on freight transportation issues.
FMA can also advise members
on the appropriate government
officials that should be contacted on
specific transportations issues and,
where appropriate, can arrange and
accompany member representatives at
meetings with government officials.
News: Members are kept
informed on current issues through
the monthly e-newsletter and on
emerging issues through special
e-mail notices.
Transportation Issues: Weekly
distribution of Canadian and U.S.
diesel fuel RACK rates related
to trucking. These rates help to
determine fair and reasonable

responses to fuel surcharge
requests.
Committees: FMA has four major
modal committees that meet as
required to discuss important
issues and develop FMA positions.
The four committees include air,
marine, rail, and truck.
Global Shippers Forum: FMA
is the Canadian member of the
Global Shippers Forum and, as
such, has access to information on
initiatives of other governments and
international agencies.
Networking: Members enjoy
great opportunities to meet
potential business partners and
others who lead and influence the
industry through participation on
committees, our annual conference
and exhibition, and at various
briefing sessions.
Knowledge: You will be eligible
to attend various seminars,
briefing sessions, and our annual
conference & exhibition at member
discounts and will have access
to the most current information to
better manage your logistics.
Publications: You will have
access to FMAs Standard Bill of
55
Lading. You will also receive our
bi-weekly newsletter and our annual
magazine, The Shipper ADVOCATE.
Advertising and Promotion:
FMA offers valuable opportunities
to sponsor during leading edge
events. Advertising opportunities
are available in the magazine and
the website for added exposure. We
also offer free listings for members
to post job openings within their
company on our website and
monthly e-news bulletin.
Media Spokesperson: FMA is
sought after by both the mainstream and trade media to provide
shipper views on current events and
issues.
Website Services: The website
offers a wealth of information and
valuable industry links that members
can use every day. In addition, you
will have access to the membersonly portion of the website.
Only FMA has the focus and
expertise to seize opportunities in
this ever-changing global economy.
FMAs effectiveness is evident
in its impressive set of recent
achievements on a number of fronts.
The primary role of the Freight
Management Association of Canada
56
June 2014
(FMA) is government relations

on behalf of the buyers of freight
transportation. FMA has contact
with all levels of government in
Canada, various agencies of the
U.S. government and with United
Nations agencies and other
international bodies.
Some current issues follow.
Air Cargo:
1. Air Cargo Security Canada &
International
2. E-Commerce eliminating
paper documentation
3. Carbon reduction initiatives
Marine Freight:
1. Future of Shipping conferences
Legal cartels
2. Shipping alliances (P3 & G6):
impacts on shippers.
3. U.S. Ballast water exchange
regulations: impact on Great Lakes
services.
4. UN new regulations: container
weighing & container stuffing
Rail Freight:
1. The Fair Rail Freight Service
Act: implementation how shippers
can use the Act to obtain a service
agreement.
2. The Fair Rail for Grain Farmers
Act what this means for all rail
CANADA
shippers
3. Review of Third Party Liability Insurance
Regulations: implications for shippers
4. Proposed new safety regulations
Transportation of Dangerous Goods new tank
car specifications
5. Preparing for the 2015 review of the Canada
Transportation Act
Road Freight:
1. Hours-of-Service Regulations Drivers
2. Driver shortage
3. Harmonization of truck size & weight
regulations across provinces - Long Combination
Vehicles
4. SmartWay Program reducing greenhouse
gas emissions
5. Vancouver Trucking Dispute
6. Twinning of Quebec Highway 185
Company
Information
INDUSTRY
Non-Profit
HEADQUARTERS
Ottawa, Ontario
FOUNDED
1916
MEMBERS
85
Extending FMA Outreach:

1. Global Shippers Forum - FMA is Canadian
member & Chair - ocean shipping and air freight
2. National Industrial Transportation League
U.S. FMA is member for U.S. issues
3. Coalition of Rail Shippers FMA chairs
broad coalition focusing on rail freight issues
57
Missouri Dump
Truckers Association:
Missouri Dump Truckers Association
Grassroots Knowledge Influences
Political Power for the
Industrys Betterment
Written by: Janet Hirschanman
Produced by: Matthew Roux
59
M I S S O U R I D U M P T R U C K E R S A S S O C I AT I O N
History
The Missouri Dump Truckers
Association, MDTA, was founded
in 1970. It is a statewide trade
association. It was founded to
promote the common interest and
to improve business conditions of
the dump truck industry. MDTA has
two levels of membership, Regular
Members which include the owners/
operators. Since its inception it has
included trucking companies large
and small. The second are Associate
Members which include, but not
inclusive of dump truck, body, trailer
manufacturers, suppliers, vendors
and others dealing with the dump
truck industry.
60
June 2014
Goals
The main goal of the MDTA is to
improve and protect the economic
and political position of our
membership by working for the
fair and reasonable enactment of
enforcement of regulations and
statutes as they apply to the dump
truck industry. By doing this we bring
our members together and they are
united for a common cause. MDTA
also seeks to encourage the highest
ideals and ethics in all matters
relative to the activities of the dump
truck industry, including promoting
safety and respecting the inherent
rights of others while driving on our
roadways and in our communities.
USA
Benefits
There are many benefits to being a
member. The greatest of these is
our voice in the capital. MDTA has
a registered lobbyist which makes
those members voices heard.
Many people ask, Why should I
join? Your membership gives YOU
a voice. Many have experienced
the weakness of not being united
and attempt to fight on their own
only to being taken advantage of.
Those members know our industry
and many do not and try to change
things to better themselves and in
return bringing down those trying
to make a living. There are other
benefits that include:
Advertising and Networking

Opportunities
Monthly newsletter
Annual convention and trade
show
Annual membership directory
Membership decals for trucks
and businesses
Access to Administrative
Agencies for License,
Reporting and Record Matters
Access to an attorney in
Administrative Law
Group Accidental Death and
Dismemberment Insurance
Referrals for Insurance
information from the Associate
Membership.
w w w. m o d u m p t r u c k . c o m
61
MISSOURI DUMP TRUCKERS
USA
Scholarship opportunity for members

children.
The Missouri Dump Truckers Association also
has a strong and unique working relationship
with the Missouri Department of Transportations
Motor Carrier Services division. According to
Scott Marion, the MCS director, We are so
fortunate and value the relationship we have
with MDTA. We trust each other and its not a
stereotypical government/industry adversarial
environment. The word partnership is too
often just an empty term that sounds good, but
MoDOT and MDTA really do partner in practical
and meaningful ways. We often discuss the
impacts of legislation, work together to advocate
and educate MDTA members on safety and
regulations, and most importantly, Motor Carrier
Services regularly participates in MDTA meetings,
conferences, and events. Visiting with and asking
and answering MDTA members questions has
proved to be the absolute best way to learn their
business and the challenges they face. Weve
found that MDTA members are folks who want to
operate their business in a safe and legal way and
they want others to do the same so everyone is
doing business on a level playing field. MDTA members
know that their association is fighting for them at the
state capital and they realize the other benefits and value
they receive from their membership.
Developments
Throughout history the dump truck industry has
63
seen its changes in technology. The

newest of these changes, which
affects not only the dump truck
industry but the transportation
industry as a whole, is that of new
emission standards. Trucks are
being developed using alternative
fuel sources to run. Trucks that
continue to use diesel have a
64
June 2014
technology using an after treatment

system, which treats the exhaust
so it comes out cleaner before it is
released into the air.
Latest News and HOT Topics
With the changes in technology,
there have been changes in the laws
that affect our industry. The Federal
Motor Carrier Safety Administration (FMCSA) has

already changed the hours of service (HOS) rules.
The biggest change from this ruling is now drivers
are required to take at least a 30 minute break
when working 8 hours. Electronic On-Board
Recorder (EOBRs), or electronic logs, are a very
hot topic. The FMCSA, along with other Federal
and State agencies are exploring the possibility of
requiring all commercial vehicles to be equipped
When it comes to
construction and
mining, if you take care
of your people and
you take care of your
equipment then youre
well on your way to
success
Lambert says
65
Executive Director,
Richard McIntosh
MDTA President,
David Clymore
66
June 2014
with these devices. This electronically logs

the drivers HOS and would keep drivers from
falsifying there current handwritten log books.
Some companies, due to some incident, have
been ordered to put EOBRs in the vehicles.
HOS brings into play driver fitness. With
driver fitness also comes the medical
examination. As of May 21, 2014, the FMCSA
has required that all those requiring medical
certification get there medical exams
performed by a physician who has been
certified by the FMCSA.
Just recently the State of Missouri has had to
come into compliance with Federal law. Now
an individual must take a copy of their current
medical certification to their local department
of motor vehicle (DMV). This will now allow an
enforcement officer to know if a driver has a valid
USA
medical exam or not. Soon a driver

will not need to carry the medical
card on him.
Political Grassroots Power
Membership in MDTA allows its
members to exercise grassroots
political power both with policy
makers in the Missouri General
Assembly as well as state
regulators. By combining into an
organization, individual members
are able to gain access to those
individuals who write the rules
for the operation of the industry
(The General Assembly) as well
as those who enforce the laws
(the regulators ie. Missouri Motor
Carriers, Highway Patrol, local law
enforcement). Since members
of MDTA insist that its members
run clean, ethical and comply with
the rules, both policy makers and
regulators respect MDTA members
requests, advice and day-to-day
operational knowledge. MDTA
members do not run, old, junk
trucks. As a consequence, MDTA
has professional respect.
In fact, the local knowledge
of MDTA members is such that
legislators will seek out the
Executive Director and MDTA

members to see what his members
hear in the local coffee shops in
the legislators districts on a variety
of subjects. In one particular
instance, a wise old state Senator
asked the Executive Director
what he was hearing from his
members on a particular nondump truck industry issue.
Another lobbyist who represented
bond counsel who was also part
of the conversation laughed that
the dump truck industry had an
association. The state senator
then turned to the lobbyist and
said, Son, there is a lot more
dump trucks in my district than
bond counsel. The lobbyist
quickly left the conversation.
That story tells volumes about
MDTA membership being close to
the people in individual districts and
legislators respecting them for their
knowledge. Both legislators and
regulators know that when MDTA
speaks on a subject, it is important.
They listen.
67
Texas Tire Dealers Ass

Great Tire Businesses Dont
Written by Chuck Space, Executive Director
Produced by Matthew Roux
sociation
Just Happen!
69
T E X A S T I R E D E A L E R S A S S O C I AT I O N
he Texas Tire Dealers

Association is a non-profit
network of independent
tire dealers and suppliers who
come together to share new ideas,
practical business solutions and
learn innovative industry knowledge.
Since 1984 TTDA is the single
organization representing
the collective interests of the
independent tire dealer and supplier
in Texas or the Southwest.
The mission of TTDA is to support
the independent tire dealer through
education; providing the resources,
tools and programs necessary in
todays business environment. In
70
June 2014
addition TTDA works to enhance the

image of the tire industry through
encouraging the practice of high
ethical standards and recognition of
the importance of tire safety.
TTDA is governed by a Board of
Directors comprised of tire dealers
and suppliers from across Texas.
The Board members serve by
giving their time and assuming
the financial expenses for their
participation. While it is an honor
to serve the tire industry on the
Board it is also a sacrifice in terms
of time and financial resources.
Educational programs for our
members are the cornerstone of the
USA
TTDA mission. These educational

opportunities are designed to help
members save time, money and
offer the customer better products
and services.
TTDA supports the tire dealer
member through the premier
educational program offered at
the Annual Convention. The 2014
convention covered business topics
ranging from better marketing
techniques to business branding
ideas. The program also covered
a check list for making sure your
business is fiscally fit; TPMS
updates; new trends in auto
technology; labor law briefings and
tips on better customer service.

This year TTDA joined with the
Texas Independent Automotive
Association to produce the 2014
Tire & Automotive EXPO. The 2014
EXPO included tire and auto repair
companies displaying the latest in
equipment, supplies and services.
Innovations in the tire and auto repair
industries are changing rapidly
and the EXPO gave attendees
insights on the latest and best for
their customers. Networking with
the most successful tire dealers
and auto repair owners in Texas or
the Southwest is a benefit of the
convention and other TTDA events.
w w w. t e x a s t i r e d e a l e r s . o r g
71
we
recognize
the
game is
changing
72
June 2014
According to TTDA President Jim Ramsey,

CEO of Lambs Tire & Automotive, great tire
businesses dont just happen. There is one thing
I have observed all highly successful business
owners have one characteristic in common they
are willing to learn from others. I have seen this
dynamic in TTDA on many occasions and the
conventions are only one example.
Additional emphasis is placed on education
through the TTDA Scholarship Program.
USA
TTDA supports the families of tire dealers and

employees through the TTDA Scholarship Fund.
Every year several thousand dollars are awarded
to deserving students to enable them to continue
their education in the college arena.
Regular communications are an important
benefit of TTDA membership. As an example, the
weekly email TTDA TODAY offers our members
with industry trends and updates. The TTDA
Legislative Update emails are critical for alerting
73
members of pending or upcoming

legislative issues that can impact
their business.
TTDA monitors legislative issues
and activities that directly affect
the tire industry in Texas. TTDA
provides information to the Texas
Legislature and related state
government agencies; testifies
before committees; evaluates
proposed legislation and generally
is the watchdog in the Texas
74
June 2014
Legislature on behalf of the

tire industry. In addition TTDA
monitors the regulatory agencies
promulgating rules that impact the
tire industry.
One of the more popular TTDA
programs for our members is
the Mentor Council a group of
carefully selected seasoned
tire dealers who offer their
experience, guidance and advice
for other TTDA members on a
USA
variety of business and industry questions. The

experience of the Mentor Council can save our
member business owners money and time in
many of their business decisions.
Along with the Mentor Council, TTDA also
offers members free phone consultation with
our nationally recognized attorney specializing in
business and labor law.
Helping our members reduce their business
costs and be more competitive in todays fast
changing business climate is a focus of TTDA.
Members enjoy cost effective options on many
business services such as a highly rated liability
and business insurance program; discounted
uniform services; credit card processing and
collection services.
TTDA Executive Director Chuck Space said,
we recognize the game is changing over
the past several years the tire industry and our
members have experienced many changes and
challenges. We must all be ready to confront
the changing situations with a positive attitude
and the real world wisdom that will help us all
reach new levels in our business operations.
Working together in TTDA we can make this
happen and experience the real power of the
tire dealer community.
TTDA has a long and proud history of
supporting the independent tire dealer in
Texas. For more information please visit www.
texastiredealers.org.
Company
Information
INDUSTRY
Non-Profit
HEADQUARTERS
Texas
FOUNDED
1984
MEMBERS
750 members
http://www.
texastiredealers.org/
net-driven.aspx
75
Specialized Carriers
and Rigging Association
VOICE OF THE
INDUSTRY FOR
65 YEARS
Written by: SC&RA >>>
Produced by: Seth Lull >>>
77
SC&RA
2013 Hauling Job of the Year Winner under 160,000 pounds- Company
Precision, Woodbridge, Ontario, Canada.
C&RA is committed to
providing the unique
information and any other
lawful activities members need
to safely, legally and profitably
transport, lift and erect oversize and
overweight items.
The Specialized Carriers and
Rigging Association (SC&RA) is an
international trade association of
nearly 1,300 member companies
from 43 nations. Members
are involved in specialized
transportation, machinery moving
78
June 2014
and erecting, industrial maintenance,

millwrighting, crane and rigging
operations, manufacturing and rental.
SC&RA helps members run more
efficient and safer businesses by
monitoring and affecting pending
legislation and regulatory policies
at the state and national levels;
researching and reporting on
safety concerns and best business
practices; and providing four
yearly forums where these and
other relevant member issues can
be advanced.
USA
SC&RA is organized into four

groups under a Board of Directors.
These groups focus on their specific
concerns while working together for
the common good:
The Allied Industries Group
provides a gamut of products
and services for other SC&RA
members. They rely on SC&RAs
major meetings to network with
their customers and help the
Association uphold its reputation
for conducting first-class meetings
by contributing thousands of
dollars as event sponsors.

The Crane & Rigging Group
covers rigging, crane rental and
millwright work and addresses
such areas as labor relations;
safety legislation, regulations and
standards; trends in technology
and equipment; permit policies
and procedures for transporting
cranes; and loss prevention,
accident investigation and litigation
management.
The Ladies Group consists of
women affiliated with or married to
w w w. s c r a n e t . o r g
79
2013 Specialized Carriers & Rigging Foundation Scholarship Winner

Darrin Blair with David Cowley
SC&RA
employees of an SC&RA member
company. Members largely direct
their efforts to furthering the
SC&R Foundation, which provides
industry-related research and
scholarships to students preparing
for a career in the industry.
The Transportation Group
encompasses the various
specialized carriers and addresses
such areas as federal regulations
involving hours-of-service,
electronic on-board recorders
and load securement; regional
permitting of oversize/overweight
loads; pilot car best practices; antiterrorism; and litigation concerns.
With a host of products,
publications and services, including
safety, technical and reference
materials, SC&RA is a vital source
of information for an ever-changing
industry. Updated materials keep
members and the industry abreast
of current perspectives and
emerging trends.
SC&RA hosts five major annual
meetings, including the January
Board and Committee Meetings,
Specialized Transportation
Symposium, Annual Conference,
USA
Crane & Rigging Workshop, and

Financial & Risk Management
Seminar. These meetings
provide valuable educational
and networking opportunities for
members.
An important component of
SC&RA is the SC&R Foundation,
which provides education and
specialized industry research.
Led by the Foundation Board,
committees are charged to develop
and promote programs, research
surfacing industry projects,
and develop and administer a
scholarship program to benefit
both the industry and member
companies.
SC&RA provides many benefits
that will strengthen your business
and expand your network of
industry resources. Association
programs are driven by the desire
to help your business thrive. A few
of SC&RAs key offerings include:
Representation at federal and
state levels. By working closely with
the Occupational Safety and Health
Administration and the Department
of Transportation, SC&RA works
to keep the industry up-to-date on
81
SC&RA
laws and regulations affecting your

business.
The Awards Program honors
companies and individuals for
outstanding safety performance
and excellent service to the industry.
Job of the Year awards are given
to companies displaying superior
work on exceptional jobs. These
accomplishments are publicized
through articles in publications
such as International Cranes &
Specialized Transport, American
Cranes, Cranes Today, Crane
Hotline and a host of other trade
publications.
Member-only affinity programs
82
June 2014
offer assistance to your company.

For example, the employee
insurance program offered by
Nations Builders Insurance Services
(NBIS) provides a specialized
package to SC&RA members only.
The weekly SC&RA newsletter,
our official international and
domestic publications, and
website are accessible avenues
that keep you in the loop on
information and Association
programs.
SC&RA is committed to
providing the unique information
and any other lawful activities
members need to safely,
USA
legally and profitably

is a comprehensive listing of
transpor t, lif t and erect
members as well as their branches.
oversize and over weight items. For years, customers have relied
on the Directory to find SC&RA
Goals
members. And now, with the online
Working with a multitude of
member directory, even more
organizations, SC&RA members
customers are finding SC&RA
and staff fight to keep regulations
members. New members are
less burdensome. Creating and
immediately added the Directory.
maintaining a safe and healthy
In response to members
business environment is the top
needs, SC&RA produces many
priority for SC&RA and you can
industry-specificproducts,
support that effort by becoming a
technical manuals, training videos
member. Become a member and
and more. These include: Signal
help SC&RA fight for you.
Person Training Course Set, the
Perhaps SC&RAs most popular
Rigger Safety Training Course,
product, the Membership Directory the Oversized/Overweight Permit
83
SC&RA
Manual, and the Load Securement & exhaust so it comes out cleaner
Protection DVD. Members receive a before it is released into the air.
discount on all products.
Latest News and HOT Topics
Benefits
SC&RA Elects Slate of Officers for
Member-Only affinity programs
2014-2015
offer assistance to your company.
(Centreville, VA) April 29, 2014 Insurance programs offered by
During its Annual Conference, April
NBIS and Association Benefit
22-26, at the Boca Raton Resort,
Resources provide a specialized
Boca Raton, Fla., the Specialized
package to SC&RA members only.
Carriers & Rigging Association
Through SC&RAs agreement with
(SC&RA) elected Alan Barnhart,
PartnerShip, members who enrol Memphis, Tenn., as President.
in the SC&RA Shipping Program
Joining Barnhart as officers for the
save substantial dollars on every 2014-2015 term are:
FedEx shipment inbound,
Chairman: Ron Montgomery,
outbound, small, large and
Intermountain Rigging and Heavy
tradeshow.
Haul, Salt Lake City, Utah
Vice President: Bruce Forster,
Developments
Rigging Gear Sales, Dixon, Ill.
Throughout history the dump truck
Treasurer: Delynn Burkhalter,
industry has seen its changes in
Burkhalter, Columbus, Miss.
technology. The newest of these
Assistant Treasurer: John
changes, which affects not only
McTyre Sr., McTyre Trucking,
the dump truck industry but the
Orlando, Fla.
transportation industry as a whole,
Also joining the Board are four
is that of new emission standards.
newly elected Group Chairs:
Trucks are being developed using
Allied Industries Group:
alternative fuel sources to run.
Eddy Kitchen, Kitchens Crane &
Trucks that continue to use diesel
Equipment, Chesterfield, Va.
have a technology using an after
Crane & Rigging Group: Larry
treatment system, which treats the
Curran, J.J. Curran Crane Company,
84
June 2014
USA
Detroit, Mich.
Transportation Group: Jay
Folladori, Landstar Transportation
Logistics, Inc, Jacksonville, Fla.
Ladies Group: Karen Wood,
WHECO Corporation, Richland,
Wash.
The newly-elected officers will
serve one-year terms that will expire
at the Associations next Annual
Conference, to be held April 14-18,
2015 at the La Costa Resort & Spa,
Carlsbad, Calif.
Additionally, SC&RA elected the

following six new Board members
to serve three-year terms:
Scott Bragg, Bragg
Companies, Long Beach, Calif.
Michael Connelly, Connelly
Crane Rental Corp., Detroit, Mich.
David Cowley, Cowley &
Associates, Longview, Texas
Geary Buchanan, Buchanan
Hauling & Rigging, Inc., Fort
Wayne, Ind.
Richard Miller, Bigge Crane &
85
SC&RA
2013 Rigging Job of the Year Winner $150,000 to

$750,000- Company Burkhalter
Rigging, San Leandro, Calif.

Gary Stang, Anderson Trucking Service, Inc., St. Cloud, Minn.
The Specialized Carriers and Rigging Association (SC&RA) is an
international trade association of more than 1,300 members from 43
nations. Members are involved in specialized transportation, machinery
moving and erecting, industrial maintenance, millwrighting and crane and
rigging operations, manufacturing and rental. SC&RA helps members run
more efficient and safer businesses by monitoring and affecting pending
86
June 2014
USA
Company
Information
INDUSTRY
Supply Chain
HEADQUARTERS
Centreville, VA
WEBSITE
www.scranet.org
legislation and regulatory policies at the state

and national levels; researching and reporting
on safety concerns and best business
practices; and providing four yearly forums
where these and other relevant member issues
can be advanced.
87
BTX Global Logistics

Technology and innovation d
success at BTX Global Logis
By focusing on its core values of technology, innovation an

Global Logistics has achieved success for more than 30 ye
Written by: Abigail Phillips Produced by: Jason Wright
drive continual
stics
nd people development, BTX

ears
89
C O M PA N Y N A M E
TX Global Logistics
opened its doors in 1980
as a full-service logistics
provider specializing in
heavyweight and timesensitive shipping by air and land
as well as shipping by sea. Since its
inception, the company has been
successfully fulfilling its profile and
today has a loyal and abundant
90
June 2014
customer base to show for it. BTX

takes great pride in its technological
know-how and strongly believes that
its application of modern systems
and processes has put it at the
forefront of the logistics industry.
Being one-step-ahead of the
competition is critical to success
at BTX. In fact, President Ross
Bacarella insists on it every day. My
SECTOR
management style is heavily influenced by my

upbringing. I never look at the wonderful things
that we do at BTX but instead the areas in which
we can actively improve.
Not one to rest on his laurels or rely on past
success, Bacarella has fostered a culture of open
communication and continuous improvement at
the company. We have performance standards in
place and everybody is aware of what is expected
of them, he says.
w w w. b t x g l o b a l . c o m
91
Real Solutions for

everyday Logistics
JRS Trucking Service, Inc operates a US Customs
Bonded Warehouse in JFK International Airport and
Philadelphia International Airport as well. JRS Trucking
Service, Inc is a full service handling agent at JFK. JRS
Trucking Service, Inc is one of the first third party
vendors that are a cargo screening facility at JFK. JRS
Trucking Service, Inc is an expert in the handling of
Pharmaceutical transportation air and ocean.
JRS Trucking Service, Inc. operates a pick-up and
delivery service in the New York metropolitan area
including the five boroughs of NYC Nassau & Suffolk
Counties in Long Island, New York as well as New
Jersey and Philadelphia areas. JRS Trucking Service,
Inc also runs daily shuttles to Boston and Philadelphia
everyday and offers full truck load service in the
Northeast Region.
New York, JFK
Philadelphia, PHL
NY 11413
Sharon Hill, PA 19079
Springfield Gardens,
Facility Code F542
Phone: (718) 553-2700
684 Elmwood Ave
Facility Code D288
Phone: (610) 579-3949
www.jrstruck.com
SUPPLIER
P ROFI LE
JRS
TRUCKING SERVICE INC.
BTX GLOBAL LOGISTICS
Communication is the cornerstone of our

success, and with that comes frequent analysis
of our performance using the specific KPIs that
define us. We continue to improve and enhance
our service offerings by meeting with department
heads regularly. Each division of the company is
94
June 2014
USA
Company
Information
https://www.facebook.
com/BTXGlobal
INDUSTRY
Transportation and
logistics
HEADQUARTERS
Connecticut
FOUNDED
1980
EMPLOYEES
200+
REVENUE
$75m+
PRODUCTS/
SERVICES
in tune with one another, sharing best practice,

news and ideas for improvement and
growth.
Keep an eye out for next months issue
where you can read the complete BTX Global
logistics article!!
Domestic, Global,
Ground, Sea, Home
Delivery, Trade Show,
Offshore
https://www.facebook.
com/BTXGlobal
w w w. b t x g l o b a l . c o m
95
C.R. England
C.R. England Mexico Division
puts its customers first
C.R. England celebrates 20 years of success in its Mexico

delivering quality trans-national transportation services for
customers
Written by: Alyssa Clark
Produced by: Tom Lloyd
on
Division,
r its valued
97
Alanis Puente Crossing
C.R. ENGLAND
ince opening its business

in 1920, C.R. England has
expanded into five operating
divisions and now stands as the
worlds largest temperaturecontrolled trucking company
providing a range of transportation
services to its expansive customer
base. This family-owned, customer
and employee-focused organization
has embraced its leadership role
throughout the industry through
utilizing technology, standards
of excellence and its reputable
internal processes. The company is
committed to nurturing a culture of
public safety, social responsibility
and financial stability for both its
valued clients and employees.
C.R. England is a leader in the
transportation industry in tractor
and trailer aerodynamics, overall
weight reduction, and optimizing
fuel economy and route selection,
USA
always striving to be one of the most

environmentally responsible fleets in
the industry.
From the expansion of C.R.
England came the creation of its
multiple subdivisions, one of which
is C.R. Englands Mexico division.
The Mexico division of C.R. England
has coordinated cross-border
operations between the United
States and Mexico since 1993.
With 23 bilingual employees and
an extensive network of Mexican
Carrier Partnerships, C.R. Englands
Mexico division has continuously
demonstrated its commitment to
quality, extensive market knowledge
and expertise in cross-border
operations. Employing both tractor
and trailer satellite trucking to further
ensure cargo arrives in a safe and
timely manner, the Mexico Division
leaves no stone unturned in best
serving its customers.
C.R. England coordinates through-trailer service

between the U.S. and Mexico with a short list of
premium Mexican trucking companies
says Dave Akers, President of the Mexico Division
w w w. c r e n g l a n d . c o m
99
DRIVE
ON.
Any road you want. Because one-size-fits-all wont. And your spec is the only one
that matters. When tight budgets and tough jobs are the norm. And theres no room
to settle. When nothing short of a 100-year legacy delivers what you need. Gain a
competitive edge with a custom solution. And an advantage thats uniquely yours.
All backed by the solutions, support and expertise of the Roadranger network.
Drive with choice. Drive on. Find your Eaton edge at roadranger.com.
2014 Eaton Corporation. All rights reserved.
SUPPLIER
P RO FI LE
C.R. ENGLAND
USA
C.R. England Transportation Services and

its Mexico carrier network. C.R. Englands five
operating divisions include National, Mexico
and Regional Truckload service in addition to
Dedicated and Intermodal services. The Mexico
division offers a robust catalog of services
to its clients creating increased capacity and
utilizing innovative technology solutions. Service
features include: competitive rates, crossborder
trans-loading services, bilingual service
representatives, final mile logistics services,
in-bond shipping, satellite-linked dispatch and
tracking, customs brokerage coordination, and
C-TPAT compliant supply chain security.
C.R. England offers full-service connection
yards at multiple crossing points along the
border. Utilizing a network of industry resources
Dave Akers, President
101
C.R. ENGLAND
Mexico Bside
to optimize the border crossing

process, each load is transported by
a combined effort of five separate
parties. For shipments in either
direction, the load will be handled by
a U.S. Carrier, U.S. Customs Broker,
Border Agent, Mexican Customs
Broker and one of its partner
Mexican Carriers.
C.R. England coordinates
through-trailer service between
the U.S. and Mexico with a short
list of premium Mexican trucking
companies, says Dave Akers,
President of the Mexico Division.
Our Mexican carrier partners are an
extension of our service. We are very
proud of these relationships and
102
June 2014
the resulting product quality we can

offer to the market in partnership
with the Mexican carriers. All of the
Mexican carriers with whom C.R.
England coordinates its services
can be found listed on the C.R.
England website at: http://www.
crengland.com/transportationservices/mexico/mexico-carrierpartnerships.
Wireless location tracking,
electronic document management
and automated reporting allow
C.R. England to monitor trailer
location, seals, and temperatures
throughout the border crossing
process and while in transit to its
final destination. The Mexican
USA
carriers also incorporate tracking devices on their

tractors. These technologies allow C.R. England
to ensure that its customers cargo arrives in the
same condition it left the shippers facility.
Safety is a pillar throughout C.R. England.
In the Mexico Division, we expand on this core
competency and include additional topics in
the safety training of both driver and non-driver
employees and independent contractors. We
include cutting edge technology where applicable
to manage safety and security throughout the
Mexico Division and the entire organization says
president Dave Akers.
Company
Information
INDUSTRY
International trucking
HEADQUARTERS
4701 West 2100 South,

Salt Lake City, Utah
84120
FOUNDED
1920, 1993
The future of C.R. Englands Mexico

Division
Focusing in on its commitment to quality,
extending its already extensive industry
experience and utilizing innovative technology,
C.R. Englands Mexico Division has set itself
as a long-lasting leader in the international
transportation industry.
It is no secret that C.R. Englands Mexico
Division has unlocked the secrets behind
international trucking practices, as its business
model is looked to as the industry leader by its
various competitors. Moving cargo seamlessly
across Mexican borders for over 20 years, this
organization provides refrigerated transportation
and quality service for each and every customer.
EMPLOYEES
23
PRODUCTS/
SERVICES
Trucking, Transportation
Services
103
Ativa Logstica
keeps expandi
One of Brazils biggest logistics operators in the pharmaceutical an

the company has plans to grow more sustainably
Written by Simone Talarico
Produced by Taybele Piven
a
ing
nd cosmetics sector,
105
AT I VA L O G S T I C A
Broad distribution
center
ccording to recent data, the Brazilian

national logistics industry generates
nearly R$ 175 billion per year and more
than doubled in the last decade. The market
grows, on average, above the Gross Domestic
Product (GDP), and the logistics operators,
offering transportation services, inventory control
and storage segment follows the wave. However,
due to some new rules that impacted the sector
directly or indirectly, such as the normalization
of the function of the driver which, according to
some experts, may have an impact of 26 percent
on the cost of transport , and the constant
increase in fuel prices , the segment had
certain slowdown, and companies are making
Fleet
106
June 2014
BRASIL
Secure area
adjustments .
Founded in 1996, Ativa Logstica predicted this scenario and, since
last year, has implemented some changes in its plans: We restructured
the pathway of the company. The expansion of the Midwest was
postponed until this summer. We are going through a process of finalizing
prices with our client in the region, which is a great client of ours in the
pharmaceutical field, and we only need now to set up when we are going
to start the operation. We are expanding within the customers we have,
explains Paulo Roberto Esprito Santo, General Director of the company.
In the Midwest, Ativa Logstica will open units in Goias and in Brasilia:
Everything is ready, from the site to licenses, and people. This was not
only a decision that came from Ativa only, it was our clients also. Some of
our customers who are acting in the Midwest have delayed their projects,
so we had to postpone going there too, says Paulo Roberto.
As an integrator and provider of highly specialized logistics services,
w w w. a t i v a l o g . c o m . b r
107
Large offices with 600m
Refrigerated chamber
BRASIL
the companys new strategy is to follow what

occurs with their customers, as Paulo Roberto
explains: We realized that the market took
a downturn, so we had to reduce cost, and
continue expanding. Revenues continued
growing percentagewise, but expenses were
growing geometrically with the expansions that
were being made without care of having clients
already installed. So we decided to clean a little
the organization, but do not take the focus to
continue growing. We are continuing to grow, but
in a more sustainable way, he reveals.
Facade of the Logistics

Unit in Itapevi, SP
GROWING ORGANICALLY
Ativa Logstica proves its plans with the
opening of new distribution centers in Vitria,
in the State of Esprito Santo, and Curitiba, in
the State of Paran: In Victoria, we are moving
to a new building, expanding both the area of
logistics, as transportation. The new CD is in the
municipality of Viana, and should be delivered in
early May, and has 5 thousand square meters,
and is 12 meters high. The building is located in
a new condominium that meets all requirements
of the Health Surveillance as good storage
practices, ventilation and temperature control
it is a cutting edge building in this sense, says
Paulo Roberto.
The City of Victoria was chosen because the
region is a focus for the company: Some of our
competitors are coming out of there today, some
Uberlndia, MG
109
BRASIL
Quality in service
major carriers are coming out of that market, and

it may seem that were going against the flow,
but we understand that we have an opportunity
to give a different service to the companies that
were feeling left with these other partners. Here
we see an opportunity to show how we can add
value, with a price that is good for both sides in
the pharmaceutical market, details Paulo.
The new CD in Curitiba completely fled the
region in which the company operates, which is
usually the Southeast: We are putting one leg
in the South, which is a region that we do not
have a great presence, and we understand that
gradually, we can think of an expansion to this
region, for 2015 or 2016. We are have a small
part of logistics and a part of cross docking, but
we already have a whole structure and we have a
Rio de Janeiro, RJ
So Jos do Rio Preto
111
SUPPLIER
P R O F IL E
Dedicated team during the entire operation
BRASIL
Fleet
fixed route, Paul says.

The expansion was primarily to meet
customers already working with the company
in the Southeast, and also requesting service
on that region: You realize were making a
sustained growth, we are grounded on a request
from our own customers and are growing
steadily for these places, assures Paulo
Roberto.
Under the new strategy, Ativa Logstica also
introduced the Lean philosophy and installed
a CRM system: These are new concepts for
us. We are implementing these practices, so
that more key people more, we can sustain
this growth. We also have our system, the TMS
(Transportation Management System), which
Fleet
113
Paulo Roberto Esprito Santo
was developed by a company and is in the

cloud , i.e. , we do not need to have an IT staff
to develop it. This system meets our needs in
a fantastic way; including bringing something
we had not before, a tracker that shows where
the truck is online. The work that reaches the
street today is scanned by barcode, and now
it gives an automatic check - there are several
benefits that have started with this system. With
the installation of these new systems, we had
registered 10 percent in cost cutting, and we
hope to grow 18-20 percent this year, due to
these implementations, reveals Paulo Roberto.
The company also has plans to expand the
service to other areas beyond pharmaceuticals,
which currently represents 40 percent of all the
Fleet
114
June 2014
BRASIL
Company
Information
INDUSTRY
Transportation and
Logistics
HEADQUARTERS
So Paulo, SP
FOUNDED
1996
EMPLOYEES
800 +
companys business, and cosmetics, accounting

for about 30 percent of the movement of its
business: We will develop a little more in the
area of electronics, because it has to do with
our type of distribution and we are working with
prospective clients who value and have the
need for this type of distribution, so they end
up paying a price that is worth it for us to work
and worth off for them, because they will have
the quality of service , coupled with the time,
because time is critical for them, says Paulo
Roberto, adding: in the clothing sector also,
we will develop a little more with some chains
that complement our work distribution we do
today. We are negotiating with new companies,
concludes Paulo Roberto.
MANAGEMENT
CEO: Clvis A. Gil

Director: Paulo Roberto
Esprito Santo
PRODUCTS/
SERVICES
Specialist in the
transport and logistics
of medicines and
cosmetics, attending
fully with all rules and
resolutions of ANVISA
115
Costa Express:
Costa Express makes coffee
The business to business division of the UKs number one

transformation which has resulted in huge growth for the C
Written by: Costa Express Produced by: Craig Daniels
e on the go even easier
coffee shop has undergone a major

Costa Express brand
117
Touch-screen Machine
C
Proud to serve
118
June 2014
osta Express is raising a cup of coffee

in celebration after doubling the size
of its business and winning a 2013
European Supply Chain Excellence Award.
Costa Express, part of the businessto-business (B2B) division of the UKs
number one coffee shop, Costa, which
includes Costas Proud to Serve brand has
undergone a supply chain transformation
Costa Express offers coffee lovers the
opportunity to get a coffee on the go at one
of its easy-to-use, self-serve coffee machines
found in a variety of locations such as
S U P P LY C H A I N
supermarkets, railway stations and hospitals.

In 2011, former brewers Whitbread Group
Plc, owners of Costa, invested 60 million in
acquiring Coffee Nation Ltds 800 machines and
created the new Costa brand Costa Express.
A year later, 1,600 Costa Express machines
had been installed and today that figure has more
than doubled again to 3,500, far exceeding the
original target to hit 3,000 machines by 2016.
Growth was supported by the measures
to improve the supply chain and its strategic
partnership with ToolsGroup UK, one of
the worlds most experienced providers
It is bit of risk to
make changes
to a business so
quickly, but with
higher risk often
comes higher
reward
Chris Clowes, Supply
Chain Manager at Costa
Express
w w w. c o s t a . c o . u k
119
Self-serve
coffee
machine
120
June 2014
C O S TA E X P R E S S
EUROPE
of market-driven demand analytics and

supply chain optimisation software.
Supported by the entire supply chain team,
Chris Clowes Costa Express Supply Chain
Manager , said: We have also got machines in
Ireland, Poland and the United Arab Emirates
, so we are quite a good growth story.
Fundamental changes
The integration of ToolsGroups S099+
software system has had an enormous
impact on the supply chain operation.
Clowes explained: Within Costa Express
we have a unique business model where we
push stock out to our sites. We previously used
thousands of linked spreadsheets and averaged
sales data, giving us very little visibility.
The S099+ software system takes our
sales data, uses a bill of materials to turn it into
ingredients used and then based on delivery
dates, historical sales and actual stock holding,
we can easily decide how much stock to place.
The European Supply Chain Excellence Award
has recognised the fundamental changes Costa
UKs number one

coffee shop
We have 3,500 delivery points across Costa Express alone

and a further 3,000 in Costa Proud to Serve -there are not
many UK retailers who have to have such a large reach
Chris Clowes
121
SUPPLIER
P R O F IL E
As a key partner in the development of the new Costa Express M200

coee vending machine, Adaptive Modules designed a custom M2M
Industrial PC board incorporating wireless connectivity to help create
a state of the art coee Vend. Costa Express can remotely maintain
product quality, engage the consumer & manage the machine, all
while providing a seamless user experience.
Contact us for all your M2M solution and custom embedded design needs
+44 (0)1273 248 977
View more of our M2M solutions at:
info@adaptivemodules.com
www.adaptivemodules.com
366.10867 AP A5 Inde_V2.indd 1
6/07/12 9:36:38
EUROPE
Express made to its processes and systems,
and the way its logistics providers work.
Clowes added: It is not very often
changes that big happen so quickly with a
company the size of Costa, they normally
get slowed down by bureaucracy.
The SO99+ system has been rolled out
to sites in Poland and Ireland, and will
support our International growth.
We have 3,500 delivery points across Costa
Express alone and a further 3,000 in Costa Proud
to Serve -there are not many UK retailers who
have to have such a large reach, said Clowes.
Part of the supply chain transformation process
has involved adding a new logistics/warehousing
partner, a new IT system and a new process of
purchasing stock directly from the suppliers.
Teamwork
It is bit of risk to make changes to a
business so quickly, but with higher
risk often comes higher reward.
Before implementing ToolsGroups software,
Costa Express used to estimate how much
stock to supply each site with at the end of each
month using figures provided by the partners.
Now Costa compares the actual sales data
to the levels of inventory declared in the sites
to give far better visibility and control.
For example, every 15 minutes the team
receives digital messages from the machines
giving an update on ingredient levels, so
3,500
Delivery points
across Costa
Express and a
furthur 3,000 in
Costa Proud to
Serve
Marlow vending
machine
123
3 ThreePointDesign
Point of Sale Shop Display Card POS Design & Manufacture
Creative Design
Development
Manufacture
Installation
Project Management
www.threepd.co.uk
0116 230 1101
KMF and Costa Express

A perfect blend of design and
manufacturing and great coffee!
Specialist in food processing equipment

At Rademaker, we have managed to transform bakery
traditions of the past into robust, state-of-the-art
industrial bakery production lines.
Call +31 (0) 345 543543 for the specialist in food
processing equipment and industrial baking systems.
Or visit us at www.rademaker.com.
KMFs manufacturing, integration and supply chain experience

helped Costa Express turn its ideas into reality
KMF and Costa Express delivering the ultimate in Coffee Bar experience
KMF provides total electronic integration capabilities
to its precision sheet metal
KMF has the capability and resources to make things happen
(Precision Sheet Metal) Ltd, Millennium Way,
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@ KMFYE
KMF your partner for precision sheet
metal and electronic integration
EUROPE
it is easy to see if milk is running out.

Clowes said that his operation works
hard to make it easy for clients, by installing
dispensing machines free of charge,
servicing them and refilling ingredients.
Delivering Logistics Change
As well as Costa Express, The B2B division
encompasses the Costa Proud to Serve brand.
Until recently the two brands had warehouses
operated by two different logistics partners.
He said: Weve just awarded Howard
Tenens an increased logistics contract
which encompasses the Costa Express
and Costa Proud to Serve brands.
Howard Tenens started working with Costa
Express following a tender process in 2012
Clowes said: The additional Proud to Serve
business will help us deliver even more in terms
of efficiency gains through Howard Tenens
sustainable logistics offering and is an exciting
step forward in our supply chain strategy.
Through our logistics partnership we
can now sustain both UK and International
growth and have turned supplier customer
relationships into true partnerships.
The new contract follows a detailed six month
tender process and Costa is looking for further
efficiencies and savings for the two brands.
During the initial 12 months relationship
between Costa Express and Howard Tenens
stock holdings have been centralised at one
Unique sensory
experience
125
Touch-screen machine
Weve just
awarded Howard
Tenens an
increased logistics
contract which
encompasses the
Costa Express and
Costa Proud to
Serve brands
Chris Clowes
126
June 2014
location rather than the previous nine sites.

Direct purchasing relationships have been
developed with 15 suppliers providing in
excess of 100 SKUs. Stock availability of
over 99.9 per cent has been achieved while
there has been a 50 per cent reduction
in stock holding at partner sites.
There has been a move from landed purchasing
to ex-factory gate generating annualised savings
in excess of six figures with some products.
Annual logistics have been reduced by 30 per
cent and annual CO2 savings of 70 tonnes.
Future growth
The future looks even more hi-tech, with
Costa Express spending the past 24
months working on Project Marlow in a
EUROPE
bid to develop the next generation of selfserve, sensory vending machines.

The Marlow vending machine will allow
users the choice of over 250 different
types of coffee, so they can recreate
their own favorite from Costa shops.
The machine also has been designed to
replicate the experience of a real Costa coffee
shop by appealing to the five senses, offering a
touch screen experience, the smell of coffee and
playing a soundtrack of noise from Costa sites.
The machine has a stylish design; with Italian
design house Pininfarina helping Costa to
create its look, and uses fresh milk and ground
Costa Mocha Italia beans for each drink.
Marlow is unique in that it is intended to
closely mirror the experience found in a Costa
coffee shop by appealing to all five sense.
Customers can use the interactive touch
screen, put together by a team of interactive
specialists including gaming experts
Atomhawk, to design their perfect coffee.
The machine also imitates the sounds of
a bustling Costa coffee shop, and Costa
worked with Scentys to have Marlow
release a coffee shop aroma with smells
of Costa Mocha Italia blend coffee, freshly
baked goods and hot chocolate.
Clowes said: We know that our competitors
are going to try and get success from our
business model, so we have developed a brand
new concept which is this sensory machine.
250
Types of coffee
the Marlow
vending machine
provides
Self-serve coffee
127
HP PPS Logistics EMEA :

Departing from tradition
The tech giants Personal and Printing Systems
(PPS) arm is opening up key gateways across
the region as it shifts to direct shipping in a bid
to serve customers as efficiently as possible
and drive innovation in the supply chain
Written by: Tom Wadlow Produced by: Craig Daniels
Tunnel in between two free

trade zones in Chongqing,
China, developed for HP
129
The Piraeus Container Terminal (PCT)
H
Piraeus port
130
June 2014
P PPS Logistics is transforming the

high tech supply chain by specialising
in direct shipping to customers via
regional gateways and by utilising all forms
of transport and intermodal exchanges.
Encapsulating this move and showcasing
many of the advancements being made
is the newly established hub at Piraeus
on the west coast of Greece, where HP is
the first high tech company to harbour its
enormous potential as a logistical base.
Also helping to streamline ever-complex

processes across the region as a whole is
technology, with the logistics team and their
distribution partners benefiting from HPs
expertise in real time and cloud solutions
along with transport management systems.
Not only are these moves economically sound
and driving down all-important turnaround
times, they are also helping to develop a
sustainable logistics operation, a key mantra
behind the work of the HP PPS Logistics unit.
Showcasing
many of the
advancements
being made is the
newly established
hub at Piraeus on
the west coast of
Greece
Bert de Winter, Director
w w w. h p . c o m
131
HP PPS LOGISTICS EMEA
Since around
2000
manufacturing has
moved from the
US and Western
Europe to Asia and
parts of Europe
further east.
We can build
to order so no
longer have
to second
guess what
the customer
needs
Bert de Winte
132
June 2014
Ultimately, by continuing to offer

operational excellence and further expand
its network, its ambition is to provide a
competitive distribution advantage to the
wider company, adding further enticement
to use HP beyond its product excellence.
Departing from tradition
Charged with ensuring that tens of millions
of PPS products in the EMEA region, namely
desktops, notebooks and printers, reach the
companys three main groups of customers
each year - retailers, distributors/wholesalers,
and large corporate accounts - is Director of
HP PPS Logistics EMEA, Bert de Winter.
Key to fulfilling this duty in the most
effective way possible is a move to direct
shipping and cutting turnaround times,
which also frees up cash flow as fewer
unsold products remain in storage.
We are building more direct, smaller shipping
lanes, for example from Asia to Dubai, and Russia
into Western Europe, de Winter said. In most
areas we have a dual delivery of air and ocean
freight so we can be flexible with customers.
We can build to order so we no longer have
to second guess what the customer needs.
The need for direct as opposed to traditional
routing came around the turn of the century.
HPs Regional Director for EMEA Logistics
Ronald Kleijwegt explained: Since around
2000 a lot of manufacturing has moved
from the US and Western Europe to Asia

and parts of Europe further east.
We needed to move to direct routing and
use alternative gateways reducing volumes
moving via Rotterdam and Hamburg,
which remain important nonetheless.
A clients consignment
being prepared
prior to dispatch
Piraeus
The continually developing and exciting logistics
w w w. h p . c o m
133

hub at Piraeus encapsulates HPs strategy
to open up gateways, become more efficient
and explore new transportation options.
The company is a forerunner in this respect,
being the first tech business to exploit the
Greek ports huge potential, with massive
expansion in activity planned for this base.
We started using Piraeus at the end of last
year and are looking to ramp up the volume going
through there in the next few months, from 20
containers per month to 300, de Winter said.
It is a more attractive solution in terms of
turnaround time, especially when serving
the Mediterranean countries where it is
EUROPE
Key Personnel
Bert de Winter
Director
Warehouse for processing consignments prior to loading into containers.

w w w. h p . c o m
135
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We started using
Piraeus at the end
of last year and are
looking to ramp up
the volume going
through there in the
next few months,
from 20 containers
per month to 300
far easier to sail here than into the more

traditional western European ports.
The port has seen enormous investments
from China in recent times, part of a
process which has witnessed a logistical
Eurasia region gather momentum as Asia
moves west and Europe further east.
Kleijwegt added: Economically, people
have talked about Greece negatively but our
experience has been very positive when working
with the government and Chinese firm COSCO.
These days Piraeus is one of the most
sophisticated ports in the world and we
Bert de Winter
Containers being transported to the ports loading bays.

w w w. h p . c o m
137
SUPPLIER
P R O F IL E
Global Carrier
Global Credibility
COSCO is engaged in transforming Piraeus
Port into the biggest Container Terminal in
the Mediterranean, Logistics Service Centre and
becoming the South East Gate for cargoes from/to
Central Europe & Balkans.
info@cosco.gr
ADV 288/2014EN
SUPPLIER
P R O F IL E
The router for success routes.

In our logistics centres, we bundle complex tasks and requests to create efficient ways of arriving at the goal. Through intelligent data management, we find
solutions that link new as well as existing connections so successfully that some
customers even award us the title Regional Logistics Supplier of the Year.
Experience what moves our customers:
www.gw-world.com
EUROPE
Delivering on tracks
Another major development at Piraeus which HP
played a prominent part in is the establishment
of a rail link all the way to the Czech Republic,
home to a major HP desktop assembly facility.
The rail track has been extended to
the northern infrastructure in Greece
and we are expecting the first containers
Photo copyright: Petr merkl, Wikipedia
use it for the Balkans, Central and Western

Europe and significant parts of Africa.
With Russia, the traditional route was always
via Rotterdam or Hamburg into St. Petersburg but
now because of Piraeus we have a coastal service
into the Black Sea and straight to Moscow,
cutting turnaround time by seven to eight days.
HPs main office in

Ostrava, Czech Republic
In partnership with PCT, HP PPS Logistics helped develop the rail link
that allows shipments to be transported as far as the Czech Republic
w w w. h p . c o m
139
The rail side loading

area at the PCT port
imminently, taking us beyond the 300 a

month we projected, Kleijwegt said.
Rail is becoming an increasingly important
mode of transport for HP PPS Logistics
EMEA, reflected by the success of the
China-Germany line since late 2011.
Kleijwegt added: We began with 1011 pilot trains and since then we have run
about 80 from China into Duisburg, each
carrying about 40-50 containers.
HP has taken the lead here and other
multinationals are following us. We are always
looking for opportunities and will be looking to
get trains into other European destinations.
Continuing the shift to sustainable and
intermodal methods, the company has also
moved a lot of operations from air to ocean freight
in the past five to seven years and is looking to
work with the most innovative logistics partners.
Our preference is to work with creative
providers who think in the same spirit as we do,
Kleijwegt said. We are dealing pretty much
with the top 10 logistics companies in the world
simply because of our magnitude and these big
providers are also some of the most innovative.
We want to have real time visibility all the time and are
looking for paperless solutions in the logistics chain
Ronald Kleijwegt, Regional Director for HP EMEA Logistics
140
June 2014
EUROPE
Sustainable innovation
The shift to alternative and intermodal
transportation demonstrates a commitment
to sustainable practice seen right through
the PPS Logistics operation. Technology
is another area in which processes can
be streamlined and made greener.
We are just introducing a new Transport
Management System across Europe which
will improve fill rates in trucks, de Winter said.
We can increase fill rates by about 30 percent
which means fewer trucks on the roads.
Kleijwegt also pointed towards the use of
HP Logistics
can increase fill
rates by about
30%
which means
fewer trucks on
the roads
Piraeus port.
w w w. h p . c o m
141
To improve HP
PPS Logistics
existing practice for
sustainability, they
introduced a new
Transport Management
System across Europe
which will improve fill
rates in containers
biofuels on carriers and solar panels on some

of HPs distribution centres as other sustainable
initiatives, as well as incorporating the
companys expertise in IT and cloud solutions.
We are motivating our suppliers to go
into this environment and become more
efficient, he added. We want to have real
time visibility all the time and are looking for
paperless solutions in the logistics chain.
Tackling complexity
In becoming more efficient, direct and
sustainable, the supply chain is presented
142
June 2014
EUROPE
We are motivating our suppliers

to go into this environment and
become more efficient
Bert de Winter
with challenges which demand an

inventive workforce on top of the advanced
technology and methods of transport.
HP set up its Supply Chain Academy one and a
half years ago, bringing benefits to the 60 workers
involved in PPS EMEA Logistics operations.
Our people are given a business challenge
that we need to solve in say six months,
something which we are yet to solve ourselves,
de Winter said. This helps them to further
deploy their talent and expose them to senior
management in the company and deal
with very complex operational issues.
With the right people on board, HPs PPS
Logistics team looks set to serve its customers
in innovative and efficient ways while adopting
increasingly sustainable practices.
Kleijwegt also hinted at the exciting times
which lie ahead in the region, particularly in subSaharan Africa where the company is looking to
build on its existing presence and emulate the
infrastructural success it has seen in Piraeus.
It is only a matter of time before we see
development there, he concluded.
Company
Information
INDUSTRY
Supply chain,
technology
HEADQUARTERS
3000 Hanover Street,

Palo Alto, CA, USA
FOUNDED
January 1, 1939
EMPLOYEES
317,500 worldwide
REVENUE
$112 billion
PRODUCTS/
SERVICES
Distribution of Personal
and Printing Systems to
the EMEA region
w w w. h p . c o m
143
Freightmore
maintains family feel
despite ongoing expansion
The road and air freight specialist started from
humble beginnings but still has a focus on providing
excellent customer service, hiring the best staff
to maintain a close-knit family atmosphere
Written by: Sam Jermy Produced by: Oliver Bishop
145
FREIGHTMORE
The company
is labelled the
Gentlemen of the
Industry by other
transporters
uch has evolved at Freightmore since

Monty Govender, group CEO, began
operations back in 1986. The business
has overcome various adversities such as the
global economic downturn, volatile fuel prices
and the air of uncertainty surrounding e-tolls,
though has refused to stagnate and currently has
expansion plans well underway.
Labelled the Gentlemen of the Industry by
other transporters, with integrity and trust being
among the values which remain at the heart of the
business, Monty Govender is still the backbone
of the company in terms of both the customers
and staff who have great affection for him.
His son, Sharmlin Govender is the Group
Managing Director, and is excited about the
two new facilities opening in the near future as
well as looking into the possibility of acquiring
existing companies in smaller towns as a
method of improving its current rural service.
He said: As time goes by our plan is to
open more branches in South Africa, currently
we have taken aim at Bloemfontein and
George, while still focusing on the acquisition
of rural based transport companies.
Instead of setting up infrastructures and
employing a raft of new people its logical
to buy an existing company with vehicles,
staff and an existing infrastructure.
Impeccable service
Freightmore has recently bought four new Scania
146
June 2014
Freightmores truck drivers are all very experienced
and two Volvo trucks and will be purchasing more

vehicles in coming months. Company policy is to
maintain a reliable, roadworthy fleet to ensure the
best possible customer service.
Its services prove invaluable to high profile
clients such as JDG Group, Afripack, Sealed Air,
Paarl Media, Mega Freight and Geodis Wilson.
Sharmlin explained: After three years we
rotate the newest vehicles into our local fleet
and the oldest vehicles will be sold. Its a cycle
that works for us and provides the confidence
to offer our clients a service second to none.
The biggest risks

yield the biggest
rewards and if we
had never imagined
ourselves here, we
wouldnt be here!
Sharmlin Govender,
Group MD
Steady Evolution
The Govender family lived and grew up in Parow,
Cape Town and this would later become the area
where Freightmore laid its roots. Monty Govender
was passionate about the region, and in an effort
w w w. freightmore.co.za
147
FREIGHTMORE
The company puts an

emphasis on getting
the right staff
to uplift an impoverished community he took the

conscious decision to employ staff from Parow
and its surrounding areas. Everyone knew the
Freightmore brand and the particular area has
since become one of the industrial hubs of the
northern suburbs. Vaneshree Govender, group
Marketing Executive, has continued to promote
her fathers ideals, with her active involvement in
various charities.
Sharmlin said: Its all about our staff;
we have built our business around being a
family and drafted our recruitment policies
and practices around that principle. Its
not easy to find talented employees, but
Efficiency, integrity
and reliability make us
masters of our game.
Freightmore is a road freight company
focussed on servicing a niche market,
while offering a holistic logistical solution
Tel: 0861 76 76 76 Email: info@freightmore.co.za
www.freightmore.co.za
AFRICA
our efforts will pay off in the long run.

From starting with just two vehicles and six
staff, Freightmore now has over 300 staff as
part of its family and 100 vehicles operating out
of five different branches across the country.
Freightmore annually hosts interns
from the Reunion Island, near Mauritius,
who stay for three months to learn the
trade and develop their own skills.
The new and improved premises in
Brackenfell, Cape Town, complementing its
sites in Johannesburg, Durban, East London
and Port Elizabeth, is barely a year old but
is three times larger than its precursor, once
Employees work
hard because they
enjoy working for the
company
Warehouse forklift operators are well trained

149
FREIGHTMORE
Freightmores current business plan already comprises cross-border deliveries
Its all about our staff; we have built

our business around being a family and
drafted our recruitment policies and
practices around that principle. Its not
easy to find talented employees, but
our efforts will pay off in the long run
Sharmlin Govender
again epitomising the companys desire

to look ahead and avoid stagnation.
Future plans
Freightmores current business plan already
comprises cross-border deliveries via an
outsourcing strategy, but has a long term goal to
look beyond its founding country and expand into
bordering nations such as Namibia, Botswana,
150
June 2014
AFRICA
Company
Information
INDUSTRY
Logistics
HEADQUARTERS
Cape Town
Swaziland and Mozambique.

To accompany its primary mode of transport
via road freight, the company also offers
air freight as an additional benefit to make
things as easy and accessible for clients.
Sharmlin explained: As part of our customer
retention strategy we offer our customers an
air freight service even though it currently does
not form part of our primary service offering.
We ensure, when outsourcing, the maintenance
of our high standards is not compromised.
Looking forward, Sharmlin wants to double the
Freightmore turnover over the next five years,
even though he concedes it is a tall ask. The
firm is also working towards green initiatives,
and has started disposing of its oil to Oilkol on
a small scale. Vehicle speeds have also been
restricted in an effort to cut carbon emissions
and to become more environmentally friendly.
He said: The biggest risks yield the biggest
rewards and if we had never imagined
ourselves here, we wouldnt be here!
FOUNDED
1986
KEY PEOPLE/
TITLES
Monty Govender,
Group CEO
Sharmlin Govender,
Group MD
EMPLOYEES
+300
PRODUCTS/
SERVICES
Road & Air Freight

logistics
151
UTi Zimbabwe
leads the way
in Zimbabwe
The Zimbabwean branch of supply chain
solutions giant UTi has risen to the top in
the country based on its global network,
commitment to staff excellence and
unrivalled customer service
Written by: Joel Levy Produced by: Dennis Morales
153
UTI ZIMBABWE
UTi has 313

offices and
245 logistics
centres across
59 countries
UTi truck
154
June 2014
he Zimbabwean arm of supply chain giant

UTi Worldwide has gone from strength to
strength in the country, leveraging its parent
companys global network to excellent effect to
provide an unrivalled set of services to its clients.
Since entering the region in 1980, the company
has weathered political and economic unrest
to establish itself at the top of Zimbabwean
supply chain solutions, providing quality services
to clients in the mining and energy, retail, hitech/electronics and pharmaceutical sectors,
amongst others, delivering to all major continents
worldwide.
Air, road, rail and sea freight forwarding,
contract logistics, distribution, customs
brokerage, managed transportation services,
supply chain analysis, warehousing and
consulting are the companys core services,
much appreciated by such high-profile clients as
Mimosa Mining and the multinational telecoms
group Econet Wireless.
UTi is also a successful exporter of tobacco and
cotton on behalf of its Zimbabwean clients.
Headquartered in the capital Harare, where
it also has a 6,000 square metre-warehouse,
the company has further branches in all major
Zimbabwean cities and ports including Bulawayo,
Mutare, Beitbridge, Chirundu and Nyamapanda,
putting together a strong network that mirrors the
approach implemented on a global scale by its
parent company.
Five men moving contents inside of a warehouse
UTi Worldwide
Proud of the success to-date, Regional
Consultant for International Trade and Custom,
Timothy Nyanzira, believes access to UTi
Worldwides network has been crucial to its
success in Zimbabwe.
One of our major strengths is our global
existence, our network around the whole world,
he said. That is something we have over some
of the small players who only exist in Zimbabwe
and whose contractual network arrangement with
other countries does not necessarily work.
With 313 offices and 245 logistics centres in
59 countries, the parent company develops and
implements client-centric, global solutions for
international companies with unique supply chain
requirements.
One of our major

strengths is our
global existence,
our network around
the whole world
Timothy Nyanzira,
Regional Consultant for
International Trade
and Custom
w w w. g o 2 u t i . c o m
155
UTI ZIMBABWE
Two employees load a truck
By integrating IT platforms and developing

a UTi-client team approach to the planning
and implementation process, its supply chain
solutions maximise efficiencies and costeffectiveness.
By the same token, Zimbabwe is a key location
for the worldwide group, and an important part
of its African operations, bordering the similarly
important South African region.
Staff give the company

a distinct advantage
156
June 2014
Skilled workforce
Equally important to UTi Zimbabwe becoming the
countrys market leader in freight forwarding is the
input of its 86-strong workforce, as well as its own
efforts to continuously develop their considerable
talents, both of which Nyanzira believes gives
them the edge over rival firms.
Highly skilled workforce
He explained: Our staff competence and skills

Id say is another major competitive advantage
we have over other players. What we do besides
the attributes or training those individuals have
externally.
Every month there is online training for all our
staff to make sure they all remain up to speed in
terms of the global trends that are taking place,
and also to equip them with new skills to be able
to assist or handle any business or any type of
transaction.
IT Investment
A recent major $250m investment from UTi
Worldwide in the form of a new IT system,
Oneview, will greatly benefit the Zimbabwean
branchs employees and customers alike,
86
Number
of workers
employed
in freight
forwarding
157
UTI ZIMBABWE
UTi Sun Couriers van
improving efficiency and providing instant access

to important information.
Nyanzira said: This is a huge investment that
the shareholders have undertaken the world
over, and one of the advantages of the system is
that it will make sure that all the information for a
particular client is readily available.
The customers themselves will also have
visibility; just with a click of a button they will
be able to tell where their shipment is, and all
the billing information will be available too. It
will improve efficiencies and focus a lot on the
customer.
This customer focus is a priority for UTi
1921
Ignazio Messina & C.
THE ITALIAN LINE
1994
Ignazio Messina & C. Pty Ltd
SHIPPING AGENCY
IN SOUTH AFRICA
THE ONLY INDEPENDENT

RO-RO CONTAINER SERVICE
IN THE TRADE WITH OWN
CONNECTING SERVICES
THROUGHOUT THE
MEDITERRANEAN
For rates, bookings & enquiries:
Jhb: 011 881 9500 Dbn: 031 365 5200
Cpt: 021 418 4848
Maputo: I.Messina Mocambique Limitada
+ 258 21 300020/35/37
Exceptional Service.
Personal Attention.
In order to provide comprehensive solutions to multi-faceted
financial services industry requirements, and to deliver a strong
client-focused approach across a range of insurance products,
servicing corporates medium size businesses and individuals in
South Africa and the rest of Africa, the Pogir Group consists of four
separate companies: Short Term Insurance, Healthcare Solutions,
Employee Benefits and Life & Advisory.
Visit us online to find out more:

www.pogirgroup.co.za
St Andrews office park, Block A, Ground Floor
39 Wordsworth Avenue, St Andrews Bedfordview
Tel: (011) 879 7200 | Fax: (011) 454 - 0581
Checking placement of product in warehouse
throughout its dealings with clients. The

company is committed to maintaining excellent
communications throughout its processes and
ensuring that all needs are met and any issues are
addressed efficiently.
Nyanzira explained: We are an open-door type
of organisation where the customer relationships
are managed from operator right through to the
manager. Every manager has a target of actually
meeting and discussing with five customers
every week to ensure the right level of service
and that we are delivering on our promises to the
customers.
If there are any concerns, they are addressed
immediately before they grow bigger. And
all our supervisors and operators interface
with customers, often on a daily basis, over
All our supervisors

and operators
interface with
customers, often
on a daily basis,
over the phones,
meetings and
through email
communication.
Timothy Nyanzira,
159
UTI ZIMBABWE
UTi truck above Queen Mary
the phones, meetings and through email

communication.
UTi Office
Operating forklift to
sercure pallet
160
June 2014
CSR
Having enjoyed success in Zimbabwe itself,
UTi is committed to sharing this success with
the local communities, taking an active role
in the companys worldwide corporate social
responsibility strategy, Delivering Better Live.
Recent programmes have included the
construction of a new hospital in the Goromonzi
district, already completed and commissioned,
and a school in Tarua, close to Harare, is currently
under construction.
Zimbabwean prospects
UTis strong performance in Zimbabwe is set
to be further bolstered in the coming years by a
strengthening of government policy.
AFRICA
Nyanzira sees some positive economic growth,

and made clear that more robust improvement is
expected in the coming years as the government
moves to encourage overseas investment and
take full advantage of the nations untapped
mineral wealth.
The government is actually trying to change
some policies and shift in terms of indigenisation
laws because they have seen that it is currently
not working at all, he said. They have taken a
soft stance and now the ministry responsible
for that legislation is having a sector-by-sector
stakeholder discussion to try and find the best
way forward.
Because of this softer stance, Id like to believe
that they will come up with a blueprint to attract
further direct foreign investment and other forms
of investment.
On the back of this, UTi can expect an even
brighter future, and the growth brought by foreign
investment will be complemented by that of
company shareholders in the form of serious
acquisitions that Nyanzira believes will add to the
Groups existing strengths.
He concluded: I would like to think that we will
have growth of about 20-25 percent within the
next five years because what I see happening
is a lot of changes in terms of the policies in the
country and that will stimulate and attract further
investment.
We have the people, the resources and the
infrastructure to attract this investment.
Company
Information
INDUSTRY
Freight forwarding
HEADQUARTERS
Harare
FOUNDED
1980
EMPLOYEES
86
REVENUE
Not disclosed
PRODUCTS/
SERVICES
Air, road, rail and sea

freight forwarding,
contract logistics,
distribution, customs
brokerage, managed
transportation services,
supply chain analysis,
warehousing, consulting
161
ALE goes continentwide as it builds on

success in South Africa
The globally-renowned heavy transport, lifting
and installation contractor is growing its presence
in Africa by deploying its trusted equipment and
reliable personnel on a wide range of projects
across all industries
Written by: Tom Wadlow Produced by: Kiron Chavda
163
ALE
We have used
our knowledge
and expertise to
develop smarter
solutions to the
challenges created
by the increasing
size and weight of
wind turbines and
components
Amine Mastour Chatmi
Installation of a 450t
bridge, UK
LE is strengthening its 30 country-strong

global network of operations as its
African arm seeks to carry over its hugely
promising work in South Africa to the rest of the
continent.
Having completed an array of projects
from wind turbine lifting and container crane
relocations to blast furnace installations and
fishing vessel salvations, ALEs South African
branch has built up a trusted reputation in the
region since 2001 and is exploring areas of power
generation, oil and gas, mining, port operations
and infrastructure developments further afield.
Crucial to the ongoing expansion is the ability
to set up new representations, acquire promising
existing structures, establish fruitful partnerships
with international and local companies as well
as tap into the worldwide ALE network, drawing
on the resources possessed by the 275 millionannual revenue group.
Such resources include record-breaking
equipment such as the SK crane series (5000t
capacity), the Mega Jack or the Hydro Deck,
along with vastly experienced engineers and
project management teams, all adhering to the
highest Health, Safety, Quality and Environment
(HQSE) standards and creating a smarter, safer,
stronger ethos.
South African foothold
Renewables is a key sector which has seen the
ALE South African branch bolster its reputation
164
June 2014
AFRICA
no end as it continues to play a huge part in the

countrys wind power programmes.
Amine Mastour Chatmi, Business Development
Manager for Africa, said: Building on our
experience in the power sector, we have used
our knowledge and expertise to develop smarter,
safer and stronger solutions to the challenges
created by the increasing size and weight of
industrial components.
In the renewables sector, and typically
for the wind projects for instance, we offer a
bespoke Transport Crane and Installation (TCI)
package. The transportation phases involve
route assessments, liaising with local authorities,
removal and replacement of any street furniture or
structure that may obstruct the route.
ALE possesses a specialised fleet of equipment
for such works and knowledgeable teams to help
with all aspects of installation, expertise which
Key Personnel
Amine Mastour
Chatmi,
Business
Development
Manager for Africa
Components to create a prototype wind turbine
w w w. a l e - h e a v y l i f t . c o m
165
ALE
Transportation of a
290t transformer, UK
Load-out of a 2,600t
FPSO turret, Malaysia
166
June 2014
has been deployed on a number of projects in the

Western and Eastern Cape.
One such example was the transportation,
mechanical and electrical erection and installation
of 37 V100 1.8 MW 95m HH wind turbine
generators at Hopefield wind farm, 60km from the
Port of Saldanha.
There were three shipments containing blades,
towers, nacelles and hubs which were assembled
using ALEs LG1750 crane with lattice boom and
AC250 crane.
Large programmes such as these has seen the
African units workforce increase fivefold to 260 in
a matter of months.
Branching out
Mastour Chatmi plans to further improve the
companys offerings across Africa, with an
immediate term priority on the Sub-Saharan
region, especially in the east and west.
Oil and gas is a main focus in these areas, he
said. With a presence in all the major oil and gas
centres in the world, ALE works closely with bluechip oil and EPC contractors, supporting them
from the very first stages.
Our engineering skills enable us to transport,
lift and position reactors, process columns,
furnaces and other large elements, maneuvering
these items with precision and safety often in very
restricted spaces and within tight time frames.
Alongside power generation, in which it has
significant experience in more than 100 countries,
Transportation of a 335t heat exchanger, Namibia
other areas of interest for ALE in Africa will include

port operations and infrastructure development.
Portside, activity revolves around the
transportation, erection and vertical extension of
harbour cranes, including important schemes to
recover this equipment following storm damage
or collisions.
On the infrastructure side, ALEs experience
will provide valuable input into many future
African projects. With experience in high-profile
infrastructure projects such as the removal and
installation of innovative road, rail, river and canal
bridges, lock gates, stadium roofs and airport
architecture, we fulfil our role accurately, safely
Were committed
to helping our
clients achieve
what might
once have been
considered
impossible
Amine Mastour Chatmi
167
ALE
and with minimal disruption, Mastour Chatmi
added.
ALE has broken

numerous world
records in its
industry
Record breakers
Helping it to deliver successful operations is the
innovation of state-of-the-art solutions, some of
which are of record-breaking class.
Were committed to helping our clients
achieve what might once have been considered
impossible. Mastour Chatmi said. Nowhere
is this better demonstrated than our Innovation
Series, the label we give to some of our most
advanced and cutting edge technologies and
equipment.
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AFRICA
The revolutionary Mega Jack is a fine example,

a machine designed to push structures of
immense stature and one which has doubled the
previous world record lift. It has a capacity per
tower of 5,200 tonnes with a 10 tower system
lifting up to 60,000 tonnes, ample power even for
the most challenging operations.
Another example is the Hydro Deck transition
pontoon, designed to allow loads up to 17,000
tonnes to be harboured regardless of tidal
conditions, saving time and money for clients.
It has a redundant water ballast and air tank
system to provide buoyancy and stability in all
tidal stages. It is also a temporary structure,
making disruption to the area minimal.
Other notable innovations include the AL.SK190
and AL.SK350, the respective little and large
powerhouses of its kind. The latter is the largest
crane in the world.
Global strength
Creating new and taking advantage of existing
networks has enabled ALE to continuously
improve its offerings to customers. For instance,
the Hydro Deck was designed and built though
a joint venture with AG&P (to make AG&P
ALE Ventures Pty Ltd), one of around 12 such
partnerships to date.
It also works closely with local companies on
various projects, combining the global power of
ALE with those based at the heart of where the
operations take place.
Unique gantry system
Jack-up of a 42,780t
topside, Korea
169
ALE HEAVYLIFT (ALE SA)

Guiness World Record
for the Heaviest Load
Moved by SPMTs
Installation of a
2,700t bridge, Poland
Netherland site
Load-out of 1,400t
container cranes
170
June 2014
In an increasingly globalised context, where

knowledge of the ground is required but a deep
understanding of our clients needs equally is;
being international yet local in all key countries is
a must, Mastour Chatmi said.
Worldwide ALE has 1400 employees (260 in
Africa) and resources including crane fleets,
trailer fleets, skidding equipment, gantries and
jack systems, experienced engineers and naval
architects: this having started out modestly in the
utilities sector in 1983.
Heath Safety Quality and Environment
Equally as important as the sophistication of its
equipment is the ability of workers to use such
machines and craft bespoke solutions while
adhering to the highest HSQE standards.
We employ imaginative people at all levels
within the company, who focus on developing
AFRICA
innovative solutions for the most complex

projects, Mastour Chatmi said. We challenge
conventional thinking, aspire beyond accepted
limitations, and dont stop until we have the
smartest, most effective solution to each and
every challenge.
We know that meeting our moral
responsibilities to people, property and
the environment is as core to our business
performance as our service delivery. Thus HSQE
remains at the heart of ensuring we exceed the
expectations of our stakeholders.
Ensuring that the company maintains such high
standards internally and operationally are regional
centres of excellence, internally developed
training schemes and external vocational
courses, business skills training and academic
development.
This continuing prosperity of staff, combined
with further technological innovation and
excellence in project delivery across all industries
will stand both the African branches and ALE writ
large in good stead going forward.
Mastour Chatmi outlined a bold future: In the
next five years, nearly all major infrastructural and
industrial developments to happen in Africa will
require our support.
Our positioning as a leader in heavy lifting and
transportation innovations makes it possible to
believe that our growth to date is only a beginning,
and that in five years time ALE will be more than
five times smarter, safer and stronger.
Company
Information
INDUSTRY
Specialised logistics,
heavy transportation,
lifting and installation
HEADQUARTERS
Staffordshire, UK
(Global); Johannesburg
and Cape Town, SA
(Africa)
FOUNDED
1983
EMPLOYEES
1,400 (260 in Africa)

REVENUE
275 million
PRODUCTS/
SERVICES
Design, installation
transportation and lifting
of heavy indivisible loads
171

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