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ACA/SCA 2023



April 28, 2015: Cargolux Airlines has decided to temporarily impose a ban on the transport of lithium ion battery (UN3480) shipments starting on 1 May 2015. The decision comes after reviewing new information released by the FAA, Boeing and ICAO regarding the effectiveness of the on-board fire extinguishing systems in case of lithium ion battery fires and the temperatures that such fires can develop.

With this decision, Cargolux joins other major passenger and freight carriers in following the IATA recommendation to risk assess the transportation of such batteries and concluding that the current risk to continue flying such shipments is not acceptable. Shipments of lithium metal batteries (UN3090) have already been banned by Cargolux following a dedicated risk assessment conducted in previous years.

This ban does not apply to lithium ion batteries packed with or contained in equipment (UN 3481).

To lift the ban as soon as possible, Cargolux will assess different options to identify if technology exists or if new technology can be developed in order to make the transportation of bulk shipments of lithium batteries safe.


April 28, 2015: Accenture has released a new version of its Ocean Cargo Pricing software, part of the Accenture Freight and Logistics Software portfolio, that can help ocean carriers reduce costs and revenue leakage, while improving customer service.

Accenture Ocean Cargo Price version 6.8 is an intuitive, easy-to-use product that provides advanced pricing functionality to help boost profitability based on real-time insights. The solution allows carriers to more efficiently apply and maintain rates and charges. Sales professionals can create quotes and contracts for a single quote line request as well as for a large tender request. The new capability to generate market rates employing base rates and add-ons such as location, commodity, or container type helps carriers respond to customer requests faster and with more relevant and competitive rates.

New rate management functionality provides easier maintenance, application and negotiation of inland rates using a hub and spoke model. Improved surcharge definitions allow carriers to inform customers of surcharges that may change over time, and gain better insight into customer specific charges. With improved control and visibility, carriers can more easily prevent revenue leakage.

"For ocean cargo carriers, using technology to revitalize the quote-to-cash process is a critical component to increasing visibility and enabling better decision-making," said Malcolm McNamara, global managing director of Accenture Freight and Logistics Software. "Our newest release of Ocean Cargo Pricing is designed to provide more accurate pricing models, which will help carriers adapt to market changes and stay competitive."


April 28, 2015: TNT today reported first-quarter revenues of €1,622 million, up 1.3% year-on-year, and an operating loss of €11 million. Adjusted for disposals and foreign exchange, TNT's revenues declined 1.5%.

The drop in fuel surcharges and a trading day effect lowered first-quarter revenues by 2.1% and 1.5%, respectively. The underlying revenue growth, after correcting for all these factors, was 2.1%.

Reported operating income includes €12 million of restructuring and other charges, in line with guidance. Adjusted operating income decreased to €1 million, reflecting costs related to the execution of the Outlook strategy (€20 million), lower volumes from international accounts and pricing pressures, particularly in Western Europe.

Investments increased to €78 million (4.8% of revenues) in the first quarter, compared with €26 million (1.6% of revenues) the year before. Most capital expenditures went to sorting equipment, hubs, depots, vehicles and IT. Service performance, measured by on time delivery, continued to improve in all segments.

Tex Gunning, TNT's Chief Executive Officer, said: "Good progress is being made with the execution of the Outlook strategy. Service performance and revenues from SMEs further improved, supported by ongoing investments in infrastructure and IT. During the FedEx offer process, we will continue to focus on our customers and operational efficiency. The first quarter results were impacted by transition costs associated with the Outlook strategy. Our guidance is unchanged: we expect 2015 to be a challenging year of transition, followed by year-on-year improvements from 2016 onwards.


April 28, 2015: Deutsche Post DHL (DPDHL) Group  has deployed their Disaster Response Team (DRT) in Kathmandu, Nepal, following the massive 7.8-magnitude earthquake that has claimed thousands of lives to date in addition to those being severely injured.

The international aid community is now gearing up to fly in urgently needed goods like technical equipment, water and food. DPDHL Group's DRT will provide logistics support to help manage the incoming international aid and handle the goods at Tribhuvan Kathmandu International Airport for further distribution by local and international organizations to those in need.

DHL SE Asia disaster responseFrank Appel, CEO of Deutsche Post DHL Group, said: "The massive scale of destruction from the Nepal earthquake has hugely crippled infrastructure and damaged roads and local airports, posing a great logistical challenge towards relief efforts. It's a race against time to rescue those still captured in the debris as well as those in urgent need for critical assistance and amenities like medical help, food and water.

"The sudden influx of relief goods at Kathmandu airport challenges the local capacities to distribute these goods in a timely manner to reach beneficiaries. This is the specific logistics support that our DHL Disaster Response Team will provide at the airport. Our team comprises highly trained volunteers who provide logistical expertise to help coordinate the relief aid at the airport for further distribution to the victims in the speediest manner possible."

A team of DRT volunteers consisting out of DHL employees from countries such as Bahrain, Belgium, Dubai, India, Malaysia and Singapore arrived in Kathmandu, Nepal on 27 April and are supported by Gagan Mukhia, Country Manager of DHL Express Nepal. The team will work with the United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) to mobilize and coordinate humanitarian relief efforts in Nepal.

Chris Weeks, DHL Director for Humanitarian Affairs, said: "In the aftermath of a disaster airports can become bottlenecks that delay the distribution of emergency relief supplies. In these situations, logistics expertise can make a huge difference in coordinating the incoming supplies, and so save lives by ensuring a swift and organized handling of all aid.

"However, there is a high level of competency and preparedness in Nepal to deal with the aftermath as we had jointly conducted a "Get Airports Ready for Disaster" (GARD) program with local Nepalese authorities and the United Nations Development Program in 2010."


April 23rd, 2015: Damco, a leading third party logistics provider, and Coop, one of Denmark's largest retailers, today announced they have signed a partnership agreement appointing Damco as Coop Denmark's sole logistics partner for inbound shipments from Asia.

The three-year contract commences on 1 May 2015. Damco has been managing a significant part of Coop's inbound flows from Asia since 2009, and now both parties have agreed to take the partnership to the next level.

Coop decided on an exclusive arrangement with Damco in order to drive strategic development – supported by Damco's dedicated Supply Chain Development team – and to capitalize on synergies obtained from sharing business strategies and long-term planning.

Coop assessed Damco and other global logistics service providers in 10 key areas including operational excellence, supply chain management capabilities and IT. Damco stood out due to its focus on supply chain development and its commitment to a long-term partnership, proven by Damco's best-in-class customer retention ratio.

"We believe that Coop's strategic and long term view on their supply chain priorities fits very well with what Damco does best. Having partnered with some of the world's largest and most successful retailers over many years gives us the confidence that we can assist Coop in fulfilling their strategic objectives in the years to come", says Mads Drejer, Chief Commercial Officer, Damco Nordics.

The new contract will include integrated supply chain management and advanced EDI connectivity supported by strong key account management. One of the first benefits that Damco aims to deliver is improved freight control in key parts of Coop's Asian supply chain.

"For the last six years, Damco has proved to be an efficient and reliable logistics partner for Coop," says Michael Frølich, Senior Supply Chain Manager, Coop Denmark. "By appointing Damco as sole logistics provider, we can take a more strategic approach to optimising our inbound supply chain with the aim of delivering bottom-line savings for Coop Denmark."


April 27, 2015: Panalpina is adding calls in Azerbaijan's capital, Baku, as part of its long-term strategy to expand and optimize its controlled air freight network. Scheduled charters that are operated by Silk Way West Airlines and fly between Luxembourg and Shanghai now call in Baku four times per week.

Panalpina's services between Luxembourg and Baku, and Baku and Shanghai, are called Caspian Star and Panda Star, respectively.

Silk Way deploys 747-8 freighters, which are particularly well-suited for the transport of outsized oil and gas equipment and temperature-sensitive pharmaceuticals.

Silk Way West Airlines' forthcoming service mentality has prompted Panalpina to extend its cooperation with the Azerbaijan-based carrier. So far, Panalpina has offered a midweek scheduled charter from Luxembourg to Shanghai via Baku and back. However, Panalpina has now introduced a second rotation on the weekend, as well.

Silkway 2"This is a two-way, twice-weekly connection with blocked space in both directions," says Sou Ping Chee, Panalpina's head of Air Freight for Asia Pacific. "Eastbound we fly mostly temperature- sensitive pharmaceuticals, where we see further growth potential. The majority of this cargo flies all the way to Shanghai Pudong International Airport, which is home to new cool chain facilities. On the way back to Europe via Baku, we carry mostly fast fashion and high-tech products."

The nose-loading capability of the deployed 747-8 freighters is also ideal for outsized oil and gas cargo. "We deliver equipment from Luxembourg to Azerbaijan for the country's main oil and gas fields east of Baku in the Caspian Sea," says Slavey Djahov, Panalpina's head of Air Freight for the Middle East, Africa and CIS (MEAC).

Panalpina's cargo mix into Baku is slowly shifting, though. Most of the cargo that is offloaded in Baku is for the company's international oil and gas customers, but volumes of technology goods, as well as pharmaceuticals, are growing. "We have observed increased customer demand in these areas," Djahov notes. "Silk Way not only provides the capacity with modern freighters but is also investing in airport facilities in Baku and thereby contributing to an efficient and secure end-to-end supply chain into Azerbaijan."

Peter Triebel, Panalpina's regional CEO for the MEAC region, adds: "Baku has benefited from oil and gas revenues and is developing quickly. While oil and gas production and exports remain central to Azerbaijan's economy, increasingly we are witnessing the demand-patterns of a diversifying economy. Baku is in full transformation."


April 20, 2015: Skopje's "Alexander the Great Airport" in Macedonia will have additional skills needed to cope with any possible natural or man-made disaster following a three-day training course in disaster preparedness.

The training program, entitled "Get Airports Ready for Disaster" (GARD), is being implemented by the United Nations Development Programme (UNDP) and Deutsche Post DHL Group (DPDHL Group), in cooperation with TAV Macedonia, the company that manages the country's two airports, "Alexander the Great" in Skopje and "St Paul the Apostle" in Ohrid.

gard-istanbul-360The GARD program aims to increase the capacity of airport personnel to deal with the logistical demands involved in post-disaster scenarios. The training will define and enhance local logistical capacities and knowledge, ensuring that bottlenecks at airports can be avoided and that large volumes of incoming relief goods can be handled with optimum efficiency.

The GARD concept has already been successfully implemented in almost 30 airports since 2005, including airports in Turkey, Armenia, Lebanon, Indonesia, the Philippines, Nepal, Bangladesh, Panama, El Salvador and Peru. The GARD trainers, DHL logistics experts who are providing their services free of charge, have been working in close cooperation with the United Nations.

"Our thoughts are always positive and naturally we do not want, or think that big disasters can happen. But, these kinds of scenarios are not included, no matter if it is a disaster caused by nature or caused by а human factor. Therefore, the GARD-training, which is organized by DPDHL Group and UNDP, is of a major significance for us and we appreciate very much their program, as well as the good cooperation, because the final goal is readiness of Skopje Airport for managing the disaster's effects," said Zoran Krstevski, General Manager of TAV Macedonia.

During the program, airport staff, together with staff from all relevant institutions that are part of the national crisis management system, including the Crisis Management Centre, the Protection and Rescue Directorate, the Civil Aviation Agency, the Ministry of Transport and Communication, the Ministry of Interior and the Red Cross, assessed the airports' surge capability and management structure from a disaster relief perspective and created a tailor-made and detailed action plan to handle surge traffic in case of a major disaster. It is expected that this plan will become part of national-level contingency plans.

"Building the country's resilience to natural and man-made disasters has always been a focus of activity for UNDP," said UN Resident Coordinator and UNDP Resident Representative Louisa Vinton. "Since 2007 we have implemented projects in this area worth USD 1.6 million, in partnership with central and local governments. This training is another step forward. Earthquakes and other natural cataclysms can't be avoided, but better preparedness and targeted investments can ensure they don't turn into disasters."


April 22, 2015: Next Wave Partners LLP is delighted to announce the creation of The Delivery Group Limited which has been formed to combine CMS Network (UK) Limited ("CMS") with its existing portfolio company, Secured Mail. CMS offers its clients a value-added complete mailroom outsourcing solution with significant clients in the financial and media sectors.

Secured Mail is a highly automated downstream access mail and ecommerce logistics operator with a national infrastructure and is building on its impressive growth track record to provide innovative services in the UK and Internationally to both its existing mail clients and new ecommerce and retail clients.

CMS's CEO, Steve Stokes commented: "This partnership is strong recognition of the quality of service we offer our clients and the growth we have achieved to date. Becoming part of The Delivery Group with NWP's backing creates many opportunities for our clients and our staff."

Secured Mail CEO, Mark Bigley said: "We look forward to working alongside Steve Stokes and the CMS team to both drive synergies and further increase the range of products for our customers."

Paul Carvell, Chairman of The Delivery Group added: "Secured Mail and CMS will continue to provide the same great service to their respective clients under the same trading names and run by the same teams. Both businesses will however have access to a broader product range and customer base and look to increase the range of services offered."

The Delivery Group was established in March 2015 to combine Secured Mail and CMS Network UK Limited under common ownership. The combined Group will have a turnover of £130 million, an employee base nearing 300 staff and operate from three major locations in Central London, Luton and Warrington.


April 24, 2015: Dunkerque saw the official launch of work on its new cross-Channel terminal with the laying of the first stone.

The event took place in the presence of Dunkerque-Port's CEO Stéphane Rai- son, Carsten Jensen, Senior Vice-President of DFDS Seaways and Henri Jean, Sub-Prefect of Dunkirk District, as well as the leading figures involved in the project.

The volumes of vehicles transiting through the port of Dunkirk on their way to Great Britain represent a substantial part of the total cross-Channel traffic. In view of this success, and to prepare for the future, Dunkerque-Port and DFDS Seaways signed a memorandum of understanding in November 2013 defining a redevelopment programme for the cross-Channel terminal.

As part of these redevelopment works, DFDS Seaways will construct a new passenger reception building and control booths at the entrance to the site.

The port of Dunkirk will assist DFDS Seaways in these works, and will also create the necessary yards and buildings for the control of vehicles and passengers as well as the pre-boarding parking areas, which will be located close to the walk- ways to facilitate boarding operations. These works are 10 percent funded under the Trans-European Transport Networks (TEN-T) scheme.

The new developments will improve access to the terminal from the highways and motorways, and allow customers to move quickly and easily from the entrance to the boarding car parks.

They will also speed up border and security controls in compliance with European and international regulations, and improve the security arrangements of the site. Other objectives include shorter ship loading and discharge times, improved safety for the personnel in charge of these operations, and increased capacities of the pre-boarding car parks (provision for more than two ships fully loaded).

With s total investment of €13,680,000, the project opens perspectives for development and even for hosting new shipping routes.


April 23rd, 2015: Delhi Airport and Amsterdam Airport Schiphol have signed a Memorandum of Understanding (MoU) to collaborate on, and promote, cargo business between them.

The MoUʼs scope includes business promotion, product development, knowledge sharing, training, performance benchmarking and regulatory agency cooperation. The MoU is intended to enhance Delhiʼs and Indiaʼs logistic capabilities at a global level.

Speaking at the signing ceremony in Delhi, Mr. I Prabhakara Rao, CEO, DIAL (owner of Delhi Airport, and a consortium led by the GMR Group) shared his vision for cargo business at Delhi Airport, stating: "DIAL is committed to add value to the air freight community and the supply chain. We aim to make Indian trade much more competitive in the global market.

"In line with our Honorable Prime Ministerʼs vision of ʻMake in Indiaʼ, we are at the cusp of history for the next stage in our economic growth. We have created world class infrastructure at Delhi and are at the right moment to partner with Amsterdam Airport Schiphol to bring our product onto a par with global standards."

Mr. Enno Osinga, SVP Cargo, Amsterdam Airport Schiphol echoed the sentiments: "Amsterdam can be a Global Gateway for Indian goods destined for mainland Europe, as well as other markets including the USA, Africa and Latin America; Schiphol offers 319 destinations in 95 countries across the Globe.

"We will build a trade lane between Amsterdam and Delhi, making Delhi a hub and a global gateway. We will work with our friends in Delhi to take air cargo business on this lane to the next levels of business efficiency and operational excellence."

He added that Schiphol sees Delhi Airport as one of the very few global airports which have a robust cargo strategy in place, and it therefore regards Delhi Airport as a natural ally.

DIALʼs Chief Commercial Officer-Aero, Mr. Pradeep Panicker, confirmed that Delhi Airport will continue to invest in new product lines to give an edge to its valued customers, and to be seen as their business partner rather than simply a service provider. He said that Delhi Airport traffic had grown approximately 19% over the past year, and that it is now the leading airport in the country.

Delhi Airportʼs Head of Cargo, Mr. Sanjiv Edward, claimed that this growth was ample proof that the airport had emerged as a major gateway. Customers had placed their trust in its cargo strategy and resources, incorporating its road feeder network, the Air Cargo Logistics Centre (ACLC), the promotion of eFreight and the establishment of a cargo community system.

"With the expertise of Amsterdam Airport Schiphol, our products and strategy will only improve and enable customers to enjoy greater efficiencies in airfreight and across the supply chain," he said.

Amsterdam Airport Schiphol handled a record 1.63 million tonnes of cargo in 2014, up 6.7% on the previous year. Pharmaceutical products from India form a growing element of its throughput. Delhi Airport handled 679,841 tonnes of cargo in 2014, up 12.24% on 2013.


April 23rd, 2015: Hapag-Lloyd today ordered five container vessels with a capacity of 10,500 standard containers (TEU) each from the South Korean shipyard Hyundai Samho Heavy Industries. The ships are to be built at the yard in Samho, on the south coast of Korea.

The ships are scheduled for delivery between October 2016 and May 2017 and be deployed primarily on South American routes.

When the expanded Panama Canal opens next year, Hapag-Lloyd will therefore have the optimal fleet for this trade. The expansion of the Panama Canal is one of the biggest civil engineering projects in the world, and will allow the passage of large vessels of up to 14,000 TEU from what is known as the post-Panamax class.

The new Hapag-Lloyd ships will have 2,100 reefers plugs and are therefore particularly suitable for transporting perishable goods such as fruit, vegetables, meat, fish or pharmaceutical products. In addition, they are equipped with a highly efficient main engine, an optimized hull shape and an innovative lashing and loading system for greater loading flexibility.

"This order for five vessels underlines Hapag-Lloyd's leading role in the Latin American trade. Following our successful merger with CSAV, we are one of the market leaders in this attractive trade and offer our customers a variety of excellent connections to and from South America," said Anthony J. Firmin, Chief Operating Officer at Hapag-Lloyd.

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