Tracking the Chilean import market

COMPLIANCE
INITIATIVES:
EUROPE TAKES
ON SULPHUR
IN THE CARGO:
SUPPORTING
­B IOENERGY IN
LATIN AMERICA
FAST FACTS:
KEY WAYS TO
BENEFIT­FROM
OUTSOURCING 3PL
OUR INDUSTRY
Tracking
the Chilean
import market
WALLENIUS WILHELMSEN LOGISTICS
MAGAZINE FOR CUSTOMERS
ISSUE 1/2015
ROADSHOW
VIRTUOSO
The lights, action and logistics of
a European car show.
VENTURE
01.2015
CONTENT
CONTACT
VENTURE NO 1 APRIL 2015
Published by Wallenius Wilhelmsen
Logistics AS, Box 33, N-1324
Lysaker, Norway.
Editor Cathrine W. Horn.
Publisher responsible under
Swedish press law Anna Larsson.
Editorial production Spoon, Stockholm.
Environmental care This magazine is
­produced in accordance with the Nordic
eco-labelling system, the Swan.
Front cover Mercedes
Next issue June 2015.
Copyright Texts and images in Venture
may not be republished without permission
from the editor or publisher responsible.
Printer Trydells, Sweden.
WALLENIUS WILHELMSEN
­LOGISTICS HEADQUARTER
+47 67 82 57 00
Find your local customer care
office here:
www.2wglobal.com/support/customerservice-contacts/
If you have any comments related to
Venture or questions about subscriptions,
please email: [email protected]
8
THE PERFECT HANDOVER:
EUROPEAN TOURS
There’s no business like the automotive show business.
4 NETWORK UPDATE:
What’s new and noteworthy in the
world of WWL.
12 INTERVIEW:
European Commission talks about
sulphur regulation.
14 Far eastern connectivity
The Tianjin VPC offers services at a
strategic spot in China
16 Ephemeral architecture
Check out the world’s tallest sandcastle.
17 Battling the bug
All you need to know about stinkbugs.
2 VENTURE 1 2015
20 FAST FACTS:
How to increase
outsourcing benefits
Key steps to an efficient search.
22 Royalty down under
The King and Queen of Norway visit
­Australia’s sites and landmarks.
24 OUR INDUSTRY:
Market of import
Growing economy increases imports of auto
and heavy machinery.
EDITORIAL
Connecting
the world
CONNECTIVITY IS AT THE HEART OF LOGISTICS, and part of
what makes this business so fascinating. Our industry is a
bridge that brings people, technology and products together to meet the demands of a complex world that is both
growing (population-wise) and shrinking due to improving
physical and digital communication technology.
I RECENTLY HAD THE HONOUR to attend the delivery of the
first of the new generation Hitachi high-speed railcar units
to the UK from Japan. The new electric trains are part of a
modernisation project that the UK Rail Minister Claire Perry
called, “a renaissance in rail travel in the UK”, delivering comfortable, environmentally efficient transport to the region.
I was humbled and very pleased with WWL’s role in bringing Japanese transport technology to the British public, and
could not help but observe the similarities that we share
with the new high-speed trains: we, too, endeavour to deliver
smooth, prompt and environmentally mindful transport of
cars, equipment and, yes, trains, to customers around the
world.
6 IN THE CARGO:
TOWERING SUCCESS
Supporting bioenergy in Latin America.
18
THIS ISSUE OF VENTURE MAGAZINE is replete with examples
of such stories from across the globe. While regular readers know that we typically feature articles reflecting our
international footprint, this first issue of 2015 highlights the
truly global nature of our business. We visit vehicle processing centres in Mexico and China, discuss the state of auto
imports in Chile, travel around Australia with the Norwegian
royal couple, review the shipment of massive evaporator towers from Brazil
to Venezuela that support the
burgeoning bioenergy sector
in the region, and much
more.
CONNECTING WITH YOU
18 ON SITE: MEXICO CITY
Mexico City’s VPC offers OEM’s increased efficiency.
is the goal of this magazine, wherever you are in
the world, and I hope you
enjoy this issue as much as
we enjoyed all the projects
reflected in its pages.
CHRIS CONNOR
PRESIDENT & CEO,
WALLENIUS WILHELMSEN LOGISTICS
VENTURE 1 2015 3
NETWORK UPDATE
Shared expertise
NEW SOUTH WALES SEEKS INDUSTRY
INPUT ON MARITIME EMISSIONS.
T
he growth of international trade
presents a global environmental challenge to finding and
meeting targets for maritime
emissions, such as sulphur. Emission Control Areas (ECAs) establish stricter controls
for emissions within their waters than is
otherwise the case. For example, as of January 2015 limits for sulphur content in ECAs
dropped to 0.10 per cent, whereas the global
cap is 3.5 per cent. Some countries or regions
within countries that are not within ECAs
are investigating ways to reduce maritime
emissions. New South Wales (NSW), Australia, is no exception.
Recently, the NSW Environmental Protection Agency (EPA) invited members from the
shipping industry, associations, ports and
government agencies to a forum in Sydney.
The meeting was held to share ideas and
information about the EPA’s plan to implement measures to reduce shipping emissions. WWL’s Roger Strevens was the lone
speaker representing the shipping industry
addressing those in attendance.
“At the forum, I outlined WWL’s fourstream approach to sulphur,” says Strevens.
“I also spoke about the importance of compliance, but the keynote to my speech was
the inherent challenges of sulphur regulation enforcement.”
STREVENS OUTLINED SOME OF the larger
issues facing enforcement authorities today,
including the competence and capacity of the
inspectors, which differs at every port; the
problems with detecting compliance while
vessels are underway (i.e., not at berth); and
jurisdiction. Still, Strevens emphasised the
criticality of robust enforcement not withstanding these challenges.
“What I told those assembled,” says
Strevens, “was that this is a global industry
with a global regulator and that therefore
the industry preference is for regulatory
initiatives to be channeled through the
International Maritime Organization
(IMO). There are advantages to be reaped
from that approach: communication would
absolutely be better and smoother, and a
patchwork of different and possibly con-
NEWS IN BRIEF
WWL LAUNCHES FIRST POST
PANAMAX VESSEL –
THE ­THERMOPYLAE
Wallenius Wilhelmsen Logistics recently
launched MV Thermopylae, the first of
its new generation of Post-Panamax
High Efficiency RoRo (HERO) vessels.
Measuring in at 36.5 metres wide and
199.99 metres long, the Thermopylae
features five liftable car decks, providing
more configurations for a wider variety
of customer cargo.
The vessels shallow draft allows it
to call ports with shallower depths,
increasing the scope of its service.
The Thermopylae’s design showcases emission reducing features such as
4 VENTURE 1 2015
a streamlined bow, new Promas rudder
and an engine that allows the vessel to
operate more efficiently in an increased
range of speeds and drafts.
In addition, the vessel is fitted with
an Exhaust Gas Cleaning System that
reduces sulphur emissions to below 0.1
per cent in compliance with new ECA
regulations.
This system also removes 70 per cent
of particulate matter, significantly reducing nitrogen oxide emissions.
The Thermopylae’s maiden voyage
will take place on WWL’s Asia-Europe
route, starting in the port of Hitachinaka,
Japan, and landing in Bremerhaven,
Germany.
WWL DELIVERS HIGH-SPEED
TRAINS TO UK
As part of the GBP 5.7 billion Intercity
Express Programme (IEP) to improve
infrastructure, rolling stock and franchise
changes needed to support growth
and improvements on Britain’s busiest
intercity rail routes, Hitachi successfully
delivered the first of 110 high-speed railcar units. Crowds of invited dignitaries,
press and curious onlookers gathered in
Southampton to watch the delivery.
“We are investing record amounts
building a world-class railway that
provides more seats, more services and
better journeys,” says UK Rail Minister
Claire Perry.
THIS IS A GLOBAL INDUSTRY
WITH A GLOBAL REGULATOR AND THEREFORE THE
INDUSTRY ­PREFERENCE
IS FOR REGULATORY
­INITIATIVES TO
BE CHANNELED
THROUGH THE
INTERNATIONAL MARITIME
ORGANIZATION
ROGER STEEVENS
WWL
flicting local regulation can be
avoided. The net effect is that
the regulation results stand a
better chance of achieving the
intended goal on emissions
reduction.
IN 2014, THE EPA COMMISSIONED international experts
Det Norske Veritas Germanischer Lloyd (DNVGL) to assess
the feasibility of emission
reduction measures for ships
at NSW ports. DNVGL will
present its findings in 2015, and
the NSW EPA should make its
decision shortly thereafter.
The first Hitachi Class 800 train will
be part of a new programme of trains
on the Great Western and East Coast
main lines.
“These trains will transform rail travel
for passengers travelling between many
of the great towns and cities of England,
Scotland and Wales, provide a massive
jobs boost for Britain and deliver billions
of pounds of benefits for our economy,”
says Perry.
WWL ANNOUNCES NEW VEHICLE
PROCESSING FACILITY AT PORT
OF GALVESTON
WWL has broken ground on a new
car-processing centre at the Port of
Ask
an Expert
For quite some time India
has been billed as the next
big market, with business
opportunities ever ripe for
the taking. Yet this has still
not come fully to fruition.
Head of WWL Global Market
Intelligence, Ari Marjamaa,
explains why this may all be
changing thanks to a new
government with a new approach to an old question.
Why has India failed in the
past to live up to growth
expectations?
WWL’S 4-STREAM
APPROACH
The four-stream approach to
addressing sulphur regulation
involves assessing four main
compliance solution approaches,
namely: using bunker oil with a
0.1% sulphur content; alternative
energy sources, such as liquefied natural gas, biodiesel and
solar power; installing exhaust
cleaning systems (scrubbers);
and the use of distillates, such
as marine gas oil.
Galveston in Texas. The state-of-theart facility will cover approximately 8
hectares (20 acres) of land at the port
and will have the capacity to provide full
technical services and body shop work,
storage and inspections for up to 36,000
cars per year.
The facility will be located adjacent to
WWL’s equipment processing centre at
the Port of Galveston, which has served
the import, processing and storage
needs of heavy equipment manufacturers
since 2011. The new auto processing
centre will provide car manufacturers
with a cohesive solution for the transport
and finishing needs of new vehicles for
the growing Gulf Coast auto markets.
India has been the ‘next big thing’
for many years, with analysts and commentators repeating themselves in stating that “this is India’s decade”, only to be disappointed
by weaker growth than expected, lower investment levels and a
disappointing market performance. Its highly autonomous federal
states are not willing to relinquish power to the central government,
and its national politics has been a family affair for decades, not
solely to its benefit.
Can recently elected Prime Minister Narendra Modi
substantially change India’s market performance?
Modi’s landslide victory for the Bharatiya Janata Party (BJP) in 2014
was built on a promise of “airing out the closet”, shaking up central
government, driving change and a pro-business sentiment, transforming the opinion on Indian business and politics. Modi pledged to
speed government decision-making and remove bureaucratic hurdles
that have slowed development. In his previous role Modi did deliver in
the state he ran, creating an economic turnaround in Gujarat.
What can Modi do to jump-start the Indian economy?
Central to Modi’s campaign has been a focus on re-launching India
as a destination for foreign investment and manufacturing. The
automotive industry in India has gone through a few difficult years,
with very weak domestic market development threatening the viability of manufacturing investments made when things looked better.
Forecasts now call for an improvement in the Indian sales growth, a
welcome respite after the 8 per cent sales drop in 2013. For the rest
of the decade Indian auto sales are expected to grow by around 10
per cent annually. On the back of recent weakness, Indian auto exports have been boosted, with almost 450,000 units shipped abroad
in 2013 by blue chip OEMs to developed markets across the globe.
VENTURE 1 2015 5
In the cargo
Innovative logistics solutions
ABOUT THE TOWERS
Three large evaporator towers, each
48 m high, were transported from the
Port of Santos, Brazil, to the Puerto
Cabello, Venezuela, on board the WWL
vessel TAGUS. In order to ensure safe
handling, the towers were divided into
four parts, each with an average height
of 12.5 m – bringing the total ­shipment
to 12 modules. The towers were loaded
and unloaded using roll trailers and
safely lashed below deck, thereby
minimising handling and lifting.
Brazilian bioenergy ­equipment manufacturer
JW Equipamentos chose a RoRo solution for a
­complex shipment of evaporator towers measuring
almost 150 metres long.
WORDS ISABEL KLIGER
TOWERING
SUCCESS
W
ith the largest conventional oil reserves and
the second-largest
reserves of natural
gas in the Western
Hemisphere, Venezuela is one of the world’s
leading crude oil exporters. Under pressure
from the international community, however,
the country is also ramping up its production of alternative fuels, such as ethanol.
One company that is supporting the
diversification of the Venezuelan energy
market is JW Equipamentos from Brazil – a
specialist manufacturer of equipment for the
bioenergy sector.
In 2011, JW Equipamentos, which has 30
years’ experience developing projects and
manufacturing equipment for bioenergy
6 VENTURE 1 2015
distilleries around the world, chartered a
breakbulk vessel to deliver its first shipment
of distillery equipment to Venezuela. The
project was subsequently delayed and it was
not until 2014 that Venezuela was ready for
its next delivery.
This time, the product was extremely
complex – three large evaporator towers,
each 48 metres high, had to be shipped from
the Port of Santos, Brazil, to Puerto Cabello,
Venezuela. The towers will form part of the
new ethanol distilleries in the Venezuelan
states of Barinas, Portuguesa, Cojedes and
Trujillo. JW Equipamentos approached
freight forwarder MZX Logistics asking for a
good transport solution.
“The cargo had out-of-gauge dimensions
and a complex structure that required safe
handling,” says Marcia Vaz, General Manager
of MZX Logistics. “WWL presented an
excellent RoRo solution, using roll trailers
and specialist equipment to ensure secure,
efficient operations.”
According to Rodrigo Costa, WWL Brazil
Sales Executive, the main challenge in the
project was changing JW Equipamentos’ perspective on how to ship its products.
“The manufacturer had previously
chartered break bulk vessels for shipments
like these,” explains Costa. “We put a great
deal of time and effort into explaining the
benefits of a RoRo solution to both MZX and
JW Equipamentos.”
TO ENSURE SAFE HANDLING, the towers were
split into four parts, each with an average
height of 12.5 metres. At the port, WWL used
roll trailers for loading and unloading, thereby minimising the need for extra handling
and lifting. On arrival in Venezuela, they were
collected by the end customer, Odebrecht, for
onward transport by truck to the distilleries.
“I personally oversaw the loading process
and the timing was excellent,” says Vaz. “It
took only about four hours to load the 12
modules and the handlers managed it with
experience and ease.
“We’re very satisfied with the outcome.
There were no risks involved in this operation;
everything went very well.”
The regularity of WWL’s ocean service from
Brazil to Venezuela was another vital factor
that helped JW Equipamentos go with a RoRo
solution. This afforded the customer, who
did not know the exact dates of the shipment,
flexibility with the timing, along with a guaranteed sailing schedule.
Another challenge was to ensure the product was ready for ocean transport on time.
Costa explains that a license is required for
certain over-sized products and it is not uncommon for high-value cargo to be delayed in
Brazilian customs.
“We negotiated with the terminal and they
agreed to allow us to deliver the cargo early,”
he says. “As a result, it was customs-cleared
and ready to go a week before the shipment
date,” he says.
“At MZX Logistics, we’re always interested
in finding reliable partners for our projects,”
says Vaz. “WWL gave us an excellent solution
and was very flexible.”
ABOUT JW
­EQUIPAMENTOS
Founded in 1995, JW Indústria e Comércio de Equipamentos em Aço Inoxidável
specialises in the development of projects
and manufacturing equipment for distilleries in the bioenergy sector. With more than
30 years of experience in this sector, JW
Equipamentos’ proven technology-based
production methods meet all the international standards for quality and safety. JW
Equipamentos, based in São Paulo, has
provided products and services to bioenergy
projects in many countries, including Brazil,
Angola, Argentina, Bolivia, Colombia, Costa
Rica, Martinique, Peru, Uruguay, Venezuela
and Zimbabwe. VENTURE 1 2015 7
THE PERFECT HANDOVER
SEE THE ROAD
S
DESTINATIONS HOW
ON
PAGE 10
The logistics of car events can be
as challenging to execute as the
events themselves.
EUROPEAN
TOURS
Whether to show off the latest models or train ­employees
on the newest features, vehicle roadshows play an essential role in ­showcasing the ­current crop of automakers’
offerings to the media, customers and dealers alike.
Y
WORDS JONATHAN EWING
ou’d be hard pressed to find someone who
doesn’t like new cars: Sleek lines, roaring
engines, that new car smell – they all elicit
an almost childlike wonder for modernday models. And the latest features in the
cars are often mesmerizing elements that
one-up the previous year’s model.
That’s why automakers host elaborate
launch events: to introduce their staff and
the rest of the world to the latest car models
and series. Getting the cars to the venues,
however, isn’t always a smooth ride.
Transporting vehicles thousands of
8 VENTURE 1 2015
kilometres across international borders
can be almost as challenging as the overall
logistics of the event.
Companies often need to hire several
logistics firms that speak many languages
in order to handle the complex tasks associated with long-distance shipping, customs and tax clearance. In addition, often
only a few test models exist at this stage
and the cars must travel surreptitiously
so that they remain concealed from the
public and competition.
Indeed, different modes of transport,
Trucking, short-sea shipping or
even truck towing is often used
to get the cars to their location.
There’s only one chance to get
cars to launch events on time,
so logistics operations must
work efficiently.
such as trucking, short-sea shipping or
even truck towing, are necessary to reach
nearby and even difficult locations from
the Canary or Balearic Islands, to the city
centres of Berlin or Barcelona.
By outsourcing these activities,
automakers can redirect their time and
resources to the event itself.
CASE IN POINT: Mercedes-Benz needed to
deliver more than 300 cars from its factories in Germany to Portugal for 15,000
sales people from 89 countries attending
Elaborate launch
events stir the­
­imaginations of
both customers
and employees.
the Mercedes Benz Global Training Experience. The German car manufacturer’s worldwide sales force was to be trained on these
models at this critical event.
“I prefer to use just one logistics company,” says Joachim Grässle, Mercedes-Benz
Global Training. “Dealing with four or five
companies only increases the possibility that
something will go wrong, because the job
becomes much more complicated. Having
one logistics provider with a good infrastructure and staff to deal with any unexpected
problems we might encounter is best.”
THE WWL SPAIN OFFICE was tasked with negotiating all of the logistical hurdles. The team
used 44 trucks to transport the complete fleet
for the event from Stuttgart to Faro and back.
“For Mercedes and for most other auto
manufacturers, press campaigns and dealer
events are vital affairs that raise awareness for arrival of new car models,” he says.
“When you’re doing an event in Faro or in
any other part of the world, there’s only one
chance to get the cars in place so that means
that everyone has to be briefed and the
operation has to move like clock-work.”
ABOUT ­MULTILINGUAL
­ASSISTANCE
When working within Europe, proper
communication requires a staff that can
speak many languages, including German,
French, Portuguese and English. WWL’s
team speaks 15 European languages,
which helps in a variety of tasks including
communicating with drivers and customers, local authorities and acting as translators between the customer, local agencies
and any other employees onsite.
VENTURE 1 2015 9
THE PERFECT HANDOVER
W
O
H
S
D
A
O
R
S
N
O
I
T
A
C
LO
MercedesBenz Global
Training
­Experience,
FARO,
­PORTUGAL
Clever ­driving
– Smart
­Forfour &
Smart Fortwo,
press event
BARCELONA,
SPAIN
Touring
­ ermany –
G
BMW 2 series
­Active Tourer
Roadshow,
GERMANY
Porsche
Macan dealer
event,
BARCELONA,
SPAIN
“YOU NEED A LOGISTICS
­COMPANY THAT HAS THE
­MUSCLE AND BRAINS TO GET
THE JOB DONE WITHOUT ANY
COMPLICATIONS”
“TO MAKE THE SHOW WORK, IT
IS CRITICAL TO USE A COMPANY
WITH DEPTH OF LOGISTICS
EXPERIENCE AND WHO SOLVES
COMPLICATED PROBLEMS,
­BEING ALWAYS ON TIME WITH
NO DAMAGES MAKES A HUGE
DIFFERENCE.”
Training days – Mercedes-Benz Global
Training Experience, Faro, Portugal
The Mercedes Benz Global Training department
chose Southern Portugal as the venue for the
Global Training Experience 2014. In an exclusive
area close to Faro, Portugal, the Mercedes event
hosted more than 15,000 participants from 89 different countries. Participants from the manufacturer’s worldwide sales organization were trained
on new models such as the Mercedes Benz
C-Class, GLK-Class and V-Class. WWL Ibérica
used 44 trucks to deliver the fleet of vehicles from
­Stuttgart, Germany to Faro, Portugal and back.
Touring Germany – BMW 2 series
­Active Tourer Roadshow, Germany,
by ­Department of Style
During September and October 2014, automanufacturer BMW conducted a roadshow in 10
German cities in order to present its new model
BMW 2series Active Tourer to the market. In
cooperation with one of Europe’s leading event
agencies, Germany-based, Department of Style,
WWL developed and carried out the transportation concept for this roadshow. A total of 35 WWL
trucks were used to transport the cars between
the cities.
10 VENTURE 1 2015
Clever driving – Smart Forfour & Smart
Fortwo, press event, Barcelona, Spain
German auto manufacturer Daimler invited
international journalists to Barcelona, Spain to
present its new models Smart Fourfour and
Smart Fourtwo during a two-day-event program
featuring test drives and activities. WWL managed the logistics and transportation of 106 Smart
cars from Stuttgart to Barcelona and back.
Porsche Macan dealer event, ­Barcelona
Porsche’s worldwide dealer event took place in
Barcelona. During a two-day-event, participants
were able to experience the new Porsche Macan.
WWL Ibérica handled the transportation of new
Macans (for test driving), Porsche 911s (for the
Porsche Driving School) and Porsche shuttle cars
for the staff, for the round trip from Stuttgart to
Barcelona.
INTERVIEW
MARIANNE WENNING,
DIRECTOR QUALITY OF LIFE, WATER &
AIR, EUROPEAN COMMISSION
COMPLIANCE
IN THE UNION
The European Union’s long-term air pollution reduction goals
got a boost in January with the introduction of new
maritime regulations. Venture magazine spoke with the
­Commission about its approach to compliance and what
­Member States are doing to support this strategy.
WORDS JEAN-PAUL SMALL
T
ackling the issue of air
quality in and around
the European Union (EU)
is one of the European
Commission’s (EC’s) most
pressing environmental
issues. As of January 2015, the revised EU
Sulphur Directive, which addresses air
pollution from shipping, reduced the
amount of sulphur present in marine fuels
to .10 per cent in EU Sulphur Emission
Control Areas (SECAs). But the reductions
won’t stop there.
“To further minimise competitive distortion between EU sea areas and decrease
sulphur oxide pollutants in the air, the
Sulphur Directive mandates the entry into
force of a sulphur limit of 0.5 per cent as
of 2020 for all EU waters also outside the
SECAs,” says EC Environment, Maritime
Affairs, Fisheries, Health and Food Safety
spokesperson, Enrico Brivio.
“Since the health impacts of maritime
air pollution remain a concern in all areas
of the EU, the Commission would welcome the introduction of additional SECAs in other EU waters, which is most effectively done by Member States through
the International Maritime Organisation
(IMO) before transposition into EU law.
Regardless of the developments with the
IMO on the mandatory global cap (0.5 per
cent), we will continue with our Sulphur
reduction mandate for 2020.”
THE CURRENT LIMITS are the culmination of
many policy steps to combat the issue of air
pollution. In 2005, the EC concluded that
without further action sulphur emissions
from shipping would exceed those from all
land-based sources in the EU by 2020.
However, achieving air quality levels
that do not give rise to significant negative
“­TO FURTHER
­MINIMISE COMPETITIVE DISTORTION
­BETWEEN EU SEA
­AREAS AND DECREASE SULPHUR
OXIDE POLLUTANTS
IN THE AIR, THE
­SULPHUR DIRECTIVE
MANDATES THE ENTRY INTO FORCE OF
A SULPHUR LIMIT
OF 0.5 PERCENT AS
OF 2020 FOR ALL EU
­WATERS ALSO OUTSIDE THE SECAS.”
impacts or risks to human health and the
environment is no easy task. Compliance
has proven to be difficult due to a variety of
obstacles not easily cleared. For instance,
detecting whether vessels underway are
sulphur compliant can be costly, and the
competence and capacity of each inspector differs at every port. Once enacted in
national law, the Sulphur Directive should
help combat some of these issues, and
make enforcement more manageable.
A recent Implementing Decision of the
EU will facilitate this process by laying
down a cost-effective and harmonised approach for inspections, fuel sampling and
better cooperation among EU states.
“So far, 23 Member States have partially
or completely enacted the Directive into
national legislation,” says Brivio. “The
Commission is urging those Member
States that have not yet done so to send as
soon as possible details about how EU legislation on the sulphur content of marine
fuels is being enacted in their domestic law.
THE COMMISSION HAS PUT into place addi-
tional initiatives meant to further the goal
of strengthening the compliance culture
in the EU.
“A new, voluntary electronic enforcement tool, Thetis-S, allows competent
authorities in Member States to electronically record and share the outcomes of
their sulphur inspections,” says Brivio.
“The system will allow the level of noncompliance across the EU to be accurately
assessed. By the end of February, nearly
500 inspection results had been entered
into the system with only very few noncompliance cases reported so far. This is
a positive sign but of course it is still too
early to draw any conclusion regarding
overall compliance.”
WWL is a founding member of the
Trident Alliance, a coalition of shipping
owners with a common interest in robust
enforcement of maritime sulphur
­regulations, serving the best interests of the
environment and human health as well as
creating a level playing field for business.
The main focus is on ­communication to
raise awareness regarding the risks of weak
enforcement, supported by member
companies’ transparency, as well as on
initiatives to foster innovation in enforcement technology.
Read more on tridentalliance.org.
VENTURE 1 2015 13
Far Eastern connectivity
A new vehicle processing centre (VPC) in Tianjin
­offers a complete range of services at China’s second
largest port – a key gateway that links Beijing and
Northern China with the rest of the world.
I
WORDS ISABELLE KLIGER PHOTO WANG JING
n recent years, China has firmly
established itself as one of the most
strategic global markets for automotive manufacturers. In 2013, vehicle
sales in the world’s most populous
country approached 22 million units,
making it the number one market for new car
sales, well ahead of the US, which racked up
15.6 million light-duty vehicle sales.
Although China’s GDP growth, which
has been among the highest in the world in
the past two decades, is predicted to slow to
around 7 percent this year, it is still enjoying
a high level of consumer confidence – not
least due to a continuing increase in middleincome earners.
Nowhere is this tendency more apparent
than in Tianjin, China’s third most populous city. Over the last few years, Tianjin
has enjoyed a growth rate that is almost
double the national average, second only
to Inner Mongolia. Meanwhile, ongoing
infrastructure spending is continuing to
buoy its economy. All of which is why WWL
recently opened a new vehicle processing
centre (VPC) in the city.
ABOUT
WWL IN CHINA
Established in 1998, WWL China Ltd., offers high
quality import and export, storage and logistics
services in one of the world’s fastest growing
markets. With offices in Beijing, Dalian, Guangzhou, Chengdu, Shanghai and Tianjin, it has also
invested heavily in the ports of Shanghai and
Tianjin, both of which are vital hubs for automotive and rolling equipment customers in the
region. WWL operates three modern, full-service
VPCs in China – strategically located close to
the ports of Haitong (for Shanghai), Guangzhou
and Tianjin. The company also provide trucking
to dealerships across China.
14 VENTURE 1 2015
“It’s no coincidence that WWL has decided
to invest in a VPC in this part of China,”
says Joanne Zhang, Head of WWL Tianjin.
“Tianjin is a key hub – with excellent shipping
connections to large parts of Asia, along with
continuously improving road and rail links
to the nearby capital, Beijing, and the rest of
Northern China.”
TIANJIN PORT, the highest-grade artificial port
in the world, is the main hub connecting
Northeast Asia with Central and West Asia.
It enjoys trade relations with more than 500
ports in over 180 countries and regions, serving 14 provinces, municipalities and autonomous regions that cover 52 per cent of China’s
vast territory.
The new VPC, which is a joint venture
between WWL China Ltd and Tianjin Port
Group (TPG), is a natural continuation of
the existing collaboration between the two
companies.
“This is the next milestone in our partnership with TPG, after WWL acquired a minority share in the Tianjin RoRo terminals back
in 2008,” she says, adding that Tianjin’s two
RoRo terminals allow for very efficient loading and discharge operations.
“Furthermore, its location within the
bonded port of the Dongjiang Free Trade
Zone allows customers to take advantage of
the opportunity to withhold duty payments
until their products leave the free trade zone,
thereby improving their cash flow.”
WWL’s new Dongjiang VPC is an excellent complement to its two existing VPCs in
Shanghai and Guangzhou. The company can
now offer vehicle processing capabilities at
the three leading automotive ports in China.
With 140,000 square metres of storage space,
the Tianjin centre offers a complete range of
processing services, from inspection and customs clearance, vehicle shuttling, storage of
bonded and duty-paid vehicles, pre-delivery
inspection, washing, repairs and delivery to
customers.
THE FACILITY WILL ALSO HAVE a Chinese Import
Quality (CIQ) station on site, allowing all cars
to pass through the strict CIQ inspection
process without needing to be moved to an
off-site location. According to Zhang, WWL’s
VPC is currently alone in offering this service
at Tianjin Port.
“The local government predicts that the
number of vehicles discharged at the East
Port will reach at least 100,000 per year going
forward,” she says. “Last year, 127,000 units
were discharged here and the forecast for 2015
is around 150,000 to 170,000 units.” ●
“TIANJIN IS A KEY HUB – WITH ­EXCELLENT
SHIPPING CONNECTIONS TO LARGE PARTS
OF ASIA, ALONG WITH ­CONTINUOUSLY
IMPROVING ROAD AND RAIL LINKS TO
THE NEARBY CAPITAL, BEIJING, AND THE
REST OF NORTHERN CHINA.”
JOANNE ZHANG,
HEAD OF WWL TIANJIN
VENTURE 1 2015 15
A giant structure on a beach
in Brazil was named the world’s
tallest sandcastle by Guinness
World Records.
A record-­
setting ­effort
by ­Caterpillar
and the Sand
Guys.
EPHEMERAL
­ARCHITECTURE
F
WORDS JEAN-PAUL SMALL PHOTO THE SAND GUYS
WORLD’S TALLEST
­SANDCASTLE BY THE
­NUMBERS
or a few days in November 2014,
the beach in the Brazilian city of
Niteroi hosted the largest sandcastle ever built in recorded
history. Artists Rusty Croft and
Kirk Rademaker, internationally known as the Sand Guys, spearheaded
the project to build the impermanent palace
with world-renowned construction equipment manufacturer Caterpillar Inc.
For Croft, a sand sculptor for 18 years, the
project wasn’t his first dalliance with fame.
“Kirk and I had a TV show called Sand Masters
and in one season we sculpted more than
three million tonnes of sand,” he says. “Still,
this is the tallest sandcastle we’ve ever built.”
With a height of 12.59 metres, the sandcastle took more than a week to construct
using 20 truckloads of sand and construction equipment from their partner.
“The project was art and engineering
combined,” says Rademaker. “The heavy
machinery really saved a lot of time.”
A team from Guinness World Records
visited the sculpture and, after measuring it from ground to tip, the keepers of
records confirmed it had claimed the title
of world’s tallest sandcastle.
The Sand Guys, who have been hired
to create sand sculptures for the likes of
Yahoo!, Google and Facebook, feel that
2015 will be their busiest year yet. The
duo are writing a book about their lives
and work, and the projects keep on
rolling in. But for Croft and Rademaker, they’re happiest to be sculpting
the medium they love.
“THIS HAS BEEN ONE OF the major
highlights of my life, not only
being able to work on such
an enormous scale with such
an enigmatic medium, but
sharing it with so many
different cultures,” says
Croft. “When people see
us make something
extraordinary out
of something
so ordinary, it
instantly ignites
their imaginations.”
12.59 20 15 734
Height in metres of the sand­
castle, the tallest in recorded
history.
Truckloads of sand
used to build the
sandcastle.
DAYS
to build the
­sandcastle.
Cubic metres of sand
used to build the
­sandcastle.
BATTLING
the bug
Brown marmorated stink bugs are the cause of new
shipping regulations for North America and Oceania.
WORDS ALANNAH EAMES
E
arlier this year, brown marmorated stink bugs were found in
cargo of machinery, parts and
tires bound for Australia and
New Zealand orginating from
North America. While the brown marmorated stink bug is a known agricultural
pest in the US and Asia, to date, they have
not spread to the Oceania region.
These stink bugs feed on fruit and
vegetable crops, which can cause serious
damage to the local agriculture. They go
into hibernation in winter, often hiding in
houses, ships, buildings and agricultural
equipment.
Due to the risk of this pest spreading as
an invasive species and threatening the
agricultural industry in Oceania, both the
Department of Agriculture in Australia
and the Ministry for Primary Industries in
New Zealand implemented new emergency
regulations for cargo leaving North America for Oceania from late 2014. To summarise, all products shipped from North
America must be pre-treated to ensure that
there are no live stink bugs present when
they leave for Oceania.
New Zealand
Pretreatment options become mandatory
for all cargo loaded the the USA for New
Zealand ports. These include a range of
treatments including methyl bromide,
heat treatment and sulfuryl fluoride.
The Ministy for Primary Industries
released a new directive that all importers
of cargo loaded from any US port must apply for a Biosecurity Authority Clearance
Certificate (BACC) ahead of time.
Australia
Cargo affected include all breakbulk
vehicles, machinery and parts – for agri-
cultural, mining,
earthmoving,
go to:
construction,
p to date
To stay u
v.au
o
.g
animal farmlture
- agricu
pport/
u
ing, timber
al.com/s
- 2wglob cations/
felling, hortinotifi
culture, fruit
handling and food
processing use – and
automotive parts arriving in Australia from a US port.
These types of cargo must be treated
prior to load within 96 hours with methyl
bromide, sulfuryl fluoride for 24 hours, or
heat treatment.
arrives in Australia, a
full biosecurity inspection is conducted to
ensure the cargo is approved by authorities
for discharge.
At this stage Australian authorities will
be enforcing the pre-treatment options until
end of April 2015. They will be re-evaluated
should there be further risks of infestations,
and may well be re-introduced as a seasonal
measure .
Bryan McCausland, Head of Commercial
at WWL Oceania, acknowledges that the
swift implementation of the regulations has
caused disruptions. “It’s been tough for customers as the incident has been beyond their
control. However, they understand the need
for the regulations and that the treatment is
a must to protect their products.”
Since January, WWL has been keeping
customers updated on the situation via
direct communication through Account
Managers and notices on the www.2wglobal.
com website.
“We will continue to work with the
authorities and our customers to ensure that
cargo is delivered into Oceania following the
regulations,” says McCausland.
ONCE THE CARGO
ABOUT THE BROWN
­MARMORATED STINK BUG
The brown marmorated stink bug – often
simply called the stink bug - is an insect
that is native to China, Japan and Taiwan.
In 1998 it accidentally arrived in the US;
it is believed to have travelled there as a
stowaway in packing crates. Since then it
has become an agricultural pest, spreading to over 40 states. It has also appeared
in some European countries.
Even though it’s only 1.7 cm long and
the same width, this bug can destroy
fruit and vegetable crops. It goes into
­hibernation in winter, resurfacing in
warmer climates.
VENTURE 1 2015 17
On siteY
the heart of the action
The Mexico City VPC has
contracts with eight truck
companies to ensure cars
are safely transported to their
final destination. There are an
additional four companies that
the VPC contracts that offer
the self-driving service for
short distances to local dealer
showrooms.
LOCATION:
MEXICO CITY
Booming. That’s the best way to describe the
current state of the auto market in Mexico.
The industry achieved record production in
2014, reaching 3.2 million vehicles – nearly a
10 percent growth from the year before.
Acquired in 2014, WWL’s Mexico City
vehicle processing centre (VPC) is a modern
facility that not only serves auto production
in Mexico, but is centrally located to connect
car manufacturers to the ports of Lázaro
Cárdenas on the Pacific Ocean and Veracruz
in the Gulf of Mexico. It is fully equipped to
perform vehicle accessorisation and predelivery inspection, accommodate car and
parts storage, and features body shops and
paint labs, all of which ensure increased
efficiency and quality for OEMs.
VEHICLE
PROCESSING
CENTRE (VPC),
MEXICO CITY
LÁZARO
CÁRDENAS
PHOTOS WALTER SHINTANI
The VPC in Mexico City has
storage capacity for up to 12,000
units in paved areas and compacted surfaces, including space
for 450 high spec vehicles in
the warehouse.
The warehouse is also used for
pre-delivery inspection and by
customers to host shows and
campaigns.
18 VENTURE 1 2015
VERACR
Located between ports
in ­Lázaro Cárdenas and
­Veracruz, the Mexico City VPC
has ­access to main railroads
for delivery of imports coming in by sea. Capacity for 29
bi-level and tri-level railcars
and modern buck equipment
ensure efficient rail loading
and ­unloading at the VPC.
ABOUT
MEXICO CITY
VPC
80 skilled employees
work in two shifts, from
06.00 to 18.00.
Each month the VPC
uses 600 m3 of water for all
activities, recycling 120m3
of it.
The main yard is
164,092 m2, and there is an
additional 44,000 m2 for
long-term storage.
“OUR VPC IS THE ONLY ONE IN
MEXICO CITY THAT SERVICES
MULTIPLE BRANDS, AND OUR
HIGHLY QUALIFIED STAFF IS CERTIFIED AND UP TO DATE
ON THE NEWEST PAINT AND
REPAIR TECHNIQUES.”
FRANCISCO MORALES, HEAD OF OPERATIONS
MEXICO CITY AND VERACRUZ
RUZ
With a body shop certified by Renault
France and Colombia, Chrysler USA and
Cesvi, the Mexico City VPC is equipped
to handle a ­variety of processes. The paint
lab is the only one in Mexico that handles
three different paint brands (PPG, Sikkens and Dupont), using the latest colour
­homologation technology. There are also
three car wash workstations that use
recycled water, and repair and assembly
areas to deal with any accessorisation and
customisation needs.
VENTURE 1 2015 19
fast facts
INCREASE OUTSOURCING BENEFITS
1. CLARIFY YOUR
STRATEGY
HOW TO:
INCREASE
OUTSOURCING
BENEFITS
While outsourcing of logistics services can be an
effective strategy, it is a journey that is not without
risks. The benefits can be elusive and the same
strategy used to achieve the benefits can make
you vulnerable.
2. CHOOSE THE RIG
PROVIDER
HERE IS A THREE STEP
­APPROACH FOR CREATING A
­REWARDING EXPERIENCE:
Clarify your strategy, choose
the right provider and actively
­manage the relationship. It is a
simple ­approach, but not easy to
­implement. It requires discipline
and perseverance by both the
customer and provider; to view and
execute the contract as a shared
experience and understand that the
­actions of one affect the other.
20 VENTURE 1 2015
3. ACTIVELY MANA
THE ­RELATIONSHI
R
What is your logistics strategy
today?
People, processes and systems constitute
the majority of supply chain costs. Step
one is to plot where your strategy is today
on a continuum from 2PL, 3PL, 4PL or
beyond.
Do you want to own the technology?
Outsourcing supply chain management
can transfer fixed logistics systems costs
to a variable cost per unit, but it also connects you to a provider in a relationship
that is not so easy to break. On the other
hand, you will share in the benefit of new
technology without the R&D expense.
How is the outbound supply chain
used to add value to the end-customer?
The outbound supply chain can be seen
only as a cost and effort that is needed to
deliver the product to the market. It could
also be seen as an area that supports the
sales process and generates additional
value for you and your end customer.
How much logistics competence
do you want to maintain?
Similar to technology, competence
development costs can be pushed to a
lead logistics provider, but this may erode
internal competence
What will be your logistics strategy in the future?
Considering your answers to the previous
questions, what do you want your strategy
to be in the future? The strategy can vary
by source, destination or outbound flow.
Determine relationship with provider:
Determine profile of provider:
Transactional – Usually a short term
­relationship with no bonding between you
and the provider.
Tactical – Based on a comparatively
longer term (normally 1–5 years) contractual relationship. Transaction-oriented
but focus on cost reduction and service
improvement.
Strategic – Based on long term (5+
years) cooperation, such as partnership
or joint venture. Common core values and
sharing of risks.
Asset or Non-Asset Based – Should
the provider own the assets used for the
services or manage other providers?
Global or Regional – How far of a
reach should the provider have?
On-Site or Off-Site Personnel –
Should the provider be integrated at the
Customer ­location?
Ensure environmental and regulatory ­
compliance:
How many points of contact do
you want to manage?
The more providers you have, the less dependent you are on any one provider, but
the more time and energy you will spend
managing multiple provider contacts.
GHT
AGE
IP
Determine payment structure:
Cost Plus – Pass through of all cost
elements with a margin.
Management Fee – Cost per unit flat
fee charged separately from otherservice
costs.
Gainsharing – Share risks and rewards based on performance.
Code of Conduct – A broad base of
documents relating to corruption, labour,
economics, and environment in which
both customer and provider subscribe to
the same principles and ways of working.
Contractual Compliance – Use
specific wording in the contract to comply
with regulations and work regulatory risks
into the contract.
4-Factor Optimisation – Optimisation model utilizing CO2 emissions along
with time, cost, and quality in the analysis
of supply chain performance.
Maintain multi-level
contacts ­between
­organisations
Define communication
guidelines and means of
information exchange
Conduct annual or
­semi-annual contract
review meetings
To develop a shared view
of the state of the contract,
maintain multilevel commercial
and operational contacts from
analyst to C-Level. Use the
following to generate more
tangible feedback:
360 Reviews
SWOT Analysis
How, who, when and what
shall you and your logistics
provider communicate on matters related to:
Order & Event Management, and Planning
Process and Network
changes
Innovation initiatives
Risks and disruptions
across the supply chain
Items to cover:
Company Strategy ­
Alignment
Performance Review
Risk Assessment
Operational Challenges/
Issues
New Business/Improvement Opportunities
Follow-up on monthly
performance reports
KPI/Metric Reporting
Root Cause Analysis for
Exceptions
Planned Improvements
Achieved Benefits
Issues & Risks Update
ON THE OCEAN
ROYALTY
DOWN UNDER
Australia proudly hosted King Harald V and Queen Sonja of ­Norway
recently. During their stay the royal pair visited a variety of local
landmarks and sites, and graced the decks of the MV Tugela.
WORDS JEAN-PAUL SMALL PHOTOS WWL
O
n 22 February, The King and Queen of Norway visited
Australia and met with the Prime Minister Tony Abbot at the Parliament House in Canberra. They spent
the next few days seeing sites and meeting Australian dignitaries and citizens.
The Norwegian Embassy held a reception and exhibition for
Their Majesties later on in the week. King Harald V and Queen Sonja
attended a reception at the Museum of Contemporary Art attended
by members from WWL’s team, Chairman of Oceania Rob Lord and
Head of Oceania Mark Guscott, and many distinguished guests from
across the country.
“I’ve been looking forward to this visit for a long time,” says King
Harald, 78, of the trip. “Forty years.”
22 VENTURE 1 2015
ABOUT MV TUGELA
The Large Car and Truck Carrier MV Tugela is
designed for worldwide transportation of rolling
cargoes, including cars, construction and agriculture) equipment, as well as breakbulk cargo. The
main and auxiliary engines comply with reduced
emission limits stipulated by IMO Tier II. Built in
2011 by Hyundai Heavy Industries 13 decks with
5 being hoistable. Ramp capacity of 320 tons.
Capacity: 7880 car equivalent units
Length: 230 metres
Gross tonnage: 72,295
A few days later WWL hosted the royal couple on board the MV
Tugela, docked in Fremantle, Western Australia. They arrived via
motorcade escorted by local police and made their way to the top
deck of the vessel. There were approximately 40 guests on board,
including members of the Australian and Norwegian Government,
University Representatives and members of the Media.
“THE TEAM AT WWL WERE HONOURED to have their Majesties King
Harald V and Queen Sonja and other delegates visit the Tugela ­vessel
during their first Australian state visit,” says Chairman of Oceania
Rob Lord. “This was a great opportunity for WWL to showcase our
capabilities, while demonstrating the importance of the NorwegianAustralian ­relationship.”
­
A LASTING CONNECTION
1895
Wilhelmsen’s ­relationship with Australia, which has proven
so important to the firm and to Australia’s international
trade, begins with the first Wilhelmsen ship to visit Australian ports – the steamer S.S. Tiger in 1895.
1923
The Norwegian Australia Liner Agency (NAAL) was established in 1918, and was primarily based on exports from
Scandinavia. The Australian line operated two services, one
via South Africa and one via Suez Canal and Java. In 1923,
the company had 11 voyages from Europe to Australia.
1926
The first office in Australia was opened in 1926, and NAAL
was renamed Wilh. Wilhelmsen Agency Pty Ltd.
have passed since a
­ ilhemsen ship first visited Australian shores.
W
And while the world has since changed
­dramatically, the country and company continue
to work closely together.
AROUND 120 YEARS
In 1925 the company took delivery 1925
of three more high-speed vessels to
take a larger part in the prestigious
wool trade from Australia to Europe.
Other products going northbound
included flour, sugar, fruit and copra.
After World War II, a new building 1942
programme of 20 ships started
to compensate for the loss of 26
ships during the war. The first
delivery, Thermopylae, was the
first in the Australian line to offer
refrigerated cargo space.
From 1978, the entire Europe-Australia/New Zealand 1978
network was reorganized under the title “ScanCarriers”, with a fleet of seven RoRo vessels to undertake
27-28 round voyages to Australia per year.
1970-
In the 1970s the RoRo
concept was developed,
and ­Wilhelmsen started a
RoRo service to Australia.
2014
280,000 units were imported to and over
6,700 units exported from Oceania.
Over 380 port calls across Australia, New
Zealand, New Caledonia and French Polynesia, including inducement calls.
WWL and its group companies employ over
500 people across Australia.
Starting development of
Port of Melbourne’s Webb
Dock West by WWL’s
MIRRAT.
VENTURE 1 2015 23
OUR INDUSTRY
Chile’s growing economy has lead
to increased imports and growing
demand for logistics services.
WORDS NIC TOWNSEND
PHOTO GETTY IMAGES
MARKET OF
IMPORT
I
n a region marked by disappointing
economic development over the past
years, Chile has been a ray of light.
High demand for its resources exports
made it one of the better economies
in South America. Lately though, the
economic development has been lagging and
the slowdown in China is particularly hurting
the growth rates. Nevertheless, the outlook
is improving, making Chile an important
destination in South America.
“We’ve seen a big increase in imports to
Chile, particularly automobiles, auto parts
and heavy machinery,” says Juan Ignacio
Miquelarena, Commerical Manager, WWL
Chile. “Even during the downturn, imports
remained steady and for some of our customers even increased, so as the economy picks
up, we expect imports to surge.”
In 2014, approximately 320,000 light vehicles were sold in Chile, an increase of 100,000
compared with just five years ago. By 2020,
unit sales are expected to grow to 400,000 annually. Since Chile lacks a sizable local automotive manufacturing industry, the majority
of these vehicles need to be imported from
Europe, Asia and North America.
Around 70 per cent of light vehicles are
imported from Asia. However, imports from
24 VENTURE 1 2015
North America are expected to double in the
coming years, while imports from Europe are
also likely to increase. The largest segment
is small/compact vehicles, although as the
economy continues to grow, more and more
customers are shifting to SUVs. This segment
is expected to grow by 18 per cent in the next
six years.
force behind economic growth is the mining industry, with
many major mining companies investing
heavily in their Chilean operations. Copper exports alone account for 20 per cent of
Chile’s GDP and 60 per cent of exports. This in
turn has driven increased imports of machinery and mining equipment.
Last May, to better meet the growing
customer demands from Chile, WWL
expanded it’s ocean network to include
a monthly stop in San Antonio – one of
the biggest and busiest ports on the west
coast of South America. The new route also
includes stops at the ports of Cartagena,
Columbia, Manzanillo, Mexico, Guayaquil,
Ecuador, and Callao and Angamos in Peru.
Furthermore, the new route offers better
connections between Chile and Europe and
North America.
THE OTHER KEY DRIVING
CHILE
The Chilean economy
has strong economic
­fundamentals and solid
GDP growth prospects. A
highly ­competitive and open
­market, with a high degree
of ­economic freedom and
low instances of ­corruption,
has helped create the
perception of Chile as a
safe and easy place to do
­business.
LIGHT VEHICLE SALES, CHILE
500
450
400
Units (in thousands)
350
300
250
200
150
100
50
0
2009
2014
2020
VENTURE 1 2015 25
INSPIRATION
Rewarding
­partnership
WALLENIUS WILHELMSEN LOGISTICS has earned recognition as a Partner-level supplier for 2014 in the John
Deere Achieving Excellence Program. The Partner-level
status is Deere & Company’s highest supplier rating.
The Norway-based company was selected for the honor
in recognition of its dedication to providing products and
service of outstanding quality as well as its commitment
to continuous improvement.
Wallenius Wilhelmsen Logistics is a supplier of ocean
transportation and logistics services to John Deere’s
operations globally.
PARTNER-LEVEL SUPPLIER
FOR 2014
10:42 AM
Scanning, checking
and preparing cars at
the Mexico City vehicle
processing centre.
26 VENTURE 1 2015
SUPPLIERS WHO PARTICIPATE in the Achieving Excellence programme are evaluated annually in several key
performance categories, including quality, cost management, delivery, technical support and wavelength, which
is a measure of responsiveness.
John Deere Supply Management created the program
in 1991 to provide a supplier evaluation and feedback
process that promotes continuous improvement.
People on the Move
Mark Guscott is the new
Head of Oceania
With 17 years at WWL,
Marc Guscott has taken
over from Rob Lord as Head
of Oceania. Guscott enters
the position with multiple
operational and managerial roles under his belt in Australia, the US and Asia.
In his new role, Guscott will focus on developing the
new organisational structure in Oceania while growing
the region’s strategic import market and identifying
new areas for growth.
Flavio Batista is
promoted to Head of
­Commercial,
Atlantic East
Flavio Batista has been
­promoted to the position of
Head of Commercial Atlantic
East. He will be working
out of the WWL Antwerp office. Prior to his current
position, Batista was the country manager for Brazil.
With international experience and a proven track
record during previous sales leadership roles,
Batista brings a fresh perspective and strong
­guidance to his new position.
Nick Bryan takes over as Head of Global
CAM & Solutions
Nick Bryan has recently accepted the expanded
position as VP, Head of Global Corporate Accounts
& Solutions. In addition to his current responsibilities
for global corporate account management, he takes
over the responsibility for supply chain solutions. Bryan
joined WWL in 2006 and has held several roles,
initially in Region Asia
and subsequently in the
Central Office. He has
held his current position
as Head of Global CAM
since August 2013 and
prior to that was Head
of Global Supply Chain
Management.
Bryan McCausland
becomes the Head of
­Commercial, Oceania
Bryan McCausland replaces
Mark Guscott as Head of
­Commercial, Oceania. The
11-year WWL veteran has held
a variety of operational and managerial roles during
his time at the company, and began work in his new
­position from April 2015.
COMING
ATTRACTIONS
Atlantic Song, 1967
IN THE NEXT ISSUE, look
out for the Environmental
Sustainability Report 2014,
where WWL presents data
on its efforts to reduce its
environmental impact. Head
of WWL Mexico ­Roberto
Zavala also answers
­questions about the state
of the market in Mexico and
Venture takes a look back
at the invention of
RoRo vessels.
UPCOMING EVENTS 2015 – Hope to see you there!
APRIL 14-16
Automotive Logistics
China conference
Shanghai, China
APRIL 21-24
Transrussia 2015
Moscow, Russia
MAY 19-21
Breakbulk Europe
­conference
Antwerp, Belgium
JUNE 2-4
FVL North America
conference
Newport Beach, US
JUNE 3-5
World Ocean Summit
Cascais, Portugal
Newport Beach, US
VENTURE 1 2015 27
ECONOMY
If undeliverable,
please return to:
Exchange Office
SPI STO
8010 Zurich-Mulligen
Switzerland
P. P.
Swiss Post
CH-8010 Zurich
Mulligen
CREATING
VALUE
AT EVERY
POINT OF
TRANSFER
When a new car is delivered by WWL to the dealer, it’s not just another
handover. It’s the last in a series of transfers designed to perfection. It’s
about precision and efficiency at every step. And it’s about combining
local expertise with a truly global network. Whether you need reliable
shipping from A to B or solutions to optimise your outbound supply
chain, we work with you to create value at every handover.
Through this approach we help our customers reduce inventory costs and increase delivery
precision from factory to dealer. Find out more about how we can create value together at
bit.ly/WWLcases