Venture 1 - Wallenius Wilhelmsen Logistics

A shake-free ride
WWL’s innovative way
to ship railcars
Insight 2012
Hot topics for
global business
Barcelona bound
Gateway to the
Mediterranean
“ The more liability you request, the
more you pump
up the rates”
wallenius wilhelmsen logistics
magazine for customers
issue 1/2012
Craig Neame
Maritime lawyer
EYE ON RUSSIA
Record year for
automotive industry
Page 24
WWL does it for
dOosan
Page 8
venture
01.2012
CONTACT
CONTENT
Venture no 1 MARCH 2012
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 Tidningskompaniet,
Stockholm
Environmental care This magazine is
­produced in accordance with the Nordic
­ecolabelling system, the Swan.
Front cover Arnaud Siquet
Next issue June 2012
Copyright Texts and images in Venture may
not be republished without permission from the
editor or publisher responsible.
Printer Trydells, Sweden
WWL contact details:
Region Americas
+1 201 307 1300
Region Asia
+81 3 6858 8711
Region Europe
+46 8 772 0800
Region Oceania
+61 3 8605 8000
6
Smooth commute for railcars
Just as the passengers of these Kawasaki railcars will soon enjoy a comfortable commute, they
deserved an equally smooth ride with WWL from Japan to the US.
13 My fault or yours?
Craig Neame, maritime lawyer, explains
the thorny issue of liability in supplier
contracts and how you can avoid being
‘over-insured’.
17 The future is Zero+
WWL partners with the Savannah Ocean
Exchange to help fund bright ideas towards a zero-emissions future in maritime
transport and logistics.
20 On site Barcelona
Find out how the WWL office in Barcelona helps provide a seamless journey to
Europe and North Africa.
If you have any comments related to Venture
or questions about subscriptions, please email:
[email protected]
14 Panama Canal cruise
The 12-hour trip through the jungle
surrounding the Panama Canal makes
a pleasant break for ship crews from the
open seas.
16 Outsourcing checklist
WWL – together with Finished Vehicle
Logistics magazine – explores the traps,
challenges and advantages of outsourcing
your supply chain in this free online webinar.
2 venture 1 2012
24 Eye on Russia
2011 was a record year for light vehicle
production in Russia. Competition in this
growing market is heating up amongst
local and foreign players.
EDITORIAL
The art of listening
In the hot seat
18
Some issues which raised their heads in 2011 look set to stay in the spotlight
during 2012. WWL reveals five topics to follow closely this year.
8
A perfect partnership
Using WWL as a one-stop-shop has helped Korean manufacturer Doosan to cut
out multiple suppliers and reduce the risk of delays and goods getting damaged.
Our goal at WWL is clear: we offer sustainable solutions to
help our customers deliver their products from their factory to
the dealer or end customer – on time, in perfect condition, and
as efficiently as possible.
And we like it when these words are put into action. Inside
Venture, you can read about our relationship with Korean manufacturer Doosan and how we helped them to consolidate their supply chain to reduce the risk of delays and damage to their cargo.
However, we can’t do our job properly without listening
carefully to your needs and thoughts.
There is no such thing as one size fits all. Each customer is
unique – and every company has a different strategy and a
different set of logistics needs. It’s our job to make sure that we
come up with innovative solutions that match – and exceed –
your needs and expectations, both now and in preparation for
the future.
In this issue of Venture, you can also read about our new
approach to managing customer feedback. Starting six months
ago, every customer is given the opportunity to evaluate our
service via a short online questionnaire. We have received
invaluable input which helps us to identify our strengths and
weaknesses and to further improve our offering in the future.
We will continue to conduct surveys like this on an ongoing
basis, thereby ensuring that all our customers are given the
opportunity to voice their opinions.
You might also have noticed your WWL contact showing
an increased level of curiosity in your business lately. This is
also part of our approach to stay in even closer touch with our
customers’ needs, so we have a better understanding of your
requirements.
Winston Churchill once said: “Courage is what it takes to
stand up and speak; courage is also what it takes to sit down and
listen.” We appreciate you challenging us to do our job better
and embrace the opportunity to help you improve efficiency and
reliability in your supply chain. I encourage
you to share all feedback – positive and
negative – with us!
I hope you enjoy reading this issue of
Venture!
arild B. Iversen
President & ceo,
Wallenius Wilhelmsen Logistics
venture 1 2012 3
network update
MV TYSLA
MV Tysla and MV Titania
join WWL’s global fleet
W
allenius Wilhelmsen Logistics
is proud to welcome the MV
Tysla, its third Mark V RoRo
vessel, and the MV Titania, a Large Car and
Truck Carrier (LCTC). These two vessels
represent the very latest in high-efficiency,
sustainable shipping.
The MV Tysla is a sister ship to the MV
Tønsberg and MV Parsifal, which were
delivered by Mitsubishi Heavy Industries
last year. WWL has ordered four vessels in
the Mark V class – a pioneering new type
of ship designed for maximum flexibility,
which is able to efficiently transport a
unique mix of High & Heavy and other
cargoes. A number of energy-saving
features also combine to make the Mark
V the most fuel-efficient vessel on the
market, reducing emissions per cargo
unit by 10 to 15 percent compared to its
predecessors.
Meanwhile, the MV Titania is the 7th generation of it’s design from DSME in South
Korea. At 230 metres long, with a cargo
capacity of 8,000 cars – or a combination
of 3,486 cars and 466 trucks or buses - the
LCTC is the largest, most flexible vehicle
carrier on the ocean.
news in brief
enhanced service from
North America to Oceania
Wallenius Wilhelmsen Logistics
has announced further improvements to its ocean service from
North America to Oceania. In
Oceania Tech Services
goes solar
WWL Oceania’s Technical
Services facility in Laverton,
Melbourne, has installed an
4 venture 1 2012
worth 3.3 MWh – equivalent to
a car travelling 19,059 km or an
Australian electricity bill worth
AUD 960 (EUR 800) – since its
installation in November. This is
part of WWL’s Castor Green Terminal concept, which is seeking to
develop a zero-emission terminal
for the future.
response to growing customer
demand, a fifth monthly sailing has been added to the busy
trade route, which has also been
extended to include port calls
in Galveston, Texas, along with
a direct monthly vessel call to
Adelaide, South Australia.
18Kw solar panel system on its
workshop roof. The system, which
is estimated to cover up to 33
percent of the electricity needs of
the facility, has produced energy
Signing Singapore
Green Pledge
WWL recently joined 14 other
classification societies and ship-
Q&A
“We will grow alongside
our customers in Russia”
New processing facility
opens in Shanghai
a new processing centre in Shanghai. The 210,000-square
metre facility will have a storage capacity for 6,000 cars. More than 100,000
vehicles are expected to pass through the new centre in 2012.
“With covered storage, pre-delivery inspection (PDI) and fitment workshops, this state-of-the-art Vehicle Processing Centre will be a great asset
for our customers using the Shanghai gateway,” says Xavier Leroi, WWL’s
Managing Director in China. “With the potential to extend the area well
beyond 300,000 square metres, we are ready to meet the growth in the
Chinese auto market.”
WWL is opening
grand opening in panama
WWL has opened a new Equipment
Processing Center (EPC) in Manzanillo, Panama. On 6 March, customers
gathered to pay a visit to the newstateof-the-art heavy equipment processing
and storage facility. After the ceremony
the guests toured the Manzanillo International Terminal, located conveniently
just across the road from the EPC. Special guests at the event included Mr.
Pedro Rios, Governor of Panama’s Colon Province, and Mr. Carlos Urriola,
General Manager of the Manzanillo International Terminal (MIT).
ping lines in signing the Maritime
Singapore Green Pledge. A total
of 28 organisations have signed
the Green Pledge, which requires
members to act as responsible
representatives of the
international maritime
community by supporting and promoting
clean, green shipping in
Singapore.
“This shows that
more companies are
making environmental
thinking part of their business
strategy, thereby giving them a
competitive advantage,” says
Jane Krishna, Head of WWL’s
Singapore Branch.
Wallenius Wilhelmsen Logistics (WWL) recently reinforced its foothold in Russia by adding a new office in
Moscow to its existing presence in St. Petersburg.
Venture caught up with WWL’s Managing Director for
Russia, Søren Tousgaard Jensen, to learn more about his
plans for this fast-growing market.
Why has WWL opened an office
in Moscow?
“Moscow is the central vehicle logistics hub
in Russia – a market that, following a brief setback in 2009, is experiencing rapid growth in
the automotive and rolling equipment sectors.
As importers in these segments, as well as
foreign companies establishing a presence
here, tend to base their main offices in
Moscow, we need to be nearby to support
their logistics needs in the best possible way.
The Russian capital is also a major rail and
trucking hub, which is key to our ambition to deliver a complete
factory-to-dealer solution.”
How do you expect the Russian market to develop?
“The mining industry in Russia is already substantial and we
expect it to continue to grow in the coming years. Meanwhile, the
infrastructure will become more developed, while the farming sector is likely to become more modernised. As the economy continues
to grow, more cars will be sold, resulting in a significant increase in
imports, even as local production continues to expand.”
What are WWL’s key goals in Russia over the coming years?
“We intend to grow alongside, and together with, our customers
in Russia. This means building our capabilities, in order to provide
our global and local customers with the same diversity of services
that we offer in other parts of the world.”
What is WWL’s position in Russia and how will this progress going forward?
“While St. Petersburg will remain our primary location for imports
and exports, we expect the port of Ust-Luga to grow in importance,
mainly in the High & Heavy (H&H) and breakbulk segments. Our
terminal in Kotka will also continue to play an important part in the
Russian import market. We will continue to seek better solutions for
RoRo cargo entering Russia – particularly in the Black Sea and Russian Far East, both of which suffer from a lack of viable entry ports.”
venture 1 2012 5
IN THE CARGO
Smooth transit for
Kawasaki Rail Cars
railroad in the
United States took a big step into the future
when it ordered a completely new fleet of rail
cars to replace its aging trains – some of which
have been in service since the 1970s. The
Metro-North Commuter Railroad, commonly
known as Metro-North, provides a service
between New York City and Connecticut; for
the 380 new railcars for the New Haven Line
it selected Kawasaki Rail Car, Inc. Of these, 38
were built in Japan and transported to the US
by Wallenius Wilhelmsen Logistics (WWL).
While rail travel is one of the most efficient
ways of moving passengers, particularly in the
highly populated areas around New York City,
moving rail cars that are not on the rails is a
challenging task. Each one of cars, known as
the M-8 series, is nearly 26 metres long, 3.2
metres wide, and weigh between 65.2 and 65.7
tonnes. They are big, ungainly, and often difficult to get onboard a ship.
“Normally, with a bulk ship, the rail cars have
to be picked up by crane and loaded onto the
ship,” explains Ken Takeda, Assistant Manager,
Contract Administration and Marketing, Kawasaki Rail Car. “The trains are very heavy, and
picking them up in an ocean area means the
possibility of wind gusts affecting loading and
unloading operations.”
With WWL, however, the cars were instead
jacked up and loaded onto rubber tyre bogies
The busiest commuter
(RTBs)—a much easier and safer process—and
then simply pulled onto WWL’s roll-on roll-off
(RoRo) vessels. WWL’s Michiya Seki explains
the entire process.
“The rail cars were first loaded onto barges at
Kawasaki’s factory in Japan, and then brought
to the port of Kobe,” he says. “The rail car bodies and bogies were transported separately. We
took over the responsibility for them once they
arrived in Kobe, taking them by crane off the
barge (a far easier process than loading onto a
tall ship), and setting them directly on the RTBs.
Then, once the vessel arrived in Baltimore, we
brought them to the railway terminal.”
“The entire process was very safe and very
fast,” says Anthony Clarizio, M-8 Project Manager for Kawasaki Rail Car. “Because of WWL’s
RoRo style of shipping, it also meant that the
cars were stored below deck, which provided
even more safety and much more protection for
them. The advantage of the RoRo system for us
was clear; the experience went very well.”
“One of the benefits of using WWL is that
all the operations are so well coordinated and
smooth,” Takeda adds. “It’s well controlled because of the roll-on, roll-off method of loading
and unloading, and because the timing of the
“The entire process was
very safe and very fast ”
6 venture 1 2012
arrival of the ship in port is almost exactly the
same date every month. With bulk ships, if it’s
raining or snowing hard, sometimes the loading
is postponed, and loading a train by crane is basically a whole-day activity. With WWL, loading
on the RTBs was done prior to the ship arriving
in port, so once the ship arrives loading only
takes a couple of hours.”
This is not the first time for Kawasaki Rail
Car and its Japanese parent, Kawasaki Heavy
Industries, Ltd., to work with WWL. The first was
a project bringing rail cars to Taiwan in 1992;
since then, some 1,000 Kawasaki railcars have
been carried by WWL.
relationship with WWL, since I
was previously stationed in Kobe,” Takeda says.
“I’ve dealt with a lot of carriers, but with WWL
we have had the least number of troubles and
the lowest levels of damage. In fact, about 10
years ago we shipped some 400 to 500 subway
car bodies from Japan to the US, and I had no
problem with damage. It was just perfect!”
“I’ve had a long
words William Ross Photo Jun Takagi
Kawasaki in brief
Based in Kobe, Japan, Kawasaki Rail Car
(in the US)/ Kawasaki Heavy Industries
Rolling Stock Company is a division of
major manufacturer Kawasaki Heavy
Industries, Ltd. The company produces a
wide range of rolling stock, from subway
cars and light rail vehicles to freight cars,
locomotives, and even the famous Shinkansen ultra-high-speed trains of Japan.
It is increasingly providing rolling stock for
international clients, and has an overseas
production facility in Yonkers, New York
and Lincoln, Nebraska, US.
venture 1 2012 7
SEAMLESS JOURNEY DOOSAN
Harmony and quality are two key principles for Doosan Infracore Construction Equipment, a leading Korean manufacturer of construction machines, with which Wallenius
Wilhelmsen Logistics has had a business relationship for around 20 years. That’s
why Doosan was one of the first customers to sign up when WWL opened its first
processing centre for rolling equipment in Zeebrugge, Belgium, in 2008.
one-stop
shop
for
doOsan
Words Isabelle Kliger
PHOTOs Arnaud Siquet
MACHINES
8 venture 1 2012
KO
RE
T
hree years on, Cormac
Tracey, Logistics Director at
the European Head Office in
Waterloo, Belgium, is quick
to confirm that, by consolidating its ocean and technical services
with one supplier, Doosan has been able
to secure a more efficient, integrated export process, as well as realising significant quality gains.
“Doosan’s focus is on complete quality management and our long-standing
partnership with WWL is a key feature
of this,” he says. “Every time a product
changes hands, it increases the risk of
delays and damage. Now that we have
one partner from start to finish, we’ve
ensured visibility across the entire supply
chain.”
A
One KPI looks at the no-claims rate and
Didier Verhoeven explains that WWL is
currently performing at a rate of 99.9 per
cent against a target of 98 per cent.
1
“We’ve set the bar very high and the
standard is generally excellent,” adds
Tracey. “In the last six months, we’ve
had only one warranty claim against the
equipment that WWL has handled. In my
opinion, the measure of a good partner is
its willingness to work together and solve
a problem when something goes wrong.”
WWL’s European Account Manager,
Didier Verhoeven, has just travelled to
Waterloo for his monthly meeting with
Cormac Tracey. Together, the two have
developed a set of Key Performance Indicators (KPIs) that are used to evaluate the
work carried out by WWL in Zeebrugge.
They meet every month to follow up on
the progress and discuss opportunities
for improvement.
“We both agree that the overriding focus
has to be on quality,” Verhoeven explains.
“If something’s gone wrong, Doosan will
want to know why, so it’s up to us to look
carefully at each individual case.”
Doosan products
are being loaded for
ocean transportation
from Korea at dawn.
WWL’s European Account
Manager, Didier Verhoeven,
in Waterloo for his monthly
meeting with Cormac Tracey,
Logistics Director at Doosan’s
European Head Office.
venture 1 2012 9
After the machines roll
off the ship, they go
straight into the terminal
and processing centre.
10 venture 1 2012
all the documentation, along with any
necessary modifications and painting.
“Our processing centre in Zeebrugge
is literally on the dock,” Verhoeven
explains. “So the machines roll off the
ship, straight into our terminal and
processing centre. To the best of my
knowledge, WWL is the only company in
this business who can offer specialist PDI
and modification services of this kind for
rolling equipment.”
“Not only does WWL offer a unique
level of technical expertise, it also has a
EB
P
rior to 2008, Doosan had been
sourcing the services that are
currently provided by WWL in
Zeebrugge from three separate suppliers. When the construction machines
were discharged in Rotterdam, they were
transported by road to a centre in the
Netherlands, where they were prepared
for onward transportation. Now, Doosan’s
machines are rolled off the ship in Zeebrugge into the WWL terminal, where
they are immediately inspected, cleaned
and prepared for delivery. WWL handles
ZE
SEAMLESS JOURNEY DOOSAN
R
UG
keen understanding of our industry and
its needs,” adds Tracey. “We’re always
looking for ways of expanding the partnership – both geographically and across
the Doosan product range.”
In addition to the five-year contract
recently signed by Doosan and WWL
for ocean transportation, a three-year
contract extension has also been agreed
for Pre-delivery inspection (PDI) services
in Zeebrugge.
2
GE
TE
WA
R
A Doosan DX420
crawler excavator has
been delivered to the
construction site of the
end customer, AGCTT in
Noordpeene, France.
W
LO
O
e’re very proud to have signed this new contract,” says Cheul Young Kim, Corporate Account Manager for Doosan and Head of Commercial for rolling equipment at WWL Korea. “We look
forward to helping our partners at Doosan develop new
synergies and efficiencies across its global export business.”
3
WWL has been providing ocean transportation for Doosan
products going from Korea to the US and Europe for approximately 20 years. Since 2008, WWL has also managed
a technical services contract, encompassing some 1,500
excavators and wheel loaders annually, for Doosan at its processing centre in Zeebrugge. WWL also provides technical
services in Tacoma, on the US west coast, for Doosan units
bound for the US market. The service offering at Zeebrugge
includes receipt and arrival checking, washing and PDI services, modifications and paint shop, storage and warehousing, customs and documentation, as well as transshipment
and delivery for inland transportation.
ABOUT Doosan
Doosan Infracore Construction Equipment is a global alliance of brands,
comprising Doosan, Bobcat, Montabert
and Geith. Its comprehensive range
of construction equipment includes
excavators, wheel loaders, articulated
dump trucks, telescopic handlers and
skid-steer loaders. Doosan Infracore
Construction Equipment is part of the
Doosan Group, the longest standing and
fastest growing corporation in Korea,
with 38,200 employees and a network of
more than 3,500 dealers worldwide.
venture 1 2012 11
INTERVIEW: Craig Neame
Craig Neame
Job title: Maritime lawyer at
London-based legal firm
Holman Fenwick Willan
Based: London, UK
Age: 41
Family: Wife, Yanna, and fouryear-old daughter, Charlotte
Background: Responsible
for managing Holman Fenwick
Willan’s logistics and liner
shipping practice across 14
offices globally. Clients include
top-10 global freight forwarders, top-15 container shipping
companies and leading RoRo
operators; has been a board
member of a large logistics
company in the UK.
Hobbies: Cycling, running,
theatre, music, history.
“Try to
get the
proper
balance
between
risk and
reward”
The
murky
waters of
liability
12 venture 1 2012
The issue of who is liable for risk in a logistics contract is a thorny one which
can turn nasty if it ends in court. Maritime lawyer Craig Neame explains why
what is put down on paper does not always match the reality.
Words Alannah Eames PHOTO Rena Pearl
I
n today’s turbulent economic
times, many companies have
turned risk-averse, trying to
shift the burden of unlimited
liability on to their service
providers, expecting them to
shoulder all the costs in the
event of an accident. This can often backfire on both parties, argues Craig Neame,
maritime lawyer at London-based legal
firm Holman Fenwick Willan.
The first issue, he says, is that many
large companies still use standard
purchasing contracts for products and
services alike. “While they are carefully
thought through, they are not really
geared towards logistics activities like the
storage of vehicles,” he explains. “They
often deal with topics like title to goods,
warranties about goods conforming to
specifications, and obligations to obtain
export licenses – all of which are irrelevant at best or confusing and problematic
at worst. This is in neither party’s best
interests.”
In addition , these standard purchas-
ing contracts often expect the logistics
provider to accept unlimited liability.
This means that, if an accident occurs,
the logistics provider is liable for the full
value of the goods and consequential
loss covering anything from damage to
the customer’s reputation to loss of sales
or profits. This can be a challenge for
logistics providers because their standard
insurance policies will usually only cover
limited liability.
Some providers may be prepared to
accept unlimited liability without extra
insurance, but customers should only
accept this offer if they are sure that the
logistics provider’s balance sheet will
be strong enough to respond to claims.
“Having an insurer behind a logistics
provider means faster settlement of
claims, professional claims management
and it also removes the emotion from the
dispute, which helps sustain the relationship over the long term,” says Neame.
Companies buying logistics services,
he believes, need to develop specific logistics contracts which reflect their supply
chain needs. Or, if they decide to stick
to their generic contracts, they should
modify the conditions to fit in with their
logistics activities.
Nonetheless, some companies remain
adamant that the service provider should
accept unlimited liability for their goods.
This can have a serious impact on the
customer in terms of costs and quality.
Not only will the extra insurance costs
push up the price of the logistics quotation, but, even if the logistics provider
puts the extra insurance in place, it rarely
covers the total liability exposure amount
because force majeure events tend to
be excluded. “This means the customer
might think he is fully covered when
the reality is somewhat different,” says
Neame.
Having a clear logistics contract in
Some logistics companies may refuse
place that both parties have agreed upon the business if they feel the extra insuris essential for avoiding future strife.
ance cost simply makes their offer un“It’s just as bad for the customer as for
profitable. As a result, the customer risks
the service provider when contracts are
attracting what Neame terms “reckless”
ambiguous … [they] can end up arguing
service providers who take shortcuts to
over the ambiguities which can destroy
come up with lower quotations but do not
the relationship. They can also end up in
have adequate insurance in place. This
a legal battle in the courtroom, which can can prove more costly in the long run if
be very costly,” he warns.
something goes wrong. “If the service
It may sound easy, but in reality
provider goes bankrupt, for example,
deciding who is liable for what can be
you could end up worse off – maybe your
a minefield. Should you include or ex- goods end up in the wrong hands or your
clude strict liability in a contract with cargo gets stuck en-route.”
a service provider?
“You should ask yourself ‘what are you So how much insurance cover should
you take out in relation to a contract?
really engaging your logistics provider
“The insurance obligations and liability
for – to be an insurer or a supplier of
services?’,” says Neame, adding that most regime imposed on a logistics provider
need to be onerous enough to keep him
multinationals have large buying power
disciplined and dedicated to high standfor property insurance and are already
paying a high premium to cover physical ards of service, but not so huge that they
loss of their goods in case of an accident. are crippling and make his business
unprofitable,” concludes Neame. “Try
“If I ask a logistics firm to buy an insurto get the proper balance between risk
ance policy for my shipment, they need
to go out and buy another policy on top of and reward. And, remember, the more
what I already have, so I am paying twice liability you request, the more you pump
up the rates for the services.”
for the same insurance.”
venture 1 2012 13
Panama Canal
the Panama Canal
The Panama Canal is an 82-kilometre
ship canal in Panama that connects the
Atlantic Ocean to the Pacific Ocean. The
canal cuts across the Isthmus of Panama
and is a key conduit for international
maritime trade. The making of the Panama Canal in 1914 was a US$14 billion
project that changed the maritime routes
all over the world, created a new country
and transformed its territory forever.
12 hours
across a
continent
In the locks
MV Tamerlane finishes its 12-hour passage
from the Atlantic to the Pacific Ocean.
14 venture 1 2012
Ship in the jungle
The bridge watch keeps a keen eye as the
ship glides through Panama’s jungle.
A/B: Master
Captain Jan Mikael Sigurd keeps watch as his
ship passes through the Panama Canal.
For shortcuts in commercial shipping, nothing beats the
Panama Canal. We joined the RoRo vessel MV Tamerlane
with its crew of 29, making the 12-hour crossing through
one of history’s largest works of engineering, and a major
crossroads for international maritime trade.
W
e joined the
67,140-tonne
MV Tamerlane early
in the morning at
Cristobal Port in
Colon Province, for the passage from the
Atlantic to the Pacific in a lapse of time
that would have been unthinkable for any
ship 98 years ago.
The captain, Swede Jan Mikael Sigurd,
leads a diverse team of 18 Filipinos, four
Norwegians, three Indians and three
British sailors.
With 40 years of experience at sea
– 13 as captain and five leading the
MV Tamerlane crew – Sigurd is very familiar with the Canal after more crossings
than he can count.
“It’s a long day. We start early in the
morning and we hope to be out early
evening or late afternoon,” he explains.
“We have done this many times. The
quicker, the better.”
running on rack tracks, known as mulas
(mules), carefully guide the MV Tamerlane
just inches from the hull. The cracks on
the lock’s walls are evidence of a few previous miscalculations. Most of the time,
however, like this one for the MV Tamerlane,
it goes safely and almost effortlessly.
Built in 2001 by Daewoo, the MV Tamerlane
until the Panama Canal Authority instructed all pilots at the canal to stop for
two hours due to heavy traffic. Nineteen
vessels crossed the Canal on this busy day.
By the time the ship reached the Americas Bridge and ventured into the open
waters of the Pacific, it was dark again.
Looking back to 1974, Sigurd recalled
the first time he passed through the Canal
as a deck hand: “I just wanted to see the
world and have some fun, and here I am,
still having fun!”.
The Panama
Canal expansion
is a Mark IV generation RoRo ship. On this
occasion, it is mainly carrying European
cars headed for the Australian and New
Zealand markets. “This is a very nice ship,
with good equipment; it’s my favourite
vessel,” says Sigurd.
To be on board such a huge ship built
for crossing the world’s oceans, it is
an almost unreal feeling to be gliding
through dense jungle. Jungle sounds are
not something typically associated with
life on board.
During the crossing, we see the
on-going expansion works - the multimillion dollar effort by the Panama Canal
Administration to create two new postpanamax sized lock complexes.
Across Lake Gatun, one of the largest
man-made lakes in the world, the
MV Tamerlane was able to increase its
speed. By the afternoon, it seemed this
crossing would be shorter than average,
The increasing numbers of larger ships
in the Panama Canal has necessitates
changes to the canal. An enlargement
scheme to allow for a greater number of
transits and the ability to handle larger
ships, has been approved by the government of Panama and is in progress,
with completion expected in 2014. The
project will double the canal’s capacity
to allow more traffic and the passage of
longer and wider ships.
The current plan is for two new
flights of locks to be built parallel to,
and operated in addition to, the old
locks. The Grupo Unidos por el Canal
(GUPC) has started the construction
of 16 doors – each one weighing 50
tons - for the new set of locks. The
concrete work for the new locks started
in October 2011. The new set of locks
will be 426.72 meters long and 54.86
meters wide, with depth 18.29 meters.
Business as usual
Busy waterway
New entrance
Fitter Tirso Santiago is far too busy in the ship’s
workshop to have time to enjoy MV Tamerlane’s
passage through the Panama Canal.
Some 14,000 ships pass through the Panama
Canal each year. The line-up is almost never-ending here at the Gatun locks on the Atlantic side.
On October 12, 2011, phase three of the dry
excavation project in the construction of the
Pacific Access Channel (PAC) was completed.
Photo: Grupo Unidos por el Canal
With its 240.6 metre-length and
32.26-metre beam, the ship can barely
fit the three sets of locks of the Panama
Canal: Gatun, Pedro Miguel and Miraflores. Passing through the locks is a high
precision manoeuvre.
We could see the electric locomotives
venture 1 2012 15
The pros of
outsourcing
F
rom payroll to distribution,
most companies outsource in
some way. Indeed, in the automotive industry, outsourcing
the complete management
of the inbound supply chain is accepted
practice. But on the outbound side, it is
more the exception rather than the rule.
Why is this? And what is the difference?
How to increase outsourcing benefits
was the topic of a recent public webinar,
hosted by Wallenius Wilhelmsen Logistics (WWL) in conjunction with Finished
Vehicle Logistics magazine. The focus
was on how auto and equipment producers can mitigate outsourcing risks and
create a more rewarding experience with
their outsourcing.
Doug Cooper, Vice
President, Product
and Business Development, SCM at WWL,
explains: “We want to
share our experience
when it comes to the
important business
Doug Cooper
decisions related to
the outsourcing of supply chains.”
The experience of outsourcing in the
industry is good – around 90% of webinar
attendees reported a positive experience.
It can reduce costs by around 10 to 30 percent and better expertise through access
to specialist skills. There are also benefits
through greater reliability, increased control, faster market penetration and higher
productivity.
“Predictability and scale are the keys
to supply chain management,” says
Cooper. “If customers can monitor and
manage performance with fewer points
of contact through standardised processes and precision metrics, then we can
improve efficiency and speed to market.
We have seen lead-time reductions of up
to 60 percent.”
However, there are barriers to success
and the benefits can be elusive. Disruptions in the supply chain can have a dev-
16 venture 1 2012
astating effect on corporate
performance – “you can’t sell
what you can’t deliver” – and
companies need to focus
on clarifying their logistics
strategy, choosing the right
partner and actively managing the relationship.
Consistency is a key fac-
webinar
How to increase
outsourcing benefits
Learn how outsourcing
can save money and
increase efficiency
Get tips on drivers
for realisation of
outsourcing benefits
Find out how to mitigate
outsourcing risk
Receive our outsourcing
risk check list
tor and there are dangers
inherent in cycling between
www.2wglobal.com/www/
outsourcing and insourcing
aboutus/webinars
of the supply chain. These
changes can be driven by
strategic concerns - such
as changes of leadership or
market demand - or operation concerns,
In considering the right provider,
such as erosion of internal competence or
you should think about the relationa lack of promised benefits.
ship type, the profile of the provider and
The first step in reducing the perceived
the payment structure. A critical factor
risk associated with outsourcing is to
in achieving a quality result should be
clarify your existing strategy and concontractual, ethical and environmental
sider your future strategy. This should inrequirements.
clude consideration of how many points
of contact you want to manage and how
Finally, the relationship needs to be
much control you want to maintain over
actively managed by both parties. WWL
technology and core competences.
suggests there should be structured
multi-level contacts between the organisations in order to maintain a shared view
of the contract and buy-in at all levels.
Regular reviews on an annual or semi1: Clarify your strategy
annual basis are essential while monthly
☞ What is your strategy today?
☞ How many points of contact?
performance reports can inform key
☞ Want to own the technology?
metrics and process improvement.
☞ Maintain your own competences?
As a follow-up tool to the webinar,
☞ What will your future strategy be?
WWL has produced a short briefing
document and checklist for increasing
2: Choose the right provider
the benefits from outbound supply chain
☞ Determine the relationship type
outsourcing.
☞ Determine the provider profile
“Auto and equipment makers who
☞ Determine the payment structure
want to explore this topic further
☞ Communicate the environmental
requirements
should contact their account manager
or our SCM team. We will be happy to
3: Actively manage the relationship
arrange a workshop to explore how you
☞ Maintain multi-level contacts
can increase the benefits of outsourcing
☞ Conduct annual or semi-annual reviews
in the outbound supply chain,”
☞ Have monthly performance reports
says Cooper.
outsourcing tips
R upert Saunders
New partnership
towards zero-emission future
T
he Orcelle Grants were created by Wallenius Wilhelmsen Logistics (WWL) to
support the development of
innovative, commercially viable solutions for a zero-emission future
in maritime transport and logistics. As of
this year, WWL is partnering with Savannah Ocean Exchange (SOE) to extend
the reach of the programme, facilitating
the leap of ideas and innovations across
industries.
We’re investing today in our long-term
ambition to achieve zero emissions,” says
WWL’s VP Environment, Melanie Moore.
“Our environmental work is crucially directed towards minimising risk and cost.
As the threats posed by climate change,
pollution and fossil fuel depletion
continue to grow, our industry will face
increasingly strict legislative demands.
We must speed up the pace of technology,
in order to mitigate those risks – not only
for ourselves but also for society and our
customers.
“We’ve partnered with the SOE,
because it’s a dynamic new organisation
with an exciting approach to advancing
environmental innovation across multiple industries and disciplines.”
Founded in 2010 , the SOE unites international organisations to distribute and
adopt solutions that positively impact
oceans and ocean life. Last year, its competition to identify the most promising
sustainable maritime solution generated
applications from across five continents.
This year, the award will be divided into
“we want to
showcase the
best economicand
environmental
solutions of
today”
three sub-categories – air, land and sea,
the last of which is sponsored by WWL.
“WWL shares the same vision and
goals as the Savannah Ocean Exchange,”
says Cort Atkinson, Co-Founder and CEO
of the SOE. “We both seek to do more
than identify solutions for our own use –
we want to showcase the best economic
and environmental solutions of today
and accelerate their implementation.
The innovations sourced through our
partnership are not theoretical – they
can be implemented immediately and,
because they’re multi-disciplinary, we
believe many of them can be used by
WWL’s partners and customers in their
own businesses too.”
The theme for the 2012 Savannah Ocean
Exchange is “Leap to ZERO+”. ZERO+ is
the practice of creating gains (+), roads
to prosperity and full productivity, while
reducing (ZERO) the use of non-renewable natural resources, waste and the time
required to transform waste and by-products into re-usable resources.
“The Savannah Ocean Exchange’s
‘Leap for Zero+’ theme is a perfect fit
with the global zero-emission ambition
we have for our operations,” comments
WWL’s President & CEO, Arild B. Iversen.
“Together with the SOE, we can progress
further and faster in promoting and developing environmentally and economically sustainable solutions for shipping.”
The winners of the awards will be announced at the SOE’s annual Solutions
Exchange, in Savannah, Georgia, this
September. According to Melanie Moore,
the event, which brings together global
thought leaders from multiple disciplines including industry, education,
research, technology, government and
conservation, represents a unique forum
in which to foster and inspire crossindustry innovation.
“We view this as a unique opportunity
to share ideas across industries, enabling
us to speed up the pace of technology and
thereby the ability to realise our zeroemission ambition,” she says.
Isabelle Kliger
Orcelle Grants
Since 2008, WWL Orcelle Grants have
been awarded to clean-tech entrepreneurs working on alternative energy
sources and energy-efficient technologies for commercial ocean vessels and
marine facilities. The winner of the
Orcelle Grant receives USD 100,000,
as well as technical support from WWL’s
naval engineers and architects. For the
2012 Orcelle Grant, an international “call
for solutions” will be issued in February,
seeking proactive, innovative, scalable
and economically productive solutions
that accelerate the timeline of reaching
ZERO+.
venture 1 2012 17
fast facts
Key issues 2012
2011 will go down in history as a challenging year, and,
unfortunately, many of these challenges have been carried forward
to 2012 – a year which will, hopefully, see some of them being
finally resolved for once and for all. From the never-ending Eurozone
crisis to the strategic importance of emerging markets to counteract
sluggish growth in developed economies, Venture takes a look at
some of the key issues which will continue to make front page news
and affect global business during 2012.
5
Words Ari Marjama, WWL Market Intelligence
hot topics
1
The Economy
The world has been on a rollercoaster ride for the past few years,
tumbling from a high-cycle to a
recession and now slowly climbing
back again to more normal levels.
Some countries are climbing quicker
than others, in particular the emerging markets such as Brazil or China, but
also the US appears to be on an upward
trend with higher than expected growth
observed in the past few months. Still,
the economy is guaranteed to be as much
in the spotlight in 2012 as it was in 2011.
The challenges are many and diverse,
with the risk of major setbacks to global
growth remaining substantial. Still, there
are increasingly positive figures on the
horizon and hopefully 2012 will mark
a turnaround year, but still one to be
watched closely.
18 venture 1 2012
2
The Euro-crisis
These days, the direction the world
takes is very much dependent
on the situation in Europe. The
Euro-crisis is in its third year, and
the situation is still largely unresolved as
2012 begins. Slow (or even recession-level)
growth, soaring sovereign debt defaults,
austerity measures, bank recapitalisation and massive unemployment will
mark 2012, as in 2011. The EU has started
developing the path out of the trouble,
with the increased focus on fiscal prudence and stimulating growth. Still, this
is no walk in the park and small stones
could easily become major tumbling
blocks with dramatic consequences. The
proposed solutions drawn up at the end
of 2011 will not be a one-stop solution,
but could help to kick-start Europe’s long
journey out of the mire it is currently in.
2
1
3
4
“Continued
growth and
development
in the emerging
markets will
support global
economic growth”
for 2012
3
The Emerging Markets
Lately, the ever-returning panacea to all economic troubles has
been “the emerging markets” or
the BRIC countries (Brazil, Russia, India and China) which continue
to show strong growth. True, there is
strong inherent growth and billions of
people who are working very hard to
escape from poverty. Continued growth
and development in the emerging
markets will support global economic
growth. Still, these markets are not insulated from the woes of the developed
world and further increased difficulties
in Europe, or elsewhere, will have an
impact. So the real question is where the
balance lies and if their internal growth
is strong enough to resist external setbacks. 2012 might hold the answer.
4
The Elections
2012 is election year in over 30
countries around the world,
including a few very important
ones. Russia, France and the US
are perhaps the most closely watched,
but also the elections in the “Arab Spring”
countries will be crucial in determining
how the democratisation process continues in this volatile area of the world.
The outcome of these elections will help
to determine the political stance of some
key global economies, with a possible
impact on political, social and economic
development. Countries like Syria, Libya
and Egypt – and the current standoff with
Iran – remain turbulent and developments in these countries may have an
impact on global stability.
5
5
The Environment
In the aftermath of the financial
crisis, the environmental focus
has unfortunately faded somewhat into the background. It still
remains as crucial an issue as ever and
2012 will see some important developments in a number of environmental
areas. With the resolution in Durban,
the framework of the Kyoto agreement
remains in place maintaining the focus
on the pricing of carbon emissions in
the world’s major industries. Another
example is the shipping industry, which
will experience the introduction of an
increasing number of ECA zones. In
particular, a low emissions zone in the
US and Canada will come into play in
August 2012 in addition to the ones that
are already active in Europe’s Baltic and
North seas.
venture 1 2012 19
on site
THE HEART OF THE ACTION
About THE Port
Barcelona is the second largest city in Spain. It is also
Europe’s largest metropolis on the Mediterranean Sea.
The Port of Barcelona is Spain’s leading port for international traffic with links to around 850 ports worldwide. It has 30 terminals handling all kinds of cargo,
including containerized cargo and high-value goods
like electronics and motor vehicles. In addition, around
2.4 million cruise passengers travel through Barcelona
each year, making it Europe’s leading cruise port.
LOCATION: Barcelona
Launch pad for
Europe and beyond
In 1999 Wallenius Wilhelmsen Logistics (WWL) opened an office in Barcelona. Today,
it has grown from a two-man show to a team of 31 people specializing in land-based
transport across Europe, handling around 150,000 units by truck per year. This expertise,
combined with the city’s important port and oceanic connections, means WWL Spain has
the perfect constellation for a seamless journey to Europe and North Africa.
Words Nina Yunkers photos Rodrigo Diazwichmann
In-plant
services
Spanish automaker SEAT is
an important customer. WWL
provides in-plant services as
well as inland distribution from
the factory, to RedistributionCompounds in Germany.
From left to right: Jesús
Ramón Gerónimo Contreras,
Operations and Distribution,
SEAT, Manuel Medina Burrull,
Head of Outbound Logistics,
SEAT, Maria del Mar Jiménenez
García, Inland Transport,
SEAT, Valentina Drempetic,
WWL, Carles Rius, WWL.
20 venture 1 2012
Inland
distribution
WWL transports roughly
150,000 units per year by
truck throughout Europe.
Their area covers the
entire continent, and even
includes North Africa,
Russia and the Balkan
countries.
Personal attention
The driver is a part of the Quality Management. The role of the driver
is to be the direct and daily face to the customer.
Safety loadings
Supervising the truck loading of a new Audi Q3 ready for export
by sea or road.
Ocean and inland teamwork
WWL Iberica, together with ocean agent Evge, makes a dynamic
team in Barcelona. The WWL team in Barcelona is made up of
14 different nationalities, speaking an impressive 13 languages;
this comes in useful when dealing with customers across Europe.
WWL loads and discharges cargo at the port of Barcelona two
to three times per month.
venture 1 2012 21
On the ocean
Armacup
connecting Asia & Australia
As trade between Asia and Oceania continues to grow, WWL has strengthened
its partnership with New Zealand’s Armacup, to offer customers a smooth and
seamless transportation circle from Asia to Oceania and back.
Words Anders Lindgren Photo ISTOCK PHOTO
N
ot all parts of the world
are experiencing an economic downturn. While
high demand in China for
raw materials is making
the mining industry in Australia thrive,
both the Australian and New Zealand
markets are performing well and demand
for new cars is high.
This has created a kind of “transportation circle” of cars, buses, mining and
construction equipment from China,
South Korea and Japan to Australia, New
Zealand and the South Pacific islands.
The fastest growing segments are cars
(especially those manufactured in China),
utility vehicles, buses and high and heavy
vehicles. As Australia’s mining industry
continues to boom, so too are its agricultural and construction sectors.
To cover this transportation circle and
move the vehicles efficiently from the factory to the dealer, Wallenius Wilhelmsen
Logistics (WWL) has partnered with New
Zealand-based company Armacup. This
allows WWL to offer customers express
ocean transportation between Asia and
Oceania as Armacup’s vessels call at strategic ports on short and regular intervals.
Armacup initially started out as a freight
forwarding company in 1984, focusing on
transporting used cars from Japan to New
Zealand. During the peak years, volumes
reached 120,000 cars per annum. But
later, this trade dropped to around 80,000
cars per year. Through its cooperation
22 venture 1 2012
with WWL, Armacup has expanded its
business scope and initiated the transportation of new cars from China as well.
“In China our vessels call at Shanghai
and Tianjin where WWL has terminals
that specialise in automotive, agricultural, construction and other rolling
machinery,” says Mark Ching, Director of
Armacup.
Armacup has a service from China,
Japan and South Korea to Australia, New
Zealand, Noumea (capital of New Caledonia) and on to other South Pacific islands
forming an important link in WWL’s distribution network in the region. It uses
modern Pure Car Truck Carrier (PCTC)
and Roll-on/Roll-off (RoRo) vessels offering a fast, reliable and safe service where
the cargo is less likely to be exposed to
damage due to less handling. Armacup’s
port-to-port service integrates seamlessly
with WWL’s terminals and service centres
onshore, providing customs clearance,
pre-delivery inspection, storage, re-forwarding and inland transport.
In addition, using RoRo when loading
and discharging static breakbulk units,
like power generation equipment or jet
engines, reduces the risk of them getting
damaged. Armacup and WWL can also
accommodate a range of high and heavy
(H&H) cargo including wheel loaders,
bulldozers, excavators and dump trucks.
“We use a range of special equipment
at our terminals to load and unload
everything from 380-tonne turbines and
rail cars to boats and yachts,” says Mike
Slee, Head of Oceania Trade and Operations, WWL Australia.
The relationship between the two companies goes back more than 20 years and,
in June 2010, WWL increased its share in
Armacup from 25 to 50 percent. However,
even though WWL holds 50 percent of
Armacup’s shares they are still two independent companies running their own
businesses.
“We act as Armacup’s agents in China
and Australia. Through this partnership,
we can offer our customers WWL’s factory-to-dealer solutions across WWL’s landbased services and supply chain management solutions linked with Armacup’s
fast and safe ocean transportation service
from North East Asia to Oceania,” says
Christen Schreuder, WWL’s Head of Commercial in Asia.
Armacup
Established: 1984
Head office: Auckland, New Zealand
Business: Ocean transportation of cars,
trucks and other rolling equipment.
Armacup commissioned the first dedicated car carrier vessel in the Japan/NZ
trade in 1989. The company established
its own office in Japan in 2000. New
trade routes have been established,
including South Korea, Ireland, England,
Fiji, Australia and South America.
Shanghai, China, one of Armacup’s
ports of call on its Asia-Oceania routes.
venture 1 2012 23
our industry
Record year for Russian
automotive industry
Words Anna Gusarova,
WWL Market Intelligence
T
he year 2011 was exceptionally good
for the Russian automotive industry
with sales rising to 2.653 million units,
up 39 percent on 2010. This growth was
largely driven by a robust increase in consumer
and business confidence following the strong
recovery in the Russian economy in 2011.
Leading brands Lada, Chevrolet, HyundaiKia and Renault continued to be the best
sellers. Due to the commissioning of new
manufacturing facilities and increased utilisation of existing ones, 2011 was a record
year for the production of light vehicles
with output reaching 1.7 million vehicles,
up 45 percent compared to 2010.
24 venture 1 2012
The competition is heating up as most
OEMs (original equipment manufacturers)
count on the huge growth potential of the
Russian market as it continues to recover
from the 2009 downturn. Several foreign
automakers like Fiat and Mazda are planning investments in local assembly, while
some OEMs are forming joint ventures
with Russian producers. In addition,
Chinese automakers, with their pricecompetitive products, are becoming increasingly successful in Russia. Russia
and Ukraine now rank as two of the
most strategically important export
markets for Chinese OEMs.
Confronted with the aggressive strategies of
foreign OEMs, Russian market leader AvtoVaz
lost market share in 2011. Although Lada brand
sales showed an 11 percent growth in 2011, the
brand could not cope with total market growth.
AvtoVaz’s partner Renault is planning a full
takeover in 2012, creating expectations of a
technological strengthening of the company.
The French OEM is set to have a big influence
on the Russian market in coming years and its
own-brand sales are also expected to rise.
Russia’s entrance into the WTO agreement in
December 2011 will reduce import duties from 30
percent to 25 percent in 2012 followed by a stepwise reduction to 15 percent by 2020. Although
“The country’s relatively
low car density offers
good sales opportunities
going forward ”
this is unlikely to affect prices and demand in
2012, imported cars will benefit from the agreement in the long run.
Despite 2011 being a strong year, the activity
level in 2012 is expected to be somewhat lower
due to a decline in the forecasted GDP growth
rate. However, overall growth in Russia’s auto
industry will continue as several foreign OEMs
launch new models and expand production
capacity. The country’s relatively low car density
offers good sales opportunities going forward.
This should particularly benefit AvtoVaz and
locally produced brands as the lowest share of
car ownership is currently in the economically
weakest regions of Russia.
Sales development in Russia 2006 – 2015 (In thousands)
2.6
2.9
2.7
1.9
2.8
2.9
3.0
3.5
Import
1.9
1.5
2006
2007
2008
2009
Domestic
2010
2011
2012
2013
2014
2015
inspiration
WWL Global
Customer
Satisfaction
KPI 2011
The results are calculated
based on monthly Customer
Survey responses. Results
are a compilation of all
responses throughout the
year. Results per region in
percent:
America
82.2
93.6
90.1
88.9
86.4
Asia
Photo: Boris Osetinskiy
The aircraft was restored
using parts from four
wrecks discovered in
northwestern regions of
the former Soviet Union.
New home in US for
unique Russian aircraft
W
WL has shipped a
unique specimen of
the “Shturmovik”
fighter plane from
Russia to USA. This
aircraft is the only example of its kind that
remains in flying condition, proven by the
fact that it actually flew to a small airport
outside St. Petersburg, where it was dismantled and prepared for sea transport.
The total weight of the shipment containing the Shturmovik – which was produced
in epic numbers in the Soviet Union during
World War II and flew in combat on the
Eastern Front against Nazi Germany – was
5,000 kilogrammes. The cargo was lashed
on a cradle and shipped on a special mafi
trailer. Meanwhile, the wings had to be
dismantled, bundled and transported on
separate trailers.
The plane left St. Petersburg in midDecember 2011 on a ship bound for Bremerhaven, Germany, where it was transshipped
onto a vessel crossing the Atlantic. After arrival in Tacoma, USA, the Shturmovik will
be added to the Flying Heritage Collection
in Seattle– a private collection belonging to
philanthropist Paul G. Allen.
Europe
Oceania
global
Target all regions
26 venture 1 2012
95%
Read
Venture
also online
Speeding up dialogue
with customers
Wallenius Wilhelmsen
Logistics (WWL) has introduced a new method for
measuring customer satisfaction. Moving from personal interviews to an online
survey, the company hopes
to obtain more detailed,
faster feedback from its
customers. The results, which
are continuously followed up
and converted into improvement measures, will serve
to enhance customer satisfaction across WWL’s range
of products and services.
“Knowing your customers is
crucial to delivering the right
products and services,” says
Joost Somers, WWL’s Global
Head of Customer Care. “This is
why customer feedback is so important – it enables us to stay on
top of what the market needs and
develop services that consistently exceed its expectations.”
As of August 2011, WWL has
been contacting all the customers with whom it has done
business, via email, inviting them
to provide feedback through an
online survey. The short survey,
which consists of ten questions,
is aimed at rating WWL’s service
levels across a series of carefully
selected criteria.
“In addition to an overall
response rate of 12 percent,
40 percent of respondents have
entered additional information,” Somers continues. “We’re
delighted that so many customers have taken the opportunity to
provide such detailed, constructive feedback. It gives us a clear
indication of our strengths, as
well as the areas in which there is
room for improvement.”
For an organisation such as
WWL, the ability to ensure that
information of this kind is correctly analysed from a global perspective, in order to secure the
necessary corrective measures,
is crucial. Going forward, WWL
will continue to conduct surveys
on an ongoing basis, thereby
ensuring that all its customers
are given the opportunity to voice
their opinions. Meanwhile, continuous improvement efforts will
focus on the areas highlighted by
the survey.
“We take the survey results
very seriously and would like to
encourage our customers to take
a few minutes to respond to it.
They can also continue sharing
their feedback, using either the
Customer Feedback Form on the
www.2wglobal.com under “Contact us” or through their WWL
Commercial contact,” concludes
Somers.
Three key breakbulk events in 2012
Wallenius Wilhelmsen
Logistics (WWL) is participating in three major breakbulk
events this year: Breakbulk
China, which took place in
February, will be followed
by Breakbulk Europe in May
and, finally, Breakbulk
Americas in October.
Breakbulk China took place
from 28 February to 1 March in
Shanghai, China. The confer-
ence, which was themed “China
leads the way”, looked more
closely at China’s strong position
in the export and import of breakbulk and project cargo and how
this can be expected to develop
going forward. WWL representatives were on hand to discuss
WWL’s role in this.
Next up, WWL will be participating in the Breakbulk Europe
event, taking place at the Antwerp Expo in Antwerp, Belgium,
on 22-24 May. Here, an in-depth
programme will delve into the
most pressing breakbulk transportation topics of today. WWL’s
exhibit at Breakbulk Europe will
be located at stand 702 in Hall 4.
Finally, WWL will also be present
at Breakbulk Americas in Houston, Texas, on 8-11 October.
A brandnew logistics
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Get the latest news,
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venture 3 2011 27
ECONOMY
If undeliverable,
please return to:
Exchange Office
SPI STO
8010 Zurich-Mulligen
Switzerland
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