venture 2 2009 - Wallenius Wilhelmsen Logistics

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sary. What started with the Wallenius and Wilhelmsen families
discussing the creation of a global leader in RoRo shipping has
resulted in a global logistics player with a unique factory–to-dealer
strategy. Since 1999, as our customers have grown more global
and required comprehensive solugô)ôAMôCONkDENTôTHATô
tions, we have moved in step with
TOGETHERôWITHôOURô
their changing needs from being a
CUSTOMERSôWEôCANô
“traditional” shipping company to a
COMEôOUTôOFôTHISô
global logistics partner.
DOWNTURNôEVENô
In many ways we have changed
people’s image of a “traditional”
STRONGERôTHANôBEFOREu
shipping company by moving from
a port-to-port mindset to a factory-to-dealer business philosophy.
Over the last decade we have acquired in-depth knowledge about all
aspects of the supply chain, using our experience from across the
globe to increase efficiency and create complete global supply chain
solutions. But we could not have managed this alone. Much of our
success is thanks to our partnerships with progressive and demanding customers who have helped us develop over the years.
77,ô(!3ô!,3/ô"5),4ô50 a reputation as an environmental forerunner during the past ten years. We have a clear responsibility for
reducing the environmental impact of our operations around the
world and, as you can read in this issue, we work hard to do so. The
tough times will not lessen our focus, as environmental awareness
is integrated into our way of working. Highly relevant right now
is the way we are working closely with several customers to create
more efficient and, hence, greener outbound supply chains.
We’re all facing unprecedented market challenges today. However, I am confident that, together with our customers, we can come
out of this downturn even stronger than before. At WWL, we are
using this time as an opportunity to develop innovative solutions to
support your need for increased efficiency.
We are also working hard on continuously
improving our own operations.
I look forward to another decade of
WWL pioneering the global shipping and
logistics industry together with you!
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I
he contract gives BMW Australia a ‘one-stop
“Starting with the BMW contract we took the opporshop’ solution for its vehicle logistics, with
tunity to provide not only ocean services but to grow
door-to-door delivery starting at eight facinto a fully-competent and reliable logistics supplier to
tory gates in Europe and the US and ending at
meet the needs of today’s market.”
showrooms in Australia and New Zealand.
From the outset, BMW’s primary needs were to reUnder the contract WWL takes full responsibility for
duce the overall process cost in transporting cars from
the vehicle supply chain, including
global manufacturing plants to their
7/2$3ô250%24ô3!5.$%23ôôô
management of any logistics subdealerships while maintaining full
0(/4/3ô"!2"!2!ô(!24-!..ôô
contractors, while BMW has a single
visibility across the supply chain.
!2.!5$ô3)15%4ô%!-/.ôô
point of contact.
Although the company does have
'!,,!'(%2
But there are other benefits
the in-house expertise to handle doortoo, including reduced lead times and a full visibility
to-door logistics activity, they wanted to free up resourctracking system. This allows staff at BMW and in their
es that were busy supervising the complex processes. By
dealerships to monitor the movement of the cars on
outsourcing to a trusted supplier, BMW Australia were
order across the logistics chain by logging in to WWL
able to concentrate on their primary activity of selling
management reporting systems.
cars and best servicing their new and existing customers.
The initial contract between BMW and WWL was
Shipping a car from one continent to another can
signed back in 2004 and helped create the concept of a
involve many parties, from road transport to dockside
lead logistics supplier (LLP); indeed this was one of the
storage and the ocean passage itself. Typically freight
first agreements for integrated logistics in the industry.
forwarders, stevedores, shipping brokers, storage
“In 2004, BMW and WWL were exploring new
companies and so on are all involved in the process - all
ground by signing an LLP contract,” explains Brigitte
working on separate contracts.
Corsing, WWL Contract Manager in Europe.
So, in devising a seamless logistics solution, WWL
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needed to demonstrate that a one-stop, supply chain
management strategy was not only feasible but also
practical. The global reach of WWL’s corporate account
management team, was the key to creating a well functioning solution.
This was supplemented with help and support
from WWL’s specialists in the company’s five product
areas – ocean services, terminal management, inland
distribution, technical services and supply chain
management.
ññ3"+12/"ññ
“By choosing the most suitable supply chain and
vessel for each single vehicle on the different routes to
Oceania, we can optimise the lead time for the shipment
from factory to dealership,” explains Brigitte Corsing.
“Lead times have been reduced by 10% to 15% while
the total transparency of the system offers increased
control over lower inventory levels. Key performance
indicators are reported frequently to the customer,
enabling them to monitor and keep complete control
over the process.”
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But the success of the contract can be attributed
to more than just a flexible, creative and experienced
team, according to Nigel Yarnton, WWL Contract
Manager, Australia.
“The skill of our global network is a fantastic selling
point because it is such a great benefit to our customers,” he says. “But, I think, just as important is the
aligned thinking across the regions; the company
philosophy, if you like. The attitude in WWL to achieve
the right solution for our clients is as important as the
physical processes.
g!.ô5,4)-!4%ô6)3)/. for this relationship is for WWL
to communicate and liaise directly to the dealership
level. Dealer satisfaction is such a high internal metric
for BMW that there has to be a high level of trust and
confidence in how WWL operates – and how it acts on
behalf of BMW Australia.
“We view the renewal of this contract as not just a
sign of achieving BMW’s initial priorities, but also being able to achieve them on an ongoing basis.”
The relationship between the two companies has
developed strongly over the five years of the initial
contract to take in extra activity.
Last year WWL stepped in to help BMW with dealer
training by taking stock controllers on dockside and
Vehicle Processing Centre (VPC) tours to help them
understand the processes involved in vehicle shipment.
With this extra knowledge, and the transparency of
reporting, dealers can now better manage end-customer expectations by providing realistic time frames for
vehicle delivery.
Christian Fuss, Head of Supply Chain Management, WWL Europe, says: “We are delighted about the
renewal of the contract which confirms we are offering
the service and producing the savings that are so critical in today’s market environment.
“The supply chain solution for BMW is delivering an
integrated distribution solution and is a great example
of WWL’s factory to dealer concept. Outsourcing logistic activity in this way can allow customers to reduce
their in-house fixed costs and switch to a variable cost
basis – which is especially important when meeting the
challenges of rapidly changing global demand.” ■
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¹
>
want to be clear on what responsible leadership
really is,” IMD President Dr. John R. Wells says at
the very start of an interview. “I sometimes get
frustrated by many who focus on only environmental or sustainability issues. Responsible
leadership really is an issue of balance: constantly working to gain a balance between getting results, and getting
results in the right way.”
That means, he says, that companies must also be
profitable.
“Profitability is important. It drives responsible
leadership, because prosperity allows for reinvestment, and the companies that invest the most are the
one who will get the most from this. It’s not only about
profitability, however, but about providing superior,
sustainable performance.”
Dr. Wells has certainly put a great deal of thought
into this. After a career combining both teaching at
Harvard and a range of high-level positions in international firms, he became the President of Lausannebased IMD, one of the highest-ranked graduate
business schools in the world, in 2008, and holds The
Nestlé Professor Chair.
“IMD has had responsible leadership as one of its
core values for many years,” he says. “It’s what attracted me to this fine institution.”
It also means that he provides a unique take on sustainability, a word often used in the corporate world in
recent years, but too often only in terms of more basic
issues of energy and material conservation.
“Sustainability is all about an organisation being
around for the long-term,” Dr. Wells explains. “It’s
not about the short term, or about quick fixes, which
are dangerous. I think companies should plan to be
around forever!”
).4%2%34).',9ô(%ô./4%3 that family-owned firms
(like WWL), often perform better here, “because
they are looking ahead, and intend to be here in the
future.”
Superior performance, he says, is where the efficiencies are created. “Superior performance means
you provide more from the resources used, and that
you get greater value from a certain set of inputs.
“If you do that, then you in turn attract more resources and become stronger and more sustainable. In a
world of fixed resources, we need to deliver more surplus
than others, and that means doing more for society, for
consumers and for the environment. When a company
provides a large surplus, it serves all stakeholders. Unless
).4%26)%7ôôô$2ô*/(.ô2ô7%,,3
02%3)$%.4ô/&ô)-$
you provide a surplus, you have nothing to share.”
Rather than being something abstract, Dr. Wells
says that responsible leadership is in fact at the very
heart of the current economic crisis.
“What we are facing is not an economic crisis and
it’s not a financial crisis – it’s a leadership crisis.”
To address this, IMD not only is teaching with a
focus on responsible leadership, it is also holding a
series of regional summits on the concept.
“Responsible leadership has different implications in different parts of the world. We would like to
identify and prioritize crucial global and local issues,
perform research and rigorous analysis identify guiding principles for action and disseminate practical
advice to leaders around the world.”
).ô-!.9ô7!93 however, the keys to responsible
leadership come, Dr. Wells says, from some very basic
concepts.
“You need a good strategy, of course, with good implementation and good leadership. But even that isn’t
always enough. Good companies sometimes collapse
because they need a more agile approach – an organization that is faster to respond.”
“It’s about the simple idea of being fair, about creating relationships of trust and loyalty,” he continues.
“If we look at pure capitalism, the goal is to maximise
profitability while reducing costs. That won’t create
loyalty, however. If you beat down a supplier to miserable price levels, then if he comes up with a good idea
it won’t be you who hear about it but your competitor.
If you pay your workforce the minimum, it creates no
loyalty and no trust.”
Companies that look ahead, address future issues
and make the necessary investments are also those reaping the rewards. “There are companies creating renewable products that they also sell for a higher price, so it’s
really enlightened self-interest on their part. These are
examples of getting the efficient processes of capitalism
to solve the world’s problems, not cause them.”
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A
loyd’s List heralded the coming together of two of the
most iconic names in Scandinavian shipping, Wallenius Lines of Sweden and Wilh. Wilhelmsen of Norway on
July 1, 1999, as a “Scandinavian marriage”. The decision
to merge the two companies and create a new shipping
entity in the late 1990s reflected the rapidly changing conditions in
the global shipping market for vehicles. Customers demanded more
global and comprehensive solutions and the days when exports
from Japan to Europe and North America accounted for more than
80 per cent of total deep-sea shipments were long gone.
With Japanese manufacturers establishing their own production facilities in Europe and North America, and car makers in
South Korea, Europe and North America stepping up their exports, vehicle carryings from Japan at the end of the 20th century
accounted for little more than half the total.
Sweeping changes were also taking place in the world’s vehicle manufacturing industry which was experiencing consolida-
■ô&OUNDEDôINô4‘NSBERGô
.ORWAYôBYô-ORTENô
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tion, global sourcing of materials, geographically spread production facilities, and a more diverse customer base. The whole
auto manufacturing marketplace was fragmenting, on both the
supply and demand side.
!4ô!ô0!#+%$ international press briefing in London in June 1999
Ingar Skaug, president and chief executive of Wilhelmsen and
of the new company said: “Carriers must be able to offer a broad
global route network, and a mixed fleet able to offer flexibility.
Operating a mixed tonnage portfolio, with a range of ship sizes
designed for a variety of trade lanes is essential. Only a large
company has the financial muscle to build up such a fleet.”
The formation of Wallenius Wilhelmsen Lines was a marriage of
equals. Both owners had complementary global networks.
Wilhelmsen and Wallenius Lines can boast centuries of history
between them. By the 1990s, Wilhelmsen was specialising in trades
from Europe and the US to Oceania, as well as from Asia to North
■ô-ERGERôTOôFORMô
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America. Wallenius was a leader in trades between Europee and
d
minal
North America, the Middle East and Asia, and had begun term
terminal
rth Am
meractivities and other land-based logistics operations in North
Amerpertisse to
ica and Europe. While Wilhelmsen had the vessels and expertise
H&H))
handle breakbulk cargo, automotive and High & Heavy (H&H)
mentss.
equipment, Wallenius specialised in auto and H&H shipments.
In 1999 and early 2000 WWL faced the same economicc
ingturmoil as today. Add to this the normal challenges of bringures
ing two companies and cultures together – and the pressures
of starting up in a soft market. But instead of shrinking back
on
under the tough market conditions, WWL focused on itss vision
hieving
to become a leader in finished vehicle logistics and on achieving
its goals. Throughout the decade the vehicle industry experienced
increasing globalisation and WWL followed suit by developing
new trades and port structures to support customers’ new markets
and production strategies. Between 1999 and 2009 the entire WWL
fleet was rejuvenated and an impressive 25 new ships were added to
increase flexibility and capacity for the mixed tonnage portfolio.
4(%ô.%7ô()'(4%#(ô6%33%,3 in particular, are ideal for carrying combined loads of cars, H&H and Non Containerised Cargo
(NCC), helping to optimise space on board the vessels and thus,
putting WWL at the forefront of shipping technology.
In 2006 a name change to Wallenius Wilhelmsen Logistics
marked a shift in the company’s earlier strategy to a factoryto-dealer concept and the introduction of a five-product focus.
While there was very little Terminal, Technical Services or Inland
Services business in 2000, the turnover for these business areas
was nearly a quarter of a billion dollars by 2004.
Today, as it celebrates its tenth anniversary, WWL is facing
another challenge: turbulent market conditions. But, as in 1999,
the company is well prepared to steer through the current economic storm and continue to innovate. With logistics and ocean
transport at its core, the company has broadened its expertise to
inland transport, terminal and technical services and bound the
whole package together in a cohesive factory-to-dealer concept
that will serve it, and its customers, well into the next decade.
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/.%ô3500,9ô#(!).ô'/!, is consistent in any
type of economy: reduce costs. Faced with
this objective, the first question is always,
“Who can do the work cheaper?” While
procurement initiatives can improve profitability, requesting new rates in an inefficient
design will return only limited results. Perhaps the better question is “How can I work
differently?”
Companies have quickly matured from
owning their own logistics assets and managing all logistic processes in-house to combining a variety of 2PL (2 Parameter Logistic
Model) and 3PL regionally-based solutions
to minimise complexity and achieve cost
and time savings. With so many internal and
external parties involved, evaluating your
logistics strategy can be a daunting task.
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One well-established element of
WWL’s environmental initiatives is the
E/S Orcelle, a concept car carrier powered
by renewable energy. WWL is currently
involved in three projects that may help
make marine renewable energy a reality.
They involve fuel cell technology, wind
sail power and marine solar energy systems. In 2008, the Orcelle fund, established to support innovative environmental technology, awarded its first grant to a
project on low carbon emission power
systems for marine applications.
!)-).'ô&/2ô
g:%2/ô%-)33)/.3u
The ultimate vision for the
future is a “zero-emission” environment
where vessels release nothing into the air
or water. Meanwhile, WWL is consistently working to reduce emissions from
the vessels it operates, including carbon
dioxide (CO2), sulphur oxides, nitrogen
oxides (NOx) and particulate matter. In
2008 WWL has reduced CO2 emissions
per transported unit by 6.9%. The company also achieved a 12% reduction in NOx
emissions compared to 2007 levels. Over
the past eight years, our low-sulphur fuel
policy has reduced sulphur emissions
by more than 121,000 tonnes compared
to the industry average level of sulphur
content in fuel oil of 2.7%.
FASTôFACTS
,/-,/1"ñ &1&7"+0%&-
(
02/4%#4).'ôô
4(%ô()'(ô3%!3
In 2008, WWL renewed its
partnership with global conservation
organisation WWF as the sole sponsor of
the High Seas Conservation Programme.
The programme promotes sustainable
stewardship of the high seas through
improved vessel management in four
strategic areas:
■ Advancing responsible flag state
behaviour.
■ Combating invasive species to minimise the threat to marine ecosystems
from alien species transported in ships’
ballast water tanks.
■ Spatial planning in priority areas in
order to protect sensitive marine life.
■ Reducing greenhouse gas emissions
from the shipping sector.
)
7!,+).'ôô
4(%ô4!,+
One example of WWL’s worldwide
environmental initiatives involved building rainwater harvesting into the design of
its new Laverton North Technical Services
Centre in Melbourne, Australia. Huge
tanks capture rainwater to meet that facility’s water requirements, cutting demand
from the municipal water supply by about
85%. Elsewhere in the world, WWL Vehicle
Services Americas reduced its carbon dioxide emissions by 174 metric tonnes in 2008
through an 18% cut in fuel consumption
and achieved a 27.5% reduction in waste
sent to landfills from its vehicle processing centres. Meanwhile, WWL Vehicle
Services Canada eliminated approximately
15 tonnes of carbon emissions through a
broad recycling programme.
*
,)6).'ô/52ôô
6!,5%3
In 2008, WWL formally launched
a company Code of Conduct covering
ethics, law, human rights and workplace
practices. Based on the values that have
shaped our company for the past decade,
the Code reflects our longstanding commitment to ethical business behaviour.
We are responsible for satisfying customers, providing employees with a safe, challenging and fulfilling work environment,
protecting the environment and being a
good world citizen. In order to encourage
employee accountability, for example,
WWL has introduced a performance management system called “People performance”, which aligns company strategy
and values with planning processes and
individual performance.
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I
he M/V Vinni transports cargo
from Asia and the Americas to
Kotka and St. Petersburg, with
transhipment taking place in
Gothenburg. A large part of the cargo
is made up of cars, which are presently
unloaded at the Kotka Terminal in Finland,
while the H&H and NCC cargo is transported directly to St. Petersburg or Kotka.
For many years now, Kotka has been the
ñ3"+12/"ññ
hub where cars bound for Russia, from all
over the world, are unloaded. They change
ownership in Finland and are then transported to Russia over land. In 2008, volumes at Kotka became so great that WWL
decided to lease land at Sillamäe in Estonia,
to accommodate the growing demand.
“In order to further improve direct connectivity into the Russian market, we secured the services of the M/V Vinni, which
had previously operated in Asia, enabling
us to achieve one of our long-term objectives – the introduction of a feeder service
into St. Petersburg itself,” explains Søren
Tousgaard Jensen, Vice President and
Head of Asia-EU trade and transhipment.
7)4(ô-!.9 Western European ports
experiencing a similar overload to that
of Kotka, it was decided to use the Port of
Gothenburg as a transhipment hub. The
M/V Vinni operates a weekly schedule,
linking Gothenburg, St. Petersburg and
Kotka, with the additional opportunity for
port calls in the Baltic and North Sea area.
“In this market, you have to be flexible. As the M/V Vinni is a WWL-operated
vessel, we can make decisions to ensure
we are providing the best service for our
customers,” says Tousgaard Jensen.
F I N L A N D
Kotka
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St.
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WWL is currently the only global deepsea RoRo operator linking its deep-sea and
short-sea services into St. Petersburg.
“Since the establishment of the service,
we have already been experiencing growing customer interest, which confirms
that we have established something that
really adds value for our customers,” says
Tousgaard Jensen.
In addition to the new feeder services,
WWL is also looking into establishing a car
terminal in the vicinity of St. Petersburg,
which would make it possible to offer terminal services in Russia in the future.
“St. Petersburg is an important complement but it will not replace Kotka, which
will continue to be our main entry point
to Russia. However, we are responding to a
growing demand from a variety of customers to offer different solutions in a changing market,” concludes Kimmo Särmäkari,
Managing Director, WWL Finland.
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