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IANA Intermodal Expo 2018: Key takeaways and discussion topics

Topics of discussion included: terminal overload and new technologies to increase throughput; tightened trucking capacity; needs of shippers and adaptive change in the supply chain
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IANA Intermodal Expo 2018: Key takeaways and discussion topics

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Beautiful Long Beach, California was the setting for IANA’s (Intermodal Association of North America) annual expo, the IANA Intermodal Expo 2018. Over 2,000 representatives from the intermodal and transportation communities touched down to present, converse, debate and exchange ideas surrounding trends and issues shaping the future of the larger intermodal supply chain community.

We had the pleasure of exhibiting and attending with those 2,000 plus attendees, and this year’s expo was chalk full of over 60 industry experts and a staggering 125 plus exhibitors showcasing some of the most technologically advanced products and services the intermodal industry has seen.

Day 1:

The morning of Day 1 kicked off with Bill Strauss, senior economist and adviser with the Federal Reserve Bank of Chicago. Mr. Strauss managed to bring an initial, collective smile to the room, noting that the 2018 expo is meeting at a time of strong economic growth. Consumer spending and GDP are up, the economy has been growing at an average annual rate of 2.3 percent (since 2009), and if this continues through July of next year new records will likely be reached.

The intermodal industry numbers support Mr. Strauss, as intermodal volumes were up 7 percent (as of August 2018) compared to last year with the third-party logistics sector also expanding – global estimates peg the market to reach $968 billion this year, compared to $869 billion last year.

IANA is a “connecting force” for the intermodal freight sector, bringing together the most relevant (and up and coming) players via the creation of spaces, such as the Intermodal Expo, to stay informed, drive industry success and strengthen the broader community. IANA members count on a wealth of resources, but most important, access to relevant trends that are shaping the sector at breakneck speeds.

Day 2:

A handful of truly remarkable innovations were on-hand at this year’s expo. A recurring issue year in and year out is terminal overload. Moderated by Taso Zografos, Principal at ZDEVCO, the panel, “Intermodal Terminal Overload: How Can Technology Help?” brought together a handful of expert panelists on the issue where autonomous vehicles, automated stacking cranes and similar “smart equipment” was presented. Warehouses, marine terminals and rail ramps are fantastic for “smart equipment” due to little vehicle traffic and confined areas. The next challenge however will be rolling this out to harbor drayage and the open road. As Wade Long, regional vice president of Volvo Trucks astutely noted, heavy-duty diesel trucks, many operated by living, breathing drivers, will still be around for at least the next 50 years.

Another recurring theme throughout the two-day event was productivity, especially in a time of truck driver shortages. This has been a troubling point for some time, where a shortage of drivers produces bottlenecks throughout the supply chain thus hampering productivity at a macro level. Larry Gross, president of Gross Transportation Consulting, moderated an engaging panel surrounding this very issue. Driver productivity has been on the decline, and Phil Shook, director of intermodal for C.H. Robinson, communicated it best noting that the industry standard used to be 500 miles per driver, and that has now dipped into the 400s. The room agreed that getting an extra half-a-load per driver per day is the proverbial Holy Grail.

Next year’s expo will be held September 15-17, 2019 in that same jewel beside the bay – Long Beach, California. Pack your swim-trunks, this is an expo you don’t want to miss! Register to exhibit before space fills up or if you are just looking to attend, registration opens up in March of 2019.

 

 

Companies must be locally relevant to sell shipments of export cargo and import cargo in international trade.
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Competing in an age of multi-localism

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As globalization comes under increasing pressure from multiple fronts, the prevailing business strategy focused on economies of scale and globally integrated value chains is becoming increasingly unviable. So finds a new report by A.T. Kearney’s Global Business Policy Council, “Competing in an Age of Multi-Localism.”

Instead, the authors argue, companies must focus on thriving locally in each market in which they have a presence, whether just one or more than 200, by becoming locally integrated enterprises.

Companies must go beyond simply decentralizing production and marketing functions. To compete effectively, they must become locally integrated enterprises in each market in which they operate. This marks a fundamental shift requiring a deep-rooted change in both mindset and operations. Rather than pursuing the globalization of operations and sales, companies now need to embrace localization. In doing so, they will shift and devolve such functions as management, operations, supply chain, production, and marketing to local markets around the world.

The study provides a richly researched background for why these changes are necessary. It then makes the case for why companies cannot afford to disregard the actions necessary to bring them into what the authors dub “the age of multi-localism.” These include the increasing preference for local communities, industries, products, cultures, and customs, driven by such factors as rising populism, consumer preferences, and technological advancements. As a result, supply chains and production locations, among other functions, will be subject to being reengineered into a new, decentralized business model.

“Multi-localism is not a passing fad,” said Paul A. Laudicina, founder and chairman of A.T. Kearney’s Global Business Policy Council and co-author of the report. “All companies must determine how to become locally integrated enterprises in a fundamentally transformed operating environment. Executives that ignore the imperative to transform will find their companies increasingly uncompetitive in the marketplace.”

The report calls for two primary shifts in strategy. The first is to recalibrate global operations based on a company’s core markets and its supply chain. “Technology changes, particularly in robotics and additive manufacturing techniques such as 3D printing, pose particularly profound questions for executives as they make decisions regarding global supply chain and procurement,” says Erik Peterson, managing director of the Global Business Policy Council and co-author of the study. “Executives must carefully consider how these technologies interact with other drivers of localization, including industrial policies and trade barriers that seek to buttress local employment and protect intellectual property rights.”

The second shift in strategy is to develop a heightened awareness of local conditions, which the authors dub “sensory perception.” By means of refining this capability, companies will develop and shape business insights tailored to each local market. “Executives need to hone five specific senses to identify and implement successful strategies for each market more quickly and effectively,” observed Courtney Rickert McCaffrey, manager of thought leadership for the Global Business Policy Council and co-author of the study. “This will enable companies to become locally integrated citizens of each community in which they operate, which is necessary to sustain profitability and growth in an age of multi-localism.”

Ports handle shipments of export cargo and import cargo in international trade.
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AAPA announces 2018 port industry recognition program winners

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The American Association of Port Authorities (AAPA) has announced the winning entries into its 2018 Environmental Improvement and Information Technology awards competitions.

Winners were honored at AAPA’s 2018 Energy and Environment Seminar in Jersey, City, New Jersey, on September 12. The winner of the 2018 information technology awards program will be honored at AAPA’s information technology committee meeting in Halifax, Nova Scotia, Canada, on September 26.

AAPA’s information technology awards program, which began in 2002, highlights port technology accomplishments in the areas of Port Operations and Management Systems and in Improvements in Intermodal Freight Transportation.  This year’s IT awards program winner in the port operations and management systems category is the Halifax Port Authority for its submission, “Port Operations Center.”

Since 1973, AAPA’s environmental improvement awards program has recognized activities which benefit the environment at its member ports. This year’s awards program had winners in all four project entry categories: environmental enhancement; mitigation; comprehensive environmental management; and stakeholder education, awareness, and involvement.

The winner in the 2018 environmental improvement awards’ environmental enhancement category is the Port of San Diego for its entry, “Threatened and Endangered Species Stewardship Program.” This year’s mitigation category winner also goes to the Port of San Diego for its successful “Marine Debris Removal Project.”  Another Southern California port authority, the Port of Hueneme, is this year’s comprehensive environmental program category winner for its entry, “Environmental Certification.” Garnering its third 2018 Environmental Improvement competition award, this time in the Stakeholder Education, Awareness and Involvement category, is again the Port of San Diego, for its entry, “Environmental Education Program.”

“We appreciate every entrant and congratulate every winner in this year’s AAPA awards programs for investing the time to prepare their entries, get peer review from the judges, share their work, and highlight best practices and lessons learned in their respective competitions,” said Kurt Nagle, AAPA president and CEO. “When port authorities work with their many stakeholders, including their communities, business leaders and policymakers, to develop projects like the ones entered into these competitions, they’re better able to demonstrate their tremendous value as drivers of economic development, environmental enhancement and job creation.”

The award-winning entries in both the 2018 environmental improvement and information technology competitions, together with the 25 ports that submitted successful entries in AAPA’s 2018 communications awards program (announced in June), are posted on the AAPA website.

Warehouse to handle temperature-controlled shipments of export cargo and import cargo in international trade.
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Americold opens Middleborough, Mass., facility

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Americold Realty Trust, the world’s largest owner and operator of temperature-controlled warehouses, has announced that its brand new Middleborough, Massachusetts, facility is now officially open.

The facility comprises three temperature-controlled rooms and a loading dock with 165,000 square feet of capacity. Designed in partnership with Ocean Spray, the facility, can rapidly freeze up to 79 million pounds of cranberries to ensure the fruit’s integrity, flavor, and health benefits.

“This new facility represents the best of both companies: state-of- the-art, uninterrupted temperature-controlled supply chain integrity and efficiency with nutritious, high-quality food,” said Fred Boehler, President and Chief Executive Officer of Americold.

The desire to rapidly freeze such large volumes of product necessitated significant refrigeration horsepower. Americold’s engineering team provided a solution that met Ocean Spray’s exacting specifications for both present needs and the foreseeable future.

“Americold and Ocean Spray have partnered for close to 40 years,” said Earl Larson, Vice President, Global Supply Chain and Operations, Ocean Spray. “The Middleborough site represents the latest addition to our ongoing strategic relationship.”

Ocean Spray is an agricultural cooperative owned by more than 700 cranberry farmers in the United States, Canada, and Chile. Formed in 1930, Ocean Spray is the world’s leading producer of cranberry juices, juice drinks, and dried cranberries and is the best-selling brand in the North American bottled juice category.

The opening of this facility is in line with Americold’s mission as the global provider of choice for temperature-controlled infrastructure and supply chain solutions for the food and beverage industry.

The new site, Americold’s fifth in the state of Massachusetts, joins facilities in Boston, Taunton, and two in Gloucester, bringing Americold’s total capacity to almost 19 million cubic feet in the state.

3PL is managing shipments of export cargo and import cargo in international trade for manufacturer.
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Kuehne + Nagel to manage aftermarket spare parts logistics

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Kuehne + Nagel has announced a new multi-year contract with JCB—the world’s largest privately-owned manufacturer of construction, agriculture, and defense equipment—to manage a new distribution center from a 256,000 square-foot facility in Miami, Florida.

The Kuehne + Nagel team designed an aftermarket parts logistics solution to increase service level of inventory, improve equipment uptime, and reduce delivery lead-time of spare parts to JCB dealers.

The JCB logistics center in Miami will service JCB dealers in the eastern United States, Canada, Latin America, and the Caribbean. The Kuehne + Nagel team will manage inbound deliveries from JCB and its external vendors, storage and inventory management of 30,000 parts, and the picking of goods according to JCB customer shipment schedules.

For complete visibility, transparency, and service improvement of all flows, Kuehne + Nagel’s CIEL warehouse management system will be tailored with RF processes and full EDI data integration. The WMS allows for real time order management and sets the environment for future innovations such as voice picking. In addition, Kuehne + Nagel’s Lean management system, KNPS, will be utilized to drive year on year savings by monitoring product flows and continuously optimizing processes.

“JCB is committed to providing timely and reliable parts support for our dealers and customers around the globe,” said Clyde Shepherd, General Manager of North American Parts Operations at JCB. “JCB’s partnership with Kuehne + Nagel at our Miami parts facility will ensure better parts availability and shorter delivery times for our customers, and an even better overall JCB ownership experience.”

“We’re proud to include JCB among our customers,” said Bob Mihok, President, Kuehne + Nagel North America. “Managing complex spare parts supply chains is one of Kuehne + Nagel’s strengths; and we are confident that the new logistics operations in Miami will benefit both JCB and their customers.”

FTZ will handle shipments of export cargo and import cargo in international trade.
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Global Trade interview: Africa as one of the last frontiers of industrialization

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Please provide our readership with an approximate timeline for the launch of Petronia City?

Azad Cola: Petronia City is presently in development in a series of phases, with the launch of its industrial platform serving as the preliminary and anchor initiative. The awarding of Free Trade Zone-status to Petronia was truly the driver of this launch, an unprecedented milestone which will commercially prompt further foreign direct investment (FDI) interest in integrating and setting up on the continent of Africa.

There are significant tax benefits and incentives to do so. Imports to Ghana via Petronia are automatically duty-free; there are substantial tax holidays, and further tax-centric incentives, for example, reduced taxation if one will be exporting at least 70 percent of what they will be manufacturing locally. This is a huge competitive advantage and one in which we have first-mover status. In order to start the process of launching Petronia City, the Free Trade Zone was a key element.

Nana Kwame Bediako: We are very excited to formally announce Petronia as open for investment in the ECOWAS and certainly replicable far beyond. It falls upon Azad and I now to ensure Petronia takes its rightful place as a dynamic hub for industrialization and serves as a benchmark for West Africa, emanating across the continent and international community.

This project will fundamentally reshape pan-African industrialization-as-usual; it will serve as a model for controlled, in-country procurement, manufacturing and distribution, offering a supply channel not simply to the ECOWAS but indeed serving as a West African thruway for the continent. In the lead up to our Launch Announcement, taking place around March or April of 2019, we are meeting with fellow, like-minded industrialists from around the world; those that actively take note of a vision realized.

What drew you both to this specific region of West Africa?

NKB: Before I stewarded my multinational enterprise, I had no choice but to make the best out of Africa’s West. In doing so, I understood that West Africa plays host to an abundance of human capital, with Ghana specifically offering the peace, strategically complimentary locale and geo-commercial stability which correlates to a tremendously conducive investment climate.

With a present economic dependency, in the eyes of most Ghanaians, nearing 95 percent, the limitations to Petronia’s export-driven offering are endless.

My dream is no doubt to create in Ghana not merely the city of the future, but an industrial Canaan, Africa’s promised land. I encourage the international investment community to walk with us on this journey of the undiscovered and share in the multifaceted benefits of which we have strived for the past decade, diligently, to accomplish.

AC: In 2010, you couldn’t pick up a publication in any part of the world without downloading the common theme of ‘Africa Rising’. We all are aware that during that time, the world was undergoing one of the biggest commodity super-cycles on record, in-part due to the insatiable appetite of China for raw materials. Most of the economies in sub-Saharan Africa are commodity rich, therefore the China Safari not only befitted Sino-African relations, but served as a warning flag for the West; an impetus to effectively compete. Understanding the opportunity ahead of us, I ran reconnaissance in nations such as Uganda, Kenya, Tanzania, the DRC and Brazzaville, all considered as hubs for our investment, however, the place that really stood out for me was Ghana.

Why?

AC: The people, for one. Ghana offers a safe, welcoming environment and an ease of doing business, given that it is an Anglophone country, with a familiar legal system based on Britain’s, particularly with regard to all-important property rights. Couple that with its rich, democratic history and Ghana really was an obvious choice. With critical positioning and outwardly facing the 550 million-strong ECOWAS population, starting in this hub offers no limit to our forward trajectory. It’s not just where you are, it’s where you can expand towards.

What are the sectoral priorities for foreign investment at the opening juncture?

AC: Once one phase reaches critical mass, the next, by way of osmosis, develops. Certainly O&G positioning and procurement and manufacturing remain top priorities; engaging multi-national corporations (MNCs) which champion these sectors is understandably where our attention lies.

NKB: You can’t build industrial platforms in Africa without considering the necessary energy stations which will allow those platforms to meet the ever rising and dynamic demands of production. Following the set-up of our industrial platform, we will execute the development of Petronia’s Energy City, to assist in the continued manufacturing of natural resources such as cocoa, oil and gas and yes, precious minerals and natural resources, such as gold, bauxite, steel and rubber.

Petronia will be a hub for contemporary commodity intra-trade, a one-stop destination for integration, incentivizing our present and future partners from the Middle East, the Asian Tiger Markets, Eurasia, indeed pan-Africa and beyond, recognized as a hub of ECOWAS opportunity made entirely possible if all stakeholders come to the table with honesty and goodwill.

Tell us more about Petronia’s potential as a Silicon Valley for Africa.

NKB: This is indeed yet another phase, as we would not be able to have all of these industrial platforms and manufacturing hubs sustainably in position and smoothly operating without applying the benefits of next-generation technology. Beyond Petronia, Africa on the whole has the opportunity to leapfrog the west in technological scalability. I strongly believe in the merits of the 4th Industrial Revolution—that  technology will give Africa the chance to connect to the globalizing marketplace and effectively compete.

The world began with farming, then industrialization married with farming, and technology has now intertwined with both. No matter the enterprise, evolving trends in tech will play a fundamental role. I reside part-time in California, and I do so not just for the state’s beauty. I see a strong economy, emboldened by industry and a Silicon Valley wholly establishable in Africa. This can be a reality if, as I mentioned, there is both public and private sector goodwill, coupled with receptiveness by local communities and international investors alike, a receptiveness which we aim to forge in Ghana, indeed in Petronia.

AC: Creating a Silicon Valley in Petronia means attracting the leading technology companies in and well beyond Africa to the opportunity at hand. This ‘Energy City’ will feed the industrial platform, the Silicon Valley will offer that platform and the region high-skill education and employment, transferable skills remaining a responsible investment in and for localized communities and a necessary consideration, one often neglected in emerging market integration. Petronia is not just a for-profit endeavor. We believe it is in our hands to create lasting change.

3PL delivers shipments of export cargo and import cargo in international trade.
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Hermes Germany and SEKO Logistics join hands

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As of September 1, 2018, Hermes Germany took over SEKO Logistics GmbH with offices in Bremen and Frankfurt and become its legal successor. All employees of both SEKO offices in Germany will be incorporated into the new structure. Hermes will also become a key partner of the global SEKO network. SEKO Logistics is a globally established provider of international supply chain services, which also include freight and IT solutions. With this alliance, the partners aim to combine their competencies in B2B and B2C businesses.

“With this acquisition, we will not only create synergy for the entire Hermes Group, the existing customer bases of both companies will also profit from the changes brought about by a broader product portfolio, e.g. in terms of access to fulfilment solutions in the USA, Asia, and Europe,” said Stephan Schiller, Managing Director Hermes Europe.

In addition, Hermes Germany will become a key partner of the global SEKO network. The international forwarding and logistics company based in the USA has more than 120 branches in over 40 countries. The network’s focus is on omnichannel logistics, white glove solutions, technology, international air and ocean freight, surface transport, combined transport, demand chain solutions, warehousing and logistics services. This broadens the international growth potential for the Hermes Group, particularly in view of the key e-commerce markets in the USA, Asia and Europe. SEKO Logistics, in turn, will profit from the extensive Hermes distribution network in Europe. With BorderGuru and SEKO Omni Parcel, both companies will be bringing start-ups into the partnership that are specialised in cross-border e-commerce solutions.

James Gagne, President & CEO of SEKO Logistics, commented: “We are extremely pleased to have gained a well-established partner in Hermes, one of the largest players on the European parcel and two-man-handling market and a highly efficient provider of supply chain solutions. The partnership will blend together the heritage, experience and innovative services of two highly respected logistics companies whilst strengthening our respective global networks and local presence.”

Along with digitisation and customer-oriented, flexible services, the Hermes Group’s focus in 2018 is internationalization. The Hermes International business unit established within Hermes Germany at the beginning of the year consolidates all international activities of Hermes. By 2020, the Hermes Group, which is a part of the Otto Group, plans to make investments to the tune of approx. 500 million euros across all business units. The main focus in the current financial year includes the growth of the crossborder parcel service, which is to be promoted by business units such as Hermes International.

Evergreen carries shipments of export cargo and import cargo in international trade.
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Evergreen Group Celebrates 50th Anniversary

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Evergreen Group celebrated its 50th anniversary at the Chang Yung-Fa Foundation, home of the charity set-up by Evergreen Group Founder and Chairman Y.F. Chang. In addition to senior executives and employees of the Group’s businesses, the event was also attended by public officials, customers and business agents from both the shipping and airline industries as well as representatives of supply chain partners from more than fifty countries.

K.H. Chang of Evergreen International Corp. delivered the welcome address. He thanked business partners and all employees for working hand in hand with Evergreen Group for the past 50 years and expressed his gratitude to the general public for the support and encouragement, which helped Evergreen to achieve the scale of its business today. He encouraged all Evergreen staff to remain true to Dr. Chang’s values, keep pace with the times, and work together toward achieving the next milestone – a centennial anniversary. He also looked forward to getting together with all the guests once again to celebrate Evergreen’s 60th birthday in ten years’ time.

Taiwanese Minister of Transportation and Communications, Wu Hong-Mo, noted in his remarks that Evergreen Group builds a comprehensive shipping network and international flight routes, providing quality transportation service to facilitate world trade and serve the general public. In addition to its core businesses, Evergreen Group is also devoted to charitable activities and giving back to society. He wishes Evergreen Group a prosperous development and long-lasting future.

Evergreen Group evolved from its operation in marine transportation. Evergreen Group Founder and Chairman Y.F. Chang, established Evergreen Marine Corporation on the 1st of September 1968. In the early years, the company encountered numerous hurdles, such as the fire that ravaged Ever Island, a lack of lending support from financial institutions and competitive monopoly of freight conferences. All these obstacles were overcome under Dr. Chang’s leadership and with the ‘Evergreen Spirit’ embodied in all his employees.

In 1972, Evergreen launched Taiwan’s first Far East-Middle East liner service, helping local shippers transport their cargoes to the fast-developing Middle East region. In 1979, it opened the Far East to Europe full container service as an independent carrier, breaking the monopoly of the Far Eastern Freight Conference. In 1984, Evergreen launched the unprecedented two-way, round-the-world container services. This turned a new page in the history of the global marine transportation, establishing Evergreen as the world’s largest container shipping line in 1985. Today, Evergreen remains one of the leading brands in the global shipping industry.

After building a foundation in shipping industry, Chang sought to expand Evergreen’s transportation service into the airline industry. On the 20th anniversary of Evergreen Marine, he announced his plan to invest and build the first privately owned airline in Taiwan, EVA Air. Chang once said, “Although it will not be possible for EVA Air to grow to be the biggest airline in the world due to the restrictions of air traffic rights, EVA has to be the safest and best airline in the world, following the example of Evergreen Marine in the shipping industry.”

Chang made huge investments in the establishments of EVA Air, including training centres, maintenance facilities and software systems, to make sure that its flight safety and service quality met the most stringent standards. In spite of numerous difficulties, including adverse smearing campaigns, the fledgling airline successfully took to the sky in 1991. In just a few years, EVA expanded route network to many cities across Asia, Europe, North America and Australia. The pace of EVA’s service expansion had been rarely seen among newly-established airlines at that time.

The airline owed much of its successful growth to Evergreen Group’s experience in marine transportation. At an early stage of EVA’s development, Evergreen Marine transferred many of its skilled employees to provide the professional talents needed to build the airline. EVA was able to obtain many of its air traffic rights thanks to Evergreen Marine’s business relations and economic contribution to the relevant countries. In the succeeding years, EVA has always been at the forefront of international airlines and has won much prestigious recognition for flight safety and service quality.

In addition to marine and air transportation, Evergreen Group has developed into a global conglomerate across sea, land and air, expanding its business scope into aviation technologies, international hotel chains and steel production. Within each and every one of Evergreen Group’s business entities, the astute management of their executive team keeps their business moving forward. The dedication remains to continue efforts to provide better service for customers and the community at large. Looking to the future, Evergreen Group will continue to embrace Chang’s corporate philosophy of generating profit, caring for employees and giving back to society as it heads into the next 50 years.

Ethiopian Airlines is carrying shipments of export cargo and import cargo in international trade to Miami.
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Ethiopian Airlines launches historic cargo route at MIA

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On August 29, Ethiopian Airlines launched the first of two weekly freighter flights between the Ethiopian capital of Addis Ababa and Miami, creating the first-ever cargo-only route between the African continent and Miami International Airport. The scheduled flights will operate on a route that includes intermediate stops in Spain, Colombia and Belgium on inbound and outbound services. All flights will utilize B777-200LRF freighter aircraft.

“We proudly welcome Ethiopian Airlines and its new cargo service to Miami-Dade County,” said Miami-Dade County Mayor Carlos A. Gimenez. “We look forward to the additional revenue, jobs and business ties these new flights will bring to our community.”

Founded in 1945, Ethiopian Airlines is currently the largest airline group and largest cargo operator in Africa, serving more than 92 international destinations across five continents. In 2017, Ethiopian won the SKYTRAX World Airline Award for Best Airline in Africa. Ethiopian also received the African Cargo Airline of the Year award during the 2017 Air Cargo Africa Conference, based on votes by worldwide readers of STAT Trade Times.

“We are very pleased to see Zaragoza, Miami, and Bogota joining our fast expanding freighter network in the Americas,” said Tewolde GebreMariam, Group CEO of Ethiopian Airlines. “With the new service, Ethiopian will carry Inditex high-end textile products from Zaragoza to the Americas. In line with our strategic roadmap, Vision 2025, we will keep on expanding our cargo destinations worldwide, thereby facilitating trade and economic growth among different regions of the world.”

Ethiopian’s announcement is the latest milestone in MIA’s strategic plan to expand into new global markets, adding to the synergies created by its extensive cargo network throughout Latin America and the Caribbean. During 2017, TACA Peru began four weekly freighter flights from five South American cities; Mexico-based Aeronaves TSM commenced 10 weekly freighter flights from Cancun; and Qatar Airways launched two weekly cargo flights from Doha, with intermediate stops in Luxembourg, Sao Paulo, Buenos Aires, Quito, and Liege.  In 2018, Southern Air began weekly all-cargo service from Hong Kong via Anchorage; Turkish Cargo launched a second weekly frequency from Istanbul; and Polar Air Cargo launched direct Tokyo freighter service.

MIA’s ongoing expansion of new all-cargo services continues to reap significant rewards. In 2017, MIA secured its best year ever for freight tonnage, with over 2.2 million tons moving through the airport.

ALAN coordinates disaster relief shipments of export cargo and import cargo in international trade.
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American Logistics Aid Network activates for multiple storms

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As Hurricane Florence nears the United States East Coast and several named storms threaten other US states and interests, the American Logistics Aid Network (ALAN) is mobilizing for action—and is encouraging industry businesses to do the same.

On Tuesday, ALAN activated a hurricane micro-site that will allow organizations to monitor each storm’s path, view recent alerts and get updates on transportation and supply chain conditions in impacted areas.

“This site serves as the centerpiece of our efforts to keep people informed about key safety and supply chain developments in the days ahead,” said Kathy Fulton, ALAN’s Executive Director.  “It’s also where ALAN will relay requests for hurricane-related logistics assistance.”

ALAN, founded in 2005 in the wake of Hurricane Katrina, is a philanthropic, industry-wide organization that provides free logistics assistance to disaster relief organizations before, during and after catastrophic events, by bringing the expertise and resources of the logistics industry together with compassionate organizations so that help can arrive sooner.

Fulton added that, while some of these requests may be immediate, most could take far longer to emerge, because it often takes several days or weeks after a storm hits in order for government and relief organizations to assess impacts and determine which goods and services are most needed.

In the meantime, logistics professionals can help ALAN pave the way for quicker post-hurricane recovery by staying safe (including giving employees in potentially impacted areas ample time to prepare and/or evacuate), steering clear of collection drives (which can clog disaster-impacted supply chains and inadvertently do more harm than good) and staying tuned, because significant opportunities to help will ultimately arise.

“Logistics challenges and costs are among the largest hurdles that most relief organizations face after a disaster,” Fulton said.  “While we certainly hope that none of these storms will be as destructive as predicted, we’re glad to be part of an industry that can provide so many meaningful solutions – and grateful to the many companies that are already making it possible for us to help.”