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NARS 2019 Annual Meeting

NARS 2019 Annual Meeting

The NARS Annual Meeting offers an infrastructure update and economic outlook for rail shippers and other supply chain professionals. Carl Ice, AAR chairman and BNSF president and CEO, delivers the keynote.

This year’s NARS meeting will take place in San Antonio from May 15-17th at the The Westin Riverwalk Hotel, giving attendees a spectacular view of the famous San Antonio Riverwalk and fine dining access. The speaker lineup also includes a special appearance from Commissioner George P. Bush and AAR President Ian Jeffries.

Those that register before April 29 receive a special rate at the Westin Hotel.

Don’t miss this year’s meeting and get your spot registered today.

Record Transit Times Reported for Davies Turner’s Express

Record transit times were reported for the UK’s leading independent freight forwarder, Davies Turner’s Express China Rail. The record numbers come shortly after the company completed the upgrade to its fixed-day, weekly rail import service for LCL cargoes.

“The record transit time achieved by our overland rail service, when ocean freight shipments were being delayed by inclement weather, showed another advantage of rail over ocean freight,” commented Philip Stephenson, chairman of Davies Turner.

The container paths coming to Davies Turner’s begins with Wuhan rail, going through Duisburg to be trucked to the Port of Rotterdam and ferried to Purfleet for its final destination at Davies Turner’s distribution centre, for discharging, customs clearance and delivery.

“While Storm Gareth caused havoc recently, causing the closure of ports and delays to ocean freight shipments, our Express China Rail service has been suffering no such problems, arriving several days ahead of schedule,” said Tony Cole, head of supply chain services at Davies Turner. “Last week, our consol box arrived and was unpacked after just 19 days, which was a record time. The scheduled transit time from the Wuhan rail hub to our Dartford depot is 22 to 24 days.”

“Since we launched the dedicated weekly consol service from Wuhan in November 2018 we have seen it go from strength to strength. Bookings have increased by 195 percent.”

Global Supply Chain Logistics: An Expert Perspective

From automation to careful planning, implementing a successful logistics strategy goes beyond simply choosing the next big name in technology platforms. When done the right way, robust logistics strategies have the ability to create a life-long customer network while extending company values and reputation, as seen with CN – a leader in North American Transportation and Logistics. The company boasts an impressive 20,000 route-miles rail network in Canada and the U.S. Led by a vision that goes beyond North American parameters, the team continuously works towards building an internationally recognized company that values commitment to customers while delivering the highest quality value to shareholders. Through CN’s multidimensional approach, the company prides itself on fully integrated services that connect ports on three coasts.
Senior Vice-President of Consumer Product Supply Chain Growth Keith Reardon explains what sets CN apart from the others, identifying key differentiators found within the company’s operations.
“Number one is for us as a key differentiator is our scope and scale, our network. We are blessed to have the network that we do,” Reardon said. “We are the only railroad that covers all three coasts of North America, all the way from Halifax to Prince Rupert, Vancouver down to the Gulf Coast.”
The company boasts an extensive century-long history of providing customers, shareholders, employees, and partners with the highest quality supply chain services, setting the bar higher with each successful initiative and expanding its network through proactive efforts, rather than last-minute reactive measures.
“Because we saw it very early on, we’ve been involved in having people and boots on the ground in Asia for years. One of the things that we pride ourselves on is listening to our customers, having boots on the ground whether there’s an issue or opportunity. We go first hand to find out what’s going on,” Reardon explains.
CN attributes much of its success to proactively learning about market potential at a granular level, vetting problems and areas of improvement while building valuable relationships with key executives in and around the industry, and finding value in diversification. Beyond understanding regional opportunities, CN creates an example of gauging market predictions on a short-term and long-term scale, developing a strong competitive advantage in the industry.
“That’s why we have people positioned in Asia to understand the market, to understand the players, and gain some credibility as well. I think that if you’re doing business with people face-to-face, you’re going to get more out of it, you’re going to have a better relationship when things might not be going so well. There’s going to be that relationship to hang on to, to weather the storm so to speak, and we’ve been able to do that,” added Reardon. “I think that’s another reason our global trade is doing so well, because we’ve been able to weather the storm. It also gives us a very diverse portfolio of business.”
In addition to its extensive market reach and developing robust industry relationships, CN takes efforts one step further by partnering with companies that provide added value and resources that align with their vision and future business goals. In October 2018, CN announcedit had agreed to acquire of one of the largest and oldest transportation companies in Canada, The TransX Group of Companies.
“This strategic acquisition allows CN to deepen its supply chain focus, strengthening our exceptional franchise, including our intermodal business, notably in the specialized, fast-growing refrigerated segment,” commented president and chief executive officer of CN, JJ Ruest. “This alignment creates a solid framework to serve a growing consumer economy with transportation options that bring more supply chain flexibility to our customers.”
This acquisition, which is pending regulatory approval, provides a multidimensional benefit to the company and its customers, supporting one of the key differentiators found within the CN business model of valuing customers just as much as the company’s success. CN executives recognized the added value and talent TransX offered and carefully considered how much impact these elements would bring to each business initiative. The acquisition idea comes from an extensive business relationship CN and TransX created spanning more than two decades.
“We are acquiring talent. They are a very talented company and well run with a lot of people that have exceptional capabilities from an operating standpoint and also sales and marketing. They will give us more tools in our toolkit, so to speak. We are adding, again to that optionality for the customer,” Reardon explains. “The other thing is, they have been customers of ours for 25 years, so they understand us, and we understand them. It should be a very easy integration. We will keep them as a stand-alone entity, but there is always the second commercial integration. We get along so well that we thought it was a perfect fit.”
Going back to the theme of valuable relationships, CN works hard to navigate the best strategies that benefit all participants, all while continuing the expansion of services and company reach. Leaders at CN take a holistic approach while evaluating what areas have potential for additional growth and what areas need improvement from a marketing and sales perspective.
“TransX has over-the-road trucking and they have LTL – they’re a big player in the LTL business. We don’t offer LTL service (but) we are now hoping (to)to be able to offer (LTL) to (customers who need it), Reardon said. “They also have customs brokerage service, which we do too, but their customs brokerage service is geared towards a different clientele and different products, so again, we are adding more capabilities in what we can do.”
Whether your company goals are to increase sales and marketing, improve operations, or build on longstanding, valuable industry relationships, following the model and strategies CN continues to implement are exemplary and imperative to substantial growth. The company serves as an industry example of how to navigate an evergreen market while strengthening reach beyond North America. CN will undoubtedly continue to extend operations well into 2019, proving that to create a successful business empire, companies must go deeper than technology integration.

Keith Reardon was appointed Senior Vice-President, Consumer Product Supply Chain Growth, in August 2018, based in Toronto. He is responsible for the execution and expansion of CN’s intermodal and automotive businesses, leading the commercial teams and non-rail operations in his supply chains, and adapting all last-mile services for customers. Mr. Reardon oversees all aspects of the company’s domestic and international intermodal and automotive activities, as well as freight forwarding services in North America and Asia, and CN’s regional sales groups.
Prior to his appointment, he had been Vice-President of Intermodal and Automotive since January of 2017. In 2012, Mr. Reardon was named Vice-President of Intermodal Services. In 2009, Mr. Reardon was appointed Vice-President of Supply Chain Solutions, where he was responsible for the Automotive and Iron Ore business units and CN’s non-rail transportation services including transloading, freight forwarding and warehousing, just to name a few. He also directed many supply chain and business development initiatives for CN – working closely with CN customers and partners. Previously, he was Assistant Vice-President of CN Transloading Operations, where he managed more than 80 CN-owned warehousing and distribution facilities.
Passionate about logistics, Mr. Reardon has more than 25 years of experience in the field; he also held senior positions with outside firms in the world of logistics for a number of years. Mr. Reardon holds a Bachelor of Arts degree in Marketing and an MBA from the University of North Florida.
 
 

Global Supply Chain Logistics: An Expert Perspective

From automation to careful planning, implementing a successful logistics strategy goes beyond simply choosing the next big name in technology platforms. When done the right way, robust logistics strategies have the ability to create a life-long customer network while extending company values and reputation, as seen with CN – a leader in North American Transportation and Logistics. The company boasts an impressive 20,000 route-miles rail network in Canada and the U.S. Led by a vision that goes beyond North American parameters, the team continuously works towards building an internationally recognized company that values commitment to customers while delivering the highest quality value to shareholders. Through CN’s multidimensional approach, the company prides itself on fully integrated services that connect ports on three coasts.

Senior Vice-President of Consumer Product Supply Chain Growth Keith Reardon explains what sets CN apart from the others, identifying key differentiators found within the company’s operations.

“Number one is for us as a key differentiator is our scope and scale, our network. We are blessed to have the network that we do,” Reardon said. “We are the only railroad that covers all three coasts of North America, all the way from Halifax to Prince Rupert, Vancouver down to the Gulf Coast.”

The company boasts an extensive century-long history of providing customers, shareholders, employees, and partners with the highest quality supply chain services, setting the bar higher with each successful initiative and expanding its network through proactive efforts, rather than last-minute reactive measures.

“Because we saw it very early on, we’ve been involved in having people and boots on the ground in Asia for years. One of the things that we pride ourselves on is listening to our customers, having boots on the ground whether there’s an issue or opportunity. We go first hand to find out what’s going on,” Reardon explains.

CN attributes much of its success to proactively learning about market potential at a granular level, vetting problems and areas of improvement while building valuable relationships with key executives in and around the industry, and finding value in diversification. Beyond understanding regional opportunities, CN creates an example of gauging market predictions on a short-term and long-term scale, developing a strong competitive advantage in the industry.

“That’s why we have people positioned in Asia to understand the market, to understand the players, and gain some credibility as well. I think that if you’re doing business with people face-to-face, you’re going to get more out of it, you’re going to have a better relationship when things might not be going so well. There’s going to be that relationship to hang on to, to weather the storm so to speak, and we’ve been able to do that,” added Reardon. “I think that’s another reason our global trade is doing so well, because we’ve been able to weather the storm. It also gives us a very diverse portfolio of business.”

In addition to its extensive market reach and developing robust industry relationships, CN takes efforts one step further by partnering with companies that provide added value and resources that align with their vision and future business goals. In October 2018, CN announcedit had agreed to acquire of one of the largest and oldest transportation companies in Canada, The TransX Group of Companies.

“This strategic acquisition allows CN to deepen its supply chain focus, strengthening our exceptional franchise, including our intermodal business, notably in the specialized, fast-growing refrigerated segment,” commented president and chief executive officer of CN, JJ Ruest. “This alignment creates a solid framework to serve a growing consumer economy with transportation options that bring more supply chain flexibility to our customers.”

This acquisition, which is pending regulatory approval, provides a multidimensional benefit to the company and its customers, supporting one of the key differentiators found within the CN business model of valuing customers just as much as the company’s success. CN executives recognized the added value and talent TransX offered and carefully considered how much impact these elements would bring to each business initiative. The acquisition idea comes from an extensive business relationship CN and TransX created spanning more than two decades.

“We are acquiring talent. They are a very talented company and well run with a lot of people that have exceptional capabilities from an operating standpoint and also sales and marketing. They will give us more tools in our toolkit, so to speak. We are adding, again to that optionality for the customer,” Reardon explains. “The other thing is, they have been customers of ours for 25 years, so they understand us, and we understand them. It should be a very easy integration. We will keep them as a stand-alone entity, but there is always the second commercial integration. We get along so well that we thought it was a perfect fit.”

Going back to the theme of valuable relationships, CN works hard to navigate the best strategies that benefit all participants, all while continuing the expansion of services and company reach. Leaders at CN take a holistic approach while evaluating what areas have potential for additional growth and what areas need improvement from a marketing and sales perspective.

“TransX has over-the-road trucking and they have LTL – they’re a big player in the LTL business. We don’t offer LTL service (but) we are now hoping (to)to be able to offer (LTL) to (customers who need it), Reardon said. “They also have customs brokerage service, which we do too, but their customs brokerage service is geared towards a different clientele and different products, so again, we are adding more capabilities in what we can do.”

Whether your company goals are to increase sales and marketing, improve operations, or build on longstanding, valuable industry relationships, following the model and strategies CN continues to implement are exemplary and imperative to substantial growth. The company serves as an industry example of how to navigate an evergreen market while strengthening reach beyond North America. CN will undoubtedly continue to extend operations well into 2019, proving that to create a successful business empire, companies must go deeper than technology integration.

Keith Reardon was appointed Senior Vice-President, Consumer Product Supply Chain Growth, in August 2018, based in Toronto. He is responsible for the execution and expansion of CN’s intermodal and automotive businesses, leading the commercial teams and non-rail operations in his supply chains, and adapting all last-mile services for customers. Mr. Reardon oversees all aspects of the company’s domestic and international intermodal and automotive activities, as well as freight forwarding services in North America and Asia, and CN’s regional sales groups.

Prior to his appointment, he had been Vice-President of Intermodal and Automotive since January of 2017. In 2012, Mr. Reardon was named Vice-President of Intermodal Services. In 2009, Mr. Reardon was appointed Vice-President of Supply Chain Solutions, where he was responsible for the Automotive and Iron Ore business units and CN’s non-rail transportation services including transloading, freight forwarding and warehousing, just to name a few. He also directed many supply chain and business development initiatives for CN – working closely with CN customers and partners. Previously, he was Assistant Vice-President of CN Transloading Operations, where he managed more than 80 CN-owned warehousing and distribution facilities.

Passionate about logistics, Mr. Reardon has more than 25 years of experience in the field; he also held senior positions with outside firms in the world of logistics for a number of years. Mr. Reardon holds a Bachelor of Arts degree in Marketing and an MBA from the University of North Florida.

 

 

Rail Connections Vital for Global Trade and Transport Success

Integrating business operations with the best on-dock rail connections is critical to the continuation of trade and transport. In leveraging these connections, roadblocks are eliminated for both importers and exporters in situations where transportation options unexpectedly shift from ship to rail, as recently reported with Schweizerzug AG.

Luckily for Schweizerzug, the increased demand for train and rail capacity didn’t propose a problem but rather provide an opportunity to implement a solution and demonstrate to customers the company’s level of preparedness and flexibility. As a result of shallow water levels in the Rhine, frequencies were increased on the Antwerp route that provides direct access to the Antwerp Gateway 1700 terminal. Connections such as this provide full access options to every terminal at the port of Antwerp. The problem was quickly solved and customers were kept happy.

“We are excited about this next step in Schweizerzug’s ongoing expansion to offer our customers more connectivity and services between Switzerland and Antwerp,” comments Schweizerzug AG’s CEO Roman Mayer. “Shippers in both Switzerland and neighboring regions will profit from our reliable and time-saving rail services.”

He adds that “the events of the past few months have underscored yet again just how vital rail is–and will remain–for the transport of goods. Schweizerzug plans to continue further developing its range of transport products to meet market demand with the very best level of service available.”

Industry leaders aren’t wasting time in 2019 to create more opportunities to deliver the most variety to customers. And why should they? There’s no time like the present to expand what is proving successful.

Railinc CIO Shares Success Tips for Aspiring Female Leaders

Joan Smemoe brings a fresh approach to breaking the barriers for women’s success in the fields of technology, rail, software development, and computer science engineering. Smemoe started her career with Railinc in 2006 as a senior software engineer, polishing her skills in leadership as she spearheaded application engineering as Railinc director of the department. In June 2018, Smemoe was appointed the company’s Chief Information Officer as well as the Vice President of Information Technology. She attributes her success to an environment that supports diversity – regardless of gender, in addition to a strong team of mentors that helped guide her career success.

“The big takeaway is having a reliable and robust succession planning. This is vital to minimize disruption and impact to an organization, and of course made my life very easy,” Smemoe explained. “Railinc leadership is really big about succession planning. I was put on the successor path for 3 plus years and I had the CEO as a very close mentor. When I was preparing for my new role as CIO, my predecessor also provided robust mentorship, so I was learning closely with senior leadership and preparing myself. Additionally, I gained a lot of trust and support along the way from my peers because they all knew that at the end of my boss’s retirement, I would be the designated CIO.”

When leading her team, Smemoe focuses on the bigger picture, including both short-term and long-term goals in strategies, especially when integrating automation and technology solutions into operations.  She doesn’t believe in a “one size fits all” strategy when it comes to solutions development and advocates for all technology leaders to evaluate customer and company needs and how current and future employees can provide the best form of support.

“It really requires people to be more flexible, meaning that as developers they may have the core competency in software development while they’re also wearing the hat of understanding business process, customer needs, as well as IT infrastructure,” Smemoe explained. “When looking for talent, the candidates have to be willing to go outside their core skill set and pick up some other competencies. That’s the key to make sure your automation integration is successful.”

Smemoe’s advice to her female peers and women in the industry is to never give up and break through the glass ceiling mentality.

“Sometimes I feel like it’s a little bit of a self-imposed limitation for women. I think it’s very important to continue telling success stories and building that confidence. As long as you continue to show your ability to execute , have good ideas, and demonstrate technical compentency, your result and talents will be recognized.”

 

 

 

 

 

RAIL CYBER SECURITY SUMMIT

Global experts prepare to gather Feb. 19-20 in The Netherlands to discuss the threat of cyber security to rail and tips on managing and mitigating risks through two days of presentations and case study evaluations. This year’s Rail Cyber Summit will provide an array of opportunities to gain a competitive advantage in the rail industry along with education and networking options.

The fourth annual summit, which is being held this year at the Crowne-Plaza hotel in Amsterdam, features open discussions on managing threats and potential security solutions within the railway sector and rail 4.0 supply chain.

Topics to be addressed include: the integration and convergence of IT and OT; how to manage and mitigate the risk of cyber threat; managing supply chain and third-party risk; identifying and addressing blind spots; innovations in detection and mitigation; configuration management; incorporating resilience into information systems; and critical control system components.

“This event will give those working in and around the industry the knowledge they need to ensure they have the right tools to incorporate resilience into information systems, critical control system components and business processes throughout their organization,” says Cyber Senate founder James Nesbitt.

Swiss Rail Frequency to Increase in 2019

Starting January 10, Schweizerzug will increase rail services from Frenkendorf and the Port of Antwerp from two to three weekly roundtrips in an effort to alleviate capacity constraints while improving rail capacity for 2019, according to a release from the Swiss company this week.

The expansion of services directly impacts importers, exporters, and shippers as the Swiss rail freight operator continues providing alternative methods of transportation. More recently, the Swiss company has provided daily services from Frenkendorf train terminal and Niederglatt.

Additionally, three weekly services will continue to the Port of Rotterdam as well as the Port of Antwerp through German hub in Neuss.

Roman Mayer, CEO of Schweizerzug AG, commented:

“We are excited about this next step in Schweizerzug’s ongoing expansion to offer our customers more connectivity and services between Switzerland and Antwerp. Shippers in both Switzerland and neighboring regions will profit from our reliable and time-saving rail services.”

“The events of the past few months have underscored yet again just how vital rail is – and will remain – for the transport of goods. Schweizerzug plans to continue further developing its range of transport products to meet market demand with the very best level of service available.”

Source: Schweizerzug

Logistics Costs For US Companies Climbed in 2013

Lombard, IL – Logistics costs for US-based businesses climbed by 2.3 percent last year to $1.39 trillion, according to the latest State of Logistics Report (SOL), released by the Council of Supply Chain Management Professionals (CSCMP) and Penske Logistics.

According to the SOL, the first five months of 2014 “have had the strongest freight performance since the end of the Great Recession, with freight shipments up 13.1 percent.”

Yet, the report said, logistics as a percent of US gross domestic product (GDP) declined for the second year in a row, “indicating that the logistics sector is not keeping pace with the growth in the overall economy.”

Based on the SOL, Penske Logistics sees moderately improving US economic conditions, in the form of better dedicated contract carriage growth; a solid near- and long-term automotive sector outlook; and an improving manufacturing sector, also evidenced in the May reading published by the Institute for Supply Management that showed the fastest pace of manufacturing growth this year.

The nation’s supply chain sector, the report said, “faces distinct challenges, including a significant employment gap in the form of a serious shortage of truck drivers to handle the immense amount of inventory that needs to be moved around the country.”

To address this problem, the SOL said, “the industry is raising driver wages, but it remains the most pressing issue hampering sector growth. In fact, by the end of last year, despite strong inventory growth at warehouses, SOL recorded a record low rate of shipments, with inventory not moving swiftly enough, and the cost to store inventory rising. “

This employment gap/driver shortage “could continue to take its toll on the industry, and is an interesting phenomenon to juxtaposed against the labor force participation rate, which sits at historic lows.”

The SOL found that trucking costs topped the list of transportation costs in 2013 at $657 billion; railroad costs came in at $74 billion; water (ocean and inland waterways), $37 billion; air, $33 billion; and freight forwarder costs, $38 billion.

06/18/2014

 

 

 

 

Union Pacific Christens New Intermodal Terminal

Santa Teresa, NM – Officials from the Union Pacific Railroad and the State of New Mexico were on-hand recently to officially christen the rail carrier’s new $400 million, 300-acre rail facility in Santa Teresa.

The facility sits on a 2,200 tract of land purchased by the UP and is located near the city’s three industrial parks and the Santa Teresa port of entry.

The new terminal includes one of Union Pacific’s largest fueling facilities and the railroad’s largest intermodal freight terminal along the US-Mexico border.

The high-tech intermodal terminal opened April 1 and is expected to process more than 170,000 freight containers this year. It is to be expanded in future years to eventually handle 700,000 containers a year.

Union Pacific generated about $4 billion in intermodal business last year — 20 percent of its total freight sales of $20.7 billion.

The state Legislature’s passage of a bill exempting Union Pacific from paying locomotive fuel tax was a key piece to get Union Pacific to build the facility, officials said. That bill was signed by New Mexico Gov. Susana Martinez in March 2011. Construction began in the summer of that year.

A series of land swaps between the state, the federal government, and the Union Pacific allowed the railroad to acquire the 2,200 acres in Santa Teresa, most of it owned by the Bureau of Land Management, according to the New Mexico Public Regulation Commission.

06/17/2014