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ICELAND XPOIceland has added 43 Cartwright multi-temperature refrigerated trailers to its vehicle fleet.

A major retail success story, Iceland has over 1,000 stores throughout the UK as well as owned or franchised stores across Europe and a global export business. The company has been a customer of Cartwright since 2014.

The order is the culmination of a series of collaborative meetings between Iceland, Cartwright and XPO who operate the distribution centres.

Following advice from Cartwright and XPO, Iceland has upgraded its equipment specification from tandem axle to tri-axle trailers having taken into account the operational benefits and residual value advantages.

Specification on the trailers includes a lift axle which aids manoeuvrability when delivering to stores as well as the benefit of improved stability a tri-axle gives. The trailers are equipped with a Thermo King Spectrum fridge and DHollandia tail-lift.

Safety is paramount throughout the Iceland business and the trailers are equipped with key features that support this policy.

The Cartwright trailers are the first of a kind in the Iceland fleet to feature the company’s co-branded livery with Iceland and The Food Warehouse, prominently featured.

The trailers were supplied under a full contract hire package through Cartwright Finance Sales. The trailers will be maintained by Cartwright Fleet Services working together with Iceland’s VMU’s. These additional services are part of a total cost of operation solution from Cartwright.

Dave Rowlands, Iceland’s Operations and Contracts Manager, commented: “We have purchased Cartwright trailers in the past and XPO Logistics also has a relationship with the company, so this much larger order was a real opportunity for them to demonstrate how they could build a considerable number of trailers to the timelines and quality we required.

“The trailers were in service from November 1st, were delivered ahead of time and the quality is good.

Andrew Holliday, National Account Director for Cartwright, commented: “Iceland is a valued customer and we were delighted to be given the opportunity to provide this latest major order for them with an improved specification, new livery and indeed delivery ahead of schedule.

“Our relationship with XPO Logistics, also a highly valued Cartwright customer, enabled us to work together to provide a number of specification features in order to meet Iceland’s operational requirements including the enhanced residual value of the trailers through these additional specification additions”

FlyBeSome creative Government accountancy may have found Flybe calmer skies; but its narrow escape highlights the precarious state of UK aviation, says the international courier expert ParcelHero.

ParcelHero is warning that with Heathrow's expansion plan seemingly in an eternal holding pattern, UK PLC is missing out on up to £14 billion a year in lost trade.

Overseas deliveries are likely to be impacted by soaring problems in the aviation industry, warns the international courier expert ParcelHero. It says the consequences of potentially losing the key regional UK airline Flybe would have been severe not just for passengers, but also international couriers.

Even though shareholders and the Government have stepped in to save Flybe, continuing delays to the return of Boeing's new workhorse, the 737 Max, and the possible cancellation of Heathrow’s expansion by a new Prime Minister who once vowed to lie down in front of the bulldozers to stop its third runway, could still rock the overseas parcels industry. ParcelHero believes UK businesses are already missing out on up to £14 billion a year in lost trade due to poor connections.

Launching its updated international courier services guide, ParcelHero’s Head of Consumer Research, David Jinks, a Member of The Chartered Institute of Logistics & Transport, says: ‘Looking at the major problems facing the UK’s international aviation services, it is obvious that issues are mounting both in the short and the long term. It looks as if it took some creative Government accountancy, a re-write of the passenger tax rules and shareholders belatedly putting their hands into their pockets again, to save Flybe. The loss of its cargo capacity would have had a severe impact on international courier services. Goods and parcels are not only flown in specially designed cargo aircraft; many passenger flights also carry freight. In fact, passenger airlines make up to 10% of their revenue from freight carried in the cargo hold of passenger jets. Back in 2012 Frontier Economics reported continued problems with UK aviation connectivity would cost British business £14 billion a year, and its prediction this could rise to £26 billion by 2030 looks even more likely given the current parlous state of UK aviation.’

Says David: ‘Flybe provides vital connectivity, linking domestic flights and international services. As just one example, a few years ago Flybe Cargo teamed with a Nordic courier to provide door-to-door same day delivery services between the UK, the Netherlands and Germany. If an operation the size of Flybe had failed, there would have been significant delays on thousands of packages to and from the UK to Europe.’

Flybe’s bumpy ride is not the only problem facing international couriers. ParcelHero fears Heathrow’s long-delayed third runway could have its take off aborted by Boris Johnson’s election as Prime Minister. ‘Famously, the PM once said he would lie down in front of the bulldozers to stop Heathrow’s third runway from being built, and instead proposed an alternative island runway on the Thames estuary. Heathrow is the most significant airport for freight in the UK – in fact it carries more freight each year than all other UK airports put together. Yet constraints at Heathrow – which is running at over 98% capacity – mean that it is unable to meet demand. Heathrow is currently permitted 480,000 flights a year. All of Heathrow’s competitor European hub airports – Paris, Frankfurt, Madrid and Amsterdam – have enough runway capacity to serve around 700,000 flights per year each.’

David is also concerned the continued grounding of the 737 Max will escalate cargo capacity shortages if it continues indefinitely. Says David: ‘The 737 Max is urgently needed to replace older aircraft and expand services; it must not become a reason to lose yet more cargo capacity. Nearly 5,000 Boeing 737 Max aircraft have already been ordered but are standing idle or unbuilt. To put this into context, that’s significantly more than the current combined fleets of BA, Easyjet and Ryanair. The 737 Max 8 can accommodate between 2,500-5,000lb of freight and parcels in addition to passengers’ baggage. Typically, narrow-body aircraft like the 737 Max 8 can carry up to 2,200 packages, including mail, express parcels and smaller freight and e-commerce items.’

Concludes David: ‘Thank goodness Flybe seems to have cleared the turbulent patch. If we had lost Europe's largest regional operator the impact would have been significant on all the businesses who used its cargo services. But we are still concerned about unforeseen reductions in cargo capacity, and fear Heathrow will cease to be a competitive hub and instead becomes a spur from other European countries. If this happens, the UK will continue to lose trade and the cost of international parcels and airfreight to and from the UK will inevitably rise.’

BRAMBLESBrambles, parent company of CHEP, the end-to-end supply chain specialist in the FMCG and retail marketplace, has supported the Ellen MacArthur Foundation to create the first business circularity assessment tool.

Developed by the Foundation, which is a global thought-leader on the circular economy, Circulytics enables individual businesses to accurately measure the circular economy preparedness and performance of their company as a whole
To date, there has been no way to comprehensively measure circularity. Launched earlier this week, the tool moves beyond measuring material flows alone - giving clear insights into all circular operations, flagging up areas for immediate improvement and highlighting opportunities for strategic innovation.

Circulytics applies data and metrics to measure the transition to a circular economy, making it easier for businesses to understand and track improvements. This new reference point allows companies to remove waste from the supply chain and develop strategies that ensure a positive environmental impact, whilst also improving their bottom line and brand value with stakeholders.

The circular economy seeks to cut out waste and pollution and keep products and materials in use, whilst regenerating natural systems. With a ‘share and re-use’ model for its 330 million delivery assets, Brambles is recognised as the global leader in the creation of the circular economy.

Andrew Morlet, CEO of the Ellen MacArthur Foundation said, “Globally, more and more companies are recognising the circular economy opportunity to create new areas of value and address challenges such as climate change, pollution, and biodiversity loss. Circulytics has been created to help that transition happen at speed and scale - and the insights of leading companies such as Brambles have been vital in ensuring we give businesses the data and analysis they need.”

Michael Pooley, President of Brambles’ company CHEP Europe added, “We were delighted to be able to contribute to the development of Circulytics. This tool documents a company’s strengths, but also areas for further improvement. We believe this will be the first tool to stimulate the kind of strategy development that both companies and the planet need in the future. We will be using Circulytics to make our business model even more sustainable”.

Circulytics breaks down its measuring system into what it calls “enablers” and “outcomes”. The former consists of elements of the company itself, such as strategy, people, systems and processes, innovation and external engagement with clients and suppliers. The latter relates to inputs (materials and energy) and how the outputs in the form of products or services contribute to the circular economy. This allows a company to assess both the circularity of production flows and the value chain of the company, as a whole. Companies receive a cumulative score across a range of themes and, importantly, tailored insights and commentary from the Ellen MacArthur Foundation.

CSafe RKN forkliftEarlier this week BlackRock chief executive officer Larry Fink published a letter to other executives regarding sustainability. Responding to Fink's letter, interim chief executive at CSafe Global Patrick Schafer has given his thoughts on the matter.

"In Fink's letter, he explains his view on the future of modern finance and how it is wholly intertwined with climate risk and sustainability efforts. While sustainability and climate change should be top of mind for every company and individual on the planet, Fink has called on CEOs to provide the necessary disclosures regarding their sustainability efforts or risk removal from the BlackRock portfolio which totals approximately $7 trillion.

"This call for full disclosure got me thinking and I decided that as interim CEO of CSafe, I owe it to our customers, vendors and employees to share how we – a manufacturer of thermal shipping containers – contribute to global sustainability.

"First and foremost, I have to credit our engineers for developing the best performing containers on the market. The insulation used in CSafe boxes and containers is so exceptional that our customers are able to use much smaller boxes for the same size payload. That means less weight and space required on the plane or truck allowing more cargo to go in a single trip and significantly reducing overall carbon emissions.

"But it’s not just excellent design that sets CSafe at the forefront of sustainability in our industry. Our REPAQ retest and reuse program was the first of its kind and is the industry standard in cold chain packaging solutions. What this means is that our boxes can be reused again and again rather than being sent to a landfill after a single use. This program allows our customers to have their CSafe insulated boxes inspected, cleaned and thermally requalified to guarantee their thermal integrity prior to use – a service not offered by any other reuse program. Not only does this prevent more waste being added to landfills, it also means we as a manufacturer are able to keep our production lower, further reducing our carbon footprint.

"Keep in mind, CSafe services pharmaceutical and life science companies, which make up the most difficult part of the cold chain. The products shipped in our containers are life-saving medicines, vaccines and cell and gene therapies. Our mission is to provide peace of mind by offering best-in-class temperature management solutions. Peace of mind for our customers, for the doctors administering the medicines and therapies and most importantly for their patients. We would be remiss in that endeavor if we failed to consider the long-term impact on those patients, their families and the rest of the world. Yes, we build boxes. But it’s so much more than that. CSafe is part of the team that saves millions of lives each year. That is what we do. And our focus on sustainability ensures that our efforts will continue to preserve life well into the future."

Wesco PattonairDistributor and provider of comprehensive supply chain management services to the global aerospace industry, Wesco has announced that its expected acquisition of the company by an affiliate of Platinum Equity has been completed in a transaction valued at approximately $1.9 billion. At closing, Wesco Aircraft was combined with Platinum Equity portfolio company Pattonair, a provider of supply chain management services for the aerospace and defense industries based in the United Kingdom.

The combined company, which will be headquartered in Valencia following closing, becomes a $2.4 billion business with a global footprint in 17 countries and more than 4,000 employees. The combined company will serve more than 8,400 customers, including many of the world’s leading aerospace and defense original equipment manufacturers and their subcontractors. The combined company’s comprehensive portfolio of aerospace products will comprise more than 644,000 SKUs that are used in the production of commercial and military aircraft, including airframes, engines, hydraulic units, actuation systems and landing gear.

Todd Renehan, Wesco Aircraft’s Chief Executive Officer since 2017, has been named CEO of the combined company, and Wayne Hollinshead, Pattonair’s Chief Executive Officer since 2011, has been named President.

Mr. Renehan said, “I’m excited about the significant opportunities generated by bringing together Wesco and Pattonair. We have formed a highly diversified provider of end-to-end customizable supply chain solutions with greater scale, product range and purchasing ability. We plan to leverage these strengths, together with our robust value proposition and consistent delivery of service excellence, to be the go-to partner for bringing new products and technologies to the market.”

Mr. Hollinshead said, “I’m thrilled with the benefits this combination brings customers and our employees. We expect that our scale and reach, coupled with sophisticated inventory and supply chain management capabilities, will better position us to benefit from industry growth and drive greater operational efficiency. At the same time, we believe our broad footprint will enable us to align our service model with the needs of global customers, while enhancing their productivity through exceptional delivery performance.”

Louis Samson, Platinum Equity Partner, said, “Wesco’s broad customer base and industry leading capabilities have positioned it well to benefit from long-term trends in the aerospace and defense industry. Bringing Wesco and Pattonair together will create a truly global enterprise, benefiting the combined customer base through increased scale and access to new technologies.”

As of January 9, 2020, Wesco Aircraft is privately held, and shares of Wesco Aircraft Holdings Inc. common stock have ceased trading on the New York Stock Exchange.

Morgan Stanley & Co. LLC and J.P. Morgan Securities LLC served as financial advisors to Wesco Aircraft, and Latham & Watkins LLP provided legal counsel to Wesco Aircraft. Hughes Hubbard & Reed LLP provided M&A legal counsel to Platinum Equity, Willkie Farr & Gallagher LLP provided financing legal counsel to Platinum Equity, and Baker & McKenzie LLP provided corporate and regulatory legal counsel to Platinum Equity.

CSafe RKN ServiceCSafe experts will be on hand to demonstrate the company’s Cell & Gene thermal shipping solution at the Phacilitate Leaders World conference in Miami January 21-24.

The CSafe Cell & Gene thermal shipping solution leverages the company’s industry-leading temperature management performance for the safe transport of vital life-science products to distribution centers, healthcare facilities and patients.

“As partner to those in the most difficult portion of the cold chain, CSafe is committed to innovation, continuous improvement and unparalleled customer service. This is especially important for the Cell & Gene market given the critical nature of these shipments for patients in need,” states Emilio Frattaruolo, VP of Innovation, Passive Solutions.

“We work closely with our customers and provide tailored solutions to meet their needs,” Frattaruolo continues. “For example, we are partnering with one biotech company that has chosen our innovative Cell & Gene solution to address the strict requirements for transporting their advanced gene therapy. My CSafe colleagues and I are personally committed to securing their cold chain, protecting these new gene therapy shipments so patients can receive what matters most to them. This is the kind of personalized experience we provide to our Cell & Gene customers.”

RZD routesRZD Logistics, the logistics arm of Russian Railways, has appointed Dmitry Murev as chief executive officer.

Murev's appointment was decided by the company's board of directors on 26 December, and came into effect on 31 December before being announced on Friday.

Dmitry Murev was born in 1979, graduated from Moscow State Technological University «Stankin» in 2000. He completed additional management training under the IE Brown Executive MBA program. He has been working in Russian Railways since 2009, before his appointment, he held the positions of chief engineer and deputy head for development of the Center of Corporate Transportation Services of Russian Railways.

InstafreightShell and digital freight forwarding company InstaFreight are partnering to transform the European freight market through the expansion of digital services to European carriers.

After successfully raising an investment from Shell’s corporate venturing arm, Shell Ventures, InstaFreight will accelerate its mission to digitalize the road freight space and transform the freight market.

InstaFreight is the next generation freight forwarding company for road freight in Europe. The company excels by making use of digitalization to optimize processes and increase information transparency. The company thereby simplifies the freight forwarding business and focuses on providing practical benefits to shippers and carriers. Contrary to the still largely analogue processes and communication channels found in the freight forwarding industry, InstaFreight offers their commercial customers a digital experience that allows for a fast and convenient booking of transports. At the same time, they enhance transparency via track & trace and make logistics more efficient for both shippers and carriers. Through the digitalization of the forwarding business, the Berlin-based company can provide operational visibility and data for continuous process optimization and offer fleet carriers a convenient way to receive the right business, track their vehicles as they transport goods around Europe, and get paid fast and reliably.

“The freight forwarding industry is already undergoing substantial disruption with digital models becoming more and more successful. We are very proud to have gained such a strong global player as Shell as our investor and partner. With the additional funds, we will continue our rapid growth, further improve our technology and make our services available to more shippers and carriers across Europe,” says Philipp Ortwein, Co-Founder and Managing Director of InstaFreight.

With its global fuel card, Shell gives its carriers instant and ongoing access to a range of outstanding fuels, mobility products and business services across the world's largest fuel retail network. The company aims to build a relationship with its customers by learning about their fleet management problems and then providing solutions for issues related to safety, maintenance, and fuel consumption using telematics, mobility services, and others.

“Our carriers who use the Shell fuel card are facing increasing expectations by their customers regarding digital capabilities. At the same time they are operating in a market with tight margins. By partnering with InstaFreight, we can help provide our carriers to optimize their utilization, increase their profitability and give them the real-time transparency their customers expect,” says Parminder Kohli, General Manager Business Development Shell Fleet Solutions.

Jermaine Saaltink, Venture Principal at Shell Ventures adds: “We invest in start-ups with technologies and business models that have a potential to disrupt markets and provide better solutions for customers. We have been impressed by InstaFreight’s management team and the traction the company has achieved in the market in a short amount of time. We look forward to working together with them and be part of their continued success.”

Thus, the cooperation goes beyond a mere investment. InstaFreight and Shell will work closely together to develop the best possible service for their customers. It offers both partners the opportunity to work together to develop new mobility solutions and services as well as to enhance and scale existing transport solutions. As such, Shell and InstaFreight plan to make use of the synergies and foster growth of freight brokerage across international markets.

Koper1Slovenia's Port of Koper has become one of the key port's in the region over the last decade, and the operator is optimistic that similar success is in its future.

The success, growth and development of port activity is measured in the long term. Considering that we have entered the new decade, we have prepared an overview of the operations of the last ten years, when the Port of Koper became one of the most important ports in the region.

In the sphere of containers, Luka Koper took over the primacy in the northern Adriatic already in 2010 and maintains it today. In 2009, the Port of Koper extended the Pier I and increased the capacity of the Container Terminal, which enabled the establishment of direct shipping lines to the Far East and the development of railway services to the hinterland markets. In the sphere of cars, the Port of Koper is one of the largest automotive ports in the Mediterranean.

The company’s strategic orientation in the field of containers and cars is also clear from the comparison of the throughput structure. Containers and cars, which are also identified as strategic cargoes in the company’s Strategic Business Plan until 2025, now account for 46% of the total maritime throughput. In both cases, these are commodities with higher added value and less environmental impact.

In the sphere of containers and cars, in the ten last years the company has doubled the quantities measured in container units and number of vehicles. Total throughput increased by a third. The number of trucks has more than doubled, reflecting the extraordinary dynamics of economic development in the hinterland countries, particularly in the automotive and container sectors. The number of trains increased by almost a third, despite the restrictions of the single-track line between Koper and Divača.

FedEx GroundFedEx Express together with the Global Alliance of NGOs for Road Safety, and the European Cyclists’ Federation (ECF) have published a best practice guide, aimed at supporting community and non-government organisations (NGOs) advocating for safer cycling in European cities.

Authored by the ECF, together with the Dutch Cyclists’ Union (Fietsersbond) and the Danish Cyclists’ Federation (Cyklistforbundet), the guide gives a comprehensive overview of the behaviours, infrastructure, education, legal framework and enforcement in place in the Netherlands and Denmark - two countries that have successfully developed strong cycling cultures.

The guide aims to be a valuable source of information for organisations eager to create road conditions that will lead to greater numbers of cyclists, and improved safety for all road users.

Rock Sherman, Vice President Road Network Europe, FedEx Express said “One of the most striking links found between cycling and safety, is the potential for safer cycling measures to positively and directly influence the safety of our roads for all users. This document will guide any organisation looking to use the examples of Amsterdam and Copenhagen to promote safe cycling and improve road safety for everyone.”

Ceri Woolsgrove, Policy Officer, ECF said “The Netherlands and Denmark have each spent decades developing policies and infrastructure focused on keeping cyclists safe. Represented in the project by ECF’s members, Fietsersbond and Cyklistforbundet, this guide collates the expertise of both countries in an accessible format for the first time. Policy makers must now have the confidence to implement the measures described, in order to move toward a safer and more sustainable transport system.”

Lotte Brondum, Executive Director, Global Alliance of NGOs for Road Safety, said “How safe people feel is an important factor in the mode of transport that they choose. This guide will be useful for the people on the ground — the road safety NGOs in their work for safer streets. They know the realities of their cities’ streets and they are well-placed to help governments put citizens at the heart of mobility interventions. This guide will give them the evidence base and guidance they need to advocate for measures that will help save lives.”

The launch of the guide marks a major milestone in the Safer Cycling Advocacy Program — a two-year program funded by FedEx Express Europe under charitable giving platform FedEx Cares. The second year of the project will see the roll-out of workshops delivered by the ECF to NGOs in Bosnia, Croatia and Slovenia.

The project will serve to benefit cyclists in those countries, which according to the 2014 Eurobarometer Report, number approximately 575,000 people citing bicycles at their primary mode of transportation. Additionally, a ‘Back to School’ awareness and educational campaign, planned for September 2020, will support the education of young people in these countries.

LondonAhead of 2020's mayoral elections in London, the Freight Transport Association (FTA), has urged the city's next mayor to work more closely with the logistics sector to make London cleaner, safer and more efficient.

The business organisation has launched Logistics for London, a document detailing its asks of the capital’s next Mayor to ensure the city continues to operate effectively.

Denise Beedell, Policy Manager for Vans and Urban at FTA, comments: “Logistics is at the heart of the everyday functioning of London and we call on the next Mayor of London to work closely with the logistics industry to make the capital a better place to live, work and visit. Logistics can, and must, be part of the solution to meet emissions reduction targets, improve road safety and boost supply chain efficiency. Our industry keeps London supplied with goods and services, clears the waste, supports jobs and the keeps the capital going, 24 hours a day, seven days a week.”

FTA is asking for the next Mayor of London to support its call for cohesive policies to minimise emissions, improve road safety, and manage road congestion via high-quality infrastructure and better traffic management, so that our industry can efficiently serve London’s growing population.

In Logistics for London, FTA is also calling for support for fundamental reform of the London Lorry Control Scheme (LLCS) and increased enforcement against serially non-compliant HGV operators. In addition, FTA is requesting the creation of a network of new road river crossings in East London and the completion of the Silvertown tunnel by 2025 to unlock economic growth and connectivity. Most crucially, the business organisation has reiterated its call for the appointment of a dedicated Freight Commissioner.

Ms Beedell continues: “Businesses, residents and visitors to London all depend on reliable and efficient logistics to provide the food, clothes, documents, medicines and construction materials the city needs to operate. And with many new freight-based initiatives in the pipeline, such as the expansion of the Ultra Low Emission Zone and the Direct Vision Standard, there is an urgent need to create a vision for enabling efficient logistics and to develop a world-class freight and logistics environment in the capital. That is why, in the view of FTA, a dedicated Freight Commissioner is necessary to ensure all schemes are designed holistically and adopted consistently across the capital. A strong, interconnected supply chain is vital for a city as diverse and complicated as London, and with the city growing at such a rapid rate, a Freight Commissioner would provide important oversight for the whole process, to the benefit of all residents, businesses and consumers affected by the movement of goods and services.”

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