Entries Tagged 'Issue 17 April 2009' ↓

If anyone has firsthand knowledge of Gulf shipping it is Captain Mansoor Ghafoor. Before joining the business world in 1987, the current President of the UAE’s National Association of Freight Logistics (NAFL) and Vice President of the International Federation of Freight Forwarders Associations (FIATA) spent 14 years at sea. He recalls his climb from Cadet to Bridge Captain in the Seventies and early Eighties with fondness.

“Ships were different then,” says the UAE national who serves as Chief Executive Officer for the freight forwarding company and shipping agency STALCO. “You learned proper shipping.”

Captain Mansoor Ghafoor

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For the logistician tearing his hair out over careless longshoremen or angry calls from distressed retailers, consider this – it could be worse.

Imagine that the freight might have to endure not one, but two quarantines. Think about consolidating travel information for multiple international entourages. Visualise getting necessary medical histories for each international shipment. And one more thing – make sure the cargo will be ready to run, fast, within days of arrival.

For all the excitement of thoroughbred racing in Dubai, with its multi-million dollar purses and glamorous parties, the logistics behind the ‘Sport of Kings’ is no day at the races.

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When we hear about war-torn countries in the news, we hear about the ‘heroes’ – those establishing security and legitimate governments, bringing in drinking water, education and healthcare, and building up infrastructure so citizens can go on with their lives. But most of us likely never think about what it takes to keep those ‘heroes’going. Someone, after all, has to provide the less glamorous basics the supplies and infrastructure that allow them do their job.

In steps RA International, a company which helps military and humanitarian organisations work in locations most companies will not dare go. “We allow our end customers to operate in difficult operating environments,” said CEO Yaser Moustafa in an interview in January.

Soraya Narfeldt, Founder and Chairwoman

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Why would a company spend eight years to grow potatoes, and six years to get its lettuce right?Because it knows it is worth the effort. Praveen Kurup provides insights into the intense supply chain and logistics activities at McDonald’s India

McDonald’s India does not own any part of its supply chain. It has only a handful of suppliers and partners. About 40-odd suppliers, atleast ten of whom are today pioneers in their respective areas of operation, be it Vista Processed Foods in food processing, RK Foodland in cold storage and perishables distribution, Dynamix Dairy in processed milk products, or Trikaya Agriculture in worldclass lettuce cultivation.

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52 million people a day validate McDonald’s logistics model, says Jack Bunker

Only a handful of iconic brands can begin to approach the familiarity of McDonald’s famed ‘Golden Arches’. According to the company’s website, over 52 million people pass through the restaurants’ doors each day at more than 30,000 locations worldwide. McDonald’s annual 10-K filing with the US Securities Exchange Commission lists global revenues exceeding US$23.5 billion in 2008. That’s a lot of Big Macs.

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Only some companies have what it takes to balance tough times

The economic downturn has resulted in less international trading, with companies feeling the financial squeeze worldwide. Manufacturers are struggling to use their existing capacity by sourcing additional orders, leaning their supply chain and, inevitability, reducing their workforce to save costs. They are flooded with enormous exogenous pressures due to growing uncertainties in trade and market disruption.

Small and medium enterprises, which form the bulk of the supply chain, have been badly hit and have sought substantial financial support from banks and governments to improve their cash flow.

Dr. Albert Tan, Associate Director, The Logistics Institute- Asia Pacific

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How much should your public relations company know about your business plan? More than you think, Brett Bowes says.

At first, I’m confused as to why I am sitting across from Brett Bowes, Chief Executive Officer, TerraNova Strategic PR. I have shown up at the Rolla Residence in Bur Dubai, after all, for an interview with a representative from Hala Supply Chain Services to discuss the logistics industry in Saudi Arabia.

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The art world is selective about who it lets handle its goods. The organisers of Art Dubai expect no less than the best, reports Kathryn Semcow

Chris Chackal looks exhausted. The Fair Manager for Art Dubai only has three and a half days left to set up one of the region’s largest displays of international art. While he barely has enough time to finish his sentences, he is certainly having fun. “This is the part I love,” he says of the final preparations. “With all the meetings and discussions and debates, you are finally making it happen. These are the days that are crucial to giving the final delivery of what we’ve promised to everyone.”

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Amidst global economic downturn, the logistics industry is facing increased challenges in order to stay afloat. So what does this mean for those working in the sector?

Phillip Richardson is sitting at Starbucks, scouring the employment section of a local newspaper when I meet him to discuss his search for work. He is surrounded by others doing what appears to be the same thing. After three years working for one of the largest employers in the UAE as a logistics manager, he was recently made redundant and now faces what most would assume is a tough challenge to find a new position at a time when ‘job losses’ seems to be a far too common phrase.

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National Food Products Company ensures the movement of its water, milk and juice flows like-well-water, milk and juice.

Judging from his office, it is hard to believe that Ian Buckingham manages the supply chain of one of the UAE’s most popular beverage companies. You would expect stacks of papers on his desk waiting for approval, reminders and schedules pinned to his walls and frantic employees’ running back and forth through his door.

But rather, his space at the National Food Products Company (NFPC) headquarters in Jebel Ali is sparse, quiet and calm.

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