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New Managing Director for Dachser UK

Mark Rollinson Aug 18

Mark Rollinson, Managing Director for Dachser UK

After more than 17 years at the helm, Nick Lowe is taking early retirement from Dachser at the end of September to pursue other interests. His successor, Mark Rollinson, who has formerly held senior Director positions at Schenker and Allport Cargo Services, began a three month induction and hand-over process on the 2nd July.

‘I’m delighted to be joining Dachser at this time, having witnessed from an external viewpoint the organisation’s successful development and growth in the UK over many years’, explains Mark. ‘I do see an enormous potential for further growth and the introduction and implementation of an ever wider range of logistics services in the future’.

Nick is very happy to have overseen the expansion of Dachser’s UK business since 2001. ‘Dachser’s culture and values, the strength and quality of our network and a loyal and hard-working team here in the UK have all combined to drive our success’, he says. ‘Despite some challenging external economic conditions from time to time, we have continually increased our market share and delivered some great solutions for our customers.’        

Dachser UK increased its annual sales turnover in 2017 by over 15% to £ 76 M, experiencing strong growth in particular in European road freight, contract logistics and value-added-services.

Mark and Nick agree that Brexit, whilst initially having the possibility of creating short-term supply chain disruption depending on what evolves over the next few months, will also present new horizons and opportunities that a company such as Dachser is well-positioned to embrace.

Mark Rollinson sums up Dachser’s outlook for the future. ‘Irrespective of the prevailing trade, economic and political contexts we may be faced with, we will continue to support and add value to our customers’ supply chains. At the same time, we will maintain the high levels of service reliability and quality that our customers have come to expect’.    

 

ABOUT DACHSER UK

Dachser UK is part of the Dachser group, a major international logistics provider which on 31 December 2017 generated total sales worth EUR 6.12 billion. 29,100 staff working in 369 locations worldwide handled 81.7 million consignments comprising 39.8 million metric tonnes. Dachser has been established in the UK since 1975, and now has four locations which include a new logistics centre in Northampton as well as branch offices in Rochdale, Dartford and Bristol.

Dachser aims to be the supplier of choice for European logistics and value-added services. A fully-integrated European distribution network provides a comprehensive, high quality service of total freight solutions supported by the latest technology. Core services in the United Kingdom comprise European export, import and UK pallet distribution, as well as contract logistics, value added services and international sea and air freight forwarding.

For more information, please visit www.dachser.co.uk

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“K” Line Invites Graduate School Student as Intern from Republic of Mozambique

“K” LINE has offered an internship program as part of a “Master’s Degree and Internship Program” of the “African Business Education Initiative for Youth,” also kno180820 Africa internship 1wn as the ABE Initiative, sponsored by the Japanese government and its implementing agency, Japan International Cooperation Agency (JICA).

Through the ABE Initiative, which “K” LINE is supporting for the first time, the Japanese government supports young and eligible people from Africa to encourage them to be a part of the development of industries in Africa and to be “navigators” for Japanese companies doing business in Africa.

The intern, a graduate school student from the Republic of Mozambique, attended the five- day internship program from 6 August, including visits to Ohi Container Terminal and a shipyard where a new LNG carrier is currently under construction. The intern also experienced attending various meetings with other parties closely related to the shipping industry.

“K” LINE and its group believe that contributing to development of local communities and international society through educational support and job creation is also an important corporate social responsibility. With this in mind, “K” LINE fosters job creation and skills development in the areas where we operate businesses.

ABE Initiative (JICA website) :

https://www.jica.go.jp/english/countries/africa/internship.html

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New LNG Carrier for JERA Named “ENSHU MARU”

ENSHU MARU LNG Carrier Aug18

LNG Carrier “ENSHU MARU” August 2018

Kawasaki Kisen Kaisha, Ltd. (“K” Line) and Tokyo Century Corporation held naming ceremony for the newly-built liquefied natural gas (LNG) carrier (*1) for JERA Co., Inc. (JERA) at Sakaide Shipyard of Kawasaki Heavy Industries, Ltd. (KHI) yesterday.

The new vessel was given her name“ENSHU MARU”by Chairman of the Board of Directors Mr. Akihisa Mizuno of Chubu Electric Power Co., Inc.“ENSHU MARU”comes from the name of an old district in western Shizuoka Prefecture named “Tohtoumi” which is part of the service area of Chubu Electric Power Co., Inc.

Under the operation of LNG Marine Transport Ltd.,“ENSHU MARU”will mainly serve the transportation route between Freeport LNG project in United States and Japan after delivery, and is expected to contribute to stable transportation of energy for Japan.

Main Particulars of the Vessel:

   Owner   Trans Pacific Shipping 4 S.A. (*1)
  Construction Yard   KHI Sakaide Shipyard
   LOA   About 293m
   Beam    48.9m
   Tank Capacity    164,700m3
   Boil Off Rate (*2)    0.08% per day
   Propulsion System    Reheat Steam Turbine (Kawasaki Advanced Reheat Turbine Plant) (*3)
   Speed   19.5 Knot
(*1) Joint venture company with shares owned by “K” Line and Tokyo Century.
(*2) Boil Off Rate (BOR): Ratio of natural vaporized gas against maximum tank capacity to indicate capability of tank heat-insulation system.
(*3) Reheat Turbine Plant: Next-generation LNG carrier propulsion plant of high thermal efficiency and high reliability, incorporating the most advanced materials and control technologies including improvements in steam conditions to raise the thermal efficiency.
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Rising to the digital challenge in shipping

  • Joint TT Club & McKinsey report concludes that the future is digital
  • ‘Brave new world?’ examines two potential future digital scenarios, one of which is termed ‘Digital reinvention’

Industry experts, looking at the future for the container transport industry over the next 25 years, see the possibility of traditional supply chain service providers being significantly challenged. Increasingly digitally enabled services, which can directly control the flow of goods from factory to consumer, will become progressively more influential.

Indeed, these ‘Digital natives’, that apply technology to previously unsolvable challenges (as has been seen with Amazon and Alibaba), as well as ‘scrappy tech start ups’, fast-moving newcomers assuming an integrator role, could transform and re-shape the container transport industry.

In their ‘Brave new world? – Container transport in 2043’ report, leading international freight transport insurer TT Club, in conjunction with global management consulting firm McKinsey, have looked at the future of containerised trade, how value can be created and who the ‘winners’ could be within the industry by 2043.

Having carefully garnered the perceptions of leading figures from a cross section of the transport industry and beyond, the report highlights that an efficient containerised supply chain, acting like a conveyor belt from factory to consumer, could be one of the significant changes in the future outlook. 

It acknowledges the well-known paradox of cargo owners and end-consumers enjoying lower costs, while industry players struggle to share in the value-creation and highlights six potential sources of value creation.

180806 Six Sources of value creation

 

1.    Greater economies of scale – The exceptional expansion in ship sizes has reverberated through the rest of the container supply chain. A key question for the future is the extent to which customers prefer lower unit costs or greater flexibility
2.    Flexibility – Do customers value faster, more direct services? If so, scale would be deprioritised in favour of flexibility and modularity
3.    Supply chain reliability and predictability – The other side of the flexibility coin, as e-commerce changes consumer expectations, driving improved cycle-times and transparency
4.    Consolidation and integration – So far seen in limited segments of the industry, which is still fragmented compared to some comparable industries and with potential of optimisation through vertical integration 
5.    Automation and productivity hold the potential to improve reliability and service levels, while reducing structural cost#
6.   Environmental performance – Responding to the challenges relating to fuel and emissions but also the growing societal sensitivities towards protection of the environment

 

 

The container transport industry today is entering a period of incredible experimentation as different players try to find a winning formula to create value. The Digital Reinvention scenario goes some way to utilising the six suggested sources of such value creation, resulting in a 2043 landscape in which the incumbents of the container transport industry lead what is fundamentally a digital future, where trade developments may not be the key driver. In this world, flexibility, resilience and optimisation are paramount, applying the ‘last mile’ lessons to deep sea trades. Furthermore, vertical integration becomes the strategic imperative in order to build effective digital platforms and operating systems that both satisfy, and benefit from, end to end demand. Scale economies lose value, as flexibility and deep integration into customer supply chains  increase, providing transparency, predictive capability and high reliability.

In this 2043 scenario, as the report states, “Digital, data and analytics have indeed become the fundamental driver of value creation. Players with significant asset footprints lead the way, with proprietary data that allows them to out-compete any potential disruptive entrant. Data and technologies like blockchain are used in creative ways and many digital native suppliers of software and analytical solutions thrive.”

Charles Fenton, TT Club’s CEO highlights the thought-provoking nature of the research:

“The container transport industry faces a complex future. The industry experts in this research are generally agreed that the physical characteristics of the industry won’t change radically. However, automation holds enormous potential; digital, data and analytics will be central to competitive dynamics, and the business models of industry leaders in 2043 could look very different from today. Digital reinvention is just one of four potential scenarios that our report envisages.  Its in-depth challenge to our perceptions of the future is well worth close consideration. ”

To download a copy of ‘Brave New World?’ please visit: https://www.ttclub.com/news-events/brave-new-world/

ENDS

About TT Club

TT Club is the international transport and logistics industry’s leading provider of insurance and related risk management services. Established in 1968, the Club’s membership comprises ship operators, ports and terminals, road, rail and airfreight operators, logistics companies and container lessors. As a mutual insurer, the Club exists to provide its policyholders with benefits, which include specialist underwriting expertise, a world-wide office network providing claims management services, and first class risk management and loss prevention advice.

TT Club is managed by Thomas Miller.

www.ttclub.com

 

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