The centre adds to UPS’ other highly automated primary hubs which include the Worldport air cargo facility in Louisville, Kentucky and the Chicago Area Consolidation Hub (CACH) ground facility for truck and railway cargo. This will help UPS to add more than 350,000 pieces per hour of additional sortation capacity in the United States before the 2018 holiday season. Similar facilities are opening in: Dallas/Fort Worth, Texas; Phoenix, Arizona; Salt Lake City, Utah and in Indianapolis, Indiana.
Creating more than 3,000 jobs, the centre in Atlanta utilised its Hiring for Heroes veteran employment programme and partnered with The Centre for Working Families and the United Way to recruit and hire employees.
Commenting on the new hub, George Willis, President of U.S. Operations for UPS, said: “The new regional hubs incorporate advanced package processing technologies with proprietary network planning software that efficiently integrates UPS air and ground operations across the U.S. and around the globe. These super hubs create more options for how packages are transported along the way to their final destinations.”
The new eBay Fulfilment offering is a multi-channel fulfilment service that allows next-day delivery for orders placed before 18:00. The fulfilment program is done in cooperation with Fiege, Hermes and Plentymarkets, while eBay Shipping is done together with DPD. Additional logistics service providers to support the multi-channel tools and the dispatch service are planned for 2019.
End customers will benefit from digital services provided by the parcel service, such as card-based live tracking or the 60-minute forecast of the delivery time.
“As a leading global trading company, we believe that logistics is of strategic importance to improve the buyer and seller experience on our platform. With our new logistics services, we help our dealers to meet the ever-increasing demands of their customers for fast, reliable delivery. At the same time, by participating in eBay Plus, sellers will benefit from additional sales,” said Michael Pasch, Senior Director of Loyalty & Logistics.
Inflight has been designed to work with Yodel’s Xpect service, which already provides customers with a two-hour delivery window. The new features, which can be tailored by client, will give customers the ability to easily send the carrier instructions after they’ve left the retailer’s check out environment.
As soon as parcels arrive at Yodel’s network, customers receive notifications and are being informed with the available Inflight options, and can select a safe place where parcels should be left is no-one is home, nominate a neighbour to receive parcels, change the delivery address, redirect the package to one of the over 7,000 CollectPlus Point nationwide, change the delivery date, keep the parcel at the nearest Yodel customer delivery depot for collection, or use the ‘Hold, I’m on holiday’ feature.
The new set of features have been developed by Yodel’s Innovation Lab, in cooperation with three of Yodel’s major clients, Argos, Virgin Media and Shop Direct, using customer feedback gathered through the carrier’s feedback programme, Have Your Say.
Phil Hackney, Group Operations Director at Shop Direct – the operator of Very.co.uk and one of the retailers which took part in the pilot, commented: “The features increase the rate of delivery success on the first attempt and lower the number of calls into our contact centre, helping us improve customer satisfaction and be more efficient.”
SRS’ fleet has over 140 tractors and provides capacity to much of the western United States. Utilising a mix of both company-owned and owner-operator provided tractors, SRS provides flexible logistic solutions for a variety of customer needs.
“Specialized Rail Service fits nicely in our acquisition strategy and provides us an excellent platform for further expansion in the western United States”, stated Universal’s Chief Executive Officer, Jeff Rogers.
The purchase price was $12.3m. Following the acquisition, SRS will operate as part of Universal Intermodal, Inc.
Source: Universal Logistics Holdings, Inc]]>
Harld Peters, President of UPS China commented: “As China shifts its focus from a manufacturing-heavy economic model to a services-led one, some manufacturing industries have migrated from top-tier cities to second and third tier ones due to the increasing costs of labour and operations.”
Peters added: “UPS’s service enhancements fulfil the growing needs of export manufacturers located in the lower-tier cities, such as Nantong, which has seen its GDP grow from RMB* 455.8bn in 2012 to RMB 773.4bn in 2017.”
Most recent enhancements impact customers in Zhongshan, Zhuhai, Jiangmen, Quanzhou, Jiaxing, Wenzhou, Shaoxing, Nantong, and the surrounding areas of these eight cities, who now benefit from the following improvements: extended cut-off time by up to four houses for export shipment pick-ups; faster transit times; prompt release and more efficient customs clearance; and nine additional Boeing 747-8Fs.
Earlier this year, UPS also launched UPS Worldwide Express FreightTM Midday, and expanded its UPS Worldwide ExpressTM package service in 57 countries and territories.
*$ = RMB 6.92 / € = RMB 8.02]]>
In a recent study, conducted in Germany, 73% of deliveries struggle to find a home address with over 25% of drivers needing additional information.
DB Schenker hopes that the technology will improve efficiencies as more accurate and precise delivery locations can be made. A difficulty for logistics companies, like DB Schenker, is the ambiguity of delivery locations, especially when just a street address is given. A factory or warehouse may have several different entry and access points making the pick-up or drop-off point difficult to find, and as a result, deliveries are slowed. The new technology looks to improve this by giving a precise three-square metre location anywhere in the world.
The United Nations, Mercedes-Benz, Domino’s and Aramex are some of the companies already employing the technology. Aramex uses the system for e-commerce fulfilment operations and to optimise its last mile delivery in the Middle East. Aramex claims, that by using the technology, it has improved last-mile delivery time by 42% and total distance travelled by drivers by 22%.
Markus Sontheimer, CIO/CDO of DB Schenker, commented on the new technology: “Our cooperation with what3words is another new service of DB Schenker’s connect strategy towards a fully digital eco-system. Especially with regard to trade shows or exhibitions, it provides our drivers with exact delivery points and thus allows us to serve our customers even faster and better.”
Source: DB Schenker]]>
The expansion is planned to take place in two phases. The first phase has already been completed, as UPS has managed to bring the service to 48 additional locations worldwide over the summer. Phase two, which includes further expansion into another 48 territories, will be completed by December 31, 2018.
UPS say the service will also gives customers more visibility during the delivery process, whether and however consumers receive their packages.
“Every UPS My Choice user will have access to e-mail notifications that a delivery is on its way, an alert the day before delivery with a delivery-window estimate, notification that package is out for delivery, and a notification that delivery is completed,” commented Nando Cesarone, President of UPS International. “With this expansion, shippers can benefit from fewer customer inquiries and missed deliveries, while consumers enjoy increased visibility and, in many cases, the opportunity to adjust delivery dates and locations.”
Aldi’s strategic objective set in 2011 was aimed at improving product availability and shortening lead times to its rapidly growing store network. This led to Dachser creating an Excise Bond platform for wines and spirits. Inbound stock arrives daily from Aldi’s suppliers and is received and stored under bonded conditions, pending delivery to Aldi’s regional distribution centres. This process enables regular and efficient deliveries to the distribution centres based on multiple-product, consolidated orders comprising full trailer loads.
Dachser has also recently signed a 10-year lease for a new warehouse, adjacent to its existing logistics centre in Northampton, UK, providing the additional capacity to accommodate a combined platform operation for Aldi’s alcohol and general ambient products.
Mark Rollinson, Dachser UK’s new Managing Director, said, “Our relationship with Aldi is founded on a true partnership approach, incorporating a high level of open communication and trust. This has resulted in a clear and mutual understanding of what is important for both our companies in order to create relevant and sustainable logistics and supply chain solutions.”
EBITDA for the first six months of 2018 amounted to €165.4m under IFRS 16. Excluding IFRS 16 impact, EBITDA for the period amounted to €121.9 million, an increase of 11.6% compared to the same period in 2017. In the first half of 2018, Recurring EBIT reached €94.9m over the period under IFRS 161 (excluding IFRS 16, Recurring EBIT reached €93.5m).
GEFCO will now look to focus on growth through strategic alliances and launch of GEFCO Innovation Factory.
Executive Vice President of Sales and Marketing at GEFCO, Emmanuel Arnaud, stated, “In the first half of 2018, we continued to diversify our customer base and geographies, achieving a significant increase in sales in Central Europe and the Middle East. GEFCO is on a positive track and we expect to expand our portfolio in North Africa by the end of the year.”
Hellmann has restructured and repositioned under the leadership of Dr. Thomas Knecht as Chief Executive Officer and Chief Revenue Officer as well as Jost Hellmann as Chief Commercial Officer. The group has executed a comprehensive restructuring programme. Its key moveswere the establishment of three business units with clearly defined strategic objectives, the change of legal form to an SE and a comprehensive structural, financial and performance-related realignment of the global Hellmann Group. In addition, the group was refinanced in a structured process resulting in a multi-year loan agreement with a banking syndicate. In the previous year, the group was able to achieve growth in consolidated sales of 8% to €2.5bn and in EBT of 37% to €22.2m. Overall, the group generated total sales of over €3.2bn (up 7% compared to the previous year).
At the end of the restructuring phase, Dr Knecht will hand over the management of the Hellmann Group at short notice and in agreement with the Supervisory Board. Reiner Heiken, an experienced manager, will take over the position as CEO of Hellmann. Its aim is to advance its industrial growth phase as one of the largest privately-owned logistics companies. Dr Michael Noth will become Chief Financial Officer at the end of the year and Hellmann will resign from his position as CCO. As a result, Hellmann Worldwide Logistics will be managed from the beginning of 2019 by a management board consisting exclusively of external managers. However, the support of the family representatives Jost and Klaus Hellmann will continue. The two shareholders will each continue to be represented directly or indirectly with one vote on the Supervisory Board. Also bringing industry knowledge are the five external supervisory board members under the leadership of the former Schenker CEO, Dr Thomas Lieb.
Source: Hellmann Worldwide Logistics]]>