Intelligent supply chains. Intelligent technologies, such as automation, remote fleet management, and cargo tracking, are transforming supply chain technology to provide in-depth, real-time insights into locations and cargo status.

Cloud-based GPS and RFID technology provides instantaneous updates on cargo location, whether in warehouses or in transit, and assessing transportation performance and efficiency.

Digital thread. A digital thread is a communication framework that can share information to data consumers in a continuous feedback loop. A communication framework can ensure the entire supply chain is responsive as shifts in volumes, manufacturing, design, and through-life service occur.

For this to be effective, workflows and people need to be integrated. This marks the evolution from supply chain network to integrated value chain, allowing suppliers and customers to achieve collaboration and efficiency while reducing costs.

Demand-driven supply chain management. In transportation and logistics, decisions need to be made quickly and agility is essential. Demand-driven supply chain management has been part of the industry for some time, but the high volumes of data and deep insights require a step up from traditional methods. In the past, forecasting was based on historical demand, but that may not be enough with the influx of data and current demands.

IoT-embedded sensor technologies enabled with predictive analytics and machine learning can gather, analyze, and report insights from the environment and provide real-time responses to stay agile in the face of increasing demands. Data also offers insights to inform decision-making and build strategies and contingencies to adapt to future obstacles and maintain high levels of customer service, sales, and efficiency.

Cyber threats. Bad actors have more opportunities to exploit vulnerabilities in a digital supply chain, especially with third-party vulnerabilities that grant access to the real target. Conversely, manufacturers can have gaps that provide access to suppliers, destroying brand relationships across the entire ecosystem.

Suppliers and manufacturers need a rigorous protocol and evaluation process to assess risk and create stringent security across organizations and partnerships.

Meeting customer expectations. Customers have become used to fast order processing and deliveries and have little patience for delayed orders. To respond to these demands, some manufacturers are switching to centralized distribution and real-time inventory management.

The increasing demand for hyper-customization is also fueling shifts and linking the customers to the supply chain. Rapid prototyping and additive manufacturing are restructuring supply chains and more manufacturers are choosing on-premises manufacturing capabilities with lower waste.

Digitization holds promise for addressing current challenges in the supply chain environment and creating more opportunities moving forward.

Author: David L. Buss , CEO, DB Schenker

Source: www.inboundlogistics.com

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French group CMN NAVAL will demonstrate the UHSI32 at the World Defense Show from March 6-9, in Riyadh, showcasing its ability to execute autonomous transit missions, pattern autonomy and dynamic collision avoidance while being operated via over-the-horizon network connectivity almost anywhere in the world.

The autonomous abilities and features has been developed by CMN in cooperation with Sea Machines Robotics. A Raytheon command and control system will help analyze, track and compile data.

The UHSI32 combines multiple mission capabilities with high-speed performance (over 45 knots) and an extended patrol period of three days. With a length of 32 meters and beam of 7 meters, missions include maritime security, search-and-rescue (SAR), insertion, surveillance and protection of assets at sea.

“The UHSI32 is the first high-speed interceptor in its class which incorporates autonomous technology. We will continue to collaborate with world leaders in specific fields to push the boundaries of innovations and to become the world’s most advanced and sustainable shipbuilder,” said Fadi S. Pataq of CMN NAVAL.

“As a leading developer of autonomous control systems, Sea Machines brings innovation to the global security and defense sectors,” said Frank Relou, business development manager, EMEA, for Sea Machines. “This collaboration with CMN Naval represents the intersection of commercial and government sectors, and the capabilities of autonomous technology. We continue to prove the capabilities of our technology on the world stage, and we look forward to demonstrating its value once more at the World Defense Show.”

Source: www.marinelinks.com

Image: www.pixibay.com

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Companies across industries are attempting to meet the moment and replace legacy supply chain practices with more dynamic tactics to prepare for the next wave of volatility. But few organizations know where to start.

To truly become resilient in the new normal, enterprises have to develop bold strategies that holistically identify gaps and prioritize intelligent supply chain solutions. In doing so, leaders can ensure their supply chains are reactive to sudden changes and proactive before a disruption even hits, saving both time and money.

Here are three tactics to get started on the road to supply chain resiliency.

Similarly, machine learning capabilities will be central to maintain agile supply chains, identifying data anomalies that trigger demand fluctuations and signals.

Although overhauling supply chains may seem like a monumental task, enterprises can begin to chip away at their digital transformation agendas if they are properly managed. To do so, organizations must implement short proofs of concept and strong organizational change management practices. By running the broader adoption program in incremental steps, companies can better launch each new offering and thus quickly gain value once it’s adopted at scale.

2. Join the shared-based economy. Many leaders are turning to contractual supply chain collaborations to bolster weakened supply chains. By utilizing web-based planning tools and sharing certain components of their infrastructures among an organized network of partners, companies can shoulder each other’s burdens and provide needed reprieve in their given issue areas—whether manufacturing, logistics, or transportation. This requires leaders to carefully identify core competencies and gaps before selecting partners.

Alternatively, leaders can look to mergers and acquisitions to expand their core competencies and fill their gaps. Unlike partnerships though, M&A deals are definitive and thus require a more detailed vetting process. Both partnerships and M&A deals allow companies to share capabilities and bolster supply chains.

3. Operationalize supply chain sustainability. In recent years, both the public and private sectors have increasingly prioritized sustainability initiatives. Consumer product goods companies have led the private sector’s adoption of greener practices, and the business world has taken note.

Organizations across industries would be wise to turn to environmental best practices to fortify their supply chains. By introducing green tactics into their supply chain strategies enterprises can become more resilient in the highly disruptive new normal.

Organizations should also revamp their overarching supply chain strategies to emphasize more agile, sustainable planning. For instance, supply chain planning measures that utilize algorithms to prioritize better transportation routes or manufacturing operations can help lower carbon emissions while also optimizing supply chain operations.

Though it may mean more time or money spent in the short term, organizations will reap the rewards of resilient supply chain management in the long term.

Source: www.inboundlogistics.com

Author: Pierre Erasmus, Integrated Business Planning Lead, Capgemini Americas

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Skyport processes more than half of the cargo moving through Prague Airport (PRG), where it operates an 8,300-square-meter, semiautomated facility with a 100,000-tonne cargo capacity. The handler was acquired in April by airfreight infrastructure investment firm Ventus and Sky Logistica, providing new funding for additional technology developments. In addition to PRG, Skyport also has handling operations in Slovakia at Bratislava Airport (BTS) and Kosice (KSC).

Air Cargo World spoke with David Adamek, chief executive officer at Skyport, about changes in passenger and cargo operations, future goals and expansion, and how the handler has navigated labor challenges throughout the pandemic.

Air Cargo World: With the recent acquisition of Skyport by Ventus and Sky Logistica, what improvements are in the works? Do you expect to expand to any additional airports?

David Adamek: We have focused on digital initiatives that will help to improve processes and adapt to the present requirements from airline customers, in particular concentrating on artificial intelligence, the digitization of the physical space and blending with existing software systems. We have overhauled a very traditional industry and digitised the entire process of moving a box from A to Z, with the help of our unique software platform.

As Ventus, we have an in-house technology team, which is mostly based on artificial intelligence technologies, and Skyport continues to nurture relationships with technology partners, too.

As far as additional markets are concerned, we will focus on improving what we have rather than expanding.

ACW: Many cargo handlers have experienced problems around labor shortages and high turnover. What has Skyport done to avoid or address those issues?

DA: Throughout the COVID-19 crisis, Skyport has retained its entire team and we focused on training to provide the additional skills that were required in the crisis.

We were lucky to have a robust team and robust infrastructure that allowed us to adapt swiftly to coping with volatility in cargo flows, where we had to adapt almost daily to erratic flight schedules and ever-expanding trucking volumes.

ACW: Have you added any carriers this year apart from Finnair Cargo? Do you expect to do so in the next year?

DA: Winning Finnair was a great achievement for us. With its existing air cargo infrastructure, Prague (PRG) airport can handle in excess of 200,000 tonnes of cargo a year and we are available to support the airport in attracting more traffic that will help to maximize this capacity.

Currently, the airport is operating at around 50% capacity, but it is not actively promoted as a cargo-friendly hub. We would like to put Prague on the map as a cargo hub and we’re available to work with all the stakeholders to achieve this, and to bring in more contracts like Finnair.

Source: www.aircargoworld.com

Image: www.pexel.com

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Both organisations sealed their long-term commitment to deploy modern smart port tools for port operations and digitalisation – including implementing just-in-time (JIT) solutions, machine learning and AI as well as other innovative solutions.

This partnership positions Tanger Med and Wärtsilä as champions of the smart marine ecosystem, whereby data exchange will improve operational efficiency, port safety, and environmental sustainability in shipping, including reducing carbon and greenhouse gas emissions.

The new PMIS aims at addressing the needs of the leading maritime liners and alliances calling at Tanger Med Port Complex, to optimise their vessel calls and to use standardised master and event data.

Tanger Med is strongly committed to the International Taskforce PCO (Port Call Optimisation), which is bringing together several international ports including Port of Rotterdam, Antwerp, Hamburg and Los Angeles to harmonise and optimise procedures for the management of maritime calls.

The joint initiative includes the delivery and installation of a Wärtsilä Navi-Harbour VTS System comprising PortLink Port Management Information System, IALA Advanced Coastal Surveillance Radars, VHF Radio Sub-System, Automatic Identification System, Operator Workstation, Network Systems, Ancillary Equipment and a five-year service and support contract.

Currently, Tanger Med is fully engaged in port digitalisation through different initiatives and projects. It has armed itself with the most advanced technology through developing its own Port Community System, which offers a range of services including port call optimisation, vessel traffic services, slot reservation and call priorities management, pilot dispatch solution and traceability.

This project takes the upgrades a further notch up with not only the new Wärtsilä Navi-Harbour VTS System, but through the installation of Wärtsilä Navi-Port, which enables just-in-time (JIT) arrival. JIT reduces the need for vessels to wait at anchorage, bringing down congestion and the risk of collisions, also lessening GHG and carbon emissions. Plus, the new PMIS digitalises the entire port-call process, reducing chances of human error and increasing efficiencies.

“Tanger Med is taking another step by teaming up with Wärtsilä to develop its new PMIS. This partnership aims to support the port’s current efforts to become a leading smart port equipped with the latest technologies to improve operational efficiency, and further enhance organisation of ships’ calls and nautical services, which will be essential as port traffic increases,” said Ridouan Boulaich IT Director, Tanger Med.

“Tanger Med is fully committed to optimised vessel calls through digitisation. This collaboration will also reinforce Tanger Med Port’s position as a leading port in this respect. We are on course to help reduce greenhouse gas emissions within the port and surrounding areas, which are critical priorities for the International Maritime Organization, IALA, and the broader maritime community,” said Khalid Samir Harbormaster, Tanger Med.

Bruce Mills, Business Development STC, Wärtsilä Voyage, explained: “It is a ground-breaking project from a technology perspective. Tanger Med Port has planned for a full and comprehensive smart port upgrade that includes not only an extensive range of our existing Ship Traffic Control products but also new solutions that will enter the market later in 2021, such as Wärtsilä Navi-Port and AIM (Advanced Intelligent Manoeuvring),

“PortLink is an integral player in this project. As a leading manufacturer of state-of-the-art Port Management Information Systems (PMIS), their solution is a modular application designed to facilitate the planning and management of port operations. It allows users and stakeholders in the port community to exchange information in a timely manner, eliminate redundant data entry and automate workflows. In Portlink, we have the perfect partner to help bring these ambitions to fruition.”

“Improving operational efficiency, better port-call organisation and reducing congestion and emissions will be critical as port traffic increases. So, there’s a clear widening of the port authority’s traditional focus from safety to optimisation and greener operations. Digital solutions are the most cost-effective way forward,” said Alex Van Knotsenborg, Director Global Sales, Wärtsilä Voyage.

Wärtsilä Voyage will handle all the services linked to the project, including design, delivery, testing, operations and technical training. The installation will be completed within 12 months, after which the organisations will continue to collaborate under MoU to drive further smart port development.

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