flydubai has announced the launch of new daily flights to Krabi on southern Thailand’s west coast which will expand the airline’s network through to Southeast Asia.
Launching in December, the new flights will be codeshared with Emirates and the flights will operate from Terminal 3 at Dubai International Airport.
This also makes flydubai the first UAE national carrier to offer flights to Krabi.
You can already start booking your flights from now with Business Class return fares from Dubai to Krabi starting at Dhs7,000, while Economy Class return tickets start at Dhs2,700 to Krabi.
flydubai and Emirates have had a partnership since 2017 which goes beyond codesharing to a number of initiatives spanning planning, operations, the frequent flyer programmes and more.
“We are proud to see the flydubai network expand further east with the launch of flights to Krabi. Over the past 10 years we have remained committed to opening up underserved markets,” said Ghaith Al Ghaith, CEO at flydubai.
Abu Dhabi International Airport, has welcomed over 4.5 million passengers during the summer months, demonstrating the airport’s popularity with travelers heading to and leaving Abu Dhabi, as the airport seeks to offer a wide range of attractive routes, smooth operational efficiency and high customer satisfaction.
During the summer period, the top five destinations that saw the highest share of traffic through Abu Dhabi International Airport were: London, Delhi, Bombay, Cairo and Cochin, which together processed 900,104 passengers between these cities and Abu Dhabi International Airport.
During Eid Al Adha period, Abu Dhabi International Airport processed 713,297 passengers arriving, departing and transiting.
Commenting on the summer traffic figures, Bryan Thompson, Chief Executive Officer of Abu Dhabi Airports, said: “We are delighted to see the growth in the number of passengers travelling through Abu Dhabi International Airport.
“At Abu Dhabi Airports, we are proud of the efficient operating standards that we provide our customers with, the range of routes that we are able to offer them and the services and amenities that they get to enjoy, which allows our passengers to experience the best of Arabian hospitality.
“We were pleased to be able to welcome passengers travelling during Eid Al Adha at our Airport this year, in this important religious holiday. It was our pleasure to welcome a number of pilgrims travelling to Jeddah in Saudi Arabia for the celebration of Hajj this year, and we hope that they enjoyed a fruitful pilgrimage,” Thompson added.
Emirates SkyCargo, the freight division of Emirates has securely transported a large volume of temperature sensitive pharmaceuticals and perishables through Dubai to other parts of its global network this summer.
In total, the air cargo carrier moved over 150,000 tons of perishables and 27,000 tonnes of pharmaceuticals through Dubai between the beginning of April and mid-August 2019. Over the last three years, Emirates SkyCargo has managed to consolidate the position of its Dubai hub as an efficient and rapid transit point for cargo originating from and destined to a variety of cities across six continents. It has also transformed the perception of Dubai in the minds of global cargo customers from a transit stop to be avoided in summer because of high temperatures to a preferred state of the art point of connection to markets around the world.
Emirates SkyCargo has invested in developing modern and ‘fit for purpose’ infrastructure at its Emirates SkyCentral DXB and DWC cargo terminals for cargo from passenger and freighter aircraft respectively. This includes extensive cool chain facilities and dedicated storage space for pharmaceutical cargo. With a combined capacity of over two million tonnes of cargo per annum, the terminals see movement of close to 5,000 shipments and over 6 million kilos of cargo per day including during the summer season.
Since 2017, there has been an increase of seven per cent in the volume of pharma cargo transported during the summer months and an increase of 14 per cent in the overall volume of pharmaceuticals transported throughout the year. This summer season alone, over 190,000 kilos of pharma travelled every day through Dubai on Emirates SkyCargo. These include lifesaving vaccines, medication for cancer, diabetes and cardiovascular diseases that travel across the world through Dubai to reach patients in time for their treatment.
The carrier’s operations in Dubai, including its state of the art dedicated pharma facility at DXB, its freighter terminal at DWC and the connecting bonded trucking corridor between the two airports are certified for EU GDP norms. Emirates SkyCargo received its first GDP certification for its Dubai operations in 2016 and has successfully managed to get its recertification every year since.
Emirates SkyCargo has also enhanced the protection for pharmaceutical cargo from origin to destination by working with local ground handlers as part of its pharma corridors initiative. Earlier this year, the air cargo carrier inaugurated a new ‘purpose built’ pharma facility at Chicago airport. Chicago is one of Emirates SkyCargo’s most important pharma stations globally for both exports and imports.
Every day, around 1,100 tons of food and other perishable products originating from different parts of the world move through Emirates SkyCargo’s terminals in Dubai. This summer, there was an increase of close to 6,000 tons in the total quantity of perishables passing through Dubai compared to 2017. Close to 35 per cent of perishables arriving at Dubai are destined for the UAE with the rest travelling on to reach global consumers.
Following a safety-related recall of certain Apple MacBook Pro notebook models, Etihad Airways has banned the carrying of these laptops in checked luggage.
Etihad Cargo has banned bulk shipment of these computers as well.
In a statement, Etihad Airways said passengers may still carry MacBook Pro laptops on flights, but only as cabin baggage.
“The laptops subject to the manufacturer’s recall must remain switched off throughout the flight. Charging of the devices will not be permitted in flight,” reads the statement.
“This checked luggage restriction is consistent with the actions of many airlines worldwide. The safety of our guests and crew is of paramount importance to Etihad Airways,” added the statement.
Meanwhile an Emirates spokesperson said in response to a local newspaper’s query, “It is business as usual.”
A number of airlines have already implemented the ban over potential fears of batteries catching fire.
According to Bloomberg, restrictions on MacBook Pro laptops on flights started with Qantas Airways barring some models from checked-in luggage in concerns that batteries of these could catch fire.
The models in question are old-gen 15-inch MacBook Pros sold from September 2015 to February 2017. Apple issued the recall in June, saying, “in a limited number of older generation 15-inch MacBook Pro units, the battery may overheat and pose a fire safety risk.”
Apple on its website says customers can check whether their laptop is eligible for the free battery replacement using the company-issued serial number. Firstly make sure your device is the MacBook Pro (Retina, 15-inch, Mid 2015) and then type in your device serial number.
Apple advises users to stop using the laptop if found eligible for replacement.
Customers can get the service initiated at authorized Apple service providers, Apple retail stores and book a mail service through Apple’s customer care. Service could take one to two weeks, the website statement adds.
Following this announcement, Qantas issued a statement banning 15-inch versions of the MacBook Pro in check-in baggage and they must be switched off and carried in the cabin.
Singapore Airlines and Thai Airways have also reportedly stopped passengers from taking any of the affected models on their aircraft.
Thanks to technology and the internet the world has become smaller and work can be done remotely no matter where we are. The digital age changed a lot of things even when we’re on holidays that we can’t live without it. We take snapshots of places we’ve been too and instantly share them on our social media accounts or to friends. We are chained to the wire for good reasons.
For busy business executives, the internet is an extension of their office or the boardroom. Richard Forson, the CEO of Cargolux Airlines, Europe’s leading all-cargo airline which owns 14 Boeing 747-8 freighters and 16 Boeing 747-400 freighters, is no exception to the power of global connectivity.
The workaholic CEO says there are three critical things he must have even when traveling on a holiday: a WiFi, a mobile phone and a laptop.
“I always tell my wife, ‘wherever you want to take me, make sure that there’s WiFi,’” Forson, a first generation Chinese-South African national who was born and raised in South Africa, shared with Air Cargo Update.
“When I travel, I still want to be always connected,” added Forson, a workaholic, who rarely takes time off from his busy schedule. He spends even his weekends in his office saying “when it’s quiet.”
This father of two who has turned Cargolux into a profitable business after lackluster years attributes the company’s success to team work, innovative solutions and their employees’ commitment to work harder.
Under Forson’s leadership and an intense year-long negotiations, the management of Cargolux and its social partners, LCGB and OGBL, signed two new collective work agreements in August. One covers the period between 1 December 2018 and 31 December 2019 and the second will become effective as of 1 January 2020 until 31 December 2022.
The two agreements will result in substantial improvements for the more than 1.300 employees covered by the airline’s collective work agreement. The improvements include a salary increase of 6% for ground staff and 4% for pilots over the 4-year duration of the contracts. Staff hired since December 2015 will benefit significantly from additional adjustments of salaries, off- day and vacation entitlements, bringing all staff to similar levels. These CWAs provide security of employment for the airline’s employees.
“I am pleased that we have managed to reach an agreement with our social partners. This agreement cements job security within our company while contributing to Cargolux’s sustainability on both social and economic fronts. Building on this solid foundation, we can strengthen our position as a leading player in the global air freight industry,” said Forson in a statement after the deal was made.
An aviation industry veteran since 1990, Forson shared the importance of loving what you do for a living.
“Don’t go for the salary. Do something that you really enjoy. Then, it becomes a hobby but you get paid for it,” Forson said. “Do something that you really enjoy.”
And though he believes in the power of education, Forson is also a pragmatic businessman who believes in the spirit of entrepreneurship to deliver economic development.
“The world today has too many graduates. But the typical entrepreneur has never been to a university,” he said.
Growing up in South Africa, Forson said he saw first- hand how small and medium businesses generated jobs and sustained communities despite great political and economic challenges the country faced. And that he said is something to be nurtured.
Arizona-based Nikola Motor Company to partner with leaders from Carnegie Mellon University, Northeastern University and Georgia Institute of Technology on fuel cell technology research as company races to build 14,000 preordered Hydrogen-powered trucks.
Hydrogen Powered Trucks
Nikola Motor says Hydrogen fuel cells have been powering space shuttles since the early 1960’s and that NASA has funded more than 200 research contracts exploring fuel cell technology, bringing it to a level now viable for the private sector. In all, Hydrogen has more than 80 years of industrial use as a nonirritating, nontoxic and noncorrosive source of energy.
Nikola Motor says Hydrogen has the same benefits of electric vehicles as they use the same electric motors (more horsepower, instant torque, zero emissions, etc.) while eliminating many issues derived from battery electric vehicles (long recharge times, limited range, cold start, added weight, etc.).
The company says the Heavy Duty fast-fueling with hydrogen it is developing with an industry consortium has a unique HD Hardware, standardized to fill in less than 15 minutes, similar to diesel today.
“With an estimated range of 500- 750 miles (1,200+km) between fill ups, you can take the Nikola Truck as far as diesels and more than twice the distance of comparable battery only vehicles. With the Nikola Trucks and our Hydrogen Fueling Station Network, there is no need to worry about range.
“Heavy Duty Fuel Cell Trucks produce no emissions (only water). The Hydrogen fuel can be produced from a variety of renewable sources. Nikola will utilize solar power at our stations supplemented with grid power.
“Hydrogen is 14x more buoyant than air and dissipates and escapes more rapidly than any other fuel, so in the unlikely event of an accident, hydrogen will instantly rise high into the air and disperse out of harms way.”
Grant to advance the research
In August, the U.S. Department of Energy awarded the Phoenix company a $1.7 million grant to advance its research. “This award provides an opportunity for the highly talented Nikola team to leverage expertise in academia and exceptional resources within the DOE Fuel Cell Consortium for Performance and Durability to accelerate a breakthrough that will benefit the entire hydrogen and fuel cell industry and community, ” said Jesse Schneider, executive vice president,
Hydrogen & Fuel Cell Technologies, Nikola.
The joint grant was funded by the US Department of Energy’s Energy Efficiency and Renewable Energy (EERE) Transportation Office under the recently announced FY 19 Commercial Trucks and Off-Road Applications FOA.
Nikola is pursuing a new approach and unique MEA architecture to satisfy the high-power output and durability requirements of heavy-duty applications with its academic partners: Carnegie Mellon University Prof. Shawn Litster, Northeastern University Prof. Sanjeev Mukerjee and Georgia Institute of Technology Prof. Younan Xia.
In this project, Nikola will bring together advanced concepts in catalysts, ionomers, proton exchange membranes, and gas diffusion layers within a robust MEA by using appropriate, scalable fabrication methods.
Nikola’s hydrogen station partner NEL Hydrogen of Oslo, Norway was also awarded US$2 million award from the DOE. Nikola executives are serving as the technical lead on that project as well.
There are currently more than 14,000 Nikola class 8 trucks on order. The Nikola trucks feature up to 1,000
horsepower and 2,000 ft-lbs of torque. Nikola recently announced a battery-electric vehicle option for the urban, short haul trucking market. Nikola’s trucks will be manufactured in Coolidge, Ariz. Testing will begin on Arizona roads this year with full production expected in late 2022.
A peek to the future
Nikola Motor unveiled the trucking industry’ s hydrogen- powered vehicles of the future in April at the Nikola World even the l d a t WestWorld of Scottsdale.
“We want to transform everything about the transportation industry,” said Milton. “With Nikola’s vision, the world will be cleaner, safer and healthier.”
The first product unveiled was the autonomous capable Nikola Reckless, the military all-terrain vehicle that was driven on stage via remote control.
“With virtually no sound and no heat signature, the Reckless provides new meaning to stealth and is defying all standards,” said Andrew Christian, Nikola Powersports vice president of business development and defense. “We believe all military vehicles will transform to battery electric and hydrogen fuel cells in the future.”
As part of the evening, Arizona Governor Doug Ducey discussed Nikola’s contribution to Arizona’s growing economy, adding 2,000 new jobs at their Phoenix headquarters, planned manufacturing plant and hydrogen and fuel cell R&D center.
Milton and Nikola Powersports President Michael Erickson highlighted how Nikola is transforming zero emission recreational vehicles on land and water.
“The technology and platforms we are developing are mutually beneficial helping us leverage speed to market and scale,” said Erickson. “With our powersports products, you have an experience that is safer with precise control and a near silent ride that heightens your senses.”
Milton and Erickson the n introduced the redesigned NZT. Attendees at the event will be able to ride in the NZT Off-Highway Vehicle (OHV) on a closed course track at WestWorld on Day Two of Nikola World on April 17.
Then, for the first time, Nikola World attendees saw the Nikola Water Adventure Vehicle (WAV) concept which has been teased for some time and is now a reality. Jordan Darling, vice president of Nikola Powersports and an industry pioneer in the electrification of personal watercraft, said “We at Nikola are creating the world’s first ” wake board ” architecture, which enables us to push the limits in design and propulsion.”
“Nikola is bringing zero-emission sustainability and technology to the water,” added Milton. “With WAV, you can feel the rush of power and acceleration in your chest, with the sound of the water and breeze in your ears. It’s zero impact and pure fun,” Darling added.
Nikola’s Executive Vice President of Hydrogen Jesse Schneider, discussed Nikola’s hydrogen fuel cell vision. The vision consists of the world’s first purpose-built fuel cell Class 8 truck, enabling more hydrogen storage, optimized placement of the powertrain, and a robust 70MPa hydrogen fueling network. “We recently opened our first hydrogen station at our Phoenix headquarters. We are leading the way and working with industry and other OEMs to develop hydrogen standards to enable fueling in less than 15 minutes. The goal is safety and interoperability, so that anyone can fuel at our station. This is a big deal,” he said.
For the European market, Nikola President Mark Russell and Milton unveiled the never-before-seen Nikola Tre with its clean, contemporary design. “With a range between 500 and 750 miles depending upon load, this gorgeous vehicle will have fast hydrogen fueling in under 15 minutes, even in Europe,” said Russell. “Think about Europe with no more diesel trucks,” said Milton. “The roads will b e clean, quiet and beautiful.”
All of the Nikola products have been built for the future with autonomous driving hardware in place.
At the conclusion of the night, Milton reflected on the small, but mighty, team that started Nikola five years ago in his basement with an idea. “ We now have five products in development that will change transportation for the better,” he said.
Nikola envisions to build 700 hydrogen stations across the United States by 2028.
Trevor Milton: The social entrepreneur bent on changing the trucking industry’s future
Trevor Milton is an epitome of success by any standards. He believes in possibilities and opportunities & technology as the future.
The founder of Nikola Motor Company never finished college but went on to build a successful business career, including setting up five startups. One of which was dHybrid Systems LLC, a natural gas storage technology company which was acquired by America’s largest steel providers, Worthington Industries, Inc.
The 36-year-old Milton, a Mormon, credits his family for encouraging him to become the best that he could possibly be despite the odds. He lost his mother at an early age from cancer but that tragic family crisis built his character and his dreams.
“[I] had to learn to survive as a family with a mother who was bedridden and a father who had to go to work 4-5 hours away. It was very tough, the toughest time of our lives, but I wouldn’t trade it for the world , ” Milton told www.trucking.com recalling his early life with his brother and three sisters.
Milton, a Mormon, spent 18 months in Brazil as a missionary before moving to Puerto Rico to study Spanish. He formed his first business in 2003. Before Nicola was formed, he spent the last 7 years in the class 8 truck industry, focusing on recalibration of diesel engines and emissions, then moving into storage of high pressure natural gas & hydrogen.
Milton is also the author of several patents and has helped advance green technologies through his years of industry experience.
An icon of new sustainable architecture, Blue Hub features an advanced energy management system, which taps on the capabilities of the Internet of Things (IoT) devices to make predictive building analyses. Further initiatives include a storm-water recycling system, energy and water consumption monitoring, a photocell sensor for harvesting daylight, a food digester for a zero-waste cafeteria, and chemical- free landscape management.
With freight movement accounting for up to 8 % of greenhouse gases emitted into the atmosphere, the industry does impact the environment, according to a study by logistics professor Alan McKinnon of Kühne Logistics University (KLU).
With dire consequences awaiting our planet should the emission rise just a little higher, the need to create sustainability through innovation has become a hot topic in the logistics industry and the race to decarbonize logistics operations is underway.
The KLU’s research findings affirm that investing in Green Logistics or sustainable solutions can be affordable and yield a rapid return on investments, yet the challenge lies in tailoring a solution that achieves the world’s complex environmental, operational and economic needs. In an email interview with Air Cargo Update, Bolloré Logistics S ingapore Pte Ltd . , Bolloré Logistics’s main office in the Asia- Pacific Region since 1983, explains h w its new hub combines sustainable development with innovation.
The Blue Hub
Bolloré Logistics, a major player in international logistics and supply chain management which ranks as among the top 10 largest groups within the sector with 120 offices in 19 countries, recently unveiled Blue Hub, i ts newest investment in Singapore.
It is recognized by local environmental agencies as an achiever in Green Technology and sustainable solutions, attaining awards such as the Green Mark Platinum and BiodiverCity Award, while earmarked to receive the LEED Gold Certification. It features an amalgamation of technology and eco-friendly solutions to achieve sustainability.
Bolloré Logistics, a major player in international logistics and supply chain management which ranks as among the top 10 largest groups within the sector with 120 offices in 19 countries, recently unveiled Blue Hub, its newest investment in Singapore.
The new state-of-the-art facility is equipped with fully integrated automation solutions that improve storage flexibility, productivity and efficiency. As a projection of their core values, Blue Hub is built with a strong focus on sustainability, innovation, and employee centricity in mind.
With intentions to show Blue Hub as an icon of new generation sustainable architecture, i t i s equipped with top o f l i n e technology such as the multi-shutter system for optimizing storage density while ensuring optimal inventory location; and an energy efficient 43 meter tall Spiralveyor capable of energy savings up to 87%. Integrated with Goods-to-Person (GTP) system, operations at Blue Hub guarantees optimum order fulfillment accuracy.
Blue Hub features an advanced energy-management system, which taps on the capabilities of the Internet of Things (IoT) devices to make predictive building analyses. Further initiatives include a storm- water recycling system, energy and water consumption monitoring, a photocell sensor for harvesting daylight, a food digester for a zero- waste cafeteria, and chemical-free landscape management.
Home to Innovation
Blue Hub is also home to B.Lab, a regional innovation platform with the aim of developing value-creating solutions & sustainable technologies through cross-sector collaboration. Its aim is to accelerate the digitization of the supply chain by supporting all innovation initiatives, from ideation to go-to-market phase.
Focusing on the needs of their customers in the context of the Digital revolution, their current initiatives are led by four disruptive technologies – Block Chain, Artificial Intelligence, Robotics and Internet of Things through a pragmatic innovation program, design thinking approach, and a global collaborative network and innovative ecosystem.
Bolloré Logistics intends to support the local government’s Smart Nation agenda by contributing to this innovation ecosystem, working with local universities to train young minds on creative thinking and the creation of logistics solutions.
Powering Sustainable Logistics
Since 2012, Bolloré Logistics has built several hubs based on environmental demanding certifications . In 2018, this sustainable investment policy is advocated further by ensuring that any new construction throughout the world, and whatever its size, will be based on an environmental certification.
The company is moving towards a new economic model that bears greater corporate responsibility, in terms of ethical business conduct and environmental expectations associated with their industry. Their belief is that sustainable consumption is a shared responsibility among those involved.
It is within this context that they have launched the “Powering Sustainable Logistics” program. This program aims to boost the environmental and social awareness of Bolloré Logistics employees at every stage of the supply chain operations.
As a leading player of logistics development in more than 100 countries, Bolloré Logistics wants to accompany its clients in achieving sustainable, international growth, and to underline its commitment to sustainable global trade.
A win-win proposition
The major challenges presented by climate change calls for a global mobilization to seek sustainable means to improve the lives of the current and future generations. This results in a paradigm shift in attitude towards sustainability, causing companies to redouble their green efforts.
Being a central component that connects entities within the supply chain, the transportation and logistics sector plays a pivotal role in radiating sustainable development along the chain. With a common reduction target defined, it sets the stage for the connected stakeholders to transit together into the low- carbon business economy.
By incorporating sustainability initiatives in their operations, it enables Bolloré Logistics to provide eco-responsible transportation and logistics solutions in response to their customers’ needs.
The company involves carriers and partners in processes, and incorporates environmental data in their decision-making tools for freight purchases. Environmental performance targets are set with customers, as the company continuously strives to improve their approach through their feedback.
Staying true to their corporate vision to foster “People-Powered Innovation”, Bolloré Logistics ensures that all efforts to drive sustainable logistics development are performed in consideration to the safety and needs of their employees. While technology may be the heart of their logistics performance, the company recognizes that the added value of women and men, who optimizes the daily work to deliver tailored and customized solutions for the most extraordinary challenges, is the fundamental driver of innovation.
India’s over $300 billion logistics market is growing rapidly. CriticaLog is one of the first companies to get into the niche logistics segment.
CriticaLog was incorporated in 2013 and it started commercial operations a year later. It has fast spread its wings across India amid growing demand for efficient supply chain management solutions for different kinds of products.
In India, the logistics sector is fast evolving from a fragmented/disorganised segment into a pragmatic and dynamic industry with several players leading the change. Experts and analysts largely attribute this to the impact of ecommerce (online retail sales) and on-demand delivery start-ups such as Dunzo, Freshmenu, Zomato, etc.,
making the logistics industry more transparent and dynamic.
And niche players are emerging in the complex logistics sector catering to specific segments like the timesensitive and temperature-sensitive market.
Taking the lead here in India is CriticaLog, a Bengaluru-based supply chain management firm which focuses on critical logistics. The products it transport could range from electronics to life-saving drugs. The criticality of movement is determined based on the emergency of delivery or the way it is transhipped by any mode of transport.
Co-founder and CE of CriticaLog Sujoy Guha states, “Our system provides shipment details and activity tracking with pro-active event exception alerts. Apart from the standard features ‘eCritica’ allows for innovative IT Solutions that are vital for critical logistics operations.” Some of the features are updates and alerts via email and SMS. It also offers multiple tracking identifiers such as Shipper, PO, Goods Receive Notes, IDs, invoices, verification for delivery accuracy, scanned POD images, ease of connectivity with the customer’s ERP system and Android tablets for remote data entry and barcode scanning.
Differentiated logistics solutions
Guha underlines the importance of time-sensitive cargo. “For years, the end-consumer had not tried to assess differentiated logistics solutions for time-sensitive cargo. They used to go
with the normal bulk cargo, mainly due to lack of differentiated network and handling capabilities,” he said,
thus, began the need to set up a company that clearly focused on this niche segment.
CriticaLog was incorporated in 2013 and it started commercial operations a year later. It has fast spread its wings across India amid growing demand for efficient supply chain management solutions for different kinds of products.
CriticaLog is funded by ‘LoGon Investments’, created by the founding family of Gondrand, a global logistics
company present in Switzerland since 1902. Gondrand Holding AG is active in 3PL, warehousing, customs clearing, and supply chain management.
Pan-India warehousing facilities
“We have our own warehousing facilities in city centres as against others which have their facilities out of city limits. This helps us have a quick turnaround in terms of emergencies like ATMs crashing, need of a critical part for an airliner, need of a very important and critical medicine for a patient, among other
situations,” Guha explained.
“We are currently working with over 300 brands and ship their timesensitive, price-sensitive critical cargo. We operate with a hub-to-hub model along with strategic stocking, located at city centres. Our end customers get faster response. We have established 17 strategic stocking centres at city centres with an average floor space of 4,000 square feet.”
‘Hub to hub’ model
CriticaLog offers faster pick up and distribution operations for Tier I and Tier II cities with emphasis on direct network deliveries using owned and dedicated resources.
Its fundamentals are clear critical logistics vision and planning; process oriented and disciplined; innovative,
effic ient and user-friendl y IT backbone; easy access to skilled and experienced logisticians; trusted network, safe and secure; result oriented and customer-focused and excellent coverage across India. The total landed cost is lower as there is inventory cost savings. Also it is ‘Hub to hub’ as against ‘Hub and spoke’, wherever commercially possible.
It has highly flexible and scalable first mile and last mile operations, configured for speedy deliveries across customers, customized network to arrange critical deliveries on demand.
Its specialisation is critical handling of precious and high value merchandise packaging, armed and secure transport, special handling by airlines, insurance and personal hands-on management at every step of the movement of the goods.
CriticaLog lays emphasis on safety and security of products and the Safe Hubs have safes and cages; CCTV surveillance; armed protection; GPS monitored vehicles etc. It uses innovative and proprietary IT technology to track and trace on real time on Google maps, monitor major hubs and vehicles across the country remotely at a centralized Command Centre.
The company’s focus areas include
a) precious logistics (high value and precious metals and gems, gold and silver jewellery covering major metro,
Tier II and III cities) b) exhibition management ( full logistics responsibility for complete and timely forward and reverse movements) and c) Inventory management (secured cross docking solution involving secured forward stocking locations, vaulting services and CC T V monitoring).
Guha said in the company’s efforts to provide comprehensive logistics solution, it has tied up with leading insurance companies that gives substantial fidelity and legal liability insurance covers for unforeseen losses. It also arranges economical transit marine insurance on a transactional basis, on demand basis.
Close relationship with airlines
CriticaLog’s air service is built on the platform of flexible domestic flight schedules offered by leading commercial airlines.
“Our close relationship with the airlines, on-demand pick-up, control led network , process orientation at every stage – overlaid with rigorous security cover makes thi s service truly unique and customized,” said Guha. Critical Air provides an express mode of transport, aimed at highly critical shipments. Currently, it covers domestic time sensitive service, such as, specialized handling for spares and component s , ensuring timely, accurate and intact air express deliveries.
It also provides solutions to higher value e-commerce products, where expectations from all ends surpass
normal courier delivery, both in service and monetary gain.
Critical Air services span the full range for this product category and include – domestic time sensitive and
efficient reverse logistics. It is planning to roll out global critical logistics operations shortly, starting
with short haul operations in Asia.
Healthcare and bio-pharma growing segments
Another important segment that it caters to is health care and pharmaceutical products which require controlled storage and transit conditions to protect their quality and distributors are required to record temperature data during the entire product life cycle.
Low and high-risk products such as vaccines, insulin and blood products, normally require storage in either ambient, frozen or chilled conditions. This entails concise handling processes of Shipper packed units and use of temperature-monitoring devices, as needed, to demonstrate compliance with the laid down guidelines and records submitted.
CriticaLog has mastered this process. Critical Life is all about ensuring fast, safe and secure transportation of time and temperature sensitive healthcare products between manufacturers, clinics, hospitals, diagnostic laboratories and research centers.
It is also about comprehensive door-to-door service that includes ground pick up, express air and ground delivery with global healthcare standard and logistics process quality, tailored to individual client needs.
It has standard operating procedures (SOPs) for a range of life science products including blood samples, stem cells, clinical trial kits etc. It provides detailed transport schedules to meet required window of operations for individual investigating sites, besides providing assistance in import permits, ministerial clearances etc.
Rush hour
CriticaLog has another service called ‘Critical Special’ where ‘Rush’ deliveries (2 hour/4 hour/Next flight out/next business day); reverse logistics, smart inventory management and smart packaging for secured products.
“Our skills, experience and personal involvement helps in improving logistical efficiency and reduce overall costs for the client. CriticaLog offers innovative and customized logistical solutions that allows the companies to
focus time and effort on its core business, while we manage the logistics.”
The company has set trends and understands that the market is really huge in India, driven totally by consumer dynamics. At present, the country’s logistics industry is worth $300 billion and is estimated to grow at a CAGR of 12.17 percent by 2020, according to the ‘Logistics Market in India 2015-2020’ by market.
With innovations and hard work, AA Cargo has evolved to being one of the world’s leading air freight carriers. In the United States, it holds the record as having the youngest fleet, part of its conscious effort to help stave off the world’s growing environmental problems amid looming threats of climate change.
American Airlines Cargo prides itself in transporting approximately more than 100 million pounds of goods on a weekly basis to hundreds of cities across continents. That translates to nearly 7,000 flights every day to some 324 airports. Its global impact is undoubtedly very significant with countless lives and businesses intertwined in the process.
Formed in 1930 through the union of some 80 small airlines, the Dallas, Texas-based American Airlines traces its roots to having World War I surplus planes to having the most sophisticated aircraft in today’s modern world. It holds the global record as the first airline to introduce scheduled air cargo service and the first to apply air cargo tariff based on density, volume, value and perishability.
With innovations and hard work, AA Cargo has evolved to being one of the world’s leading air freight carriers. In the United States, it holds the record as having the youngest fleet, part of its conscious effort to help stave off the world’s growing environmental problems amid looming threats of climate change.
In an exclusive interview with Air Cargo Update in Munich, Germany on the sidelines of Air Cargo Europe 2019, the amiable AA Cargo President Rick Elieson shared his thoughts and insights on the company’s policies, products and services and its growing responsibility in connecting businesses around the globe amid a volatile political and economic environment.
A company veteran who rose from the ranks, Elieson began his career at the Japanese Desk of American’s DFW Reservations Office in 1994. He has been at the helm of running AA Cargo since 2017 and a year since then, the company reaped record growth.
Now, Elieson is steering the company’s more than 6, 000 employees to greater heights through innovations, new business strategies and goals as the company approaches its 90th year in the industry. Read on the rest of our interview in this Q&A.
American Airlines is considered the largest airline in the world and you obviously make a huge impact on the lives and livelihood of many people across the world that rely on your services. How is the company taking this role?
More than 50% of Americans fly each year. That i s a massive responsibility when you think about all of the business deals that are closed, the loved ones that are reunited, or holidays that are enjoyed. We make the world a smaller place, and bringing people together and caring for them on life’s journey is core to who we are.
The impact we have on the lives of the other 50% of people who do not get on an airplane is less apparent, but no less important. Our role in cargo allows us to care for them too. IATA estimates that 35% of the world’s trade as measured by value is moved via air cargo.
That means that beyond the thousands of jobs that American Airlines Cargo creates, we are helping to deliver the things that matter most in people’s lives. It ranges from simple things like the blueberries that were on my salad last night to more meaningful items like the vaccines that allow my children to safely congregate and attend school this week.
Joining me for dinner last night was a friend who lost his dear wife to cancer a little over a year ago. Advances in personalized medicine and the way in which medical research and development occurs is now crossing borders and dependent on reliable and speedy service that scheduled air cargo provides, increasingly similar to the way modern manufacturing crosses borders throughout its production. We are proud to be part of the changing shape of healthcare and the advances of that industry to improve and save lives.
It is a virtuous cycle as cargo is also a meaningful contributor to the bottom line at American Airlines. This is particularly true when you think about our international network. We closed 2018 with record operational performance, volume and revenue. We take our role very seriously and we are recognized as an integral part of the airline as a whole.
I am especially encouraged by the progress we’re making for the future in the foundational areas of our business—such as growing our fleet, modernizing our technology, investing in our team members and really listening to customers and making changes to meet their growing demands. That will pay dividends for years to come.
“We’re currently making significant investments in technology with the development and upcoming implementation of our new iCargo system. The first phase of this modernization journey will be introduced this fall, and will continue to roll out into 2020. The investment in iCargo and the accompanying evolution in how our team can serve customers is our organization’s largest investment in our history — allowing us to improve our products and increase our capacity for customers.”
– Rick Elieson, President,
American Airlines Cargo
As far as CSR is concerned, how do you reach out to communities on a global scale? Please elaborate.
As the world’s largest airline, we’re proud to give back in the communities where our team members and customers live and work. We focus our efforts in three main areas that our team members have said are most meaningful to them:
Our heroes: Supporting U.S. military members and honoring their devotion to the ideal of liberty and freedom
Our well-being: To improve safety and wellness, and bring hope to patients anywhere in the world
Our social good: Meeting the needs of global citizens by improving stability, sustainability, health and care
Our team members do great work in their communities through volunteering, charitable giving and community outreach. Last year, team members donated more than 155,000 volunteer hours and as a result we donated more than 20 million miles to local charities on their behalf.
American also proudly supports nonprofit organizations that work to make a difference in communities and provide assistance to eligible nonprofits.
Our customers also have a history of giving generously to the causes we support, and we are proud of our loyalty programs that allow customer to give with miles.
Within Cargo specifically, we focus on supporting Cystic Fibrosis Foundation and St. Jude Children’s Research Hospital. Our cargo team members organize fundraisers, participate in events, and donate funds to these charities.
AA Cargo is big into perishables. Please share with us some of the products that the company carry across continents as well as facilities and expertise used to keep them fresh en-route to their final destinations.
Perishables can cover a multitude of areas. One significant product we continue to see is fresh fish. Last year, I
had the opportunity visit a salmon farm in Chile for one of our key customers and learn first-hand about that business – from breeding to how they raise the fish, to how they are processed and how we can best partner with them to protect that investment and improve our services.
That was a fascinating and educational experience, and helped me appreciate what a privilege it is to be part of
transporting such a staple item.
In general, Latin America is a huge export market for perishables. From mangoes in Peru to papayas in Brazil,
worldwide demand continues to rise and we continue to seek new ways to provide this market segment with solutions that are valuable to them.
Perishables are a product that really benefit from our immense network, particularly during peak holiday seasons where we are well-equipped with our wide-body aircraft to handle the flux in demand.
We recognize that for perishable shipments like seafood, fruits, flowers and berries, time and temperature are of the essence, so we employ state-ofthe-art equipment to ensure the freshness of perishables along their journey.
On top of the temperature-controlled containers and refrigeration facilities we have throughout our network, we have a day-of-departure team that actively monitors flight times and temperatures along the way to make sure these sensitive shipments get delivered fresh off the plane.
Another key area is pharmaceuticals. We offer various cooling solutions to customers with our ExpediteTC° product, and we constantly review and evolve our offering based on input and demand. The product includes service features and benefits, dedicated infrastructure, enhanced tracking technologies, and temperaturecontrolled containers. Our goal is to ensure this product remains nimble enough to accommodate new
customer requirements while also meeting the demands of an increased regulatory environment. It is something in which our team takes great pride in helping to make possible.
In addition, we have a flagship, purpose-built pharma facility at Philadelphia International Airport (PHL) where we have made significant investments and commitments to the pharmaceutical and healthcare industries.
We also have infrastructures positioned across the world at many locations including Dallas-Fort Worth International Airport (DFW), John F. Kennedy International Airport (JFK), Miami International Airport (MIA), San Juan Luis Muñoz Marín International Airport (SJU), Heathrow Airport (LHR), Charles de Gaulle Airport (CDG), and Frankfurt Airport (FRA).
Please briefly describe to us the following markets in terms of importance for AA Cargo: United States, Middle East, Latin America, Canada, Africa, Asia-Pacific and Europe.
As the world’s largest airline with a vast global network, of course, all markets are important to us. One destination is no more important than another –rather, it is our ability to connect the world with fast, reliable service that makes us special. We’re here to serve our customers and meet their individual needs.
Obviously, the USA is home market, and we carry cargo on both wide body and narrow body flights within the
USA. Our narrow bodies and their frequency of service are ideally suited to accommodate the ever-growing eCommerce business which predominantly consist of small parcels.
Latin America is another important market for us as we operate the largest number of wide-body frequencies
from the U.S. to that region. Brazil and Argentina are particularly significant in this regard and we have remained committed to these markets throughout their economic ups and downs.
Europe has long been another key market for us with cargo operations at London Heathrow, Paris and Frankfurt,
and a growing range of other cities now served year-round or seasonally. We recently announced new direct routes from our U.S. hubs to locations including Krakow, Prague, Budapest, Tel Aviv and Casablanca beginning in
2020.
Asia is especially dear to my heart and I’m happy about our longstanding operations in China, Japan, Korea and Hong Kong. We’re encouraged by the two new slots at the Tokyo Haneda Airport (HND) for service beginning in 2020. Those slots include a daily DFW-HND flight using a 777-200ER, and a daily LAX-HND flight using a 787-8. That’s in addition to our more recent services from Los Angeles to Australia and New Zealand.
American has the youngest fleet in the industry and we understand the company is acquiring more planes. What’s the latest on this and its potential impact to your business?
In April 2018, we announced an order for an additional 47 B787-8 and – 9 aircraft which are scheduled for delivery between 2020 and 2023. They are designed to replace our A330-300 and B777-200 aircraft and provide a modern, fuel efficient addition to our fleet. These aircraft provide exceptional cargo capacity and will allow us to continue to expand our global network.
Please share with us new innovations and tech advancements recently introduced at AA Cargo. Please elaborate.
We continue to focus on improving our customer service. In such a fiercely competitive business it is sometimes
difficult to point to the returns of investing in the customer experience, but I’m convinced that is the right lens for anyone who wants to remain in business long term, and I think our customers should expect no less. We’re currently making significant investments in technology with the development and upcoming implementation of our new iCargo system. The first phase of this modernization journey will be introduced this fall, and will continue to roll out into 2020.
The investment in iCargo and the accompanying evolution in how our team can serve customers is our organization’s largest investment in our history allowing us to improve our products and increase our capacity for customers.
The advancements will include a revolutionized operating system and platform for innovation which will significantly enhance the customer experience so that our internal team and our customers can grow faster together. It is exciting to see how investments like this will help to shape the industry over the next several years.
There’s been a lot of talk about climate change, how serious is American in addressing this issue through the services it provides?
American is committed to safeguarding the environment, and we are doing all we can to proactively
minimize our impact – recognizing that the success of our efforts will affect future generations. That’s why we’re pursuing a goal to cut our CO2 emissions in half over the next 30 years, and Cargo plays a major part in the pursuit of this goal.
We are being aggressive and believe it is imperative that we can chart a course for success in what is increasingly a resource-constrained world. Our efforts in the air and on the ground to operate more sustainably are also in line with the expectations of our team members, customers and shareholders.
One example of this is with our aircraft. Our fleet renewal program is retiring older models for more fuelefficient aircraft, and we’ve brought on 500 new planes since 2013 making our fleet the youngest U.S. fleet in the industry. We’re burning less fuel, reducing emissions and cutting energy costs. The new models are also quieter, improving passenger comfort and reducing the impact of noise on communities near airports where we operate Another example is through optimizing arrival times, reducing aircraft weight and implementing sustainable and commercially viable alternative jet fuels (SAF) to achieve greater fuel efficiencies that reduce
emissions.
Over the past four years, American reduced emissions by nearly 6.4 million metric tons of CO2e compared to where we were in 2014. And while better air quality in our skies is improving, we’ve procured new ground support equipment that meets or exceeds emission guidelines on land as well. At the end of 2018, more than a
quarter of our GSE fleet was either electric or used lower emission propane.
Please tell us more about the company’s environmental initiatives and your goals relevant to this. The demand for air transportation is expected to nearly double by 2036, according to IATA. As this demand grows , so too will related environmental risks, costs, and externalities.
To combat this and prepare for the increase in demand, American has an environmental management system
(EMS) that provides a systematic approach for complying with environmental regulations and mitigating the risk for potential issues.
As part of our audit process, Environmental Coordinators at each location perform regular self-audit and inspections to ensure we are exceeding environmental regulatory standards. In addition, American’s Environmental Department performs much larger and more in-depth audits of our largest locations. In 2018, American performed 10 of these audits.
When we build a new facility, or upgrade existing facilities, we use environmentally friendly construction practices , including seeking Leadership in Energy and Environmental Design (LEED) standard certification.
From a cargo perspective more specifically, we are al so fully committed to the industry’s eAWB initiative. We’re actively working to achieving a 100 percent eAWB usage from all of our customers. We also of our aircraft, engines and related components. Most importantly, the global aviation industry as a whole needs continued support to develop low-carbon alternative fuels.
What sort of embedded image would you like AA Cargo to have in the public’s consciousness in terms of its services and environmental impact?
Many people are unaware of the significant impact that air cargo has on the quality of their life. They take it for granted. I’m OK with that. I actually believe that is a compliment and a testament to the smooth and efficient
way in which we serve the world’s needs.
Every time I walk through a cargo terminal, I swell with pride at the positive difference we make in the world. Not for me, not so that people give us any more credit for it – but I wish more people were more aware of the impact air cargo has only because I believe it would increase their gratitude for the things they consume, and appreciation for the way our lives are interconnected around the globe. deploy more than 7,500 reusable, l ightweight compos ite cargo containers that reduce weight and save more than 1 million gallons of fuel every year. Our stations recycle roughly 85,000 pounds of shrink-wrap every year — the equivalent to 1.2 million water bottles.
We understand that the company is also exploring the use of alternative fuels. Kindly share with us the latest on this initiative.
In October 2013, the United Nation’s International Civil Aviation Organization (ICAO) signed a landmark agreement to cap emissions from international aviation at 2020 levels, with carbon-neutral growth
thereafter. American supports this industry-wide goal and the collective process by which it will be implemented.
As we work toward ICAO’s vision of carbon-neutral growth post 2020, we also challenge our partners to help us
achieve this goal. Government investment in existing and NextGen air traffic control are vital, as is ongoing research and innovation by suppliers of our aircraft, engines and related components. Most importantly, the global aviation industry as a whole needs continued support to develop low-carbon alternative fuels.
What sort of embedded image would you like AA Cargo to have in the public’s consciousness in terms of its services and environmental impact?
Many people are unaware of the significant impact that air cargo has on the quality of their life. They take it for granted. I’m OK with that. I actually believe that is a compliment and a testament to the smooth and efficient way in which we serve the world’s needs.
Every time I walk through a cargo terminal, I swell with pride at the positive difference we make in the world. Not for me, not so that people give us any more credit for it but I wish more people were more aware of the impact air cargo has only because I believe it would increase their gratitude for the things they consume, and appreciation for the way our lives are interconnected around the globe.
Since 2016, GAC TR had already been one of the Egyptian airline’s Preferred Sales Agents. Three years later, it is becoming its exclusive contact for managing marketing of its cargo capacity and its other services within the region.
“We have been the PSA for MS (Egyptair) since mid-2016 and have had the chance to see that MS is very innovative and open to new ideas. To be chosen as the GSA for Egyptair and have the opportunity to continue serving them is very exciting – exciting to know that we can be a part of their continuous development,” said Nursel Guven, Managing Director at GAC TR.
Based in Istanbul and founded in 2015, GAC TR now has seven employees and can boast a diverse and constantly growing portfolio of clients and partners.
The aim for the ECS Group subsidiary is to develop and secure freight opportunities for the client for both current and future destinations, as well as to use the partnership as a chance to increase recruitment and accelerate its growth.
“With the new GSA contract, we will have opportunities to cooperate with MS on new routes and projects, which will demand high levels of skill in project development and sales,” added Nursel Guven.
History of the partnership
Tender opened in May 2019. Final decision made in July 2019. Contract signed on 21 August, to start on 01.09.2019.
A meaningful contract for ECS GROUP
“With this partnership between Egyptair and GAC TR, we are once more opening up a huge range of possibilities to local airlines and GSAs. It’s proof that as a member of our group, a GSA can become a significant regional player for a major airline,” said Sauro Martinelli, Regional Manager Europe at ECS Group.
Technology has made the world smaller and faster.Real time communication with people from all over the world at different time zones through phones and gadgets
