May 17, 2020

Imperial Cargo says accreditations will add value for longstanding clients

South Africa
Cape Town
Port Elizabeth
Imperial Cargo
Freddie Pierce
2 min
A leading logistics provider has attained a string of industry accreditations which will enable it to add value to its service offering for customers
Follow @ ShereeHanna In a bid to continuously improve its services, Imperial Cargo has attained ISO 14001 and ISO 9001 as well as Road Traffic Managem...

In a bid to continuously improve its services, Imperial Cargo has attained ISO 14001 and ISO 9001 as well as Road Traffic Management System (RTMS) accreditation for its Cape Town and Port Elizabeth fleets.

Imperial Cargo is a member of the Imperial Logistics group and according to Managing Director Christo Theron should have its full fleet RTMS accreditation by the end of the year.

He said: “These accreditations form part of our strategy to add value in the service offering to our customers, and reflect our vision to be a responsible and respected service provider of choice in the southern African logistics industry.”

 RTMS is an industry led, voluntary self-regulation scheme that encourages consignees, consignors and transport operators to implement a vehicle management system that preserves road infrastructure, improves road safety and increases the productivity of the logistics value chain.

“This system recognises sustainable, high standards in driver behavior and fleet maintenance. It measures loyalty and dedication to customers and staff - as well as national legislation compliance - through load control, driver wellness and vehicle fitness,” added Theron.

 “All these factors impact the way in which we, as a logistics service provider behave on the road.”

Outlining the principles of ISO 14001 accreditation, he explained that it specifies the criteria for an environmental management system for small to large organisations. 

Theron said: “This accreditation reflects an organisation’s commitment to three key environmental management goals - namely legal compliance, pollution prevention and continuous improvement.

“Imperial Cargo chose to pursue the ISO 14001 as it assists the company to improve its business, reduce environmental risks and minimise our operation’s impact on the environment. It clearly supports the Environmental Sustainability Policy of Imperial Logistics.”

ISO 9001 is based on eight quality management principles, including customer focus, leadership and continual improvement.

Theron revealed Imperial Cargo’s motivation for pursuing this accreditation: “We needed a system to manage quality within the company; to reinforce our commitment to well-maintained assets and vehicles that complement our brand.

“We now have proper policies in place for every aspect of our business, which enhances service to our customers and which creates an environment where our employees feel proud to be part of the company.”

Theron said these accreditations add value to the service that Imperial Cargo offers customers - many of which have longstanding partnerships with the company. 

“We have forged many long-term relationships with clients, some spanning more than two decades, but we will never rest on our laurels,” he said. “We are constantly striving to improve our service, and exceed our clients’ expectations.”

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Jun 19, 2021

Driver shortages: Why the industry needs to be worried

Logistics
SCALA
supplychain
Brexit
Rob Wright, Executive Director...
4 min
Logistics professionals need urgent solutions to a shortage in drivers caused by a perfect storm of Brexit, COVID-19 and compounding economic factors

While driver shortages are a global problem, with a recent survey from the International Road Transport Union suggesting that driver shortages are expected to increase by 25% year-on-year across its 23 member countries, the issue has very much made itself felt for UK businesses in recent weeks. 

A perfect storm of factors, which many within the industry have been wary of, and warning about, for months, have led to a situation wherein businesses are suddenly facing significant difficulties around transporting goods to shelves on time, as well as inflated operating costs for doing so. 

What’s more, the public may also see price rises as a result due to demand outmatching supply for certain product lines, which in turn brings with it the risk of customer dissatisfaction and a hit to brand and stakeholder reputation. Given that this price inflation has been speculated to hit in October, when the extended grace period on Brexit customs checks comes to an end, the worst may be yet to come.

"Steps must be taken to make a career in the industry a more attractive proposition for younger drivers, which will require a joint effort from government, industry bodies, and the sector as a whole"


That said, we have already been hearing reports of service interruption due to lack of driver availability, meaning that volumes aren’t being transported, or delivered, to required schedules and lead times. A real-world example of this occurred on the weekend of 4-6 June with convenience retailer Nisa, with deliveries to Nisa outlets across the UK affected by driver shortages to its logistics provider DHL.

But where has this skills shortage stemmed from? 

Supply is the primary issue. Specifically, the number of available EU drivers has decreased by up to 15,000 drivers due to Brexit alone, and this has been further exacerbated by drivers returning to their home country during the COVID-19 pandemic, as well as changes to foreign exchange rates making UK a less desirable place to live and work. This, alongside the recent need to manage IR35 tax changes, has also led to significant inflation in driver and transport costs.

COVID-19 complications have also meant that there have been no HGV driver tests over the past year, meaning the expected 6,000-7,000 new drivers over the past year have not appeared. With the return of the hospitality sector we understand that this is a significant challenge with, for instance, order delivery lead times being extended.

It is little surprise, therefore, that the Road Haulage Association (RHA) earlier this month became the latest in a long line of industry spokespeople to write to the government about the driver shortage for trucks. The letter echoed the view held by much of the industry, that the cause of this issue is both multi-faceted and, at least in some aspects, long-standing. 

So, many in the industry are in agreement as to the driving factors behind this crisis. But what can be done? 

Simply enough, outside of businesses completely reorganising their supply chain network, external support is needed. In the short-term, the government should consider providing the industry with financial aid, and this can also be supported more widely with legislative change. 

Specifically, immigration policy could be updated to place drivers on the shortage occupations list, which would go some way towards easing the burden created by foreign drivers returning to their home countries. Looking elsewhere, government should also look for ways to increase the availability of HGV driver tests after the blockage created by the coronavirus lockdowns.

Looking more long-term, steps must be taken to make a career in the industry a more attractive proposition for younger drivers, which will require a joint effort from government, industry bodies, and the sector as a whole. As it stands, multiple sources suggest that the average age of truck drivers in the UK is 48, with only one in every hundred drivers under the age of 25. We must therefore do more to increase the talent pipeline coming into the industry if we are to offset more significant skills shortages further down the line. 

On the back of a turbulent year for the supply chain industry, it has become increasingly clear that the long-foretold shortage of drivers is now having a tangible and, in places, crippling effect on supply chains. 

Drivers, and the wider supply chain industry, have rightly been recognised for the seismic role they played in keeping the nation moving and fed over the past year under unprecedented strain. If this level of service is to continue, we must now see Government answer calls to provide the support the sector needs, and work hand-in-hand with the industry to find a solution. If we do not see concrete action to this effect soon, we are likely to be in for a turbulent few months. 
 

Rob Wright is executive director at SCALA, a leading provider of management services for the supply chain and logistics sector

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