May 17, 2020

National Day celebrated by creating longest moving convoy of UAE Flags by prestigious companies

Emirates
Emirates SkyCargo
Middle East SCM
UAE
Admin
3 min
New innovative “White Container” Fills a Gap in the Cool Chain Space
Follow @SamJermy and @SupplyChainD on Twitter.Emirates SkyCargo, Dubai Airports, Dubai World Central (DWC), together with Dubai-based Allied Transport...

Follow @SamJermy and @SupplyChainD on Twitter.

 

Emirates SkyCargo, Dubai Airports, Dubai World Central (DWC), together with Dubai-based Allied Transport, have created the longest moving convoy of UAE flags to commemorate the country’s 43rd National Day.

The 1.3 kilometre convoy was a result of teamwork by representatives from the four companies, who together organised for 43 Allied cargo trucks to be decked out in UAE flags, planned the convoy route and driving logistics, and brought this initiative to life.

Nabil Sultan, Emirates Divisional Senior Vice President, Cargo, said: “We wanted to find a unique way to celebrate with the people of the nation on this significant day. We feel that the moving convoy of trucks, decked out with UAE flags, is a special and fitting tribute to the UAE’s long legacy of accomplishments, its continuous drive towards progress, and the role that logistics plays in the country’s economic success.

“We are proud to partner with leading national companies such as Allied Transport and Dubai Airports to demonstrate our commitment to the UAE and mark this special day.

“Our responsibility to the country began from day one when we started our operations back in 1985.  Today, the Emirates Group employs over 2,500 UAE nationals in a variety of key positions within the organisation, including engineering, ground services, commercial, outstation management and flight operations. This number represents 11 percent of our work force, and is the fifth largest nationality group in our company.”

Majed Al-Joker, Senior Vice President Operations at Dubai Airports commented: “Today’s celebrations are an expression of how proud we are of our founding fathers who paved the way for the continuous success of our cargo industry and establishing Dubai International as the 3rd busiest cargo hub in the world. We wish our government and people continuous prosperity."  Al Joker also expressed his deepest appreciation to all the parties involved in making the flag convoy a reality.

Commenting on this occasion, Ali Khalifa Beyat, CEO of Allied Transport said: “Being a logistics company, planning the logistics of this initiatives was second nature to our team! What makes this extra special is that we were doing it in collaboration with partners. In the true spirit of the UAE, which is home to people from all over the world striving towards common goals, the team that conceptualised and planned this initiative represented many nations.” 

“It is only fitting that this convoy decked with a flag dear to our hearts take place at Dubai World Central,” said Mohsen Ahmad, VP, DWC Logistics District. “With the largest airport in the world when completed, surrounded by the first purpose-built aerotropolis, DWC is redefining old paradigms of where we live and where we work as one unified community. Just like the 43 trucks that moved in harmony and worked as a team on this special day, DWC embodies the spirit of unity and partnership that the UAE represents. We are proud to be part of the UAE National Vision to become one of the top ranked countries in the world to live in and this celebratory flag convoy represents our commitment to our beloved nation.”

Away from the traffic flow, the parade of trucks drove on a 10-kilometre exclusive corridor from Dubai World Central (DWC) Gate five to Gate six. The journey was captured by aerial cameras and can be viewed above.

For more information, please visit: http://www.skycargo.com/english/media-centre/media-news-press-details.aspx?id=2027412

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Jun 11, 2021

NTT DATA Services, Remodelling Supply Chains for Resilience

NTTDATA
supplychain
Supplychainriskmanagement
Procurement
6 min
Joey Dean, Managing Director of healthcare consulting at NTT DATA Services, shares remodelling strategies for more resilient supply chains

Joey Dean, the man with the coolest name ever and Managing Director in the healthcare consulting practice for NTT DATA and is focused on delivering workplace transformation and enabling the future workforce for healthcare providers. Dean also leads client innovation programs to enhance service delivery and business outcomes for clients.

The pandemic has shifted priorities and created opportunities to do things differently, and companies are now looking to build more resilient supply chains, none needed more urgently than those within the healthcare system. Dean shares with us how he feels they can get there.

A Multi-Vendor Sourcing Approach

“Healthcare systems cannot afford delays in the supply chain when there are lives at stake. Healthcare procurement teams are looking at multi-vendor sourcing strategies, stockpiling more inventory, and ways to use data and AI to have a predictive view into the future and drive greater efficiency.

“The priority should be to shore up procurement channels and re-evaluate inventory management norms, i.e. stockpiling for assurance. Health systems should take the opportunity to renegotiate with their current vendors and broaden the supplier channel. Through those efforts, work with suppliers that have greater geographic diversity and transparency around manufacturing data, process, and continuity plans,” says Dean.

But here ensues the never-ending battle of domestic vs global supply chains. As I see it, domestic sourcing limits the high-risk exposure related to offshore sourcing— Canada’s issue with importing the vaccine is a good example of that. So, of course, I had to ask, for lifesaving products, is building domestic capabilities an option that is being considered?

“Domestic supply chains are sparse or have a high dependence on overseas centres for parts and raw materials. There are measures being discussed from a legislative perspective to drive more domestic sourcing, and there will need to be a concerted effort by Western countries through a mix of investments and financial incentives,” Dean explains.

Wielding Big Tech for Better Outcomes

So, that’s a long way off. In the meantime, leveraging technology is another way to mitigate the risks that lie within global supply chains while decreasing costs and improving quality. Dean expands on the potential of blockchain and AI in the industry

“Blockchain is particularly interesting in creating more transparency and visibility across all supply chain activities. Organisations can create a decentralised record of all transactions to track assets from production to delivery or use by end-user. This increased supply chain transparency provides more visibility to both buyers and suppliers to resolve disputes and build more trusting relationships. Another benefit is that the validation of data is more efficient to prioritise time on the delivery of goods and services to reduce cost and improve quality. 

“Artificial Intelligence and Machine Learning (AI/ML) is another area where there’s incredible value in processing massive amounts of data to aggregate and normalise the data to produce proactive recommendations on actions to improve the speed and cost-efficiency of the supply chain.”

Evolving Procurement Models 

From asking more of suppliers to beefing up stocks, Dean believes procurement models should be remodelled to favour resilience, mitigate risk and ensure the needs of the customer are kept in view. 

“The bottom line is that healthcare systems are expecting more from their suppliers. While transactional approaches focused solely on price and transactions have been the norm, collaborative relationships, where the buyer and supplier establish mutual objectives and outcomes, drives a trusting and transparent relationship. Healthcare systems are also looking to multi-vendor strategies to mitigate risk, so it is imperative for suppliers to stand out and embrace evolving procurement models.

“Healthcare systems are looking at partners that can establish domestic centres for supplies to mitigate the risks of having ‘all of their eggs’ in overseas locations. Suppliers should look to perform a strategic evaluation review that includes a distribution network analysis and distribution footprint review to understand cost, service, flexibility, and risks. Included in that strategy should be a “voice of the customer” assessment to understand current pain points and needs of customers.”

“Healthcare supply chain leaders are re-evaluating the Just In Time (JIT) model with supplies delivered on a regular basis. The approach does not require an investment in infrastructure but leaves organisations open to risk of disruption. Having domestic centres and warehousing from suppliers gives healthcare systems the ability to have inventory on hand without having to invest in their own infrastructure. Also, in the spirit of transparency, having predictive views into inventory levels can help enable better decision making from both sides.”

But, again, I had to ask, what about the risks and associated costs that come with higher inventory levels, such as expired product if there isn’t fast enough turnover, tying up cash flow, warehousing and inventory management costs?

“In the current supply chain environment, it is advisable for buyers to carry an in-house inventory on a just-in-time basis, while suppliers take a just-in-case approach, preserving capacity for surges, retaining safety stock, and building rapid replenishment channels for restock. But the risk of expired product is very real. This could be curbed with better data intelligence and improved technology that could forecast surges and predictively automate future supply needs. In this way, ordering would be more data-driven and rationalised to align with anticipated surges. Further adoption of data and intelligence and will be crucial for modernised buying in the new normal.

The Challenges

These are tough tasks, so I asked Dean to speak to some of the challenges. Luckily, he’s a patient guy with a lot to say.

On managing stakeholders and ensuring alignment on priorities and objectives, Dean says, “In order for managing stakeholders to stay aligned on priorities, they’ll need more transparency and collaborative win-win business relationships in which both healthcare systems and medical device manufacturers are equally committed to each other’s success. On the healthcare side, they need to understand where parts and products are manufactured to perform more predictive data and analytics for forecasting and planning efforts. And the manufacturers should offer more data transparency which will result in better planning and forecasting to navigate the ebbs and flows and enable better decision-making by healthcare systems.

Due to the sensitive nature of the information being requested, the effort to increase visibility is typically met with a lot of reluctance and push back. Dean essentially puts the onus back on suppliers to get with the times. “Traditionally, the relationships between buyers and suppliers are transactional, based only on the transaction between the two parties: what is the supplier providing, at what cost, and for what length of time. The relationship begins and ends there. The tide is shifting, and buyers expect more from their suppliers, especially given what the pandemic exposed around the fragility of the supply chain. The suppliers that get ahead of this will not only reap the benefits of improved relationships, but they will be able to take action on insights derived from greater visibility to manage risks more effectively.”

He offers a final tip. “A first step in enabling a supply chain data exchange is to make sure partners and buyers are aware of the conditions throughout the supply chain based on real-time data to enable predictive views into delays and disruptions. With well understand data sets, both parties can respond more effectively and work together when disruptions occur.”

As for where supply chain is heading, Dean says, “Moving forward, we’ll continue to see a shift toward Robotic Process Automation (RPA), Artificial Intelligence (AI), and advanced analytics to optimise the supply chain. The pandemic, as it has done in many other industries, will accelerate the move to digital, with the benefits of improving efficiency, visibility, and error rate. AI can consume enormous amounts of data to drive real-time pattern detection and mitigate risk from global disruptive events.”

 

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