NEWS\\\


Peel Ports Group, owner of the Port of Liverpool, has started work on the second phase of its £400m Liverpool2 scheme. The latest phase will include


the installation of a further three ship to shore cranes (STS) and ten cantilever rail mounted gantry


cranes


(CRMG). These will add to the previous five STS cranes and 12 CRMG cranes installed in Phase 1 and


UK set to strengthen developing world ties, says Agility


The UK will try to spark its economy through trade with emerging markets if it is unable to preserve its current relationship with its European Union trading partners, predicts freight forwarder Agility in its mid-year Emerging Markets Review. The more difficult the UK- the more likely


EU divorce,


the UK is to seek ambitious new trade deals with emerging markets countries, particularly Commonwealth countries in Southeast Asia and Africa, the Agility report indicates.


Issue 6 2017 - Freight Business Journal


Peel presses the button for Liverpool2, stage two


opened in November last year. Liverpool2 will then be able to unload two 380m vessels simultaneously. There will also be additional


reefer points installed. Peel Ports chief executive,


Mark Whitworth, said: “The development of the project programme is now well underway. We are currently preparing the outline designs and would look to be in a position to appoint construction partners in spring of next year, with a view to commencement of construction shortly after. We anticipate a completion date for Phase 2 in 2019.” He said the facilities “will allow us to capture and grow a


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greater share of the container market, offering cargo owners in the north of the country a more competitive route to market, getting their goods closer to their end destination.” He also added: “We are in a


good place in our discussions with shipping lines; there are more opportunities on the horizon at the Port and our confidence is high as a result.” Peel Ports Group announced


earlier this year that it had secured over 200 signatories for its Cargo200 initiative - a campaign calling on importers and exporters whose goods are destined for the North of England to switch delivery of ocean-freight from south-east ports to the Port of Liverpool.


DHL warns of talent crisis in supply chain


and customs procedures unless the two form a new customs union and the UK retains EU product standards. Chief executive of Agility


Global Integrated Logistics, Essa Al-Saleh, says


soon to know how UK-EU it is too


to the movement of goods.” In addition to Brexit, the


Agility report looks at the impact of India’s decision to replace more than a dozen state and federal levies with a single Goods and Services Tax (GST), which has set off a wave of change in India’s notoriously inefficient logistics sector as companies alter the way they store, move and account


for goods. It is But Brexit also leaves key


emerging markets exporters such as South Africa, Kenya, and Turkey exposed because the value of the Pound has declined and the UK economy is expected to be smaller in the initial aftermath of the UK’s split with the EU. The Agility report, prepared


by analysis and research firm Transport Intelligence, further suggests that emerging market countries using the UK as a gateway to Ireland and other EU countries might need to find new distribution centres and routes to those markets. Meantime, UK exports to the EU could face burdensome checks


negotiations will go, “but apart from the political hurdles, the UK’s desire for ‘frictionless’ trade with the EU faces complex technical obstacles – what to do about tariff-rate quotas, rules of origin, product standards and import duties. Anything that alters existing UK-EU arrangements probably means delays and added cost


already prompting logistics providers and their customers to consolidate warehousing, revamp road freight strategies, and invest in system upgrades to improve the efficiency of their supply chains. It could cut logistics costs in India’s organised logistics sector by 20%, encourage infrastructure investment, and provide a dramatic boost to the country’s surging economy, according to the Agility report. www.agility.com/2017index


DHL is warning of a growing talent crisis in the supply chain. While the US Bureau of Labor Statistics reports that jobs in logistics are estimated to grow by 26% between 2010 and 2020, one global study estimates that demand for supply chain professionals exceeds supply by a ratio of 6:1, with some predicting that ratio could be as much as 9:1. ‘The Supply Chain Talent


Shortage: From Gap to Crisis’ was commissioned by DHL and authored by Lisa Harrington, president of the lharrington group. The study surveyed more than 350 supply chain and operations professionals in five global regions. Harrington said, “Leading


companies understand that their supply chains – and the people who run them - are essential to their ability to grow profitably. However, the task of finding people with the right skillsets required to run these highly complex operations is


increasingly difficult – especially at


the middle- and upper


management levels. Unless companies solve this problem, it could threaten their very ability to compete on the global stage.” Top factors driving the talent


shortage included changing skill requirements. Today, the ideal employee has both tactical/ operational expertise and professional competencies such as analytical skills, but 58% of companies say this combination is hard to find. But tomorrow’s talent must also excel at leadership, strategic thinking, innovation, and high- level analytic and technological capabilities. As much as a third of the


current workforce is at or beyond the retirement age. However, a third of companies surveyed have taken no steps to create or feed their future talent pipeline. There is


also a perception


that supply chain jobs lack excitement, prestige and


opportunities. Harrington continues:


“Companies are now recognizing that sourcing strategy has a large impact on their bottom line and ability to remain competitive. As one study recently found, companies that excel in talent management increased their revenues 2.2 times as fast and their profits 1.5 times as fast compared to ‘talent laggards.’ That’s a powerful advantage. Unfortunately, recruiting the right talent - especially at


the critical mid-level and


senior management levels - is proving very difficult in today’s environment. New technologies and fundamental areas of the supply chain have changed, meaning they now require that a person have a different and much larger skillset than required when most of the current workforce began their careers.” http://dhl.lookbookhq.com/ao_ thought-leadership_talent-gap


Minster hears Dundee plans


Scottish Minister for Business, Innovation and Energy, Paul Wheelhouse visited Dundee port on 23 August to hear about the £10million investment programme to create a hub for future North Sea oil and gas and offshore wind projects. He was also briefed on the £10m quay extension which will feature the UK’s strongest quayside and


equip the port to handle the large loads demanded during


both decommissioning and renewables projects.


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