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Bi-monthly publication of CSS Group

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Lighthouse
  • Call +971 4 883 1303
  • Mail info@cssdubai.com
  • Menu
    • Home
    • About
    • Services
      • Global Freight forwarding
      • Ocean Freight Management
      • Supply Chain Management
      • Land Transportation Management
      • Industrial Packing, Crating & Lashing
      • Air Freight Management
      • Projects Oil & Energy
      • Exhibition Event Logistics
      • Automobile Logistics
      • Art Logistics
      • Non Vessel Operating Common Carrier (NVOCC)
      • Hospitality & Hotel Logistics
      • Multi-modal Operations
      • Container Freight Station (CFS)
      • Yacht & Marine Logistics
      • E-commerce Fulfillment
    • Locations
      • Dubai
      • Abu Dhabi
      • Sharjah
      • Ras Al Khaimah
      • Bahrain
      • Oman
      • Qatar
      • Saudi Arabia
      • India
      • Sri Lanka
    • Careers
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      • Customer / Agent
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  • TRACK & TRACE
  • LIGHTHOUSE

GLOBAL SHIPPING INDUSTRY NEEDS TO BE EARLY ADOPTERS TO MOVE AWAY FROM FOSSIL FUELS FOR A GREEN MARITIME FUTURE

A new report entitled “Zero Carbon for Shipping” from an international conservation organization – Ocean Conservancy, launched at a virtual gathering of world leaders at the climate week in New York highlighted the global shipping industry’s tragic role in the climate crisis. The report mentioned that the worldwide shipping industry is poorly regulated when it comes to meeting climate targets.

The report pushed the need for shipping industries to ditch fossil fuels urgently to achieve the planet’s climate goals. The emissions have been growing significantly year after year and are expected to grow 50% higher by 2050. In this regard, a panel of international shipping experts, government, and civil society aim to meet the International Maritime Organizations (IMO) voluntary goal to reduce the total annual greenhouse gas emissions to at least 50% by 2050 compared to 2008 and at the same time aiming to remove them entirely.

A Move Towards Total Decarbonization

Dan Hubbell, Ocean Conservancy’s Shipping Emissions Campaign Manager, remarked, “To achieve IMO’s goal and also to halt climate change, the first zero-emission ships must be on the water by 2030”. This also helps achieve total decarbonization by 2050. The move for commercial production of Zero carbon ships is on so that this need is met by 2030. Some ways for the industry to transform new clean energy sources are electrofuels derived from hydrogen or ammonia.

Few alternatives fuels considered for making better fuel and infrastructure choices are

Electrification of the shipping fleet: China, Germany, Sweden, and Norway are pioneers in various forms of electric shipping. China and Norway are not far and have begun trials on a range of new large-scale electric vessels as these are currently restricted to small ferries and coastal vessels.

Hydrogen fuel cells: Some ships produce their hydrogen from seawater and, in the process, can operate without emitting greenhouse gases or dust pollution

Ammonia: Ammonia is undoubtedly a green fuel, but the Port of Beirut’s incident questioned the safety protocols that need to be rewritten, given the fuel’s higher explosive risk.

LNG: Liquified Natural Gas as fuel has methane leaks that happen along the supply chain. Methane is more dangerous than carbon dioxide in the atmosphere and has been growing 150% in 5 years. Hence the use of LNG is considered to be controversial.

According to a report for the IMO by the International Council on Clean Transport, it has been cited that the 150% growth in methane emissions from 2012 to 2018 was largely due to a surge in the number of ships fuelled by liquefied natural gas (LNG). The choices made in the next decade 2020-2030, demands immediate action as this holds the key towards a green maritime future. The Zero Carbon for Shipping report submitted by Nick Ash from Ricardo Energy and Environment noted that the IMO’s current goals are not ambitious enough. The adoption of electrofuels will lead to additional benefits like reducing the cost of renewable energy, long term jobs in infrastructure and sustainable industries, decarbonization of supply chains, and reduced reliance on imported fossil fuels.

WORLD’S FIRST INTELLIGENT VIRTUAL ASSISTANT – TIA POWERED BY MICROSOFT TO LOOK INTO FREIGHT

“TiA, the world’s first intelligent virtual assistant for freight, empowers teams with conversational Ai to automate repetitive, coordination tasks. 90% of the calls, messages, and emails exchanged in freight are done for data gathering and dispersal, be it for rate discovery, quotations, or status updates, thus making the ecosystem prone to data drop, delays and errors. TiA was an obvious choice to start the automation journey by tackling these redundant tasks“, said Abhinav Chaudhary, Co-founder, and CEO, Fero.Ai.

The company built the world’s first Siri/Alexa for freight and logistics – Fero.Ai. It is defined as an enterprise SaaS venture that builds advanced freight automation, optimization, and orchestration products using narrow Ai systems recently announced global expansion plans starting with India this month. This decision was set off due to their selection in the 2020 Microsoft Startups Accelerator program for high tech startups.

“Microsoft for Startups is a free, global program dedicated to helping B2B startups successfully scale their companies. We were impressed with the passion the Fero.Ai team showed in bringing the power of Ai to the freight & logistics space, and we look forward to supporting the impact that the team has envisioned, “said Roberto Croci, Managing Director, Microsoft for Startups MEA.

Fero.Ai’s products provide plug and play uberization for large freight forwarders as well as the IVA (Intelligent Virtual Assistant) in creating autonomous collaboration, coordination, communication channels for those last-minute direct shippers who may be involved in the distribution operations. Fero.Ai believes that there are two means to solve the issues faced due to a lack of hyper-connectivity between all the moving parts and stakeholders. The first alternative is through technology, and the second is through human intervention. The industry has been solving most inconsistency issues, errors, data leaks, restricted processing inventories, and archaic user experience by the second alternative.

Arjun Bhasin, the Co-founder & CTO of, Fero.Ai reiterated, “To optimize hyper-connectivity through technology, we have built products that eliminate tech siloes, decrease onboarding struggles and increase adoption through integration and intuitive usability. We have consciously adopted the path of device-agnostic solutions. TiA can be accessed on any smart device. We will be using our partnership with Microsoft to prepare our tech infra to support advanced computing capabilities and exponential scale-up“.

The Co-founder and CSO, Fero.Ai, Naseer Ahmed expressed that the MfS team understands the needs of hyper-growth tech ventures and is pivotal to Fero.Ai in becoming a part of a larger tech ecosystem.

With TiA in the picture, seamlessly integrating all major freight ERPs thus forming a lateral automation layer eliminating tech and process siloes while supercharging teams through the power of automated collaboration, Fero.Ai’s customers can cut several pricey situations with 100% improvement in visibility and usability

DEDICATED TRANSHIPMENT TERMINAL PROMISED AT GREAT NICOBAR ISLAND

The Indian Prime Minister, Narendra Modi, has stated that India is considering investing Rs 10,000 crore for building a transshipment port at Great Nicobar Island in the Bay of Bengal to provide shippers with an alternative to similar ports in the region.

The 2,312 km long first undersea submarine optical fiber cable from Chennai to Andaman and Nicobar Islands costing Rs.1,224 crore is set to provide high-speed internet to Andaman and Nicobar Islands, thereby providing better and cheaper connectivity.

A transshipment terminal enables big ships to anchor and raise India’s share in maritime trade because of its advantageous geographical location, promising proximity to the east-west international shipping route with shorter distances at reasonable prices. This would also help create new job opportunities, emphasized PM Modi.

He also stressed that the government’s focus is on promoting ease of business and simplifying maritime logistics to strengthen the network of waterways and ports. India is at the forefront to establish itself as an important player in the global supply and value chain. For this to be achieved, every legal measure is being taken to remove bottlenecks hampering the port infrastructure’s development.

The Prime Minister further stated that Andaman and Nicobar will be developed as a hub of port-led development as it is at a competitive distance from many parts of the world. The undersea cable will help boost tourism as it will provide better mobile and internet connectivity on the Islands.

“From Chennai to Port Blair, Port Blair to Little Andaman and Port Blair to Swaraj Dweep, this service has started in large part of Andaman Nicobar from today,” said Modi, also adding that it will boost 4G mobile services and digital services like tele-education, telehealth, e-governance services and tourism on the Islands. Besides Port Blair, it will connect other islands, namely Swaraj Dweep (Havelock), Long Island, Rangat, Little Andaman, Kamorta, Car Nicobar, and Greater Nicobar. As per official data, an internet speed of 400 gigabytes (GB) per second will be provided at Port Blair and other islands, at 200 GB per second. BSNL supported the work of laying the undersea cable in a record time of lesser than 24 months.

Physical connectivity through road, air, and water is also being worked on. PM Modi highlighted the National Highway No. 4 to improve the road connectivity between North and Middle Andaman. Port Blair is undergoing a major transformation to handle a capacity of 1,200 passengers along with big-time reformations taking place in airports in Diglipur, Car Nicobar, and Campbell Bay.

Modi also mentioned that few ships are being built at the Kochi Shipyard and will be delivered soon to improve the water connectivity between the islands and the mainland, thus hinting that seaplane services will start once the passenger terminal and floating jetty gets ready at Swaray Dweep, Shaheed Dweep, and Long Island. India is interestingly moving forward with a resolve of self-sufficiency and is establishing itself as an essential player in the global supply and value chain along with a strengthened network of waterways and ports.

SRILANKA SEEKS CHINESE SUPPORT TO BECOME A TRANSSHIPMENT HUB IN THE INDIAN OCEAN

To cut down the voyage cost, shipping companies move towards using larger container vessels as the voyage cost per twenty-foot equivalent unit (TEU) would be reduced by using high capacity vessels. But this view results in large container ships making fewer port calls due to draft restrictions. Though there are few ports calls, there are larger box exchanges.

From the maritime point of view, mega-ships become profitable only when fully utilized with limited port calls. This leads to ports losing direct calls for trade lanes with limited amounts of cargo. Transshipment of cargo is an alternative here that could cover up this loss. Trans-shipment normally happens in the following cases:

†     When there is no direct shipping route to any specific destination

†    The port is unable to accommodate big vessels.

†    When moving the cargo from one country to another to evade trade restrictions.

Ports as Transhipment Hubs

The majority of transshipment cargo are containers and roll-on-roll-off cargo. Containers are utilized for transporting merchandised goods, while roll-on-roll-off cargo (also called RORO) are mostly wheeled cargo such as cars, trucks, semi-trailer trucks, trailers, and railroad cars.

While selecting a port as a trans-shipment hub port, certain factors are taken into consideration:

†    Location

†     Port accessibility

†     Port superstructures

†    Port traffic

†    Number of services calling at the port

†    Availability of dedicated/own terminal

†    Performance of the port

†     Frequency of delays

†    Record of damages

†    Port handling charges

†    Financial clearance capability

†    Efficient husbandry services

†     Marketing efforts and personal contacts

Sri Lanka on the Transhipment Map

Out of the 200 ports in South Asia, concentrated in India, 20 of them handle more than 9000 TEU’s of containerized cargo annually. Sri Lanka is a market dominated by trans-shipment and is the 2nd largest player in the region with a throughput of more than 6 million TEUs in 2018. The Port of Colombo is the main transshipment hub, with 80% of throughput coming from transshipment. In 2018, India was recorded as the largest container market moving more than 16 million TEUs, followed by Pakistan at 3.2 million TEUs and Bangladesh at 2.8 million TEUs. Interestingly, Maldives handled less than 100,000 TEUs in 2018.

Sri Lanka will be able to take advantage only if their ports can cater to the large container ships’ requirements that the shipping lines keep adding to their fleet. Sri Lanka renders low quality than counterparts like Hongkong, Singapore, and Dubai in terms of logistics services, physical infrastructure, technology, and a sufficient number of qualified professionals and international participants. LPI (Logistics Performance Indicator) rated Sri Lanka 92nd out of 167 countries in the World bank 2018 aggregated Logistics Performance Indicator. Sri Lanka scored 2.64 in logistics competence that includes competence and quality of logistics services compared to India’s score of 3.18, UAE scored 3.83, Hong Kong 3.94, and Singapore at 4.08. From this rating, it is clear that Sri Lanka has to improve physical infrastructure and human resources development.

Chinese Investments in Sri Lankan Ports

The Hambantota Port in Sri Lanka started its operations in 2011 after completion of its phase one. But its operations failed to generate sufficient revenue to match the debt obligations on the loans obtained for the project. This port was then leased out to the China Merchants Port Holdings Company Limited (CM Port) who have been on their feet trying to ramp up the Sri Lankan port by employing exceptional operational skill, market power, commercial relationships, marketing skills, technological expertise, and access to cheaper finance sources.

As per the ranking, the Port of Colombo stands as the 13th best Connectivity Port globally in the 4th quarter of 2017 and is voted to the top best connectivity port in South Asia. A joint venture $500 million Colombo International Container Terminal (CICT) operated by China and Sri Lanka at the Colombo South Terminal in the Colombo Port handled 2.9 million TEUs in 2019. The CICT feels Ultra Large Container Carriers that makes up for 72% of the terminal and is the first and only deepwater port in South Asia capable of handling the large vessels afloat.

The Sri Lankan government had signed a diplomatic “memorandum of cooperation” (MOC) with India and Japan for a tripartite effort to develop the strategic East Container Terminal (ECT). With Japan and India’s presence in the Colombo Port with China’s CICT will improve its business outlook and value through transshipment activities. Hence partnering with a global maritime player like China is the most practical way to fulfill maritime development and connectivity

USHERING IN A NEW ERA OF ISRAELI-UAE RELATIONSHIPS

In August 2020, high-level delegations from Israel and the United Arab Emirates (UAE) signed a historic US-brokered peace deal at the White House. Bahrain’s foreign minister signed another agreement to normalize relations with Israel.

Called as the Abraham Accords, President Trump called the deal between Prime Minister Netanyahu and Abu Dhabi Crown Prince Mohammed bin Zayed Al Nahyan “a truly historic moment“.

The international community has welcomed the move, and under the terms of the deal, Israel has agreed to suspend its controversial plans to annex parts of the occupied West Bank.

What are the Abraham Accords?

†    The Israel–UAE normalization agreement is officially called the Abraham Accords Peace Agreement.

†    It was initially agreed to in a joint statement by the United States, Israel, and the United Arab Emirates (UAE) on August 13, 2020.

†    The UAE thus became the third Arab country, after Egypt in 1979 and Jordan in 1994, to formally normalize its relationship with Israel and the first Persian Gulf country to do so.

†    Israel has agreed to suspend plans for annexing parts of the West Bank. The agreement normalized what had long been informal but robust foreign relations between the two countries.

The “Abraham Accords” is a significant shift in the balance of power in the Middle East.

Communication Links

Israel and UAE established telephone links and direct communication channels with UAE’s telecom providers unblocking calls to numbers with Israel’s +972 country code. The Israeli foreign minister Gabi Ashkenazi called his Emirati counterpart Abdullah bin Zayed al-Nahyan and exchanged greetings following the historic peace accord.

Strategic Agreements

The leading business and logistics hub in the UAE, Jebel Ali Free Zone (JAFZA), has signed a strategic agreement with The Federation of Israeli Chambers of Commerce (FICC) in a focused effort to support businesses and encourage economic cooperation. Sultan Ahmed bin Sulayem, Group Chairman and CEO of DP World, and Uriel Lynn, President, FICC signed the agreement virtually. As part of the Memorandum, the entities intend to foster and boost partnerships between the two nations to increase and promote bilateral trade ties.

What are the Benefits?

The recent development in the UAE’s and Israel’s bilateral agreements has opened up new avenues in various sectors. This development will lend an impetus to economic growth, transforming the business landscapes in both countries.

Israel has phenomenal innovation and technological capabilities, whereas the UAE holds a prime position in global trade and is one of the greatest business hubs in the world. Building trade ties will be beneficial for both sides. The countries intend to strengthen ties to usher in a new level of prosperity.

The Israel-GCC synergy

†    With defense and security cooperation as one of the strong points, both sides are ready to realize their economic complementarity’s full potential.

†    The UAE and Bahrain can become the entrepôts to Israeli exports of goods and services to diverse geographies.

†    Israel has niche strengths in defense, security and surveillance equipment, arid farming, solar power, horticultural products, high-tech, gem and jewelry, and pharmaceuticals.

†    Tourism, real estate, and financial service sectors on both sides have suffered due to the pandemic and hope for a positive spin-off from the peer-to-peer interactions.

†    Further, Israel can supply skilled and semi-skilled workforce to the GCC states, particularly from the Sephardim and Mizrahim ethnicities, many of whom speak Arabic.

†    Even the Israeli Arabs may find career opportunities to bridge the cultural divide. Israel is known as a start-up nation, and its stakeholders could easily fit in the various duty-free incubators in the UAE.

†    Israeli cyber surveillance manufacturers are eager to tap into the large GCC market.

†    Israel is working on potential joint projects that could improve UAE’s food security, such as water desalination and crop cultivation in the desert.

Logistics

There have been considerable developments in the field of logistics as well. DP World, one of the world’s largest port operators, has announced its plans to make a joint bid for Israel’s Haifa Port.

DP World has also made strategic alliances with the Israeli Bank Leumi to explore potential logistics sectors’ potential opportunities. DHL has already completed the first shipment from UAE to Israel. Other logistics service providers have been exploring ways to tap into opportunities.

CSS introduces UAE-Israeli service

CSS has been one of the first logistics providers to step into this new arena by opening new trade avenues between Israel and the UAE. We have established logistic routes to ensure seamless and speedy shipments between the UAE and Israel. Speaking on the newly rolled out services, Chairman T.S. Kaladharan emphasized. “At CSS, we are thrilled to carry cargo between Israel and the UAE. We are sure that our new logistic services to Israel will benefit businesses in both countries with the seamless flow of goods.”

News sources state that the bilateral trade could initially be worth $4 billion a year, and this could soon be tripled or quadrupled.

CAN AN ADMIRALTY COURT STOP A JUDICIAL SALE AFTER JUDGEMENT AND AFTER AN ORDER FOR SALE OF A VESSAL”?

The special division of the High Court; the Admiralty Court, whose jurisdiction includes shipping and maritime disputes; apart from hearing cases relating to vessel collisions, salvage, vessel mortgage-related disputes, and various other marine-related claims/disputes. It also has the power to arrest vessels to stop them from moving and to order their sale, which is broadly referred to as claims in rem, or claims against the vessel itself.

This article focuses on the procedure being applied while deciding on the sale of a Yacht, with an unusual turnaround at the end.

The underlying question was, “Can the English Court stop a judicial sale after judgment and an order for sale of a vessel”? The same was decided on 25th March 2020 by Mr. Justice Teare. In the case of Qatar National Bank QPSC v Owners of the Yacht Force India [2020] EWHC 719, however, with a few comments, warnings, and caveats.

Brief of the case are as follows:-

The claimant bank (QNB) had a mortgage over the motor yacht “Force India.”

The loan had been taken out by a legally unrelated company to finance the purchase of a substantial property in the South of France, which was not at all related to purchase or re-finance the acquisition of the yacht. The yacht owner Force India Ltd. agreed to mortgage its vessel as additional security for the loan because the loan’s property value had dropped, and the bank required additional security.

Due to default in payment, on 29th January 2020, the claimant bank had obtained a judgment against the yacht in respect of sums outstanding under its mortgage (Circa €5million) over the yatch. Accordingly, the Admiralty Marshall was instructed by the Court to sell the yacht, and purchase bids were to be lodged by 10th March 2020.

On 10th March 2020, the successful bidder QNB, and the defendant applied to the Court to set aside the sale order. However, the Court turned down the application, but suspended the sale from conducting a full hearing and making a proper determination in the matter, and sought certain undertakings to protect the Admiralty Marshall’s position, its sale broker, and certain other claimants.

 

What caused the claimant and the defendant to file an application to set aside the order to sell the vessel?

As per Court’s ruling, around the pertinent time i.e. around the time of the original QNB sale application, and subsequently, a company (can be referred to as buyer) with no links to the owner of “Force India.” They were agreed to purchase the shares in the company which owned the French property, which is at the center of the loan in question. A French court approved a continuation plan for the property holding company (as it had been placed under judicial receivership). In early March 2020, an agreement was reached between QNB and the said buyer, whereby the buyer would pay a certain sum of money to QNB in exchange, amongst other things, for an assignment of the mortgage on the yacht. As part of that agreement, QNB was to apply to the Admiralty Court to have the order of sale revoked by noon on 10th March 2020.

As the buyer had repaid the relevant monies owed to QNB rather than the owner, the Court concluded that “the judicial sale of the vessel is no longer required.” This made it quite unusual as it was the successful claimant who asked for the sale to be revoked.

The matter was fully heard on 25th March 2020, where the order for sale was set aside. The reason for doing so was simple, i.e., in circumstances where a third party had, in effect, paid the sum secured by the mortgage, judicial sale of the vessel was no longer required.

It is indeed surprising to see the official sale procedure halted so far into the process, and so near its conclusion and the concern is shared and duly recorded by Mr. Justice Teare, which can be referred to in paragraphs 10 through 13 of the judgment which is worth a read:

Sales by the Admiralty Marshal of vessels arrested in an Admiralty action in rem are the means by which, failing the provision of alternative security, claims in rem are enforced. The Marshal’s sales are free of pre-existing maritime liens, statutory rights of action in rem, or other encumbrances. To ensure that the market price is achieved, the vessel’s value is appraised before the sale. The Marshal cannot sell for less than the appraised value without the permission of the Court. These features of an Admiralty sale are well known to the market. If it became the practice for orders for sale to be set aside, those willing to incur the time and expense involved in making a bid for a vessel ordered to be sold may feel disinclined to do so. That might lead to vessels being sold for less than their market value and might tarnish the Court’s reputation. In the long term, the Admiralty Court’s service to the maritime community would or might be damaged.

These concerns suggest that the Court should be reluctant to set aside a sale, particularly when the application is made as late as the application in this case was made. In his witness statement the Marshal has stated that, according to his broker, Paul Wilcox of Kellocks, around 20 potential bidders had carried out inspections and investigations during the sale period. If it became widespread knowledge that parties can stop a sale process, it would make interested parties “more cautious about bidding for vessels being sold through the court’s process.”

The setting aside of sales should certainly not become a practice.

However, there are very few instances of such applications being made. The only reported instance appears to be The Acrux in 1961. That such applications are rare is apparent from the witness statement of the Marshal in which he said that he had been informed by his broker, Mr. Paul Wilcox of Kellocks, that in his 40 year association with court sales he had never known such an application being made to halt a sale at such a late stage.”

“I was therefore persuaded that unusual and perhaps exceptional circumstances brought about the need to set aside the order for sale in the present case. So long as the market understands this, there should not be any damage to the reputation of the Court or to its ability in future cases to achieve a vessel’s market value when an order for sale is made.”

As rightly stated by Mr. Justice Teare, this case was unusual and perhaps exceptional because it is quite rare that an independent third party would be prepared, effectively, to “discharge the judgment debt and so render the sale unnecessary”, but that is exactly what happened in the case of “FORCE INDIA”.

CHAIRMAN’S MESSAGE

Time and again, Mother Nature has proved how unpredictable she can be. Now, it seems as if she needs to create a furor to catch our attention. We have indeed hearkened to her cry with high-level discussions on how to adopt sustainable practices to pacify her anger. But let’s be honest, have we done anything? Is it enough to stem the cauldron of her rage that seems to brim over now and then? Let’s ask ourselves, “What has changed?”.

I remember penning my thoughts some years back on how at CSS, we have decided to adapt to changes in the industry and its practices, quickly. If we do not, we stand in danger of being left behind in the race towards fulfilling our vision. This is the thought that ran through my mind when I read a tweet from Prakash Iyer, the noted author/motivational speaker. He speaks about the Choluteca Bridge in Honduras and how this is now become a bridge to nowhere. What struck me was how he drew a metaphor for the changing course of today’s world. Change in all forms, be it our thought patterns or our actions, is never a one-time happening neither is it permanent. I believe that change should be like the problem itself, always fluid.

That is precisely how the logistics industry functions. Many changes are happening in the way business is conducted, be it the frequent updating of INCO terms, or classifications, inclusions/exclusions in-laws, using green fuels, and so forth. The list is long, and if we are not fleet-footed enough to understand the nuances of these changes and accept them, then for sure, we will be left behind.

The unique facet of our industry is that problems keep evolving daily. I believe that innovations only trigger a change. What we need to change is our thought process to adapt quickly to what has been triggered.

Let me assure you, at CSS, our thoughts are in sync with the times. We are always thinking to achieve our vision by triggering the changes with innovations that is tune with the evolving global scenario. Our adaptability helps us provide extraordinary service with seamless solutions fully adapted to address our customers ’ changing needs and requirements.

I will leave you with the words from the Greek philosopher, Heraclitus of Ephesus, who stated, the only permanent thing is change. Change is inevitable, and our ability to adapt to that change often defines our success.

CSS BAHRAIN AND OMAN AT THE HELM OF NVOCC ACTIVITIES IN THE REGION

CSS is one of the leading players in the NVOCC market in the MENA region. With NVOCC activities centered around the CSS headquarters in Dubai, we have established a strong base in Bahrain and Oman.

What is an NVOCC?

A Non-Vessel Operating Common Carrier (NVOCC) is an ocean carrier that transports goods under its own House Bill of Lading, or equivalent documentation, without operating ocean transportation vessels. NVOCC leases space from another ocean carrier, or Vessel Operating Common Carrier (VOCC), that they sell to their customers.
In layman’s terms, an NVOCC can be described as a shipper to carriers and a carrier to shippers. While NVOCCs do not usually own their own warehouses, many own their own containers and often operate as a freight forwarder as well.

CSS as a Non-Vessel Operating Common Carrier (NVOCC)

Rated among as one of the top customers by major shipping lines operating in the region, CSS’s repute allows us to offer our customers the best rates in the industry along with the guarantee of space on the major ocean liners for regular movement of consolidated shipments.
CSS offers both licensed and bonded NVOCC services through its extensive global network. Representing reputed freight companies and agents, CSS provides gateways to major ports worldwide. This allows us to provide our clients with highly cost-effective shipments and faster delivery routes. With the operational base in Dubai, we can deliver to the most remote and challenging regions. Our strategic network spans across the continents of Asia, Africa, and Europe, which allows us to connect businesses across multiple locations.

The CSS NVOCC Edge

The NVOCC service offered by CSS has LCL services to an impressive 1,650+ destinations with plans to add more in the offing. Representing many NVOs globally, we have scheduled weekly arrivals & departures on reputed carriers. With a dedicated sales and customer service team, we assure our clients of unstinting support throughout the shipment process.
With an incredible track record of handling shipments across a broad range of industry verticals from fuel and energy, heavy machinery, automobiles, perishables, hospitality, and more, we can efficiently handle client shipment challenges, regardless of size, content, port of origin, or destination.

NVOCC Capabilities at CSS BAHRAIN

Founded in 2019, Console Shipping Services W.L.L Bahrain is the subsidiary of the CSS group in the island nation of Bahrain. A neutral NVOCC with its service offerings in the areas of Air & Sea Freight, Land Transport & Projects, Console Shipping Services W.L.L Bahrain is a preferred partner with strategic relationships with leading carriers. Our NVOCC service portfolio in CSS Bahrain includes:
Ø Direct Console Service from Spain to Bahrain (special console)
Ø Destuffing at APM Terminals at Bahrain port with cargo being ready for delivery within the next day of arrival
Ø 9 days free time from ETA Bahrain and very nominal storage tariff even after the free time
Ø Assurance of 24×7 customer service with the uncompromising quality of service

NVOCC at CSS Muscat

Operating in Muscat, Oman, for more than 20 years, CSS Oman boasts of an outstanding network of partners around the world. Offering cutting edge services in every segment of its service portfolio, CSS Oman’s NVOCC division enjoys a strong market position with its specialized services.

Today, CSS Oman NVOCC offers the following services:
Ø Shanghai/Ningbo: Direct console to Sohar
Ø Rotterdam: Direct console to Sohar
Ø Mumbai: Direct console to Sohar
Ø Regular weekly consoles from Jebel Ali to Sohar
Ø Direct LCL consoles to Jebel Ali Ex USA, Europe, Far-east, Ind-Subcontinent
Ø Weekly connectivity vessel from Jebel Ali to Sohar port
Ø Direct LCL consoles ex Rotterdam/Nhava Sheva/Shanghai to Sohar port
Ø Speedy de-stuffing of LCL containers at Sohar CFS, within 48 hours
Ø LCL Cargo track and trace for convenience
Ø Direct LCL export consoles from Sohar to Hamad port, Transit time: 38hrs

DUBAI CYBER INDEX LAUNCHED

Dubai launched the “Dubai Cyber Index” in July 2020. Developed by the Dubai Electronic Security Center (DESC), this initiative aims to support the efforts of the Dubai Government to ensure the highest cybersecurity standards, thereby paving the way for a safe cyberspace. The first initiative of its kind in the world was launched by the Crown Prince of Dubai and Chairman of the Executive Council of Dubai – Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum.
This initiative highlights Dubai leadership’s keenness to launch projects and initiatives that enhance the Emirate’s position as a global leader in innovation, safety, and security, intending to position it as an international role model for cybersecurity. It aims to create a strong foundation for a free, safe, and resilient online world for both individual users and organizations as well as keen on promoting healthy competition among government entities in the field of cybersecurity, encouraging excellence and in the process driving rapid technological progress and digital transformation.
Major General Talal Humaid Belhoul Al Falasi, Chairman of the Dubai Electronic Center, says, “Dubai continues to reinforce its leadership in the digital and cyber sector by consolidating the efforts of all government and private institutions and individuals to provide secure cyberspace. It also seeks to make Dubai the most electronically secure city in the world. The Index will measure the progress and readiness of the government entities to assess cyber risks and deter threats”.

Aim of the Index

The Dubai Cyber Security Strategy launched in 2017, ensures high security commensurate with the technological advancements and transformations and preparedness to deal with challenges and risks that crop up during such a massive transformation. “The Dubai Cyber Index will further raise the security and safety standards of Dubai’s electronic infrastructure. This is particularly important as the world we live in is characterized by a constantly evolving communication technology landscape and is increasingly dependent on advanced technologies such as Artificial Intelligence, the Internet of Things, and Big Data. It is critical to creating a robust supportive framework to ensure the security and safety of information systems,” said Al Falasi.

The DESC monitors government entities to ensure compliance with its Information Security requirements and effective and secure communication networks and information systems, thus setting up the highest benchmark of cybersecurity in the Emirate. They are also well versed in supporting entities in setting up specialized security operation centers and utilizing advanced Artificial Intelligence technologies and Big Data analysis to anticipate potential cyber threats.

C.H. ROBINSON ANNOUNCES ALLIANCE WITH MICROSOFT

TO DIGITALLY TRANSFORM THE SUPPLY CHAIN OF THE FUTURE

Collaboration will integrate C.H. Robinson’s Navisphere® and Microsoft Azure cloud technologies to make real-time visibility possible in supply chains and accelerate innovation in transportation

C.H. Robinson and Microsoft Corp. announced they are joining forces to digitally transform supply chains of the future by combining the power of C.H. Robinson’s Navisphere,® Microsoft Azure and Azure IoT to meet the changing demands of evolving global supply chains. Through this alliance, the companies aim to enable real-time visibility for C.H. Robinson customers.

“The pace of change we’re seeing in the supply-chain industry today is unparalleled. Being able to quickly scale and adapt our technology is what helps give our customers a competitive advantage,” said Chris O’Brien, chief commercial officer, C.H. Robinson. “As we continue to invest and enhance our technology built by and for supply-chain experts, we look to partner with other best-in-class companies that bring the most value to our customers. Through Microsoft’s Azure cloud platform, we gain more scalability, premier data security and increased application speed, which benefit our customers and carriers around the world.”

Through this collaboration, Navisphere — C.H. Robinson’splatform — will now leverage Azure IoT Central to integrate IoT device monitoring that measures factors such as temperature, shock, tilt, humidity, light and pressure in shipments to give customers an even more detailed level of intelligence about goods as they move through the supply chain. Together, C.H. Robinson and Microsoft work with many of the Fortune 250 companies, which means this alliance makes it even easier to scale and develop new solutions to provide the world’s largest shippers with greater supply-chain efficiency, real-time insights and visibility.

“We are committed to providing customers with a trusted, easy-to-use platform so they can build seamless, smart and secure solutions regardless of where they are on their IoT journey,” said Sam George, corporate vice president, Azure IoT, Microsoft. “We’re thrilled to collaborate with C.H. Robinson as it transforms the supply-chain industry by leveraging our Microsoft Azure and Azure IoT solutions.”

The new collaboration builds on C.H. Robinson and Microsoft’s already rich history of working together. Navisphere Microsoft’s global supply chain, giving the company real-time visibility into inventory, at rest or in motion anywhere in the world. In addition, in collaboration with Microsoft, C.H. Robinson built Navisphere Vision, a global real-time visibility product that leverages Azure IoT solutions, machine learning and predictive analytics to assess potential disruptions across supply chains.

Through C.H. Robinson’s TMC division and Navisphere Vision, Microsoft is driving innovations in its own supply chain to provide more predictability and proactive decision-making to its various business groups.

“The supply chain of the future is smarter, less volatile and can be navigated with a new level of visibility thanks to the power of this relationship. Through this collaboration, our customers receive a greater competitive edge, as well as industry-leading insights and expertise,” said Jordan Kass, president of Managed Services at C.H. Robinson.

In addition to C.H. Robinson’s innovation on Azure, the company is also leveraging Dynamics 365 and Power BI to streamline its customer relationship management (CRM) platform, supporting C.H. Robinson’s commitment to customer centricity from small business to the world’s largest shippers. As part of its relationship with Microsoft, C.H. Robinson will integrate its real-time pricing, execution and transportation management tools into Dynamics 365, making these digitally-driven logistics capabilities available to Microsoft customers.

About C.H. Robinson
C.H. Robinson solves logistics problems for companies across the globe and across industries, from the simple to the most complex. With nearly $20 billion in freight under management and 18 million shipments annually, we are one of the world’s largest logistics platforms. Our global suite of services accelerates trade to seamlessly deliver the products and goods that drive the world’s economy. With the combination of our multimodal transportation management system and expertise, we use our information advantage to deliver smarter solutions for our more than 119,000 customers and 78,000 contract carriers. Our technology is built by and for supply chain experts to bring faster, more meaningful improvements to our customers’ businesses. As a responsible global citizen, we are also proud to contribute millions of dollars to support causes that matter to our company, our Foundation and our employees. For more information, visit us at www.chrobinson.com (Nasdaq: CHRW).

About Microsoft
Microsoft (Nasdaq “MSFT” @microsoft) enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.

PROJECT- ROUTE 2020

A part of the leadership’s vision to promote the UAE’s sustainable development, “Route 2020 Project” is a part of Roads and Transport Authority’s (RTA) master plan to provide integrated multi-modal mass transit systems comprising metros, tram, buses, and marine transport.

Focused on building a globally benchmarked infrastructure and services, it aims to meet UAE’s aspirations themed “Towards the Next 50 Years”. Inaugurated by H.H Sheikh Mohammed Bin Rashid Al Maktoum, Vice President, Prime Minister, and Ruler of Dubai by unveiling an artwork inspired by the phrase “I believe in God” written in Arabic and taken from His Highness poem “The Beginning of the Fifty”, the ceremony was attended by H.H Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai, H.H Sheikh Maktoum Bin Mohammed Bin Rashid Al Maktoum, Deputy Ruler of Dubai, H.H Sheikh Ahmed Bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority and CEO and Chairman of the Emirates Group, H.H Sheikh Ahmed Bin Mohammed Bin Rashid Al Maktoum, Chairman of Dubai Media Council.

“The UAE has exceptional goals and ambitions. Today we are moving with confidence, determination, and a clear vision to attain the highest levels of excellence in various fields. Our objective is to provide people with everything that ensures their well-being, stability, and happiness and establishes a prosperous future for the coming generations. The world is entering a phase that brings unprecedented challenges that some may not be prepared to deal with. However, we have a strategy designed to tide over unforeseen challenges and create a positive future. Our nation is equipped with the plans, competencies, and expertise needed to navigate these challenging global circumstances. We can overcome all obstacles while sustaining our progress and generating new opportunities,” said Sheikh Mohammed.

The AED11 billion Route 2020 project links seven stations and is a 15 km extension of the Dubai Metro Red Line from Jebel Ali Station to Expo 2020 Station and is scheduled to open to the public in September this year.

The brainchild of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Dubai Metro, and Route 2020 reflects His Highness’ belief that the superior Metro infrastructure system serves as the backbone of transit systems connecting the key areas of Dubai.

Route 2020 has 46,000 riders per hour in both directions (23,000 riders per hour per direction). RTA’s studies expect the number of riders using Route 2020 to reach 125,000 per day in 2021, and 275,000 riders per day by 2030.

The Expo 2020 Station is expected to record about 35,000 Expo visitors during weekdays and increase to 47,000 during weekends. This number accounts for 29% of the total expected number of daily visitors of the Expo”, explained Al Tayer. The new project aims at creating a vital future link between several Dubai communities and serves as a symbol of sustainability, progress, and innovation for present and future generations.

MOHAMMED AL TUWAIJRI NOMINATED AS DIRECTOR GENERAL AT WTO

Saudi Arabia’s former minister for Economy and Planning, Mohammed Al Tuwaijri, has been nominated for the position of Director General at the World Trade Organisation (WTO). Mohammed Al Tuwaijri had been the head of risk management at Saudi British Bank before becoming the Managing Director and CEO of JP Morgan Saudi Arabia, after which he moved on to serve as the Group Managing Director, Deputy Chairman, and CEO of HSBC Bank Middle East and North Africa.

He was the kingdom’s minister of economy and planning from 2016, before being relieved in March. As a minister, Al Tuwaijri oversaw sweeping changes the economy initiated as part of Vision 2030, which has set a target of raising the private sector’s contribution to the GDP of 65 percent from its current 40 percent.

In an interview with Al Arabiya at this year’s World Economic Forum in Davos, Al Tuwaijri stressed the importance of the non-oil sector in securing growth. The race is on to lead the World Trade Organization out of the worst crisis that it has faced in its 25 years of existence. “We care to increase the local content and provide jobs when looking into the economic growth, and this is one of the main objectives of Vision 2030, from the privatization program to the industry program,” he stated.

Responsibilities endowed

The newly appointed leader will be entrusted with the task of rebuilding the trust and credibility of the organization, rebooting its deadlocked negotiating agenda, and restoring its paralyzed dispute settlement system keeping in mind the worldwide recession, the pandemic strike, the US-China battle for trade supremacy, an American election season, and also against Brexit’s threats to add instability in the economic relationship between the UK and the European Union.

DR. JINAN AL OMRAN AS DIRECTOR OF SUPPLY AND LOGISTICS

Saudi Arabia has yet another feather in its cap. Dr. Jinan Al Omran was appointed as the Director of Supply and Logistics in Prince Sultan Military Medical City, becoming the first woman appointed to head logistics in this sector.

Dr. Jinan stated that the state has helped women assume responsibilities in areas like construction and, therefore, stress their intention to work in the Supply and Logistics Department to achieve leadership aspirations. Dr. Jinan also pointed out the long term and short-term plans to improve the supply chain of medicines, medical and surgical materials, and non-medical materials in transportation, storage, packaging, distribution, and all logistical services to ensure the supply chain localization and focus on digital transformation. She further emphasized that these goals can be achieved only with team spirit, development of all skills, and strengthening mechanism for developing the performance of management that I aspire to be the perfect model among the catering and logistics departments in all sectors.

Logistics – the backbone of global trade

The growth of logistics services in Saudi Arabia and the Middle East is one of the most developed areas and accounts for up to 40%, making it sure that the logistics industry is the backbone of global trade. Employing 15% and 20% of the workforce in developed countries, this sector plays a vital role in the Vision 2030 strategy.

Dr. Jinan Al Omran has also hailed the appointing women leaders in catering, supply chains, and logistics services. It is a very promising venture that accommodates diligent and ambitious talents from among men and women without any exception.

She further added, “The aspirations of the Saudi citizen have no limits. We, as women, are part of the ambitious nation. We have a passion to work together, to keep pace with aspirations to achieve the best”.

FROM ‘FREEZER FARMS’ TO JETS, LOGISTICS OPERATORS

PREPARE FOR A COVID-19 VACCINE

Logistics providers are building giant cold-storage facilities, or “freezer farms,” and lining up equipment and transportation capacity as they gear up for the rapid delivery of millions of doses of potential coronavirus vaccines worldwide.

Drugmakers have been racing to build supply chains for their coronavirus vaccine candidates, finding manufacturing sites, and ordering specialized production equipment. As some drugs advance to final-stage clinical trials, logistics providers are making preparations to deliver them securely.

The distribution operation—taking drugs from far-flung manufacturing sites to medical teams via warehouses, cargo terminals, airports, and final storage points, all in a matter of days—promises to be a logistics high-wire act with risks at every stage. Breakdowns in refrigeration equipment, transportation delays, broken packaging, or other mishaps could leave many thousands of doses useless.

Drugmakers with vaccines in final-stage clinical trials expect their products to require strict temperature controls. Moderna Inc. said it expects its vaccine to require minus 20 degrees Celsius storage. Pfizer Inc. said the vaccine it is developing with German partner BioNTech SE will probably have to be stored at minus 70 degrees Celsius, plus or minus 10 degrees. AstraZeneca PLC said it expects the vaccine to develop with University of Oxford researchers to require refrigeration, but declined to give details.

Logistics operators have been expanding their refrigeration and freezing capabilities in recent years, particularly as the health-care industry has grown, and pharmaceutical transport has become a more significant business.

ADNOC L&S AND WANHUA CHEMICAL GROUP FORM SHIPPING JOINT VENTURE

ADNOC Logistics & Services (ADNOC L&S), the shipping and maritime logistics subsidiary of the Abu Dhabi National Oil Company (ADNOC), has announced the formation of a new strategic joint venture (JV) with Wanhua Chemical Group (Wanhua).

The new company named AW Shipping Limited is incorporated in Abu Dhabi Global Market (ADGM) in the United Arab Emirates (UAE).

This strategic JV agreement further strengthens the collaboration between ADNOC and Chinese companies and builds on the deep-rooted bilateral relations between China and the UAE. The JV underscores ADNOC’s focus on value-creating deals and will support the delivery of its 2030 smart growth strategy.

AW Shipping Limited (AW Shipping) will own and operate a fleet of huge gas carriers (VLGCs) and modern product tankers. The company will be responsible for transporting LPG cargoes and other petroleum products, sourced from the ADNOC Group and global suppliers to Wanhua Group’s manufacturing bases in China and around the world. To deliver maximum fleet efficiency, the company may also pursue other market opportunities.

H.E. Dr. Sultan Ahmed Al Jaber, UAE Minister of Industry and Advanced Technology and ADNOC Group CEO, said: “We are very pleased to establish this strategic joint venture with Wanhua Chemical Group. This creative win-win partnership strengthens our growing relationship and will deliver greater value and efficiency for both our organizations.”

Mr. Liao Zengtai, Chairman of Wanhua Chemical Group, said: “We are very glad that joint venture has been established with the concerted efforts of both parties. The new company will strengthen the strategic cooperation between ADNOC and Wanhua and will also ensure the stable supply of LPG cargoes and other petroleum products for Wanhua system. More importantly, the cooperation will make contribution to the “One Belt, One Road” project.”

ADNOC L&S was formed in late 2016 from three ADNOC subsidiaries, ADNATCO, IRSHAD, and ESNAAD. The integration created synergies between shipping, marine services, offshore logistics, and onshore logistics to create the largest integrated shipping and maritime logistics company in the GCC. ADNOC L&S provides safe, reliable, and cost-competitive maritime and logistic solutions to ADNOC Group companies and more than 100 global customers.

Wanhua Group is one of the world’s leading producers for methylene diphenyl diisocyanate (MDI). It is a key ingredient in the manufacture of high-performance adhesives, and synthetic fibers go into a wide range of industries.

UAE’S FIRST “E- DELIVERY ORDER” INTRODUCED BY DUBAI TRADE

The “Electronic Delivery Order” has been introduced by Dubai Trade, DP World’s single window platform for cross border trade. This sophisticated new technological tool will allow supply chain stakeholders to handle complex import processes with the click of a mouse.

Beneficial in COVID Times

The E-Delivery Order is tailored to support trade, logistics, and supply chain players from the pandemic’s operational disruptions. With the new highly digitized process in place, shipping agents, freight forwarders, and Beneficial Cargo Owners (BCO’s) can avoid over the counter operations that require physical visits.

The company has successfully processed more than 17,000 transactions for 1400+ customers and aims to keep growing and adding to this number. Few of the global customers who have availed of Dubai Trade’s services include shipping agents Ocean Network Express, Peninsula Shipping, Hapag Lloyd Middle East, Gulf Agency Company (GAC), and top freight forwarders Globelink West Star Shipping Kuehne+Nagel and Freight Systems DWC. The E-Delivery Order promises and delivers a cost-effective, efficient, and time-saving mechanism on the Dubai Trade Portal to users from the safety of their homes.

Mohammed Al Muallem, the CEO and Managing Director, DP World, UAE Region, said, “Adapting to new technological innovations in the trade and logistics industry has become imperative in these days of global uncertainties created by the COVID-19 pandemic.”

Dubai Trade’s “E-Delivery Order” minimizes cargo clearance turnaround time, increases competitiveness, eliminates paperwork, creates greater visibility in cargo flow, thus liberating the UAE’s trading community from the inefficiencies of manual intervention and related costs.

Hussain Alblooshi, Chief Operating Officer of Dubai Trade, added, “We have always been pro-active when it comes to innovation for companies using the Dubai Trade e-platform and aim to provide unparalleled trade solutions in the UAE. We are proud to introduce a country-first Electronic Delivery Order in the UAE’s trade ecosystem. This automation will make the existing manual process redundant and reduce the operational costs while helping the company adopt sustainable delivery processes. Our customers will be happy to know that the new system eliminates 80% of paperwork and physical visits and cuts turnaround time by a similar count. Additionally, customers will experience seamless automated payment collections and reconciliations, lower overhead costs, and costs related to operating counters.”

Throughout history, Dubai Trade has been known for its best-in-class e-services and its ability to integrate various trade and logistics service providers in Dubai under a single window. Indeed the “E-Delivery Order” marks a step forward in digitizing the management of logistics to increase the resilience of the trade and logistics sector, which has been classified as an essential service by the UAE government.

TENTATIVE SIGNS OF RECOVERY IN THE UAE

IN THE MONTH OF JUNE

For the first time since March 2020, the private sector activity recorded improvements in June. This has been due to ease in restrictions that had been initially imposed due to the COVID-19 pandemic. Though there has been a tentative rise in work orders, a reduced workforce is being done due to the pandemic. According to the latest Purchasing Manager Index (PMI) issued by the research firm-IHS, Markit, “Confidence about the business outlook continued to improve, reaching the highest since March.”

Hopeful signs with June scores

David Owen, an economist with the IHS Markit, has stated, “The latest survey data offered hopeful signs for the Dubai non-oil private sector.”

The IHS Markit numbers show the immediate beneficiaries to be the construction sector, wholesale, and retail sectors for the first time since March as they have shown significant “activity growth.” These sectors have benefitted from the ease of restrictions, while the travel and tourism industry did not show a positive note.

Another significant point that cannot be missed is that though more orders keep coming in, severely hit firm had laid off staff due to the pressure to lower costs. Since March, the drop in employment has been sharp and broadly in line with the average. This led to a record low in April, thereby showing that the business expectations were much weaker than before the onset of the COVID-19 pandemic.

Owen reaffirmed, “Firms direly need a boost to cash flow, as many have been left struggling with low revenues and high-cost burdens in June.”

Comparatively, June’s 50 scores showed significant improvement on May’s 46 reading. A score below 50 signifies an economy and business activity in contraction mode.

COVID-19 RESHAPING THE WORLD OF LOGISTICS

With an increasingly interconnected global economy, the impact of the pandemic is widespread. With the overall decline in economic activity, even large corporates are beginning to feel the heat. The governments’ wide range of containment measures has resulted in the shutdown of manufacturing and labor disruption through enforced isolations, travel bans, and border controls.

The pandemic made organizations rethink ways to reposition the supply chain to be more resilient in future threats and disruption.

The key areas are:

1. Safeguarding employees: Employee’s physical and mental wellbeing is to be taken care of. Exercise best in practice corporate social responsibility (CSR) for employee stability. A backup plan should be in place to help affected staff, including increased automation, remote working arrangements, and other flexible resourcing in response to constraints.

2. Assessing supplier risk: A response team needs to be created to facilitate an open and consistent flow of accurate information between key stakeholders, maintain stakeholder confidence, and also to focus on supply chain assessment and risk management. The response team should be able to use alternative modes of transportation and conduct trade-offs according to the needs, cost, service, and risk scenario analysis. Regularly reviewing contracts with key customers and suppliers helps understand the liability involved in the event of the supply shortage. Maintaining a value chain assessment of other risk factors involved helps to understand the reasons for escalating costs.

3. Managing working capital and business plans: It is important to revise cash flow, working capital management, and inventory to predict demand and supply conditions. Review organization-wide sales and operations planning and integrated business strategies to ensure tactical and strategic business planning gets synchronized amongst all business functions. Businesses with data-rich environments can harness procurement, operations, and research and development (R & D) using advanced simulations to identify optimum performance trade-offs.

4. Micro supply chains: The existing model of supply chains is such that the reduction of costs has led to the creation of large, integrated, global networks that gain profit through outsourcing manufacturing to emerging economies backed by long term contracts. However, the pandemic and the increasing trade tensions are encouraging organizations to question the best operating model. At this point, they need to consider the benefit of shifting their present operating model towards micro supply chains.

5. Collaborative supplier relationship: The pandemic simulated environment can be used as a platform with time and investment to build a foundation of trust and transparency that leads to a collaborative relationship with critical suppliers. A shared vision of goals, motivations, and partnerships develops organizational resilience.

DIVERSIFIED SUPPLY CHAIN-QATAR’S ANSWER DURING THE PANDEMIC

The global supply chain system had already been a victim of the rising tide of economic nationalism and protectionism. The COVID-19 pandemic only added to the stress on the already suffering economy.

Speaking at the opening of the digital roundtable “Qatar at the Crossroads of the World” organized by The Business Year (TBY), H E Ahmad Al Sayed, Minister of State and Chairman of QFZA stated, “Qatar and the Qatar Free Zones Authority (QFZA) had a head start in dealing with the coronavirus crisis due to the country’s experience, and has greatly benefited from its diversified supply chain.”

He further added, “Cost-efficiency can no longer be the only guiding principle of the supply chain. And the world must now ensure that supply chains deliver value for money and have resilience built-in that they are resistant to their future disruption, so the global economy can keep moving.”

The need to accept the added complications by building resilience in the supply chain and maintaining the customers’ operational efficiency is the need for the hour.

The roundtable also featured many experts like the international trade leaders from the United Nations on Trade and Development and World Economic Forum and representatives from the Pharmaceutical, Food, and Beverages, and Logistics sector.

Al Sayed also emphasized that Qatar and QFZA had already diversified the supply chain to ensure the world and Qatar remain connected. For this, they have a tried and tested system that proved its worth during the pandemic. He pointed out the various opportunities available at QFZA included new infrastructures with tailor-made solutions, support for the Qatar 2020 Legacy Project, and the opportunity to partner with top Qatari companies like Qatar Airways and Qatar Petroleum.

As the pandemic leads to disruption and shift in the existing business models, it is ideal for increasing reliance on technology and innovation. This would only help accelerate Qatar’s diversification efforts, said Lim Meng Hui, CEO of QFZA.

Hence the Free Zones are now focusing on creating partnerships with non-oil sector companies. He further added, “We continue to study this development, and we hope to develop new policies and strategies. Post COVID-19, emerging technologies, and advanced industries sectors are expected to grow even more. We have already identified these as strategic areas for QFZA, and we will continue to identify innovative companies in these areas, such as IoT, electric vehicles, and more”.

Hui added that the QFZA plans to expand to new areas such as logistics, e-commerce, regional distribution, and small-scale production in certain value chains.

Ayse Valentin, CEO of TBY, who was present during the webinar, stressed the role of Free zones in attracting direct foreign investment to develop a balanced, diversified economy.

She also stated that global trade is currently facing a harsh period due to the COVID-19 pandemic and rising protectionism by the governments.

7 KEY AREAS TO BOOST INDIA’S EASE OF DOING BUSINESS RANKINGS BY THE CII

The exorbitant logistics cost has always been the bane while doing business. Confederation of Indian Industry (CII), the industry body has highlighted this as a deterrent in India’s mission to be a self-reliant nation.

Mr. Chandrjit Banerjee, Director General, CII said, “While many policies have been announced for a facilitative investment climate, effective translation into ground-level outcomes will help investor perceptions and further boost confidence. We believe that taking the ease of doing business route can unlock huge potential when the world is seeking new investment opportunities”.

The premier industry body also stated, “India’s high logistics costs impact its competitiveness. This will require medium-term action such as increasing the share of railways and waterways in transport, improving first mile and last-mile connectivity and reducing port dwell time. Cross subsidization of freight should be rationalized.”

More outcome-oriented action on Ease of Doing Business (EODB) is the route to India’s mission of self-reliance and should be the way forward. Sustaining this reform momentum can drive in new investments, including overseas investment.

If strong measures are taken up in the following seven areas, it can pave the way for the reduction of cost and time, making the Indian industry competitive.

1. Single Window System
Effective implementation of an online Single Window system is needed for strengthening EODB.

2. Regular Monitoring
Single interface, regular monitoring by the Chief Secretary of a state, and time-bound approvals are to be implemented in all states.

3. Compliance
Compliances for labor regulations need to be speeded up at lower costs for which a quick and low-cost trade facilitation mechanism should be in force. For example, the states can follow the example of Uttar Pradesh by exempting the industry from specific labor laws for three years.

4. Digital Reforms
Digital reforms like virtual court proceedings, e-filing, and work from home could help speed up the court deliberations and the challenges faced while enforcing contracts due to insufficient commercial courts and infrastructure.

5. Inspections
Computerized risk-based inspections, synchronized joint inspections, and differentiated inspection requirements for low-risk industries reduce the inspection burden on companies.

6. Exemptions
The CII has also suggested that the MSME sector be exempted from approvals and inspections for three years under state laws while following all rules.

7. Self-Certification
For those MSMEs with a good track record, a self-certification route can help for renewals and approvals.

The latest World Bank report reveals that India’s ranking has significantly improved from 142nd to 63rd. This leap of 79 positions is due to the series of reforms across various areas introduced by the Central and State

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