The End of The “Sales & Marketing Glory” and Emergence of “Execution Teams” as The Future of Logistics

I would segment our business into two parts:

A.     Business creation team

B.     Business execution team

Typically , A would constitute sales people (who these days sell nothing , just say  yes or  no, to customer’s rate target since service is known and doesn’t need to be sold) marketing people who would entice customers with brand value if it really meant anything – ask if the brand “ go airways is better than spice jet” or if “ Emirates is better than Etihad” and i really don’t think we have a concrete answer.

Its like asking “do you like ambuja cement or binani cement“ well i need good cement at a good price, period.

So, in logistics / consolidation business – A has become a menial task which is needed for only 10% of the job , which is more of keeping in touch with clients and servicing crony customers needing kickbacks / favours / ego massages etc but not really related to business.

The sales teams were historically the glamorous and heroic teams who were the only custodian to clients secrets and had street smart ways to get things done. But it all changed with the information age. Everything is on the click of a button, its a google-ised society and information keepers or sellers are no longer needed

You need information – you don’t need a sales man – you need to click a button on your computer and have much more data than you need

Where in the world are any new businesses having “sales teams “ they aren’t – because it has all changed due to free information flow.

Need to buy a jaguar? go to the site, see everything

Need to buy a plane ticket ? go to a site buy it

Need vessel details? the site has it all Need to book a term deposit with the bank , go to the site and do it, after comparing rates

Need insurance, do it online after comparing premium

no longer do you need  middlemen, salesmen, agents,  representatives etc

A decade back, yes, we needed one. But today ?

We say we educated the customers , but we didn’t, we just informed them, they are loaded with information but not necessarily educated or else they would never let us make a single dollar of profit.

“Information” is different from “education”

The emergence of B is the story of the next decade.

B, would typically comprise:

Customer service teams – who actually start the work of communicating and formally quoting, sending routings, making line bookings, co-ordinating with clients, vendors and in house teams for maximum through put – they are typically “confidence building” teams and if they are good, clients trust the organisation and gain confidence.

Pricing teams – who can be part of customer service since they actually work on the buy rates which is really what we have in our hand since sell rates are common and known , ours has become a commodity business where sell side things are known and cannot be altered – no pricing power basically, I wish pricing teams actually were about sell side pricing power  and not just the buying side. But they are important since they help create the “oh so important” bottom-lines for balance sheets.

documentation teams – who opens jobs, file manifests, issue delivery orders, bills of lading which are so very important, a wrong bill of lading could mean legal issues, a wrong delivery order could mean jail, a wrong manifest would mean amendment and money, a job opened wrong could mean a wrong MIS to management.

Operation teams – who would transport, destuff, stuff, latch , chain, put on board – a wrong stuffing means money, a wrong latch means damages which is again money, a transport mistake means delay and again money.

So if you actually analyse, all the B teams MEAN MONEY.

They are much more important, need to be paid much higher, need to be trained much more, need to be retained at any cost, need to be motivated more than anybody.

So an air ticket costs lets say “5000” on 3 airlines, just like it costs 10 dollars freight from port A to B wether on XYZ logistics or ABC forwarder or PQR consolidation services.

So businesses which will manage their back end well, which will in turn save money, reduce mistakes which again saves money will be the ones to gain and sustain.

And therefore I reiterate that

B   Is the future

A   Is important

But today, the new diseases are cancer and heart failure, nobody dies due to small pox or flu.

Lets accept it, business creation is 10% and business execution is 90%.

We need to breathe air through the nose – 10%.

When air enters, wind pipe, nose hair, lungs, blood, all have a bigger function – 90%.

Managements, Finance teams, Heads of stations, departments etc – take note, the world has changed.

You dont hear the song  “chithi aayi hai (Pankaj udhas)” today, that is so 90’s.

You dont hear the song  “what is mobile number” of Govinda hasina maan jayegi, that is so 2000.

You hear in 2015 : chal beta selfie lele rey…

God bless

Rahat Talreja

PS: when pricing power is nil, only internal systems matter

Arrested Vessel Escapes Maltese Waters

In today’s day and age there are many advanced tracking methods introduced to monitor the movement of vessels in the territorial waters;  However, despite the same, there have been occasions when arrested vessels manage to flee from their specific jurisdiction, thereby tricking the automated tracking systems. The most recent incident being, MV Madra which escaped the Maltese waters.

Malta imposes penalties on corrupt ship owners who break the law and escape the Maltese waters.  Pursuant to Article 865 of the Code of Organisation and Civil Procedure, when a vessel subject to arrest warrant escapes, a penalty of Euro 116,470 shall be paid by the following parties, namely, the owner, bareboat charterer or the person who is in possession of the vessel during the time of breach. In a recent case “Cassar Fuel Limited vs. MV Madra”, the Maltese Civil court examined the application and interpretation of the said Article.

Facts:

The vessel MV Madra was arrested due to default in payment to M/s. Cassar Fuel Limited and subsequently it absconded.  The Master of the ship along with the crew switched off the vessel’s automatic id system, which was the only security that Cassar Fuel Limited had and escaped the Maltese waters.  Cassar Fuel Limited initiated the proceedings in rem against the vessel for the penalty payment as stipulated in Article 865 of the code.  One of the key issues in question was whether an action could be brought against the vessel or the person(both legal and natural) who fled the vessel from Malta in violation of the court order.

Findings:

Jurisdiction of the Courts was determined on the following factors:

  1. 1.The subject vessel should be in Maltese waters
  2. 2.If the ship owner remits the claim amount as alternative security in court, then it would be an exception to the first rule
  3. 3. If an alternative security has been remitted in the court instead of the vessel, then the ship owner could leave the territorial waters.


However, in this case no such deposit was made by the vessel that jumped arrest.  Further the proceedings under Article 865 would be based on the presumption that the vessel is no more within the territorial waters of Malta, which by itself would defy the requisites for jurisdiction in rem.  Therefore, the court held that the claim for penalties under Article 865 could not be initiated against a vessel in rem.

Decision:

The Maltese court concluded that the proceedings be commenced in personam against the ship owner, the bareboat charterer or any other person in possession of the vessel during the time of breach.  The court concluded that the right to claim the penalty under Article 865 is totally independent from the underlying claim, and as such the proceedings should be commenced in personam against the individual(s) who removed the vessel from the Maltese water.

Conclusion:

After a thorough interpretation of Article 865, the court confirmed that the said Article provides a partial remedy to the Creditors where the vessel escapes the territorial waters.  An arrest warrant could be recognized as a kind of security granted by the courts when it is yet to determine the case based on merits.  However, the court confirmed that, as it is rightly explained in Article 865 of the Code, the right to claim penalty is without prejudice to the creditor’s alternative right to chase behind their claim.

To Selfie or not ot selfie

Many years have passed since football legend Pele visited Kolkata and a lot has changed since then. A few weeks ago, when he was greeted by fans at Atletico de Kolkata’s ISL fixture against Kerala Blasters at the Vivekananada Yuva Bharati Krirangan Stadium in Salt Lake, Kolkata; one thing other than football was also uppermost in fans’ minds – get a selfie with Pele. This thought is so far removed from Pele’s first visit, thirty-seven years ago; no one would have predicted that the word “selfie” would have gained so much prominence. But fans, who managed to take selfies with Pele, soon started posting pictures of their memorable moment on social media. Twitter, Facebook and Instagram were soon full of selfies with Pele.

It is only two years ago that the Oxford English Dictionary, an icon of the English language, gave the accolade of “Word of the Year” to “selfie”. Since then the word has become a feature, for many of us, in our everyday language. For the uninitiated, and others will tell you that you had better get with it, a selfie is a self-portrait photograph, typically taken with a mobile phone camera, held in the hand or supported by a selfie stick.

Ranging from the flattering, casual and sometimes bizarre, most selfies are taken with the mobile held at arm’s length or pointed at a mirror so as to avoid using a self-timer. But the one indisputable fact of a selfie, which makes them so much in demand, is the overarching thought that if it happened then there must be a picture. No picture then it didn’t happen!

However the temptation to take a selfie and post it almost immediately on social media has brought its own problems. Just like pressing the send button on an email, and then regretting it soon afterwards, selfies are being posted without any thought to the unexpected consequences. Once posted on social media, selfies can soon attract reposts and retweets gaining so many views they are deemed to have gone viral. What the picture taker felt was a personal view of an event, to share with a few friends, becomes everyone’s property on which to make comment – good or bad.

When Danish Prime Minister Helle Thorning-Schmidt was shown taking a smiling selfie, sitting in-between US President Barack Obama and UK Prime Minister David Cameron, it probably never crossed her mind that she was going to create an international commotion. Although the selfie was taken at a memorial service for Nelson Mandela in December 2013 it is still, even now, doing the rounds as a selfie “in bad taste”.

Believe it or not more people have died, in recent years, while trying to take a “selfie” than from shark attacks. You may wonder how these unfortunate tragic selfies occurred.  There is the 66 year old Japanese tourist who fatally injured himself, after falling down some stairs, whilst taking a selfie at India’s Taj Mahal. Others have been killed getting too close to wild animals for that once in a lifetime selfie. In 2014, organisers of the Tour de France were compelled to ask spectators to “respect the riders” after a number of accidents occurred when spectators ran onto the roads to take selfies.

These situations arise because selfie takers frequently become so engrossed in achieving a “wow-factor” picture they forget about what they are actually doing. Of course as the selfie trend grows so do the opportunities for others to make money. Have you spotted the product placement which appears in many of the celebrity selfies? You can safely bet this is not by accident. But the image that the celebrity selfie encapsulates is one that today’s selfie generation is attracted to follow – to take part in what seems glamour and fun. Posting a selfie democratises the idea of celebrity and the dream of instant success. For one moment, as the selfie is taken, that person is making a self-confident statement.

However like many things it is all “ifs and buts” so as many of us will be tempted to take selfies, especially during festive celebrations, there is little point waiting on the side-lines as just one selfie might make YOU famous. Like the lottery saying, “You have to be in it to win it” and with fame should come some good fortune. So smile everyone please this “Kaleidoscope Team” selfie is about to go VIRAL!

Lucky Winner

As part of our continuous commitment to the freight forwarding fraternity, CSS initiated a thank you scheme over 6 years ago, whereby one lucky name out of the scores of business cards that are dropped into the raffle bowls placed at the Delivery Order Counter will be rewarded with a gift.

The winner picked selected and rewarded for the months of July-August 2015 was Faheem from Pearl Shipping Services LLC who walked away with gift vouchers worth AED 200 from Lulu, presented by Fida Asghar, Team Manager, NVOCC, CSS Dubai.

Chairman’s Message

In CSS we have always been gifted with a pool of brilliant people who demonstrate an ability to lead from the front. This has brought us well deserved rewards in return for our endeavours. Console Shipping Services India exemplifies this because their accomplishments deserve high acclaim. Accordingly it gives me great pleasure to congratulate the entire CSS India team. It is their drive and commitment that has led to remarkable success. It gives me personally a sense of pride to acknowledge the development of CSS India especially as it now has a presence in nine major cities.  As they have completed eight glorious years, in the field of ‘Shipping and Logistics’, from Mumbai, Delhi & Chennai regions, we must not lose focus on the fact that it was their forward planning and strategising that enabled them to identify and prioritise opportunities.
At this landmark time my advice, to the entire CSS India team, would be for them to analyse and quantify all the feedbacks they have received. Understanding these and subsequently developing meaningful responsive strategies will take us to the next level of success. There is no doubt that Console Shipping Services India is sailing forward and promises to deliver remarkable growth because of our dedicated, progressive and dynamic team.
Just like our colleagues in India, we need to be not only actively aware but also responsive to feedbacks as precursors for recognising new opportunities. It is this rationale that has resulted in CSS Group starting operations from Saif Zone, Sharjah. By following these examples, I have no doubt that we will all be spurred on to greater achievements.

Saluting a Success Story

Console shipping services India Pvt. Ltd. completes 8 years of Full fledged operations from major Indian cities

Console Shipping Services India Pvt. Ltd. reaches the land mark success of completing 8 years in the field of Shipping and Logistics from major cities like Mumbai, Delhi & Chennai whilst Tirupur branch has completed 11 years of operations. A company started with a single office in India has grown to become one among the leading names with 09 offices for catering to the shipping and logistics needs. CSS India is a part of CSS Group which has created its own name in the global shipping and logistics.

“CSS India is a shining example of success as it has taken very less time to grow with the aspirations of the management and proved to be a trust worthy partner across the globe. We feel humbled with this success” mentioned T S Kaladharan Chairman, CSS Group.

Today Console shipping services India operates from Ahmedabad, Bangalore, Chennai, Cochin, Coimbatore, Delhi, Mumbai, Tirupur and Tuticorin offering services in both Import and export management of Cargo.

Mainly focusing on the consolidation business, CSS India is now developing its strengths in Air freight management sector as well. Remarkable progress has been witnessed in the project management handling with many major projects which were successfully handled and received client appreciation.

An  Excellent  Team  Work


This successful journey has been built on the trust and confidence of our agents, valuable clients, other associates and most importantly our management and staff.

The strategy of CSS India is teamwork which leads to achieve greater heights with continuing enthusiastic efforts. This journey was filled with challenges which seemed impossible at certain times but with continuous and focused efforts we could achieve targets and our organizational goals.

We as a team of young qualified professionals have put in our hard work in reaching a landmark achievement. This has earned us reputation as a service provider amongst the trade with expertise in consolidation and logistics solutions which attracts most of the major shipping lines, forwarders, NVOCC and custom agents to have trust in us. The guidance and leadership shown by our senior management team is truly remarkable and always helped us, sharpen our focus and enabled us to be more targeted toward our goals. Going forward, we would request our customers, vendors & partners to continue patronizing this organization and support us in executing our vision.

Professionalism  &  Commitment


CSS India went through its troughs and waves and here we are, completing 8 years of learning and growth, inspite of the challenging scenario on profitability due to the deteriorating macro trade in the logistics business.

However the key reasons of passing through and looking firm are:

  • We could unlearn faster
  • For us, reality was more important than perception of reality
  • We chose to leave behind legacy issues of the trade
  • We competed only with ourselves
  • We offered complete transparency to our clients – straightforward and real feedback – sugar was never on our menu. Clients respected that in the long term.
  • Organization culture was of complete cohesiveness
  • Though they sound clichéd, Professionalism and Integrity are the pillars of our existence

A word of Gratitude

CSS India Director, Jairam K R speaks about their successful journey and their ambitions, in an interview with Lighthouse

As a team leader for CSS India, could you please tell us about the success you recently achieved?

It’s been a modest start from CSS India from Mumbai, Delhi & Chennai since 2007; however the Tirupur office was functional from 2004 onwards. From the beginning itself it was challenging and interesting at the same time. Since being in the industry for a very long period and having a very good rapport amongst the big and small players in shipping and logistics, my first focus was to put a proper and professional team in place when we began. Even though I have always believed in leading from the front, it’s been an excellent team effort and each and every one at CSS has contributed in his/ her own way from day 1. Today having been completed this journey, I still believe that we have a long way to go and achieve.

How would you describe the position of CSS India today in the market?

Today CSS in India has grown to become a reasonable good service provider. We focus on small and middle level companies who contribute to more than 70% of our business.  We are on a consolidation mode currently. We have trust in ourselves and the service we provide. Being a thorough professional, we could hardly compromise in the quality of our rendition. It is this quality that propels our customers to stick on with us forever.

How has CSS evolved to meet your client’s needs?

At Console shipping services India, every single customer whether small, medium or big are treated with respect and with utmost care and customer retention is our main focus. Even though its cargo, we know that it’s wrapped up in somebody’s sentiments. It is this understanding which has brought us the recognition as a client friendly cargo handler. We are open to discuss anything at any point of time regarding the job we are doing with our customer. This transparency has created a comfortable space within us and our client. In this technology driven world, CSS constantly upgrade our technology to stay Online with the market requirements.

After the recently commenced Ahmedabad office, do you plan for more presence in the country?

We plan to establish and consolidate our position first in Ahmedabad and then slowly diversify to other areas in Gujarat. We do extensive market study before opening an office in any location. Right now we have 9 offices in India and all these are managed by professional team. Major offices like Mumbai and Delhi can cater to the suburban areas and closer towns as well. Also we have satellite presence in small towns to work as support stations which we are not mentioning here. India being a very large country we need highly skilled and dedicated manpower to satisfy your professional requirements. Hence, we plan and strategize much prior to setting up an office.

Today CSS Group is seen as a global player in freight forwarding and logistics, how far CSS  India benefits with this recognition?

CSS Group consists of CSS Middle East and India. We have very strong presence in the Middle East like we have in India. Since the platform, agency network, the style of operation and the quality of deliverance are all same, that is of high standard, CSS Group as a single entity benefits largely from these and CSS India is no different.

What plans are in store for the immediate future?

The current market condition does not auger an expansion program. Every day is a new day and every opportunity is a chance to learn more. We are using our resources to enhance the present offerings in the market and strengthen our consolidation business. We have plans to enhance the CRM features in the software which are under discussion with our IT department. At the same time, we are adding another vertical to our business and this is Airfreight. We are working towards acquiring our own IATA in this regard.

3PL Services from CSS Kingston Logistics FZC

CSS Kingston Logistics provide 3PL services using our own infrastructure, skill and expertise. Ideally located inside the SAIF Zone provides direct access to major airports and airlines. Being the first and the only licensed 3PL service provider inside SAIF Zone, we offer our customers services that include air & sea freight forwarding, pick and pack, assembly, warehousing, packaging, shipping, and transportation. Our cost efficient and effective container transportation enables the products to be ready for distribution within the shortest possible period. CSS Kingston Logistics can support supply chain requirements throughout the product lifecycle. This starts from procurement and product packaging through final services such as liquidation and recycling.

Our services include:

  • Procurement & Packing
  • Storage and distribution
  • Logistics management
  • Reverse logistics
  • Survey and research


With our extensive network within and outside the UAE and a large pool of skilled man power, CSS Kingston Logistics can create and execute a truly global programme for your Supply Chain Management requirements. We guarantee you the most cost effective solutions for the requirements.

CSS Kingston storage facilities provide comfortable space for both Covered (110,000 Sq Ft) and Open yard storage (87,000 Sq. Ft) of your goods. The fully racked space is conveniently created for the smooth and quick movement of your cargo. We make sure to reduce the turn time and thereby ensure maximum value for your expenditure.

The open yard facility provides ample space for the heavy forklifts to work without hassles. This space can be well utilized to store your Breakbulk and ODC cargo requirements safely.

Welcome Onboard

CSS Group welcomes Gillian Alexander Pradhan who has joined CSS Kingston Logistics as Branch Manager.  Gillian carries with her a rich professional experience of 18 years including CSS Group from 2002 onwards. She took a break of 2 years in India after her assignment in CSS Abu Dhabi. Gillian is excited with the business prospects in SAIF Zone and the Northern Emirates and commented to Lighthouse that she is delighted as well for the opportunity given to her once again by the Senior Management of CSS Group to work with them. “Using the skills I have garnered over my 12 years work experience with CSS Group in various departments I am confident that I can add to the dynamism of the team and be a part of the drive to change the experience that businesses in this region have in working with logistics providers” said Gillian. Lighthouse wishes her all success in her future endeavors.

Centrally Located New Storage Facility

CSS Homeward Bound announces the new state of the art warehouse facility in Al Quoz.


CSS Homeward Bound has acquired a state of the art warehousing and storage facility, in Al Quoz. Complete with proper racking and convenient loading bays, the new facility offers you any storage requirement you have in their 20,000 sq ft area of warehouse space. They offer both normal and temperature controlled Storage solutions, customizable to suit specific cargo requirements.

The niche services at this facility include Personal effect storage, short term or long term; either through our premium CSS Homeward bound services or using our SDS BOX (Self Door Storage).

SDS BOX storage services can be customized to suite specific requirements, storage units range from a 5 cubic meter up to 10 Cubic Meter capacity. Customizable SDS storage boxes of larger or smaller dimensions can be made available as well.

This SDS Boxes are made from top quality plywood with a proper pallet system which enables them to be lifted by forklift or through a manual mobile lifter. Wood breathes and is proven as the safest storage solution for household items and furniture storage, protecting your precious items from mold, mildew, dust and pests.

In addition to our Personal Effects and Self Storage, Our suite of services at  the facility include 3PL  Storage, Heavy equipment, Plant and Machinery Storage,  Automotive Logistics and Storage and our renowned industrial packing -lashing and crating services, all operated exclusively by CSS trained Staff.

Our prime location within the AL Quoz Industrial area allows for quick access / proximity to the Dubai local market,  Jebel Ali Port and Free Zone,  Our CSS hub at Jebel Ali as well as Dubai International Airport.

New Facility for CSS in JAFZA

The new office and additional storage for CSS in Jebel Ali will be completed in a year


The construction work of the new office and storage facility of CSS Group has begun inside Jebel Ali Free zone area. Adjacent to the existing office building and the CFS, the new facility will increase the storage capacity of CSS, which in-turn will benefit the ever growing demand for warehousing facility inside JAFZA. Once completed, the new infrastructure will bring in an additional 47,850 Sq. Ft to CSS Group’s existing 3 PL facilities in the Middle East. The new facility will have 3956 pallet positions with double deep racking facility. The storage area will be partly temperature controlled as well.

The ground breaking ceremony of the new building was done two months back in the presence of invited guests and dignitaries from the Shipping and Logistics community. The ground breaking ceremony of the new facility in JAFZA was attended by Dr. Mohammad Al Banna, Vice President – MEA Region, Economic Zones World, Malayalam Cine actor Mr. Anoop Menon, Mr. Srinivas from Orbit engineering consultants & Mr. Ajit T P from Space Max Contracting L.L.C.

CSS Group will have their Regional office along with a new warehouse within the new facility. The new facility  is expected to become operational in a year’s time from the commencement of the work.

Upgrading CSS Group Portal

CSS Group will soon have their group portal with a major facelift

The IT and design divisions of CSS Group is working on a key facelift project of the CSS Portal. The portal will soon be launched with an enhanced look and feel. Some unique features will be added on to the existing features of the portal, according to the IT department.
This portal aims at meeting the customer service requirements of the group company with more ease. The entire system is divided primarily into three different sections or modules. The first module is exclusively created to satisfy the requirements of customers/agents and shippers and is named the customer portal. The second section is exclusively for the CSS Group staff and is called the employee portal, while the third module is crafted for the system administrators and it’s called the admin portal. The CSS portal carries innumerable features in itself and is aiming at enhancing its features and incorporating new ones with this facelift.
The group portal is developed and managed by Twin Info Solutions Pvt. Ltd, an India based BPO Company specialized in IT & ITES. The portal can be accessed through the link www.cssgrouponline.com

Breakbulk Middle East

Breakbulk Middle East, 26-29 october 2015
in Abu Dhabi

Breakbulk Middle East is scheduled from 26- 29 October 2015, in Abu Dhabi and is expected to attract thousands of decision makers this year. Breakbulk Middle East 2015 attendees will benefit from unparalleled networking opportunities with project cargo owners, freight forwarders and transportation specialists. The four-day event offers industry workshops, two conferences featuring leading Breakbulk and project cargo experts and an exhibition showcasing a range of both international and regional companies.
Breakbulk Middle East 2015 is the venue to tap into the growth in infrastructure, industry and trade in the region. Bringing together key sectors — EPCs, forwarders, transporters and others involved in the region — this is a must-attend event for Breakbulk and project cargo logisticians.
The exhibition floor will offer a multitude of networking opportunities throughout the event, including hosted coffees, luncheons and an evening reception. Two days of executive presentations will be held to better understand both the risks and rewards of moving cargo through the region. For the first time, the event will offer an Abnormal Load Summit, designed for those focused on road transport. An additional two days of workshops are available to individuals seeking to build their project cargo management skills and master handling heavy-lift cargoes.
Visit the Breakbulk Middle East Exhibition to network and connect with over 200 exhibitors and sponsors that provide specialized services. Various visitors will be visiting the show like executives, financial, logistics, project, transportation, operations and distribution management from Shippers EPCs, BCOs, Manufacturers; Freight Forwarders; Transportation Providers; Ports and Terminals.

Managing CFS Operations, the CSS Way

DP world team visits CSS CFS to understand professional CFS Management

The DP World team was extended a warm welcome at the Consolidated Shipping Services Container freight station (CFS) by Sreenath V, Senior General Manager, Projects, Oil & Energy and Operations on their facility evaluation visit. CFS at Jebel Ali is considered as the flag ship facility of CSS Group.

The VP Business development of CSS Group Ken Dinnadge stated that the main purpose of the visit according to the DP World was to experience how we Plan and supervise our CFS activities and how we maximize the efficiencies and effectiveness. They also wanted to study how a CFS ensures  high level industry compliance with safety and operational disciplines.

DP World is one of the largest marine terminal operators in the world, with 45 terminals and 13 new developments across 29 countries, with its dedicated, experienced and professional team of nearly 30,000 people serving customers in some of the most dynamic economies in the world selected the CSS group’s CFS as part of their CFS service evaluation process as they see us as one of the leading private CFS operators in this market sector.

DP World wanted to see the customer-centric approach of CSS, and how they are building on established relationships. They also discussed with CSS CFS team on key accountabilities which include:

CSS CFS strategy and utilization

  • They understood how CSS define stacking strategies, defining parameters for assigning cargo locations in the facility and yard.
  • How CSS plan and manage the optimization of 20 and 40 feet ground slots to capacity throughput.
  • The management of operational aspects allowing necessary separation of various cargo types.
  • The inventory control methods at CSS CFS.


Cargo Control & Operations Support

  • Supervision of the billing activities for all CFS operations.
  • How to coordinate with our customers and the authorities in order to address billing issues as and when they arise.
  • Ensure that sufficient resources are made available for system upgrades and testing whenever required
  • The employee engagement programmes and following of the Standard Operating Procedures.


CFS Operations

  • How to collect the information of pending workload, new incoming work request and available space from the respective CFS team prior to being allotted new work requests in order to ensure a smooth and speedy operations.
  • Preparing daily work schedules.
  • How CSS ensures industry high level safety procedures while handling cargo.


CSS Provided the visiting team with an over view of smooth customer coordination, reallocate equipment’s and resources across planning teams in a timely and organized manner based on the workload, Co-ordination with IT to ensure system requirements are met for effective planning and operations, Liaise with Line Agents for all relevant information, Ensure effective inter and intra departmental communication for movement of containers to and from the Container Terminal. They also explained the team about how to attend customer related problems, Planning, monitoring and analyzing relevant reports and how to prepare and present performance analysis.

DP World Begins Work on New $1.6 Billion Container Terminal at Jebel Ali Port

Dubai, United Arab Emirates,              28 July 2015: –

DP World Chairman HE Sultan Ahmed Bin Sulayem, announced today the start of construction work on a brand new container terminal at Jebel Ali Port, Dubai.

Phase 1 of the Container Terminal 4 (T4) project will deliver new capacity of 3.1 million TEU (twenty-foot equivalent units) by 2018, taking Jebel Ali Port’s total capacity to 22.1 million TEU. The port complex will be equipped with at least 110 cranes with a total quay length of around 11,000 meters by that time.

T4 will be located on a reclaimed island north of the existing Terminal 2 allowing DP World to further expand capacity to a total of 7.8 million TEU in line with market demand. As part of the project, a bridge is being built to provide access to the island from land near Terminal 2. Work is scheduled to get the 3,000 meter causeway and bridge partially open to traffic before the end of 2015.

HE Sultan Ahmed Bin Sulayem, Chairman of DP World, said:

“Given the strong economic outlook, both domestically and regionally, including the lead up to Dubai Expo 2020, we are delighted to announce the construction of Terminal 4, which will deliver new capacity of 3.1 million TEU in Phase 1.

“The new capacity is a response to feedback from customers expressing the need for more capacity at Jebel Ali due to an expected increase in trade in the run up to Expo 2020. Shipping lines will be able to bring more of the world’s largest vessels to our terminals so helping improve the efficiency of the region’s supply chain.”

Meanwhile, Jebel Ali and other DP World terminals in the UAE handled 7.9 million TEU in the first half of 2015, representing a growth of 6.0% compared with the first half of 2014.

HE Sultan bin Sulayem remarked:

“Jebel Ali continues to respond to market demand as we have in the past.  Despite the addition of 2 million TEUs capacity in Terminal 3 scheduled in the second half 2015, the port still experiences high levels of utilization.”

“With Jebel Ali’s total capacity set to reach 22.1 million TEU in 2018, we are ensuring our flagship asset in Dubai continues to have sufficient capacity to serve the future growth demand of the UAE and the wider region.”

Terminal 4 will be equipped with semi-automated quay cranes, providing operational efficiencies for customers, comfortable and safe working conditions for employees and environmental benefits for the community at large by reducing the carbon footprint.

Under Phase 1, T4 will feature a 1,200 meter long quay with an 18 meter draft, and 13 of the world’s largest and most modern quay cranes, remotely operated from a sophisticated control room off the quayside. Some 35 Automated Rail Mounted Gantry cranes (ARMG) will operate in the yard.

HE Sultan Bin Sulayem added:

“We have invested significantly in the infrastructure, equipment, technology and training of our teams at Jebel Ali. Our priority is to ensure that we can serve our customers efficiently and help them realize the benefits of scale that the fleet of new, larger vessels bring.

“Today, Jebel Ali has the capability to accommodate ten of these mega container ships simultaneously. The new state-of-the-art facility at Terminal 4 will increase this number significantly.”

HE Sultan Bin Sulayem concluded:

“We are committed to be a world leader in our industry and our growth is in line with the vision of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, to transform Dubai with smart systems using technology.

“We will continue to develop Jebel Ali port to meet the current and future needs of our customers. The new terminal will further reinforce Jebel Ali’s role as the premier gateway serving the wider region of two billion people.”

From a CSS perspective Ken added, “this recently facility enhancement will also enable us to better serve our global customers in this region especially as we enjoy an excellent working relationship with DPW here in the UAE.”

DP World Reaffirms Indian Commitment During PM’s Visit

DP World has reiterated the company’s commitment to enabling India’s growth and economic development through its operations in the country, where it supports over 32% of India’s container trade, during the Indian PM’s visit to the country.

DP World is a market leader in Indian container terminal operations and has the largest portfolio of ports along the Indian coastline. The network includes terminals in Gujarat (Mundra), Maharashtra (Nhava Sheva), Kerala (Cochin), Tamil Nadu (Chennai) and Andhra Pradesh (Visakhapatnam).

Building on the historic ties and strong friendly relations between the UAE and India, DP World has established a strong market position in India, shaping the future of the maritime terminals industry and investing over US $2 billion. Sultan Ahmed Bin Sulayem, DP World chairman welcomed the Indian Prime Minister Narendra Modi’s visit to the UAE, saying that as the UAE’s second-largest trading partner, and with the UAE being India’s third largest trading partner, the two countries shared a close relationship.

Trade between the two nations reached US $60-billion last year.

Adani Group to Complete Vizhinjam Port Project within 1,000 Days

Adani Group will strive to commission the Vizhinjam international deep water multi-purpose seaport in 1,000 days, according to its Chairman, Mr Gautam Adani.

The project agreement was signed on 17th August 2015, at the Durbar Hall of the Government Secretariat. Speaking after the signing ceremony, he said the mission was to make Vizhinjam the largest and most efficient Port infrastructure in the Country.

He said work on the project will start on November 1, the Kerala Formation Day. The Group has already formed a special purpose vehicle Adani Vizhinjam Ports Pvt Ltd, which will be headed by Mr. Santosh Kumar Mohapatra who was at the helm of the Dhamra Port in Odisha. Adani described Mohapatra as the most experienced leader from his stable with a proven track record of executing large projects.

The special purpose vehicle has already started off with some of the planning and engineering work related to the project, he said.

“Vizhinjam is one of the most exciting projects that we have taken up in recent times,” he said, and added that the breakwater being built will be one of the most complex structures ever engineered.

“Relaxation of the Cabotage Law will be crucial to sustainable operation of the port as and when it becomes ready,” Mr. Gautam Adani said.

He hoped the Centre will give due recognition to this aspect and consider the request of the State Government for necessary action.

Mr. Gautam Adani also offered to take every stakeholder on board whose livelihood is dependent on the prospects of the mega project.

He assured the Adani Group’s commitment to serve the best interests of all and sought cooperation from all stakeholders in translating the dream project in to a reality.

Al Gharbia Pipe Company to Open a New Pipe Manufacturing Facility at Khalifa Industrial Zone Abu Dhabi (Kizad)

Abu Dhabi Ports, the master developer, operator and manager of ports and industrial zones in the Emirate, has signed a standard Musataha agreement (SMA) with Al Gharbia Pipe Company to open a new pipe manufacturing facility at Khalifa Industrial Zone Abu Dhabi (Kizad). The state-of-the-art facility will cater to the region’s oil and gas industry, manufacturing high quality, sour grade Longitudinal Submerged Arc Welding (LSAW) steel pipes.

The SMA will see Al Gharbia Pipe Company invest a projected total of 1.1 billion, with their new facility requiring a plot size of 200,000 square metres. Al Gharbia Pipe Company, a joint venture between Senaat, one of the largest industrial holding companies in the UAE, and two of Japan’s leading steel firms, JFE Steel Corporation and Marubeni-Itochu Steel Inc. (MISI), expects the facility to be completed by March 2018. The plant will employ over 370 staff and produce up to 240,000 tons of steel pipe a year,

“The exceptional infrastructure and transportation network offered by Kizad will make a significant difference to Al Gharbia’s business operations,” said Captain Mohamed Juma Al Shamisi, CEO of Abu Dhabi Ports.

“The new facility will create business opportunities and jobs in the Emirate, directly supporting Abu Dhabi’s vision of a diversified economy”, he added.

Essar Ports Plans Rs. 3,500 Crore Capex for Upgradation and Expansion

Essar Ports is planning Rs. 3,500 crore capital expenditure in the next three years as a part of its corporate expansion plans, said Mr. Rajiv Agarwal, Managing Director, Essar Ports. Till date, the capital deployed by the company is about Rs. 10,500 crore. He said that funds for the capital expenditure would be raised from debt and equity, in the ratio of 70:30.

For upgrading port infrastructure at Salaya Terminal around Rs. 350 crore would be invested in the coming months.

Paradip Coal Terminal would require about Rs. 850 crore and Hazira Terminal would cost about Rs. 750 crore, to expand its capacity from 30 to 50 million tonnes.

At Vizag Coal Terminal Rs. 1,150 crore would be invested. The remaining funds would be used for other port-related infrastructure.

The cumulative cargo handling capacity of all the ports controlled by the company is about 120 million tonnes.

Essar Ports plan to increase this to 140 million tonnes by the end of the current fiscal. The company is looking at handling 190 million tonnes of cargo by 2017. The cargo handling capacity of all Ports across the Country is about 1,100 million tonnes, of which Essar Port’s contribution is about 120 million tonnes.

Essar Ports would be able to double its capacity at Vadinar, Salaya and Hazira terminals as and when the economy of the Country picks up.

Sohar Port to up Capacity to 1.5 Million TEU with New Terminal

Port of Sohar is expanding the container handling capacity of terminal C to boost annual throughput capacity to 1.5 million Twenty Foot Equivalent Unit (TEU), according to a senior port official, up from today’s one million TEU.

Port authorities are discussing with contractors plans to pave large areas and build yards to capitalise on the shifting of commercial activities of port Sultan Qaboos to Sohar port. The plan is to build another terminal (D) to raise container handling capacity to five to six million TEU per annum. The development plan for terminal D will be finalised during 2016-17 and the work will start thereafter, said executive commercial manager Edwin Lammers. He said that “We have to build quay walls for the terminal.”

Sohar port will continue the development of facilities to capture growing trade activities in the Middle East and will have the capability to serve the world’s largest 20,000 TEU ships.