CSS OMAN COMPLETES CHALLENGING LARGE DIMENSION MOVEMENTS

CSS Oman recently completed two challenging and arduous projects of moving 125 reel drums and shipping 850 tons of pipes from China.
Movement of Reel Drums from Sohar to Project Site

CSS Oman project team was contracted to undertake this project. The project involved the transportation of 125 reel
drums from a factory in the city of Sohar in Oman to the project site which was 620 kms away. With each of the sereel drums weighing 5.2 tons each, a total of 32 trucks were deployed for this operation. This was done in adherence to the Health, Safety, Security and Environment (HSSE) plan set forward by the Projects Team. Complete compliance of the HSSE code is the driving force behind CSS’s commitment to improving its sustainability and environmental awareness.

The process involved toolbox talk, chain lashing, cross checking, lashing at all rest points, driver management
and fatigue management. The CSS Oman Project Team made sure that the Journey Management Plan (JMP) was strictly followed without any deviations through the complete logistical journey.The entire lot was moved without any major issues, meeting the client project deadline. This is definitely signifies the immense capabilities of the Project Team of CSS Oman.

 

Movement Of Pipes from China to Sohar Port

The CSS Oman project team was also contracted to ship 850 tons of pipes from Lianyungang Port in China to the
Sohar Port in Oman on a breakbulk vessel. The scope of the project included the collection from the shipper’s factory and movement to the port. The team also had to ensure that the best vessel was chartered to meet the
client’s deadline.
CSS Oman Project Team’s Capabilities

Even if cable and cable drums look very strong, there are certain rules to follow to avoid damage of the cable and an accompanying impairment of mechanical and electrical characteristics for these cables. The same principle applies to the shipment of pipes. Therefore, the project team was diligent in 100% compliance of the HSSE code both while transporting and storing these cable drums and pipes. Adhering to the HSSE standards helps the CSS Project Team in meeting their goals of being accident free and reducing environmental impact of the operations.

The best practice for moving and storing such cargo is

  • For outdoor storage the ground must be even and clean.
  • Stones or bumps in the ground should be removed or smoothed out.
  • Stones or bumps in the ground should be removed or smoothed out. Damage to the wound goods/cable should be avoided at all costs.
  • Cables should be secured against accidental rolling away. Under no circumstances should the drum flange of neighbouring cables touch any wound goods.
  • Cable drums should always be stored and transported standing on both flanges.
  • The rolling direction needs to be observed very carefully. The arrow printed on the drum flange indicates the rolling direction so that the wound goods do not become loose.
  • Cable ends have to be waterproof to prevent moisture penetration which can lead to drastic deterioration in the electrical transmission rate.

Ready to Take on Challenging Large Dimension Projects

CSS Oman operates under the name of Comprehensive Consolidated Trade and Shipping L.L.C. in Oman. The company has access to an impressive network of global partners, leading them to all corners of the world. CCTS Oman ensures professional, world-class services are offered throughout all segments of its operations.

CCTS Oman offers the following services :

  • NVOCC
  • Ocean Freight Management
  • Air Freight Management
  • Land Transportation Management
  • Projects Management
  • Multimodal operations
    (Sea/Air, Sea/Land Management)</li
  • 3 PL & 4 PL
  • Heavy Equipment Logistics
  • Auto Logistics
  • Yacht & Marine Logistics
  • Industrial Packing, Lashing & Crating
  • Moving & Relocation

With a newly opened large office premises, CCTS Oman assure their clients of quick turnaround of containers.
With the exceptionally strong international network, clients can be sure of seamless and hassle-free logistics with the operations managed by CSS Group technology.

CSS Oman is poised and ready to handle all types of trucking requirement no matter the dimensions of the shipment to be moved. With complete compliance to the best HSSE practices, the projects have been delivered smoothly within the client specified timelines.

HELPING HANDS FOR TURKEY – DONATION CAMPAIGN IN THE UAE

CSS extended our helping hands to the Turkish Consulate and Turkish Business Council by providing our warehouse and staff in Al Quoz as part of the disaster relief program. CSS Group joined hands with Esskay Logistics under the patronage of the Turkish Consulate and Turkish Business Council. This unprecedented humanitarian effort was launched to collect, sort, and dispatch tons of relief material to Turkey. UAE residents had come together in large numbers to send relief items for those impacted by the deadly earthquake in Turkey and Syria. The collection drive was a combined campaign by the Turkish Consulate in Dubai, the Turkish Business Council, and Turkish Airlines.

 

The Aid Efforts

CSS Homeward-Bound warehouse opened its doors to residents and volunteers who worked round the clock accepting donations, listing, packaging, and arranging the logistics to move the items from Dubai to Turkey. Donations like blankets, food items, clothing, items for children, medicines, and many more relief materials were packed at the warehouse in Al Quoz. The three-day campaign saw thousands of residents of various nationalities making their way with donations to the warehouse. Turkish authorities had made a list of relief materials that can be donated. “The material to be donated must have never been used before and must be suitable for winter conditions”, a campaign message to residents had earlier read.

The items collected included all types of winter clothing required for adults and children, coats, raincoats, boots, jumpers, trousers, gloves, scarves, berets, socks, and underwear. As for food, durable canned food and baby food were also collected. The Consulate had also asked for baby diapers, hygiene and cleaning materials, and sanitary napkins. Also, items like tents, bedding, mattresses, blankets, sleeping bags, tube stoves, heaters, thermos, flashlights (excluding battery), and generators were collected and packed at the warehouse.

Turkey-Syria Earthquake and its Aftermath

The earthquake struck southern and central Turkey and western Syria on February 6. The 7.8 magnitude earthquake unleashed devastation in southern Turkey and Syria. A total of three powerful earthquakes struck the region in less than 24 hours, claiming more than 40,000 people. It not only caused huge loss of life in both Turkey and Syria, but also led to thousands of injuries, displacement of people from their homes, and substantial damages. Many rescue teams from around the world have been assisting Turkey and Syria with aid and relief work.

 

Yunis Sezar, head of Turkish Disaster and Emergency Management said, “We are in front of perhaps the biggest disaster we have faced in history. The death toll due to the earthquakes rose to 40,642, and the work of searching and rescue for people stuck under the debris is in the process.” World Health Organization said 26 million people in Turkey and Syria need aid. Seventy countries and 14 international organizations have offered Turkey relief following the quake, Tayyip Erdoğan (President of Turkey) said, including the United States, the United Kingdom, the UAE, Israel, and Russia.

The CSS CSR Efforts

At CSS, our Corporate Social Responsibility (CSR) is part of our core belief. Our CSR efforts enables us to be socially accountable to ourselves, our stakeholders, and the public. The corporate social responsibility initiatives of CSS have always positively impacted all aspects of society be it economic, social, and environmental.
We have always been at the forefront of providing support at times of natural calamities in and around the region and beyond. The team at the warehouse at Al Quoz tirelessly helped with sorting, packing, and dispatching relief material along with other volunteers. After receiving an overwhelming response from scores of members of the community and Turkish expats the organizers had to extend the campaign by a day.

Roshmon Manoli, Vice President, of Freight Forwarding, Consolidated Shipping Group (CSS Group), said, “As part of the larger CSR mission initiated by our Chairman – T.S. Kaladharan, CSS has always been providing support at times of natural calamities in and around the region. Keeping the same humanitarian spirit intact, CSS has extended its aid to the Turkish Consulate and Turkish Business Council by providing our warehouse and staff in Al Quoz as part of the disaster relief program. Supplies will be collected and we welcome the contribution of the larger community during these difficult times for the people of Turkey.”

UAE to Turkey with Love

Under the directives of the leadership of UAE President, His Highness Sheikh Mohamed bin Zayed Al Nahyan, the UAEswung into action from Day 1 of the earthquake. UAE has been continually sending relief aid to those affected by the earthquake in Syria and Turkey, as part of “Gallant Knight/2”. 37 cargo planes carrying food and medical supplies and shelters for the affected people have been operating from Dubai to Istanbul. Planes have been dispatched to Turkey and Syria with emergency aid, food, medical supplies and rescue teams. In the UAE, volunteers ,humanitarian organizations, and government entities are coming together to mobilize relief. The Emirates Red Crescent is leading a ‘Bridges of Good’ campaign, through which residents have been offering help.

 

“We are very pleased that the Emirati leadership offered us a helping hand in this moment of distress, and sent teams to deal with it. We are touched by their contributions said Mustafa İlker Kılıç, Consul General of the Turkey Consulate.

In keeping the spirit of the leadership of this nation, CSS has always stepped in with resources and efforts for the hurting world. T.S. Kaladharan, the Chairman of CSS has always been encouraging the teams at CSS to stretch our helping hand to anyone who needs it. He emphasized, “Humanism is when we look out for each other. We might not be able to change the whole world by ourselves, but we surely need to do our bit”.

THE ART OF SUPPLY CHAIN

New York’s Museum of Modern Art (MOMA) exhibits a supply chain themed exhibit of a modern gadget – the virtual assistant. Located on MOMA’s second floor, the exhibition features a centrepiece that digs deep into the entrails of Amazon’s Echo speaker. A black wallpaper displays a detailed description of the life cycle of an Amazon.com Inc. voice-activated Echo speaker. The art work depicts how the device is built, how it operates to what happens when it is thrown out. According to the gallery label, the piece analyzes the vast networks that encompass the “birth, life, and death” of a single Amazon Echo smart speaker.

“Systems Around the Work”

MoMA curators thought the piece by Kate Crawford and Vladan Joler would grab visitors, so they built a larger exhibit called Systems Around the Work, essentially treating the deep operations behind supply chains as art.

The show’s star attraction is ‘Anatomy of an AI System’, a data visualization by Kate Crawford and Vladan Joler. A series of prints exploring the future of energy extraction to a documentary showing factory workers on a choreographed assembly line in China, the exhibit spotlights the work behind the scenes that produces consumer goods, clothing, power and other mainstays of modern daily life.

The art pieces tell the viewer that there is plenty to learn about the art of supply chain and it’s a blend of natural resources and labour. The centrepiece “Anatomy of an AI System” came out of a desire to better understand
the real-world impacts of a rise in the use of artificial intelligence. “What we wanted to do was to make the
invisible visible, to look at the supply chain as a key part of how AI works”, said Dr. Crawford.

A supply chain is an entire system of producing and delivering a product or service, from the very beginning stage of sourcing the raw materials to the final delivery of the product or service to end-users. The supply chain lays out all aspects of the production process, including the activities involved at each stage, information that is being communicated, natural resources that are transformed into useful materials, human resources, and other components that go into the finished product or service.

According to senior curator Paola Antonelli, “The idea was to use that piece as an anchor and then talk about the three systems that it represents, systems of extraction of data, of labour and of resources. Systems are what drive our life in the world very often and they need to be recognized.

The Supply Chain Behind Amazon Echo

According to Crawford and Joler’s research, it takes over 110 elements to produce an Amazon Echo device. Those
elements will need to be transformed and combined into components, which then need to be assembled. The diagram points to the scale of the operation and emphasizes the art of supply chain management.

Materials need to be transported from mines to smelters and refiners, and onward to component manufacturers and
device assemblers. From there, goods enter distribution chains. But the story doesn’t end when gadgets arrive in
customers’ homes. The AI technology enabling voice assistants to respond to smart speaker operators needs creating and maintaining too. And this infrastructure spans from home Wi-Fi routers through internet server provider (ISP) equipment to data centers hosting the speech recognition magic, which puts thousands of GPUs and processors to work answering user questions.

This shines a light on the labour and planning that goes into making an item. It displays the complexities between innovation, the use of a product in the real world and the world of supply chain management.

Artistic Presentation of Supply Chain in The Past

Artists have long been inspired by supply chains workings. Photographers, filmmakers and artists have been
showcasing supply chain through their mediums. Dave Clark, co-chief executive of digital-focused freight forwarder Flexport Inc., says “Art is very heavily mathematically – based, it is this mix of left and right brain. The best artists are all geometry and symmetrical work coupled with creativity, and that’s what supply chain is. Supply chain is this mix of left brain, right brain, heavy analytics with a lot of gut instinct and people skills and leadership.”

The photographs taken by Frank Gilbreth in the 1910s displaying the movements of factory workers, director Mauro Herce‘s austere 2015 documentary “Dead Slow Ahead” about a freighter crossing the ocean, exhibits at National Museum of Natural History in Washington, D.C., has exhibits on display on how railroads, highways and ports shaped the United States and on the global infrastructure required to operate cell phones all showcase supply chain workings.

The Smithsonian National Museum of Natural History in Washington, D.C., has exhibits on display on how railroads highways and ports shaped the United States and on the global infrastructure required to operate cell phones. A recent exhibition at Museum Tinguely in Basel, Switzerland, looked at the waste and environmental impact of consumerism and industrialization. In 2016, a British filmmaker became an artist in residence on a container ship, and then got stuck onboard for weeks.

2M GLOBAL SHIPPING ALLIANCE : COMING TO AN END

Maersk and MSC are ending the 2M global shipping alliance. The pact will conclude in 2025. A.P. Moeller-Maersk and Mediterranean Shipping Co., the creators of the 2M alliance, are ranked the world’s two largest shipping lines. They would end their vessel-sharing partnership as the industry faces reduced demand and lower freight rates.

2M Global Shipping Alliance

  • 2M is a container shipping line vessel-sharing agreement (VSA)
  • It was introduced in 2015 by Maersk and MSC with the aim of ensuring competitive and cost-efficient operations in the Asia-Europe, Transatlantic, and Transpacific trades.
  • The 2M agreement has a minimum term of 10 years with a 2-year notice period of termination.

Reasons for the End of the Alliance

The decision to wind down the 2M alliance comes as shipowners are dealing with

  • A drop in cargo and excess vessel capacity has pushed freight rates to pre-pandemic levels. According to operators and charterers, container volumes across the Pacific are down about 30% in January compared with last year.
  • Shift of balance of power back to customers of these alliances. Customers had complained to regulators the
    alliances were anti-competitive. Big cargo owners such as Amazon.com Inc. and Target Corp. are securing ocean freight rates about one-third less than last year’s contracts.
  • Retailers not securing a spot-on vessel: Retailers that import large volumes of goods typically sign fixed-term
    contracts with ocean shippers to avoid uncertainty in deliveries, and they are not doing this anymore. Some importers are now opting to pay market rates instead of securing fixed-term contracts.
  • Changes in the retail scenario: Retailers have scaled back imports. The sales during the holiday season have become weak. Apart from this, they have to deal with bloated inventories.
  • Return of pre-pandemic days: Ocean freight has normalized, and the ports have normalized. Most in-transit issues and all the penalties have also been reduced. The retailer’s chief operating officer, John Mulligan, of Target, said in November that container rates had come down by one-third and that they would come down further.
  • Looming uncertainties: The uncertainty has cut down the duration of fixed-rate contracts. Shipowners are offering from one year to as short as three months contracts. Pricing will be under pressure for shipowners this year, while cargo owners are getting discounted rates.

“It’s very unpredictable for our customers and us,” Maersk CEO Vincent Clerc said in a December interview. “We made significant capacity adjustments, but the inventory corrections can take a few months.

Future of the Alliance Partners

The 2M alliance had established a behemoth in the industry when it was created in 2015. Maersk and MSC can each independently move over 4 million TEUs through a combination of owned and chartered ships, according to Alphaliner data. 2M was instrumental in stabilizing the fragmented container market.

Following the creation of 2M, similar partnerships were formed- the Ocean Alliance and THE Alliance. The three groups account for about 75% of global container – shipping capacity, according to data company Statista. The winding down of 2M has raised questions about the future of the other two alliances.

As for Maersk and MSC, terminating the agreement will allow both companies to continue to pursue their strategies. Maersk has been focusing on becoming an end-to-end logistics operator with an emphasis on inland supply services, while MSC has overtaken Maersk in the number of ships it operates, sharply building up its fleet. MSC now has the scale to service all its customers on its own.

“Even if 2M formally runs until January 2025, it should be expected that Maersk’s and MSC’s networks on the alliance trades will begin to deviate even more in 2023,” said Lars Jensen, CEO of Denmark-based Vespucci Maritime.

In a joint statement, CEO Vincent Clerc of A. P. Moller – Maersk and CEO Soren Toft of MSC said: “MSC and Maersk recognize that much has changed since the two companies signed the 10-year agreement in 2015. Discontinuing the 2M alliance paves the way for both companies to continue to pursue their individual strategies. The companies acknowledged the commercial environment that led to the union in 2015 has changed — particularly as the carriers pursue new strategies.

Their alliance, however had defined the market for nearly a decade.

CSS SHIPS FERRARI 812 SUPERFAST FOR THE GUMBALL 3000 MIDDLE EAST AUTO RACE

CSS Automobile Logistics division proves it again by delivering the Ferrari 812 Superfast for the 2022 Gumball
3000 Dubai to Abu Dhabi Middle East Rally.

With CSS’s expertise in handling luxury and sports cars, CSS was entrusted by our network partner Rhenus Logistics Canada to undertake this critical automobile movement. We were tasked to airfreight the “Ferrari 812 Superfast” from Germany to Dubai. Furthermore, it had to be door delivered to the customer in Dubai.

Upon arrival at Dubai Airport, CSS Projects coordinated with the CSS Airport team. With the assistance of our
in-house documentation and clearance facilities, it had fast-track clearance with ATA Carnet. This super luxury car
was loaded onto a special low truck to ensure safe movements. It was safely and securely transported and
delivered to the customer’s doorstep. This super fine Italian car had arrived from Germany for one purpose, the 2022 Gumball 3000 Dubai to Abu Dhabi Middle East Rally.

Gumball 3000
Gumball 3000 was founded in 1999 by British entrepreneur Maximillion Cooper. Gumball 3000 is a car rally that has taken thousands of supercars and entrants on an epic journey across the globe, touching down on every continent to create one of the greatest bucket lists experiences possible behind the wheel.

This year’s rally started in the futuristic city of Dubai. After the flag-off in Downtown Dubai, the epic adventure blazed a trail through the arid desert country. The rally took a circular route through the amazing country of Oman before the finale in Abu Dhabi. Along the way, they passed through the best roads the region has to offer alongside some once-in-a-lifetime cultural experiences unique to the region.

The major stops were at Jebel Akhdar, Salalah, Muscat, and Ras Al Khaimah, along with several exciting
checkpoints. The Gumballers spent their weekend of VIP hospitality at the Yas Marina Circuit for the finale of the 2022 Formula 1 season – one of the most sought-after and glamorous events on the world’s sporting calendar. The event took place between 12-20th November 2022.

Securing the ATA Carnet

Securing the ATA Carnet for this “Ferrari 812 Superfast” was critical for this operation. The ATA Carnet is often referred to as the “Passport for Goods”. The acronym ATA stands for “Admission Temporaire/Temporary Admission”. This international customs document permits the tax-free and duty-free temporary export and import of nonperishable goods for up to one year. It consists of unified customs declaration forms, which are prepared and ready to use at every border crossing point.

It is a globally accepted guarantee for customs duties and taxes, which can replace the security deposit required by each customs authority. The ATA carnet is now the document most widely used for international operations involving temporary admission of goods.

CSS – Experts at Handling Luxury and Sports Cars

Our in-house documentation and clearance teams handled these tasks smoothly and promptly secured the necessary documentation. The tireless efforts of the CSS Auto Logistics team in this operation are highly commendable. The Automobile Logistics division has shown remarkable performance in handling luxury & sports cars. From auto racks that allow for effective and environmentally friendly loading of vehicles in shipping containers to specialized handling of high-end vehicles door-to-door, the division has become a trusted name in such deliveries in the region and beyond.

The CSS Project operations and CSS Airport team were instrumental in successfully completing this project. With its expertise in import and export requirements, customs regulations, licenses & consular documentation, the Airport Team enabled seamless workflow during the entire operation. The Project team, under the leadership of Arun P, took care of every logistical aspect of the project, considering the complexity of the cargo. The team’s collaborative effort helped us complete the task in the most effective and efficient way.

To airfreight, a luxury car requires both strategic planning and tactical expertise. Over the last few years, CSS has handled various such operations successfully. Today it is one of the most sought-after logistical partners in the region for transporting and delivering luxury and sports cars across borders

CSS GROUP REGISTER COME BACK EMERGING CHAMPIONS

CSS Group once a Champion name in UAE domestic cricket arena, come back emerging Champions at the recently concluded JMR Sporting Emerald Cup Season 9.After a long vacation from the tournaments, CSS Group decides to recapture its glittering glory, and this start winning a Championship is encouraging for all.

Played at Sharjah, the finals were between Consolidated Shipping Services CSS v/s Oasis Cricket Club OCC, and the former lifting the title at the end of a thrilling finale with a margin of 20 runs. Winning the toss and elected to bat first, CSS scored 193 for the loss of 8 wickets in this 20 overs limited tournament, and restricted OCC at 173 for 8, exhibiting a comprehensive team display.

CSS remained unbeaten all through the tournament where the team played a total of 7 matches, winning 6 matches and 1 match was cancelled, with points shared.

Bring your brand to UAE with CSS eLogix solutions

  • First mile solutions for importing to UAE
  • Product registration solutions in Dubai Municipality and health.
  • Ambient, chiller and freezer warehouse storage solutions
  • State-of-the-art warehousing and ERP
  • Omni-channel B2B and B2C sales.
  • Temperature controlled delivery options with next day, same day and bullet service options.
  • IOR /EOR Service options.

  • Location-We are centrally located and easily connected with options for extended cut-off times.
  • Time Management- Automated fulfillment solutions with optimal real time inventory management
  • Business growth-Enhance your business and sales through our fulfillment promises.

CLAIM FOR MISDELIVERY OF CARGO – LIABILITY OF THE CARRIER AND DEFENCE OF TIME BAR.

The Commercial Court, in September 2022, handed down the judgment in FIM Bank vs. KCH Shipping ([2022] EWHC 2400(Comm)), an Appeal under Section 69 of the Arbitration Act, 1996, holding that the time bar in Article III Rule 6 of the Hague Visby Rules can apply to claims in relation to misdelivery after discharge. This case marks a significant milestone since the English Court had never decided on this important question earlier.

In this case, 13 sets of Bills of Lading dated 04 and 14 March 2018 on the Congenbill Form were issued “TO ORDER” for and on behalf of the Master of the Vessel, M/V Giant Ace, for about 85,510 MT in aggregate of coal in bulk. KCH had bareboat chartered the Vessel from Mirae Wise SA (a Panama Company and registered owner of the Vessel). The consignment of coal was loaded in Indonesia and arrived at the Indian ports of Jaigarh and Dighi around two weeks later. The Original Bills of Lading were unavailable at the discharge port, so the cargo was discharged into stockpiles at Indian Ports between 01 and 18 April 2018 against the letter of Indemnity issued to the carriers, KCH Shipping, by the Vessel Charterers. Unbeknown to KCH Shipping, FIMBANK had financed its customer’s purchase of the coal cargo and had been left unpaid under its financing arrangement.

Joy Thattil
Maritime Lawyer & Partner @ Callidus
Dubai, Singapore & India
joy@calliduscmc.com

Art. III Rule 6 of Hague – Visby Rule reads as “the Carrier and the Ship shall, in any event, be discharged from all liability whatsoever in respect of the goods unless a suit is brought within one year of their delivery or of the date when they should have been delivered.” While deciding the matter, the Arbitration Tribunal stated that the claim was time-barred. FIM Bank brought an appeal to the High Court under Section 69 of the Arbitration Act, 1996, and dismissed the Appeal, making it clear that the Time bar provision applies to this case.

Not only in shipping but in any transport industry, the liability under misdelivery of the cargo can have a
significant impact on a carrier. A Bill of Lading is referred to as a document of title, which gives the holder of the Bill of Lading the right to possession of cargo carried under it, and the endorsement and delivery of the Bill of Lading transfer the right of possession of the cargo to the endorsee. Thereby it is settled law that a carrier who misdelivers the cargo (for any reason whatsoever) is liable for any consequential loss suffered by the holder of the Original Bill of Lading.

FIM Bank wanted to exercise what it considered to be its security for the financing by demanding the delivery of the cargo under the Bills of Lading, of which it claimed to be the lawful holder. Unfortunately for FIM Bank, by the time it tried to exercise its security, the cargo had already been discharged from the Vessel and had been collected by the local receivers. FIM Bank brought a claim in Arbitration under the Bills of Lading. However, FIM Bank commenced the Arbitration against KCH Shipping on 24 April 2020, following an apparent misunderstanding over the identity of the carrier. The preliminary issue in the Arbitration was the claim by FIM Bank was time-barred because the Arbitration commenced after more than 12 months from the date of delivery of the cargo.

However, this case by FIM Bank has marked a blessing to the Ship owners and the carriers under the Bills of Lading. It is also worth noting that one of the main purposes of the Visby Amendment to Article III Rule 6, which substituted the words “discharged from the liability whatsoever in respect of the goods” for the former expression “discharged from all liability in respect of loss or damage” in the Hague Rules was supposedly to ensure that the One-year time bar applied to cases of misdelivery (Deep Sea Maritime Ltd vs. Monjasa A/S, 2018).

EMPLOYEES OF THE MONTH

Vivin Varghese

Team Leader- Sales & Operations – CSS Bahrain Awarded by Renjith G, Manager – Finance & Admin Twin Info Solutions

 

Ranjith Pushpasagaran

Operation Executive – Forwarding Awarded by Ambili Don Senior Manager – Forwarding Operations

 

Shijeesh K D

Coordinator Documentation Awarded by Muhmmed Rowmahs, Team Leader – Documentation

 

 

Chairman’s Message

 We live in an increasingly interdependent world where goods, services, human resources, finances, data and innovations flow from one end of the world to the other. The shifting geopolitics in Europe foretell a shift in the power axis of the world.
I believe we are on the cusp of a new era. At this point of change, we need to affirm our vision and realign with our core values. Our core values of excellence, perseverance and integrity have helped us weather every storm and made us reach where we stand today.

2023 – Bringing Plans to Fruition
As we step in 2023, I am excited to see all that we have planned for the year ahead come to fruition. The Strategy Meet at Zanzibar was a great success with the heads of all business verticals across products like Sea Freight, Airfreight, Warehousing, Logistics, NVOCC, Freight Forwarding, Agency Networks, New Focus Areas came together to put forth their strategies for market capitalization for the year ahead.

Lessons from FIFA 2022
The FIFA World Cup in Qatar was filled with enthralling moments. The final match between Argentina and France was one of the best games in football history. It was the Argentinian captain Lionel Messi’s last chance to lift the prestigious yet elusive FIFA World Cup before his retirement.
At this tournament, Argentina’s start could not have been worse, with a defeat to Saudi Arabia in the opening game. However, he managed to steer his team to a victorious finish to lift the golden cup of joy!

The 5-Point Leadership Goals – Messi Style
Hailed as the GOAT or the greatest footballer of all time, there are many things that we can learn on leadership from Lionel Messi.

  1. Pass the ball
    Perhaps the greatest lesson that we learn from Lionel Messi is passing the ball in leadership. Messi has displayed a spirit of sacrifice to bring glory to team rather than himself. The true impact of a leader is the number of people you have assisted to progress in their lives.
  2. Set excellence as your standard
    Messi demands excellence of himself and how he relates with the team. As a leader you must have a standard that you live by which people will see and that excellence will create records for itself.
  3. Dribble when you have to
    A leader takes responsibility for making a difference in the game. Messi has in many times dribbled past 3 or 4 opponents in order to create a goal opportunity or to score himself. Being able to stand up and create a difference is a leader’s mandate.
  4. Get up, shake it off and keep on playing
    Messi tends to keep playing and not complain too much. How you conduct yourself on the field of play will determine how many people will follow you.
  5. Stay fit to play
    You cannot set records until you participate in the opportunity to set records. In order to be able to set records, a leader must be fit. Leadership requires courage, determination and strength but above all you need to stay fit in order to stay on the field.

I am concluding with a quote and I hope to make it my mantra for 2023. I hope you will make it too!

“Every year I try to grow as a player and not get stuck in a rut. I try to improve my game in every way possible.” – Lionel Messi

JAFZA AND THE JEBEL ALI PORT – A SYMBIOTIC RELATIONSHIP

Jebel Ali Free Zone, Dubai’s largest free zone, is one of the world’s most modern free zones. Jebel Ali Free Zone (Jafza) is the flagship free zone of DP World and is an integral part of DP World, UAE’s integrated business hub. Companies looking for a base in the Middle East region will find Jebel Ali Free Zone as the ideal location. The Jebel Ali Free Zone (Jafza) is a community and ecosystem where industries such as logistics, electronics & electrical, automotive, food and agriculture, e-commerce, petrochemicals, and many more thrive. It offers customizable manufac- turing plots, light industrial units (LIUs), warehouses, offices, and ready-to-move-in showrooms. Apart from this, it provides a dedicated area of over 3.4 million square meters to SMEs, multinationals, and businesses.

Jebel Ali Free Zone (Jafza) ‘s proximity to Jebel Ali Port, Al Maktoum International Airport has helped it become an ideal hub for global trade and a well integrated business setup solution provider.

Jebel Ali Port and JAFZA are a winning combination

One of the biggest advantages of Jafza is its proximity to the Jebel Ali Port. It is the largest port between Rotterdam and Singapore, and can handle all types of cargo, including breakbulk, through its 1.4 million square meters general cargo terminal.

  • It has a quay length of 5 km with 27 berths, and a 1.2 million sqm GC Yard makes it ideal for efficient export and import of building materials.
  • The region’s busiest port offers the construction sector a seamless and transparent supply chain to transport raw materials or the end product.
  • It provides construction companies access to over 3.5 billion existing and potential consumers in the MEASA region.
  • The port also provides value-added services like assembling, warehousing, transport management, manufacturing, and fabrication facilities.

Jafza is continually attracting small and medium enterprises (SMEs) and multinationals owing to facilities that will help set up their base in the free zone and expand the reach of their products in the Middle East and Africa, its senior official says.

The multimodal transportation model at JAFZA

Ebtesam Al Kaabi, head of sales at the Jebel Ali Free Zone (Jafza), says that DP World has invested heavily to ensure that sea, land, and air connectivity is offered to customers.

  • A logistics corridor connects the Port with Dubai International Airport and Al Maktoum International Airport.
  • A dedicated sea-air customs bonded corridor connects a sea-air box within 45 minutes of discharge. This benefits clients in any industry, including the building materials and construction sector, and helps to reach their customers efficiently.
  • Soon-to-be-completed Etihad Rail will have a depot within the Jebel Ali facility and will help connect UAE to the GCC region.

This multimodal transportation model has ensured that the free zone supports 12,300 port customers.

Jebel Ali Port holds the key

Jebel Ali Port’s expansive reach to over 150 ports and 80 weekly services to large high-growth markets help free zone companies meet the growing regional and global demand for construction materials. The port’s growth figures over the last ten years demonstrate its competen- cies. From 2011 to 2021, the port handled combined volumes in containers and breakbulk of up to one billion metric tonnes of iron & steel and construction material.

Competitive ocean freight rates, operational flexibility, landside conversion, land for storage, and logistics facili- ties are some of the key features that have led to the growth of the Jebel Ali Free Zone. The free zone has evolved into a trade catalyst and an intelligent business communi- ty that offers unprecedented growth opportunities and market access.

WHAT LIES AHEAD FOR THE LOGISTICS INDUSTRY IN 2023

It has been a tumultuous two years for the global logistics industry. Global supply chain disruptions, port congestion, capacity shortages, increasing ocean freight rates, material and staff shortages, and geo-political crisis have challenged shippers, ports, carriers, and logistics providers. It has adversely affected business competitiveness. According to DP World, the ongoing inflation and geo- political crisis will constrain the global supply chain for the next five years. The logistics and supply chain are continually evolving to get materials and products from origin to destination more quickly and efficiently.

Top five tools which will help the industry to navigate 2023

Flexible logistics strategies these last few years have been marked by a tremendous economic impact due to the pandemic in which the flow of goods and demand forecasts are often challenging to predict due to multiple factors affecting consumer habits. Therefore, in a landscape of increased uncertainty, the supply chain must gain agility with flexible logistics strategies with improved resilience. This is possible with an emphasis on the role of data analytics to attain end-to-end visibility in supply chain operations to quickly identify disruptions and take the necessary counter measurements. The key to building flexible logistical strategies would be:

  • Big data analytics for prediction.
  • Internet for Things: IoT devices help in real-time object identification & tracking, ensuring items’ safety, delivery time frame, and other supply chain assistance.
  • Artificial Intelligence and machine learning for intelligent workflow automation and new customer experiences.

In 2023, the industry will increasingly leverage these capabilities to boost its overall productivity further.

The blockchain

Blockchain technology can increase the security,efficiency, and reliability of all tracking and data management forms. The logistics industry benefits from decentralized ledgers, more innovative inventory management, and alleviating many global trade bottlenecks, including procurement, transportation management, track and trace, customs collaboration, and trade finance.

The logistics sector, which remains fairly paper-heavy, especially in the documentation of custom clearance and other processes, is likely to change in the future. Blockchain solutions will enable paperless cross-border transactions. With this technology, product history can be captured as it moves to the end customer, making transactions foolproof and significantly reducing trade barriers.

Green logistics

Sustainability is the order of the day in the logistics sector. Customers have been willing to pay extra for more sustainable options in the last five years. In UAE, strategic plans have been made to achieve Net-Zero emissions by 2050.

There is a growing trend towards the circular supply chain, which aims to encourage companies to reuse certain waste and products returned by customers to recondition them and bring them back to the market. Only 8.5% of society’s total material consumption is recycled or reused now. Nonetheless, this will gradually change as logistics enterprises continue capitalizing on opportunities across all supply chain segments to step up their sustainability efforts. This will drive companies to explore more ways to make their products greener, starting with their supply chains. Moreover, the region’s long-term goals are to transition to climate neutrality in the next three decades.

In 2023, these collaborative robots will be critical to improving worker safety, productivity, and customer satisfaction. Plenty of companies have upscaled their supply chain with such a holistic integration.

The shift to autonomous vehicles & equipment

An autonomous vehicle that can drive itself with fewer human interventions is being set as another new trend in the logistics industry. Autonomous cars do take advantage of using AI-based technology to optimize travel routes too. Autonomous technology is expected to benefit drivers and bring additional safety. Beyond 2022, it’s almost certain that autonomous vehicles and equipment will maintain their position as a leading trend in the logistics and supply chain sector. In anticipation of a booming lithium-ion battery market to enable the shift to autonomous vehicles, DHL launched the region’s first compliant facility for EV batteries and other dangerous goods.

By 2050, electric vehicles are predicted to make up more than half of all cars on the road, including those used in the logistics industry, which will significantly improve energy use, reduce emissions and benefit the environment. The 23,478-square-metre EV and battery logistics hub in Dubai features a 652-square-meter EV battery storage area, which can be expanded to 2,000 square-meter to support future growth. The hub paves the way for a circular EV economy, where batteries can be stored, recycled, repaired, and processed at the end of life to ensure long-term sustainability. Moreover, it facilitates the antici- pated shift to electrified transport, especially for last-mile delivery.

Enhanced human-machine collaboration

Integrating robotics in logistics helps decrease human error and increase productivity reasonably. Rather than robots replacing humans, they will complement them, especially in manual work and repetitive tasks, thereby bringing in the required efficiency. This digitalization is expected to make jobs more attractive, creating a win-win situation for both employers and employees.

This collaborative shift, where humans and machines work together, will help

  • Deliver speed and efficiency.
  • Provide safer work environments and employees’ well-being.
  • Help employers to re-assign employees to manage higher-value tasks.

Automated storage, delivery & retrieval are the steps to this trend. Delivery drones are the dream “last mile automation” being pursued by a few companies.

Looking forward to 2023

In the Middle East, global retail e-commerce sales are expected to hit $50 billion by 2025. This is an opportunity for logistics players to expand their regional operations further over the year ahead. Regional infrastructure, air, and road capabilities have been invested in meeting the growing global trade demand. These are already driving growth in fulfillment operations across the region.

Logistics operators are already planning by utilizing early intelligence, tools, and technologies to stay ahead of anticipated disruptions, such as fluctuations in oil prices and geo-political tensions. With the digitization of the logistics industry, there will be more changes in the coming years. Logistic companies will leverage technologies like artificial intelligence, cloud, automation, robotics, block- chain, big data, and IOT to provide their customers with intelligent and innovative logistics solutions.

Furthermore, logistics companies will also have to rethink their business strategies to survive in the rapidly evolving logistics market. While uncertainty continues to be a significant concern, integrating innovative technologies and adapting to the changing environment will be the key for today’s leaders to navigate the challenges.

EMPLOYEES OF THE MONTH

JINEESH K
Office Assistant
Operations, Abu Dhabi
Awarded by Roshmer Farook – Assistant Manger Operations

 

SHIBU DASAN
Operation assistant
SCM
Awarded by Don Raveendran -Manager , Warehouse operation

 

PRAVEENKUMAR SAHADEVAN
Forklift Operator
CFS
Awarded by Suresh Sivadas – CFS Supervisor

 

ABDUL LAYIK
Operation Assistant Airfreight
Awarded by Baiju Sadanandan-Manger Air Freight

CSS BAHRAIN TAKES PART IN THE PROJECT LOGISTICS ALLIANCE MEETING IN ESTONIA

CSS Bahrain took part in the Project Logistics Alliance Meeting, which was held at the Hilton Tallinn Park in Tallinn, Estonia, from the 9th to the 12th of October, 2022. At the 5th Annual Meeting of the Project Logistics Alliance, Amal Hareendran represented CSS at this prestigious event.

This year’s Project Logistics Alliance (PLA) conference had over 70 delegates from 50 companies. The platform brings together PLA network members from various countries under one roof and provides immense networking opportunities. The discussions touched upon the various projects handled by the PLA network members during the past year and the future project opportunities across the worldwide network.

Project Logistics Alliance

The Project Logistics Alliance (PLA) was founded in 2016 by industry experts around the globe to address the special demands of project freight forwarding for small and mid-sized enterprises. An independent network designed to form a global alliance of project cargo experts, the Project Logistics Alliance, connects the best people, agents, and companies in the industry in one network. PLA works with a mission to build on the expertise possessed jointly by its members, thereby focusing on maintaining high-quality service and furthering the unique knowledge required to service the project forwarding industry appropriately.

By creating a platform on which solely industry experts can communicate and collaborate, PLA aims to be the pinnacle towards which the industry aspires. Other attempts to form networks like this have encountered issues with knowledge and expertise diluting due to a lack of entry requirements. Many networks are pay-to-join with uncapped numbers on membership which may result in exceedingly high memberships of unproven quality.

The Project Logistics Alliance aims to mitigate this by enforcing strict entry barriers and qualification requirements to join. Membership applications are subject to a rigorous application process. The PLA requires applicants to demonstrate a track record of projects and prove that they are financially sound. By enforcing strict application requirements, the Project Logistics Alliance ensures its community consists of a global network of approved and qualified members. PLA membership is limited to two members per country; however, larger markets are allowed more representation to ensure sufficient coverage. The members can offer a wide range of project-logistical services.

Hareedran had a tightly packed schedule with meetings with numerous PLA network members, inlcuding Aditi Ailavajhala from Germany, Cristina Molina (AC Project & Forwarding, SL from Spain, Roberto Santarossa from FCL Argentina, George Kwakwa-Sarpong from OMA Logistics Ghana, Rok Strukelj from Centralog Croatia and Slovenia. On the second day, he had discussions with other agents, including Margus Rool from Transocean Eesti Oü, Estonia, Mustafa Özcan from Logistics Plus, Turkey, and others like Abhijeet Vikram Singh of Pt Total Movements International, Indonesia. On the last day, several strategic meetings were lined up with agents like Brett Malcolm from CEA Projects Co. Ltd, Paolo Franco from Partnerships Manager United States, Coadou Philippe of Philco International, France, and several other agents.

A perfect networking platform to build synergies

The guests kicked off the event with a cocktail reception. The next day was a long one with 1 : 1 meetings. CSS met with other PLA members across various regions during this excellently organized conference. The three days were choc-a-block with meetings with agents from across the world. CSS established relationships with PLA members of other regions to engage in project opportunities in the Middle East region and beyond

CSS OMAN OPENS NEW PREMISES IN MUSCAT

The CSS Group set foot in Oman from the year 2016. Operating under the registered name of Comprehensive Consolidated Trade and Shipping LLC in Oman, the base office is in the commercial and administrative capital city, Muscat. The company has opened a brand-new office space to conquer this burgeoning market. This is in line with the group’s growth and expansion plans. The swanky new office space is within the same complex.

CSS Oman is in its growth phase and is developing its core competency as an ocean consolidator and diversifying into a full-fledged freight forwarding and logistics provider offering complete range of freight forwarding and logistics services. Backed by a small yet focused team of 10 professionals, the vision and drive is to develop CSS Group as the best logistics company in Oman in terms of customer satisfaction, reliability, profitability and with a sustainable growth.

The Sultanate of Oman, Known as the Pearl of Arabia, simultaneously surprises with its diversity of landscape, history and culture – and encapsulates the epitome of the Arabian experience.

Sultanate of Oman is one of the prominent Arab states, located on the south-eastern edge of the Arabian Penin- sula, bordering the Arabian Sea and the Gulf of Oman at the Musandam Peninsula in the north of the country, it borders the Strait of Hormuz and the Persian Gulf. Oman shares land borders with Saudi Arabia, the United Arab Emirates, and Yemen, and it shares maritime borders with Iran and Pakistan.

Oman covers an area of 309,500 km2, making it slightly smaller than Poland, or about twice the size of the US state of Georgia.

Today, the country has a population of 4.5 million people (in 2020), of whom 61% (2.7 million) are Omanis and rest is consisting of multinational expat community.

The Omani Economy

Gross Domestic Product (GDP) in Oman is expected to reach USD 91.02 Billion by the end of 2022, according to Trading Economics global macro models and analysts’ expectations. Oman’s GDP growth is projected to grow at 4.3 per cent in 2022 supported by increased oil production and continued recovery of non-oil economic activity.

Oman’s economic stability and modern commercial system make the county an attractive hub, especially for logistics and trade in the Middle East. The government of Oman has entered into significant international trade agreements, which have increased foreign direct investment and enhanced opportunities for small and medium businesses.

Ocean and Air Freight Volume Growth through Oman’s Sea Ports and Airports

Ocean volumes : Oman’s ports reported an increase in the volume of bulk, general and liquid cargo by 5 per cent during the first half of 2022, reaching 42.76 million tonnes, compared to 40.61 million tonnes in 2021, according to the latest data issued by the Ministry of Transport, Communi- cations and Information Technology.

The container volume through the major ports: Sohar, Salalah and Duqum collectively reported a growth of 2% in the first half of 2022 reaching 2.58 Million TEUs compared to 2.53 Million TEUs during the same period in Year 2021.

Air freight volumes : Statistics at Muscat have remained strong throughout the pandemic and the figures for the first half of 2022 show air cargo throughput 67% higher than the same period in 2021 and it has recovered around 63% of 2019 volume for the same period.

Oman is pursuing a development plan that focuses on diversification, industrialisation and privatisation, with the objective of reducing the oil sector’s contribution to GDP. His Majesty Sultan Haitham bin Tarik has endorsed the launch of the future vision.

The blueprint for the economic and social development of the Sultanate, named ‘Oman Vision 2040’, is applied from 2021 through to 2040. The key components of the govern- ment’s diversification strategy are tourism, shipping and logistics, mining, manufacturing and aquaculture.

Major Trade partners and commodities imported into and exported out of Oman:

Among the country’s major trading partners are the United Arab Emirates, China, Japan, Saudi Arabia, and India. Its trade relationship with Qatar increased significantly after 2017, when the latter came under blockade by its neigh- bours and sought new trade partners. Oman has been a member of the World Trade Organization since 2000, and it enjoys duty-free trade with the other members of the GCC and with the United States.

Crude oil, refined petroleum, and natural gas account for most exports, while imports consist mainly of machinery and transport equipment, basic manufactured goods, and foodstuffs. Exports in the nonoil front products, mainly chemicals are also on the list.

CSS Oman office address is as follows:

Comprehensive Consolidated Trade and Shipping L.L.C

P.O Box 815, Hatat Complex, Building A – 121,

Wadi Adai, Muscat, Sultanate of Oman.

Phone.: +968 2 4566 0094, Fax.: +968 2 456 6093

CSS GROUP STRATEGY MEET 2022 AT ZANZIBAR, TANZANIA ON 18, 19 NOVEMBER 2022

As we enter the 28th year of our operations, we realize that it has been a long, arduous, and relentless journey. The CSS Group has gone from strength to strength under the able leadership of our founder Chairman, Mr T. S. Kaladharan. He has carved a place of prominence in the business realm as a well renowned and respected entrepreneur in both the Middle East and Indian sub-continent. CSS has earned tremendous goodwill across the globe amongst agents, network partners, customers, financial institutions, shipping lines, airlines, customs, warehouses, professionals, employees, and other key stakeholders in the supply chain industry

 

KALA – THE UNCROWNED KING OF GOOD TIMES

Kala is how he is known by his people. It is undebatable that he is the uncrowned king of good times in this business. He believes in living the good life along with his entire team of professionals and employees whom he considers as an extended family.

It is in this spirit of camaraderie that this year’s Strategy Meet was organised at The Sea Cliff Resort and Spa, in the exotic destination of the island of Zanzibar in Tanzania. Almost 60 participants from all the CSS Group offices in Dubai, Abu Dhabi, Sharjah, Oman, Saudi Arabia, Qatar, Bahrain and India landed on the 17th of November at the Abeid Amani Karume International Airport in Zanzibar in their Boeing 737 max airplanes and checked into their beachside resort rooms

The evening was filled with dancing and revelry when everyone joined together with Kala’s family and brought in his birthday with cake cutting, aperitifs, scrumptious live grilled appetizers, and alfresco beachside dining along with the champagne, drinks and spirits.

Brainstorming for the Year Ahead

On 18th November, we got back to business with our COO, Ms CK, opening the meeting by inviting all participants to present succinctly prepared PowerPoint presentations within the allotted time slots.

In fact, the 7-7-7 rule of strategy was met perfectly for the Strategy Meet.

So, what are these?

The 7 steps to holding a strategy meet are:

  1. Choose attendees
  2. Set a date
  3. Gather information
  4. Establish an agenda
  5. Moderate and listen
  6. Take notes
  7. Follow up

This followed by setting the 7 key elements of strategy:

  1. Have a vision
  2. Make a mission
  3. Initiate SWOT analysis
  4. Recognise core values
  5. Define medium and long-term goals
  6. Aim for objectives
  7. Write down action plans

The 7 requirements to conduct a professional strategy meeting are:

  1. Breaking the ice
  2. Setting clear expectations from the meet
  3. Open communication
  4. Establishing ground rules for behaviour and conduct
  5. Encouraging full participation
  6. Using visual and audio methods to convey the message
  7. Brainstorming ideas

We crossed all the checkboxes of this 7-7-7 rules thanks to the participation and contribution of each and everyone involved including the organizers, attendees, resort staff and the management.

Heads of all business verticals across products like Sea Freight, Airfreight, Warehousing, Logistics, NVOCC, Freight Forwarding, Agency Networks, New Focus Areas made brilliant and in-depth presentations. These presentations were followed by healthy brainstorming sessions, team building activities with a multi-cultural and well-experi- enced audience. The top management team discussed the points. They gave their inputs on expectations, and strategies were mutually accepted, going forward into 2023. The corporate group photo session was held at the elegant foyer of the resort.

A vote of thanks along with the new mission and vision statement of the group was presented by the Chairman and he congratulated everyone on their performance and commitment to CSS.

On the last evening in Zanzibar, we organized a beach party. Everyone had a gala time with dancing, lavish dinner, drinks, and a DJ party. The air was lived with shouts of laughter, bonhomie and merriment, the perfect way to enter the Christmas season ahead!

As they say, those who party together, stay together!

LAST MILE DELIVERY PROVIDERS IN INDIA ARE ADOPTING ELECTRONIC VEHICLES

In the last two years, last-mile delivery services have witnessed a massive change and growth. This shift has seen last-mile delivery service providers adopting electric two and three wheelers for their services. Last-mile delivery service providers can ride electric mobility for sustainable and greater business growth. Electric two wheelers in the price range of INR 80,000 to 100,000 are most famous for logistical operations and last-mile delivery. At least 80,000 electric two wheelers have been added to the country’s last-mile two wheeler delivery fleet of 450,000 – 500,000 vehicles this year, according to industry estimates.

EV makers are focusing on the B2B business segment

Much demand today in the EV segments, especially when it comes to electric two wheelers and three wheelers, is driven by the logistics market. Greaves Electric Mobility, which sells EVs under the Ampere brand, has seen a five times growth in offtake of electric two wheelers to e-commerce, logistics, and FMCG companies, its executive director and CEO Sanjay Behl said. B2B sales account for 10% of Greaves’ total sales, up 5% a year back.

Electric fleet providers such as Zypp, Electrev, Zyngo, and Yulu Bike are ramping up their capacity and increasing orders to EV makers.

  • Zypp Electric started operating a fleet of three wheeler trucks six months back and has about 100 vehicles now.
  • Electrev Mobility providing last-mile delivery services to e-commerce and FMCG companies, started with 300 EVs, and it now plans to add another 2,000 EVs to its fleet.
  • Zyngo has created a fleet of 1,200 EVs in a short span, and by March 2023 they plan to add another 1,800 units.
Cost-effectiveness of e-vehicles

At a time when petrol and diesel costs are sky-high, electric vehicles are continuously proving to be the alternative solution. Using electric vehicles for last-mile delivery services ensures a significantly lower operation price. “Converting to electric does not involve any costs for any e-commerce companies; in fact, it helps reduce their operating costs,” said a logistics company executive.

A leading business newspaper in India, The Economic Times reviewed the price list of Amazon, which shows the payout for EVs to be lower than that of petrol or diesel vehicles. Despite e-commerce giant Amazon shutting down various businesses, they continue to double down on converting their delivers fleet to electric. Amazon is prioritizing more orders with fleet operators that have electric vehicles in their fleet.

Over the last two years, several last-mile delivery service providers have shown interest in adopting electric mobility in India. While India is still at an early stage of adoption, electric two and three wheelers are demonstrating some tangible potential in the last-mile transportation ecosystem, said Manu Kohli, cofounder of Electrev Mobility. In FY22, the Indian EV industry witnessed a three-time growth. EV sales in the current fiscal year are expected to grow further, with last-mile logistics service providers expected to contribute more. “As our main customers push aggressively for e-vehicles, we have been increasing our procurement of e-vehicles Kohli said of Electrev Mobility.

“SAFE BERTH” OR “SAFE PORT” CLAUSE IN VESSEL CHARTER AGREEMENTS

Ensuring safety in ports and berths is one of the most important issues in maritime law. Many standard forms of time charter parties contain an express warranty of safe ports whether it’s a load port or discharge port or berth by the Charterer. The Baltime 1939 (Revised 2001) Charter Party, expressly states that “The Vessel shall be employed in lawful trades for the carriage of lawful merchandise only between safe ports or places where the Vessel can safely lie always afloat within ….”. Similarly, New York Produce Exchange Form 1946 (NYPE 1946) states that the Vessel is to be engaged in lawful trades “between safe ports and/or places”. With regard to Voyage Charter Party Agreements, the express obligation towards the port’s or berth’s safety is not always stipulated.

The most classic definition that is being used to identify a safe port (or berth) is the one given by Sellers J. in Leeds Shipping vs. Société Francaise Bunge (The Eastern City) [1958] 2 Lloyds Rep. 127, where he said “A port will not be safe unless, in the relevant period of time, the particular ship can reach it, use it and return from it without, in the absence of some abnormal occurrence, being exposed to danger which cannot be avoided by good navigation and seamanship”. This definition has become a starting point in examining the problem of safety in judicial courts and arbitration proceedings. When a claim is filed against the Charterer for nominating an unsafe port or berth, the Court examines the following which is based on the aforementioned definition.

  • Whether that particular ship can proceed to a port, use it, and return without being exposed to danger.
  • If not, whether good navigation and seamanship could have helped to avoid the danger.
  • If not, whether the danger stemmed from any event other than an abnormal occurrence in the port.

Particular Ship : while nominating a “Particular” port or a berth, consideration shall be given to the “particular” ship involved and the particular condition she is in. The particu- lar port or berth must be safe for the particular ship, taking into account her type, class, dimensions, features, laden or ballast, etc. The particular port or berth must be safe not only for the particular ship but also for its crew as well. During the outbreak of Covid– 19 or Ebola, many ports and berths were considered unsafe since the crews were likely to get exposed to these health hazards. The safety of the port or berth may also get affected by the season or time of the year, or even may be due to civil and political issues.

Relevant Period of Time : It indicates the entire period of time when the ship is using, staying, and returning from the port/berth. In practice, the charterer is considered liable, if an unsafe circumstance exists, at the time of the charter- er’s order, despite it being remedied prior to arrival.

Safety : Physical risks include the grounding of the ship due to rocks, bars, submerged objects, hidden wrecks, berth characteristics, etc. whereas political unsafety includes the risk of war, epidemics, terrorism, etc. and also the risk where the ship is being blacklisted or detained at a subsequent port.

Abnormal Occurrence : The charterer is not in breach if the cause of any danger is due to an abnormal occurrence. A port will therefore only be unsafe if the danger flows from its own qualities or attributes.

Good Navigation and Seamanship : The charterer shall not be liable when the danger was avoidable by ordinary good navigation and seamanship. If more than ordinary skill is required to avoid danger, then the port will not be safe.

This being said, each claim of the unsafe port dispute requires a unique analysis of the evidence that is likely to be relevant. A ship owner has his own duties and obligations in response to an order from the charterer. Any order given by a charterer directing a ship to an unsafe port is a breach of the charter party and the owner is not obliged to follow it. However, if the master reasonably obeys the order and the owner suffers loss as a consequence, it will be entitled to damages.

Chairman’s Message

Is recession in the air?

Recent reports predict that a recession is looming on the horizon. Freight labor unrest has gained global proportions and severely impacting global supply chains. The Biden government managed to broker an agreement between US freight rail companies and unions representing rail workers; to avert the first US national rail strike in 30 years. The strike would have affected millions of Americans and resulted in a USD 2 Billion loss to the American economy every day.

However, the scenario does not seem bright. We need to dig deeper into our proven playbook of success in the face of slower growth and higher inflation rates.

Growth-oriented Leadership

Interestingly, McKinsey Global Institute’s research reveals that growth-oriented leaders react decisively to disruptions that can be turned into opportunities. The leaders who choose growth; think, act, and speak differently. Their commitment to development ensures that they stay resolutely faithful to their growth vision in the face of unexpected challenges. They even turn disruptions to their advantage, which are called “timely jolts”, these disruptions can eventually build organizational resilience and agility to respond to change.

I want to draw attention to the fact that growth-oriented team members have the power to break inertia as they set to prioritize progress and advancement. It’s a choice we make, and it can shape our behavior and mindset and create a ripple effect across the entire organization.

We should rely on scenario planning and prepare a set of long-term moves to help us thrive in a tight environment. Research reveals that a strong sustainability strategy can accelerate growth by creating value in a slowing economy. As we plan for the future, let’s adjust our business goals to capture segments with green growth potential.

A Target Story

Existing businesses have achieved impressive growth during recessions of the past. USbased retailer Target is one such example. In 2000, Target strengthened its investments by adding new locations, products, and partnerships. This led to double-digit growth in both sales and profits. In 2008, Target added more fresh meat and produced in its food category after analyzing customer trends. Since then, the food category has generated billions in the company’s annual revenue. The pandemic times were also a windfall season for Target. The company boosted its online services, accelerating its ability to use stores as distribution centers and enabling online-order pickups from their parking lots.

Modern yet Traditional

Let’s work on building greater organizational cohesion and resilience to weather the storms ahead of us. With more than 25 years of experience in the logistics arena, let’s remember to keep our feet rooted in our traditions as we straddle to conquer the future. Our feet are firmly planted as we evolve and change to keep up with the times. The foot on the floor is kept firm for the other that takes the step forward. At CSS, we are modern yet traditional at the same time.

As we end 2022, I thank our network partners for their continuous backing. I also want to thank our valuable customers, bankers, and business associates who have enabled us to come thus far.

Last but not least, I want to thank every member of Team CSS, you are the heroes of the CSS growth story and should continue to steer us towards success.

I want to end with a quote from the famous American psychologist Abraham Maslow, “One can choose to go back toward safety or forward toward growth. Growth must be chosen again and again; fear must be overcome again and again.”

CSS CELEBRATES ONAM 2022 WITH MUCH APLOMB AND GAIETY

It was that time of the year again, with strains of “Onam Vannallo” resounding in the air! The Malayalam phrase, Onam Vannallo, translates to Onam has come. The biggest festival of the state of Kerala, Onam, is the harvest festival celebrated with joy and enthusiasm by Malayali and the worldwide Malayali diaspora. This year, Thiruvonam, and most important day during the Onam festival, was celebrated on 8th September.

An Auspicious Beginning

On 9th September 2022, Onam was celebrated at the CSS HQ and CSLC. On Friday afternoon, the celebrations sparked off at 3.00 pm. It gathered momentum and gaiety and lasted till 5 pm. The festivities b e g a n w i t h Mr. T S Kaladharan, Chairman of CSS Group, lighting the lamp as an auspicious sign to start the Onam festivities this year.

All the women adorned the traditional cream and gold sarees, and the men dressed in coordinated black mundu (dhoti) and floral shirts. The celebrations took off on the “Chenda melam” (drum beats), and several staff members got into the groove by dancing in step with the reverberating beats of the chenda.

The Pookalam or the Floral Carpet

Traditionally, on Thiruvonam day, an elaborate Pookalam or a rangoli with flowers is made from every house in Kerala. The Onam pookalam designs are intricate patterns filled with various colored flowers that are a sight to behold. This year also, there was a Pookalam competition here at CSS. Team members got together to design, assort and lay the pookalam. The Pookalam (flower carpet) competitions saw an explosion of creativity and of the vibrant colors of the flowers.

Onam Games Bring in Unity and Fun

Back in Kerala, families and friends get together during the Onam time and engage in traditional games and activities such as Vallam Kali (boat race), Pulikali, Onathappan, Thumbi Thullal, and Onapottan, to name a few. Taking a cue from this, many competitions were held to mark the celebrations. Some competitions were the lemon and spoon race,uriyadi, and musical chairs. The enthusiasm and vigor with which everyone participated were quite remarkable. Unlike the previous year, many competitions and games added to the jovial spirit. The most anticipated of all competitions was the tug of war. After a fierce battle of muscles, the team from CSS HQ won the match.

The Myth of Mahabali

Mahabali, a mythical king who once ruled Kerala, is believed to visit his people on the day of Onam. No Onam celebration is complete without King Mahabali. Siva Subramanian from the Administration department was the cameo as King Mahabali. His regal presence, dressed in royal garb, added splendor to the Onam celebrations.

The scrumptious Onam sadhya is the main highlight of every Onam celebration. This traditional Kerala meal, essentially vegetarian, served on a banana leaf, has two to three dozen dishes. For the festivities this year, a parcelled “Sadhya” was distributed.

Chandra Kala, Sasi Kala, Krishna Kaladharan, Alan Ramesh, and Unni Krishnan from the Accounts department, and Jayandan & Suresh from CFS were the key coordinators for these celebrations. The planning and organization of the event were impeccable, making it a fun day for all. All the staff enjoyed the fun and celebrations of the Onam festival as it brings people cutting across all differences.

Onam symbolizes the end of the monsoon season and a renewed spring season. This is the second year Onam was celebrated at CSS with traditional fervor, get-togethers, and plenty of merrymaking. The festival marks a communion of everyone irrespective of age, caste, or creed. The spirit of Onam is universal, and may this spirit of unity continue to reign in CSS.