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DHL eCommerce launches Fulfillment Center in Sydney to enable international brands to reach the Australian consumer [Integrator]


New facility in Sydney, Australia offers flexible, fully-integrated inventory management and last-mile delivery for international brands and retailers
DHL eCommerce "Plug-and-play" system allows retailers to scale globally, quickly and easily

DHL eCommerce, a division of the world's leading logistics company, Deutsche Post DHL Group, announced the launch of its Fulfillment Center in Sydney, Australia to support booming demand for overseas goods amongst Australia's online shoppers. International brands and retailers are now able to reach out to the rapidly growing Australia market.

"Australian shoppers are the second-most likely in the world to buy online from overseas merchants,1 and the significance of their purchasing power will only increase as cross-border e-commerce grows at an average of 29% per year until 2020,2" said Damien Sheehan, Managing Director Australia, DHL eCommerce. "Online retailers need to overcome the traditional problems associated with overseas expansion - finding new suppliers in each market, delivering shipments within days not weeks, and keeping costs in check - if they want to stay competitive in this borderless future."

"The launch of our Australian Fulfillment Center gives our customers immediate access to one of the world's most mature and fastest growing e-commerce markets, with the scalability and quality needed to reach Australia's highly savvy online shoppers."

The Fulfillment Center will provide overseas merchants with fast, flexible shipping that integrates inbound freight, inventory, and last mile delivery in a single consolidated service. The center also operates using the same service level agreements, management platforms, and customer support as all other parts of DHL eCommerce's global Fulfillment network, allowing existing customers to expand their sales into Australia with minimal onboarding time and hassle.

"E-commerce has gone borderless, and order fulfilment needs to do the same," says Charles Brewer, CEO DHL eCommerce. "Our Australian facility adds another node to our standardized global network of Fulfillment Centers located in US, Mexico, India, Hong Kong and Central Europe, eliminating the need for e-commerce merchants to hunt for new logistics partners as they look to expand their global reach."

The center's design accommodates front-end integration with a range of popular marketplace and web-shop platforms, as well as multichannel order management and last-mile solutions for immediate and highly-accurate deliveries all across Australia. All of the center's services operate on a pay-per-use model with no capital spend or fixed costs.

"The value of Australian e-commerce sales is expected to grow by nearly 50% between now and 2020, making cost-effectiveness and scalability the critical issues for online retailers in the country," said Malcolm Monteiro, CEO Asia Pacific, DHL eCommerce. "Whether it's extending into new channels, offering more delivery options, or simply increasing inventory and warehouse capacity, global brands need fulfilment solutions that can adapt to their needs without requiring hands-on intervention every time a change occurs."

"Global e-tailers can access our latest fulfillment center for simplified nationwide inventory and last-mile delivery and also as part of a rapid and painless global expansion."

Posted at 10:20   パーマリンク


Panalpina sets ambitious CO2 emissions targets for 2025 [Forwarder]

Following last year’s UN Climate Talks in Paris and as part of a global effort to mitigate climate change, Panalpina has delivered on its promise and set science-based emissions targets for the coming years. Panalpina is now one of 32 international companies to have such targets that have been approved by the Science Based Target initiative. The company has also received its latest Carbon Disclosure Project supply chain program score for the year 2015. It is significantly better than the average score of all survey participants including peers in the freight forwarding and logistics industry.

Delivering on a promise made at the UN Climate Talks in Paris a year ago, Panalpina has now set science-based targets to reduce its CO2 emissions. The company commits to reduce its scope 1 and 2 emissions 20 percent by 2025 from 2013 levels. This target includes CO2 emissions from offices and warehouses and from company-owned or leased passenger cars and heavy duty trucks. Panalpina also commits to reduce its scope 3 emissions from business travel and subcontracted transportation by 15 percent over the same time period.

“Panalpina now has a clearly defined budget for greenhouse gas emissions for the years 2013 to 2025. It was calculated independently and based on science. I am proud to say that we have successfully stayed within this budget so far and it is our firm intention to continue to do so,” says Panalpina CEO Stefan Karlen.

The targets were calculated using the Sectoral Decarbonization Approach, a methodology approved by the Science Based Target initiative (SBTI) and which still allows for economic growth of the companies that use it. The SBTI has also officially approved Panalpina’s targets. To date, only 32 companies globally have SBTI approved targets.

Panalpina’s reduction targets are in line with what the Intergovernmental Panel on Climate Change says is necessary to keep global warming below a dangerous threshold. According to this panel of scientists, global greenhouse gas emissions must be cut by up to 70 percent by 2050 to limit global warming to 2 °C and avert irreversible climate change.

“Of course, our efforts will continue beyond 2025. We are in this for the long-run,” says Karlen. “For now, our organization knows what its homework is and we will report on our progress every year.”

For 2015, Panalpina received the second-highest score level, “Management (B)”, from the Carbon Disclosure Project (CDP) for its greenhouse gas emissions and management programs. This is significantly better than the average score level “Disclosure (D)”, and also above-average compared to peers in the freight forwarding and logistics industry.

About the CDP supply chain program score

Under the CDP supply chain program, 89 member companies, representing more than US$2.7 trillion in procurement spend, ask their suppliers to provide detailed information about their environmental impact, management systems and performance metrics. Over 4,300 participants, including Panalpina, responded to the latest survey. Under the new CDP scoring methodology introduced in 2016, companies receive a score represented by a letter and corresponding to the four levels of environmental stewardship (performance bands) and where a score A ranks highest: Disclosure (D, D-), Awareness (C, C-), Management (B, B-), and Leadership (A, A-).

Panalpina’s sustainability framework

Panalpina’s sustainability framework is divided into four pillars: customers, team, environment and community. The company’s comprehensive environmental initiative includes efforts to expand energy and greenhouse gas monitoring systems and subcontractor engagement. As part of the initiative, Panalpina also raises its employees’ awareness of environmental issues via a yearly event. During the 2016 Global Sustainable Action Week, the company held almost 400 activities in 60 locations, focusing on ways to protect the environment, but also to support the health of employees and fellow citizens, and to help local communities to grow and prosper. For customers, Panalpina launched an advanced CO2 calculation tool for their shipments in 2014. In 2015, Panalpina joined other international companies in the Science Based Targets initiative.

Posted at 18:17   パーマリンク


3D printing to disrupt selected manufacturing techniques says DHL [Integrator]


DHL Trend Report '3D Printing and the Future of Supply Chains' identifies potential for new links in the supply chain
Spare parts on demand solutions, product postponement services and 3D print shops among likely applications

DHL released its latest DHL Trend Report - 3D Printing and the Future of Supply Chains. DHL has been testing a variety of both 3D printing hardware and techniques for several years and has identified applications that have potential to redefine manufacturing and supply chain strategies. While the 3D printing market is estimated to grow between US$180 billion and US$490 billion by 20251, the report however finds it will not become a substitute for mass-production but a complementary process.

Matthias Heutger, Senior Vice President, DHL Customer Solutions & Innovation, said: "The DHL Trend Report '3D Printing and the Future of Supply Chains' recognizes 3D printing as a transformative technology. However, it is not a magic bullet that will render factory mass production and manufacturing obsolete. Its exciting potential lies more in its capability to simplify the production of highly complex and customizable products and spare parts - and this could bring logistics and manufacturing closer together than ever before."

Redefining supply chain strategies
Also known as additive technology, 3D printing involves manufacturing products by layering heated plastic or metal injected from the nozzle of a 3D printer onto a plate to create a three-dimensional object, potentially replacing processes such as forging and molding at a fraction of the cost. It can lead to improved product quality, multiple products being made by a single printer, new types of products - and new supply chain strategies and models.

It has been adopted globally by the aviation, engineering, automotive and healthcare industries. Mercedes Benz Trucks has launched a 3D printed spare parts service and in healthcare, 3D printing allied to scanners is creating custom-made external and internal items from prosthetics to dental crowns. It is also being used for autonomous production in remote environments - a highly sought-after service by mining companies, space agencies, and the military to make critical spare parts.

A complementary technology
Factors currently limiting more widespread adoption of 3D printing - around since the 1980s - include lack of management knowledge, economic and technological issues. Many printers can use only one material and costs are still high for industrial-grade 3D printer. As well as facing warranty, liability and intellectual property issues, 3D printing needs to become faster, more agile and more advanced before it can become a core production technology.

Markus Kückelhaus, Vice President Innovation and Trend Research, DHL Customer Solutions & Innovation, said: "Not all products should, can or will be 3D printed. But encouraged by opportunities for greater customization, less waste, and more localized manufacturing and delivery, companies across many industry verticals are showing increasing interest in using 3D printing. A recent survey revealed that 38 percent of companies anticipate using 3D printing in their serial production within five years but not necessarily to completely replace traditional manufacturing.2 We believe 3D printing will have the most impact in the medium term on logistics in spare parts and individualized parts manufacturing."

Greatest impact on spare parts logistics
The report '3D Printing and the Future of Supply Chains' highlights opportunities for companies to team up with logistics providers offering 3D printing. These areas include 'spare parts on demand', a model that would cut enterprise storage costs; 'end-of-runway services' for fast production of time-sensitive parts, and 'product postponement services' to increase customization options and simultaneously reduce lead time to the customer.

Individualized direct part manufacturing and product postponement services, both led by customer demand for individualized products, could see manufacturing and assembly divided into stages with regional or locally located printers involved in the final production. Both would require completely new supply chain strategies.

A major focus for end-of-runway services are sector-specific service offerings and integrated return and repair services; printing could be leveraged here to enable fast production and dispatch of parts. This would be invaluable to the energy, engineering and manufacturing sectors - and could also improve warranty repair operations in the consumer sector too. Spare parts on demand could involve logistics companies in the supply chain in a revolutionary new way by printing the parts enroute to delivering them to the customer.

"As manufacturers adapt their production processes, new opportunities and challenges to the supply chain will be created. At DHL, we look forward to working with customers and partners to jointly explore new solutions and unlock the potential of 3D printing and integrate it into logistics and future supply chains", added Matthias Heutger.

DHL, which has already trialled pop up 3D printing shops, recommends that companies involve their logistics partners in their 3D journey right from the assessment and analysis stage to maximise the potential rewards in terms of increased operational excellence and savings that the technology could supply.

Posted at 17:18   パーマリンク

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