Warehousing and Logistics Robots Market – Key Development Opportunities Hidden In Emerging Economies

The “Warehousing and Logistics Robots Market” report gives a weighty source to assess the market and other fundamental technicalities identifying with it. The examination unveils the total assessment and veritable parts of the Warehousing and Logistics Robots market. The report demonstrates a straightforward outline of the Warehousing and Logistics Robots market, that incorporates applications, blueprints, industry chain structure, and definitions. Moreover, it incorporates a far-reaching hypothesis of the Warehousing and Logistics Robots market and speaks to a significant exactness, experiences, and industry-substantiated projections of the universal Warehousing and Logistics Robots market. Besides, the examination underlines the top business players ABB , Amazon Robotics , Clearpath Robotics , Daifuku , Denso Wave , FANUC , Kawasaki Heavy Industries , KION Group , Krones , Meidensha Corporation , Mitsubishi Electric Corporation , Murata Machinery , Omron Adept Technology , SSI SCHAEFER , Swisslog , Toyota Industries Corporation  , Vanderlande , Yaskawa Electric Corporation , Eisenmann , Aethon , AGVE Group , Axium Group , Balyo , Bastian Solutions , BEUMBER Group , C&D Skilled Robotics , CANVAS Technology , Cornerstone Automation Systems  , EK Automation  across the globe with clear association profiles, information of the general business, product, past conditions, and future predicted game plans.

Also, the Warehousing and Logistics Robots market report plots a purposeful audit of macroeconomic signs, parent affiliations, and new startup ventures. The strike of the global Warehousing and Logistics Robots market is mentioned in the part of those areas, It demonstrates various segments Mobile Robot Platforms, Shuttle Automated Storage and Retrieval System, Industrial Robotic Manipulators, Gantry Robots and sub-segments Supermarket , Warehouse , Delivery Point , Other  of the global Warehousing and Logistics Robots market, the report gives the clients information related to classes, for example, extension, divisions, and regions, publicize type, and applications. The Warehousing and Logistics Robots market report demonstrates the quickly developing conditions, the top level showing viewpoints to do real execution and settle on lucrative choices for development and flourishing ahead. Alongside this information, the Warehousing and Logistics Robots market report represents an exact strategy of key information that would be given to clients who are looking for it.

The Warehousing and Logistics Robots market report incorporates the most recent mechanical upgrades and new discharges to connect with our clients to configuration, settle on trained business choices, and complete their future required executions. The Warehousing and Logistics Robots showcase report besides concentrates more on current business and movements, future system changes, and open passages for the Warehousing and Logistics Robots advertise. Zonal advancement structures and projections are one of the key portions that illustrate generally speaking execution and fuse key geographical regions. The exact figures and the graphical portrayal of the Warehousing and Logistics Robots market are added in an outlined strategy.

There are 15 Chapters to display the Global Warehousing and Logistics Robots market

Chapter 1, Definition, Specifications and Classification of Warehousing and Logistics Robots , Applications of Warehousing and Logistics Robots , Market Segment by Regions;
Chapter 2, Manufacturing Cost Structure, Raw Material and Suppliers, Manufacturing Process, Industry Chain Structure;
Chapter 3, Technical Data and Manufacturing Plants Analysis of Warehousing and Logistics Robots , Capacity and Commercial Production Date, Manufacturing Plants Distribution, R&D Status and Technology Source, Raw Materials Sources Analysis;
Chapter 4, Overall Market Analysis, Capacity Analysis (Company Segment), Sales Analysis (Company Segment), Sales Price Analysis (Company Segment);
Chapter 5 and 6, Regional Market Analysis that includes United States, China, Europe, Japan, Korea & Taiwan, Warehousing and Logistics Robots Segment Market Analysis (by Type);
Chapter 7 and 8, The Warehousing and Logistics Robots Segment Market Analysis (by Application) Major Manufacturers Analysis of Warehousing and Logistics Robots ;
Chapter 9, Market Trend Analysis, Regional Market Trend, Market Trend by Product Type Mobile Robot Platforms, Shuttle Automated Storage and Retrieval System, Industrial Robotic Manipulators, Gantry Robots, Market Trend by Application Supermarket , Warehouse , Delivery Point , Other ;
Chapter 10, Regional Marketing Type Analysis, International Trade Type Analysis, Supply Chain Analysis;
Chapter 11, The Consumers Analysis of Global Warehousing and Logistics Robots ;
Chapter 12, Warehousing and Logistics Robots Research Findings and Conclusion, Appendix, methodology and data source;
Chapter 13, 14 and 15, Warehousing and Logistics Robots sales channel, distributors, traders, dealers, Research Findings and Conclusion, appendix and data source.

source:http://b2bnewz.com/63336/warehousing-and-logistics-robots-market-key-development-opportunities-hidden-in-emerging-economies/

How logistics sector can be a key differentiator of success for modern businesses

Improves Business Focus

Reduced Expenses: Outsourcing to organized 3PL players helps businesses to cut costs by eliminating the duplication of efforts, reducing paperwork, optimising resource, and enhancing efficiency

Renewed Customer Focus: Outsourcing frees up resources so businesses can re-align their focus and growth strategy to mirror customer demands, meeting their needs proactively

Enhanced Competitive advantage: Focus on core competency enhances performance, thus offering businesses to have a discernable edge, relative to competition

Improved performance indicators: With renewed focus key growth drivers and customer focussed strategies, key performance indicators can be improved, including sales, market share & profitability

Increased product/service quality: Resources previously engaged in logistics can now be focused on quality management, research, and innovation, leading to improved core offerings, thus driving growth and overall expansion of business

3PL firms today have developed competencies in the modern management of logistics processes, along with an extensive network of information and communication. Several 3PL and 4PL players are well equipped to offer extensive service to clients, including access to a pre-existing supply network which can be used across industries, along with automated supply chain offering services from inventory management to loading goods in the transporting vehicles for last-mile deliveries.

2019 Air Cargo Roundtable: Volumes and pricing gathering speed

The International Air Transport Association (IATA) maintains that it’s “cautiously optimistic” about the fortunes for the global cargo sector, but allows that with the persistence of trade tensions and protectionist actions by some governments there is a significant downside risk.

“To attract demand in new market segments, the air cargo industry must improve its value proposition,” says Alexandre de Juniac, IATA’s director general and CEO. “Enabling modern processes with digitalization will help build a stronger foothold in e-commerce and the transport of time- and temperature-sensitive goods such as pharmaceuticals and perishables.”

Our trio of prominent air cargo experts invited to participate in our annual Air Cargo Roundtable acknowledge this caveat; however, for the most part, they’re confident the industry will continue to trend upward. Joining us this year are Skip Dokker, a consultant with London-based Drewry Supply Chain Advisors; Brandon Fried, president of the Airforwarders Association; and Jos Nuijten, vice president, Network Integration Strategy for Descartes, an import/export trade database provider.

Logistics Management (LM): How may we best summarize the current state of the air cargo market? Does it continue to strengthen or has it plateaued?

Skip Dokken: In short, the market is strong. Not only are volumes good, but also the make-up of the whole market is solid. New and old carriers are providing the service to meet shippers’ needs, while forwarders are constantly improving in what they offer their clients and doing what they say. Integrators and new e-commerce carriers are evolving and growing, trying to meet their shipper’s specific requirements. So, I’d say that the market hasn’t plateaued at all, and we’ll continue to see new carriers come in and others exit. At the same time, we’ll see service levels continue to grow as technology continues to improve and provide new offerings.

Brandon Fried: I certainly agree with Skip. The past year was very robust, and at this point, we have not seen softening of demand in the market. We share some of IATA’s concerns, however, and also remain cautiously optimistic for the year ahead.

Jos Nuijten: When you look at the data, global shipping volumes are expected to surpass 100 billion parcels in 2020, which represents an 11% increase over 2016. These larger volumes have increased demands and costs in some trade lanes and spurred new service providers to enter the e-commerce and package distribution markets. This trend has also caused some e-commerce companies and retailers to review and reorganize their supply chains to allow products to be closer to the end consumer or enable them to move more rapidly to the end consumer through new transportation providers.

LM: What are the biggest macroeconomic drivers for the industry and how are they re-shaping air cargo market?

Fried: Consumer confidence is a significant driver because if buyers are not feeling comfortable spending, our economy feels the pain. We see this reflected in manufacturing, retail and e-commerce sales. Government actions around the globe including trade agreements, looming tariffs, security concerns with the U.S. and North Korea and civil unrest in Latin America and the Middle East have an adverse impact. Of course, tax policy here and abroad influences the economy as well.

Dokken: Good point, Brandon. In the “old” days, it wasn’t that difficult to model the air cargo industry using economic variables. But today’s environment is full of non-economic drivers that are mainly political and can’t be easily modeled by a computer. So, the biggest driver in terms of impact, not volumes, is uncertainty. Will old trade alliances break down and new ones pop up? Will the trend toward more nationalism and less globalization cause major shifts in trade flows? And will the political moves of countries provide more impact than the true economic changes of growing and declining economies?

LM: With all this in mind, where do you see air cargo volumes headed?

Dokken: Well, with all the uncertainly we just mentioned it’s tough to project futures volume trends. I’m sure that there will continue to be global growth, but the rates by geographic sector will move and shift as non-economic factors come and go.

Fried: If my crystal ball had that sort of clarity, I wouldn’t be sitting here today. But I can say that the fundamentals look strong. And as Skip just mentioned, it’s the wild cards that will keep air cargo stakeholders up at night.

LM: So, under this umbrella of uncertainty, where do we see rates going?

Fried: Airfreight is probably one of the purest forms of supply and demand pricing. If volumes increase, so will air cargo pricing. With that considered, fuel prices can move rates very quickly, regardless of demand.

Dokken: I always love to hear talk about rates. Each group tries to put forth what it hopes will be a self-fulfilling prophecy. Airlines tell shippers and forwarders that rates will be going up due to increased financial pressures. The forwarders in turn give their clients the heads up that rates will be going higher due to the squeeze by the carriers and operating costs. However, the shippers have their CFOs saying cut your budget by x% and then threaten to go out for bid if their rates aren’t lowered—it’s nothing new and will probably never change.

LM: Can you provide your assessment of global e-commerce airfreight volumes in relationship to the Amazon Air effect?

Dokken: We need to remember that a large portion of the current e-commerce volumes used to be volumes that moved to DCs and then to brick and mortar stores. So, e-commerce is definitely driving volume growth, but it’s not new volumes. It’s just a shift in distribution. But even as traditional volumes move to an expedited e-commerce mode, there will also be a segment of new growth that comes from people finding it easier to shop, buy and get rewarded using e-commerce.

I think the Amazon Air effect will be fun to watch. Seeing how FedEx and UPS respond to large amounts of Amazon business moving to Amazon Air can create a business school case study. However, more important is how Amazon deals with the huge expenses that come from flying airplanes. Have they done all their homework to profitably operate the fleet? Or will the direct and indirect costs of flying and delivering prove overwhelming?

Nuijten: All true, and these larger volumes have increased demands and costs in some trade lanes and spurred new service providers to enter the e-commerce and package distribution markets. It has also caused some e-commerce companies and retailers to review and reorganize their supply chains to allow products to be closer to the end consumer.

The “Amazon effect” has also changed customer expectations on shipment visibility and delivery time lines, which has caused traditional logistics service providers as well as air cargo carriers to have to review their delivery operations, system capabilities and customer-facing operations, as the end consumer is starting to expect the same shipping experience that they receive from Amazon today.

Fried: When you boil it down, large-scale firms operating proprietary fleets conceptually is not a new trend. After all, many have run their own trucking operations for years. This can be both good and bad news for our industry. Amazon Air removes freight volumes from traditional carriers, but also frees up capacity for lower volume competitors in the market. Operators are distracted because having their own fleets requires a “feed the beast” focus instead of searching for a more strategic, emerging opportunity vision.

LM: How will shippers and carriers overcome global cross-border e-commerce impediments?

Dokken: The only way for the world of e-commerce to survive and grow is to continue the path that has been blazed before them by carriers, forwarders and integrators—get rid of paper, connect all parties in the supply chain including governmental agencies, continue to move toward a common language for global trade, and work toward more open trade. The problem is that while we need to do the same things that we’ve done in the past the bar keeps rising as things like terrorism, hacking and protectionism grow.

Fried: Customs authorities around the globe have been agonizingly slow in adapting to changes in finished goods supply chains. This continues to be an ongoing challenge, although in the United States the minimum value of shipments requiring formal Customs clearance increased to $800, thus extremely decreasing the need for a vast majority of express shipments purchased online.

Nuijten: Many shippers have also started working with their logistics service providers to better streamline the declaration process for the import/export of goods across borders. This streamlining has often been in the form of better integration of data surrounding the shipment from purchase orders, origin of goods and goods classifications, along with enhanced declaration systems to process cargo security and Customs brokerage declarations with minimal or no data input. •

Source: https://www.logisticsmgmt.com/article/2019_air_cargo_roundtable_volumes_and_pricing_gathering_speed

Autonomous Robotic Vehicles Replicate the Uber Model for Warehouse Logistics

Logistics managers in manufacturing and fulfillment facilities are constantly challenged by the need to streamline their operational efficiency and reduce costs. Although automating certain aspects of an operation can help achieve these goals, many automated solutions are inflexibly designed and are unable to adjust when a change to the system is required. With these challenges in mind, innovative companies are taking a page out of Uber’s book to improve time and cost efficiency in their materials handling with fleets of responsive autonomous vehicles.

Most of us remember the days before Uber and Lyft when taxis were the global standard for personal transportation in major cities. The process of hailing a cab, however, was less than ideal, requiring users to find an available taxi directly near them and catch the attention of the driver. Not only did this make it difficult for riders to have their needs met, it also took time away from both drivers and riders who were unable to easily and efficiently locate each other.

In a traditional logistics system, resources such as parts, products, and factory maintenance are allocated reactively as they are needed. In these reactive systems, humans are required to recognize the problem—such as a resource running low—and then fill that need, taking time away from their tasks to do the work. Using humans to do this administrative work is not ideal because employees are a business expenditure and most valuable when used for tasks that require higher-level thinking skills.

Let’s consider another system cities put in place to move around their materials (people): buses. The bus method for materials movement is proactive—it delivers on a fixed schedule that creates large buffers of capacity waiting to be used because it doesn't react to demand but rather a fixed schedule. In this sense, a bus-style methodology is not ideal in manufacturing as it can create inefficient buffers of product and bottlenecks for productivity. Alternatively, taxis are reactive—they engage on-demand at the point of need—but their weakness is availability: they are looking, possibly aimlessly, for work to do with highly inefficient travel in the interim.

Ride share apps revolutionized this supply-demand structure by virtualizing the network of cars and ensuring that riders were always connected with the nearest available car.

So, if buses are pushing and bad for material delivery, and taxis are pulling, but inefficient in reconciling supply with demand, what is an ideal structure for optimizing efficiency? The answer is the middle ground that the rideshare model employs. This combines the efficiency of reactive pickups that taxi cabs employ while also removing of inefficient travel in between work by deploying available vehicles widely to meet needs where necessary.

This is precisely why manufacturing and fulfillment industries keen on improving industrial efficiency are deploying fleets of autonomous vehicles across factory floors the way Uber deploys drivers across cities around the world.

New automated systems—powered by AI and machine learning—have created the ability to streamline this identification-action framework through a network of automated vehicles that can find the closest available vehicle to fill demands as they arise without stopping other important functions within the production system. Companies are now using these systems to automatically identify a need, find the nearest available vehicle, assign it to the work, and monitor progress—all in a split second without human intervention. Vehicles can work in set patterns to backfill demand in off periods, and then they can be quickly redeployed to handle a time-sensitive request, creating an optimally productive industrial workforce that is flexible to changing needs.

Think of autonomous robotic vehicles in a manufacturing or fulfillment facility like a fleet of Uber drivers, making themselves available to produce results and improve the system’s overall efficiency. By replicating this proven system for autonomous pickup and dropoff with cutting-edge technologies, logistics and manufacturing facilities can make the most of its human workforce while continuing to drive down costs and increase efficiency with smart factory robotic systems.

source: https://www.inddist.com/article/2019/04/autonomous-robotic-vehicles-replicate-uber-model-warehouse-logistics

Indian logistics, challenges

At the brink of transformation: current scenario of Indian logistics, challenges, scope

During Budget 2019, it was announced that Indian customs plans to fully digitise its transactions      and utilise RFID technology to improve export logistics. This, along with a few other developments such as the grant of ‘infrastructure’ status to the logistics sector and a substantial increase in the number of tech-focussed startups has spelt great news for Indian logistics in recent times.

A largely ignored and conventionally-run industry dominated by a number of small players and inefficient operations, logistics has turned a digital leaf, considerably boosting India’s prospects when it comes to building a sustainable supply chain.

Ecommerce: driving the change

The growth story of Indian ecommerce during the last five years is nothing short of a fairy tale. Along with its sprawling success, ecommerce has also immensely boosted the prospects of logistics sector. This is further complemented by the implementation of GST, which streamlined the state-wise tax structure and ensured seamless movement of goods. According to Economic Survey 2017-18, the Indian logistics market is expected to reach about $215 billion in 2020, growing at a CAGR of 10.5 percent.

The growth is driven by emerging ecommerce retailers from Tier II and III markets, a corresponding increase in demand and the entry of more foreign corporates in the FMCG segment, propelled by India’s upward movement in Ease of Doing Business Index. With a favourable regulatory environment highlighted by the grant of infrastructure status, Indian logistics enterprises can now have easier access to funding opportunities to drive technology driven operational transformation.

Developing an integrated framework

However, cohesion is still lacking in Indian logistical growth. Smaller, unorganised players still eat up a large segment of the customer base, setting a lower benchmark for operations while influencing pricing as well. The inefficiency of these players has even encouraged ecommerce players such as Amazon to develop their own cutting-edge logistical fleet, equipped with drones and RFID/sensor-based technologies that optimise the entire process. Such a trend enhances competition for the dedicated logistics players, and only those which are able to incorporate digitised processes driven by Artificial Intelligence (AI) will be able to thrive through this onslaught.

Existing infrastructural and cost inefficiencies need to be addressed as well. This includes a fragmented warehousing Services and inadequate material handling infrastructure and a still poor integration with modern information technology. One of the main points of focus, however, is the improvement of last-mile delivery framework.

According to industry experts, a significant part of the inefficiency creeping in today in the logistics segment is due to a faulty last-mile connectivity framework.

However, few players have managed to develop a robust last-mile delivery structure, through a strong franchise-based model that involves constant engagement with the franchise owners to offer a unified consumer engagement experience.

Logistics forming the backbone of Indian economy

The Indian logistics sector provides a livelihood to over 22 million people, which in the next couple of years is expected to grow significantly. Equipping the sector with the latest digital technologies and automation in operations would lead to a 10 percent decrease in indirect logistics costs, placing India in good stead with countries like the US, China and Japan when it comes to both domestic as well as international trade.

The recent opening of ports such as Chabahar further promise a growing international trade setup for India, particularly with high potential markets such as Iran and Afghanistan and other middle-eastern countries. An integrated logistics policy that removes hierarchies and interactions with multiple agencies, effective monitoring and a complete tech-driven approach can help India’s logistics sector leapfrog into becoming one of the most promising sectors of the Indian economy.

The government has already formed a national committee headed by the Cabinet Secretary to reduce the logistics cost from 14 percent currently to 10 percent by 2022. Such constructive steps, if taken frequently and with solid intention, leveraging the best of technology, can surely develop a strong, efficient logistics sector, empowering the Indian economy to achieve the goals it has set for itself.

source: https://yourstory.com/2019/03/current-scene-indian-logistics-challenges-scope

Logistics 2019: Fundamentals, Trends

Total Logistics offers a concise, easy to understand the view of the industry.

In addition to the roles of the contract logistics and freight forwarding sectors, it also examines the dynamics of the express parcels, container shipping, air cargo, road freight and intermodal industries. This features the key characteristics of each market, as well as viewing its development and structure.

This report also sizes the logistics market, giving the breakdown of the size of each market globally, as well as in Asia Pacific, Europe and North America. The report also features forecasts of the compound annual growth rate for the next five years in these regions.

The report gives details of the key technologies disrupting the industry. As supply chains become more complex, the development of new solutions that provide greater visibility, more information and increased efficiency can give vital competitive advantages.

The report:

• Looks at the current state of the overall logistics market from a range of perspectives.
• Assesses the factors that have shaped the logistics market in the past and those that will transform it in the future.
• Analyses the key strategic decisions that have to be made in light of the most important trends, risks and challenges facing the sector.
• Examines the key regional differences across the world as well as viewing the benefits and risks of globalized supply chains.

Inside this report

• Total logistics market sizing
• Segmentation by logistics market from top to bottom
• Forecast growth to 2023
• Outlook for the major trends shaping logistics in 2019

Exclusive highlights on the structure of the logistics industry

• How the importance of logistics markets varies by region
• Outsourcing rates by region for key logistics markets
• Which logistics markets will grow fastest and why

This report contains

• Concise insight into the factors shaping the global logistics market
• Analysis of the market fundamentals of each logistics sector
• Overview of the key trends changing each logistics market
• Insight into the supply chain technologies supporting logistics operations
• Market size and forecast data for the total logistics market

This report is perfect for

• Global manufacturers
• Banks and financial institutions
• Supply chain managers and directors
• Logistics procurement managers
• Marketing managers
• Knowledge managers
• Investors
• All C-level executives

Key Topics Covered:

1. What is shaping the global logistics markets

1.1 The modern global logistics industry

1.2 Trade and globalization

1.3 World trade growth

1.4 Global and regional trade networks

1.5 The importance of megacities on supply chains

1.6 Just-in-Case manufacturing

1.7 Modern supply chain management practise

1.7.1 The impact of supply chain management practice on logistics

1.8 Centralization of inventory

1.9 Outsourcing of logistics

1.9.1 Why outsource logistics

1.10 Evolution towards value adding services

2. An industry in transformation: Consolidation

2.1 Consolidation and fragmentation in the logistics industry

2.2 Key industry trends

2.3 Options for growth

2.4 Acquisition strategies

2.5 The emergence of the 'mega-carrier

2.6 The future of the global logistics industry

3. Logistics market development by geography

3.1 Influences on market characteristics

3.2 Africa

3.2.1 Africa: trade

3.2.2 Africa: transport infrastructure

3.2.3 Africa: ports

3.2.4 Africa: challenges

3.2.5 Africa: opportunities

3.2.6 Africa: market snapshots

3.3 Latin America

3.3.1 Latin America: trade

3.3.2 Latin America: transport infrastructure

3.3.3 Latin America: roads

3.3.4 Latin America: Panama canal

3.3.5 Latin America: challenges

3.3.6 Latin America: opportunities

3.4 Middle East

3.4.1 Middle East: roads

3.4.2 Middle East: ports

3.4.3 Middle East: airports

3.4.4 Middle East: logistics

3.4.5 Middle East: challenges

3.4.6 Middle East opportunities

3.5 Asia Pacific

3.5.1 Asia Pacific: trade

3.5.2 Asia Pacific: ports

3.5.3 Asia Pacific: airports

3.5.4 Asia Pacific: roads

3.5.5 Asia Pacific: main country logistics markets

3.5.6 Asia Pacific: China's Belt & Road Initiative

3.5.7 Asia Pacific: challenges

3.5.8 Asia Pacific: opportunities

3.6 Europe

3.6.1 Europe: country snapshots

3.6.2 Europe: transport infrastructure

3.6.3 Europe: ports

3.6.4 Europe: airports

3.6.5 Europe: roads

3.6.6 Europe: Brexit challenge

3.7 North America

3.7.1 North America: United States

3.7.2 North America: Canada

3.7.3 North America: ports

3.7.4 North America: airports

3.7.5 North America: US logistics hubs

3.7.6 North America: challenges

4. The emergence of logistics clusters

4.1 Where to locate distribution centres?

4.2 Centralization of distribution in Europe

4.3 Centralization of distribution in the United States

4.4 Key distribution hubs in China

5. Freight forwarding

5.1 The freight forwarding industry: market update

5.2 Structure of the freight forwarding industry

5.3 Modal choice

5.4 Fragmentation and consolidation

5.5 The restructuring of the freight forwarding sector

5.6 Freight forwarding market dynamics

5.7 Freight forwarding profitability

6. Contract Logistics

6.1 The contract logistics industry: market update

6.2 Emergence of a global industry

6.3 Selecting the right logistics service provider

6.4 Financial contracts

6.5 Sales cycle times, contracts and relationships

6.5.1 Enhancing value through deeper relationships

6.5.2 Collaboration

7. European Road Freight/US Trucking

7.1 Europe road freight industry: market update

7.2 Europe road freight industry: market structure

7.3 Drivers of growth

7.4 Cost structure

7.5 Road freight rates

7.6 Profitability and company failure

7.7 Cabotage

7.8 US trucking industry market update

7.9 US trucking industry - LTL and FTL

8. Express parcels

8.1 The express parcels industry: market update

8.2 The express parcels industry: market development

8.3 The origins of the express parcels industry

8.4 Market definitions and structure

8.5 Express operating model - hub and spoke

8.6 Long-term trends in the express sector

8.7 Disruption in the express sector

9. Air cargo

9.1 Air cargo: market update

9.2 Air Cargo: market structure

9.3 Air cargo Industry players

9.4 Air cargo process

9.5 A sustainable air cargo sector

10. Container Shipping

10.1 Container Shipping: market update

10.2 Container Shipping market demand & supply

10.3 Container shipping market strategies

10.4 Container shipping market structure

11. Intermodal rail

11.1 Intermodal market update

11.2 European intermodal market

11.3 North American intermodal market

12. Total logistics market size and forecast

12.1 Total logistics market size - global

12.2 Total logistics market size - Asia Pacific

12.3 Total logistics market size - Europe

12.4 Total logistics market size - North America

12.5 Total logistics market size definitions and methodology

13. Supply chain technologies

13.1 Increasing supply chain complexity

13.2 What is supply chain management software

13.3 Supply chain executive systems

13.3.1 Transport Management Systems (TMS)

13.3.2 Warehouse Management Systems (WMS)

13.3.3 Global Trade Management Systems (GTM)

13.3.4 International Transport Management Systems (ITMS)

13.3.5 Freight exchanges

14. Supply chain dynamics of vertical sectors

14.1 Automotive logistics

14.1.1 Production concepts in automotive logistics

14.1.2 Supply chain geography of the automotive sector

14.1.3 Dealerships, retailing and logistics

14.1.4 Different types of inbound logistics operations

14.2 Pharmaceutical logistics

14.2.1 The global pharmaceutical logistics market

14.2.2 The role of the outsourced logistics provider

14.3 Consumer goods and retail logistics

14.3.1 Consumer packaged goods (CPG) sector

14.3.2 Regionalisation of supply chain geographies

14.3.3 Durable goods supply chains

14.3.4 Retail supply chain trends

14.3.5 Diversification of retailer product offering

14.4 High tech supply chains

14.4.1 Transport of high tech goods

14.4.2 High tech logistics services

14.5 Field services & spare parts logistics

15. Risks in global supply chains

15.1 Rebalancing 'external' and 'internal' risks

15.2 Quantifying supply chain risk

15.3 Types of supply chain risk

15.4 External threats to supply chains

15.5 Unknown unknowns...

15.6 Sector resilience to threats

16. The e-commerce logistics phenomenon

16.1 e-commerce trends

16.2 The impact of e-retailing on logistics

16.2.1 Warehousing and fulfilment

16.3 Reverse logistics

16.4 Delivery points

16.5 Logistics costs for online retailers

17. Supply chain innovation and disruption

17.1 The end of business as usual

17.2 Supply chain logistics: Ripe for disruption

17.3 The Internet of Things

17.4 Augmented reality

17.5 Drones

17.6 Autonomous vehicles

17.6.1 Autonomous transport in warehouses

17.7 3D printing

18. Ethical and sustainable supply chain strategies

18.1 Profits, planet and people - the 'triple' advantage

18.2 Environmental issues in supply chain and logistics

18.3 Government policy and transport emissions

18.3.1 Road freight

18.3.2 Air cargo

18.3.3 Rail and intermodal

18.3.4 Shipping

18.3.5 Warehousing

18.4 Ethical supply chains

18.4.2 Downstream supply chain issues

source:  ResearchAndMarkets.com

TIACA Drives Global Airfreight Standards with Launch of Cargo Service Quality Tool

TIACA’s new online Cargo Service Quality (CSQ) tool has officially launched, following its successful trial involving nearly two hundred air cargo supply chain companies.

Oman Aviation Services, SATS Ltd at Singapore’s Changi Airport, and Asia Airfreight in Hong Kong are the most recent Cargo Terminal Operators (CTO)s to enlist in the program, which aims to improve visibility and facilitate new air cargo global standards.

“This is a prime example of airports leading the way for change in their communities, through embracing an environment of collaboration and visibility,” said Steven Polmans, TIACA Vice Chair, and Head of Cargo and Logistics at Brussels Airport Company.

“Given the success of the pilot, we are very excited that this TIACA initiative is now being made accessible to the wider industry, and we encourage interested parties to get in touch.”

The online tool is a new worldwide campaign by TIACA to set global benchmarking standards for the airfreight industry to adopt, and in turn enhance quality across the chain.

“Momentum behind TIACA’s new CSQ tool is rapidly accelerating, and we are currently in advanced talks with dozens more air cargo supply chain companies, from Europe and Africa to Asia and North America, eager to sign up to the program,” said Sanjiv Edward, Chief Commercial Officer, Delhi International Airport, and TIACA Board member.

“Our first production live assessment will take place in April this year and, given the success of the pilot, we are looking forward to demonstrating to the global air cargo community the ability of CSQ to initiate change and drive up performance.”

The CSQ pilot scheme that took place last year involved 179 freight forwarders and 18 cargo terminal operators around the world, including India’s Delhi Indira Gandhi International Airport and AAICLAS Chennai Cargo Terminal, Brussels Airport in Belgium, Indonesia’s PT Jasa Angkasa Semestra, Hong Kong’s Asia Airfreight Terminal, and Singapore Airport Terminal Services (SATS) Ltd, amongst others.

Following completion of the pilot, Kenya Airports Authority pledged to fully adopt CSQ by mid-2019 at all airports across the country, which will be the first nationwide implementation of the assessment tool.

In order to raise cargo service standards, the tool is made up of four parts: Benchmarking, Assessment, Improvement, and Excellence.

The tool allows participating cargo terminals to provide ratings on several factors including process, technology, facilities, regulators, and general airport infrastructure, amongst other variables.

The data that CSQ collects, provides airports and cargo terminals with the business insight to identify areas of improvement and guide investment decisions.

source: https://www.aviationpros.com/gse/baggage-cargo/cargo-handling-equipment-accessories/press-release/21069841/the-international-air-cargo-association-tiaca-tiaca-drives-global-airfreight-standards-with-launch-of-cargo-service-quality-tool