Who's Who in Logistics and Supply Chain Management

3plogistics.com

Who's Who in Logistics and Supply Chain Management

20 th Edition


20th Edition

Who's Who in Logistics and Supply Chain Management - International

All Rights Reserved.

* Twentieth Edition *

© Copyright 2012

Armstrong & Associates, Inc.

100 Business Park Circle, Suite 202, Stoughton, WI 53589 USA

Phone: +1-608-873-8929 Fax: +1-608-873-5509

www.3PLogistics.com

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means,

electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Armstrong &

Associates, Inc.

The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that

the findings, conclusions and recommendations that Armstrong & Associates delivers will be based on information

gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to

guarantee. As such Armstrong & Associates can accept no liability whatever for actions taken based on any information

that may subsequently prove to be incorrect.

©Copyright 2012 Armstrong & Associates, Inc., Stoughton, WI 53589 USA

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20th Edition

Table of Contents Page

Section 1 - Top Global 3PLs

Global 3PL Revenues

Section 2 - International Logistics Providers

Definitions and Explanations of Terms

3PL Panamericana C.A.

ACCEL Logística

AFL Logistics

Agility Public Warehousing Company

Aimar S.A.

Aimi Consolidaciones S.A.

All-links Logistics Group

Almacenadora Mercader S.A. (ALMER)

Almacenadora, S.A.

Almaviva S.A.

Alpopular S.A.

América Latina Logística S.A. (ALL)

APL Logistics

Aqua Logistics Limited

Aramex

Archbold Logistics Ltd.

ARS Altmann AG

arvato logistics services

Barloworld Logistics

BDP International

Beijing Baolong Logistics Co., Ltd.

Beijing East Express Logistics Co., Ltd.

Beijing Harmony Shipping & Forwarding Agent Co., Ltd.

BEL International Logistics Limited

Belfor Logistics N.V.

Bibby Distribution Ltd

Binotto S.A.

BLG Logistics Group AG & Co. KG

Blue Express International S.A.

Bomi de Mexico, S.A. de C.V.

C&D Logistics Group Co., Ltd.

C.H. Robinson Worldwide, Inc.

Cargo Express International (H.K.) Ltd.

Cargo Logistics (Xiamen) Co., Ltd.

Cargo Services Far East Limited

Caterpillar Logistics Services LLC

Celsur Logística S.A.

CEVA Logistics

China Container Line Limited (CCL)

China Resources Logistics (Group) Ltd.

CHINATRANS International Limited

City Ocean Logistics Co., Ltd.

CTC International Logistics Co., Ltd.

CWT Logistics

DACHSER GmbH & Co. KG

Damco International A/S

DB Schenker Logistics

De Well Group

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20th Edition

Section 2 - International Logistics Providers

Deufol AG

DFDS Logistics

DHL Supply Chain & Global Forwarding

Dimerco Express

DSV A/S

Emons Spedition GmbH

Encompass Global Logistics

ESA Logistics (HK) Co., Ltd.

Everlink International Logistics Co., Ltd.

Ewals Cargo Care B.V.

Expeditors International of Washington

Fans Trans International Ltd.

Fatton Transport

FedEx SupplyChain/FedEx Trade Networks

Fiege Logistik Stiftung & Co. KG

Freight Links Express Holdings Limited

GEFCO

Geodis

GIRAG

GNK Logística S.A. de C.V.

Grupo TPC

Guangzhou City Star Logistics Co., Ltd.

Guangzhou Hutchison Logistics Services Co. Ltd.

Headwin Logistics Co., Ltd.

Hellmann Worldwide Logistics GmbH & Co. KG

Hercules Logistics & Forwarding Ltd.

HMG Logistics Co., Ltd.

Hunan Sinsa Logistics Investment Co., Ltd.

HurryTop Logistics/China Network Logistics

Hyundai GLOVIS Co., Ltd.

I.T.S. Fabry SA

IDS Group/LF Logistics

IMPERIAL Logistics Southern Africa

Integrated Logistics Berhad

ITG GmbH Internationale Spedition + Logistik

Jingmao Express (Suzhou) Co., Ltd.

JSL S.A.

Kelron Logistics

Kerry Logistics

Kintetsu World Express, Inc. (KWE)

Konsortium Logistik Berhad

Kuehne + Nagel

Levent

LGI Logistics Group International GmbH

Livingston International, Inc.

Log-In Logística Intermodal S.A.

Logística Industrial S.A. (Loginsa)

Logwin AG

LS Distribution North America

Luís Simões

Mainfreight Limited

Manco Logistics Co., Ltd.

Menlo Worldwide Logistics

Ningbo Hailian Logistics Co., Ltd.

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20th Edition

Section 2 - International Logistics Providers

Nippon Express Co., Ltd.

Nissin Corporation/Nissin Group

Norbert Dentressangle

Onest Logistics

OOCL Logistics Ltd.

Oriental Logistics Holdings Co. Ltd.

Panalpina World Transport (Holding) Ltd.

Pantos Logistics Co., Ltd.

Penske Logistics

Penta Global Logistics Co., Ltd.

Phoenix International Freight Services, Ltd.

Poh Tiong Choon Logistics Limited

Qingdao Smart Cargo International Services Ltd.

Rapidão Cometa

Redpack S.A. de C.V.

RichLand Logistics Services Pte Ltd

Round The World Logistics & Supply Chain Management Ltd.

Rudolph Logistik Gruppe GmbH & Co. KG

Ryder Supply Chain Solutions

Sankyu Inc.

Scanwell Logistics (HK) Ltd.

SCI Group

SDV/Bolloré Logistics

Shandong Jiayi Logistics Co., Ltd.

Shandong Rongqing Logistics Co., Ltd.

Shanghai Dajin Logistics Co. Ltd.

Shanghai Hengrong International Transportation Co., Ltd.

Shanghai Jato Logistics Co., Ltd.

Shanghai Kirin Logistics Co., Ltd.

Shanghai Lifeng Logistics Co., Ltd.

Shanghai Sunhua Logistics Co., Ltd.

Shenzhen BHT SCM Group Co., Ltd.

Sichuan Jinqiao Logistics Co., Ltd.

Sinosun Logistics Co., Ltd.

Sinotrans Ltd.

STACI

Sudamericana Agencias Aéreas y Marítimas S.A. (SAAM)

Sun Logistics

Suppla S.A.

Suzhou City Rijin Logistics Co., Ltd.

Suzhou Intorus Warehouse Co., Ltd.

Suzhou Orient Bestway International Transport Co., Ltd.

Tegma Gestão Logística S.A.

The Leader Logistics Co., Ltd.

Tigers Limited

Tito Global Trade Services LLC

TMM Logistics, S.A. de C.V.

Toll Global Forwarding Limited

Toll Holdings Limited

TRADISA

Trans-China Logistics Co., Ltd.

Trans-Hope International Logistics Co., Ltd.

Transport Corporation of India Ltd.

Transportadora Americana Ltda.

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20th Edition

Section 2 - International Logistics Providers

UPS Supply Chain Solutions

UTi Worldwide Inc.

VersaCold Logistics Services

Wared Logistics

Werner Egerland Automobillogistik GmbH & Co. KG

Wheels Clipper

Wincanton plc

Wuhan Dadao Logistics Co., Ltd.

Wuhu Annto Logistics Co., Ltd.

Yobel Supply Chain Management

Yusen Logistics Co., Ltd.

Ze Han Logistics Co., Ltd.

Zhejiang Int'l Logistics Co., Ltd.

Zhejiang Jiulong International Logistics Co., Ltd.

Zhejiang Lutong Logistics Co. Ltd.

Zhejiang Sunmarr International Transportation Co., Ltd.

Zimag Logistics

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Company Name Menlo Worldwide Logistics

Address: 2855 Campus Dr., Ste. 300, San Mateo, CA 94403 USA

Phone Number: 866-466-3656

Email Address: info@menloworldwide.com

Fax Number: 650-378-5484

Website Address: www.menloworldwide.com

COMPANY BACKGROUND

Parent Corporation: Con-way, Inc.

Year Started in Logistics: 1990

Market Area: Global

Founding Business: Motor & Airfreight Transportation

OVERALL CAPABILITY

KEY PERSONNEL

FINANCIAL INFORMATION (LATEST FULL YEAR)

ASSETS

MAJOR MARKETS

INFORMATION SYSTEMS

Asset Focus: N

(A = Asset Based, N = Non Asset Based)

Subsidiaries or Related Companies

Con-way Freight

Con-way Truckload

Con-way Multimodal

Overall Capability of Provider: Tier 1, major markets global supply chain manager and lead logistics provider.

Robert Bianco President

Robert Bassett VP Sales & Marketing

Sheila Taylor SVP Finance

Gary Kowalski COO John Herb VP Human Resources

Total Logistics Revenue ($Millions): 1,590

Total Net Logistics Revenue ($Millions): 602 **

Total Logistics Employees (Including Drivers): 6,500

Total Long-Term Contracts Held: 250

Average Length of Logistics Contract (Years): 3-5

Dedicated Contract Carriage Power Units/Trucks:

Total Tractors: 34

Total Trucks: 55

Total Other: 9

Dedicated Contract Carriage Trailers:

Total Dry Van: 80

Total Reefers:

Total Flatbeds:

Total Tankers:

Total Other:

Total Transportation Assets:

Total Tractors:

Total Trucks:

Total Trailers:

Total Aircraft:

Total Ocean:

Total Other:

INT'L FREIGHT FORWARDING/NVOCC VOLUMES

Total Annual Ocean TEUs:

Total Annual Airfreight Metric Tons:

Ticker Symbol CNW

Exchange: NYSE

Total Warehouses & Distribution Centers:

Total Warehouses/DC's: 137

Whse/DC Space (MSF):

Total with Rail Doors:

18

Avg Truck Doors per DC:

Asset Ownership v.s. Leased:

Transportation Equipment: Mostly Leased

Warehouses/DC's: Leased

(For detailed industry information, see "Customers" section.)

Overall Information Systems Rating: E (E=Excellent, G=Good, C=Capable/Adequate, and I=Inadequate)

Software Type: Software Vendor/Brand:

Transportation Management System (TMS): Oracle--OTM, Proprietary--LMS, TRAXi3

Transportation Planning and Optimization: Oracle--OTM, Proprietary--LMS, Infor/CAPS

Warehouse Management System (WMS): Infor WM Provia (Menlo modified), SIMS

Network Modeling/Site Location: IBM/LogicTools, Infor/CAPS

Freight Bill Audit/Payment Software: TMS, Proprietary--LMS

ERP/Order Management System: Proprietary--LMS

Other Systems Capabilities:

Bar Coding

Demand & Supply Forecasting

EDI Handling

ERP Interfaces

* Financial information may be actual company reported or A&A estimates.

** Net Logistics Revenue is net of pass-through revenues for purchased transportation.

*** Average exchange rates for the respective year are used to convert revenues to USD.

Total Licensed Customs Brokers:

Automotive Consumer Goods Elements Food, Groceries Healthcare

Industrial Retailing Technological

20th Edition

TMS Optimization Routines:

End-to-end Matching/Continuous Moves

Mode Conversion/Optimization

Many to Many Supply Network Optimization

Integrated TMS & WMS Internet Customer Access Real-time Track & Trace

Internet Order Fulfillment Radio Frequency Devices XML Data Handling

©Copyright 2012 Armstrong & Associates, Inc., Stoughton, WI 53589 USA

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TRANSPORTATION MANAGEMENT SERVICES

Transportation Planning Transportation Execution Transportation Services

Carrier Mgmt and Contracting

Inbound Shipment Planning

Outbound Shipment Planning

End-to-end Load Matching

Mode Conversion/Optimization

CUSTOMERS

Contract File Maintenance

Exception Handling

Load Tendering

Loss/Damage Claims

Tracking & Tracing

WAREHOUSING & VALUE-ADDED SERVICES

Warehouse/Distribution Center

Facilities Mgmt Frozen Refrigerated Rail Siding

Freight Bill Payment:

Pre-Audit

Post-Audit

Performed In-house

Outsourced

Value-Added Services

Call Centers

Kitting

Pick/Pack

Cross Docking Labelin

Pool Distribution

Customization

Lot Control

Repair/Refurbish

Inventory Control/Vendor Mgmt Merge in Transit

Returnable Container Mgmt

KanBan

Manufacturing Support Reverse Logistics

OTHER 3PL SERVICES, SKILLS & HANDLING

Other 3PL Services

Consulting/Process Reengineering

Factoring/Financial Services

Special Skills & Material Handling

Bulk Commodities

Installation/Removal

Purchase Order Mgmt

Air Freight Forwarding

Consolidation/Deconsolidation

Dedicated Contract Carriage

Freight Brokerage

Home Delivery

Less than Truckload (LTL)

Ocean Freight Forwarding

Store Support/Direct Store Delivery

Sequencing/Metering

Specialty Packaging

Sub Assembly

Quality Control

Order Mgmt Project Logistics Union Services

Hazardous Materials Food Grade/Sterile Temperature Controlled

ISO Certified Certification Locations: Select locations worldwide.

Other Services:

INTERNATIONAL SERVICES & PRIMARY AREAS SERVED

International Services Areas Served

AES/AMS/C-TPAT Duty Drawback

LCL Consolidation

Customs Brokerage

Foreign Trade Zone

NVOCC

Export Crating Port Services

A sample of 3PL clients.

Customer

Africa/Middle East

Asia/Pacific

Australia/New Zealand

Europe

Latin/South America

North America

Rail

Rail TOFC/COFC

Small Package

Specialized

Truckload (TL)

TM-Transportation Mgmt WM-Whse/DC Mgmt VA-Value-Added DCC-Dedicated Contract Carriage

Inte-Integrated TM&WM IM-Intermodal Intl-International SCM-Supply Chain Network Mgmt. Lead-Lead 3PL

Services Rendered by Menlo

Industry Location TM WM VA DCC Inte IM Intl SCM Lead Other

3Com Computers, Office Equipment Santa Clara, CA, Netherla

A.O. Smith Electronics, Electrical Equipment US

Allison Transmission Motor Vehicles & Parts China

B&Q Specialty Retailers China

Bacardi Beverages Asia

Bayer MaterialScience Chemicals US

Beefeater Gin Beverages Singapore

Big C General Merchandisers Thailand

Blue Coat Systems Network, Communications Equipment Netherlands

BMW Motor Vehicles & Parts Asia

Bobcat Construction & Farm Machinery China, Netherlands, US

Braun GmbH Household & Personal Products China

20th Edition

©Copyright 2012 Armstrong & Associates, Inc., Stoughton, WI 53589 USA

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COUNTRIES with OFFICES Countries served through owned offices or exclusive agents

Menlo

Africa/Middle East Asia/Pacific Australia/New Zealand Europe North America Latin/South America

China

Australia

Belgium

Canada

Brazil

Hong Kong

Czech Republic Mexico

Chile

India

Germany

United States

Malaysia

Great Britain

Singapore

Hungary

Taiwan

Thailand

Ireland

Netherlands

EDITOR'S COMMENTS

Menlo Worldwide Logistics is one of the leading U.S.-based 3PLs. It has adapted a Lean Six Sigma

management approach that is having positive results both on its profitability and in developing new business.

Menlo has solid inbound supply chain management and finished goods distribution capabilities. It is a prime

contractor for the U.S. Transportation Command’s Defense Transportation Coordination Initiative and the lead

logistics provider for truck manufacturer Navistar. Menlo is also a key 3PL for HP, Caterpillar, GM, Sears and Dow.

Menlo has significantly grown its China and Southeast Asia network and is continuing to expand its European

operations. Both are adding significant pieces of business with retailers such as Triumph in the U.K. and Malaysia

and Puma in Singapore. In Southeast Asia, Menlo runs 27 value-added warehousing operations with 3.5 million

square feet of space and a workforce of 1,175.

Menlo's IT capabilities, including its recent addition of Oracle-TM’s transportation management system, provide

it with solid supply chain management and optimization capabilities.

Provider's Strengths

Combined and integrated supply chain management, 4PL/lead logistics provider capabilities, significant Asia

Pacific presence and expanding global footprint.

Provider's Weaknesses

CASES & NEWS

Menlo Refines its China 3PL Model and Gains Business [To view in full html format, follow this link: http://www.3plogistics.com/Menlo_2-

2012.htm]

Shanghai, China Site Visit

February 20, 2012

Key Personnel:

Bob Bassett, Vice President of Sales and Marketing

Leong Choong Cheng, Senior Director of Business Development, North Asia

Jack Wu, Operations Manager

Steven Chen, Manager of Quality, Allison Transmission Asia Pacific Operations

Menlo China Overview

Menlo Worldwide Logistics generated gross revenue of $1.5 billion and net revenue of $572 million in 2010. It is on track to grow by over

6% in 2011 driving its gross revenue to approximately $1.6 billion. Menlo’s global staff of approximately 6,500 manages operations in 20

countries on five continents. Menlo’s expanding operational footprint has moved it into a select group of third-party logistics providers (3PLs)

which we classify as tier-one major market 3PLs. Globally, HP is Menlo’s top customer, followed by Navistar, and the DTCI (Defense

Transportation Coordination Initiative). It was also awarded a significant contract from GM to manage GM’s global spare parts and aftermarket

accessories logistics operations in late 2011.

We recently had the opportunity to get updated on Menlo’s Chinese operations during a visit to Shanghai. Menlo has over 47 years of

experience in China. In 1962, it established a Hong Kong office and in 1999 Menlo established a wholly-owned subsidiary, Shanghai-Menlo

Worldwide Logistics (Shanghai) Company Ltd., in the Waigaoqiao (WGQ) Free Trade Zone (FTZ). In 2006, Menlo formed a wholly-owned

foreign enterprise (WOFE) allowing it to provide domestic warehousing and transportation services. In 2007, Menlo greatly expanded its

domestic mainland China supply chain management network through the acquisition of Shanghai based Chic Logistics. Chic was a significant

domestic Chinese provider of non-asset based transportation management and value-added warehousing services. In 2009, Menlo rebranded the

Menlo/Chic China operations as Menlo Worldwide Logistics, North Asia.

Today, Menlo North Asia is operated by a staff of 1,000. According to Menlo, it has refined its China 3PL model and marketing efforts to

focus less on competing with local Chinese 3PLs for tactical logistics business and is concentrating on working strategically with domestic and

multinational companies needing more complex logistics solutions. It has been using Menlo’s consulting services such as distribution network

modeling as an entrée to developing new 3PL business. Key Menlo China accounts include: B&Q, Eaton, GM, Mary Kay, New Era, P&G,

Powerwave, Shanxi Coking Group, and Unilever.

Menlo is a lead logistics provider (LLP) for Mary Kay in China managing the transportation, value-added warehousing, and sales counter

operations for Mary Kay’s domestic manufacturing to direct sales channel. Menlo is also working with Eaton in North China performing valueadded

warehousing and distribution services for Eaton’s uninterrupted power supply products. It is also working with Shanxi Coking Group

managing coal transportation in Shanxi Province in Western China. Powerwave is a global Menlo customer. In China, Menlo is managing

Powerwave's warehousing and domestic finished goods distribution.

For future growth, Menlo China is targeting customers in the following vertical industries and channels:

20th Edition

©Copyright 2012 Armstrong & Associates, Inc., Stoughton, WI 53589 USA

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⦁ Volume/Network Segments: FMCG, Chemical & Industrial

⦁ High Value/Growth Segments: High Tech, Automotive Parts, Factory Logistics and 4PL/LLP & Supply Chain consultancy

⦁ Direct Sales/Online Retail

⦁ Bonded/Regional Hub

⦁ Energy Logistics

Menlo recently gained several significant pieces of business in China including apparel and accessories distributor New Era. New Era has a

contract with the United States based Major League Baseball and National Football Leagues to merchandise and distribute apparel and accessory

items. New Era, in turn, contracted with Menlo to manage its domestic China value-added warehousing and distribution needs including returns

processing. Menlo’s New Era operation is being managed centrally from its Hong Kong logistics hub.

Menlo China’s primarily non-asset based transportation management operation – with a moderate size fleet of over 60 self-owned trucks – is

managing approximately 90,000 shipments per month using a regionalized hub and spoke network and utilizes over 1,200 trucks mainly from

carrier partners on a daily basis for its transportation operation throughout China. The transport network has a centralized management and

operations office in Shanghai with regional branches in Guangzhou, Beijing-Tianjin, Chengdu, Xian, and Wuhan. It is coordinating pickup and

delivery services in over 110 major cities and is handling over 1 million metric tons annually.

Menlo’s transportation management services include: local distribution, long haul truckload and less than truckload shipment management,

licensed Dangerous Goods transportation, and multimodal domestic freight forwarding using truck, air, rail, sea and barge transportation modes.

Main ground transport lanes include points to and from Shanghai, Guangzhou, and Beijing-Tianjin. Major one-way lanes include points from

Shanghai, Guangzhou, Beijing-Tianjin to Xian, Chengdu, Wuhan, Shenyang, and from Xian to Urumqi.

China’s central government recently changed its VAT (value-added tax) structure to encourage Chinese 3PLs to own assets. Menlo currently

owns 60 trucks as part of its Chinese operation and is performing an analysis to determine if it should further expand its own fleet. All of

Menlo’s trucks have onboard GPS tracking and tracing units installed for shipment visibility, which is a service differentiator in China.

Menlo’s China warehouse network boasts over 180,600 square meters of total space. In total, it has 19 distribution centers, three bonded

warehousing operations, 45 field stocking locations, and fulfills over 20,000 orders per day. Its forward stocking locations mainly support Mary

Kay and are also utilized by some online businesses. It is also running dedicated warehousing operations for multiple customers.

Core warehousing services provided in China include: bonded and non-bonded FTZ warehousing and distribution, inventory management,

customs filing and processing, cross-docking, vendor managed inventory programs, returns processing, and spare/service parts logistics

management. In addition, Menlo is providing customers with numerous value-added services including: kitting, bar-coding, labeling,

packaging/repacking, pick/pack, repair/refurbishment, and scrap/salvage management.

Menlo is perpetuating a “Lean” operating management culture globally and currently three facilities in China are Bronze certified. Menlo’s

Lean warehousing certification is based upon measured operating performance versus goals and the success of process reengineering Kaizen

(process improvement) events. The certification levels range from Bronze to Gold. Thomas Pan is leading the Lean training and management

effort in China. In addition, he is also overseeing Menlo’s ongoing ISO 9002 quality certification process.

Menlo China Waigaoqiao (WGQ) Free Trade Zone (FTZ) Operations

As part of our visit, we toured three warehouses in the WGQ FTZ which serves as Menlo’s bonded/regional hub in Shanghai. The first

warehouse was GM’s bonded operation, the next was for Allison Transmission, and the third was a multi-client warehousing operation. An

overview of each is provided below.

GM Bonded Service Parts Logistics (SPL) Operation

The GM bonded service parts value-added warehousing and distribution operations began in 1999. Menlo processes customs registrations,

returns, and performs domestic service parts distribution of imported parts from the 4,000 square meter facility. The operation is currently

staffed by 16 people.

A staff of four work in the office processing customs filings and dealer orders. The remainder work in the warehouse. The operation is

managed by Jack Wu.

General Motors Shanghai has a manufacturing plant in Pudong which utilizes SAP's ERP (enterprise resource planning) system for order

management. Orders “drop” from the SAP system driving picking within the Menlo GM warehouse. Over 8,000 SKUs (stock keeping units) of

parts are maintained in on-hand inventory and outbound fulfillment and distribution totals 5,000 order lines per month destined to

approximately 90 GM dealers and hundreds of service stations.

Menlo is also managing a non-bonded warehousing operation for GM in Jiading, Shanghai. Over time, more and more parts are being

manufactured in China and distributed to dealers and other customers within China; therefore, the parts can be distributed from a non-bonded

warehouse.

Allison Transmission Bonded SPL and Manufacturing Support Operation

Allison Transmission has been utilizing Menlo's services for warehouse management and manufacturing support since 2008. The WGQ

facility has a staff of 12 people managing the bonded warehouse light-truck transmission and spare parts logistics manufacturing support

operation.

Parts are primarily imported from Allison Transmission's manufacturing plant in Indianapolis. Export parts and transmissions are primarily

shipped to Korea, Japan, Indonesia, and Singapore. A growing number, however, are also being distributed for use within China.

Six people work in the office processing inbound and outbound customs declaration registrations and performing order processing. For

2011, monthly import shipment customs registrations ranged from 22 to 48 and export customs registrations ranged from 67 to 106. Menlo was

fulfilling approximately 300 to 1,100 order lines of parts and transmissions per month.

Six warehouse workers perform parts inventory management, pick/pack, distribution, and multiple value-added services. The value-added

services being performed include: transmission component subassembly, transmission systems programming, parts calibration and testing, and

parts kitting.

The operation has multiple key performance indicators (KPIs) including: pick & pack accuracy, pick & pack turnaround time, import and

export customs registration lead time, and order turnaround time. At the time of our visit, Menlo was performing above its target thresholds in

all of the KPI metrics.

WGQ Multi-Client Warehouse

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©Copyright 2012 Armstrong & Associates, Inc., Stoughton, WI 53589 USA

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In another WGQ facility nearby, Menlo is running a 3,500 square meter multi-client warehouse. Its customers include survey equipment

manufacturer Trimble, coating/chemicals manufacturer PolyOne, Peter Thomas Roth skin care products, and a network server high-tech

customer. The operation has a staff of 10 and recently received Menlo's Bronze Lean certification.

Overall, the operation is fairly basic with multiple racks and bulk storage areas. In addition to case and pallet storage and distribution, some

special project work is being performed. During our visit, a Menlo team was applying local market labels to tubes of Peter Thomas Roth skin

firming lotions.

Menlo China Operations Summary

With expanding Asian, European, and North American operations, Menlo has advanced to being a true tier-one major market supply chain

manager. While its China operations vary from advanced, such as Allison Transmission and Mary Kay, to fairly basic, as in the WGQ multiclient

facility, each operation has a set of standardized work processes, customer performance metrics, and process improvement objectives.

With its Lean management focus, Menlo has been able to attract significant new business from customers with average to complex supply chain

management needs. With its refined China 3PL model and marketing efforts, Menlo has built a solid footing for future growth within China.

Menlo Expands its Southeast Asia Network, Lean Management Culture and Corresponding Capabilities [To view in full html format, follow

this link: http://www.3plogistics.com/Menlo_Asia_7-2011.htm]

Thailand, Malaysia, and Singapore Site Visits

July 26, 2011

Key Personnel:

Bob Bassett, Vice President of Sales and Marketing

Tom Nightingale, Vice President of Communications and Chief Marketing Officer, Con-way, Inc.

Desmond Chan, Managing Director – South Asia

Thomas Koh, Director, Business Development – South Asia

Naeramit Panprommin, Country Manager – Thailand

Chew Kim Beng, Deputy General Manager – Singapore Operations

Resham Singh Rajput A/L Balgit Singh, Operations Manager – Malaysia

Menlo Southeast Asia Overview

Menlo has expanded its Southeast Asian operations dramatically since our last visit in 2007. Today it is running 27 value-added warehousing

operations with a total footprint of 3.5 million square feet and has a workforce of 1,175. In addition to warehousing services, Menlo has added

significant pieces of business increasing its regional transportation management capabilities. Although most of Menlo’s initial Southeast Asia

business centered on meeting the needs of its multinational automotive and high-tech industry customers, Menlo has added many multinational

and regional distribution customers in apparel, consumer packaged goods and retail. Menlo’s major South Asia customers include BMW, GM,

Nike, Philips, Puma, Robert Bosch, Trane, Pernod Ricard, Bacardi, APB, Embraer, Net Appliance, Danfoss, Tata Automotive and Triumph.

While the traditional drivers of logistics outsourcing--manufacturers focusing on core competencies, leveraging third-party logistics providers

(3PLs) for cost reductions, and improving operational efficiencies--are in play in Southeast Asia, 3PLs such as Menlo are increasingly becoming

key allies in customers’ labor cost management strategies. In markets such as Bangkok, Thailand where unemployment is very low and labor

costs are increasing above 10% per year, 3PLs provide companies with increased predictability when budgeting for logistics costs.

Menlo South Asia Operating Network:

India: 11 Warehouses, 1,280,000 Sq. Ft., 425 Employees

Thailand: 3 Warehouses, 121,000 Sq. Ft., 90 Employees

Malaysia: 6 Warehouses, 360,000 Sq. Ft., 210 Employees

Singapore: 7 Warehouses, 1,700,000 Sq. Ft., 450 Employees

Total: 27 Warehouses, 3,461,000 Sq. Ft., 1,175 Employees

Bangna-Trad Road Multi-Client Value-Added Warehousing & Distribution Operation

The first operation we toured on our Southeast Asian trek was a modern 86,000 square foot multi-client warehouse on the outskirts of

Bangkok, Thailand. The facility has a staff of 80 providing services to five major customers. As a result of its ongoing process improvements,

the operation received Menlo’s Bronze Lean Management Certification in November 2009. To manage operations, Menlo utilizes its proprietary

“SIMS” WMS (warehouse management system) for almost all of the facility’s customers.

The facility provides warehousing and distribution services to local markets including retailers and hypermarkets such as Big C, Carrefour,

and Tesco. The average monthly volume of products shipped is over 6,000 cubic meters.

In addition to outbound order fulfillment, Menlo performs inbound product receiving and inspection, labeling, product bundling and returns

management for its customers.

Menlo Thailand started with its first customer at this facility in 2007 with a 50,000 square feet footprint and has expanded to three sites with

150,000 square feet over the last three years.

For a number of its automotive customers, Menlo manages service parts inventory and coordinates the distribution of parts to dealers and

vehicle service centers throughout Thailand, Cambodia, Vietnam, and other Southeast Asia countries.

Each of these customers is pick/pack intensive and more than 500 daily outbound shipments are managed by Menlo. For shipments within a

1,000 kilometer radius of the warehouse, Menlo provides its customers with same-day, or next-day delivery.

Over and above warehouse and transportation management, Menlo is also performing country specific product labeling for the Thai market,

repacking products as requested, and performing import labeling.

Malaysia Tanjung Pelepas Distribution Center - Dedicated Service Parts Logistics Warehousing & Distribution Operation

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square foot service parts logistics warehousing and distribution operation for an automotive customer. The operation started in August 2004.

Menlo has a current staff of 45 responsible for fulfilling spare parts and lifestyle item accessory orders to more than 80 auto dealers located in 21

countries throughout Southeast Asia and Oceania.

The warehouse stores multiple model years of automotive and accessory parts in more than 52,000 inventory locations. The majority of

larger parts are stored in rack locations and bulky items are stored on the floor. The warehouse has separate storage areas for dangerous goods

and accessories. All parts are stored using an ABC inventory management approach with faster moving parts positioned closest to the shipping

dock. Small parts are stored in bins and on shelves in a centrally located three-level mezzanine.

Warehouse tasks performed by Menlo include: inbound receiving, sorting and putaway; storage and inventory management; outbound

picking, packing, and shipping; carrier dispatch and quality control.

Inbound parts are received via ocean container or as airfreight shipments. All inbound products are checked against invoices to validate

product types and quantities prior to putaway.

To support operations, Menlo utilizes a robust system supported with RF scanners to manage tasks and provide real-time data updates

throughout the operation. Daily cycle counts and an annual physical inventory are performed to ensure inventory accuracy.

Menlo is measured on four main KPIs (key performance indicators): claims errors (excess shortage, shipping error overage), inventory

accuracy, inbound lead time, and outbound lead time. It also tracks an additional seven KPIs for Menlo’s own internal quality measurement.

Together they make up a “Balanced Scorecard” for the detailed measurement of operational performance. For 2011, Menlo is exceeding its

customer’s and five of its own performance goals in all of the scorecard areas.

To support Menlo’s Lean Management objectives, Menlo has initiated a series for Kaizen process improvement events. Events completed in

2009-11 which resulted in significant process improvement savings included the following project titles:

1. Container Loading for Dangerous Goods

2. Reduce Container Time at Yard & Warehouse

3. Improve FIFO Parts Process

4. Improve Packing Productivity for Fast Moving Bulky Parts

5. Improved Picking Productivity with "Top 2000" Implementation

Each of the four Menlo supervisors is responsible for supporting at least one Kaizen event per year. As a result of its Lean Management

initiatives and the corresponding operational improvements, this Menlo’s operation was awarded with a corporate Silver Certification in

November 2010. In addition, the client also awarded Menlo with its Gold Award in 2010.

Boon Lay Singapore Warehouse

The last operation we visited is the largest of Menlo’s seven warehouses in Singapore. The 284,000 square foot Boon Lay multi-client

warehouse has both domestic distribution storage areas and bonded areas for export products. Just under half of the operation focuses on

handling imports and providing regional and local distribution for wine and spirits customers. Each of the operations detailed below utilize

Menlo’s SIMS WMS for warehouse management.

The first operation we toured was a distribution hub for Menlo’s Wine & Spirits customers. It occupies approximately 180,000 square feet of

the warehouse including five separate temperature and humidity controlled rooms. Some of the well known brands stocked in this facility

include Beefeater Gin, Chivas Regal, Glenlivet, Malibu Rum, Jack Daniel's, Martell, and Johnnie Walker.

Inbound containers of product are received and checked against orders to verify quantities. Next, they will be putaway into the respective

storage areas based on their storage requirements.

Some of the value-added services include tracking of each case and bottle and labeling to meet the regulatory requirements of the final

countries of distribution; these countries include China, Indonesia, Singapore, and Vietnam.

In November 2009, Menlo began its warehouse and local distribution operations for athletic shoe, apparel, and accessories manufacturer

Puma. Menlo’s experience in retail logistics was key in landing the Puma account.

Services performed include inbound product receiving and quality/quantity inspections, premium product handling, price tagging for

domestic orders, and returns management. Menlo also supports Puma’s ad-hoc promotional events such as tradeshows and campaigns.

Menlo is currently exceeding its KPI performance benchmarks for Puma. They include: Web visibility to reflect real-time data of

inbound/outbound orders and stock availability, over 99.9% on-time receiving performance, 100% order fulfillment, delivery and reporting

performance; inventory accuracy of 99.95%, and 99.99% data accuracy for system updates.

As a result of Menlo’s performance in Singapore, Puma awarded Menlo its Malaysian distribution business in March 2011.

Menlo Southeast Asia Operations Summary

Menlo has expanded extensively in Southeast Asia over the past three years. As it continues to grow its automotive and high-tech customer

base, it has progressively brought on more retail and consumer products local and regional value-added warehousing and distribution business.

Based upon its new business gains and solid new customer “pipeline”, Menlo is adding warehouse space and growing operations throughout

Southeast Asia. It has solidified its management team and business approach. With Lean Management process improvement skills, Menlo has

done well securing multinational and regional customers. From what we’ve seen, we predict that its successes will continue.

Menlo Worldwide Logistics Continues its European Network Expansion [To view in full html format, follow this link:

http://www.3plogistics.com/Menlo_9-2010.htm]

Maastricht, Netherlands and Gyal, Hungary Site Visits

September 27, 2010

Key Personnel:

Bob Bassett, Vice President of Sales and Marketing

Todd Johnson, Vice President of International Operations

Tony Gunn, Managing Director Europe

Arthur van Gerven, Sr. Director, Business Development, Key Account Management and 4PL Services

Jori Liebrand, Site Manager – Maastricht

Samantha Sawelberg, Lean Coordinator – Maastricht

Kornel Matos, Logistics Manager – Gyal

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Menlo Worldwide Logistics Europe Overview

Menlo Worldwide Logistics generated gross revenue of $1.3 billion and net revenue of $514 million in 2009. In addition, for the first two

quarters of 2010 it has realized record profits and revenue gains. Menlo’s global staff of approximately 6,500 manages operations in 20 countries

on five continents. Menlo’s expanding operational footprint has moved it into a select group of third-party logistics providers (3PLs) which we

classify as tier-one major market 3PLs.

In Europe, Menlo has a staff of over 450 operating out of 15 locations in seven European countries. The 15 locations include value-added

warehousing and distribution operations in: Belgium, Czech Republic, Germany, Hungary, Ireland, Netherlands, and United Kingdom. Menlo’s

primary service offerings in Europe include both dedicated and multi-client warehousing and multi-modal transportation management. Its total

warehousing footprint is just over 80,000 square meters (SQM). It also manages two transportation management routing centers; Eersel,

Netherlands and Gyal, Hungary. Menlo Europe’s transportation management services include pan-European ground truckload, less than

truckload (LTL), airfreight, ocean and last mile delivery services. Besides these 3PL services, the Menlo European team also provides 4PL

services to some global accounts. Its key European customers are in the high-tech, consumer, medical devices and industrial industries.

In a recent visit, we had the opportunity to tour Menlo’s European operations in Maastricht, Netherlands and a smaller warehousing

operation in Gyal, Hungary. These are detailed below.

Maastricht Value-Added Warehousing and Distribution Operations

In December 2009, Menlo took over the management of a dedicated service parts warehousing and distribution operation in Maastricht for a

high-tech equipment manufacturer. Over 10,000 stock keeping units (SKUs) of parts inventory are maintained by Menlo in the 19,300 square

meter warehouse. With a staff of 65, it is providing the following services: inbound materials receiving and processing, parts inventory

management, parts repackaging, outbound order fulfillment, and outbound transportation export documentation and routing administration.

The warehousing facility itself is U-shaped, has 30 foot high ceilings, and is split into 10 sections. Parts orders come in through the customer’s

order management system into warehouse management system (WMS) for picking using wireless scanners. The operation distributes parts

orders to Europe, Russia, the Middle East, and Africa. All outbound orders processed by 6 P.M. are shipped the same day.

As with all of the Menlo warehousing operations we have toured, Lean management principles to drive out waste and improve operational

efficiencies are being deployed in Maastricht. Menlo has transitioned the operation from its customer and implemented a new organizational

structure. It is reengineering operations and has worked with the customer in significantly reducing on hand parts inventory while maintaining

service levels. In its first six months of operation, Menlo was able to reduce the required warehouse inventory space by just over 2,500 square

meters and has an ultimate goal to reduce it by 5,800 square meters. The reduction in required warehousing space yields a significant cost savings

to the customer and provides Menlo with space to add new accounts within the operation and convert it from a dedicated to multi-client facility.

Specific steps taken to transition the operation from the customer to Menlo management and implement Lean management principles have

included:

• Menlo taking over the contract for the facility.

• Development of a Menlo/customer Business Contingency Plan.

• Started to integrate environmental, safety, and health programs.

• Relationship management to grow the two cultures towards each other.

• Integration of quality processes into daily operations (outbound check, error file, empty location check, root cause analysis).

• Conduct Lean/5S/Value Stream Mapping training.

• Performed a “Red-tag” campaign to identify unneeded equipment in work areas.

• Started the first “5S walk” and created the first VSM (Value Stream Mapping) to map inbound process flows and reengineer the process.

• Started implementation of work area “visuals”, for example: work area pictures, and pick cart organization pictures.

• Implemented a “star card” program to reward employees for exceptional work performance.

• The operation has started to perform and implement process improvements from Kaizen events.

The Maastricht operation is on track to obtain Menlo’s Lean Bronze level by the end of 2010.

Gyal Multi-Client Value-Added Warehousing and Transportation Management Operations

Menlo’s 3,500 square meter Gyal bonded warehouse is located just outside of Budapest, Hungary. Its value-added service offering includes:

customs brokerage, packaging, labeling, vendor managed inventory programs, just-in-time production kitting and sequencing operations, and

regional and global transportation management. To support its warehousing operations, Menlo is using its proprietary “SIMS” WMS and “LMS”

transportation management system.

The primary customer is a high-tech manufacturer in the financial services industry and a Menlo global customer. Menlo manages the

customer’s global finished goods distribution and runs its European transportation routing center onsite at the customer’s manufacturing plant

that is in the same industrial park as Menlo’s Gyal warehouse. The Gyal operation performs work for another four customers as well.

Menlo’s European routing center management staff work hand-in-hand with the customer’s purchasing personnel to manage inbound

vendor material shipments to the plant. The majority of the customer’s materials are sourced from Asia, Europe, and the United States. In

addition to the inbound freight, the routing center manages outbound ocean and air shipments destined to the United States, South America,

Middle East, and Africa. Menlo’s transportation management has provided the customer with significant double-digit transportation savings in

each of its first three years of operation.

In terms of adapting Menlo’s Lean operating philosophy, the Gyal operation completed its first Kaizen event in the first quarter of 2010 and

Menlo’s 5S processes have been implemented and managed in its warehouse. The operation is on track to obtain Menlo’s Lean Bronze level in

the third quarter of 2010.

Summary

In addition to its European and Americas operations, Menlo has developed a significant presence in mainland China, Asia Pacific and has

developing operations in Australia. Its expanding global footprint has allowed Menlo to advance to become a true tier-one major market supply

chain manager. Through its Lean management philosophy, Menlo has been able to attract significant new business, increase its profitability and

reduce costs for its customers. Its Lean approach is making Menlo especially attractive to high-tech and healthcare vertical industry customers.

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In summary, Menlo is on the right track and we anticipate that it will continue to grow globally and build upon its recent profit gains.

Menlo Secure with TAPA Certification Confirmed Once More

Amsterdam 18th July, 2012 - Menlo Worldwide Logistics’ (Menlo) European operation has completed a successful audit by the international

classification and certification bureau, Germanischer Lloyd, and has been awarded renewed certification as fulfilling the Technology Asset

Protection Association’s (TAPA) Freight Security Requirements (FSR).

Menlo, the global logistics subsidiary of Con-way Inc. (NYSE: CNW), provides logistics, transport management and supply chain

management services as well as an expanding e-fulfillment offering across all five continents. In Europe the company has nine multi-client

warehouse and distribution centers providing flexible, multi-functional supply chain services.

Tony Gunn, Menlo’s managing director, Europe, emphasized the importance of strict security protocols that have been independently

audited and validated. “The integrity of our customers’ freight at all times is our top priority. The value of the TAPA audit process is that it

ensures our policies and practices adhere to the highest standards. This is crucial to the overall reliability and peace of mind our customers enjoy

from our services.”

The recent certification is the third time the security measures of Menlo’s European operations have been validated by this rigorous audit

process, which is administered by Germanischer Lloyd (GL) Systems Certification. The certification bureau’s personnel visited Menlo’s Eersel

facility in the Netherlands and carried out a further combined TAPA FSR (A) and ISO 9001 audit at the Schiphol-Rijk location near Amsterdam.

Roland Brück, lead auditor and senior surveyor of GL Systems Certification said, “Menlo’s processes and specifications for secure supply

chain management have been verified. The company demonstrated its concern and commitment in servicing customers’ security expectations.

The security of the warehousing and handling operations has exceeded the requirements. Menlo Worldwide Logistics is a good example of how

the implementation of quality control and benchmarking has improved over all operations.”

Added Jos Giele, the Amsterdam-based director of corporate security for parent company Con-way, who directed Menlo’s certification

process and audit engagement with GL Systems Certification: “The successful audit results validate Menlo’s Europe operations as best-in-class

with respect to security protocols and performance. It provides business advantage for our customers and clearly differentiates Menlo’s

professionalism and process-driven approach to security and risk management as a valued asset.”

Construction Ahead of Schedule on Menlo Worldwide Logistics' Advanced Green Distribution Center

New Facility to Meet Stringent Standards as Certified Green Mark Gold Plus Building.

SAN MATEO, Calif., and SINGAPORE - June 21, 2012 - Menlo Worldwide Logistics, the global logistics subsidiary of Con-way Inc.

(NYSE: CNW), announced construction is ahead of schedule on its eighth Singapore facility, a 400,000-square-foot build-to-suit warehousing

and retail distribution management center on Sunview Way. The new facility, which is being constructed to achieve the Singapore Building and

Construction Authority’s (BCA) Green Mark Gold Plus certification, is expected to be completed this fall.

The center will house inventory and distribution operations for several current Menlo customers, while retaining substantial capacity for new

customers, noted Desmond Chan, managing director, South Asia for Menlo Worldwide Logistics. “We are getting a lot of interest in this facility,

which will be among the most environmentally friendly commercial logistics facilities in the region,” said Chan. “We welcome the interest and

we encourage local businesses to consider this facility for high-efficiency warehousing and distribution services.”

To achieve the BCA’s Green Mark Gold Plus certification, the facility incorporates several advanced design and construction features

emphasizing high levels of environmental sustainability and energy and water resource conservation. These features include the use of green

cement and recycled concrete aggregates (RCA) for concrete used in constructing the main building elements, west-facing façade orientation,

tinted reflective glass windows and sun-shading provisions for increased thermal efficiency. “Receiving the BCA Green Mark Gold Plus

certification for our Sunview facility is an honor and a clear indicator of our commitment to environmentally friendly facilities and practices,”

Chan said.

To further increase energy conservation, the facility will be equipped with high-efficiency air-conditioning equipment, as well as advanced lifts

designed with AC variable voltage and variable frequency motor drive and sleep mode features. High frequency ballasts in fluorescent

luminaries, such as Philips T5 Lighting, will provide efficient, quality workplace lighting. Additional features which promote environmental

sustainability include motion sensors and timers on electric appliances and lighting, as well as sustainably sourced office carpet, internal

partitions and ceiling boards.

Following completion of construction, Menlo intends to operate the facility using Lean methodologies and practices promoting operational

efficiency, environmental sustainability, waste minimization, energy and resource conservation, and recycling of reusable goods.

With operations in Singapore for nearly 20 years, Menlo provides a wide variety of logistics, warehousing, inventory and transportation

management, distribution, fulfillment, light manufacturing and supply chain design and engineering services for local and multinational

customers. The new Sunview facility will provide product warehousing and distribution, high-velocity picking and packing operations,

customized labeling and return management services. The company expects to employ 150 people once the site is fully operational.

“By emphasizing green-certified development practices and materials, Menlo is setting the precedent for other leading companies to follow,”

said Nitin Chhabra, Head of Supply Chain, Philips Lighting. “The company is working to grow and expand its business footprint in Singapore

while simultaneously reducing its environmental footprint. We are proud that Philips Lighting products will play a role in that process.” Philips

will be a customer in the new facility, where Menlo will be providing a range of services including inbound receipt of finished goods, storage and

inventory management, pick/pack fulfillment and shipping of orders to local Singapore and Asia regional customers.

Menlo’s existing seven facilities are located throughout Singapore with 450 employees and provide dedicated and multi-client distribution

services. Menlo also operates additional multi-client logistics facilities in Southeast Asia, as well as China, India, Australia, North America and

Europe.

Menlo Worldwide Logistics' Lean Supply Chain Management Center Attains ISO 14001 Certification

SAN MATEO, CA and AURORA, IL -- (MARKETWIRE) -- 04/12/12 -- Menlo Worldwide Logistics, the global logistics subsidiary of

Con-way Inc. (NYSE: CNW), today announced its Lean Supply Chain Management Center in Aurora, Ill., has been awarded ISO 14001

certification by the International Organization for Standardization (ISO).

The ISO 14001 family of standards provides a framework for organizations to develop an environmental management system. The standards

serve to encourage companies to evaluate all areas of business activity that have an environmental consequence and establish measures, controls,

mitigation strategies and communications programs to manage their impact.

"Menlo employs extensive Lean practices for waste reduction and continuous improvement," said Tony Oliverio, the company's vice

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president of Supply Chain Services. "Attaining ISO 14001 certification was a logical step for Menlo, given our aggressive sustainability strategy

and complementary role that our Lean expertise plays to help us identify and remove waste from the carbon stream. It's an honor to earn this

important certification as it further demonstrates to our customers our deep commitment and effective practices for minimizing the

environmental impact of our operations."

The Aurora office is the first Menlo facility to be awarded with the certification. The extensive process began in January 2010, when the

company's internal Environmental Management System (EMS) team took inventory of the facility, mapped its carbon footprint and identified

environmental aspects and impacts of the operation. Eventually, the team developed a system of compliance that mirrored the ISO 14001

guidelines and initiated new procedures. These included a comprehensive recycling, energy and waste reduction program and a system to

capture, calculate and further manage greenhouse gas emissions.

The benefits to new and existing customers of Menlo's ISO 14001 certification are many, including reduced energy consumption,

identification and remediation of practices that generate environmental waste, and lowered risk (through environmental impact analysis).

Additional benefits include increased visibility to environmental performance and waste reduction opportunities. With a certified ISO 14001

system in place, Menlo intends to accelerate efforts to obtain ISO 14001 certification for additional facilities in North America and around the

world. The company also plans to extend its carbon assessment and mitigation services to the supply chain operations it conducts on behalf of

its customers.

As one of three primary business units of Con-way Inc., Menlo's ISO 14001 certification represents the latest advancement in the company's

enterprise-wide sustainability program, launched in 2009. Menlo also plans to collaborate with sister companies Con-way Freight and Con-way

Truckload to help them introduce ISO 14001 processes to reduce environmental impact at their facilities as well.

Menlo Worldwide Asia Pacific Granted Secure Trade Partnership (STP) by Singapore Customs

3PL Meets Strict Program Guidelines for Supply Chain Security Measures and Practices

SAN MATEO, Calif., and SINGAPORE - March 12, 2012 - Menlo Worldwide Asia Pacific Pte Ltd., the global logistics subsidiary of Conway

Inc. (NYSE: CNW), today announced it has achieved Secure Trade Partnership (STP) from Singapore Customs. A voluntary program, STP

is consistent with the World Customs Organization (WCO) SAFE Framework of Standards and serves to secure and facilitate global trade.

Menlo is one of only 75 companies that have been certified under the STP program since the program's inception in 2007.

Menlo initiated the STP process in April 2011 and subsequently underwent several series of facility audits and procedural validations

performed by Singapore Customs. To achieve STP endorsement, Menlo was required to have security management systems in place, conduct

risk assessments of their business operations and implement security measures in eight key areas: premises and access controls, personnel,

business partners, cargo, conveyance, information and IT, incident management and investigations, and crisis management and incident

recovery.

STP indicates to our customers and to the government of Singapore that we take the adoption and implementation of security measures

seriously and are committed to adhering to security best practices across the entire supply chain, said Desmond Chan, managing director, South

Asia, Menlo Worldwide Logistics. Our security and operations teams in Singapore worked diligently over many months to reach this important

milestone and I thank them for their dedication and commitment. This is a well-deserved accomplishment and one in which we are prepared to

lend our ongoing support long into the future.

As an STP-certified company, Menlo brings increased visibility and greater efficiency into its supply chain. Additionally, the company

benefits from:

- An enhanced reputation as a low-risk company

- Reduced inspection or expedited clearance into and/or out of Singapore

- Designated account managers

- Trade facilitation benefits such as bank guarantee reduction

- Automatic recognition as a known consignor (KC) under the Regulated Air Cargo Agent Regime (RCAR)

Having worked closely with the Menlo team in South Asia over the past six months, I've seen firsthand the importance they place on supply

chain security as evidenced from the strong support from the highest levels of management, said Jeffrey Ho, account manager, Singapore

Customs. I congratulate Menlo Worldwide for this excellent achievement and look forward to continued collaboration with Menlo as a trusted

partner of Singapore Customs.

Five Menlo facilities in Singapore are now STP-validated: 30 Boon Lay Way; 6 Pioneer Walk #02-06WH Goldin Logistics Hub; 22A Benoi

Road; 10 Penjuru Road; and 46 Penjuru Lane, C&P Hub 1, Block 1 CLS-Warehouse A #04-01.

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