Warehouse - United Kingdom Warehousing Association

WarehouseOfficial Newsletter of The United Kingdom Warehousing Association May 2013 Volume 22 No 5

Association News 3Founded 1944The United KingdomWarehousingAssociation,418-422 Strand,London WC2R 0PT.Tel: (020) 7836 5522Fax: (020) 7438 9379Web: www.ukwa.org.ukEmail:dg@ukwa.org.ukMission StatementThe UKWA provides a serviceto Logistics Service Providersby helping to establish afavourable operatingenvironment, by providing aforum for discussion onnon-competitive issues and byproviding information toassist them in theirbusinesses.Management BoardStephen Basey-FisherNigel CookDerek CooperPhil CullingRichard DaviesJoanne DolanDouglas FearnleyKeith ForsterSteve GauglerMel Grainger, Vice PresidentMike HodgeAndy LawrenceJulia LucasJohn Maguire, ChairmanTony Mohan, Vice ChairmanDuncan Pannell, Vice PresidentDerrick Potter, Vice PresidentMike PottsAlan PowellGwynne RichardsDavid ScottDale StokesIain Speak, Vice PresidentCharles WattEDITORIALRelease thepotentialI represented UKWA recently at theEverywoman in Transport and LogisticsAwards in London. It is a regular eventand does much to highlight the femaletalent in our industry. In September2013, Everywoman is holding ameeting of its Transport &Logistics Leadership Academy.It is dedicated to developingthe leadership skills of women inthe industry and particularly:• Women with aspirations to developtheir career in transport & logistics;• Future leaders in an organisation;• Middle managers who wants tomove up to an executive level;• Women managing a small team.All good stuff, many of you will say.But is it necessary? Should we be takingseparate routes to develop our talent.One for the young? Another forthe mature? A third for women?Perhaps a fourth for different ethnicgroups? Doesn’t potential talent shinethrough whatever the gender, age orethnicity?Well, the facts about women inindustry, and our industry in particular,are stark. Logistics employs 1.55 millionpeople in 192,740 companies. Ofthose people 24% are women. Take alook at the Boardroom, and the percentageof women plummets.Does it matter? I think that is for thereader to decide and I would welcomeyour views. Our industry is conservative,andmale dominated.It’s equallytrue to saythat ourArmedForces areby natureconservative,andthey arealso maledominated.However,that doesn’tpreventwomen commanding ships, flying strikeaircraft, serving on submarines, andleading men.Could we do better? Well thereality is that the Logistics sector isfacing a labour shortage in thecoming years, and faces skills gapsnow, especially among the SME’swhere management skills are often“inherited”, and developed in an adhoc and unstructured way. What wemust do is to identify, nurture andrelease the potential we have in ourindustry, whatever the gender, ageand ethnic background.Everywoman is doing its bit.Perhaps they are offering a modelwhich the men could follow?EDITOR: Lloyd Arkill Tel: +44 (0) 1923 777897 ADVERTISING SALES: Daren Thomas Tel: +44 (0) 771 974 0736 Email: daren@ukwa.org.ukUKWA publications are printed by the bartham group media ● design ● printtel: 01582 573471 www.barthamgroup.comwww.ukwa.org.uk May 2013

6 Association NewsNEW MEMBERSCSI Drug &Alcohol TestingLtdFirst Floor Discovery 11 William Armstrong WayNETPARK SEDGEFIELDDURHAM TS21 3FDContact:Dyllan PhippsT: 01740 625353E:dyllanp@csi.gb.netW:www.csidrugsandalcohol.co.ukCSI are a dedicated workplacedrug and alcohol(D&A) testing servicescompany. The company’sfive core services include:• Dedicated Laboratory –for cost effective and rapidsample screening /sampleconfirmation; • Full testing/collectionservices;• Confidential investigationservices covering allaspects of workplace criminalityand drugs infiltration/abuse;• Mobile D&Atesting services – provisionof mobile testing units tocover single/multiple locationsacross multiple shiftpatterns; • D&A trainingservices.NetworkPackaging LtdUnit 5 Lanesfield DriveSpring Road Industrial EstateEttingshallWOLVERHAMPTONWV4 6UAT: 01902 496666E:3pl@networkpack.co.ukW: www.networkpack.co.ukNetwork Packaging isa leading specialist in theprovision of tailored packagingsolutions that suitthe fulfilment requirementsof each of its customers.The company is based inthe West Midlands andservices the UK via anintegral transport fleet.Network Packaging hasan established 3PL/ecommerceteam thatfocusses solely on providingthe highest level ofservice, quality and innovationfor its customers.Working in partnershipwith some of the leading3PL/e-commerce companies,the firm’s expertiseconsistently delivers a positiveimpact on the supplychain.SBHS B HThe Rotunda1 Old London RoadHERTFORDSG13 7LAContact: Andy MelvinT: 01992 780035E: andy.melvin@sbh.co.uk.W: www.sbh.co.uksbh has been providinga comprehensive, integratedproperty serviceencompassing projectmanagement and generalpractice surveyingskills to major companiesfor over 25 years.From site search andacquisition, planning,design and project management,to fit out andhandover, plus all thestandard property servicesthroughout the property’slifecycle, sbh provides acomplete all-in-one service.The company has builtlong-term relationshipswith leading UK,European and globalclients across the warehousing,manufacturing,retail, distribution, cosmetics,pharmaceutical ade-commerce sectors.sbh’s skilful professionalshave delivered complexprojects and solvedinternational propertyissues across 17 countriesto date, ranging from theUK to China.Four SoftUK LtdNewstead HouseLake View DriveSherwood ParkANNESLEYNOTTINGHAMSHIRENG15 0DTFour Soft is a globalleader in providing innovativesoftware solutions,IT consultancy and businessprocess outsourcing(BPO) services exclusivelyfor the 3PL, logistics andsupply chain managementmarkets. 4S eLog,the company’s extendedwarehouse managementsystem, can be offered ona purchase orhosted/cloud model andcan be integrated withother web-based productswithin Four Soft’s productsuite as well as other thirdparty systems.OptimaWarehouseSolutionsSt Albans HouseSt Albans RoadSTAFFORDST16 3DPE: enquiries@optima-ws.co.ukT: 01270 500777W: www.optima-ws.co.ukOptima can provide arange of cost effectivewarehouse managementsystems. Formed in 2001,Optima offers tried andtested software and theproject management skillsto ensure successfulimplementation.Optimiser WMS providesa complete solutionthat streamlines the wholeprocess from order todespatch whilst alsoseamlessly integrating withexisting business systemsas a well as all majorcourier packages.Optimiser WMS can bedeployed as on online‘cloud based’ solutionmeaning lower start-upcosts and greater flexibility.It is modular, whichmeans users only pay foronly the parts they needand can upgrade simplyin the future by addingfunctionality as theirrequirements change .May 2013www.ukwa.org.uk

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8 Business NewsINBRIEFClipper’s Super dealSuperGroup, the companythat owns theSuperdry brand, hasentered a long termagreement with ClipperLogistics and investedin a new distributioncentre in Burton-on-Trent, as part of itsinfrastructure investment.The agreementwill see Clipper providefulfilment for thegroup’s retail activitiesfrom the 500,000 sq ftmulti-channel facility.The centre is set to bein full operationtowards the end offinancial year 2014.Ports brandPD Ports has launcheda new brand aiming tohighlight the group’sport centric logisticscapabilities, PDPortcentric Logistics.Business developmentdirector of PD PortsGroup, Geoff Lippitt,said: “Portcentric logisticshas very real commercialand environmentalbenefits. Everyyear, in total, our customerssave millions ofpounds in supply chaincosts, road miles andsignificantly reducetheir carbon emissions.”PROPERTYBibby Distribution landmajor ambient food contractBibby Distribution hasopened a new 212,000sq ft warehouse and distributionfacility and takenon more than 100 additionalstaff in Corby aftersecuring a major contractwith Japanese food manufacturerMizkan.The Corby facility willsupport an initial threeyear contract with Mizkan,secured following a competitivetender which sawBibby Distribution selectedfor its competitiveness andproven grocery sectorexpertise.The 30,000 palletcapacitysite will supportthe customer following itsacquisition of a series offamous UK brands during2012 and 2013, includingSarson’s vinegar,Haywards pickled vegetablesand Branston picklefrom Premier Foods.Under the new agreementBibby Distributionwill manage the completeUK warehousing and distributionrequirements forthe Sarson’s, Haywardsand Branston brands.Corby was identified asthe optimum locationbetween the different productionpoints of thebrands and their outboundcustomer base.This has minimisedinbound and outboundroad miles, lead-timesand associated costs.The fleet will also trunkambient products intoCorby from the Sarson’sand Haywards productionplant in Middleton andthe Branston facility inBury St Edmunds.Commenting on thenew agreement, PaulShanahan, MD atMizkan’s UK business,says: “Our acquisitionswere carefully selected toprovide a platform to supportour future growthambition in the UK whiledelivering a strategic fitwith our global portfolio.We are building a solidfoundation for growth inthe UK market and weneeded a third partylogistics provider (3PL) topartner us.There is noshortage of 3PLs withwarehouses and trucks,but we wanted a supplierwith extensive experienceserving the grocery market.”Bibby Distribution hascommenced deliveries ofinbound product and willmaintain a 20,000 palletstock-holding for Mizkanin Corby. It will begindelivering an estimated114,000 pallets annuallyto retailers nationwidefrom July onwards and issupporting the contractwith 15 new trucks and25 trailers which will enterservice in the comingweeks.Mark Wilson, aDivisional Director atBibby Distribution,explains: “Our softwareplatform is key to deliveringfor Mizkan. It tieseverything we do together,from monitoring stock levelsto helping the customerimprove its route tomarket.“From the outset we’vebeen able to wrap ourselvesaround Mizkan’srequirements to deliver asolution which has theflexibility to grow withthem. It’s this approachand our proven ability inthis sector that’s securedthe contract. We look forwardto helping themdeliver these leading foodbrands into the marketplace.”May 2013www.ukwa.org.uk

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10 Business NewsINBRIEFHAULAGEFunding announcedUnipart has beenawarded a £1.3 milliongrant for advancedtechnologies at itsCoventry site, which willcreate 90 new jobs.Local government ministerMark Prisk MP metemployees at the site tomake the announcementthat the company hasreceived the grant aspart of the government’sGrowing Placesfund. “Receiving thisadditional funding willmean we can accelerateour plans quickly andinvest in technology andthe skills of people fromCoventry andWarwickshire to add tothe area’s manufacturingreputation,” saidUnipart ManufacturingGroup’s managingdirector, Carol Burke.New trucks for PotterPotter Logistics hasbought two Fuso EcoCanter Hybrid ecofriendly7.5 tonne lorries.The two vehicleswill be based atPotter’s York distributioncentre and willbe used exclusivelyfor Palletline operationsin and aroundthe city centre. Theyare said to offer a 23per cent fuel saving.Downton buys 180 new Cartwrighttrailers to meet growing business needsC M Downton Ltd hasordered 180 new trailersfrom Cheshire-basedCartwright Group tosupport its growingrequirements for new andexisting haulage contracts.The Gloucestershirebased logistics firm hasrecently secured a numberof new business wins andexpanded contracts whichrequire an increasinglydiverse fleet of trailers. The180-strong reinforcementfleet consists of doubledeckand hydraulic decktrailers, including longerlengthand aerodynamicversions.Rob Emery, Director, CM Downton Ltd, said:“We’re increasinglyrequiring larger and moreflexible fleets to meet customers’needs, and helpthem to respond to whatremains a fluid and complexmarketplace.“We’ve had a good2013 so far, with somesignificant wins in the firstquarter,” adds Rob, “andthese trailers will help toensure we have thecapacity and flexibility tomeet these increaseddemands.”The trailers join a fleetof more than 1,200 trailersand 500 vehiclesspread across Downton’snational network ofdepots.The new Cartwrighttrailers are designedespecially for Downton.May 2013www.ukwa.org.uk

Advertorial 11AmcoInternational’s RDCWarehouse Management System Summary Case StudyObjectivesDue to a move into the bulk supermarket suppliesand the subsequent increase in workload it was identifiedthat existing logistics staff would be unable to meetthe new levels of demand.In order to minimise any additional staff recruitmentit was proposed to investigate the use of a WarehouseManagement System (WMS) to automate processesacross the three 22,000 pallet warehouses that madeup the RDC.It was agreed that in identifying a suitable WMS thefollowing points should be considered:1. The solution should utilise a barcodedapproach to maximise productivity andminimise data entry errors.2. Easier storage planning and full compliance toFIFO criteria.3. Easy location and full visibility of stock.4. Show significant reduction in stock losses.5. Where possible provide a paper free solution.6. Offer an integrated solution where stock acrossthe multiple warehouses could be viewedcentrally in a single location.7. A full audit trail should be maintained.8. Vehicle handling times should be reduced.9. The system should attract a minimal capitaloutlay.Approach and RecommendationsA number of candidate systems were considered andseveral were invited to demonstrate at the RDC.The quality of the systems and ease of use variedgreatly, but a shortlist was drawn up and seconddemonstrations were arranged.In terms of functionality, ease of use and cost, onesystem was a clear winner ‘Think Warehouse’ developedby Think IT Systems Limited.While cost was not the only criteria, there are a coupleof relevant points in this area that require specialmention.It very soon became clear that the major costsinvolved could, in essence, be split into two main areas,these being the wireless infrastructure and the WMSitself.The wireless infrastructure presented a problem asthe free standing warehouses had various obstaclesbetween the buildings which stopped the continuity ofradio signal transmissions.This meant to meet the criteria of a single, globallyvisible solution would have required a significant investment(circa £40k-£50k) just to link the buildings together.Amco International’s chosen partner (Think ITSystems) were the only candidates to offer a no costsolution to the communication issue with their unique3G option. This 3G option allows their WMS to operateover the mobile phone network thus completely eliminatingthe need for a Wi-Fi network.The second major capital cost, the WMS itself, wasalso greatly minimised by adopting a rental programwith the supplier.Conclusion and Additional Benefits‘Think Warehouse’ has met all of the original criteriaand has in fact provided many benefits that werenot in the original requirements.Efficiency improvements have been so dramatic thatthe RDC has been able to expand from three warehousesto ten without any increase in staff numbers.The portability of the chosen system over the 3Gmobile phone network has considerably reduced buildingcosts when expanding. This allowed more remote(and lower cost) warehouses to be considered as therewas no longer a need to maintain a ‘line of sight’between the buildings for traditional Wi-Fi.Training was very easy with the average training timefor shop floor operatives being just 20 minutes, thusminimising down time.Due to the speed of the system, stock audits can nowbe successfully completed on a rolling one month basis.This is providing audited management information thatshows stock accuracy is now running at 99.8%.As the server and data are operated on a remotelyhosted server there is now the ability to work on thesystem on a laptop from anywhere there is an Internetconnection. In addition, a full multi-location back upregime is now in place providing an almost immediatedisaster recovery solution.Vehicle handling times (loading and unloading) havedropped dramatically. It now takes approximately 8% ofthe time it used to do to turn each vehicle around. Thishas allowed a much more structured approach to dockmanagement to be implemented.Automated pick generation from electronic sourcessuch as spread sheets and the Internet has reducedback office workload and has virtually eliminated dataentry errors.In summary, this exercise was unusual in that it wasnot originally driven by identifying cost savings.However, costing out the benefits to the business inincreased capacity and direct savings in non-salaryareas, it was estimated that the system produced areturn on investment within six months of going live.www.ukwa.org.uk May 2013

12 Health & Safety In partnership with Citation - www.citation.co.ukALCOHOLDevice tests workers’ alcohol levels quickly and easilyWorkers’ alcohol levelscan now be tested quicklyand easily using a newfingerprint device whichgives instant results.The device, AlcoSenseTruTouch, was launched inMarch and uses a nearinfraredlight to measureblood alcohol content inthe skin. Users put theirfingers on an opticaltouch pad and the readergives a result within tenseconds, meaning 300employees an hour canbe processed.The website ofAlcoDigital, the companymarketing the newdevice, says: “Testingevery person, every daychanges the underlyingbehaviour itself.”However, unions havesaid routine alcohol testingis an unnecessaryimposition while anemployment lawyer saidemployers thinking of testingworkers should bewary.Dave Prentis, generalsecretary of UNISON, saidFirm fined after pallet stackcollapses and kills workeran increase in alcoholtests would be a mistakeand was “a sledgehammerto crack a nut.”He added: 'If workershave a problem with alcohol,their employersshould not be relying on agadget to entrap them butshould be providing themwith proper support.”Employment lawyerPhilip Landau, writing inthe Guardian, warnedthat employers should notrush into testing. “In orderto protect themselves,A Nuneaton storage and distribution firm has been fined after a workerwas killed when a tall stack of empty wooden pallets toppled on to him.Marcin Rogala, 29, was working at Ralph Coleman International Ltdon the Bermuda Industrial Estate in Nuneaton when the incident happenedon 9 November 2010.Warwick Crown Court was told that Mr Rogala and his colleagueswere gathering up fallen pallets from a tall stack that had collapsed inthe yard.As Mr Rogala and other workers removed the wooden pallets, anothertall stack toppled over. Others jumped clear but Mr Rogala wasstruck by the pallets, which weighed 36kg each, and died after sustainingmultiple injuries.An investigation by the Health and Safety Executive (HSE) found thata lack of effective management control over operations in the palletyard, combined with high stock levels, had led to an unsafe environmentand stacks being made too tall.Ralph Coleman International Ltd, pleaded guilty to breaching Section2(1) of the Health & Safety at Work etc Act 1974. The company wasfined £75,000 and ordered to pay costs of £25,316.Speaking after the hearing, HSE inspector Roger Amery said: “Thisdeath was a tragedy which could have been prevented if this companyhad given proper and thoughtful attention to its pallet yard operation.Its failure to do so put other workers at risk and led to the death of MrRogala.“Lots of firms form unsupported or freestanding stacks in their yards.I hope this death and the penalty imposed prompts them to check thecondition and height of their stacks so that this doesn’t happen again.”most employers shouldmake sure that any testingcomplies with the higheststandards and processes,following industry bestpractice and using a fullyaccredited, professionaland independent serviceprovider,” he wrote. “Itremains to be seen howmany will be tempted tofrequently test their staffwith little or no notice. It isnot too difficult to seewhat that might do to staffmorale if the practicebecomes widespread.”FATAL ACCIDENTWorkerkilled byrunawaylorryA lorry driver diedwhen he was run overby his own lorry, acourt has heard.Father-of-threeGary Walters, 51, wasworking forGloucester-based contracthaulier LarkinsLogistics Ltd when thefatal incident occurredon 11 October 2010.He was collecting atrailer loaded withstructural concreteproducts from BisonManufacturing Ltd inSwadlincote,Derbyshire. He failedto apply the brake inhis cab and, becauseBison's drivers had notMay 2013www.ukwa.org.uk

Health & Safety In partnership with Citation - www.citation.co.uk 13INSPECTIONSHSE charging regime:How safe is your business?The Health & SafetyExecutive (HSE) now hasthe power to charge abusiness whenever it findsa health & safety contravention,or “materialbreach”, at the rate of£124 per hour under acharging regime called“Fee For Intervention”.The HSE has had itsbudget cut by 35%. Tobridge that gap, theGovernment thereforeimposed a legal duty fororganisation to recover itscosts from non-compliantbusinesses in Octoberapplied the brake tothe trailer, the vehiclemoved off as he wascoupling the two partstogether.Mr Walters isbelieved to have goneround the front of thevehicle, possibly in anattempt to get into thecab and apply thebrakes, but he wasstruck by the cab andrun over. He died of2012.The HSE will recover allcosts incurred with anyintervention, where abusiness is found to havea material breach ofHealth & Safety.The average cost ofintervention activity, ascalculated by the HSE, is;• Inspection, resulting inletter - £750;• Inspection, resulting inenforcement notice -£1,500;• Investigations - Couldbe tens of thousands ofpounds.multiple injuries.An investigation bythe Health and SafetyExecutive (HSE) foundthat drivers workingfor Bison did not routinelyapply thetrailer brakes toensure the unitswere parked safely.Following MrWalters' death, apolice vehicle examinerexamined ten otherCitation's Queen'sAward winning servicecan provide companieswith guaranteed Health &Safety compliance, freeingthe business from anyfinancial risks which itmay be exposed to.And, what’s more,Citation's AdviceGuarantee means thatany company that followsCitation’s advice and stillfaces with charges fromthe HSE, we will have allcharges paid. Emailukwa@citation.co.uk forfurther details.trailers at the sitebut none had thebrakes applied, andno other manualsystem of restraint,such as chocks orhooks, was in place.Larkins Logistics Ltdwas found guilty oftwo criminal safetyoffences andwas fined £450,000plus full costs of£23,317.Close shaveWorkplace transporttraining providerMentor's ClaireHenshaw has raised£650 in aid of fivegood causes by shavingoff her hair.Claire's is the firstin a series ofevents beingheld throughoutthe year byMentor staff incelebration ofthe company’s25th anniversary.Alongsidethese events,the companywill be donating50p for everytraining day soldbetween April 2013and March 2014 toreach their target ofraising £25,000 forfive chosen charitiesin just twelvemonths. All moneyraised will be equallydivided betweenHelp for Heroes,Prostate Cancer UK,Weston Park HospitalCancer Charity,Children's HospiceAssociation Scotlandand Children inNeed.www.ukwa.org.uk May 2013

14 CustomsFacing up to HMRC’s‘use it or lose it’approach to Customs storesWhen AV Dawson received a communication from HMRC informing them that,because they had not stored goods under bond for some time , their bondedstatus was at risk, the company turned to UKWA’s Customs expert, Mike Hodge,for adviceABOVE: MikeHodgeLast year, UKWA highlighted the aggressiveapproach to revoking Customswarehouse status that was seeminglybeing taken by Her Majesty’s Revenue &Customs’ (HMRC) and the negative impactHMRC’s action was likely to have on certainthird party warehouse operators.Although, at the time, HMRC refused tocomment officially on its Customs warehousepolicy, the feedback UKWA hadreceived from members suggested thatHMRC had introduced a ‘use it or lose it’approach in its dealings with Customsapprovedpremises.“HMRC appeared to be targetingapproved Customs warehouse operatorsand revoking the authorization to store dutysuspended goods in instances where operatorshad been found not to have heldgoods under bond for a relatively shortperiod of time,” says Mike Hodge, UKWA’sHonorary Adviser on Customs Duty.One company that found itself facing thethreat of losing its Customs warehouse statuswas Teesside-based AV Dawson.Established in 1938, AV Dawson is thelargest independent dry cargo wharf operatoron the River Tees and offers a range ofmultimodal distribution and storage servicesfrom three sites – all of which operate toIS09001:2008 quality standards.“We have been storing goods underbond since 1985, but - due to changingclient demands - had not had cause to usethe bonded facility for a few months,” saysAV Dawson’s managing director, GaryDawson.He continues: “Out of the blue wereceived a communication from HMRCCross Cutting Department informing usthat, because we had not stored goodsunder bond for some time , we were to loseour bonded status.“If that wasn’t bad enough, no one fromthe HMRC could tell us how long it wouldtake to reapply for bonded status if, orwhen, we needed to store goods underbond again. It was very frustrating. Theseparticular HMRC staff were clearly followinga remit, but were powerless to advise andthey were unable to give direct answers toour questions and were therefore mostunhelpful.”LitigationMike Hodge contends that HMRC have nolegal right to revoke Customs warehouseapproval in these circumstances and, hadthe matter got as far as the courts, AVDawson would have been in a strong position.However, the company was, understandably,keen to avoid the kind of timeand financial commitment that a head-longrush to litigation would involve.May 2013www.ukwa.org.uk

Customs 15Instead, on Mike Hodge’s advice, AVDawson undertook a series of ‘stalling tactics’designed to buy time in the hope that aclient with a requirement to store goodsunder bond could be found.“We provided letters of genuine intentfrom clients explaining that they planned touse our bonded store but could not give anexact date as to when the goods would bearriving in the UK. This seemed to satisfyHMRC for a while but they came back with adeadline after which time, it was explained,that if we did not have goods stored underbond we would lose our bonded status, ”recalls Gary Dawson.Thankfully, with just eight days to gobefore HMRC’s ‘use it or lose it’ deadline,AV Dawson took delivery of acargo of 4000 bags of duty suspendedfertiliser and Dawson was able to retain itsbonded status.“The HMRC’s stance with AV Dawson’ssituation was very disappointing,” says MikeHodge. “Staff at the HMRC ‘cross-cutting’department in Birmingham seemed to be ona mission to make life as difficult as possiblefor what is, after all, a legitimate businessthat has been operating successfully andcontributing to the UK economy since beforethe second world war.”Ironically, AV Dawson have subsequentlybeen granted Customs warehouse approvalfor an additional facility on Teesside and onthis occasion the HMRC staff involved werenothing but helpful.Gary Dawson adds: “We still fail to seethe logic behind the campaign, which wouldeffectively make our business less competitiveand potentially hinder investment and jobcreation at a time when UK PLC can leastafford it. The desire and ability to revoke ourbonded status seemed to hinge around atechnicality rather than any solid reasoning.”Roger Williams, UKWA’s chief executiveofficer, comments: “It is hard to understandwhy HMRC is taking this approach to bondedstores. On the face of it they have nothingto gain by revoking a company’s bondedwarehouse status. And, of course, anythingthat makes the UK warehousing industry lesscompetitive is simply crazy.”If any UKWA member would like advice onthis or any other matter relating to Customsplease contact Mike Hodge on 01582760244.www.ukwa.org.uk May 2013

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Seminar Report 19Derivativeshelp the smallguys controlfreight ratesVisitors to one of theseminars taking place atthe recent Multimodal2013 Exhibition weretold how Freight ratevolatility could bemitigated by the use ofderivatives andindex-linked contractsFreight rate volatility could be mitigatedby the use of derivatives andindex-linked contracts, visitors toone of the seminars taking place atthe recent Multimodal 2013Exhibition were told.David Barnes, an analyst atClarkson Securities, noted: “Thegolden egg of the transport marketis a fixed price. But often neitherparty is willing to honour the pricepart of a contract because ofextreme volatility.”He added that using derivativescan help companies plan budgetswithout any risk to the operationalside of the contract. “You can fix thebudget for up to two years, and theminimum hedge is just for onemonth,” he said.Derivatives can be a particularlyuseful tool for SMEs who don’t havethe volumes to get good fixed rates,as the minimum shipment is just1TEU. “It is also quick and easy toexecute,” explained Barnes. “Whilea tender process can take months,derivatives can be arranged in minutes.”Dave Gaughan, OperationsDirector at Kerry Logistics (UK),which uses derivatives for about twopercent of its volumes, alsospoke in favour of the financingtool: “With all this rate volatility,we thought that there mightbe room for another product inthe market. GRI, PSS, BAF alladd uncertainty to the market. Anincreasing number of our customersare moving on to fixed deals, butthere is still uncertainty.”Traditionally, the container shippingindustry has been reluctant toembrace derivatives, despite theirprevalent use in the bulk and tankersectors. “Some people comparederivatives to gambling at a casino,”explained Gaughan. “My viewis that the existing market is farmore risky. If I was going to take agamble, it would be in a casino inMacau, not on the future of thefreight market this year.”Barnes believes that derivativesare going to gain greater traction inthe container shipping market in thenear future, with the change drivenby investors rather than the freightindustry.“Lots of companies are becomingrather needy of cash to keepthem going,” he said. “And it mayend up being the people who lendthem money who convince them.They will have to find new mechanismsto protect their revenues.”The seminar attendees alsoheard from George Potter,Derivatives Marketer, World FuelServices, who explained the benefitsof fuel-hedging. “Most peoplebudget for fuel, and it’s largely ameaningless process,” he pointedout. “There are lots of options available,it’s just finding the mechanismthat suits you.”www.ukwa.org.uk May 2013

20 LegalMake creditagreementswork for youThe introduction of the Late Payment of Commercial Debts Regulations shouldprompt logistics companies to review their credit agreements, says Kay PysdenFrom 16 March 2013 the Late Paymentof Commercial Debts Regulations2013 came into force. These updatethe 1998 Act regarding late payment ofcommercial debts which has been on thestatute books for some time now.The first amendment creates a new differentiationfor cases where a party has adebt when dealing with a public authorityas purchaser as opposed to any other purchaser.If you are supplying goods or servicesto a public authority, take note, as thenew Regulations provide that if you haveagreed a payment date with the publicauthority for payment of debts and thatdate is later than 30 days from the date ofthe performance of the obligation for whichpayment is due or the day on which thepurchaser has notice of the amount of thedebt then the due date will be the end ofthe applicable 30 day period. In otherwords, the statutory rule overrides anyagreement between you and the publicauthority to pay later than the 30 day periodso you may collect monies due earlierthan in fact agreed.For any customer who is not a publicauthority the express right to agree a longerperiod for payment than 30 days remains.However, there is a caveat that this agreeddate will only apply so long as it is notgrossly unfair to the supplier. Therefore incases where you are being asked to allowmore than 30 days, which is often the casefor certain industries such as the automotiveparts industry, you now ought to questionthis credit period and invite a reduction to30 days. If you cannot persuade your customerto renegotiate, these new Regulationsprovide that you can get your money due in30 days if the agreed period between you andyour customer is grossly unfair to you. Be sureto try and get a reason from them for why theyneed a longer credit period – make them justifyit and if they cannot do this on an objectivebasis they are unlikely to be able to uphold thelonger period as being fair.Gross unfairness would have to beproved so it would be wise to say that if youcannot persuade your customer to agree toa reduction to a long credit period youreluctantly agree to the longer periodthough you regard it as grossly unfair.Assert some reasons for this as if you wantto enforce the 30 days and they refuse topay, ultimately you would need a courtdecision in your favour that the paymentperiod is indeed grossly unfair. If you haveflagged this up to your customers inadvance it should provide helpful evidenceto the Court which should assist in terms ofobtaining a favourable decision.What counts as gross unfairness? Thenew regulations do give some guidance tothe Courts in this regard. It is provided thatall circumstances of the case shall be consideredbut certain particular issues shouldbe taken into account which are• anything considered to be a gross deviationfrom good commercial practice andMay 2013www.ukwa.org.uk

Legal 21contrary to good faith and fair dealing• the nature of the goods or services inquestion• whether the purchaser has any objectivereason to deviate from the 30 daysTherefore, give as many reasons as youcan as to why you consider the term for paymentgrossly unfair such as serious affect oncash flow; increased expense to any overdraftfacility; inability to buy necessary items for yourbusiness; your customer’s ability to sell quicklyor benefit from the services you have offeredquickly putting you at a disadvantage etc.One would hope that we shall see an endin time to credit periods longer than 30 dayswith the advent of these new Regulations andsuppliers using them to press for standardisationat 30 days. Also, if suppliers still wishto agree a longer period, it can be kept inthe bounds of a reasonable extension of afew days or so.Another welcome amendment isincreased compensation in the event of nonpayment. The 1998 Act allows three bandsof compensation depending on the value ofthe debt. A debt of up to £999 will attractcompensation of £40; from £1000 - £9,999compensation of £70 and £10,000 plus,compensation of £100. The new Regulationsprovide that if the reasonable costs of thesupplier in terms of debt recovery are notmet by the statutory compensation then thesupplier shall be entitled to the differencebetween the compensation payment andthose reasonable costs.It will be interesting to see how this provisionis applied by the Courts as in this jurisdictiondebts of under £10,000 that are litigateddo not attract costs in favour of eitherparty but if there is no option but litigation toenforce the debt does this mean that thelegal costs would be reasonable costs andtherefore recoverable? Legal costs are at thediscretion of the Court and whilst legal costsare not recoverable in respect of smallclaims, even for the victor, these regulationsmay encourage courts to allow legal costs incommercial debt claims for under £10,000assuming legal costs are regarded as “reasonablecosts of the supplier” in terms ofrecovering the debt. Make sure you give yourcustomer every opportunity to settle the debtbefore going to litigation to enable you toprove there was in fact no alternative as thisshould increase your ability to recover legalcosts if the debt is less than £10,000 or evenup to £25,000 for which only limited costsare recoverable in the Courts.Finally, there is an interesting additionalextension of application of section 3(2) (b) ofthe 1977 Unfair Contract Terms Act to thecompensation section of the new regulations.This sub section applies in cases where, asbetween contracting parties, one acts as aconsumer or on the other’s standard tradingconditions. In such cases the other party cannotrely on any contract term claim to beentitled to do something substantially differentfrom that which could be reasonablyexpected of him in terms of contractual performanceexcept in cases where the contractterm satisfies the requirement of reasonableness.The Regulations extend the applicationof this 1977 Act sub section to non standardterms as well as standard terms in relation topayment terms so one cannot circumvent theapplication of the reasonableness test by useof non standard terms.How does this help the supplier? Itapplies the reasonableness test to paymentterms relating to recoverable compensationthat are standard or non standard.Therefore, a provision providing for no compensationwill not be upheld between commercialparties unless this could reasonablybe expected in terms of contractual performanceunless it satisfies the reasonablenesstest in the I977 Act. This test applies suchfactors as bargaining strength; inducements;reasonable knowledge; practicability of compliance;and special nature of the goods. Inother words, this test would seem to be lessonerous than the test of gross unfairnessapplying in relation to payment term but itonly applies to the compensation for latepayment of sums due to a supplier.What should you do now? Review all ofyour credit agreements and consider them inrelation to these new regulations. Do theyprotect you sufficiently? Do they have paymentperiods that are too long? Are youprecluded from collecting expenses for chasingunpaid debts? In tough financial times,you need to be sure that you are not puttingyour business in jeopardy by granting longcredit periods to customers and not havingtight enough terms in the credit agreementto afford some protection to you should yourclient get into financial difficulty. Think whatterms you need to protect you then get themchecked over by a legal representative toensure they are sufficient and enforceable.Kay Pysden isPrincipal atPysdenssolicitors.www.pysdens.comwww.ukwa.org.uk May 2013

22 EnvironmentGreen gaugeMorag White, co-founder of Environment4Logisitics, considers some of thechallenges for a logistics operation to successfully implement a green strategy,which includes low carbon initiatives as well as sound environmental managementWhen embarking on an article ongreen logistics it’s difficult to knowwhere to start – potential efficiencyimprovement, a legal standpoint or a purecost view? Either way you cannot start withoutcommenting on the size of the challengefor freight transport and warehousingfrom a green perspective. Work byProfessor Alan McKinnon highlights that ifwe want to achieve government targets of80% reduction in C02 emissions we need toachieve some quite staggering feats oflogistics management. His work suggeststhat if we implement all strategies and gainthe maximum benefits possible we canachieve these targets. Through an integratedlogistics strategy which includes reducingmiles, doing some things better and thensome things completely differently it is possible,however, in my opinion this can onlybe achieved with a solid foundation of environmentalmanagement considered as partof the overall logistics strategy.My intention is not to focus on how torun a fuel-efficient transport operation, asthere are others more qualified than I to dothis. What I would like to consider is someof the challenges for a logistics operation tosuccessfully implement a green strategy,which includes low carbon initiatives as wellas sound environmental management.One of the largest risks to a low carbonstrategy is the disconnect between policyand practice. My business carried out avery simple poll at a conference a fewmonths ago asking logistics companieswhether they had an environmental policy.Over 95% of those in the room did. Whenasked however, did they understand HOWtheir company meets these obligations therewas a deafening silence! Whilst you couldaccept that some of the audience memberswhere not those accountable for the environmentin their companies, it was clearthat grand public statements of environmentalintegrity and carbon managementcould not be backed up by genuine understandingat the ground level of how this isMay 2013www.ukwa.org.uk

Environment 23achieved – harsh maybe to pick on the companiesin the room at the time, but I don’tthink that they are unrepresentative of manycompanies out there, especially in the logisticsbusiness where the focus is often ondelivering today for tomorrow . The positiveslant to this however is that whilst there is adisconnect its often in the language ratherthan the action. If you tried to engage adecision-making group on carbon management,many would switch off, maybe thinkingthis is too far in the future for currentdebate or that its just part of the greenbrigade. However, if you presented the costcase for many of the low carbon optionsidentified in McKinnon’s research – there isnot a logistics operator around that can’t seethat many of these activities are just soundlogistics tactics to reduce cost and improveefficiency. So really it’s all in the packaging!Just to play devils advocate, whilst manyof the actions are “good business sense”there are some challenges in implementingthem. For me there are three key issues thatneed to be addressed which I see as – spendto accumulate, people power and shiftingindustry cultural paradigms.It would be naive of me to suggest thatsome of the initiatives often quoted as partof a green logistics strategy don’t come withan initial price tag. Whilst the cost of fuelhas almost doubled in the last 10 years andonly seeming to go one way – the short termfluctuations in pricing often creates a challengeto financiers to justify initial expenditureon items such as alterative fuel vehiclesor fuel saving gadgets. Combine this withthe challenge of perceived unproven capabilityof the technology or security of supplythis doesn’t sit well with many boards. Thereare a lot of technologies out there but withouta clear plan which includes definitefinancial savings it can lead to a somewhatscattergun approach to carbon management.Access to funding isn’t always availablealthough it is exciting to see that a consortiumled by Howard Tenens, partneredwith John Lewis has been awarded a total of£1.26 million (fund matched) from theDepartment for Transport which will enable agas refuelling infrastructure to be installed atSwindon and 34 HGV’s to be converted todual fuel (gas/diesel).What is also clear to me is that whilsttechnology plays a critical role in pushingthe carbon agenda and can provide costefficient solutions – invariably you need peopleto drive the change – whether it be usingthe new technology, changing processes ordoing what they do better. DfT claims a 5%improvement in fuel efficiency through betterdriving and fuel management systems however,imposing a strategy without the backingof those intended to implement it wont besustainable. Drivers are a notoriously proudand challenging group and resentment overbeing told how to drive can prevent longterm benefits from being achieved. I haveseen an example however of how a unionsresponse to a fuel reduction plan to reducemaximum speeds was to demonstrate howdrivers could achieve the same benefit withoutplacing this restriction on them.www.ukwa.org.uk May 2013

24 EnvironmentSome of the big benefits to efficiencyresulting in cost and carbon benefits requirea dramatic change in the way in which theindustry works. My utopian picture is ofshared facilities with shared resources. Weare some way to achieving shared facilities,however shared resources are maybe aleap too far – can you imagine aSainsbury’s branded lorry delivering to aMorrison’s store, who in turn deliver to aTesco store? Inroads are being made innon-competitive collaborations,however the real benefits may bein linking supply chains that currentlyoperate behind closeddoors. Whist the idea of competitorcollaboration is not new, oftenneglected is the idea of collaborationwithin linked supply chains. I would challengewe have not yet got this right. Heinzwent through a light weighting exercise withsome incredible statistics, including 18%more product on a pallet – resulting in bettervehicle fill, less vehicles, miles and fuel.It was essential that the logistics operationwas involved in the project to ensure thatthe packaging was still fit for purpose anddidn’t result in excess damages, mitigatingthe overall benefit. My experience suggeststhat this doesn’t always happen.Whilst these areas challenge, someefforts are already reaping benefits – suchas the ECO Stars schemes, which start toopen up shared experiences that link partners.In summary my belief is that reducingCarbon Can Reduce Costs BUT you doneed to spend to accumulate, you can’t dothis properly without spending at least somemoney and a clear strategy is vital withrealistic KPI’s to be able to measure yourreturn on investment.And what of compliance? Often seen asa cost, the solution is usually seen as eitherto tack responsibilities onto someone else’sjob (if at all) or implement an expensiveMay 2013www.ukwa.org.uk

Environment 25and complex Environmental ManagementSystems (EMS) to manage compliance.However this doesn’t have to be the caseand solutions are often more simple thanfirst seems. Many organisations perceivethat an EMS is a paper chasing exerciseand indeed in some part it is, but this oughtto be a small part of the process. In factit’s these procedures that can help preventoperations from inadvertently and unknowinglyin many cases, supporting illegaloperations.Generally, organisations that operate inhighly regulated areas, such as chemicalsmanufacture, print or heavy industry, managementare found to be highly articulate intheir environmental responsibilities, whereascompanies whose main business is not asheavily regulated (in environmental terms)are not as fluent in the language of greenlegislation. So logistics companies mayknow transport regulations that apply tothem in terms of keeping vehicles and driverslegal on the road, but are less aware ofenvironmental obligations such as how tostore even small quantities of oil on site orlegally dispose of waste. The result ispotentially unwittingly risking their businesswith the consequences of not complyingwith the relevant legislation; not least finesand imprisonment but also the real environmentalimpact.Organisations going down the route ofan EMS will hopefully better equip themselveswith the right management approachto enable their organisations to understandthe consequences of compliance. Thisrelies on EMS’s being properly implementedand managed rather than simply using itas a tick box approach in order to wina contract, this aside an EMS doesn’tneed to be complex nor does it needto be certified to be effective. Amanagement system is simply a set of procedures& controls that an organisation putsin place to achieve its objectives and so ISO14001 standard principles can be appliedat all levels whether aspiring to certificationor not.The question ought to be not what isthe cost of compliance but what is the costof non-compliance?Whether an operator is looking at itsenvironmental strategy or its managementtactics, it is clear that board direction isneeded but grass roots involvement cannotEnvironmental excellence can be used to drive realbusiness improvement but it’s not without itschallenges to which there are no easy answers andlots of points of view. What's important is to ensuredebates continue to happen which will in turnencourage business to try new thingsbe ignored as the enabler to successfulimplementation. However, the biggestrewards will only be achieved by challengingthe norm and doing something completelydifferent.And finally as some food for thought; itis clear that if we don’t start or do more ofsome of the activities we have and will talkabout today, we wont achieve the high targetsset of an 80% reduction in C02 emissionsAnd so what happens if we don’t hit thetarget, what’s next? More legislation & redtape ….?? But beyond compliance though –it is worth considering the implications ifyour competitors are considering their logisticsimpacts and by doing so they arestrengthening their competitive position.Whilst the industry is watching the largerplayers however, smaller supply chainsand SME’s arguably have more flexibility &speed of change – there’s an opportunityhere for all businesses.In my opinion carbon reduction & efficiencyare joint initiatives. Environmentalexcellence can be used to drive real businessimprovement but it’s not without itschallenges to which there are no easyanswers and lots of points of view. What'simportant is to ensure debates continue tohappen which will in turn encourage businessto try new things.Morag White set up Environment4Logisiticswhich after spending over 17 years atSainsbury’s as their Logistics EnvironmentManager where she dealt with issues rangingfrom environmental performance andreporting, designing and implementing theirEMS and working on projects to improvedepot efficiency, such as waste managementand legal compliance. She has also spenttime working with outside organisations tohelp progress the environmental agenda,including Freight Transport Association(night time deliveries), IEMA (regional steeringgroup) and the Environment Agencywww.ukwa.org.uk May 2013

This Month...1Packed and ready to go //An update on our work atDalePak’s new 140,000sq. ft. warehouse1Technical Topic //Why you no longer need tosacrifice safety and disruptyour warehouse due toframe damage2How many palletpositions? //Try our pallet estimatorRediRackWharf Road, Kilnhurst,Mexborough, South YorkshireS64 5SUUKTel: +44 (0) 1709 584711Fax: +44 (0) 1709 589821Email: info@redirack.co.ukwww.redirack.co.uk3Packed and ready to go!Dalepak are leading warehouse, distribution and packing specialists withthree sites in Northampton, totalling more than 300,000 sq.ft of warehousingcapacity. After recently acquiring new storage and packing contracts,Dalepak expanded into a new, ecologically smart 140,000 sq. ft warehouse.As part of the move, Dalepak asked RediRack to create a bespoke rackingsystem that would allow for the storage of more than 21,000 pallets,accommodating a daily churn of approximately 2000 pallets. In addition to palletstorage, Dalepak needed mezzanine floors for extra vertical space and a safeenvironment for contract packing.RediRack created a narrow aisle system comprising of thirty double runs ofracking 2300mm wide to accommodate Dalepak’s fleet of Bendi trucks. Eachaisle is 56m long and has an access tunnel running across the block to allowthe trucks easier and quicker access to products. The racking bays are 2700mmwide and store two pallets at every beam level, in the bottom bays pallets arestored on the floor and are accessible for picking as necessary. Ultimately, thefinished racking system gives Dalepak in excess of 21,000 pallet positions.To protect their new racking, Dalepak asked RediRack to install sacrificial legsto every frame. As damage is inevitable, the sacrificial leg allows damagedframes to be quickly and easily changed with minimal cost and down time.To reduce on-going maintenance costs, Dalepak asked RediRack’s sistercompany RediFloor to build two mezzanine floors. Both mezzanines conformto Part K of the Buildings Regulations code, are fully fire protected with a onehour rating and feature pallet gates to ensure the safe loading of goods into thepick and pack area. The mezzanines combine to give Dalepak almost 1000square meters of additional floor space.At a Glance:• 140,000 sq. ft warehouse• 21,000 pallet spaces• Daily churn 2000 pallets• Narrow Aisle Racking• 56m long aisles• Two mezzanine floorsFor the full story view the Dalepak casestudy online: http://bit.ly/12OpoqJ

ISSUE4223How manypalletpositions?If you would like to knowhow many pallets yourwarehouse would holdusing different APRconfigurations, tryRediRack’spalletestimatortoday!http://www.redirack.co.uk/palletcalc.phpTechnicalTopicIn this column, we will look at products available in the storageand handling industry that influence the design, effectivenessor safety features in a warehouse.One thing all racking systems have in common is that they getdamaged. Even the most experienced forklift drivers occasionallycollide with frames; it’s inevitable and reduces the load capabilityof the rack.As 90% of the damage is restricted to the first 800mm of theupright, RediRack wanted to offer its customers a way to quicklyand easily replace damaged frames and reduce warehousedisruption.Working with the Department of Civil and Structural Engineeringat the University of Sheffield, RediRack developed the now famousSacrificial Leg. Compliant with all SEMA codes, the Sacrificial Legis used in some of the UK’s busiest warehouses today as itreduces costs and contributes to safety as the ease of repairencourages operators to remedy damage as it occurs.A factory fitted option, the Sacrificial Leg is a removable section inthe front upright that can be easily replaced in a fraction of the timeit would take to replace the whole frame, reducing the costs anddisruption normally associated with rack maintenance.RediRack have even put the time saving claims to the test,damaging and replacing both a bolted upright and a sacrificial legwith the clock running! The results were incredible; replacing aSacrificial Leg was FIVE times faster than replacing a boltedupright. To see the video and learn more about this invaluablewarehouse product click here:http://www.redirack.co.uk/palletracking/sacrificial-leg.phpDon’t miss your copy of Rack iT,contact us today to be added to ourmailing list:rackit@redirack.co.uk

28 PropertyDachser sealsa dealThe major logisticsprovider Dachser Ltdhas signed a dealwith developer Roxhillto move itsNorthampton operationand UK HQ toRoxhill’s BrackmillsPoint development.The new facility willprovide additionalcapacity to supportthe continued growthin the company’sUK/European distributionas well as contractslogistics business.The 16.38 acre sitewill accommodate225,000 sq. ft. in 2phases. Phase 1 willbe 199,000 sq. ft.including 114,000 sq.ft. of warehouse,64,000 sq. ft. of crossdockingfacility, and21,000 sq. ft. ofoffices. Phase 2 willextend the crossdocked facility by26,000 sq.ft.Contracts wereexchanged in March2013 and the projectis expected to becompleted aroundMarch 2014.Roxhill will developthe new facility andsbh, who acted forDachser in acquisition,is retained asDachser’s consultantduring construction.sbh will also beresponsible for thedisposal of the company’s4 existingbuildings inNorthampton.New distributiondepot for DPDDistribution property specialistsbh has beenretained by the UK’sfastest-growing parcelcompany, DPD, to adviseon all property aspects ofthe company’s £175mUK expansion programmewhich includes the constructionof 10 newbespoke parcel depots,plus other major investmentsover the next fouryears. The first of the newdepots is currently underconstruction in Thetford,Norfolk.Since the start of therecession in 2009, DPDhas grown its sales bymore than 50% and isexpanding in order tomeet growing demandfrom the home deliverysector. Its success hasbeen driven mainly by thepopularity of its uniquePredict advance notificationservice, which giveshome shoppers a onehour window in whichtheir parcel will arrive.The company, a subsidiaryof French postalgroup La Poste, now collectsand delivers overone million parcels perweek across the UK.sbh has worked closelywith DPD over the past 10years on all aspects of itsproperty portfolio, developinga strong partnershipand understandingof the business. sbh hasbeen appointed as tenant’sagent to constructthe new distribution depotin Thetford. The 37,000sq ft new build on the 3.1acres site is due to becompleted in April 2013.With a lease of 20 years,the new distribution depotwill provide DPD withadditional long-termwarehousing for itsbooming business.The depot will have aneaves height of 6m, atotal of 31 loading doors(26 level entry and fivedock level doors). Thespecification will accommodategas-fired radianttube heaters and fluorescentT5 lighting. DPD hasbeen given early access tocomplete the fit out, whichwill include installation ofconveyer equipment aswell as internal and externalCCTV. sbh aims tocomplete the project inApril with the openingbeing set for May 2013.Managing the acquisitionprogramme, sbhDirector Shaun Galvincommented: “We arevery pleased and proudto be co-operating with aworld-class business likeDPD on one of the industry’smost extensive andambitious programmes.We have also re-gearedleases on nine of theirexisting depots, takingadvantage of improvedterms available since2008 and of DPD’sattraction to landlordsanxious to find reliable,well-funded long-termtenants. Working with thecompany for more than adecade has enabled usto gain a deep insightinto its culture andoperations, providingan ideal platform toensure a successful outcometo this major investmentprogramme.”DPD’s Director ofTechnical Services MarkWilkes adds: “The newDPD depots mean we’llbe able to handle theextra volume producedby the new businesswe’re winning. I amdelighted that onceagain we are partneringwith sbh whoseexpertise will help usensure that all new sitesare completed on timeand on budget.”May 2013www.ukwa.org.uk

Property 29Food sector targeted withpurpose-designed DCsOnward Holdings istargeting the food sectorwith two purpose builtfood distribution centreslocated at LangthwaiteBusiness Park, SouthKirkby, near Wakefield.Both units are equippedwith food clad coveringsand special lighting toavoid contaminates andUV deterioration makingthem ideal for ambientstorage.Offering a combinedfood storage space of212,500 square feet(122,800 and just under90,000 square feetrespectively) and a total of14 loading docks.Impressively, each unit iscapable of accommodating,when racked, up to20,000 standard foodpallets.The buildings aredesigned for fast foodturnaround and providecross docking opportunitiesplus optional VNAwarehouse automation,should this be required.There is also generousexternal manoeuvringwhich is capable of handlingmost vehicle bodytypes including containers,box vans and trailers,whilst also providing parkingareas for support staff.Unit 16 was originallybuilt as a regional distributioncentre for foodgiant Quaker Oats and isthe bigger of the twounits. It incorporates ahost of key food handlingfeatures, which includeseight dock levellers andfour surface loadingdoors, a 10,000 squarefootloading canopy. Unit16a has the benefit of a1,000 KVA mains supply.A further site featureis good estate security followinga £1 million investmentmaking the unitssuitable for both ordinaryand high value cargosuch as specialist foodand drinks.Currently, WakefieldMetropolitan Council isdispensing, in conjunctionwith the West YorkshireLEP and the Government,grants of up to £10,000for each new job createdon the site. Access to thislevel of funding shouldmake the site even moreattractive to those needingto recruit.Langthwaite BusinessPark is in easy access tothe motorway networkand the great containerports of the North, includingImmingham and isjust 19 miles fromDoncaster airport. The sitealso benefits from excellentdistribution connectionsand is also close tothe railway freight networkvia the nearby WakefieldEuroport. According toOnward Holdings around80% of the UK’s populationis accessible in fourhours, making the siteespecially suitable for consumerrelated items.Onward Holdingsdirector Neil Storey, said:“Langthwaite BusinessPark’s location is ideal forthose involved in food distributionand or bulkbreaking who also requireeasy access to the portsfor importing or exportingfood items. The quality ofunit build, special featuressuch as the high bay 300lux internal lighting onunit 16 and the six dockloading bays on 16a,along with both theirextensive storage capabilities,makes them the idealchoice for big internetsellers.”Langthwaite BusinessPark already hosts a numberof other businessesincluding The Ice CoStorage and Logistics,Forest Freight and GreatBear Distribution.Promotion of the site isbeing undertaken jointlyby GVA and AndrewMiller Chartered Surveyorsof Sheffield, who are handlingthe letting of thefinal unit.West Yorkshire basedOnward Holdings whichbuilt the two substantialwarehouses on the site, thelast being only a few yearsago, has designated themas suitable for food storage.Potentially, the units havethe capability to create afurther 100 new jobs.www.ukwa.org.uk May 2013

Contracts ManagerCompanyPD Industrial a leading UK company Supplying anddelivering Warehouse and Industrial infrastructuresolutions throughout the UK , the company acts in aprincipal contractor role for many of its clients andcurrently has a vacancy for an experienced ContractsManager, the role is key to future growth of thebusiness and as such it requires a dynamic individualwith the key skills and experience.ResponsibilitiesThe Contracts Manager will be responsible to theDirectors for ensuring that companies projects areControlled and completed on time and withinbudget, this will involve Initial Contract review andverification, Purchasing including validating andcontrolling suppliers and sub contractors, carryingout Site safety audits and risk assessments,formulation of project plans, liaising with clients andcustomers, site management and auditing of subcontractors including health and safetyarrangements and quality.Key Skill• Good Communicator• Ability to interact at all levels• Computer literate• Knowledge of health and safety legislationExperiencePrevious experience in a similar role would be preferredeither in the racking or storage supply industry,however someone with experience of managingprojects and sub contractors in a similar constructionrole would be considered.Prefered QualificationsIOSH or CITB Health and safety qualification orsimilar Professional Qualification in projectmanagementHoursWorking from our office in the West Midlands 40hrsa week with some flexibilitySalary Circa £30,000 +care.mail applications only to : info@pdindustrial.co.ukWWW.PDINDUSTRIAL.CO.UK

Environment 31Seizing powerFirms are beng urged to compare the market for the bestpossible business energy dealsBusiness electricity prices have spiraledby more than 11% on averagein the past 12 months, accordingto figures released by the energyprice comparison and switching service,Energy Advice Line.Firms that signed up to 1, 2 and 3-year energy contracts in the first quarterof 2012 paid an average 9.98p/kWh forelectricity, compared to 11.12p/kWhduring the same period in 2013.According to Julian Morgan, managingdirector of the price comparison,switching and advice service for businessenergy consumers, firms should nowconsider longer-term contracts becauseenergy prices were set to rise further.The Energy Advice Line’s QuarterlyReview of energy prices shows that firmsthat signed up to 1-year energy contractsat the beginning of 2012 were hardesthit by the price rises.A year ago, electricity tariffs under a1-year contract cost an average9.56p/kWh. By the time the contractsexpired in the first quarter of 2013,prices had risen to 10.99p/kWh – anincrease of almost 15%.In contrast, businesses that signed upto 3-year deals at the start of 2012would have paid slightly more for theirenergy at the start of the contract –10.58p/kWh. However, these firms willnow be paying less than average todayand the low tariffs are locked in for afurther 2 years.“Firms that signed up to the shortesttermdeals a year ago would have beenfinancially better off signing up to amore expensive 3-year year deal, “ MrMorgan said.“Businesses would have paid a premiumfor a 3-year contract but becauseprices have risen so substantially, theyare now better off.“This is not about the benefit of hindsight.These figures illustrate very clearlythat it’s well worth considering all availableoptions when looking to sign up toa new energy deal.“Energy prices are likely to continue torise so locking in today’s prices is probablya good idea.”However, the Energy Advice Line’sreview found that most UK firms – 87% –continue to opt for the cheapest shorttermdeals.“With tough economic conditions continuingto bite and drive profit marginsdown, businesses seem to be grabbingthe cheapest deals possible and thatmeans short-term contracts,” Mr Morgansaid.“However, our advice continues to bethat they should not disregard thelonger-term options. Taking a short-termview in a market where prices are risingcould be the wrong decision.”The Energy Advice Line is a leadingenergy price comparison and switchingservice exclusively for business, andenables firms to compare the market forthe best possible business energy dealswithin minutes.www.energyadviceline.org.uk“With tough economicconditions continuing tobite and drive profitmargins down, businessesseem to be grabbingthe cheapest dealspossible and thatmeans short-term contracts.However, they shouldnot disregard thelonger-term options”www.ukwa.org.uk May 2013

32 Forklift TrucksPALLET TRUCKSHeavy duty model added toplatform power pallet seriesMitsubishi ForkliftTrucks has introduced aheavy duty, fixed platformversion of its PREMIApower pallet truck.The 2.5 tonnePBF25N2 is designed tocope with the mostdemanding conditions ofall. It is built for non-stop,intensive use, carryingheavier loads over longerdistances and at higherspeeds.Mike Jones, generalmanager of MitsubishiForklift Trucks UKexplains: “As in all of ourPREMIA trucks, its vitalcomponents are enclosedand protected againstwater, dirt, damage andwear.“This new, heavy-dutymodel takes this even furtherby adding extrashielding and protectionfor the most importantcomponent of all: theoperator.“This truck’s fully integratedfixed platform featuresan ergonomic newside-stance operatingposition which reducesoperator strain by optimisingthe excellent forwardand rear vision with minimalupper body and neckmovement.”The built-in protectiveside walls, back rest andhigh-grip mat ensure asafe and comfortablework environment.Mike continues:“Unusually, tiller arm controlhas been replaced bya Formula-1-style Maxiussteering wheel. Its uniqueoffset positioning allowthe operator to haveequal forward and reversvision without placingstrain on his neck. Itshighly ergonomic designbrings all of the leversand buttons within the driver’seasy reach, allowingfor single-handed steeringand speed control witheither hand.”Advanced electric steering,linked to the drivecontrol system, ensuresprecision and responsivenessat all speeds. With achassis just 720 mm wide,the PBF25N2 is compactenough for situations suchas loading and unloadingof lorries.A high-performanceAC drive system generatesrapid acceleration to atop speed of 12 km/h.Standard control featuresinclude automatic speedreduction in curves, progressivesteering andload-dependent variablespeed limits. Keyless PINcode access matches performanceparameters toeach individual operatorbut provides a commonsecurity code for use inemergencies.Instant adaptation totasks and conditions ispossible thanks to aunique two-position performancemode switch.Mike explains: “Operatorsmay wish to select thesafety/economy modewhen manoeuvring in verysmall spaces, or whenhandling delicate loads,and then revert to highproductivitymode whengreater speed isrequired.”The truck’s durable,sealed, low-maintenancesystems include an oilfilled,shock-resistanttransmission and a fullyfloating drive unit, whichreduce vibration and providea smooth, quiet,comfortable ride.In addition to the twoload wheels and the centraldrive wheel, there aretwo linked castor wheelsto maximise stability andprevent wheel damage onramps. The forks arerobust and agile, for easypallet entry, and a total liftheight of 220mm as standardallows for stillageand cage handling andavoids grounding problemseven on steepinclines or with damagedpallets.The closed batterycompartment is designedto prevent impact damageand to accommodate 375Ah or – for longer shifts –500 Ah batteries. A BDIand an hour meter areamong the features of amultifunctional displaywhich keeps operatorsand service engineers fullyinformed.www.mitsubishi-forklift.co.ukMay 2013www.ukwa.org.uk

Forklift Trucks 33LONG LOAD HANDLINGForklifts give space savingperformance for long loadsFive Sidetracker multidirectionallift trucks areproviding SeniorArchitectural Systems(SAS) with space-saving,high-productivity materialshandling performance atits central warehouse nearRotherham, SouthYorkshire.SAS is one of the UK’sleading suppliers of glazingsystems, with anannual turnover of £27million. Its SouthYorkshire base includes aproduction facility for cuttingand colour-coatingprofiles and fittings alongsidea 10,000m? warehouse.In the last financialyear over 33,000orders were despatchedfrom the site.Supplied to SAS byBriggs Equipment oncontract hire, the fiveSidetrackers are batterypoweredthree-wheelSOW30C models with an8.35 metre lift height anda width of 1800mm,allowing them to operatein 1900mm rail-guidedaisles within the cantileverracking. Extrusionsstored in the warehouseare up to 6.1 metres long.The compact design andmanoeuvrability of thetrucks, which can travel inany direction and rotateon their own axes, hasenabled aisle widthsand turning areas tobe minimised toachieve high-density storageand efficient producthandling.Fork spread on thetrucks is adjustable fromthe cab between 750mmand 3000mm to suit palletsand extrusions. Thestand-on design givesoperators a clear view inall directions – particularlyimportant for handlingloads at the top of theracking – and alsoenables them to get onand off quickly for orderpicking.Cabs have beencustom-built to provideextra space for drivers.Fitting high-capacitybatteries has providedlonger running periodsbetween charges andreduced the number ofspare batteries on standby.ABOVE: Sidetracker multi-directional lift trucks at work at SeniorArchitectural Systems’ siteCost benefitsfrom rebuilttrucksFlexi Narrow Aisle –designer and manufacturerof the FlexiAC range of articulatedforklift trucks –has announced theavailability of a collectionof completelyremanufactured ‘secondlife’ Flexi articulatedtrucks, the FlexiECO AC range.Flexi ECO ACtrucks feature allnew componentparts –only the truckchassis, four counterweightsand heavyfabrications are reused,and these componentsare testedand repainted to thehighest standards atFlexi’s UK manufacturingplant.Because the heavysteel and cast-ironparts used in theirconstruction arerecycled, the trucksdeliver obvious environmentalbenefits.They offer priceadvantages too.Flexi ECO AC modelscome with anidentical warrantybut cost some 30 percent less than anequivalent all-newmodel.Flexi ECO ACtrucks are availablethrough Flexi NarrowAisle and authoriseddistributors only.Flexi Narrow Aisledeveloped the Flexiarticulated truck in1990’swww.ukwa.org.uk May 2013

34 Industry AwardsLadies firstThe winners of the FTA everywoman in Transport& Logistics Awards were announced at a recentceremony held at London’s Savoy HotelThe winners of the FTA everywoman inTransport & Logistics Awards wereannounced at a recent ceremony heldat London’s Savoy Hotel. The Ceremonywas attended by leading figures from thesector along with representatives from themedia, business, and government, includinga keynote address by Stephen HammondMP, Parliamentary Under Secretary of Statefor Transport. The event was an opportunityto celebrate the female role models whohave demonstrated remarkable success,whether in senior management positions, asdrivers, or young trailblazers in the earlystages of a promising career.The Awards were created by everywomansix years ago, who, alongsideindustry thought-leaders, identified that alack of female role models was deterringwomen from pursuing careers in this fastmoving,continually-evolving sector. By raisingthe profile of these passionate, inspirationalwomen, the Award programme aimsto demonstrate how rewarding a career intransport and logistics is. In particular theAwards’ goal is to reach out to a youngertalent pool, crucial to the economic successof an industry that has a disproportionatelyageing workforce.The winners in the FTA everywoman inTransport & Logistics Awards for 2013 were:• Woman of the Year – sponsored byFTAJacqui Gavaghan, Performance Director,Reading Transport Limited.• Rising Star of the Year Award –sponsored by Motor TransportCharlotte Laval, Supplier PerformanceService Manager, Wincanton plc• Driver of the Year Award – sponsoredby TNTShauni O'Neill, Train Operator, LondonUnderground Ltd• Director of the Year Award – spon-sored by Asda Stores LtdLindsay Haselhurst, Development &Marketing Director, Wincanton plc• The Warehousing Award – sponsoredby UKWAAdele Waite, General Manager-Consumer Life Science Division, DHLSupply Chain• Industry Champion Award – sponsoredby DHL Supply ChainRuth Waring FCILT, Managing Director,Labyrinth Logistics Consulting Ltd• Innovation & Sustainability Award– sponsored by DHL Supply ChainDanielle Kozlowska, ProcessImprovement Manager, Stanley Black &Decker• Team Leader of the Year Award –sponsored by MAN Truck & BusMarion Roberts, Station Manager,Network RailIn addition, in recognition of her commitmentto championing the role of womenin the industry, Nikki King OBE,Managing Director of Izuzu Truck (UK), waspresented with the inaugural Spirit ofeverywoman Award.Maxine Benson MBE, co-founder ofeverywoman, commented: “The transportand logistics industry in the UK is vast andthere are so many opportunities for womenwith the determination, enthusiasm andpassion to succeed. With transport andMay 2013www.ukwa.org.uk

Industry Awards 35ABOVE: The FTA everywomanawardswinners take a bowlogistics becoming an ever-evolving, fastmoving, technology – driven industry offeringlong term, sustainable careers, it is criticalthat the women playing an influencing role inshaping and leading this sector should becelebrated. Today’s winners, boasting a variedskills-set, are examples of this - resourceful,pioneering and innovative women whorepresent the very essence of what makes theindustry great. We are proud to be able tocelebrate their achievements and are confidenttheir success will inspire women of allages, experience and skills-levels to bringtheir talents to the industry.”Laura Hailstone, Group Content Editor ofMotor Transport magazine commented:“Motor Transport has supported the everywomanin Transport & Logistics Awards sincetheir inception in 2008 and is proud to bethe media partner of these fantastic awardsfor the sixth consecutive year. Over the lastfew years we have written regularly about theneed for the road transport sector to improveits image in order to attract a wider talentpool of people into the industry, and womenare a large part of that pool. There are somegreat initiatives by the larger logistics firms toencourage more women into the industry, butthere is still more that can be done by themid-size and smaller operators.”UKWA sponsored the FTA everywoman’s WarehousingAward category and Roger Williams, UKWA’s CEO, presentedthe winner - Adele Waite, General Manager-Consumer Life Sciences, DHL Supply Chain - with heraward.Since joining DHL in 2005, Adele has progressed toGeneral Manager and is currently responsible for multiplemedical contracts including a $1.25bn global contract.Highly process driven and adept at developingnew strategic solutions for clients, she is also dedicatedto staff development. She has increased productivity,driven down absenteeism to less than 2% and runsstress awareness days. The judging panel applaudedhow she mentors countless women, many who havesince become leaders, as well as taking on the role ofChair of the DHL women’s network.www.ukwa.org.uk May 2013

36 Human ResourcesSex educationThe FTA everywoman Accelerate Programme has been launched in an attempt toredress the balance of men and women working in the logistics sectorDescribed as ‘an industry wide genderdiversity solution’, the FTA everywomanAccelerate Programme hasbeen launched in an attempt to redress thebalance of men and women working in thelogistics sector. At present the industry is apredominantly male domain – with, accordingto Skills for Logistics, just 24% of thetransport and logistics workforce made upof females.In establishing the framework for theProgramme, senior industry leaders identifiedfour main obstacles to achieving amore inclusive workforce. They were:• The image of the industry is not conduciveto attracting a young talent poolfresh from formal education;• The industry suffers from a lack offemale role models;• The industry must make more of aneffort to effectively communicate the importanceand business benefits of a diverseworkforce to everyone in all levels of acompany;• The industry needs to provide greateropportunity for personal developmentwhich will lead to enhanced retention of thefemale talent pool.The Accelerate Programme aims toaddress the issues identified, by:• Uncovering female role models toimprove the image of the industry;• Extending the networking outreach andinfluence for senior women in the industry;• Delivering flexible skills developmentand unlocking the potential of all femaletalent;• Positioning organisations as thoughtleaders and giving them the platform to bethe voice of gender diversity in the industry.Speaking at the launch of th AccelerateProgramme, Maxine Benson MBE, cofounderof everywoman, said: “TheAccelerate Programme is unique and is theMay 2013www.ukwa.org.uk

Human Resources 37only programme in the transport and logisticsindustry focused on building a robustand diverse talent pipeline. The programmeis for organisations and operators of allsizes, and can be tailored to ensure it is inline with organisation’s gender balance aspirationsand works alongside any internalactivities.”There are a range of packages available,the most comprehensive being FounderMember – which profiles the organisation asone that supports and promotes genderdiversity and ensures that all women aregiven exposure to personal developmentopportunities. Other packages are alsoavailable and organisations can engage ona variety of levels offering support and developmentto their female staff. Founding membersto date include Asda and TNT.Maxine Benson MBE added: “It is animperative for the transport and logisticsindustry to attract, retain and develop alltheir talented employees. With the ageingworkforce exacerbating the challenge of analready weak supply chain of talent, no companycan afford to be undervaluing orunder-utilising the talents of 50% of theworkforce - women. everywoman aredelighted to be working with FTA to respondpositively to this industry need. We havedeveloped a unique and comprehensivesolution to address the obstacles and ensurea robust female talent pipeline. FTA and our“It is animperative forthe transportand logisticsindustry toattract, retainand develop alltheir talentedemployees”Maxine BensonMBEfounder members are leading the way inaddressing the talent challenge facing notonly the transport and logistics industry butalso all businesses today.”Jill Clark, Head of Distribution People,Asda comments: “Having been involved ineverywoman initiatives for three years weare delighted to further this partnership bybeing a founding member of the FTA everywomanAccelerate Programme. At Asda webelieve having a diverse colleague basemakes us stronger and as 80% of our 18million customers are women, it makesgood business sense to ensure women arewell represented at all levels of our business.For this reason we are committed to providinga framework for supporting the developmentof female talent – ultimately acceleratingchange and improving the image of theindustry. The FTA everywoman AccelerateProgramme will do just that and will demonstratethat the transport & logistics sector iscommitted to attracting and retaining itsfemale talent.”Alistair Cochrane, Managing Director,TNT Express UK & Ireland, added: “At TNT,we appreciate the key roles that women playthroughout transport and logistics. TNTplays an active role in educating young peoplethrough comprehensive partnerships withschools and Business in the Community tohighlight the diverse career opportunitiesavailable in the transport and logisticsindustry. We fully support the FTA everywomanAccelerate Programme and aredelighted to be at the forefont of this initiativewhich is committed to improving theimage of the sector and to encouragingmore women to choose transport & logisticsas a career path.”Des Evans, Chief Executive of MAN Truck& Bus UK, commented: “MAN is proud ofour long-established policy of encouragingwomen to enter what, for far too long, hasbeen a male dominated industry. Along witheverywoman, we are dedicated toincreasing the number of women intransport and logistics. Through workingwith everywoman since 2008 wehave seen so much progress in this areaand a commitment from the industry toimplement the necessary change – to thebenefit of the industry as a whole.”To find out more and get involved visitwww.everywoman.com/accelerate.www.ukwa.org.uk May 2013

38 Sortation SystemsCompetitiveedgeFashion brand, The Sting, has used fastsortation technology to effect rapid storereplenishment, giving the retailer a significantcompetitive edgeABOVE: Marcvan denDungenThe Sting is a leading fashion brand inThe Netherlands with 85 stores servingthe style needs of both males andfemales from the ages of 14 to 45. Buildingon 30 years of success, the company hasrapidly developed its home market over thelast decade and is now expanding internationally,having opened in recent years sixstores in Germany, four in Belgium and twoin London.Across its network of stores The Stingsells nearly 17 million items of clothing andaccessories per annum, and being in ahighly competitive retail environment, catersfor a fast changing market by presenting itscustomers with a new collection every twomonths. Its comprehensive range of productsfor both sexes - in different colours,styles and sizes - amount to 45,000 skus,all of which are distributed to its stores froma central distribution hub in Tilburg, TheNetherlands.Keeping ahead of the competition andmaximising margins in fashion retailingdemands an agile supply chain capable ofdelivering rapid store replenishment – aconcept Marc van den Dungen, Director ofLogistics at The Sting, is well aware of.In 2005 the company seized on theopportunity presented by fast sortation technologyfor effecting rapid store replenishmentand invested in its first flat sorter fromSDI Group. Five years on, in 2010, van denDungen doubled the company’s capacityfor stores replenishment by installing thelatest in flexible sorting technology from SDI– the FSU which runs at 32,000 carriers perhour.“We used to do it manually, but weneeded to know the exact number of piecessupplied to each shop for replenishment.The sorter has scanners mounted above it,and they can tell us with 99.99 per centaccuracy that the right quantities are goingto the correct stores – that’s why we wantedautomation,’ says van den Dungen.“We started in 2005 with our first sorterfrom SDI Group. Then two years ago webought a second sorter from SDI and it hasnow been running for over a year. The firstsorter handled 10,000 pieces an hour andnow the latest one sorts 20,000, but at themoment we only need capacity for 16,000.So we have spare capacity of 4000 items,”he says. “Right now we don’t need the fullcapacity – at least, not each day – but inthe future we expect to use both sorters.When we installed the new sorter weupgraded the software so that we can runboth sorters if needed.”There are eight induction points on thenew sorter – four on the old. Items aremanually placed on to the tray of the sorterand the system will read the bar code automatically,sorting each item automatically toone of the drop locations. “You can throwdifferent pieces, sizes and colours over theMay 2013www.ukwa.org.uk

Sortation Systems 39FSU. In the past we had to finish one colourbefore we could start with a second but onthe FSU you can throw anything on to it andthe system knows which store needs eachcolour, which size.“The new sorter is much more flexibleand allows for incline and decline sectionsto be built in. It can be brought down toground level and/or it can be run like asnake through the building. The carrier iscompletely enclosed within the track, givingit great flexibility. Also, if we have problemswith a tray we can replace it quickly on ourown,” he says.The FSU’s inherent flexibility was a criticalfactor in shoehorning the sorter withinthe tight footprint of the new warehouseextension. Most of the structure was supportedfrom the ceiling, freeing up space.But a clever design feature to the FSU effectivelydoubled the sorts per drop location.The Bombay style tray releases an item at adrop point and as it falls it is diverted left orright by a flap to its designated store. Eachof the two sorters has 120 drop points.But how has the investment helped theretailer compete? “We are doing extremelywell. Because what we sell today will be inthe store again tomorrow,” says vanDungen. “Each hour we get ‘cash-out’results on the items selling and at the endof the day we make a replenishment, so thesame items will be in the shop again tomorrow.We start the replenishment process at6pm and by 10am the following day thereplenished stock will have arrived at thestore. And that goes for our London storestoo – the shipments will be picked up at11pm and they arrive at 10am the followingmorning.”And why did The Sting select SDI Groupto work with? “There are not a lot of playersin this market. But in the end it came downto three in total. I had a good feeling aboutSDI Group. It was not the money, as SDIwas a little more expensive than the othercompanies, but it was the feeling of myheart.“The installation was very quick and thetesting of the software was fast too. Thiswas helped by the fact we had bought avery similar sorter back in 2005 and the samesoftware people were involved,” says vanDungen. “The implementation went verysmoothly and was completed within just sixweeks, which was quite impressive as theinstallation for the FSU was in a very smallarea of our warehouse and they put a lot ofequipment in there – so the engineering wascomplex. But the change over to the new sorterwent very well and, through good planning,went with very little disruption.“Yes, we have a very good working relationship.”www.ukwa.org.uk May 2013

40 Racking & ShelvingRacking provides hardwaresolution for IT recycling specialistJungheinrich UK Ltd has supplied and installeda narrow aisle pallet racking system with over7200 pallet locations for RDC – the world’slargest IT disposal and recycling companyJungheinrich UK Ltd has supplied andinstalled a narrow aisle pallet rackingsystem with over 7200 pallet locationsfor RDC – the world’s largest IT disposaland recycling company.RDC had operated from four separatebuildings in Witham, Essex, but consolidatedthe business in one purpose-built340,000 sq ft facility set on a 22 acre sitein Braintree earlier this year.The move to the new site allowed thecompany to effectively double its pallet storagecapacity.“We sought a racking supplier that couldwork around our initial design but couldalso work quickly and efficiently alongsideother trades as we refurbished our newstore,” explains Chris Garn, RDC’s Head ofCustomer Services.After a competitive tender process, RDCawarded the supply and install contract toJungheinrich.Although it’s best known for its forklifttrucks and other materials handling equipment,Jungheinrich has offered a full rangeof racking and storage systems as a corepart of its product portfolio for over 20years.From initial project design using the latestCAD technology to hand over,Jungheinrich supplies a complete range ofracking systems and accessories, includingadjustable pallet racking, drive-in and drivethrough systems, mobile, cantilever andhigh bay racking, pallet and carton livestorage as well as long span and smallparts shelving.The RDC racking scheme is used to storea range of computer hardware which hasbeen through the RDC refurbishmentprocess and is awaiting delivery to a newuser. Some 75 per cent of all the units collectedby RDC are re-used with the remainderstripped down and recycled as rawmaterials.The racking system is 6 levels high andthe aisles are 2250 mm wide which allowspicking to be undertaken by lift truck fromthe upper beams at the same time as workerspick faster moving lines from the groundand first floor levels. The aisles are servedby articulated forklift truck technology.“The Jungheinrich installation team wasvery professional. They worked quickly andefficiently and the final project sign offprocess was very impressive. The projectwas completed on budget and ahead ofschedule, says Chris Garn.Jungheinrich’s racking comes with a twoyear warranty against defects in quality anda five year warranty against the steel structuresthemselves.“Because we are aware of the highimportance that each installation processbears, we provide professional installationand management teams,” says SteveRichmond, director of Jungheinrich’sSystems & Projects Division.“Whether working on greenfield sites orwithin existing facilities, our dedicatedexpert resources will ensure that theinstallation complies with all the relevantindustry standards whilst co-ordinating thesite activities in a controlled and safe manner,”he adds.www.jungheinrich.co.ukMay 2013www.ukwa.org.uk

Racking & Shelving 41Rack safety nets help prevent product fallsRack Nets’ back of racknetting from WarehousePartners Ltd is fixed tothe rear of single runs ofpallet racking to form aprotective barrier that preventsloads stored withinthe pallet bays fromfalling into the aisles duringthe pallet put-awayand retrieval process.Unlike metal meshguards which have traditionallybeen used to fulfilla similar function, RackNets netting does notbuckle or become misshapedif subjected to theconsiderable force thatcan be exerted by a displacedpallet.This brings notable costand safety benefits to theuser, as Chris Hopkirk ofWarehouse Partners,explains: “The impact of apalletised load against ametal mesh guard will oftencause such damage to theguard that it has to bereplaced. Apart from theobvious cost of replacingthe guard, this can alsomean that the racking aislecannot be accessed whilethe repair work is undertaken- which causes significantand costly disruption withinthe warehouse.”He continues: “Oldfashionedmesh rackguards are installed in a‘brickwork’ pattern. Theyare not designed to holdback full pallet loads –simply to stop loose boxesfrom falling. If they are hitby a pallet they will usuallyneed to be replacedand, in many cases, ifthey are hit hard enoughthey may simply fall off atthe moment of impact –with potentially seriousconsequences for anyoneworking below.“Because it is flexible andnot of rigid construction, thenet mesh spreads the‘shock’ of the impact of adisplaced pallet . Rack Netsback of rack netting isalmost impossible to damageand will support a displacedpallet until it can beunloaded in an organizedmanner.”www.warehousepartners.co.ukShuttletakes offLink 51’s new Shuttle rackingsystem has been installed atthe warehouses of Kent-basedtool wholesaler Toolbank.The first company in the UK toinstall Link 51’s automated solution,Toolbank found that it was the idealpicking and sorting mechanism fortransporting goods in and out ofdeep storage tunnels efficiently andquickly.The company, which suppliesindependent hardware stores acrossthe UK as well as large chains suchas Jewson, had to install new rackingafter it expanded operationsrapidly – particularly its onlinetrade, after its began to work inassociation with Amazon – at itsDartford headquarters.It extended its warehousingheadquarters by buying an adjacentpremises and “future-proofed” it bybuilding in additional capacity andstorage. The eaves in the new spaceare up to 11.4m in height and arecapable of housing seven levels ofracking, which meant that ease ofaccess was more important thanever.And with £6 million of stock onsite, which has a total retail value ofmore than £15 million, it wasessential that it installed a quick andefficient system for storing andretrieving the items.Shuttle racking systems are wellsuited for warehouses that store alarge number of pallets per SKU,and especially those with high valueSKUs. Operators can stack palletswith a weight of up to 1500kg muchmore quickly and easily, and havegreater accessibility to denselypackedstorage. For flexibility, operatorscan also switch from a first in,first out (FIFO) system to a last in,first out (LIFO) system.The Link 51 Shuttle concept isvery simple to use and, because itworks with both Euro and Standardpallets, is universal.The Shuttle is fully programmableand is activated by a forklift truck orreach truck operator, using a remotecontrol. By activating the switch, theshuttle is moved to the front of theracking and the pallet load isplaced on it. The goods are thenmoved to an empty space deep inthe racking.www.ukwa.org.uk May 2013

42 Racking & ShelvingABOVE: David Jarvis (left), Procurement Category Manager forKuehne + Nagel and Andrew Forsythe Managing Director ofRediGroup signed a preferred supplier agreement at the recentIMHX.Kuehne + Nagel retain RediRackas preferred racking suppliersLeading global provider of innovativeand fully integrated supplychain solutions, Kuehne + Nagel,has signed a preferred supplieragreement with pallet racking expertRediRack.The agreement means thatRediRack is one of only two preferredstorage systems suppliers forKuehne + Nagel and allowsRediRack to provide a national servicefor the provision of storage systemsto Kuehne + Nagel’s distributioncentres throughout the UK.The deal gives Kuehne + Nagelconsistent storage systems design,quality and pricing, compliance withall relevant statutory and industry regulationsand installation to SEMA standardsplus the same high levels ofservice delivery across all its UK sites.David Jarvis, ProcurementCategory Manager for Kuehne +Nagel and Andrew ForsytheManaging Director of RediGroupsigned the agreement at the recentIMHX.David Jarvis commented : “AtKuehne + Nagel, we take pride inproviding a truly world classlogistics service. RediRackunderstand this and haveproved that they can supportour needs in key areas. We arethrilled that they will be a preferredsupplier for us.”Andrew Forsythe said: “We haveworked hard to put a packagetogether that would provide a levelof support to Kuehne + Nagel that Ibelieve is second to none. I lookforward to our business relationshipgrowing as we continue to exceedtheir expectations.”The deal gives Kuehne +Nagel consistent storagesystems design, qualityand pricing, compliancewith relevant regulationsand installation to SEMAstandardsWhat a RackiT!Warehousereaders will get topracking and storagetips every monthLeading pallet racking specialistsRediRack haveannounced that their popular‘Rack iT’ publication will nowappear exclusively in UKWA’sWarehouse publication.Featuring racking industrynews, case studies, healthand safety advice and tips onhow to get the most fromyour warehouse space andracking structure, 'Rack iT'will appear as the centrespread feature in futureissues of Warehouse.Kathy Ayre, RediGroup’smarketing manager, commented:“The first issue of‘Rack iT’ appeared in 1992and was previously distributedas an insert in a numberof trade magazine’s but,Kathy believes, Warehouse isthe perfect medium to ensurethat the new look ‘Rack iT’reaches the right audience.She comments: “We feelthat with the paper-basedversion of Warehouse hittingthe desks of the movers andshakers within the UK 3PLsector and the electronic editionbeing sent to the in-boxof some 40,000 key decisionmakers across a range ofindustry sectors, Warehouseoffers great market penetration.”In addition, to reading‘Rack iT’ within the pages ofWarehouse, you can registerto have it emailed directly toyou each month by contacting‘rackit@redirack.co.uk’May 2013www.ukwa.org.uk

Case Study 43CSI Drug & Alcohol Testing LtdStudies have shown that there isa significant financial impact toemployers who employ anyone whohas a drug or alcohol relateddependence or problem. Employersneed to be able to defendthemselves from a variety oflegislations on the subject.Employers also have a moral andlegal duty to provide a safe workingenvironment. Studies however havealso shown that the abuse ofsubstances can and should bemanaged, to the benefits of theindividual, the employer andsociety. Consequently any companyD&A policy should apply to everyemployee and contractor.CSI Drug & Alcohol Testing Ltdprovides workplace D&A solutionsthat best detect the use and abuseof illegal drugs as well as the abuseof prescribed medicines (on or offprescription), including syntheticsubstances, commonly (and oftenwrongly) known as legal highs.Under the Health & Safety at WorkAct it is an employees duty to be fitfor work, whatever the position theemployee holds. It therefore followsthat it must be the duty of theemployer to ensure that anappropriate and proportionatemanner of testing is available to agiven circumstance.The crimes of society are everpresent in the workplace. Indeedcrimes in the workplace fuel someof those issues that society and thepolice struggle to control.Warehousing & Distributionoperations due to the very nature oftheir business are prime targets foropportunist as well as organisedcrime infiltration.Drug & Alcohol testing shouldnot interfere with workplaceefficiencies and done correctlyshould not incur unnecessary longterm suspension of staff on full pay.This is especially true when aninstant test result device is used thatdetects potentially innocent over thecounter opiate-based medicinesamongst other prescribedsubstances. The CSI philosophy is toprevent illegal drug abusersentering the workforce in the firstplace whilst having the ability tomanage those employees who arealready in-situ or who succumb tothe effects of D&A issues whilst inservice.CSI laboratories specialise inrapid turnaround of samples forboth screening and confirmationservices. Screening will occur assoon as the sample arrives at thelaboratory and a negative result willbe reported within a few hours.Confirmation results will beprovided within 24hrs of the screenbeing completed. Sample reportswill passed to our investigativeanalysts who will build a clientprofile which will be reported asrequired and will highlight any drugpatterns or criminal activity. CSI willthen recommend how individualsituations can be best managed,this will help develop a historicalreference library for multiple sitelocations across multiple shiftpatterns for our clients.CSI core services are:1. Independent analyticallaboratories.2. Drug & Alcohol testing andbespoke policy writing services.3. Investigation services,covert or overt.4. Mobile testing and 2hrrapid response services.5. Management & stafftrainingFor more information ontact0800-121-8994 info@csi.gb.net orvisit www.csidrugsandalcohol.co.uk

44 Racking & ShelvingRegatta pickwithout a slipBITO Storage Systems has provided Regatta,the UK’s biggest outdoor clothing and footwearbrand, with 2000 bays of specially designedshelving to make picking individualpolythene-wrapped garments and footweareasier and to gain the approval of insurersRegatta is fast becoming a leadingbrand across Europe. On the back ofup to 30 per cent year on year growththe company decided to install new storageequipment into a larger premesis. It found theideal 400,000 sq ft distribution centre atPioneer Point, Ellesmere Port and moved induring September 2011, ready for the fit out.Optimising the order picking locations isvital in such a vast operation and Regattahad two key requirements. Firstly, the shelving,which would be integrated within theground level bays of the wide aisle palletracking system installed by Link 51, neededto allow effective sprinkler operation in theevent of a fire, thus meeting the approvalof Regatta’s insurers.The second goal was to retain stacks ofpolythene wrapped garments in a way thatwould make it easy to pick an individual garmentfrom the top of the pile, without causingthose below to slide out of the shelf and ontothe floor. Whenever a pile of such productsgets to about ten high, it starts to arc makingit easier for garments to slip out.Regatta had previously used bespoke,wire mesh baskets of about 500 squaremm x 800 mm to hold its stock for picking.While suiting its smaller warehouse operation,providing these baskets for 2000 locationsin the new DC would be both costlyand impractical and so, with an outlinedesign of what was required, the retailerturned to BITO Storage Systems to providea new solution that would turn its conceptinto a successful reality.Within eight weeks of receiving Regatta’senquiry, BITO provided four prototype designsfor a flexible, multiple-product picking unit,based on its galvanised shelving system.Each module of BITO’s simple solution isconfigured with four levels of 1300 mmwide x 1800 mm deep shelves. The module’swidth means that two of these units fitsnugly between the uprights of a typical 2.7m wide pallet rack bay.The 1300 mm wide shelf is split into twolocations by a divider, which has a 75mmwide vertical return on one side at the pickface. Together with a corresponding 75 mmvertical return running down the face of themodule’s solid side wall, this creates aretained location that holds a pile of individual,polythene wrapped garments securely,preventing them from sliding around duringpicking, while providing a gap that is wideenough to make an easy pick.The location on the other side of thedivider, without any returns, is fully open toaccess split case picking of stock, which isreplenished from the bulk pallets stored inthe pallet racking above.BITO also provided Regatta with variationson this shelving module to suit differentproduct lines. One of these has dividerswith double returns to give retained locationsin both halves of the 1300 mm shelf.Another version has no retainers at all onMay 2013www.ukwa.org.uk

Racking & Shelving210 pagesof case studiesand know howthe dividers, while a further version, withoutdividers, is used by Regatta to accommodateeither three x 400 mm wide single cartons orthree sets of three high, 400 mm wide pickingtrays for small items.A major feature of this project was theextensive involvement from Regatta’s insurersso that the design criteria satisfied theirrequirements. That means ensuring that, inthe event of a fire, the shelving would allowwater from a sprinkler system to flowthrough the shelves.BITO’s solution addresses this thanks tothe punched shelving that provides largeholes in the top three shelf bases (the groundlevel base is solid) to allow water fromRegatta’s sprinkler system to flow through.Despite the reduced amount of steel from thelarge perforations and Regatta requiringeach shelf in a module to hold 50 kg, BITO’srigid design still gives an impressive 200 kgcapacity. In fact, during testing the shelvesstill didn’t sag under a 300 kg load.To further maximise the effectiveness ofthe sprinklers, the BITO design actually controlsthe direction of the fire. The shelving hasmesh at the rear and at the side of the modulenext to the racking upright but a solid sheet isplaced between the two 1300 mm wide modulessitting within a 2.7m wide bay. This solidwall will prevent fire spreading left or right andforms a flue to channel the fire directly to thelocation of the sprinkler heads to put the fireout as quickly as possible.THE PROJECT GUIDEBenefit from the experiences of others inyour industry. Contact us for your free copy.024 7638 8852sales@bito.co.ukwww.bito.co.ukwww.ukwa.org.uk

46 Cover StoryAPEX Linvar the partner of choice for the warehouse sectorExpertise, experience and holistic thinking make APEX Linvar the partner of choicefor many warehouse operators and logistics companies across the UK.Smyths ToysSpeedCellMay 2013Commercially-aware and resultsorientedproject teams have used theirknowledge and skill to help the supplychain become even more efficient andeffective, which is particularly relevant aseCommerce becomes more of a factor inday-to-day operations.APEX Linvar is capable of delivering totalstorage solutions, from the office to thewarehouse, by offering a complete range ofsolutions including innovative products suchas SpeedCell, the unique mobile rackingsolution, and Meta shelving.Its Storage Direct brand, with its onlineand offline offering, provides a trulycomprehensive range of storage productsand is used by schools and hospitals,offices, small shops and warehouses.Working with household names such asRiver Island and Smyths Toys, amazon andArgos, APEX Linvar has the right pedigreeto solve any storage issues.For more information, visitwww.apexlinvar.co.ukToys storageGetting the right racking isn’t child’s play- except when it is about toys. From theoutside, a warehouse on the outskirts ofStoke-on-Trent looks like any otherdistribution centre on an industrial park butthe products it houses are the stuff ofdreams for many youngsters.Storing everything from nursery productsto preschool, bikes, books and activity kits,the 415,000 sq ft facility is Smyths Toys’ UKdistribution centre.Serving 35 retail outlets, and storingaround 3,500 different products, thewarehouse has space for up to 63,000pallets - all stored using pallet racking andshelving supplied by British manufacturerAPEX Linvar.Picking at the site is done at night, with acarefully-orchestrated delivery schedulethroughout the day and an automaticwarehouse replenishment system ensuringthe right products are picked at the righttime.Smyths Toys first moved in to thepremises in April 2012, after taking thedecision to take distribution andwarehousing in-house and relocating stockfrom two existing sites.www.ukwa.org.ukBut with efficiency and effectiveness atthe heart of an operation that can see up to1,200 pallets being shipped out and 2,000pallets taken into the site in just one day,storage has to be organised andmaximised.And that’s where the experience andexpertise of APEX Linvar, the UK’s leadingstorage solutions provider, came in.Its experts know that even with big openspaces in a warehouse, getting the rightconfiguration is critical to making sureproducts can be stored and retrievedeffectively.And, as retail has seasonal influences,such as Summer and Christmas, thestorage solution has to offer flexibility.The APEX Linvar solution was to installracking 15 metres high in two mainsections, leaving an area set aside for bulkitems.The first section of racking is currently inday-to-day use and is stocked with toys,while the second section is installed andready to be utilised as and when required.Both capitalise on the full height of thebuilding.Fashioning a solutionImagine being able install racking thatworks while at the same time addingthousands of extra picking locations in asingle aisle, freeing up storage spaceelsewhere, just by thinking about howspace is used.High Street fashion retailer River Islanddid just that when the company waslooking at how best to utilise space andstorage within its state-of-the-art 466,000sq ft national distribution centre at MagnaPark in Milton Keynes.As Arif Ahmed, River Island’s logisticsdirector, says, the company is at the cuttingedge of fashion and therefore its productturn is demanding.To cope with this demand, the companyrequired a custom racking solution fit fornow and for the future and integratedstorage that worked as part of the wholesite, not just an after-thought.APEX Linvar delivered a strategy that sawthe company develop a projectmanagement team that worked witharchitects, the M&E team and structural

engineers to ensure that the racking andgarment hanging delivered on all objectives.The company designed the entire rackingsolution, literally from the ground up as iteven helped design the floor slab to ensurethe optimum storage solution was achieved.This element of partnership right from thestart of a project is a good example of bestpractice, and has enabled APEX Linvar to useits 75 years of expertise to provide aconsultancy led approach when working withcompanies such as Amazon, Argos,Goodyear, Matalan, Marks & Spencer andTesco.But not only was the racking systemdesigned and installed, but storage spaceneeded to be optimised even further andthat’s where SpeedCell, a unique, innovativemobile storage and picking system wasinstalled.SpeedCell has been retro-fitted into anumber of pallet racking bays at groundlevel, storing fashion items and accessoriesin the facility that handles worldwidedistribution.Cover Story 47Storage Direct -more than just a catalogueStorage Direct is like no other cataloguein the market.It is the handbook of choice for storagesolutions with a comprehensive range ofstorage products that are used by schoolsand hospitals, offices, small shops andwarehouses.Every page is packed full of usefulproducts and the experienced andknowledgeable team back at head office ison hand to offer one-to-one advice andsupport.Stewart Perry, the Storage Direct MarketingManager, commented: “We’ve worked inpartnership with warehouse operators andexisting clients to create a catalogue that hassolutions for any storage issue. StorageDirect continues to be updated to present aproduct offering that is second to none.”Purchasing from Storage Direct could notbe easier, with the option of purchasingthrough the easy to navigate website, anelectronic catalogue and the soon to belaunched mobile website.One recent happy customer is WarehouseOperations Manager Daniel Aspin, who isbased at the Mamas & Papas UK warehousenear Huddersfield.He ensures that the warehouse runs assmoothly as possible and when he wanted tofurther improve order picking as part of hisoverall warehouse efficiency, he turned toStorage Direct.He commented: “We bought order pickingtrolleys from Storage Direct to help us whenpicking in the warehouse. They have a goodrange of products and exactly what weneeded.”Visit www.storagedirect.co.ukto find out more.www.ukwa.org.uk May 2013

48 UKWA Membership ServicesAt YOUR serviceAs an UKWA member you have access to a wide range of business services and expert consultants thatbring real competitive advantages to your company. To discuss these and other membership benefits,contact Michael Davison, UKWA’s Membership Services manager, todayLEGAL HELP DESKUKWA's 24-hour legal helplineoffers members free legaladvice on a range of businessissues.Tel: 01244 405577HUMAN RESOURCES ADVICEThis service, comprises aneasy-to-use 1,000 page HRwebsite, an HR advice line anda full range of HR services.UKWA members, who aremaking their first call to theBusinessHR advice line, receivethe first 20 minutes of practicaldown-to-earth guidance FREE.Thereafter, the hourly charge is£95 per hour plus VAT.Free businessadviceUKWA Members have at theirdisposal a group of HonoraryAdvisers who give valuableprofessional guidance andadvice - not only on warehousingand logistics relatedmatters but also on broaderbusiness issues.The UKWA Honorary Advisors’services are available to allUKWA members and they canbe contacted by telephone oremail entirely free of charge.• Legal mattersSimon Edwards, Aaron & PartnersEmail: simonedwards@aaronandpartners.comTel: 01244 405555www.businesshr.com or contactDavid Rankin on 07775 625 203UKWA INSURANCEIn partnership with Willis Ltdand Allianz Insurance, UKWAprovides an insurance packagespecially designed for membersthat offers competitivepremiums and a range ofcover options tailored to eachcompany's specific requirements.Tel: 01992 513014/07983461620PURCHASING POWERThrough our partner membershave achieved significant• Customs and excise lawHassan Khan, The KhanPartnership Email: hkhan@thekhanpartnership.comTel: 020 7612 2530• LegalJonathan Lawton, JL ServicesEmaI: jonathanslawton@gmail.com• Information TechnologyAlan Gilchrist, Ontech Solutions LtdEmail: agilchrist@ontechsolutions.netTel: 0871 221 2671• InsuranceSusan Grove, Willis LtdEmail: grovesm@willis.comTel: 020 7860 9024• Rates and PropertyLambert Smith HamptonTel: 020 7198 2160• Hazardous ChemicalStorageNick Wrigley, Solvereductions in their electricity,gas, telephone, mobile andwater bills.E: dee.cox@askbas.co.ukjohn@bua-energy.co.ukPROPERTY INFORMATIONUKWA members can access toexpert advice about businessrates and other Industrialproperty related matters via ahelpline operated in associationwith leading property consultantsLambert SmithHampton.Tel: 020 7198 2160HEALTHCAREThrough the PrivateEmail: nick.wrigley@solvescientific.comTel: 0551 143 6778• EnvironmentKeith Wyatt, Keith Wyatt ConsultingEmail:kw@keithwyattconsulting.co.ukTel: 07805 119189• Business Finance- Mergers & AcquisitionsPeter Farmer, Peter FarmerAssociates LtdEmail: pfa@cavendish-house.co.ukTel: 01376 563377• SecurityMike O’NeillOptimal RiskEmail: mike@optimalrisk.comTel: 07768 354009• Business Matters- Talent ManagementMay2013www.ukwa.org.uk

UKWA Membership Services 49Healthcare Partnership UKWA isable to offer a range of competitivelypriced private health anddental insurance packages.Tel: 01274 588862FUEL CARD SCHEMEMembers make significant fuelsavings by using the UKWAFuel Card Scheme which is runin partnership with ForecourtFuels.Tel: 0114 279 2826MERGERS & ACQUISITIONSUKWA provides free initialadvice and discussion formembers who are consideringbuying or selling a company.Tel: 01376 563377RECRUITMENTUKWA members receive preferentialrates when advertisingvacancies on Logistics JobShop - an online job boardthat provides a completerecruitment service for thelogistics industry.www.logisticsjobshop.comSimon Brookfield, Forbes HREmail: consultant@forbeshr.comTel: 01280 851231• Corporate FinanceJim Keeling, Corbett Keeling LtdEmail: Jim.Keeling@corbettkeeling.comTel: 0207 626 6266• Health & SafetyMike Collier, SESSEmail: michael.collier@sess.co.ukTel: 01670 736444• ExciseAlan Powell, Alan PowellAssociatesEmail: alan@apas1.orangehome.co.ukTel: 01754 880582• CustomsMike Hodge, Mike HodgeAssociatesEmail: mike@mikehodge.co.ukTel: 01582 760244Need LegalAdvice?UKWA members have access to aFREE legal advice helplineUKWA’s Honorary Legal Advisers - Aaron & Partners LLP - arehappy to discuss a wide range of business related legal issuesfrom contract disputes to exercising a lienCall 01244 405577 fora free consultationFor further details of this and other UKWAmember services,please contact Michael Davison on(tel) 0207 836 5522www.ukwa.org.ukMay2013

In business it’s never tooearly to start thinking aboutyour successorUKWA members have access to FREE business adviceIf you’re considering succession planning, mergers and acquisitions orexiting your business, UKWA members have access to a team ofexperienced professionals who can guide you every step of the wayCall UKWA on 0207 836 5522for further informationFor details of this and other UKWA member services,please contact Michael Davison on (tel) 0207 836 5522

INDUSTRY SUPPLIERSWAREHOUSING& LOGISTICSINTERNATIONALwww.warehousinglogisticsinternational.comSpecialists in Selecting, Designing, Implementing,Integrating and Operating Supply Chain Systems.Services include:WMS & TMS Software SelectionProject ManagementWarehouse Systems ReviewSoftware Integration ConsultancyContact: Lynn Parnell @: info@logisticspartners.co.ukT: +44 (0) 7771 623929 www: www.logisticspartners.co.ukSimply Flexible, Reliably Accurate,Genuinely Integrated…Our knowledge of 3rd party logistics and contract packing coupled with ourextensive client base has helped us create a versatile Warehouse ManagementSystem, LocateIT.LocateIT enables you to delight your clients by delivering a first class service,flexible enough to cater for specific needs.We are a software developer originatingin manufacturing, with staff that have direct experience in all aspects of production,process and warehouse management. Clydebuilt therefore is in a unique position tooffer you products and services from an in-depth understanding of the completesupply chain.Our aim is to provide powerful and advanced warehouse management solutions thatsecure long term customer relationships.www.clydebuiltsolutions.comSupply Chain and Logistics SpecialistsGideon G HillmanConsultingSupply Chain and Logistics ConsultantsGideon Hillman Consulting is an ISO 9001:2008 accreditedcompany and a corporate member of UKWAWe specialise in:• Logistics & Transport Network Design• Warehouse Design & Implementation• Warehouse Operational Improvement• Logistic Outsourcing Tender ManagementContact Gideon Hillman Consulting:T. +44 (0) 1926 430 883E. info@hillman-consulting.com W. www.hillman-consulting.comAward Winning TechnologyRediRack’s award winning automated pallet storage,retrieval and sequencing solution is eco-friendly, canincrease storage density and reduce costs. Contact amember of the RediTechniX team now for more details:sales@reditechnix.comwww.reditechnix.comTel: +44 (0) 1709 584 711

ShortSave Space - (and money) Fast.Optimise warehouse profitability fasterwith Europe’s most popular articulated truck.turningrental trucksThe Flexi AC range takesthe art of storing more to anew level. Articulated actionmeans it can work in verynarrow aisles - increasingwarehouse capacity by upto 50%.And with its ability to loadand unload vehicles anddeliver to racking in oneoperation, Flexi eliminatesdouble handling, reducingcosts by up to 50%!Add its industry-leadingfeatures, designed to increasesafety and enhanceperformance, and it’s easy tosee how Flexi’s productivityis able to ensure you achieveoptimum profitability in yourwarehouse!Email: info@flexi.co.ukwww.flexi.co.uk50%more space!50%less handling!30%faster!AC RangeEmail: enquiries@flexi-training.comwww.flexi-training.comArticulated efficiency fromFLEXI NARROW AISLE