Week 9 (27 February - 5 March, 2017) Wishing you pleasant reading and until next week... The Project Cargo Weekly Team immediately after their interview was published. So it is worth- while to participate. An inquiry doesn't always mean a booking, but its a start! Good things take time to develop. Enough patting myself on the back, this week we have 3 interviews to focus on. In this issue: This Week's Advertisers [email protected]www.projectcargo-weekly.com Interview with Mr. Roger Strevens VP, Global Head of Key Accounts Wallenius Wilhelmsen Logistics (WWL) Founded in July 1999, Wallenius Wilhelmsen Lines was the result of a joint venture of the operating activities of Wallenius Lines of Sweden and Wilhelmsen Lines of Norway. Both are well-estab- lished family-owned transportation companies known throughout the world for their reliability, quality, innovation and personal service. Facts & figures (2017): The owners signed the agreement to establish Wallenius Wilhelm- sen Logistics ASA as a listed company incl. EUKOR, WWL, ARC plus vessels in December 2016. Completion of the merger is expected in Q1, 2017. Both parties will have an equal shareholding in the new entity. Read more about the merger here. In 2006 the company name changed to Wallenius Wilhelmsen Logistics as a results of a strategic shift towards fully integrated outbound logistics services. First of all please tell our readers when the company WWL was established, given that Wilhelmsen and Wallenius were independent companies before. Who owns the company currently and what is the ratio of ownership between Norwegian Wilhelmsen and Swedish Wallenius? When did WWL decide to establish a logistics arm and what are the main functions? 7,000 employees worldwide in 27 countries 7 million movements of autos, rolling equipment and breakbulk units per year: 1.7 million (ocean) and 2 million (inland trans- portation) More than 50 vessels servicing 12 trade routes to six continents More than 550 sailings and 4000 port calls per year 5 million units handled at 13 terminals 5 million autos through our 46 vehicle processing centres 70,000 throughput of rolling equipment through 19 equipment processing centers 65 processing centers worldwide A Q&A with Wilhelmsen Wallenius Logistics, part of the World's largest RoRo carrier An interview with World Freight Network (a freight forwarding network competing in a competitive market) A Q&A with Liburnia, a versatile shipping agent headquartered in the Balkans. The region is seeing a lot of development, tourism is growing and Chinese companies are there with massive investments in infrastructure (surprise, surprise) Sector news and some other news of interest Video and photo of the week Editorial It's Thursday, time for another issue of PCW's newsletter. Don't forget to download our media kit if you are interested in placing a banner ad with PCW. You can be sure to get attention because we only allow 4 banner ads per issue. We recently learned from one of the shipowners we interviewed that they received a few cargo inquiries https://www.bbc-chartering.com/ http://www.sasholdings.com/ http://www.jgfreight.com/ http://www.cmc-tn.com/cmc/fr/index.php Telestack – Radial Telescopic Conveyor – 922 cbm – From Tasmania to Fremantle
Transcript
Week 9 (27 February - 5 March, 2017)
Wishing you pleasant reading and until next week...
The Project Cargo Weekly Team
immediately after their interview was published. So it is worth-while to participate. An inquiry doesn't always mean a booking, but its a start! Good things take time to develop. Enough patting myself on the back, this week we have 3 interviews to focus on.
Interview with Mr. Roger Strevens VP, Global Head of Key Accounts
Wallenius Wilhelmsen Logistics (WWL)
Founded in July 1999, Wallenius Wilhelmsen Lines was the result of a joint venture of the operating activities of Wallenius Lines of Sweden and Wilhelmsen Lines of Norway. Both are well-estab-lished family-owned transportation companies known throughout the world for their reliability, quality, innovation and personal service.
Facts & figures (2017):
The owners signed the agreement to establish Wallenius Wilhelm-sen Logistics ASA as a listed company incl. EUKOR, WWL, ARC plus vessels in December 2016. Completion of the merger is expected in Q1, 2017. Both parties will have an equal shareholding in the new entity. Read more about the merger here.
In 2006 the company name changed to Wallenius Wilhelmsen Logistics as a results of a strategic shift towards fully integrated outbound logistics services.
First of all please tell our readers when the company WWL was established, given that Wilhelmsen and Wallenius were independent companies before. Who owns the company currently and what is the ratio of ownership between Norwegian Wilhelmsen and Swedish Wallenius?
When did WWL decide to establish a logistics arm and what are the main functions?
7,000 employees worldwide in 27 countries7 million movements of autos, rolling equipment and breakbulk units per year: 1.7 million (ocean) and 2 million (inland trans-portation)More than 50 vessels servicing 12 trade routes to six continentsMore than 550 sailings and 4000 port calls per year5 million units handled at 13 terminals5 million autos through our 46 vehicle processing centres70,000 throughput of rolling equipment through 19 equipment processing centers65 processing centers worldwide
A Q&A with Wilhelmsen Wallenius Logistics, part of the World's largest RoRo carrierAn interview with World Freight Network (a freight forwarding network competing in a competitive market)A Q&A with Liburnia, a versatile shipping agent headquartered in the Balkans. The region is seeing a lot of development, tourism is growing and Chinese companies are there with massive investments in infrastructure (surprise, surprise)Sector news and some other news of interestVideo and photo of the week
EditorialIt's Thursday, time for another issue of PCW's newsletter. Don't forget to download our media kit if you are interested in placing a banner ad with PCW. You can be sure to get attention because we only allow 4 banner ads per issue. We recently learned from one of the shipowners we interviewed that they received a few cargo inquiries
More contact info here: https://offices.2wglobal.com/offices/Home/
We have a 156-year heritage which we believe stems from taking an approach that seeks to do what is best for people and the planet, as well as profitability. Environmental and business sustainability are inextricably linked. Also, it’s important to note the two are aligned on some key issues. Reducing CO2 is the same as cutting the fuel bill, so count on any carrier that buys fuel directly being committed to reduction.
Enforcement efforts are difficult to compare between ports because consequences of non-compliance and inspection levels vary widely. It’s not just a port issue either – high seas compli-ance testing is of growing importance, especially as the 2020 sulphur regulations approach.
Can you provide us with a few examples of projects that you have carried ex Asia and ex Europe?
Green shipping as they say is high on the agenda these days, is it more of a marketing stunt from shipowners (and others) or is it a serious issue? Are emission rules enforced with equal measure in Europe and Asia for example?
Please find the following example of a project carried ex Japan to USA:
The following is an example of a project carried ex UK to Australia:
Wallenius Wilhelmsen Logistics delivers innovative and sustain-able global shipping and logistics solutions to manufacturers of cars, trucks, heavy equipment and specialised cargo.
WWL handles complex project cargo such as rail cars, power generators, mining equipment and yachts.
WWL’s sophisticated supply chain management solutions ensure an efficient integration of ocean transportation, inland distribu-tion, terminal handling and a large comprehensive range of specialised technical services.
Learn more at www.2wglobal.com.
WWL serves the OEMs and freight forwarders in the auto, rolling equipment and breakbulk market sectors. Within the breakbulk realm, most of our business is focussed on ocean transport, but we do provide total logistics solutions together with our sister company, WWL ALS (Abnormal Load Services).
What is the scope of WWL in terms of total logistics solutions?
In case some of our readers are interested to get a quotation from you to whom should they establish contact initially?
Belfor column loading on Tomar
Power Generators – 242mt each
Joy Global – Power Roof Supports (PRS) – Weighing 64 to 69mt each
Ms. Kelly Bunyan, Managing Director
World Freight Network
Mr. Strevens when did you start working for WWL and what made you choose a career in shipping in the first place?
When was WFN established? Who owns and operates the network today?
There are many networks out there and I hear from forwarders that they receive network invitations almost daily. What makes your network one to join?
I began working for the group in 2006 and moved to WWL in 2012. There are a few reasons why I chose a career in shipping. One is that as an engineer the practical mechanics of it interest me. Another relates to my interest in the environment. Shipping is paradoxical in that it is both the most emissions efficient mode of transport yet there is still much to improve on. Thirdly my business brain enjoys the fast changing and international nature of shipping – it’s the original global industry and the one that accounts for “90% of everything”. In short, there’s a lot to like.
WFN was established in 2004. I own WFN, with a great team assisting me.
Everybody says it’s the sense of family. Many members refer to our group as the World FAMILY Network. In 14 years, 99% of payments have been honoured, without a payment protection plan in place. That’s very special in this day and age. It’s also the efficiency of our head office. We endeavour to respond within the hour when we’re online. When required, we arbitrate fairly and without bias if ever there’s a dispute (very rare as member dealings are so harmonious). Plus if a member becomes slow to pay or respond, I’m not afraid to terminate memberships. For me it’s about quality and not quantity; the size of the network doesn’t matter to me. That’s why we only have 3 members per country; capping the number of members limits my revenue, but fulfills my goal of trying to maximise our members’ profits.
Interviewee:Roger StrevensVP, Global Head of Key [email protected] Wilhelmsen Logisticswww.2wglobal.com
Not within WFN, that’s within SFN, Specialist Freight Networks. SFN is made up of exclusive specialist networks, as well as having one umbrella non-exclusive network. That said, within WFN, members’ specialities are listed.
We permit 3 members per country throughout the world, except for China and USA where we have more. We look at company strengths when a forwarder applies, but most importantly, we assess their current standing in the industry through the eyes of forwarder recommendations outside of their country. If they don’t come highly recommended, we can’t accept them into the fold.
WFN hasn’t had a payment protection scheme since its inception. On three separate occasions, the members were offered different variants, but each time the vast majority decided against taking it up as they get paid. Plus we have a payment monitoring system, which highlights any slow payments. As soon as WFN Head Office spots the payment is overdue, we get involved and our influence is usually enough to get the bill paid – all our members want an untarnished reputation and don’t want to be reported to the network as a slow payer. There is no certainty and therefore there is always a risk of non-payment, however, 99% of the time payment is made.
Do you have different divisions within your network?
How many members do you allow in each country and do you have any criteria by which you are choosing your potential members?
It is a well-established fact that freight forwarders working together around the world are often worried about financial security. Does being part of your network mean that members can be sure of payment when dealing with other agents in the group?
Q&A with Mr. Marin Skufca Project Manager, Chartering
Shipping Agent Liburnia Maritime Agency in the Balkans
We meet annually in April. It’ll be our 13th event this year, in Pattaya, Thailand. That’s what makes our network special, our annual gatherings. There is the right mix of warmth, fun and productivity. Everybody works hard, but they play hard too. Every-body heads home with a warm glow, new friends and usually some new business too.
The current fee is £899, plus a one-off Joining Fee of £299. Total = £1198. A small investment for a potentially huge gain.
If interested in joining, mail [email protected]. We can then take you through the application process.
A friend introduced me to the industry. My background was marketing and of all things, running a martial arts school in Central London, which I still do. That’s actually how we commence and end our meetings, with an ancient martial arts bow. It’s a great way to mark the respect between members.
How do you meet each other do you have global conferences or meetings on a regular basis? When is the next one?
What is the cost of becoming a member currently?
If any of our readers would be interested in joining your network what is the procedure and whom to approach?
What made you establish this network in the first place and how did you enter the shipping & freight forwarding industry originally?
Liburnia was established in 2004 primarily as owner’s agent, and since the very beginning we represented all major heavylift shipowners in Croatia, Slovenia and Montenegro. At the same time we also started our Chartering activities, with focus on project and heavylift cargoes. 5 years ago, because of market demand, we established an in-house freight forwarding depart-ment, and IMO cargo department. Today we’re proud to be able to control cargo flow from door to door using in-house know how.
Liburnia is the micro region where we are all from and live and work.
Our main activity today is project chartering and freight forward-ing. Most of the company revenue is coming from chartering activities. We’re proud to have the reference of handling big projects worldwide! Our business activity is not limited only to the Balkans. For example we had a big shipment of 3 tugs, each 750 metric tons from Korea to Iraq. For the purpose of good prepara-tion and safe loading we had a team on site for more than one month. Port agency activities remain very important as well.
Liburnia is a privately owned company. We are three partners, all being involved in Liburnia’s daily business.
Tell us about the background of Liburnia and whether the name of the company has a special meaning. Tell us about where in the Balkans you are active.
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It is difficult to make a comparison. Yugoslavia hasn’t existed for more than 25 years. The entire industry has changed since then, especially ways of communication. Furthermore, many companies disappeared and new ones were formed. Commercial relations between countries are good and there are no obstacles to do business.
Yes, we do speak the same language, except with Slovenia and Kosovo, but we still understand each other, so I can say there’s no language barrier.
As port agents we represent major heavylift shipowners today. We also represent BP in Croatia. Our main clients on the cargo side are Siemens, Trafigura, Emerson, INA Mol group, etc.
We have handled numerous projects. IMO cargo for example is constantly handled from Bosnia or Serbia. There are many projects coming to Croatia or leaving out of Croatia by river, passing Serbia on the way to the Black Sea. One of the nicest projects was a shipment of 2 coke chambers from Italy to Sisak, Croatia where we handled the full scope from factory all the way
Former Yugoslavia now consists of several independent countries, does that make your business more or less difficult than before?
Do you speak the same language in the Balkans?
Tell us about some of the clients that you regularly provide shipping agency services to.
Do you also handle project cargo to/from the Balkans and can you give us a few examples of projects that you have handled?
to site with cargo passing through Romania and Serbia on it’s way. For the purpose of safe discharging we even built a pier in Sisak.
It depends what kind of request we will receive. Your readers can direct their requests to [email protected] which is our main email and we will filter it and pass the same to the proper persons.
I graduated from the Economy of Shipping at Faculty of Maritime studies in Rijeka. By coincidence Liburnia was established at the same time and my present colleague Capt. Danko Crncevic was seeking a young talent. He asked for help at university, and as my final thesis was very good, they recommended me and changed my life. Today I’m a partner in the company and after 13 years of hard work we’re proud to have one of the strongest companies in the region. I was happy to have one of the biggest professionals in the industry, Capt. Danko Crncevic as a mentor. I also kept good relations with faculty, and for several years now I have been holding classes in chartering and the economy of shipping.
Kindly provide contact details for each region where you are active.
When did you start your career in shipping? Tell us a bit about yourself and your own shipping background.
