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The resource magazine for cargo professionals

Winter 2016Vol. 24, Issue 2

SRETAIL HEAVEN

Lynden creates it for customers with behind-the-scenes support

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hopping malls have been a staple of theretail landscape since their creation in the1950s. Although the convenience of on-

line shopping has changed consumer patterns, there is no substitute for the retail shopping ex-perience. Consider the opening of Puerto Rico’s first H&M clothing store at the new two-story Mall of San Juan (above). After months of anticipation, more than 1,400 H&M fans lined up for over seven hours to be the first inside.

“The opening was all over the news here,” says Frank Butler, Lynden’s Southeast Regional Manager. “After the store opened at noon, the mall was closed for four hours due to overcrowding and lack of parking. Fire Marshalls and police would not let anyone into the mall so we couldn’t make our scheduled delivery, but I think H&M gave us a pass on that one.”

For those who predict that brick and mortar stores are on the way out, Butler suggests just the opposite. “Retail shopping is deeply rooted in our culture. The social and entertainment value of gathering at a central location, or marketplace, to exchange goods is still viable,” he explains. “The ability to try, taste and touch merchandise is some-thing that internet shopping cannot and will not ever replace.”

H&M North America President Daniel Kulle agrees. “We were thrilled with the amazing re-sponse we had from our customers in Puerto Rico,” he says.

Lynden International helped the Swedish re-tail giant prepare for the mall opening almost a year in advance with strategic transportation plan-ning garnered from decades of retail shipping ex-perience. “They put their trust in us and we went to work to earn it,” Butler explains. From construction materials to complete the new store, to clothing racks, cash registers, carpet, artwork and hang-ers, it all moved via Lynden International. Approxi-mately eight containers were shipped to Puerto Rico for the H&M rollout.

Lynden’s unique Dynamic Routing program is ideal for retail customers and was put to use for this project. It offers a mix of land, sea and air transport to speed up or slow down deliveries de-pending on budget and schedules. “We used Dy-namic Routing for a 12,000-pound H&M shipment that suddenly went from ‘as scheduled’ to ‘hot.’ We switched it from ocean to air to get it there exactly when it was needed,” Butler says. H&M opened a second store on the island this fall supported by Lynden.

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LYNDEN INTERNATIONAL VOTED NO. 1 AGAIN

n my 22 years with Lynden I have had theprivilege of visiting 28 different countries aspart of my job leading our international group.

My travels have taught me that while we live and work in many different cultures and in many differ-ent businesses, at the end of the day we all share a common reliance on partnerships and relation-ships. Lynden’s partner network is extensive – covering the globe – and we are fortunate to count on some of the most talented and accomplished businesspeople in the industry to collaborate with us on a variety of projects for customers. This is what makes Lynden International an exciting place to both work for and work with; our unique abilities to get things done no matter where in the world our customers or projects might be.

Our partners work with us in diverse places such as Trinidad, Cyprus, Newfoundland, Norway

and Asia, and we have projects that take us to the United Kingdom, Russia and China. We know our partners personally and they provide the same Lynden brand of customer service excellence. This shared vision allows us to come through for our customers in ways that sometimes amaze me. Without these close partnerships, we would be no different than many of the global giants that we recently surpassed in the 2016 Quest for Quality Award rankings (see ar-ticle below).

We share our No. 1 ranking with our dedicated team of part-ners around the world.

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score well above the other national and interna-tional airfreight forwarders.

In addition to receiving the top spot in the LTL regional category, Lynden Transport was ranked first in the customer service, information technol-ogy and equipment & operations categories.

“We thank our customers for recogniz-ing us again and our employees for taking good care of our customers. We are certainly proud of this accomplishment,” says Lynden Interna-tional President John Kaloper. “This prestigious award reflects our commitment to providing qual-ity service, on-time performance and value to our customers.”

The Quest for Quality Awards are regarded as the most important measure of customer satisfac-tion and performance excellence in the transporta-tion and logistics industry. The 2016 results are the culmination of a six-month survey of 4,725 ballots cast for the “best of the best” in service across a number of critical criteria, including on-time per-formance and value. To be a “winner,” a company had to receive at least five percent of the category vote.

ynden International was awarded its second consecutive No. 1 ranking amongairfreight forwarders and its 15th overall

Quest for Quality Award in the 2016 awards issued by Logistics Management magazine. Lynden In-ternational and sister company Lynden Transport received the ultimate vote of confidence from cus-tomers by being named the best of the best in the 2016 competition. Lynden Transport was awarded a fourth consecutive No. 1 ranking among Less-than-Truckload (LTL) Western Regional carriers and received its 20th award. Lynden International ranked highest in the performance, value and cus-tomer service categories with an overall weighted

Dennis MitchellVice President,International

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escalate over time. “We clear different types of shoes for Geox and we know the country of origin for each pair. This level of detail is a huge issue for retailers,” says Sheila Proud, Lynden’s Director of Customs.

Retail Jeweler David Yurman also counts on Lynden’s cross-border service, customs clear-ance, warehousing and return services for high-end merchandise coming into Canada. Lynden provides a secured and locked warehouse option for valuable items like jewelry and designer cloth-ing. “This is part of the customized solutions we offer our customers,” Clarke explains. “No retailer is the same. We can accommodate any and all needs and requests.”

Lynden understands the retailer’s bottom line: the product must be on the shelf when the customer wants to buy it. “We make this happen for scores of retail customers who trust us to get their products into stores at exactly the right time while manag-ing offshore shipping, warehousing and anything else needed,” Clarke explains. “In an ever-changing retail market, we take pride in providing stable, consistent service to our retail customers.”

Continued from page 1With almost 30 years of experience in Puer-

to Rico, a 20,000-square-foot warehouse, 24 employees, branded trucks and uniformed driv-ers, Lynden International is a trusted partner for making sure retailers get off to a smooth start on the island with stand-alone store openings, mall openings or ongoing inventory support. Lynden assisted Urban Outfitters with three store open-ings in Puerto Rico and clothing chain Chico’s with nine rollouts. Vendors ship product to Lynden gateways in Atlanta and Nashville where freight is consolidated and shipped via ocean to San Juan. Once the shipments arrive in Puerto Rico, Lynden clears customs, handles the local import and sales ‘hacienda’ tax, repackages the merchandise for individual store delivery and gets it there before or after store hours depending on customer prefer-ence. It provides this service not only for Chico’s but Gap, lululemon, Urban Outfitters, Petsmart, JCPenney and many others.

Lynden’s careful attention to retailers’ needs extends into the Canadian marketplace as well.

Lynden has been supporting customer Geox since the company expanded into Canada. Based in Italy, Geox is the premier Italian footwear brand known for its invention of the “shoe that breathes.” Geox has cultivated a cult-like following in more than 100 countries with its merchandise sold in high-end retailers like Nordstrom and others. Lyn-den initially provided customs brokerage for the company, but soon recognized a need to provide more.

“We now provide a variety of value-added services to Geox, including warehousing and de-livery,” explains Rob Clarke, International Busi-ness Development Director at Lynden Canada Co. in Mississauga.

Lynden is trusted with Geox store openings and the handling and shipping of returned mer-chandise. “We receive the merchandise by size and Stock Keeping Unit (SKU) and repackage each item for return in our 60,000-square-foot warehouse in Toronto,” Clarke says.

As a medium-sized customs broker, Lynden can pay special attention to clearance and clas-sifications to keep customers compliant. When a company is audited, the importance of compliance is huge. Without it, penalties can be severe and

Stephen Reid scans SKU and tracking bar-codes for a customer’s freight at the Lynden Canada Co. warehouse.

Robert Clarke of Lynden Canada Co.

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recent survey of 1,000 Americans showsthat 81 percent consider their pets mem-bers of the family, equal to children.

That’s not a surprise to Beti Ward, President and CEO of Pacific Air Cargo.

“Our pet business has increased 200-fold this year,” she says. “We just got a compliment from a satisfied customer this morning that moved her dogs with us. We are moving 12 to 15 personal pets a week, and we’ve had shipments where people are sending two or three pets at a time and taking them on vacation with them.”

As a barometer of excellent customer ser-vice, the careful handling of live animals demon-strates the attention and care customers receive from Pacific Air Cargo staff in Honolulu and Los Angeles.

For 16 years, Pacific Air Cargo has served as the premier air cargo operator between the U.S. mainland and the Hawaiian Islands. It was found-ed in 2000 by CEO Beti Ward, fondly known as Hawaii’s ‘leading lady business owner.’ The car-rier specializes in handling and shipping oversize, high value and perishable cargo from its freight handling, warehousing and cool storage facilities at both Los Angeles and Honolulu International Airports. Pacific Air Cargo B-747F freighters serve this niche market with high frequency, on-time ser-vice between the mainland, Hawaii and American Samoa, supported by domestic and international freight forwarders, integrators and airlines.

Each year the Pacific Air Cargo team of near-ly one hundred cargo professionals handles more than 4 million pounds of freight and flies over 90 million pounds of it across the Pacific. Pacific Air Cargo provides a vital link between Hawaii and the West Coast with reliable, on-time transporta-tion of livestock and pets, vehicles and oversize items such as large aircraft engines and machine parts.

Pacific Air Cargo’s VIP Pet Service allows pets to travel in the climate-controlled main cabin of a 747 under the watchful eyes of crewmem-bers. “We are committed to the proper care of ani-mals because we understand that pets are much-loved members of the family,” explains Tanja Janfruechte, Vice President of Corporate Affairs. “We also ship horses and livestock in partnership with Pacific Airlift Inc. and allow veterinarians on-board to check on the animals during the flight. We handle all the quarantine paperwork as well.”

“As a world leader in VIP door-to-door pet transportation services, our choice of a reliable, on-time shipping partner is a top priority,” says James Nelligan, President of Pacific Pet Trans-port. “For the past decade we have entrusted these pets to the team at Pacific Air Cargo know-ing that they fly in secure, air-conditioned comfort with a caring flight crew.”

In addition to dogs and cats, Pacific Air Cargo has moved dolphins, a whale, cattle, sloths and

PACIFIC AIR

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Committed to safety and integrity with the spirit of Aloha

A crate of pigs is prepared for flight from Los Angeles to Honolulu to star in a movie filmed in Hawaii.

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many more animals for customers and profession-al animal trainer Sue Chipperton. A horse named Willow was flown to Hawaii from Los Angeles for the film Mike and Dave Need Wedding Dates this year. Chipperton counts on Pacific Air Cargo to fly the animal actors in for films, commercials and TV programs. She trained the Aflac Duck, the Clydes-dales and dogs from the Budweiser commercials and she’s worked with some of the most important actors and directors in the business.

“Pacific Air Cargo does an amazing job ship-ping pigs, horses or any other animals from Ho-nolulu to Los Angles on its daily cargo flight,” she says. “Flying animals is stressful for the animals and the owners, but PAC makes the whole pro-cess smooth. It’s a much safer, personalized ser-vice than any commercial flight.”

The same care is extended to other cargo; from expensive sports cars for Saudi princes to armored cars for military officials to oversized film trucks for making movies. “The biggest reward for us is getting notes from our clients saying we are doing a good job for them,” Ward explains. “Japan Airlines (JAL) had a plane down with engine trou-ble and we had a 747 freighter that could transport a 777 aircraft engine from Los Angeles to Hawaii to replace it. JAL was so happy with our service, they presented us with an award of appreciation.”

Last month, Pacific Air Cargo began flying six times a week between Los Angeles and Ho-nolulu to support holiday retail business. The flight schedule will be continued into 2017 with a pos-sible seventh flight added if demand remains high. The carrier also instituted a new rate structure for inter-island transport with a new partner which has

Pet projects illustrate customer service excellence

resulted in a 40 percent increase in business. And there is always charter work when tsunamis or hur-ricanes threaten the Hawaiian Islands. “We took on some charter flights to Maui and Kauai for relief supplies which was exciting. When the governor calls, you respond immediately,” Ward notes.

Ward is something of a big wheel herself. She has been profiled in magazines, interviewed on TV and served as a mentor for many business women across the country. Her staff nominated her for the prestigious James Foster Award a few years ago and she is proud that Pacific Air Cargo is certified as a member of the National Women Business Owners Corporation (NWBOC). The acronym is similar to another well-known designation: BMOC or Big Man On Campus. With a bit of updating for gender, the airline and the marketplace, they both fit this dynamic leader and her airline.

The Pacific Air Cargo Executive Team. From left: Tanja Janfruechte, Vice President of Corporate Affairs, Beti Ward, CEO, and Tom Ingram, Vice President of Operations.

One of Pacific Air Cargo’s pet passengers in the airline’s transport crates.

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very organization is vulnerable to crises.The days of playing ostrich – buryingyour head in the sand and hoping the

problem goes away – are gone. You may find that operational response will break down, stakehold-ers will not know what is happening and become confused and the organization will be perceived as inept, at best, and criminally negligent, at worst.

If you’re serious about crisis preparedness and response, read and implement these 10 steps.

1. Anticipate Crises. Schedule an intensive brainstorming session on all the potential crises that could occur at your organization. This as-sessment process should lead to creating a Crisis Response Plan that is an exact fit for your orga-nization, one that includes both operational and communications components.

2. Identify Your Crisis Communications Team. A small team of senior executives should be identified to serve as your organization’s Crisis Communications Team. Ideally, the organization’s CEO will lead the team, with the firm’s top public relations executive and legal counsel as his or her chief advisers. Other team members are typically the heads of your major organizational divisions, as any situation that rises to the level of being a crisis will affect your entire organization.

3. Identify and Train Spokespersons. Each Crisis Communications Team should have people who have been pre-screened and trained to be the lead and/or backup spokespersons for different channels of communications. Not only are spokes-persons needed for media communications, but for internal and external communications, includ-ing on-camera, at a public meeting, etc.

4. Spokesperson Training. All stakehold-ers, internal and external, are just as capable of misunderstanding or misinterpreting information about your organization as the media. It’s your responsibility to minimize the chance of that hap-pening. Spokesperson training teaches you to be prepared and to respond in a way that optimizes the response of all stakeholders.

5. Establish Notification and Monitoring Systems. It is absolutely essential, pre-crisis, to

establish notification systems that will allow you to rapidly reach your stakeholders using multiple modalities. Knowing what’s being said about you on social media, in traditional media, by your em-ployees, customers, and other stakeholders often allows you to catch a negative “trend” that, if un-checked, turns into a crisis.

6. Identify and Know Your Stakeholders.Who are the internal and external stakeholders that matter to your organization? I consider em-ployees to be your most important audience, be-cause every employee is a PR representative and crisis manager for your organization whether you want them to be or not!

7. Develop Holding Statements. While full message development must await the outbreak of an actual crisis, “holding statements,” messages designed for use immediately after a crisis breaks, can be developed in advance to be used for a wide variety of scenarios. An example of a holding statement might be: “Our thoughts are with those who were in harm’s way, and we hope that they are well.”

8. Assess the Situation. Assessing the cri-sis situation is the first crisis communications step you can’t take in advance. If your plan is already in place though, you can respond immediately and with confidence.

9. Finalize and Adapt Key Messages. With holding statements available as a starting point, the Crisis Communications Team must continue developing the crisis-specific messages required for any given situation. Keep it simple.

10. Post-Crisis Analysis. A formal analysis of what was done right, what was done wrong, what could be done better next time and how to improve various elements of crisis preparedness is another must-do activity for any Crisis Commu-nications Team.

“It Can’t Happen To Us”Hopefully, that type of ostrich emulation is

rapidly becoming a thing of the past. I would like to believe organizations worldwide are finally “getting it” about crisis preparedness.

THE 10 STEPS OF CRISIS COMMUNICATIONS

Jonathan Bernstein is President of Bernstein Crisis Management, Inc. and author of Manager’s Guide to Crisis Management (McGraw-Hill).

Article source: http://www.bernsteincrisismanagement.com/the-10-steps-of-crisis-communications

E“If you don’t prepare, you will incur more damage.”

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InsideInformationNews briefs fromaround the LyndenInternational system

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Eric Klunder speaks at Seattle Summit Lynden Senior Account Executive Eric Klun-

der was asked to share Lynden’s experience in disaster response at a Supply Chain Summit at Seattle’s Museum of Flight this year. The panel was moderated by Mike Williams of World Vision. Klunder (above, right) spoke about Lynden’s many humanitarian and disaster relief projects including working with the Gates Foundation to deliver labs and supplies during the Ebola epidemic and its involvement with FEMA in transporting essential supplies after natural disasters using Lynden Air Cargo’s C-130 Hercules aircraft. “The summit al-lowed me to share Lynden’s efforts and expertise as a logistics planner and provider in relief efforts with groups like World Vision and PATH,” he says.

The Inside ScoopWhat customers are sayingabout Lynden International

“You always follow up with my hot shipments from beginning to end. Without you guys, we could not make all this happen.”

Josephine MichaudSupply Chain Load Planner,

XPOLogisticsChicago

will be used for transporting large gas turbine series LM6000 engines around the world.

National and international expansion Lynden staff in Phoenix and Brussels are

enjoying new office space and locations this fall. The Belgium office was expanded by ap-proximately 800 square feet to accommodate growing business and a growing staff. “The new space provides us with a separate area for train-ing and meetings which we need since we in-creased our employees from three to seven in the past few years,” says Mario Destoop, Man-aging Director. After 19 years at the same loca-tion, the Phoenix team moved to new space fea-turing a 5,000-square-foot dock to better serve customers. The Belgium staff is shown below enjoying a lunch meeting in their new office.

Lynden companies were named to the Top 100 3PLs and Green Supply Chain Partner (G75) lists for the sixth consecutive year.

Lynden gives GE Power a lift Partner Alaska Airlines recently recommend-

ed Lynden for a project transporting oversize en-gine stands for GE Power. Lynden assisted GE Power with its certification of load testing and test fitting of the engine stands in a 767 aircraft in Cin-cinnati and a Lynden Air Cargo L382 Hercules in Anchorage. The engine test load in Anchorage was a success and witnessed by GE managers who flew up for the demonstration (above). Based on this test, minor modifications were suggested and adopted by GE. GE expects to start putting these stands into production early next year. They

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Lynden in the Spotlight

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GOING BEYOND FOR STAR TREK

E arlier this year, the Lynden InternationalSan Francisco team boldly went aboveand beyond to support customer Barco

Escape in equipping theatres for the screening of the film Star Trek Beyond.

According to International Manager Craig Shear, Lynden handled 25 white glove deliveries to theatres in the U.S. and Canada for the premiere of the latest Star Trek movie. Customer Barco Escape asked for Lynden’s help to transport and deliver its new Escape cinema product; two wide-screen panels and equipment to upgrade movie auditoriums (above). A typical shipment was 14 pieces weighing a total of 4,700 pounds.

“The product mostly shipped from Barco’s North American logistics center in Atlanta,” Shear explains, “however we also handled drop ship-ments from several vendors in the U.S. and trusses which arrived on a ship from China. The

trusses were shipped from our warehouse in Hay-ward, CA. Shipments to Canada required customs clearance with some last-minute items requiring a ‘wheels up’ clearance to ensure the quickest deliv-ery upon landing.”

Lynden’s white-glove delivery service consist-ed of a team of four carrying the product into the theatre, unpacking the pieces and removing the debris. “The logistics of each delivery were unique depending on the particulars of the site. In some instances the crates were too large to maneuver so we had to open them on the truck and hand carry the individual pieces inside,” Shear says.

The three-month project was completed in time for the new film rollout, which pleased Bar-co’s Kathy Kleats. “Thank you so much for all your help,” she writes in a thank-you letter. “We couldn’t have done it without you.” Lynden also supported Barco for The Maze Runner movies.