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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com
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PORTS OF CALL
Welcome to our seventh edition of Supply Chain Outlook magazine.
Our first port of call is with Mike Gallacher, CEO of Ports Australia and the face of this issue’s front cover.
Having been around for over 100 years, Ports Australia is one of the country’s oldest industry representative bodies.
In that time, it has proudly been the collective voice for the ports sector Down Under, advocating for just how important ports are to Australia’s economy, workforce, and regions.
We discuss how the organisation supports Australian ports to be sustainable and efficient gateways to international and national trade.
“As Australia moves towards a net zero economy, decarbonising port operations not only helps meet environmental targets but also enhances Australia’s economic resilience, ensuring our ports remain internationally competitive in an increasingly green-conscious global market,” Gallacher tells us.
Green logistics continues to gain momentum, with numerous opportunities for sustainability emerging across supply chains.
As the widespread adoption of robotics and automation has also become essential to maintaining operational efficiency, KNAPP designs, develops, and manufactures intelligent warehouse systems.
“Key to our success is the fact that all our technologies integrate with one another, offering exceptional flexibility,” says Andreas Salznig, COO of KNAPP North America.
Similarly, Vallianz Offshore Marine Pte Ltd (Vallianz) – a leading provider of offshore support vessels (OSVs) – has invested in digitalisation and fleet modernisation, as well as strong regional partnerships.
The company owns and operates a diverse fleet of over 100 OSVs, primarily deployed across the Middle East and Asia Pacific.
“Fleet ownership enables us to achieve faster deployment and turnaround times, as well as greater flexibility in vessel allocation and scheduling,” details Chief Marketing Officer, Gavin Tan.
Vallianz anticipates the continued growth of its vessel chartering activities, with more assets set to be committed to significant regional projects.
“Our focus remains clear: to expand strategically, operate efficiently, delivery consistently high-value marine solutions to our clients, and position ourselves for sustained growth,” outlines CEO, Ling Yong Wah.
There are numerous other ports of call on this issue’s itinerary as we stop off at the likes of Rinchem, Pinellas Suncoast Transit Authority, and GPA Logistics Group.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
ANCHORING SHIPBUILDING CAPABILITIES
ROYAL CARIBBEAN GROUP, a giant of the global shipping industry, has secured its long-term shipbuilding future through a new framework agreement with Finnish shipyard Meyer Turku, ensuring the US company’s vessel delivery capabilities well into the 2030s.
The game-changing move will anchor the supply chain supporting one of the cruise sector’s biggest operators, tying together the crucial
RISE AND SHEIN
ULTRA-FAST CHINESE fashion brand Shein has unveiled plans to open its first permanent stores in Paris, France, as it looks to reshape its supply chain.
The outlets inside the BHV Marais department store in Paris and five Galeries Lafayette stores are expected to open in November 2025 as part of a new partnership with
facets of industrial production, maritime technology, and international cooperation over the next decade.
As part of its ongoing commitment to responsible travel, Royal Caribbean Group and its shipbuilding partners are focusing on environmental technology development, with emphasis on energy efficiency and supporting the green transition.
AFRICA
A BOLT FROM THE BLUE
ZIMBABWE HAS AGREED a transformative exportation deal with China for the sale of its blueberries, a crop that is set to become the nation’s biggest addition to its agricultural supply chain.
Now, for the first time, China has agreed to import Zimbabwean blueberries and, crucially, has exempted them from tariffs – a major boost for the southern African state’s growing economy.
Currently exporting to Europe, the Middle East, and Southeast Asia, blueberry farmers will be gaining access to a huge new market once Zimbabwe passes China’s phytosanitary compliance tests on pest and disease control, which were published in late September.
commercial real-estate operator Société des Grands Magasins (SGM).
Historically, Shein’s strength has been derived from a data-driven supply chain that can move from design to finished product between seven to 10 days.
Whilst Shein’s online-first model remains its central priority, this surprising pivot to bricks-andmortar retail space sets in motion a more complex and locally rooted distribution model for the company.
ELECTRIFYING DEVELOPMENTS
MITSUBISHI ELECTRIC, THE Japanese multinational electronics company, has announced its plans to utilise a new facility for producing power semiconductors at a plant in Kumamoto.
The new site will start operations in November, and the company aims to begin mass production in 2027.
Power semiconductors, which control electric currents and voltages, are used across a plethora of products within the electronics supply chain such as in electric vehicles (EVs) and home appliances.
EUROPE & MIDDLE EAST
CYBER CHAOS ESCALATES
BRITISH LUXURY AUTOMOBILE
manufacturer Jaguar Land Rover (JLR) faces an uncertain future as its supply chain continues to suffer after a vicious cyber-attack forced the company to suspend operations.
Manufacturing work at JLR’s three UK facilities in the West Midlands and
EV-related demand is expected to rise in the medium-to-long-term, and the facility will enable the company’s supply chain to accommodate this growth.
NORTH AMERICA
Merseyside was halted at the start of September.
In recent days, it has emerged that the government will step in with a £1.5bn loan guarantee in an attempt to support suppliers.
However, it could still take months before the benefits eventually filter down to local suppliers, many of whom have already contemplated making redundancies.
SHAMBOLIC SHUTDOWN SENDS SUPPLY CHAIN SPIRALLING
AS THE US federal government begins yet another shutdown, a global operational challenge emerges across the full supply chain spectrum, inciting chaos at ports, warehouses, airports, and customs offices.
Government shutdowns occur when Congress fails to pass a spending bill, resulting in a halt in funding for numerous federal agencies with non-essential services paused, creating a bottleneck. Cargo continues to arrive, containers are still docking at ports, and transport continues to roll across the US-Mexico border, but without the full support of customs and border control workforces, supply chain pressures continue to boil over.
AFRICA
BOOSTER FOR AFRICAN HEALTHCARE
A NEW DEAL with China will enable Nigeria to join its fellow African nations, Egypt and South Africa, as a producer of insulin – the drug that is essential for the control and treatment of diabetes.
Diabetes is increasing exponentially across the continent and is projected to affect almost 60 million people by 2050, a significant increase from the 2.5 million estimated cases in 2000.
Today, Chinese companies have entered talks with Nigeria to build Africa’s first local insulin production facility, boosting the drug’s supply chain and potentially ending Nigeria’s reliance on imported insulin.
This deal is also projected to position the nation as a hub for African BioTech. ASIA
From Route Optimisation to Control Towers
Aaron Geiger, Director of Sales at leading advanced analytics and optimisation solutions provider ORTEC, assesses how global supply chains have shifted from a reactive to proactive model and reflects on the future potential of an industry that is building smarter, more adaptive networks that transform complexity into opportunity
Writer: Aaron Geiger, Director of Sales, ORTEC
The foodservice distribution and logistics industry has reached a tipping point.
Shifts in consumer behaviour, fluctuating demand, rising operating costs, and increasingly complex delivery networks are making it impossible for companies to thrive by relying on the old way of doing things.
For decades, many distributors operated reactively by putting out fires as problems emerged. But in today’s volatile environment, firefighting is no longer sustainable.
Instead, logistics leaders are embracing a proactive, data-driven model. With advanced optimisation, real-time visibility, and intelligent
delivery zone design, distributors are not just protecting margins – they are redefining efficiency, reliability, and service.
FROM REACTIVE TO PROACTIVE
Historically, foodservice distributors and logistics providers relied on static plans, manual workarounds, and lastminute fixes.
This reactive model inevitably led to wasted miles, underutilised fleets, missed service windows, and overworked drivers.
Modern optimisation tools are enabling a fundamental shift. By blending advanced route and load
planning with predictive analytics, organisations can anticipate challenges and adjust proactively.
The results are transformative, in which route and load planning reduce mileage, cut fuel consumption, and lower carbon footprint.
Smarter truck utilisation ensures fleets are maximised, eliminating unnecessary trips and improving capacity efficiency. Distributors can now deliver with greater precision, offering reliable delivery windows that strengthen customer trust.
At the same time, driver productivity improves as efficient schedules reduce overtime and fatigue. When demand or orders fluctuate, advanced tools allow immediate adaptation, helping companies respond quickly without disrupting operations.
Just as importantly, cross-team alignment becomes easier since planning, sales, and service teams all operate from the same set of real-time data.
The transition to proactive, analytics-driven operations is no longer aspirational – it is actively transforming distribution networks today.
CONTROL TOWERS AS THE NERVE CENTRE
Even the best-laid plans can unravel without real-time visibility – that’s where control tower platforms come in. Acting as the nerve centre of logistics operations, they provide live oversight of fleet and delivery performance.
Instead of waiting for post-shift reports, logistics leaders can monitor and respond to issues as they unfold. Fleet monitoring provides realtime tracking of vehicles, routes, and deliveries, whilst proactive problem resolution ensures delays are addressed before they affect customers.
Control towers enable dynamic routing adjustments, instantly
reassigning deliveries or rerouting vehicles in response to disruption. They also centralise communication, giving dispatchers, drivers, and customer service teams access to updated information in real time.
Perhaps most importantly, control towers allow companies to monitor service performance during execution rather than relying on post-analysis.
This proactive approach moves companies away from firefighting and towards service assurance.
Even when external factors disrupt operations, control towers help maintain on-time performance and safeguard customer satisfaction.
AI-DRIVEN ZONE PLANNING
Whilst real-time oversight is critical, efficiency also depends on strong structural design. This is where zone planning tools come into play. Artificial intelligence (AI)-powered systems allow planners to build smarter territories and delivery schedules before execution.
Balanced zone design reduces travel time and ensures that driver workloads are distributed fairly.
Visit day optimisation aligns delivery schedules with demand patterns and operational capacity, minimising strain on resources during peak periods.
Scenario testing enables planners to simulate the impact of changes in fleet size, delivery frequency, or territory adjustments before they are implemented, helping organisations avoid costly mistakes.
By seamlessly integrating longterm zone planning with daily routing strategies, companies can ensure consistency between design and execution.
Through the use of simulations and predictive analytics, planners can uncover inefficiencies that might otherwise go unnoticed and make adjustments to match operational realities.
ADAPTABILITY IN COMPLEX ENVIRONMENTS
Today’s distribution networks are defined by volatility. Consumer behaviour can change overnight, weather events can disrupt supply chains, and labour shortages can strain delivery capacity. In this environment, adaptability is paramount.
As such, the organisations that succeed are those that combine optimisation for efficiency, real-time visibility through control towers, and AI-driven zone planning.
Together, these capabilities empower companies to respond immediately to disruptions without sacrificing service. They allow resources to be dynamically adjusted to meet changing market conditions, reduce operational waste whilst strengthening reliability, and transform logistical challenges into opportunities for competitive differentiation.
This integrated approach does more than cut costs – it provides the agility needed to maintain strong service levels in a constantly changing market.
FROM PRESSURE TO ADVANTAGE
Foodservice and logistics distribution will always be challenging. Narrow margins, unpredictable demand, and complex delivery requirements are realities of the industry. Yet, these same challenges are creating opportunities for forward-looking organisations.
By adopting a proactive, analyticsdriven model, companies can control operating costs whilst reducing fuel use and emissions. They can deliver consistent service performance that earns customer loyalty, whilst also strengthening sustainability through smarter routing and utilisation.
Balanced schedules reduce strain on the workforce, improving overall productivity and morale.
For distributors, the shift from reactive problem-solving to proactive, data-driven operations is no longer optional – it is becoming a competitive necessity, one that determines not just today’s efficiency but tomorrow’s survival.
As distribution networks continue to evolve, companies must ask themselves whether they are still reacting to problems or actively shaping their future. The answer will determine who thrives in the next era of logistics.
Logistics is no longer about firefighting – it’s about building smarter, more adaptive networks that transform complexity into opportunity.
The companies that act now will set the standard for what modern logistics can and should be.
ABOUT THE EXPERT
Aaron Geiger is the Director of Sales at ORTEC, a leading provider of advanced analytics and optimisation solutions.
Geiger began his career as a Sales Associate for software development company Softblox in 1998 before moving on to Seagull Software in 2000, where he worked in sales and focused on application modernisation and integration.
In 2002, Geiger joined SEEBURGER as a Senior Account Executive, where he specialised in business-tobusiness integration.
He then transitioned to ORTEC in 2007, working as a Senior Account Executive and later as Managing Director of Manufacturing, supporting supply chain organisations in optimising their business decisions.
A NEW ERA OF FREIGHT FORWARDING
PARTNERSHIP
Equipped with next-generation freight forwarding solutions and unmatched industry knowledge, Newage Software & Solutions supports over 400 customers across its enviable global footprint. CEO, Jonathan Phillips, delves deeper into the company’s advanced technological support for a multitude of freight forwarders
Writer: Lucy Pilgrim
The Middle East is rapidly evolving to become a key global logistics hub, driven by government-led infrastructure investments, its strategic geographical location, and rising demand for digital transformation.
From smart ports to integrated supply chains, the region is embracing innovation at a remarkable pace.
At the heart of this evolution is Newage Software & Solutions (Newage) – an internationally recognised leader in cutting-edge
technology solutions that expertly meet the diverse requirements of freight forwarders.
“At Newage, we’re more than just a software provider – we’re a technology partner backed by deep domain expertise in freight forwarding.
“Our solutions are built with a clear understanding of the industry’s complexities, allowing us to support forwarders in navigating an ever evolving and competitive landscape,” opens Jonathan Phillips, CEO.
Headquartered in Dubai, United Arab Emirates (UAE), with multiple offices in India, the UK, and the US, Newage’s domain experts address key challenges associated with the freight and logistics industry through two core offerings – a freightforwarding platform, NewageNXT, and customised business process outsourcing (BPO) services.
“For us, the Middle East is a very exciting space, not just because of its growth potential but because of the openness to adopt cloud-based, end-to-end freight solutions such as NewageNXT.
“We see great opportunities to support both traditional and modern players looking to scale sustainably,” he adds.
A CUSTOMER-FOCUSED APPROACH
Newage was founded with a clear vision – to transform freight
forwarding and logistics through intelligent, user-centric technology.
“Since our early days, we’ve focused on solving real operational pain points in the freight industry. What started as a small team passionate about FreightTech has now grown into a global technology partner for logistics providers,” Phillips highlights.
Indeed, the company’s founding principles remain rooted in innovation, agility, and customer-centred thinking as it strives to deliver scalable solutions that empower freight forwarders to compete in a rapidly evolving supply chain landscape.
Newage has now operated in the industry for over 18 years and supports more than 400 customers in 30+ countries.
Backed by a growing team of approximately 500 employees, the company manages shipment volumes valued at over USD$500 million per year on the BPO side alone,
whilst also handling over two million shipments annually through its freight forwarding platform.
Newage is further distinguished by its global footprint, providing the company with an unmatched advantage.
“We understand the nuances of local freight operations whilst delivering the consistency and scale that international businesses expect,” he emphasises.
For example, the company’s development and delivery centres in India and the Philippines provide agility and cost efficiency, whilst its teams across Europe and the US keep Newage’s specialist teams close to key markets.
“Our presence in the Middle East not only positions us in a region reshaping global trade but also allows our Dubai team to support European customers when needed.
“We’re proud of the trust our clients
STAYING UP TO DATE
As the industry rapidly evolves through regulatory changes and shifting customer expectations, Newage ensures its users are up to date with the latest innovations through:
• Real-time shipment tracking and visibility.
• Automated documentation and workflows that are compliant with country-specific best practices and statutory requirements.
• Integrated analytics and reporting tools.
• Regular platform updates driven by global trends and continuous client feedback.
place in us and remain committed to delivering smart, scalable solutions that help them grow, adapt, and lead in the logistics space,” Phillips details.
EQUIPPED FOR THE FUTURE
Newage’s next-gen technology solutions continue to differentiate it in a saturated market. The company’s BPO division, for instance, is a highly unique offering in the industry.
“Very few, if any, forwarding software providers offer such a service. Through BPO, we handle key operational processes on behalf of our customers, enabling them to scale quickly and focus on their core business whilst benefiting from our domain expertise and global delivery capabilities,” Phillips prides.
Meanwhile, unlike traditional systems, NewageNXT is a single, cloud-based, multi-tenant platform that unifies freight operations, finance, sales, compliance, and customer visibility.
“What makes this technology revolutionary is not just its breadth of features, but ease of use, automation capabilities, real-time data access, and the way it enables teams to work seamlessly across departments and geographies.
“We’ve built it to be intuitive, flexible, and future-ready, empowering logistics businesses to improve efficiency, reduce costs, and deliver exceptional customer experiences.”
Newage also offers a fully independent warehouse management system (WMS) that can be seamlessly integrated with customers’ software or sold as a standalone solution for warehouse providers.
Elsewhere, the company actively gathers input from its customers to shape and enhance processes, and even has a dedicated team focused on adopting and incorporating new technologies.
These technologies range from integrating partner solutions for
“AT NEWAGE, WE’RE MORE THAN JUST A SOFTWARE PROVIDER – WE’RE A TECHNOLOGY PARTNER BACKED BY DEEP DOMAIN EXPERTISE IN FREIGHT FORWARDING”
– JONATHAN PHILLIPS, CEO, NEWAGE SOFTWARE & SOLUTIONS
than 30 countries – leverages Newage’s BPO services to manage critical operational workflows such as shipments, documentation, and customs compliance, enabling the client to deliver high-touch service whilst scaling efficiently.
Another example is the company’s recent partnership with a large multinational forwarding company that is rapidly expanding services throughout Central and South America.
This customer is now fully operational in Argentina and will soon launch in Mexico, with further plans to roll out in Brazil, Colombia, and Chile later this year and into 2026.
“This collaboration has been a winwin; the customer gains access to the latest technologies and helps shape country-specific solutions for their markets. Newage, in turn, benefits from local market expertise and develops localised products, opening opportunities with other forwarders in these regions,” Phillips reveals.
Going forwards, Newage is placing a strong focus on growth across North America, South America, the Middle East, India, and select African markets.
added functionality to running proofof-concepts for artificial intelligence (AI)-driven initiatives aimed at solving persistent operational challenges.
“Our combined expertise in freight forwarding and technology enables us to create truly value-driven solutions,” Phillips surmises.
FACILITATING WORKFLOWS
Alongside its state-of-the-art technological solutions, Newage is also proud to have an extensive list of long-standing clients and partners who are key to its success.
For example, Vanguard Logistics – a global non-vessel operating common carrier (NVOCC) pioneer with over 120 offices across more
This target is backed by investments in both the company’s product and service portfolio as well as its human capital, adding key leadership and on-the-ground teams to deliver a first-class customer experience.
“Our solution is particularly valuable for mid to large multinational forwarders which require seamless collaboration across borders. With the right mix of products, services, people, and processes now in place, we’re optimistic about achieving significant growth in Q4 2025 and into 2026,” Phillips closes.
BU FFECT
Lung for Pop Mart’s ‘The Monsters’ picture book series, the first plush dolls hit the market in 2019, with their popularity growing most noticeably over the last year since going viral across social media platforms such as TikTok and Instagram.
Through its well-thought-out intellectual property (IP) strategy, alongside the occasional release of limited-edition products, Pop Mart has been able to assert undeniable dominance over the collectible toy market.
Labubu’s status as a blind box collectible has also driven sales, with over 70 percent of the company’s revenue in 2019 coming from mystery boxes whose contents are unknown until after purchase – a sales strategy that drives intrigue amongst consumers.
By mid-2025, Labubu had generated billions of dollars in revenue for Pop Mart, with some reports estimating a 1,200 percent increase in sales for the plush toys alone.
As the company seeks to remain resilient and adaptable to evolving market conditions, it’s important to note that behind Labubu’s sudden boom is a complex supply chain being constantly tested, stretched, and re-engineered.
AGILE, ADAPTABLE, AND ALIGNED
With Pop Mart outsourcing nearly all toy production through an original equipment manufacturer (OEM) model, it must strike the perfect balance between scale, quality, speed, and maintaining IP integrity – which has not been without its challenges.
Whilst the company’s primary factories in Guangdong, China, are capable of mass production, the company has been careful to select manufacturing partners who can not only maximise capacity but also meet elevated production standards around materials, finish, packaging, safety, and design fidelity.
Despite the marked benefits afforded by Pop Mart’s decision to focus on product quality, production bottlenecks have emerged over
surged tenfold in the first half of 2025, surpassing 30 million units in August alone.
Navigating this unprecedented rise in demand and the impact on skilled labour, Pop Mart has undertaken internal reorganisation by developing an agile, adaptable, and aligned (3A) supply chain.
In response to this rapid growth, the company has demonstrated great agility. For instance, when celebrities such as Lisa of BLACKPINK endorsed Labubu on social media and sales subsequently skyrocketed, Pop Mart responded with a flexible and responsive supply chain that grants it a competitive edge.
In addition, the company demonstrates adaptability by not just scaling its factories accordingly but adjusting forecasting models upon the understanding that not all stock-keeping units (SKUs) are
that quality issues, delays, or safety non-compliance are to occur.
It has also upgraded packaging lines – moving from tear-off packaging to a drawstring bag style, improving durability and ease of opening – and even begun to integrate more automation for increased quality control and speed.
STRIKING THE BALANCE
Labubu isn’t just big in China – the market in Southeast Asia has seen sustained success bolstered by Thailand, Vietnam, and Indonesia’s rising youth populations, growing disposable income, and strong digital presence.
The doll has also become popular throughout the US and Europe thanks to celebrity endorsement from the likes of Kim Kardashian, Rihanna, David Beckham, Gemma Collins (GC), and Dua Lipa.
However, with global expansion also comes logistical complexity such as navigating cross-border exports and tariff constraints and meeting local regulatory compliance requirements like health and safety.
Indeed, amidst the media frenzy caused by Labubu in the UK earlier this year, Pop Mart was forced to pause in-store sales due to safety concerns surrounding crowd management and overnight queuing.
As such, one of the most difficult balances to strike has been between scarcity – which drives demand, exclusivity, and hype – and meeting consumers’ expectations for availability.
Artificial scarcity such as limited product drops has proven to be a sound commercial model – but only
LABUBU-IN NUMBERS
• 726.6 PERCENT Monsters series of which Labubu is a prominent part, as reported in Pop Mart’s 2024 annual report.
• USD$418 MILLION
• The most expensive Labubu ever sold was auctioned for USD$170,000.
• 19,000+ secondary market listings on eBay.
• USD$22,895
Out With the New, in With the Old!
On a mission to make second-hand items people’s first choice, Vinted has erupted with popularity over the past few years. We explore the app’s impact on the global supply chain and push for a circular future
Writer: Lauren Kania
The popularity of secondhand shopping is undeniably increasing as people exit traditional fast-fashion outlets and enter shops that specialise in preloved items and vintage pieces.
This resurgence in thrifting, as is the commonly referred to name for the activity, can be credited to a variety of influences. Most notably, the immense rise in the cost of living for the everyday individual and consumer’s desire to spend money in a way that contributes to a circular economy.
As more shoppers recognise the massive detrimental effects that the fast-fashion industry is having on the environment, workers, and their own health, they are turning towards second-hand purchases for everyday items with increasing speed.
This is where companies such as Vinted come into play.
Headquartered in Lithuania and first launched in 2008, Vinted has made a name for itself as an easy-touse app where users can buy and sell second-hand clothing, household items, gadgets, and more.
The app entered the UK market in 2013 and has since amassed over 16 million users – nearly a quarter of the
country’s population. In 2024, the company reported its first-ever profit, alongside a revenue growth of 61 percent in 2023, cementing its status as a game-changer in the towering retail industry.
Having risen from a humble startup to an unparalleled force, Vinted is working to rebrand secondhand shopping as not only socially acceptable but also aspirational. With a streamlined platform and extensive reach, the app is shifting the way many think about their next purchase, influencing people to purchase fewer, longer-lasting pre-loved items instead of higher volumes of cheap, unethical fast fashion.
MAKING SECOND-HAND ASPIRATIONAL
Research has shown that approximately 73 percent of all clothing manufactured ends up in landfill or is incinerated, and according to the Waste and Resources Action Programme (WRAP), there are 1.6 billion items of unworn clothing in UK wardrobes alone.
Researchers estimate that every second-hand purchase saves around 1.25 kilogrammes of carbon dioxide (CO2) emissions and, in total, members of Vinted have saved approximately 679 kilotonnes of CO2 in 2023 alone by buying secondhand through the app – equivalent to 512,000 flights between London and Los Angeles.
VINTED CATEGORIES
• CLOTHING
• SHOES
• ACCESSORIES
• BEAUTY
• BAGS
• HOME GOODS
• ELECTRONICS
• ENTERTAINMENT
• HOBBIES AND COLLECTABLES
• SPORTS
A March 2024 report from ThredUp – an online consignment and thrift store – estimates the global secondhand apparel market will be worth USD$350 billion by 2028 and will comprise 10 percent of the global fashion market by the end of 2025. Despite this uplifting news and desperate need for these numbers
to continue growing, there is still an environmental cost, specifically through Vinted’s distribution system and supply chain.
Emissions from the company’s deliveries comprise 98 percent of its total carbon footprint, which was measured at 287,025 tonnes in 2022. To reduce emissions from its
operations, Vinted has submitted science-based targets in collaboration with the Science-Based Targets initiative (SBTi), which help meet the goals set out in the Paris Agreement.
Addressing its carbon footprint, the app is investing in lower-carbon delivery options for Vinted Go and other carriers. In an effort to make its deliveries as efficient as possible, the company is focusing on the last leg of a package’s journey, as its research shows that shipping to pick-up points helps to reduce emissions.
Pick-up point deliveries require fewer trips, combining the emissions of several orders into one. In 2022, Vinted reported that 75 percent of orders were collected from pick-up points, and the company is working on increasing this number by adding more Vinted Go lockers and its own parcel shops to make it easier for members to send and collect deliveries in a less carbon-intensive manner.
Vinted Go uses electric vehicles (EVs) to ship parcels from warehouses to pick-up points in nearby cities. This is possible through charging points at its warehouses and partnerships with suppliers of EVs or cargo bikes.
The company’s current challenge is long-distance deliveries, as it is unable to rely on EVs for them. Vinted is in the process of testing long-distance electric vans and intends to fully utilise them as soon as the option becomes available. Ultimately, the company is seeking to drastically cut emissions to maximise its positive impact on the planet.
REDEFINING THE MODERN WARDROBE
With the reverse commerce (recommerce) market rapidly growing across the globe, Vinted is in an ideal position to ride this wave of expansion with expertise.
Driven by a combination of economic necessity and an expanding desire for easily accessible, sustainable choices, the company offers a unique opportunity for consumers by merging value, variety, and convenience in one app.
Vinted is positioning itself as a leading player in a more sustainable future, redefining how individuals shop and how the supply chain industry is adapting to fit this new, eco-friendly mould.
Approximately 65 percent of the app’s members have a quarter or more of their wardrobes made up of second-hand items, and this number is only continuing to grow. Equally, the majority of users state they prefer to buy fewer, more expensive, and lasting fashion items, as opposed to higher volumes of cheap ones, making the app’s presence even more pivotal. However, despite more consumers turning towards second-hand
VINTED STATISTICS - AT A GLANCE
• In Germany, France, Poland, and the UK, it is estimated that more than 40 PERCENT of members’ wardrobes consist of more than 50 percent secondhand purchases.
• 84 PERCENT of buyers say the quality of items bought on Vinted is the same or better than new items.
• 65 PERCENT of buyers prefer to invest in fewer yet more expensive items that last longer, rather than cheap, fast-fashion items.
• 88 PERCENT of sellers expect that the items they sell can be worn just as long as brand-new items.
• 35 PERCENT of members say they take better care of their items because they can resell them later.
• 81 PERCENT of Vinted users claim they wouldn’t have resold their items without the app.
• 53 PERCENT report that they’re spending less since they started using Vinted.
shopping, the market still remains a relatively small part of the overall fashion industry. Vinted recognises its potential in the years to come and is working to make second-hand items people’s first choice, benefitting both the environment and bringing billions back into the economy and pockets of everyday citizens.
Vinted is a truly unique and revolutionary app in today’s fashion market, providing millions with access to quality items like never before. How it will continue to impact parallel sectors – specifically that of the supply chain – will unfold as it gains popularity and encourages many to rethink their shopping habits.
AUSTRALIAN PORTS LOGISTICS SPOTLIGHT
As a robust island nation, Australia is not only heavily dependent on maritime shipping for its economy but also a major contributor to the international supply chain and port operations industries. We explore the current state of the sector more deeply and look at the qualities that make Australia stand out in the shipping trade
Australia, the largest sovereign nation in Oceania, is entirely surrounded by water and, therefore, an understandably crucial player in the ports industry.
With its extensive coastline and strategic position enclosed by the Indian and Pacific Oceans, the country is home to a multitude of major ports that have an unparalleled impact on both the national and regional economies.
The country’s geographic position in the South Pacific makes it accessible to many other nations through some of its most prominent ports, including Sydney Harbour and the Ports of Melbourne, Brisbane, Fremantle, and Darwin – alongside many others.
As the key to international trade and global connectivity, these Australian ports are true engines of the economy and are only continuing to grow in importance as dependence upon maritime trade steadily increases.
The ports are also recognised for their ability to handle many different types of cargo, from agricultural products to highly technological shipping containers. This variety reflects the country’s economic strength and viability as well as the crucial significance of having reliable trade relationships across the globe in an increasingly connected world.
However, despite their unparalleled importance, international ports like those across Australia are facing various challenges, such as congestion, security, and environmental sustainability, which need to be addressed via efficient management and innovation.
Specifically, to ensure these ports stay competitive, the adoption of new technologies is necessary to allow for optimised port operations, improved security, and reduced environmental harm caused by such a titanic and expansive industry.
Additionally, the private sector will continue to be a major player in port operations and investment, with the regulatory framework set out by both the national governmental bodies and local governmental entities.
Known for its vast expanses, wondrous natural diversity, and sturdy economy, the island nation of Australia has a robust history of being a major player in the shipping and ports industry and will continue to remain a global leader in maritime activities even as the sector undergoes transformation.
AndrewNatta has dedicated almost three decades to working on Non-Process Infrastructure across Northern Australia, bringing his extensive engineering expertise to major infrastructure and resource projects. His vision for economic enablement through logistics infrastructure has driven the development of two significant port projects in Western Australia: Onslow Marine Support Base (OMSB) in Onslow and Kimberley Marine Support Base (KMSB) in Broome. These projects, which have collectively delivered over $400 million in common user marine infrastructure, aim to open up Northern Australia’s Maritime Logistics capabilities. Andrew will continue to drive investment in common user infrastructure across Northern Australia with the vision of normalising freight and logistics networks for the North, in doing so, unlocking the true economic potential of Northern Australia.
Andrew’s passion for ports stems from his belief that wellfunctioning ports are economic enablers, creating ripple effects that impact all aspects of the economy. His innovative approach and commitment to enhancing accessibility for importers, exporters and general cargo operations has positioned him as a key figure in the region’s economic development.
Supply Chain Outlook (SC): Firstly, could you provide me with some insight into your 30-year career in non-process infrastructure across Northern Australia, and explain how you became interested in the major infrastructure and resource sector?
Andrew Natta (AN), Owner and Director: I started my career in trades such as plumbing, industrial gas, and commercial work. During this time, I undertook further studies in commerce, hydraulics design, and performance-based fire engineering solutions before working for multinational engineering firm, Connell Wagner, in hydraulic designs, fire engineering, and project management.
I was naturally drawn to the Pilbara region in Western Australia, where I began project managing multi-disciplinary engineering
projects at Nelson Point in Port Hedland whilst working for Connell Wagner.
I built a reputation for my ability to manage and oversee highly complex projects, managing the feasibility, detailed design, and documentation of strategic port upgrades such as ship loaders, wharf and berth upgrades, high volume fuel import bunkering pipelines, and road networks.
I saw the opportunity to start my own engineering firm in resource engineering and design, RED, focusing on strategic infrastructure projects and total turnkey solutions in all disciplines of engineering – in other words, RED not only designed but also built the projects.
My focus was to provide bespoke services and garner a reputation for high end delivery. It was during this time my interest grew around ports.
I like projects that are a pillar to the clients’ business. For example, an iron ore mine could have the very best iron on the market – but if it doesn’t have a rail network and port to support it, then it has no product.
I quickly learned that ports are true economic enablers - wherever you find a well-functioning port, you’ll find robust industry and a thriving community. This realisation fascinated me and firmly set my course in the direction of port infrastructure.
Building on the developments highlighted earlier, I recognised a significant opportunity at Beadon Creek in Onslow and went on to establish Onslow Marine Support Base (OMSB) to develop port infrastructure at the Creek. Drawing from my experience and working alongside a skilled team, we collectively embraced the challenge of transforming the region’s maritime logistics landscape.
I negotiated leases, design and documentation contracts, leased several kilometres (km) of ocean floor to build a 5km long shipping channel and gained the appropriate approvals, all with the support of the founding co-investors.
SC: Following on from this, could you talk us through your development of Onslow Marine Support Base and Kimberley Marine Support Base projects?
AN: The OMSB and KMSB projects enhance Northern Australia’s maritime logistics capabilities by providing:
• Direct access to point of use – most consumable materials and project cargo are imported into Perth from Asia driven back up from the Northwest.
• Direct access to export of regional products.
• Port certainty.
• Ability to commercially negotiate with the port in a private company approach.
• Ability to negotiate multi-year contracts.
• Non-characteristic port options for the market.
• Equal treatment for every customer.
SC: As part of your vision of economic enablement through well-functioning ports, how will you continue to drive investment in common user infrastructure across the region?
AN: We have a non-bias approach with our customers; we are focused on facilitating trade and taking a cooperative approach to meet their needs. This approach involves co-investment, giving clients greater certainty around costs and the management of their products as they move through the port. It’s a long-term investment strategy, designed to support both emerging businesses and those adapting to new markets by ensuring affordable, sustainable access and reliable port operations.
SC: How will this mission materialise over the next decade and have an impact on Northern Australia’s port infrastructure projects?
AN: We will see the remainder of the market throughout the Pilbara and Kimberley regions achieve certainty and the ability to service itself.
Western Australia has a very strong bulk market – the largest in the world – and it should be the crown of the north, the export of which takes priority in our ports. However, if we don’t have the ability to manage consumable needs of all regional industries, or if we are unable to facilitate the export of our of our other products, like rare earths and agricultural products within the region, we inevitably face the concentration risks associated with that. OMSB and KMSB provide the solution to overcome these problems, and we are now seeing the benefits of this.
SC: Looking ahead, how do you plan to evolve the current industry mindset and place a greater focus on accessibility and activity for importers, exporters, and cargo operations across Northern Australia’s ports?
AN: The industry mindset is changing because we are taking the time to educate the market that the capability is there and we are open for business.
The market has been asking for a solution for years – our job now is to prove we are reliable and can do what we say we can.
Redefining Logistics in Western
Australia’s North-West
Located in Onslow, Western Australia, a gateway to the resource-rich North-West, Onslow Marine Support Base (OMSB) has become a trusted partner in delivering efficient, innovative, and sustainable solutions across the ports and logistics sector. Opening in 2017, OMSB has grown from an emerging port operator into a fully integrated logistics hub, committed to optimising supply chains and supporting the complex, changing demands of the offshore industry.
Comprehensive Infrastructure and Capabilities
OMSB owns and operates the Beadon Creek facility, providing full control over its infrastructure and services. This includes a 277-meter berth line for vessels up to 120m LOA with a 6.5m draft, dual LCT ramps, 31,000m² of hardstand, and heavy lift crane capabilities. Just 17 kilometres away, at the Port of Ashburton (POA), OMSB operates as a licensed stevedore in collaboration with Pilbara Ports. This dual-port model enables streamlined mobilisation and demobilisation, enhanced scheduling flexibility, and reduced project risk, all through a single service provider.
Beyond marine operations, OMSB delivers extensive landside support including warehousing, storage, and transport. The base also offers exclusive quayside vessel maintenance for out of service periods, shoreside inspection and repair services, and multi-land storage options designed to minimise out-of-service periods.
OMSB’s infrastructure is currently undergoing key upgrades to support 900,000L of fuel storage and 800,000L of potable water capacity, with high-flow bunker points by January 2026. OMSB’s onsite services include fabrication works, hydraulic and pneumatic hose manufacturing and certified reefer container handling with safe food
management protocols. These capabilities are backed by residential staff and large-scale industrial land availability, reinforcing OMSB’s commitment to reliability, quality assurance, and supply chain leadership.
Supporting Decommissioning in the Pilbara
While OMSB’s core focus is infrastructure and logistics, it also plays a pivotal role in Australia’s offshore decommissioning efforts. Strategically located near the Carnarvon Basin, OMSB has completed five major decommissioning projects and is fully licensed to support dismantling, recycling, and compliant waste handling. Its proximity to the Northwest Shelf oil and gas fields, combined with access to ANSIA-zoned industrial land and a Class IV waste facility, positions OMSB as a key enabler of safe and efficient decommissioning in the region.
As the Pilbara prepares for the retirement of over 70 fields and hundreds of offshore structures over the coming decades, OMSB’s integrated ecosystem ensures readiness to support this transition, while maintaining its primary focus on infrastructure, logistics, and operational excellence.
A Gateway to Smarter Logistics
OMSB’s unique integration of efficiency, innovation, and sustainability positions it as a leader in the ports and logistics sector. With a strategic location, advanced infrastructure, and a commitment to end-to-end solutions, including decommissioning, OMSB is more than a port operator; it is a forward-looking logistics partner driving smarter, future-ready supply chain outcomes.
Australia is on the cusp of a logistics revolution with the imminent launch of the Kimberley Marine Support Base (KMSB) in Broome, set to commence operations in September 2025. Purpose-built to serve the mining, energy, cargo, agriculture, and cruise sectors, whilst servicing vessels across the Kimberley and Pilbara regions, KMSB is poised to redefine port logistics and unlock new economic potential for the north.
At the core of KMSB is a state-of-the-art floating wharf, engineered to operate 24/7 despite Broome’s extreme tidal variations. The 11,500+ tonne, 9,250 square metre structure includes a 255-metre berth line plus northern and southern dolphins, 400-metre bi-directional causeway, supported by an 85-metre linkspan bridge. This infrastructure sits within a naturally deep berth pocket (-15m LAT), whilst multiple berths enable consistent access from small vessels to ones ranging to over 300 metres length overall (LOA). The facility is equipped for high-load operations, including a high-capacity mobile harbour crane for cargo, subsea equipment, and modules, with integrated diesel bunkering delivering up to 200,000 litres per hour.
Strategically located within the Port of Broome, KMSB is designed to overcome the region’s historical tidal constraints, offering year-round operational access. The facility includes over 20 hectares of landside capability that we are progressively bringing on -line to support just-in-time staging and broader project mobilisation. This infrastructure is tailored for a wide array of cargo formats – containerised freight, bulk and breakbulk cargo, construction modules, critical minerals and the introduction of roll-on/roll-off vessels for equipment.
KMSB’s impact extends beyond infrastructure. It is expected to support over 1,000 direct and indirect jobs during construction and operations, catalysing economic growth across multiple
sectors. Its proximity to Broome Airport also enables integrated sea-road-air freight solutions, enhancing regional connectivity.
“This isn’t just a port, it’s a catalyst for economic growth,” said KMSB Managing Director, Andrew Natta.
“Every vessel that docks in Broome unlocks opportunities across our region, from local businesses and tourism operators to supply chains serving global industries.”
The facility’s operational model reduces reliance on long-haul road transport routes. By enabling cargo to be discharged in Broome instead of Fremantle, KMSB will significantly cut road travel distances to Northern Australia (including inland destinations), reducing costs, emissions, and delivery times. This is particularly beneficial for all industries like agriculture, where consistent, tidal-free export scheduling improves animal welfare and supply chain reliability.
KMSB is able to handle oversized components such as wind turbine blades, solar systems, and commercial battery imports associated with the renewable energy sector.
After recently acquiring land at Lumsden Point, Port Hedland, the dual-port approach allows operators to manage logistics throughout Western Australia’s resources corridor, providing integrated service across locations. With proximity to Asian trade routes and a local workforce, KMSB serves as a logistics base for both regional and international activities.
As berth applications and land reservations are open, operators are encouraged to engage early to tailor support packages for diverse logistics needs.
For more information or to coordinate logistics planning, visit http://www.kmsb.com.au or contact bookings@kmsb.com.au.
INTERVIEW:
PORTS AUSTRALIA
Working to support Australian ports to be sustainable and efficient gateways to international and national trade, Ports Australia serves as a national voice and plays a crucial role in the future of the industry. We revisit the organisation with Mike Gallacher, CEO, to discuss further
Supply Chain Outlook (SC): Ports Australia is one of Australia’s oldest industry representative bodies. Can you tell us more about this long-established history and how it manifests today?
Mike Gallacher, CEO (MG): Ports Australia has been around for over 100 years, and in that time, we’ve proudly been the collective voice for the ports sector, advocating for just how important ports are to Australia’s economy, workforce, and regions.
Our long history gives us a strong foundation and trusted relationships with government, industry, and international partners. It allows us to have a seat at the table when it comes to shaping policy, sharing best practices, and leading national conversations around key issues like decarbonisation, safety, and innovation.
That legacy gives us credibility, but we’re firmly focused on what’s ahead. The maritime sector is changing rapidly, and our ports are evolving right alongside it. At Ports Australia, we’re right in the middle of those big shifts, whether it’s working towards net zero, boosting safety, or supporting the resilience of our supply chains.
SC: Having last featured Ports Australia in 2023, what is your updated take on the supply chain industry across Australia? Does it remain a particularly exciting or challenging environment to work in?
MG: It’s both exciting and challenging, without a doubt. Australia’s supply chains are adapting rapidly to a more dynamic and uncertain global landscape, whether it’s shifting trade environments, technological disruption, climate resilience, or workforce evolution.
Since 2023, we’ve seen further emphasis on the need to decarbonise, and ports are now at the forefront of enabling cleaner, smarter logistics systems. We’re also facing pressure to build sovereign capability, support regional development, and ensure our future workforce keeps pace with demand. These are some of the challenges Ports Australia is helping our industry address.
A big piece of work we’ve undertaken in the past year is our State of Trade report. Before this document, we would throw around the statistic that ports facilitate 99 percent of Australian trade.
Now, not only can we cite that number with the data to prove it, but we can also show that trade is worth AUD$650 billion and facilitates 694,000 jobs around Australia. These powerful numbers showcase how crucial our ports are to our industries and economy. State of Trade is a key indicator of Australia’s economic health and regional reputation; we take pride in the fact that Australia’s global standing is intrinsically tied to its ports. This report highlights the crucial role of ports, and we are driving our nation’s progress.
What we found particularly interesting from this report is that ports are investing strongly in their workforce. Around Australia, ports have increased their employees by 17 percent and nearly doubled the number of trainees. That’s not just a response to immediate operational needs – it’s a strategic investment in the long-term capability of the sector.
Stop cargo damage before it starts - compliance tips for safer shipping
SBy John Thomson, Senior Claims Executive
hipping companies are constantly pulled between handling operational pressures, forecasting equipment availability, and staying compliant with ever-changing safety standards. One growing issue is container shortages. Delays in sourcing replacements, especially in remote areas far from container depots, along with high demand, often lead to shippers accepting whatever is available to meet their quotas.
In 2021, the X-Press Pearl sank off the coast of Sri Lanka, caused by a pre-existing container fault that led to a leaking cargo of nitric acid. The case remains one of the most high-profile examples of what can happen when structurally compromised units and hazardous goods are mishandled before loading. The consequences were staggering - over $12 million AUD ($7.85 million USD) in compensation, a devastated marine ecosystem, long-term damage to Sri Lanka’s tourism economy and the collapse of livelihood for over 15,000 local fishermen.
Yet despite the scale of this disaster, 2025 has already shown worrying signs that such risks persist. Improper packaging, inefficient stowage and lashing, and damaged containers still cause costly disruptions and safety issues.
LESSONS STILL UNLEARNED
This year, the Australian Maritime Safety Authority (AMSA) raised alarms over a rise in unsafe containers and poor cargo packing standards. Two recent incidents underscore the urgency – in one, a container floor collapsed entirely during transit; in another, a shipment of steel rebar coils caused severe structural damage to the container walls. Rebar coils are dense, heavy and, when unsecured, can behave like wrecking balls inside metal boxes. A single
shift in transit can not only crush the contents or damage the container, but seriously injure vessel crews, stevedores or port staff. For insurers and reinsurers, the losses can include cargo claims, hull damage, pollution liability and injury settlements, all stemming from structural deficiencies and poorly secured and declared loads.
SYSTEMIC RISK NEEDS SYSTEMIC OVERSIGHT
These individual failures are evidence of pervasive risks within shipping and pressures on the broader supply chain system. Tight shipment timelines, equipment shortages and fluctuating container availability all contribute to substandard decision making. Shippers, under pressure to meet deadlines, may accept unsafe containers or overpack to maximise efficiency, but using an unfit container to lower
X-Press Pearl ship on fire
Container stacks
costs or save time is a short-term decision with long-term consequences. Put plainly, a structurally compromised container is a liability waiting for a loss.
CONTAINERS AND COMPLIANCE: WHY SAFETY STARTS LONG BEFORE SAILING
For shippers and container owners alike, structural safety is not just a regulatory box to tick- it’s a fundamental part of managing operational risk. Under instruments like the International Convention for Safe Containers (CSC) and Australia’s Marine Order 42, the presence of a verified CSC safety approval plate signals that a container meets international safety standards. Without it, the container may be legally non-compliant and structurally unfit for use - a risk that could compromise not just cargo, but liability posture as well.
Yet, in reality, containers with expired or missing inspections still find their way into circulation. This raises questions not just about regulation, but about the due diligence expected from every stakeholder in the logistics chain. Shippers have a clear role to play - reject any unit that lacks a visible and up-to-date CSC plate, and perform basic visual checks for signs of damage or corrosion. If that sounds like common sense, it’s because it is, but it continues to be overlooked, particularly when time and pressure compress loading windows.
Cargo packing is just as critical. Missteps in stowage don’t just increase the risk of cargo damage- they can actively undermine the structural integrity of the container itself. The CTU Code exists for a reason, offering clear principles like tight packing, proper bracing, and securing loads away from doors and thin walls. In reality, though, these guidelines are often overlooked in the breach, leading to torn walls, punctures, or worse.
For shippers and forwarders, the takeaway is clear. Container structural safety and proper packing aren’t just operational tasks,-they’re an integral part of mitigating the risk of accidents and resulting claims, injuries, and business disruption. In an industry increasingly focused on sustainability and accountability, visible safety isn’t a niceto-have- it’s your credibility, in plain view.
WHY COMPLIANCE IS GOOD RISK MANAGEMENT
For insurers and reinsurers specialising in marine cargo, hull, liability or P&I policies, the practical takeaway is clear – poorly packed or structurally unsound containers
significantly heighten loss exposure. Proactive engagement with clients, from freight forwarders and logistics coordinators to carriers and exporters, has a direct role in risk mitigation.
Brokers and underwriters should look for evidence of robust pre-shipment controls. Are CSC plates routinely checked? Are shippers trained on CTU Code principles? Is container sourcing documented? Are packing declarations independently verified? Firms following these protocols position themselves as reliable partners, rather than sources of persistent claims exposure.
Regulators and policymakers also benefit from promoting harmonised enforcement of CSC and CTU principles, particularly across ports of export where inspection regimes still vary dramatically in rigor and consistency.
FRAGILE BOXES, EXPENSIVE CONSEQUENCES
Unsafe containers are active sources of operational and financial risk in international transport networks. Whether it’s corrosion, misdeclaration, or a structural defect, every weak point can become a multi-million-dollar incident.
Preventing this starts with partnership. Container owners must enforce repair and inspection cycles. Shippers must refuse substandard units and follow best practices in cargo securing. And insurers, regulators and legal specialists must continue advocating for transparency, rigor, and accountability in container safety regimes.
Because a single faulty container doesn’t just carry cargo – it carries consequences for the entire supply chain.
X-Press Pearl ship on fire
Container ship
In an industry facing rapid technological change and shifting trade dynamics, a skilled, adaptable workforce is more critical than ever. This surge in recruitment and training reflects a recognition that people are at the heart of resilience and innovation. It’s encouraging to see ports and critical service providers across the country prioritising skills development and harnessing new technology to achieve this. They are actively creating pathways for the next generation of port professionals, from engineers and environmental scientists to IT specialists and marine pilots.
Whilst there are new challenges on the horizon, ports are preparing for them with purpose, investing in the people who will lead the sector forward.
SC: How do you support Australian ports to be sustainable and efficient gateways to international and national trade?
MG: Ports Australia works closely with our members to advance initiatives around sustainability and emissions reduction. Recently, we released a first-of-its-kind document, Greenhouse Gas Emissions Guidance for Ports, to assist ports in creating practical plans to decarbonise. This guidance was developed with support from Worley Consulting and provides a comprehensive, easy, and
explicit understanding of how Australian ports can quantify and report on Scopes 1, 2, and 3 greenhouse gas emissions.
When we brought everyone together to talk about emissions reporting, we expected Australia could simply adopt something already being done internationally. However, we discovered that nothing out there matched what we needed – something flexible but consistent for all Australian ports to use as a reference point.
Flinders Port Holdings
WA Minister for Ports the Hon David Michael, the Hon Mike Gallacher and the Hon Don Farrell at Ports Australia State of Trade launch
“PORTS AUSTRALIA HAS BEEN AROUND FOR OVER 100 YEARS, AND IN THAT TIME, WE’VE PROUDLY BEEN THE COLLECTIVE VOICE FOR THE PORTS SECTOR, ADVOCATING FOR JUST HOW IMPORTANT PORTS ARE TO AUSTRALIA’S ECONOMY, WORKFORCE, AND REGIONS”
– MIKE GALLACHER, CEO, PORTS AUSTRALIA
Instead of copying a standard, we created a guideline that offers clarity and national consistency. Although every port is unique, they all face similar challenges, and one of the biggest ones was defining the boundary of responsibility. Should we stop at the edge of the port or further down the supply chain? Getting alignment on this was crucial, which is what we’ve done with this guidance. When consulting on this project with our ports, particularly our Climate Change and Decarbonisation subcommittee, there wasn’t a lot of conflict, just a strong desire to understand and not be left behind. Our guidance doesn’t set strict limits. Instead, we’ve created a ‘minimum floor height’ – a baseline everyone should aim to meet. Ports can go above that as they see fit, but now at least
they know what everyone else is doing. It gives confidence and consistency, both internally and when reporting to the government. This report clearly holds value beyond Australian shores; in particular, it provides a strong reference point for those starting on this journey.
As Australia moves towards a net zero economy, decarbonising port operations not only helps meet environmental targets but also enhances Australia’s economic resilience, ensuring our ports remain internationally competitive in an increasingly greenconscious global market. Guidance like this will help ensure Australia’s ports are equipped to meet the evolving demands of global trade whilst contributing to a sustainable future.
Q&A
What services does Austral Asian Maritime Group specialise in, and how does it differentiate from competitors? Following on, what services are included in your ongoing management package for small commercial and large recreational vessels?
Austral Asian Maritime Group provides many specialised services through its subsidiaries and associate companies.
We specialize in providing line launches and mooring services. In addition to specialised surveys, such as cargo damage inspections, protection and indemnity (P&I) claim investigations, etc, general average and loss adjustments, preport state inspections, crew and personnel transfer, stores and documents transfer, bio-security waste disposal, emergency repairs with flag-state dispensations on safety certificates, emergency crew provisions, and Harbour Pilotage.
What processes are in place for biosecurity waste collection, water supply, and patient and crew transfer, and how do you work with local regulations?
All our services are conducted in accordance with regulations and performed by professionally qualified personnel. We are fully insured and committed to safe management procedures.
Can you provide examples of the types of vessels you manage or operate, particularly in the Bass Straits or internationally?
We operate a range of vessels tailored to meet the specific needs of individual projects. As such, we have operated lines launches, pilot vessels, harbour tugs, security vessels, DP 1 and DP 2 vessels, trench diggers, cable layers, barges, etc.
Anil Bhatia has operated vessels trading internationally, with Australian and international flags, and Australian and international crews.
What resources are employed to ensure adequate mooring and unmooring services for vessels in Melbourne, Sydney, Brisbane, and Botany?
As a port Services company, we have dedicated, professionally qualified, and experienced staff, including drivers, deckhands, linesmen, berthing masters, and biosecurity-certified personnel who are safety-inducted at all terminals and berths.
Additionally, we have a company safety programme and, of course, our own Safety Management Procedures, which evolve with time as every live document should.
Finally, what essential elements can you highlight regarding charter consultancy in the realms of cargo, sales and purchase (S&P)? What strategic advantages does this service provide to businesses aiming to strengthen their market position?
As ship and cargo brokers qualified from the Institute of Chartered Shipbrokers of London, we have the capability to broker charter parties and have done so in the past for our clients.
We have represented our clients in arbitration disputes as expert witnesses and assisted with their claims handling and negotiations with their underwriters.
This brings a wholesome and wide-ranging advantage to our supporters, enabling us to better serve our clients. This, and other similar areas of service, of course, add significant value to our profile and increase our capability levels.
Capt. Anil Bhatia
Mike Gallacher, CEO
“OUR PORTS SERVE AS LINCHPINS IN GLOBAL SUPPLY CHAINS, ESPECIALLY BETWEEN ASIA, NORTH AMERICA, AND OCEANIA. IT’S NOW MORE IMPORTANT THAN EVER TO MAINTAIN CONNECTIONS TO OUR INTERNATIONAL TRADING ENVIRONMENT”
– MIKE GALLACHER, CEO, PORTS AUSTRALIA
SC: What about your mission to provide leadership, advocacy, and support in areas of common interest related to Australian ports?
MG: At Ports Australia, we’re proud to act as a united voice for the nation’s ports on the big issues that matter. Our role is about supporting our members and the broader maritime sector by taking the challenges and initiatives from industry directly to both state and federal governments. It’s about shaping policy that improves not just the efficiency of ports but the resilience of the entire supply chain.
We have ongoing conversations with government departments, regulators, and ministers on a wide range of topics, from border protection and environmental management to maritime jobs and trade sustainability. Our goal is always to ensure that the ports sector remains safe, efficient, and forward-thinking. One of our latest steps in building those connections has been the creation of Parliamentary Friends of Ports, a group which gives our members more direct access to key decision-makers in Canberra.
Collaboration is key. Whether it’s working with federal and state governments or other industry bodies, we’re focused on building the right policy settings for a strong, sustainable maritime future.
Our leadership doesn’t stop at Australia’s borders, as we’re also working across the Pacific to help build maritime capacity and resilience in communities facing very real climate and economic pressures.
SC: In what ways does Ports Australia bring together various stakeholders to remain at the forefront of environmental, safety, and security matters?
MG: Our organisation provides a platform for members to participate in technical committees, where they can engage in discussions on a broad spectrum of issues that are local, regional, and national. Our committees are a great space for people to come together, share ideas, and collectively work through challenges. It’s all about learning
from each other, finding practical solutions, and ensuring we’re all improving together across the ports network.
By harnessing the collaborative power of these committees, Ports Australia has been able to develop national safety protocols, publish best practice environmental reporting guidance, and identify common emerging threats to the sector, such as the need for international guidance on lithium battery safety in shipping.
Importantly, our associate members are invited to be a part of these committees. They aren’t port entities but represent our various service providers linked with the maritime sector, such as stevedores, towage providers, engineers, and environmental specialists. It’s important for us to harness their expertise across the entire operation of our ports and supply chains to work together on outcomes for our sector.
I mentioned earlier that the Greenhouse Gas Emissions Guidance document is a successful output from our committees. Our flagship Wharf Structures Condition Assessment Manual (WSCAM) is also an excellent example of our committees in action. The WSCAM is an industry-leading resource that helps asset managers conduct consistent and reputable inspections and is designed to enhance data collection and align asset owners with a consistent approach to infrastructure management in Australia.
These are just some of the ways Ports Australia is bringing our ports and industry providers together to enhance the sector.
Our committees encompass various aspects of running a port and address a wide range of functions, including:
• Corporate affairs and communications
• Cybersecurity
• Engineering and asset management
• Environment, planning, and sustainability
• Logistics
• Port operations
• Port security
• Work health and safety
Aerial shot of colourful containers on Coode Island at the Port of Melbourne, Australia
Ports Australia is also proud to collaborate on an international level. Through our engagement with Pacific Island port authorities and global networks like the International Association of Ports and Harbors (IAPH), we ensure Australia remains on the cutting edge of global standards and innovation. Our international counterparts have identified cybersecurity as a major threat to ports, so we play a strong role in keeping informed on this issue as it evolves on a global scale.
SC: How does Australia’s strategic geographic position provide a distinct advantage?
MG: Australia’s position at the crossroads of the Indian and Pacific Oceans is strategically vital, not just for trade but for regional security and connectivity.
Our ports serve as linchpins in global supply chains, especially between Asia, North America, and Oceania. It’s now more important than ever to maintain connections to our international trading environment.
Port of Broome (Kimberly Ports)
Ports Australia is leveraging this by building stronger ties with regional partners in the Pacific, championing shared infrastructure investment, and promoting digital and green transformation as part of our broader regional engagement strategy. This includes dialogue with Pacific port authorities seeking to build climate resilience, share skills, and improve safety standards. We see this not just as a moral obligation but a strategic priority for regional stability, prosperity, and shared environmental stewardship.
SC: Are you optimistic about the future of the ports and logistics industry throughout Australia?
MG: I’m very optimistic. Yes, the challenges are real for our ports, such as climate change, geopolitical uncertainty, and cyber threats, but there are also enormous opportunities. Australia’s ports are adapting quickly. We have ports examining the potential for future fuel bunkering, investing in automation, and digitising their operations to boost productivity.
Future-Proof or Fall Behind: Why Ports Need to Plan for a Green Fuel Future Today
By Haskoning Australia
With zero-carbon fuels gaining momentum and the IMO’s 2050 decarbonisation targets looming ever closer, Australian ports are standing at a crossroads: begin transitioning infrastructure now or risk being left behind as maritime trade evolves.
Unlike previous evolutions, the coming decarbonisation wave is far more complex due to investment risks, education and market evolution, and the dramatically different storage and infrastructure needs of alternative fuels.
At present, there are two hydrogenderived fuels that are considered the primary “green” alternatives: methanol and ammonia. Methanol’s compatibility with dual-fuel engines and its ability to be bunkered through modified existing systems make it the more desirable of the two. Its lower toxicity and simpler logistics make it more attractive for those seeking a short to mediumterm investment.
However, ammonia is carbon-free and is particularly appealing to the maritime freight sector. Yet its toxic nature demands extensive safety
protocols, highly trained personnel, and significantly larger exclusion zones, all of which present steep challenges for brownfield ports.
A recent ship-to-ship ammonia transfer trial off Pilbara’s coast, led by the Global Centre for Maritime Decarbonisation demonstrated that with proper planning and safety frameworks, ammonia bunkering is technically feasible and operationally safe to execute at adapted brownfield sites in Australian waters.
For those not ready to make a full transition to green alternatives, Liquefied Natural Gas (LNG), while not hydrogen-derived, serves as an intermediate solution. It can be used as a transitional fuel due to its lower emissions and established infrastructure, making it a practical short-term energy carrier as the industry shifts toward zero-carbon options.
Senior Infrastructure Economist at Haskoning, Cameron Gook, believes the commercial and operational stakes for ports couldn’t be higher. He warns that those that don’t act now, may find themselves outpaced by competitors.
“Timing, flexibility, and bringing your
stakeholders along for the journey will make or break the port of the future. For green fuel handling, methanol is in pole position for now but ammonia could dominate by 2050, especially in deep-sea trades,” said Gook.
Master Planning Amid Market Uncertainty
Many ports are already building a green fuels strategy into their master planning, as they not only create a more sustainable long term plan, but also add to the attractiveness of the port for new business. This includes identifying opportunities for spatial allocation, engaging with utilities and regulators, and exploring how existing infrastructure might be adapted. Repurposing where possible is often the most efficient route, for example tanks, safety zones, and pipeline corridors can be modified or upgraded to support new fuel types, which will help reduce upfront investment costs and minimise trade disruption.
One major hurdle remains: safety. This is a particularly large issue for ammonia, while technical solutions exist, public perception and regulatory concerns continue
to shape the viability of its largescale deployment as a shipping fuel and traded commodity for industry energy applications. Performancebased safety frameworks and industry standards that assure safe operations are beginning to improve buffer zone requirements. In addition, continued innovations across monitoring and risk management are helping to transition theory into practice and reduce the spatial and infrastructure burden in a fully operational port, which is often surrounded by public and environmentally sensitive zones.
Despite these promising pathways forward, the sector remains resistant to wider adoption. Energy producers are reluctant to build supply without assured demand, and ports and shipping lines remain cautious without guaranteed access to green fuels.
“It’s a classic chicken-and-egg problem, but when you control both supply and demand, you enable the whole chain. An example of a vertically integrated project is the Middle Arm Sustainable Development Precinct’s renewable energy transition that aims to attract industries like green fuels and carbon capture and storage,” said Gook.
Pilots, Partnerships and Phased Investment
While market uncertainty remains, the best course of action is a phased approach. Rather than investing in full-scale green fuel handling infrastructure from the start, the first step for ports can be to start with ISO containers, truck-based distribution, and rental storage solutions. As volumes start to increase, infrastructure can be scaled
Cameron Gook is a Senior Infrastructure Economist in Port Economics and Infrastructure for Haskoning, the international engineering consultancy. He specialises in delivering major projects for governments and the private sector. He has a Master of Engineering from the University of Melbourne and a Bachelor of Commerce in Finance and Financial Planning from Deakin University, Australia.
accordingly. This strategy reduces capital exposure while keeping pace with market development.
Haskoning has successfully delivered several pilot projects that follow this approach, balancing technical proof-of-concept with stakeholder engagement to gain trust, demonstrate viability, and build momentum.
For smaller ports, this measured approach reduces financial barriers to entry. While limited capital and land availability may restrict scalability, smaller ports have the benefit of greater agility and may benefit from strategic locations between supply and demand centres. These advantages may lead to opportunities as consolidation hubs or bunkering outposts along new green corridors. And while not all existing infrastructure is compatible with green fuels, operational systems, layout footprints, and supporting technologies can often be reused or upgraded, an infrastructure advantage that should not be overlooked.
Seizing the Window to Lead
When it comes to the timing of an investment, there is no universal right answer.
“I hate to say it, but it depends. The only real right answer is to startnow. Europe is a first mover with significant uptake expected by 2028. There are also some regions in Asia including Korea that are already progressing rapidly. At this point in time, if you haven’t started planning for decarbonisation, you’re already behind,” said Gook.
“This requires updated masterplans, coalition-building, and proactive engagement with industry and
government. Green fuel corridors are forming quickly, and ports that delay their planning could miss the opportunity to lead or even participate in this next era of maritime trade.”
The most promising projects involve partnerships across multiple sectors. Regional port alliances can help spread risk, pool infrastructure, and reduce duplication to improve overall efficiency. One useful benchmark for assessing a port’s preparedness for green fuel adoption is the Port Readiness Level. This can provide guidance on investment decisions and identify capability gaps.
“Cooperation and competition don’t have to be mutually exclusive but ports that focus and move first will have the advantage,” he said.
Haskoning Australia works across both strategic and technical areas of decarbonisation for shipping lines and trade routes. Its expert consultancy and advisory team can provide insights and feasibility studies, and can support the implementation of planning, engineering, and operations.
Ultimately, success in this transition will be measured not by caution. Ports need to start actioning change now to be ready to scale quickly or risk being outpaced by competitors.
For more information on how to build smart, green and resilient maritime infrastructure, visit haskoning.com/ maritime
There’s a renewed focus from our ports, towage operators, pilots, and engineers on training and upskilling the next generation of port sector professionals. The fact that ports are now central to both climate and economic policy shows just how much potential this sector holds. I am excited to see further collaboration with our international counterparts on the big issues impacting ports globally. I’m also keen to see Ports Australia produce
Port of Burnie (TasPorts)
Mid West Ports
Port of Melbourne
A PROUD HISTORY OF FACILITATING TRADE FOR THE BENEFIT OF ALL TASMANIANS
TASPORTS BACKS TASMANIA’S RENEWABLE FUTURE (BASS STRAIT RENEWABLE ENERGY TERMINAL)
In late 2024 TasPorts unveiled its vision for the Bass Strait Renewable Energy Terminal at the Port of Bell Bay.
TasPorts’ Chief Executive Anthony Donald said the terminal aimed to position Tasmania as a leader in wind and renewable energy generation.
“TasPorts is already a global leader in renewable energy with the island powered 100% by renewables since 2020, with an aim to be 200% by 2040,” he said.
The Bass Strait Renewable Energy Terminal proposes a staged development of up to 25 hectares of additional land at Bell Bay, strategically located near the newly declared Bass Strait offshore wind zone.
Mr Donald said the terminal is designed to support offshore and broader renewable wind projects by providing bespoke infrastructure, large-scale lay-down and storage areas, as well as essential berthing facilities.
“The project has progressed through concept and identification phases, with a preferred project case expected by mid-2025, and a comprehensive business case by mid-2026 subject to funding and commercial agreements.”
Background
Tasmania became the first Australian state and one of the few places in the world to achieve 100% renewable status. Tasmania plans to double its renewable energy production by 2040, with its renewable energy leadership attracting investors and energy companies looking to develop sustainable solutions.
TASPORTS LEADS THE WAY WITH ECOPORTS CERTIFICATION
TasPorts is one of the first port authorities in the world to secure globally leading EcoPorts certification across multiple ports.
In 2023 TasPorts achieved EcoPorts certification for the Port of Devonport, and in 2024 the Ports of Hobart, Burnie and Bell Bay were also certified.
TasPorts’ Chief Executive Anthony Donald said achieving EcoPorts certification across multiple sites is more than a milestone, it is a statement of commitment to sustainable port operations.
To attain the certification, TasPorts implemented a comprehensive Environmental Management System focused on:
Air quality, including monitoring and initiatives to reduce carbon emissions;
• Water quality and conservation strategies to manage water resources;
• Waste management, including programmes
a future iteration of State of Trade, which will paint a picture of our evolving import and export markets and how ports continue to invest in building Australia.
SC: Finally, what are Ports Australia’s goals and priorities, and what strategies will you employ to facilitate and implement them?
MG: Our strategic priorities are shaped by our board and reflect the big national issues facing ports today.
Since our last feature in AO, some of those priorities have evolved, whilst others, like decarbonisation, safety, workplace skills, and resilience, are still right at the top of the list. Security remains a major focus, too. That said, we’re also very responsive to emerging issues. Things can change quickly in this sector, so we remain flexible and ready to tackle new challenges as they arise.
Looking ahead, one of the big things on our radar is our BizOps Conference in Gladstone later this year. It’s a great opportunity to bring together the operational professionals who keep our ports running and dive into the latest innovations in the sector. Events like this and our Biennial Conference are a huge part of how we stay connected and collaborate with the wider ports and maritime community, not just across Australia but internationally as well.
Telephone: 1300 366 742
Email: reception@tasports.com.au
Website: tasports.com.au
aimed at reducing waste and promoting recycling;
• Biodiversity protection, and efforts to preserve natural habitats and promote ecological health.
Mr Donald said the initiatives are part of TasPorts’ broader sustainability strategy, which aligns with the United Nations Sustainable Development Goals (UNSDGs), with the aim to embed sustainable practices across all operations.
“By achieving EcoPorts certification, TasPorts not only enhances its environmental performances but also contributes to regional economic resilience, helping support the global shift towards greener supply chains,” he said.
“By meeting EcoPorts certification standards, it demonstrates TasPorts’ commitment to reducing its environmental footprint, enhancing sustainable ports operations, ensuring legal and regulatory compliance, and implementing continuous improvement practices.”
Background
EcoPorts aligns with the ISO14001 standard, which is governed by the ESPO (European Sea Ports Organisation) and independently certified by RQA Nederland B.V. It is the leading internationally recognised framework for EMS, focusing on continuous improvement, legal compliance and proactive environmental stewardship, helping ports to reduce their ecological and environmental footprint.
We’ve been fortunate to have delegates from our Pacific port members join us, along with leaders from the IAPH and European ports. It’s been fantastic to exchange ideas and strengthen those relationships.
We’re continuing to work closely with government on how we can better engage with our neighbours and build a stronger regional network across Oceania. New Zealand has played a key role in that, and we’re pleased to now have several New Zealand ports as members.
Beyond that, we’re working closely with our committees on new resources and projects aimed at improving the sustainability and resilience of our ports. It’s all about ensuring we’re setting the sector up for long-term success.
I’m looking forward to reporting back on the success of these projects in a future AO feature.
info@portsaustralia.com.au portsaustralia.com.au
DIMENSIONS
An industry-leading provider of intelligent automation solutions for intralogistics and manufacturing, KNAPP operates across 62 locations worldwide. Andreas Salznig, COO of KNAPP North America, discusses the company’s recent award-winning innovations and future aspirations
Largely driven by technological innovation, socioeconomic fluctuation, and shifting consumer expectations, global supply chains have been undergoing significant transformations over the past five years.
Post COVID-19 pandemic consumer behaviors saw an acceleration of digital transformation and e-commerce, fueled by machine learning (ML) and artificial intelligence (AI).
“KEY TO OUR SUCCESS IS THE FACT THAT ALL OUR TECHNOLOGIES SEAMLESSLY INTEGRATE WITH ONE ANOTHER, OFFERING EXCEPTIONAL FLEXIBILITY”
– ANDREAS SALZNIG, COO, KNAPP NORTH AMERICA
As such, an emerging preference for online shopping, coupled with increasing labor shortages, began to push companies toward automation, particularly in warehousing and logistics.
Andreas Salznig, COO of KNAPP North America, remarks, “Today, the widespread adoption of robotics and automation has become essential for maintaining operational efficiency.”
Meanwhile, green logistics continues to gain momentum, with numerous opportunities for greater sustainability emerging across supply chains.
As a value chain tech partner, KNAPP’s activities in North America include designing, developing, and manufacturing intelligent warehouse systems, alongside point of sale and last mile logistics solutions.
Of the 2,000+ automation installations KNAPP oversees globally, a growing proportion of these are in North America –including major customers such as Walmart, who partnered with KNAPP to build four ultra-modern fulfillment centers, with a fifth on the way.
“Whatever complexities our clients need to solve, within our portfolio
we can offer the right technology and solution to handle it, from pallets to single pills,” Salznig adds.
Having become a trusted, stable partner for its clients in the healthcare, retail, fashion, food, wholesale, manufacturing, and e-commerce sectors over the years, KNAPP is ideally positioned for continued growth and success.
FLEXIBLE, AGILE, REACTIVE
Driven by its company-wide motto ‘rise to new dimensions,’ KNAPP seeks to embody this theme in its everyday products and processes.
HOW CAN KNAPP’S DIGITAL SOLUTIONS ENABLE SUSTAINABLE LOGISTICS?
Andreas Salznig, COO:
“Sustainable logistics is all about efficiency – doing the right thing at the right time, utilizing the equipment in the right way, and using energy efficiently.
“KNAPP’s bot-solutions are built in a way that they can use latent energy when braking or climbing down a rack to recharge batteries, as with AeroBot. In this way, energy is recycled into the battery.
“Sustainability through digitalization in logistics is only possible with software as integrated intelligence. That’s why we at KNAPP view the warehouse management system (WMS) as the ‘central nervous system’ of a warehouse.
“An efficient WMS can offer benefits such as clean warehouse processes, reduced resource usage and errors. Interconnected software then opens the door for other solutions like transport management systems, data analysis tools, or packaging optimization solutions.
“To realize highly efficient system solutions, data-analytics is necessary to provide the required information. Trained AI models, meanwhile, help us to forecast future orders days in advance and prepare systems for peakscenarios.”
Reusable Packaging Redefined
For readers unfamiliar with Monoflo International, can you share an overview of your company and the solutions you provide?
Monoflo International is a leading North American manufacturer specializing in high-performance, reusable transport packaging solutions. With over 50 years of experience, Monoflo produces injectionmolded plastic containers, trays, pallets, and bulk containers engineered to precise specifications for automated storage and retrieval (ASRS) and general use applications. Monoflo serves industries such as retail, e-commerce, manufacturing, automotive, processed food, wholesale bakery, and general distribution. Our solutions are designed to seamlessly integrate into high-speed automated systems, offering options like RFID tracking, barcode labeling, prototyping, and ASRS induction services—all with a focus on repeatable quality, long-term durability, and sustainability through recyclable and reusable products.
What role do Monoflo’s products play in highperformance automation systems like KNAPP’s?
Monoflo’s products are built for precision, durability, and reliability, making them ideally suited for highperformance automation systems like those developed by KNAPP. Our containers and trays are designed to exact dimensional tolerances to ensure flawless performance within automated environments. Features such as conveyor-friendly bottoms, reinforced corners, and pin up bottom lifter plates help reduce system jams, increase throughput, and maintain reliability. These design attributes ensure that Monoflo’s products move smoothly through high-speed systems, minimizing
downtime while supporting speed and efficiency in these highly demanding operations.
How do design and material choices in your containers impact the overall efficiency, durability, and reliability of automated warehouse systems? (chance to incorporate sustainability impact)
Monoflo’s containers are carefully engineered using high-quality resins like polypropylene (PP), high-density polyethylene (HDPE), and Electro-Dissipative ESD-safe materials, chosen for their strength and longevity in rigorous environments. Structural features like doublewall corners and hybrid bottoms enhance load stability and reduce wear during conveyor use. Ergonomic touches—such as molded handles, barcoding zones, and fire-vent sidewall designs—further support handling and safety. These thoughtful material and design decisions result in containers that are not only cost effective and durable but also sustainable, as every unit is 100% recyclable and part of a closed-loop system that includes end of life buy-back and environmentally friendly plastic reprocessing options.
What customization or innovation goes into developing containers tailored to a partner’s automation
system needs?
Monoflo takes a collaborative approach to customization, engineering containers that precisely match the design use application, dimensional, and performance requirements of our partner’s automation system. This includes tailoring footprints to regional or application-specific standards, such as 600×400 mm,
650×450 mm, or 800mm x 600mm containers, and even custom sizes for unique use cases. Innovations include in-mold RFID tags, integrated barcodes and/or QR codes for real-time system operation and tracking, as well as specialized features like internal divider systems, drain holes, lids, lifter plates, and ergonomic access points. These customizations ensure that every product supports seamless integration and optimal flow within automated environments.
How does Monoflo stay ahead in terms of design, manufacturing precision, and product durability for automated environments?
Monoflo maintains its competitive edge by investing in high-pressure, high-speed injection molding technology, robotic automation, and ISO 9001:2015-certified quality systems. Our ability to quickly prototype and iterate on designs allows us to rapidly bring precise, system-compatible products to market. With a track record of millions of deployed containers and trays across multiple industries, Monoflo combines field-proven experience with continuous product evolution—evident in the release of innovations like FM-compliant drain holes and next-generation container designs. Our commitment to precision manufacturing ensures that each product consistently performs in the most demanding automated environments.
What trends do you see shaping the future of containerized automation, especially in sectors like retail and e-commerce?
Containerized automation is rapidly evolving, especially in retail and e-commerce sectors where speed, accuracy, and sustainability are paramount. One major trend is the widespread adoption of smart containers embedded with RFID and scannable codes to support real-time tracking, inventory accuracy, and order delivery accuracy. Another is the shift toward circular supply chains, where durable, reusable, and recyclable containers help companies meet ESG goals. Additionally, there is growing demand for modular and collapsible designs that reduce, empty storage, and return logistics costs and warehouse footprint. As systems become more complex, containers must also
support multi-SKU handling through features like internal dividers and mini-tote formats that increase existing cube utilization.
What’s next for Monoflo—are there new product innovations or partnerships on the horizon?
Monoflo is advancing its leadership in automation by delivering engineered container solutions built for high-performance intralogistics systems. Its latest product innovations—such as automation-optimized totes, modular divider systems and pallet systems—are designed to seamlessly integrate with AS/RS platforms, conveyor networks, and robotic picking systems across a wide range of industries. Solutions are engineered with reinforced bases, FM Global-compliant drain holes, and optional features like welded or hybrid bottoms, integrated divider slots, and custom RFID or barcode tagging to ensure smooth, reliable performance in highspeed, 24/7 operations.
To better serve automation providers and end-users, Monoflo is also expanding its manufacturing and logistics footprint. With facilities in Winchester, Virginia, and Ottawa, Kansas, and a growing presence in León, Mexico, the company is positioned to shorten lead times by moving closer to its partners across North and Latin America.
Complementing its innovation and growth is a deep commitment to sustainability. Monoflo supports a circular supply chain with fully recyclable products, in-house reprocessing capabilities, and product buy-back programs that extend the life and value of every container. Looking ahead, Monoflo will continue to collaborate with system integrators and warehouse automation leaders to deliver precise, durable, and scalable container and pallet solutions that power the next generation of automated fulfillment.
“WE STRIVE TO MAINTAIN OUR POSITION AS A BEST-IN-CLASS LEADER IN TECHNOLOGICAL SOLUTIONS”
– ANDREAS SALZNIG, COO, KNAPP NORTH AMERICA
Flexibility is at the forefront of this objective, with agile solutions and the ability to grow and adapt to ongoing challenges and changes in consumer behaviors being key priorities.
“We are proud to have a portfolio of products that allow us to consistently provide the best possible solutions –technically and economically – based on our customers’ requirements. Together, we rise to new dimensions, allowing our partners to do so by improving their service quality and delivery times,” Salznig remarks.
When it comes to supporting its customers, no matter the performance level, storage location, or service required, KNAPP is on hand to deliver tailormade solutions.
Reflecting on KNAPP’s recent
participation in the global supply chain conference ProMat 2025, where key speakers from the company spoke on the technology needs of hyperlocal markets, Salznig discusses how ‘one size does not fit all’ when it comes to providing logistics solutions.
“Every logistics solution must be designed in a way that, while addressing today’s requirements and operational pain points, is flexible and agile enough to be adapted in the future.”
Since it is nearly impossible to predict how end-customer needs will evolve over time, Salznig points out how it is vital to build a solution which enables growth, reactivity, and adaptation.
For example, KNAPP’s AeroBot system is an innovative solution that redefines automated storage and retrieval with unmatched flexibility, efficiency, and the highest storage density.
“Currently, solutions that provide an easier entry to automation and are flexible enough to adapt rapidly to market conditions are in demand,” adds Salznig.
Always open to developing new products and solutions, KNAPP’s ongoing focus remains on developing the broadest portfolio of technologies on the market, allowing it to address all market requirements with the optimal technical system solution while remaining cost-effective.
“Key to our success is the fact that all our technologies seamlessly integrate with one another, offering exceptional flexibility,” continues Salznig.
AWARD-WINNING SOLUTIONS
Offering a new level of efficiency to storage and retrieval processes, AeroBot recently received the Best
The warehouse of the future requires smart racking solutions
THE WORLD OF STORAGE IS CHANGING RAPIDLY. GROWING SECTORS, NEW MARKETS AND CHANGING CUSTOMER EXPECTATIONS REQUIRE INNOVATIVE SOLUTIONS. FOR NEDCON THIS MEANS THAT WE NOT ONLY DELIVER WHAT IS NEEDED TODAY, BUT ABOVE ALL THINK ALONG ABOUT WHAT WILL BE CRUCIAL TOMORROW. FROM SMART, EFFICIENT AND SCALABLE WAREHOUSE SOLUTIONS TO SUSTAINABLE PRODUCTION – WE ARE READY TO ADD VALUE WITH OUR EXPERTISE.
USA production facility High
Automation and robotization
Improve efficiency, fast and reliable delivery while maintaining flexibility and scalability.
Knowledge and experience NEDCON has decades of experience with projects in automated warehouses.
KNAPP’S KEY PRODUCTS
• AeroBot – With the introduction of AeroBot at Promat 2025, the company has added a small footprint, high-density 3D shuttle that can operate independently outside of the shuttle rack structure. AeroBot’s seamless integration with the entire portfolio of hardware and software is a distinct differentiator.
• Evo Shuttle – KNAPP’s 1D and 2D shuttle systems form the heart of a modern warehouse, which can be seamlessly integrated into any logistics system with customized software and ergonomic workstation solutions.
• KiSoft – The company’s logistics software suite, KiSoft, is the central intelligence that ‘brings it all together’. The software not only covers vertical integration, such as machine control, warehouse control, and warehouse management, but it also makes horizontal integration possible along the entire value chain – all the way to the point of sale or end customer – supported by analytics and transport management.
• Open Shuttle - Free-moving shuttles supply workstations and deliver totes, cartons, or pallets while driverless vehicles can deliver volumes of up to 2,800 pounds.
• Pocket Sorter – Highly effective for order selection, packing, and sorting, this technology is space efficient and easily integrates with KNAPP’s supplementary goods-to-person technologies. With the ability to consolidate hanging and flat-packed goods, it is ideally suited for retail, fashion, e-commerce, omni-channel, and returns operations. The latest model automates pocket loading and unloading, offering seamless solutions for e-commerce and distribution.
• Pick-it-Easy Robot – AI-driven technology with various grippers and intelligent object recognition enables KNAPP’s Pick-it-Easy Robot workstation to handle a broad range of items in diverse sectors. The robot learns continuously, informing a cloud-based database which, in turn, increases overall system performance.
• Pick-it-Easy Workstations – These efficient, ergonomic goods-to-person workstations are the right choice for empowering and retaining labor. Various tasks can be handled at workstations, including order picking, returns processing, inventory, repacking, consolidating goods, or value-added services.
SatBot to handle load carriers up to 35 kilograms for quadruple-deep storage, powered by KiSoft software for seamless integration with WMS and warehouse control systems, making it ideal for e-commerce, microfulfillment, and manufacturing.
“In short, AeroBot delivers fast, scalable, and intelligent automation –making it a future-ready solution for modern intralogistics,” Salznig adds.
Alongside the award-winning AeroBot, KNAPP’s pocket solutions, such as PocketEngine, are lowering costs, increasing performance, and enhancing services in terms of order fulfilment.
A highly standardized solution, PocketEngine allows for fast installation and realization, while its ability to eliminate time-consuming specification processes means it can offer reduced costs.
Meanwhile, a pocket structure can be installed overhead without interrupting activities on the ground, which means it can easily be integrated at any given brownfield site without disrupting ongoing operations.
Product award at LogiMAT 2025 in Stuttgart, Germany.
Salznig elaborates, “We’re thrilled with what AeroBot has achieved. At its core, it features autonomous robotics with light detection and ranging (LiDAR) navigation and friction drive
technology, enabling movement in all directions up to 12 meters high without using any chains or gears.
“That means we have the simplest possible racking solution with zero maintenance requirements!”
Each AeroBot also carries a
“Pocket solutions provide a complete sequence for packing stations, enabling an efficient and fast packing process with very low error rates,” says Salznig.
In addition, KNAPP’s latest deployed pocket solution – the so-called ‘selfopening pocket’ – allows it to operate a 100 percent automated packing and picking system.
“We can directly and automatically drop products into totes and preerected cartons, offering a ‘zero touch’ approach,” Salznig adds.
A FUTURE OF INNOVATION AND SATISFACTION
In addition to its work with e-commerce and fulfillment centers, KNAPP has also developed an automated and prescriptionspecific vial filling system for the pharmaceutical sector, establishing a standardized system for mail order
and central fill pharmacy applications.
“Besides our own pill dispensing and counting technology, our KiSoft stack covers all necessary pharmacy processes and reduces operational errors to a minimum,” Salznig explains.
As such, the company is offering scalable system solutions based on the number of prescriptions being handled daily.
The solution can also be completed using tote conveyors and technologies designed for unit-of-use, including an automated storage and retrieval system (AS/RS), an A-frame, or a KNAPP store to prepare ready-made orders including pre-packaged medication.
By increasing the level of automation, KNAPP can optimize staff utilization while also lowering operating costs.
“Cost savings are the main driver of pharmacy automation, with accuracy and labor challenges also contributing.
KiSoft and automation streamlines fulfillment, saving time and optimizing logistics,” Salznig adds.
As a privately-owned company that stands for sustainable and organic growth, KNAPP spends a significant portion of its budget on R&D to continually innovate.
“We strive to maintain our position as a best-in-class leader in technological solutions,” Salznig asserts.
Looking ahead, the company aspires to elevate customer satisfaction and service, aiming to conclude every project with a satisfied client – an aspiration that Salznig believes is particularly well reflected in its North American operations.
Salznig concludes, “We grow together with our customers, since their successful business case is our best reputation and the foundation for long and ongoing relationships in the industry.
“I’m confident that the North American market has many opportunities for us, and with that, we are always looking for talent to join us!”
SAFEGUARDING CHEMICAL AND GAS CONTINUITY
An industry leader in specialized chemical supply chain management for over half a century, Rinchem is expanding its geographic footprint. We catch up with Senior Vice President of Global Warehousing Matt Jensen, and newly appointed Chief Strategy Officer
Brian Nowak, who outline the company’s steadfast focus on hazardous materials handling, increased investment in new technologies, and development of its people and processes
With a growing focus on hazardous materials (hazmat) handling and management, Rinchem continues to make strides in streamlining the chemical supply chain.
The third-party and fourth-party logistics provider oversees best-inclass warehousing, trucking, and logistics solutions for the specialty chemical, pharmaceutical, and semiconductor sectors, differentiating itself through its long-standing expertise in chemicals handling.
Since we spoke last year, Rinchem has witnessed the demand for cold chain solutions and hazmat handling across North America rise significantly due to stricter industry regulations.
“This is part of a broader trend that we expect to continue as tighter temperature control measures strengthen compliance and safeguard material quality across the supply
chain,” introduces Matt Jensen, Senior Vice President of Global Warehousing.
To meet growing demand, the company is actively evaluating new facilities across North America.
Rinchem also recently added Chief Strategy Officer, Brian Nowak, to its ranks. His 35+ years in hazmat logistics and ability to drive growth both organically and through mergers and acquisitions is noteworthy.
“I came on board to grow the business on behalf of our customers and stakeholders. With Stonepeak, we’ve got a committed global parent behind us to support this growth,” Nowak opens.
Elsewhere, Rinchem has also accelerated its adoption of artificial intelligence (AI) beyond AI-enabled safety systems and material-handling equipment within its fleet of trucks.
“We are now leveraging AI to streamline administrative processes,
such as order management and documentation,” Jensen insights. These initiatives have reduced friction in Rinchem’s supply chain, improving accuracy and creating safer and more productive environments for employees and customers.
NATIONAL EXPANSION
As demand for cold storage and hazmat capacity continues to outpace supply in key markets – particularly in the Northeastern US – Rinchem is actively pursuing new expansion projects to meet these needs and extend its capabilities.
“Our approach emphasizes adding square footage while enhancing infrastructure with state-of-theart temperature-controlled zones, segregated hazard-class storage, and real-time monitoring systems,” Jensen tells us.
These investments ensure materials remain in strict compliance with
“OUR SAFETY CULTURE IS FOUNDATIONAL –IT’S ALL ABOUT PEOPLE AND PROCESSES”
– BRIAN NOWAK, CHIEF STRATEGY OFFICER, RINCHEM
Expansion and Current Good Manufacturing Practices (cGMP) certification.
The former will provide muchneeded capacity for cold chain and hazmat in one of the busiest logistics corridors in North America.
“Expanding in this area allows us to better support customers with complex distribution needs on the East Coast,” he adds.
pharmaceuticals clients who require the highest levels of compliance, traceability, and quality assurance.
THE NEXT GENERATION
Among Rinchem’s next-generation facility investments, the largest is its warehouse in Surprise, Arizona.
This has elevated Rinchem’s ability to serve life sciences and regulatory and customer-specific requirements, while maintaining the highest standards of safety and quality control.
Adopting cGDP-aligned practices, meanwhile, has enhanced storage, handling, and distribution capabilities across select facilities.
Two initiatives stand out in this instance – Rinchem’s Northeast
The Phoenix-area facility opened for business in 2023 sporting highdensity automation, advanced safety systems, and expanded hazmat temperature-controlled capacity. The facility is a fifth generation, 123,000 square foot hazmat site built for high-spec, temperaturecontrolled storage and distribution.
It pairs high-density racking with multi-ranged temperature control, alongside segregated storage across hazard classes with a 300+ International Organization for Standardization (ISO) container yard and a 48-bay specialty gas pad.
“Our specialty gas pad and ISO container yards are both strategic growth points – they’ve contributed to our ability to not only arrange transportation but also manage inventory,” Nowak asserts.
A modular layout and well-thoughtout utilities network at the warehouse, meanwhile, make capacity additions straightforward so the company can scale with customer demand.
“The site anchors our Southwest footprint and supports the semiconductor cluster in greater Phoenix while also serving the life sciences and specialty chemicals sectors,” Jensen adds.
RESILIENCE IN THE FACE OF ADVERSITY
Like many supply chain businesses today, Rinchem has had to adapt to evolving tariffs and shifting export regulations.
“While tariff structures are likely to remain dynamic, our role is to help customers navigate this uncertainty,” Jensen details.
One way the company has addressed this is by creating foreign trade zones within a number of its existing facilities, which help to minimize the impacts of tariffs and provide customers with greater flexibility in how they manage global inventories.
Geopolitical volatility has also disrupted shipping lands and created uncertainty in international trade.
In response, Rinchem has taken a more active role in providing end-to-end visibility, monitoring disruptions closely, and adjusting routings to maintain continuity.
“This consultative approach allows us to safeguard customer supply chains and turn challenges into opportunities for resilience,” he reflects.
Rinchem’s Arizona warehouse
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Anticipating and planning for a prosperous future builds off the back of the Arizona facility’s success is equally as important, as Rinchem looks to replicate this model within new markets going forward.
Investing in safety, temperature control, and data integration technologies have also been key in supporting the project’s success.
Matt Jensen, Senior Vice President of Global Warehousing:
“One area worth emphasizing is the dedication of our people. Our specialization in hazmat demands expertise and our teams have it.
“Technology and infrastructure are critical, but it’s our employees who bring safety, compliance, and customer service to life every day.
“Their expertise and commitment are the foundation of Rinchem’s success, and they are what truly differentiates us as a partner in complex chemical supply chains.”
DIGITALLY ENABLED
As it anticipates a digitally enabled future for the industry, Rinchem continues to invest in digital platforms and business intelligence tools across the company.
For example, it is enhancing Chem-Star® to deliver end-to-end visibility and provide customers with a truly transparent pipeline of their materials.
“Internally, we are deploying new business intelligence tools to our Chem-Star® applications to improve accuracy, safety, and efficiency,” Jensen shares.
Externally, customers will benefit from actionable insights that make inventory management effortless while supporting critical decisionmaking with real-time intelligence.
From a programming standpoint, meanwhile, Rinchem is not just revamping old systems, but swapping them in for new ones in line with the latest market developments.
“We’re making some significant investments in this area, and it is hoped that by doing so, we’ll be able to optimize our operational efficiency,” Nowak reveals.
LOOKING AHEAD
Going forward, Rinchem will continue to actively explore new facility expansions in Allentown, Pennsylvania; Los Angeles, California; Indianapolis, Indiana; Chicago, Illinois; and Houston, Texas to meet growing customer demand and position itself closer to critical manufacturing and distribution hubs.
“Each expansion is guided by the same principles: safety-first design, temperature-controlled infrastructure, and digital integration to provide customers with maximum visibility and control,” Jensen furthers.
The company is currently focusing on the Houston market as a priority, where it seeks to expand warehousing, trucking, and logistics.
Rinchem’s Arizona warehouse
Rinchem’s Arizona warehouse
WE KEEP CARGO MOVING
WWW.OCEANALLIANCELOGISTICS.COM
Ocean Alliance Logistics contracts with Beneficial Cargo Owners and ocean carriers to provide complete cargo delivery solutions. OAL has container yards throughout the West Coast that allow for high volume terminal shuttling. From monitoring vessel schedules and marine terminal availability to managing rail transfers, OAL handles all aspects of the cargo delivery system.
Rinchem employees at the
“EACH EXPANSION IS GUIDED BY THE SAME PRINCIPLES: SAFETY-FIRST DESIGN, TEMPERATURE-CONTROLLED INFRASTRUCTURE, AND DIGITAL INTEGRATION TO PROVIDE CUSTOMERS WITH MAXIMUM VISIBILITY AND CONTROL”
– MATT JENSEN, SENIOR VICE PRESIDENT OF GLOBAL WAREHOUSING, RINCHEM
“Ultimately, we’re expecting a strong slate of acquisitions going forward to bring into the Rinchem family,” Nowak states.
Safety has always been a top priority for the company, who continually seeks to strengthen its safety culture and leadership compliance.
“Our safety culture is foundational – it’s all about people and processes,” Nowak prides.
Having recently conducted its second annual employee survey, which accrued an impressive response rate of 95 percent, safety emerged as the theme staff were particularly engaged with.
“It’s apparent our staff want to follow safety practices. When you’ve got good procedures in place, it’s important to couple that with people willing and able to carry them out,” he adds.
In short, Rinchem’s core priorities for the coming year include expanding its capacity in highdemand regions, while continuing to digitize and automate its supply chain solutions and maintain its safety outlook.
“These efforts will allow us to scale alongside our customers’ growth while maintaining the highest levels of service, reliability, and safety,” Jensen confidently concludes.
Phone: 1-888-3PL-CHEM
customersolutions@rinchem.com www.rinchem.com
C O NNECTING PINELLAS COUNTY
Brad Miller, CEO of the Pinellas Suncoast Transit Authority, shares insights into embracing technology, transformative solutions, and key partnerships that enhance accessibility while improving services for all passengers
The scenic Pinellas County, nestled along Florida’s picturesque west coast and a key part of the vibrant Tampa Bay area, offers a harmonious mix of urban energy and suburban serenity, featuring lively cities.
The region’s thriving economy is bolstered by a variety of industries, with tourism playing a significant role. At the same time, Pinellas Suncoast Transit Authority’s (PSTA) efforts to improve public transportation are essential in enhancing connectivity and accessibility among communities.
PSTA provides commuter services for a sizeable area, including St. Petersburg, Florida’s fifth-largest city, known for its historical and
cultural significance. The area also encompasses Clearwater, which boasts award-winning, pristine white sand beaches and is frequently recognized as one of the state’s most beautiful and popular beach destinations.
Operating within these attractive destinations and beyond, PSTA improves accessibility for both residents and tourists, facilitating their daily travel needs. With an extensive network of routes, it is pivotal in meeting the transportation requirements of the communities it serves, benefiting both locals and visitors.
“We are committed to safely connecting people to places while
strengthening the community through innovation and meaningful partnerships,” introduces CEO, Brad Miller, acknowledging PSTA’s impact in aiding the region’s success.
Fueled by a distinct mission, the authority strives to be a catalyst for regional growth and connectivity through innovative strategies and dedicated initiatives, fostering economic development.
“The company is proud of its track record of innovation in the public transportation sector. With needs and travel patterns constantly evolving, it’s absolutely essential for us to remain plugged in to technology changes and passenger feedback,” he adds.
PSTA offers a wide range of services, including 46 bus routes with two express routes to Tampa and Hillsborough County, the SunRunner bus rapid transit, and the Clearwater Ferry, while operating 206 vehicles serving over 4,400 bus stops.
In addition, it has four customer service centers and answers more than 204,000 calls annually. It also provides over 159,000 Americans with Disabilities Act (ADA) paratransit and 269,000 bike-on-bus trips annually.
Overall, PSTA delivers 10.4 million rides annually, with an average weekday ridership of over 33,000, covering 9.8 million service miles and operating for more than 705,000 service hours. The agency also offers its Direct Connect service at 26 locations to link transit stops with final destinations.
ESSENTIAL COLLABORATIONS TO ELEVATE SERVICES
PSTA proudly became the first public transportation agency to partner with Uber and Lyft in 2016, first for the Direct Connect first-mile last-mile program. Direct Connect offers discounts on Uber and Lyft to facilitate trips to and from designated bus stops, enhancing both first and last-mile connections.
In 2018, the partnership expanded to the innovative Mobility-on-Demand (MOD) paratransit program. MOD complements traditional paratransit with subsidized rides that can be hailed without scheduling, and this popular program has just celebrated one million rides.
Additionally, the partnership includes the Transportation Disadvantaged Late Shift program assists low-income third-shift workers
with rides to and from work when buses are not operating.
This partnership isn’t the only one that helps PSTA offer improved services—PSTA provides numerous services through public-private partnerships.
“TransDev is our contract partner for PSTA Access, our paratransit service for the entire county. Additionally, they are our operating partner for the new Grouper Airport Express, which offers on-demand service between St. Pete-Clearwater International Airport (PIE) and Clearwater Beach,” informs Miller.
“Our contract partners are truly an extension of our existing fleet – they help us expand our services while lowering operating costs. As a public agency, we always aim to be good stewards of taxpayer funds, and our operating partnerships with private
“WE ARE COMMITTED TO SAFELY CONNECTING PEOPLE TO PLACES WHILE STRENGTHENING THE COMMUNITY THROUGH INNOVATION AND MEANINGFUL PARTNERSHIPS”
“The partnership allows us to serve our paratransit customers better, and their quick thinking helps us get pilot programs off the ground,” he continues.
IMPROVING PASSENGER EXPERIENCE THROUGH TECHNOLOGY
Technology allows PSTA to better collect fares and supply riders with information for its standard fixed route bus service.
“Our buses all feature tap-to-pay
fares, letting riders use their credit card or phone,” Miller highlights.
“Many of our buses also have real-time information screens for passengers and onboard Wi-Fi, and our SunRunner line features the same digital data displays at every station.”
By keeping the wheels turning, PSTA’s maintenance department consistently wins awards and sets an example industry-wide. This includes its use of artificial intelligence (AI)powered predictive maintenance software to help reduce costs and better understand the fleet.
HOW DOES CENTRALIZED PROCUREMENT AFFECT SUPPLY CHAIN EFFICIENCY WHEN CONTRACTING SERVICES TO LOCAL OPERATORS, AND WHAT ROLE DO DIVERSE VENDOR RELATIONSHIPS PLAY IN IMPROVING SERVICE DELIVERY?
Brad Miller, CEO: “Having a centralized procurement department allows our partners to have one point of contact, which makes communication seamless and helps foster better business relationships with our national and local partners.
“Diversity is integral to PSTA’s procurement process, fostering opportunities for local businesses and positively impacting the economy. While bus manufacturers operate out of state, many parts suppliers are local, further supporting economic growth within the community.
“Through our collaboration with construction partners, we have found that active community engagement, responsiveness, and attentiveness to concerns enhance service delivery and foster trust in PSTA’s commitment to doing the right thing.”
PSTA recently received a contribution from the Federal Transit Administration’s (FTA) Low or No Emission Grant Program to replace older diesel buses with new hybrid and electric vehicles (EVs). This will provide the community with more reliable rides and reduce maintenance and fuel costs.
TRANSFORMING TRANSIT THROUGH INVESTMENT
One of the most significant projects currently underway at PSTA is the development of Clearwater Station, a new, state-of-the-art multimodal transit center (MTC) in Downtown Clearwater.
Clearwater Station is the result of a decade’s worth of work between PSTA, the City of Clearwater, Pinellas County, the Florida Department of Transportation (FDOT), and other community organizations, marking a transformative investment in the
region’s transportation infrastructure.
“The new facility will replace our outdated and overcapacity transit center built in the 1980s, which no longer meets accessibility standards and cannot accommodate modern buses.
“Located just 1,000 feet from the current site, the new Leadership in Energy and Environmental Design (LEED)-certified center will sit on approximately two acres of donated land near the Pinellas Trail, new City Hall, and other municipal buildings,” Miller elaborates.
Key features of Clearwater Station will include a facility twice the size of the existing terminal and connections to multimodal services like Uber, Lyft, bike and scooter share, and PSTA Access.
The MTC will also have eco-friendly features such as EV charging stations and solar panels, as well as covered bike racks.
Moreover, it will incorporate retail spaces, a coffee shop facing the Pinellas Trail, and useful amenities like real-time arrival and departure displays. Additionally, the area will be enriched by public art and intuitive wayfinding signs.
The project was awarded $20 million through the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant – the first of its kind ever awarded in Pinellas County – with extra funding to come from the City of Clearwater, FDOT, Forward Pinellas, and PSTA itself.
Construction bids are currently open, with ground expected to be broken this fall and the grand opening targeted for 2026.
Once complete, the new MTC will serve more than 2,300 passengers daily, support access to thousands of jobs, and further position the authority as a leader in sustainable, accessible transit solutions.
Building bridges, not barriers
Carl M. Aldridge, Jr. (Vice President of ACS) and his daughter, Carla Boyce (President of ACS)
ACCESSING PATHWAYS AND REACHING DESTINATIONS
PSTA is dedicated to providing advanced mobility solutions for individuals with disabilities and retirees.
Through PSTA Access, the agency offers ADA-compliant door-to-door paratransit services for those unable to use regular bus routes. Drivers are specially trained to ensure a safe and supportive travel experience.
Furthermore, the MOD program also partners with providers like Uber and Lyft, enabling eligible riders to book unshared, curb-to-curb trips as needed.
“AS A PUBLIC AGENCY, WE ALWAYS AIM TO BE GOOD STEWARDS OF TAXPAYER FUNDS, AND OUR OPERATING PARTNERSHIPS WITH PRIVATE SECTOR COMPANIES HELP US DO JUST THAT”
“We have launched a Seniors and Disabled Discount Program that allows riders to register tap-enabled credit or debit cards for automatic fare discounts and daily fare capping, removing the need for ID,” Miller outlines.
All PSTA buses feature accessibility options, including wheelchair ramps and stop announcements, and free travel training is offered to help new passengers. These initiatives ensure
older adults and individuals with disabilities can travel freely and affordably in Pinellas County.
To further enhance access for everyone, the authority has a productive few years ahead as it focuses on expanding and improving its services.
“Our top priorities for the coming year are the construction of Clearwater Station and the design of our new and improved Cross-Bay Ferry service. The invitation for bid for Clearwater Station construction was just issued in June 2025, and we anticipate award of a general contractor agreement toward the end of July.
“Groundbreaking will occur in the fall of 2025, with completion scheduled in 2027. The Cross-Bay Ferry request for proposal (RFP) will launch later this summer, with the award to be made in early fall, and we anticipate a new service starting in 2026,” Miller concludes ardently.
As PSTA continues to embrace innovation and foster partnerships, it remains dedicated to enhancing the quality of public transportation in Pinellas County.
With a strong focus on accessibility and sustainability, the authority is poised to drive positive change for both residents and visitors alike, paving the way for a more connected and vibrant community.
EXPANDING AND ENHANCING REGIONAL ROUTES
• CROSS-BAY FERRY – The new passenger ferry service between St. Petersburg and Tampa is expected to start in 2026, with PSTA nearing federal funding for high-speed vessels. They are waiting for FTA approval of a $4.86 million grant, initially awarded to Hillsborough Area Regional Transit (HART) Authority, to purchase ferry boats for permanent service.
The HART Board has approved transferring the grant to PSTA to support regional transportation improvements. Unlike past operations, it will own the vessels and hire a third-party operator to enhance reliability and reduce costs. An RFP for an operating partner is expected later this summer.
• CLEARWATER FERRY – PSTA and the Clearwater Ferry have expanded the service to connect Downtown Clearwater, Clearwater Beach, and soon, Dunedin. This eco-friendly transit option alleviates traffic, supports local businesses, and offers a unique travel experience across Pinellas County. Operating Thursday through Sunday, it provides a convenient alternative for commuters and tourists.
This expansion aids Clearwater’s recovery from Hurricanes Helene and Milton by reconnecting beach communities and boosting economic activity, supported by state grants and investments from PSTA, Clearwater, and Dunedin, emphasizing sustainable transportation and regional collaboration.
Tel: 727-540-1900
cserv@psta.net http://www.psta.net/
SPECIALISTS IN CONSUMER GOODS LOGISTICS
GPA Logistics Group offers tailored fulfillment, warehousing, and co-packing solutions for consumer goods importers and wholesalers. Bill Drummer, CEO, discusses how the company utilizes advanced technology
Writer: Jack Salter | Project Manager: Poppi Burke
We’ve positioned ourselves as specialists in consumer goods logistics, with particular expertise in apparel and accessories.”
When Bill Drummer, CEO, and Brian Cantrell, President, established GPA Logistics Group (GPA) in 2016, they were tasked with turning around a small, underperforming third-party logistics (3PL) provider in Fontana, California (CA).
The former’s opening words demonstrate how the dynamic duo have since progressed the company, as both came with over 20 years of experience in the industry.
“I was a partner in a 3PL based in New Jersey before moving to CA, and Brian was a Senior Executive in a large, national 3PL,” Drummer recalls.
“In 2017, GPA Global, a multinational packaging company, partnered with us and provided the financial backing we needed for accelerated growth
and geographic expansion.”
GPA’s comprehensive service portfolio includes business-tobusiness (B2B) distribution, directto-consumer (D2C) e-commerce, co-packing, reverse logistics, and dedicated warehousing.
With a client base spanning health and beauty, fitness equipment, consumer electronics, and fashion accessories, the company operates multiple facilities across both the East and West Coasts of the US, ensuring optimal shipping zones and redundancy for business continuity.
INVESTING IN TECHNOLOGY
Like many industries these days, technology is the backbone of GPA.
“If you told me 20 years ago that our hourly associates would be walking around our warehouses holding minicomputers, I would have trouble imagining it,” Drummer says.
“Today, they are operating
sophisticated mobile computers worth thousands of dollars while managing complex automated systems.”
The company also has in-house IT staff with expertise in coding, programming, electronic data interchange (EDI) and application programming interface (API) integrations, warehouse management systems (WMS), hardware and networking setups, cybersecurity, and communications.
GPA’s data is not only critical to collect and maintain, but now a resource to be leveraged for efficiency improvements and to gain a competitive advantage.
“The key is to invest in the right technology as there are so many options available. Not all of them deliver a return on investment (ROI), and many of them will be eclipsed by newer and better technology before you can implement or finish paying for them,” notes Drummer.
Recently, the company upgraded its WMS to Osa Commerce, a
“WE’VE POSITIONED OURSELVES AS SPECIALISTS IN CONSUMER GOODS LOGISTICS, WITH PARTICULAR EXPERTISE IN APPAREL AND ACCESSORIES”
– BILL DRUMMER, CEO, GPA LOGISTICS GROUP
newer, more robust system that has greatly improved its tracking and reporting capabilities.
GPA also uses business intelligence software platform Octup to aggregate data from multiple sources and report its key performance indicators (KPIs) and labor utilization, giving it daily profit and loss reports per location.
Its returns management software solution, Returns Desk, exemplifies customer-centric technology, allowing clients to monitor returns processing in real-time and make immediate decisions on disposition.
For EDI and API integrations, GPA has developed its own value-added network (VAN) and API servers. This internal capability eliminates
third-party bottlenecks and ensures rapid response to customer requirements.
“The key differentiator is providing customers with complete operational transparency. In today’s environment, visibility is a fundamental requirement,” Drummer emphasizes.
ROBOTICS AND AI
Labor is by far the largest expense and most malleable resource in a 3PL.
As a result, it’s hard to recruit and train qualified associates who can manage the technologies and understand the impact of their actions, particularly in certain geographic areas.
“Advances in robotics are coming fast, but one must be careful not to be blinded by the fancy new toys that are available and evaluate if there is real ROI to deploying them,” cautions Drummer.
“Robotics are still expensive; the challenge isn’t just the initial capital investment – it’s the ongoing software complexity, integration costs, and potential workforce disruption.”
COULD YOU EXPAND ON YOUR DEDICATED WAREHOUSING SERVICES?
Bill Drummer, CEO: “We’ve been brought in to take over the operations of private, one-client warehouses. Operating a warehouse is an entirely different and difficult challenge and it diverts their management and financial resources from growing their business.
“We conduct comprehensive operational assessments and implement our proven systems, processes, and technologies. This typically results in reduced headcounts, increased throughput, and optimized facility utilization.
“We offer customers the benefit of our trusted vendor relationships as well. Over the years, we’ve vetted many providers of services and products to 3PLs and have solid relationships with reliable, honest, and quality vendors.
“One example is M&S Woodworks (M&S). There are many pallet suppliers in our area of CA with a wide range of dependability and prices, but M&S has been rock solid for us on service, quality, and price for years. We’ve never had a problem obtaining what we need, even during the most severe pallet shortages and price hikes caused by the COVID-19 pandemic.
“It is important, but often overlooked, how we provide a vital buffer between the customers and warehouse staff. Warehouse workforce management requires specialized knowledge in areas like turnover reduction, safety compliance, workers’ compensation management, and litigation prevention – expertise that most manufacturers and importers lack.
“Our established vendor relationships and procurement expertise deliver cost advantages to our customers, while our management systems ensure consistent performance and accountability.”
GPA has identified several automation solutions that meet its ROI criteria and is particularly interested in vendors offering flexible financing structures, leasing arrangements, rent-to-own programs, and performance-based contracts that reduce upfront capital requirements while sharing implementation risks.
As logistics companies integrate robotics and artificial intelligence (AI) into their operations, there’s much potential for optimization and efficiency gains by utilizing these innovative technologies.
Those efficiencies are essential as importers, wholesalers, and online retailers today are far more aware of how their logistics provider can help grow their business with great service or damage their business and reputation if they don’t perform.
Drummer is most excited about AI, which can solve complex logistical challenges that traditional
“THE KEY DIFFERENTIATOR IS PROVIDING CUSTOMERS WITH COMPLETE OPERATIONAL TRANSPARENCY. IN TODAY’S ENVIRONMENT, VISIBILITY IS A FUNDAMENTAL REQUIREMENT”
– BILL DRUMMER, CEO, GPA LOGISTICS GROUP
programming approaches can’t address effectively.
He cites companies such as Lully who can take order data and return a customized, optimized pick path per order batch.
“Until now, you would program your WMS with certain logic that was static and not always the most efficient pathway for your pickers. Now, each batch is optimized based on the stock-keeping units (SKUs), quantities, and locations of each batch,” Drummer informs us.
“The same can be done with slotting. A few years ago, we took over the operations of a warehouse that
deployed a goods-to-person robotics system that was so inefficient it was bottlenecking their entire operation. The cause was inefficient slotting that was dependent on associates making optimization decisions they were not qualified to make.”
Aside from robotics and AI, GPA recently had two of its warehouses in CA certified as Foreign Trade Zones (FTZs).
FTZ operations require minimal additional investment from GPA’s perspective but deliver substantial benefits to customers, including duty deferral, reduced carrying costs, and improved cash flow management.
GPA SERVICE PORTFOLIO
B2B distribution – Wholesaleto-retail fulfillment with EDI or API integration and compliance management.
D2C e-commerce – Full-service fulfillment with real-time inventory visibility.
Co-packing services – Retail display assembly and promotional packaging.
Reverse logistics – Complete returns management with realtime customer portals.
Dedicated warehousing – Private facility management and optimization.
“It’s another example of how we initiate ways to help our customers save money and control their expenses,” acclaims Drummer.
This demonstrates the company’s philosophy of proactive customer support through strategic infrastructure investments.
NAVIGATING UNCERTAINTY
The FTZ certification process began well before US President Donald Trump’s trade tariffs came into effect.
However, the uncertainty of these tariffs is the biggest challenge everyone is facing right now, according to Drummer.
“Tariff uncertainty has created a paralysis in import decision-making, with clients postponing orders pending clarity on final rates and cost allocation,” he warns.
Thus, the company’s immediate priority is maintaining operational capacity and workforce stability while helping customers navigate this uncertainty.
GPA is also concerned about the administration’s methods of enforcing immigration laws and deporting non-citizens.
“The randomness of the raids and apparent insensitivity to whether the people they are rounding up are here legally or not has even legal residents afraid to come to work,” Drummer says.
“In certain areas of the country, like CA, a significant portion of the population working in warehouses are not properly documented. Whether
they are deported or just deterred from coming to work, it will lead to labor shortages, increased labor costs, and difficulty in meeting our committed service-level agreements (SLAs).”
Maintaining SLAs is one of three priorities that GPA’s strategy focuses on, along with protecting its workforce and positioning the company as a solution for companies considering outsourcing their private warehouse operations to experienced 3PL providers who can navigate these complex challenges.
Tel: 909-349-4769
my3pl@gpalogisticsgroup.com
www.gpalogisticsgroup.com
M and S Wood Works Pallets is a trusted name in quality pallet manufacturing and woodwork solutions. Based on a commitment to durability, precision, and customer satisfaction, we specialize in crafting highgrade wooden pallets tailored to diverse industrial and commercial needs.
Whether you need standard or custom-sized pallets, our team ensures every piece meets strict quality standards.
With years of experience and a passion for reliable craftsmanship, M and S Wood Works Pallets delivers products that support businesses across logistics, warehousing, and manufacturing sectors.
Phone: (909) 770-6589
Email: Info@mnspallets.com
Website: www.mnspallets.com
A TRUCKING FAMILY
Cole Stevens, Chief Strategy Officer, welcomes us into the family atmosphere at Stevens Trucking, one of North America’s premier carriers
Writer: Jack Salter | Project Manager: Poppi Burke
This is not just a business – it’s our way of life. When all of us are in it together, we have to make things work.”
Cole Stevens, Chief Strategy Officer, is the youngest of three sons working at Stevens Trucking (Stevens), founded by his father Kenney in 1979.
Having been around trucks his whole life, it was an easy transition for Cole when he joined the family company 10 years ago after graduating from the University of Oklahoma.
“My two older brothers were already in the business; we live, vacation, and do everything together, so I always felt like I understood what was going on and it was really easy to dive into,” he reflects.
What started with one truck and a dream has matured into something much greater for Stevens as it now
operates a specialized fleet of over 400 trucks and more than 1,800 trailers across the US.
“Currently, we have a corporate terminal in Oklahoma City, Oklahoma (OK) and own some others in the state,” Cole informs us.
“We also have about 15 other drop yards that we lease across the country in the Upper Midwest, Southeast, and Central US, and service all 48 lower states as well as Canada.”
JUST-IN-TIME DELIVERY
Stevens has become one of North America’s premier carriers with Kenney’s hotshot mentality of just-intime delivery at the core.
“We need to focus on delivering every load on time, which keeps customers around. If you don’t, then you’re going to have a lot of dwell time with people’s goods, they’re not
going to be happy, and you’re not going to be making money doing it, so it’s not just some simple talking point,” emphasizes Cole.
“From a profitability perspective, we always want to play hot potato with these trailers. You want to get freight on and off as quickly, safely, and legally when it comes to hours of service as possible,” he insights.
The company therefore tries to deliver on time, every time for its diverse client base and, from a core business perspective, free up its assets to generate revenue.
Stevens offers a drop-andhook solution that keeps freight moving quickly and securely. This methodology also equates to drivers getting the miles they’re promised thanks to its high trailer-to-truck ratio.
Its dedication to timely delivery is maintained by a team of just under 500 employees with many years of experience in the US trucking industry.
“Our entire team is based here in the US. When you’re dealing with people in our operations team, they know what’s going and they’ve driven trucks, unlike some of the competition who outsource a lot of things,” Cole acclaims.
FAMILY FEEL
There is a huge family feel at Stevens, whose upper management is almost entirely made up of family members.
From the top down, there’s a family member involved in every single department of the company.
“We work together, play together, and actually live together on the same family compound,” Cole shares.
“We genuinely love each other and drive the business forward because we all rely on living off it. You don’t get to choose your family members, so you should always try to work things out because family comes first.”
This family feel has been passed down the organization and there are no ulterior motives as everyone is trying to accomplish the same mission.
The Stevens family
“WE GENUINELY LOVE EACH OTHER AND DRIVE THE BUSINESS FORWARD BECAUSE WE ALL RELY ON LIVING OFF IT. YOU DON’T GET TO CHOOSE YOUR FAMILY MEMBERS, SO YOU SHOULD ALWAYS TRY TO WORK THINGS OUT BECAUSE FAMILY COMES FIRST”
“We’re genuinely all in this together; that’s what gives Stevens the family feel. We lead by example because that’s what we do in our day-to-day lives.”
By focusing on building a familyfriendly atmosphere for its staff, Stevens has reshaped the industry.
“We’re a group that is goaloriented. That’s how our family operates and we’re trying to execute those goals,” affirms Cole.
Stevens is also a team when it comes to the business side of things
and driving forward to achieve its goals.
The company tries to provide a healthy working environment for its people to operate in, which can be tough in trucking as it’s a very fastpaced, stressful, and tough industry.
“Our emphasis is always on trying to take some of the stress off our people. That means helping your coworker with an extra dispatch on a load of keying in some data for a customer, rather than just walking past the dirty laundry.”
STEVENS’
VISION, MISSION, AND VALUES
VISION – To be the best embodiment of what a trucking company should be by offering best-in-class services and facilities.
MISSION – Reshape the industry by focusing on building a family atmosphere for staff to ensure they always have a place to call home.
VALUES – Being a familyrun company puts Stevens’ employees front and center since they are an extension of the family.
Cole Stevens, Chief Strategy Officer
Driving Success
In the dynamic landscape of commercial transportation, the reliability and efficiency of a fleet are paramount. For trucking powerhouses like Oklahoma City’s own Stevens Transport, known for their extensive operations and commitment to excellence, having a trusted partner for vehicle sales, service, and support is not just a convenience - it’s a necessity. Enter Premier Truck Group of Oklahoma City, a full-service commercial vehicle dealership that embodies the spirit of a true “one-stop shop,” providing comprehensive solutions that keep America’s commerce moving.
A Foundation of Excellence: The Premier Truck Group Advantage
Premier Truck Group of Oklahoma City, strategically located at 5301 W I-40 Service Rd, Oklahoma City, OK 73128, is more than just a dealership; it’s a vital hub for the commercial trucking industry in the region. As a proud member of Daimler Truck North America and part of the esteemed Penske Automotive Group, Premier Truck Group leverages a vast network and deep industry expertise to offer an unparalleled suite of services designed to meet the diverse and demanding needs of modern trucking companies.
From the moment a truck rolls onto their lot or a fleet manager makes a call, the “Premier Way” becomes evident. This philosophy is rooted in a customer-centric approach, prioritizing speed, friendliness, and thorough service. For an enterprise like Stevens Transport, where every minute of uptime translates directly to profitability and customer satisfaction, this commitment to efficiency is invaluable.
Comprehensive Services:
Beyond the Sale Premier Truck Group of Oklahoma City distinguishes itself through a truly integrated service model. They understand that a commercial vehicle’s lifecycle extends far beyond its initial purchase, requiring continuous support to ensure optimal performance and longevity.
New and Pre-Owned Vehicle Sales: Tailored to Your Needs
The dealership boasts an elite selection of new Freightliner and Western Star commercial vehicles, two brands synonymous with durability, innovation, and performance in the heavy-duty trucking sector. For companies with diverse operational requirements, the ability to choose from a wide array of new trucks, equipped with the latest advancements in fuel efficiency, safety, and driver comfort is a significant advantage.
How Premier Truck Group of Oklahoma City Powers Companies Like Stevens Transport
Beyond new sales, Premier Truck Group also offers an extensive inventory of high-quality, previously owned trucks from all makes. This vast selection, accessible through their expansive dealership network across the US and Canada, ensures that businesses of all sizes, including those expanding their fleets like Stevens Transport, can find the right truck to fit their specific operational needs and budgetary considerations. Their experienced sales team, including contacts like Jonathan Magas (New Truck Sales Manager) and Sunny Ghag (Remarketing Sales Manager), are dedicated to guiding customers through the selection process, ensuring the chosen vehicle is a perfect match for the business.
Unrivaled Service and Maintenance: Maximizing Uptime
Downtime is the enemy of any trucking operation.
Premier Truck Group’s service department is meticulously designed to minimize this impact, offering a full spectrum of maintenance, repair, and diagnostic services. Their team of OEMcertified technicians possesses the expertise and state-of-the-art equipment to handle everything from routine preventative maintenance to complex engine and transmission repairs.
A key differentiator is their ability to perform warranty work on a wide range of brands, including Freightliner, Western Star, Thomas Built Buses, Isuzu, Freightliner Custom Chassis, Detroit, and Cummins. This comprehensive capability ensures that all aspects of a truck’s needs can be addressed under one roof, streamlining the maintenance process for busy fleets.
Furthermore, Premier Truck Group of Oklahoma City offers specialized services that cater to the demanding nature of commercial trucking:
• Mobile Field Service: Recognizing that breakdowns can happen anywhere, their fully equipped Mobile Service trucks are ready to provide onsite troubleshooting, diagnostics, light engine repairs, air conditioning service, electrical system repairs, and even onsite warranty repairs. This mobility is a critical asset for long-haul operations.
• Roadside Assistance: For those unexpected moments on the road, Premier Truck Group provides access to roadside assistance and technical information, ensuring help is always within reach.
• Elite Support Program: As an Elite Support certified dealer, Premier Truck Group adheres to stringent criteria across customer service areas. This includes “Express Assessment,” aiming to provide a preliminary assessment of needed repairs, estimated completion time, and cost within two hours of arrival. This commitment to transparent and timely communication is invaluable for fleet managers planning their routes and schedules. The program also emphasizes “Robust Parts Available” through a data-driven stocking program and “Exceptional Amenities” for drivers while their trucks are being serviced.
• Oasis RV Service Network: For recreational vehicle owners, the dealership is also part of the Oasis RV Service Network, with technicians trained to work on FCCC chassis and access to a nationwide parts distribution system.
Parts Department: The Right Components, Right Away
Having the correct parts readily available is crucial for efficient repairs and maintenance. Premier Truck Group’s parts department stocks a large selection of OEM and aftermarket parts, including those for Freightliner, Detroit, Thomas Built Bus, and Alliance. Their commitment to using OEM branded replacement parts ensures higher quality, better fit, and longer life for critical components, directly contributing to the longevity and reliability of a commercial fleet.
State-of-the-Art Collision Repair: Getting Back on the Road
Accidents, unfortunately, are a reality in the trucking industry. Premier Truck Group of Oklahoma City’s collision center, conveniently located on the same property as the main dealership, is a full-service, heavyduty paint and collision repair facility. Staffed by factorytrained technicians, they are dedicated to reducing downtime and getting damaged trucks back on the
road quickly. They work seamlessly with all insurance companies and provide quick and accurate estimates, simplifying the recovery process for their clients.
Financial Services: Supporting Your Investment
Understanding the significant investment that commercial vehicles represent, Premier Truck Group offers comprehensive financial services, including truck financing, insurance, and extended warranty coverages. These services are provided at competitive prices, designed to fit various budgets and provide peace of mind for truck owners and fleet operators.
The Partnership with Stevens Transport: A Synergistic Relationship
For a company like Stevens Transport, with its extensive fleet and rigorous operational demands, a partnership with a dealership like Premier Truck Group of Oklahoma City is more than a vendor-client relationship—it’s a strategic alliance. Stevens Transport’s commitment to delivering goods safely and efficiently across long hauls
requires a fleet that is consistently in top condition. Premier Truck Group’s ability to provide timely service, readily available parts, and expert repair capabilities directly supports Stevens Transport’s operational continuity and overall success.
Whether it’s acquiring new, fuel-efficient Freightliner or Western Star models to expand their capacity, ensuring existing trucks receive top-tier preventative maintenance, or swiftly addressing unexpected repairs, Premier Truck Group serves as an indispensable partner. Their mobile service and roadside assistance are particularly vital for a company with trucks constantly on the move, offering a lifeline that minimizes disruptions. The emphasis on customer care, coupled with competitive pricing, aligns perfectly with the needs of a large-scale trucking operation focused on both performance and fiscal responsibility.
Experience the Premier Way Today
Premier Truck Group of Oklahoma City stands as a testament to comprehensive commercial vehicle support. Their dedication to a customer-centric approach, combined with a full suite of services encompassing sales, maintenance, parts, collision repair, and financial solutions, makes them an invaluable asset to the commercial trucking community.
For Stevens Transport and other businesses relying on robust and reliable commercial vehicles, Premier Truck Group of Oklahoma City is not just a dealership; it is a strategic partner, committed to their success on the open road.
To learn more or to experience the Premier Way, commercial vehicle operators and businesses are invited to call (405) 917-5009 or visit Premier Truck Group online at premiertruck.com.
“THIS IS NOT JUST A BUSINESS – IT’S OUR WAY OF LIFE. WHEN ALL OF US ARE IN IT TOGETHER, WE HAVE TO MAKE THINGS WORK”
OILFIELD TRANSPORTATION – Stevens provides 24/7/365 expedited hauling for the oilfield industry, from lightweight loads to oversized freight across the lower 48 states.
DRY FREIGHT SOLUTIONS – The company specializes in full truckload deliveries with around-the-clock dispatch and satellite tracking.
SPECIALIZED EQUIPMENT FLEET – Its versatile fleet includes flatbeds, double drops, gin trucks, winch trucks, hotshots, lowboys, forklifts, and more – ready for any job.
SMARTER GREEN INITIATIVES – Stevens is committed to reducing its environmental impact through efficient technology and sustainable transportation practices.
As part of its family atmosphere, Stevens places its employees front and center through showcases and marketing campaigns.
This puts names to faces and provides a window into the inner workings of the business and an understanding of its morals and
IN-HOUSE MAINTENANCE
Stevens uses a lot of cutting-edge technology and software programs to carry out maintenance in-house.
“It requires true logistics when managing purchase orders, invoicing, stock keeping units (SKUs), and all
these different things yourself, rather than just making a payment on a truck you’re leasing,” Cole enlightens.
Add in the fact Stevens has 400 trucks moving around the US in real time tied to another 400 active and 1,400 dwelling trailers, it’s a large operation with thousands of moving pieces per day.
“You need to have some form of centralized dispatch and maintenance programs to keep your core data together and ensure you’re all executing in sync.
“We always say we should be a well-oiled machine and moving like an engine. The pistons should be firing in
tandem,” he elaborates.
Stevens is expanding with some terminals in Southwest OK – key real estate that will help the company better service customers and give its operations team more flexibility when it comes to equipment and maintenance.
“Whenever you get to open up a terminal that has a full-service shop, that’s a big thing. Because we do all our maintenance in-house, it’s really exciting what’s going on,” Cole concludes.
As well as putting its real estate acquisitions to bed, Stevens is focused on winning new business for some large blue-chip
keeping up its safety program, and building on vendor relationships as the company pursues sustained, healthy, and organic growth.
THE NEW AGE OF COLD CHAIN
On a mission to provide innovative supply chain solutions to its customers, Arcadia Cold blends modern facilities with best-in-class technology and decades of industry experience. Chris Hughes, co-Founder and CEO, tells us more
The US cold chain logistics industry has been characterized by an active and evolving economy over the past 15 years.
This can largely be attributed to a rise in mergers and acquisitions within the private equity sector during the mid-2000s – a space which had previously been capitalized by non-institutional sponsors, including families and high net-worth individuals.
As a result, three major new players began to dominate the market –Americold, Lineage, and AGRO Merchants Group.
Following the COVID-19 pandemic,
the sector continued to develop further as a wide array of new capital investors and start-ups emerged, seeking to monopolize on the postpandemic growth of the refrigerated and frozen food categories, alongside e-commerce and direct-to-consumer demand.
“Some of those new entrants have been successful in fulfilling their investment thesis, but many have not due to the operational experience required to be truly successful as a cold storage third-party logistics (3PL) provider,” opens Chris Hughes, co-Founder and CEO of Arcadia Cold (Arcadia).
A premier 3PL provider of cold storage and handling services, Arcadia boasts seven operational facilities across the US, with two more slated to launch in Q1 2026.
The company’s locations in Atlanta, Georgia; Hazleton, Pennsylvania; Burleson, Texas; Phoenix, Arizona; Reno, Nevada; Jacksonville, Florida; Charleston, South Carolina; Joliet, Illinois (Q1 2026); and Crown Point, Indiana (Q1 2026) amount to 350,000 pallet positions and 2.6 million square feet of refrigerated and frozen capacity.
“We support a wide array of retail grocery, food service distribution, and e-commerce end markets,” he details.
Arcadia also represents a diverse set of food manufacturers who produce and sell consumer packaged goods, poultry, beef, dairy, seafood, beverages, probiotics, and other
commodities for both business-tobusiness (B2B) and business-toconsumer (B2C) needs.
STANDING OUT FROM THE CROWD
Since Arcadia’s inception in early 2021, its modus operandi has been to design, build, and operate stateof-the-art facilities in key logistical areas across the US to support the distribution, storage, and handling needs of its customers.
“The key to our strategy – and our primary area of differentiation –has been to build our facilities with careful design considerations that meet the modern product handling requirements of today and well into the future,” Hughes reveals.
The company also strives to provide industry-leading technology and supply chain information capabilities,
offering the best customer experience of any provider in the industry.
Arcadia’s greenfield strategy provides unique value to customers that many of its competitors cannot – offering a high-touch, customerfocused model that operates within new, highly convertible and efficient facilities located in key supply chain hubs across the country.
“As many existing providers have grown largely through acquisitions, this has resulted in somewhat disparate systems, disjointed and inaccurate information, and older, less efficient buildings – all driving higher costs and lower customer satisfaction,” he observes.
As such, Arcadia provided muchneeded market improvement through its greenfield model and has been capitalizing on this approach since inception.
COULD YOU TELL US MORE ABOUT YOUR CORPORATE PURPOSE STATEMENT?
Chris Hughes, co-Founder and CEO: “Our corporate purpose statement, ‘Creating a Legacy for Good’, is a double entendre of sorts.
“We are building exceptionally well-designed hard assets in our buildings that will withstand the test of time for years to come, but we are also focused on making an important impact on the communities in which the buildings are located.
“We understand that we are creating well-paid positions in new markets, and those positions are filled by people looking to further their individual and family’s financial well-being.
“Arcadia has a direct influence on helping folks put their kids in school, renting or buying a new home, or simply improving their way of life.
“The multiplicative effect when you are talking about 70-100 employees in each of our locations is a wonderful thing to think about. To me, this is the most important legacy of what our growth vision is about. The profits always follow good intentions.”
Innovative Refrigeration Systems and Arcadia Cold:
A Proven Partnership in Cold Storage Excellence
Innovative Refrigeration Systems is proud to partner with Arcadia Cold on a growing portfolio of cutting-edge cold storage facilities designed for the modern food supply chain. Arcadia’s expertise in cold chain logistics and third-party logistics operations pairs seamlessly with Innovative’s leadership in natural refrigeration design-build solutions, specializing in transcritical CO₂ and ammonia systems. Together, we’re delivering scalable, energy-efficient systems tailored to the evolving and rapidly growing needs of perishable food manufacturers and retailers.
In Jacksonville, FL, a 315,000 square foot facility went online in October 2024. Engineered for high-volume throughput and flexibility, it includes nearly 900,000 lbs of blast freezing capacity per 24 hours, 1,500 TR of refrigeration, and fully convertible temperature zones to support a range of customer needs.
Currently underway is Charleston, SC, which is set for completion in 2025, spanning 250,000 square feet and follows the same high-performance design standards, including a 640 TR refrigeration system and multi-temperature room flexibility. Our collaboration of facilities with Arcadia Cold are outfitted with premium, custom features tailored specifically for each project. These include rooftop-mounted penthouse evaporators, packaged mechanical houses, and VFDs for
optimized energy efficiency. Waste heat is recovered through glycol underfloor warming systems, supporting long-term sustainability and performance. Intelligent demand-based controls with real-time power monitoring, stainless steel valve station piping, and all-welded valves ensure durability, precision, and control at every level.
These facilities represent just a few examples of the highquality, high-efficiency cold storage infrastructure that defines our ongoing partnership with Arcadia Cold.
By combining Arcadia’s operational excellence and deep understanding of cold chain logistics with our technical expertise in natural industrial refrigeration, we’re continuing to set new standards for what modern cold storage can achieve. Collaborative solutions that are not only fit for today’s demands, but ready for tomorrow’s growth.
Innovative Refrigeration Systems specializes in:
• design/build
• compliance
• energy efficiency
• engineering services
• refrigeration/compliance training
• process safety/risk management software
We also offer service coverage anywhere in the continental US, Alaska, Canada and the Caribbean.
Differentiated by more than just its operating model, the company’s strong culture further sets it apart from the competition.
“We’ve intentionally built our culture by developing our core values – community, impact, accountability, humility, integrity, and transparency. I don’t think you can build a highly successful company without building an exceptionally strong culture from within,” Hughes reflects.
Recruitment, training, and hiring likewise play into the company’s culture as it seeks to train and recruit individuals who will lean into its values.
Hughes also believes that Arcadia’s internal beliefs naturally overflow into the relationships it builds with customers.
“If our customers trust that we will be transparent and accountable for our actions, be open and honest, and demonstrate integrity in everything
we do, they will trust us with their business and their brand,” he details.
Ultimately, Arcadia believes it is a custodian for its customers’ brands – a responsibility the company takes very seriously.
TECH-AHEAD
Another incredibly important part of Arcadia’s service offering is its technology architecture – something that drives the success of the business and is a huge differentiator in the market.
It’s also an area the company spends considerable time and resources on to advance overall functionality for the benefit of its customers.
“Given that we started the company from scratch in 2021, we needed to select, test, implement, and train our entire organization on the new, state-of-the-art technology,” Hughes emphasizes.
“WE’VE INTENTIONALLY BUILT OUR CULTURE BY DEVELOPING OUR CORE VALUES –COMMUNITY, IMPACT, ACCOUNTABILITY, HUMILITY, INTEGRITY, AND TRANSPARENCY”
– CHRIS HUGHES, CO-FOUNDER AND CEO, ARCADIA COLD
This included training around the warehouse management system (WMS), transportation management system (TMS), appointment management system (AMS), finance and accounting, human resources (HR) and benefits, billing, and its proprietary customer-facing web portal, ArcadiaOne™.
“While our competition also has these types of systems, they might have been cobbled together through acquisitions of disparate systems or built from scratch – in either case, they lack the best-in-class functionality that our systems possess,” he adds.
Moreover, Arcadia offers a single system platform across its entire network through its software-as-aservice (SaaS)-based supply chain management system, Blue Yonder, which provides customers with uniform, consistent, and real-time information – regardless of where their product is stored within the network.
A single sign-in affords a real-time view into all aspects of any given customer’s supply chain, including inventory and order status, product hold and release functionality, realtime reporting and alerts, and a highly summarized invoicing and paperwork function via ArcadiaOne™.
“I’m very pleased with where we are with this facet of our operations, and we are laser-focused on furthering the functionality of future releases for our current and prospective customers,” Hughes informs.
SMOOTH OPERATION
Arcadia believes operational performance is the cornerstone of any 3PL provider and is able to flawlessly receive and process customer products and pick, stage, and ship orders.
“Without this ability, it defeats the purpose of our customers outsourcing to us in the first place,” Hughes notes.
As the company was able to build its operating procedures from scratch, it was also able to leverage its management team’s collective cold storage industry experience – which amounts to over 110 years – to ensure it could purpose-build a best-in-class operating model.
“In short, we built our operations around all the obstacles and irritants we’d encountered in the past, ensuring our customers get the best experience across the supply chain, no matter which stage or point they interact with us,” he outlines.
For Arcadia to achieve this status of excellence, however, it wasn’t only down to the hard work and effort of its team – the company is fortunate to have partnered with exceptional trading partners.
These include, but are not limited to, material handling equipment (MHE),
software and hardware, cold storage protective apparel, maintenance providers, and its financial sponsor and growth partner, Saxum Real Estate.
“As a start-up, we were blessed to have the commitment and trust of our financial partners and operational suppliers. As a result, those relationships will be long-lasting and mutually beneficial,” Hughes assures.
For Arcadia, trust and commitment are a two-way street – and many of its trading partners are the reason it has grown to the size it is today.
CONTINUED GROWTH
Alongside its partners and suppliers, Arcadia is also proud of its dedicated team of employees.
“I am extremely fortunate to work alongside my committed team day in, day out,” Hughes smiles.
Doubling down on the notion that culture is directly correlated to the success of any business, Hughes points out that his team has been laser-focused on ensuring the company’s ongoing quality performance by hiring and retaining the right people.
“Each of my departmental heads is fully empowered to make decisions and be accountable for the performance management of our 250 teammates, fostering an environment of collaboration, accountability, and transparent communication,” he prides.
With utter trust in the quality and expertise his teammates bring to the
fore, Hughes is confident in the way the entire company is aligned on its goals and objectives, allowing it to exceed targets time and time again.
Going forward, Hughes’ priority is to ensure all nine of Arcadia’s buildings achieve their projected stabilized occupancy and that the company continues to execute its customers’ demands.
“My goal is to carry on providing the high level of customer service that we have to date and to monitor customer feedback on a regular basis,” Hughes surmises.
With plans already in place to continue to expand and diversify the number and type of facilities it operates, the company continues to grow alongside the satisfaction of its customers.
“We’re looking to achieve an even balance between distribution, port-based, and plant-proximate storage and handling services to offer a diverse set of capabilities for our customers to take advantage of,” he concludes.
FULFILLING PROMISES FROM CLICK TO DELIVERY
A proven partner for e-commerce fulfillment solutions trusted by industryleading global brands, Radial offers scalable, reliable, and technology-driven solutions. We speak to David Welsh, Vice President of Operations, to learn more
Built upon more than 40 years of e-commerce experience and providing intelligent solutions to the retail industry, Radial is where expertise meets excellence.
With a track record that speaks for itself, the company proudly offers innovation that drives operations, allowing businesses to stay ahead of the curve and provide shoppers with a seamless and consistent retail experience.
“Leveraging over four decades of industry expertise, Radial tailors its services and solutions to align strategically with each brand’s unique needs,” introduces David Welsh, Vice President of Operations.
“For modern brands seeking a streamlined onboarding process and flexible fulfillment model, we provide a configurable solution that optimizes space utilization and cost efficiency.”
The company was formed in April 2016 following the merger of Innotrac and eBay Enterprise, before it was acquired by leading Belgian postal operator, bpost, in 2017.
With this acquisition, Radial gained the capital and focus needed to continue innovating and improving its offerings.
Headquartered in King of Prussia, Pennsylvania, the company employs over 4,000 global team members and is the country’s largest third-party logistics (3PL) fulfillment provider, offering integrated payment, fraud detection, and omnichannel solutions to mid-market and enterprise brands.
“Our client base comprises approximately 150 leading retail brands and businesses spanning 15 diverse industry verticals, and our experience encompasses various retail niches, including apparel, footwear, health and beauty, home goods, and more,” details Welsh.
Operating more than 30 fulfillment centers in North America and Europe, Radial supports brands in tackling common e-commerce challenges.
With a commitment to fulfilling promises from click to delivery, the company empowers brands to navigate the dynamic digital landscape with the confidence and capability to deliver a seamless, secure, and superior e-commerce experience.
“Radial’s integrated solutions are also modular, so they can be implemented stand-alone,” furthers Welsh.
“We enable retailers to rapidly launch business models, continually improve commerce operations, and offer an omnichannel consumer experience.”
FOUR DECADES OF E-COMMERCE EXPERIENCE
Radial prides itself on assisting customers in processing orders smoothly with technology-driven solutions.
It does so by leveraging highly connected, cloud-based technology, providing a unified view of the entire order flow and ensuring efficient and accurate fulfillment from day one.
“Our platform enables connection to hundreds of pre-built integrations that allow us to instantly pull orders from any source, offering rapid, oneclick configurations with all of our clients’ sales channels and existing systems,” informs Welsh.
Additionally, Radial serves to differentiate itself through various benefits that are unique to its services.
“From our expert developers continually improving our technology to our dedicated operations staff personally serving consumers, Radial team members collaborate to achieve our clients’ business goals,” expands Welsh.
Equally, the company recognizes the power of data and importance of personalized support. Its solutions not only capture and analyze data end-to-end but also ensure that clients have a dedicated support system in place.
WHAT MAKES THE US SUPPLY CHAIN INDUSTRY AN EXCITING AND COMPLEX SPACE?
David Welsh, Vice President of Operations: “The most interesting and recent trends I’ve seen are niche solution companies popping up in the sector.
“They offer out-of-the-box solutions which are stack-andplay and solve specific problems, including returns processing technology, business-to-business (B2B) and retail compliance, and highly configurable systems. Some of the niche players are augmented with artificial intelligence (AI) and have powered their solutions to provide greater business intelligence, visibility, and scale as
Radial’s account managers leverage their in-depth understanding of clients’ business goals and challenges to align analytics insights with practical strategies. This effort ensures clients gain valuable insights from the data and have a clear roadmap for implementing changes that positively impact their operations.
“Every client benefits from our extensive experience, industry expertise, proven best practices, and market-leading capabilities,” explains Welsh.
“By bridging the gap between analytics and account management, we provide a holistic solution that goes beyond data analysis – it’s about translating insights into actionable plans and continuous support for sustained success.”
DELIVERING TANGIBLE RESULTS
Recently, Radial introduced Radial Fast Track – a scalable, cost-effective fulfillment for modern brands.
This new solution, which was formally launched in March 2025, was conceptualized to help brands rapidly scale fulfillment capabilities.
“Radial Fast Track allows us to offer a pay-as-you-go solution that provides high-performance, reliable technology systems with pre-built integrations and hundreds of commerce platforms and retail channels, as well as a simple set-up to get operational in as little as one week within our network of fulfillment centers across North America,” states Welsh.
The program was built as an innovative solution with the ideal blend of intuitive high-performance technology, reliable operational excellence, and deep industry expertise to ensure success.
Radial Fast Track is specifically designed to be easy to use, with fast integrations and easily configurable connectors, so modern brands
Building the foundation for your business.
Our services cover a broad range of essential technologies. From structured cabling using Cat6 and fiber optics, to building a robust network infrastructure that ensures smooth, high-speed data transmission, CommX Networks designs systems that are both future-proof and tailored to specific needs.
can get up and running swiftly and seamlessly across all of their channels and platforms.
“Our commitment to modernization allows us to continuously stay nimble in the face of new challenges, and it will continue to shape our future,” affirms Welsh.
With dynamic market forces like evolving client and consumer behaviors and economic volatility, today’s brands are looking for practical fulfillment, reliable solutions, and speed to market.
Equally as important to Radial’s continued growth and outlook toward the future is its dedicated team members.
“Empowering our staff and recognizing their contributions is at the heart of our transformation leadership model. We believe that true innovation and success stem from a culture where every individual feels valued and motivated,” details Welsh.
CommX Networks is a leading provider of networking and security solutions in the SWFL region and nationwide, known for delivering reliable and innovative systems to commercial clients. With 18 years of experience, we have built a strong reputation for creating efficient, customized IT infrastructure that enhances connectivity and security.
Whether you manage a warehouse or office unit, CommX Networks has the expertise to design, install, and maintain network systems you need. Our team provides reliable support and efficient network solutions to streamline your operations.
“LEVERAGING OVER FOUR DECADES OF INDUSTRY EXPERTISE, RADIAL TAILORS ITS SERVICES AND SOLUTIONS TO ALIGN STRATEGICALLY WITH EACH BRAND’S UNIQUE NEEDS”
– DAVID WELSH, VICE PRESIDENT OF OPERATIONS, RADIAL
The company achieves this through its leadership pillars, namely Envision, We Make Sense, We Connect, and We Innovate.
For its Envision pillar, Radial creates and articulates a compelling and inspiring vision for the future. By sharing this, it empowers team members to see the bigger picture and understand how their contributions drive collective success.
Through the We Make Sense pillar, the company understands complex
situations and provides clarity amidst uncertainty, endowing its team with the confidence to navigate challenges and make informed decisions.
We Connect, meanwhile, involves building strong and lasting relationships and fostering collaboration.
“Recognizing contributions is integral to this pillar as we celebrate achievements and encourage teamwork, ensuring everyone feels appreciated and part of a cohesive unit,” informs Welsh.
RADIAL DIFFERENTIATORS
SPEED TO LAUNCH – This offers modern brands the ability to onboard and launch quickly with reliable, high-performance technology systems.
PEOPLE-CENTRIC APPROACH – Radial invests in its people, fostering a culture of continuous learning and translating into a workforce that genuinely cares about delivering a positive consumer experience.
STRATEGIC SCALABILITY – The company offers scalable solutions that can seamlessly adjust to changing needs, whether a customer is experiencing rapid growth, seasonal fluctuations, or market shifts. With a network of strategically located warehouses and trusted transportation partners, Radial can efficiently manage operational needs regardless of geographical footprint.
CULTURE OF INNOVATION – By continuously investing in emerging technologies such as automation, robotics, and data analytics, Radial optimizes logistics operations and gains a competitive edge. The company is constantly seeking new and innovative ways to improve its processes and services, ensuring operations remain efficient and cost-effective.
INTEGRATED SOLUTIONS – Radial empowers a seamlessly integrated solution designed to optimize and simplify the entire e-commerce order journey. It prioritizes transparency throughout the integrated process, including comprehensive fraud screening, secure payment transactions, and streamlined returns management for a hassle-free experience. Radial’s integrated solution simplifies operations management, reduces complexity, and minimizes overall logistics costs.
Lastly, the We Innovate pillar demonstrates Radial’s creativity and innovation in problem-solving and adaptating to change.
Empowerment comes from trusting its team to bring unique ideas to the table and recognizing their innovative solutions, which drives progress and adaptability.
WHERE EXPERTISE MEETS EXCELLENCE
In parallel to the continued expansion of Radial’s products and service offerings to its vast clientele, the company is highlighting its dedication to sustainability and community engagement.
“We’re proud to share that our robust corporate social responsibility (CSR) program is built around three core principles – well-being, environmental sustainability, and economic empowerment,” shares Welsh.
In 2025, Radial deepened its commitment to these principles
“FROM OUR EXPERT DEVELOPERS CONTINUALLY IMPROVING OUR TECHNOLOGY TO OUR DEDICATED OPERATIONS STAFF PERSONALLY SERVING CUSTOMERS, RADIAL TEAM MEMBERS COLLABORATE TO ACHIEVE OUR CLIENTS’ BUSINESS GOALS”
– DAVID WELSH, VICE PRESIDENT OF OPERATIONS, RADIAL
through meaningful partnerships and initiatives.
At the corporate level, the company is honored to support Team Rubicon, an organization mobilizing veterans and volunteers to respond to natural disasters and humanitarian crises, ensuring critical aid flows to communities in need.
Additionally, Radial proudly supports the Clean Air Task Force, which drives innovation and policy to combat climate change, alongside its long-standing partnership with Dress for Success, which uplifts and equips women to achieve economic independence.
“We have implemented a Supplier Code of Conduct to ensure we do business with environmentally and socially responsible partners,” specifies Welsh.
Moving forward, the company will continue to focus on helping clients achieve their growth goals by fulfilling promises from click to delivery. It is also concentrating on actively expanding its market reach through innovative solutions to attract new business, with vertical diversification key to accomplishing this.
“Our priority for the coming years is to create value through the power of our people and technology,” concludes Welsh.
Internally, Radial has deployed solar energy at one of its warehouses and is nearing the completion of a companywide conversion to LED lighting across all facilities.
“These efforts reflect our belief that corporate responsibility is not just a program – it’s a shared commitment to creating positive impact for our employees and communities,” he prides.
As part of the company’s commitment to sustainable solutions, it is actively working to decrease its environmental impact by operating in an increasingly sustainable way.
Rio Metro Regional Transit District is the primary local transport provider spanning several key counties across New Mexico. We find out how this innovative network is expanding and developing with Director of Operations, Robert Gonzales
Writer: Ed Budds | Project Manager: Poppi Burke
In 2003, in a game-changing act of transformation for the local transport sector, the New Mexico Regional Transit District Act was passed, enabling the formation of multi-jurisdictional transit agencies.
The purpose of this legislation was to provide safe and efficient regional transit services, reduce congestion, crashes, and pollution caused by single-occupant vehicles, while simultaneously extending the life of the state’s roads.
It was also tasked with providing transportation alternatives, particularly for transit-dependent groups such as seniors, youth, low-income, and mobility-impaired residents.
Finally, the legislation aimed to provide better access to education and higher-paying jobs, alongside dramatically reducing oil dependence.
Borne out of this transformative shift, Rio Metro Regional Transit District (Rio Metro) is a regional transit organization spanning four New Mexico counties in the Albuquerque metropolitan area, including Four Pueblos.
“Our main competition is the automobile. In today’s setting, commuters are using their cars and love the convenience and flexibility of having their own transportation,” introduces Robert Gonzales, Director of Operations.
“Our mission is to re-educate people on the benefits of leaving their cars to use rail as their primary mode of transit,” he lays out.
FORWARD-THINKING CONNECTION
Rio Metro has developed a bold, forward-thinking, consensus vision for the future of transit in the broader Albuquerque region.
Today, its New Mexico Rail Runner Express (NMRX) commuter train runs across the 100-mile NMRX corridor, spanning from Belen to the New Mexico State Capitol in Santa Fe. Alongside this, Rio Metro operates
HOW DO YOU MANAGE AND MAINTAIN YOUR RELATIONSHIPS WITH BOTH CLIENTS AND SUPPLIERS?
Robert Gonzales, Director of Operations: “We take a very personable approach to our relationships with our partners and suppliers in that we work very closely together as a team, coordinating directly several times a week, if not daily. We work together toward a shared goal, and this has worked brilliantly for us to date.
“In terms of government, we have a great partnership with all the local municipalities and tribes along our corridor. We participate or host frequent face-to-face meetings with these entities, usually monthly or weekly. As such, we all work together as a team to identify, plan, and address issues immediately.
“Regarding our people, the key is to make each member of our staff feel empowered to make decisions on their own, and, so far for me in my current role, that has worked out really well!
“You give guidance when people ask for it and otherwise step back and let them do their jobs. It’s important to recognize all the efforts of our dedicated staff and the hard work they put into each project they’re working on and commend them for it.”
TH
Huitt-Zollars is a national 100% employee-owned firm that provides solutions for the built environment.
With offices that span east to west coast, we have the team and breadth of expertise to handle any project. With over 45 years of partnering with major transit agencies across the nation, Huitt-Zollars has the expertise to provide mass transit solutions on pulse with emerging trends, based on solid best practices. Transit experience includes on-call architecture and engineering; light rail transit (LRT), commuter rail, and bus rapid transit (BRT) design; facility design, corridor and regional planning; major investment studies; and urban and human-centered design.
For our bus-focused clients, we have engineered numerous highspeed ground transportation solutions. Our rail-focused clients (LRT, commuter, and freight) have benefited from our expertise with the design of tracks (including special track work), guideways and rights-of-way, tunnels and bridges, and trolley/streetcar lines.
Our transit structure design projects are comprised of a broad mixture of intermodal and multimodal buildings, maintenance and operations facilities, electric-charging facilities, stations, terminals, and yards.
Contact: Richard Robyak, PE – Sr. Vice President:
Phone: (214) 871-3311
Email: rrobyak@huitt-zollars.com
Website: www.huitt-zollars.com
huitt-zollars-inc Huitt_Zollars
a branch of the corridor connecting Los Angeles with Chicago via Amtrak – the National Passenger Railroad Corporation for the US.
“We also provide shuttle services in two counties that connect to NMRX, along with both our shuttle and rail routes joining other transit
connections including routes to the Albuquerque International Sunport, University of New Mexico, Sandia National Laboratories, and further cities like Los Alamos and Socorro,” Gonzales prides.
As the lead operator of the NMRX railroad, Rio Metro dispatches transit
across the entire corridor with tenant railroads Burlington North Santa Fe (BNSF), Amtrak, and Santa Fe Southern, along with the historic 2926 steam locomotive.
“Our client base is and always has been local commuters, as well as a steady tourist population,” he tells us.
RIO METRO – MISSION, VISION, AND CORE VALUES
MISSION
For the benefit of its diverse local communities and the regional economy, Rio Metro collaborates to provide safe, accessible, efficient, and innovative transportation services.
VISION
A leader in moving the region forward, Rio Metro connects its diverse residents and communities and supports sustainable prosperity.
CORE VALUES
• EXCEPTIONAL CUSTOMER EXPERIENCE – Customers come first in all that Rio Metro does.
• TRANSFORMATIVE REGIONAL SERVICES – The company provides a range of services to meet its region’s diverse needs.
• STRONG TRANSIT-CENTERED COMMUNITIES – Rio Metro’s services help shape its communities for the better.
• SOUND FINANCIAL STEWARDSHIP – The company aims to be good stewards of the public resources entrusted to it.
• INNOVATIVE PROGRAMS AND PARTNERSHIPS – Rio Metro always thinks outside the box and seeks collaboration.
• INDUSTRY-LEADING KNOWLEDGE AND PRACTICE –Its people take pride in leading the region forward.
“OUR CLIENT BASE IS AND ALWAYS HAS BEEN LOCAL COMMUTERS, AS WELL AS A STEADY TOURIST POPULATION”
– ROBERT GONZALES, DIRECTOR OF OPERATIONS, RIO METRO REGIONAL TRANSIT DISTRICT
At present, the dedicated Rio Metro team consists of about 30 employees, alongside the entire NMRX team who are responsible for operating and maintaining the track and signal system, totalling approximately 300 hard working members overall.
UPGRADING THE NETWORK
Right now, the US transit network can’t compete with the standards in Europe, for example, but Gonzales believes that things are moving in the right direction, progressing gradually each year.
“Across America, there are plenty of exciting new developments in high-speed rail such as in Brightline, Florida, and a train that’s currently being built between California and Las Vegas, Nevada. People are really excited for these new high-speed rail operations!” he delights.
Furthermore, Rio Metro has an equally promising slate of projects underway, including the rebuilding and upgrading of its signal systems.
“Positive Train Control (PTC) is a federally mandated safety overlay system that is used over our 100-mile corridor.
We have recently upgraded our old pole-line to Centralized Traffic Control (CTC) in downtown Albuquerque and on our line that runs east to Lamy.
“This has allowed us to eliminate Track Warrant Control (TWC) from our territory. Over the past few years, we’ve done a lot to clean up our operations to make them more streamlined,” Gonzales explains.
EXPANSION AND RECONFIGURATION
Signifying one of the company’s major ongoing projects, Rio Metro is currently in the process of designing and building the New Mexico Rail Runner Express Operations and Maintenance Facility (NMRX OMF).
“Currently, our mechanical team performs all its work, inspections, and servicing outdoors in the elements, so this maintenance facility is a priority to get the team out of the weather,” says Gonzales.
“We have built two new sidings, which have greatly increased on-time performance for NMRX and our tenant railroads, and we have two more sidings in the works. Their location was based on studies which identified critical areas that would provide the best benefit,” he adds.
The company has also been working on the Albuquerque Rail Trail, which includes rehabilitating three crossings on the Sawmill segment through which the trail will eventually run.
This project also includes a new pedestrian grade crossing along Central Avenue – part of the historic Route 66 – reconfiguration of Rio Metro’s three main lines, and implementation of three storage tracks, while the north yard lead track and its Downtown Albuquerque Station platforms will accommodate a new pedestrian crossing.
“We have also worked with several
municipalities along our corridor to construct pedestrian trail crossings to provide a safe route over the tracks, including in the town of Bernalillo, the village of Los Lunas, Santo Domingo Pueblo, and Isleta Pueblo,” Gonzales expands.
All of these exciting projects contribute toward an exciting portfolio of projects and ongoing investments for Rio Metro.
“As mentioned before, our major priority is the new NMRX OMF, which encapsulates an optimistic outlook for the future of the company,” he proudly concludes.
Providing leading offshore services for clients worldwide, Vallianz Offshore Marine Pte Ltd offers a diverse fleet of vessels and a distinguished vertically integrated approach. CEO, Ling Yong Wah, and Chief Marketing Officer, Gavin Tan, delve deeper into the company’s unparalleled dedication to operational excellence
Writer: Lucy Pilgrim | Project Manager: Ben Weaver
Following a surge in energy prices and oil and gas developments over the last five years, the offshore services sector in the Asia Pacific (APAC) region is a hive of renewed activity.
This influx of operations equally comes with its challenges, with
major oil and gas organisations facing increasingly tight regulations and environmental, social, and governance (ESG) expectations.
Simultaneously, there is a notable shortage of support and assets from both local and international offshore support vessel (OSV) providers, whilst
current geopolitical uncertainties and supply chain disruptions further complicate the operational environment.
Nevertheless, for companies such as Vallianz Offshore Marine Pte Ltd (Vallianz) – who has invested in digitalisation, fleet modernisation,
and strong regional partnerships –this environment presents significant opportunities.
“These investments have enabled us to operate with agility and continue to deliver value to our clients across the region,” introduces Ling Yong Wah, CEO.
Backed by over 20 years of experience, Vallianz is a leading OSV provider of offshore marine solutions and a strong force in the global energy sector.
AN ARRAY OF OFFSHORE OPERATIONS
Headquartered at Labrador Tower in Singapore, Vallianz is a wholly owned subsidiary of Vallianz Holdings Limited – a publicly listed company on the Singapore Stock Exchange (SGX).
Vallianz, combined with its subsidiaries, joint ventures (JVs), and associates, owns and operates a diverse fleet of over 100 OSVs,
GLOBAL PRESENCE – Serving major energy and national oil companies worldwide OVER 70 VESSELS – Supporting exploration, development, and production operations LISTED COMPANY – Catalistlisted on the SGX
ranging from anchor handling tugs, platform supply vessels, accommodation workboats, flattop cargo barges, liftboats, and semi-submersible barges, primarily deployed across the Middle East and APAC regions.
Beyond vessel chartering, management, and brokering, Vallianz also provides project management, in-house engineering, shipbuilding, repair, and conversion capabilities through its shipyards in Batam, Indonesia, and other third-party yards.
“Currently, we are project managing 33 new buildings across eight shipyards in four countries, not including the four liftboats we delivered in 2024,” informs Gavin Tan, Chief Marketing Officer.
The company’s primary clients comprise major national oil companies, windfarm developers, and global engineering, procurement,
installation, and commissioning (EPIC) contractors.
Over the last 20 years, Vallianz has also established a number of notable regional partners – such as Rawabi Holding in Saudi Arabia and Marineast Vallianz Offshore Co., Ltd (Marineast) in Thailand – and supported a wide range of projects spanning exploration, production, construction, renewables, and decommissioning.
The company’s workforce, meanwhile, is made up of several hundred dedicated professionals across its operational regions, including vessel operators, crew, shore support, and project teams.
POSSESSING A DIVERSE FLEET
Vallianz is distinguished from its competitors by its vertically integrated model, combining asset ownership, engineering, shipyard, and fabrication capabilities.
VALLIANZ –SUPPORTING THE GLOBAL ENERGY INDUSTRY
“Spanning two continents and serving major energy clients, we deliver complete end-to-end offshore marine solutions,” Ling expands.
Owning and operating its own fleet also gives Vallianz a distinct advantage and strategic edge in the OSV market, particularly for highdemand regions like the Middle East where reliability and responsiveness are critical.
“Fleet ownership enables us to achieve faster deployment and turnaround times, as well as greater flexibility in vessel allocation and scheduling. Operationally, this enhances key aspects such as safety, maintenance, and overall performance,” Tan details.
From a commercial standpoint, fleet ownership enables the company to offer more competitive pricing without compromising on service quality as it continuously invests in technology upgrades, such as electric fuel monitoring systems and digitally planned maintenance systems, which improve operational efficiency and sustainability.
At the same time, Vallianz has been able to retain high quality across all its vessels, extending their service life through proactive refurbishment, dry-docking, and retrofitting programmes.
“In essence, owning and operating our vessels gives us the strategic, operational, and financial flexibility to consistently serve our charterers more effectively, whilst also positioning Vallianz as a reliable, forward-thinking partner in the offshore marine industry,” Tan emphasises.
COMPREHENSIVE, CUTTINGEDGE SOLUTIONS
Vallianz’s comprehensive capabilities are exemplified by the company’s recent standout venture, the Rosmari Marjoram project in Malaysia.
Vallianz played a pivotal role in the operation, leveraging the jacket launching capabilities of Holmen
Pacific, its submersible launch barge, and Vallianz Titan, an anchor handling vessel, to support the project’s jacket launch barge operations.
This was completed in collaboration with the company’s subsidiary, Pt. United Sindo Perkasa (PT USP), where the barge was prepared and configured for loadout conditions.
“This project was especially significant as it showcased Vallianz’s ability to deliver a comprehensive, end-to-end integrated service solution.
“By coordinating marine assets, shipyard support, and launch execution, we successfully met the client’s schedule and operational requirements, reinforcing our reputation as a reliable, full-service offshore partner,” Ling affirms.
Elsewhere, Vallianz has been part of a JV with Rawabi Vallianz Offshore Services Co., Ltd (RVOS) since 2013, supporting the company in its offshore oil and gas operations and infrastructure development.
RVOS is one of the largest offshore marine services and integrated marine solutions providers in the Gulf region.
“OUR FOCUS REMAINS CLEAR: TO EXPAND STRATEGICALLY, OPERATE EFFICIENTLY, DELIVER CONSISTENTLY HIGH-VALUE MARINE SOLUTIONS TO OUR CLIENTS, AND POSITION OURSELVES FOR SUSTAINED GROWTH”
–
LING YONG WAH, CEO,
VALLIANZ OFFSHORE MARINE PTE LTD
As part of its fleet expansion programme, Vallianz has provided project management and in-house engineering services, delivering a variety of vessel types to RVOS specifically tailored to regional requirements.
“This JV has significantly strengthened our regional presence, particularly in the Middle East, and continues to be a cornerstone of our growth strategy,” Tan insights.
Pioneering Pump Solutions for the Maritime Future
Founded in 2007 | Headquartered in Singapore
For over a decade, Delton Marine has been a trusted name in the maritime engineering sector, offering specialized solutions in engine room pump packages and cargo handling systems. From humble beginnings in Singapore, Delton has grown into a major player, renowned for its technical expertise, robust inventory, and exceptional aftersales service across the AsiaPacific region.
OUR JOURNEY
2007: Our Foundation
Established with a focused mission, Delton Marine set out to deliver high-performance engine room pump systems tailored for the marine and offshore industries. Through early partnerships with renowned brands such as DESMI, KSB Itur, SEIM, and many others, the company quickly built a reputation as a trusted supplier in the maritime pump sector.
2012: Diversification and Growth
By 2012, Delton had expanded its scope to include freshwater treatment and advanced cargo handling systems, forging alliances with notable names such as Überell and Allweiler.
2019: Strategic Expansion
Responding to increasing demand, Delton shifted to a larger facility. This allowed for greater inventory, enhanced spare parts support, and more efficient project management, setting the stage for accelerated growth.
2023: Competitive Acquisition
A key milestone was the acquisition of PumpQuip, a competitor in the marine pumps space. This strategic move strengthened Delton’s position in the market and broadened its capabilities.
2024: Record-Breaking Achievements
Delton successfully delivered 120 engine room pump and cargo handling packages across 10+ vessel types within the year. Highlights include 30 AHTS vessels delivered within six months to Rawabi-Vallianz, and 28 Fast Crew Boats (FCBs) for Strategic Marine and Penguin International. Additionally, over 1,000 spare part orders were fulfilled with speed and accuracy.
2025: Pushing Boundaries, Achieving More
Delton proudly marks a year of strategic growth and strengthenedcapabilities. With the continued trust and support of our valued partner, DESMI, we have officially expanded our pump solutions portfolio. This partnership has empowered us to become an authorised supplier of Defence Pumping Systems and Ballast Water Management Systems, a significant step forward in supporting the evolving needs of the marine and offshore industries. Further reinforcing our commitment to excellence, Delton has also achieved ISO Certification across three key standards: ISO 9001:2015 for Quality Management, ISO 14001:2015 for Environmental Management, and ISO 45001:2018 for Occupational Health and Safety. These certifications validate our dedication to delivering high-quality, reliable marine pumps and parts, while upholding the highest standards of environmental responsibility and workplace safety.
• Fluid circulation
• Engine safety
• Cargo transfer
• Fluid mixing
One-Stop Purchasing Efficiency
Clients benefit from consolidated procurement, eliminating the need to coordinate with various vendors. This reduces operational overheads and streamlines project execution.
1. Cost-Effecient and Effective Solution
At Delton, we understand that not every supplier can provide a full range of pumps and even fewer specialize in all of them. That’s why we don’t just offer products; we offer expert guidance. With strong technical knowledge and full support from our team, we help identify the most suitable manufacturer and solution for each specific need. Our bundled offerings and volume-based discounts further make Delton a highly competitive and cost-effective choice for shipbuilders seeking both quality and value.
2. Strong Technical Support
With an in-house team of experienced engineers, Delton can troubleshoot complex pump issues quickly. Unlike vendors with limited product ranges, we handle a wide array of pumps. If a pump issue arises that’s beyond a customer’s expertise, we step in—often saving thousands in third-party engineering costs.
• IMO/USCG compliant
• Species control
• Helicopter refuelling
• NATO-compliant fuel transfer
3. Reliable Aftersales Service
From urgent replacements to last-minute requests, Delton’s well-stocked inventory and responsive service ensure minimal downtime. Our aftersales team is known for their speed, flexibility, and technical precision.
4. Express Fulfilment for Stock Pumps
For in-stock pumps that require IACS certification, we offer a streamlined 2-week fulfilment cycle. Each unit is adapted and tested at our dedicated facility to meet IACS classification standards. Once testing and documentation are completed, the pumps are promptly dispatched, ensuring minimal delay from request to deployment.
Comprehensive Spare Parts Support
We provide tailored spare parts planning to support long-term vessel maintenance, ensuring smooth operations throughout the lifecycle of your equipment. With genuine parts kept in ready stock, we deliver prompt replacements and upgrades. Clients benefit from lifetime support for all supplied pumps and receive expert technical guidance from our seasoned service professionals.
DELTON’S CULTURE AND PEOPLE
Behind every successful pump system lies a dedicated team. Delton Marine prides itself on maintaining a youthful, energetic corporate culture that thrives on innovation and teamwork. We also believe in growing our people. Employees are encouraged to upgrade their skills through training programs such as those offered by FirstCom Academy, ensuring continuous professional development.
LOOKING AHEAD: FUTURE EXPANSION
At the heart of Delton Marine’s leadership is a clear and unwavering vision: to be a dependable solutions provider known for reliability, speed, and technical integrity. The director believes that delivering pumps is only part of the equation— the true value lies in how the company responds when urgency strikes. From handling last-minute part replacements to resolving complex onboard challenges, the team is expected to act with full accountability. Trust, as the director emphasizes, is built through consistent follow-through and honest communication. Every staff member is encouraged to think independently, solve proactively, and uphold the reputation of the brand through action, not promises.
Equally important to the company’s growth strategy is a strong focus on people. The director prioritizes employee development, fostering a culture that balances youthful energy with deep operational experience. Internal upskilling, crossfunctional training, and leadership development are all viewed as long-term investments. As Delton continues expanding its footprint across Asia, the director remains committed to preserving the company’s core values—precision, service ownership, continuous improvement, and longterm client relationships. Over the next three years, Delton aims to strengthen its presence in key markets across Southeast Asia, the Middle East, and China. No matter the region, the standard remains the same: fast execution, dependable outcomes, and solutions engineered to last.
IN CLOSING
Delton Marine is more than a supplier—we are a solutions partner. Through consistent delivery, technical mastery, and a client-first approach, we help shipbuilders and operators sail smoothly into the future. Whether it’s engine room optimization or urgent spare parts, Delton is the name to trust on deck.
AT THE CORE OF SUCCESS
Behind each of Vallianz’s successful projects is a well-orchestrated supply chain, a key driver of the company’s operational excellence.
For projects involving complex setups, offshore installations, and tight schedules, Vallianz’s ability to seamlessly coordinate logistics, procurement, and vessel operations is vital.
Over the years, the company has built long-standing relationships with
“IN ESSENCE, OWNING AND OPERATING OUR VESSELS GIVES US THE STRATEGIC, OPERATIONAL, AND FINANCIAL FLEXIBILITY TO CONSISTENTLY SERVE OUR CHARTERERS MORE EFFECTIVELY, WHILST ALSO POSITIONING VALLIANZ AS A RELIABLE, FORWARD-THINKING PARTNER IN THE OFFSHORE MARINE INDUSTRY”
– GAVIN TAN, CHIEF MARKETING OFFICER, VALLIANZ
shipyards, equipment suppliers, and service providers across the region in order to achieve its comprehensive solutions.
“These collaborations go far beyond transactional exchanges; they are strategic partnerships rooted in trust, reliability, and a shared commitment to quality and safety.
“The expertise and responsiveness of our partners empowers us to deliver integrated, end-to-end solutions that consistently meet client
expectations,” Tan shares.
Vallianz deeply values the contributions of these partners and suppliers, whose unwavering support has helped strengthen its reputation as a dependable and trusted operator, positioning the company to effectively take on the most demanding industry challenges.
Additionally, at the core of the company’s success is its staff base. Vallianz recognises its people are at the heart of everything it does and
OFFSHORE MARINE PTE LTD
therefore makes an active effort to support and recognise their contributions.
“We empower our teams by giving them the right tools, training, and trust they need to excel in their jobs.
“This includes ongoing professional development opportunities to grow
within the company and encouraging open communication between headsof-department and staff to foster a culture where everyone’s voice matters,” Tan details.
Employee contributions are recognised in both formal and informal ways, as Vallianz ensures that
HOLMEN HEAVYLIFT OFFSHORE PTE LTD
A key division of Vallianz, Holmen Heavylift Offshore Pte Ltd (Holmen) has been operational for over 15 years and manages semi-submersible barges.
These can perform a wide range of offshore operations, including float-over method topside installation up to 25,000 tonnes (t), jacket launches of up to 15,000t, and submersible heavy lift and transportation of floating cargo up to 42,000t.
“The barges’ multi-functional architecture allows for simple and quick configuration for any unique project requirement, allowing for rapid mobilisation and deployment,” Ling adds.
Holmen has successfully completed numerous projects across APAC, significantly advancing Vallianz’s capabilities and client exposure whilst strengthening its overall product offering.
it acknowledges good work when it sees it.
This involves regular feedback, team meetings, and company-wide updates, which also extend to vessel crew members in the field.
“Ultimately, our goal is to create an environment where people feel valued, supported, and part of a meaningful community.”
ELDERLY AND ENVIRONMENTAL CARE
Vallianz endeavours to uphold a strong ESG responsibility culture, driven by strategic partnerships, employee-driven programmes, and a commitment to uplifting communities through fostering inclusion, and promoting sustainability.
“By encouraging cross-department collaboration and integrating social impact into our operations, we empower our people to contribute meaningfully, both professionally and personally,” Ling impassions.
ENGINEERING WITH POWER
With its strategic location in Singapore, Power Diesel is able to deploy personnel, tooling and parts on site to all corners of the world very quickly at a short notice; providing fast, efficient and effective assistance to equipment failure and saving customers’ valuable time and money.
QUALITY AND SAFETY
Power Diesel make a difference to our customers andwe believed in going all the way to meet the needs and requirements of our customers. We stand by our customers with a 24/7 customer care services and technical support.
OUR MISSION
Providing quick turnaround time, excellent quality and services to our customers.
PRODUCTS AND SERVICES
With extensive knowledge and know-how on medium to high-speed diesel engines, Power Diesel has proven to provide excellent services for both mechanical and electronic services to our customers in the Marine, Oil and Gas and Industrial industries.
• Engine Services
• Health Check
• Spare Parts
• Turbocharger
• Fuel Injection System
INDUSTRIES AND SECTORS
OUR VISION
The preferred one-stop specialised service provider for the industrial, oil and gas and marine industry.
Power Diesel Engineering Pte Ltd
No. 17/18 Tuas View Loop Singapore 637683
sales@powerdiesel.com.sg
Tel: +65 6562 3103
Fax: +65 6562 3102
Power Diesel Volvo Penta Penta – Who of power solutions applications, How a diesel impact on its understand are well-trained. our training presentation
APPOINTED BY VOLVO PENTA AS AN AUTHORISED SERVICE DEALER
Diesel is proud to be be appointed by as Authorised Service Dealer Volvo Who is the world-leading supplier solutions for marine and industrial applications, business, and society.
diesel engine is used has a significant its longevity and uptime, and we how it is important that operators well-trained. View below photos to view process and official certification presentation after the training.
RECOGNISED AROUND THE WORLD
Through our experienced team of engineers and world-class facilities, we have emerged to become a globally trusted service provider. Our clientele ranges from Singapore, USA, Africa, Mexico, Middle East, Dubai, China, Korea, Australia, Malaysia, Indonesia and Thailand to name a few.
ENGINES AND COMPONENTS OVERHAUL
• VOLVO PENTA
• Caterpillar
• Cummins
• Detroit Diesel
• EMD
• MAK
• Mitsubishi
• Perkins
• Yanmar
• Daihatsu
Vallianz has also been a dedicated partner of Care Corner Singapore (CCS) for over a decade, enriching the lives of elderly individuals through meaningful engagement and longterm support.
“Our annual Lunar New Year celebration in particular remains a cherished tradition, bringing together 500 seniors for a grand banquet filled with warmth and joy,” Tan remarks.
The company also remains deeply committed to CCS’s hot meals programme, ensuring that elderly communities receive nutritious meals every day. This initiative not only provides sustenance but also enhances seniors’ overall well-being and quality of life.
“Our dedication to uplifting the elderly reflects our belief in fostering a compassionate and socially responsible community,” Ling notes.
Vallianz’s ESG efforts extend to initiatives focused on environmental conservation, education, and social inclusion.
For example, the company’s first beach cleanup at East Coast Park in Singapore was a major step in raising awareness about marine conservation and pollution reduction.
By actively participating in environmental preservation, Vallianz reaffirms its responsibility towards a more sustainable future.
Elsewhere, the company’s subsidiary, PT USP, launched the ‘Sharing is Caring’ CSR programme last year in collaboration with Yayasan Ashabul Yamin orphanage in Indonesia, reinforcing its dedication to education, engagement, and sustainability.
“This year-long initiative extended beyond material donations, focusing on quality, time, and holistic development. Volunteers conducted structured sessions covering lessons in English, arts, agriculture, sports, and cultural traditions, allowing children to learn and express themselves in meaningful ways,” Ling expands.
As Vallianz continues its ESG journey, its focus remains on expanding efforts to reach more seniors, students, and underprivileged families.
“True success is measured not only by business achievements, but also by the ability to uplift others,” he reflects.
FORECAST FOR GROWTH
Continuing its upwards trajectory, Vallianz has a long-term growth strategy that will see the company expand into markets in Malaysia, Taiwan, and Thailand.
“These countries represent strategic gateways to Southeast and East Asia’s evolving offshore energy sectors, and present significant opportunities for fleet deployment and diversification,” Ling tells us.
Malaysia, specifically, remains a key market where the company has supported offshore oil and gas activities since its inception.
Operations in Thailand, meanwhile,
Care Corner Singapore
represent a multitude of opportunities for Vallianz, particularly with the increasing number of offshore developments – most notably in the decommissioning sector.
Recognising the long-term potential of this market, the company has strategically invested in the Thai offshore sector through a JV with Marineast.
“This partnership enables us to gain firsthand insight into local market requirements, align our services with client expectations, and position ourselves effectively for the upcoming demand in marine support operations.
“The JV also reflects our commitment to building sustainable, locally anchored operations in highgrowth regions,” Tan ends.
Elsewhere, Vallianz is a key player in supporting Taiwan’s offshore renewable sector. Indeed, the company has consistently provided reliable OSVs to the country, helping
drive the growth of its offshore operations.
Beyond vessel deployment, PT USP has also delivered three specialist new-build vessels, with another to be delivered to Taiwanese clients later this year.
Once again, this demonstrates the company’s commitment to local partnerships and long-term value creation.
Vallianz is additionally actively growing its presence in the Middle East. With demand here expected to continue over the next three to five years, the company is well positioned to capture and meet the region’s evolving needs.
This ongoing expansion reflects Vallianz’s commitment to becoming a globally connected and regionally anchored OSV provider.
“By aligning our fleet deployment with high-growth offshore markets in Malaysia, Thailand, Taiwan, and the Middle East, we are reinforcing our
ability to support both traditional and renewable energy sectors whilst, at the same time, building a more resilient, future-ready global fleet network,” Ling highlights.
As such, the company anticipates the continued growth of its vessel chartering activities in the second half of 2025, with more assets set to be committed to significant regional projects.
“Our focus remains clear: to expand strategically, operate efficiently, deliver consistently high-value marine solutions to our clients, and position ourselves for sustained growth,” he concludes.
TRUCK COUNTRY IS PROUD TO SUPPORT OUR DEDICATED BUSINESS PARTNER, RUAN TRANSPORTATION. RUAN IS A DYNAMIC CUSTOMER THAT IS DEVOTED TO BEING THE BEST IN THE TRANSPORTATION INDUSTRY.
Our partnership with Truck Country began in 2015 with the acquisition of Freightliner trucks. Since then, they have been a strategic partner, providing exceptional vehicles and support. Their involvement includes driver and technician training and keeping our team proficient and up-to-date, which has been vital to our operational efficiency and overall growth.
At Truck Country, we take a different approach to marketing trucks through our Corporate Fleet Sales program. We are not here to simply sell you trucks. We are here to build long, sustaining business partnerships. We deliver:
• Expert account management
• Dedicated uptime support
• Quality delivery process
Scan to learn more about Truck Country’s Corporate Fleet Team and what we can do for your fleet.
