Wednesday, November 2, 2011

RAILWAYS - Sabah Railway Services


Thursday November 3, 2011

Rail Dept hopes to resume service by Sunday

KOTA KINABALU: The Sabah Rail­ways Department hopes to resume the train service, which was disrupted due to Monday’s mishap, by Hari Raya Haji this Sunday.
Its general manager Mohd Zain Mohd Said said the track along Jalan Kepayan here where the crash between the train and lorry tanker occurred was severely damaged.
Railway engineers have inspected the track and deemed it unsafe for use.
Mohd Zain said: “The steel track is bent due to the crash and we are trying hard to repair it by Saturday. Many people depend on our service to return to their hometowns during the festivities and Hari Raya Haji is no different.”
However, he noted that even if the service were to resume, the frequency of travel would be reduced as the department had only one new diesel train at its disposal now.
“We can use our older diesel trains if the need arises but they are uncomfortable and slow,” he said here yesterday.
The RM334mil upgrading work on the 134km Kota Kinabalu-Tenom railway line started in November 2005.
The department bought two new diesel trains – including the one which collided with the lorry tanker laden with 27,000 litres of petrol – for RM32mil after the project was completed on Feb 21.
Before the accident, the train service had two return trips from the state capital to Beaufort, about 90km from here, and one return trip from here to Papar.
Mohd Zain said commuters who wished to travel further to Tenom had to take smaller coaches as the upgrade work on that part of the railway had yet to be completed.
Meanwhile, work to transport the two badly-burnt carriages to the Tanjung Aru train station yard was completed at 10.25pm on Tuesday, ending a 12-hour operation by state railway workers.
The carriages will remain in the yard while forensic investigations are carried out.
A private company was also brought in to clean the oil spillage. The Fire and Rescue Department had previously helped to contain it at the scene.
The Department of Environment and the Public Works Department were also involved.

SUPPLY CHAIN NIGHTMARE

Executives’ worst supply chain nightmare


In honour of Halloween, eyefortransport asked six of the speakers to the upcoming European Chief Supply Chain Officer Forum in Antwerp to reveal some of their worst supply chain nightmares that came true, what they’re doing to guard against future disasters, and what would help free them of supply chain fear. 

The six executives are Guido Jacobs, head of EMEA distribution and logistics, Trimble Navigation; Robert Vallender, head of physical logistics, corporate supply chain, Nestlé; Massimiliano Bartolozzi, CIO and supply chain director, EmilCeramica Group; Robert Srumf, director, inbound logistics and LSP management, Nokia; Joannes Van Osta, general manager, group transport and logistics, JCB Excavators; and Joost Riemslag, EMEA director of supply chain and customer services, Rockwell Automation.

What supply chain nightmares have you had to deal with in your career?

Jacobs: My supply chain nightmare was about the volcano eruption in Iceland. This has obliged us to face some interesting challenges to complete.

Vallender: Been in three earthquakes , one tsunami , five bombings , one coup, numerous recalls , fake products, airline strikes and high-jacking with fatalities . I think that is enough !!

Bartolozzi: Ceramic tile logistics, and SAP APO implementation in the ink business.

Srumf: The volcano ash cloud, and no aircraft operating in Europe.

Van Osta: My first reaction to this question is none really, since I think in opportunities and challenges. Talking challenges then, I would see as a top three in my career: When working at Federal-Mogul we filed for Chapter 11. Keeping the supply flowing when you aren’t allowed to pay outstanding invoices to suppliers and logistics service providers is a challenge, but we kept it flowing.

The other two would surely be 9/11 and the recent Icelandic ash cloud because they both prevented air freight over an extended (and as importantly, unpredictable) period.

Riemslag: Tornado’s disrupting Puerto Rico and hence our production out there; the Pope visiting Denver and completely disrupting product in- and outbound traffic for a few weeks (air freight); South African Soccer World Championship during which it was extremely difficult to bring product in and out of the country; and of course, the 2008/2009 crisis during which all demand went down and supply had to be switched off.

In the wake of earthquakes, tsunamis, and other natural and unnatural disasters, what are you doing to insulate your supply chain from future nightmares?

Jacobs: Try to think ahead and create a Global Disaster Recovery Plan.

Vallender: Land selection, braced buildings and racking, multiple transport options and reliable communications.

Bartolozzi: Hoping that none of the above will impact us deeply.

Srumf: We’ve prepared already for alternative supply chains, different transport methods, fall back solutions, workarounds, etc. We are prepared with concrete predefined solutions; agree also with our partners possible workarounds beforehand.

Van Osta: I tend to compare transport and logistics to the oil in an engine: at first glance not the most sexy, sophisticated or highly engineered part of an engine, not visible either (unless you have a leak), but you can’t do without it, and there is in fact a lot more engineering behind it than the eye meets.

We are creating more visibility within our supply chain and have entered into a long-term partnership with one LLP for our global manufacturing and aftermarket supply chain. More visibility amongst others will allow us to manage black swan events better.

When these events do occur we should be able to more easily run “what if” scenarios and anticipate net effects and initiate the appropriate reactions.

Riemslag: Enabling for negative and positive flexibility (fast shrink and grow capability), plus anticipating events and happenings with pro-active planning and execution. Making sure that there is enough financial flexibility in the processes/organisations to keep operating expenses in line and in the right ratio with revenues.

What dream supply chain solution would help you sleep nightmare free?

Jacobs: A system that provides a global overview of our supply chain challenges and that everyone has access to.

Vallener: An intravenous system of feeding nutrition and getting coffee to the population and all you would need is a dosing system linked to the credit cards.

Bartolozzi: A global supply chain marketplace.

Srumf: Agile, flexible supply chains in which changes are possible in weeks and real innovations are driven by partners (as most of them today are only in reaction mode).

Van Osta: A local supply base with infinite capacity, complete flexibility at the best available cost on the one hand and a steady and constant demand from a patient customer base with no financial constraints on the other, with both sides of the equation linked with a levelled output of the right product at the right time delivered by logistics service providers adhering to a 100 percent on-time and damage free delivery, at the best available cost in the market. Although just thinking it through this would probably be that worst nightmare you asked me about, since I would probably be out of a job!

Riemslag: A world where customers would be patient all the time. I guess supply chains are like real life, they have ups and downs, we need to take these into account and work them pro-actively.

MAS - Staff Movement

Malaysian Airline CFO resigns


Malaysian Airline System’s chief financial officer Mohd Azha Abdul Jalil has resigned and will step down by the end of the year, reported Dow Jones Newswires.

Mohd Azha will leave the airline in pursuit of "new challenges and personal goals," the Malaysian flag carrier said in a statement.
He will remain in the company until December 31 to "ensure a smooth handover for seamless business continuity," it said.

Tuesday, November 1, 2011

PORTS - TARIFF


Monday October 31, 2011

Ports plan tariff hike

By SHARIDAN M. ALI
sharidan@thestar.com.my

PETALING JAYA: A number of major ports in Malaysia plan to increase port tariffs or introduce new tariff items going forward.
This is because the revision of some of the tariff items has been long overdue. The move is also to match the investments that have been made to expand the ports.
Port Klang Authority acting general manager Capt David Padman toldStarBiz that some of the new rates should be applicable by the first quarter of 2012 pending the Transport Ministry’s approval.
“The revision of a number of tariff items including conventional cargo and marine services for Port Klang has been mooted since three years ago.
“This is because a large section of the conventional tariff has not been revised for 45 years since the days when Port Klang was administered by the Malayan Railways.
“Also, terminal operators have many times requested charges to be increased in line with the investments in the facilities and services including the construction of new berths, purchase of new cargo handling equipment and subsequent maintenance of the facilities.”
He said terminal operators had also requested an increase in marine service charges as fuel prices had increased substantially since 2008.
After extensive examination of the proposals by the operators and subsequent consultation with the industry and port users, charges for conventional cargo handling such as stevedorage, wharf handling and storage would be increased, Padman said.
“On the other hand, certain charges such as wharf labour and third-shift surcharge have been withdrawn as they are no longer justified given the scope of current port operations.
“Marine service tariffs will see a slight increase while container handling will see new charges for containers of more than 40 ft long,” he said.
It was reported in StarBiz last month that Penang Port Sdn Bhd also planned to introduce new tariffs in the middle of next year.
Chief operating officer Obaid Mansor was quoted as saying that the proposal to raise port tariffs, comprising largely cargo-handling and ship charges, had been submitted to the Penang Port Commission.
Penang Port tariffs were last revised in 2003 and implemented in 2007, which saw a 30% increase in handling charges for container cargo to the present rate of RM182 for a 20-ft container and RM273 for 40-ft container.
About 80% of the cargo handled at Penang Port’s North Butterworth Container Terminal comprises full container load cargo, which is expected to generate 75% of Penang Port’s revenue this year compared with about 65% in 2010.
Meanwhile, ports in Johor namely Johor Port and Port of Tanjung Pelepas, (PTP) are also expected to introduce new tariffs of some sort.
Chairman for both ports, Datuk Mohd Sidik Shaik Osman said Johor Port had recently received approval for a small revision of its port tariff only after 24 years.
“The new port tariff at the Johor Port has been effectively implemented since August 2011.
“The previous revision in Johor Port’s tariff was in 1987,” he said.
As for PTP, Mohd Sidik said it was currently exploring with the Johor Port Authority on the possibility of introducing new tariff items which were not currently prescribed.
“However, the expected impact on port users will be very minimal,” he said.
As of last year, Port Klang, which comprises Northport and Westports, were ranked at 13th place in the global container ranking by volume at 8.87 million twenty-foot equivalent units (TEUs).
PTP came in at 16th place last year with a volume of 6.54 million TEUs,
It was reported that for the first five months of this year, Malaysian ports handled a total of 8.2 million TEUs, up 10.9% from the same period last year.

SHIPPING COMPANIES SEEING RED

Evergreen profit down 98% in nine months

Evergreen Marine Corp, Taiwan's largest container shipping company by revenue, posted a 98 percent drop in net profit for the January-September period, because of weak freight rates and high fuel costs, reported Dow Jones Newswires.

The shipper, which derives around 65 percent of its revenue from routes to Europe and the Americas, said its net profit for the nine months ended September 30 was US$8.93 million, down sharply from $390.47 million a year earlier.

It didn't give its third-quarter results separately.



Yang Ming $177m in the red in nine months

Yang Ming Marine posted a net loss of US$177.33 million for the first three quarters of this year because of weaker demand on its European routes and high fuel costs.

Yang Ming Marine, Taiwan's second-largest container shipping company by revenue after Evergreen Marine Corp, reported a net profit of $347.31 million in the same period in 2010.

It didn't give its third-quarter results separately.



MALAYSIAN ECONOMY IMPROVED GLOBAL RANKINGS


Malaysia’s vastly improved global rankings show economy on right track

SUSTAINED economic reform is essential. If there's one lesson we can take away from the economic turmoil in the West, it's that the failure to change will drive prosperity away.
After decades of uninterrupted growth, Western nations are losing their edge in a cut-throat global environment which has seen Asia and Latin America emerge as alternative economic powerhouses.
The fact that eurozone leaders were contemplating seeking assistance from China and Brazil last weekend to bail out Greece speaks volumes on how the balance of economic power has shifted eastwards and the failure of the developed nations to reform their economies.
Malaysia, on the other hand, is seeing a rise in investor confidence.
This is in part due to the bold economic reforms we have undertaken since 2009, including liberalisation.
The proof is the fact that both the World Economic Forum (WEF) and theWorld Bank have recently highlighted Malaysia's vastly improved economic competitiveness.
The WEF's Global Competitiveness Report ranked Malaysia the 21st most competitive among 142 countries surveyed, overtaking countries like South Korea (24th) and New Zealand (25th).
Separately, the World Bank's Doing Business Report placed Malaysia 18th out of 183 countries in terms of “ease of doing business”, ahead of economic powerhouses like Germany (19th), Japan (20th) and Taiwan (25th).
Of course, the question then arises: what do these rankings actually mean?
Aren't there better measures of economic success, such as gross domestic product, income distribution or employment levels?
Surely the countries Malaysia is beating in the rankings are doing better than us in these areas?
These are valid concerns but I would argue that international rankings like the WEF's and the World Bank reports are an equally good, if not better, barometer of a country's economic health.
First, improvements in competitiveness and ease of doing business rankings show that a country is on the right track to achieve economic success, particularly in uncertain times.
Second, the rankings also confirm that Malaysia's economic reforms are being received positively by the global market.
More importantly, competitiveness indices also demonstrate an economy's growth potential.
They are not so much static measurements of how an economy is doing at a particular point in time like GDP numbers are.
Conversely, the rankings track the ability of a country to create wealth, sustain progress and its resilience to global economic uncertainty.
For example, a nation which is endowed with natural resources such as oil, coal and gold may well have a higher GDP, but it is not necessarily competitive if these goods are not used efficiently and do not add value to its economy.
Malaysia's good performance in the international rankings are therefore a clear sign that the economy is on the right track and that we should be re-doubling our efforts.
Indeed, the Government's initiatives such as revamping the government's delivery services, increasing transparency and lowering the cost of doing business are beginning to have positive effects.
This is no time to gloat, however. Competitiveness, after all, only means one's potential to achieve economic success, and is worthless if unrealised.
Furthermore, an economy's well-being rests on the efforts of all sectors.
Governments can assist in facilitating conditions to create wealth, but are less able to directly engage in its actual creation. This is the role of the private sector.
The Government of Malaysia is doing its utmost to make “doing business” in the country easier.
The private sector must do its part by creating jobs and wealth, as well as making Malaysia a preferred FDI destination.
Indeed, increasing the private sectors' role in the economy is the underpinning philosophy of the Economic Transformation Programme(ETP).
Furthermore, Malaysians cannot forget that this is the age of the knowledge-based economy. Innovation and creativity are now key economic drivers.
China and Indonesia's economic might, as well as the inevitable resource depletion, means that we cannot remain a manufacturing cum oil-producing economy forever.
Moreover, the countries that consistently top the competitiveness rankings like Switzerland, Singapore and Sweden have continuously demonstrated the ability to innovate and use high technology to create better goods and services.
One way we could do this is by encouraging collaboration between academia and industry to not only facilitate research and development but also make its outcomes marketable.
The setting-up of the Innovation Agency in the Prime Minister's office will be a big help in this regard.
Of course, none of this will be easy and it is obvious that Malaysia has a lot of work to do if we are to ensure our future prosperity.
Still, our rankings show that the country is heading in the right direction and not drifting away as some think.
Malaysia's best days are ahead of it, but only if its people work together to realise its potential and continue the process of transformation that has already begun.
The writer is the International Trade and Industry Minister

Tuesday, October 25, 2011

PORT - A New Container Port


Monday October 24, 2011

Tanjung Langsat Port to handle containers?

By ZAZALI MUSA
zaza@thestar.com.my


JOHOR BARU: Plans are underway to turn Tanjung Langsat Port (TLP) in Pasir Gudang into a containerised cargo port thus giving port users another alternative port of choice.
A source familiar with the port operations in Johor said with the former Johor Port chief executive officer Abdul Khalid Lal Khan now helming TLP, the plan to convert the port into a containerised port would soon be realised.
Johor Corp, the parent company of Tanjung Langsat Port Sdn Bhd, which operates TLP, had turned down a proposal by Abdul Khalil early this year, to turn TLP into a containerised port.
“However, Johor Corp has recently received a directive from a third party to accept Abdul Khalil’s proposal,” added the source.
The source told StarBiz that with the support of a “strong influencial third party,” it is likely that TLP would be getting a licence to handle the containerised cargo operation.
The Johor Port Authority (JPA) is mandated with the issuance of licences for all privatised ports in Johor but the source said TLP would likely get its licence straight from the Transport Ministry.
The JPA is the regulatory body for the privatised port operations in Johor and any decision to build a new port or issuance a new license would only be made by the Federal Government.
In June, the JPA said that TLP would not be turned into a containerised cargo port to reduce congestions at Johor Port as the two ports are close to each other. TLP is located about 15km from Johor Port in Pasir Gudang and the former currently handles liquid petroleum and hazardous cargo.
Many parties, especially port users, exporters and manufacturers based in Pasir Gudang, had suggested turning TLP into a containerised cargo port following the congestion in Johor Port.
“Unlike TLP, Johor Port has no more room to expand its facilities due to limited land area,” added the source.
MMC Corp Bhd, which controls both Johor Port and Port of Tanjung Pelepas (PTP), had in 2009, proposed to consolidate and rationalise the operations of the two ports.