10. Manejo Logístico de Contenedores en Colombia_Luis Ángel Mera_Damco

8/12/2019 10. Manejo Logístico de Contenedores en Colombia_Luis Ángel Mera_Damco

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Una introduccion a DamcoLogistica de Contenedores - Adaptandose a un mercado en evolucioncon mayores exigencias, demandas y competencia

Bogota, Mayo 2014Luis Enrique Fajardo – Colombia CCO Luis Angel Mera – Managing Director Andean Cluster



About Damco

Above to market growth inforwarding activities

Global leader ininternational supply chain

solutions

Industry leading IT systems

About Damco

• Serving more than half of the Global Fortune 100• 10,800+ employees globally.• 289 owned offices globally, represented in +90 countries• 2013: US$ 3.3 b turnover, 2.5 M TEU

Focus on Value• Supply chain analysis and consulting

• Emphasis in retail, lifestyle, FMCG and perishable verticals• Green logistics, stock-to-serve inventory optimization• Operational and financial benchmarking• US$ 130m savings realised to key customers last year

“We help our cus tom ers explo i tnew oppo r tuni t ies in the g lobal

market p lace by s t reaml in ing andoptimising their supply chain”

Ocean fre ight Air f re ight Value added services

Supply chain solut ions Supply chain development Warehousing anddis t r ibut ion



● SCM volume (CBM): 48,000

● Ocean volume (TEU): 5,000

● Airfreight (Tonnes): 300

● LSS: 6,000

Damco Colombia

● Damco Colombia was founded in 2001

● We currently have more than 50 employees

● We count with 6 offices strategically located through thecountry.

● Our Land Side Services – Trucking In-bond transit is alwayscustomized to your business needs\

● Strong presence in North Colombia market

● Reefer logistics

● Solution logistics and 4PL

● Damco will guarantees the implementation of an adequatesecurity scheme, according to the variables analyzed by ourteam of high experience security and risk management andaccording to the profiles mapped in the diagnosis

● IATA, BASC and ISO 9001, TAPA, 14001 are the maincertifications of DAMCO Colombia.

May 23, 20142

Bogota

Medellin

Cali

Buenaventura

Barranquilla

Cartagena

http://en.wikipedia.org/wiki/File:Flag_of_Mexico.svg



Evolucion del mercado de logistica decontenedores en Colombia

• Centros de consumo lejos delos puertos

• Desbalance entre laimportación y la exportación

• Pobre infraestructura detransporte para la logísticaeficiente

• Muchos entes en la cadenainteractuando alrededor delcontenedor

• El cliente actúa comointegrador de la cadena

• Márgenes reducidos eincremento en costos

May 23, 20143



Supply Chain Management

Origin export coordination

• Cargo status tracking: visibility of all shipments en-route• Visibility of demurrage & detention free time• Cargo receiving and dispatch• Invoice audit and consolidation

Destination importcoordination

Origin Services Destination Services

• Capacity forecasting

• Allocation management• Booking confirmation timeliness• Equipment availability tracking

Carrier management

• Transit time variance tracking

• Online document portal• EDI feeds with carriers• Carrier performance

measurement

• Market leading visibility system• KPI control point• CO 2 emissions measurement

Control Tower and informationmanagement

• Extensive reporting functionality• Centralised information exchange

• Vendor management• PO management• Exception management

• Carrier Booking• Export custom clearance• Milestone updating



Supply Chain Management – 4PL

Origin Services Destination Services

The challenge around the container logistics:- Minimize variability of Lead times due to the interaction of the 3PLs- Optimize Lead time

LLP IT Capability Report ranked DAMCO’s reporting capabilities as market leaderacross international logistics companies

4PL / Operational Platform

LT



Container utilization study

Container Utilization - Example

Value to Customer

Solution Description• Damco provides advise on most optimalcontainer fills based on different pallet andcarton dimensions and weight.

• Road weight restriction, axis weight on chassisloading unloading sequence can be consideredto reflect real-life situations

• When detailed information is not available, ahigh level analysis based on weekly CBM canbe conducted

• Better utilization of containers, savingtransportation costs

• Valuable information when defining MOQ’s(Minimum Order Quantities) for differentSKU’s.

• Ensure compliance to road restrictions fordifferent countries.

Various Carton/Pallet Sizes

A S - I S

T O - B e



Port rationalization Case Study

Solution

Background• Through a benchmark study conducted by

Damco, this regional retailer showed thefollowing symptoms

• High number of load ports (66 vs. 26)compared to industry peers

• Container utilization levels lower thanaverage on all container types

• 7.4% of all shipments in LCL

• 20%+ of products shipped in 20F• 88% cargo shipped out of south China

• Damco ran a Port rationalization study whichconsisted of the following:

• Focus on South China to the Peru• Consolidate all products into Yantian

Port• Run CFS-CY programs to improve the

container utilization based on weeklyvolumes.

• Reduce LCL and 20F containers.Prioritize 40HIGH and 40F containers

• Results showed a USD 400,000 savingsopportunity or USD 20 per CBM .

0

20

40

60

80

Starbucks 26 66 8

Client A 16 37 5

Client B 21 44 11

Client C 14 28 8

Client D 7 18 8

No. of Load

CountriesNo. of Load Ports

No. of China

Load Ports

Customer

High No. ofLoad Ports

Origin Trucking

Origin LocalCharges

DestinationDelivery

Destination THC

Ocean Freight

Total Cost Impact

$50,385

$(257,427)

$(207,042)

$77,906

$77,434

$452,112

$607,453

Starbucks

Vendor

0 Saving Additional cost

400KSaving

20DRY

SBX20.4

Tier 321.7

Tier 223.1

Tier 124.0

Top10%24.6

16

18

20

22

24

26

28

SBXTier 3Tier 2Tier 1Top 10%

40DRY

SBX42.0

Tier3

45.6

Tier2

49.5

Tier1

51.0

Top10%52.4

42

44

46

48

50

52

54

40HIGH

SBX53.0

Tier3

50.0

Tier2

56.0

Tier1

58.5

Top10%60.5

50

52

54

56

58

60

62

45HIGH

SBX68.8

Tier2

64.2

Tier1

68.1

Top10%71.3

62

64

66

68

70

72

74

0%

20%

40%

60%

80%

100%

45HIGH 1% 14% 3% 12% 14%40HIGH 40% 41% 46% 19% 28%40DRY 38% 45% 46% 60% 56%20DRY 21% 0% 5% 9% 2%

S ta rb uc ks C li en t A C li en t B C li en t C C li en t D

0%

20%

40%

60%

80%

100%

CY/CY 9 2. 6% 8 8. 7% 7 9. 6% 8 6. 7% 8 9. 5%

CFS/CY 0 % 1 1.3 % 2 0.2 % 1 3.1 % 1 0.5 %

LCL (CFS/CFS) 7.4% 0% 0.2% 0.2% 0%

Starbucks Client A Client B Client C Client D

UtilizationLow

High Usageof 20F

High Ratioof LCL



CONTROL TOWER CONCEPTRETAILER

FARM MANAGEMENT QUALITY MANAGEMENT LOGISTIC & COLD CHAIN RIPENING & FINAActions - Long term Actions - Long term Actions - Long term Actions - Long term

SOP Farm Best & Min Practices SOP Integrated Quality Control SOP operation & cold chain system SOP Ripening systemBanana producer qualification Quality farm - dest. - ripening SOP traceability system SOP Final Distribution

Banana farms pre qualificationQuality Assurance plans for farmsActions - day to day mgmt Actions - day to day mgmt Actions - day to day mgmt Actions - day to day mgmt

PO management Farm fruit inspection service Farm to shelf traceability Remote on line ripening superv.Farm compliance system Discharge fruit inspection service Global shipments coordination'sSocial & environment compliance Post ripening inspection service On line cold chain monitoringFruit quality inspections BASC & Cntnr control procedures Early&preventive warnings system

Strategic Partner Strategic Partner Strategic Partner Strategic PartnerFQA Surveyor - (Deco partner EC) FQA Surveyor - (Deco partner EC) My Damco Popma Expertise(Ripening consultC. Padovani ( Ex VP Quality RBP) Decofrut - Destination services Maersk Line Clima Track Ripening monitoring

BANANA FARM TOSHELF SERVICE



Thank You

10. Manejo Logístico de Contenedores en Colombia_Luis Ángel Mera_Damco

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