FIATA FBL

Metro successfully test new eBL with FIATA

Metro continues to actively support the development and adoption of emerging technology, across the shipping industry, by participating in the successful testing of new e-FIATA Bill of Lading (eFBL) standard, with FIATA , the trade association for 40,000 freight forwarding and logistics firms in 150 countries.

The COVID19 pandemic has highlighted the urgent need for adoption of the digital version of one of the most important trade documents – the bill of lading. 

At ports and terminals around the world, goods cannot be released because the paper bill of lading is not there due to border restrictions, changes to the cargo’s routing, or people cannot physically stamp the document.

The ongoing disruption to trade, transport and the movement of documents, means that the digitisation of physical shipping documents is becoming much more significant

Several solution providers and carriers have offered proprietary versions of eBLs but the lack of standardisation has prevented large-scale adoption. 

Metro’s tech experts work with the United Nations Centre for Trade Facilitation and Electronic Business (UN/CEFACT), to harmonise trade documents and the exchange of information in the supply chain

In 2021, FIATA will release its eFBL standard, which is based on the UN / CEFACT Multimodal Transport Reference Data Model, to ensure interoperability with other standards and most systems. 

From a trust perspective we definitely see value in the document audit trail and the possibility for stakeholders to check the validity of documents.” 

Simon George, Technical Solutions Director, Metro Shipping

Earlier this month FIATA’s eFBL was tested by Metro, other freight-forwarding companies and software providers, as part of a proof of concept, aiming to make the open source standard available to all.

As part of the concept testing, Metro’s operations system generated a document that went electronically to FIATA’s servers, made an entry containing ‘issue date’ and ‘issued by’ as well as the document itself, which then sent back a FIATA bill of Lading  directly into our operations system.

FIATA really appreciate Metro’s assistance, in testing the electronic FIATA Bill of Lading issuance, sharing and verification processes. The detailed feedback will ensure our eFBL solution does answer to the needs of members around the world.

Lucelia Tinembart, Digital Projects Officer, FIATA

FIATA is going even further by testing a tracking solution for its documents, which will allow full traceability, through a unique QR code and number attached to each document. This will enable all parties interacting with an eFBL to verify the validity of the document, the integrity of its content, as well as the identity of its issuer, by scanning the QR code or uploading the PDF on FIATA’s website. 

Full implementation is planned to start in Q3 / 2021.

Metro believe that Blockchain, machine-learning and emerging technologies are the future of international trade. That’s why we work with UN/CEFACT and FIATA: to harmonise the exchange of information in the supply chain; and develop digital capability with critical documents like eBL’s.

For specific information, or to discuss how our technology could support your supply chain, please contact Simon George our Technical Solutions Director.

Ningbo

Global vessel congestion and schedule delays grows further after Ningbo closure

Just two weeks since the Ningbo-Zhoushan containers terminal closed after a worker tested positive for COVID-19 and container port congestion has spread across China and many other regions.

Data from consultancy eeSea highlights how global container port congestion has grown over the past fortnight in China and neighbouring nations, yet has momentarily eased in Europe. Not unsurprising as there is a lag between departure and arrival of vessels, as they transit from Asia to Europe, so we may see impacts in coming weeks, as delayed vessels begin to arrive.

The maps show congestion today versus two weeks ago, with 48 container ships currently waiting at Ningbo-Zhoushan and a percentage of 65% of vessels waiting versus in port.

Shanghai is inching upwards, at 52%, and Yantian (68%), Hong Kong (55%) and Shekou/Chiwan (67%) are also on an upwards trend. Busan, which is usually quite low, is now at 70%, with 14 vessels waiting outside.

The average number of weekly port calls to Ningbo fell 22% from 188 container vessels to 146 in the first week of closure, but the total vessel capacity calling at the port only dropped 7.8%, because the other four terminals at the port absorbed the inbound and outbound container traffic redirected from Meishan.

Outside of east Asia, there has yet to be a major spill over from the Ningbo closure into other Asian ports. The port authority in Ningbo-Zhoushan is slowly implementing a reopening of its Meishan terminal, a facility which accounts for around 20% of the approximate 30m teu that pass through the port annually.

Throughput will be increased in phases to reduce the backlog of containers, with resumption of container gate operations due to start yesterday and a full reopening scheduled for the 1st September. This will take time to filter through into carrier schedules and reliability and will not be an immediate ‘fix’.

Chinese authorities have been stringent with COVID testing. Many ports (and airports) are requiring nasal swab tests for entire crews, forcing vessels to remain outside the harbour until negative results are confirmed. And many ports are requiring vessels to quarantine for two to four weeks if they were previously berthed in India, where the delta variant surged during the summer and continues to have an impact throughout Asia.

The risk of a coronavirus outbreak at Chittagong port is rising as the presence of the deadly virus was detected in the crews of two vessels in the last week and a crew member of the 11,000TEU YM TRAVEL, was tested positive for COVID-19, resulting to schedule delays for its transpacific service. This is in a country that is only just coming out of strict government  lockdowns and has huge issues with congestion already at the port, which is also having a huge impact on aviation from Dhaka globally as ocean freight delays prevail.

India’s worst-ever sea freight capacity crunch has led to skyrocketing freight rates and a sold-out spot market to Oceania, West Africa, North and South America, as well as Europe. Carriers have announced a number of general rate increases and peak season surcharges (PSSs) which have seen freight rates double since July.

Retailers and other importers are increasingly trying to switch from ocean to air transport to make up for huge production slowdowns in Vietnam due to COVID-19, with air freight rates rapidly escalating because of the spike in demand.

The shift to air follows the Vietnamese authorities response to rising numbers of COVID-19 cases in the south, in extending by a month stringent controls on movement that have crippled factory production and sharply reduced freight activity at ports and airports. Many factories remain closed.

According to the Vietnam Textile and Apparel Association, nearly 90% of the industry’s supply chain has been significantly impacted by the partial lockdowns, with up to 80% of garment and textile companies in the southern provinces completely halting production. In the north, about 20% to 30% of the textile and apparel suppliers have halted production.

COVID-19 is also affecting Cambodia, which is complicating land-air shipments via Saigon and Bangkok. The rate from Thailand’s capital has more than doubled from pre-pandemic norms.

Our commercial and operations teams work closely with our partners across Asia and while we expect the situation in Ningbo and surrounding ports will improve, as Meidong reopens properly, we will continue to assess its impact on a shipment by shipment basis.

For urgent and must have shipments from Asia, we have access to freighter capacity from our Sea/Air hub in Singapore and can move consignments of up to 200cbm per flight to Europe as an alternative to restricted pure air freight services from many origins.

If you have any questions, concerns, or would like any further information regarding any of the issues raised here, please don’t hesitate to contact Elliot Carlile or Grant Liddell.

Ningbo 1

Ningbo container terminal to reopen

Ningbo Meidong Container Terminal will open tomorrow, having suspended all operations early last Wednesday morning after a port worker tested positive for COVID-19. Local sources now advise that the Meishan Island container terminal will restart operations from 18th August.

Despite the Ningbo port authority claiming that it had been able to work at 90% capacity in recent days, many ships are switching to different terminals and AIS data shows around 50 container vessels waiting at the outer Zhoushan anchorage.

Operations were suspended after a 34-year-old worker at the Ningbo Meidong Container Terminal (part of Ningbo’s Meishan bonded area) tested positive for COVID. More than 90,000 people have been tested over the past week with no further positive cases reported.

We are receiving (as yet unconfirmed) news that Ningbo’s shuttered Meidong container terminal will start a phased reopening tomorrow.

To clear the backlog of cargo, no new cargo will be accepted until the 25th August, with normal operations resuming from the 1st September.

The timeline is similar to the way Yantian reopened in June and will be in accordance with China’s COVID-19 policies.

Though significant, the disruption at Ningbo is significantly less than that which followed the Yantian closure, for around a month in May.

Port authorities claim that container volumes at Ningbo-Zhoushan port averaged 77,000 TEU a day between Wednesday and Friday last week, equivalent to 90% of the daily average in July.

The Meidong facility — also known as the Meishan Island International Container Terminal (MSICT) — handled around 22% of Ningbo-Zhoushan’s total throughput of 28.7 million TEU last year.

We are now on day seven of the closure and ships are being diverted to other terminals in Ningbo and other ports, including Shanghai, which are already running at full capacity, in the aftermath of Typhoon In-fa, with some imposing restrictions limiting the number of people and containers entering port areas.

Gate-in for export containers at other Ningbo terminals is limited to two days before a vessel’s estimated time of arrival, although entry to the container yard can be up to three or four days depending on the situation.

The closure of the Ningbo Meidong terminal is likely to lead to problems with trucking as well, as average wait times are currently 2-4 days and you can add another day onto dwell time for every day Ningbo Meishan terminal is closed.

Our commercial and operations teams work closely with our partners across Asia and while we expect the situation in Ningbo will improve swiftly, after Meidong reopens, we will continue to assess its impact on a shipment by shipment basis.

For urgent and must have shipments from Asia, we have access to freighter capacity from our Sea/Air hub in Singapore and can move consignments of up to 200cbm per flight to Europe.

If you have any questions, concerns, or would like any further information regarding any of the issues raised here, please don’t hesitate to contact Elliot Carlile or Grant Liddell.

WEF 2

The World Economic Forum’s resilient supply chain formula – how it can assist you to continue to succeed in a challenging environment

The World Economic Forum (WEF) has identified eight points of resilience to help manufacturers and trading companies prepare for supply chain disruptions.

The qualities of the most resilient supply chains are based on a survey of 400 senior supply chain executives and representatives from government and academia.

Of those surveyed, only 12% of businesses were identified as “resilience leaders”, with the “remaining 88% needing to take immediate action to build resilience”. 

This is all really quite interesting and worth a read and referencing from industry-leading ‘experts’ that sums up the current challenges faced across all sectors and industries, including the logistics field.

The report said the pandemic, cyber attacks, climate crisis and geopolitical tensions were leading to an increase in supply chain disruptions. Still, most companies were not prepared for such events, with 75% of respondents spending more than 75% of their time on resilience-related challenges. 

Initially, this may seem a pessimistic synopsis on global activity, but this can actually be interpreted as optimistic and deliver advantage if action and strategy are applied using the data and findings from the report provided. This is why we have included it in this weeks circulation.

1) Inventory

Ensuring product availability with simplified portfolios designed to allow interchangeable inputs and production arrangements when supply shortages or factory interruptions occur. 

Only 13% of companies displayed what the report called a “high degree of capability” in this regard. 

2) Customer orientation

Smart customer orientation ensures demand can be met while remaining agile and flexible. This may be more of a long-term investment due to the challenges of shared manufacturing space across business divisions, regions and even industries. 

3) Financial viability

Financial health across end-to-end value chains is vital so that companies can adjust their cost base to subsidise key suppliers, ensure input materials, and remain cash positive.

While larger companies are more likely to excel in this area, 86% of firms were either not prepared for major disruption or had to shed costs to cope with the financial implications of COVID-19.

4)  Go-to-market channels

The WEF said 39% of businesses needed to urgently modernise their go-to-market approach if they want to remain ahead of market disruptions. 

Diversified customer distribution networks incorporate multiple channels and automation to increase reliability. 

Smaller firms are more successful at this than larger ones, with 64% of smaller firms adapting to customers’ changing needs, such as new channel preferences, new geographies, or new customers. 

5) Logistics 

Strong logistics systems are “the holy grail” to many firms, yet only 14% of companies felt satisfied in their logistics setup.

A strong logistics system relies on close collaboration and focuses on building long-term relationships between firms and their logistics partner across the supply chain.

6) Manufacturing networks

Resilient and responsive manufacturing networks allow for production continuity by adapting production locations and products as necessary. The report found 40% of firms were still “highly dependent” on region-specific manufacturers, which may limit adaptability. 

7) Supplier landscapes

Companies that are reliant on particular suppliers, regions or commodity products are “vulnerable” to disruptions.

Striking a balance between diversifying the supplier base and creating strategic partnerships with key vendors is “crucial” to protecting the availability of essential materials.

As a result of COVID-19, 13% of firms have already begun to improve their balance in this area, and a further 47% said they were in the process of developing their supplier strategy. 

8) Advanced planning

With just 12.5% of companies - predominantly consumer and retail - incorporating new technologies and planning tools to quickly and effectively adapt to change, an overwhelming majority still need to transform their supply chain to sense shifts in demand.

We proactively invest in many ways (including intellectually and financially) to power the supply chains of both our British and international customers, with our freight management and outsourcing teams and our multi-award winning MVT supply chain platform.

The MVT platform harnesses every supply chain participant, process, and milestone from suppliers and manufacturers to carriers, distribution networks, and, of course, our customers to provide the real-time visibility, control and intelligence necessary to create resilient, flexible and fit supply chains.

For further information on our MVT tool and to discuss how we can enhance your supply chains, please get in touch with Grant Liddell or Simon George. 

We will deliver a bespoke, unique and tailored solution, ensuring that your products are in the right place, at the right time, with every available option available in the current global market. It is what we do and differentiates our culture.