Explore the intricate world of supply chain and logistics within the food and beverage industry. This category covers every aspect of storage, transportation, shipping, and logistics that ensures products move efficiently and safely from farm to fork. From cold chain management to the latest in transportation technology, dive into the strategies and innovations that keep the global food and beverage supply chain running smoothly and sustainably.
The Port of Long Beach has released a final study evaluating Tesoro Refining and Marketing Co. LLC’s proposal to demolish the Tesoro Calciner facility located at 2450 Pier B St. in Long Beach.
No new development, operations, or land uses are currently proposed for the site following the facility’s demolition, according to the Port of Long Beach statement.
The study, titled An Initial Study/Mitigated Negative Declaration (IS/MND), is available at www.polb.com/ceqa. A draft version was released on 7 June for a 30-day public review period, which determined that with mitigation measures in place, the environmental impacts would be less-than-significant. No significant new environmental effects were identified, and the comments received during the review did not require recirculating the Draft IS/MND.
In addition, the Long Beach Board of Harbor Commissioners will consider the Final IS/MND, which includes public feedback from the review process, at its regular meeting on 9 September. The meeting will be live-streamed at www.polb.com and can also be attended in person at the Bob Foster Civic Chambers, 411 W. Ocean Blvd. in Long Beach.
The Calciner facility was originally built in 1982 by Martin-Marietta Corp. as a joint venture with Champlin Petroleum Co. Tesoro began operating the facility in 2013 and ceased operations in June 2022.
Before terminating its lease with the Californian port, Tesoro is required to remove all improvements and property from the premises and restore the site to a condition equivalent to or better than its condition before the lease began.
Grimaldi Group took delivery of the fifth multipurpose Ro-Ro vessel of the innovative “G5” class at the Hyundai Mipo Dockyard in Ulsan, South Korea.
Named Great Casablanca, this ship is designed to further enhance the quality of maritime transport services offered by the Neapolitan company between Northern Europe and West Africa, joining her five sister ships in the series.
Measuring 250 meters in length, with a beam of 38 meters and a deadweight of 45,684 tonnes, Great Casablanca’s design is the result of a detailed study.
Thanks to an innovative and fully customized internal configuration, these vessels can carry 4,700 linear meters of rolling freight, 2,500 Car Equivalent Units (CEUs), and 2,000 TEUs. While maintaining the same capacity for rolling freight as the previous G4-class, their container capacity has doubled.
Beyond its impressive loading capacity, Great Casablanca is equipped with numerous cutting-edge technological solutions aimed at boosting energy efficiency and reducing environmental impact. This translates to a significant reduction in CO2 emissions per tonne transported—up to 43% less compared to other Grimaldi con-ro multipurpose vessels.
Starting in October, Great Casablanca will begin regular operations on the Grimaldi Group’s route connecting major ports in Northern Europe and West Africa.
“We are proud to present the Great Casablanca, a new technological gem that helps make our fleet younger and more efficient,” commented Grimaldi Group S.p.A. President Gian Luca Grimaldi. “Thanks to our investments, we can offer our customers regular services with high transport capacity while ensuring maximum respect for the environment.”
Bodmin, UK: Food wholesaler Bidfood has opened a 15,000sq ft depot in Bodmin, Cornwall, in a bid to ease the pressures on its Lee Mill depot in Devon. The company says the new site will cut delivery miles.
Bidfood is using vans initially for online deliveries to complement the road network in Cornwall and North Devon, with the aim of operating HGVS once the company has secured an ‘O’ licence for the site.
Richard Dow, business unit director for Chepstow, Swansea and Lee Mill, said: “As part of our strategy to grow sales and deliver service excellence to our customers, we’re always reviewing our infrastructure and where we can expand the local depot network.
“With that in mind, we recognised the opportunity to improve in the south west and I’m incredibly excited to assemble this new team to provide an even better service to the Devon and Cornwall area.”
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The Teamsters Canada Rail Conference is challenging a government binding arbitration order that ended a brief lockout of union workers and got Canada’s main rail carriers running again on Monday.
The legal challenge does not supersede the Canada Industrial Relations Board’s action from last week, a spokesperson for the board said in an email to Supply Chain Dive Friday. The board’s decision enforced an Aug. 22 request from Canada’s Minister of Labour and Seniors Steven MacKinnon. In the order, MacKinnon directed the CIRB to impose final binding arbitration to get union rail employees back to work and Canadian National Railway and Canadian Pacific Kansas City operational by Aug. 26.
In the union’s court filing against Canadian National dated Aug. 29, the labor group said action by the CIRB “failed to provide adequate procedural fairness to the TCRC before issuing the CIRB decision and CIRB order,” adding that the CIRB’s interpretation of Canadian labor codes “is unreasonable.”
The union — which represents about 6,000 Canadian National workers and 3,300 at Canadian Pacific Kansas City — in an emailed statement to Supply Chain Dive Friday said government action stripped the labor group of its right to collectively bargain.
“Without it, unions lose leverage to negotiate better wages and safer working conditions for all Canadians,” said union spokesperson Christopher Monette.
The union said previously it would comply with the government’s return-to-work order but would appeal the directive. Canadian National and CPKC said they would comply with the order as well. The government’s intervention prevents further labor disruption through a work stoppage or lockout.
Canadian National in an emailed statement Friday said it would have preferred a negotiated settlement with the TCRC.
“Arbitration is a neutral process that is agnostic to outcome; it does not favour one party over another,” a Canadian National spokesperson said. “It is specifically designed to break an impasse, and in this case to prioritize the safety and economic security of all Canadians.”
A CPKC spokesperson declined to comment when reached by Supply Chain Dive on Friday.
Opsealog, a data integration and analysis company for the maritime and offshore sectors, has secured a two-year contract with Azule Energy, Angola’s largest independent energy firm.
The contract aims to reduce fuel consumption and greenhouse gas (GHG) emissions from Azule Energy’s Offshore Supply Vessel (OSV) fleet. Initial estimates by Opsealog suggest that the project could cut the fleet’s GHG emissions by up to 10%.
The agreement will initially cover 28 OSVs in the first year, with plans to extend to the entire fleet of 33 vessels by 2025. The primary goal is to enhance fuel efficiency and lower GHG emissions, thereby supporting regulatory compliance and aligning with Azule Energy’s environmental goals.
Opsealog’s e-reporting system, Streamlog will fully digitize onboard reporting and provide real-time vessel tracking across Azule Energy’s operations in three oil blocks in Angola. This data will be analyzed through Opsealog’s Marinsights platform, offering valuable insights to improve operational efficiency, reduce fuel consumption and emissions, and enhance vessel safety and reliability.
By optimizing operations, the project will address challenges such as the need for vessels to frequently move between blocks. It will leverage data-driven insights to develop a cost allocation system for each block, helping to manage the additional costs and emissions resulting from vessel scheduling changes.
“This partnership with Azule Energy demonstrates how digitalisation is an essential foundation for progress on a wide range of operational aspects in the offshore sector – including the industry’s chief priorities of safety and sustainability. Through enhanced data collection and integration, teams will be equipped with data-driven insights to immediately improve operational efficiency and reduce harmful emissions. We are proud to embark on this project and support Azule Energy’s ambitions of delivering responsible energy development for the communities of Angola,” stated Luis Buezas Jiménez, International Business Manager at Opsealog.
Lutterworth, UK: Culina group business CML has opened a £2m chilled consolidation centre in Lutterworth to support the growth of Aldi and Lidl in the UK and Ireland. The company also operates a single site consolidation centre in Telford.
CML has created 140 jobs across warehousing, HGV driving and administration functions as a result of the move, and has already secured new customers for the centre, all of whom supply the discounters with chilled food and drink goods.
“Aldi and Lidl now jointly represent around 17.8% of the total food and drink retail market in the UK which is up from 13.6% just five years ago,” said Culina Group chilled division chief executive Steve Winwood.
“The new CML Chilled Consolidation Centre in Lutterworth has increased our capacity by over 40%.”
CML’s website states that the company “stores and delivers a wide variety of food products across the ambient and chilled temperature ranges, while it also offers a series of added value solutions”.
The company said the decision was based on an internal stakeholder review and that it has “not operated a DEI function since April 2024.” That same month, Tanika Murphy, Harley-Davidson’s former manager of inclusion and belonging for DEI and supplier diversity, left the company to join Molson Coors Beverage Company, according to her LinkedIn profile.
In a 2022 company report, Harley-Davidson said it reached 9% diverse spend with Tier 1 and Tier 2 suppliers, accounting for more than $265 million. In the same report, the company said it aimed to reach or surpass 15% diverse spend with suppliers by 2030.
Harley-Davidson did not publish a similar report for 2023 and did not elaborate on how its recent decision to cut supplier diversity spend goals will impact current suppliers. The company did not respond to a request for comment for this story.
Despite the announcement, Harley-Davidson’s supplier diversity policy is still published on its supplier network website. As of Aug. 29, the policy states that the motorcycle maker has an “objective of becoming an industry leader in global diversity and inclusion.”
Harley-Davidson’s supplier diversity program was once named one of the best of the decade by Minority Business News USA and Women’s Enterprise USA.
Beyond supplier diversity, as recently as December 2023, Harley-Davidson was still reporting the gender and racial makeup of its U.S. workforce, noting that 45.2% of its employees were white men in its most recent annual report.
The company first began publishing such information in its 2021 annual report after CEO Jochen Zeitz outlined the motorcycle maker’s inclusive stakeholder management program during a Q4 2020 earnings call. The program was a pillar of a five-year strategic plan the company announced in February 2021.
“Our efforts also include fostering an inclusive and welcoming dealer network and a diverse supply base focused on ethical, sustainable and equity-based purchasing and sourcing practices,” Zeitz said on the Q4 2020 earnings call.
Several other companies that previously announced DEI initiatives have walked back their commitments recently, with supplier diversity sometimes caught in the crossfire. For example, Jack Daniel’s maker Brown-Forman Corp. announced this month that it would end its “supplier diversity ambitions” as part of its DEI retreat.
Studying abroad is an enriching experience that benefits any student by helping them adapt to new cultures and academic environments. However, it also comes with its own set of challenges. From culture shocks to loneliness, the hurdles faced can be daunting yet not insurmountable. Here is an account of the top five challenges faced by students studying abroad and how to overcome them.
1. Navigating Cultural Differences
Culturally, one of the most immediate challenges that a person faces when moving to a new country is the difference in everyday social norms and civilities that one is used to. Surely, one can get away with not understanding the nuances of a new culture, but the risk of embarrassing oneself or being snubbed or ostracized is very high.
The best way to be at ease with cultural differences is to understand their reasons and embrace them with open arms. Be active in the local community. Attend cultural events. Learn the local language, at least at a basic level, so that you can communicate with ease and feel a part of the community.
2. Managing Financial Strain
It is no surprise that many international students cite financial stress as an important issue. Tuition fees are higher at international universities than at local ones, and the cost of living is also much higher, not to mention unexpected expenses.
Therefore, budgeting is very important. You need to plan your finances before your departure. Use student discounts and other cheaper alternatives, such as staying in shared apartments. Have a contingency fund for unexpected expenses. Getting scholarships would also be a good idea, and also maybe doing part-time jobs would also help especially if your visa allows it. Also, research academic aid that you can afford before you leave for a new destination. UKWritings is a UK essay service that helps international students with their papers, so you can use something like that to supplement your studies as you get started, especially because this service is very budget-friendly.
3. Academic Adjustments
Academic systems differ dramatically across the globe. You might find the styles of teaching and assessment, the ways of interacting with professors and fellow students, very different from what you are used to at home.
To mitigate this, learn as much as you can about the academic expectations and norms of your host country. Don’t be afraid to discuss any problems you have in making this transition with teachers and fellow students. Make use of the academic support services provided by your institution (libraries, study groups, tutoring services, etc.) to ensure you keep up with your studies.
4. Coping with Homesickness
Being away from home – especially in an entirely different cultural context – can lead to homesickness, which is a common problem that can impact your well-being (both emotional and academic).
To ease your home sickness, maintain contact with your family and friends back home, but also work to establish a new support network in your host country. Get involved in hobbies and activities that make you feel at home. Most importantly, give yourself time to adjust; sometimes, it’s just normal to feel homesick, and it can often pass with time.
5. Health Concerns
Relocating to a new country can create health problems, from adjusting to a different diet to the provision and use of healthcare. This is how you overcome them:
Research what healthcare services are available.
Find out how insurance works and whether you are covered.
Enroll with a GP as soon as you arrive.
Be aware of what to do in case of emergencies.
Take care of your diet and try to maintain your lifestyle.
Embracing the Journey
While studying away from home may have its challenges, the experience can be enriching, offering a combination of personal and academic development. With some preparation, appreciating that things will go wrong, and being open to new happenings, you can not only overcome the challenges of studying abroad but also benefit from them. Every challenge is an opportunity to learn and grow. Have a wonderful journey, and enjoy it to the fullest!
London, UK: Derry Group Ireland has been shortlisted for the title of “Road Transport Operator of the Year” at the Logistics Awards 2024, run by Logistics UK. Derry Group Ireland specialises in the storage, order picking and distribution of chilled and frozen product throughout Ireland with depots in Armagh (NI), Dublin and Cork (Republic of Ireland).
Gist has been shortlisted in the “Decarbonisation Champion of the Year” category while Ceva Logistics and XPO Logistics are finalists in the “Diversity & Inclusion Champion of the Year” category.
Megan Lynch from Ceva Logistics and Zoe Middleton from Kerry Logistics UK have both been shortlisted in the “Rising Star of the Year category”.
David Wells, chief executive of Logistics UK, said: “The entries for our 2024 Logistics Awards demonstrate the excellence and diversity of our sector, with organisations and individuals from across the industry recognised for their high standards and commitment to delivering for customers.
“I know that our board is going to have a very tough challenge in deciding on the eventual winners, and everyone shortlisted should be incredibly proud of their achievement in making it thus far – to do so is testament to their excellence and the work which they deliver for customers. “
The awards will take place at the Park Plaza Westminster Bridge in London on December 12.
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Dive Brief:
J&J Snack Foods is “exceeding” expectations and driving productivity improvements from its three new regional distribution centers, CEO Dan Fachner said in a Q2 earnings call.
Eighty-five percent of the food maker’s orders are being shipped from the new distribution network, up from 26% a year ago. The company was also able to reduce length of haul — the average transit distance, in miles, from a J&J shipping point to customers’ docks — by 38%, VP of Supply Chain Jay Montgomery said in an email.
“The regional distribution model places our RDCs in optimal geographic locations so that we are closer to our customers than ever before,” Montgomery said. “That enables higher fill rates, improved on-time performance and the ability to quickly service them when unexpected needs arise.”
Dive Insight:
J&J Snack Foods is reaping the benefits of recent efforts to simplify its supply chain network. On the Q2 earnings call, Fachner said that investments in manufacturing and distribution capabilities are resulting in improvements across several areas of its supply chain.
With these facilities, the company aimed to consolidate all of its stock instead of having it spread out across more than a dozen different buildings, Montgomery told Supply Chain Dive in an interview last year.
Since the announcement, the company has reduced its number of cold storage locations to 10, further driving efficiencies in how it ships products and decreasing transfers across its network by 9%, Fachner said.
The company also improved its on-time delivery versus “must arrive by date” to more than 82%, up from 73% last year, the CEO told analysts. Both metrics are for outsourced trucking, as the company outsources 100% of last-mile freight, according to Montgomery.
“The regional distribution centers are strategically located close to our customers, increasing our agility to service them,” Montgomery said.
J&J Snack Foods has also increased capacity by adding six new production lines that utilize automation in areas like mixing, processing and packaging. The new lines will help in the production of pretzels, pretzel dogs, churros and frozen novelties.
“The expanded capacity has created production efficiencies and higher output metrics through better automation, which improves product margins, decreases over time, and provides the flexibility to respond to new sales opportunities,” Fachner said.
“Most of all, these lines added capacity for our key segments, enabling growth,” he added.
