Home' Asian Aviation : AAV_May2012 Contents LOGISTICS
the same people," notes Christian Deverine, regional
aerospace manager at SDV Asia-Pacific Corporate.
A good example of the specialist needs of the
aerospace industry is composites - where Asia is
becoming an increasingly important supplier (see,
Composites Club, p34, this issue).
"We can also see a lot of new suppliers being
involved in the very last aircraft programs with high
end technologies such as composites," says Mathieu
Delassus, head of VM Aerospace - APAC at DB
Schenker, pointing to the likes of Xian, Chengdu
in China and also Bangalore in India. "Handling,
warehousing, forwarding these new materials and
technologies requires new logistics procedures
and specific care, including the use of dry-ice and
specific stands / cradles," notes Delassus.
Deverine at SDV also notes that the dry ice
needed for composites requires special attention.
They must be maintained at -18oC - which means
shipment must be fast and direct. "You don t send at
the weekend, for instance."
Looking at the wider picture, the know-how of the
logistic providers can enable the aviation industry to
take a more strategic view of their logistics operations.
"The value add is to finally see total cost of
logistics. This is very useful for management
reporting across different budgets," says Goedhart
at Kuehne + Nagel. He adds, "Kuehne + Nagel is
in the process of significantly reducing lead times
Reductions from more than a month to seven days
seem to be achievable, as such saving huge cost."
He adds, "In many cases, airlines and MRO s do not
take into consideration the total cost of AOG (aircraft
on ground). Usually the focus is on the cost of getting
the spare part to the aircraft on time. The real total
logistics cost is much higher, but not fully accounted
for in AOG situations. These cost include issues such
as crew and passenger expenses, passenger loyalty
and even re-bookings to another aircraft."
Others also think that the industry needs a rethink
about the costs of logistics. "Measurement is often
on direct costs - rates per kilogram, warehousing
etc., when you really need to look at everything
from DSO [days sales outstanding] to receivables,
cash cycles etc. We re opening some eyes, giving a
whole new perspective on the supply chain with our
approach," says Patry.
Patry says that there are "huge opportunities to
drive out some of those costs." He adds, "Airlines
need to look at entire programme management - they
tend to look at one company doing transportation,
another doing warehousing, another doing different
types of cargo management. In this scenario, no-one
company has a holistic view of the supply chain. That
can be a differentiator and competitive advantage for
them - allows you to lean-out inventory levels."
Delassus at DB Schenker agrees. "It is common to
have two transport providers carrying two shipments
from the same origin to same destination at hours
difference for two groups working under the same
roof! But the ordering process is independent because
one is working for 'ABC programme and the other
individual is working for the 'ABC-2 programme."
"It is common to have two transport providers carrying two shipments from the
same origin to same destination at hours difference for two groups working under
the same roof!" says Mathieu Delassus, head of VM Aerospace
- APAC, DB Schenker
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