< PreviousPOWER LIST | INDUSTRY LUMINARIES 20JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com Kim Winter, Global CEO of Logistics Executive Group Pty Ltd & Logistics Recruit- ment Middle East FZ LLC, founded the company in Australia in 1999, then expanded with offices throughout Australia, Singapore, Hong Kong, Shanghai, India, Dubai, Kenya, Russia and Europe. The company partnered with Tier 1 private sector, government logistics and supply chain enterprises providing executive search, talent management, executive coaching, corporate advisory, consulting and M&A services. In each of the regions the company served, there was significant market demand for targeted expertise and experience. Logistics Executive Group was typically the first specialist service provider in the logistics and supply chain sectors to respond to these needs. Since the company started 22 years ago, the logistics and supply chain re- cruitment industry has been in a con- tinuous state of evolution, disruption, exciting growth, and diversity. “There has never been dull day, there have been constant challenges and op- portunities each of the 8000 days of our journey. Every day is a new adventure!” noted Winter. According to Winter, the evolution of technology has significantly impacted value chains, with logistics as an enabler of global commerce and trade. Supply chains have evolved, and the way the world conducts business has changed dramatically. “The power of the internet and every- thing being easily accessible has made life comfortable and relatively simple in developed economies. The logistics industry is one of the leading segments investing heavily in IoT and digitisa- tion, enabling smart transportation and enhanced services throughout the sup- ply chain. Mobile connectivity has cre- ated a seamless interface between cus- tomer demand for goods and services and supply,” said Winter. “The way we live, work, trade, relax, communicate, learn, spend and shop was changing at a rapid pace over the last 10 years, then COVID-19 created massive disruption, good and bad, with e-commerce escalat- ing the changes that were already tak- ing place. There have been incredible advances across all aspects of supply chain eco-systems, with some losers [aviation, travel, hospitality, bricks & mortar retail] as well as significant winners, such as digital service provid- ers, forward thinking consulting firms, consumer electronics manufacturing, online/e-tail, e-commerce 3PL service providers, and maritime carriers. Many e-commerce engaged first, middle and last mile providers and logistics special- ist [logistics & supply chain] recruit- ment companies.” COVID impact Despite the massive impact of COVID over the last 19 months, the Logis- tics Executive Group could weather the storm together and build an even stronger company. “I’m proud of the fact that our team members globally were able to confront the massive disruption caused by COVID, when it hit, deal with the uncertainty together, support each other, embrace the reality of the situation, stay com- mitted to our core business direction of travel, maintain a clear line of sight on the services we traditionally offer and develop new innovative solutions to the wide spectrum of challenges our customers around the world have faced. Demand for our clients drove the decision to open three new offices, initiate new business solutions platforms and grow our staff group by 30% in the process,” Winter stated. The company has also expanded its media platform from which it shares news, insights, innovation and research. It launched its vodcast channel inter- view series, where it hosts international business specialists and thought leaders from across the global logistics and sup- ply chain community. Not only that, but the company has continued to support its staff and non-profit organisations. “During the last year we have also highlighted the importance of mental health, well-being, diversity, equity and inclusion and provided support and ad- vice to those who have been displaced from their jobs. We have also stepped up our work with our 15-year colleagues at Google Premier Partner Oni Group in support of our not-for-profit humani- tarian organisation Oasis Africa. We are continuing to provide safety and freedom from poverty through educa- tion to 8000+ mainly orphaned children and teenagers in East Africa,” Winter explained. THERE HAS NEVER BEEN DULL DAY, THERE HAVE BEEN CONSTANT CHALLENGES AND OPPORTUNITIES EACH OF THE 8000 DAYS OF OUR JOURNEY. EVERY DAY IS A NEW ADVENTURE!” KIM WINTER, GLOBAL CEO - LOGISTICS EXECUTIVE GROUP PTY LTD & LOGISTICS RECRUITMENT MIDDLE EAST FZ LLC MEETING AND EXCEEDING DEMAND Kim Winter, Global CEO - Logistics Executive Group Pty Ltd & Logistics Recruitment Middle East FZ LLC, explains how his company has gone from strength to strength.LOGISTICS LEADERS | POWER LIST 21LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.comPOWER LIST | LOGISTICS LEADERS 22JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com From 2008-2019 SAL oper- ated as the cargo ground handling and terminal op- erating division of Saudi Airlines Cargo Company (SACC). “We always knew there was a significant business case for SAL to be carved out of SACC and function as an independent entity to help catalyse the economic transforma- tion of KSA into a global logistics hub,” said Omar Hariri, Chief Executive Officer, SAL Saudi Logistics Services. This carve-out happened in January 2020 with the establishment of SAL Saudi Logis- tics Services as a standalone corporation allowing it to expand into a broader platform of logistics services independently. Hariri joined SACC in February 2018, which, back then, encompassed two business units, the Air Cargo and Cargo Terminal Operations. “Spending more than a decade leading commercial and operational activities at blue chip courier companies catalysed my passion for the logistics industry. So by the time the opportunity arrived to join SACC it was a no-brainer for me to dive deeper into the industry from a slightly different angle,” Hariri noted. Today, SAL and SACC are aligned in their vision to grow KSA’s air cargo volumes and help catalyse its economic transformation into a logistics hub. SAL is the leading in- tegrated services provider in Saudi Arabia, and its flagship business is the provision of the full spectrum of airport services and logistics. SAL is active at four major hubs and 22 domestic airports across KSA, has exclusive operating rights at 24 out of 28 airports in KSA, and commands a majority market share of the cargo handling market in KSA, which is forecasted to grow at 9.6% CAGR until 2030. Industry changes The logistics industry has changed dramati- cally over the last decade. Customers have become far more aware of the end-to-end value chain, and their demands for greater visibility, agility, flexibility and involvement in their shipment cycles have become much more apparent. Smart technology is the obvious industry game-changer and is becoming increasingly embedded in new solutions, machinery and equipment, facilities, infrastructure, inspec- tions, and countless other ways. Thanks to Artificial Intelligence (AI), robots - which have long been part of SAL’s system through smart machines - now ‘have a voice’ through chatbots. Augmented Reality (AR) has also been introduced to smart warehouses, al- lowing customers to see storage space for their cargo - virtually. Unit load devices are now also embedded with tracking devices, increasing security for high-value goods. “These changes are not limited only to operations but also safety protocols as well. For instance, there are specific requirements that we must fulfill for specific cargo move- ments like e-commerce, pharmaceuticals, dangerous goods, and so on. And even cus- tomer service experience has also signifi- cantly changed partly due to enhanced real time connectivity and communication from anywhere in the world. The important thing to recognise is that SAL is playing a major role in the development of the logistics sec- tor, which will be a key driver of Saudi Ara- bia’s transformation into a highly diversified economy, connected to global markets by corporate networks and increasing flows of goods and capital,” noted Hariri. Vision 2030 recognises that investment in logistics infrastructure and efficient pro- cesses produces a multiplier effect, creating entrepreneurial opportunity, encouraging trade and investment, and enhancing pro- ductivity and competitiveness. The strategy aims to transform the Kingdom into a re- gional logistics hub, efficiently linking trade across Asia, Europe, and Africa. Through the National Transportation and Logistics Strategy (NTLS), the country is rolling out a coordinated investment pro- gramme in air, sea and land infrastructure in industrial zones, and improved connectivity between economic hubs. The sector is expanding in tandem with an increasingly vibrant domestic economy, with a growing and youthful population power- ing private consumption. E-commerce is growing rapidly from a relatively low base, while Saudi Arabia – as the most populous SAL’S SUCCESS Omar Hariri, Chief Executive Officer, SAL Saudi Logistics Services, discusses the forward-thinking leadership of the company and its successes market in the Gulf – is well-positioned to become the natural hub for transhipment to the broader region. Resilience SAL demonstrated significant resilience over the last year, despite disruption to international transportation and supply chains due to global restrictions on eco- nomic activity. The Company’s airport logistics services played a significant role in the accelerated rise of e-commerce in Saudi Arabia, and in handling speciality goods, including phar- maceuticals and vaccines. “Key to our mission was to approach the pandemic in an innovative, committed, and resolute manner. I believe we demonstrated our ability to flexibly reconfigure our op- erations to ensure that the Kingdom had enough food supply and the essential medi- cal equipment needed to save lives during the most intense period of the pandemic. Our success in doing so is what I am most proud of at SAL,” Hariri said. “During this crisis, we adopted revised health and safe- ty protocols and with time expanded our revenue model by offering our customers multimodal services connecting sea-ports to airports, road feeder services, last-mile B2B deliveries, and 3PL solutions to select gov- ernment entities, among other initiatives.” Despite the challenging market condi- tions brought about by the pandemic, SAL continued with its capital development pro- gramme investing over SAR 1.5 billion to upgrade its operations to help meet expected significant growth in air cargo over the next decade and demand for specialist services. SAL’s Riyadh and Jeddah are adding new technology-enabled, fully integrated facilities that are cutting handling times sub- stantially and increasing capacity to handle perishables and complex products such as pharmaceuticals and vaccines. LOGISTICS LEADERS | POWER LIST 23LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com GWC is a premier, fully inte- grated logistics provider and a leader in supply chain solutions that caters to all in- dustry verticals. Thanks to its impec- cable credentials, global network and experience in handling major sporting events, GWC was last year unveiled as the fi rst regional supporter and offi cial logistics Provider for the FIFA World Cup Qatar 2022. “We are committed to delivering first- class, innovative and sustainable solutions. In addition, we are always willing to adapt to changing circumstances. Our team are up to the challenge, when solutions are need- ed, we step up and deliver. One example of this would be during the recent FIFA Club World Cup Qatar 2020. This tourna- ment was hosted during a global pandemic, something which added an extra layer of challenges to all our operations. We adapt- ed quickly, collaborated closely with our stakeholders and assisted Qatar and FIFA stage a tournament with fans present that was considered a great success by the play- ers, supporters and officials in attendance. We understand that situations especially on a global level are fluid and ever changing. That’s why we pride ourselves on being streamlined, adaptable and continuously prepared to offer fast resolutions whatever the challenge,” stated GWC’s Group CEO, Ranjeev Menon. Priding itself as a one-stop-shop for all the logistics needs of its clients, GWC of- fers a full suite of solutions that handles everything, from a single document to a multi-ton shipment from origin to point of use and critically, to return shipments back to their home port if necessary. GWC has a logistical infrastructure footprint cover- ing more than 3,800,000m², including the largest privately-owned logistics hub in the region, along with a team of dedicated and innovative specialists, supported by state-of-the-art IT systems. Since being established in 2004, GWC has become Qatar’s first choice for all lo- gistics requirements and an accomplished provider of logistical solutions for a range of major sporting events, including the 2006 Asian Games, the 2011 AFC Asian Cup, the 2019 Arabian Gulf Cup and the last two versions of the FIFA Club World Cup, which were both held in Qatar. GWC’s huge warehousing footprint and massive storage solutions are backed by a 1,200-strong fleet of trucks, trailers and specialised vehicles to deliver and collect from logistics compounds, stadiums, train- ing sites, fan zones and other locations. In addition, it is supported by a state-of- the-art warehouse management system, along with order management and trans- port management systems. “Continued growth, commitment to quality and sustainability and always being prepared to innovate in achieving goals, to name a few, describes Qatar’s journey; and we are proud that our efforts have IMPECCABLE CREDENTIALS, IMPECCABLE LEADERSHIP, IMPECCABLE VISION GWC’s Group CEO, Ranjeev Menon, runs through the visionary success of GWC in Qatar been a reflection of that, leading to the actualisation of the Nation’s 2030 vision and beyond,” Menon said. “We are com- mitted to delivering first-class, innovative and sustainable solutions. In addition, we are always willing to adapt to changing circumstances. Our team are up to the challenge, when solutions are needed, we step up and deliver.” The company has a 2,600-strong work- force, 19 key locations, 250,000 pallet lo- cations and a global reach of more than 600 offices. GWC also provided one of the first of Qatar’s public-private partnerships to bear fruit, the GWC Bu Sulba Ware- housing Park. This was designed based on government directives to offer small and medium enterprises the best logistics infrastructure needed for their success. Another PPP under development right now is Al Wukair Logistics Park, which is focusing on the micro, small, and medium enterprises. This 1.5 sq km facility caters to a whole range of industries tha t require light in- dustrial workshops, storage units, and open yards. It offers an ideal platform for established companies and new market entrants. Al Wukair is one of several fa- cilities, which is attracting business to the country, along with Qatar’s commitment to offering a simple company formation process - in which GWC is able to support. A logistics park keenly supports Qatar’s commitment to diversifying the econo- myand reducing the country’s reliance on hydrocarbons income. CONTINUED GROWTH, COMMITMENT TO QUAL- ITY AND SUSTAINABILITY AND ALWAYS BEING PRE- PARED TO INNOVATE IN ACHIEVING GOALS, TO NAME A FEW, DESCRIBES QATAR’S JOURNEY; AND WE ARE PROUD THAT OUR EFFORTS HAVE BEEN A REFLECTION OF THAT LEADING TO THE ACTU- ALISATION OF THE NA- TION’S 2030 VISION AND BEYOND. ” RANJEEV MENON, GWC’S GROUP CEOMEDIA AN ITP MEDIA GROUP PUBLICATION MUST-READ CONTENT FOR LOGISTICS PROFESSIONALS INTERVIEWS Exclusive interviews with the most infl uential fi gures in logistics presented through our multimedia platforms. LISTS Read our comprehensive rankings of the Middle East’s most powerful names and companies in logistics. EVENTS Get early-bird access to be fi rst in line for our industry- leading conferences and awards. COMMUNITY Become a part of the Logistics Middle East community, a knowledge pool of industry professionals and experts. Logistics Middle East is a leading industry brand delivering exclusive multimedia content that matters to businesses in the Middle East. EXCLUSIVE COLUMNS Get daily insights from the industry experts shaping supply chains in the Middle East. MULTIMEDIA PLATFORMS Be the fi rst to see our thought-provoking range of videos and webinars and hear our in-depth podcasts. Sign up today for unrestricted access to logisticsmiddleeast.com and exclusive benefitsLOGISTICS LEADERS | POWER LIST 25LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Asyad is Oman’s global inte- grated logistics service pro- vider and the cornerstone of Oman’s ambition to reclaim its 2,000-year-old regional trade lead- ership and establish the country as one of the world’s top ten logistics hubs by 2040. Established in 2016, Asyad offers inte- grated service and end-to-end logistics solutions to meet market needs and sup- port Oman’s economy. The Group com- prises three deep ports and three free zones backed by Oman’s five airports, and a world-class road network. In addition, Asyad operates an exten- sive shipping and sea transport network that connects Oman to critical ports across the region and the globe. This allows optimal use of its diverse and powerful support assets, including its renowned Asyad Express service that serves e-commerce, manufacturing, fi- nance, and other businesses. Asyad connects Oman’s ports and in- dustries to regional and global markets bringing together services, solutions and companies under one brand umbrella to ensure trade facilitation, better perfor- mance, fewer handovers, and advanced delivery capabilities. Oman ranked first in the GCC on the Trading Across Border Index by the World Bank, and first in the world in port call hours according to UNC- TAD while scoring an impressive 2.5 per cent goods inspection rate compared to an average three per cent across the EU. “I joined Asyad Group as its Chief Executive Officer in 2016. Starting my career as a mechanical engineer in the oil and gas sector, I witnessed firsthand the importance of reliable logistics ser- vices and this sparked my interest in the sector. In 2013, I moved to Oman Rail and developed my expertise in transport and infrastructure,” said Abdulrahman Al Hatmi GCEO, Asyad. “As CEO of Asyad, I saw this as a great personal challenge and opportunity to contribute to build- ing a comprehensive national logistics ecosystem that supports industries and provides an essential lever to the national economy. My position enables me to serve Oman’s economic and trade interests and contribute to national planning, starting with Oman’s National Logistics Strategy (SOLS 2040). Asyad’s mission today, and my personal goal, is to develop the logis- tics services network enabling Oman to take back its historic status as a leading maritime trade centre and premier global logistics destination.” The logistics sector is rapidly changing with the introduction of 4IR technolo- gies, the development of e-commerce, and the broadening scope of demand for logistics solutions. Clients today are looking for compre- hensive solutions and one-stop shops that can accommodate their evolving needs. This led to a significant shift in the in- dustry towards integrating services and adopting customer-centric approaches. Asyad adopted this exact approach by integrating and restructuring its busi- nesses to offer end-to-end solutions to its local and international clienteles and BUILDING A LEGACY Abdulrahman Al Hatmi GCEO, Asyad discusses how Asyad is helping develop Oman’s logistics sector into a world-class industry grant them easier access to regional and international markets. “In Oman’s context, the logistics indus- try is entering an era of nationalisation as the country embraces a tech-based economy and the logistics sector prepares to support the push towards industriali- sation. Asyad is playing an active role not only by facilitating cross-border trade al- lowing national industries to scale their businesses to regional and international levels, but also by adopting cutting-edge technologies that would create a state- of-the-art logistics infrastructure,” noted Al Hatmi. The COVID-19 crisis changed the logistics landscape and gave rise to challenges that will linger for years to come. However, Asyad Group proved its resilience and exceptional ability to respond to contingencies and turn chal- lenges into opportunities. “We are proud with Asyad’s exceptional performance in 2020 reaching new highs with container handling volumes at all Omani Ports increasing by five per cent in 2020, while dry bulk handling volumes reached 31,777,910 tons with an increase of 14.5 per cent in 2020 compared to 2019. Small and medium ports direct imports handling have also increased by 17 per cent in 2020 compared to 2019; and Asyad Lines volumes exceeded the target by 24 per cent. All these figures confirm our ability to overcome global challenges and turn them into growth opportunities,” stated Al Hatmi. “As the world begins the journey towards recovery, we are off to a great start in 2021 with promising growth across many of our businesses. We are set to keep safeguarding the supply chain and to provide robust and reliable logistics services that pave the way to economic recovery.” AS THE WORLD BE- GINS THE JOURNEY TO- WARDS RECOVERY, WE ARE OFF TO A GREAT START IN 2021 WITH PROMISING GROWTH ACROSS MANY OF OUR BUSINESSES. ” ABDULRAHMAN AL HATMI GCEO, ASYADPOWER LIST | LOGISTICS LEADERS 26JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com Starting his journey with the organisation in May 2008, Madhav Kurup, Regional CEO, Middle East and South Asia, Hellmann Worldwide Logistics, has been on the upswing all through the years. It was the natural next step in his career to move to a regional role from his previous country man- agement role, so he joined Hellmann as CEO for the Middle East. In 2008, when Kurup joined the compa- ny as CEO for the Middle East, the world was hit with the global financial crisis, and Dubai was facing the worst ever real estate crisis. According to Kurup, on top of that, the company was not in good shape. However, he set out to fix this. “2008 was an eventful year with the global financial crisis and the local real es- tate crash. We, at Hellmann, put together a strategy to create specialised solutions in the healthcare and automotive industries. Moving on from transactional business to becoming an integrated solutions pro- vider, we are the market leaders in these verticals.” stated Kurup. “We put together a team of motivated and hungry professionals to turn the company around. We worked hard as a team and to- day, I am happy to say the entire team is still with us and has grown with the company into many senior roles,” Kurup explained. The last year has been extremely chal- lenging for the industry, it was a year no one could have planned for or predicted, but Hellman Worldwide Logistics weath- ered the storm with its exceptional team. “It was an unprecedented year and none of us were prepared for it. I am proud of the team - how we reacted to this year with a positive mind set, and always have taken extra care to meet and exceed expec- tations with COVID protocols to protect ourselves and others. I am also proud that we continued to operate under the most difficult conditions and provided uninter- rupted service to all of our customers,” noted Kurup. “We have not made a single employee redundant and have not made any pay cuts. We also went on to expand our business in Oman, and Egypt, and made substantial investments into an e- commerce facility in Dubai CommerCity during the pandemic.” About Hellmann Hellmann is a 150-year-old family-owned company with global capabilities. Accord- ing to Kurup, the company’s smaller size CREATING A LOGISTICS LEADER Madhav Kurup, Regional CEO, Middle East and South Asia, Hellmann Worldwide Logistics helps it be more agile and flexible to the changing market conditions and, most importantly, helps it develop long-lasting relationships with its customers. “Here, in the Middle East, we have achieved market leadership in the auto- motive and healthcare verticals through state-of-the-art infrastructure, globally bench-marked systems and, most impor- tantly, best in class specialised resources. We have always been the trend-setter in the market with innovative and out of the box strategies to drive our growth in the MENA region. Our entrepreneurial approach makes us different,” stated Ku- rup. “I like to think that we have taken Hellmann, over the last ten years, from a small transactional freight forwarder to now stand among the top five fully inte- grated service providers in the region.”LOGISTICS LEADERS | POWER LIST 27LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Tristar began in 1998 with three trucks and a CEO with ambition to succeed. He had the appetite to take the risks needed to drive the company forward. “It took some time and patience to build the required skill set and financial means to set up my own business, which I did at the age of 45 in 1998. I read some- where that luck and risk are siblings and are part of the reality that every outcome in life is guided by forces other than indi- vidual effort,” Eugene Mayne, Founder and CEO, Tristar Group said. In his early years Mayne had big dreams of owning his own business. He worked at Chevron for over 20 years to build up the skill set, and capital he needed to start his company. “The rest boiled down to making a bold and possibly risky decision to in- vest all the family savings to buy three used trucks. There was risk and there was luck in getting us to where we are today,” noted Mayne. Since its humble beginnings, Tristar has grown into a leading energy logis- tics company through a combination of forging new contracts, strategic part- nerships, and completing acquisitions. Tristar has become a trusted brand in the global logistics industry, present in 21 countries and territories and employ- ing around 2,500 people. The company has over 2,000 road transport assets, 35 maritime vessels, operates 69 fuel farms, and over 100 remote fuel sites. “Over the last 23 years we have built strong relationships with a diverse group of blue-chip customers including oil ma- jors and intergovernmental organisations. We have also built a resilient business model that protects us against market volatility and has positioned us well for long term success,” noted Mayne. Industry changes Back in the 80’s and 90’s, there was not much of a culture of road safety, accord- ing to Mayne, not just here in the Mid- dle East but across the world. Safe bulk transport operations of petroleum prod- ucts in the UAE and GCC were generally unheard of when Tristar was established. “In my previous career with Chevron I used to find it extremely difficult to find a professional road transporter who we could confidently trust to move danger- ous petroleum products from one desti- nation to another without incident. To set up a professional and safe transport busi- ness, with the goal to get international oil majors to outsource their business, was an idea that began to crystallise in my head as a potential business venture. This was over 20 years ago and no one at that time visualised that today’s technol- ogy would play such an important role in not just the logistics industry but the world in general,” he said. I AM PROUD OF THE RESILIENT BUSINESS MODEL THAT WE HAVE BUILT WHICH MEANS THAT OVER THE LAST YEAR AND A HALF WE DID NOT EXPERIENCE ANY ECONOMIC CHALLENGES THAT NEEDED IMPLEMENTATION OF ANY EXTREME AUSTERITY MEASURES.” EUGENE MAYNE, FOUNDER AND CEO, TRISTAR GROUP TRISTAR: FROM HUMBLE BEGINNINGS TO LOGISTICS LEADER Eugene Mayne, Founder and CEO, Tristar Group, talks through Tristar’s rise from a small company to industry giant. Pandemic challenges As the pandemic hit in March 2020, Tristar set up its COVID Crisis Manage- ment Committee, which has the responsi- bility of closely managing the health and well-being of every one of the company’s 2,500 staff and their families within 21 countries and territories. “Over the last year and a half we have experienced employees and their fami- lies contracting the virus some of whom needed hospital care but overall I am very proud of the fact that due to timely and diligent monitoring and support of our crisis committee, including ar- ranging critical hospital care at very short notice, we were able to ensure that we had no causalities whatsoever,” Mayne stated. The company also maintained all jobs and did not need to cut staff or salaries, and ensured no disruption in meeting customers’ expectations. “We were able to deliver uninterrupted service to all our customers under very challenging conditions of border closures, quarantine delays and several other uncer- tainties in the supply chain that made us move from a ‘just in time’ to a ‘just in case’ model,” stated Mayne. “I am proud of the resilient business model that we have built which means that over the last year and a half we did not experience any economic challenges that needed implementation of any extreme austerity measures.”POWER LIST | LOGISTICS LEADERS 28JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com Nour Suliman, CEO, DHL Ex- press Middle East and North Africa, joined DHL in 1978, a few years after the company had set up its fi rst distribution centre in Bahrain and was expanding its foot- print in the region. “I started off as a young flying cou- rier. It was a great opportunity at the time to join an international company that was just setting up in the region. The job seemed interesting and indeed it was; there was a lot of flying around the world, meeting different people of varying backgrounds. I found that to be very fulfilling,” said Suliman. The logistics industry has transformed hugely in the past 43 years; the rise of globalisation, technological advance- ments, and digitisation have boosted trade and commerce, enabling global economies and greater people connec- tivity, while improving lives. Much of this transformation has been pushed further over the last 16 months with the COVID-19 pandemic. “My team quickly adapted to the re- quirements of the new mode of business and the adjustments to our business pro- cesses that were necessary to keep them safe. And despite the challenges, they did an outstanding job in maintaining opti- mum levels of service by staying close to our clients, communicating regularly, and providing necessary advisory and support to facilitate their logistics needs,” Suli- man noted. In addition to the disruption caused to global supply chains, constrained cargo capacity and broken flight links, the pan- demic brought about a considerable spike in cross-border e-commerce volumes, which presented a challenge to logistics companies such as DHL. “We were quick to adapt to meet the increased demand by re-purposing our fleet capacities and re-engineering our operations to accommodate the new con- sumer patterns. We invested heavily in our regional air fleet, by adding new planes to boost load capacity and increase our reach and flights into high demand markets. We also partnered with third party logistics service providers to complement our net- work capabilities and simultaneously, we continued to expand our facilities to ac- commodate growth and the space needed for more shipment inflow, handling and processing,” said Suliman. Another notable achievement for DHL, according to Suliman, has been DHL win- MY TEAM QUICKLY ADAPTED TO THE REQUIREMENTS OF THE NEW MODE OF BUSINESS AND THE ADJUSTMENTS TO OUR BUSINESS PROCESSES THAT WERE NECESSARY TO KEEP THEM SAFE. AND DESPITE THE CHALLENGES, THEY DID AN OUT- STANDING JOB IN MAINTAINING OPTIMUM LEVELS OF SER- VICE BY STAYING CLOSE TO OUR CLIENTS, COMMUNICATING REGULARLY, AND PROVIDING NECESSARY ADVISORY AND SUPPORT TO FACILITATE THEIR LOGISTICS NEEDS.” NOUR SULIMAN, CEO, DHL EXPRESS MENA. STANDING STRONG Nour Suliman, CEO, DHL Express Middle East and North Africa, explains how DHL has weathered the COVID storm and how its team has been the key to its success ning first place as the best company to work for in the Middle East for 2020. This award came from leading global workplace culture authority Great Place to Work Middle East. “This Award is a true reflection of our culture and the tremendous importance DHL places on maintaining a harmoni- ous work environment that is powered by mutual trust and highly motivated people. Especially during the pandemic which forced us to make adjustments to our business processes to reduce risk of staff exposure and mitigate possible effects, our teams did an outstanding job staying close to our clients, communicating regularly, and providing necessary advisory and sup- port to facilitate their logistics needs. The award stands testament to their loyalty and is an achievement we are all extremely proud of,” Suliman noted.LOGISTICS LEADERS | POWER LIST 29LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Captain Mohamed Juma Al Shamisi, Group CEO, Abu Dhabi Ports, joined Abu Dhabi Ports in 2008 and led the restructuring of the company’s ports assets to enable the organisa- tion to become a fully operational customer-focused ports and indus- trial zone business. Shortly after the launch and the first- phase completion of Abu Dhabi’s new dedicated ultra-modern deep-water port, Khalifa Port and the adjacent Khalifa Industrial Zone Abu Dhabi (KIZAD), Captain Al Shamisi was ap- pointed GCEO. “I am glad to say that the last eight years have been truly remarkable, as Abu Dhabi Ports has successfully evolved and expanded from being a local opera- tor to a major global player in trade and logistics,” he noted. During his 20-year career, Al Shamisi has lived through and witnessed tre- mendous changes across the ports industry. After reaching its zenith in 2007/2008, volumes of international maritime trade and logistics suffered greatly for several years following the 2008 global financial crisis. “The external trade shocks to the world economy ultimately led to many businesses taking a much more meas- ured and sustainable approach, one that championed greater efficiency and consolidation, while also placing added value on striking strategic partnerships with players from emerging economies, such as China,” said Captain Al Shamisi. “The current COVID-19 pandemic is causing even more significant shock- waves and disruption to the old order, but for agile and resilient companies such as Abu Dhabi Ports, there are also marvellous opportunities to grow and expand despite this crisis. We are ready and excited about the future.” According to Al Shamisi, incredible lessons have been learned in Abu Dhabi Ports’ journey over the past year. “I am undeniably proud of our achievements to date. In the face of extraordinary global challenges, we have managed to surpass expecta- tions to deliver a unique and evolving offering to all who choose to do busi- DESPITE THE MOST DIFFICULT BUSINESS ENVIRON- MENT, OUR BROAD PORTFOLIO REMAINS RESILIENT AND CONTINUES TO GROW.” CAPTAIN MOHAMED JUMA AL SHAMISI, GROUP CEO SPEARHEADING CHANGE Captain Mohamed Juma Al Shamisi, Group CEO, Abu Dhabi Ports talks through his role in the company and how the industry has changed and strengthened. ness with us. Despite the most difficult business environment, our broad port- folio remains resilient and continues to grow. We are committed to keep- ing trade moving, building new facili- ties and infrastructure, and launching new services and entities,” he stated. “I am particularity proud of our leading role in the HOPE Consortium, the Abu Dhabi government-led public-private effort to distribute millions of vaccines around the world, through our stor- age and distribution facility based in KIZAD. It is truly gratifying to know that Abu Dhabi Ports is ready, able, and taking a leading role in helping end the COVID-19 era through our expansive supply-chain capabilities.” Next >