< PreviousPOWER LIST | SUPPLY CHAIN CHAMPIONS 40JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com THE SUPPLY CHAIN LIFELINE RECORD SALES GOING GLOBAL INDUSTRY EVOLUTION Ricky Gill, Spinneys, Supply Chain Optimization Manager, talks us through Spinneys and the role his team played during the pandemic For many people and businesses, the sup- ply chain has always been a lifeline, delivering necessary goods and ser- vices as and when needed. “When the pandemic sub- sides, the world is going to look very different, however the challenge will be that con- sumers will continue to want low prices, and organisations won’t be able to charge more just because they manufac- ture in higher cost markets. This is forcing all supply EMEA Regional Product Manager, Zebra Technologies. Andy McBain, discusses Zebra’s success despite the challenges of the last 16 months According to Zebra’s first quarter 2021 earnings press release, the company achieved record quarterly sales and earnings, which exceeded expectations. “In today’s fast-changing, on-demand world, you need to be nimble. It’s more im- portant than ever before to get products out the door faster, more accurately and with fewer employee resources. We see an in- creasing need for mobility and visibility across ware- house operations as well as Hassan Hallas, CEO and co- founder of Lyve, discusses building a last-mile brand from scratch In 2016, Walid Mon- neimne (co-founder of Lyve) and Hassan Hal- las, CEO and co-founder of Lyve, observed the diffi- culty the e-commerce and F&B industries were facing when it came to fast and ac- curate delivery, despite the enormous business poten- tial of the region. “We launched Lyve [then called One Click Delivery Ser- vices] by gathering 50 driv- ers and a team of experienced software engineers in a small office and set out to fill the gap in a fragmented delivery ecosystem. We now manage a global fleet of thousands of drivers in ten different coun- Muhammed PC, Managing Director, Grand FreightX Shipping LLC, discusses how his company has risen to the challenge Grand FreightX Ship- ping LLC, a Dubai- based shipping company, was launched in 2017 by Muhammed PC, who has been in the mar- ket for more than a decade, working under multiple A list freight forwarders. “The pandemic turned out to be a remarkable change for our industry. Consider- ing the drop in passenger travel there was a huge surge on the per kilogram rates. In some cases the increase was above 300 per cent. Manag- ing to keep ourselves afloat was a big challenge. I am chains to review their strat- egies and move away from traditional methods in sup- ply management and to start focusing on transformational initiatives to enhance end-to- end visibility of your supply chain, investments in AI and improving strategic sourcing and planning,” noted Ricky Gill, Spinneys, Supply Chain Optimization Manager. However, the COVID-19 pandemic turned the supply chain into a vital part of all operations, delivering gro- ceries, to delivering vaccines. data analytics planning, pre- dictive modelling solutions and automation,” said EMEA Regional Product Manager, at Zebra Technologies, Andy McBain. McBain has been involved in EMEA product manage- ment for over 20 years, and the key technologies and evolving enterprise solu- tions are why he joined, and remains, at Zebra. tries and fulfill millions of orders,” stated Hallas. The digital transformation of the last mile, particularly in the UAE, has disrupted the industry and has also served as a catalyst to e-commerce and F&B industry growth, changing consumer behav- iour and opening the door to brand new businesses and endless possibilities. “Every step of the final mile has been digitised, bringing a complex system with a high margin for error to function like clockwork,” Hallas noted. proud of my team. Even with all of the restrictions due to COVID they were agile and proactive enough to ensure that the day-to-day activi- ties of the company were not hindered any way,” said Muhammed PC.SUPPLY CHAIN CHAMPIONS | POWER LIST 41LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Jens O. Floe has held many lo- gistics leadership and board positions since the beginning of his career. He joined Red Sea Gateway Terminal as CEO in 2016. Under Floe’s leadership, the annual container volume at RSGT, at the Port of Jeddah, has grown by 76% and will exceed three million TEU in 2021. In 2019 RSGT negotiated a new 30- year concession, which in 2020 included the takeover of the adjoining terminal, previously known as the Northern Container terminal. It has further in- vestment plans reaching $1.7 billion in infrastructure and equipment. RSGT has developed into the largest container terminal in Saudi Arabia, and on the Red Sea, serving as a logistics hub for the region, and a critical link in the global logistics chain. RSGT announced in January of this year the successful conclusion of Share Purchase Agreements with Saudi Arabia’s Public Investment Fund (PIF) and Hong Kong-listed COSCO Shipping Ports Lim- ited (CSPL), resulting in each of the two entities becoming 20 per cent sharehold- ers in Red Sea Gateway Terminals. This investment demonstrates the strength of RSGT and its future, and the confidence that the industry and investment commu- nity have in RSGT’s strategic domestic and international growth plan. “The biggest change in the logistics in- dustry that I have seen has been the vast increase in scope and scale of the world’s container shipping and container terminal operations,” noted Floe. “When I began in this business, the largest containership had a capacity of less than 5,000 TEU, the largest vessels in the global container fleet today can carry 24,000 TEU. In the past two decades alone global container volume has surged from 225 million TEU to over 800 million TEU. This type of growth calls for ambitious strategy and investment, and that’s what we have been doing at RSGT.” Global economic growth and merchan- dise trade growth have been projected to continue their recovery from the COV- ID-19 interruption. This means that there will be more new opportunities for expan- sion and investment for RSGT beyond its Jeddah operations. Landside aspects of the global logistics chain are also becoming an increasingly important component of RSGT’s integrated services. Larger volumes of trade create more significant volumes of documentation and data, and RSGT’s transition to digitisa- tion improves efficiency and reduces costs. Success has not been limited to commer- cial growth; RSGT was named winner of the 2020 Sustainability Award at the 17th Annual Seatrade Maritime Awards, Mid- dle East, Indian Subcontinent & Africa, to recognise “the exceptional initiative that supports sustainable maritime commerce.” Through RSGTs investment in creating ar- tificial reefs. WHEN I BEGAN IN THIS BUSINESS, THE LARGEST CONTAIN- ERSHIP HAD A CAPACITY OF LESS THAN 5,000 TEU, THE LARG- EST VESSELS IN THE GLOBAL CONTAINER FLEET TODAY CAN CARRY 24,000 TEU. IN THE PAST TWO DECADES ALONE GLOB- AL CONTAINER VOLUME HAS SURGED FROM 225 MILLION TEU TO OVER 800 MILLION TEU. THIS TYPE OF GROWTH CALLS FOR AMBITIOUS STRATEGY AND INVESTMENT, AND THAT’S WHAT WE HAVE BEEN DOING AT RSGT.” TERMINAL LEADER Jens O. Floe, CEO at Red Sea Gateway Terminal (RSGT), talks us through the company’s successes The COVID-19 pandemic has not unduly affected RSGT’s operations or investment plans. Measures were taken to prevent the spread of the virus at the terminal, which did not suffer from any of the congestion or equipment availability issues that af- fected other major container-handling hubs worldwide. RSGT’s primary response to the COVID-19 crisis, in addition to in- troducing new health and safety proto- cols, was to accelerate the transition to digitalisation, which also reduce the time and costs of cargo handling. The move to the digitisation of much of the paperwork associated with cargo payments and customs clearances elimi- nated the need for in-person interaction. Other procedures introduced at RSGT in response to the crisis included launching a new RSGT-Chatbot service to allow cus- tomers to access information, including real-time container status, invoice gen- eration, pre-pickup tickets, return de- pot details, custom seal number details, and vessel schedules, remotely from the phones. The new efficiencies will continue to contribute to RSGT’s accession to status as a global logistics hub. POWER LIST | UNSUNG HEROES 42JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.comUNSUNG HEROES | POWER LIST 43LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Walid Khoury, ALS Group Managing Partner, ALS Logistic Solutions, joined the company as a GM in 2001 when the German head offi ce had no presence in the MENA region. “Together with ALS’ previous boss, we agreed to give it a try for a year and see how things would work out - especially since I had no logistics experience back in those days! A few years later in 2007, after becoming the most profitable branch in the company and the other branches were not doing as well, I decided to take over the full control of the company and shift the headquarters from Germany to Dubai,” said Khoury. Today ALS has offices in Singapore, Malaysia, Germany and Dubai with op- erations and partners across Asia and the entire Middle East, Europe and Africa. “ALS was not built in one day. I feel that ALS and I share the same soul, we share high and low moments, celebrate victories, and analyse the defeats. Together with my colleagues and partners, we’ve ensured ALS’ yearly growth and I would like to keep this always in focus,” Khoury stated. In the early 2000s, ALS only offered air cargo handling systems for airports and airlines with automation. Now it is a leader in warehouse automation, pharma logistics and car park automation. During the company’s growth, the team at ALS has remained Khoury’s biggest pride. “My biggest pride is my team who has shown great resilience and extreme sup- port to the company during the last year… We continued to support all the busi- nesses and clients across our network and managed to keep every member safe and healthy. Through many ups and downs and troubles caused by the pandemic, we will always defend our company’s objectives by following up on our goals and achieve them without harming the business or environment around us,” Khoury stated. “I am proud to say that I am absolutely dedicated at all times to ALS growth and the main target is to achieve zero tolerance for mishandling of company staff, time, assets and funds. Staff wellbeing is always top on my agenda as the main assets of every successful company.” ALS WAS NOT BUILT IN ONE DAY. I FEEL THAT ALS AND I SHARE THE SAME SOUL, WE SHARE HIGH AND LOW MOMENTS, CELEBRATE VICTORIES, AND ANALYSE THE DEFEATS.” WALID KHOURY, ALS GROUP MANAGING PARTNER, ALS LOGIS- TIC SOLUTIONS BUILDING A BUSINESS FROM SCRATCH TO SUCCESS Walid Khoury, ALS Group Managing Partner, ALS Logistic Solutions, looks at his company’s exceptional growth, and resilient team customer success ALS is fully involved in the Internet of Things (IoT) which is not a new tech- nology, but it is very much the reality of modern life and business. ALS’ IoT is designed to serve customers most con- veniently. The links between devices aim to minimise human involvement and in- crease operational success. “ALS’ IT-infrastructure is fully based on the principles of the Internet of Things. Taking into consideration the staff avail- ability, high cost of equipment and their breakdown, machines such as the Elevat- ing Transfer Vehicle and Automated Stor- age and Retrieval System are built to speed up and effectively operate material flow inside the warehouse by using the latest technology that is currently available,” said Khoury.POWER LIST | UNSUNG HEROES 44JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com DRIVING SUCCESS DOING THE HEAVY LIFTING REVOLUTIONIS- ING LOGISTICS TECHNOLOGY BUILDING SUPPLY CHAIN KNOWLEDGE Rita Zhen Huang, Founder and CEO of iMile Delivery, solves the last-mile delivery problem iMile began in September 2017 in Dubai to solve the last-mile delivery problem being faced in the city. Initially, COD (Cash On De- livery) took up 90 per cent of the market. However, now the prepaid portion of the market has increased significantly. The cost structure and the transit time have also been optimised. “Over the last three years, there were players in the market that didn’t do well but there are also a lot of new players. Only the ones that maintained quality and cost effectiveness survived,” said Artemiy Ivanovskiy, Regional Manager, India, Middle East and Africa, Volga-Dnepr, champions his team’s success Volga-Dnepr is a world leader in the transportation of super-heavy and oversized cargo. The company has an international team of about 3500 employees in nine countries worldwide. Artemiy Ivanovskiy, Regional Manager, India, Middle East and Africa, Volga-Dnepr was always passionate about the aviation industry, and chose Civil Aviation for a degree. He joined Volga-Dnepr in 2011 dur- ing his last year at university. “It’s really pleasing to see and be part of the region’s initiatives to support new businesses, de- Sotiris Ptochos, Co- founder, People discusses the company’s success and commitment to sustainability People, the technology company revolution- ising the logistics in- dustry, has had a very suc- cessful year, recently being awarded its first patent grant for its Smart Con- tainer technology. The company also provides technology solutions for intel- ligent ports, real-time end-to- end monitoring of goods and assets, and their environmen- tal and financial impact, and intelligent deep analytics to improve logistics company performance. People was started in 2016 to boost the global effort to CEO, Innova Supply Chain, Irene Sutton looks at how the company is benefi tting the local market Innova Supply Chain started in 2011 to utilise the founders’ supply chain knowledge to benefit the local market. The com- pany’s main objective is to add value and to focus on skills transfer to its clients. “We continue to look for op- portunities to leverage skills and solutions to optimise sup- ply chain operations because we believe that if you can be more economical and efficient then everyone wins,” said CEO, Inno- va Supply Chain, Irene Sutton. The company continues to see advancements in the areas Rita Zhen Huang, Founder and CEO of iMile Delivery. “Success in this market is also about technology. Dur- ing the pandemic while we were working from home our operations were running effi- ciently non-stop even during the lock down. We have been given the best protection by our employees and we support our clients growth during the pandemic by doubling and tri- pling their volumes. We have been able to promote our rock- stars and pay them bonuses. I am truly proud of this.” veloping ambitious construc- tion and humanitarian projects and even space exploration. It was a totally different market five to seven years ago,” said Ivanovskiy. Despite the COVID pan- demic, Volga Dnepr has thrived. “I am really proud of the whole team at Volga-Dnepr in our region and across the globe being on duty and carrying vi- tal supplies for the countries during hardest times and lock- downs,” noted Ivanovskiy. create a better place to live. “In the past few years, we have noticed an increased con- sciousness, effort, and com- mitment to move towards a sustainable and connected supply chain. We believe that the recent COVID crisis has pushed many companies to react and adapt quickly to emergency situations and showed that we are capable of moving faster,” said Sotiris Ptochos, Co-founder, People. of technology and supply chain software. According to Sutton, the focus, particularly in this region, on sustainability and incorporating social responsi- bility in supply chain operations has increased. “It’s great to see more diver- sity in the industry than at any time previously and the oppor- tunity for innovation seems to grow every year,” she noted.UNSUNG HEROES | POWER LIST 45LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com MAKING AN IMPACT HEROES BEHIND THE SCENES Rashed Al Qubaisi, Chief Executive Offi cer, Rafed, Abu Dhabi’s Group Purchasing Organization (GPO) for healthcare supplies and medical equipment In September 2020 – the same month Rafed was established, Rashed Al Qubaisi was ap- pointed as its CEO to lead on the organisation’s key vision: the de- velopment of operations to suc- cessfully reduce operating costs for healthcare suppliers and en- sure effective procurement and delivery of pharmaceuticals and medical equipment through con- tracts with leading suppliers. “Through my role, it has been humbling to be a part of a team that has made a dramatic impact in such a short time period. Rafed has Richard Ettl, CEO SkyCell talks us through the company’s success and its partnership in the HOPE Consortium SkyCell was started in 2012 to change the face of global pharmaceutical supply chains through a combination of hybrid con- tainers, tracking software, and risk management services. SkyCell has enjoyed immense success through- out 2020 and into 2021. The company has seen revenue growth of 60 per cent over the past twelve months as the COVID-19 pandemic has trig- gered pharma companies to switch to SkyCell faster to secure non-COVID supply lines and protect high-value cargo. Since its most recent funding round in April 2020, SkyCell has increased firmly established it- self as an integral part of the logistics chain, and our solutions are enabling healthcare facilities around the UAE to offer prod- ucts at more conven- ient prices,” said Al Qubaisi. “There is no doubt that the COV- ID -19 pandemic has created a monumen- tal shift in approach to the supply of phar- maceuticals and medi- cal equipment. Rafed had to mobilise rap - idly and take an agile approach when lev- eraging suppliers. A continued supply of these supplies was paramount.” Rafed was able keep up with demand across the Emirates.” its headcount by 45 per cent and significantly in- creased its on- the-ground global presence, opening service centres in five new or up- graded locations - San Francisco, Philadelphia, Seoul, Rome, and Toronto. It has also signed new partnership agreements with six airlines - Qa- tar, Saudia Cargo, KLM Airfrance Martinair Cargo, Korean Air, LOT, and Virgin Atlan- tic - as well as logistics partners such as DB Schenker and Unitrans. SkyCell was also a founding partner of the HOPE Consortium - a UAE-based public-private partnership offering a unique end-to-end supply chain solution capable of delivering large quantities of COVID-19 vaccines - from production to people, anywhere in the world - safe- ly, transparently, and efficiently, with a strong focus on making the vaccine available safely to emerging markets.INTERVIEW | HUMANITARIAN LOGISTICS 46JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com doses. Many current vaccine candidates also have specific requirements, such as temperature-sensitive storage reaching -60°C to -80°C. The pandemic has demonstrated that the global community is intertwined and part of a continuum, with the supply chain being the fulcrum on which all vaccine efforts balance. To mitigate the inherent challenges, entire supply chain structures had to be overhauled, with flexibility being the main component. The mindset of creativity and innovation has driven this overhaul to alleviate rigid transit points or cargo capacity limitations. Additionally, there has been a growing demand to digitalise supply chain management systems. Digitalisation effectively utilises and monitors multiple data streams, while using analytics to predict potential issues such as shortages. For this very reason, we work closely with Maqta Gateway, a subsidiary of Abu Dhabi Ports and a leader in the development of integrated and digital global trade solutions. Their blockchain-enabled solution, mUnity, has helped HOPE Consortium ensure How has the cold chain evolved during the time of COVID? At the onset of the COVID-19 pandemic, the logistics and transportation sectors have positioned their operations to ensure their preparedness for the safe, effective, and timely delivery of vaccines. Since the approval stage of the first vaccine batches, manufacturers and distributors have had to work closely to develop real-time strategies to handle the production, distribution and dissemination of tens of millions of vital Robert Sutton, Head of Logistics Cluster, Abu Dhabi Ports, dives into the HOPE Consortium, what it does, and how it has been instrumental in delivering life-saving vaccines worldwide BRINGING HOPE TO COMMUNITIES ACROSS THE WORLDHUMANITARIAN LOGISTICS | INTERVIEW 47LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com that vaccines are digitally managed, tracked and delivered, from production to people around the globe safely, transparently, and on time. What challenges have been faced by the partners in the HOPE consortium during COVID, and how have those been overcome? The HOPE Consortium, along with its partners, aims to deliver 18 billion vaccine doses worldwide, from production to people. The logistical and infrastructural challenges that lie ahead require modern and innovative solutions, and as such, the appropriate deployment strategies, plans, and policies need to be kept in place. The task at hand will be some of the most critical yet challenging work we do in our lives, requiring a tremendous global effort to ensure we operate as a monolithic human collective. To facilitate this herculean task, we have set up strategic international partnerships to aid us in reaching our goals. Each of our partners forms a core pillar of the HOPE Consortium’s complete end-to-end supply chain solution. The challenges multiply when considering the downstream or destination market supply chain – we acknowledge that many emerging markets have minimal cold chain capacity. Hence, the Kizad Hub allows us to consolidate the vaccines and then replenish the markets at a pace that stays within the parameters of their infrastructural capacity. This partnership approach ensures that vaccine quality controls are maintained. The risk of spoilage is mitigated by using Abu Dhabi as a global hub for distributing vaccines and other vital pharmaceutical products and supplies. What specialised logistics appli- cations are being used to ensure the integrity of the vaccine supply chain? Our shipping and logistics hubs aim to distribute large volumes of vaccines, from production to people, around the world, safely, transparently, and effec- tively. To do so, we have developed and launched a physical and digital end to end solution via our Control Tower for optimal visibility. Abu Dhabi Ports has provided us with the appropriate cold storage and ultra-cold facilities to house and store the vaccine doses as per their tem- perature requirements. Additionally, as previously mentioned, we are also utilising Maqta Gateway’s blockchain- enabled solution, mUnity, to ensures that vaccines are digitally managed, tracked and delivered. We are also using an expanding fleet of specialised logistics vehicles oper- ated by MICCO Logistics to deliver vaccines for local immunisation and international outbound shipments. What happens post-COVID? Will all these freezer farms and other applications still be utilised? The investments in the freezer farms and healthcare solutions were made parallel to the strategic focus on the continued development of Abu Dhabi as a centre of excellence for the health- care and cold chain sectors. The assets and solutions underpin the commitment to ensure that Abu Dhabi is prepared and has a risk miti- gation plan for current and future chal- lenges that may impact both the local and international community. Post-COVID, we fully expect that these assets and solutions will support the future needs of these sectors and further strengthen the value proposi- tion from the HOPE Consortium. WHO IS THE HOPE CONSORTIUM? • Department of Health – Abu Dhabi • Abu Dhabi Ports • Etihad Cargo • Rafed • Maqta Gateway • SkyCell. • Bolloré Logistics • CEVA Logistics • DB Schenker • DHL • FedEx Express, • MICCO Logistics • RSA Global • UPS • Agility • Aramex • Hellman • Kuehne+Nagal THE HOPE CONSORTIUM, ALONG WITH ITS PARTNERS, AIMS TO DELIVER 18 BILLION VACCINE DOSES WORLDWIDE, FROM PRODUCTION TO PEOPLE. THE LOGISTICAL AND INFRASTRUCTURAL CHALLENGES THAT LIE AHEAD REQUIRE MODERN AND INNOVATIVE SOLUTIONS, AND AS SUCH, THE APPROPRIATE DEPLOYMENT STRATEGIES, PLANS, AND POLICIES NEED TO BE KEPT IN PLACE.” ROBERT SUTTON, HEAD OF LOGISTICS CLUSTER, ABU DHABI PORTS Robert Sutton, Head of Logistics Cluster, Abu Dhabi Ports Is there anything else you would like to add? Our role in helping fight this pandemic has evolved. It soon became apparent that simply transporting and storing vaccines is not enough, hence developing the end to end physical and digital elements of our offering. One of the unique features of the HOPE Consortium is that in our partnering strategy, we have considered the in-country requirements and have included partners that can also mobilise and provide in-country healthcare and frontline operatives to support the in-country vaccination programs. This includes risk assessment, facility preparation, logistics training, development of processes aligned to the specific conditions and the deployment of trained medical professionals along with the required equipment and assets to safely deliver a vaccination program in some of the most challenging environments. EVENTS | COID CHAIN CHAMPIONS 48JUNE - JULY 2021 | LOGISTICS MIDDLE EASTwww.logisticsmiddleeast.com Logistics Middle East’s Cold Chain Champions event saw over 120 cold chain leaders meet face-to-face for the first time in over a year. The event, held at The V Hotel, Dubai, featured speeches and panel discussions investigating and analysing the current cold chain challenges, developments and successes brought forward by the ongoing COVID-19 pandemic. Kim Winter, Global CEO at Logistics Executive, opened proceedings as the Conference Chair. He noted that the event showcased the industry’s willingness and Over 120 delegates attended the inaugural Cold Chain Champions Event at The V Hotel, Dubai, on May 26th, 2021 COLD CHAIN CHAMPIONS CONFERENCE 2021 desire to collaborate for the better of the entire cold chain industry. “Collaboration is important, the need for technology has been obvious, and driven very, very heavily and we all talked about that today. There was a lot of debate and dissection on what some of the major challenges are and what their solutions are. There is still a lot of conversation going on even now. The networking that happened here today is going to drive a lot of collaboration.” Two in-depth panel discussions, covering Protecting Food and Pharma Chains for the Future; and the Role of Technology in Improving Cold Chains, as well as three keynote speeches on ‘Promoting Sustainability to Ensure Robust Cold Chains’; ‘Pharma Supply Chain - Managing Global Emergencies’ and ‘The Burning Issues Around Cold Chains’, saw delegates diving deep into these topics. The Logistics Middle East Cold Chain Champions conference succeeded in its goal to bring the industry together to network, exchange ideas, and explore how cold chains can evolve and strengthen against future crises.COID CHAIN CHAMPIONS | EVENTS 49LOGISTICS MIDDLE EAST | JUNE - JULY 2021www.logisticsmiddleeast.com Kim Winter, CEO Logistics Executive, Fabrice Panza, Jamil Shinawi, Co-Founder and DirectorAhoy LLC, Wael Ben Romdhane, Co-Founder STYCKR Majid Al Mulla, Sales Director, Ajman Free Zone Fabrice Panza, Manager, Global Cool Chain Solutions, Etihad Cargo Fabrice Panza, Jamil Shinawi, Wael Ben Romdhane Kim Winter, Fabrice Panza, Mohammad Jaber, VP Project Logistics MEA & COO Agility Abu Dhabi, Robert Sutton, Head of Logistics Cluster, Abu Dhabi Ports Ryan Quinlan, Chief Commercial Offi cer Supply Chain & Logistics, DP World Raphael Nagel, Senior Advisor to HH, and Ambassador of Global Union Guests enjoyed networking before and after the event.Next >