Infos Transport (Salini)

Information transport - Revue de presse de Patrice Salini Transportation press review - Logistics Operators strategies -
samedi 6 mars 2010
Selon Geodis s'apprête à reprendre CIBLEX (environ 163 millions ? de CA en 2008). Cette firme est issue de Hays DX, filiale du groupe britannique Hays, qui s?est séparé de son activité logistique (Hays Logistics) et transport. Hays DX France avait vu le jour en 1999, après le rachat de deux PME spécialisées dans l?express à valeur ajoutée (Colirail et France Partner). Le Groupe est présent en France et au Benelux, et opère sur le reste de l?Europe et à l?international au travers d?un réseau de partenaires.

voir :

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mardi 2 mars 2010
16e enquête annuelle sur les besoins en emplois et en formations dans la logistique

Publication de la dernière enquête sur les besoins en emplois et en formations dans les fonctions logistiques qui est réalisée par le Département des Etudes Transport & Logistique, rattaché à la Direction des Relations Institutionnelles et des Etudes de l?AFT.

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jeudi 28 janvier 2010
27-01-2010 / 15:10 h

CE autoriza una ayuda estatal para la autopista del mar entre Gijón y Francia

El proyecto Fres Mos de autopista del mar -para el transporte de mercancías en barco- recibirá, además de esta ayuda estatal, cuatro millones de euros de aportación comunitaria a través del programa Marco Polo II 2009, según explicó el portavoz comunitario de Transportes, Fabio Pirotta.
El comisario Europeo de Transportes, Antonio Trajani, ha expresado en un comunicado su satisfacción por esta decisión que, a su juicio, contribuirá a "maximizar el potencial de la red europea de transportes, a la vez que ayudará a la progresiva adopción de medios de transporte menos contaminantes".
Esta autopista del mar será operada por la sociedad GLD Atlantique y pretende absorber entre un 3 y un 5 por ciento del tráfico por carretera que atraviesa la parte occidental de los Pirineos.
Según prevé la Comisión Europea, este proyecto contribuirá inicialmente a que se reduzca el tráfico en unos 40.000 camiones al año, cifra que podría alcanzar los 80.000 camiones en cinco años.
El programa comunitario Marco Polo II selecciona todos los años una serie de proyectos cuyo objetivo es reducir el transporte de mercancías por carretera para trasladarlo a otros medios de transporte más respetuosos con el medio ambiente.
En la edición de este año, la Comisión Europea ha seleccionado 22 proyectos para participar en este programa, a los que destinará un total de 66,3 millones de euros. EFE

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lundi 18 janvier 2010
Bilan social de l?année 2008
Texte communiqué "Ce quinzième Bilan social annuel du TRM porte un éclairage sur l?année 2008.
Il est établi par le Service de l?observation et des statistiques (SOeS) du Commissariat général au développement durable avec le concours de la direction des services de transport, dans le cadre de l?Observatoire social des transports dont il assure la maîtrise d?ouvrage en partage avec la direction générale des infrastructures, des transports et de la mer (DGITM).
Il fournit pour le secteur des transports routiers de marchandises un cadrage économique et des données et analyses sur l?évolution des emplois, du marché du travail, de la durée du travail des conducteurs routiers, des revenus, de la formation des salariés et des accidents.

Télécharger le Bilan social du TRM pour l?année 2008 (rapport intégral) (format PDF - 1 Mo)"

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mercredi 6 janvier 2010
L'allègement du fonds de commerce de DHL se poursuit avec la cession au Royaume Uni de DHL Container Logistics à Maritime Group, et de son activité colis domestique à Home Delivery Network (HDN).

Voir :
Communiqué de HDNL :
Home Delivery Network Limited (HDN) is pleased to announce it has reached agreement with Deutsche Post DHL to acquire its UK domestic business-to-business and business-to-consumer parcel delivery operations, DHL Domestic. The combined businesses will have annual sales of more than £600 million and will deliver more than 180 million parcels a year.

The combination of HDN and DHL Domestic will create a sustainable delivery business in which customers will continue to experience high quality standards of service while benefiting from a broader product offering. HDN believes that the two businesses will be ideally positioned to exploit the continued growth in a sector that is being driven by the expansion of e-commerce in which there is increasing overlap between B2B and B2C customers.

HDN will continue to provide best-in-class service for the combined customer base. Their increased scale will result in a more efficient business that will be capable of withstanding intensifying competition from a wide range of traditional B2C and B2B carriers, as well as challenging the Royal Mail more effectively.

This transaction will provide greater security to its customers, people and other partners. There will be a sizeable investment from HDN to ensure that the businesses will achieve their long term prospects. DHL Domestic will continue to trade under the DHL Domestic name until the two businesses are fully integrated.

The transaction does not include DHL?s UK International Time Definite and Same Day express services. DHL?s other UK businesses DHL Freight, DHL Global Forwarding, DHL Supply Chain, DHL Global Mail and Williams Lea are unaffected by this move.

Brian Gaunt, HDN chief executive, said:
?This transaction is great news for customers of both HDN and DHL Domestic. The growth of e-commerce has transformed our marketplace and with it the demands of our customers. Combining these businesses will enable us to offer our clients a wider variety of propositions and a more efficient service. However our immediate focus will be to maintain the exceptionally high standards of service that our customers have come to expect from both businesses.?

Ken McCall, CEO of DHL Express UK, said:
?It was important to us to divest our own parcel business to a company that we can trust. HDN is a strong and well-respected player in the B2C field and thus ideally complements the B2B focused services we currently offer. This will certainly create an unrivalled service for all UK domestic parcel customers. We remain committed to ensuring our domestic parcel customers receive DHL?s usual high standards of service and will work closely with HDN to ensure a smooth transition process. It will absolutely be business as usual for these customers.?

The transaction was agreed today and is subject to clearance by the appropriate regulatory bodies.
Voir aussi :

"Maritime acquires DHL Container Logistics

Maritime Group Limited has acquired DHL Container Logistics, the container haulage arm of DHL, effective from 1st January 2010.

The sale will allow Maritime to develop its interests in container transport and for DHL Freight to concentrate on its core services in the UK.

?DHL Container Logistics is an excellent fit for our business, with complementary depots and customer base,? said John Williams, Managing Director. ?Not only have we been able to strengthen our UK network, we will extend our service offering to customers too.?

?We are delighted to have reached agreement with Maritime to acquire the Company and that its future is secure under the wings of a strong market leader, committed to the container transport sector,? said Jeroen Eijsink, Managing Director, DHL Freight. "

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NYK vient d'annoncer par la voix de son président une restructuration importante, touchant à la fois au transport maritime (avec une réduction massive des actifs) et à la logistique et à l'organisation de transport (NYK Logistics et Yusen) qui doivent fusionner.

On lira le discours du président Kudo ci-après

Source :

"I wish you all a very Happy New Year! Hoping that all of you spent a joyful New Year holiday, I would like to take this occasion to say a few words at the outset of this year's business.

In retrospect, the worldwide recession, triggered by the financial crisis in autumn 2008, became increasingly severe, and kept nations busy implementing a series of countermeasures throughout the year. In the latter half of the year, large-scale economic stimulus and financial stabilization measures, carried out by a number of countries, were so successful that signs of recovery began to appear in not only Europe and the United States, but also in Japan as well. For the immediate future, however, a full-fledged economic recovery must wait.

Under these circumstances, how did the world's cargo traffic fare last year? Container cargo transport volume suffered a fall of 15 percent or so between Asia and Europe/the United States compared with the previous year, while air cargo transport volume also saw a decline of 15 percent. The possibility of such a downswing had been generally accepted, but the export shipments of new-car from Japan were almost halved from the previous year's level, far exceeding the earlier projected downturn.

Meanwhile, China had a difficult time under the impact of delayed economic recovery in Europe and the United States, with container cargo export from that country down 20 percent or so from the preceding year. Nevertheless, China has expeditiously implemented large-scale measures to stimulate domestic demand. China's iron ore imports, which have a major impact on the world's dry-bulk cargo ocean freight market, already surpassed the previous year's average level from February last year, fully returning to growth. To be frank, this belied an earlier forecast to the contrary, although it was a welcome development. As a result, the dry-bulk cargo ocean freight market fared well on the whole.

As you are already well aware, the urgent task of the Yosoro (Steady Ahead!) Project has been to thoroughly reduce fixed expenses for ship operations and deployment, such as fuel costs and port charges, by such measures as returning or scrapping surplus container vessels, car carrier vessels, airplanes, warehouses and trucks; and if returning or scrapping is impossible, to keep them out of operation. At the same time, we have fully proceeded with slow steaming of container and car carrier vessels.

As a consequence, our operating fleet taking into account of running vessels at economical speed, was scaled down drastically between January last year, when the Yosoro Project got under way, and January this year, with container vessels down from 115 vessels of 410,000 TEU to slightly over 90 vessels of about 350,000 TEU, and car carrier vessels down from 130 vessels to approximately 90 vessels. Meanwhile, two of our 10 airplanes have remained idled. In addition, superfluous warehouses and trucks, especially in Europe have been whittled down from 850,000 square meters to 760,000 square meters, and from 1,500 units to 1,100 units, respectively. At any rate, we must redouble these efforts to slim down surpluses and achieve the restoration of profits by all means during the second half of the current fiscal year.

Nonetheless, these surplus-reduction measures mentioned thus far do not suffice to restore profits, especially in the liner trade and air cargo transport. It is necessary to raise and return freight rates, which have plummeted sharply, to the proper level. To that end, the understanding of our customers is indispensable. Fortunately, our rate restoration efforts have started to score a measure of success since the summer of last year. Yet we must never forget that this was made possible by gaining the understanding of our customers through our own efforts.

Moreover, cargo traffic has rebounded since last summer, making it possible to reduce our deficits. Even so, the deficits still remain enormous. If things go on like this, there will be no change in the prospect that it will become difficult to maintain our liner trade and air cargo transport business.

For the present, therefore, while continuing our efforts to further reduce surpluses and pare down costs as well as to gain the understanding of our customers for raise freight rates, we must hasten the restructuring of our business toward turning our liner trade air cargo transport businesses into "sustainable" business models. This is one of the most important task for the second year of the Yosoro Project. Details of this task will be further studied and worked out, but its preliminary direction was presented during a review of our medium-term management plan in October last year.

We intend to restructure our business models to create a mainstay of two spheres?transport business by our own assets, container vessels and airplanes, and transport without our own assets using ocean and air freight forwardings ?namely, "non-asset" and "asset" businesses.

Finished products and their component parts for their manufacturing and maintenance constitute principal transport items for liner trader and air cargo transport businesses. Since most of them are consumer goods, however, there are no long-term transport contracts with customers guaranteeing the freight rate level and the transportation volume, unlike the resources and energy transport. As a result, once the supply-demand situation becomes tight, freight rates shoot up; whereas once supply eases, freight rates plummet. That is, liner trade and air cargo transport businesses are characterized by an extremely high degree of volatility.?

Liner trade and air cargo transport businesses also represent growth industries that expand its demands in proportion to an increase in the world's population. Nevertheless, the expansion of such businesses while leaving their great volatility intact poses a grave danger and that is what we experienced last year. Accordingly, I believe that emphasis should be placed on "non-asset" operations for the time being, in the course of our efforts to augment liner trade and air cargo transport businesses.

Nonetheless, this by no means rules out owning of container vessels and airplanes. Unless we possess such "hard assets," we lose our means of differentiating ourselves from our competitors by making the most of innovation and ingenuity. Nor is it possible to build up flexible and expeditious services desired by our customers. Let me cite one example. The recent recovery in the air cargo transport sector has been accompanied by a sharp rise in customer inquiries and contracts for charter flights. But a lack of adequate hardware will make it impossible to properly cope with such a demand.

Furthermore, because ocean transport is a growth industry from a medium- and long-term perspective, there is the strong possibility that the supply-demand balance will settle down to a proper level in the future, if operators learn enough from their recent bitter experiences and accept slow steaming as normal practice to deal with soaring fuel prices and environmental problems. We have no intention of completely losing the expected profit in such a case by having hard-asset.

The problem lies in having an excess of long-term fixed assets. We must exercise constant care to minimize our long-term fixed assets, overcome any deficiency in such assets through short-term lease and thereby maintain our downward flexibility at all times. The part of our container vessels fleet, which constitutes such long-term fixed assets, will be slimmed down to half the number of vessels and its total space capacity will be trimmed to two-thirds by 2015.

Now let?s turn our attention to how best to enlarge our freight forwarding division. NYK Group already includes two logistics companies??NYK Logistics? as NYK?s logistics business and Yusen Air & Sea Service.

Main business of NYK Logistics is "contract logistics" business, such as warehousing, cargo collection/distribution for inland transport, customs clearance and consolidation/deconsolidation, and expansion of ocean freight forwarding business requires to increase handling volume by providing air freight forwarding service, which leads to their customers? conveniences.

On the other hand, Yusen Air & Sea Service is engaged primarily in air freight forwarding business and lags in ocean freight forwarding business and contract logistics. Under such circumstances, they have recently received an increasing number of inquiries from their customers for those but they could not fully deal with those inquiries.

When viewed from the customers? perspective, the sales activities of these two logistics companies in the same NYK Group involve not only different services?contract logistics business of NYK Logistics and air freight forwarding business of Yusen Air & Sea Service?but also identical services, namely, ocean freight forwarding business. This undoubtedly represents a business system ignoring our customers? viewpoint.

Merging these two companies make it possible not only to eliminate overlapping sales system, but also to establish a structure capable of fully serving all logistics needs of customers?ocean/air freight forwarding and contract logistics businesses.

This is what lies behind our recent decision to explore the possibility of merging the two group companies. Nevertheless, the merger of the two companies will in no way represent a complete solution to all problems involved. That is, the merger will not prove to be truly effective until we foster logistic professionals fully versed in all aspects of ocean/air freight forwarding and contract logistics and thereby enhance our ability to help our customers solve their problems.

Rather, the newly formed structure will have to face a decisive test after the merger, and we should never forget to add the finishing touches. As part of our effort to that end, we began a vigorous exchange of personnel among our liner trade division, NYK Logistics and Yusen Air & Sea Service and etc. from last summer.

Meanwhile, another key pillar of the Yosoro Project is the offensive or preparations for the future offensive. In this respect as well, we pushed forward with our endeavors last year. As of January 1 this year, our backlog of newbuilding orders stood at about 190 vessels. About 140 of them, or the majority, are bulkers and energy transport vessels. On the strength of these bulkers on order, we are expanding long-term transport contracts with such overseas giants as major steel mills of China and India and mining companies of Brazil. Henceforth, we will continue to invest in the transport of resources for steel, electric power and energy-related industries on the basis of long-term contracts. Our backlog of newbuilding orders also includes a drillship, a contract for which we concluded last year. At present, moreover, we are making positive efforts to take part in other offshore business sectors as well.

However, in the midst of the global financial turmoil, it is necessary for us to maintain a solid financial structure if we are to keep making positive investments in those growth areas. Our capital increase at the end of last year also constituted part of our preparations for further growth.

Our past activities should be enough to convince you that the Yosoro Project, which got under way in January last year, has been making steady progress. In this year of putting finishing touches on this project, we have to "reinforce our business capacity," and on that basis, ponder the future portfolio for our company while expanding our business and exploring investment projects to secure appropriate returns in the future. This means the "making next mid-term management as a growth strategy," which is the most important and an extremely difficult challenge that we face in the current Yosoro Project. However, we must achieve this target with "Integrity, Innovation and Intensity."

I have so far discussed the activities related to our business divisions at great length. However, as I pointed out in my speech at last year's ceremony commemorating the anniversary of our company's founding, it is also an important task of the Yosoro Project to reinforce the competitive strength of the corporate division. Thanks to all of your efforts, the reduction of costs has made smooth headway in the corporate division as well. As I noted just now, we have also strengthened our financial structure.

This year, I would like to call for thorough and further study and verification of the best way to restructure our corporate division to create an entity that is easy to use and devoid of waste from the viewpoint of our customers?that is, from a viewpoint of business divisions that receive the service of the corporate division.

Valuable personnel to be shifted as a result of restructuring will be asked to play an active part in the business and in other divisions. By so doing, we must further invigorate our entire structure. Such realignment of talented manpower for more useful assignment should not be limited to the corporate division alone. It is also applicable to other business divisions.

Safe navigation continues to be the top-priority for our company. The ability to ensure navigational safety has become increasingly indispensable in joining and expanding energy transport and offshore business. Safe navigation is one of our company's strong suits differentiating us from our competitors. By fully demonstrating its ability, we will drive to expand further offshore business.

Moreover, coming up with the best way to cope with soaring fuel costs and curbing global warming are of vital importance for our company as well. In this respect, we are making steady progress in our efforts to differentiate ourselves from our competitors in both hardware and software, thanks to the "Integrity, Innovation and Intensity" of the members at our technical headquarters.

I have so far dealt with various tasks confronting the respective divisions this year. It goes without saying, however, that all NYK Group members need to enhance our ?human ability? in order to successfully achieve those tasks. I would like to call upon each and every NYK Group members to do so by practicing the NYK Group Values of "Integrity, Innovation, and Intensity," and together tide each other over the current difficulties.

Let me conclude my New Year Greetings by offering my sincere wishes for the continuing health and prosperity of you and your families.


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mercredi 23 décembre 2009

Etudes du PIPAME

Extrait de la page d'accueil :
"Le pôle interministériel de prospective et d?anticipation des mutations économiques (PIPAME) a pour objectif de construire, en coordonnant l?action des départements ministériels, un éclairage de l?évolution des principaux acteurs et secteurs économiques en mutation, en s?attachant à faire ressortir les menaces et les opportunités pour les entreprises, l?emploi et les territoires
Des changements majeurs, issus de la mondialisation de l?économie et des préoccupations montantes comme celles liées au développement durable, déterminent pour le long terme la compétitivité et l?emploi, et affectent en profondeur le comportement des entreprises. Face à ces changements, dont certains sont porteurs d?inflexions fortes ou de ruptures, il est nécessaire de renforcer les capacités de veille et d?anticipation des différents acteurs de ces changements : l?Etat, notamment au niveau interministériel, les acteurs socio-économiques et le tissu d?entreprises, notamment les PME.
Dans ce contexte, le PIPAME favorise les convergences entre les éléments micro-économiques et les modalités d?action de l?Etat. C?est exactement là que se situe en premier l?action du PIPAME : offrir des diagnostics, des outils d?animation et de création de valeur aux acteurs économiques, grandes entreprises et réseaux de PME / PMI, avec pour objectif principal, le développement d?emplois à haute valeur ajoutée sur le territoire national."

les études sont en ligne et téléchargeables.

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Source :


3PL/M&A News: Transplace acquired by private equity firm

Deal may enable 3PL to expand through future acquisitions

Jeff Berman, Group News Editor -- Logistics Management, 12/22/2009

"NEW YORK and DALLAS-In what was described as a move to grow its business, Transplace, a non-asset based third-party logistics (3PL) provider of transportation management, truck brokerage, and technology logistics services, has been sold to an affiliate of CI Capital Partners, a New York-based private equity firm.
Financial terms of the transaction were not disclosed. The deal closed on Friday, December 18.
Transplace was established in 2000 as a collaboration among six transportation carriers-J.B. Hunt Transport Services, Covenant Transport, Swift Transportation Co., U.S. Xpress Enterprises, and Werner Enterprises (which merged with Swift in 2001). When the companies first joined together to establish Transplace, it was viewed as a way to combine the logistics operations of its owners to save money by setting up a centralized system, according to a 2003 report from Northwest Arkansas News.
The company is widely viewed as one of the top ten capacity freight brokers and leading 3PLs in the country and generates revenue north of $700 million from about 650 customers across various sectors. It also works with shippers to manage complex logistics and shipping needs via its proprietary Web-based technology platform.
Transplace CEO Tom Sanderson told LM that the company's management team has long been interested finding a good private equity partner that will help move its business forward at a faster pace.
The previous ownership did not have a lot of strategic interest in Transplace and were not terribly active participants in the company, Sanderson said, adding that they were always open to the idea of a sale and waited until the company progressed to a point where the price they got was reasonable.
"One of the advantages of having a good partner like CI Capital Partners is that there is capital available for acquisitions," noted Sanderson. "We think in this market it is a good time to be a buyer; and certainly there are companies out there-whether they expand the range of services we offer, help us enter new geographic territory or industry segments, or even just building additional revenue within the space we already serve-that all represent good opportunities."
A noted 3PL industry expert said this deal does not come as a huge surprise.
"Transplace was a great idea in its time, but what happened over the years is that it became important for Werner, J.B. Hunt and the other companies to be able to do transportation management activities in house as part of their service offerings for customers," said Dick Armstrong, president and CEO of supply chain consultancy Armstrong & Associates. "The brokerage and the transportation management capabilities Transplace had was no longer a unique circumstance the owners were willing to support, because they needed that capability to be competitive themselves."
Armstrong also said that this deal is likely a good one for all involved stakeholders, with the previous ownership likely turning a profit and Transplace getting an owner that might have some other ideas for expanding service offerings. And on the customer side, Armstrong said this deal may allow Transplace to get involved with other companies to expand its services through such things as international transportation management and freight forwarding.
Transplace CEO Sanderson said that customer reaction to the deal has been very positive, due primarily to the company's management team remaining intact, coupled with the same level of service, and stronger financial backing."

Le communiqué de Transplace :

Voir aussi :

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vendredi 18 décembre 2009
Les CFF (Suisse) ont dû abandonner l'hypothèse d'une participation de 49 % de DB ou de la SNCF dans leur capital...
Officiellement pour raison de crise. Une occasion stratégique manquée ???

Lu sur le site de CFF

Communiqué de presse, le 17 décembre 2009

Une participation de 49% d?une grande entreprise n?est pas envisagée

CFF Cargo mise sur l?autonomie avec des coopérations.

Les projets des CFF de renforcer la rentabilité et l?autonomie financière de leur domaine marchandises avec des participations de grandes compagnies ferroviaires sont entravés par la crise économique actuelle. Les négociations avec DB et la SNCF ont montré que dans les conditions actuelles, une participation de 49% dans CFF Cargo n?est pas envisageable. CFF Cargo va donc se concentrer sur le scénario alternatif du développement autonome, qui a été élaboré en parallèle à la recherche de partenaire.

La crise économique actuelle a particulièrement touché la branche des transports en Europe. Tous les chemins de fer sont confrontés à des chutes de chiffres d?affaires dans le transport marchandises et cherchent à maîtriser la crise par de profondes restructurations. Dans ce contexte, la DB et la SNCF ont renoncé à proposer des offres de participation dans CFF Cargo. De même, les CFF sont persuadés que les objectifs de partenariat avec une grande compagnie ferroviaire, tels que formulés au début du projet, ne peuvent plus être atteints.

Depuis le début de la recherche de partenaire, les CFF ont répété qu?une participation ne rentrait en ligne de compte que si elle assurait un avenir plus prometteur que la poursuite de l?autonomie de CFF Cargo. C?est pourquoi un scénario alternatif avec des coopérations ponctuelles en trafic national et international a aussi été élaboré en parallèle. Au vu de la situation actuelle, CFF Cargo va donc se concentrer sur le développement autonome de son activité avec des partenariats ciblés.

Dans ce cadre, les possibilités de coopération doivent être examinées sur deux plans: d?une part pour la poursuite et le développement du trafic de wagons isolés en Suisse et à l?étranger, d?autre part pour renforcer le trafic combiné international. Le conseil d?administration et la direction d?entreprise prendront les décisions nécessaires au printemps 2010. Les discussions avec les partenaires potentiels en Suisse et à l?étranger se poursuivent. Les CFF sont tenus à la confidentialité sur le contenu de ces discussions.

Voir :

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vendredi 11 décembre 2009
Lu sur :

SNCB Logistics et DB Schenker Rail lancent une nouvelle société de production

10/12/2009 16:54

SNCB Logistics et DB Schenker Rail, la division de transport de marchandises de la Deutsche Bahn, ont signé un accord jeudi à propos du lancement de COBRA (Corridor Operations Belgium Rail), une nouvelle société de production ferroviaire, ont annoncé les 2 compagnies dans un communiqué commun.

La nouvelle entité devrait être opérationnelle dès 2010. "Les deux opérateurs ferroviaires historiques ont uni leurs forces afin d'offrir une meilleure qualité et une plus grande efficacité sur les itinéraires belges, allemands et néerlandais", ont-ils notamment expliqué. "Notre implantation géographique exceptionnelle et notre ambition de développer les activités fret en Belgique et en Europe, nous obligent à rechercher des partenaires internationaux fiables", a de son côté souligné Marc Descheemaecker, administrateur délégué de la SNCB. (OSN)

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La nouvelle réglementation en matière de transport routier rendra la concurrence plus juste et réduira les tâches administratives
Une nouvelle réglementation visant à moderniser les règles applicables au transport routier, entrée en vigueur aujourd'hui, devrait générer une économie de frais administratifs de 19 0 millions d?euros par an. Le «paquet routier», ainsi qu'elle est dénommée, simplifie et clarifie le cadre juridique pour les 900 000 entreprises européennes de transport actives dans le secteur du transport routier de marchandises et de passagers.

M. Antonio Tajani, vice-président de la Commission européenne respons able des transports, a déclaré aujourd?hui: «Ce paquet routier vient à un moment crucial, alors que le secteur du transport routier a besoin de règles claires et effectives pour réduire la paperasserie superflue. Ce paquet ménage un équilibre entre la nécessité d?harmoniser les règles et la liberté d?accès aux marchés des transports. Je suis fermement convaincu que ces règles permettront des économies de coûts considérables et offriront des conditions de concurrence plus équitables pour tous les acteurs dans ce secteur.»

Les nouvelles règles modernisent, simplifient et rationalisent les règles de secteur du transport routier de marchandises et de passagers qui s?appliquent à l?accès à la profession et à l?accès au marché. Les trois règlements reposent sur des propositions présentées par la Commission en 2007. Ils remplacent quatre règlements et deux directives. Les principaux changements sont les suivants:

harmonisation des règles en matière de cabotage (c?est-à-dire le transport de marchandises ? ou de passagers ? entre deux points à l?intérieur d?un même pays). Afin d?éviter les trajets à vide, chaque transporteur sera désormais systématiquement autorisé à effectuer jusqu'à trois opérations de cabotage dans un délai de 7 jours après la fin d?un transport international, concrétisé par le déchargement de la cargaison qui ne peut être établi que par le titre de transport.
La connexion électronique des registres nationaux des entreprises de transport routier afin de faciliter et d?accélérer l?échange efficace d?informations sur les infractions commises entre les États membres.
Une liste des infractions les plus graves qui, en raison de leur gravité et de leur incidence sur la sécurité routière, pourrait conduire à une interdiction d'exercice de l'activité pour l'exploitant de transport routier.
L?obligation, pour les entreprises, de désigner un gestionnaire de transport qui sera responsable du respect des règles en matière de transport routier.
Des règles plus sévères concernant l?établissement d?entreprises, afin de lutter contre les sociétés dites «boîte à lettres», qui faussent la concurrence.
La simplification de la procédure d?autorisation pour les services réguliers de transport international de passagers.
La possibilité, pour les conducteurs de certains types de véhicules de transport de passagers, de prendre la période de repos hebdomadaire obligatoire après 12 jours au lieu de 6, afin de faciliter l?organisation de séjours touristiques en autocar.
En raison de la nécessité de prendre des mesures d?adaptation technique et des mesures d?accompagnement au niveau national, ces nouvelles règles s?appliqueront dans un délai de 24 mois à compter de la date de publication ou d?entrée en vigueur des règlements. Cependant, les dispositions relatives au cabotage et à la dérogation de 12 jours concernant la période de repos hebdomadaire pour les conducteurs d?autocars de tourisme s?appliqueront dans un délai de six mois.

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mercredi 25 novembre 2009
Selon Supply Chain Magazine
Enquête ASLOG
Le coût logistique global en hauss
Le coût logistique global des entreprises serait passé de 9,9% du chiffre d'affaires net en 2005 à 11,9% en 2008, soit une augmentation de 20%, selon l'enquête benchmark de l'ASLOG qui vient d'être rendue publique et qui porte sur 356 entreprises. « Cette dérive des coûts logistiques est en partie due au surcoût logistique relatif aux délocalisations », explique Thierry Dromigny, Directeur associé d'Axeflow et responsable de l'étude. Ces dernières expliquent en contrepartie la forte baisse de la part du prix de revient usine dans le chiffre d'affaires net, qui passe de 27,8% en 2005 à 14,9% en 2008. Le coût logistique global se décompose de la manière suivante : 53% de coûts de transport (approvisionnement 25% et distribution 28%), 26% de coûts logistiques (en baisse) et 17% de traitement administratif et frais financiers (en hausse).
Toutefois, les « best in class » (les entreprises parmi les 20% les meilleures) font beaucoup mieux, avec un coût logistique global de 6,2% en 2008, contre 5,8% en 2005 et 5,5% en 2003. L'écart entre les meilleures et les autres s'accroît donc assez fortement. CC

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mardi 24 novembre 2009
Moby Lines ora sbarca in Francia
De :La Stampa

Da aprile una nuova linea Tolone-Bastia-Livorno per passeggeri e merci

Dopo Gnv, anche Moby allarga i suoi orizzonti e, da aprile 2010, inaugura il primo collegamento tutto internazionale la Tolone-Bastia-Livorno, una linea per la quale il gruppo - guidato dall?armatore Vincenzo Onorato-, ha appena acquistato, da Brittany Ferries, un ferry, dotato di ogni comfort, in grado di trasportare 1.200 persone, 450 auto e con a disposizione 600-700 metri lineari di carico.
Un?operazione da poco meno di 20 milioni di euro complessivi che comprendono una profonda ristrutturazione dell?interna nave, per portarla al livello dei consueti standard che da sempre contraddistinguono Moby. "Stiamo lavorando a questo progetto da oltre un anno", spiega Onorato. "Daremo il via al servizio, che sarà operativo quattro volte la settimana, estate e inverno, il prossimo primo aprile. Una data davvero importante che segnerà l'ingresso di Moby, oltre che tra le compagnie che operano a livello internazionale, anche nei collegamenti per il settore merci via mare, le cosiddette autostrade del mare. La nave che mettiamo a disposizione è dotata, infatti, di un ampio spazio dedicato al carico lineare, ideale per il trasporto merci. La nuova linea rappresenta dunque un ulteriore input allo sviluppo del traffico pesante trasferito sulle rotte marittime che negli ultimi anni ha registrato un aumento costante (circa il 20% annuo)".
La scelta di scommettere su questa nuova linea verso la Francia nasce anche dagli ottimi risultati registrati sulla destinazione Corsica-Italia, che ha segnato un forte incremento di passeggeri (+14% su base annua, arrivando a 650mila). "Contiamo molto su questo collegamento. Rappresenta una grande opportunità sia per il trasporto merci sia per quello passeggeri. E la rotta tutta internazionale rappresenta per la nostra Compagnia una sfida importante che affronteremo con la grinta e l?entusiasmo che da sempre ci contraddistinguono".

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mercredi 18 novembre 2009
DHL Express France à vendre ?? .. ce serait le cas selon le Télé et divers organes de presse.

On y lit en particulier : "«Dernièrement, la direction a, en comité central d'entreprise, confirmé être en négociation, depuis la mi-septembre, pour une vente de sa branche messagerie», indique un délégué syndical Force ouvrière de l'établissement brestois. «Deux repreneurs potentiels l'auraient démarchée alors qu'elle n'était pas demandeuse. La direction nous a assuré aussi qu'en dépit de ces négociations, elle ne vendrait pas à coup sûr».
On lit par ailleurs dans les Echos,
:"Les salariés du transporteur DHL (groupe Deutsche Post) sont appelés à une grève de 24 heures à partir d'hier soir minuit par les syndicats du groupe afin d'interpeller la direction, qui cherche à céder sa branche messagerie (3.500 salariés) déficitaire. "

On peut trouver sur le site de la CFDT de DHL l'appel de l'intersyndicale :

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mercredi 4 novembre 2009
BNSF acheté pour 44 milliards de $ ??

La compagnie US de chemins de fer - BNSF (Burlington Northern Santa Fe Corporation ) - serait sur le point d'être achetée par Berkshire Hathaway dont le président est Warren Buffett.

Voir aussi le communiqué de BNSF qui donne des détails sur la transaction.:
et :

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mercredi 28 octobre 2009
L?édition 2009 des Statistiques du commerce international de l?OMC, un aperçu général du commerce mondial jusqu?en 2008, a été publiée en format électronique le 28 octobre 2009 et sera disponible sur papier en novembre.

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Toll Group, the Asian region?s leading provider of integrated logistics, today announced the acquisition of Express Logistics Group (ELG), one of New Zealand?s largest freight forwarding companies.
ELG currently operates 12 freight forwarding branches across New Zealand, Australia and the USA, and also provides value adding warehouse and transport services to its customers. ELG is principally focussed on serving the import and export requirements of apparel and footwear retailers in Australia and New Zealand, with the majority of its revenues coming from trans-Tasman trade and Australian and New Zealand freight movements from Greater China.
?The acquisition of the Express Logistics Group is a great example of our growth strategy for the Toll Global Forwarding (TGF) business,? said Toll Group?s Managing Director, Paul Little. ?ELG will add scale in Toll Global Forwarding?s key trade lanes in Asia and allow its customers to leverage off Toll?s very strong existing network in the region. These volume gains and synergy benefits are key to our freight forwarding growth strategy?
?The additional revenue from the ELG acquisition of approximately A$125 million pa will cement TGF?s position as a leading provider of freight forwarding services in the Australian and New Zealand market,? continued Mr Little.
The acquisition price of approximately A$50 million will be funded from existing cash reserves and is expected to be EPS accretive in year one.
For further information contact:
Paul Little
Managing Director +61 3 9694 2820 +61 418 335 053
Brian Kruger
Chief Financial Officer +61 3 9694 2849 +61 419 107 397

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lundi 28 septembre 2009
L'évolution des observatoires régionaux des transports (ORT)

JOIGNY Michèle , AUBREPY Marc d' , MASSENET Yves ,
FRANCE. Conseil général de l'environnement et du développement durable

Paris ; Ministère de l'écologie, de l'énergie, du développement durable et de l'aménagement du territoire
Les observatoires régionaux des transports contribuent à ancrer dans les territoires les nouvelles orientations des politiques de transports et à suivre concrètement l'appropriation des conclusions du Grenelle de l'environnement au sein des institutions et des professions concernées. Le rapport analyse leur rôle, leurs productions, les attentes qu'ils suscitent auprès des acteurs locaux, l'articulation entre services centraux et régionaux et présente dans chaque domaine des propositions d'évolution et d'orientation.

JOIGNY Michèle , AUBREPY Marc d' , MASSENET Yves ,
FRANCE. Conseil général de l'environnement et du développement durable

Paris ; Ministère de l'écologie, de l'énergie, du développement durable et de l'aménagement du territoire
Les observatoires régionaux des transports contribuent à ancrer dans les territoires les nouvelles orientations des politiques de transports et à suivre concrètement l'appropriation des conclusions du Grenelle de l'environnement au sein des institutions et des professions concernées. Le rapport analyse leur rôle, leurs productions, les attentes qu'ils suscitent auprès des acteurs locaux, l'articulation entre services centraux et régionaux et présente dans chaque domaine des propositions d'évolution et d'orientation.

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mardi 15 septembre 2009
Commission sur la mesure des performances économiques et du progrès social
Autant le lire pour en parler.. même si les thèmes traités sont au coeur des discussions entre économistes depuis bien longtemps...

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jeudi 3 septembre 2009
Communiqué officiel concernant l'acquisition de Veolia Cargo par
SNCF et Eurotunnel

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jeudi 20 août 2009
Selon :

La Belgique délimite le cabotage sur son territoire

La Belgique anticipe la mise en application de la nouvelle réglementation européenne en matière de cabotage; des règles qui délimiteront le caractère temporaire du cabotage à partir du mercredi 19 août 2009. La libéralisation du cabotage en 1998 - autorisée à ?titre temporaire? et ?sans restriction administrative? - a entraîné pour les opérateurs du secteur des transports, un sentiment d?incertitude quant à la portée exacte des opérations de cabotage autorisées.

Selon ces nouvelles dispositions, dès 2010 trois opérations de cabotage sur une période de 7 jours suivant un trajet international pourront être effectuées dans les Etats membres transités sur le chemin du retour. Toute infraction sera sujette à une amende de 1800 euros. Cette nouvelle réglementation, contenue dans l?Arrêté royal du 10 août 2009 ne concernera pas les transporteurs néerlandais et luxembourgeois qui pourront continuer - tel que précédemment - à faire du cabotage en Belgique sans entrave.

Réaction mitigée de la Febetra

A l?aube de sa publication au Moniteur Belge, la Febetra conserve une position mitigée sur la question. Selon l?organisation professionnelle, ces nouvelles dispositions permettront de lever le voile sur le caractère « temporaire » du cabotage.

Toutefois, la Febetra s?interroge sur « la plus-value d?une mesure, dont on sait à l?avance qu?il est impossible de la contrôler de façon efficace ».

L?organisation professionnelle des transporteurs regrette par ailleurs « qu?on promulgue aujourd?hui des règles nettement plus restrictives que le tout premier régime de cabotage qui fut instauré il y a plus de 15 ans d?ici ».

| 18/08/2009 | Julie Widart

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lundi 27 juillet 2009
Devenir du fret aérien européen.
Un article à lire...
Special European Logistics Report: Turbulence over Europe
Our European Correspondent brings U.S. air shippers up to date on cargo volumes, eminent mergers and acquisitions, and the challenges ahead for carriers and shippers heading into 2010.
By Dagmar Trepins, European Correspondent -- Logistics Management, 7/1/2009

Like the U.S. market, European air cargo traffic experienced a major setback due to the collapse of financial markets, a worldwide recession, and high fuel prices. According to the International Air Transport Association (IATA) statistics, European carriers have seen a double-digit freight decline of 23.3 percent in April 2009 compared to the previous year?s levels; and they are expected to post losses of U.S. $1.8 billion with collapsing demand for premium services in all the major markets served by the region?s carriers.

?Freight remains at shockingly low levels,? said Giovanni Bisignani, IATA?s director general and CEO. ?The worst may be over. However, we have not yet seen any signs that recovery is imminent. Improving efficiency everywhere will be the theme for 2009,? he says, adding that he?s anticipating a return to growth by 2010 at the earliest.

Cargo volumes drop for major European airlines
The bottom line is pretty clear at this stage: All major carriers were hit by the economic downturn and reported declining cargo volumes.

Air France-KLM, Europe?s biggest airfreight carrier, reported a sharp decline in cargo volume. Starting on January 1, 2009 and on through the year, the group has integrated the cargo activity of the Dutch carrier Martinair. Including Martinair, freight traffic in May 2009 fell slightly (-1.0 percent). Excluding Martinair, it fell 18 percent from the previous year. As trading conditions in the first half of the year remain challenging, the carrier group plans an 11 percent reduction in cargo capacity for summer 2009. Air France-KLM?s closest competitor, Lufthansa, has slipped into the red on account of the weak passenger and cargo business in the first months of the year. It reported a first quarter operating loss of ?44 million, compared to a profit of ?172 million in the same period last year.

Lufthansa?s freight segment was particularly hard hit by the economic situation, shrinking by 23 percent. An especially sharp slump in demand has been seen in the automotive industry, a major German export branch currently faced with reduced work-time, extended vacations, and plant closures. ?All in all, Lufthansa Cargo pulled through in an adverse environment thanks to systematic sales, capacity, and cost management,? says Lufthansa Cargo Board Member for Finances and Human Resources Dr. Roland Busch.

In January 2009, the carrier launched a program to cut freighter capacities as well as staff and material costs. At the same time, the carrier expanded its services by commencing twice-a-week, direct-freighter flights from Milan, Italy, to New York and Chicago. From mid-June on, Lufthansa Cargo also gained additional capacity through the new Boeing 777-200LRF freighters in the AeroLogic fleet. Aerologic cargo carrier is a joint venture set up by DHL Express and Lufthansa Cargo and based in Germany?s emerging air cargo hub Leipzig/Halle. It plans to use the aircraft for flights to North America and Asia.

Europe?s third largest carrier, British Airways World Cargo, also reported a decline in cargo business as freight traffic was down 9.5 percent in May 2009 compared to the previous year. The fourth quarter in particular saw a very sharp drop in volumes, with a decline of 15.5 percent from last year?s levels. Last year was also a challenge for Cargolux, Europe?s largest all-cargo airline. The company ended the year with an operational profit of U.S. $55 million. Tonnage carried grew slightly by 0.1 percent to 703,601 tons, while freight ton kilometers decreased by 2.3 percent to 5.4 million.

A battle of mergers and acquisitions
With ongoing market concentration, the big carriers are using the economic slowdown to expand their market shares through acquisitions, while smaller, troubled airlines are looking for a savior.

In December, Austrian Airlines (AUA) took off into a new future with Lufthansa. The German carrier, which also owns Swiss International Airlines, agreed to buy the 41.56 percent share in Austrian Airlines AG held by Österreichische Industrieholding AG (ÖIAG). The European Commission will extend its review of the deal until July 1.

ÖIAG has offered to cut back the AUA fleet in a bid to win EC approval, while Lufthansa also offered to cut flights to satisfy EC anti-trust regulators. In June 2009, the European Commission gave the green light for Brussels Airlines and Lufthansa?s tie-up. The decision paves the way for Lufthansa to acquire an initial 45 percent stake in SN Airholding SA/NV, the parent company of Brussels Airlines.

Clearance from the EU competition authority will also give Lufthansa an option to buy the remaining 55 percent stake in Brussels Airlines in 2011 and thereby complete the takeover of the Belgian carrier once it has secured the necessary traffic rights. The transaction is expected to be finalized by the end of June.

In the battle to gain European leadership, Air France-KLM started a new strategic partnership in January by taking over a 25 percent minority stake in Alitalia. The group completed its acquisition in March of this year through the subscription to a reserved capital increase for an amount of some ?323 million. At the end of 2008, KLM became full owner of the Dutch carrier Martinair, after the European Commission approved the transaction of A.P.Moller-Maersk Group?s 50 percent holdings in KLM, which already held a 50 percent stake in Martinair.

In May 2009, Air France-KLM and Delta Air Lines launched a new trans-Atlantic global joint venture. The airlines will cooperate on routes between North America and Africa, the Middle East, and India, as well as on flights between Europe and several countries in Latin America.

While Lufthansa and Air France-KLM are expanding, Europe?s third-largest carrier, British Airways (BA), is trying to close its deals with American Airlines and Spain?s airline Iberia. BA came under pressure after talks on a potential merger with the Australian carrier Qantas were called off in December. Some analysts predicted that the BA/AA alliance might also fail, since two past applications for anti-trust approval by U.S. authorities have already been rejected and BA has been asked to provide more information about the planned partnership, including the impact on Heathrow, cargo operations, and the service in Asian and Latin American markets.

But BA CEO Willie Walsh is optimistic: ?I?m confident about both deals,? he recently announced to the press. With a strong focus on the U.S. market, a second Chicago freighter service was added in April this year to the British Airways World Cargo network. As part of the summer schedule, the additional Boeing 747-400F service doubles weekly frequency to and from Chicago and operates on the London Stansted-Frankfurt-Chicago-Atlanta route.

Despite economic slowdown, the Luxembourg-based airline Cargolux is expanding its services to the U.S. and Canada. The cargo carrier started regular services to Miami and Houston and launched a third weekly flight to Atlanta with a Boeing 747-400 freighter aircraft to lift an additional 70 tons of cargo to Hartsfield-Jackson airport each week. Since April 2009, Cargolux also offers a new weekly B747-400 freighter service to Toronto/Ontario.

Cargolux President and CEO Ulrich Ogiermann is convinced that the air cargo market will change shape significantly in the next few years: ?Only those with a sound concept will be able to weather this storm,? he says. ?Our commercial decision making process is optimized to cater for this flexibility, and this is a valuable ability in the current environment. Of course we have thoroughly prepared contingencies and are willing to make difficult decisions should these be needed.?

New challenges for European airports
European airports were also hit by the economic slowdown and saw a downward turn in cargo traffic.

Slightly less than 100,000 metric tons of cargo was transported via Amsterdam?s Schiphol Airport in May 2009. This represents a fall of 23.9 percent compared with the volume transported in May 2008. Total cargo tonnage transported by passenger aircraft dropped by nearly 8.8 percent, and the cargo volume transported by full freighters fell by almost 34.7 percent.

In December 2008, the Dutch airport agreed to a long-term industrial alliance with Aéroports de Paris, which recently commissioned a new cargo terminal with a total surface of 14,700 sqm at Paris-Orly airport. The two leading European airports acquired an 8 percent stake in each other?s share capital and will work together more closely in infrastructure, airport operations, international, and sustainable developments, and other projects.

After a three-month sequence of gradually declining figures, air cargo tonnage at BAA airports Heathrow, Gatwick, and Stansted fell by 15.1 percent in December 2008. BAA reported a drop of 9.5 percent in cargo traffic passing through its airports Heathrow, Gatwick, Stansted, Southampton, Glasgow, Edinburgh, and Aberdeen from June 2008 to May 2009.

BAA, which owns seven of the country?s largest airports, may have to sell three of its airports because of concerns about its market dominance. The Competition Commission has reaffirmed its opinion that Britain?s largest airport owner should sell off Gatwick, Stansted, and Edinburgh. However, the government?s decision to go ahead with a third runway at Heathrow airport was good news for BAA?s Chief Colin Matthews.

Germany?s largest airport, Frankfurt (Fraport), is also suffering from the weakening economy and the decline in exports. With 146,259 metric tons in May 2009, Fraport?s airfreight slowdown narrowed to 17.1 percent. Airfreight throughput reached 674,258 metric tons, down 22.5 percent for the first five months of the year 2009.

Frankfurt?s operator, Fraport AG, launched a research project together with partners to develop an ?AirCargo RailCenter? and put it into operation. The project, which will run through 2010 and is being supported by the German Ministry of Industry and Technology (BMWi), is aimed at shifting air cargo traffic to rail. Environmental concerns, forced by restrictions on night flights, are becoming a big issue for Germany?s airport, giving it an incentive to come up with intermodal solutions.

Another rail project is planned by Euro Carex to create a pan-European high-speed rail service for air cargo and express between the terminals at Paris Roissy-Charles de Gaulle, Liège, and Amsterdam Schiphol airports. In December 2008, the governments of France, Belgium, and the Netherlands pledged more than ?90 million towards the construction of the rail terminals. The first Euro Carex trains are planned to begin operating in March 2012.

Integrators hubs expanding
Cargo volume at Cologne Bonn Airport, Germany?s second biggest cargo airport, is also on the decline. After a major customer, DHL, switched over to Leipzig/Halle, cargo volume went down to 587,000 metric tons in 2008 compared to 719,000 tons in 2007.

For the first quarter of the year 2009, the airport reported a drop of cargo volume by nearly 11 percent. ?However, in 2010 at the latest, once FedEx starts operations at their new cargo hub, things will certainly pick up again,? says Airport CEO Michael Garvens, referring to the Airport?s ?70 million investment in the FedEx construction project. ?In 2009, the new Cargo Center will also be opened. This hall, an investment of some ?25 million, will offer ideal conditions for the daily cargo business of medium-sized transport companies,? he added.

In the middle of Germany, Leipzig/Halle airport is moving ahead as an international cargo hub. This is particularly due to cargo flights operated by DHL and Lufthansa Cargo, now that the DHL hub has become fully operational. The amount of freight handled at Leipzig/Halle Airport for the first quarter of 2009 rose to 113,356 metric tons, an increase of 72 percent compared to last year.

In December, the airport operator, Mitteldeutsche Airport Holding, and Lufthansa Cargo started a strategic partnership to jointly develop the airport in central Germany into a leading airfreight base in Europe. ?Along with Frankfurt, Leipzig/Halle Airport is our most important freighter hub which we intend to expand gradually. Our partnership with Mitteldeutsche Airport Holding is a milestone in that policy and it underlines our long-term strategy,? says Lufthansa Cargo Board Member Karl-Heinz Köpfle.

Aside from Leipzig/Halle Airport, the strategic partnership will also benefit its PortGround affiliate company. Dierk Näther, managing director of the two subsidiaries of Mitteldeutsche Airport Holding, noted: ?Lufthansa Cargo ranks among the Airport?s most important customers. With its move into the World Cargo Center, PortGround will additionally take over freight handling for the cargo carrier in Leipzig. That will strengthen and further expand the existing, successful cooperation between our companies.? In an intercontinental joint venture with DHL Express, Lufthansa Cargo has connected Leipzig/Halle Airport with logistics centers in Asia and the United States.

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lundi 20 juillet 2009
Régulation des transports ferroviaires (avis sur le projet de loi adopté par le Sénat) :

Avis de M. Hervé Mariton sur le projet de loi, adopté par le Sénat, relatif à l'organisation et à la régulation des transports ferroviaires et portant diverses dispositions relatives aux transports (n°1507), n° 1806

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vendredi 17 juillet 2009
Ship GHG emissions high on agenda at IMO environment meeting

Preview: Marine Environment Protection Committee (MEPC) - 59th session: 13 - 17 July, 2009

Ship GHG emissions high on agenda at IMO environment meeting

The Marine Environment Protection Committee (MEPC) of the International Maritime Organization (IMO) is expected to agree on a package of technical and operational measures to reduce greenhouse gases (GHGs) from international shipping and to hold an in-depth debate on possible market-based instruments to provide incentives for the shipping industry, when it meets for its 59th session from 13 to 17 July 2009, at the IMO Headquarters in London.

Other issues to be discussed include the adoption of amendments to the MARPOL Convention; and the implementation of MARPOL Annex VI, the Hong Kong International Convention for the Safe and Environmentally Sound Recycling of Ships, 2009, and the 2004 Ballast Water Management Convention.
Voir :

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jeudi 16 juillet 2009
Conjoncture transport - France - 1er Trimestre 2009
Voir :

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jeudi 9 juillet 2009
Le décret cabotage Italien est sorti... avec en article 2 la recette pour prouver qu'on ne cabotait pas avant de se faire contrôler...

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vendredi 3 juillet 2009
Rapport sur le transport aérien en Europe (Commission)

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Le groupe Geodis, via son réseau Geodis Calberson,acquiert les fonds de commerce de Cool Jet.
Le réseau du groupe SNCF-Geodis reprend 29 fonds de commerce sur les 34 de Cool Jet. N'entrent pas dans le périmètre de reprise les agences Cool Jet de Cahors, Caen, Pugey-sur-Argens (Var), Pamiers (Ariège) et Chantonay (Vendée).

Voir aussi :

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jeudi 2 juillet 2009
Eimskip (Islande) suite

Les créanciers reprennent Eimskip
L'armement islandais Eimskip tombe aux mains des créanciers. Le titre a été retiré de la bourse islandaise cette semaine. Le venture capitaliste américain Yucaipa, qui dirige l'assainissement drastique de l'endettement de 2,2 mia. d'USD, prend une part de 32% dans l'armement déficitaire pour un montant de 21 mio. d'USD.
Yucaipa obtient par ailleurs une part de 49% dans Versacold Atlas, la filiale d'entrepôts frigorifiques canadienne d'Eimskip, avec une option pour acquérir à terme les actions restantes. Yucaipa, qui est contrôlé par l'investisseur américain Ron Burkle, reprend également un prêt de 120 mio. d'EUR accordé par ABN Amro.
Selon Eimskip, l'assainissement drastique ramènera l'énorme endettement de 2,2 mia. d'USD à 140 mio. d'USD et permettra de sauver 1.500 emplois chez l'armement.
Source: Nieuwsblad Transport

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mercredi 1 juillet 2009
Eimskip, qui avait fait une entrée remarquée sur le marché du frigo aux USA en sort...

Eimskip a été créé en 1914 en Islande. Premier transporteur maritime régulier, et plus grand transporteur islandais, Eimskip est devenu progressivement un opérateur significatif sur le marché du froid au niveau mondial.
Eimskip est spécialisé dans le shipping, la logistique et l?organisation de transport, avec une spécialisation particulière sur le marché sous température dirigée, sur lequel il a entrepris à partir de 2006 une politique d?expansion rapide fondée en grande partie sur la croissance externe. A travers Versacold (acquis en 2007) et Atlas (acquis en 2006), le groupe Eimskip pouvait revendiquer une part de marché de 50 % au Canada et de 13 % sur le marché US.

Communiqué de la firme :
Eimskip's financial re-organisation

? Eimskip proposes to create a new, financially strong shipping and logistics business and exit the cold storage business
? These proposals are subject to the consent of the financial creditors of Eimskip. In order to reach agreement with the financial creditors Eimskip is filing for composition
? Day to day operations of the shipping and logistics business including the payment to trade suppliers will be unaffected
? The new business will be owned by the financial creditors of Eimskip which includes The Yucaipa Companies (?Yucaipa?), a US private equity investor as a minority shareholder
? Eimskip sells 49% of Versacold Atlas and gives an option for the remaining 51% to Yucaipa.
? Eimskip sells three reefer vessels in Norway

Eimskip files a composition proposal that anticipates that the financial creditors of Eimskip will own the new shipping and logistics business

Since October 2008 Eimskip has been working with foreign and domestic advisors to develop a financial re-organisation proposal. The company has an unsustainable debt burden resulting from failed acquisitions, significant guarantee claims and the downturn in trading resulting from the economic crisis in Iceland and around the world. The objective of the board of directors remains to maximise the returns to creditors and in so-doing to ensure the continuation of the Icelandic and North Atlantic operations and safeguard around 1,500 jobs.

An initial step in the re-organisation is to safeguard the Icelandic business by transferring certain operations to Eimskip Island ehf, a wholly owned subsidiary of Eimskip. These actions are expected to ensure that daily operations in Iceland, including the payment of trade suppliers will not be disrupted. The other subsidiaries of Eimskip will be unaffected.
New Eimskip will be entirely owned by the financial creditors of Eimskip:
? Landsbanki (old and new) as a secured lender and the majority holder of the unsecured claims will own 45% of the new company
? Yucaipa will as secured lender surrender existing secured debt, and invest ?15m of new capital into New Eimskip, in order to acquire 32% of the new company
? The remaining 23% of New Eimskip will be owned by the other unsecured financial creditors, representing more than 50 different creditors
? The existing shareholders of Eimskip will not participate in New Eimskip going forward

The secured creditors of Eimskip, Yucaipa, Old Landsbanki and Islandsbanki support these proposals. Landsbanki and Islandsbanki will continue to finance real properties within the new company going forward.

Eimskip is filing for composition in order to allow its unsecured financial creditors the opportunity to review these proposals. Unsecured financial creditors will be requested to vote on the proposals at the conclusion of the composition process.

Eimskip estimates that returns to unsecured financial creditors will be approximately 12% of the total outstanding claims.

Eimskip exits the cold storage business and reduces fleet capacity

Eimskip has reached an agreement to sell 49% of Versacold Atlas and grant a call option over the remaining 51% to Yucaipa. Yucaipa is a large investment fund with investments focused on the retail, logistics and transportation of food. Yucaipa owns the largest cold storage company in the US, Americold.

The Versacold Atlas sale process, which was commenced in September 2008 and managed by two leading global investment banks, concluded with lower bids than initially hoped. The final offers received were unacceptable and provided no equity value to Eimskip. Yucaipa, a bidder in the original process, indicated a willingness to participate in the re-organisation of Eimskip in order to facilitate the sale of Versacold Atlas and to take a minority stake in the new shipping and logistics business.

Yucaipa has acquired the ABN Amro secured loan to Eimskip, totaling approximately ?120m as a precursor to the acquisition of Versacold Atlas.

Yucaipa has exchanged a proportion of the ABN Amro loan for 49% of Versacold Atlas and has an option to purchase the remaining 51%.

Finally, Eimskip has sold three reefer vessels in Norway to Atlantica Shipping and reduced indebtedness by ?30m.
Eimskip will book a loss of ?176m relating to these transactions.

Next Steps

The filing for composition will be an important milestone in the financial re-organisation of Eimskip. The board of directors will subsequently apply for de-listing of Eimskip?s shares from the OMX Nasdaq Nordic Exchange Iceland.

If the proposal for composition is accepted, the total group obligations in interest bearing debts will reduce from around ?1,600m to around ?100m in the new business going forward. New Eimskip will have a strong balance sheet after the composition that will allow it and its group companies to grow and prosper.

Gylfi Sigfusson, CEO and President of Eimskip commented: ?I believe that this is a vital step in the process to resurrect Eimskip and that the proposal offers the best outcome available to all the creditors of the group. I hope that our creditors see it that way and vote for these proposals that will see a financially strong Eimskip emerge with the financial strength needed to withstand these difficult economic times and provide a platform and increasing value in the future.

I am pleased to announce the involvement of Yucaipa with Eimskip, as I believe that the support of a foreign investor into Iceland is a very significant step for our whole economy and demonstrates that there are investors willing to support Iceland going forward. We see Yucaipa as much more than a financial investor as they will also bring operating expertise and strategic options to our re-constructed business. We look forward to exploring the options for Eimskip and other Yucaipa portfolio companies to realise the obvious opportunities for Eimskip to service the cold storage business.

Our main goal, however, will be to continue to provide services in Iceland, the North Atlantic, the Faroe Islands and Norway. We have worked hard to reduce capacity in the past six months and re-size our business to the reduced demand seen across our entire industry. Our employees have also shown great unselfishness and support in these difficult times.

I would like to emphasize that the composition process is not expected to affect the day to day operations of Eimskip in Iceland or around the world, and would encourage anyone who believes they may be affected to contact us and discuss any concerns. We all hope to ensure that any operational disruption is minimised.
Our financial creditors have provided vital support to Eimskip in recent months. I would like to thank them for their support and hope that they agree with the board of directors and the executive management team that this proposal offers the best available outcome to all creditors. The restructuring of Eimskip is important for the restructuring of the Icelandic economy being one of the largest employer in Iceland and vital for the countries imports and exports.

Voir =

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jeudi 18 juin 2009

Le Groupe NORBERT DENTRESSANGLE cède sa participation dans NOVATRANS à la Branche Transports et Logistique du Groupe SNCF

Accédez à la version française :


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"For the first time in six years, total spending on U.S. logistics dropped to $1.3 trillion last year, a decrease of $49 billion from 2007."

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mercredi 17 juin 2009
Journées spécialisées sur les opérateurs ferroviaires de proximité

Compte rendu :

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mercredi 10 juin 2009

Etude prospective 2020 DHL


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jeudi 28 mai 2009
Lu sur le site de l'UE

Conférence de la Commission sur le développement de l?axe ferroviaire prioritaire Gênes-Rotterdam
Reference: IP/09/833 Date: 26/05/2009

Bruxelles, le 26 mai 2009

Conférence de la Commission sur le développement de l?axe ferroviaire prioritaire Gênes-Rotterdam

M. Tajani, vice-président de la Commission européenne, a rencontré aujourd'hui à Gênes les ministres des transports, ou leur représentant, des Pays-Bas, d'Allemagne, de Belgique, de France, de Suisse et d'Italie pour faire avancer le dossier de l'axe ferroviaire prioritaire entre Rotterdam et Gênes. Cet axe ferroviaire nord-sud destiné au transport de marchandises et de passagers est plus connu sous la dénomination «axe prioritaire n° 24» et relie les points suivants: Lyon/Gênes ? Bâle ? Duisburg ? Rotterdam/Anvers. Le corridor de fret ferroviaire A Rotterdam ? Gênes constitue un élément essentiel de l'axe prioritaire n° 24 et il est appelé à devenir l'un des premiers parmi les six grands corridors de fret ferroviaire à être équipé de l'ERTMS, le système européen de gestion du trafic ferroviaire.

«La pleine réalisation de cet axe ferroviaire constitue un projet très ambitieux qui doit contribuer à la croissance économique et à la compétitivité durable au sein du marché intérieur. En soi, elle demande un engagement politique fort de la part des États membres concernés, ainsi que de notre part à nous, Commission européenne», a déclaré Antonio Tajani, vice-président de la Commission européenne chargé des transports.

Compte tenu de l'augmentation sensible du trafic de marchandises sur l'axe ferroviaire dédié au fret «Rotterdam-Gênes» qui s'étend sur 1400 km [1] , une attention particulière a été accordée à ce corridor. En outre, il est prévu que ce corridor qui est un élément essentiel de l'axe prioritaire n° 24 devienne dès 2015 le premier corridor ferroviaire européen dédié au fret entièrement équipé de l'ERTMS [2] .

«L'ERTMS est indispensable pour rendre le réseau ferroviaire de l'Union européenne plus intégré et plus performant. Des efforts exemplaires ont déjà été consentis sur le corridor A pour répondre à cette nécessité», a commenté M. Karel Vinck, le coordinateur européen pour l'ERTMS.

L?ensemble de l?axe ferroviaire prioritaire bénéficiera de cette expérience lorsque l'ERTMS sera appliqué aux trafics passagers conventionnel et à grande vitesse qui utilisent en partie les mêmes infrastructures que le fret.

La conférence d?aujourd?hui s?est clôturée avec la signature de deux déclarations. La première établit des objectifs à long terme pour l?axe ferroviaire prioritaire n° 24. La deuxième définit un plan détaillé de mise en ?uvre généralisée de l?ERTMS le long du corridor A et établit les fondements d?un programme de travail ambitieux comprenant la diminution des nuisances sonores, l?utilisation optimale des infrastructures et l?amélioration de la qualité des services.

[1] Actuellement , le trafic annuel s'élève à 28 milliards de tonnes -kilomètres et devrait doubler d'ici à 2020.
[2] Le segment Mattstetten ? Rothrist est équipé de l'ERTMS depuis 2004.
Le tunnel de Lötschberg et la ligne de Betuwe reliant le port de Rotterdam à la frontière allemande sont équipés de l'ERTMS depuis juin 2007.

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Débat sur la création d'un fonds "Fret" aux USA, et son alimentation par une taxe de 1% sur les transports.
Selon : Logistics Management, 5/21/2009 7:48:00 AM
Transportation legislation: ?Give freight a fund? is new cry in Washington
John D. Schulz, Contributing Editor -- Logistics Management, 5/21/2009 7:48:00 AM

WASHINGTON?A potentially powerful coalition of transportation and freight interests is calling for a separate, dedicated freight mobility program to optimize freight movements across all modes and political jurisdictions.
The Coalition for America?s Gateways and Trade Corridors (CAGTC) is calling on Congress to create a dedicated federal Freight Trust Fund (FTF), modeled after the Highway Trust Fund to pay for freight-only projects. The goal is to include such a dedicated fund in the upcoming reauthorization of the highway reauthorization fund, which expires on Sept. 30. Transportation lobbyists are expected to work overtime between now and then on that must-pass legislation.

Whether a dedicated Freight Trust Fund is included in the bill is anyone?s guess. But the idea is gaining support by some members of Congress.

?I am pushing for a national freight policy,? says Rep. Laura Richardson, D-Calif., a member of the House Transportation and Infrastructure Committee chaired by Rep. Jim Oberstar, D-Minn. ?I?ve had a meeting with Chairman Oberstar on this issue, and I?m going to have many more.?

Approximately half this nation?s imports move through Rep. Richardson?s district that includes the Port of Long Beach in Southern California. She says modernization of the nation?s freight system is essential to economic recovery and more good-paying jobs. She cited a recent report on surface transportation that recommended this nation spending $384 billion annually for the next 20 years to upgrade the transportation infrastructure.

?The real key to creating jobs is through transportation and infrastructure,? Rep. Richardson said. ?Right now we do not have a focus in this country on transportation and infrastructure. We are focusing on energy, health care, Afghanistan, and other matters. We need to get back to basics, and that is transportation and infrastructure. It?s critical we put infrastructure back as issue No. 1.?

Added Rep. Thomas Petri, R-Wis., another member of the House T&I Committee: ?This is obviously a very important cause. We need to do a lot of investment.?

Another Republican, Rep. Ken Calvert of Calif., said: ?We obviously have a problem?not just in California but through the U.S. Money is a problem. We need to find an income stream so we can make freight improvements. Hopefully there will be a section in the (highway) bill on freight movement. We need to make sure none of that money bleeds away to other things.?

Reps. Calvert, Petri, and Richardson spoke at a rally sponsored by the Coalition for America?s Gateways and Trade Corridors at the U.S. Capitol. Among its 60 or so members are some of the largest freight interests in the nation, including the ports of Long Beach and Los Angeles, the City of Chicago, the Florida Ports Council, Florida East Coast Railway, the construction company Parsons and several state departments of transportation.

Sporting buttons reading ?Freight Needs a Fund,? CAGTC members are actively lobbying Congress to include language calling for a dedicated freight fund in the highway bill.

?It will take a lot of work but it?s interesting to see how far we have come from five years ago,? says Leslie Blakey, CAGTC executive director. ?Now everybody recognizes the importance of freight. Members are aware of the various choke points in our system and infrastructure needs.?

Several bills have been introduced calling for the dedicated freight fund. Freight interests favor such an approach because when freight projects compete with projects for passenger movements, freight often loses. That?s because of the old saying in Washington that ?Freight doesn?t vote.?

The most controversial aspect of the program is the new dedicated freight fee. An idea being floated in Washington is a 1 percent ?excise tax? on all freight bills of lading. Major shipper groups such as the National Industrial Transportation League have opposed such a tax in the past, although NITL formally has not taken a position on this particular bill.

Such a tax has been supported by the recent National Surface Transportation Policy and Revenue Study Commission?s report, ?Transportation for Tomorrow.? While the Freight Trust Fund would provide a dedicated source of revenue for freight project funding, participation in the program would not preclude projects from seeking funds from existing federal, state and local sources.

The American Trucking Associations has not taken a formal position on the matter. But some trucking executives warn privately the 1 percent tax might be a hard sell at a time when nearly all trucking companies have seen sharp drops in profit during the recession. YRC Worldwide, the nation?s largest LTL carrier, has lost nearly $1.9 billion in the last nine quarters.

?Truckers are concerned about the potential effects such a freight fee would have on negotiations with their customers,? Blakey admitted. ?They?re not uniformly behind this. But this is about the movement of goods across our entire transportation system, all the modes, from the ports to the railroads to the airports.?

Despite resistance, the nation?s projected growth in freight (it?s expected to double by 2030) and an increase in population (by 100 million by 2050) is expected to ?tax? the current freight infrastructure in another real way.

?All those additional people are going to want jobs, and they?re going to want stuff,? Blakey said. ?This goes hand and hand with that.?

Jean C. Godwin, executive vice president and general counsel of the American Association of Port Authorities, says she is ?very optimistic? that freight interests will be heard in the highway reauthorization battle.

?There are too many voices out there calling for this,? Godwin says. ?The big focus is developing a national freight program with a strong federal role.?

Janet F. Kavinoky, director of transportation infrastructure in the Congressional and Public Affairs Division at the U.S. Chamber of Commerce, is pushing for more freight funding through the Chamber?s transportation coalition called ?Let?s Rebuild America.? She says a dedicated freight funding mechanism would help the Chamber?s members.

?One of the things we fundamentally know is our members need a modern transportation system,? Kavinoky says. ?Our economic growth depends on a safe, secure, reliable transportation network. Without it, our economic recovery will not occur as quickly as we would like.?

CAGTC is also calling for a new ?Office of Intermodalism? to be reestablished within the Department of Transportation. That office would be charged with administering the new freight mobility program focusing on projects of national significance. DOT formerly had such an intermodal office, but it was abolished a decade ago.

The Freight Stakeholders Coalition, a longstanding group of 17 trade associations including the American Trucking Associations, NIT League, Association of American Railroads, American Association of Port Authorities, Intermodal Association of North America and the U.S. Chamber of Commerce, has signed onto the national freight program calling for a national multimodal freight strategic plan.
"America's freight transportation system is in dire need of increased and sustained investment," says Joni Casey, IANA president and CEO. "Without a strong commitment from Congress in the upcoming reauthorization cycle, productivity of all mods could deteriorate, which in turn will impact our country's economy recovery and national competitiveness."

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mardi 26 mai 2009
Selon la presse : (Le Lloyd)
Le plus grand transporteur LTL au monde menacé de faillite
YRC Worldwide
, la plus grande entreprise de transport de groupage au monde et un des plus grands transporteurs routiers des Etats-Unis est au bord du précipice. La compagnie est menacée de faillite. En cause: la baisse des volumes.
La chute du marché de la messagerie et du groupage (LTL, Less than Trailerload) a affecté le groupe, qui transporte près d'un quart des envois aux Etats-Unis, de telle manière qu'il risque un tarissement du cashflow. Si aucune mesure n'est prise, le groupe craint un dépôt du bilan au troisième trimestre. C'est pourquoi la compagnie a demandé un mia. d'USD d'aides financières aux pouvoirs publics.
YRC Worldwide estime que ce qui est fait pour les banques et l'industrie automobile doit également pouvoir être fait pour le secteur du transport. YRC emploie près de 35.000 personnes. (Le Lloyd 27/05/09)

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