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   Vol. 16 No. 11
Wednesday February 1, 2017


Amazon Buidling Mega CVG Hub

Amazon’s ambitious supply chain infrastructure investments, which have seen it build up a formidable global network of warehouses, forwarding, delivery, and air freight capacity at breakneck pace are, to say the least, showing no signs of slowing.


Hub Cincinnati
     
Dave Clark     At the end of January the company announced it would build a $1.49bn “centralized air hub” at Cincinnati/Northern Kentucky Airport (CVG) in Hebron, Kentucky, to “support its growing fleet of Prime Air cargo planes” and help the company meet customer demand for fast, reliable deliveries.
     “As we considered places for the long-term home for our air hub operations, Hebron quickly rose to the top of the list with a large, skilled workforce, centralized location with great connectivity to our nearby fulfillment locations, and an excellent quality of living for employees,” said Dave Clark, (right) Amazon Senior Vice President of Worldwide Operations.


Opening Not Set

     Amazon, which has not revealed when the hub will open, went on to claim that Kentucky was an ideal location given its already extensive shipping and logistics industry.
     The new hub will support its lease agreements for 40 dedicated cargo airplanes that, in turn, support its Prime delivery services.


Sweet Sixteen Up & Away
    
     “Today, 16 of those planes are in service for Amazon customers with more planes rolling out over time,” said a statement. “Amazon’s Prime Air hub at CVG will support Amazon’s dedicated fleet of Prime Air cargo planes by loading, unloading, and sorting packages.”


Air Road Everywhere

     As Amazon noted, the company is rapidly building out its U.S. transport portfolio and capability, not least via Amazon Flex, the company’s mobile application that allows individuals to sign-up, be vetted, and begin delivering for Amazon.
     The company also operates a dedicated network of 4,000 trailers, the aforementioned fleet or freighters and, amongst other ventures, is now a licensed forwarder in the U.S. and China.
     “These efforts join Amazon’s robust worldwide network of 149 fulfillment centers and over 20 sortation centers where the company uses algorithms, robotics, machine learning, and other technological innovations to increase delivery speeds for customers,” said the company.
     “Amazon is now bringing the same technological expertise to efforts in the transportation space to increase shipping capacity for its customers.”


What Is The End Game?

     In a series of award-winning articles (see story below) last year, FlyingTypers tracked the range of possible strategies one of the world’s most innovative companies could be deploying as it expands its global supply chain capabilities while it simultaneously fills in its existing infrastructure.
     We questioned whether Amazon was attempting to reduce its exposure to transport costs levied by its integrator partners, especially during peak season, or whether it was in fact becoming a rival to transport incumbents with a long-term plan of establishing new supply chain profit centers using its existing volumes to attract third-party business.


Ambition & Money

Colin Sebastian     Amazon’s ambition and willingness to put hard cash into fixed assets remains undimmed, but its end-game is still hazy. Although Amazon has said it aspires to supplement, not replace, cargo carriers, many are not convinced.
     Indeed, most analysts now believe that it will eventually become a rival to 3PLs, integrators, airlines, shipping lines, and forwarders in multiple retail supply chain markets.
     “We estimate a $400 billion-plus market opportunity for Amazon in delivery, freight forwarding, and contract logistics,” Colin Sebastian, an analyst for Baird Equity Research, said in a note to clients.
     “The 50 year lease to build its first major air hub can certainly be viewed as Amazon parking its tanks on the respective lawns of the world’s largest integrators.”


Size Matters

Cathy Roberson     At 900 acres, the Ohio Amazon site makes it close in size to equivalent hubs UPS operates at Louisville and FedEx operates at Memphis.
     Cathy Roberson (right), Founder and Head Analyst for Logistics Trends & Insights, predicts further expansion in the U.S.
     “Amazon's investment in an air hub is a clear indication that they plan to not only handle their own parcels but also compete head to head with FedEx, UPS, and DHL,” she told FlyingTypers.
     “There will be an impact on FedEx and UPS in particular within the U.S. domestic market in terms of volume loss and profits.
     “Amazon's pick of CVG as a hub will likely create a stir as they will be in close proximity to DHL (at the same airport), FDX, and UPS hubs and all will have to compete to attract local talent for positions.”
     She suggested additional hubs would most likely be in the Dallas area, with LA “if there’s space” and Seattle suitable as West Coast locations.
     Watch this space for further news.
Sky King


chuckles for February 1, 2017

Flying Typers Senior Editor Mike ‘Sky’ King was awarded the 2016 Seahorse Supply Chain “Journalist of the Year” Trophy in London in December from Gillian Smyth, Director of Marketing & Strategy at the American Bureau of Shipping.

     SkyKing beat off global competition for the award from both the trade and mainstream press,
Mike impressed the judges with this “thorough dissection of Amazon’s investments in its supply chain capability in a series of articles for Air Cargo News/Flying Typers earlier this year.


Here Comes The Judge

     “Judges commended Mike on his comprehensive insight into Amazon’s investment plans. The quality of his writing was good and the research was strong,” said MC Julian Pryke, director of Meantime Communications.


Stiff Competition

     In 2016 the Seahorse Awards, the 14th in the organization’s 53-year history, attracted 162 entries from 61 journalists based across three continents and was evaluated by a panel of 20 industry judges.
     “I am honored to receive this Supply Chain award from my peers and the esteemed panel of judges,” said Mike.
     “As journalists we are only as good as our contacts, so I’d like to thank the many people who have helped me better understand the fast-changing nature of the supply chain business this year.


Big Sky of Thanks

     “And huge thanks to Flying Typers’ Geoffrey Arend, a true legend in the air cargo industry, for all his support over the years and for giving me the platform to freely explore the issues that I believe matter – or should matter – to those in the air cargo industry.
     “And also to Reby Baldoz for her amazing research skills which have helped make so many articles in 2016 far better than they otherwise would have been.”
     Mike was also shortlisted for the Air Cargo Journalist of the Year Award and the 2016 Environmental Journalist of the Year Award at this year’s Seahorse ceremony.


One More Time

     Previously Mike was named 2013 Seahorse News Journalist of the Year and 2012 Air Cargo Journalist of the Year. He was also shortlisted for the 2010 Seahorse Feature Journalist of the Year award and the 2015 News Journalist of the Year award.
Flossie/Sabiha


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     The CASS (Cargo Accounts Settlement System) of International Air Transport Association (IATA) continues to be in the spotlight in India.
      FT readers might remember the heated controversy it created during an international air cargo show in Mumbai a few years ago.

IATA Competition Beef

      The controversy has taken many turns, with ACAAI (Air Cargo Agents Association of India), the apex body representing the air cargo industry in India, going to the Competition Commission of India (CCI) against IATA. Most recently, the Competition Appellate Tribunal (COMPAT) delivered an order asking for an investigation into the allegations that IATA was misusing its position and was active in anti-competitive practices in India.

ACAAI Speaks

      ACAAI sent out a release after the COMPAT order and it mentions that the air cargo agents association had filed “a complaint before the CCI in December 2012 against the anti-competitive activities and abuse of dominant position by IATA and its Indian affiliate, IATA India.” CCI, in its order dated June 4, 2015, ruled that IATA had not contravened any of the provisions of the Competition Act. ACAAI then went in appeal to the COMPAT in August 2015 against the order of CCI.
      The release goes on to say that Senior Advocate Jimmy F. Pochkhanawalla “argued before COMPAT that CCI’s order is seriously flawed and should therefore be set aside as the Director General (DG), CCI, had not discharged his statutory obligation to conduct a proper enquiry into all aspects of the complaint.”

Even More Agent Discord

      “Further, instead of recognizing this, CCI simply accepted the report of the DG verbatim,” the release stated.
      ACAAI argued that IATA comprised around 260 international airlines operating globally, and controlled the market in a manner that was “adverse to competition by virtue of its dominant position.” IATA, it was pointed out, had “appropriated to itself the right to accredit air cargo agents in India as well as in other countries. Without such accreditation, air cargo agents are unable to carry out their business with airlines, as most airlines globally are members of IATA.”
      It was demonstrated that, contrary to similar rules prevailing elsewhere, the CASS Rules as prescribed by IATA airlines were anti-competitive, “being unilateral and one-sided, and agents have no say in the same.” It was said that “IATA also unilaterally prescribes the criteria for accreditation of air cargo agents, including the imposition of many financial terms and conditions and untenable penalties. This clearly indicates abuse of dominant position by IATA.” The advocate additionally mentioned that “IATA has also abrogated to itself the status of a Self Regulated Organization (SRO) in India without sanction by any Indian authority.”

COMPAT Finds Considerable Force

      The two-member COMPAT Bench, according to its order of November 15, 2016, “found considerable force in ACCAI’s contention that neither the Director General nor the Competition Commission of India have applied their mind on the aspect of abuse of dominant position by IATA... COMPAT has set aside the findings of CCI and has ordered a fresh investigation by the Director General (DG) of CCI and has directed the Authority to consider all contentions raised by ACAAI, and to submit a fresh report to CCI within a period of 60 days from the date of receipt of the COMPAT order.”
      Readers might recall the fracas between ACAAI and IATA at Mumbai. The cause of that duel began when ACAAI filed a complaint with the CCI apprehending that “many of the working conditions of the International Air Transport Association which were forced upon the business of air cargo agents might fall under cartelization.”
      Subsequently, ACAAI submitted a formal petition on December 21, 2012, with ‘Information’ in its possession. The petition, inter alia, said, “in the light of the provisions of the Competition Act, 2002, the existing functioning and modalities of IATA in India could amount to complex phenomena of cartelization both on ‘micro’ and ‘macro’ economic operational processes and, hence, may be in violation of Section 3 and 4 of the Competition Act, 2002. ACAAI did not want to find itself in a situation where, for any reason, if IATA was found to be indulging in any anti-competitive practice in India, ACAAI would be construed as an unwitting collaborator acting in concert with such practices whether voluntarily or otherwise.”

Prejudice Concern

S. L. Sharma      ACAAI also sent a letter to CCI in which it said the association had, in addition to the cartelization charge, also found “IATA and IATA India were all set to introduce and implement a new Cargo Accounts Settlement System (CASS) in India.” ACAAI was concerned the “implementation of CASS would be prejudicial to the air cargo agents and thus ought to be stayed in the meanwhile by way of balance of convenience until CCI’s investigation was concluded, and the main application (of cartelization) was comprehensively decided by the CCI.”
      It may be mentioned that some ACAAI members had not accepted CASS and had gone to the CCI. In September 2013, then ACAAI Vice President S. L. Sharma, left, (he was later President) was quoted saying, “since 2006, when IATA first introduced CASS in India, ACAAI has maintained its view and many times asserted through various documents that the forwarders here have serious objections to the introduction of CASS in India since it is a unilateral decision of IATA, which was mooted and undertaken by it without any appropriate consultation with ACAAI. The association is of the concerted view that the terms and conditions of IATA are inequitable and unfair to the forwarders,” Sharma had said.
      IATA, however, said that “CASS was introduced under Resolution 851 and every change to the Resolution was discussed within the IATA/FIATA Consultative Council, of which ACAAI is a long-standing member.”

Looking Ahead

      Since then, the case has moved on with the latest order from COMPAT about an investigation to discover whether IATA was misusing its position or was indulging in anti-competitive practices in the country. Will the matter be resolved once the investigation report is submitted? Air cargo stakeholders are asking that question.
Tirthankar Ghosh


If You Missed Any Of The Previous 3 Issues Of FlyingTypers
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FIATA Pushes Future Of Air Cargo
Chuckles for January 24, 2017
Rousing Finish Big Moves At AA Cargo
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Chuckles for January 25, 2017
Onwards Into 2017
So Smart It's Stupid
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