Smash Service, merupakan produk layanan yang ditujukan untuk memenuhi kriteria kebutuhan tersebut. Produk ini merupakan Layanan Berkelas Premium yang akan didelivery pada hari yang sama ke 15 kota besar di Indonesia. Batas waktu permintaan pengambilan barang maksimal pukul 10.00. Untuk informasi tarif serta layanan pick up pelanggan dapat menghubungi Customer Service Hotline ( 021) 9827525. Smash Service kami hadirkan untuk menghargai waktu anda begitu Sensitif dan Bernilai.

Acara yang dimulai dengan kata sambutan oleh Arthur Wehantouw, President Direktu SSJ Logistics dan Komisaris SSJ Logistics yang juga seorang pahlawan olahraga bulutangkis nasional,Andreas Nova Widhianto serta beberapa kata sambutan daripada tamu undangan seperti Ketua Umum ASPERINDO, M Kadrial yang turut menyampaikan ucapan selamat atas diresmikannya SSJ Logistics dan keyakinannya bahwa SSJ Logistics berkembang dimasa datang.

Sebagai penutup, acara diakhiri kepedulian SSJ Logistics kepada mereka yang berkekurangan yang ditandai dengan penyantunan terhadap anak yatim. Diujung acara diakhiri dengan santap siang bersama. Wajah para petinggi perusahaan siang itu tampak berseri. Mereka optimis walau didirikan di masa krisis, PT SSJ akan mampu eksis dan berkembang di kemudian hari. Bahkan bisa menjadi pemain besar dan jadi tuan rumah di negeri sendiri. (MA)

The cargo unit is also planning to park some aircraft over the next few months, airline spokesman Stephen Forshaw said in an e-mail today. The airline’s passenger unit isn’t planning any similar steps at present, he added.

Singapore Airlines joins Cathay Pacific Airways Ltd. in offering employees unpaid leave, as airlines battle to cut costs amid slowing demand. Global freight traffic fell 13.5 percent last month from a year earlier, the sixth straight decline, while passenger traffic dropped for the third month in a row, the International Air Transport Association said yesterday.

“SIA Cargo needs to do all it can to contain costs,” Forshaw said. The freight unit has about 300 pilots, while Singapore Airlines employs about 2,000 pilots, the Business Times said today, when reporting the plans.

The cargo unit posted an operating loss of S$76 million ($53 million) in the six months ended September, compared with a S$19 million profit a year earlier, the airline said in November.

Singapore Airlines started the cargo division in 1992. The unit operates 14 Boeing Co. 747-400F freighters as well as using capacity on Singapore Airlines’ passenger aircraft, according to the company’s Web Site.

By Chan Sue Ling

internal global logistics operations.

This transaction is a multi-year outsourcing, cash deal with financial terms not disclosed, according to a Geodis statement.

Acquiring the logistics arm of IBM will allow Geodis to leverage IBM’s logistics wherewithal and operational expertise in more than 50 countries, as it will be the lead logistics provider for IBM and manage roughly $1.0 billion Euros (approximately $1.3 billion U.S.) of various IBM’s logistics cost supporting asset recovery services, service parts logistics and flow management of all global hardware and software products.

The relationship between Geodis and IBM dates back ten years to 1998 in Europe, being the IBM’s first partner for outsourced logistics operations in Europe that laid down the ground work for a strong partnership, said Jean-Louis Demeulenaere, Geodis Deputy CEO, in an exclusive interview with LM. Geodis currently manages IBM’s global spare parts network and reverse logistics operations.

And prior to this announcement, Geodis already has revenues of more than $140 million Euro per year through IBM in Europe.

“This was a unique opportunity for us,” said Demeulenaere. “We have such a customer intimacy with IBM that we had been involved in the discussions with IBM regarding its strategic vision [for its logistics operations]…and we were not surprised when IBM launched its tender in January 2008 to outsource its logistics operations.”

Most of the major global logistics players—including DHL, UPS, Schenker AG, among others—were invited to participate for the tender offer.

The rationale behind this deal was based on Geodis’s main competencies—small shipment delivery (groupage), truckload, logistics and freight forwarding —explained Demeulenaere, which it has leveraged over the years to provide end-to-end solutions for its global accounts.

“For us, it was an opportunity to acquire this [IBM’s] end-to-end logistics flow management platform,” he said. “We know the company and its people and processes along with the quality of the different IBM logistics contracts we are already managing. It was a unique opportunity for Geodis to acquire this platform…as well as a good opportunity to show our capabilities to different customers and prospects.”

The shift to a 4PL
When this deal is completed, as expected, during the first quarter of 2009, Geodis will functionally serve as a lead logistics provider—or 4PL—to IBM. He explained that some of Geodis’s competitors are currently trying to bring this end-to-end approach to the market, but Geodis is the only one with this type of global contract actually in place. And another benefit for Geodis he said is that it provides the company with complete international coverage that it did not previously have which will be geared towards IBM business model.

With the IBM global logistics business model over the last ten years having relied on outsourcing all logistics services, including domestic distribution and warehousing, among others, the IT giant has managed hundreds of logistics sub-contractors globally, with all processes managed and monitored through its global logistics operations, which Geodis is acquiring.

“We are acquiring people that are experts at what they do, processes, and a portfolio of different logistics contracts in key areas of the market,” said Demeulenaere. “We will continue to manage this portfolio of different partners for IBM and all of their accounts.”

When the deal is complete, roughly 1,200 IBM employees in 59 countries will join Geodis along with 1,000 contractors, with 40-45 percent in the Americas, 30-35 percent in Asia, and 20-25 percent in Europe

An action plan
When asked how Geodis will parlay this contract into benefits for its existing customers, Demeulenaere said Geodis will spend the next six-to-nine months on integration efforts between Geodis and IBM, at which point it will begin offering similar end-to-end services to other global customers and prospects in more than 120 countries by early 2010. Through various service capabilities and networks for finished goods and reverse logistics it has by working with IBM, Demeulenaere said Geodis will be able to leverage different customer volumes and augment processes over time to get better customer buy-in conditions to provide savings for IBM and its other customers.

Biggest challenges
In order to make sure this partnership is successful, Demeulenaere said the operational integration of the IBM and Geodis platforms, needs to go smoothly. He said that this should go well based on the companies’ collaboration record and the trust IBM has placed with them to monitor and manage its supply chain.

Analyst insight
The ramifications of this deal are likely to be a boon to Geodis, as the company increases its global reach and capabilities, according to Evan Armstrong, president of Armstrong and Associates, a supply chain consultancy.

“This is a significant move for Geodis,” said Armstrong. “While it is buying IBM’s internal logistics provider operations, it is more importantly securing IBM’s business which will help Geodis as it continues to expand its global footprint. Becoming IBM’s global lead logistics provider will increase Geodis annual revenues to over $10 billion and make it a top five global 3PL. It will also provide Geodis with greater expertise and concentration in the high-tech industry vertical which is one of the most profitable. For IBM this is also a good move since it will be able to transition its internal operations to a 3PL keenly focused on meeting its service requirements.”

Armstrong added that this deal may signal the beginning of a trend of shippers looking to divest logistics costs and save capital when times are tough, while focusing on their core competencies.

And Demeulenaere said that if things go well with this transaction, Geodis would consider doing a deal like this in the road. But he noted a deal like this takes time to consummate and requires a high level of buy-in and trust between partners.

Jeff Berman — Supply Chain Management Review, 12/15/2008 9:51:00 AM

The shipping company, which has told the South Carolina State Ports Authority of its plans, also announced it plans to move its South Atlantic Express service – which represents 25 percent of the company’s port calls – to other nearby ports.

Maersk said it is at a cost disadvantage against competitors in the port’s common yard because its dedicated port must use union labor.

A proposal from the State Ports Authority that would have allowed Maersk – which was looking to reduce its costs – to move into the common yard needed the consent of the local

International Longshoremen’s Association. But the union did not consent, forcing Maersk to make the move.

“The South Carolina State Ports Authority offered us a workable solution,” Maersk spokesman Dana Magliola said. “The local ILA refused to consent, and so we are forced to move.”

In a statement, Ports Authority president and chief executive officer Bernard S. Groseclose said the Port is disappointed the union would not make the concessions necessary to keep Maersk in business there.

“Even though we had an enforceable contract through 2010, we made significant concessions and presented two contract options at Maersk’s request,” Groseclose said. “This Port, our region and our state will suffer greatly from Maersk’s departure. This will mean great losses for our economy at a time when we can least afford it.”

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Started its operation in March 2008  with the first project was to deliver a Telecommunication Equipments in Sumatera Area, SSJ Logistics today, is getting more trust from local or multinational companies in different  industries in Indonesia to assist them solving their complex logistics matter.

SSJ Logistics is dedicated to providing high quality and personalized service to the clients. Our team has many years experience in domestic and international courier, air and sea cargo, customs clearance, moving-trucking and warehousing, logistics and distribution. The Management of SSJ Logistics realized that there was a noticeable difference among service providers. They were not all the same, not did they offer a universal quality of service. The logistic companies that offered value added components to their services were the ones that ultimately excelled in this highly competitive industry.

Today, SSJ Logistics occupies a special niche in the Logistics market place. Fully aware of its relatively small size,
the company has expanded the scope of its operations while retaining its unique, personalized approach to customer service. Because of the company’s structure and design, SSJ Logistics has an ability to offer lower rates for clients‘ bigger saving than customers might expect. SSJ Logistics rates are competitive with those of much larger companies.

Essential Logistics Provider

Our dedication to an incomparable service level, supported by our domestics and international networks, has lead to
the steady expansion to make it closer with our customer based in Indonesia for handling their inbound and outbound shipment. All Shippers have unique transportation need.  The ability to meet individual requirements distinguishes SSJ Logistics.

Legality

NPWP No.01.715.900.5-606.000

SIPJT (Surat Izin Pengusahaan Jasa Titipan) No.100/2009

ASPERINDO No.284.0109