03 Oktober 2016

[031016.EN.BIZ] 3 Banks, Maersk Sell Stake In Danish Ship Finance In US$710 Million Deal

A GROUP consisting of the two biggest banks in Denmark and the country's central bank agreed to sell a controlling stake in Danish Ship Finance A/S in a deal that values the lender at DKK4.7 billion (US$710 million).

Danske Bank, Nordea Bank, Danmarks Nationalbank and AP Moeller-Maersk will sell their combined 72 per cent stake after the board of Danish Ship Finance in 2015 started a strategic review of its business.

The buyers are Danish pensions funds PFA and PKA, as well as private equity fund Axcel, according to a statement published recently.

Maersk, Denmark's biggest conglomerate, has been selling off non-core assets over the past decade and earlier this month said it plans to split into a transport and an energy company. Danske, Nordea and the central bank have also been divesting assets including their stakes in payment provider Nets A/S, which was listed on the Copenhagen exchange this month.

The remaining A-shareholders in Danish Ship Finance will receive an offer to sell their stakes at the same price, according to the statement. The Danish Maritime Fund, which has a 10 per cent stake made up of B-shares, has decided to keep its stake, according to Bloomberg.

Danish Ship Finance has a BBB+ issuer rating at Standard & Poor's, while its listed bonds are graded A. "The ratings are not expected to change materially as a result of the transaction," the statement said.


Source : HKSG.

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02 Oktober 2016

[021016.EN.BIZ] Bigger Reefer Risks Must Be Weighed Before Acceptance, Say Experts

RISK is inherent in today's global cold chains with more temperature-controlled products transiting the world than ever before.

One big problem is the carrier's ability to cope with shippers' specific needs for exceptional level of care, reporting and tracking of transshipments, says Drewry's top analyst Neil Dekker.

Although Mr Dekker credits Maersk Line's new remote container management system, it only helps visibility and analytics, but there is more work to be done.

For instance, when it comes to handling claims, "many shippers impress that carriers are generally poor at handling them," Mr Dekker said. Shippers are left with having to deal with the expense and time of managing claims.

Schedule changes and missed sailings also hit reefer shippers disproportionately hard, he said. In some instances, shippers must use air freight as an alternative.

Vessel-sharing agreements and alliances can also amplify risk for reefer shippers. "The changing alliance structure and the fact there are now fewer global carriers - the merger/acquisition of the two Chinese lines into one, APL and UASC - mean that shippers have to be more careful about how they plan and agree on their contracts.

"With more carriers slot-swapping on single services, it also means shippers need to be more careful about whom they choose to partner with," Mr Dekker said.

Jim Blaeser, vice president at New York-based consulting firm AlixPartners, said, "Shippers always need to be concerned about - and prepared for - major disruptions in their cold chains, like the port labour stoppages and carrier bankruptcies we've seen recently.

"But the day-to-day challenges posed by deteriorating carrier service levels are equally troublesome, and in some cases harder to overcome. Carriers have been scrambling to cut costs wherever possible to stay solvent, and shippers ultimately feel those impacts in their supply chains nearly every day. Plus, the stakes are even higher for reefer shippers, due to the perishable nature of their cargo, which also tends to be higher in value," said Mr Blaeser.

Marcel van Dijk, manager of cargo marketing at the Port of Los Angeles, said carriers are battling the effects of historically low rates and the impact on their business.

"Reefer business has always been the money maker for the container business," he said. Not only do carriers charge a premium on reefers, but they also are gaining market share at the expense of conventional reefer carriers.

Then again, "If you don't make money on your dry boxes", as has been the case for carriers the last five years, "you start to slow down investments, except for building larger ships," he said.

Furthermore, maintaining the quality of the reefer equipment is generating some concern, "but demand on the part of shippers to provide top quality product to their overseas customers will help keep reefer rates at a healthy level for the container lines," said Mr van Dijk.

Executives at the Port Authority of New York and New Jersey understand the myriad risks associated with handling reefer cargo, and they are positioning the port and its logistics partners to help support new and evolving demands, from responding to the impact of the Food Safety Modernisation Act to preparing for growing volumes of reefer cargo.

"Refrigerated cargo is an important market for the port," said Sharon McStine, manager of industry and government relations. The Port of New York and New Jersey has nearly 5,000 reefer plugs now, among the largest capacity on the US east coast, she said.

Marine terminal operators are expanding reefer capabilities while cold storage capacity in the region is also growing, Ms McStine said.

From the carriers' perspective, the marine terminal operators and the port authority, "reefer cargo is precious cargo, and it's treated accordingly by everyone," said Robert LaMura, New York port authority manager of maritime industry relations.

For example, the port authority's marine terminal operators have stringent monitoring processes for reefer cargo, he said, which really sets the port apart in its dedication to this type of cargo.

Source : HKSG.

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01 Oktober 2016

[011016.EN.BIZ] Risk Management Is Slipping In Shipping, Says Moore Stephens Survey

THE overall level of satisfaction that sound risk management has contributed to the success of organisations within the shipping industry has declined compared to last year, according to the second annual "Moore Stephens Shipping Risk Survey".

Respondents to the survey rated the extent to which enterprise and business risk management contributed to the success of their organisation at an average 6.6 out of 10 compared to 6.9 last year.

Twenty-three per cent of respondents returned a rating of eight, compared to 26 per cent last time, while 70 per cent put the figure at more than five out of 10, as opposed to 74 per cent in 2015.

Overall, respondents rated the extent to which enterprise and business risk was being managed effectively by their organisations at seven out of 10 (unchanged from last time), reported London's Tanker Operator.

Demand trends were deemed by the greatest number of respondents to pose the highest level of risk to their organisation, closely followed by competition, with the cost and availability of finance in third place.

Respondents to the survey felt that the level of risk posed by most of the factors which impacted their business would remain largely unchanged over the next 12 months, with the exception of tonnage supply and competition, which were perceived to have the potential for increased risk.

Overall, 69 per cent of respondents felt that the senior managers in their organisations had a high degree of involvement in enterprise and business risk management, as opposed to 72 per cent in the previous survey.

Said Moore Stephens partner Michael Simms: "Few other industries could claim to be exposed as much to risks arising from economic uncertainty, miss diagnosed analyses, renegotiation of existing contracts, lack of financing, uncertainty over asset valuations, defaults on loan repayments, political sanctions, monopolistic policies, regulatory changes, falling crude oil prices, customer insolvency, fears over the Chinese economy, uncertainty in Europe, and plain old supply and demand.

"There is also a growing threat from extraneous factors such as cyber security and the increasing level of IT-related risk. The industry's risk profile is changing, and with that the industry itself must change its approach to identifying risk. For some, outsourcing is a solution. However, managing the risk of doing this must not be overlooked. If the risk is not recognised, it cannot be controlled," said Mr Simms.

"The key to identifying and mitigating any type of risk lies in the application of sound, firm-wide governance control systems. Simply paying lip-service to corporate governance will not do. The tone needs to be set by senior management, leading from the front," he said.

Source : HKSG.

[011016.ID.BIZ] KAI Ingin Perbesar Porsi Logistik, Ini Caranya

Jakarta. PT Kereta Api Indonesia (KAI) terus mengoptimalkan bisnis logistiknya karena peluang pasar angkutan barang masih sangat besar. Perusahaan ini menargetkan kereta api logistik bisa memberikan kontribusi lebih besar terhadap pendapatan KAI dibanding angkutan penumpang.

Dua tahun ke depan, KAI mengincar bisnis logistik bisa memberi sumbangsih hingga 60% terhadap pendapatan perseroan. "Tahun ini kita targetkan pendapatan kereta barang Rp 5 ,1 triliun. Ini akan didorong naik hingga tahun 2018 bisa menyumbang porsi 60%," kata Direktur Komersial dan IT KAI, Kuncoro Wibowo di Jakarta, Senin (26/9).

Tahun ini KAI menargetkan bisa mengantongi pendapatan sebesar Rp 20 triliun. Kontribusi dari pendapatan angkutan barang ditargetkan bisa menyumbang Rp 5,1 triliun. Sementara tahun depan, KAI membidik pendapatan dari kereta api logistik tumbuh 19,6% menjadi Rp 6,1 triliun.

Untuk mendorong pertumbuhan bisnis logistik, KAI akan mengoptimalkan layanan dan mempermudah akses informasi bagi konsumen melalui sistem digital seperti pada angkutan penumpang.

Sistem ini akan memungkinkan perusahaan bisa memantau posisi barang yang dikirim, jumlah barang yang diangkut dan lain-lain sehingga memberikan layanan yang lebih efisien kepada konsumen.

Pengembangan sistem digitalisasi tersebut akan dilakukan secara bertahap sampai tahun 2018. Kuncoro mengatakan, proses digitalisasi pada kereta barang membutuhkan waktu lama, tidak bisa dilakukan secara instan.

Selama ini, kereta api logistik KAI banyak mengangkut batubara dan semen. Untuk mengangkut batubara, perusahaan menjalin kerjasama dengan persuahaan tambang BUMN maupun swasta.

Namun jika kedua sektor tersebut melambat maka bisnis logistik KAI juga akan ikut terimbas. Itu sebabnya KAI tengah mencari strategi lain agar target kontribusi pendapatan angkutan barang 60% bisa dicapai.

Strategi pertama, KAI membuka angkutan kereta api jenazah. Layanan ini sudah diluncurkan sejak sebulan yang lalu.

Kuncoro mengaku bisnis baru tersebut direspon positif oleh pasar. Tak hanya itu, perusahaan pelat merah ini juga berencana membuka kereta api angkutan mobil dan sepeda motor dan komoditas-komoditas tertentu yang mudah busuk yang membutuhkan jasa logistik cepat.

Di samping itu, lanjut Kuncoro, pihaknya juga tengah berkomunikasi dengan beberapa pihak agar KAI bisa masuk ke pelabuhan dan kawasan berikat.
Namun, dia tidak bisa menargetkan kapan bisa masuk ke kawasaran tersebut karena menurutnya itu akan tergantung dari dukungan banyak pihak. "Harapan kami secepatnya tapi ini tentu butuh proses." ujar Kuncoro.

Untuk mengoptimalkan kereta api logistik tersebut, KAI akan membutuhkan investasi besar terutama dari sisi pengembangan IT. Hanya saja, Kuncoro tidak bersedia menyebutkan investasi yang disiapkan perseroan untuk itu.

KAI berencana menggandeng PT GE Transportation dalam pengembangan teknologi digitalisasi baik pada kereta api logistik maupun kereta api penumpang. Keduanya tengah menjajaki penerapan produk teknologi GE Rail Connect 360 yang diharapkan bisa mendatangkan efisiensi bagi KAI.

Sumber : Kontan, 26.09.16.