adiworks with public and private sector organisations and companies across a wide range of areas, including
– Strategic reviews, market assessments and new business opportunities
– Financial and economic feasibility analysis
– Export development and trade promotion
– Design and planning of logistics processes, systems, and facilities
– Implementation support, management and operations
Client references:
Government of Dubai, Department of Civil Aviation - November 5th, 2007
"We herewith confirm on behalf of the Government of Dubai, Department of Civil Aviation (Engineering & Projects) and Dubai Logistics City, that ADI Services FZE, Dubai, United Arab Emirates, has been contracted to the Dubai Logistics City since its initiation in 2004.
The activities of ADI Services FZE include:
- Planning the business concept and conducting the feasibility study
- Coordinating with the master planners for the DLC layout and user requirements
- Representing DCA on the worldwide promotion of Dubai Logistics City
- Leading the business development efforts and signing up tenants/customers
I do recommend them as professional consultants."
Khalifa S Al Zaffin, Executive Chairman, DLC
Case study: Dubai Flower Centre.
The fastest growing airfreight business segment is the perishables business.aditeam members have been involved in international perishables operations and management for several years and were approached by the Government of Dubai to assist in the development of a perishables hub for Dubai. The aditeam was assigned to develop the customer base and to design the detailed operational and administrative processes, facility layout, cool chain design and quality management systems.
Strategy
According to the ACI traffic statistics, Dubai International Airport (DIA) is ranked as one of the fastest growing airports in the world. It has over 100 airlines connecting to more than 140 destinations, including direct connections to 20 cities in Europe and 60 cities across the Middle East, Asia and Africa. Dubai stands at the crossroads of Europe, Asia and Africa which strategically positions the Dubai Flower Centre as a regional and global hub.
Design
The Dubai Flower Centre is an ultramodern facility of ±76,000m², designed to meet the needs of the horticulture industry in the 21st century. The facility is designed to accommodate multiple perishables entities under one roof, reducing the risks of a broken cool chain when moving cargo from the terminal to the value adding chambers on the 1st and 2nd floors. Detailed attention was given to the security aspect of the cargo; ALL build up pallets will be x-rayed before departure on a flight.
Implementation
adi managed the implementation together with the Department of Civil Aviation. Years of operations and management experience enabled the teams to validate and evaluate designs and concepts ensuring practical implementation success. The project has been implemented in three phases, providing enough flexibility for handling the rapid cargo growth in Dubai, while still allowing each phase to operate on a profitable basis.
Case study: Dubai Logistics City.
Within the last decade, Dubai has become the leading regional business platform from which the local and GCC market, and the greater region including India, Pakistan and Africa are served. Since several thousand companies, including the world’s leading brands, undertake shipments via Dubai, logistics plays a pivotal role in business success. Yearly growth rates of up to 30% in all modes of transportation call for continuous investments in logistics infrastructure. With current capacity at the Dubai Airport Cargo Village at its limit, the Department of Civil Aviation requested adito develop a flexible solution, allowing room for expansion of logistics services.
Strategy: Quantum Leap for Dubai
adi puts customer and market requirements first. Based upon a comprehensive analysis of flows, processes, facilities, benchmarks and discussions with all type of users (forwarders, integrators, airlines, logistics service providers, and industries), adi did not propose a mere expansion of the current airport cargo facilities, but an integration of all transport modes within a single bonded and free zone area: the Dubai Logistics City (DLC) and the new Dubai World Central Al Maktoum International Airport (DWC). For Dubai, this will represent another quantum leap, transforming its logistics facilities into the world’s first really integrated logistics platform.
Design
adi designed DLC to offer trade, industry and logistics service providers all required space and facilities for logistics business related to airfreight and other transport modes. DLC, which measures 25 sq km located alongside the future Dubai World Central Al Maktoum International Airport, has been designed to integrate seamlessly with the adjacent existing Jebel Ali Port and Free Zone.
adi‘s DLC design included the following key elements:
– Design and planning of logistics processes, systems, and facilities
– Master planning of the future airport and logistics free zone
– Sizing and designing of terminal facilities, shared facilities, and land plots for leasing
– Developing business and operational concepts, shuttle transports, and customs processes
– Outlining and optimizing visa, license, registration, and application processes
– Designing business development, marketing and communication strategies
Implementation
The DLC is planned to commence operation at the end of 2008, coinciding with the opening of Al Maktoum International Airport. Between 2005 and 2008 adi was the sole business development partner for DLC, signing up more than 100 logistics companies for direct investment of USD 3 billion. adi support to DLC also included customer consulting, land lease contracting, activity licensing, facility planning, issuing building permits and further amending the DLC layout and phasing.
Case study: Perishables Logistic Strategy
The airfreight market for perishables is growing faster than for any other industry segment. This is caused by changes in market conditions which give low-labor-cost and optimal-climate regions in the southern hemisphere an edge over producers in the industrialized countries. As trade flows are imbalanced, with industrial goods migrating south and perishables going north, failure to enter the perishables airfreight market becomes a risk for logistics service providers such as forwarders and airlines. However, aside from general goods transportation, logistics for perishables requires product knowledge and investment in people and supply chain processes. For service providers, it is a strategic decision whether or not to enter this market segment. As adihas been involved in the perishables business for many years, it was assigned to develop a segment strategy for a logistics service provider.
Know-how
adi team members have been involved in designing strategies and concepts for perishables business companies over many years. adihas managing experience in perishables handling operations in Africa and Europe including operations of charter flights. Based on this wide experience, adi was able to derive and evaluate options down to the level of individual perishables commodity groups such as cut flowers, fruit, vegetables, meat, and fish, and focus on the key countries, trade lanes, and customer market segments.
Market Analysis
adi performed a thorough market analysis on a wide range of available data. Even more importantly, the end-to-end supply chain had to be scrutinized in order to identify changes in market usage, the role of major players, the shift of customer preferences and the choice of effective selling strategies, sales channels, product presentation, and assortment. Identification of structural changes was seen as a major factor to ease potential market entry. The market study was completed by an analysis of strategies and positioning of competitors in the logistics services segment for perishables.
Strategic Options, Recommendation
As the customer is an established market leader in logistics services, any option to enter the market had to be evaluated in terms of possible roles as carrier, forwarder or supply chain manager and in terms of selection of regions, trade lanes, and possible partners. During workshops with the customer, adi focused on the most relevant choices, followed by a detailed evaluation. This included any impact on the organization, sizing of business volume, necessary steps and investments to be taken and synergies and fit with other existing businesses, services and sectors. Based upon analysis and experience, adi was able to recommend the best value added solution which was tailored to the needs of the customer.
