Logistical / Tran Logistical / Transport sport Requirements - - PowerPoint PPT Presentation
Logistical / Tran Logistical / Transport sport Requirements Requirements Proposal Proposal by Blackmagic Logistics Content Content Overview Overview An Introduction to the Blackmagic Group An Introduction to the Project Team
– Transport Management – Logistical Management – Fuel Management – Other
The legacy
SECTOR YEARS OF EXPERIENCE Strategic Marketing Communications 17 years Recruitment 12 years Property Development 10 years Construction 8 years Logistics 8 years Automotive 8 years
Company Turnover Blackmagic Communications R 32 000 000 Blackmagic Logistics R 12 000 000 Blackmagic Consulting R 11 000 000 Ducati SA R 28 000 000 Magic People R 14 000 000
Company Percentage Owned Turnover Tshwane TV 25% R 60 000 000 BMW Hyde Park Auto 33.3% R 555 000 000 Rolls Royce SA 15% R 285 000 000 Audi Northcliff 25% R 350 000 000
– Not lucrative industry unless you have direct contracts and
competitive rates
– Need experience and capacity
The legacy
– Paul Phume – Aris Alexandrou – Clifford Smit – Marc Lewitt
– Head of Project
– Entrepreneur – Logistics – Marketing & Communications – Construction – Automotive
– 7 years experience in Logistics – 17 years as Entrepreneur – 17 years in Project Management – 7 years experience in Venture Structuring and Roll Out
– Eskom, Freedom Park, Department of Roads and Transport, Emalahleni Local Municipality, Banson Trucks, DJ & AJ Plant Hire
– Project Director
– Transport and logistics – Entrepreneur / International Business Consultant – Transport – Property Development – Automotive Industry
– 22 years experience in research, consulting and execution in Logistics and related sector – 13 years experience in Automotive – 9 years experience as Business Consultant (start-up projects) – 3 years experience in research and consulting in Logistics Sector – Engagement in a multitude of initiatives for empowerment (IDC, etc)
– Glencore, IDC, NEF, Bozano Group, Department of Natural Resources, DBSA, Lombards, Dialcom Spontania, Clutton’s Property Group, BMW AG
– Head of Operations - Transport
– Transport and Logistics
– 17 years experience in transport and logistics – Head of Operations and Logistics of Active Power (which has 38 trucks under their ownership and 400 trucks, 20 smaller BEE entities, managed nationally) – Role: Sources business and manages all operations (trucks, services, drivers, maintenance, payments, etc)
– Jindal, Samancor, BHP, XSTRATA, EXXARO, General Mining, Eskom, Osho, Tata, Consol, Sasol, SAB
– Head of Operations - Logistics
– Transport / Logistics – Finance – Commodity Trading
– Bsc in Computer Science and Software Engineering; Bcoms in Management and Economics; Bcom in Transport (to be completed in 2013) – Owned / managed various companies in the finance, commodity trading and transport/logistics – Currently is owner / MD of Ultimum Group which manages a total of 180 trucks on transport routes across Southern Africa
– Bridgeport, Assmang, Black Wattle mining, Samancor, Jindal, Kimberly Clarke, Harsco, Glen Douglas dolomite, Sky sands, West end Clay brick, SCE Ashman, Coalvest, Multigreen, Premier Foods
Setting the scene
regards to the transportation of Manganese:
– Product is very heavy so containers cannot be filled fully – It is very porous and therefore packaging (with keeping humidity levels to a minimum) is vital – environmental research to be undertaken – Cleanliness of packaging and transport medium critical so that product is not contaminated
mitigated effectively
– Non-competitive rates (larger companies vs. smaller companies) – Exploitation of small, black transporters and new entrants – “Empty parking lot” through bullying and aversive tactics of larger
players – Non-availability of trucks due to poor planning by mines
– Non-securitization of payments and financing requirements
– Non-maintenance of fleet (breakdowns, ageing of vehicles, fuel and
part theft) – Ill management of timing and routes (standing time, loading times, route calculations, etc)
– Site inductions and driver management
Large Industry Players White Owners Large Industry Players White Owners Smaller Players Black Owners Smaller Players Black Owners Empowerment as Prerequisite for Contracts Empowerment as Prerequisite for Contracts Skills Transfer is Critical Skills Transfer is Critical Requires the formulation of a decent economic structure to guide smaller players….
Risk Management
Empowerment Skills Transfer Knowledge and Expertise
The solution
Holistic Solution to Mining Logistical Requirements Holistic Solution to Mining Logistical Requirements
Transport Management Transport Management
Vehicle Management Vehicle Management Route Management Route Management Fuel Management Fuel Management Personnel Management Personnel Management Workshops Workshops
Other Other
Training / Mentorship Training / Mentorship Supply of Equipment Supply of Equipment Warehousing Warehousing Mine Consumables Mine Consumables
Fuel Management Fuel Management
Fuel Acquisition Fuel Acquisition Fuel Disbursement Fuel Disbursement
Logistical Management Logistical Management
Loading & Off-loading Zones Loading & Off-loading Zones Packaging Packaging Depots Depots
The vehicles and routes
efficient solution to transport requirements, between or
combination of:
– Flat bed trucks (superlinks, links, tri-axials) – Containers (walking floors, top loading, side loading, front loading) – Tippers (side or back) – Road-trains – Conveyor belts – Rail
consistent research) to enhance efficiency and cost- effectiveness
to your current realities
Subject to signature of formal contracts, payment guarantee approvals and fuel availability
We recommend the following balance of interest among the transport sub- contractors to ensure risk is mitigated but economic empowerment is kept at the forefront - At Project Initiation – 100 Trucks as Example
Depending on feasibility - We undertake to acquire additional Small Transport companies, as well as to mentor and assist in the growth of both the small and micro entities already contracted to the project – an enterprise development
programme will be structured and implemented (under a ‘Kalagadi Fund’ umbrella)
Increase to 300 Trucks (Example)
equally among 4 to 5 medium players in the industry:
– Entities owning and managing between 50 and 100 trucks – Examples - Active Power, Blue Sky, Mac Transco, PC Van Rensburg – They have the capacity and funding resources to effectively provide for a project of Kalagadi’s magnitude but without the ability to monopolize the situation (like larger companies would do) – If one player retracts, there will sufficient resources among the rest in order for service not to halt
and managed among a number of small players:
– Entities that own and manage between 5 and 20 trucks – B-BBEE and HDI owned entities will take preference
– Entities that own between 1 and 5 trucks – Distressed owners – Owner / Driver scenarios – Only HDI owned will be considered – Coaching / Mentoring plan will be put in place
– 4 Service Bays for every 50 trucks – Wash bays to mitigate cross-contamination from transporting different products
for emergency situations:
– Especially to assist the small and micro companies
to minimise on breakdowns and other incidental costs
We would like to balance providing the best service at
Calculation of rates will be based on:
scale) We want to avoid circles of disaster and ensure sustainability of our solution.
The loading and off-loading
effective solution will be put together to meet Kalagadi’s requirements.
Options include:
– Containers – Bagging – Barrels – Pallets
value of over R 100 million each (and more as required), for the mine’s plant requirements at loading and off-loading for the Kalagadi project:
– ERFTRIM – Blue Sky Carriers – Met Group – SJ Drilling – Any of the 4 are able to manage 3 million tons per annum
The underlying resource
The underlying resource
Risk Management
Empowerment Skills Transfer Knowledge and Expertise
promising HDI individuals through implementing a mentorship
programme whereby the selected individuals shadow the core project team: – The individuals will be sourced locally and from other regions – We will develop an internship programme that looks at specific skills transfer (creating syllabi) – The eventual goal is to place some of these individuals in permanent
positions within the project
– There will be a focus on youth and women (a quota will be implemented)
Sponsorship Programme, through which a specialised programme can be
developed to identify promising individuals who are still at school and nurture their interest and growth from that point (such as holiday internships at the mine)
which could be leveraged to source individuals
– Day 1 –
yellow machinery consultants/associates for loading and off- loading and our transporting sub-contractors
Procurement, Logistics, Operations, Sinter Plant, Risk and Safety and any other department you may think relevant to us performing our job
– Day 2 & 3 –
yellow machinery consultants/associates for loading and off- loading and our transporting sub-contractors