...Oriented Overseas International Limitted Orient Overseas Container Line Limited, operating under the trade name OOCL is a wholly-owned subsidiary of Orient Overseas International Limited (OOIL), a public company located on the Hong Kong Stock Exchange. The OOIL Group has more than 160 offices in 50 countries and its revenues are in excess of US$4.6 billion(*). OOIL has focused on principal business activities: container transport and logistics services, ports and terminals, and property development and investment. (*): Source: http://www.ooilgroup.com/corporate/aboutooil Also listed on The Stock Exchange of Hong Kong, OOCL is one of the leading international carriers serving China, providing the full range of logistics and transportation services throughout the country. It is also an industry leader in the use of information technology and e-commerce to manage the entire cargo process. OOCL is highly appreciated in the industry because of its reputation for offering customer-focused solutions, a quality-through-excellence approach and continual innovation. At present, OOCL is also one of the world's leading container transport and logistics service providers, with more than 230 offices in 58 countries around the world and it is a member of the Grand Alliance with more than 150 vessels providing fast, regular services covering the Asia/Europe, Asia/Mediterranean and Asia/North America trades(*). 2.1.2 Overview on OOCL Logistics Line Ltd. (Vietnam) OLLL Vietnam has been...
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...APL? Neptune Orient Lines (NOL) is a shipping company established in Singapore since 1967. Thanks to the Asia’s and Singapore’s fast economic growth and to be present in the busiest shipping routes in the world, the company has grown very quick. However since 1990s, NOL has started to suffer due to a slowdown of the regional economic growth, excess capacity in the shipping industry, many competitors on this market and declining shipping rates. In 1996, the company has seen his net profit decreasing by 54% but the results seem to be worse. In order to change this bad situation happening to NOL, the company decided in April 1997 to acquire APL Company, leader in the US shipping line. APL was the oldest and the second largest shipping line in the USA. The company had the largest freight rail services in North America. Despite a smaller fleet than NOL, APL had higher revenue, profits, shipping volumes and the company was good in the innovation part. The acquisition of APL by NOL seems to be profitable for the Singapore shipping Company. But was it the good decision taken by NOL Company to acquire APL Company? If I was the CEO of Neptune Orient Lines Company, I would buy APL Company. Merger and Acquisition strategies had become more and more popular since 1990s. Indeed, using these strategies can help firms to face crisis. That is why NOL decided to use the acquisition strategy in order to overtake the problems that the company had. As the CEO of Neptune Orient Lines Company,...
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...Chapter 15, Business Strategy in Asia, Kulwant Singh, Nitin Pangarkar and Loizos Heracleous, 2004 NOL and APL (A) CASE 15 After several years of dismal results, Neptune Orient Lines (NOL) was widely viewed as a laggard. The national shipping line was one of the worst performers among Singapore’s many government-linked corporations. Perhaps the low point was reached in 1996, when industry publication Containerisation International ranked NOL last in a field of 24 shipping firms on return on assets, and 18th in net profit margins. This was in stark contrast to the performance of other government firms, several of which could claim industry-leading performance, reputation and profitability. This poor performance imposed great pressures on NOL to take drastic action. Possibly in reaction, NOL announced in April 1997 that it was acquiring APL, the leading U.S. shipping line. This would be the largest acquisition ever by a Singapore firm and would catapult the firm into the league of major shipping lines. There were some concerns that NOL’s strategy was risky, as it was acquiring a firm larger than itself for a price some observers judged to be excessive. But NOL’s management was confident that it had found a solution to its problems, and that the acquisition of APL would ensure its future success. The future seemed bright. Introduction NOL AND APL (A) NOL Southeast Asia-Australia routes. Its ship charter business, American Eagle Tankers, focused on chartering ships...
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...Shipping Process | American President Lines | International Business 1 | Fauziyah Kurniawati (01420110)/ Furqoni Agustina (014201100062)/ Icha’mar (01420110)/ Mazaya Ulfa (01420110)/ Mega Dewanti (014201100155)/ Saroha M.Manalu (014201100218)/ Sekar Pratiwi (01420110)/ Sofi Oktavia (014201100190)/ Velencia (01420110) I. Introduction On this report, we provide information about Shipping Process that we get from APL (American President Lines). As for, the data we got such as the requirement, documents that needed in shipping process, and also the overall shipping process that already told by our resources in the interview. We conduct an interview with Captain Nugroho Subroto as the Chief of Operation Advisor of APL (American President Lines) to gather the data below. * APL’s Company Profile APL (American President Lines) is the seventh world largest ocean carrier which offers more than 140 ports destination in worldwide. APL is a wholly-owned subsidiary of Singapore-based Neptune Orient Lines, a global transportation and logistics company. APL provides customers around the world with container transportation services through a network combining high-quality intermodal operations with state-of-the-art information technology. With more than 150 years’ experiences, APL has the knowledge and the expertise to help the customer negotiates the increasingly complex and ever-changing global marketplace. In Indonesia, APL was established in 2001. There are several...
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...Microsoft’s Partnership with UNHCR – Pro Bono Publico? Robert Douglas Business 119 Centennial College October 22, 2014 Title of Report in Initial Capital Letters: Arial (18 points, Boldface) and No More Than Three Lines Your Name Name of Your Department Name of Your Institution Date Summary Here you present a one- or two-paragraph summary of the report. This summary should stand alone (no reference to figures or tables in the text) and present the most important results of the work. Replace all writing in blue with your own writing. The line spacing for this paragraph is to be single-spaced, which is common in professional reports (note that graduate theses and dissertations are often space and a half). Please indent all paragraphs in this document. XXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXX. XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXX...
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...SHIPPING TRENDS Capt. S. Pullat BA, MCIT, MCIArb, FICS AUMNI Shipping Consultants In the midst of technological developments, its application and futuristics, the Customers seem to be relegated to the back seat. Beware, if one does not treat them like a King or at least a la Prince, they could be King makers, and any case has a decisive role to play in all our endeavours for success. For, if we are driven by technology alone –as predominantly this forum is- we must ensure that it is affordable, safe, has redundancy and environmentally and user friendly as well. Technology per se does not solve problems, it enables problem solving and must be proactive too so that obsolescence can be planned and replacement provided for. Perhaps there is a lot to learn from the Computer industry, software sector in particular, as to how upgradation or newgradation is to be effected frequently. A cyclical and capital-intensive industry such as shipping has been slow to change and innovate, so much so it is driven by regulators and not industry itself. Such hindsight methodology has considerable time lag before ushering in corrective measures and in the interim the industry’s image and perception has suffered in the eyes of users and the public at large. Handful are the cases where ships are built to higher specifications than the bare minimum that Class calls for. A major operator recently citing experience criticised the need to shell out huge sums to overcome the cost saving nexus...
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...CONSTELLATIONS and ASTROLOGICAL SIGNS * What is a Constellation? * A constellation is a group of stars that appears to form a pattern or picture like Orion the Great Hunter, Leo the Lion, or Taurus the Bull. Constellations are easily recognizable patterns that help people orient themselves using the night sky. * In modern astronomy, a constellation is an internationally defined area of the celestial sphere. These areas are grouped around asterisms, patterns formed by prominent stars within apparent proximity to one another on Earth's night sky. * The constellation Orion is one of the most recognizable in the night sky. * There are 88 standard constellations recognized by the International Astronomical Union (IAU) since 1922. The majority of these go back to the 48 constellations defined by Ptolemy in his Almagest (2nd century). The remaining ones were defined in the 17th and 18th century; the most recent ones are found on the southern sky, defined in Coelum australe stelliferum by Nicolas Louis de Lacaille (1763). * There are also numerous historical constellations not recognized by the IAU, or constellations recognized in regional traditions of astronomy or astrology, such as Chinese, Hindu or Austral Aboriginal. * Are the Stars in a Constellation near each other? * Not necessarily. Each constellation is a collection of stars that are distributed in space in three dimensions – the stars are all different distances from Earth. The stars in a...
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...Chairman and Chief Executive Officer. He is a Director of several companies, including Great Eastern Holdings Ltd. Dr Cheong holds a Bachelor of Science with First Class Honours in Mathematics from the University of Adelaide and a Master of Science and Ph.D. in Mathematics and (Honorary) Doctor of Science from the Australian National University. Age 69. | | | | | | | | | | Mr Bobby Chin | | | | Mr Chin was first appointed to the Board on 1 October 2005 and last re-elected as a Director on 17 April 2009. He is presently the Chairman of Singapore Totalisator Board and a member of the Council of Presidential Advisers of the Republic of Singapore, and serves on the board of several companies, including Neptune Orient Lines Ltd and Sembcorp Industries Ltd. He also serves as a Board Member of Singapore Labour Foundation, a Board Trustee of Singapore Indian Development Association and a Member of the Competition Commission of Singapore. Mr Chin was formerly the Managing Partner of KPMG Singapore, from which he retired in 2005 after a 30-year career. Mr Chin holds a Bachelor of Accountancy from the University of Singapore and is an Associate Member of the Institute of Chartered Accountants in England and Wales, and a Fellow CPA of the Institute. Age 59. | | | | | | | | Mr David Conner- Chief Executive...
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...9 -7 1 2 -4 4 9 REV: JUNE 1, 2012 FOREST L. REINHARDT RAMON CASADESUS-MASANELL FREDERIK NELLEMANN Maersk Line and the Future of Container Shipping There is a difference between just moving a container and moving it in the most sustainable, easy, and reliable way. And that difference is worth something to our customers. — Morten Engelstoft, Chief Operating Officer, Maersk Line, 2012 It was a cold February afternoon in 2012 as Søren Skou looked out the window of his office across the Copenhagen waterfront. Skou had just recently been promoted to become CEO of Maersk Line, the world’s largest container shipping company, and the flagship company of the Danish conglomerate A.P. Moller-Maersk Group. He was taking the reins at a difficult time: the sluggish global economy had severely depressed container rates, while fuel prices were still at record levels. On some trade routes, the company—like its competitors—wasn’t even meeting the costs of deploying its large and expensive container ships. Skou was confident that the company would pull through. After all, it had recently completed a successful turnaround following the Maersk Line’s first ever annual loss in 2009 and the Group benefited from a diverse holding of activities, which included an oil and gas business. However, Skou needed to assess whether Maersk Line was headed in the right direction, both to be able to compete in this slower market but also once the economy, and global trade, picked up. In 2010...
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...Editor : Dilip K. Shah SMART GAMC No. :1703/2009-11. Issued by SSP Ahd. Valid up to 31-12-2011 Page Archi Publications 311 to 313, Nalanda Enclave Pritamnagar 1st Dhal, Ellisbridge, Ahmedabad-6. GUJARAT, INDIA Phone : 079 - 2657 66 39, Fax : 079 - 2657 99 96 E-mail : info@smartinvestment.in smartinvest25@yahoo.in web : www.smartinvestment.in Price VOL : 3 Issue No: 32 RNI No : GUJENG / 2008 / 24320 8 4th Oct. to 10th Oct. 2010 Rs. 12/- CEBBECO, Oberoi Realty and B.S. Trans enters the market this week The listing of Carrer, EROS and Microtech may be most sensational How much the IPOs would be oversubscribed? What about refund? What is the possibility of allotment and listing price? Samtex Fashions Ltd. (BSE Code : 531206) (Rs. 33) In view of recent floods in Pakistan, rice crop there is likely to suffer and since Pakistan is one of the biggest exporters of rice, Indian rice exporters should gain due to likely fall in Pakistan's rice exports. Moroever, there is growing fancy agri-based companies. Hence, the recommendation to buy Samtex Fashions (name appears a misnomer as presently, garment business constitutes only tiny %age of its total business) as scrip is available at extremely low PE Ratio and has high book value. his Delhi based company was originally incorporated for garment business. However, now garment business accounts for hardly 10% of total turnover. Company has set up 3 rice mills For More details refer PrimaryMarket (Center Page) ...
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...9 - 8 0 2- 0 0 3 R EV : OC TO BER 25 , 2004 LYNDA M. AP PLE GATE NEO BOON S IONG NANCY B ARTL ET T DOLLY CH ANG -LEOW PSA: The World’s Port of Call Shakkei is a Japanese landscaping strategy. It means “borrowed scenery.” If you can integrate the distant scenery into the landscape of your garden, a beautiful garden can be created . . . A good landscaper is able to bring about this kind of integration. This same philosophy is true within Singapore today. If we want to realize the full potential of Singapore as a global business hub, we must leverage global resources to overcome our constraints and limitations . . . A small country is no longer small. This is our strategy to transform Singapore for the 21st century and beyond.1 Corporatised on October 1, 1997, after 33 years as the Port of Singapore Authority (PSA), the mission of PSA was to be the “World’s Port of Call.” A favorite lunch stop for many PSA visitors was the Prima Revolving Restaurant, located just outside the Brani Gate entrance to the port. From this lofty perch, Singapore harbor, port facilities, and operations could be viewed. On a sunny day in late 2000, PSA group president and former chief executive officer for Singapore’s urban redevelopment agency, Khoo Teng Chye, was entertaining a group of visitors. The panoramic view of the sea was dotted with container ships of all sizes, flying flags of many nations. As the restaurant rotated, the massive port infrastructure came into view with its many berths...
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...Learning Outcomes By the time you finish this chapter you will be able to LO 5.1 Identify the essential elements of successful reading. LO 5.2 Explain how to improve concentration and read more effectively. LO 5.3 Discuss techniques for memorizing large amounts of information. LO 5.4 Analyze how best to retain what you have read. Page 104 “R ead the next chapter in the textbook by Tuesday.” “Read the first two articles in the course pack by next class.” “The test will cover the first hundred pages in your book, so be sure you've read it.” One day, three different reading assignments, Jeff Knowles thought as the instructor of his last class of the day delivered this last instruction to read. It would be hard enough for Jeff to complete all this reading during an ordinary week. But this week he had to finish painting his garage and had volunteered to help his brother move. On top of that, there was his part-time landscaping job—and, Jeff suddenly remembered, he'd agreed to work overtime on Friday. Still, Jeff figured that even with all his work, family, and household obligations, he could still find time to do all his reading—except Jeff believed he was an unusually slow reader. When he pushed himself to read quicker and absorb more, he actually read and retained less. For Jeff, the problem wasn't just completing the reading—it was remembering it when test time rolled around. LookingAhead For people like Jeff, reading assignments are the biggest challenge...
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...6 août 2014 LOGISTIQUE ET ADMINISTRATION DU COMMERCE INTERNATIONAL François Soulet de Brugière 16 avenue de la Clairière 59650 Villeneuve d’Ascq Tél mobile : +33 (0)6.0779.0699 e-mail : fsoulet@leroymerlin.fr I. Le monde et sa diversité 21 I - A : Les perceptions du monde 21 I-A-1 / La perception de l’espace 21 I-A-2 / La perception du temps 22 I-A-3 / La perception de l'argent 23 I-A-4 / La perception du rapport à l'autre 23 I-A-5 / Les espaces économiques mondiaux, 23 I - B : Territoire national, territoire douanier et territoire fiscal 41 I-B-1 / La France : 83 territoires et possessions à ce jour : 41 I-B-2 / Le territoire fiscal communautaire 41 I-B-3 / Les principaux opérateurs du commerce extérieur 43 II. Etre présents sur les marchés étrangers 43 II - A : Les différentes formes de distribution 43 II-A-1 / Les trois formes de distribution 43 II-A-2 / Le transfert de savoir-faire 43 II-A-3 / 7 Critères capitaux de sélection d’un fournisseur 44 II-A-4 / Les possibilités de représentation commerciale à l'étranger 44 II-A-5 / L’entreprise conjointe (Joint Venture – JV) 44 II-A-6 / Les zones franches (Free Trade Zone) 45 II-A-7 / Le dispositif français d'aide à l'export en matière commerciale 45 II-A-8 / Les entreprises françaises et l’export 52 II-A-9 / Une esquisse...
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...& SingTel Annual Report 2014 This Year's Report CoNTENTS overview an overview of our business, providing details on how we performed, key events and achievements from the past year, as well as our strategy moving forward Our Vision and Mission Our Mobile Reach What Differentiates Us Our Strategy An Exciting Year Chairman's Statement GCEO Review 01 02 04 05 06 08 10 12 buSineSS review insight into each of our business units SuSTainabiliTy and governance information on our organisation structure, management team, corporate governance, risk management and sustainability efforts 16 24 30 36 Board of Directors Organisation Structure Management Committee Senior Management Sustainability and Governance Philosophy Corporate Governance Investor Relations Risk Management Philosophy and Approach Sustainability 39 44 45 48 49 50 70 72 80 Group Consumer Group Enterprise Group Digital L!fe Key Awards and Accolades performance our performance at a glance financialS audited financial statements for the year ended 31 march 2014 89 91 92 Directors’ Report Statement of Directors Independent Auditors’ Report Consolidated Income Statement Consolidated Statement of Comprehensive Income Statements of Financial Position Statements of Changes in Equity Consolidated Statement of Cash Flows Notes to the Financial Statements 102 110 111 112 113 114 116 120 123 addiTional informaTion Shareholder and corporate information, as well as contact points for our offices worldwide...
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...Dictionary of Travel, Tourism and Hospitality By the same author Britain – Workshop or Service Centre to the World? The British Hotel and Catering Industry The Business of Hotels (with H. Ingram) Europeans on Holiday Higher Education and Research in Tourism in Western Europe Historical Development of Tourism (with A.J. Burkart) Holiday Surveys Examined The Management of Tourism (with A.J. Burkart eds) Managing Tourism (ed.) A Manual of Hotel Reception (with J.R.S. Beavis) Paying Guests Profile of the Hotel and Catering Industry (with D.W. Airey) Tourism and Hospitality in the 21st Century (with A. Lockwood eds) Tourism and Productivity Tourism Council of the South Pacific Corporate Plan Tourism Employment in Wales Tourism: Past, Present and Future (with A.J. Burkart) Trends in Tourism: World Experience and England’s Prospects Trends in World Tourism Understanding Tourism Your Manpower (with J. Denton) Dictionary of Travel, Tourism and Hospitality S. Medlik Third edition OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An imprint of Elsevier Science Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington MA 01803 First published 1993 Reprinted (with amendments) 1994 Second edition 1996 Third edition 2003 Copyright © 1993, 1996, 2003, S. Medlik. All rights reserved The right of S. Medlik to be identified as the author of this work has been asserted...
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