Omans Strategic Role as the

GCCs Gateway and Indian Ocean Rim Hub

Under the patronage of

His Highness Sayyid Shihab bin Tariq Al Said

Adviser to His Majesty the Sultan
15th 16th April 2015, Al Bustan Palace A Ritz Carlton Hotel, Muscat, Sultanate of Oman

Supported by: Organized by: Strategic Media Partner:

(Under Formation)
 2 Transport & Logistics: 16 South Al Batinah Logistics Area (SABLA)
Delivering value and driving growth
Competitive advantage from
logistics transformation 20 ITrade
- Connecting to Compete 2014
logistics in the global economy

4 Oman Logistics Centre 26 IINew

- Connecting to Compete 2014
challenges in trade facilitation
and logistics
Spearheading Omans
transformation into a high-
32 Creating pathways to
performing logistics destination careers in logistics

6 Ithraa
Enhancing Omans national
34 SOHAR Port and Freezone
Opening the floodgates

competitive advantage 38 Port of Salalah

Logistics is not a science
it is an art the art of doing
things simply

10 Oman Logistics & Supply Chain

Association (under formation)
42 Port of Duqm
A transshipment and distribution
hub in the making
Nurturing professionalism
in logistics 46 The Chartered Institute of Logistics
and Transport (CILT)
Supporting logistics skilling and
delivery in Oman

12 Oman National Railway Project

On the fast-track to growth
48 IMCO
A unique maritime education &
training organisation in the GCC
Region

50 GAC Oman:
Planning ahead to support SOLS
2040

14 Oman Shipping Company

A bridge to global markets
54 Speakers and Panelists

60 CONFERENCE PROGRAMME

CEO Dr. Ibrahim bin Ahmed Al Kindi

Editor in Chief Abdullah bin Salim Al Shueili
HOD Business Development Department Bader bin Mohammed Al Thanawi
Editor Conrad Prabhu
Business Development Department Prem Varghese
Fatima Al Gheilani
Karen Jane Stephen
Irine Mariam Raju
Abdul Aziz Al Shukaili
Design Ali Jawish
 Transport & Logistics:
Competitive advantage from
logistics transformation
T erminology that until a few years ago
had little broad-based appeal, save to
industry professionals, is today de rigeur
when the discussion is about a hugely
promising, if nascent, economic sector
currently taking shape in the Sultanate.
Logistics, supply chains, integrated
transport infrastructure, multimodal
networks, etc are examples of jargon that
is increasingly a part of official government
vocabulary today, underscoring the
importance being accorded by authorities
to an emerging industry that has the
potential to become a game-changer for
the Sultanates long-term economic growth.
From the standpoint of Omans
economic diversification strategy, the
logistics industry has the potential
to supplant the hydrocarbon sector
as the nations economic mainstay,
according to Dr Ahmed bin Mohammed
al Futaisi, Minister of Transport and
Communications.
I believe that in the future, transport
and logistics will be one of the economic
sectors that the country can rely on to
be one of the replacements for oil, Dr Al
Futaisi was recently quoted by a leading
international journal as saying.
The comparison with oil and gas which
currently account for nearly half of GDP
reflects the governments ambitions for
a future logistics-based economic sector.
Transport and logistics services presently
account for approximately 3 per cent of
the GDP, a share the government hopes to
gradually ramp up to at least 10 per cent
within the next 25 years.
That lofty goal lies at the heart of the
Sultanate of Oman Logistics Strategy
(SOLS 2040), the broad thrust of which is
expected to be outlined at the 2nd GCCSCL
Conference currently underway at Al
2
leapfrog its way into the rankings of the
Dr Ahmed bin Mohammed al Futaisi
Minister of Transport and Communications
Integration is the new
mantra at the heart of
the Omani governments
vision to create the
underpinnings of a new
logistics-centric industry
that promises to evolve
over time into a full-
fledged economic sector.
Bustan Palace A Ritz Carlton Hotel. The
product of an intensive two-year study,
SOLS 2040 is a blueprint for securing
a place for the Sultanate among the top
logistics-centric economies of the world.
Specifically, Omans ambition is to
Top 10 countries figuring on The World
Banks Logistics Performance Index
(LPI). Oman was ranked 59th among 160
countries covered in the 2014 Logistics
Performance Index. The top nations
were Germany (1st), Netherlands (2nd),
Belgium (3rd), United Kingdom (4th),
Singapore (5th), Sweden (6th), Norway
(7th), Luxembourg (8th), United States
(9th) and Japan (10th). Germany was
adjudged the best performer with a score
of 4.12.
In the Gulf region, the Sultanate lagged
behind all of its fellow partners within the
GCC bloc. The United Arab Emirates in
27th place led the field, followed by Qatar
(29th), Saudi Arabia (49th), Bahrain
(52nd) and Kuwait (56th).
The LPI is based on a worldwide survey
of operators on the ground (global freight
forwarders and express carriers), providing
feedback on the logistics friendliness
of the countries in which they operate
and those with which they trade. They
combine in-depth knowledge of the
countries in which they operate with
informed qualitative assessments of other
countries where they trade and experience
of global logistics environment. Feedback
from operators is supplemented with
quantitative data on the performance of
key components of the logistics chain in the
country of work.
While acknowledging the formidable gap
that must be bridged in order for Oman to
join the top 10, the Minister is nevertheless

upbeat about prospects for achieving this
goal. After all, the Sultanate, he explains,
lies at the crossroads of two giant water
bodies the Arabian Sea and Indian
Ocean through which a sizable chunk of
global shipping and trade passes. Suitably
leveraged, this strategic geographical
location offers comparative advantages
to industries and investors targeting
markets along the supply chain. In the
upshot, Oman stands to reap the benefits
of increased trade and investment inflows,
which in turn will fuel the creation of jobs
and drive socioeconomic development.
Both Sohar and Salalah ports continue
to augment their capacities and modernize
their facilities to keep pace with demand
growth as well as the specific needs of
their customer base. Port of Duqm, the
Sultanates newest gateway, is preparing to
make the transition from early operations
to full-fledged commercial operations in
a couple of years when its infrastructure
and superstructure development is
substantially complete. All three gateways
are cornerstones of a port-centric logistics
strategy that calls for these ports and their
extended supply chain ecosystems to be
made competitive and thus attractive to
mainline ships and other investors.
But strategic location and infrastructure
development in themselves are not enough
to drive Omans long-term logistics
objectives, says Dr Al Futaisi. Equally
important, he stresses, is the need for
the government to create an enabling
environment in the form of suitable
legislation, regulations, IT systems, and
other mechanisms that facilitate trade and
services.
At the same time, the government
is looking to ensure that transport and
logistics infrastructure a critical enabler
of trade is not only comprehensively
developed but suitably integrated as
well. Carriageways linking the Sultanates
maritime gateways particularly at Sohar,
Duqm and Salalah with the hinterland
will be suitably augmented to handle large
volumes of freight.
Additionally, connectivity by rail
envisioned as part of Omans national
rail development strategy promises
to significantly enhances the nations
appeal as a gateway for trade for the wider
Arabian Gulf region, and potentially
parts of the Middle East as well. Indeed,
all three ports are expected to generate
substantial freight volumes that will be
transported by rail not only to and from
the hinterlands of Oman, but into the GCC
as well. Sohar, Duqm and Salalah are
also eyeing opportunities to serve markets
deep inside Saudi Arabia via a new road
link currently under construction via The
Empty Quarter.
Rail connectivity promises to be a
transformative force when it is eventually
rolled out. Divided into nine segments,
the 2,135km network will run the length of
the Sultanate from Buraimi and Khatmat
Malaha in the north to Duqm in the
southeast and Salalah and Yemen in the
south and southwest respectively. Linkages
with industrial parks, special economic
zones current and future, mining and
logistics clusters, as well as major urban
centres, will help fuel growth in all parts
of the Sultanate. Segment 1 covering the
207km Sohar-Buraimi stretch will also
integrate Omans National Rail Network
with the GCC rail system.
Indeed, connectivity and integration
are the hallmarks of the governments
far-reaching strategy to enable the
development of a comprehensive,
April 2015
competitive and seamless national
transportation system for passengers and
freight.
Under an agreement signed by the
government last year, The World Banks
help has been enlisted in carrying out a
comprehensive assessment of the current
state of affairs vis--vis transport services
in the Sultanate. The findings will help
in the formulation of a roadmap for the
restructuring of the transport sector with
a view to demarcating the regulatory
functions of the various government
stakeholders now engaged in overseeing
this sector.
Separately, Spanish transport
engineering consultancy services
firm INECO has been commissioned
by the Ministry of Transport and
Communications to formulate a master-
plan for the introduction of a full-fledged
public transport system for Muscat City.
The study encompasses five different
aspects of public transport: public
transport regulation and organization,
urban bus systems, taxi and microbus
sector, maritime passenger services and
urban railways systems in Muscat.
Various transport service providers are
also being suitably overhauled to prepare
them for a more pronounced role when
public transport services are rolled out not
only in Muscat, but across the country.
One example is Oman National Transport
Company (ONTC) which is tipped to be
radically revamped in preparation for an
enhanced role as the nations flagship bus
operator in the future. Preliminary plans
drawn up by the Ministry envisage not just
a dominant role for ONTC as a national
bus operator, but rather to position the
state-run entity as a full-fledged public
transport company that also operates taxis
and potentially an underground metro as
well.
Integral to this vision is a modern air
transport system comprising a network
of international and domestic airports
connected by a world class fleet of
airplanes. The expanded and upgraded
international airports at Muscat and
Salalah are due to be commissioned over
the court of the next 2 years, while regional
airports in Sohar, Ras al Hadd and Duqm
are in various stages of implementation.
With nearly all of them boasting sizable
air cargo terminals, airfreight logistics is
poised to grow exponentially in the coming
years.
Thus, with the current level of
development of the ports on an
international level, linked by the railway
with the GCC countries, and coupled with
the development of airports, I think we are
going a long way to develop a strong sector.
Transport and logistics can have great
economic benefits and can be one of the
replacements for the oil sector. Its not yet
here but I am very confident and can see
this happening soon, Dr Al Futaisi added.
3
 Oman Logistics Centre
Spearheading Omans transformation into
a high-performing logistics destination
T he Sultanate of Oman is uniquely
positioned to play an important and
leading role in logistics in the Indian
Ocean and as a gateway to the Arabian
Gulf. Logistics encompasses a very wide
range of activities that are needed to move
goods quickly and efficiently. This includes
shipping, aviation, roads, ports, ware-
housing, rail which must be co-ordinated
to ensure that cargo is moved with the
minimum of delay or cost. It is essential
that government process and procedures
are carefully integrated to facilitate the
movement of cargo.
Omans geographical position, the
excellent infrastructure already available
and partially under construction, as well
as its stable political climate, are all key
ingredients necessary for the Sultanate
to make a quantum leap in the growth of
the logistics industry and to make it an
important logistics hub.
Logistics is a major driver for economic
growth, creating both direct employment
4
in the transport of cargo and attracting
inward investment by companies that
wish to warehouse, rework or redistribute
goods. Efficient logistics can reduce costs
for both importers and exporters and
enable new markets to be opened up.
The logistics sector is one of the major
non-oil dependent segments of the
economy which has the potential to fill
a substantial part of the Gross Domestic
Product (GDP) of the Sultanate and create
numerous quality jobs. The strategy lays
out clear targets and ambitions to achieve
this based on key parameters like, logistics
contribution to GDP growth, employment
growth opportunities that would stem
from adopting logistics strategy, market
share of goods that flow into the region
and the position of Oman on various
logistics and industrial indices.
The World Bank and the World
Economic Forum produce a number of all-
encompassing indices, covering logistics
activities in the private and public sector.
Oman will improve its position with a
goal of being in the top 30 by 2020 and
ultimately in the top 10.
The report highlighted the importance
of a co-ordinated and integrated approach
to the development of logistics across
ministries and the private sector and the
necessity for a complete refocus on trade
facilitation by all government agencies, not
only on paper but also in practice.
These might require changes in rules,
regulation and procedures covering the
movement of cargo through Oman. If
Oman is to be successful in fully realising
the economic potential of the strategy
some of these changes would need to be
made quickly within the first two to five
years.
The logistics strategy is somewhat
unique in that it is not dependent on
large capital investment projects but
instead focuses on the soft processes
that by their nature cut across individual
government and business entities, and

which will be critical to the future growth
and development of the non-hydrocarbon
economy.
To help manage and coordinate the
development of the logistics strategy in
Oman, a dedicated organization has been
set up in line with the recommendations
of the Supreme Council for Planning.
The Oman Logistics Centre (OLC), as
it is called, has a mandate to spearhead
a concrete plan of action for making
logistics a core economic driver for the
economy. It will devise ways to encourage
private investment to improve logistics
competence, raise the sector to meet
international standards and have in
place a transparent system with proper
monitoring and feedback.
The establishment of the Oman
Logistics Centre stems from an initiative
launched by the Supreme Council
for Planning in 2013 to prepare the
groundwork for the formulation of a
longer-term strategy aimed at positioning
the Sultanate as a logistics destination
Oman Logistics Centre
(OLC), set up in line with
the recommendations
of the Supreme Council
for Planning to oversee
the development of an
overall logistics strategy
for the Sultanate, is now
a reality.
and gateway into the wider Arabian
Gulf. A 10-member task force of senior
government officials, private sector
executives and academia was formed
to develop a logistics strategy till 2020
and for the long-term until 2040. The
taskforce, headed by the Dr Ahmed
bin Mohammed al Futaisi, Minister of
Transport and Communications, set up
seven independent working groups to
look at the key contributors to a successful
and effective logistics industry.It drew
65 individuals from over eight separate
ministries and government institutions
and over 20 companies. They were
supported by globally renowned experts.
In December 2014, the findings of
the strategy for logistics development in
Oman were presented to the authorities,
calling for the establishment of a dedicated
organisation Oman Logistics Centre
to be set up under the chairmanship
of the Minister of Transport and
Communications.
The report of the taskforce said that
the strategy would look at improving the
logistics contribution to GDP growth,
employment growth opportunities and
raise the market share of goods that flow
into the region. These should help improve
the Sultanates position on various logistics
and industrial indices. It is projected that
with a proper strategy with a complete
refocus on trade facilitation by all
government agencies, the Sultanate could
improve its position to be among the top
30 by 2020 and ultimately the top 10.
The report noted that Omans existing
port infrastructure was sufficient to meet
the strategy targets. The investment in
Oman Rail and ongoing investment in
the airports and roads had the potential
to open up substantial opportunities for
logistics and movement of cargo through
Oman to the rest of the GCC.
The OLC will focus its efforts on four
key areas or soft infrastructure that has
been identified by the task force. These
include trade facilitation, technology,
education and markets.The OLCs key
April 2015
responsibilities include, to execute and
supervise the implementation of the
logistics strategy, to make logistics a core
economic driver for the Oman economy,
to encourage the private sector to invest
in and develop the logistics competence
in Oman, to administer, improve and
develop the logistics sector in accordance
with international best practice, set
standards and ensure that these are
maintained and continually improved
through clear and transparent processes,
monitoring and feedback and to encourage
and support the adoption of logistics
technology within both government and
the private sector.
National Broadband Infrastructure
A key component of the soft
infrastructure necessary to underpin
Omans transformation into a top-
performing logistics destination is
pervasive Internet connectivity and high-
speed broadband access.
Towards this end, and in light of the
pivotal importance of digital access to
the nations broader socioeconomic
development, a National Broadband
Strategy was adopted in 2013. The aim
is to provide efficient and affordable
broadband infrastructure connecting all
residents and businesses in Oman. As a key
outcome of the plan, the Oman Broadband
Company (OBC) was established as a
government start-up company in Oman
and given the mandate by the Council
of Ministers to implement the wholesale
national broadband network.
The National Broadband Strategy
centres on a plan for the rollout of high-
speed and large capacity broadband
infrastructure across the length and
breadth of the country over a 10-year
timeframe and at a potential cost of
around OMR 500 million.
According to the Minister of Transport
and Communications, the strategy calls
for, among other things, providing major
cities with fibre to the home, fibre to the
buildings especially the government
buildings for improving 4G and LTE
mobile internet access for most of Oman.
For remote areas, internet access via
satellite services is envisaged.
Last December, Oman Broadband
Company (OBC), in cooperation with
Oman Electricity Transmission Company
(OETC) and the Telecommunications
Regulatory Authority (TRA), launched
a pilot project to provide high speed
internet services using the fibre-optic cable
infrastructure of electricity companies.
The pilot was carried out in Hamam Al
Sunub in the wilayat of Bausher (Muscat
Governorate), and involved the extension
of fibre-optic cables between an Omantel
mobile phone tower and an electricity
transmission station. The network
provides an internet connection of up to
40Mbps, compared to the previous speed
5
 Ithraa
Enhancing Omans national
competitive advantage
In this Q&A, His Highness Sayyid
Faisal bin Turki Al Said,
Director General, Marketing &
Media, Ithraa, sheds light on Ithraas
longstanding efforts to attract
inward investment and promote
Omani non-exports through a
variety of far-reaching initiatives:
Please share with us Ithraas latest
successes.
Ithraa has worked with inward
investors and Omani non-oil exporters
since 1997 helping them identify
opportunities domestically and
internationally. And we have been
successful. Today, Omani firms export
to 136 countries worldwide and in
2014, exported US$10.71 billion worth
of non-oil commodities. Exporting
is good for Omani business, good for
Omani workers and good for Omani
jobs. Put simply, when Oman exports,
6
Oman prospers.
Targeting middle class consumers
in Asia and Africa as well as in Europe
and North America is crucial to
putting Omans economy on a solid
footing. Helping businesses penetrate
these markets is what we excel at.
Exporting is of course fundamentally
a decision driven by local businesses.
But firms attempting to close an
export sale can face hurdles, including
lack of readily available information
about exporting and market research,
challenges obtaining export financing
and strong competition from foreign
companies. This is where Ithraas staff
and services play such an important
role. We help Omani businesses assess
export opportunities, from developing
a plan, identifying buyers and markets,
advising on regulations to managing
logistics. We provide businesses with
information, research, market studies,
B-2-B meetings, participation at
international trade shows and contact
with our representatives in markets
across the globe. Our goal is to provide
everything an ambitious company
needs to succeed in todays global
economy.
If Im to highlight some of our recent
Ithraa success stories these would
certainly include the 2013 UNCTAD
Award for Excellence in Promoting
Export-oriented FDI. This is a major
international prize and one were very
proud of.
We recently organized trade
missions to Brunei, China, Italy, Iran,
Ethiopia and Dubai, these were very
successful and have helped strengthen
our business ties with these important
international markets.
We also played a lead role in the
success of the Omani Products
Exhibitions held in Riyadh, Dubai and
Doha. This initiative was designed
to help expose local companies to
the many commercial opportunities
available in Saudi Arabia, the UAE and
Qatar. And with mega events such as
the World Cup and the World Expo
coming to the region, its important
we help local businesses explore and
penetrate these markets.
Last December we organized for
the second consecutive year the Oman
Competitiveness Forum. This attracted
presenters and participants from
across the globe. It was a resounding
 April 2015

success and has become an annual

flagship event for us. Having a
competitive national offer is central to
our work in promoting non-oil exports
and attracting inward investment.

How would you rate Omans

diversification policy to date?
Today, Omani non-oil exports can be
found in 136 countries and in 2014,
we exported US$10.71 billion worth of
non-oil commodities, thats an increase
of 8.3% over 2013. This is very healthy
and very exciting. Indeed, it speaks
volumes about the quality of the
products made in Oman.
If Im to talk diversification and
inward investment, Id have to mention
Vale - a Brazilian multinationalmetals
and mining company who made an
initial investment of US$1.25 billion
in their Oman operations. Theyve
generated more than 1,200 direct
jobs and injected over US$2.5 million
into SME contracts which will lead
to further job creation and national
capacity building. Theyve also invested
heavily in training more than 200 of
their employees all of whom are now
qualified mining industry engineers,
technicians and operators.
Its also important to look at whats
happening around us. Its estimated
that by 2025, 600 cities will generate We help Omani businesses assess export opportunities, from
nearly 65% of the worlds economic
growth. But, the most revealing fact developing a plan, identifying buyers and markets, advising
is that by 2025, cities in emerging on regulations to managing logistics. We provide businesses
economies will account for close to half
of overall growth. One billion people with information, research, market studies, B-2-B meetings,
will enter the global consuming class participation at international trade shows and contact with
by 2025. They will have incomes high
enough to be classified as significant
our representatives in markets across the globe. Our goal is to
consumers of goods and services, provide everything an ambitious company needs to succeed in
and 600 million of them will live todays global economy,
in emerging markets that are on
Omans doorstep. These trends point
to great opportunities for Omani His Highness Sayyid Faisal bin Turki Al Said
firms. Were strategically placed and Director General, Marketing & Media
have the business base, track record, Ithraa
infrastructure, experience, talent,
leadership and connectivity to help any
business take their activities global.
On the international front, weve take advantage of the Oman-US Free
Kindly throw light on Ithraas efforts to trade and investment representatives Trade Agreement which has seen our
boost non-oil exports. in key global markets all actively non-oil exports to the US reach over
Certainly, we work closely with involved in promoting Omani products US$480mn in 2013.
domestic exporters and run an as well as investment opportunities. Exports matter because they
annual visit program to Omani Indeed, helping domestic companies represent the very sectors that drive
manufacturers, this helps us identify penetrate mature as well as emerging wealth, attract investment and talent,
any export problems or obstacles markets is extremely important to us. boost productivity and innovation and
encountered by domestic firms. The In fact, weve had considerable success generate employment. The production
field visits also provide us with an in this regard and the number of of exported goods and services creates
opportunity to brief local exporters on Omani firms exporting to international jobs, both directly and indirectly in the
Ithraa-led activities and services. markets continues to rise. supply chain. One study finds that every
Weve also identified importers of With regard more mature markets, US$1 billion in new exports creates
Omani products and have invited them weve been helping local companies 5,400 additional jobs. In fact, SMEs
to visit the Sultanate. In this regard, we participate at major international that export generally experience greater
organize regular B-2-B matchmaking trade shows in the Gulf, US, Asia, revenue growth than non-exporters and
meetings which link Omani exporters Africa and Europe. Weve also been weather tough economic times better
with international buyers. encouraging Omani exporters to as a result; in one international study,

7
 SME manufacturing exporters grew
revenues by 37% while non-exporting
manufacturers experienced a 7%
decline in revenues.
How is Ithraa promoting and branding
Oman internationally?
Ithraa is working with partners in
the public and private sector to help
differentiate Oman from other places
and hence facilitate the promotion of
the Sultanates place product offer.
In simple terms, a nations brand
is a multidimensional assortment of
functional, emotional, relational and
strategic elements that collectively
generate a unique set of associations
in the publics mind. This set of
associations creates a brand image - a
bundle of ideas, feelings and attitudes
that people have about a particular
country.
We believe the astute branding
of Oman will highlight to the
international community the essence
of the sultanate in terms of core
benefits, values, style and culture and
critically will assist potential investors,
residents and tourists identify the
sources of place products relevant to
their needs.
What a potential customer thinks,
does and ultimately buys is driven
by his perceptions of the country it
comes from. Like any country, Omans
brand is experienced through various
encounters, these range from the level
of customer service tourists receive
in Salalah hotels, to how visitors are
welcomed by passport control at
Muscat International Airport, through
to the quality of products bearing the
Origin Oman label.
With the impact of globalization and
the rise of the Attraction Economy,
its increasingly important that Oman
gets it international image right.
Essentially, were up against every
country in the world competing for the
consumers attention and respect.
Lets be clear, consumers are
attracted to clear and consistent
messages about things they value,
from competent governance, to
8
friendly and hospitable people, to
financial transparency and investment
opportunities. Its in these areas that
Ithraa is working with a host of public
and private sector partners to present
unified and coherent messages.
As a nation, Omans always seeking
to enhance its role in the global
economy by making the most of
the opportunities created by new
or established global markets. For
that to happen, Ithraa is actively
encouraging and supporting more
Omani businesses to sell their goods
and services overseas and its attracting
more quality international investment.
Indeed, all of this will help realize the
goals and objectives outlined in Vision
2020.
I firmly believe Omans already
in a strong position internationally.
Many global businesses run their
regional operations out of Oman and
with that presence were attracting
more international talent, people
that bring with them a wealth of
skills and experience. Oman couldnt
be truly successful if it didnt attract
and encourage these international
companies to invest and build
their operations here. Investment
into Oman is a crucial economic
driver, delivering employment,
higher salaries, advanced skills, new
technologies and a positive image of
the sultanate.
But helping present a strong case
that helps attract investment is
just one aspect of Ithraas work. An
important additional market for us is
the existing population, businesses and
investor base.
Given the hyper mobility of firms,
people and investment its natural
for countries and cities not just to
be concerned with what they can
attract, but also with how they retain
what they already have. However, our
branding and marketing for these
audiences raises a different challenge.
They are much more likely to be
well informed about Omans overall
strengths and weaknesses and are not
targets for activities which simply give
them information they already have,
theyre in effect a separate group of
re-investors who have very different
needs. They need communication
which helps them to believe that Oman
is genuinely on the right track whether
thats to do with the economy, the
environment, tourism, manufacturing
or sport.
Nation branding isnt about a logo
but the intricate details - as small as
clean beaches and as deep as getting
the Sultanates residents, people of all
nationalities, to feel proud to be brand
ambassadors. When people are proud,
visitors and businesses are encouraged
to find out what the fuss is all about
and then tell the world.
Its impossible to sum up Omans
brand in a word - its multi-
dimensional and constantly changing
and were fully aware that trying to
create a brand artificially is dangerous.
At Ithraa, were working on reality,
not image. Its this approach that will
generate real interest in the Sultanate.
How are you helping small Omani
businesses learn about export
markets?
Omani companies that are new to
exporting often need help getting
started. Even companies that are
aware of global opportunities often
prefer operating within the confines
of Omans market, where they have
successfully grown their businesses.
Led by Mrs. Nasima Al Balushi,
Ithraas Export Development
Directorate is taking a proactive
approach to supporting the export
efforts of Omani businesses, ensuring,
for example, that local firms are well-
represented at important trade shows
around the world.
We understand that Omani
companies require assistance
expanding into foreign markets due
to their own internal constraints and
perceived trade barriers. Businesses
have suggested that challenges with
customs and compliance, distributors,
 April 2015

intellectual property protection,

financing, marketing, packaging and
language barriers are some of the
biggest barriers to becoming exporters.
In response to these challenges,
Ithraa created the Trade Up seminar
series which is designed to help Omani
enterprises that are new to overseas
trade take the plunge, as well as
assist those already trading overseas
to increase sales. Through the Trade
Up series, we have tapped into the
experiences of seasoned exporters to
give businesses ideas and advice on
how to avoid the main pitfalls and
build a successful book of export
business.

How important is young talent to

Omans business community?
In simple terms, its crucial. For
the past 25 years, public policy
makers across the world have sought
to increase the entrepreneurial
capacity of young people. Initially,
this was a response to global youth
unemployment in the early 1980s but
more recently theres been a focus on
bridging the gap between the world of
work and education; and increasing
national competitiveness through the
enterprise culture.
In a response to this, weve seen a
number of highly successful enterprise
schemes designed to specifically help
young people start and run their own
businesses. Perhaps the best known
international examples are: The
Princes Trust, Shell Livewire, the New
Deal for Young People (UK), Law
44 (Italy), Youth Business Initiative
(Australia) and Atlantic Canada.
Perhaps people dont realize the size
of the worlds youth population and
its importance to the global economy.
The World Bank estimates that by
2015 target year for the Millennium
Development Goals therell be 3
billion people in the world under the
age of 25.
Entrepreneurship isnt something
special that a few people are born
with, its a way of thinking that can
be nurtured and its a culture Ithraa
with a range of public and private
sector stakeholders is looking to
promote amongst Omans youth and
in 2013 we launched Bidiya, a summer
internship program aimed at 18 to 24
year-olds.
The US-based National Association
of Colleges and Employers (NACE)
Experiential Education Survey shows
that companies of all sizes benefit
from meaningful and well-structured
internship programs. The survey
reveals that 25.3% of employers full-
time, entry-level college hires came
from their internship programs and
67.7% of interns are offered full-time
positions. Moreover, The NACE
survey showed that 40% of employers
reported a higher five-year retention
rate among employees hired via their
internship programs, suggesting that
internships boost employee-retention
rates.
Omans actively reshaping its
educational systems in ways that are
consistent with our national priorities
for achieving competitive national
advantage. And Ithraas contributing
positively to that process via the Bidiya
summer internship programme.

9
 Oman Logistics & Supply Chain Association (under formation)
Nurturing professionalism in logistics
L ogistics is embedded in the DNA
of Omanis, says Warith al Kharusi,
Chairman of Oman Logistics & Supply
Chain Association OLSCA (under
formation), a pioneering non-profit pro-
fessional body that, in its own modest
way, has helped shine a spotlight on an
industry that is currently the subject of
an ambitious effort to elevate it into a
full-fledged economic sector.
After all, long before the advent of
modern transportation modes in this
region, Omanis travelled by camel
caravan and ships along trade routes
that linked their native Magan with
ancient civilizations, argues Warith. In
their pursuits overland and by sea, these
travellers and traders were guided by a
rudimentary understanding of logistics
that eventually enabled them to be a
force to reckon with in times bygone, he
explains.
10
Fast forward to the present-day and
Oman finds itself in the nascent stages
of an ambitious plan to catapult the
country into the ranks of the worlds top
performing logistics-centric economies.
The Sultanate, says Warith, has all of
the ingredients necessary to position the
country as a logistics hub for the entire
region, thanks to its advantageous
geographical location and proximity
to the East Africa and the Indian
subcontinent. It is also not hampered
by the kind of geographical constraints
that other countries of the GCC face
by virtue of their location within the
Arabian Gulf.
Operationalising strategy
In line with its strong support for the
governments vision for Omans long-
term logistics development, OLSCA has
been working with all of the key parties
and players government and private
that have a stake in this promising
future. It has done so primarily by
extending close support and expert
assistance to major conferences and
forums that spotlight the importance of
logistics.
OLSCA backed the 1st GCC Supply
Chain and Logistics Conference held in
Muscat in April 2013, and has thrown
its weight behind the second edition
of this key event too. Commenting
on what the latest event is envisaged
to achieve, Warith said: The first
conference in 2013 was a major success
in that it attracted international players
from various countries, including key
figures from the logistics industry.
Among the very important outcomes
from that conference was the spotlight
that was comprehensively shone
on Omans vision for logistics. The
 April 2015

Warith Al Kharusi,
Chairman of Oman
Logistics & Supply
Chain Association
OLSCA (under
formation)

Oman Logistics & Supply Chain Association OLSCA (under

formation), representing stakeholders across all segments
of the Sultanates vibrant transport and logistics industry, is
backing the 2nd GCCSCL 2015 Conference as a key partner. Its
presence on the high-profile Conference Organising Committee
chaired by Said bin Hamdoon al Harthy, Ports & Maritime
Affairs Under-Secretary at the Ministry of Transport and
Communications, is a testament to the important role that the
Association continues to play in supporting the governments
strategic ambitions for the logistics sector.

upcoming conference will build on that
and also provide a platform for the
roll-out of the SOLS 2040 strategy. As
you know, this strategy has been in the
works for the past year and a half.
The goal now is to unveil the
strategy, explain its objectives, and the
accompanying plan to implement it in
an effective and efficient manner. What
we need to do now is to operationalise
the strategic location that Oman enjoys,
in order to attract foreign investment
and global trade to the Sultanate, while
facilitating exports. Logistics an also
play a key role in advancing economic
diversification. Through the conference,
and the SOLS initiative, we hope to able
to drive Omans diversification towards
the next big economic game-changer.
The Chairman sees OLSCA as
providing a powerful and meaningful
platform for logistics professionals to
work alongside with decision-makers in
government to forge a common vision
in achieving the Sultanates logistics-
related aspirations.
We see ourselves as a unique forum
for all of the stakeholders to interact,
debate, network and collaborate in
driving forward our collective vision
for Omans logistics development. Our
goal is to highlight the highlight the
importance of logistics and supply chain
in economic development and represent
transport and logistics companies in the
Sultanate.
Human capital development
A key objective of OLSCA is to support
the development of human capital that is
indispensable to the long-term growth of
the logistics sector, says Warith. A prime
goal of the Association is to promote
logistics as a preferred professional
among young Omanis and to connect
the logistics industry with government
and academia. We also want the enable
industry professionals and members to
advance their professional development,
as well as to develop professional
standards for logistics and supply
chain management in the Sultanate.
Our ultimate aim is to build a cadre
of professional and highly competent
nationals to take on current and future
challenges facing the logistics and supply
chain industries.
To help support this objective, OLSCA
has tied with the UKs Chartered
Institute of Logistics and Transport
(CILT), a leading professional body
associated with logistics and transport.
With over 33,000 members working
in over 100 countries worldwide,
CILT holds unparalleled professional
international recognition. Established
in 1919, its principal objective is To
promote and advance the art and
science of logistics and transport.
We are keen to tap into CILTs
incredible expertise for the benefit
of Omans logistics sector, said
Warith. The Institute offers a wide
range of development programmes
and qualifications that are accredited
around the world. We are keen to set
up a formal chapter of CILT in Oman
and provide our young Omanis with
the knowledge and skills they need
to pursue rewarding careers in this
emerging industry.
An industry veteran, who spent
roughly half of a three-decades-long
oilfield career as the head of logistics
at majority government owned oil
company Petroleum Development
Oman (PDO), Warith is keen for all
of the stakeholders to pull together to
bolster the growth of Omani logistics
professionals. Skills development, he
stresses, is of paramount importance if
the Sultanate is to succeed as a logistics-
friendly destination.

11
 Oman National Railway Project
On the fast-track to growth
A fter initial teething issues, which are
an inevitable part of any big ticket
venture of this complexity, construction
work is set to begin early next year
on the Sultanates landmark national
railway project. Starting with a relatively
short 207km stretch from Sohar to Al
Buraimi, the national rail network will
progressively be rolled out to Duqm,
Salalah and eventually Yemen, with
branch lines and spurs linking urban
centres and future industrial zones.
Development of the entire 2,135km
national railway system will take around
10 years, considering the novelty of
railroad construction in Oman and the
challenging terrain through which the
alignment runs, is an understandable
timeframe.
As its price tag of a ballpark $15 billion
indicates, Omans national railway
project is no ordinary undertaking.
Its importance to Omans long-term
development will be both momentous
and far-reaching, surpassing in
significance previous infrastructure
initiatives of a comparative nature. It is
therefore being integrated with the rest
of the countrys transport infrastructure,
helping unlock synergies in industries,
services and logistics that can be
commercialized. As experts point out,
rail operations are an increasingly vital
12
component of the logistics network that
can contribute to the more sustainable
movement of freight to and from ports
and other hubs.
The Oman National Rail project is
intended to form a central element in
the modernisation of Omans goods
distribution system, linking its ports,
population centres, sources of raw
materials and industry. The network
is also envisaged to provide rail
connectivity with the various growth
centres of the Sultanate, notably
seaports, airports, industrial parks, free
trade zones, mining hubs, and so on.
Major flows are expected to include
containers between the ports and inter-
modal hubs, bulk raw materials from the
ports to industrial centres and export of
raw materials and semi-finished goods to
the GCC countries.
Importantly, the national network
will provide connectivity with the GCC
network through UAE at Al Ain and
Khatmat Milaha. There are also plans to
connect Yemen with other GCC countries
in the future.
Oman Rail, a wholly government
owned entity, has been established
to oversee the implementation and
operation of the rail system in the
Sultanate. Implementation of the
national rail network covering a total
distance of 2,135km is planned in nine
segments. The first segment, covering
the 207km stretch from Sohar Port to
Buraimi, is currently under tender.
Joint venture partnerships led by
railway construction giants from Italy,
Austria, Korea, China, Turkey and India
are among 11 international groups
competing for the multibillion dollar
Segment 1 package. The list comprises:
JV of Porr Bau GmbH (leader), Yuksel
Insaat, Sarooj Construction Company
LLC and Daewoo E&C LLC; (ii) JV
of Saipem SpA (leader), Rizzani De
Eccher SPA and Dogus Insaat; (iii)
JV of Ircon International Limited
(leader), Hani Archirodon LLC and Tata
Projects; (iv) JV of Larsen & Toubro
Ltd (leader), FCC Construction SA and
Khalid Bin Ahmed & Sons; (v) JV of
China State Construction Engineering
Corporation (leader) and SK E&C; (vi)
JV of Astaldi SPA (leader), ONEIC,
Yapi Merkezi and Corsan-Corviam
Construccion SA; (vii) JV of Hyundai
Engineering & Construction Co Ltd
(leader), Hasan Juma Backer, Assignia
Infraestructuras, and Maire Technimont
Civil Construction; (viii) JV of China
Railway Group Limited (leader), and
Mapa Insaat ve Ticaret AS; (ix) Salini
Impregilo SPA; (x) JV of China Railway
Construction Company Limited,

When eventually
integrated with road,
sea and air transport
services, Omans
ambitious rail project has
the potential to deliver
immense value to the
logistics industry taking
shape in the Sultanate.
International Contractors Co LLC
(leader) and Mohammed al Kharafi &
Sons; and (xi) JV of Societa Italiana Per
Condotte DAcqua SPA (leader), Federici
Stirling BATCO LLC, SWS Engineering
SPA and Itinera SPA.
The successful bidder stands to win
a contract that is widely billed as the
largest and most complex infrastructure
development in the Sultanate to date.
Expected to cost several billions of
dollars, the Design & Build contract
covers the design, supply, installation,
construction and completion of works
related to Segment 1 comprising three
distinct sections: Sector 1A, covering a
distance of 127km, connects the station
of Sohar to the Oman-UAE border at Al
Buraimi and Khatmat Milahah. Sector
1B is a 34-km spur line that departs from
Sector 1A and ends at Buraimi station.
Sector 1C is 38km spur line connecting
the Port of Sohar to Sector 1A.
A contract award is likely to be
announced early in the third quarter
of this year, with construction work on
Segment 1 slated to commence before the
end of this year or early in 2015.
Awaiting the successful bidder
is a substantial package of works
encompassing virtually all aspects of rail
design, engineering, supply, construction,
installation and commissioning. It
requires the contractor to undertake,
among other things, topographic and
geotechnical site surveys; earthworks
design; hydrology and drainage; design
and construction of major and minor
structures such as bridges, tunnels and
viaducts; track works; stations; freight
facilities and yards; and the provision of
line maintenance facilities.
Plans drawn up by Oman Rail
envisage the construction of a number
of passenger stations, maintenance
depots, freight terminals and wayside
maintenance centres at key locations
along the Sohar-Buraimi stretch.
In all, five intercity passenger stations
are planned along the 207km route of
the Sohar-Buraimi corridor, representing
Segment 1 of the 2,135km national rail
network. These are envisaged at Hafeet
(medium GCC intercity type), Al Wasit
(commuter), Sohar City (medium GCC
intercity), Zurub (commuter) and
Buraimi (small/medium GCC intercity).
When completed and brought into
operation in 2018, Segment 1 will
connect the Port of Sohar with the GCC
rail network at Omans border with the
UAE at Buraimi and Khatmat Milahah.
It will also serve as a vital lifeline for the
transportation of rail-based freight to
and from Sohar Port to markets deep
into the Arabian Peninsula.
Given the segments pivotal role as a
conduit for freight plying between Sohar
and Gulf markets, Oman Rail has plans
to establish a series of freight terminals
at vantage points between the industrial
port and Hafeet close to the border
with the UAE. Hafeet will host a major
complex of freight terminals catering
to the handling of containers, break
bulk cargo and liquids. Rail links will be
April 2015
provided for these freight terminals to
connect them to the national railway line
through the marshalling yard at Hafeet.
Buraimi too has been tipped to
host substantial rail freight terminal
infrastructure because of its proximity to
the border. Freight terminals are planned
for the handling of containers and bulk
cargoes, according to authorities.
Sohar Port, at the other end of
Segment 1, will be equipped with a
major Intermodal Logistics Hub that
will be integrated with the national
rail network through the marshalling
yard of the port. The hubs intermodal
capabilities will allow for containers and
other cargoes to be freighted from Sohar
to their intended destinations either by
road or rail.
Oman Rail will also invest in
comprehensive rail maintenance
infrastructure along the alignment of
the Sohar-Buraimi stretch. Major depots
are planned for the maintenance of
rolling stock at Sohar Port, Sohar City,
Hafeet and Buraimi. Sohar Port, in
particular, will play host to a facility that
will be equipped to provide maintenance
services for freight wagons and freight
locomotives. It will be the only depot
Segment 1 that will be designed to
perform heavy overhaul maintenance on
rolling stock.
Hafeet, on the other hand, will
boast a depot with facilities for the
maintenance of freight trains, wagons
and locomotives, and passenger train
coaches and locomotives. A diesel
fuelling facility will be incorporated
into this depot. Modest maintenance
facilities are planned near the station at
Buraimi primarily for the provision of
intervention services on passenger trains
between two services, says Oman Rail.
Importantly, two marshalling yards
will be built at Sohar Port and Hafeet
to facilitate the marshalling of freight
wagons into trains. While the yard at
Sohar Port will mainly serve wagons
from the port and the nearby Sohar
Industrial Estate, the Hafeet facility will
cater to wagons going to and coming
from the GCC.
Additionally, wayside maintenance
centres will be constructed at Sohar City,
Al Wasit and Hafeet. They will allow for
the overtaking of trains, diversion from
one line to another, and for the change
of track in the event of an out-of-service
track. For overtaking, passing loops and
dedicated tracks into stations will be
provided. For diversions, switches will be
laid to join the lines.
Conceived as a double track network,
the diesel-powered freight and
passenger line is proposed to link the
most populated areas, the ports and the
increasing productive activities of the
Sultanate.
13
 Oman Shipping Company
A bridge to global markets
L aunching operations with a handful of
LNG carriers just over a decade ago,
state-owned Oman Shipping Company
(OSC) has since seen its fleet burgeon
and proliferate across key segments of the
shipping business.
Remarkably, this growth has
panned out in lockstep with the
Omani economys evolving maritime
transportation needs, as the national
flag carrier continues to deliver on its
strategic goal of connecting domestic
industries spanning oil and gas,
petrochemicals, mineral ores, containers
and other bulk commodities - with global
markets.
Commenting on the companys pivotal
role in meeting the nations maritime
transportation needs, OSC Acting
Chief Executive Officer Tariq al Junaidi
said: OSCs history actually started
with the LNG sector with the company
investing in six LNG vessels catering to
the requirements of the LNG plants at
Qalhat, Sur. OSC carries almost 45% of
the countrys total LNG production to
the Far East.
Moreover, OSC is a major player in
the industrial projects mainly in Sohar,
handling almost 100% of alumina and
iron ore imports bound for Sohar. In
addition, OSC is also contributing to the
14
refining and petrochemical industry,
mainly catering to ORPICs requirements
through coastal shipping and local
transportation of petroleum products
between Sohar, Salalah and Mina Al
Fahal, as well as exports of LPG and
methanol to international markets, he
added.
In effect, OSC remains a lynchpin in
the governments goal of positioning
the Sultanate as a regional gateway and
logistics hub, says Mr. Al Junaidi. OSC
always focuses on supporting the Omani
economy not only by leveraging the
import and export of Omani cargoes,
but also by providing shipping solutions
which will enhance connectivity between
Omani ports, as well as other ports in
the region. Having well connected ports
and linkage to hub ports in the region
is essential for Oman in order to be a
logistics gateway.
According to the CEO, the company
is in continuous communication with
all of the stakeholders that together
make up the Omani maritime cluster,
including the Ministry of Transport
and Communications. The objective is
to understand the governments future
plans, and try to align the companys
activities to match the countrys long
term developmental strategies.
World-class ambitions
In line with its vision to evolve into a
world-class shipping company, OSC now
boasts a well-diversified national shipping
fleet that includes gas carriers, tankers,
bulk carriers and liners catering to a
wide range of industrial and economic
activities in the country.
With the growth of the mining and
mineral processing sector, the company
is now keen to offer its formidable
resources and expertise to meet the
shipping needs of this promising
industry as well. OSC would like to
see itself supporting the growth of the
mining industry of Oman, notably in
handling the exports of Omani minerals
and bulk commodities, mainly from
Salalah and Sohar, as well as Duqm in
the future, said Mr. Al Junaidi.
As the preeminent maritime
transportation services provider, OSC
continues to grow and develop in trend
with the Omani economy. The addition
of LNG Adam last year boosted the
companys fleet to a total of 42 ships of
around 7.8 million DWT by the end of
2014. A further 10 MR tankers are due
to join the fleet over the next two years.
Together with additional chartered
tonnage, the fleet is expected to swell to a
formidable 60 vessels by 2016-17.

Oman Shipping Company
(OSC) continues to invest
in the expansion of its
shipping fleet in line with
its mandate to support the
maritime transportation
requirements of the
Sultanates rapidly
diversifying economy.
On the technical management side,
Oman Ship Management Company
(OSMC), a wholly owned subsidiary of
OSC, saw the size of its fleet under in-
house technical management expand to
26 vessels by the end of 2014, up from 23
during the previous year. Ships under
technical management include LNGs,
VLCCs, Product and Chemical Tankers,
VLOCs and Multi-Purpose vessels a
testament to the growing prowess of
Omans national shipping company.
Delivering value
Going forward, OSC says it intends
actively partner Omani industries and
companies in meeting their shipping
needs and thereby enhance the value
proposition of their businesses and
support economic growth in general.
In 2015, Oman Shipping Company
plans to focus on a long term strategy
to serve Oman by leveraging the import
and export of Omani cargoes. With
the potential growth of the existing
industrial hubs, and the establishment
of new ones, the Company must position
itself to be the first choice shipping
Tariq Al Junaidi
OSC Acting Chief
Executive Officer
solutions provider, in particular, for
Oman based firms, said Mr. Al Junaidi.
Additionally, OSC is closely monitoring
developments in the Duqm Special
Economic Zone where the company
envisions a lot of potential in the tanker,
bulk and container segments of the
shipping business.
OSC sees a lot of opportunity
not only to grow in Duqm, but also
to play a major role in supporting
Duqms development and enhance its
connectivity with local as well as regional
hubs. Indeed, OSCs support to Duqm
is important and has the potential to
extend across of the companys business
operations, including tankers, bulk, liner
and heavy lift.
In addition, OSC will continue to
tap into other international market
opportunities in line with the Company
Mission Statement, as a recognised
international shipping company, on
competitive and profitable terms, he
April 2015
added in conclusion.
Oman Shipping Company S.A.O.C.
(OSC) is a closed joint stock company,
incorporated in 2003 and owned by the
Government of the Sultanate of Oman
through the Ministry of Finance (80%)
and Oman Oil Company S.A.O.C. (20%).
Headquartered in Muscat, Oman
Shipping Company was established to
transport the Sultanates Oil and Gas
products to world markets, providing
Omani shipping services to the countrys
trade partners in other commodities,
and to re-vitalize Omans long standing
and proud seafaring tradition. The
Company is involved in ship owning,
chartering and technical management
activities through its subsidiary
companies: Oman Charter Company
S.A.O.C., Oman Ship Management
Company S.A.O.C., and Oman
Container Line S.A.O.C.
By Conrad Prabhu
15
 South Al Batinah Logistics Area (SABLA)

Delivering value and

driving growth

T he Government of Oman, through

the Supreme Council for Planning
(SCP) and the Public Establishment for
Industrial Estates (PEIE), has unveiled
a landmark plan for the development
of a new logistics hub in the South Al
Batinah region of the Sultanate.
The so-called South Al Batinah
Logistics Area (SABLA) promises to
further drive the Sultanates ambitions
to emerge as a logistics gateway for the
wider region, according to a top official
who has been associated with the
initiative from the very outset.
The vision of the project is to
facilitate growth and opportunities in
commerce for the Sultanate of Oman
and its partners by enabling efficient
logistics in a responsive, sustainable,
financially sound and transparent
manner, said Engineer Ahmed Al
Azkawi, Project Manager South Al
Batinah Logistics Area.
This logistics area will act as a nerve
centre of economic activity fundamental
to the growth and diversification
strategy of the economy of Oman, in
doing so it will have a multiplier effect Ahmed Al Azkawi
on various sectors of the economy Project Manager
and aid national development in a South Al Batinah
significant manner, he further added. Logistics Area

16

Strategic location
A project site spread over 9,500 hectares
has been identified at the intersection of
the Barka-Nakhal Road and the Muscat-
Al Batinah Expressway route, as well as
the planned rail line between Sohar and
Muscat. The strategic location, coupled
with the abundance of land earmarked
for the project, will help underpin the
projects long-term growth, as well as
drive its ability to suitably serve the
growing international and domestic
logistics demand of the Sultanate and
regional economy.
While the core function of the
development will serve as a logistics
zone, the strategy of the project will
seek to also develop dedicated areas for
commercial activities, light industrial
business, and residential areas in
addition to supporting facilities with a
view that each of these functions will
become more interdependent overtime.
Each functional area will be developed
in phases, with the first phase of the
Logistics Area being a priority for initial
development.
Activities and facilities within the
Logistics Area will include a customs
bonded dry port, eventual intermodal
rail terminal, warehouse and distribution
facilities, open area storage yards,
truck parking, and service centres,
amongst others. The Logistics Area will
be oriented toward the Western and
Central part of the project site in order
to facilitate the eventual intermodal rail
connectivity and remain close to highway
access while preserving more valuable
The South Al Batinah
Logistics Area will aim
to facilitate growth
and opportunities in
commerce for the
Sultanate.
highway and regional roadway frontage
for commercial activities, said the official.
The Commercial Area will seek to
attract and support investments in retail
outlets for consumer-based products,
wholesale facilities, office space,
restaurants, auto malls, a convention
centre, and other hospitality related
businesses such as hotels.
April 2015
Leveraging on connectivity
The SABLA project is strategically
planned along the major connecting
roadways for efficiency in freight
movements while the commercial areas
within the project are oriented to mitigate
the amount of small vehicle traffic having
to combine with heavier truck traffic
associated with the logistics and light
industrial areas.
The area reserved for light industrial
activities is located along the southern
boundary of the project. This location is
conveniently close to the planned rail road
marshalling yard to facilitate transfer of
non-containerized goods associated with
light industrial activities that may utilize
the rail.
Business activities in the Light
Industrial Area could include textile
production, electronics manufacturing,
food processing, commercial bakeries,
automobile and equipment machinery
repair and processing.
Also set aside within the project site is
an area earmarked for the development
of guest worker and executive housing for
employees of companies operating within
the overall development. Plots of land
will be made available to employers and
developers to construct housing facilities
that will be required to meet minimum
quality standards and maximum
occupancy levels. This area may also
include recreational facilities and other
green spaces, the official explained.
Earlier this year, the Steering
Committee signed a Memorandum
of Understanding (MoU) with Oman
17
 International Exhibition Centre (OIEC)
for the establishment of an integrated
centre complete with display areas that
investors in the Logistics Area can use
to showcase their goods and services
to their respective target audiences.
The Integrated Centre will include
showrooms, offices, shops, open display
areas, and service offices and shops,
facilities for the landing, loading and
storage of goods, reception areas, and
public parking.
Long-term growth ambitions
Importantly, the South Al Batinah
Logistics Area is proposed to be operated
and managed based on the landlord-
developer model. Under this model, the
government will provide the land and
invest in initial utility connections and
road works, as well as prepare ready-to
build-on plots to be made available for
leasing. Future tenants will enter into
long-term ground rent agreements with
the project development company and
receive permission to build facilities for
operations that conform to the master
plan and minimum quality standards.
According to the official, the development
company may also consider providing
build-to-suit facilities as well as offer pre-
built structures for lease depending on
market conditions.
The project development company
will be responsible for, amongst other
things, maintaining all roads, general
common user property, public lighting,
and certain utilities while also promoting
development in accordance with the
18
master plan and long term business
strategy.
Development of the Logistics Area
project has been overseen by a Steering
Committee set up pursuant to a decision
issue by the Supreme Council for
Planning. This committee was set up to
represent the major governmental and
industry stakeholders in the planning
and execution of the project. The
committee was chaired by Eng. Ahmed
bin Hassan al Dheeb, Chairman of the
Public Establishment for Industrial
Estates (PEIE), and included Talal bin
Suleiman al Rahbi, Deputy Secretary-
General of the Supreme Council for
Planning; Brigadier Issa bin Saeed al
Kiyumi, Director General of Customs
ROP; Mubarak bin Sulaiman al Mundhri,
Director-General of investment, Ministry
of Finance; Mohammed bin Khalifa al
Ghassani, Assistant Director-General
of Ports, Ministry of Transport and
Communications; Eng Hamoud bin Salim
al Saadi, Chairman of the Oman Chamber
of Commerce and Industry (OCCI)
branch in South Batinah, Eng Musallam
bin Mohammed al Shahri, Assistant
Chief Operating Officer of PEIE, and
Eng Ahmed bin Said al Azkawi, Project
Manager South Al Batinah Logistics
Area.
More recently, the Steering Committee
was replaced by the Founding Committee
of the Oman Logistics Company (under
formation), a fully government owned
entity which will assume responsibility for
the development and management of the
South Al Batinah Logistics Area.

Upon its formal incorporation,
the Oman Logistics Company will
also be responsible for, among other
functions, urban planning, engineering
design, managing the development,
commercialisation, and investment
management of the remaining phases.
Dry Port
Development is currently focused on
Phase 1 encompassing a 30-hectare
area featuring a Dry Port and a number
of Logistics Area plots. Conceived as a
full-service inland port, this first-of-its-
kind facility in the Sultanate is designed
to serve as a customs bonded gateway
location for shippers to receive and deliver
their cargo originating from or to the
greater Muscat region via the countrys
ports and land boarders, including the
Port of Sohar amongst others.
With customs bonded services, ample
capacity, and eventual connectivity with
the Muscat-Batinah Expressway and
GCC rail, the Dry Port will be ideally
positioned to serve the needs of shippers
and logistics service providers, the
Project Manager said.
Also envisaged in this phase is the
provision of primary and secondary
road networks within the site, utilities,
preparation of pad sites to be developed
for logistics centres and distribution
space, or build-to-suit contracts. The
initial phase will also include facilities
for supporting services including truck
service centres, restaurants, office space,
and administration buildings.
Included in the master plan is an
eventual intermodal rail transfer area
once the GCC railway line is completed,
areas for administrative functions,
customer service, and government
services including customs.
A Request for Expression of Interest
(EoI) for the Operation & Management
of the Dry Port, floated by the Steering
Committee earlier in January, attracted
significant local and international
interest from regions including the GCC,
Asia, Europe, North America, Africa and
Australia. A short list of qualified firms
to be invited to participate in a Request
for Proposal process is expected to be
announced by the end of the month.
The robust interest, the official
April 2015
explained, reflected the Logistics Areas
strategically advantageous location in
South Al Batinah Governorate which
is conducive as a hub for logistics,
warehousing and distribution,
consolidation, re-exports of containers and
general cargo alike. Excellent multimodal
connectivity with seaports along the
coast, industrial parks and free zones also
ensure speedy and seamless handling and
movement of these goods, he said.
Coherent strategy
Pending the appointment of a qualified
operator to run the initial Dry Port
facility, the development company also
plans to progress other components of the
project over the next two years. It is the
goal of the Founding Committee to secure
lease commitments covering a sizable part
of the potential leasable area during this
period. Additionally, a critical component
of the strategy is to ensure that customs
and other single-window services for
cargo clearance are fully in place and
functional.
By Conrad Prabhu
19
 I - Connecting to Compete 2014

Trade logistics in
the global economy

Inefficient logistics raises the costs of trading and reduces the potential for global
integration, The World Bank warns in its groundbreaking study accompanying the
publication of its 2014 Logistics Performance Index.

20

I mproving logistics performance is at
the core of the economic growth and
competitiveness agenda. Policymakers
globally recognize the logistics sector as
one of their key pillars for development.
Trade powerhouses in Europe like the
Netherlands or in developing countries
like Vietnam or Indonesia see seamless
and sustainable logistics as an engine of
growth and of integration with global
value chains.
Indeed, inefficient logistics raises the
costs of trading and reduces the potential
for global integration. This is a hefty
burden for developing countries trying to
compete in the global marketplace. Since
2007, the Logistics Performance Index
(LPI) has been informing the debate
on the role of logistics for growth and
the policies to support it in such areas
as infrastructure, service provision, and
cross-border trade facilitation.
Logistics performance continues to
convergeslowly
The results of Connecting to Compete
2014 point to Germany as the best
performing country with an LPI score
of 4.12, and Somalia as the worst with
1.77 (on a scale of 1 to 5). (Germany was
also the best performer over 200714
Efficient border
management is
critical for eliminating
avoidable delays and
enhancing predictability
in border clearance
box 1.) A slightly converging trend from
previous LPI surveys in 2007, 2010, and
2012 is also found in 2014, with lower
performing countries improving their
overall LPI scores more than higher
performing countries.
The modest convergence since 2007 is
April 2015
explained by a perceived improvement in
trade supporting infrastructure in low-
and middle income countriesand to
a lesser extent in their logistics services
and customs and border management.
This perceived improvement attests to
the success of developing countries in
closing the transport infrastructure gap
with high-income countries.
If service delivery is poor, good physical
connectivity is not enough
Infrastructure development has assured
basic connectivity and access to gateways
for most developing countries, a fact
consistent with trends in the LPI since
2007. Yet countries have been more
successful in delivering quality for
some types of infrastructure. Quality
of information and communications
technology infrastructure is regarded
not only as the highest across all
respondents, but also where the gap
between lowest and highest performers
has narrowed the most, partly due to
automation in border management.
Conversely, rail infrastructure inspires
general dissatisfaction. Ratings for other
types of infrastructure vary by region.
Infrastructure services are delivered
by logistics providers that operate
21
 management, particularly sanitary and
Supply chain reliability phytosanitary control agencies, and less
so those enforcing standards.
The World Trade Organization
is a major concern for Ministerial Conference Agreement on
Trade Facilitation, in December 2013
traders and logistics in Bali, marked the importance of the
facilitation agenda for expanding trade.
After more than a decade of negotiations,
providers alike the Bali Ministerial Declaration renewed
the impetus to reform trade facilitation.
It also created some urgency for the
donor community to support developing
countries in this endeavor.
traders already outsource logistics to third
party providers, and focus on their core
business while managing more complex
supply chains.
Supply chain sustainability concerns are
stronger in this edition. About 37 percent
of respondents shipping to countries in
the Organisation for Economic Co-
operation and Development recognized
a demand for environmentally friendly
logistics solutions, compared with just
10 percent for low-income destinations.
Governments will need to make long-
term policy changes that improve and

Increased complexity, no more low-

under very different environments
globally. Usually, the quality of the
services they provide is perceived better
than the quality of the corresponding
infrastructure they operate. This divide
between services and infrastructure
quality is wider in air and maritime
transport. Railroads, again, have low
ratings almost everywhere. And low
income countries still score poorly on
road freight services, despite having
given them more policy attention
recently. Acceptable services in
infrastructure can be achieved in less-
than-ideal circumstances, but differences
in service quality can be substantial for
similar levels of perceived infrastructure
quality, for operational excellence cannot
be replaced or necessarily equated with
good physical hardware.
Trade facilitation and border
management reforms matter
Supply chain reliability is a major
concern for traders and logistics
providers alike. In a global environment,
consignees require more certainty about
when and how deliveries will take place.
This increases the demand for quality in
logistics services, posing challenges for
private agents and for governments, all
of which face pressure to facilitate trade
while safeguarding the public against
criminal activity, health concerns, or
terrorism threats. Efficient border
management is critical for eliminating
avoidable delays and enhancing
predictability in border clearance.
Coordination among government control
agencies will remain essential in trade
facilitation effortsas will introducing
best practices in automation and risk
management in non-customs control
agencies, which have generally been less
open to reform. Accordingly, customs
agencies have obtained higher LPI
ratings than all other agencies in border
hanging fruit
Previous editions proposed a typology of
four broad groups of countries, based on
how friendly their logistics environments
are. The most in need of attention from
the international community and their
neighbors are those with governance
challengessuch as post conflict
countries and fragile statesas well
as those challenged by their economic
size or geography in their connectivity
to global marketssuch as landlocked
developing countries and small island
states. Long-standing, but still mainly
unresolved, implementation challenges in
these countries, such as regional transit
regimes, remain key for future progress
as many now have the basic connective
infrastructure in place.
Despite least developed countries
efforts to improve their logistics, there is a
growing need for consistent action plans
where complexity is higher, as in most
middle-income countries. The notion
that there may be low-hanging fruit that
countries can pick easily is less and less
true.
Further, reforms with many
stakeholders can be slow to implement, or
even reversed by governance weaknesses,
as in Tunisia. More detailed, accurate
data for policymaking and information
sharing is needed. For instance, the trade
facilitation concept of single windows
for trade requires alignment of several
government control agencies, which
takes time, but can be implemented in
least developed countries, as in the Lao
Peoples Democratic Republic. Countries
that introduce far-reaching changes
have combined regulatory reform with
investment planning, interagency
coordination, and incentives for
operators.
The LPI shows that the quality of
services is driving logistics performance
in emerging and richer economies, too.
Yet developing services like third-party
logistics, trucking, and forwarding may
be the most complex policy agenda ahead,
with few success stories so far. In logistics
friendly countries, manufacturers and

22

maintain the competitiveness of these
services, consistent with fast-changing
industry practices.
So developing countries will have to
not only consider the environmental
footprint of their logistics, especially in
trading with developed countries, but
also revisit governance and operational
models for environmentally friendly
infrastructure and related transport
modes, especially railways, that seem to
perform poorly relative to those in the
top performers.
Conclusion
Logistics performance is strongly
associated with the reliability of
supply chains and the predictability
of service delivery for producers and
exporters. Supply chainsonly as
strong as their weakest linksare
becoming more and more complex,
often spanning many countries
while remaining critical to national
competitiveness.
Comprehensive reforms and long-
term commitments from policymakers
and private stakeholders will be
April 2015
essential. Here, the LPI provides a
unique reference to better understand
key trade logistics impediments
worldwide.
[Extracted from The Logistics
Performance and its Indicators authored
by Jean-Franois Arvis (The World Bank),
Daniel Saslavsky (The World Bank), Lauri
Ojala (Turku School of Economics), Ben
Shepherd (The World Bank), Christina
Busch (The World Bank) and Anasuya Raj
(The World Bank)]
23
 Oman ranked 59th in 2014 LPI
Oman was ranked 59th among 160 countries covered in the 2014 Logistics Performance Index.
The top nations were Germany (1st), Netherlands (2nd), Belgium (3rd), United Kingdom (4th),
Singapore (5th), Sweden (6th), Norway (7th), Luxembourg (8th), United States (9th) and Japan (10th).
Germany was adjudged the best performer with a score of 4.12.
In the Gulf region, the Sultanate lagged behind all of its fellow partners within the GCC bloc.
The United Arab Emirates in 27th place led the field, followed by Qatar (29th), Saudi Arabia (49th),
Bahrain (52nd) and Kuwait (56th).

24
 April 2015

LPI ranking and scores, 2014

2014 LPI 2014 LPI 2014 LPI
% of % of % of
highest highest highest
Economy Rank Score performer Economy Rank Score performer Economy Rank Score performer
Germany 1 4.12 100.0 Croatia 55 3.05 65.8 Benin 109 2.56 50.0
Netherlands 2 4.05 97.6 Kuwait 56 3.01 64.4 Tunisia 110 2.55 49.7
Belgium 3 4.04 97.5 Philippines 57 3.00 64.2 Fiji 111 2.55 49.5
United Kingdom 4 4.01 96.6 Cyprus 58 3.00 64.1 Angola 112 2.54 49.4
Singapore 5 4.00 96.2 Oman 59 3.00 63.9 Chad 113 2.53 49.0
Sweden 6 3.96 94.9 Argentina 60 2.99 63.6 Tajikistan 114 2.53 48.9
Norway 7 3.96 94.8 Ukraine 61 2.98 63.3 Mauritius 115 2.51 48.5
Luxembourg 8 3.95 94.4 Egypt, Arab Rep. 62 2.97 63.0 Georgia 116 2.51 48.3
United States 9 3.92 93.5 Serbia 63 2.96 62.9 Macedonia, FYR 117 2.50 48.0
Japan 10 3.91 93.4 El Salvador 64 2.96 62.8 Libya 118 2.50 47.9
Ireland 11 3.87 91.9 Brazil 65 2.94 62.3 Mali 119 2.50 47.9
Canada 12 3.86 91.5 Bahamas, The 66 2.91 61.2 Botswana 120 2.49 47.8
France 13 3.85 91.2 Montenegro 67 2.88 60.1 Bolivia 121 2.48 47.4
Switzerland 14 3.84 91.1 Jordan 68 2.87 60.0 Guinea 122 2.46 46.9
Hong Kong SAR, China 15 3.83 90.5 Dominican Republic 69 2.86 59.6 Zambia 123 2.46 46.9
Australia 16 3.81 90.0 Jamaica 70 2.84 59.0 Guyana 124 2.46 46.7
Denmark 17 3.78 89.1 Peru 71 2.84 59.0 Azerbaijan 125 2.45 46.4
Spain 18 3.72 87.1 Pakistan 72 2.83 58.5 Papua New Guinea 126 2.43 45.8
Taiwan, China 19 3.72 87.0 Malawi 73 2.81 58.1 Guinea-Bissau 127 2.43 45.7
Italy 20 3.69 86.2 Kenya 74 2.81 58.0 Comoros 128 2.40 44.9
Korea, Rep. 21 3.67 85.4 Nigeria 75 2.81 57.9 Uzbekistan 129 2.39 44.7
Austria 22 3.65 84.8 Venezuela, RB 76 2.81 57.9 Niger 130 2.39 44.6
New Zealand 23 3.64 84.7 Guatemala 77 2.80 57.6 Lao PDR 131 2.39 44.5
Finland 24 3.62 84.0 Paraguay 78 2.78 57.0 Madagascar 132 2.38 44.3
Malaysia 25 3.59 83.0 Cte dIvoire 79 2.76 56.4 Lesotho 133 2.37 44.0
Portugal 26 3.56 82.0 Rwanda 80 2.76 56.3 Central African Republic 134 2.36 43.6
United Arab Emirates 27 3.54 81.3 Bosnia and Herzegovina 81 2.75 56.0 Mongolia 135 2.36 43.4
China 28 3.53 81.1 Maldives 82 2.75 56.0 Equatorial Guinea 136 2.35 43.4
Qatar 29 3.52 80.6 Cambodia 83 2.74 55.8 Zimbabwe 137 2.34 42.9
Turkey 30 3.50 80.1 So Tom and Prncipe 84 2.73 55.5 Tanzania 138 2.33 42.6
Poland 31 3.49 79.9 Lebanon 85 2.73 55.3 Togo 139 2.32 42.2
Czech Republic 32 3.49 79.8 Ecuador 86 2.71 54.8 Turkmenistan 140 2.30 41.8
Hungary 33 3.46 78.9 Costa Rica 87 2.70 54.5 Iraq 141 2.30 41.6
South Africa 34 3.43 77.9 Kazakhstan 88 2.70 54.4 Cameroon 142 2.30 41.5
Thailand 35 3.43 77.8 Sri Lanka 89 2.70 54.3 Bhutan 143 2.29 41.3
Latvia 36 3.40 77.0 Russian Federation 90 2.69 54.3 Haiti 144 2.27 40.7
Iceland 37 3.39 76.6 Uruguay 91 2.68 53.8 Myanmar 145 2.25 40.0
Slovenia 38 3.38 76.3 Armenia 92 2.67 53.6 Gambia, The 146 2.25 40.0
Estonia 39 3.35 75.1 Namibia 93 2.66 53.1 Mozambique 147 2.23 39.4
Romania 40 3.26 72.4 Moldova 94 2.65 53.0 Mauritania 148 2.23 39.4
Israel 41 3.26 72.4 Nicaragua 95 2.65 53.0 Kyrgyz Republic 149 2.21 38.7
Chile 42 3.26 72.3 Algeria 96 2.65 52.8 Gabon 150 2.20 38.5
Slovak Republic 43 3.25 72.2 Colombia 97 2.64 52.5 Yemen, Rep. 151 2.18 37.9
Greece 44 3.20 70.5 Burkina Faso 98 2.64 52.5 Cuba 152 2.18 37.8
Panama 45 3.19 70.3 Belarus 99 2.64 52.5 Sudan 153 2.16 37.2
Lithuania 46 3.18 69.8 Ghana 100 2.63 52.1 Djibouti 154 2.15 36.8
Bulgaria 47 3.16 69.1 Senegal 101 2.62 52.0 Syrian Arab Republic 155 2.09 34.9
Vietnam 48 3.15 69.0 Liberia 102 2.62 51.9 Eritrea 156 2.08 34.7
Saudi Arabia 49 3.15 68.8 Honduras 103 2.61 51.5 Congo, Rep. 157 2.08 34.5
Mexico 50 3.13 68.2 Ethiopia 104 2.59 51.0 Afghanistan 158 2.07 34.3
Malta 51 3.11 67.5 Nepal 105 2.59 50.9 Congo, Dem. Rep. 159 1.88 28.2
Bahrain 52 3.08 66.7 Solomon Islands 106 2.59 50.8 Somalia 160 1.77 24.8
Indonesia 53 3.08 66.7 Burundi 107 2.57 50.2
India 54 3.08 66.6 Bangladesh 108 2.56 50.1

viii C ONNECTING TO COMPETE 2014 T RADE LOGISTICS IN THE GLOBAL ECONOMY

25
 II - Connecting to Compete 2014

New challenges in
trade facilitation
and logistics

26
 April 2015

Logistics is not limited to transportation or trade facilitationbut part of a broader

agenda that also includes services, development of facilities, infrastructure, and
spatial planning, says The World Bank in its report accompanying the publication of
its 2014 Logistics Performance Index (LPI).

27
 I mproving logistics performance is at
the core of policies to bolster compet-
itiveness and to boost trade integration.
Recent trade research shows that improv-
ing logistics is where developing countries
have the most potential to reduce trade
costs. The recent WTO agreement in Bali,
focusing on core trade facilitation stan-
dards, is also an example of this awareness
and thrust toward implementation.
Logistics is not limited to transportation
or trade facilitationbut part of a broader
agenda that also includes services,
development of facilities, infrastructure,
and spatial planning.
Sustainability and environmental
footprints are increasingly a concern,
especially when connecting to OECD
countries. Some countries needs, like
those of landlocked countries, have to be
accommodated. Humanitarian logistics
for countries in crisis is also receiving
more attention.
Countries are facing more complex
reforms to push through. Design and
implementation ultimately occur
nationally or regionally, within country
groupings. Further, because the
robustness of a supply chain depends on
its weakest link, the benefits of progress
in addressing performance bottlenecks in
one area may not be felt until progress is
made in other areas.
Areas of reform: No more low-hanging
fruit?
First, this report confirms the need for
consistent action plans in view of the
higher complexity found in middle-
income countries. The low-hanging fruit
that countries can pick off earlier is less
and less easily found. Incremental reforms
may not address the weakest link and they
can be easily neutralized or reversed by
change in the governance environment
when the incentives of the people resisting
changes (private or public) are not
addressed at a broad level. Most successful
countries are introducing far-reaching
changes, combining legislative changes
with investment planning and incentives
for operators. Large countries like Brazil
and Indonesia have created high-level
interagency bodies to help manage these
complexities.
While there is no change in the needs
for basic infrastructure in developing
countries, some infrastructure and service
provision issues require more attention.
The most obvious is the lack of reliable
rail services across country income levels.
While green transport policies emphasize
the importance of a modal shift from
roads to rail, influencing the demand
for rail beyond captive bulk markets will
require a transformational change in
performance that is just not happening,
except in a few high-income countries.
Further, in line with the emergence
28
Trade facilitation
remains a core agenda
item, which recently
came under the global
spotlight due to the Bali
agreement.
surveys try to estimate logistics spending
break down the operating costs of service
of outsourcing in logistically friendly
countries, developing economies are
looking increasingly to promote sectors
from different angles, such as regulations
of warehousing or spatial planning of
logistics clusters. Service reform, as in
road freight, is still their priority.
Trade facilitation remains a core
agenda item, which recently came under
the global spotlight due to the Bali
agreement. Implementation challenges
have also received more attention from
governments and the global development
community. The pressing needs are
moving toward more complicated
projects with many stakeholders, and
where progress is bound to be slower
than in automating customs, for instance.
One such area is integrating processes
of border agencies as part of trade
clearance. These agencies are deemed
more problematic than customs, based on
the results obtained in the domestic LPI
including standards, transport, veterinary,
and health/SPS bodies.
As noted in Connecting to Compete
2012, progress is also comparatively
slow for regional integration of trade
and transport procedures, such as
transit regimes, which would generate
major gains in, for instance, corridor
performance for landlocked countries.
Fact-based policymaking Policymakers
are increasingly looking for the data on
which to base their decisions. General
cross-country benchmarks like the LPI
are useful, and are complemented by
connectivity indicators for specific modes,
such as shipping and air. They provide
international comparability but remain
coarse-grained benchmarks.
More detailed and greater specificity is
needed to assess the impact of decisions
on ports, corridors, border crossings,
trucking reforms, and the like. These
needs fall into two categories:
Measures of performance outcomes
on cost, time, and reliability of specific
chainscorridors or ports, for instance.
Impact of cutting logistics costs on the
economy.
With automation frequent in most
supply chains, raw performance data are
often available.
There is now an extensive body of
experience in measuring, for instance,
corridor performance, both in developing
economies or in high-income countries.
Assessing the footprint of logistics in
the economy is more complex. Several
governments or national logistics
associations have monitored it through
specific firm surveys, including those
in Germany, France, Brazil, the Nordic
countries, Thailand, and Malaysia. These
in manufacturing and commerceand to
providers. The Finnish survey model
has been replicated in several countries,
including Greece and Kazakhstan.
Differentiated needs by country
The four-category breakdown remains
relevant, though changes over time point
to churning between the second and
third categories (partial performers and
consistent performers).
The single most important
characteristic of logistics friendly
countries is their services sophistication,
which allows their manufacturers
to outsource logistics to third-
party providers, increasing their
competitiveness while focusing on their
core activities. Outsourcing is much less
common or even nonexistent in the other
categories.
Countries in the logistics unfriendly
category are in most need of support from
the international development community
and neighbors. They include countries
with governance challenges (such as
post-conflict countries and fragile states),
and countries challenged by their small
economic size or geographic connectivity
(such as landlocked developing countries
and small island states). Addressing some
of the implementation challenges above,
such as regional transit regimes, will be
key for future progress.
If countries want to be more
competitive, they should encourage the
development of third-party logistics
functions, including those in the service
sectors. To ensure that services are
efficient and competitive, governments
will need to make long-term policy
changes that improve and maintain
competitiveness of services, including
logistics services that allow their countries
to join global supply chains. A countrys
competitiveness based on low labor
costs or abundant natural resources,
for example, can be easily lost through
inefficient logistics.
April 2015

29
30
 April 2015

The impact of
outsourcing on trade and
competitiveness
Manufacturing and wholesale/retail companies (shippers)
often outsource functions of product delivery to providers
of third-party logistics (3PL is a bundle of transport,
warehousing, and related logistics and information technology
services). The partnership allows greater specialization:
shippers focus on their core business in manufacturing or
commerce, while the 3PL providers develop better ways to
provide other services in the supply chain, including freight
forwarding, warehousing, and transport.
Outsourcing in logistics is a sign of strong logistics
performance and of a mature logistics market, and is often a
direct marker of logistics sophistication. In developed logistics
markets, shippers and other 3PL users generally outsource
some 60 percent of their freight forwarding, 70 percent of
their warehousing, and 80 percent of their transport services.
The remainder is provided in house.
Outsourcing and spread of 3PL is rarer in even high-income
countries that have not yet developed a mature logistics
market. In peripheral European countries or emerging
economies, outsourcing is typically 30 percent or less. In
low-income economies as in Africa, outsourcing is negligible.
While inherent demand for advanced logistics services may
be low in these countries, provision of these services is also
hampered by regulatory and other constraints.
In 2012, 3PL had an estimated global market of about $677
billion. Its growth has been especially rapid in the Asia-Pacific
regionthe largest regional market at $236 billion in 2012,
followed by the United States ($170 billion) and Europe ($156
billion).

[Extracted from The Logistics Performance and its Indicators

authored by Jean-Franois Arvis (The World Bank), Daniel
Saslavsky (The World Bank), Lauri Ojala (Turku School of
Economics), Ben Shepherd (The World Bank), Christina Busch (The
World Bank) and Anasuya Raj (The World Bank)]

31
 Creating pathways to careers in logistics
T he strategy for Omans logistics
development, coupled with ongoing
investments in major infrastructure
projects, will definitively raise the
demand for qualified specialists in the
fields of logistics and related areas, such
as supply chain management and oper-
ations management.
To fill the gap between demand
and supply in this field will be both
a challenge and an opportunity
for universities in the region.
Logistics experts can work in a
variety of management positions
Prof. Dr. Oliver Lorz in the transportation industry, for
logistics service providers, in railway
companies, for retailers or wholesalers,
just to name a few. With the rapid
growth in logistics facilities in Sohar,
32
Barka, Salalah, and so on which will
be developed as logistics hubs for the
region logistics managers with sound
expertise in the field will be highly
sought after.
In anticipation of the rapidly
growing market demand for well-
educated logistic managers in the
GCC region, GUtech has introduced
a new Bachelors programme in
Logistics in the winter of 2014/15. This
programme combines a sound general
education in international business and
management with specific knowledge
of logistics, supply chain management,
and transportation management.
Students can also choose from electives
to obtain deeper insights into certain
fields of logistics such as airport

logistics, railway logistics, or container
terminals. The study programme has
a strong focus on the employability
of its candidates and therefore
includes practical elements such as
applied logistics projects as well as an
internship.
The Bachelors study programme has
been developed by a team of professors
of RWTH Aachen University, with
one of the team members, Prof. Dr.
Hans-Jrgen Sebastian being the
holder of the Deutsche Post Chair of
Optimization of Distribution Networks.
Members of RWTH Aachen University
as well as from other German academic
institutions teach regularly in the
programme, thereby providing close
personal links to academia and industry
in Germany.
The cooperation agreement
signed recently with Deutsche Bahn
Logistics experts can work
in a variety of management
positions in the
in facilities of DB International.
transportation industry, for
logistics service providers,
Dean of the Faculty of Business and
in railway companies, for
retailers or wholesalers,
just to name a few
April 2015
International gives GUtech the
opportunity to develop specialized
training for railway engineering
students and technicians in Oman.
Moreover, it opens the opportunity
for qualified students and faculty to
participate in job training programmes
Prof. Dr. Oliver Lorz, who heads the
International Economics Unit at RWTH
Aachen University, is the Inaugural
Economics at GUtech. He received his
doctoral degree from the University of
Kiel. Before coming to Aachen, he held
positions at the Kiel Institute of World
Economics and at the University of
Konstanz. He was a visiting research
scholar at the Massachusetts Institute of
Technology and at the National Bureau
of Economic Research in Cambridge,
USA.
33
 SOHAR Port and Freezone

Opening the
floodgates

34
 April 2015

SOHAR is a joint venture with Port of Rotterdam and forms an important

component within its Global Port Network. Together we have sustained triple
and double-digit growth to the point where, on average, we welcome a vessel
every 4 hours, handle a kilogramme of cargo every 0.63 seconds, and unload a
brand new car at our pre-inspection centre every 2.6 minutes.

35
 where, on average, we welcome a vessel
every 4 hours, handle a kilogramme of
cargo every 0.63 seconds, and unload
a brand new car at our pre-inspection
centre every 2.6 minutes.
More than 2,000 ships now call at
SOHAR, which is an almost unbelievable
4,700 per cent increase since inception.
However, while cargo volumes are also
pushing beyond the 50 million tonne per
year threshold, the real growth is yet to
come. Logistics will be the catalyst to this
growth and Oman is investing heavily
in developing its infrastructure to meet
demand.
More than 60 per cent of the Al Batinah
Expressway has been built, with the
remainder of this 265km-long eight lane
super-highway on course for completion
by the end of the year. With an estimated
cost of US$2.5 billion, this vital artery will
Edwin Lammers extend from Muscat, to Omans border
Executive Commercial Manager with the UAE, and will strengthen the
business case for setting up operations at
SOHAR.
In addition to modern road links that
rail continues to excite investors and
remains the mode of choice for bulk
shippers. As a game-changer for the
region and for SOHAR, more than
US$250 billion has been set aside for a
67,000 kilometre grid that will feature
the US$20 billion Gulf Railway joining
Qatar, UAE, Bahrain, Kuwait, Saudi
Arabia, and Oman at its core.
As one of the driving forces behind
Omans US$2 billion plus trade surplus,
the SOHAR Rail Terminal will be an
important junction along the countrys
historic 2,244-kilometre leg of the new
GCC railway line. Work has already begun
on the line in Oman, while hundreds of
miles of track have also been constructed
in the regions biggest consumer market,
Saudi Arabia.
Maximum speeds of 120 kilometres per
hour for freight trains will mean goods can
reach UAE within an hour from departure
at SOHAR, and will be on a par with

A fter little more than a decade since its

creation, SOHAR Port and Freezone
is preparing to open the floodgates to its
already burgeoning logistics industry, as
Oman nears completion of more than
US$15 billion worth of new expressways
and ambitious infrastructure projects.
The same figure represents total
investment in SOHAR, which after
twelve shorts years, is already fulfilling
its potential as a conduit for channelling
overseas funds to industries across the
Sultanate through economic growth, value
chain creation, and increased employment
opportunities, according to SOHAR
Executive Commercial Manager, Edwin
Lammers.
SOHAR is a joint venture with Port
of Rotterdam and forms an important
component within its Global Port
Network. Together we have sustained
triple and double-digit growth to the point
will cut onward transportation times,
the opening of Sohar Airport comes after
Middle East cargo carriers reported 7.8
percent growth in demand for air freight
services. Located a few kilometres outside
the city, the airport underpins future
plans for the transformation of economic
interests on the Batinah coast, while a
passenger capacity of 500,000 also bodes
well for SOHARs long-term strategy, says
Mr. Lammers.
It goes without saying that SOHAR
Airport will add a new dimension to
logistics industries in the region, but
one thing that is sometimes overlooked
is the quicker, direct route that business
leaders and investors exploring available
opportunities in the north of Oman have
access to as a result of passenger flights. In
particular, this will accelerate efforts to fill
out SOHAR Freezone.
Last but not least, Mr. Lammers says

36

similar rail networks in other parts of the
world. We continue to prioritise rail on
account of its ability to transform supply
chains and communication systems into
active and sustainable sources of growth,
he said.
As the rail industry grows, the
value it creates is expected to increase
exponentially according to Mr. Lammers.
He points to a correlation between the
arrival of rail links and forecasts for
the national logistics industry, which
is expected to grow from US$8 billion
to US$12 billion by 2017. Meanwhile,
although the rail network is not expected
to be fully operational until a year later,
he says it comes with the benefit of lower
road traffic, multiplied transit capabilities,
and contributing to what is already one
of the best environmental records in the
world.
Equally important will be the
development of a skilled Omani rail
April 2015
labour force, complete with everything
from drivers, engineers, station masters,
dispatchers, foremen, and signalmen.
We understand that this wont happen
overnight but we are already looking at
how we can contribute to the transport
and logistics industry and achieve our
business objectives. We are drawing on the
experience of Port of Rotterdam, where
freight rail infrastructure is undergoing
modernisation to cater for expansion
beyond the 250 freight trains that start
and finish there.
This is the kind of experience that
will be needed in building a rail network
and other transport links from scratch,
and it goes without saying that modern
operations must be accompanied
by customer-focused and effective
coordination. This is where our unique
global partnerships and worldwide
network of expertise will come into its
own and contribute to unrivalled growth.
37
 Port of Salalah
Logistics is not a science
it is an art the art of
doing things simply

38
 April 2015

Salalah Ports efficiency and record-breaking productivity is second to none and

prides itself on customer service levels, which have helped to attract major shipping
lines as well as the worlds naval fleets and increasing numbers of cruise ships,
allowing tens of thousands of tourists to experience the unique treasures of Salalah
and its environs.

39

By David Gledhill
S alalah traces its history as a key trading
post back thousands of years thanks
to its strategic location and an abundance
of what was considered Arabias most
precious commodity, frankincense.
This most treasured and fragrant
resin, burned as incense and prized for
its medicinal qualities, is produced by
the indigenous Boswellia tree and rivaled
gold, silk and gems in value. Demand
across the ancient world was high and
frankincense spawned pioneering trade
with Persia, Africa, India, and beyond,
establishing Oman as a trading nation.
Set in Omans deep south on the Indian
Ocean Rim and below the arc of the
Dhofar mountains, the Port of Salalah
is proud to continue the Sultanates rich
maritime history and to facilitate its
40
prerogative to trade internationally.
Ideally located to service the lucrative
East-West shipping lanes, the port was
established as a joint venture between
two shipping companies and the Omani
Government and is operated by APM
Terminals under a 30-year concession.
Its General Cargo Terminal still
welcomes traditional wooden dhows
carrying all manner of goods including
minerals such as locally mined gypsum
and limestone, food and livestock. Across
the quay from the GCT is a state of the art
Container Terminal, which was opened in
1998 and now takes its place among the
top 10 transshipment ports of the world.
In the past year, the Container Terminal
and the General Cargo Terminal handled
3 million TEUs (twenty foot equivalent
units) and 10.3 million tons respectively.
The ports efficiency and record-
breaking productivity is second to none
and prides itself on customer service
levels, which have helped to attract major
shipping lines as well as the worlds
naval fleets and increasing numbers of
cruise ships, allowing tens of thousands
of tourists to experience the unique
treasures of Salalah and its environs.
Investment in the port is ongoing. A
dedicated liquid fuel jetty will be delivered
later this year and it continues to employ
pioneering mooring systems to ensure
visiting ships are safe during the Khareef
season.
The Port of Salalah contributes $70
million annually in cash contributions to
the Omani economy and remains one of
the countrys leading employers.
It also supports its local community,
contributing more than OMR 70,000 in
CSR activities last year alone, helping to
fund education, sports and infrastructure
initiatives that have a powerful and
positive impact on Dhofar and across
Oman.
As the port grows, so does its
commitment to safety. Providing a safe
working environment for employees,
customers and all port users remains at
the top of the agenda.
Today, Oman stands at a crossroads.
Not only the physical crossroad as the
centre of world trade but a metaphorical
crossroad, as it seeks to find its place as a
Logistics Gateway to the region.
The GCC railway will link our ports
to the consumer markets of the Arabian
Peninsula and beyond and with our ability
to handle the biggest ships in the world
there is an opportunity for us to shift the
centre of gravity for trade in the region
outside the Gulf.
After years of investment in physical
infrastructure to make the movement
of goods easy it is now vital that we take
away the bureaucratic obstacles to doing
business. Our model should be the great
city-ports of the world, Hong Kong,
Singapore and Dubai, where there is no
heavy hand of government hindering the
ability to trade.
The much discussed single window as
an interface with Government ministries
must become a reality and has to be
easily accessible and decision-making
has to become faster by embracing new
technology.
The GCC Supply Chain and Logistics
Conference here in Muscat gives us all
a unique opportunity to talk openly and
honestly about how to better serve our
markets and grow our businesses. We
welcome the prospect of pooling our
expertise and building a world-class
future for the sector.
David Gledhill, CEO, Port of Salalah
April 2015

41
 Port of Duqm

A transshipment and
distribution hub in
the making

42
 April 2015

A key part of Duqms appeal lies in its potential to

become a consolidation and distribution hub serving the
wider region.

43
 F rom the geographical and geopo-
litical standpoints, Port of Duqm
enjoys inherent advantages which, if
suitably leveraged, can make it the envy
of major hubs in the wider region.
After all, given its vantage location
overlooking the Arabian Sea and Indian
Ocean and its proximity to some of the
worlds busiest shipping lanes, Duqm
has a lot going for it as one of the
regions nascent, yet most promising,
mega ports. Soft launched just over two
years ago, the port already has set its
sights on the booming markets of the
Indian Sub-continent, East Africa and
the Arabian Peninsula.
As a green-field port surrounded by
an abundance of space on the landside,
Port of Duqm is fortunate to enjoy a
location that places virtually no limits
Reggy Vermeulen on its potential for growth in the long-
CEO Port of Duqm Company term, says Chief Executive Officer Mr.
Reggy Vermeulen.
We are ideally placed to serve as a
transshipment and distribution hub
for the Middle East, East Africa and
the west coast of India. True, we are
the rookie port at the moment, but
44
over time, we will evolve and grow
into a mega seaport for, on the one
hand, trade in petrochemicals and
liquid commodities, and on the other,
as a container transshipment hub.
Of course, our vision for container
transshipment will complement what
Port of Salalah is already offering, but
with a specific focus on the Indian and
African markets.
From the logistics perspective,
Port of Duqm is well-positioned to
serve as the gateway of choice for the
handling and discharge of wide-load
and over-dimensional freight into
the Sultanate, the CEO points out.
Green-field settings, wide-open spaces,
proximity to oilfields in the hinterland,
and reinforced carriageways for heavy
haulage, combined to give Port of
Duqm a significant handling when
compared with its peers. Following
the closure of Muscats Port Sultan
Qaboos to commercial traffic, and with
overland connectivity with Sohar and
Salalah already subject to height and
load restrictions, Duqm is the inevitable
choice for consignees taking delivery

of heavy project cargo and outsized
freight.
Because were essentially a brand
new port, we have been able to design
and equip ourselves to welcome extra
heavy loads that our sister ports do
have the flexibility to handle, said the
CEO. We have invested in heavy lifting
equipment and cranes, and trained our
people as well in the handling of such
cargo. Ample land has also been set
aside for the storage of such freight.
Our superior handling capabilities gives
us an edge over other ports in Oman.
A key part of Duqms appeal lies in
its potential to become a consolidation
and distribution hub serving the
wider region, Mr. Vermeulen adds.
We are looking to replicate the
hugely successful Antwerp model
here in promoting Duqm as a logistics
hub. With the massive area available
all around the port, multinational
manufacturing company can weigh
the benefits of setting up their
consolidation and distribution centres
here in Duqm to supply markets
across the Gulf and Middle East
region. Take for example, a global
electronics brand that manufactures
a wide range of consumer electronics
and home products. By choosing to
use Duqm as its regional distribution
base, it can customize and consolidate
cargoes based on specifications and
requirements peculiar to a specific
market. For example, when it plans to
ship its goods to India, it makes sure to
include the power codes, manuals and
other accessories specific to the Indian
market. Likewise, goods shipped
to Africa would have to similarly
customized to meet local market
specs. This business of consolidation
and distribution affords significant
reductions in inventory costs to
multinational companies and is a new
trend in global logistics management.
According to the CEO, the keenly-
awaited Sultanate of Oman Logistics
Strategy 2040 (SOLS), due to be
unveiled at the 2nd GCC Supply Chain
& Logistics Conference, promises to
leverage the respective strengths of
Omans three main ports to support the
countrys development into a logistics-
April 2015
centric economy.
Through SOLS 2040, the Omani
government wants to capitalize on the
countrys superb geographical location
to be the regional gateway for the
Gulf, Africa and Indian subcontinent.
We will see a closer alignment of the
strategies of our ports being the
logistics cornerstones of the country
to enhance Omans logistics appeal, he
explains.
Aside from a pivotal role for the
Port of Duqm as a transshipment
and distribution hub, Mr. Vermeulen
also envisions an equally important
opportunity for the port as a gateway
to the Arabian hinterland, centring
on the markets of southern UAE and
Saudi Arabia. The latter function will
be further accentuated when eventually
Duqm is connected with the national
rail network, and by road to a blacktop
that cuts through The Empty Quarter at
Ibri into Saudi Arabia. Air connectivity
between Duqm Airport and other
international and domestic airports
within Oman is also expected to fuel the
growth of sea-air freight, he added.
45
 The Chartered Institute of Logistics and Transport (CILT)

Supporting logistics skilling

and delivery in Oman
C ILT International is the overall body
responsible for bringing together our
global activities across over 30 countries.
Committed to the development and skill-
ing of transport and logistics profession-
als, the CILT has established a wide range
of qualifications and courses to support
the school-leaver right through to senior
managers, directors and executives.
CILT International have been working
with CILT Oman to support them in
their current expansion plans, offering
materials, resources and best practice
from right across the globe to help meet
the logistic challenges and opportunities
here. CILT International are also
focusing on supporting growth and skills
development right across the Middle East,
with key education providers already
based in Dubai, Bahrain, Saudi Arabia
and here in Oman. the GCC Conference, covering the capacity to be home grown within each
Both Jon Harris (International importance of education and skills to the country we serve so therefore our blend
Professional Development Coordinator) major growth planned for Oman, and of continuing professional development,
and Jan Steenberg (Chair of the explaining how CILTs offering respond to mentoring and knowledge sharing is
International Education Standards the marketplace in a flexible manner. At critically important to help with the
Committee) will be speaking during CILT we fully recognise the need for skills ongoing Omanisation process.

Profiling our education services

qualifications and Continuing Profes-
sional Development opportunities and
ensuring that their quality and standards
are kept high. As one CILT family we
learn from each other and for that reason
we have developed a series of qualifica-
tions to comparable standards; the CILT
UK and the CILT International range
of qualifications. We are delighted to be
working with the Polyglot Institute and
Maharat (GIMT) here in Muscat, who
are accredited to offer our qualifications
following a comprehensive assessment
process.
To give readers an idea of the types
of qualification we offer, here are some
examples of our courses that lead to
a formal qualification in logistics and
transport. But beyond this list there is
also a whole range of CPD. Short course
and modular studies some of which
By Jon Harris have already been developed in the UAE
apprentices providing the basics)
Introductory Certificate in Logistics
and Transport (providing a good overall
grounding in core topic areas)
Certificate in Logistics and Transport
(providing a key stepping stone to a
career in logistics and transport and
supporting supervisors)
Diploma in Logistics and Transport
(developing managers and supervisors in
specific sectors)
Advanced Diploma in Logistics and
Transport (providing certification to
degree standard)
These courses are offered through
approved centres throughout the
GCC countries, and study of the UK
qualifications can also be offered via
Distance Learning. These qualifications
provide an easy stepping-stone route to
career development, which can be taken
flexibly, and which lead to professional

A s the International Professional De-

velopment Coordinator for the CILT,
my job is to focus on countries outside
the UK and Europe, helping to deliver
to support the markets there.
The qualifications we provide are:
Entry Award in Logistics and
membership at different grades,
including Chartered status.
The CILT team will be on hand during
Transport (ideal for school-leavers and the conference exhibition to help with

46
 April 2015

advice for training providers, employers

and those interested in developing
their career path. Part of my job is to
ensure that new training providers are
able to provide the quality of learning
environment, tuition and support needed
to deliver these courses overseas, and that
we follow a robust accreditation process
to ensure that colleges, universities and
other training providers are able to
deliver these programmes. Note the CILT
International qualifications are taught
programmes assessed by examination.
We welcome applications from training
centres, education providers and also
larger companies across the Gulf region
who wish to deliver these qualifications
in-house, and as part of the process
we will consult with the local CILT
organisations to ensure they support the
initiative. All of our qualifications have
been recently refreshed and modernised
with the latest material.
A new feature of our programme is
the ability for a training provider to
offer individual unit modules with a
Unit Certificate award. This allows the
development of wrap-around courses
which would include visits, guest
lecturers and other CPD learning with
the unit syllabus and examination at the college or provider to carry on their please visit www.ciltinternational.org.
core. This allows employers who wish studies to gain the whole qualification. You can also contact Jon Harris on +44
to sponsor staff to develop in a niche We are really keen to engage with (0) 7881 805 952 or email jon.harris@
area (i.e. warehousing, ports, inventory delegates at the GCC Supply Chain and ciltinternational.org.
management, supply chain, transport Logistics Conference so we are delighted
planning etc.) to take the units most to be able to profile some of our key Jon Harris is the International Professional
directly relevant to them, but then take activities. If readers would like to find out Development Coordinator for the Chartered
the module award with them to another more about CILT and what it can offer Institute of Logistics and Transport

The importance of a skilled workforce

CPG manufacturers in the UK. Impressive
stuff and amazing functionality. Big
question was why all this hasnt been
implemented across the industry yet:
Skilled People was the most prevalent
answer, or rather a lack of them. The week
prior I was speaking at a conference for
Supply Chain Leaders in South Wales on
the subject of S&OP or Integrated Business
Planning. Again the key reason for these
processes either not working at all or
working badly was a lack of skilled people.
As a supply chain professional both
of those events were on the one hand
quite disturbing. Why is it so difficult for
businesses across supply chain, logistics and
transport to get hold of employees with the
right set of skills? On the other hand I was
quite encouraged, because we as the CILT
offer numerous courses from the most basic
level to degree level providing exactly those
By Jan Steenberg skills.
prepared to make substantial investments
in sophisticated systems and increasingly
clever equipment and processes, they have
not had the same appetite for investments
when it comes to developing their people.
But why? When it seems so obvious that
without skilled people in our organisations
we will not be able to utilise all the smart
functionality in systems and equipment.
For the institute it is not just a formal
statement in our royal charter, it is our
lifeblood to develop people in supply chain,
logistics and transport. It is what we do,
as a not-for-profit charity working for
professionals in supply chain, logistics and
transport.
Jan Steenberg is the Chair of the International
Education Standards Committee, CILT
International and will be speaking as part of the
Human Capital and Leadership Development
session at the Conference. Jan is a sought after

L ast week I was at a workshop in London.

The SAS Institute was presenting the
latest in predictive analytics and demand
planning to a group of top retailers and
I have listened to many industry leaders
over the past few years talking about talent
management and skill gaps, but it seems
conference speaker and guest lecturer, having
been heavily involved in all aspects of supply
chain management but with a particular focus on
to me that while industry has been quite training, education and talent development.

47
 IMCO
A unique maritime education &
training organisation in the GCC Region
A joint collaboration between the
Government of Oman and the
STC Group from the Netherlands, the
International Maritime College Oman
(IMCO) is a unique education & training
institute in the GCC Region that offers
diploma, degree and short courses- to
both sexes- to provide a feed to the
maritime, port, transport, logistics and
petrochemical process industries. With
students from countries as diverse as
Qatar, Bahrain, Egypt, Jordan, Yemen,
Kazakhstan, India, Bangladesh, Nigeria
and Cameroon, IMCO also boasts
a multinational staff and excellent
facilities for maritime education. Along
with Oman attractive and strategic
location, construction of new railway
lines, investments in airports and new
terminals at the countrys seaports auger
well for the growth of Omans logistics
sector and the demand for training.
Also the countrys strategic location
at the edge of the Arabic peninsula,
close to one of the busiest trading
routes (between Asia & Europe) and
most importantly, outside the Strait of
Hormuz, is another major important
factor that gives leverage to the sector.
Unlike other competing nations,
Oman has a great potential as it is not
gasping for space, it has not reached
the real estate rates of its neighbouring
nations, as it is neither deprived of land
nor space.
Oman is situated at a rather privileged
position as opposed to its competitors, as
mentioned above. Of course this creates
further opportunities for the growth
of Logistics, or if you wish putting the
Sultanate on the map as a Logistics
Powerhouse (SOLS 2040).
There has been an endless list of
developments taking place in the
48
logistics sector, including the Al
Mazyuna free trade zone and Free trade
zones (or industrial zones) in Ibri, Nizwa
and Sohar.
The triangle which is close to the
border with UAE and the Kingdom of
Saudi Arabia, the logistics centre in
Barka, Sohar, Doqum and Salalah ports,
new highway connecting Oman to Saudi
Arabia. All these projects are currently
under development and seeking to
increase the potential of the sector
further.
In a recent paper, titled the role of
hinterland connectivity and inland dry
ports in the regionalization of ports: a
case study of Sohar Port it is mentioned
in more detail the role of the railway as a
significant station in the regionalization
phase of the port of Sohar, by means of
providing an extended and integrated
network for the transportation of cargo
from Oman to the extended hinterland.
Logistics is a major driver for
economic growth, taking major western
economies into account (in Australia it
accounts for 15 per cent of the GDP, 13
per cent in South Africa, and around
9 per cent in Germany) creating both
direct employment in the transport of
cargo and attracting foreign investment.
April 2015

49
 GAC Oman:
Planning ahead to
support SOLS 2040
G AC is committed to supporting Oman
as it embarks on its latest plan to
develop its logistics infrastructure and
raise the countrys profile as a regional
logistics hub.
The countrys only fully integrated
and independent logistics and shipping
services provider, GAC has been active
in Oman for more than 40 years, and is
planning ahead to support development
in line with the Sultanate of Oman
Logistics Strategy 2040 (SOLS 2040).
General Manager Daniel Nordberg
says the national goal is to increase the
50
contribution of the logistics business to
the GDP.
Boosting the countrys status as a
regional hub and a gateway to the Middle
East will attract more business and have
wide-reaching benefits that go beyond the
logistics sector. Projects to improve road
links with Saudi Arabia or upgrade the
GCC rail network will bring opportunities
for Oman, enabling it to capitalise its
strategic location at the entrance to the
Gulf.
To do so will require a concerted effort
at all levels to improve the countrys
ranking in the World Bank Logistics
Performance Index, where is it currently
placed 59thon the list, he adds.
Oman has a relatively low profile as
a logistics hub and SOLS 2040 seeks
to remedy that by enhancing its appeal
with the development of free zones, more
warehousing and greater opportunities
for regional logistics opportunities. GAC,
in turn, is working with several shipping
lines and logistics customers to take
advantage of proposed development for
attracting more business to the country.

Nurturing skills
But development must look beyond
infrastructural improvements and
investment be made in nurturing local
skills and professional expertise, to boost
the appeal of the country in a highly
competitive regional market, Nordberg
points out.
Investment in developing our people
has long been a priority for GAC. We
have a wide range of services on offer
throughout the country, but such services
are only as good as the people who deliver
them.
Of the 216 employees that make up
GAC Omans national workforce, 137 are
Omanis, underscoring the companys
commitment to recruiting and developing
the professional skills of Omani nationals.
The GAC Groups Corporate Academy
is testament to the organisations
commitment to professional
development, and Nordberg is
determined to take full advantage of the
opportunities it offers his staff to raise
the level of service to meet the challenges
that a growing Omani logistics sector will
bring.
GAC Oman is part of the global GAC
Group, which employs more than 10,000
people in over 300 offices worldwide.
It is one of the Sultanates top LCL and
air freight businesses and offers a range
of integrated supply chain and logistics
solutions, with warehouses in Al Khuwair,
Muscat, and the Ghala area. It serves a
wide range of manufacturers, distributors
and retailers, and also caters for the
special logistics demands of the oil &
gas, construction, fast moving consumer
goods (FMCG), automotive parts and
events sectors.
The company helps its customers to
deliver their strategies and fulfill their
business goals by serving as a long-
term strategic partner, committed ally
and trusted counsel, working with
them to maximise operational and cost
efficiencies, whatever the challenge.
Vision
With careful planning and execution,
Oman has the resources to achieve the
targets set by SOLS 2040, and more,
says Nordberg. At GAC Oman, we share
the Sultanates vision for efficient growth
and development in new markets. The
past few years have brought steady
growth with the company going from
strength to strength, significant new
business wins and contract renewals
with large organisations that have
helped to underline GACs credentials
as an innovative, customer-driven
organisation.
GACs ability to tailor a unique package
of freight, customs clearance and other
logistics services with its shipping
capabilities and relationships with
shipping lines and terminals enables it
to deliver each customer with the best
possible service.
The company works closely with the
local authorities to promote the Sultanate
and smooth the delivery of its services to
customers. That client base includes the
Omani Ministry of Tourism, for which
GAC is the official logistics provider.
GAC Omans logistics service portfolio
includes:
Freight services (consolidation): GAC
Oman is an IATA-approved provider
of freight services, and received the
TransOman Logistics Excellence Award
in 2010
Oil & gas logistics: GAC Oman is a
one-stop solution for both onshore
and offshore oil & gas logistics. The
company is a member of the Oman
Society for Petroleum Services (OPAL),
which works to raise industry standards
in the Sultanate.
Project Logistics: Shipments which
are too big, too non-standard and too
sensitive to be handled like ordinary
cargo present special challenges
April 2015
and GAC Oman has the expertise,
experience, resources and reach to meet
those challenges.
Warehousing & distribution: GAC
Oman has a state-of-the-art facility next
to its head office in Al Khuwair, Muscat,
as well as two other warehouses in the
Ghala area.
Supply Chain Management: Global
supply chain management is a critical
success factor for manufacturers and
retailers in many industries. GAC has
what it takes to manage your supply
chain in the most efficient way.
Land Transportation: GAC Oman
offers a wide range of transportation
services from project cargo to
international land transportation as
well as domestic retail distribution and
delivery. Its fleet of trucks is fitted with
In Vehicle Monitoring Systems (IVMS)
for easy tracking and traceability.
Ship Spares Logistics: GAC Oman
offers ship owners and management
companies a door-to-deck delivery
service for ship spares and marine
parts, with the best delivery method
chosen based on customers timing and
cost concerns.
International Moving: GAC
International Moving has been
helping companies move personnel
and corporations in and out of the
Middle East for more than 30 years,
and is a registered member of the
worlds leading international moving
associations.
Courier Services: GAC Oman offers
courier services to any destination
worldwide.
For more about GAC Oman, go to
www.gac.com/oman
51

The Official Supply Chain & Logistics Event in Oman
Welcome to the 2ndGCC Supply
Chain & Logistics
The Ministry of Transport &
Communications, Sultanate of Oman
is delighted to organize once again
the2nd GCC Supply Chain & Logistics
Conference which takes place during
15 16April 2015 at Al Bustan Palace,
A Ritz Carlton Hotel, Muscat, Oman.
During the past year, an Omani Task
Force under the Chairmanship of
H.E. Dr Ahmed Al Futaisi, Minister
of Transport & Communications, has
intensively worked on developing the
Gold Sponsor
Ofcial Logistics Sponsor
Sultanate of Oman Logistics Strategy
2040 (SOLS 2040). This strategy has
high ambitions and involves among
other things: the re-engineering of
logistics related processes, planning and
implementing sector related projects
and inducing a cultural and behavioral
change in the short and medium term,
which is a pre-requisite to make Oman
an even more important logistics hub.
The 2nd GCCSCL Conference 2015
is fully in line with the SOLS 2040
strategy. This years conference brings
together top international and local
Diamond Sponsor
Platinum Sponsor
Session Sponsor Strategic Partner
Supported by
Strategic Media Partner:
Strategic Media Partner
April 2015
executives and professionals from
logistics and supply chain management,
as well as related industries, to share
insights and views on how to drive
forward logistics and supply chain
objectives. The conference will also
highlight emerging opportunities in
Omans world-class ports, airports,
railway, logistics hubs and free zones
and its important role in the Gulf
region, the Indian Ocean Rim and
beyond.
Associate Sponsor
53
 Speakers and Panelists
H.E. Dr. Ahmed bin Mohammed bin
Salim Al Futaisi
Minister of Transport & Communications,
Sultanate of Oman
Mr. Eric S.C. Ip
Group Managing Director, Hutchison Port
Holdings Limited (HPH)
I p Sing-Chi, Eric is the Group Managing
Director of Hutchison Port Holdings
Limited (HPH) and Executive Director
of Hutchison Port Holdings Management
Pte Limited, the Trustee-Manager of HPH
Trust.
Mr Ip joined Hongkong International
Terminals, a member of HPH Trust, in 1993 as
the General Manager of Commercial and was
promoted to Managing Director in 1998.
In 2001, Mr Ip was entrusted with additional
responsibility as the Managing Director of
Hutchison Ports South China, a regional division
of the HPH Group, overseeing the Groups
business in Hong Kong and Southern China.
In July 2005, Mr Ip was appointed Executive
Director on the Board of HPH and assumed the
corporate role as Head of Commercial of HPH in
addition to his role in Southern China.
In 2013, Mr Ip was appointed Deputy Group
Managing Director of HPH. After graduating
with a Bachelor of Arts Degree from the
United Kingdom, Mr Ip began his career in the
maritime industry in 1980, holding management
positions with various leading shipping agencies.
Mr. Ip is an independent non-executive
director of COSCO Pacific Limited and China
Shipping Development Company Limited, and
an outside director of Hyundai Merchant Marine
Company Limited.
54
Mr. Kim Fejfer
Chief Executive Officer, APM Terminals
K im Fejfer was appointed CEO of APM
Terminals in June 2004 and is locat-
ed in The Hague, Netherlands company
headquarters. He is a member of the
Groups Executive Board since January
2011.
A native of Denmark, Mr. Fejfer
graduated from the University of Aarhus,
Denmark with a Masters Degree in
Finance and Economics. He served
as an officer in the Danish Army, and
has attended management programs
at IMD, Switzerland and the Cranfield
School of Management, in England and
Harvard Business School in Cambridge,
Massachusetts.
Mr. Eddy Bruyninckx
Chief Executive Officer, Port of Antwerp
E ddy Bruyninckx, has headed the
Antwerp Port Authority since 1992,
first as general manager of the Antwerp
Municipal Port Company (as it was then),
and for the last seventeen years as CEO of
the Authority in its present form.
As CEO he forged the Authority into
an efficient, independent company under
public ownership, while at the same time
establishing peaceful industrial relations
within the port of Antwerp.
For this successful turnaround and
modernisation he was awarded the title
of Public Sector Manager of the Year
in 2003, conferred for modern public
management by the Flemish Association
for Management and Administration
Science, and in 2012 he had the honour
of receiving the first World Ports Award
in Abu Dhabi from Sultan Bin Saeed Al
Mansouri, Minister of Economy of the
UAE.
Eddy Bruyninckx is currently also a
director of the publicly-owned transport
company NMBS, the Belgian National
Railway Company, as well as a number of
other organizations.

Dr. Allard Castelein
Chief Executive Officer, Port of Rotterdam
Authority
T he Port Authority is the manager,
operator and developer of Rotter-
dams port and industrial area. The Port
Authority invests in the development of
the existing port area, new port sites (Ma-
asvlakte 2), public infrastructure and in
the handling of shipping traffic. The goal
is to strengthen the port of Rotterdams
competitive position as a logistics hub
and industrial complex of world standing.
Allard Castelein is Chief Executive of the
Port of Rotterdam Authority since Janu-
ary 1, 2014. Before, he was Vice President
Environment atRoyal Dutch Shell
Mr. Dirk Reich
President and Chief Executive Officer, Cargolux
Airlines, Luxembourg
M r. Dirk Reich has been the Chief
Executive Officer and President of
Cargolux Airlines International SA since
March 26, 2014. Mr. Reich served as an
Executive Vice President and Member of
Management Board at Kuehne & Nagel
International AG (Kuehne + Nagel Inter-
national AG) until November 30, 2012.
He served as an Executive Vice President
of Road & Rail and Contract Logistics at
Kuehne & Nagel International AG since
2010. He served as an Executive Vice
President of ContractLogistics at Kuehne
& Nagel International AG from 2001
to November 30, 2012 and Company
Secretary from April 2008 to 2009. He
served as Senior Vice President of Cor-
porate Development of Kuehne & Nagel
International AG from 1995 to 2001. He
served in various positions at Lufthansa
AG and VIAG AG. Mr. Reich was Grad-
uated from Koblenz School of Corporate
Management in Germany (Wissenschaft-
liche Hochschule frUnternehmensfhrung
Koblenz (WHU), Germany).
April 2015
Mr. Kimble Winter
Global Chief Executive Officer, Logistics Executive
Group
A dynamic and engaging senior
executive with 35 years leadership
experience spanning Corporate Advisory,
Executive Coaching, Public Speaking,
Search & Recruitment across the Sup-
ply Chain, Logistics, FMCG, Retail,
Resources, Industrial, Disaster Relief
and Humanitarian sectors. Kimble has
built an international reputation as the
founder (1999) of Logistics Executive
Group which delivers Whole of Life Cycle
Talent Management including Search &
Executive Recruitment, Corporate Advi-
sory, On-Line Education and Executive
Coaching / Mentoring.
A regular contributor of thought
leadership to industry and media, he is
a professional Master of Ceremonies,
frequently invited to Chair international
events on contemporary / future industry
trends and leadership issues. A hands-
on leader working with his teams from
the companys offices in Sydney, Dubai,
Melbourne, Singapore, Hong Kong,
Shanghai, Chennai, Mumbai, Delhi and
London, he is a Board member of over a
dozen companies throughout APAC, India
and the Middle East. A New Zealand
citizen, he holds formal resident status in
Australia and the United Arab Emirates
and is the Australia & New Zealand
appointed representative for the UAE
Govt owned Jebel Ali Free Zone (JAFZA),
one of the worlds largest Economic Free
Zones.
An active sportsman, triathlete and
ex-professional rugby player, Kimble
advisor to charity Boards and Founder
/ Chairman of successful not for profit
humanitarian organization Oasis Africa
www.oasisafrica.org.au working with
local communities to provide sustainable
primary /secondary education, security
and holistic support in some of East
Africas most notorious slums. Kimble is
an experienced Executive Performance
Coach and holds an MBA and BA -
Massey & Victoria Universities (NZ).
55
 Mr. Paul Gregorowitsch
Chief Executive Officer, Oman Air
P aul Gregorowitsch is the Chief
Executive Officer of Oman Air the
National Carrier of the Sultanate of
Oman.
Prior to joining Oman Air, Mr.
Gregorowitsch was a management board
member in Air Berlin and was tasked
with the responsibility of overseeing the
German carriers commercial activities.
From 2007-2011 he was the President
and CEO of Amsterdam-based passenger
and cargo airline airline Martinair
Holland NV, where he implemented
successful restructuring measures to bring
the company back into profit in record
time.
Mr. Gregorowitsch has also held series
of international management positions
within Air France-KLM, rising to
Executive Vice President for Commercial.
He was part of the Executive team that
was responsible for the amalgamating
the passenger divisions of Air France
and KLM, and was Co-Chairman of the
Alliance Steering Committee for the
successful joint venture of Northwest
Airlinesand KLM
Mr. David Gledhill
Chief Executive Officer, Port of Salalah
D avid Gledhill has spent 35 years in
the ports industry, previously as CEO
for Hutchinson Ports UK and COO at
Felixstowe Dock and Railway Company
prior to joining APM Terminals and
his appointment as CEO of the Port of
Salalah.
He has held senior positions in
Germany, the Netherlands, Belgium,
Luxembourg, and Portugal.
56
Mr. Reggy Vermeulen
Chief Executive Officer, Port of Duqm
Mr. Reggy Vermeulen has been recently
appointed as the Chief Executive Officer
of Port Duqm. Prior to his current
position he was the PoDs Commercial
Director for three years.
Prior to joining Port of Duqm, Reggy
was the CEO of the port and industrial
zone of Haiphong in Vietnam. This
location under his management has
attracted over 1.5 billion dollars of
investment and has been elected amongst
the top 5 companies of Vietnam.
Mr. Reggy was also positioned in
Nigeria for the launching the port and
industrial zone of OK Free trade zone
next to Lagos. He started his career
as consultant at Deloitte consulting
with aspecializationin Supply
chainoptimizationand companies
restructuring.
Mr. Willem Heeren
Chairman, DINALOG - Dutch Institute for Advance
Logistics
M r. Heeren has worked for Exxon in
Europe and the United States from
1973-1994 where he was active in various
management functions in engineering,
operations and supply & logistics.
From 1994-2010 Mr. Heeren was the
Managing Director of Jan de Rijk Logistic
and currently serving as Chairman of
the Supervisory Board. He was also the
President of Royal Dutch Transport
Association (KNV), Vice President of
TLN, Branche Organization of Transport
and Logistics Netherlands, Member
of the supervisory board of Nederland
Distributie Land (NDL) and Supervisory
Board of de Jong Intra Vakanties. Mr.
Heeren is currently the Chairman of the
Executive Board of DINALOG (Dutch
Institute for Advanced Logistics).

Mr. John Arthur Lesniewski
Chief Commercial Officer, Oman Rail
John Lesniewski has more than
35 years of experience in the United
States and Middle East in rail and
logistics management, consulting, and
architecture. He has held his current
position as Chief Commercial Officer at
Oman Rail since October 2014.
Prior to his current position, John
served Acting Executive Director of
Commercial and Director of Sales at
Etihad Rail. In the past he served as
Vice President at Pacer International,
one of North Americas largest rail
intermodal operating companies, leading
their business development, sales
management, marketing, research, and
product development. He also held the
position of Regional Manager, Freight
Planning at Wilbur Smith Associates, a
leading transportation and infrastructure
consulting firm.
The core of Johns Middle East
experience includes 4 years as Director
of Sales at Etihad Railway and 12 years
in Kuwait in project management and
product development. He holds a Masters
in Business Administration from the
University of California, Berkeley as well
as a Bachelor of Architecture from the
University of Arizona.
Mr. Gunnar Malm
Former Director General, Swedish Transport
Administration
D irector-General of the Swedish
Transport Administration since it was
formed on 1 April 2010. Before becoming
Director-General, Gunnar Malm had
been entrusted with the task by the
Government of looking into how to form
the Swedish Transport Administration.
He was also given the task of analysing
the possibilities of developing railway
tracks for high-speed trains in Sweden.
Gunnar Malm has been CEO of a
number of companies in the transport
sector including Swedcarrier AB, ASG
AB, Translink AB and Arlandabanan
Infrastructure AB.
Gunnar Malm also has a number
of international positions, such as
membership of the EU High-level Group
for a Rail Strategy Platform, the Chair
of the European Rail Infrastructure
Managers (EIM) and a member of the
Management Committee for International
Railway Organisations (UIC). Gunnar
Malm is also the Swedish Chair of the
Nordic Road Association (NVF).
April 2015
Eng. Mahmood Al Bastaki
Chief Executive Officer, Dubai Trade FZE
L eading Dubai Trade FZE to become
the innovative trade and supply chain
e-hub of the world, Eng. Mahmood Al
Bastaki has played a major role in the
advancement of e-business in the region.
An expert in e-commerce solutions, Al
Bastaki served as the Chief Information
Officer (CIO) of Dubai World Corporate
Departments before taking up his current
position as the CEO of Dubai Trade FZE.
Al Bastaki was appointed as an Advisor
for the Dubai Expo 2020 bid team.
He is also a member of The UAE
National Committee of World Trade
Organization current president of the
Chartered Institute of Logistics and
Transport - UAE Board of Trustees and
Advisory Board Member in the National
Association of Freight and Logistics -
NAFL
A Winner of the 2013 Accomplished
Leaders category of Feigenbaum
Leadership Excellence Award, organised
by Hamdan Bin Mohammed E-University
and voted as the Popular CEO of the
Year at the 6th International Maritime
Awards in 2013.
He was selected as one of the
Government Technology Leaders by The
Whos Who of Government Technology
Middle East in 2006.
Al Bastaki is also the former Acting
Director of E-Services of Dubai
E-Government where he formulated
the 2005 E-Government Strategy. He
managed critical projects such as the
governmental Electronic Payment
Gateway ePay, Unified Contact Center
AskDubai, and Web Hosting and
Management Platform eHost.
A graduate of Mohammed Bin Rashid
Leadership Development Program
and Dubai World Leaders Program in
association with Wharton School of
Government in Pennsylvania, USA.
Al Bastaki began his career in the public
sector as a Speech Recognition Expert in
the Forensic Laboratory of Dubai Police
where he successfully set up a Voice
Analysis Division.
Al Bastaki had also worked as a
Senior Engineer in Products & Services
Development at the multi-national
Thuraya Satellite Telecommunications
Company between 1999 and 2002. He
received a Bachelor of Science degree
in Electronics Engineering Technology
from the University of Arkansas in Little
Rock, USA in 1993, and a Master degree
in Electrical Engineering from Oregon
Graduate Institute, USA, in the year 1998.
57
 Mr. Andre Toet
Chief Executive Officer, SOHAR Industrial Port
Company SAOC
A ndr G.F. Toet, Dutch, born in 1963,
The Hague.
After leaving the Maritime Institute
Willem Barentz (higher technical
education level) Andre joined Nedlloyd
Lines in 1986, where he worked for a
number of years on the bridge as mate and
nautical officer.
After his sailing career he worked for
several Nedlloyd Group subsidiaries in
several countries in senior positions -
Netherlands, Sudan, Thailand and Hong
Kong. After the merger of P&O Group
and Nedlloyd Lines he became in 2000
Managing Director of P&O Nedlloyd
Europe. Subsequently after the take-over
by Maersk became CEO of Maersk Central
Europe. In 2008 he was appointed as COO
of the Port of Rotterdam.
As well as his role as CEO of Sohar
Industrial Port Company, he also holds
the position of Non-Executive Director of
Electronic Shipping Solutions (ESS) Malta.
Mr. Tim Sebastian
Chairman, The New Arab Debates
T im Sebastian is the chairman of The New
Arab Debates, currently broadcast and
distributed worldwide on Deutsche Welle
TV. The award-winning former BBC foreign
correspondent was the first presenter of
HARDtalk, BBC Worlds daily half-hour
interview programme, where he worked for more
than seven years.
Tim was the founder and chairman of The
Doha Debates which were broadcast across the
globe on BBC World News from 2004 until 2012.
The programmes, recorded in the Gulf state
Qatar, provided a unique, uncensored forum for
discussing the most controversial issues in the
Arab and Islamic worlds.
In 2012 he presented the Outsider Debates,
recorded in India and screened on Bloomberg
TV. in 1982, Tim was the winner of the Richard
Dimbleby Award at BAFTA and was also named
Television Journalist of the Year by the Royal
Television Society.
For two years running, in 2000 and 2001,
he received the Royal Television Societys
Interviewer of the Year Award.
He began his career as a foreign
correspondent in Warsaw, covering the
Solidarity revolution, before becoming the BBCs
Europe Correspondent in 1982 and Moscow
Correspondent in 1984. A year later he was
expelled by the Soviet authorities and sent to
Washington until 1989.
Born in London in 1952, Tim speaks Russian
and German fluently and also holds a BA
Honours degree in modern languages from
Oxford University. A best-selling author, he has
written eight novels and two non-fiction books.
In 2015 he was elected a Fellow Commoner
at Corpus Christi College, Cambridge to serve
during the academic year 2015-16. Tim has
written widely for newspapers including the Mail
on Sunday, The Sunday Times and the New York
Times. He also chairs conferences and seminars.
He has a wealth of experience hosting events and
award ceremonies, both at home and abroad.
58
Mr. Jan Steenberg
Chairman of IESC, Chartered Institute of Logistics
& Transport International (CILT)
J an joined the Council of Trustees as
International Vice President in June
2013. He is working as the Supply Chain
Director for Connect Education and Care,
part of the Connect Group Plc and has
previously held similar roles in Tata Steel,
Dentsply International and Remington
Consumer Products.
With more than 25 years experience in
end-to-end supply chain management,
Jan is a sought after conference speaker
and guest lecturer, having been heavily
involved in all aspects of supply chain
management but with a particular
focus on training, education and talent
development.
Mr. Dom McKenna
Group International Director, Freightliner Group.
D om joined Freightliner Group in
August 2010 with a remit to further
develop the Groups presence in new
markets globally. He led the acquisition
of ERS Railways BV in August in 2013
and the successful agreement in 2015
to partner Saudi Arabian Railways to
develop World Class freight rail services in
Saudi Arabia. In addition to membership
of the Group Management Board, he is
Chairman of the Board of ERS Railways
and Freightliner Middle East, and a Board
member of Freightliner Poland.
Dom has 25 years experience
developingprofitabledistribution and
logistics businesses, with an emphasis on
service leadership and employee culture.
During his career he has personally led
multi-site, multi-disciplinary teams
ofup to10,000 people; has developed a
track record successfully turning around
under-performing businesses; and has
led entry into new markets via start up,
partnerships, jointventures, operating
contracts, consortia and acquisitions
across the UK, Continental Europe and
the Middle East.
In addition to Chairing and Managing
businesses, Dom has held senior
Operational and Commercial rolesand
has had Board responsibility for
Procurement, Engineering and IT. Dom
has a Masters in Business Administration
(Distinction) majoring in Strategy and
Finance, and a BSc Degree in Business.

Mr. Peder Winther
President- MEA Region, Kuehne + Nagel
Management MEA
P eder Winther , 51 years of age and
a Danish national , was appointed
President of Kuehne-Nagel in the Middle
East and Africa Region as of 1st January
2015 and is located in Dubai , United
Arab Emirates.
He joined Kuehne-Nagel in 2011, and
was most recently Senior Vice President
for Seafreight in Western Europe , and
a part of The Global Sea freight Board.
Prior to that, he held executive positions
with Samskip and Maersk Logistics (now
Damco).
Mr Winther has complimented his
education with Management Courses at
Insead, London Business School and Ohio
State University.
Mr. Aflah Al-Hadrami
Vice President - Supply Chain Management,
Occidental of Oman Inc.
M r. Al Hadhrami is the Vice President
of Occidental Oman Inc. for Supply
Chain Management. Mr. Al Hadhrami
has been working in Oil & Gas sector
for almost two decades. His professional
career started as a trainee with Petroleum
Development of Oman, and thereafter
followed increasingly important and senior
Leadership in Supply Chain positions
at Oman Refinery LLC, Schlumberger
Overseas S. A., and then to Occidental Oil
and Gas Corporation, where he has been
for the past 11 years.
Aflah has successfully completed his
bachelor and masters degree in Business
Management and is now in his final
stages of completing his PhD in Business
Management from University of Liverpool
(UK). He is also a member in the Royal
Chartered Purchasing Institute in the UK
(MCIPS).
In addition to his work in Oil and
Gas he is employed with Sultan Qaboos
University as an adjunct lecturer at the
College of Economy and Political Science
where he teaches Operations Management
and Supply Chain to the bachelor degree
students, where he also sits on the College
Advisory Board.
Mr. Al Hadhrami is also an active
member in various committees and boards,
including the SOLS committee, and more
recently he has been appointed as a board
member at Oman Petroleum Association
Society (OPAL).
April 2015
Mr. Karl Michael Mohnsen
Chief Executive Officer, TX Logistik AG
K arl Michael Mohnsen is the Chief
Executive Officer of TX Logistik AG
since October 2004.
Following his military service, Karl
was the Managing Director of the
International Timber Company, a family
owned company (with subsidiary in Ivory
Coast). After the company was sold in
1990 He joined Hellmann Worldwide
Logistics as member of theExecutive
board responsiblefor the European
countries and activities for 12 years.
He also worked for DB Cargo (later
Stinnes AG) as acting Senior Executive
President for Freight Logistics and in
2004 Karl joined Trenitalia and held
a senior level position responsible for
supporting the European development.
Mr. Abdulmalik Al Balushi
General Manager Support Services, Oman
Shipping Company
M r. AbdulMalik Al Balushi is
currently working as the General
Manager of Support Services at Oman
Shipping Company. He is responsible
for managing the HR, Admin and IT
Functions.
He was previously associated with
Oman Power & Water Procurement
Company as Manager for HR and
Support Services. Prior to joining OPWPC
he work also at Telecommunication
Regulatory Authority and Muscat
Municipality. Mr. AbdulMalik Al Balushi
is a graduate of University of Arizona with
a BSc in MIS and he holds an MBA from
Sultan Qaboos University.
H.H. Sayyid Faisal bin Turki Al Said
Director General, Marketing & Media, ITHRAA
Eng. Saeed Khamis Al Zadjali
Acting Chief Executive Officer, Oman Airports
Management Company
Peter Young
Director, Advisorto the Minister of Transport and
Communications
59
 CONFERENCE PROGRAMME
Wednesday, 15 April 2015 12:15 12:30
Oman Auditorium - Conference Opening Ceremony (Day One) Success in a Difficult Environment: TX Logistics Experience
Karl Michael Mohsen, Chief Executive Officer, TxLogistik AG
8:00 9:00
Registration 12:30 12:45
Experience from Establishing the Swedish Transport
9:00 9:10 Administration
Recital of Holy Quran Gunnar Malm, Former Director-General, Swedish Transport
Administration
9:10 9:20
Introduction
12:45 1:20
9:20 9:40 Oman & Global Market Overview Panel Discussion
Welcoming Speech Local, regional & global carriers, forwarders and shippers will
Accelerating the Sultanate of Omans Logistics Strategy explore the global market as well as the cargo opportunities and
(SOLS) key industrial segments in the gulf and Indian Ocean region.
H.E. Dr. Ahmed bin Mohammed bin Salim Al Futaisi, Changing cargo flows
Minister of Transport & Communication, Oman Impact of the Railway
Opportunities for inward investments into the region.
9:40 10:00
Keynote Speech Session Moderator: Tim Sebastian, Chairman, The New
Kim Fejfer, Chief Executive Officer, APM Terminals Arab Debates
Panelists:
10:00 10:30 Paul Gregorowitsch, Chief Executive Officer, Oman Air
Distribution of Tokens and Exhibitions Tour with the Chief Andre Toet, Chief Executive Officer, Port of Sohar
Guest, Distinguished Guests and Diplomatic Corp (followed Eng. Saeed Khamis Al Zadjali, Acting Chief Executive
by refreshments) Bosher Room Officer, Oman Airports Management Company
John Arthur Lesniewski, Chief Commercial Officer,
10:30 11:30 Oman Rail
MARKETS SESSION Gunnar Malm, Former Director-General, Swedish
A panel of government & industry leaders will discuss some Transport Administration
of the most prevalent topics on the global logistics market
outlook and the future direction of global logistics means for the
emerging markets. It will also focus on: HUMAN CAPITAL DEVELOPMENT & LEADERSHIP
What will the industry look like in the coming years? SESSION
Impact on those within the sectors / key stakeholders
The important role of Gulf ports in the international trade
& commerce; 1:20 1:35
Challenges & Opportunities for Oman to become the next Talent Management in Freight Forwarding and Logistics: A
potential logistics hub in the Gulf region? Risk or an Opportunity?
Peder Winther, President- MEA Region, Kuehne + Nagel
Session Moderator: Tim Sebastian, Chairman, The New Management MEA
Arab Debates

Panelists: 1:35 1:50

H.E. Dr. Ahmed bin Mohammed bin Salim Al Futaisi,
Minister of Transport & Communication
H.H. Sayyid Faisal bin Turki Al Said, Director General,
Marketing & Media, ITHRAA
Kim Fejfer, Chief Executive Officer, APM Terminals
Dirk Reich, President & Chief Executive Officer, Cargolux
Airlines International S.A
Dr. Allard Castelein, Chief Executive Officer, Port of
Rotterdam Authority
11:30 12:00
Refreshment & Networking
12:00 12:15
Oman Airs on its Journey: Expansion Plans / Cargo Plans
Paul Gregorowitsch, Chief Executive Officer, Oman Air
Developing Capability and Skills in New Markets
Dom McKenna, Group International Director, Freightliner
1:50 2:05
Professional Development in Supply Chain, Logistics &
Transport
Jan Steenberg, Chairman of IESC, Chartered Institute of
Logistics & Transport International
2:05 2:30
Human Capital Development & Leadership Panel Discussion
Expert panel will debate on a number of interrelated issues on
human capital development that also touch directly on Omans
ability to create new employment opportunities including the
significant employment opportunities in logistics and where
these opportunities can best be created.
How to ensure a match between employer requirements
and employee skill sets
How to set training standards and ensure best practices are
adopted and implemented.

60

How to optimize the adoption of technology in an economy
without reducing overall employment
What is the best way of training and how should
government encourage the private sector.
What mechanisms should the government use to ensure
improvements and standards are raised.
Session Moderator: Kimble Winter, Global Chief Executive
Officer, Logistics Executive Group
Panelists:
Peder Winther, President- MEA Region, Kuehne + Nagel
Management - MEA
Dom McKenna, Group International Director,
Freightliner
Aflah Al-Hadrami, VP for Supply Chain Management,
Occidental of Oman Inc.
Abdulmalik Al Balushi, General Manager Support
Services, Oman Shipping Company
Jan Steenberg, Chairman of IESC, Chartered Institute of
Logistics & Transport International
2:30 2:35
Closing remarks (End of Conference Day One)
7:00
Conference Dinner (Qantab Room)
Thursday, 16 April 2015
Oman Auditorium - Conference Day Two
8:00 9:00
Registration & Welcome Coffee / Tea
9:00 9:20
Opening Remarks, Recap of Previous Day Proceedings
Tim Sebastian, Chairman, The New Arab Debates
9:20 9:40
Keynote Speech
Eric S.C. Ip, Group Managing Director, Hutchison Port
Holdings Limited, Hong Kong
TRADE FACILITATION SESSION
9:40 10:00
Enhancing Trade Facilitation through Improved
Cooperation & Integration
Mahmood Al Bastaki, Chief Executive Officer, Dubai Trade,
UAE
10:00 11:00
Trade Facilitation Panel Discussion: Present Challenges of
the Government/Customs in Implementing Trade Policies,
Framework and Strategies
This panel will examine issues and challenges in implementing
trade facilitation measure and reforms as well strategies
to promote better connectivity & collaboration with all
stakeholders. It will focus on:
Trade Facilitation Issues and Impact to the Industry
The role of customs to a successful trade implementation
strategy
The difficulties in implementing change in and gaining
acceptance and adoption of trade facilitation both within
government and commerce
Fostering cooperation and partnership with MNCs/freight
forwarders/logistics companies in facilitating a smoother
April 2015
trade exchange.
The impact of new technologies for trade facilitation.
Session Moderator: Tim Sebastian, Chairman, The New Arab
Debates
Panelists:
Eric S.C. Ip, Group Managing Director, Hutchison Port
Holdings Limited, Hong Kong
Eddy Bruyninckx, Chief Executive Officer, Antwerp Port
Authority
Mahmood Al Bastaki, Chief Executive Officer, Dubai
Trade, UAE
Peter Young, Director, Advisorto the Minister of
Transport and Communications
11:00 11:30
Refreshment & Networking
TECHNOLOGY & INNOVATION SESSSION
This session will examine latest leading edge concepts and next
generation technologies which would innovate and transform
the logistics and supply chain operations. It will focus on
different process and perspectives in establishing / deploying a
more complex, efficient and successful supply chain & logistic
technology that drive measurable results and clear value to both
service provider and customers
11:30 12:20
Supply Chain Transformation & Innovation
This panel will discuss technology developments and adoptions
across the supply chain & logistics in the widest sense. It will
explore various challenges that the industry face and practical
solutions that are currently being adopted. Areas that should be
discussed are includes:
Latest technologies for supply chain & logistics industry
Adopting technologies to reduce the environmental impacts
Key technological changes and their possible impacts to key
industries over the next 20 years
Best ways of encouraging private industry to make the
necessary investments
Introductory Presentation from the Moderator: Willem
Heeren, Chairman, DINALOG - Dutch Institute for Advance
Logistics
Speakers & Panelists:
Dr. Salim Al Ruzaiqi, Chief Executive Officer, Information
Technology Authority, Oman
David Gledhill, Chief Executive Officer, Port of Salalah
Reggy Vermeulen, Chief Executive Office, Port of Duqm
12:20 12:30
Chairpersons closing remarks & acknowledgements
12:30
End of the Conference & Lunch
61

3PL News
Contact Person : George Zafirov
Designation : Publisher
Address: 2201 N.Lakewood Blvd., Suite
D-168, Long Beach, CA 90815, USA
Tel: +1 562-270-4040
E-mail : contact@3plnews.com
Website : www.3plnews.com
3PL News (www.3PLNews.com) is an
interactive marketing and PR platform for the
logistics and supply chain industry, enabling
service providers to take advantage of the
newest interactive marketing opportunities.
Launched in Long Beach, California, next
to the largest port complex in the US, 3PL
News has a global reach, including a recently
expanded presence in Greater China.
3PL News will not only keep you up to
date with the industry dynamics and global
supply chain management trends, but can
also help spread the word about the latest
developments at your organization. We can
produce a consistent stream of marketing
content for your company including social
media-friendly videos, case studies, and a
myriad of online marketing campaigns to
support your global marketing efforts, drive
engagement with new customers, create buzz
across all marketing channels, and generate
leads.
For more information visit http://
www.3PLNews.com or follow us on Twitter at
https://twitter.com/3PLNews
You can connect with 3PL News publisher
George Zafirov on LinkedIn at http://www.
linkedin.com/in/georgezafirov
Related links:
Website: http://www.3PLNews.com
Twitter: https://twitter.com/3PLNews
LinkedIn: http://www.linkedin.com/in/
georgezafirov
Facebook: https://www.facebook.
com/3plnews
7dimensions Media LLC
Contact Person : Israr Ahmad
Designation : Media Marketing Strategist.
Address: Q1-08, SAIF Zone, P O Box 9604,
Sharjah, United Arab Emirates
Tel: +971 6557 9579, Fax : +971 6557 9569
E-mail : israr@7dimensionsmedia.com
Website : www.aircargoupdate.com
Air Cargo Update is the first and only
independent bi-monthly magazine featuring
news, views and analysis of the challenges and
changes faced by the fast-growing and ever-
changing air cargo industry.
Air Cargo Update, now in its 13th year, covers
leaders and provides neutral, independent
news of the air cargo industry in 68 countries
62
in the Middle East, Africa and South Asia. The
magazine serves as a platform for industry
leaders to put forth their views on various
issues pertaining to air cargo industry.
Air Cargo Update, enjoys a reputation of being
the voice of the industry as it reports latest
views of industry players. With a network of
dedicated correspondents, covers news briefs
and updates, which include information about
civil aviation bodies, airports, airlines, freight
forwarders, multi model transportation,
shipping, specialized logistics service
providers and all other major components of
the air cargo supply chain.
The insightful features and information
about critical industry issues from recognized
industry leaders. The journals research- based
articles, opinion columns and features create
high-value interest amongst readers who are
mostly decision makers. The advertisers are
guaranteed to reach their target audience.
Al Madina Logistic Services Company
SAOC
Address: P.O. Box 1466 Postal Code 133
Tel: +968 2689 5600, Fax : +968 2689 5666
E-mail : info@almadinalogistics.com
Website : www.almadinalogistics.com
www.muscatcontainerdepot.com
Al-Madina Logistics(AMLS) is a leading 3rd
party logistic service provider in Sultanate
of Oman with Clients based in all sectors
including Oil & Gas, Construction, FMCG,
Retail, Brown Goods, White Goods,
Pharmaceutical offering end- to end solutions
related to Supply Chain & Logistics.
First & Only Inland Port:
Al Madina Logistics owns and operate the
first and only Inland Port in Oman, under the
name of Muscat Container Depot. Its fully
custom-bonded facility with full clearance and
collecting of LCL shipments.
AMLS Services
Freight Forwarding
Land-Freight, Ocean-Freight and Air-Freight
with active affiliation globally over 180
International Freight & Logistic Companies.
AMLS is also board member of Arab Freight
Forwarding Association
Transportation
Includes Prime Movers (HGV) complete
with IVMS (OXY, BP & PDO Certified), Flat
Bed, Skelly & Low Beds, Refrigerated Rigid
Box Trucks, Container Side Loaders, 40
Footer Curtain Sider Trucks and 40 Footer
Refrigerated Trucks.
Warehousing & Distribution Centre
Warehouses & Distribution Centre fully
operational with multi temperature regimes
around Oman.
Open Yard & Container Yard
Large Open Yards at strategic locations Laden
Container Stacker (40 Ton SWL Capacity).
Bonded Container Freight Station (ICD-
CFS)
Muscat Container Depot providing services
with ROP Customs counters for clearance and
collection of LCL shipments.
Equipment & Resource Supplies
Supply of skilled or unskilled resources
related to Logistics & Supply Chain
Operations.
Supply of Material Handling Equipment
(Diesel, LPG & Battery Operated)
Supply and Installation of Modular
Warehouses/Stores (30-45 days fully
completion)
Consultancy Services
Outsource Operations of Clients
Warehouse or migrate operations into
AMLS Warehouse
Warehouse & Distribution Centre Design
- Complete design to ensure risk-free,
sustainability, and efficiency.
Storage & Handling Automation
Solutions - Complete design of automated
solutions to fit operations methodology
Warehouse Management System (WMS)
Selection & Project Management -
Selection of WMS from functional
specifications to go-live covering pre to
post implementation phases
OTHERS
ISO 9001:2008 Certified
ISO 14000:2004 Certified
OHSAS 18001:2007 Certified
ISO 22000 Certified
BAHHAR Total Media LLC
Contact Person : Khalil Al Balushi
Designation : Editor-in-Chief.
Address: Bousher Oman
Tel: +968 22006100, Fax : +968 22006100
E-mail : Info@bahharoman.com
Website : www.tms-oman.com
Shipping is one of the most important
industries playing a vital role in the global
economy and in the economy of individual
countries. Oman and GCC are not an
exception.The maritime industry in GCC is
emerging to be one of the most important.
From these facts, the idea of the maritime
platform BAHHAR has come.BAHHAR
is a unique maritime magazine to be
published in English language in Oman with
the aim tohighlight the maritime servicesand
to be distributed to all stakeholders in Oman
and the region. The magazine is called
BAHHAR, the Arabic word for Sailor or
Seafarer.
One of BAHHARs objectives is to focus on
the services offered by various sectors of the
maritime industry. It aims also to raise the
awareness of the public of the importance
of this industry in many ways including for
job creation.This is a good opportunity for
the companies in the maritime industry
to showcase and present themselves to the
stakeholders as the magazine is intended to
be distributed - with the help of our clients -

to the relevant government agencies and the
private companies in Oman and the region
and the ships visiting the ports
Balkans.com Business News
Balkans.com Business News is a prominent
and recognized voice for business globally. As
a Balkans business resource, we provide up-
to-date daily news and weekly reviews, market
research, financial reports, company news
linking and database of companies who do
business in Albania, Bosnia-Herzegovina,
Bulgaria, Croatia, Cyprus, FYR Macedonia,
Greece, Montenegro, Romania, Serbia,
Slovenia and Turkey. In addition, our notable
industry news section provides detailed
information on business happenings for over
30 specific industries. Our readers are
high-level executives, business leaders,
educational institutions, investors, business
owners and government institutions
throughout the world.
The business-only website in English, Serbian
and Greek keeps our readers up-to-date with
its comprehensive coverage of the region, in-
depth analysis of industries and business
opportunities, interviews with business
leaders, special reports and a searchable
database.
Bhandarkar Shipping News
Contact Person : Vinod Sagar
Designation : Marketing
Address : 10, Hammersmith Indl.Premises
Sitaldevi Temple Road,Mahim, Mumbai-16,
India
Tel: +91 40764200 (100) LINES, 022-
24444248, Fax : +91-022 24444 250
E-mail : mktg@bhandarkarpub.com
Website : www.bhandarkarpub.com
An author, inventor and entrepreneur Late
Prof. K. R. Bhandarkar founded Bhandarkar
Publications, the flagship company, in
October 1, 1975. He held several patents on
navigation and authored twelve books, the
most acclaimed of which was Marine Radar
in 1976.
Under leadership of Capt. Vivek Bhandarkar
son of K.R. Bhandarkar, Bhandarkar Group
added many more maritime publication titles.
Since 1986, the company branched into
news paper publication with the launch of
Bhandarkar Shipping News critically Designation : Founder
looking at and lobbying for maritime &
logistics interests.
Aiming to create awareness the company
began organizing innovative educational
events such as on: transportation of hazardous
materials titled HAZMAT, Coastal Shipping,
Bill Of Lading, Shipping and Logistics
Finance, Export Incentive Scheme, Maritime
Logistics, Material Handling Systems and
others.
The company instituted prestigious Samudra
Manthan Awards intended to raise the
performance bar in maritime industry.
Bhandarkar Publications has launched
eROR Mobile application, worlds first such
application for tech savvy young seafarers.
It makes learning Rules of the Road much
simpler in an easily accessible format
preferred by the Gen Y navigators. The
application has been rated 4 and Star on
Google Search Engine. A clip and its link is
appended below.
OUR WEBSITE: www.bhandarkarpub.com.
Forkliftaction
Contact Person : Sie Clifford
Address : PO Box 1439 - Milton QLD 4064
- Australia
Tel: +61 7336 9909 0, Fax : +61 7336 9909 6
E-mail : info@forkliftaction.com
Website : www.forkliftaction.com
An institution in materials handling,
Forkliftaction (www.forkliftaction.com) has
been connecting business people who buy, sell
and work with materials handling equipment
since its launch in 2000.
A unique B2B platform, Forkliftaction offers
its 500,000+ monthly visitors (160,000+
unique)information and resources that they
can rely on.
They utilise the online platform daily. They
source or sell equipment on the marketplace
of used equipment. They consult and network
with industry professionals, via the popular
discussion forums. They stay informed with
quality,independent newsthat they can trust.
They draw upon other valuable resources such
as an extensive business directory, spec checker,
jobs market, events calendar, photo galleries,
safety columns, industry blogs and more.
More than just a website, Forkliftaction gives
its global audience the tools to gear up their
business.
Register with Forkliftaction for full access
to the whole range of industry resources.
Subscription is free and immediate:www.
forkliftaction.com/subscribe
Freight Talks
Contact Person : Ayman Elias
to assist companies of all sizes realize their
Address : Cairo, Egypt
Tel: +02226214997
E-mail : pr@freight-talks.com
Website : www.freight-talks.com
Freight Talks is the largest Freight Forwarders
directory with more than 20,000 verified
freight forwarders listed on our website
April 2015
providing you the easiest access to the most
updated and comprehensive information and
contacts from every corner in the world.
Freight Talks is not just a freight forwarder
directory but also aims to become the
largest logistics marketplace on the web by
facilitating the flow of information, news and
networking between our members on our
website and our pages in all leading social
media platforms.
Freight Talks participates in all leading
freight events around the world giving perfect
exposure and networking opportunities to
our members; in addition to our Annual
Freight Talks Symposium, which is organized
annually in major business centers around the
world to facilitate one to one meeting between
forwarders from around the world by creating
the perfect platform to meet and exchange
ideas and business opportunities without any
network or organization strings attached.
Join Freight Talks today to avail our low cost
membership fees and give your company the
benefits and exposure that you need to help
you develop your business and increase your
contacts around the world.
Ask about the promotional rates on pr@
freight-talks.com.
Ithraa
Address : PO Box 25 Wadi Kabir, 117,
Sultanate of Oman
Tel: + 968 24 62 33 00/ 24 62 33 33, Fax : +
968 24 62 33 35
E-mail : info@paiped.com
Website : www.ithraa.om
Ithraa is a modern expression of Omans rich
and vibrant trading past founded in 1997, we
are an ambitious, government-run, ISO and
Investor in People certified inward investment
and export promotion agency tasked with
helping secure the Sultanates long-term
economic prosperity.
From developing ports, free zones, airports,
industrial estates to science parks, Ithraa
supports Omans efforts to nurture existing as
well as create new trade andinvestment ties
with fast-growing businesses and economies
from across the world.
Capitalising on our entrepreneurial heritage,
Ithraa is paving the way for Oman to
become a leader in the Innovation Economy.
We employ seasoned and knowledgeable
investment and export professionals and with
representatives in major global markets, we
have the international expertise and reach
full potential. In brief, we provide tailored,
independent and free-of-charge services to
help companies set up, and export from,
Oman.
To learn more about what Ithraa can do for
your business connect with us.
63

Logistics & Supply Chain World
Contact Person : Harish Bhatia
Designation : Founder & CEO
Address : Kshtij, 103 1st floor, opp.
Andheri sports complex, veera desai road,
andheri west, Mumbai, India
Tel: +91-9821022236
E-mail : harish@kamikaze.co.in
Website : www.kamikaze.co.in
Logistics & Supply Chain World is one of
Indias premier industry magazines with a
subscriber base of more than 11000 across
Asia. The digitised version has more than
25000 subscribers across the world. LSCW
is well known for its rich content which is
thoroughly researched and contributed by
leading authors and well known industry
personalities from across the globe. This
magazine covers a variety of subjects cutting
across industries to give the reader a wider
spectrum of knowledge in the world of supply
chain. To subscribe log on to www.kamikaze.
co.in
Logistics Executive Group
Contact Person : Brian Cartwright
Designation : Managing Director, Middle
East & Africa
Address : Knowledge Village, Block 6, 1st
Floor, Office F08
Tel: +971 4 361 6275
E-mail : BrianC@LogisticsExecutive.com
Website : www.LogisticsExecutive.com
Logistics Executive Group is the
acknowledged industry leader providing a
suite of whole-of-lifecycle business services
including Corporate Advisory, Executive
Search and specialist Supply Chain and
Logistics Training.
We are a single source for leadership
development, talent & recruitment services
and business consulting to empower
businesses and leaders to reach their goals.
Offering a full suite of solutions designed and
executed to position our clients for growth
and overall improved performance, our
service pillars include;
Executive Search & Leadership
Recruitment
Corporate Advisory & Business
Performance Consulting
Accredited Training & Education
Programs for the Supply Chain and
Logistics sector
Maritime Connector (Nexus d.o.o.)
64
Contact Person : Masa Vlakancic Broznic
Designation : Senior Administrator
Address : Giuseppe Carabina 11, 51000
Rijeka, Croatia
Tel: 00385 51 263083, Fax : 00385 51 263083
E-mail : masa@maritime-connector.com
Website : www.maritime-connector.com
Maritime Connector brings the latest
vacancies in the maritime industry. With over
84.000 registered seafarers and over 2.100
maritime companies and recruitment agencies
we collaborate with, Maritime Connector is
the ultimate place to find job at sea as well as
seagoing personnel.
Maritime Connector web portal contains
everything a maritime professional needs;
maritime news, maritime events and maritime
jobs all at one place. We help seafarers to
find new job opportunities and boost their
careers. At the other hand, we help maritime
recruiters to find their crew fast and to stay in
line with the latest trends in recruitment.
Mohsin Haider Darwish LLC
Contact Person : Mohammed Abdallah
Mohammed Al Kharusi
Designation : Group Director- Business
Development
Address : PO Box 880, Postal Code 112,
Ruwi, Sultanate of Oman
Tel: + 968 24732500, Fax : +968 24793256
E-mail : info@mhd.co.om
Website : www.mhd.co.om
Established almost half a century ago, Mohsin
Haider Darwish LLC, in its growth truly
exemplifies the tremendous progress Oman as
a nation has achieved under the wise and able
stewardship of His Majesty Sultan Qaboos
Bin Said.
In tune with the rapid modernization the
nation has undergone, the MHD LLC Group
of Companies has developed into a vast
and diversified business empire. Its various
Business Divisions/Associate Companies are
associated with some of the most reputed and
well-known international brands from across
the world, making them available to the ever-
growing customer base in the Sultanate of
Oman.
Over a period of more than five decades
MHD LLC has placed strong emphasis on the
development of human resources. Provision
of jobs to the Omani workforce in all its
business divisions has been a key facet of all
its programmes. This is shown effectively in
the high percentage of Omanisation in most of
the business divisions of the company.
BUSINESS DIVISIONS
Automotive Sales
Automotive Parts & Service
Tyres and Batteries
Computers, Office Automation &
Telecommunications
Electrical & Electronics
Engineering Products
Projects Division
Gases, Chemicals & Medical Equipment
Building Materials Division
ASSOCIATE COMPANIES
Oman :
Darwish Polycon LLC
Elite Supply of Manpower
Fajar Pioneer Trading LLC
Gulf Retreading Solutions LLC
Lujaina LLC
MHD AVON
MHD Engineering & Contracting LLC
MHD Infosys LLC
MHD Infotech LLC
MHD Invesco LLC
MHD Logistics LLC
MHD Training Institute LLC
Special Engineering & Construction
Company LLC
Special Oilfield Services Company LLC
Qatar: United Cooperation for General
Trading W.L.L UAE (Dubai): MHD LLC
Fajar Pioneer Trading (FZCO), Jebel Ali
Neopromo
Contact Person : Sylvie Kastoun
Designation : Marketing Manager
Address : Design House Building 3rd Floor
Block B Rm 301, Al Sofouh 1 Dubai, United
Arab Emirates
Tel: +971 43914842, Fax : +971 04 391 8022
E-mail : sylvie.kastoun@neopromo.net
Website : www.capitalbusiness.me
Capital Business Magazine is a B2B English
monthly publication focusing on business
best practices and is a publication accredited
by the Dubai International Financial Centre
(DIFC). It enjoys a sizable footprint in the
Middle East on the strength of feature articles
contributed by certified financial and business
experts, as well as coverage of a broad
spectrum of topics including banking, IT, oil
& gas, real estate and construction, human
capital, risk management, corporate finance
and cash management, corporate governance,
investments, IPOs, tools of trade and more.
Oman International Container
Terminal LLC (OICT)
Contact Person : N. Kolling
Designation : Corporate Affairs &
Communication executive
Address : PO Box 82, Postal Code 327
Tel: +968 26865600 , Fax : + 968 26865606
E-mail : Kolling.nadia@oict.com.om
Website : www.oict.com.om
Oman International Container Terminal

(OICT) was formed in 2005 and is a joint
venture betweenHutchison Port Holdings
(HPH), the Government of the Sultanate of
Oman, Steinweg of Netherlands and a number
of other well-established Omani Investors.
OICT is located inside the Port of Sohar and
have been equipped with the most advanced
facilities, having the ability to cater to the
largest container vessels sailing today. It will
serve as the gateway for international trade in
Oman as well as a hub for container carrier
connections. The Port of Sohar is strategically
located outside the Strait of Hormuz in the
Gulf of Oman, approximately 200km from
Muscat and 160km from Dubai, with 18 meter
depth berths, surrounded with sufficient
road capacity and connection to the new rail
system in Oman in near future. The currently
Terminal C container capacity has reached
800,000 TEU per year and it will reach up to
1.5 million TEU in the near future. OICT is
preparing for growth with the development of
Terminal D which will bring the total capacity
to 6 million TEU. The facility is operated by
Hutchison Port Holdings; the worlds leading
port owner and operator. OICT is the gateway
to Oman and building for the future.
Oman Shipping Company S.A.O.C.
Contact Person : Khalid Al Mahruqi
Designation : Senior Officer Communications
Address : PO BOX 104, Postal Code 118, AL
HARTHY COMPLEX
Tel: +968 24400900, Fax : +968 24400922
E-mail : Khalid.almahruqi@omanship.co.om
Website : WWW.OMANSHIP.CO.OM
Established as a closed joint stock company,
Oman Shipping Company S.A.O.C. (OSC)
continues to look for areas for growth that
directly benefit Oman and enhance its
economy. The company is committed to
providing maritime transport to Omani Exim
and costal trade, and makes efforts to enhance
Omani maritime traditions to make it distinct
from others in the region. Incorporated in
2003 and owned by the Government of
Oman with the Ministry of Finance and
Oman Oil Company S.A.O.C. holding 80 %
and 20 % stakes respectively, OSC is involved
in ship owning, chartering and technical
management activities through its subsidiary
companies: Oman Charter Company S.A.O.C.,
Oman Ship Management Company S.A.O.C.,
and Oman Container Line S.A.O.C. Oman
Shipping Company is currently operating a
total fleet of 42 vessels of approximately 7.8
million DWT, operating in the territorial
waters of the Sultanate and international
waters.Oman Ship Management Company
is currently managing 26 vessels including
full technical management of owned and 3rd
party vessels as well, comprising of 8 VLCCs,
6 LNG vessels, 4 VLOCs, 3 LPG vessels, 2
Methanol Carriers, 1 Chemical Tanker, 1 MR
Tanker and 1 Multi-Purpose Vessel. Going
forward, OSC has plans to bring more of its
vessels under OSMCs technical management.
Oxford Business Group
Contact Person : Lavlesh Bhoorani
Designation : Event and Media Coordinator-
ME
Address : Dubai, United Arab Emirates
Tel: +971 4 426 46 42, Fax : +971 4 426 46 41
Oxford Business Group (OBG) is a global
publishing, research and consultancy firm,
which publishes economic intelligence on the
markets of the Middle East, Asia, Africa and
Latin America.
OBG offers comprehensive analysis of
macroeconomic and sectoral developments,
including banking, capital markets, energy,
infrastructure, industry and insurance.
OBGs acclaimed economic and business
reports are the leading source of local and
regional intelligence, while OBGs online
economic briefings provide up-to-date in-
depth analysis. OBGs consultancy arm offers
tailor-made market intelligence and advice
to firms operating in these markets and those
looking to enter them.
Pangea Logistics Network Ltd
Contact Person : Sarah Bidmead
Designation : Network Manager
Address : Leigh House, Weald Road,
Brentwood CM14 4SX ESSEX, United
Kingdom
Tel: +44 0 1277 800 047,
Fax : +44 0 1277 800 048
E-mail : info@pangea-network.com
Website : www.pangea-network.com
Pangea Logistics Network is an international
group of first class independent freight
forwarders, with presence in all main
airports/seaports worldwide.
PANGEA is represented in more than 380
local offices over +90 countries worldwide
with an independent understanding, from
where more than 10,000 trained staff operate
to provide comprehensive and competitive
logistics solutions (air, sea and road freight)
to transportation needs, moving more than
1,500,000 shipments per year.
PANGEA embraces a worldwide group of
Freight Forwarder leaders in their markets,
representing a block of solid and well-
established companies. The services offered by
PANGEA Associates are intended to facilitate
logistics for any business, large or small,
moving cargo domestically or internationally.
PANGEA Freight forwarders offer a full start-
to-finish service which will, in fact, include
April 2015
the pick-up of goods from your warehouse
right through to loading the goods at your
purchasers location.
PANGEA Associate agents count on their
local understanding and expertise backed by
PANGEAs global reach to provide a full range
of transport and logistics solutions worldwide.
Please visitwww.pangea-network.comor
contact us atinfo@pangea-network.comfor
more information.
Port of Duqm Company S.A.O.C
Contact Person : Reggy Vermeulen
Designation : Chief Executive Officer
Address : PO Box 2409, Postal Code 111,
CPO, Sultanate of Oman
Tel: +968 24342800, Fax : +968 24587343
E-mail : info@portduqm.com
Website : www.portduqm.com
Port of Duqm lies under the management
of Port of Duqm Company SAOC, a 50:50
joint venture between Oman Government
and Consortium Antwerp Port which is
supported by the Port of Antwerp (Belgium),
one of Europes largest hub ports. Under
an agreement signed with the Omani
government in April 2011, the joint venture
has been granted a 28 year concession to
co-invest, operate, manage and market
the Port of Duqm. Responsibility for the
management and operation of the port area
lies with the Port of Duqm Company, as well
its responsibility for navigation within and
around the port, as well as the wider bay of
Masirah.
Privatbahn Magazin (Bahn-Media
Verlag GmbH & Co. KG)
Contact Person : Heike Schielsky
Designation : Marketing
Address : Salzwedeler Strae 5
Tel: +49 5820 9701 770,
Fax : +49 5820 970 1 7720
E-mail : info@privatbahn-magazin.de
Website : www.privatbahn-magazin.de
The Privatbahn Magazin reports on trends
and developments of the railway industry.
Permanent categories are: Railway companies,
technology, research, logistics, international
issues and career.
Backgrounds, reportages, analyses the
Privatbahn Magazin (PriMa) is the modern
business magazine of the railway industry
on the way to the logistics-era. Apart from
the presentation of innovative companies
from the fields of industry, logistics and
transportation the Privatbahn Magazin
extensively reports on the developments of the
carrier railway.
Regular interviews with decision makers,
news on the latest trends in the fields of
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 logistics, research, technology, economy
and transportation policies as well as
excurses concerning the history of railway
transportation are all aimed towards
experienced readers as well as interested
laities.
The European-Rail Markets is the English
version of the Privatbahn Magazin and
is available (free download) on www.rail-
markets.eu.
Visit us at www.privatbahn-magazin.de and
www.rail-markets.eu
Frequency: every other month, six issues per
annum
Rail Professional Magazine
Contact Person : Dean Salisbury
Designation : Accounts Manager
Address : Hallmark House, Downham
Road, Ramsden Heath, Essex, CM11 1PU
Tel: +44 0126 8711 811/0126 8712 093
E-mail : Dean@railpro.co.uk
Website : www.railpro.co.uk
Rail Professional is read by senior executives
in every sector of the UK rail industry who
need to keep up-to-date with the big picture
issues - the ever-changing technological,
commercial, political and legal developments
that will have a direct impact on their
company.
With a well-deserved reputation for getting
interviews with the most influential players in
the industry - from rail regulators, ministers
and top directors to exciting newcomers,
Rail Professional also offers unique thought
pieces from leading industry bodies such
as the RSSB, Passenger Focus, the Rail
Delivery Group and the Freight Transport
Association. As well as that, the extensive
Business news and Business profile sections
provide all the latest news from a huge range
of rail-related companies, large and small. It
is because of this unique editorial mix that
Rail Professional is essential reading for
senior executives in every sector of the UK rail
industry, nationwide.
Robban Assafina Magazine
Contact Person : Capt. Haytham Chaaban
Designation : CEO
Address : Bechara El Khoury, Adonis Bldg,
5th flr, Beirut, Lebanon
Tel: +9611662496, Fax : +9611662496
E-mail : administration@assafinaonline.com
Website : www.assafinaonline.com
Shipping is one of the most important
International Industries in the world, covering
more than 90% of world trade through the
transfer of large quantities of goods more
cost-effectively, hygiene and safely, the thing
that makes maritime trade the lifeline of the
Global Economy and without it, it would no
longer be possible to provide the modern
66
world with all its significant supplies.
From this fact, the idea of ROBBAN
ASSAFINA was born; The Maritime Media
Platform which we decided to sail onboard
through this vast world, to explore its keys,
and importance as well as highlighting the
vital role of shipping, offshore industry
and trade in Middle East and North Africa
Regions.
ROBBAN ASSAFINA is a Bi-monthly
Arabic/English Magazine Specialized in
Shipping, Ships, Offshore, and Marine
Technology Sectors published by Oceanic
Spark sarl with approximately 8000 copies.
It is based in Lebanon, with offices chain in
Dubai, Kuwait, Cairo and Tripoli (Libya).
ROBBAN ASSAFINA closely follows up
Maritime Shipping and Offshore News, Deals,
with a keen eye on the latest Developments
of Ships, Machineries, Shipbuilding and
Repair Yards, Ports, Container Terminals,
and everything related to the world of Marine
Communication, Yachts and New IMO/ILO/
Shipping Regulations.
Royal Indonesia
Contact Person : Ronny Ridwan
Designation : Manager
Tel: +62 81385208180
E-mail : ronnyridwan@
royalindonesiaonline.com
Website : www. royalindonesiaonline.com
Salalah Port Services Co. SAOG
Contact Person : Mohammed Al Mashani
Designation : GM, Corporate Affairs
Address : P.O Box 369, Postal Code 211,
Salalah
Tel: +968 23220108 / 92866643, Fax :
+968 23219236
E-mail : Mohammed.Almashani@
salalahport.com
Website : www.portofsalalah.com
The Port of Salalah is one of the leading ports
in the Middle East. It was incorporated in
1997 within the Dhofar region of the Sultanate
of Oman. Operations within the port include
a container terminal, general cargo terminal,
cruise terminal, and bulk liquid operations,
making the Port of Salalah a world-class
multi-purpose and multi-cargo port.
The Port of Salalah has reached a significant
milestone marking its 35th millionth
container handled at the port in over 15 years
of operations. The port handled a throughput
of 3,032,954 TEUS in 2014 and 10,313,144
tons of general cargo. The Port of Salalah
has risen to a rank amongst the worlds top
30 container ports and has broken the world
record for productivity twice. The port has
also won local and international awards in
economic development, health and safety,
innovation and environmental initiatives.
The port is partly owned and managed by
APM Terminals, one of the largest container
terminal operators in the world, making Port
of Salalah a globally networked port.
Shell Oman Marketing Company SAOG
Contact Person : Mohammed Ali Al Farsi
Designation : GM External Affairs &
Business Development
Address : P.O.Box. 38, Postal Code. 116,
Minal Al Fahal, Sultanate of Oman
Tel: +968 24570200 / 24570100, Fax :
+968 24570444
E-mail : feedbackandissues-om@shell.com
Website : www.shelloman.com.om
Shell Oman is the leading fuel marketing
company in Oman, contributing to the
economic prosperity of Oman in an
environmentally and socially responsible
manner. At around 90% Omanisation, Shell
Oman is a role model for successful talent
development and for delivering excellence for
all stakeholders.
Shells range of automotive, aviation and
marine quality products include fuels,
lubricants and bitumen.
Shell Oman has a network of over 150 Shell
service stationsstrategically located throughout
the Sultanate. Shell Super is the only petrol
in Oman that has been designed for extra
kilometers at no extra cost. Shell Diesel Extra
for companies has been specially formulated to
help save fuel consumption, and reduce fall-off
in engine performance and CO2 emissions.
Shells Polymer Modified Bitumen (PMB) is a
testament to its commitment to the Sultanates
growth story by supplying the new Muscat and
Salalah International Airports with PMB for
the new runways. Shells ISO 9001 certified
Lube Blending Plant produces Made-in-Oman
lubricants for the local and international
markets. Shell Oman is a consistent leader
in the industry on HSSE performance, and
is an active player in the field of Corporate
Social Investment through its variant activities
with charity organizations, road safety and
community development.
Signature Media LLC
Contact Person : Deepak Chandiramani
Designation : Director
Address : P.O.BOX 49784
Tel: +971 43978847 / 3795678
E-mail : deepak@signaturemediame.com
Website : www.globalsupplychain.me
Global Supply Chain is a magazine that aims
to provide quality editorial content aimed
at providing the supply chain industry with
information that assists in meeting and
overcoming challenges and making the most

of supply chain opportunities. Each issue
will be a complete information pack with
unmatched editorial covering todays logistics
challenges, trends, news, breakthrough and
research from industry insiders, top logistics
thinkers and innovators. The magazine will
have exclusive inside information on emerging
technology and strategy.
SOHAR Port and Freezone
Contact Person : Aisha Al Maamari
Designation : Communications Manager
Address : PO Box 9, Postal Code 327
SOHAR, Sultanate of Oman
Tel: +968 26852700, Fax : +968 2685 2701
E-mail : info@soharportandfreezone.com
Website : www.soharportandfreezone.com
SOHAR Port and Freezone is a deep sea port
and free zone in the Middle East, situated
in the Sultanate of Oman around 200
kilometres northwest of its capital Muscat.
With current investments exceeding $15
billion, it is one of the worlds largest port and
free zone developments and lies at the centre
of global trade routes between Europe and
Asia. SOHAR provides unequalled access to
booming Gulf economies while avoiding the
additional costs of passing through the Strait
of Hormuz. The existing road network and
airport and the future rail system provide
direct connectivity to the UAE and Saudi
Arabia, as well as to the rest of the world.
Equipped with deep-water jetties capable of
handling the worlds largest ships, SOHAR
has leading global partners that operate its
container, dry bulk, liquid and gas terminals
including Hutchison Whampoa, C. Steinweg
Oman, Oiltanking Odfjell and Svitzer.
SOHAR Port and Freezone is managed by
Sohar Industrial Port Company (SIPC), a joint
venture between the Port of Rotterdam and
the Sultanate of Oman.
Supply Chain & Logistics Group
Contact Person : Fritzie Gay
Designation : Relationships Officer
Address : P.O.Box 124907, Dubai, United
Arab Emirates
Tel: +9714 3318855, Fax : +9714 3318856
E-mail : fritzie@sclgme.org
Website : www.sclgme.org
The Supply Chain & Logistics Group (SCLG)
is an industry business group established
to promote the cause of supply chain &
logistics. This group brings an opportunity of
education, training, seminar and networking
among like-minded professionals and
corporations on global basis.
The group is now operating with the legal
backing of the Dubai Chamber of Commerce
and Industry and is founded with the
help of senior management professionals
representing variety of industries on Supply
Chain. This group shall strive to bring the
best of education, seminars and interaction
through partnership/ alliances with a variety
of similar bodies across the globe.
The Business Year (TBY)
Address : Dubai Media City, Building
Number 10, Office 143,1st Floor,PO Box
502538, Dubai - UAE
Tel: +971 4 551 93 05
E-mail : conferences@thebusinessyear.com
Website : http://www.thebusinessyear.com/
The Business Year (TBY) is a leading provider
of business investment services and publisher
of yearly information resources on national
economies and business environments. The
Business Year provides accurate, timely and
country-specific economic and business data.
We meet with the countrys economic
decision makers and business leaders to
provide targeted information, in-depth
analysis and strategic advice to the global
business community on economic trends and
investment opportunities. Written by experts
based in country for months at a time who
work closely with local business leaders and
key stakeholders, our publications provide
in-depth and authoritative analysis of the
business community in the countries that we
survey.
The Business Year assesses trends and
developments in all major economic sectors
of the country, including real estate, telecoms,
construction, finance, banking, tourism,
industry, and energy and is one of the most
comprehensive annual economic publications
available internationally on the countries we
cover.
TRL LTD
Contact Person : Haider Yousif
Designation : Technical Director
Address : PO BOX 210529, Qatar Science
and Technology Park, Qatar Foundation,
Doha, Qatar
Tel: +974 44914475 , Fax : +974 44914476
E-mail : hyousif@trl.co.uk
Website : www.trl.co.uk
TRL provides independent and impartial
world-class research, consultancy, testing and
certification for all aspects of transport. The
fast paced development of transportation
systems in the Middle East is being driven by
the demand for more capacity from rapidly
growing populations, the desire to modernise
society thereby improving the quality of life,
concern for the environment and also major
April 2015
events such as the 2020 Expo in Dubai and
the 2022 World Cup in Qatar.
TRL Middle East
TRL has been working across the whole
Middle East region for over a decade and has
well established offices in Abu Dhabi and
Qatar. We have built a reputation for technical
excellence, innovation and the ability to adapt
world leading ideas to the unique conditions
of the region:
Sustainability
Road Safety
Transportation
Training, Testing and Certification
Markets
TRLs respected industry reputation
speaks for itself. A collaborative approach,
exceptional customer service and innovative
technical ability mean we consistently deliver
high quality consultancy, applied research,
testing and certification to a range of clients in
a number of markets all around the world:
Road
Rail
Automotive
Legal
Defense and Security
Cycling and Walking
Twintec Industrial Flooring
Contact Person : Ruth Waugh
Designation : International Business
Development Director
Address : Prospect Park, Valley Drive,
Rugby CV21 2QH United Kingdom
E-mail : info@twintecgroup.com
Website : www.twintec.co.uk
Twintec is a specialist jointless concrete
flooring contractor offering a design and
construction service worldwide to provide
clients with a quality superflat floor slab to
meet their operational requirements.
A jointless floor designed and constructed by
Twintec will provide many benefits, including:
reducing floor maintenance costs
reducing equipment maintenance costs
improving the efficiencies of your logistics
operation
fast construction
Designed specifically with your business in
mind, Twintec take total responsibility for
the floor from design, materials supply and
construction. Providing a 5 year warranty for
ongoing peace of mind.
Working in the Sultanate of Oman in
partnership with the Aflag group of
companies, Twintec has already completed
several projects and has an extended portfolio
of completed projects throughout the Middle
East Region.
Worldwide Twintec design and build over
6 million m2 each year and strive to be the
specialist contractor of choice for quality
jointless concrete floor slabs.
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THE GATEWAY April 2015

OF OMAN

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April 2015

71
72
seabury report

THE NEW
GATEWAY
TO THE GULF