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Reduce Operating Costs

Reduce Operating Costs

Trying to Reduce Operating Costs? Leadership Strategies for Improvement.

Leadership behavior is critical to success and sustainable results. Organizations often fail to meet improvement targets because they focus their effort on tools and processes, not people. Thus, they try another system, spend more money than necessary, or even abandon change efforts altogether. This highly interactive session, led by industry experts with real operational experience, to learn how to implement strategies that will drive organizational improvements.

Moderator Jane McIvor, Publisher & Editor, BC Shipping News, and CILTNA member facilitated a discussion amongst the speakers and session attendees.

Featured speakers include:
Darryl Anderson, Managing Director, Wave Point Consulting
Corrie Banks, President, Triskele Logistics
Michelle Watson, Assistant General Manager, Cert Logistics,
Jeff Adams, Leadership Behavior & Continuous Improvement Consultant; Former Managing Director, Canadian Pacific.

This highly informative session addressed the following topic:

• External collaboration – how do you work in an unpredictable environment such as the one we will see for the next four years? i.e., to what extent would you focus on contingency planning?
• Demographics of the workforce and how that changes collaboration and or leadership strategies (per identified group: Baby Boomer, Gen-X, and Millennials)?
• Above question would lead to a question about managing advanced technology and buy-in from the “grey hairs”; engaging the Millennials and taking advantage of their expertise in this area.
• Mentorship – how important a role does that play for your company in developing future skilled leaders? The importance of equipping your team with the right tools (attitude is one thing but what about skills training?).
• Do your companies have robust training/team-building exercises in place? Examples?
• Managing the transition of leadership – what are some of the fundamental principles – from both sides (leader leaving; new leader).
• Part of the title of this session is how to reduce operating costs – do you have examples from your experiences where your leadership has led to a re-evaluation of business practices and a reduction in costs/increase in revenue. What sort of challenges or pleasant surprises did you run into with staff?

CLC-2017-Leadership-Strategies-for-Improvement

CILTNA Members at Cargo Logistics Canada

Is Privatization of Our National Ports and Airports in Canadians’ Best Interests?

In recent months, there has been lots of publicity about the federal government’s interest in considering some form of privatization of our national ports and airports. Outside experts have been commissioned to undertake reviews of the current system and potential privatization options. Their reports and recommendations are currently under consideration by the government. Our national port and airport system is fundamental to our economic health as nation and Canadians should be concerned when such significant changes are being considered without public discourse.

The Chartered Institute of Logistics and Transportation – North America (CILTNA) Pacific Chapter presented a panel at Cargo Logistics Canada, to hear from experts in port and airport governance and financing. Two excellent speakers to address this important topic, Mike Tretheway, Chief Economist & Chief Strategic Officer, InterVISTAS Consulting Group and Brad Eshleman, Chair, BC Marine Terminal Operators Association (BCMTOA). The panel was moderated by Martin Crilly, former TransLink Commissioner and a member of the CILTNA Executive.

This engaging session addressed the following topic:
• Why is this an issue in Canada today—where did it come from?
• Is the issue about privatization or “monetization”—what is the difference?
• Will private operation be more efficient—i.e. lower cost?
• How would user charges—rates and fares—be affected overall, and why?
• Who are the stakeholders, what are their interests and what positions have they taken so far on the issue?
• Transport users who pay rates and fares.
• Ports and airport bodies holding infrastructure assets, some needing access to new capital for renewal and expansion.
• Partners in the supply chain—terminal operators, railways, truckers, airlines.
• Investors such as pension funds seeking stable long-term returns.
• Bodies are developing other infrastructure—transit, roads and bridges, water and sewerage services—seeking capital funding.
• Ports vs. airports: what are the differences in how infrastructure assets are held—and what does this mean for a privatization process?
• How soon could privatization happen—with what triggers?
• Regulation: could this mean new control on fees and charges by privatized ports and airports as local monopolies?
• What do these recent events say about government intentions: Emerson recommendations in the review of the Canada Transportation Act, and Election promises on infrastructure investment and deficit spending.
• The concept of “asset recycling” and the creation of a Canada Infrastructure Bank; and hiring of Morgan Stanley and Credit Suisse to advise the government on port and airport privatization?

Cargo Logistics Canada 2017
Vancouver Convention Centre West
Date: Thursday, February 9, 2017