3PL Canada
THE MAGAZINE OF IWLA IN CANADA • FALL 2 009
INAUGURAL ISSUE: Lean Thinking, Canadian new Terms and Conditions
Because a lot can happen from A to B
A
B
You need McKesson Logistics Solutions
McKesson Logistics is Canada’s leading third
party logistics provider dedicated to serving the health
care manufacturing industry. From order fulfillment,
customer service, quality assurance and financial
services through to warehousing, transportation and the
management of specialty products; we adhere to
Health Canada guidelines to manage and distrubite
health care products.
We work in partnership with your company to
provide a customized solution to manage your
supply chain today and in the future as your
needs change. Our state-of-the-art information
technology gives you the ability to view your supply
chain in real-time.
If you are a healthcare manufacturer looking for
distribution to, from and within Canada, McKesson
Logistics can customize a 3PL solution for you. Our
technology innovation, healthcare logistics focus,
flexiblilty, service excellence and client relatiohsip
management define our – and your – success.
> YOUR DETAILS ARE OUR BUSINESS.
1-866-356-6830 ext. 2262
marketing@logistics.ca
www.logistics.ca
McKesson Logistics Solutions
Welcoming
Message
T
CANADIAN
COUNCIL
Brent Ellis
HE CANADIAN COUNCIL of the Interna-
have also saved money on group purchasing ventures.
tional Warehouse Logistics Association is
Of critical importance to our members has been our
pleased to present this, the first issue of our
development of the terms and conditions for business
new publication for the 3PL and warehousing commu-
with clients, which are tabled in this issue. We have
nity in Canada! Our inaugural issue came off smoothly
also provided key venues for our valued associate
and speaks to our growing strength within the supply
members through advertising, recognition and cus-
chain stakeholder community in Canada.
tomer exposure.
We thank the editorial committee for its efforts in
We will continue to provide our 3PL and ware-
the production of this new publication:
house-operator members with the intelligence and
• Ann Pompilio (SCI Group Inc.)
resources you need to focus on your core competencies.
• Bob Rose (Dominion Warehousing & Distribution)
• Rob Simmons (Systems Logic)
Our association rep-
Growing, profitable 3PL and warehouse operations engage in continuous training of their teams to
ensure the right people are doing the right job in the
resents the true supply
right way. Our first annual conference program was
chain “industry” within
designed by the Council to provide you with informa-
Canada, as our members
tion that you need to stay competitive and help you
embrace and directly practice the activities of logistics
benchmark internal performance. If you review this
and supply chain as their sole core competency.
well-priced program, we think you’ll agree that your
As Canadian members of the IWLA, we are fortunate in having a supply chain association that covers
the entire continent. Our combined service base is sub-
Cameron Joyce
staff would gain considerable knowledge by attending
the conference.
We are committed to advancing the knowledge
stantial, as we provide:
base of our members and giving them the intelligence
• Research and education;
needed to drive growth, profit and value.
Brenda Lemieux
John McKenna
IWLA
• Networking;
• Advocacy and policy development;
The Canadian Council of the International
• Promotion; and,
Warehouse Logistics Association
• Group purchasing advantages
Joel Anderson
President & CEO
...all within a truly North American context.
Brent Ellis (Wills Transfer Limited)
Within Canada, we have made successful repre-
Cameron Joyce* (McKesson Logistics Solutions)
sentations to the WSIB, provided the backbone to the
John Kelly (Wheels Group of Companies)
development by the Canadian Supply Chain Sector
Brenda Lemieux (Kuehne + Nagel Ltd.)
Council of material-handling occupational standards,
John McKenna* (McKenna Logistics Centres)
and conducted quarterly business and education sessions to an ever-growing group of members, who
*Members of the IWLA Board of Directors
David Long
Executive Director,
Canada
3PL Canada — Fall 2009
3
PUBLISHED FOR:
Canadian Council, International
Warehouse Logistics Association
David Long, Executive Director
543 Timothy Street, Unit 118,
Newmarket, ON L3Y 2R1
Tel: 416-726-0597
Email: dlong@iwla.com
3PL Canada
TH E M AG A Z I N E O F I W L A I N CA N A DA • FA LL 2 0 0 9
By Robert Martichenko
Copyright
2009 © International Warehouse
Logistics Association
All rights reserved. The contents of this
publication may not be reproduced by any
means, in whole or in part, without the
prior written consent of the publisher.
Canadian Council Members
Brent Ellis, Wills Transfer Limited
Cameron Joyce, McKesson Logistics
Solutions
John Kelly, Wheels Group of Companies
Brenda Lemieux, Kuehne + Nagel Ltd.
John McKenna, McKenna Logistics
Centres
Editorial Coordinators
Marian McGuire
Kim Biggar
Sales Representative
7 Closing
the Technology Gap:
Mobile Technologies are Changing
Warehouse Operations
By Kim Walker
Editorial Committee
Ann Pompilio, SCI Group Inc.
Bob Rose, Dominion Warehousing &
Distribution
Rob Simmons, Systems Logic
David Long, International Warehouse
Logistics Association
3 Welcoming Message
5 Lean
Thinking and the Third-Party
Logistics Provider
8 The
Language of Leadership:
Inspiring Change
By Chip Scholz
10 Putting New Occupational Standards to the Test
By Heather MacNeil
11 The State of HR in Canada
By Michael Salveta
13 Leaning on Your People
By Chip Scholz
14 Canadian Standard Contract Terms and Conditions
for Merchandise Storers or Warehouses
By Lise Dufresne
20Canadian Members
22IWLA–Canada’s First Annual Fall Conference
OUR ADVERTISERS
Bert Eastman
Design and layout
Tony Koch
Pagecraft Computer Services
Publisher
John Levi
J.M. Levi & Associates Ltd.
2200 Sherobee Road, Suite 404
Mississauga, Ontario, Canada L5A 3Y3
Tel: 905-848-6579, Fax: 905-848-8499
Email: jlevi@primus.ca
Anthony Allwood (right), President
of Systems Logic, demonstrates the
Windows mobile-based WMS to Claus
Palm Rasmussen, Director of IT and
Communications of Bellville Rodair
International.
Avalon Risk Management (Canada), Inc., 10
Chris Steer Insurance Brokers, 19
Datex, 6
Fort Storage, 12
HKMB HUB International, 19
IWLA, 11
McKenna Logistics Centres, 12
McKesson Logistics Solution, IFC
Pivotal Integrated HR Solutions, 9
Sherway Group, 10
Systems Logic, OBC
Wills Transfer Limited, 11
Lean Thinking and
the Third-Party
Logistics Provider
By Robert Martichenko
The time to fix the roof is when the sun is shining. — John F. Kennedy
T
HE RECENT PAST has been
challenging for many of us in
industry. The bold truth is that,
regardless of our age or experience level,
most of us have never been down this road
before. Economists now feel that we have
at last hit bottom, whatever that means…I
wonder what logic they are using to reach
this conclusion anyway. The cold truth is
we don’t quite understand the past, we are
reasonably unsure of where we are today
in the present, and we have no idea of
what the future will hold. Other than that,
everything is pretty good.
As a leader of a third-party logistics
company focusing on Lean principles,
I am now used to a common question.
“Robert, I assume this economy must be
good for business, as people will be looking to drive Lean and eliminate waste in
order to remain competitive; correct?”
While this seems logical, the answer is,
“It depends.” What it depends on is the
organization and its mental paradigm
about current economic conditions.
I have always tried not to be a person
that says, “There are two kinds of people
in this world,” but… there are two kinds
of companies in this world. The first is the
organization that has put on a helmet and
hunkered down in the trenches waiting
for the economic bombardment to stop.
These organizations deal with the harsh
reality of reducing their workforces, closing facilities and delaying new-productdevelopment initiatives.
For most, these reactions are necessary,
as their balance sheets dictate this as the
path for basic survival. It is a category
five tsunami and survival is their strategy
at this point.
The second type of company has a
financial situation that allows it to see these
times as an opportunity. Its thinking is,
“What can we do to get stronger so we are
prepared when the economy rebounds?”
Such companies see the sun shining and it’s
time to fix the roof. These are the organizations that are now embracing Lean. These
are the organizations that will lead their
industries as volumes begin to increase.
All of this begs a question from the
third-party logistics (TPL) corner… “So
what”? What does Lean have to do with
me, how would Lean help me and what
does my customer care whether I am Lean
or not? (See table below.)
The Paradox of Lean and the TPL
Logistics Waste
Inventory
Transportation
Space
Time
Packaging
Complexity
One of the major tenets of Lean is the
elimination of waste. The king of waste
is overproduction, defined as building
more than customers are demanding, or
buying more than we need at that exact
time. Overproduction is the king of wastes
because it creates the waste of inventory,
transportation and storage. Herein rests
a paradox for the TPL. Is our job not to
manage and execute inventory processes,
transportation and distribution? Does this
mean our job is to manage waste? If so, do
we really want our customers to get their
proverbial act together and become models
of operational excellence? Do we really
want our customers focusing on stability,
standardization, quality at the source and
inventory reduction? What if they get so
good they don’t have excess inventories
Examples
Manageable Cause
Safety stock
Buffer stock
Carrying cost
Miles - distance
Underutilized equipment
Variability in demand
Long lead times
Money tied up in inventory
Poor logistics design
No engineering process
No formal window times - No
receiving schedule
Trailer demurrage
Using potential manufacturing space for
storage
Investing in storage systems
Inefficient use of manpower
High inventory levels
High inventory levels
Long processing times
Inefficient use of equipment/resources
Long wait times
Excess inventory due to forecasting errors
Ordering more than needed
Cubic volume - moving air
Damages
Rework
Quality defects
Long lead times
Lot size too high
Non-stackable pallets
Poor packaging design
Complex processes
Complex processes
Identify where the different wastes exist in your operations.
Question as to why the waste is there.
Eliminate wastes without negatively impacting other areas.
3PL Canada — Fall 2009
5
that need transporting or storing? What
exactly is the role of the TPL in the new
age of Lean?
Lean and the TPL We can use two vantage points in considering the connection
of Lean to the TPL. One is internal and
the other external. The internal view for
the TPL asks, “What can Lean do for my
organization to drive increased revenues,
reduce costs and improve profitability?”
The external perspective asks, “If my
customers are implementing Lean, what
do I need to know and do to remain part
of the value proposition?” Let’s deal with
the internal first.
Third-Party Logistics Providers —
Looking Inward Third-party logistics
providers have an incredible opportunity
to drive operational excellence internally.
In our education work with TPLs (yes,
we willingly train our competitors), we
recognize an opportunity to implement
the fundamental Lean principles: strategy
deployment, standard work, error proofing
processes, time and motion analysis, and
visual management and organized workplace (the 5 S’s) disciplines.
In addition, very few TPLs have suc-
3PL Warehouse Management
Software Solutions
ur
o
y
e
b
s
Let u
!
r
e
v
a
s
Life
ceeded in building a problem-solving
culture. This latter point is the largest
opportunity that exists. The TPL environment is one that is largely made up,
by design, of unskilled and skilled team
members, floor supervisors, team leaders
and floor managers. In other words, the
majority of employees working in the
TPL industry are driving down the road
or on the floor engaged in “real work.”
Yet, as leaders, we are not engaging them!
Taichii Ohno, the famed engineer who led
the development of the Toyota Production
System, called this lack of engagement
a “terrible waste of humanity.” These
team members live the problems, see and
feel the problems (and at times cause the
problems), yet we continue to ignore the
potential the entire organization brings in
solving problems at the root cause. This
is step number one for any TPL looking
to begin the Lean journey.
But beware! When we do begin engaging the workforce to identify and expose
problems, it will create more grief in
the short term! Why? Because in TPL
University, they brainwash us to believe
that the root causes of all our problems
are created by our customers. If only our
customers could level their shipments! If
only the customer could label the boxes
properly! If only the customer could load
our trucks faster! If only we could get
accurate data! And so the story goes; if it
wasn’t for our customers, we would be the
billboard for operational excellence! This
level of arrogance will not survive the new
economy. Economic volumes will come
back, but not likely to the levels we have
known in the past. We will see growth,
but it will be gradual and relatively flat.
Rest assured, there will be a host of TPLs
competing for fewer opportunities. This
will truly be survival of the fittest. And the
fittest will be those who check their ego at
the door, take a good look in the mirror and
realize their operations are riddled with
waste that has nothing to do with the customer or other external forces. As the great
philosopher Pogo once said, “We have seen
the enemy and the enemy is us.”
Third-Party Logistics Providers –
Looking Outward Jim Womack and Dan
Jones, leading thinkers and authors in
Lean, describe the “Lean Enterprise” as:
“A continuing agreement among all
firms sharing the value stream to correctly
specify value from the standpoint of the end
customer, remove wasteful actions from
the value stream, and make those actions
which do create value occur in continuous
flow as pulled by the customer.”
Nobody is so naïve to think that this is
not a very tall order. However, we do know
something from the last two years that will
prove useful. Organizations that continue
to create and tolerate process waste will
not survive in the new world. Operational
excellence is not a nice to have, it is a must
have. Let’s examine why.
Prior to the economic collapse, many
organizations were riding the wave.
Business was great and we couldn’t move
product fast enough. We built factories
and distribution centres. We hired people
en masse and the last thing we needed to
worry about was waste reduction. Then
the tide changed and we reversed all the
growth decisions by closing, reducing and
Continues on page 9
The Power of Waste Reduction
Figure 1: The Power of Waste Reduction
Forcing More Work Through a Broken System…No Way!
VA
NVA
Growth
NVA
VA
BVA
BVA
Raise Efficiency Through Continuous Improvement…Yes Way!
VA
NVA
www.datexcorp.com
6
3PL Canada — Fall 2009
BVA
NVA
Growth
VA
BVA
Additional
Value Add
Closing the Technology
Gap: Mobile Technologies
are Changing Warehouse
Operations
By Kim Walker
W
AREHOUSE operations
nowadays are benefiting from
the use of mobile computing
devices that make possible not only improved pick efficiency, but also increased
supply chain visibility in real time. These
wireless, handheld computers incorporate
the ability to deliver user-friendly interfaces utilizing maps and pictures to ensure
that users – particularly those with limited
ability in reading English – are picking
the right products to be shipped. They
also update inventory data immediately.
These two key features of the technology
are dramatically changing warehousemanagement systems.
In their report of the 13th Annual Third
Party Logistics Study, released in October
2008, Capgemini and its study partners
noted the existence of a technology gap
in the 3PL industry. The study found that
only 38 percent of respondents – logistics
executives, users of 3PL services – are satisfied with their 3PL providers’ information technology capabilities. Technologies
being developed for use in the industry are
not, apparently, being put to widespread
use by 3PL providers.
According to Anthony Allwood, president of Systems Logic, a Canadian-based
provider of warehouse-management solutions to small and mid-sized 3PL providers,
the technology gap in the industry may
finally be closing. Mr. Allwood says that, in
the last four years or so, technology adoption by 3PL providers has risen exponentially. He believes that radio-frequency and
new, friendlier, Windows-based wireless
technologies, and the obvious benefits they
deliver, are the reason for the increased
use of technology in warehouse facilities.
Because the new-generation mobile
warehouse-management systems have the
potential to display images, both of locations of goods within a warehouse and of
the goods themselves, they are easy for
warehouse employees to use. “Say goodbye to terminal servers, black screens and
green cursors!” says Mr. Allwood. In an
industry that often depends on temporary
workers and ESL staff, the new userfriendly interfaces and pictures reduce
errors. Workers require less training, and
potential language or reading-skill issues
are sidestepped through use of this imagebased technology. Mr. Allwood compares
the technology to a road map, noting how
much easier it is to find your way, say to
Florida, with a map than by following
written instructions.
When an order picker scans an item
using a mobile device, inventory records
are immediately updated to reflect the
thereby-reduced quantity of the item in
the warehouse. As supply chains become
ever more visible to customers – and
customers’ customers – real-time data
is a strong sales tool for a 3PL provider.
In addition, because use of this picking
technology eliminates manual input of
inventory data, records can be expected
to be more accurate.
Beyond picking and packing, mobile
systems can track and report on all movement and storage of goods within a warehouse to allow the parties within a supply
chain to know where specific goods are:
when they arrive, when they’re unloaded,
where they’re stored, and more. In addition, since all of the transactions happen-
ing on the floor are captured by the system,
billing documents can be automatically
generated. Mr. Allwood notes that, “not
only are 3PL providers struggling with
wading through paperwork, but in fact,
they’re losing revenue opportunities,” He
believes that, when warehouse operations
are at their busiest, paperwork can get lost
or be completed incorrectly, leading to
lost revenue.
While handheld devices themselves
have been around for more than a decade,
it is the combination of the new Windowsbased mobile computing handhelds with
new software that takes advantage of their
capabilities that has enabled the new WMS
technology. In some cases, a company
that makes use of older RF technology,
which displays text with prompts on the
handheld’s screen, can upgrade to the more
user-friendly technology without changing
its hardware.
“This technology is not just for the
big guys,” says Mr. Allwood. In fact, the
company has a client with only two users
of the technology in a warehouse space
of 2,000 square feet. On the other hand, it
also has a client with 11 facilities ranging
from 40,000 to 200,000 square feet.
It is the simplicity and accuracy of new
technologies, as well as their ability to
enhance visibility, that Mr. Allwood cites
as the reasons for increased adoption of
technology in the warehouse. He will discuss this closing of the technology gap in
his presentation at IWLA’s first Canadian
conference, on October 14.
Kim Walker is an editor and staff writer
with 3PL Canada.
3PL Canada — Fall 2009
7
The Language
of Leadership:
Inspiring Change
By Chip Scholz
S
TEPHEN DENNING, a senior
scholar at the University of
Maryland’s Burns Academy of
Leadership, makes the case for transformational communications in his book, The
Secret Language of Leadership (JosseyBass, 2007). More than anything, it’s
what leaders say — and the way they say
it — that generates sustained energy and
exponential results.
What does it take to transmit bold new
ideas to people who don’t want to hear
them? How can the language you use
facilitate enthusiastic, energetic implementation?
Transformational leaders:
• Generate enduring enthusiasm for a
common cause
• Present innovative solutions to solve
significant problems
• Catalyze shifts in people’s values and
ideologies
• Demonstrate a willingness to sacrifice
personal interests for the greater good
• Help others get through crisis moments
• Inspire people to want to change, creating a positive energy that sustains the
change
• Generate followers who will ultimately
become leaders
The ‘what’ of transformational leadership is reasonably clear. It’s the ‘how’
that’s usually obscure.
• How do leaders communicate complex
ideas and spark others into enduringly
enthusiastic action?
• What words do they use to inspire others
to become new leaders?
• Why are some leaders able to accomplish
the feat while others fail miserably?
How to Lead Change Many experts
8
3PL Canada — Fall 2009
proclaim that leadership is solely an issue
of inner conviction: You must find the
leader deep within yourself. Other experts
encourage you to:
• Become the person others will want to
follow
• Discover your strengths
• Increase your self-awareness, selfregulation and authenticity
• Become emotionally and socially intelligent
• Visualize to materialize
• Be true to yourself, and change will
happen
If leaders’ own inner commitment to
change is to have any effect at all, they
must communicate it to those they aspire
to lead. Leaders’ actions speak louder
than their words, but in the short run, it’s
what leaders say — or don’t say — that
has an impact.
The right words can create a galvanizing
effect, enthusiasm, energy, momentum and
sustainable motivation. The wrong words,
or even words said in the wrong sequence,
can undermine your best intentions and
plans, killing an initiative on the spot.
Old-School Communication The traditional communication approach follows
this sequence:
Define the problem ► Analyze it
►Recommend a solution
This approach appeals to reason and
has been a revered intellectual tradition
in organizations since the ancient Greeks.
It works well when the aim is to pass on
information to people who want to hear it,
or who are obliged to comply and follow
without question.
But if your aim is to get people to
change their behaviour and act in some
fundamentally new ways with sustained
energy and enthusiasm, old-school communication has two flaws:
1.It doesn’t work.
2.It often makes the situation worse (negative impact).
People who disagree with you or have
other ideas and habits won’t respond well
to your list of reasons to change. In fact,
lecturing them on your beliefs will often
lead to greater entrenchment in their longheld approaches and behaviours.
Confirmation Biases A significant
body of research shows that asking people
to change often drives them more deeply
into opposition. In study after study, people
display a phenomenon called “confirmation bias.” Confirmation bias is a tendency
to search for or interpret new information
in a way that confirms one’s preconceptions and to irrationally avoid information
and interpretations that contradict existing
beliefs. All of this happens instantaneously
in the part of the brain that’s responsible
for emotional reactions.
This explains why traditional persuasion techniques fail, especially when
delivered too early in a presentation. You
risk speaking to a skeptical, cynical and/
or hostile audience whose confirmation
bias has been activated.
Successful leaders follow a unique,
almost-hidden communication pattern:
Grab the audience’s attention ►
Stimulate desire ► Reinforce with reasons
Step 1: Getting the Audience’s Attention
In an experiment with 60 executives,
researchers found the most-important factors in grabbing their attention were:
1.A personalized message
2.Evoking an emotional response
3.A trustworthy source
4.Concise language
In fact, personalized messages that
evoked emotion were more than twice as
likely to resonate with the group. Social
scientists have shown that negative messages are more attention-getting than
positive ones. To get an audience’s attention, share:
• Stories about the audience’s problems
• Stories about the problems’ worsening
trajectory
• A relevant story about how you dealt
with adversity
• A surprising question or challenge that
will interest the audience
Step 2: Creating Desire Positive stories
are extremely important for creating a
desire to change. If you want your team
to do something different, present stories
and clear examples of how successful
innovators are making a difference. Appeal
LEAN THINKING from page 6
eliminating. The virtual roller coaster. As
volumes come back, organizations will
be faced with a very tough question, “Do
we build, hire and increase again knowing
what we now know?” The question of all
questions is, “How do we grow steadily
and not add infrastructure cost?” The only
way to accomplish this is to focus on Lean
principles, to eliminate all wasteful activities and do only those things that add value
for the customer.
Let’s go back to fundamentals. There
are only three types of processes:
1. Value-Added; those things that are
critical to service the customer, and the
customer is willing to pay for these things
(think transforming products or services to
meet customer expectations).
2. Business Value-Added; those things
the customer does not care about but we
must do anyway (think homeland security,
DOT regulations).
3. Non-Value-Added: those things the
customer is not willing to pay for and that
serve only to drain money and resources
from the organization (think rework, storage, obsolescence).
As Figure 1 shows, when organizations
do not focus on operational excellence,
growth only serves to increase all three
types of processes. We have all lived it in
the TPL industry. We get a new customer,
which serves as a 10 percent growth in
revenue, and we necessarily add 10 percent more people, space and overhead. The
revenue curve and the cost curve flow as
parallel vectors. What if we could bring on
new customers and not add resources in a
linear fashion? This can be accomplished
by replacing non-value-added activities
with value-added activities. In other
words, let’s stop doing the dumb stuff
and only do the smart stuff. This will be
the new world.
What an amazing opportunity for the
TPL industry to participate in this new
awakening that our customers are heading
towards. Our roles will not be to transport
and store, but rather to identify problems,
implement solutions and add value in a
myriad of service offerings. Who better
to brainstorm about waste in the supply
chain than your friendly neighbourhood
TPL? We feel, know and live the effects of
much of the undisciplined processes that
create the waste. The goal is to become
a leader in the solutions to eliminate this
waste from the supply chain from a Lean
Enterprise point of view.
Sustaining for the Future Lean is in
vogue. Some believe it is just another
program that will gradually disappear. I
personally struggle with this. First, Lean
thinking has been around for centuries.
Second, Lean is about knowing what the
customer wants, knowing what steps in
your process provide those things and then
only doing those things. In the process of
doing this, we engage our team members,
treat people with respect and create a
learning environment through continuous
problem solving. How can these basic
guiding principles be considered a program or flavour of the month?
The truth is it really does not matter
what we call it: Lean, TQM, Six Sigma,
ISO. What we are talking about is having
a relentless commitment to continuous
improvement in order to eliminate wasteful activities in order to remain competitive. Arguing about the virtues of this
strategy is no longer an option. Survival of
TPL customers will rely on Lean thinking
and, therefore, our own future will hinge
on our commitment to Lean thinking, both
internally and externally.
Robert Martichenko is CEO of LeanCor
LLC and LeanCor Canada Inc.
to both heart and mind to gain an enthusiastic buy-in. Effective leaders establish
an emotional connection.
The task isn’t to impose your will on
an audience; it’s to enable participants
to see the possibilities and come to their
own conclusions, based on the evidence
presented in your positive stories. These
stories allow audience members to see the
world for themselves, view their relationships in a new way and make progress in
implementing organizational goals.
Step 3: Reinforcing with Reasons The
desire for change will wane unless it’s
supported and reinforced by compelling
reasons. Remember to share the story of:
• What the change is, as seen through the
eyes of those who will be affected by it
• How the change will be implemented,
with a delineation of the simple steps
for getting from “here” to “there”
• Why the change will work, with an explanation of the underlying mechanisms that
make change virtually inevitable
Chip Scholz is Head Coach at Scholz and
Associates, Inc. and serves on the IWLA
board of directors.
Helping business find
success via expert
HR
Payroll
Recruitment
Staffing Solutions
pivotalsolutions.com
3PL Canada — Fall 2009
9
Putting New Occupational
Standards to the Test
By Heather MacNeil
National standards for the supply chain sector are assessed in the field
W
ITH OVER 720,000 people
working in various supply
chain positions in one of the
fastest-growth areas of the economy, it is
no surprise that one of the top priorities of
the Canadian Supply Chain Sector Council
(CSCSC) was the development of national
occupational standards. Occupational
standards describe what a person in a
particular occupation must know and be
able to do, and generally comprise three
sections: skills and abilities, core knowledge, and standards of ethical practice.
And, because growing a talented pool of
supply chain professionals is one of the
challenges – perhaps the biggest – facing
the supply chain today, it is essential that
stakeholders have practical and logical
tools to address this challenge.
The CSCSC brings together partners
in the sector to develop solutions to the
human resources challenges faced by
stakeholders. This non-profit organization
is committed to enhancing the sector’s ability to attract and retain workers at all levels
and across the full range of functions, and
to advancing the skills of those workers.
The CSCSC provides education, career
and other HR information and tools to help
individuals make informed decisions and
businesses improve their productivity.
With the assistance of the Canadian
Standards Association and with significant input from stakeholders, the CSCSC
used a best-practices approach to develop
its national occupational standards. And,
while normally it can take three to four
years to develop a single occupational
standard, using this approach, we completed 15 standards in only 16 months.
From the earliest days of the project,
it was believed that the standards would
provide a basis for the development and
refinement of a number of human resources procedures and documents, including
drafting job descriptions, benchmarking
performance, and developing training
programs and progression plans, to name
a few. And although we were confident in
our thinking, we really needed to validate
our assumptions within the Canadian supply chain marketplace.
The Manitoulin Group of Companies
volunteered its warehousing division,
Multimodal Logistics Systems Inc., to be
the pilot site for this important phase of
the project. After assessing Multimodal’s
current state and future needs, participants
from Multimodal and the CSCSC unanimously agreed that job descriptions were
the best place to begin the pilot. Working
with employees in various roles, as well
as their direct managers and General
Manager Pat Carroll, we were able to craft
up-to-date job descriptions for all positions in the company’s warehouse operation – 13 in all – using the occupational
standards as the basis for the content and
format of the documents.
“Our existing job descriptions, while
very detailed, did not really capture the
essence of the job requirements. They
covered the duties that would be required
on a daily basis but didn’t really describe
what the job was,” says Pat. By using the
occupational standards, he adds, “We now
have job descriptions that describe the job
overall, as well as the tasks involved, which
will help us hire the right people with the
right skills and develop people in their current positions, and will be an excellent tool
for employee appraisals.” Multimodal and
Manitoulin confirmed what we initially
thought and can already see other applications for the standards. In fact, they have
already started looking at using them for
their training plans, which are currently
under review and development.
Encouraged by our first validation, we
were anxious to continue our pilot, and
CentricRetail Logistics Inc., which had
just opened its first facility in February
of this year, partnered with us to use the
occupational standards in the development
and fine-tuning of many of its HR programs
Continues on page 12
we understand your business
Delivering the Right Fit!
The Sherway Group is an asset-based,
full service, customized logistics and
supply chain solutions provider.
www.sherwaygroup.com
10
3PL Canada — Fall 2009
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The State of HR
in Canada
By Michael Salveta
2
009 has been a very busy year for
HR departments across Canada,
as they deal with requirements
ranging from tactical reductions to benefit
expenses to strategic layoffs and organizational realignments. The frequency and
severity of HR-related challenges have indeed been at an all-time high over the last
year, as the stress of the recession weighs
heavily on every sector and everyone.
However, the human resources profession and departments have been in a state
of evolution on multiple fronts as of late. If
one thing has become clear for many companies, it is that HR plays a critical role in
the well-being of a company. Far too often
in the past, HR departments were relegated
to the corner as a support function,; their
importance as a valuable partner in business operations was rarely acknowledged.
Successful companies fully integrate their
HR departments into the business and the
decision-making process. Employees are
becoming more sophisticated and smarter
about their legal rights in the workplace;
HR professionals that keep up with changes are an invaluable resource.
Laying off staff, even in a recession,
entails a certain amount of risk of lawsuits
and human-rights claims from disgruntled
employees. During this recession, companies have been able to clean up a lot of old
problems. Suddenly, people who had been
allowed to coast through, because manage-
ment didn’t want to deal with whatever
issues were involved, were being let go.
The HR department is a critical player in
this process and the best tool a company
has in managing tense and potentially
litigious situations.
The Ministry of Labour, in Ontario at
least, hasn’t eased off during the recession
in its pursuit of healthy and safe working
conditions for all employees. The Ministry
has hired additional inspectors and conducted a number of inspection blitzes.
Rules and regulations, expectations
related to training and documentation, and
fines levied have all increased. Although
certainly all levels of management and
supervisors are responsible for ensuring
the health and safety of Canadian workers,
the HR department plays a pivotal role
in coordinating and training for proper
awareness of these issues.
A Year of Advancements and Change
in the HR Department HR professionals
as a whole have been slower than their
counterparts in other departments to adopt
and embrace technology in their work, and
not just in their personal use of technology.
Areas of technology advocacy fall to the
HR department to support internal communication, collaboration and improved
productivity. A company intranet might
require IT assistance, but it is the HR
department that needs to own the tool and
advocate for its use. HR professionals are
now beginning to catch up with their peers
in other departments.
Generation Y members, love ‘em or
hate ‘em for whatever reason, are entering the workforce in huge numbers and
bringing their work/life philosophies and
expectations with them. This generation
grew up with computers and the Internet,
so it’s not uncommon for its members to be
called upon to train their workplace superiors – including those in the HR department
– in new technologies. Whereas previous
generations would have relied on fax, mail,
email and the phone to communicate, this
generation adds instant messaging, passive messaging (think Twitter), wikis and
text messaging to the mix, and they abhor
voicemail. The balance between work and
life for these workers is also more fluid,
as they are less likely to confine each in
separate hours in the day. HR is working to
catch up with this fast-moving generation,
learning how to engage them and benefit
from their productivity methods, integrate
them into the office with other generations,
and find and hire the best people this generation has to offer.
The dreaded annual performance
review is also under attack from a multitude of angles. First, most companies find
them to be dreadfully administrative with
tons of paperwork. Second, managers and
employees alike have become accustomed
to filling in perfunctory answers to simply
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3PL Canada — Fall 2009
11
complete the task. Finally, Gen Y seeks
and prefers a constant dialogue regarding
performance, as opposed to an annual
discussion. Several products have entered
the marketplace in recent years to manage
the workflow of performance reviews
online, and HR departments are working
to better train managers on effective performance evaluations – not just annually,
but throughout the year.
The war for talent hasn’t subsided much
during the recession, either. While it is true
that the market is flooded with plenty of candidates, companies have generally held on
to their ‘A’ players. So the number of résumés being received might be going up, but
the selection of quality candidates remains
slim. Business owners should be aware
that the best candidates, most of whom are
still working, aren’t going to be had for a
bargain, either. Top talent in Canada still
expects to be well compensated, which
is partly why many of the best employees
haven’t been moving during the worst part
of the recession. However, this will start
to change as companies begin unfreezing
salaries and hiring, as is expected to start
happening in the fourth quarter.
Already, sales and marketing positions
are opening, driving up demand for the
best people. Compounding this demand,
companies have learned to be more specific in their requirements, which only further
narrows the field of possible candidates.
Recruitment firms have been forced to
spend a considerable amount of time direct
recruiting talent in order to fill positions,
because résumé collection has been less
than effective. This has two implications
for Canadian businesses: first, it’s taking
longer to fill these sales roles with the right
people and, second, your best people have
been or will be tempted away with better
offers. Many of them will leave, but busi-
nesses can stem the outflow of talent by
providing those who stayed through the
tough times with any number of financial
and non-financial rewards.
2009 has been a year of many changes
for HR and recruitment professionals, and
2010 is likely to be an even busier year,
as Canadian businesses recover and ramp
up their operations. Businesses should
acknowledge and embrace the impact HR
departments can have on the health and
well-being of business and, most importantly, the bottom line.
STANDARDS from page 10
and practices. After reviewing the standards, management saw an immediate use
of the standards to enhance the company’s
prescreen telephone recruitment process.
By adding just a few critical questions to
probe, for example, a candidate’s ability to
work an 11.5-hour shift, to bend, lift and
climb, and to work in extreme temperatures,
HR is now able to assemble a better pool
of candidates, people who are matched to
the job specifications and challenges of
this very busy warehouse operation. This,
in turn, has improved the quality of the
face-to-face interviews that follow, which
has reduced the time and effort required
of both HR staff and the hiring manager.
Management suspects that, in the long term,
better hiring will also increase employee
job satisfaction and reduce turnover – two
very important and tangible measures of
any company’s success.
In addition, CentricRetail found the
occupational standards useful in the
development and implementation of performance-assessment documentation and
processes, a project the company had just
recently launched. “The detail found in
the national occupational standards documents has been a vital resource in improving Centric’s prescreening interview guide
and skill-development analysis [and will]
enhance our current business practices,”
says Leona McLinden, Manager of Human
Resources for CentricRetail Logistic.
Both Multimodal and CentricRetail
confirmed what CSCSC believed – that
the occupational standards provide a comprehensive source of information about the
skills, abilities and knowledge that feed all
human resources programs. By design, they
will become a critical and trusted HR tool
of choice for companies large and small,
mature and new, within the supply chain.
We are delighted that this work has
moved us forward on two separate fronts.
First, it has provided the foundation for
the CSCSC’s newly launched Material
Handler Skills Upgrading project, which
will be using the same, now-proven consultative methodology to develop another
eight national occupational standards for
the supply chain sector.
Second, we will be working with Mount
Royal College in Calgary to mutually
explore how the occupational standards
might support its curriculum development and course selection, its programmarketing approach, and its work-term
and permanent job-placement processes. It
will be exciting to work with educators to
develop another application of the occupational standards for the supply chain.
For more information or to view the
standards, please visit the CSCSC website,
at www.supplychaincanada.org.
Michael Salveta is President at Pivotal
Integrated HR Solutions.
Heather MacNeil is Project Manager of
the Canadian Supply Chain Sector Council Occupational Standards Project.
“Dedicated
to Service,
CONGRATULATIONS!
To the members of the IWLA in Canada
for the launch of this magazine that
speaks to our industry.
Learn about us online at www.mckennalogistics.ca
12
3PL Canada — Fall 2009
Committed
to Excellence”
Airdrie AB • Saskatoon SK • Winnipeg MB • Guelph ON
Leaning on
Your People
By Chip Scholz
I
F YOU DON’T have the right people,
no system will lead to greater productivity or better operating results.
That is why it is imperative to hire right in
the first place. Here are some statistics on
worker engagement that talk about getting
the right people on board.
In The 8th Habit, Steven Covey reported on a Harris Interactive poll of 23,000
American residents employed full time in
key industries. Consider these findings:
• Only 37 percent said they have a clear
understanding of what their organization
is trying to achieve and why.
• Only 1 in 5 was enthusiastic about
their team and organization’s goals.
• Only 1 in 5 workers said that they have
a clear line of sight between their tasks and
their team’s and organizational goals.
• Only half were satisfied with the work
they accomplished at the end of the week.
• Only 15 percent felt they worked in
a high-trust environment.
While these statistics point to more than
a hiring issue, it starts with employing an
active, engaged, committed workforce.
A Michigan State University study
found that hiring managers were only 14
percent effective in hiring the right person
when using the traditional résumé/interview format for hiring. Adding background
checks takes the success rate to 26 percent.
Using traditional methods, typical hiring
managers are likely then to get the right
person only once in every four hires.
Is this information surprising? I don’t
know why it would be; were you ever
trained to interview and hire the right
people? I don’t recall “Interviewing 101”
as a choice for coursework in my business
curriculum. Was it on yours? How many
business owners and managers have had
actual training on how to interview and
hire the right people?
We hire based on our personal biases.
We tend to hire people we like or people
that are like us. Typically, 90 percent of the
hiring decision happens in the interview.
Is this really the best way to hire?
The way most of us learned to interview is by experience. We have all been
interviewed, and we use that experience
to form our own interviewing style. We
read some cool questions somewhere and
incorporated them into our routine. We
may have had mentors along the way who
helped. For the most-important hires, we
formed a committee. Bottom line is this:
we still tend to hire from the gut.
Let us improve the odds of picking
the right people. The process starts with
benchmarking the job. It is a facilitated
process that creates the system for hiring
the right person for the job. The benchmarking process starts with the question,
“Why does the job exist?” and asks further,
“If the job could talk, what would it say?”
We then organize and focus the information to create a laser-focused job profile.
Further, a benchmark focuses on the
key accountabilities of the job, not just
the responsibilities. There is a big difference between the two, although for most
organizations the distinction is never
made. Responsibilities are what the job
requires an employee to do (tasks) and
how they need to do it (behaviours).
Accountabilities may be described as the
chief reason or reasons why the tasks and
behaviours need to be performed and how
performance will affect company goals
and the ability to serve customers.
Defining accountabilities leads to
the creation of a complete selection and
employee-development process. The
process starts with hard skills, but doesn’t
focus there. It is not the hard skills—the
how-tos and when-tos--that cause failure
in a job, but the soft skills--attitudes and
habits--that keep someone from succeed-
ing. We hire for knowledge and skills, but
end up firing for attitudes and habits.
The work product of a successful
benchmarking process includes:
• A targeted advertisement to be used
in classified advertising or internal posting
for the job.
• A set of interview questions that target
specific behaviours, rewards and personal
talents and skills required for the job.
• The opportunity for subsequent training in how to ask the questions (the easy
part), as well as understanding the answers
so you will know the right ones when you
hear them (the harder part).
• A job manual containing everything
you need to know about the job.
• Assessments for candidates that
compare individual results directly with
the benchmark.
• A template for future career growth
and development once you hire an employee, a way that the hiring manager can get
to know the employee better before he or
she walks in the door, including what to
expect and how to help the person become
a top performer.
• Specific, measurable key accountabilities for the job that lead to clear
expectations on both the employer’s and
employee’s parts.
The point? If you hire right, turnover
is reduced. People are more likely to stay
happy and engaged in their work because
they are a good fit. You are more likely
to keep a highly motivated, excited and
energized work force.
Here is the key. When you hire employees, you are putting your business in their
hands. Don’t you want to be as sure as
possible they are the right hands?
Chip Scholz is Head Coach of Scholz and
Associates, Inc. and serves on the IWLA
board of directors.
3PL Canada — Fall 2009
13
Canadian Standard Contract
Terms and Conditions
for Merchandise Storers
or Warehouses
By Lise Dufresne
I
N CANADA, the Canadian Standard
Contract Terms and Conditions for
Merchandise Warehousemen has
historically served as the authority on
warehouse operations and procedures,
forming a critical element of negotiated
contracts for warehousing and distribution services.
Originally approved by the
Canadian Association of Warehousing
and Distribution Services in October
1988, it was revised and approved by
the International Warehouse Logistics
Association (IWLA) in January 1999, two
years after the merger of the Canadian
Association of Warehousing and
Distribution Services and the American
Warehouse Association in 1997.
The “T&Cs,” as they became known,
offered a unified voice for the industry,
defining both the standard practices related
to receipt, storage and shipment of goods,
and a defined standard of care (in keeping
with the various provincial statutes) and
defined limitations of liability aligned
with warehouse legal liability insurance
coverages. They also brought to light the
ever-important “lien” – the statutory right
(as defined by the province in which the
goods are stored) of a warehouseman for
all charges, advances and expenses in
relation to the goods, and in the event of
non-payment, the right to sell or otherwise
dispose of the goods as the warehouseman
sees fit to satisfy such lien.
Move ahead now to the fall of 2008,
and the industry, as much as it has stayed
the same, has also evolved to have an
ever-growing reliance on technology and
advanced warehouse-management sys-
14
3PL Canada — Fall 2009
tems, and a greater focus on compliance in
the handling, storage and transportation of
regulated goods (such as pharmaceuticals,
medical devices, food products and coldchain products) and dangerous goods.
The IWLA chose to modify both the
U.S. and Canadian versions in December
of 2008, and to roll out the new documents concurrently. The timing was
critical, since many Canadian members
have clients on both sides of the border.
Where possible, the Canadian Council, in
conjunction with the IWLA Legal Affairs
Sub-Committee, worked to bring both sets
of terms and conditions into harmony to
the extent permitted by Canadian laws.
Since the industry in Canada had become
so accustomed to the Canadian T&Cs, it
was important, however, to maintain the
long-standing tenets of the document.
The revised terms and conditions,
newly entitled Canadian Standard Contract
Terms and Conditions for Merchandise
Storers or Warehouses, can be found on
pages 15 and 17.
One focus of the revisions to the
document was to ensure the document
was gender-neutral, and to provide clarity
through modified and newly added definitions. For example:
• “Storer” or “Warehouse” replaced the
original term “Warehouseman.”
• The definition of “Storage” was added
to include other related logistics services,
such as cross-dock, trailer-drop and transloading, and any other storage services.
• “Article” was added to mean all goods
of the Depositor within the Warehouse
Facility, whereas “Goods” defines the
goods covered under the receipt.
• “Depositor” revised the previous
definition of “Storer” under the old terms
to mean the client who deposits the Goods
and Articles in the Warehouse Facility.
• Any reference to dollar amounts in
the T&Cs is in Canadian currency, unless
specified otherwise.
• The T&Cs shall be governed by
the law of the Province within Canada
in which the “Warehouse Facility” is
located.
Another focus was practicality – the
revised document contemplates that
rates and charges can be attached to the
document to form a contract, or, that in
the absence of any provided rates, the rates
will be based on the current tariff in effect
at the time the service was performed.
The T&Cs also now contemplate that any
documents may be issued in either physical or electronic form.
The revised document also provides
definition to some of the new obligations
of the Depositor, including:
• Providing the Storer in advance with
detailed written information and instructions on any of its Articles (and where they
fail to do so, the Storer can refuse to accept
any such Articles).
• A warranty that the Goods and their
packaging comply with laws or regulations governing the handling or storage
of dangerous goods.
• Providing the Storer with at least 48
hours in advanced written notice prior to
being granted access to the Goods.
Finally, and in keeping with standard
industry practice, the revised terms provide an option for the parties to define and
agree to a shrinkage allowance (in Section
10 g). Accordingly, this section of the
T&Cs will need to be customized by the
Storer in its document to be enforceable.
The Canadian Council and the Legal
Affairs Sub-Committee recommend that a
warehouse logistics provider consult with
an attorney experienced in the practice
of warehouse law before modifying the
T&Cs.
The IWLA, in releasing the revised
T&Cs to its Canadian membership, also
provided a listing of supplemental terms
that can be incorporated into a stand-alone
contract or an addendum to the T&Cs.
These are helpful in developing a customized contract for third-party warehouse
services.
Looking ahead, the T&Cs will continue
to define the standard by which parties
engage and work together in the provision
of warehousing and distribution services
in Canada. With companies expected to
continue to outsource their logistics services and focus on their core competencies, logistics providers need to provide
cost-effective, efficient and value-added
services. Industry’s need to manage risk
and costs, coupled with a fast-changing
environment and focus on compliance,
will underscore the ongoing need for and
commitment of the IWLA to maintain and
enhance this valuable tool.
Lise Dufresne is Director, Contract Management at McKesson Logistics Solutions.
Lise was a member of the Legal Affairs
Sub-Committee that rewrote the new Canadian Standard Contract Terms and Conditions for Merchandise Warehousemen.
Canadian Standard Contract Terms and Conditions
for Merchandise Storers or Warehouses
(Approved and promulgated by Canadian
Association of Warehousing and Distribution
Services, October 1988; revised and promulgated by the International Warehouse Logistics Association, January 1999; revised and
promulgated by the International Warehouse
Logistics Association, December 2008).
DEFINITIONS – Sec. 1
In these Terms and Conditions:
“Article” means an item of tangible personal
property other than a fixture.
“Depositor” means the owner of the Goods
or the party for whose account the Goods
are stored;
“Goods” means the goods or packages
containing them that are described on the
face of and are covered by this Receipt;
“Receipt” means this non-negotiable warehouse receipt to which these Terms and
Conditions are attached and which acknowledges in writing Storer’s or Warehouse’s
receipt for storage of Depositor’s Goods;
“Storage” includes cross-dock, trailerdrop, transloading and other such storage
services.
“Storer” or “Warehouse” mean the issuer
of this Receipt, its employees, servants,
successors and assigns; and
“Warehouse Facility” mean the warehouse
premises of the Storer or Warehouse.
CONTRACT – Sec. 2
Subject always to legislation in force governing warehouse receipts in the province where
the Goods are stored, this Receipt including the Terms and Conditions hereinafter
set out and rates and charges that may be
attached hereto, when delivered or mailed
to the Depositor of the Goods at its address
last known to the Storer or Warehouse, shall
constitute the contract between the Depositor and the Storer or Warehouse; provided
that the Depositor may within 20 days after
such delivery or mailing, notify the Storer or
Warehouse in writing that the Depositor does
not accept the contract and forthwith there-
after shall pay the Storer’s or Warehouse’s
lien for charges and remove the Goods. If
such notice is not given then this Receipt
constitutes the contract. This contract may
be cancelled by either party upon 30 days
written notice and is cancelled if no storage
or other services are performed under this
contract for a period of 180 days.
TENDER FOR STORAGE – Sec. 3
All Goods tendered for storage shall be
delivered at the Warehouse Facility properly
marked and packaged for handling. The
Depositor shall furnish at or prior to such
delivery, a manifest showing marks, brands
or sizes to be kept and accounted for separately, and the class of storage and other
services desired.
STORER’S LIEN – Sec. 4
All advances and charges are due and
payable prior to delivery or transfer of the
Goods. The Storer or Warehouse shall have
a lien upon, right of retention and security
interest in all Articles of Depositor, including the Goods, at any time heretofore and
hereafter deposited by Depositor in any
Warehouse Facility owned or operated by
the Storer or Warehouse. Such lien, right of
retention and security interest shall be for all
charges, advances and expenses in relation
to such Articles of Depositor, whether or not
heretofore released from the Warehouse
Facility. In the event of nonpayment of any
such amounts, the Storer or Warehouse has
the right, after reasonable notice, to sell or
otherwise dispose of the Depositor’s Articles
in any manner that it may reasonably think fit
to satisfy its lien, subject to legislation in force
governing the disposition of such Articles in
the province where such Articles are stored.
Where the Storer or Warehouse decides, in
its sole and exclusive discretion, to deliver
or transfer the Goods prior to receipt of payment of all charges, advances and expenses
in relation to the Goods, the Depositor shall
deliver to the Storer or Warehouse, immedi-
ately upon its request, a signed acknowledgment of indebtedness on an invoice or other
statement of account.
BASIS OF CHARGES – Sec. 5
Any charge made with respect to the Goods
shall conform to the Storer’s or Warehouse’s
rates and charges that may be attached
hereto or quotation and/or tariff in effect at
the time the service is performed.
ACCESS AND INSPECTION – Sec. 6
The Depositor may, subject to the Storer’s
or Warehouse’s security and insurance
regulations and other reasonable limitations,
have access to the Goods at any reasonable time, provided at least 48 hours written
notice is given in advance to the Storer or
Warehouse and provided the Depositor or its
authorized representative is accompanied
by an employee of the Storer or Warehouse,
whose time shall be an additional charge to
the Depositor.
DANGEROUS GOODS – Sec. 7
It is the Depositor’s responsibility to provide
the Storer or Warehouse in advance with
detailed, written information and instructions
on any of its Articles that may be considered
hazardous, whether or not they are regulated under the Transportation of Dangerous
Goods Act or other applicable legislation.
If the Depositor fails to do so, the Storer or
Warehouse shall have the right to refuse to
accept such Articles when tendered for storage or other services and shall not be liable
for any loss, misconsignment or damage of
any nature to such Articles. The Depositor
warrants that the Goods, the packaging and
marking thereof comply in all respects with
the provisions of any federal or provincial
legislation or regulations governing the
handling or storage of dangerous goods.
The Depositor assumes all liability for costs
incurred and/or damages resulting from
Depositor’s failure to do so. The Depositor
shall indemnify, defend and hold the Storer or
3PL Canada — Fall 2009
15
Warehouse (including its officers, directors,
parent and affiliated companies, employees,
servants and agents) harmless from and
against any loss, liability, damage, penalty,
demand, expense, claim of whatever type or
nature by or on behalf of any person, including but not limited to damage or destruction
of property or injury (including death) to
any person, arising out of the Goods being
stored at the Warehouse Facility or tendered
for transportation or handled by third parties
retained by the Storer or Warehouse.
REMOVAL OF GOODS – Sec. 8
No Article that is or may become of a dangerous, explosive, inflammable, radioactive, hazardous, biohazardous, cytotoxic or
environmentally damaging nature that, in the
opinion of the Storer or Warehouse, may create a condition hazardous to any personnel
or Articles in the Warehouse Facility or to the
Warehouse Facility itself shall be delivered
to the Warehouse Facility, except where
the Depositor has obtained the prior written
approval of the Storer or Warehouse. Any
such Article may, upon being discovered,
be destroyed, dumped, sold or otherwise
disposed of as the Storer or Warehouse
reasonably sees fit, the whole at the risk and
expense of the Depositor and without liability
on the part of the Storer or Warehouse. The
Storer or Warehouse shall have the right to
require the removal from its Warehouse Facility of any other Articles of any kind or description, at any time, without stated reasons, upon
written notice of not less than 30 days from
the end of the current storage month.
LIABILITY OF STORER OR WAREHOUSE
– Sec. 9
(a) The responsibility of the Storer or
Warehouse is the reasonable care and
diligence required by the laws of the
province where the Goods are stored;
provided that all Goods are stored at
the Depositor’s risk of loss, damage or
delay in delivery unless the Depositor
establishes such loss, damage or delay
occurred because of the Storer’s or
Warehouse’s failure to exercise the care
required by the laws of the province
where the Goods are stored.
(b) The quality, condition, contents and
value of the Goods are not known to the
Storer or Warehouse except as declared
by the Depositor and described on the
face of the Receipt.
(c) Goods covered by this Receipt are not
insured by the Storer or Warehouse.
(d) Without limiting the generality of the foregoing, it is specifically declared that:
i) All Goods are stored at the owner’s
risk of loss, damage or delay in the
delivery caused by or through inaccuracies, obliteration or absence of
marks, numbers, address or description, act of God, irresistible force,
enemies of the Queen, civil or military
16
3PL Canada — Fall 2009
authorities, insurrection, riot, strikes,
terrorist acts, picketing or any other
labour trouble, water, steam, sprinkler
leakage, floods, rain, wind, storm, fire,
frost, vermin, heating or corruption,
deterioration, drainage, dampness,
rust, decay, collapse of the building,
inevitable accident, depreciation or
perishing by a lapse of time, changes
in temperature, interruption or loss
of power, contact with or odors from
other Articles, inherent defects, lack of
any special care or precaution, injury
to Articles insufficiently protected or
arising from the nature of the Goods,
loss in weight, insufficient cooperage,
boxing, crating or packing, ordinary
wear and tear in handling, leakage,
concealed damage or any cause
beyond the control of the Storer or
Warehouse or failure to detect any of
the foregoing. All storage and other
applicable charges must be paid on
Goods stored for an additional time,
or lost or damaged by any of the
above causes.
ii) The legal liability of the Storer or
Warehouse shall be strictly limited
to the lesser of the monetary amount
of the damage incurred or 100 times
the monthly storage rate on any one
package or stored unit with the contents (or, in cases where the Storer’s
or Warehouse’s charges are calculated for other than actual storage,
maximum $50.00 per unit) unless
the Depositor specifically requests
a higher limit in writing and declares
an excess value, in which case the
Storer or Warehouse may, at its option,
accept liability and assess an additional charge to the monthly storage
or other applicable rate.
(e) Where loss, damage or destruction
occurs to the Goods, for which the
Storer or Warehouse is not liable, the
Depositor shall be responsible for the
cost of removing and disposing of such
Goods and the cost of any environmental
cleanup and site remediation resulting
from the loss, damage or destruction to
the Goods.
(f) The Storer or Warehouse shall not, in any
event, be liable for any claim of any type
whatsoever with respect to the Goods
unless such claim is presented in writing
within a reasonable time, not exceeding
30 days after the Depositor learns of,
or, in the exercise of reasonable care,
should have learned of the loss, damage
or destruction of the Goods.
GENERAL – Sec. 10
(a) All incoming shipments must be consigned to the Depositor, c/o the Storer or
Warehouse, freight prepaid. The Storer
or Warehouse reserves the right to refuse
acceptance of any Articles improperly
consigned or shipped freight collect and
shall not be liable or responsible for any
loss, injury or damage of any nature to
or related to such Articles.
(b) If a checker is not furnished by the
Depositor or transportation company
delivering the Goods to the Warehouse
Facility, the Storer’s or Warehouse’s load
or unload count shall be conclusively
deemed to be correct.
(c) The Storer or Warehouse shall have no
responsibility for errors resulting from
the corruption of electronically transmitted data, or from verbal or telephoned
shipping instructions, unless written confirmation of such instructions is received
not less than twenty four hours prior to
the shipment of the Goods.
(d) When errors in shipment occur, any
liability of the Storer or Warehouse shall
be strictly limited to the transportation
costs involved to rectify any such error,
and shall not, under any circumstances,
include liability for loss or damages due
to the acceptance or use of the Goods.
(e) The Storer or Warehouse shall not be
responsible for delays in loading or
unloading railway cars, trailers or other
containers, nor for demurrage charges
or other time penalties arising from any
delay at the Warehouse Facility, which
cannot reasonably be avoided by the
Storer or Warehouse in the normal
course of its business.
(f) A charge, in addition to regular rates,
will be made for merchandise in bond
pursuant to the Customs Bonded and
Sufferance Warehouse Regulations of
the Government of Canada.
(g) Storer or Warehouse shall not be liable
for loss of Goods due to inventory shortage or unexplained or mysterious disappearance of Goods unless Depositor
establishes such loss occurred because
of Storer’s or Warehouse’s failure to
exercise the care required of Storer or
Warehouse under Section 9 above. Notwithstanding the foregoing, Depositor
acknowledges and agrees to accept a
damage and inventory shrinkage allowance of _____ % of ______.
(h) Depositor represents and warrants that it
is lawfully possessed of the Goods and
has the right and authority to store them
with the Storer or Warehouse. Depositor
agrees to indemnify and hold harmless
the Storer or Warehouse from all loss,
cost and expense (including reasonable
lawyers’ fees) which Storer or Warehouse
pays or incurs as a result of any dispute
or litigation, whether instituted by Storer
or Warehouse or others, respecting
Depositor’s right, title or interest in the
Goods. Such amounts shall be charges
in relation to the Goods and subject to
Storer’s or Warehouse’s lien.
(i) Storer or Warehouse shall not be liable
for any loss of profit or special, indirect,
or consequential damages of any kind.
(j) If any provision of this Receipt, or any
application thereof, should be construed
or held to be void, invalid or unenforceable, by order, decree or judgment of
a court of competent jurisdiction the
remaining provisions of this Receipt
shall not be affected thereby but shall
remain in full force and effect. Storer’s
or Warehouse’s failure to require strict
compliance with any provision of the
Receipt shall not constitute a waiver or
estoppel to later demand strict compliance with that or any other provisions
of this Receipt. The provisions of this
Receipt shall be binding upon the
Depositor’s heirs, executors, successors
and assigns and cannot be modified
except in writing signed by Storer or
Warehouse.
(k) The Parties agree that these Terms and
Conditions shall be governed by the
law of the Province within Canada in
which the Warehouse Facility is located.
By accepting the services provided
under these Terms and Conditions,
the Depositor irrevocably attorns to the
exclusive jurisdiction of the Courts of
that Province.
(l) Documents, including this Receipt, may
be issued either in physical or electronic
form at the option of the Parties.
(m)Unless specified otherwise, all statements of or references to dollar amounts
in these Terms and Conditions are to
lawful money of Canada.
This document – Canadian Standard Contract Terms and Conditions for Merchandise
Storers or Warehouses – is the intellectual property if the International Warehouse
Logistics Association and is protected under
copyright. It may only be used with the
express written permission of the Canadian
Council of IWLA. Permission may be sought
by contacting the Association.
Conditions générales canadiennes visant l’entreposage
de marchandise
(Approuvées et adoptées par l’Association
canadienne de l’entreposage et de la distribution, octobre 1988; révisées et adoptées
par l’Association internationale de la logistique d’entreposage, janvier 1999; révisées
et adoptées par l’Association internationale
de la logistique d’entreposage, décembre
2008).
DÉFINITIONS – Art. 1
Dans les présentes conditions générales :
« Objet » signifie un bien tangible autre qu’un
bien installé à demeure.
« Déposant » signifie le propriétaire des
Marchandises ou la personne pour qui les
Marchandises sont entreposées;
« Marchandises » signifie les marchandises
ou colis les contenant qui sont décrits sur
l’endos et qui sont couverts par ce Récépissé;
« Récépissé » signifie le présent récépissé
non négociable d’entrepôt auquel les présentes normes sont jointes et lequel confirme
par écrit la réception des Marchandises
du Déposant par l’Entreposeur ou l’Entrepositaire;
« Entreposage » inclut le transbordement,
l’entreposage d’une remorque, le transchargement et autres services semblables
d’entreposage;
« Entreposeur » ou « Entrepositaire » signifie l’émetteur de présent Récépissé, ses
employés, successeurs et cessionnaires;
et
« Entrepôt » signifie les locaux d’entreposage de l’Entreposeur ou de l’Entrepositaire.
CONTRAT – Art. 2
Sous réserve de la législation en vigueur
visant les récépissés d’entrepôt dans la
province où les Marchandises sont entreposées, le présent Récépissé inclut les
conditions ci-après décrites et les taux et
charges qui peuvent y être joints, lorsque
remis ou expédié par la poste au Déposant
des Marchandises à la dernière adresse
connue de l’Entreposeur ou l’Entrepositaire,
constituera le contrat entre le Déposant et
l’Entreposeur ou l’Entrepositaire; sujet à ce
que le Déposant puisse dans les 20 jours qui
suivent cette remise ou cette expédition par
la poste, aviser l’Entreposeur ou l’Entrepositaire par écrit qu’il n’accepte pas le contrat
et que, sans délai, il paie l’Entreposeur ou
l’Entrepositaire les frais d’entreposage et
d’enlèvement des Marchandises. À défaut
d’un tel avis, le présent Récépissé constitue
le contrat. Ce contrat peut être annulé par
chacune des parties par un avis écrit de 30
jours et est annulé si aucun entreposage
ni aucun autre service aux termes de ce
contrat n’est rendu pour une période de
180 jours.
REMISE POUR ENTREPOSAGE – Art. 3
Toutes les Marchandises remises pour
entreposage devront être livrées à l’Entrepôt
clairement identifiées et emballées pour
manutention. Le Déposant devra fournir
lors ou avant cette livraison, un manifeste
contenant les identifications, marques et
grandeurs à être conservées et comptabilisées séparément et la classe d’entreposage
et des autres services désirés.
PRIORITÉ DE L’ENTREPOSEUR – Art. 4
Tous les frais et les frais accessoires sont
exigibles et payables avant la livraison ou
le transfert des Marchandises. L’Entreposeur
ou l’Entrepositaire détient une priorité, un
droit de rétention et une sûreté sur tous les
Objets du Déposant, incluant les Marchandises, et ce, en tout temps avant et après leur
remise par le Déposant dans tout Entrepôt
appartenant ou exploité par l’Entreposeur
ou l’Entrepositaire. De tels priorité, droit de
rétention et sûreté couvriront toutes les frais,
les frais accessoires et les dépenses visant
les tels Objets du Déposant, ayant ou non
été libérés de l’Entrepôt. En cas de nonpaiement de tels montants, l’Entreposeur
ou l’Entrepositaire aura le droit, après un
avis raisonnable, de vendre ou de disposer
autrement des Objets du Déposant de toute
manière raisonnablement utile pour réaliser
sa priorité, sous réserve de la législation
en vigueur visant la disposition de tels
Objets dans la province où de tels Objets
sont entreposés. Lorsque l’Entreposeur
ou l’Entrepositaire décide, à son entière
discrétion, de livrer ou de transférer les
Marchandises avant le paiement de tous les
frais, les frais accessoires et les dépenses
visant les Marchandises, le Déposant devra
remettre à l’Entreposeur ou l’Entrepositaire,
immédiatement après sa demande, une
reconnaissance de dette signée sur une
facture ou un autre état de compte.
BASE DE FACTURATION – Art. 5
Tout frais exigé en regard des Marchandises
devra être conforme aux taux et frais de
l’Entreposeur ou l’Entrepositaire qui peuvent
être joints à la présente ou à la soumission
et/ou aux tarifs en vigueur au moment de
l’exécution des services.
ACCÈS ET INSPECTION – Art. 6
Le Déposant peut, sous réserve des règles
de sécurité et d’assurance de l’Entreposeur
ou l’Entrepositaire et d’autres restrictions
raisonnables, avoir accès aux Marchandises à toute heure raisonnable, sujet à la
remise à l’Entreposeur ou à l’Entrepôt d’un
avis écrit préalable d’au moins 48 heures et
pourvu que le Déposant ou son représentant
autorisé soit accompagné par un employé
de l’Entreposeur ou l’Entrepositaire et dont
le temps sera facturé au Déposant à titre de
frais additionnels.
MARCHANDISES DANGEREUSES –
Art. 7
Il est de la responsabilité du Déposant de
fournir à l’Entreposeur ou l’Entrepositaire,
à l’avance et par écrit, les renseignements
et les instructions détaillés sur chacun des
Objets pouvant être considérés dangereux,
qu’ils soient ou non régis par la Loi sur la
manutention et le transport des marchandises dangereuses ou toute autre loi appli-
3PL Canada — Fall 2009
17
cable. Si le Déposant est en défaut de le
faire, l’Entreposeur ou l’Entrepositaire aura
le droit de refuser de tels Objets lorsqu’ils
sont remis pour entreposage ou pour
d’autres services et ne sera responsable
d’aucune perte, d’aucun mauvais envoi ou
dommage, de toute nature, à ces Objets. Le
Déposant garantit que les Marchandises,
leur emballage et leur identification respectent intégralement les dispositions de toute
législation et règlementation fédérale ou
provinciale régissant la manutention et l’entreposage des marchandises dangereuses.
Le Déposant est responsable de tous les
frais encourus ou dommages résultant du
défaut du Déposant de s’y conformer. Le
Déposant doit indemniser, défendre et tenir
l’Entreposeur ou l’Entrepositaire (incluant ses
officiers, dirigeants, compagnies affiliées ou
liées, employés et mandataires) indemne
de toute perte, responsabilité, pénalité,
demande, réclamation de quelconque
sorte ou nature, tout dommage ou frais
par ou au nom de toute personne, incluant
notamment tout dommage ou destruction
de la propriété ou blessure (incluant le
décès) à toute personne, découlant des
Marchandises entreposées à l’Entrepôt ou
remises pour transport ou manipulées par
des tiers mandatés par l’Entreposeur ou
l’Entrepositaire.
ENLÈVEMENT DES MARCHANDISES –
Art. 8
Aucun Objet étant ou pouvant devenir de
nature dangereuse, explosive, inflammable,
radioactive, nocive pour l’organisme, cytotoxique ou dangereuse pour l’environnement
qui, de l’avis de l’Entreposeur ou l’Entrepositaire, peut créer des conditions dangereuses
pour quiconque ou pour tous Objets se
trouvant dans l’Entrepôt ou pour l’Entrepôt
lui-même, ne peut être remis à l’Entrepôt à
moins que le Déposant ait obtenu l’autorisation écrite préalable de l’Entreposeur ou
l’Entrepositaire. Tout tel Objet peut, après
sa découverte, être détruit, jeté, vendu ou
disposé autrement selon les dispositions
raisonnables prises par l’Entreposeur ou
l’Entrepositaire, le tout aux risques et dépens
du Déposant et sans responsabilité de la
part de l’Entreposeur ou l’Entrepositaire.
L’Entreposeur ou l’Entrepositaire aura le droit
d’exiger l’enlèvement de son Entrepôt de
tous les Objets, de tout genre ou description,
en tout temps, sans justification, sur avis
écrit d’au moins 30 jours de la fin du mois
d’entreposage en cours.
RESPONSABILITÉ DE L’ENTREPOSEUR
OU L’ENTREPÔT – Art. 9
(a) La responsabilité de l’Entreposeur ou
l’Entrepositaire se borne à la diligence
raisonnable requise par les lois de la
province où les Marchandises sont
entreposées; étant entendu que toutes
les Marchandises sont entreposées aux
risques du Déposant quant à toute perte,
18
3PL Canada — Fall 2009
tout dommage ou retard dans la livraison
à moins que le Déposant n’établisse que
ce(cette) perte, dommage ou retard
découle du défaut de l’Entreposeur ou
l’Entrepositaire d’exercer la diligence
requise par les lois de la province où les
Marchandises sont entreposées.
(b) La qualité, l’état, le contenu et la valeur
des Marchandises ne sont pas connus
de l’Entreposeur ou l’Entrepositaire sauf
si déclaré par le Déposant et décrits sur
le recto du Récépissé.
(c) Les Marchandises couvertes par le
présent Récépissé ne sont pas assurées
par l’Entreposeur ou l’Entrepositaire.
(d) Sans restreindre la généralité de ce qui
précède, il est spécifiquement déclaré
que :
i) Toutes les Marchandises sont entreposées aux risques de son propriétaire quant à toute perte, dommage
ou retard dans la livraison résultant
d’imprécision, rature ou absence
d’identification, de numéro, d’adresse
ou de description, force majeure, cas
fortuit, ennemis de la Reine et des
autorités civiles et militaires, insurrection, manifestation, grèves, actes
terroristes, piquetage ou tout autre
conflit de travail, eau, vapeur, fuite
de gicleur, inondations, pluie, vent,
orage, feu, gel, vermine, chauffage
ou corruption, détérioration, drainage, humidité, rouille, pourriture,
effondrement du bâtiment, accident
inévitable, dépréciation ou péril par
écoulement du temps, variation de
température, interruption ou perte de
l’électricité, contact avec ou odeur
provenant d’autres Objets, défauts
inhérents, manque de soin spécial ou
de précaution, préjudice aux Objets
insuffisamment protégés ou découlant de la nature des Marchandises,
perte de poids, mise en tonnelle ou
emballage insuffisant, dommages
normaux découlant de la manutention, fuite, dommage dissimulé ou tout
autre motif échappant au contrôle de
l’Entreposeur ou l’Entrepositaire ou
défaut de déceler une de ces situations. Tous les frais d’entreposage et
les autres frais applicables devront
être payés pour les Marchandises
entreposées pour une durée additionnelle, ou perdues ou endommagées
dans chacune de ces situations.
(ii)La responsabilité juridique de l’Entreposeur ou l’Entrepositaire est
strictement limitée au montant le
moins élevé des dommages subis
ou 100 fois le tarif mensuel d’entreposage pour n’importe laquelle des
marchandises emballées ou unités
entreposées avec son contenu (ou,
dans les cas où les frais de l’Entreposeur ou l’Entrepositaire sont calculés
sur une base autre que l’entreposage
réel, avec un maximum de 50,00 $
par unité) à moins que le Déposant
n’ait spécifiquement requis par écrit
une limite supérieure et n’ait déclaré
une valeur supérieure et, dans tel
cas, l’Entreposeur ou l’Entrepositaire
peut, à son choix, accepter cette
responsabilité et évaluer les frais
additionnels s’ajoutant aux frais mensuels d’entreposage ou tout autre tarif
applicable.
(e) Lorsqu’une perte, un dommage ou la
destruction affecte les Marchandises,
pour lesquelles l’Entreposeur ou l’Entrepositaire n’est pas responsable, le
Déposant sera responsable du coût
de l’enlèvement et de la disposition de
telles Marchandises et du coût de toute
décontamination et réhabilitation des
sols découlant d’une perte, un dommage
ou la destruction des Marchandises.
(f) L’Entreposeur ou l’Entrepositaire ne
pourra, en aucun cas, être responsable
pour toute réclamation de quelque nature relative aux Marchandises à moins
que cette réclamation ne soit présentée
par écrit dans un délai raisonnable,
ne dépassant pas 30 jours suivant la
connaissance par le Déposant, ou du
moment où il aurait dû connaître, en étant
raisonnablement diligent, de la perte,
du dommage ou de la destruction des
Marchandises.
DISPOSITIONS GÉNÉRALES – Art. 10
(a) Toutes les livraisons entrantes doivent
être expédiées par le Déposant, à l’attention de l’Entreposeur ou l’Entrepositaire,
transport prépayé. L’’Entreposeur ou
l’Entrepositaire se réserve le droit de
refuser la réception de tout Objet incorrectement expédié ou livré alors que les
frais de livraison doivent être acquittés
sur livraison et ne sera pas responsable
pour toute perte, blessure ou dommage
de quelque nature relativement à ces
Objets.
(b) Si un Pointeur n’est par fourni par le
Déposant ou la compagnie de transport
livrant les Marchandises à l’Entrepôt, le
dénombrement fait par l’Entreposeur
ou l’Entrepositaire sera définitivement
présumé exact.
(c) L’’Entreposeur ou l’Entrepositaire n’encourra aucune responsabilité pour les
erreurs découlant de l’altération des
données transmises électroniquement,
ou des instructions verbales ou téléphoniques de livraison, à moins de la
réception d’une confirmation écrite de
ces instructions au moins vingt-quatre
heures avant l’expédition des Marchandises.
(d) En cas d’erreurs dans l’expédition, toute
responsabilité de l’Entreposeur ou l’Entrepositaire doit être strictement limitée
aux coûts de transport nécessaires pour
rectifier ces erreurs, et ne devra pas, en
aucun cas, inclure la responsabilité pour
la perte ou les dommages dus à l’acceptation ou l’utilisation des Marchandises.
(e) L’Entreposeur ou l’Entrepositaire ne
sera pas responsable des retards dans
le chargement et le déchargement des
wagons de trains, des remorques ou
des autres conteneurs, ni pour des frais
d’immobilisation ou d’autres pénalités
relatives au temps et découlant de tout
retard à l’Entrepôt, ne pouvant raisonnablement être évité par l’Entreposeur ou
l’Entrepositaire dans le cours normal de
son entreprise.
(f) Un frais, additionnel aux tarifs réguliers,
sera réclamé pour les marchandises non
dédouanées aux termes du Règlement
sur les entrepôts d’attente des douanes
du Gouvernement du Canada.
(g) L’Entreposeur ou l’Entrepositaire ne
sera pas responsable pour la perte
des Marchandises due à un déficit d’inventaire ou une disparition inexpliquée
ou mystérieuse des Marchandises à
moins que le Déposant n’établisse que
cette perte n’est imputable au défaut
de l’Entreposeur ou l’Entrepositaire
d’exercer la diligence requise de sa part
suivant l’article 9 ci-haut. Nonobstant
ce qui précède, le Déposant reconnaît
et consent à accepter une dépréciation
pour dommage et déficit d’inventaire de
_____% of _____.
(h) Le Déposant représente et garantit
qu’elle détient légalement les Marchandises et a le droit et l’autorité pour les
entreposer auprès de l’Entreposeur
et l’Entrepôt. Le Déposant consent à
indemniser et à tenir indemne l’Entreposeur et l’Entrepôt pour toute perte,
tout coût et toute dépense (incluant les
frais juridiques raisonnables) payés ou
encourus par l’Entreposeur ou l’Entrepositaire et découlant de tout différend
ou litige, institué par l’Entreposeur ou
l’Entrepositaire ou des tiers, et relatif aux
droits, titres et intérêts du Déposant dans
les Marchandises. Ces montants seront
facturés relativement aux Marchandises
et seront sujets à la priorité de l’Entreposeur ou l’Entrepositaire.
(i) L’’Entreposeur ou l’Entrepositairene sera
responsable d’aucunes pertes de profit
ou d’aucuns dommages spéciaux ou
indirects de toute nature.
(j) Si une disposition du présent Récépissé,
ou son application, peut être considérée
ou déclarée comme nulle, invalide ou
inapplicable, par un ordre, un décret ou
un jugement d’un tribunal compétent, le
reste des dispositions du présent Récépissé n’en sera pas affecté et demeurera
en vigueur. Le défaut de l’Entreposeur
ou l’Entrepositaire d’exiger le respect
intégral d’une disposition du présent
Récépissé ne constitue pas une renonciation ou une fin de non-recevoir d’exiger, dans l’avenir, le respect de cette
disposition et des autres dispositions du
présent Récépissé. Les dispositions du
présent Récépissé lieront les héritiers,
liquidateurs, successeurs et cessionnaires du Déposant et ne peuvent être
modifiées sauf par un document signé
par l’Entreposeur et l’Entrepôt.
(k) Les parties consentent à ce que présentes conditions générales soient régies
par les lois de la province du Canada
où est situé l’Entrepôt. En acceptant les
services rendus aux termes des présentes conditions générales, le Déposant
reconnaît être soumis à la juridiction
exclusive des tribunaux de cette province.
(l) Les documents, incluant le présent
Récépissé peuvent être émis en format
papier ou électronique au choix des
parties.
(m)À moins d’indication contraire, toute
référence ou déclaration à des montants
en dollar dans les présentes conditions
générales sont en monnaie légale du
Canada.
Le document, Conditions générales canadiennes visant l’entreposage de marchandise, est la propriété intellectuelle de la International Warehouse Logistics Association et
il est protégé par le droit d’auteur. On ne peut
l’utiliser sans le consentement exprès par
écrit du Conseil canadien de l’IWLA. Pour
obtenir la permission de l’utiliser veuillez
contacter l’Association.
HKMB HUB International
HUB International is Canada’s largest insurance
broker. HKMB HUB is one of HUB’s large regional
offices.
CHRIS
STEER
INSURANCE BROKERS
EXPERIENCE
Specializing in Logistics,
Transportation & Marine Insurance
for over 40 years.
LEVERAGE
The needs of logistics operations vary from one to the other.
You need expertise. We have it! We use it!
HKMB HUB has extensive experience in the
transportation and logistics industry. We understand
your business and can provide alternatives that meet
your companyʼs requirements.
Our size gives us leverage in the insurance market
so we can do a better job of advocating our clientsʼ
interests.
RESPONSIVENESS
We are nimble on our feet so we can respond quickly
on critical issues and keep you moving in a fastpaced market.
HKMB HUB is an Associate Member of IWLA
and counts several IWLA members as clients
www.chrissteer.com | Chris@chrissteer.com | Susan@chrissteer.com
8 King St E #202 | Toronto ON M5C 1B5 | 416-366-1141
Transportation & Logistics Practice
Michael Gilles/Sue Charbonneau
Toronto, Ontario
416.597.0008 • 1.800.232-2024
www.hkmb.com • www.hubinternational.com
Our typical client has been with us for at least twenty
years — some twice that. That says a lot about how we
do what we do. We can tell you the rest. Call us.
3PL Canada — Fall 2009
19
Canadian
Members
OPERATING MEMBERS
All-Can Pro Logistics Inc.
Contact: Richard Belanger
57 Cannifton Road
Belleville, ON K8N 4V1
Tel: 613-966-0796
rickb@allcandcs.com
Arnone Transport Limited
Contact: Len Arnone
300 S. Water Street
Thunder Bay, ON P7B 5E9
Tel: 807-345-2378
larnone@arnonetransport.com
Churchill Logistics, Inc.
Contact: Cal Churchill
3334 White Oak Road
London, ON N6E 1L8
Tel: 519-649-0008
cchurchill@churchill-logistics.com
Claybrooke Marketing Inc.
Contact: Ian Harvey
1453 Cornwall Road
Oakville, ON L6J 7T5
Tel: 905-845-5559
iharvey@claybrooke.ca
Direct Distribution Centres
Contact: Rick Dolinski
25 Rothwell Road
Winnipeg, MB R3P 2M5
Tel: 204-943-8905
rdolinski@directrans.com
Dominion Warehousing &
Distribution Services Ltd.
Contact: Robert Dineen
1290 Martin Grove Road
Toronto, ON M9W 4X3
Tel: 416-744-2438
bdineen@godominion.com
Emblem Logistics Inc
Contact: Rick Britton
250 Rowntree Dairy Road
Woodbridge, ON L4L 9J7
Tel: 905-264-8837
rbritton@thomaslargesinger.com
20
3PL Canada — Fall 2009
Exel Canada Ltd.
Contact: Scott Lyons
90 Matheson Blvd. W., Suite 111
Mississauga, ON L5R 3R3
Tel: 905-366-7691
scott.lyons@exel.com
J. P. Enterprises Ltd.
Contact: John P O’Neill
1368 Blundell Road
Mississauga, ON L4Y 1M5
Tel: 905-949-0046
jponeill@jpent.com
Expeditors Canada Inc
Contact: Jordy Moulton
5 Paget Road
Brampton, ON L6T 5G3
Tel: 905-290-3940
jordy.moulton@expeditors.com
Keele Warehousing & Logistics
Contact: James Appelbe
41 City View Drive
Toronto, ON M9W 5A5
Tel: 416-244-8200
james@keelewarehousing.com
Fort Storage – a Univar Company
Contact: Alan Smith
169 Lowson Crescent
Winnipeg, MB R3P 1A6
Tel: 204-488-9774
Alan.Smith@univarcanada.com
Kelron Logistics
Contact: Geoffrey Bennett
1355 Meyerside Drive
Mississauga, ON L5T 1C9
Tel: 905-696-0126
gbennett@kelron.com
G2 Logistics Inc
Contact: Darryl Gersham
1586 Wall Street
Winnipeg, MB R3E 2S4
Tel: 877-675-8989
darryl@g2logistics.com
Kuehne & Nagel Ltd., Canada
Contact: Brenda Lemieux
6335 Edwards Boulevard
Mississauga, ON L5T 2W7
Tel: 905-670-6916
brenda.lemieux@kuehne-nagel.com
Indis Inc.
Contact: Tom Gyles
205 Doney Cresent
Concord, ON L4K 1P6
Tel: 905-695-3841
tom.gyles@indis.com
McKenna Logistics Centres
Contact: John McKenna
1260 Lakeshore Road East
Mississauga, ON L5E 3B8
Tel: 905-274-1234
johnm@mckennalogistics.ca
IT Logistics
Contact: Yves Gagnon
2760 Daniel Johnson
Laval, QC H7P 5Z7
Tel: 514-339-1177
ydgagnon@itlogistics.com
McKesson Logistics Solutions
Contact: Cameron Joyce
2844 Bristol Circle
Oakville, ON L6H 6G4
Tel: 905-829-9927 x 2275
cjoyce@logistics.ca
J. D. Smith and Sons Ltd.
Contact: Scott Smith
180 Basaltic Road
Vaughan, ON L4K 1G6
Tel: 905-669-8980
ssmith@jdsmith.com
Metro Canada Logistics
Contact: Richard Cranwill
1401 Creditstone Road
Concord, ON L4K 4N7
Tel: 905-738-5577
rcranwill@metrocanlogistics.com
Multimodal Logistics Systems Ltd.
Contact: Rudy Tahmizian
7035 Ordan Drive
Mississauga, ON L5T 1T1
Tel: 905-283-1630 x 3710
rudy.tahmizian@multimodal.on.ca
National Logistics Services
Contact: Peter Reaume
3105 Dixie Road
Mississauga, ON L4Y 4E3
Tel: 905-602-7100
preaume@nls.ca
Thomson Terminals, Ltd.
Contact: Steve Croft
102 Iron Street
Rexdale, ON M9W 5L9
Tel: 416-240-0897
jdthomson@thomsongroup.com
HKMB HUB International
Contact: Michael Gilles
595 Bay Street, Suite 1002
Toronto, ON M5G 2E3
Tel: 416-597-0008
michael.gilles@hkmb.com
Orbit Logistics
Contact: Dan Saam
927 Derwent Way
Delta, BC V3M 5R4
Tel: 604-516-7000
jennifer@alliancepacificgroup.ca
True North Nutrition
Contact: Sam De Simone
88 East Beaver Creek, Bldg. A, Unit 1
Richmond Hill, ON L4B 4A8
Tel: 905-762-7095
samd@truenorthnutrition.com
Liftow Limited
Contact: Mike Kirk
3150 American Drive
Mississauga, ON L4V 1B4
Tel: 905-677-3270
mkirk@liftow.com
P. W. Logistics Inc
Contact: R Bruce Paquette
15 North Queen Street
Etobicoke, ON M8Z 6C1
Tel: 416-253-5556
joyce@paquettewhite.com
Van De Water Raymond Ltd
Contact: Yves Raymond
2300 Monterey Road
Laval, QC H7L 3H9
Tel: 450-688-7580
raymondy@vandewaterraymond.com
Maves International Software
Contact: Walter Maves
165 Commerce Valley Dr. W., Suite 100
Thornhill, ON L3T 7V8
Tel: 905-882-8300
marketing@maves.com
Panalpina Inc
Contact: Michael Davies
6350 Cantay Road
Mississauga, ON L5R 4E2
Tel: 905-755-4500
michael.davies@panalpina.com
Wheels Group of Companies
Contact: John Kelly
5090 Orbitor Drive
Mississauga, ON L4W 5B5
Tel: 905-602-2700
jkelly@wheelsgroup.com
PF Collins Customs Broker Ltd.
Contact: Raymond Collins
275 East White Hills Road
St. John’s, NL A1A 5X7
Tel: 709-726-2121
bcollins@pfcollins.com
Wills Transfer Limited
Contact: Brent Ellis
PO Box 127, 2210 Parkedale Avenue
Brockville, ON K6V 5V2
Tel: 613-345-1307 x 34
bellis@willstransfer.com
RediRack, a division of Econo-Rack
Storage Equipment Ltd.
Contact: David Weatherseed
223 Haddington Avenue
Toronto, ON M5M 2P7
Tel: 416-785-3262
david.weatherseed@redirack.com
SCI Group Inc.
Contact: Jerry Papetti
180 Attwell Drive, Suite 600
Etobicoke, ON M9W 6A9
Tel: 416-401-3011 x 3002
jerry.papetti@scigroup.com
ASSOCIATE MEMBERS
Service Freight Systems Inc.
Contact: Randy Stanbury
2201 Brant Street
Burlington, ON L7P 3N8
Tel: 905-319-6565
randys@servicefreight.com
Sherway Group
Contact: Andrew Kirkpatrick
1055 Courtneypark Drive East
Mississauga, ON L5T 1M7
Tel: 905-362-9070
prockett@sherwaygroup.com
Simtech Supply Chain
Management Ltd.
Contact: Reinhard (Reini) Simonis
1036 Green Valley Road
London, ON N6N 1E3
Tel: 519-681-5100
rsimonis@simtech-scm.com
Avalon Risk Management Inc.
Contact: Phil Amodeo
7120 Hurontario Street, Suite 202
Mississauga, ON L5W 0A8
Tel: 905-795-1400
pamodeo@avalonrisk.com
Chris Steer Insurance Brokers Ltd.
Contact: Chris Steer
8 King Street East, Suite 202
Toronto, ON M5C 1B5
Tel: 416-366-1141
susan@chrissteer.com
D. C. Racking and Maintenance Inc.
Contact: Rolfe Redmann
PO Box 24205 Pinebush RPO
Cambridge, ON N1R 8E6
Tel: 519-658-0239
rolferedmann@dcracking.com
Econo-Rack Storage Equipment Ltd.
Contact: Warren Webb
1770 Britannia Road East
Mississauga, ON L4W 1J3
Tel: 905-670-6660
warren.webb@econorack.net
Systems Logic
Contact: Anthony Allwood
3-340 Henry Street
Brantford, ON N3S 7V9
Tel: 519-758-5426
aallwood@systemslogic.ca
TQMS
Contact: Grant Sharp
306 Meadowvale Crescent
Cornwall, ON K6J 5H9
Tel: 905-296-4574
grant@tqms.com
Unisync Group
Contact: John Wray
1660 Tech Avenue, Suite 5
Mississauga, ON L4W 5S7
Tel: 905-361-8989 x 237
jwray@unisyncgroup.com
Waddell Insurance Brokers Ltd.
Contact: Brian Waddell
110 Matheson Blvd. W., Suite 202
Mississauga, ON L5R 4G7
Tel: 905-712-8400
brian@waddellinsurance.com
Wajax Industries
Contact: Brian Turnerr
3280 Wharton Way
Mississauga, ON L4X 2C5
Tel: 905-624-5611
bturner@wajax.com
3PL Canada — Fall 2009
21
3PL Excellence: “Lean, Mean and Green”
SPONSOR:
DATE:
TIME:
VENUE:
IWLA-Canada
October 14, 2009
8:00 am - 5:00 pm
Paramount Conference Centre
222 Rowntree Dairy Road, Woodbridge, ON L4L 9T2
INTRODUCTION:
IWLA’s First Annual Fall Conference will provide a much-needed forum to discuss
contemporary issues for 3PL and warehouse operations that want to eliminate
waste and hence become more profitable. Headlining this event will be practical
how-to’s from LeanCor, North America’s only third-party logistics provider wholly
dedicated to the application of Lean principles through supply chain functions.
Supporting presentations will provide techniques to help you close the technology
gap, reduce HR and health and safety risks, and broaden your horizons with
respect to emerging new markets!
KEYNOTE PRESENTATION:
Robert Martichenko, who originally hails from Timmins, Ontario, has over 15
years’ experience in supply chain, logistics and Lean strategy implementation,
including the greenfield start-up of Toyota Motor Manufacturing, Indiana, Inc. in
Princeton. Robert is a student and teacher of supply chain management, logistics,
Lean and Six Sigma. In addition to being the Founder and CEO of LeanCor, based
in Florence, Kentucky, he is also an instructor of global programs offered by the
Lean Enterprise Institute and the John Cook School of Business at Saint Louis
University.
Mr. Martichenko wrote Success in 60 Seconds and Everything I Know About Lean
I Learned In First Grade. In addition, he co-authored the well-respected management book Lean Six Sigma Logistics and the workbook Building a Lean Supply
Chain.
He sits on the editorial advisory board of the Canadian-based Logistics Quarterly
magazine and serves as an advisor to the CSCMP Education Strategies
Committee.
His presentation will set the tone for a productive and application-oriented day
for those companies that wish to make direct contributions to their bottom line.
PROGRAM PRESENTATIONS:
Lean Logistics: From Theory to Quantifiable Results
Angelo Falvo, National Manager – Lean Logistics,
Kuehne+Nagel Ltd.
Join your industry colleagues for an inside look at Kuehne+Nagel’s approach to
the launch of its Lean-minded culture. Learn about the basics of starting a Lean
culture, the challenges of sustainability and the benefit of transparency. This portion of our program, on the heels of the keynote, will be delivered through the
experience of Lean practices in a shared third-party environment.
Step 3-Green Integration
John Welch, Transportation Vendor Manager, Wal-Mart Canada Corp.
Three years ago, Wal-Mart made sustainability a major initiative. The organization is now quickly moving from the stage of “adaption” to full “green integration”. Its practices will no doubt have a significant impact on relationships within
the entire supply chain. Third-party logistics, shipper and warehouse interests will
want to know what is on the mind and practice of a truly global retailer.
Closing the Technology Gap and the Lean, Green Benefits
Anthony Allwood, President, Systems Logic
This year’s IWLA annual survey found that the “technology gap” in the industry
is not closing. This session will look at how tools that have been available for
years have been put to use in the real world only within the last four years.
Radio frequency and 802.11 wireless are examples of technologies that have
recently demonstrated exponential advancements. Use of such technology in the
warehouse is delivering real benefits to our industry.
Economic Outlook for Canada and the World
Adrienne Warren, Senior Economist, Scotia Capital
A popular component of IWLA-Canada offerings is looking to the future to anticipate trends. Ms. Warren has been with a major Canadian banking firm since
1993. Her well-read NAFTA Quarterly focuses on consumer, business, and labourmarket trends shaping the economy in North America in particular. IWLA members and associates will get special insights from Ms. Warren as she pulls together
information garnered through her editorial work in the widely circulated Market
Trends, a weekly round-up of developments and future potential business opportunities around the world.
Human Resource, Health and Safety Risk Management Strategies for
Slow Economies
Michael Salveta, President, Pivotal Integrated HR Solutions–Managed Services
Division; David McCormick, President, Pivotal Integrated HR Solutions–Staffing
Division
Many businesses have experienced the negative consequences of less-than-robust
economies. Managers can mitigate risks through proactive HR and health and
safety risk-averting procedures and plans.
This session will:
• Increase your awareness of HR risks;
• Review common claims in areas of executive risk, employment practices
and fiduciary responsibilities; and
• Provide a look at the advantages of outsourcing your
HR requirements.
This session will show how IWLA-Canada is doing its part to help the Canadian
Supply Chain Sector Council develop critical occupational standards for manufacturers, wholesalers and, of course, the 3PL industry, as prime employers of material handlers. Chaired by IWLA Council member Brent Ellis of Wills Transfer Ltd.,
this project will establish essential-skills requirements for material-handling occupations and an accreditation framework for training providers. Focus-group sessions will have been completed across Canada by the time of the conference and
a draft report will be close to finalized.
IWLA-CANADA’S FIRST ANNUAL FALL CONFERENCE
October 14, 2009
Paramount Conference Centre, 222 Rowntree Dairy Road, Woodbridge, Ontario L4L 9T2
R E G I S T R A T I O N
F O R M
PLEASE REGISTER US:
Name ____________________________________________________________________________
Title ____________________________________________________________________________
Company__________________________________________________________________________
Address __________________________________________________________________________
City/PR/PC ________________________________________________________________________
Tel ______________________________________________________________________________
Email ____________________________________________________________________________
Persons attending:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
QTY.
PRICING:
AMT.
IWLA members and associates: . . . . . . . . . . . . . . . . . . . . . . . . . . .$195 X _______ = _______
Additional attendees from IWLA members and associates: . . . . . . .$135 X _______ = _______
Non-members: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .$250 X _______ = _______
TOTAL ___________
Please send cheques to IWLA, 543 Timothy Street, Newmarket, ON L3Y 1R1 or fax Visa or MasterCard information to 905-848-8499
Card number ____________________________________________________ Expiry_______________
Cardholder Name ____________________________________________________________________
Signature _________________________________________________________________________
CONTACT:
David Long, International Warehouse Logistics Association
543 Timothy Street, Newmarket, ON L3Y 1R1 • Tel: 416-726-0597 • Email: dlong@iwla.com
3PL Excellence: “Lean, Mean and Green”
The Material Handler Skills Upgrading Project of the Canadian Supply
Chain Sector Council
Candace Sellar, Project Manager, CSA; CSCSC Program Manager, Beverly Myers,
and Project Manager, Dale Ross, will join Brent Ellis to seek input on the project’s
preliminary conclusions and recommendations.