The cool chain logistics sector is witnessing unprecedented growth, especially in Asia, something the Cool Chain Association (CCA) credits to a collaborative approach across the industry.
Associations can play a key role through technical committees, providing a neutral ground for joint projects that might otherwise seem too proprietary or commercially sensitive.
In this regard, associations such as CCA can act as facilitators, helping companies navigate regulatory landscapes and innovate in ways they might not achieve alone, transforming ideas into impactful actions through collective effort and shared expertise.
“I see collaboration as part of a holistic approach, involving diverse stakeholders and steps throughout the supply chain,” Nicola Caristo, Secretary General of the Cool Chain Association, stated.
“What’s crucial is not reinventing the wheel but integrating and managing these elements effectively.
“We often discuss ecosystems. This idea resonates deeply with me, suggesting that by collaborating, we achieve more than just the sum of individual efforts. I often convey this to my team, emphasising the power of synergy in achieving our goals.
“One approach could involve working with specific associations in certain regions. It’s vital to involve regulators and growers as well. At the end of the day, we can’t simply instruct producers to use specific packaging just because it offers better yield. Each product, whether strawberries or other vegetables, has unique requirements.
“Ignoring this could lead to significant waste—up to 20 percent of the cargo at times. It wouldn’t be fair to solely burden producers with the cost of additional packaging or other necessities.”
READ: HOW THE COOL CHAIN IS EVOLVING
Lessons in airfreight
Before the pandemic, there was often a siloed or vertical approach to managing products, especially high-value or sensitive ones like pharma or perishable goods. While these approaches still exist, the pandemic forced companies to become more efficient and productive.
During the lockdowns, there was an opportunity to reassess and optimise processes, sometimes from an engineering perspective. This approach involves analysing overlaps and specific tasks together, aiming for efficiency and common ground.
As the world reopens, there has been a tendency towards more openness and collaboration within and across companies.
“During COVID-19, this became particularly important since travel was restricted, necessitating greater reliance on KPI dashboards. As a result, implementations were enhanced or newly introduced, leading to improved functionality,” Caristo outlined.
“I’ve seen how teams managing different products like pharma or pet care share insights and even collaborate on common training or supplier agreements.
“This shift towards collaboration and optimisation was a valuable outcome of the pandemic despite the challenges it posed. It’s fostering a culture where data-driven insights play a crucial role in continuous improvement across the industry.
“This enhanced visibility throughout the supply chain, procurement process and decision-making phases, allows these to be more data-driven.”
