Horizon International Holdings ltd

A Message from Lord Pickles and Lord Blunkett, followed by Horizon International Holdings ltd's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Horizon International Holdings ltd is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.hicargo.com

17HORIZON INTERNATIONAL CARGO LTD |
BEST PRACTICE REPRESENTATIVE 2018
Nigel Davies, chairman of
Horizon International Cargo
Horizon’s logistics facility
in Aylesford, Kent
Since its foundation in 1991, Horizon International Cargo
has grown from being a specialist air freight forwarding
business into one of the UK’s most innovative supply chain
solution providers. Global solutions are provided through a
combination of Horizon’s own international offices, its sister
companies in Hong Kong and China as well as membership
of the WCA (World Cargo Alliance) and Atlas networks of
independent forwarders. Founder and company chairman
Nigel Davies discusses Horizon’s commitment to exceeding
customer expectations through the excellence of staff training
programmes and their investment in the latest technology. He
also considers the future of freight services, especially in light of
the impact that ecommerce and the EU referendum bring.
The beginning
The company started in just one unit of the London Heathrow Cargo Agents Building
but quickly expanded to six units before moving to a much larger facility in 1997 to
cope with increased volumes of air freight. In 2003, it opened its first dedicated sea
freight office in Aylesford, Kent. In 1995, Horizon formed a partnership with what
is now its sister company, Sea Air Logistics (SAL). Over the last 20 years, SAL has
flourished in China and Hong Kong, and is widely recognised as one of the leading
independent logistics providers in the Far East. Our common values are upheld through
our very close working relationship with SAL, one that has enabled us to operate a
seamless channel between our customers in the West and their suppliers in the East.
FACTS ABOUT
HORIZON INTERNATIONAL
CARGO LTD
»Chairman: Nigel Davies
»Established in 1991
»Based in London Heathrow,
with a dedicated sea freight
office in Aylesford, Kent
»Services: International
innovative supply chain
solutions
»No. of employees: 180+
Horizon International
Cargo Ltd
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | HORIZON INTERNATIONAL CARGO LTD
Global expansion
Between 2006 and 2012, Horizon
spread its wings, establishing offices
in Spain, Japan, Holland, Los Angeles,
Miami, Chicago, Salt Lake City and
New York. Our presence at both
ends of our major trade lanes was
largely driven by customer demand.
It facilitated the fine-tuning of our
services, offering much greater control
for our operations staff along with
improved visibility for our customers
throughout their whole supply chain.
Our ability to expand as we did in this
period, much of which was during the
global recession, demonstrated the
depth of our financial stability and our
ability to adapt to a crisis.
Investment
As with any successful business,
Horizon has demonstrated a consistent
policy of reinvestment, reliably offering
innovative supply chain solutions to its
clients who need to adapt to ever-
changing environments of their own.
One advantage of private ownership is
the flexibility to invest capital without
the need for justification to expectant
shareholders. We have consistently
capitalised on this, recognising what is
needed to remain at the forefront of
the industry and investing accordingly,
whether that be in infrastructure, IT
systems or people. Most recently, this
has taken the form of a brand new,
state-of-the-art logistics facility inKent.
Technological advancement
When placed alongside other
industries, the “freight game” is
comparatively archaic in many of
its processes. Original paperwork
is still widely prevalent despite
numerous indications of an impending
“paperless” revolution. In an age
where one can conduct more and
more transactions with the swipe of
a finger, most freight operations are
still paper dependent and, regrettably,
the online platforms which currently
exist remain a long way from being
integrated across the complex web
of moving parts that transport freight
across the globe.
At Horizon, as much as we have
embraced and invested in advanced IT
systems and new software, we have
also invested heavily in staff training.
For all the benefits new technologies
bring us, it is our staff who find the
solutions and keep the clients happy.
Horizon’s new facility at
Schiphol
For all the
benefits new
technologies
bring us, it is
our staff who
find the
solutions and
keep the
clients happy
19HORIZON INTERNATIONAL CARGO LTD |
BEST PRACTICE REPRESENTATIVE 2018
Service diversification
As Horizon’s client base has grown, it
has diversified its expertise beyond that
of a specialist air freight forwarder.
Having started with air we soon
branched into ocean freight, then
road transportation, warehousing and
recently ecommerce.
The impact of ecommerce cannot
be overstated. In an age where even
next-day delivery is falling short of
consumer expectations, the online
revolution has set the precedent for
a new era for freight. Speed and
efficiency are emphasised more every
day as the world becomes a smaller
and smaller place. By incorporating
e-fulfilment into our service
capabilities, our clients are able to
outsource their entire supply chain to
us, from the moment a purchase order
is generated to the final delivery at
their customer’s door.
Brexit
For an industry that is entirely
dependent on the presence and
strength of global trade, the outcome
of the 2016 referendum on leaving the
European Union will have considerable
ramifications.
While we are confident of our ability
to adapt to any outcome, we have
a positive vision of the UK’s post-
Brexit prospects. Early indications for
exports have been encouraging; the
three months leading up to November
2017 saw a £2.1 billion reduction
to the trade deficit, largely due to a
5.3 per cent rise in non-EU exports.
While this is in no small part aided
by the deflated pound increasing
the affordability of our products in
foreign markets, it also demonstrates
that we are an attractive nation to do
businesswith.
While it is fundamental to the health of
our economy that we maintain a close
and competitive trade relationship
with the single market, freedom from
it will allow us to strike trade deals
elsewhere, expanding our focus as the
outward-facing nation that has been
so successful throughout history.
Heathrow expansion
Unsurprisingly, we fully endorse the
decision to expand Heathrow for
the incorporation of a third runway,
particularly in the light of the Brexit
vote. A new runway alone, however,
will not be enough. Cargo facilities
at Heathrow are not fit for purpose.
Vehicles regularly have to queue
up for hours on end to deliver or
collect consignments. Additionally,
congestion in and around the cargo
terminal, especially in peak periods,
is so acute that it regularly results
in gridlock. This is a huge waste of
time and resources. For the benefit
of the UK economy as a whole,
we desperately need significant
investment in Heathrow’s air cargo
infrastructure if our businesses are
to fully capitalise on the new trade
opportunities that lieahead.
Cargo facilities
at Heathrow
are not fit for
purpose
Horizon’s Schiphol
warehouse

www.hicargo.com

This article was sponsored by Horizon International Holdings ltd. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister