Logistics and Supply Chain Management

This report provides a critical analysis of the logistics and supply chain management at British Sugar, including challenges faced, strategies applied, and comparison with competitors. The report recommends appropriate strategies for British Sugar. The literature review associated with the operational objectives has also been discussed.

Running head: LOGISTICS AND SUPPLY CHAIN MANAGEMENT
Logistics and Supply Chain Management
Name of Student:
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Table of Contents
Answer to Part A................................................................................................................2
Company Information........................................................................................................2
Challenges, strategies and current process at British Sugar............................................2
Answer to Part B................................................................................................................4
Executive Summary...........................................................................................................4
Introduction........................................................................................................................5
Background of the Study...................................................................................................6
Literature Review...............................................................................................................6
Critical Analysis of current performance............................................................................8
Key challenges faced by the company..............................................................................9
Logistics Strategies applied by the company....................................................................9
Comparison of the strategies with the competitor companies.........................................11
Recommendation and Conclusion...................................................................................13
References.......................................................................................................................15

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Answer to Part A
Company Information
British Sugar Plc, is recognised as a subsidiary of “Associated British Foods” and
recognised as the only British based sugar beet producer. The company was
inaugurated in 1936, during the time of the nationalisation of the entire sugar beet crop.
This was done under the supervision of British parliament. In this era, there had been a
total of 13 individual companies along with 18 factories across the country. The
company processes all the sugar beet grown in UK and is responsible for producing two
thirds of the quota. Being one of the major processor of sugar for Irish and British food
market, British Sugar is responsible for processing more than eight million tonnes of
sugar beet producing 1.4 million tonnes of sugar every year (British Sugar 2018). The
innovative approach for manufacturing allows to create range of co products from the
power generation and bioethanol, to animal feed. British Sugar is not only the leading
sugar producer in Britain but also responsible for supplying eight million tonnes of sugar
beet every year. British Sugar grows the sugar beet in East Anglia and East Midlands
and they are sown at the spring. The harvested crops travel with an average of 28 miles
to one of the four advanced manufacturing plants in “Bury St Edmunds, Cantley,
Newark or Wissington” (British Sugar 2018).
Challenges, strategies and current process at British Sugar
In the recent times the sugar industry of UK faces a considerable uncertainty
extricated from EU. This is seen to be supported against the vagaries of the
international market implicating on future trade agreement by Britain. The diverse nature
of the changing form of the environment is seen with a challenge to the Sugar
production industry. The final round of the European Union (EU) is having a several
ramifications which is affecting the sugar business in companies such as British Sugar.
The “World Trade Organisation (WTO)” export constraints are no longer seen to be
applicable for the reforms which are applicable to the European producers. The WTO
controlled import duties for the non-preferential sugar will remain in place. The

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significant nature of the consequences for this is seen to be taken into consideration
with the rising sugar prices. In this dynamic market orientation, the increased pressure
placed with the WTO constraints will not be applicable with the European producers.
Despite of this consideration, the WTO controlled duties for the import will remain in
place with the WTO controlled import duties (European Commission 2016).
Some of the other challenges are considered with third party vendors not
agreeing to renew the contract for supplying sugar in bulk quantity. This is considered to
be evident with Sutton Tanker not renewing the contract for bulk sugar products when
the present contract expires at a later date in the year. In addition to this, the company
seeks to focus on the core business activities such as in areas associated to hazardous
chemicals, fuel sector and gases. The eight-year contract between British Sugar Plc
and Sutton Tankers came to an end in 2014 (Suttonsgroup.com 2018). Moreover, the
contract between Abbey Logistics and British Sugar also did not renew the bulk sugar
contract. British Sugar is responsible for supplying one million tonnes of sugar as per
the supermarkets and food industry. However, the new contract requirements company
will not be able to continue with the present contract agreements of Abbey Logistics
(Bulkmaterialsinternational.com 2018).
Another significant concern for British Sugar is identified with impact of Brexit on
the sugar industry. As per the present standings 50 to 60 percent of the sugar
consumed in Britain is taken into account with the sugar beet processed in this country.
Before joining EU, the industry is seen to be considered under EU membership which is
not directly related to the farm subsidies. The EU membership may imply more tariff to
the sugar beet production units. The initiation of Brexit will allow Britain to forge its own
bilateral trade agreement which will allow it to open up its own food market. U.K. cannot
expect to sell produce free of tariff to other countries such as Australia. In addition to
this, many farmers are of the opinion that EU subsidies are clunky and hugely
bureaucratic in nature (Ft.com 2018).
Some of the external challenges in the sugar industry in U.K. is considered with
the procurement and marketing of the bi-products. The company needs to consider the
different types of the associated risk factors such as the increasing labour cost, duration

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for crushing seasons and net recovery percentage of the sugar beet. In addition to this,
duration of crushing season, quality of the inputs and technical effectiveness are
considered as some of the other areas of concerns for the sugar beet industry. It may
be possible that in certain seasons the company is not able to follow the exact cyclical
patter for the production activities. Lack of efficient resources is considered as another
area of problem which is seen to be directly related to the production of the sugar beet
(Clark et al. 2017).
The sugar beet transportation system needs to go through several processes. In
certain situations, there may be problem associated to the external challenges such as
manual harvesting, extraction, pressing, carbonatation, boing and loading. The
company needs to make the exact provision for weighing the truck, following with
crushing process, unloading process and delivery to the processing units. It may be
possible the company is not able to follow the exact weights requirement which is
allowed for the shipment (British Sugar 2018).
Firm may face the associated challenges in the internal factors based on plant
size, location, efficiency, financial management and value addition made from the bi
products. The industry is also susceptible to the changes related to the availability of
sugar beet, changes in government policies and prices of sugar beet (Marcus Leroux
2018).
Answer to Part B
Executive Summary
The study aims to discuss on critical analysis and discuss the current
performance, key challenges faced by the company, logistics strategies applied by the
company and comparison of the strategies with the competitor companies. The latter
part of the report recommends appropriate strategies for British Sugar. Additionally, it
also discusses the literature review associated with the operational objectives. The
significant challenges of logistics and other operational areas have been taken into
account along with uncertainty extricated from EU. In addition to this, there is significant

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risk to the company as third party vendors are not agreeing to renew the contract for
supplying sugar in bulk quantity. This is evident with the consideration of the Sutton
Tanker not renewing the contract for bulk sugar products when the present contract
expired within a year. In addition to this, the company seeks to focus on the core
business activities such as in areas such as hazardous chemicals, fuel sector and
gases. British Sugar should look forward to import sugar beet from other countries such
as China, USA, Brazil, Germany, Turkey, Singapore and France. It should look forward
to increase its sugar consumption, which is defined by “Tate & Lyle Sugars at a single
factory at Silvertown in the East End of London”. At present, only 25% to 30% of sugar
is consumed in this single factory and the associated import cost of raw beet sugar is
also likely to increase. On increasing the percentage of sugar consumption from Tate &
Lyle Sugars, British sugar will be able to avoid the hefty tariff charges. The company
should look forward to reduce the external challenges by delaying more on the labor
from countries such as China so that is able to reduce the increasing cost.
Introduction
British Sugar is considered as one of the most efficient sugar processors in the
world. It is discerned that sugar beet is grown in East Anglia and East Midlands. Beet
sugar are sown in spring and is grown in the summer. The harvesting process of the
crops goes through manufacturing plants situated in “Bury St Edmunds, Cantley,
Newark and Wissington”. The sustainability strategy is stated with setting local priorities
and programmes for meeting the demands on the ground and create a long-term value
with the environment pillars and economic values. This is able to create the beet sugar
for building the value chain in rural economics along with creating a thriving, healthy
community. The biggest strength of the company lies in the investment to ensure
training and support to local economies across the UK, which is reflected with the
communities in which they operate (Green et al. 2014). In 1977, the company issued
the rights which decreased the government holding from 36% to 24%. On 2 January
1991, the company was sold to “Associated British Foods (ABF)” followed by a crash of
the property values which was seen to be affected by Berisford. ABF further attempted
to purchase in the late 1980s however the downturn in the stock market had stopped

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their move. The sole buyer of the sugar beet in the U.K. is British Sugar. The total
output is considered with 3500 farmers. In the first stage, the sugar beets are washed
on their arrival at the site. The second stage of the processing phase involves slicing the
sugar beet into thin strips known as cossettes. In addition to this, the thin strips are
placed in hot water for the extraction process and added with lime solution to remove
any impurities. The third stage involves formatting and packaging of the materials
(British Sugar 2018).
Background of the Study
The report has discussed about the literature review on the operational
objectives. The study has introduced critical analysis of current performance, key
challenges faced by the company, logistics strategies applied by the company and
comparison of the strategies with the competitor companies. The latter part of the report
is also able to recommend the appropriate strategies for the company.
Literature Review
The different aspects of supply chain innovation and logistics may be considered
interchangeably. Despite of this, the literature on the supply chain innovation is highly
fragmented with the multidisciplinary investigations. The innovations in supply chain is
considered with the idea, practice and the object which is perceived by an individual or
other unit for adoption. The innovation may not be evolutionary, but the results should
be measurable in terms of providing new service to its customers.
The logistical operations of sugar beet are done with the large number of the
independent farmers. The harvesting of the sugar beet is a complicated process which
involves thorough cleansing and separating any remaining beet leaves, “stones and
other trash material before processing”. Each sugar factory is assigned with individual
number of teams. Research in the transport, logistics and distribution started in 1978 in
the UK. The main activities were conducted by leading international research team with
majority of the projects being involved in international and national collaboration. A
significant portion of the research is concerned with sustainability of freight

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transportation and logistics operators in the UK and globally. The categorization of the
study is segregated into three sections namely sustainable urban freight transport and
logistics, encouraging the use of non-road freight transport modes. The categorization
learning also ensures reduced energy use with CO2 along with supply-chain
management (Farzad et al. 2017).
The sustainable urban freight aspect is considered with flexibility offered in
distribution of the goods in most of the urban areas. In addition to this, the sustainable
changes are evident in economic, social, environmental and various types of other
freight activities significant because of the conflicts associated with the densely
populated regions. Several research teams in the UK are responsible for working
closely in both public and private sectors for identification of best practice in urban
freight operations for allowing the businesses to operate in a much more efficient way
thereby reducing the social and environmental impacts. In cities such as London, the
team has been involved with several projects which brought sustainability through
improved operational performance, better regulation and enhanced freight
transportation facilities (Péra and Caixeta-Filho 2016).
The encouragement in terms of non-road freight transport mode is more evident
in case of rail freight, as tests show typically less damaging effect on the environment
than road haulage. Transportation has an integral role in having a connective role in the
several steps which may result in the converting the resource in terms of the ultimate
consumer. This is considered with the planning of the sub functions and functions for
maintaining the goods movement and minimizing cost and maximize the service to
constitute the concept of business logistics. Some of the traditional methods include
maintaining separate companies for “production, storage, transportation, wholesaling,
and retail sale, however basically, production/manufacturing plants, warehousing
services, merchandising establishments are all about doing transportation”. The
manufacturing and production of the plants need to go through storage “processing and
material handling within the plant and plant inventory”.
However, the current share of market for this is low and it is difficult to achieve a
shift in traffic from road to rail. The concerns associated with sustainability is

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encouraging with more interest in freight’s potential regarding research for corporate
social responsibilities, agendas and allocating teams for conducting considerable
amount of research for supporting both road and rail network transportation. The
research is able to discuss on diverse topics such as planning, business demolition and
supply-chain management (British Sugar 2018).
The efficient use of energy along with the supply-chain development activities is
evident in reorganizing the freight transport and logistics operations. Traditional
methods of work in these fields have focused only on the transport facilities. However,
the empirical research conducted in these areas has supported transport and logistics
stages of production supply-chain. The approach is significant in determining which
stage of the supply chain management is the most energy intensive and also determine
how decisions are made at point to reduce the overall energy. The total workforce for
handling the logistics operations in the UK is taken from various industries, which can
provide both freight management and contract logistics solutions. The dedicated team is
effective in delivering robust end to end supply-chain solutions across different types of
industries which includes e-commerce, automotive, retail and technology sectors. The
scope of the logistics services takes pride in being flexible and energized to design
creative solution for meeting unique needs of the consumers. In addition to this, the
country takes several initiatives to provide solutions for supply-chain issues as a real-
time strategy advantage by ensuring world-class qualities. These qualities are being
tested against fulfilling the criteria of operational excellence, which calls for continuous
execution often acclaimed as lean program (Lamsal, Jones and Thomas 2016).
Critical Analysis of current performance
The need for continuous efficiency for changes in the European Sugar regime is
seen to be significant with respect to reorganisation of the structure. It has been
discerned that at present, The British Sugar Corporation has relied on BP and DuPont
for building bioethanol plant at the Hull site. The company mainly depend on its
operations on four factories. Based on the investment made by British sugar, it is able to
make the most of raw materials such as beet sugar yield, which has increased for

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diversifying the successful implementation of portfolio along with coproducts which are
positively impacted with other industries (Da Silva and Marins 2014). The company
supplies almost 50% of UK’s total month for sugar. Moreover, it is able to support
95,000 jobs in a wider economy. The improvements are further evident with rising beet
sugar yield, which has increased by more than 25% in the past 10 years. British sugar is
known to partner with 3500 growers annually and involved with several other forms of
business ranging from 6500 to 7000 businesses. It is further able to invest £250 million
in the past five years for making the operations of manufacturing plants more efficient in
nature (British Sugar 2018).
The company is identified to be a strong supporter of sustainability culture
thereby helping the farmers for continuous improving of their sugar beet produce. The
continuous improvement process for the mixed funded research and development was
brought by “British Beet Research Organisation (BBRO)”. It is further observed that the
collaborative approach still continues to increase their sugar beet yield for the last 10
years which is evident with an increased by 25% (Sun et al. 2015).
At present, the company follows sustainability agricultural practices in order to
identify the important customers and growers. The considerable amount of
improvements is evident with introduction of new varieties of seed, crop storage
technique, and agronomy advice given for harvesting and falling off crop storage
techniques. The important consideration for maximizing the opportunity need to be
considered with constantly working with the beet sugar growers. In the last eight years
sugar beet is considered as the main supply of British sugar which is in compliance with
UK legislation and recognized worldwide for “silver level equivalence with the SAI
Platform’s Farm Sustainability Assessment (FSA) 2.0” (Degruyter.com. 2015).
Key challenges faced by the company
Along with the uncertainty of Brexit, there is significant disadvantage considered
with overall reduction in the number of factories over the years. It is also assessed that
closure are at some of the sites had put expansion of active plan of processing
campaigns. This was identified as one of the most cost-effective measures for

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increasing the front and processing of "thick juice" stage which is identified as a syrup
brand. However, the storage of these juices was done in tanks followed by processing
out of the season thereby spreading the entire load on crystallization which was not
preferable.
In addition to this, at the very early stage factories such as “Ely, Felsted,
Nottingham and Selby” stopped operating due to reducing the overall quota for sugar.
This is seen to be followed with closure of a site at Spalding. The site at Allscott got also
closed down near Telford, Shropshire which limited the operations of the company to a
certain extent. The main reason for closure of this unit was lack of scale to run
economically.
It is also discerned that out of 18 factories run by British Sugar Corporation, only
four is able to still process beet. These are identified with “Bury St Edmunds (Suffolk),
Cantley, Newark-on-Trent (Nottinghamshire) and Wissington”.
Logistics Strategies applied by the company
British Sugar has chosen Abbey logistics for managing its bulk sugar movements
across Great Britain. The sugar transportation is able to include the bulk granulated
sugar tanks and liquid tankers from four “state-of-the-art processing plants in the UK”.
The strategic location of the company is able to reduce the mileage from the farm to the
processing unit at factory. Abbey is specialised in bulk food grade logistics operating in
the UK’s largest fleet of dedicated food grade road tankers. The new contract will be
considered with taking the appropriate strategy for planning and delivery services
supporting British Sugar to continue to offer high quality along with flexible and
dependable service to its customers (Abbey Logistics Group 2016).
The competition related strategy needs to be considered with the attributed 3c
strategy. The competitive advantages are well thought out with the advantages in the
differentiation of the cost of the organization and competition from viewpoint of
customer. The reflection of 3c strategy is seen with customers, company and
competitor. The advantages are also considered with the viewpoint of the customer.

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The competitive tender process, British Sugar took the decision of selecting
Abbey based on the significant market experience in the food sector. This is further
associated with understanding the nature of the market. In addition to this, the company
has allowed for strong maintenance and depot network, thereby allowing maximum
efficiency and reducing the overall vehicle downtime which is perfect needs as per
British Sugar. It is also discerned that Abbey Logistics is able to share values when it
comes to putting the customers at the forefront (Lamsal, Jones and Thomas 2016).
Abbey is regarded as private-equity funded by transport and logistics which is backed
by third party transportation and logistics companies creating competitive advantages
through the supply chain (AB Sugar 2018). In addition to this, the British Sugar has
more than 25 years’ experience for providing innovative customer focused
transportation services thereby developing a nationwide depot network focusing on
greener logistics and transportation services. The nationwide service is further able to
include the nationwide depot and fleet for bulk liquid and power tankers along with
services such as “palletised freight ambient, temperature controlled, FTL and
groupage”. The group is further able to provide a warehouse facility along with
multimodal transport solution throughout UK and Europe (Logistics Manager 2016).
Abbey Logistics is considered as an important partner to the company which is
committed to provide transport road safety thereby improving vehicle efficiencies along
with enhancing the driver experience. British Sugar relied on 17 vehicles which are
powered with 11 litres, 2150 newton metre output engine together with rolling resistance
tyres which assists in reducing the fuel consumption. Equipping with the latest sat NAV
systems means that the drivers will be able to avoid the heavily congested area which
may reduce time spent thereby slowing down the overall traffic. This will significantly
contribute to the load capacity and transportation of heavier payloads in comparison to
the current vehicles (British Sugar. 2018).
Some of the most innovative strategies taken into consideration by the company
is seen to be based on reducing fuel consumption, which is done by equipping latest sat
system implemented into the vehicles so that the drivers will be able to avoid heavily
congested areas. This will further able to minimise the lead-time for the delivery of the

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containers. It will also be able to drive the reliability and timely deliveries to the
customers (Coelho, Renaud and Laporte 2016).
Improved mid lift axle is able to provide a greater load capacity for the
transportation services of the heavier payloads in compared to the present vehicles.
The trucks are able to introduce a new generation of fifth wheel coupling technology.
This is able to offer both audible and visual warnings to the drivers who are dealing with
the in an out of cab while coupling and uncoupling of removing the danger of dropped
trailers. The improved deliveries are made safer with the use of latest high capacity for
blowing the equipment and significant consumption with the unloading process
(Cevalogistics.com 2018).
The company is able to protect the vulnerable road by using both British Sugar
and Abbey very seriously. This is done to assist the drivers using four-way camera and
recording systems which are used along with new audible “left turn indicator which
sounds when the vehicle is turning left at low speeds”. The trucks are equipped with
latest Microlise telematics which is able to measure the performance of truck and
performance of the drivers thereby accurately specifying the areas of improvement for
assisting both the drivers and planners to achieve the highest efficiency level (Murray
2017).
Comparison of the strategies with the competitor companies
Some of the most eminent competitors of British Sugar is taken into account with
other existing sugar manufacturing companies such as The Silver Spoon Company,
Ragus Sugars Ltd and Tate & Lyle Sugars.
Company such as Ragus is seen to adopt the strategy of producing sugar via
sustainable means. The company is known for manufacturing and delivering pure sugar
glucose syrups along with using special formulations to manufacture the products in
certain ratio. The main supply chain strategy followed is based on Full truck load. Ragus
can produce any given volume of sugar above 2000 Kgs and deliver the same across
any part of the globe. The company’s U.K. sugar factory is situated close to West
London. They are further seen to supply artisan bakers and brew to well-known blue

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chip global brands with the sugar products which are used across the globe for baking,
confectionery, drinks, brewing and pharmaceuticals (Ragus. 2018).
The Silver Spoon Company is known for being the number one supplier in UK
retail sugar, sweetener market and expertise in baking. The company seems well
known for its range of quality sugar over the years, which launched with the motto of
producing low calorie home baking products. The company is also able to combine the
knowledge of sugar processing with the hope of delivering enhanced service to the
customers. The range of sweetening choices offered by the company is discerned with
“Caster, Icing, Granulated and Fondant icing sugar” (Silverspoon.co.uk 2018).
The business of Tate & Lyle Sugars is considered as one of the leading
suppliers of sugar and sweetener products. Some of the main range of the products of
the company includes packaging formats tailored with differing needs for the
consumers. The business of the company is segregated into four channels for aligning
the needs of the customers. The supply of sugar and the sweetener products is leading
in both bulk and large pack formats. This is further included in the manufacturing in the
pharmaceutical industry. Some of the other range of products of Tate & Lyle Sugars is
included with beet sugars and syrups which is considered with the richness of the depth
of the flavour in cooking and baking products (Tateandlylesugars.com 2018). The
foodservice of the company is designed for foodservices products in pack sizes which
are specially prepared for catering, restaurants and cafes. The various types of the
other strategies adopted by the company is seen to be dice end in terms of the inclusion
of the varsities of the ranges of the product which is seen to be evident with the
exquisite array of the extended range of terms of the service. This is included with the
functional and the innovative ingredients into the products such as texture, sweetness
and over feel of the products (Archive.isosugar.org. 2018).
Some of the other innovative strategies adopted in terms of the selection of the
rage of co-crystallised products, like “Qwik-Flo Honey Granules” and Powder which are
instantly soluble and has a free-flowing characteristic with the increased efficiencies in
handling of the products. The co-crystallised range of products are easily soluble with
the products such as “Qwik-Flo Honey Granules” and Powder property for easily

14LOGISTICS AND SUPPLY CHAIN MANAGEMENT
solubility with the free-flowing characteristics has resulted in increased handling
efficiencies (Ulprospector.com 2018).
The easy to blend non-hygroscopic application of the bakery products is
associated to bakery mixes, cereals, seasoning blends, dried soups, and beverages.
The products are usually genetically modified and does not include any engineered
ingredients. The products range along with the functionality has included variety of food
ingredients arising from speciality liquid sugars, high intensity sweeteners such as malt
and rice (Tateandlylesugars.com 2018).
Recommendation and Conclusion
The sugar industry is considered to be in an interesting phase of opportunity,
which may result from Britain’s departure from the EU. Based on the present study, 50
to 60% of the sugar consumed in Britain is discerned from sugar beets processed and
grown in this country. This allowed the company to import sugar other than EU at the
subsidized rate with more than 50% to 60% of the produce. However, as Britain is
aiming for exit from the EU these subsidies won’t be applicable anymore. Due to the
aforementioned issue the company should look forward to import sugar beet from other
countries such as China, USA, Brazil, Germany, Turkey, Singapore and France.
British Sugar should look forward to increase its sugar consumption which is
defined by “Tate & Lyle Sugars at a single factory at Silvertown in the East End of
London”. At present, only 25% to 30% of the consumable sugar is produced in this
single factory and they import cost of raw beet sugar is also likely to increase. On
increasing the percentage of sugar consumption from Tate & Lyle Sugars, British sugar
will be able to avoid the hefty tariff charges.
The company should look forward to reduce the external challenges in supply
chain by employing more on the labor from countries such as China so that is able to
reduce the increasing cost which is a big concern. It needs to implement more
automation into the process of refining sugar production and appropriate transportation

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vehicles to reduce the overall the time. The different types of internal problems need to
be addressed with acting as per the market changes and making relevant changes to
the government policies and prices of the raw materials. For handling of hazardous
containers, the company should rely only on those personnel’s who are having a
training and certificate on handling such items.
Based on the other learnings from the discourse it can be concluded that the
company has taken various measures for implementing innovative logistics practices.
This is evident with introducing some of the most pioneering strategies taken into
consideration such as reducing fuel consumption which is done by equipping latest sat
system implemented into the vehicles so that the drivers will be able to avoid heavily
congested areas. This system will be further able to minimise the lead time for the
delivery of the containers. It will also be able to drive the reliability and timely deliveries
to the customers.
The other innovative measures need to be accompanied with improved mid lift
axle which is able to provide a greater load capacity for the transportation services of
the heavier payloads in comparison to the present vehicles. The trucks are able to
introduce a new generation of fifth wheel coupling technology. This is able to offer both
audible and visual warnings to the drivers who are dealing with the in an out of cab
while coupling and uncoupling of removing the danger of dropped trailers. The improved
deliveries are made safer with the use of latest high capacity for blowing the equipment
and significant consumption with the unloading process. The study further discerned
that sustainability in agricultural practices is conducive for knowing about the
importance of customers and seek for growth opportunities. The considerable amount of
improvements is evident with introduction of new varieties of seed, crop storage
technique, and agronomy advice given for harvesting and falling off crop storage
techniques. The competitors of British Sugar are taken into account with other existing
sugar manufacturing companies such as The Silver Spoon Company, Ragus Sugars
Ltd and Tate & Lyle Sugars.

16LOGISTICS AND SUPPLY CHAIN MANAGEMENT
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