Challenges Faced by Riverwood Logistics in Singaporean Logistics Market

This business report discusses the major loopholes in the logistics market of Singapore and reflects how the new market players Riverwood logistics face issues while operating in this hostile business market. The market value of the Singaporean logistics business circle is very high. In fact from 2012 to 2018 this business have been highly contributing towards the GDP of the country.

nnin eadRu g h : MANAGEMENT IN PRACTICE
Management in Practice
Student’s Name
University Name
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Executive Summary
This business report discusses the major loopholes in the logistics market of Singapore and
reflects how the new market players Riverwood logistics face issues while operating in this
hostile business market. The market value of the Singaporean logistics business circle is very
high. In fact from 2012 to 2018 this business have been highly contributing towards the GDP
of the country. Major findings of this report also reveals that the logistics industry have been
the fastest growing business sector in the country. The strategic location of Singapore in
South East Asia have made the country a major logistics hub. The countries of Europe as well
as Middle East also relies on the logistics service providing companies of Singapore for their
business operations. In this context, the market position of the Riverwood logistics company
is very strategic. They provide business class service to the retrial businesses of the country,
alongside providing third party service to other multinational logistics companies. The way
Riverwood have implemented innovative marled mapping and maintained a competitive
client base have been discussed in this report. Furthermore, the other challenges like
operating in a VUCA world or requirements of high end investments have been other
hindrances in the way of attaining success of Riverwood. The findings of the report confirm
that severe market fragmentation and excess amount of market players posed the most
significant challenge before Riverwood and prevented the company from emerging as
successful.

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Table of Contents-
1. Introduction............................................................................................................................4
1.1 Industry and Company Background.................................................................................4
1.1.1 Industry Background..................................................................................................4
1.1.2 The position of the Singaporean Government...........................................................6
1.1.3 Company Background...............................................................................................6
2. Problem Definition.................................................................................................................7
2.1 Four major areas of disruption.........................................................................................7
3. External analysis of the Company..........................................................................................9
3.1 PESTEL analysis............................................................................................................10
Political Factors................................................................................................................10
Economic Factors.............................................................................................................10
Social Factors....................................................................................................................11
Technical factors...............................................................................................................11
Environmental Factors......................................................................................................12
Legal Factors.....................................................................................................................12
3.2 VUCA analysis...............................................................................................................13
3.2.1 Volatility..................................................................................................................13
3.2.2 Uncertainty...............................................................................................................14
3.2.3 Complexity...............................................................................................................14
3.2.4 Ambiguity................................................................................................................14

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4. Internal analysis of the company..........................................................................................16
4.1 RBV analysis..................................................................................................................16
4.1.1 Tangible Assets........................................................................................................16
4.1.2 Intangible Assets......................................................................................................16
4.1.3 Heterogeneous.........................................................................................................16
4.1.4 Immobile..................................................................................................................17
Conclusion................................................................................................................................18
Reference List..........................................................................................................................19

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1. Introduction
Logistics and transportation business is a booming reality in the business market.
Compounded by the strength of this industry, the logistics companies in Singapore are
scrambling to redesign various avenues to beat the rate race in the logistics jungle and grab
the best of the potential boom in the logistics industry. In this context, this report explores the
major hindrances and business related challenges that River wood-logistics have been facing
while operating in the business atmosphere of the logistics industry of Singapore. The major
blocks that Riverwood Logistics have faced are persistent demands from the customers of
Singapore for shorter delivery periods and the growing unreliability among the customers
regarding the third party logistics vendors. In this report, a detailed external as well as
internal analysis have been conducted to identify the competitions that the organisation have
been facing from adverse macro environment as well as other competitors like self-selling
logistics section that has reduced the reliability on the third party logistics companies. Other
internal issues that Riverwood have been facing has also been discussed in this report.
PESTEL analysis have been conducted in the course of the report to highlight the sources of
the issues that have hampered the productivity and the revenue growth of the organisation.
Further in-depth market study s accomplished through the application of the VUCA matrix in
this report. Again, RBV analysis have also been conducted for making a high end study to
understand how the macro economic factors have been influencing the internal operations of
the company.
1.1 Industry and Company Background
1.1.1 Industry Background
According to the declarations of the International Monetary Fund (WB), among 155
major countries, Singapore is ranked the 1st among the potential logistics hubs. Other than a

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strong network of domestic logistics, the country being situated in the heart of the South
Eastern Asian region, enjoys high advantage against monitoring global trade (Zhang et al.
2016). About 18000 in house and third party logistics companies are currently operating in
the country and approximately 180000 people are engaged in this industry (Kucukaltan, Irani
& Aktas, 2016). According to Piecy and Björklund (2015), about 10% of the workforce of the
Singaporean organised sector is employed in the logistics sector of the country. The
international Logistics market of Singapore serves about 123 countries and executes its
operations through more than 200 business routes in the Asian region only
(Riverwood.com.sg, 2018). The frontline Singaporean logistics farms have become the
leading players for supplying the deliverables of industries like aerospace, electronics,
telecommunications, biomedical science and e-commerce. In fact the most emerging as well
as reputed logistics companies like Agility, TNT, Nippon Express, Toll and NYK are
headquartered in Singapore, itself. The companies which have major share of their sales or
production franchises based in Singapore or in South Eastern Asia like Avaya, Hewlett
Packard, Panasonic, Siemens, or dell, rely on the Singaporean companies for a major part of
their business operations.

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Figure 1: Industrial position of logistics business in Singapore
(Source: pwc.com, 2018)
1.1.2 The position of the Singaporean Government
The government of Singapore had declared in their last strategic economic program
that they would aim at increasing their GDP by three to five percent annually for the
upcoming five years (Yuen & Thai, 2017). The strategic position of the industries of
Singapore shows that a capable management of the human and the physical resources can
only help in the achieving of the target. This target have posed before the companies of
Singapore challenge to develop an economy that is knowledge intensive by focusing on up
gradation of key skills and also inducing innovation and high level of productivity among the
workforce of the companies. The market position of the various industries in Singapore
shows that the strategic position of the Logistics industry of the country, makes it a critical
enabler for an attaining success in the Asian and especially the south Eastern market of Asia
(Kumar & Rahman, 2014). In order to emerge the logistics business of the country, the
government is leaned on enhancing the connectivity among the business routes so that new
Singapore is
ranked the 1 st
among the
potential logistics
hubs
About 18000 in
house and third
party logistics
companies are
currently
operating in the
country
The international
Logistics market of
Singapore serves
about 123 countries
and executes its
operations through
more than 200
business routes in the
Asian region only

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and increased trade flow can be possible and physical trade can seamlessly combine with the
related services such as logistics and distribution.
1.1.3 Company Background
Riverwood Logistics is a third party provider of logistics solutions to some of the
major organisations all over the world. The services they provide include retail logistics,
Freight solutions including sir freight and ocean freight, logistics solutions to the industry
sector (Oil and gas, retail, technology, manufacturing and B2B) (Riverwood.com.sg, 2018).
Other service provided by the company include relocation management, storage solutions as
well as e commerce pick-ups. In the views of the managing director of the organisation, most
of the logistics solutions are disparate as well as disconnected (Riverwood.com.sg, 2018).
However Riverwood provide an integrated logistics solution by looking in to the current
business needs and the major challenges, analysing the currently employed business systems
as well as processes. The Vision of Riverwood Logistics is to establish themselves as the
preferred logistics partner for business all over the world (Riverwood.com.sg, 2018).
Riverwood is also one of the franchised partners of the government organisation Singapore
Post, DHL (as third party logistics) and Standard Chartered (Riverwood.com.sg, 2018). The
company have adapted to innovative business management in order to beat many of the major
logistics farms of Singapore.

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Figure 2: Company position of Riverwood
(Source: Riverwood.com.sg, 2018)
2. Problem Definition
2.1 Four major areas of disruption
Customer’s expectations are rising sky high. Both retail customers as well as business
organisations are expecting their deliveries to move faster and expects more flexibility in
their orders. In case of Riverwood, retail operations, the company management have noticed
that the consumers nowadays expects deliveries at negligible or at no delivery cost at all. The
manufacturing of products in Singapore and in some international contexts have become
highly customised which offers a wide range of choices for the customers. However delivery
of such products become highly complicated. Hence the major challenge that the company is
currently facing is to deliver better solutions at an even lower cost (Esmaeili et al. 2015).
According to the Operations and Client management team of the company, it is only possible
to achieve this by making highly intelligent use of technologies in case of data analytics to
Company's
Position
The services they provide
include retail logistics,
Freight solutions
including sir freight and
ocean freight, logistics
solutions to the industry
sector (Oil and gas, retail,
technology.
Manufacturing and B2B
The Vision of
Riverwood Logistics is
to establish themselves
as the preferred logistics
partner for business all
over the world
Other service provided
by the company
include relocation
management, storage
solutions as well as e
commerce pick-ups .

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implementation of automation and exemplary use of physical internet. However, in this
context, the major problem that the logistics company is facing is a major dearth of “digital
fitness”. Many of the logistics companies nowadays are losing out customers due to this
problem. The employees who are associated with the physical delivery support service or
working with the warehouse management service of the company are highly lacking of the
digital fitness of the company. The entry of new entrants have been a recent issue for
Riverwood and other small and emerging companies in the logistics business. Utilising the
client communication support and the self-resources employed in the company many of the
employees as well as the customers of the company are opening their own logistics firms who
are providing service to the clients using the service setup of Riverwood and receiving orders
from the client base of Riverwood itself. However most of these entrants do not have a
balance sheet that is asset heavy (Thai, 2016). This is why they cannot exist in the logistics
market as they fail to supply to client that demand the implementation of high end asses. As
an impact of their incapability to deliver the solutions, a negative feedback reaches the client
base of the company which then tends to lose customers.
Many of the potential logistics companies nowadays pertain to sharing and
collaboration. They indulge in both Formal Joint ventures as well as corporate level
partnership and thus redefining collaboration in the logistics business. However incapability
to manage shipment sizes, or the processing of IT solutions leads to the collapse of small
companies with whom Riverwood Logistics had set up strategic collaboration. This resulted
in the hampering of the business outcomes which affected the client base of the company
greatly.
Another area of complication for the company is the last mile delivery. As per
Aguezzoul (2014), lack of Physical internet support and other factors make the last minute
deliveries time consuming and costlier. That is why delivering solutions at competitive prices

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becomes difficult for the organisation. This is one source of major financial loss for the
company.
Figure 3: Major disruptions in Business
(Source: Riverwood.com.sg, 2018)
3. External analysis of the Company
3.1 PESTEL analysis
Political Factors
The global connectivity of Singapore is a crucial factor behind the rapid expanse of
the logistics industry of Singapore. According to the Performance index of the logistics
companies by the World Bank in 2016, Singapore had occupied the number one position. The
government of Singapore, had proclaimed to increase the GDP of the country by 2 to 3
percent every year by the end of 2023 (Govindan & Chaudhuri, 2016). This is the
Singaporean government have walked on the way of liberalising the procedure for
authorisation of logistics companies. Another important factor is that the logistics industry of
Customer’s expectations are rising sky high
lack of Physical internet support and other factors make the last minute
deliveries time consuming and costlier
incapability to manage shipment sizes, or the processing of IT solutions
leads to the collapse of small companies with whom Riverwood Logistics
had set up strategic collaboration
Market penetration and resulting loss of client base

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Singapore have contributed to about 10% of the annual GDP accumulation of the country and
about 9% of the workforce of the organised sector of New Zealand have been employed in
the logistics and allied industries of New Zealand (Keshavarz Ghorabaee et al. 2017). As an
outcome, many small start-up companies have emerged in the industry. They have resulted in
a fragmentation of the customer base and the consumer market of Singaporean logistics
industry. This is why Riverwood faced a major problem owing to the accumulation of the
client base as an emerging start up organisation.
Economic Factors
Recently the in surge of private companies in the industrial sector of Singapore has
helped to bring in potential investments also. This is why the companies like the emerging
logistics service providers have also gained in from the market operations. Riverwood
Logistics is not only into the logistics service sector, they also have the business of freight
management, warehouse management and retail market management (Riverwood.com.sg,
2018). On the contrary, Salam (2015), informs that the major multinational private companies
like Agility and FedEx is entering the business market of these sectors. As an outcome
companies like Riverwood are not able to compete with the high asset level of the
multinational companies. The strata up capital that is invested by these multinational
companies to enter the new business markets s about 30 to 40% higher than that invested by
the emerging companies like Riverwood Logistics (Riverwood.com.sg, 2018).
Social Factors
The consumption trends of the retail customers have changed in Singapore. Online shopping
websites have entered in to the retail market actively. The online sales of all day to day
deliverables is in vogue among the customers of Singapore. However, with the emergence of
so many websites that have been actively operating in the business sector, the customers have

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many choices at hand. They are persistently relying on the purchase of products that charge
lowest for product delivery. This is in turn affecting the business of the third party logistics
vendors like Riverwood (Mavi, Goh & Zarbakhshnia, 2017). This is because the clients of
Riverwood are demanding their service at cheaper prices. Being a start-up company with
small infrastructure, the organisation is unable to deliver service at a comparatively lower
price. As an outcome, the revenue collection of the company is getting affected. According to
Wong, Tai and Zhou, (2018), a reduction of revenue generation by 3 to 5%, makes it arduous
for the company to make fluid investments in the other trade facilities like freight
management and warehouse management difficult.
Technical factors
The lack of expertise in handling the advanced analytics of the business market makes it
difficult for the companies like Riverwood to improvise in terms of improvement and
optimisations. There is lack of good data analysts who can employ algorithmic technologies
and specialised market analysis software. This is why, Guarnieri et al. (2015), opines that the
company is not able to proficiently map the market demand and the credulity of their service
quality in the country and among the international clients as well. The company is in its start-
up phase and hence they would have monetary issue in establishing powerful seRivers that
would provide accurate IOT data (Leuschner et al. 2014). This is a major hindrance in
making perfect last mile coverage and providing warehouse management solutions. Hence
the company have to incur liability cost by extra incentives to the employees for making
prompt deliveries.
Environmental Factors
The environmental impact caused by the transportation and specially freight transport
is a sustainable concern for the Singaporean government and the mobility policies of 2001

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have been framed by the government to reduce the pollution from vehicular pollution (Koh,
2016). This requires companies like Riverwood to adapt acute environmental strategies.
Since the transportation of the company is franchise based it is difficult for the management
to map the amount of emission generated by the vehicular transit. As per Salleh (2017),
traffic congestions, noise generation and accidents have increased by 4% in the streets of
Singapore after the rise in the popularity of the logistics business in the country. Companies
like FedEx, Agility and other frontline companies have an emission mapping technology and
hence they can monitor and control their carbon outputs according to the governmental
regulations of the Singaporean authority.
Legal Factors
The differentiated regulatory requirements of the Singaporean against the market entry for the
start-up logistics companies. In Singapore there are seven regulatory authorities which
monitors the licensing of the logistics companies. The active intranet and extranet usage
reports of the logistics companies are also monitored by the organisations (tnp.sg, 2017). The
shipping documentations and shipment contracts and inventory tracking information should
bear government seals. The franchised logistics companies of the Singaporean government
like the Riverwood Company also enjoys the advantages of the ASEAN and other free trade
areas. This makes the delivery of freight solu7tions across borders to the south Asian
countries easier and price competitive.

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Figure 4: PESTEL analysis of issues and challenges of Riverwood
(Source: Riverwood.com.sg, 2018)
3.2 VUCA analysis
3.2.1 Volatility
The volatility that the logistics companies face primarily in the business atmosphere of
Singapore is the general uncertainties of technological interruption. The use of technology
helps the company to provide accurate solutions to the clients. However occasional
breakdown of the technology support like jamming of networks which results in disruption of
the networks and as an impact the communication of the service employee with the IT
departments gets resolved. In case of start-up companies, this threat is higher. However the
hindrances in the continued supply of Physical Internet is another factor that makes it difficult
for the service hubs of the company is various zones very problematic to access the deliveries
(Pwc.com, 2018). This directly impacts the client base of the company.
PESTEL
analysis
Political
Factor:
liberal
market
policy
Environmental
factor:
Emission
mapping is
diffcicult for
Riverwood
Economic
factors:
Increased
investment
by MNCs
Social
Factors:
Increased
reliance on
ecommerce
Technical:
Lack of
advanced
analytics and
data analytics
Legal
Factors:
Stringent
regulatory
framework

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3.2.2 Uncertainty
The logistics industry consumes about 9%n of the skilled workforce of the country. However
in the words of McSpadden, (2017), about 15% of the 180000 employees (in approx.) who
are currently employed in the logistics industry lack the raw service skills. In such an
uncertain business atmosphere, leadership skills of the inventory managers is very important.
However lack of comprehensive knowledge about the macro environmental factors of the
various business environments makes it difficult for the service managers to guide the
employees to provide prompt service. This is one major problem for the start-up companies
of the VUCA world.
3.2.3 Complexity
In a VUCA world, generally the industry regulations are constrained and requires
undertaking of commissioned training procedures. Recently, the high level of banking crises
faced by the industrial sector of Singapore have made the risk and the safety concerns of new
market entries matter of high concern. As opined by Leuschner et al. (2014), these
regulations are highly contextual to the recent business environment where the government is
allowing high investments from the private organisations for boosting the industrial sector of
the country. The lack of transparency and the complexity of the business world related to new
and entrepreneur business agencies like the Riverwood Logistics Company have made the
macro environment of the business sector quite complex.
3.2.4 Ambiguity
In the VUCA world, business organisation should be susceptible to change. The business
market of Singapore, there have been too many players in the logistics business. This is why
the customer market gets typically fragmented. Lack of centralisations seriously affects the
customer base of the potential companies. In this atmosphere it is also very difficult for new

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and promising organisations like Riverwood logistics. With Nippon logistics and other multi-
national organisations losing 5000 to 12000 customer per year owing to the rampant market
segregations, the new and emerging organisations like Riverwood logistics are experiencing a
very slow rate of market acquisition (Mavi, Goh & Zarbakhshnia, 2017). The company have
been able to gain only 52% of the estimated market strength that was projected in the pro
forma business report for 2016 to 2018 (Aguezzoul, 2014). Mixed messages goes to the
customers in an ambiguous business world. They do not understand clearly the values that the
individual organisations are trying to deliver. Other major issues are conflicts of interest and
lack of resources.
Figure 5: Issues of operating in the VUCA atmosphere
(Source: Salam, 2015)
4. Internal analysis of the company
4.1 RBV analysis
4.1.1 Tangible Assets
olatilit o e er occa ional rea do n oV y: H w v s b k w f
t e tec nolo pport li e ammin oh h gy su k j g f
net or ic re lt in di r ption o t ew ks wh h su s s u f h
net or and a an impact t ew ks s h
comm nication o t e er ice emplo ee itu f h s v y w h
t e T department et re ol edh I s g s s v .
omple it ecentl t e i le el oC x y: R y, h h gh v f
an in cri e aced t e ind trial ectorb k g s s f by h us s
o in apore a e made t e ri and t ef S g h v h sk h
a et concern o ne mar et entries f y s f w k s
matter o i concernf h gh .
ncertainit a o t o t eU y: b u 15% f h 180000
emplo ee in appro o are c rrently s ( x.) wh u y
emplo ed in t e lo i tic ind tr lac t ey h g s s us y k h
ra er ice illw s v sk s
Am i it T e ine mar et ob gu y: h bus ss k f
in apore t ere a e een too man pla erS g , h h v b y y s
in t e lo i tic ine T i i t eh g s s bus ss. h s s why h
c tomer mar et et t picall ra mentedus k g s y y f g .
peratin in t e AO g h VUC
orldw

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The fixed asset expense in the Riverwood logistics company is less compared to other
potential companies. They hire service trucks and drivers on a franchise basis. This is how
the company saved about 26% costs on initial investments (Piecyk & Björklund, 2015). Other
than these, the primary initial investments includes setting up of physical internet connection
and inland personal server for delivering online service to the clients. The company relies on
third party payroll to appoint service staff. The core business is regulated online and as such
much of the physical investment requirements are reduced.
4.1.2 Intangible Assets
The major intangible assets of the company are the deliverables of the clients they serve. The
company accepts full payment during the time of placing of order. In the case of volume
business orders, the contract fee is also accepted prior to the commencement of a fiscal year.
However the liability assets of the company are higher. As per Yuen and Thai (2017), they
have a policy of bearing 75% of the damage or caution money in case if some natural disaster
is responsible for destruction of the clients’ deliverables. The liquidation method is stringent.
However charging competitive prices and features like not accepting packaging charges and
nominal safety charges makes the service packages of the company very affordable. This is
why, even amidst this turbulent market of the logistics industry in Singapore, Riverwood
have been able to keep its revenue generation rate static to 3 – 5%.
4.1.3 Heterogeneous
The heterogeneity of the business genre of Riverwood logistics is huge. The demands and
category of various clients are different. That is why different perspective of warehouse
management needs to be applied in different cases. However this is a part of the operational
procedure and expenditure of the company (Kucukaltan, Irani & Aktas, 2016). However, the

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high service quality of the company has helped them to achieve the standard of national
franchise for governmental bodies and agencies.
4.1.4 Immobile
The storage warehouses that manoeuvre the business assets of the big corporations and the
ocean and air freight warehouses are the biggest immobile assets of the company. These
assets are irrespective of the business scenario in the external environment of the company.
However the company have gained by reducing warehouse cost through sharing of the
government warehouses or entering into business partnership of other companies.
Figure 5: RBV matrix
(Source: developed by the researcher)
Conclusion
R B V M a trix
Tangible
Intangible
Heterogenous
Immobile

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In this business report, challenges that Riverwood logistics face while operating in the
business environment of Singapore have been discussed. Analysing the market graph, it can
be concluded that there is ample possibilities in the Singaporean market of logistics business.
In fact, the logistics business market of the country have contributed highly to the GDP of the
country. Besides, this industry have been providing job opportunities to about 180000 people
in the organized sector of the country. As an outcome, it has been observed that the
government have made the market entry easier. This prompted numerous enterprises with
insufficient resources to enter the business market of the country. This caused rampant
segregation of the business market and as an outcome, new organisations like Riverwood
faced immense issue to consolidate their potential customer base. The failing business
collaboration also caused severe issue for the company. However, innovative business
management and client appraisal have helped the company to keep up a steady rate of
revenue generation.

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