MH370 Motorola cargo comprised walkie-talkies, besides batteries and chargers

Whilst many of our readers are interested in some of our own articles, here’s one i found surfing around blog it is far better written than I could ever dream to accomplish. Maybe one day I’ll get to this rank, you never know.

A two-tonne consignment aboard the ill-fated  MH370 flight is believed to comprise The two way radios, lithium ion batteries and their chargers.
The cargo manifest released in the preliminary report of the incident shows that the plane was carrying 200kg of the batteries while the balance is said to be “radio accessories and chargers”.
The revelation by Malaysia Airlines confirms a report by on March 25 that revealed that the shipper of the lithium ion batteries, walkie-talkies and chargers was Motorola.
Quoting a source at that time, reported that the goods were shipped from the factory’s facility in Penang.
The goods were sent by lorries to the KL International Airport, and based on the master air waybill, the items were sent from Penang on March 6.
Of the 2.4 tonnes that was shipped from the plant in Penang, only about 200kg comprised the batteries.
Though the cargo manifest and master air waybill indicated lithium ion batteries, it did not reveal that walkie-talkies made up the rest of the consignment.
MAS later said in a statement that they were “web site accessories and chargers”.
The air waybill prepared by NNR Global Logistics Sdn Bhd on behalf of its client, Motorola, showed that two loads were packed, one being 1,990kg for 133 pieces and another being 463kg for 67 pieces.
The batteries and accompanying goods were later shipped by NNR Global Logistics, while the balance divided into “13 packages”, were forwarded by Kerry Logistics (Malaysia) Sdn Bhd.
The cargo manifest showed the plane carried 9,947kg in three large shipments.
While mangosteens from Muar, Johor weighed the heaviest at 4,566kg and the 2,453kg worth of lithium ion batteries and accompanying goods (written up only as “consolidated”) are more or less accounted for, the other 2,250kg of “consolidated” items have sparked interest.
A source familiar with aviation forwarding industry practices said the mystery surrounding the cargo manifest and the exact loads that went onto the ill-fated MH370 can only be resolved if MAS revealed the house air waybills.
The source added that without the house air waybill and the packing list, the cargo manifest and the master air waybill were redundant because only those two documents would properly state the goods and the shipper.
“It is understandable that MAS cannot reveal the other two documents simply because they may not have it.
 “As for the house air waybill and packing list, the Customs Department, the freight forwarder and the shipper should come forward and reveal them,” he said.
Days after the Beijing-bound flight went missing along with 239 passengers and the crew on March 8, Malaysia Airlines chief executive officer Ahmad Jauhari Yahya said the plane was carrying 200kg of “small” lithium ion batteries.
He said the load was not considered hazardous as it was packaged in accordance to safety regulations.
In response, the aviation source said though the shipment contained batteries and declared as dangerous goods, they are within specified permissible levels.
“The dangerous threshold for lithium ion batteries is not measured by its weight but its watt per hour measurement. For instance, a handphone probably would measure 100 grams watt per hour which is not lethal.
“The watt per hour measurement indicates the battery activity by the hour,” he had said while cautioning that forwarding companies and shippers often failed to declare “hidden dangerous goods” in the shipment.
These include flammable liquids, lubricants, corrosive and oxidising materials that could and have resulted in fires onboard flights, he said.
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Informal Communication

walkie talkie reviews cnetWhat is your favorite feature of this 2 way radio rental? Personally, I like the design job – Its cooler than an Inuit’s underpants!

Besides the flow of information through the standard channels, in every organization a flow of informal information also exists.
In an army as well as in business there are many invisible informal information channels which are important for the mutual understanding and co-operation. Informal contacts between colleagues are a countermeasure against the ubiquitous bureaucracy. When there is a positive atmosphere, employees often take the initiative to redress a situation.

In this way many mistakes are spontaneously fixed. Frictions and problems are quickly spotted and rectified.
Management should stimulate these informal communication channels because it is impossible to cover everything by means of procedures. Good managers understand this and will try to keep these channels open or even create them, like Montgomery did (see case The Phantom System).

Such informal communication channels perform even better when the focus and the strategic goals of the company are understood throughout the entire organization.

Two cases:
Case The Phantom System
General Montgomery, Supreme Commander of Eighth Army in North Africa during WW II (and later in Europe), received – like every Commander – the routine situation reports on a daily basis, which his staff prepared, next to those from the different units of his vast army.
But he did not want to only rely on these routine channels of information. Montgomery took the revolutionary step of establishing his “Phantom” system of liaison officers. These were carefully selected young soldiers chosen for their bravery, their initiative, their manners and their independence.

This corps d’te had unusual powers. They had carte blanche to travel anywhere and observe anything, but had no power of command. They were the eyes and the ears of the commander. Each morning they drove out to the farthermost parts of the front, using motorcycles, jeeps, or aircraft (Piper Cubs) and then returned to report directly to Montgomery late in the afternoon.
They just told him what they saw. In this way Montgomery, in addition to the routine daily reports from the different units, also received the latest first-hand eye witness view from the entire front.

Despite the special position of these young men there was never any friction between them and the units they visited, because of the manner in which Montgomery handled this group of liaison officers and the information they gathered.
A British Carton Cylinder Manufacturer
The sales director of a British manufacturer which made carton cylinders and two Way Radios for the protection and transportation of documents and was also specialized in manufacturing products like cigarette filters, carton cylinders for batteries and so on, instructed the drivers of his delivery trucks that when they delivered to customers they should watch to see if any trucks of competitors were also at the delivery yards of his customers.

They reported to him which competitors they saw and because of their friendly contacts built up with the customer’s personnel over the years, they could sometimes even give him detailed information about what products were delivered. One day the board of directors discussed the outsourcing of their logistics to a professional trucking company.
The sales director protested vehemently against this decision because then he would lose his carefully developed eyes and ears. After explaining his motives the board withdrew their decision. To systematically obtain important information about the competition, this director had unwittingly created his own “Phantom” system, just like Montgomery did.