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8 Air C
argo
8C H A P T E R
AI R CA R G O
v
8 . 2 K E Y M A R K E T S A N DC O M M O D I T I E S
Air-eligible goods can be charac-
terized as being time-sensitive in a
physical or economic sense with
high value-to-weight ratios.
Although the most expensive
mode, air transportation can also
be the most effective in terms of
security, damage control and
speed. Key North American
import and export commodity
categories include capital equip-
ment, intermediate materials,
computers, apparel, telecommuni-
cations equipment, consumer
products, technology products,
refrigerated foods, and transporta-
tion equipment. Top goods
import ed and exported at Toronto
Pearson – high tech, specialized
manufactures, perishables and
pharmaceuticals – are in keeping
with North American trends.
Chapter 8 > AI R CA R G O
8.1
A I R C A R G O
Chapter 8
8 . 1 I N T R O D U C T I O N
Within an increasingly global
business economy, the availability
of an efficient and reliable air
mode alternative for competitive
supply chain management has
never been more important.
Although air transportation repre-
sents less than one per cent of all
goods moved by volume, it
already accounts for more than
22 per cent of Canadian imports
and exports outside of the United
States by value1.
Situated within the heart of
Canada’s logistics industry,
Toronto Pearson International
Airport leads the nation in air
cargo activity: in 2005, over
40 per cent of total air cargo in
Canada was processed at Toronto
Pearson. With more than 50
scheduled and charter airlines pro-
viding non-stop service to 37
domestic and 83 US destinations
and same-plane service to 100
inter national cities, Toronto
Pearson offers route connections
at local, regional, and global levels.
From both geographic and opera-
tional standpoints, the Airport is
strongly positioned to facilitate
market activity and contribute to
the economic growth of surround-
ing businesses and industries. In
recognition of these strengths,
major freight forwarders, trucking
firms and warehousing solutions
providers have chosen to establish
their operations within close
proxi mity of the Airport.
Unlike passenger operations where
the total travel time and directness
of the route between end points is
a measure of service, cargo opera-
tions measure service primarily by
adherence to the expected travel
time between end points. As ship-
pers seek to minimize costs associ-
ated with transportation and
logistics, the emphasis has shifted
from just-in-time delivery to time-
definite delivery. This willingness
among customers to accept
deferred, but defined, delivery
times has increased the viability of
alternative modes, especially
ground transport, and allowed
shippers to incorporate modal
transfers into their network links.
The potential for the GTA to
expand and further its competi-
tiveness within the cargo and
logistics industry will depend
on an airport operating envi-
ronment that can respond
efficiently to the demands
of such a network system.
1 Transport Canada. Transportation in Canada 2005 Annual Report(Minister of Public Works and Government Services, Canada, 2005)http://www.tc.gc.ca/pol/en/Report/anre2005/add/taba913.htm (accessed April 24, 2007)
all-cargo aircraft, have signifi-
cantly increased.
Cargo carriers which operate at
the Airport include the following:
Bellyhold: AF/KLM, Air Canada,
Air India, Alitalia, American Air -
lines, Austrian Airlines, British
Airways, Cathay Pacific, Conti -
nen tal Airlines, Delta Airlines,
Korean Air, Lufthansa, Northwest
Airlines and WestJet.
All-Cargo: Air Canada Cargo,
Cathay Pacific Cargo, Cubana
Cargo, Korean Air Cargo, DHL,
FedEx, UPS and Volga Dnepr.
8.3.2 Freight Forwardersand Customs Brokers
Freight Forwarders
Freight forwarders coordinate the
transportation of goods across
supply chains. Typically, freight
forwarders are intermediaries that
link shippers with freight carriers
(airlines, trucking companies,
railroads, ocean carriers) without
owning the actual means of trans-
port. Freight forwarders are a vital
component of the air cargo indus-
try because they can organize
freight trans portation more effi-
ciently and cost-effectively than
forwarders and customs brokers,
for customer interface. While the
carriers clearly provide the capacity
in this sector of the cargo market,
the freight forwarders and logistics
providers control the actual move-
ment and routing of the heavy and
international freight activity.
Integrators provide a complete
service from door to door by using
their own trucks for pickup or
delivery to or from an airport and
their own aircraft networks from
airport to airport.
Traditionally, air cargo at Toronto
Pearson has been predominantly
carried in aircraft belly compart-
ments of passenger aircraft. In the
past five years, however, aircraft
movements by freighters, or
The top ten import and export
markets served by Toronto Pearson
are listed in Table 8.1.
While the United States remains
an important trading partner, the
amount of cargo imported from
China has increased over the past
few years. Overall traffic from Asia
to North America is forecast to
grow at an average annual rate of
8.4 per cent2. The top ten coun-
tries identified represent over
70 per cent of all import markets
and over 80 per cent of all export
markets by value.
8 . 3 E X I S T I N GS TA K E H O L D E R S
From door to door, goods are
generally shipped following one of
the two paths shown in Figure 8-1.
8.3.1 Air Carriers
Cargo airlines provide air freight
transportation from airport to air-
port through the use of passenger,
combination or freighter aircraft.
Air freight carriers are dependent
on intermediaries, such as freight
Chapter 8 > AI R CA R G O
8.2
TO P TO R O N TO P E A R S O N A I R I M P O RT / E X P O RT M A R K E T S BY VA L U E ( 2 0 0 4 )
Rank Import Export1 United States United States2 China United Kingdom3 United Kingdom Belgium4 Germany France5 Japan Germany6 Ireland Japan7 South Korea China8 France Hong Kong9 Switzerland Switzerland
10 Sweden Netherlands
TA B L E 8 - 1
INTEGRATEDBusiness Model
NON-INTEGRATEDBusiness Model
Source: MergeGlobal Inc.
ORIGIN Origination Customer to Airport Airport to Completion DESTINATIONAirport to Airport Customer
Interface (Inter-City) Interface
SHIPPER
Integrator Integrator Integrator Integrator Integrator
Forwarder ForwarderAirline
Trucker
Forwarder
TruckerForwarder
CONSIGNEE
F I G U R E 8 - 1
Air Cargo Industry Structure
2 Clancy and Hoppin. American Shipper: Steady Climb (MergeGlobal, 2006)http://www.mergeglobal.com/articles/2006-08_SteadyClimb_Article.pdf (accessed April 24, 2007)
Chapter 8 > AI R CA R G O
8.3
end-customers themselves, and
they take responsibility for organ-
izing and monitoring door-to-door
delivery.
A critical component of an effec-
tive cargo gateway is the ability for
freight forwarders to access both
freighter and passenger aircraft.
Traditionally, large passenger gate-
ways are also the largest cargo gate-
ways due to the access to low-cost
passenger belly cargo capacity. The
freight forwarding community is
strongly attracted to the cargo
capacity in the belly space of wide-
body passenger aircraft on interna-
tional routes at airports that serve
international gateway cities.
Many world class freight forward-
ing companies have their Canadian
headquarters located in the Peel
Region. The locations of registered
freight forwarders within the GTA
are shown in Figure 8-2. Key
freight forwarders using Toronto
Pearson as a gateway include
Agility, DHL Global Forwarding,
Eagle Global Logistics, Expeditors,
Kuehne & Nagel, Nippon Express,
Panalpina, Schenker, SDV and
UPS Supply Chain Solutions,
among others.
Customs Brokers
Customs brokers manage ship-
ments through the customs clear-
ance process. The majority of
customs brokers within the GTA
are located around the perimeter
of the Airport.
8.3.3 Cargo Handlers andWarehouse Solution Providers
Warehouse space at Toronto
Pearson is needed by cargo carriers
and cargo handling agents to
accommodate: storing, pick-and-
pack, routing, pallet-buildup,
repackaging, and other handling
activities. Sufferance warehouses
are used for international air
freight handling activities such as:
storage, customs clearance, and
forwarding of goods. In many
cases, cargo handlers are the link
between the freight forwarders
and the cargo carriers.
Cargo handling agents at Toronto
Pearson include Cargo Zone,
Excel Cargo, Swissport, VCC
Cargo Services, and Worldwide
Flight Services.
8 . 4 E X I S T I N G FA C I L I T I E S
Cargo operations at Toronto
Pearson are currently located at
three different locations (west, east
and north) on the airport site.
See Figure 8-3.
8.4.1 Cargo West – Infield Cargo
In 2001, new cargo facilities occu-
pying an area of approximately
30.4 ha opened as part of the
infield development between the
two north-south runways. Cargo
West, or the Infield Cargo area,
includes three cargo buildings, a
cargo apron, vehicle parking, and
truck manoeuvering areas. Canada
Inspection Services are available
on site 24 hours per day, seven
days per week. Figure 8-4 illus-
trates the Infield cargo facilities.
Cargo Buildings 1, 2 and 3 were
designed with an air-truck interface
to allow the direct and efficient
transfer of goods from air craft to
truck. The large common-use
apron at Cargo West can simulta-
neously handle nine B747 and
one B767 aircraft and is equipped
with two in-ground fuelling sta-
tions as well as a nose-tethering
device for B747 freighters. Truck
manoeuvering areas are generously
sized for tractor trailer turning
movements.
A 598 m, four-lane vehicle tunnel
constructed in 1998 provides a
10-minute airside connection
between the Infield and the pas-
senger terminal apron.
Cargo West – Infield Cargo
Chapter 8 > AI R CA R G O
8.4
Situated on Britannia Road,
Cargo West is well-connected to
the highway system via Convair
Drive to Hwy 427 and Hwy 401
via Dixie Road.
Cargo 1: Cargo 1 is leased and
operated by Air Canada. It con-
tains 26,100 m2 (281,100 ft2) of
warehouse space, 2,200 m2
(23,500 ft2) of office space, and
has 49 groundside loading docks.
The facility is highly automated
and equipped with sophisticated
cargo handling systems.
Cargo 2: Cargo 2 is a multi-
tenant facility with 22,400 m2
(241,000 ft2) of warehouse space
with a clear height of 16.7 m
(55 ft) and 4,500 m2 (48,700 ft2)
of office space. The building has
51 loading dock doors groundside
and seven on the airside. It is con-
nected to Cargo 3 via a pedestrian
bridge so that tenants within the
Chapter 8 > AI R CA R G O
8.5
building can access Canada
Customs services directly.
Key tenants in Cargo 2 include
BAX Global and Cargo Zone. The
GTAA also operates its logistics
centre from this facility.
Cargo 3: Cargo 3 is a multi-
tenant facility built to meet the
requirements of small- to mid-size
cargo handlers and freight
forwarders. The building contains
4,680 m2 (50,300 ft2) of ware-
house space with a clear height of
13.7 m (45 ft) and 9,600 m2
(103,200 ft2) of office space
located on the mezzanine level of
the warehouse area as well as a
three-storey office tower on the
west side of the facility.
Chapter 8 > AI R CA R G O
8.6
Current tenants at Cargo 3 in -
clude American Airlines, WestJet,
and Worldwide Flight Services.
Canadian Border Security Agency
(CBSA) also provides customs
services from this facility 24 hours
per day, seven days per week.
8.4.2 Cargo East – Vista
Vista Cargo Terminal is a privately
owned and operated cargo com-
plex located on 11.5 ha at the east
side of the Airport (see Figure 8-5).
The adjacent apron area can
simul taneously accommodate
four narrow-body freighters
(DC8F/B727F) or two wide-body
freighters (B747-400F). The
facility consists of 29,700 m2
(320,000 ft2) of warehouse space
with clear heights of up to 12 m
(40 ft) and 8,360 m2 (90,000 ft2)
of office space. The multi- tenanted
U-shaped facility is serviced by a
ring road that provides ground
access to truck docks.
The varied mix of tenants at Vista
includes airlines, couriers, cargo
handlers, freight forwarders and
off-line airlines. Air France, DHL,
Excel, Handlex, Lufthansa,
Swissport, UPS and VCC Cargo
Services are included among ten-
ants at the Vista Cargo Terminal.
8.4.3 Cargo North – FedEx
Cargo North is occupied entirely
by FedEx which opened its
Canadian hub there in 2002. As
illustrated in Figure 8-6, Federal
Express operates out of a two-
building complex covering approx-
imately 30,190 m2 (325,000 ft2)
with dedicated ramp space.
8 . 5 D E M A N D / C A PA C I T Y
8.5.1 Demand
Forecast air cargo demand for
Toronto Pearson is based on the
national system of forecasts pre-
pared by Transport Canada as
shown in Figure 8-7. Historical
demand is illustrated up to 2006
and forecast demand is provided
from 2010 to 2030. After 2010,
Transport Canada medium-level
growth rates are applied to 2030.
Starting in 2006, actual data
Cargo East – Vista
Chapter 8 > AI R CA R G O
8.7
collected by the GTAA is shown,
while historic data from 1993 to
2005 is derived from Statistics
Canada. It is generally recognized
that a potentially significant
portion of enplaned/deplaned air
cargo data is not captured
through required airline reports
from which Transport Canada
compiles data.
From 2006 to 2030, air cargo
demand at Toronto Pearson is
forecast to grow at an average
annual rate of 3.9 per cent. In
2006, the Airport processed
approximately 516,000 tonnes of
cargo, the majority of which was
destined for the United States.
With emerging and growing mar-
kets overseas in Asia and Europe,
average annual growth to 2030 is
expected to be strongest in the
international sector at 4.5 per
cent. Growth in the transborder
and domestic sectors will be lower,
at 3.9 per cent and 2.8 per cent
respectively. Sector breakdowns are
shown in Figure 8-8.
Over time, the share of interna-
tional cargo is expected to increase
to approximately 40 per cent, off-
set by a corresponding decline in
the domestic cargo share.
As airlines down-gauge passenger
aircraft, an increasing proportion
of cargo is shifting from passenger
to freighter aircraft: long-range
fuel-efficient aircraft with signifi-
cant cargo capacity. Overall, cargo
capacity will increase in the inter-
national sector, while capacities in
other sectors will decrease because
of the combined effect of smaller
aircraft and increased restrictions
Chapter 8 > AI R CA R G O
8.8
with respect to carry-on luggage
and reduced bellyhold capacity
for cargo.
As manufacturers adapt their sup-
ply chains to new transportation
strategies, an increasing proportion
of cargo is shifting from aircraft to
truck. As shown in Figure 8-9,
approximately 10 per cent of
Toronto Pearson cargo was trucked
while 46 per cent was carried by
belly aircraft and 44 per cent
by freighters.
In terms of total incoming and
outgoing cargo between 2005 and
2006, belly cargo volumes
declined by one per cent while
freighter volumes increased by
12 per cent and trucked volumes
increased by 25 per cent.
8.5.2 Capacity
Facilities
The efficiency of cargo facility
operations can be measured by cal-
culating the ratio of annual cargo
volumes to warehouse ground
floor area, or annual tonnes per
square metre [ATPSM]. The over-
all maximum capacity at Toronto
Pearson is 1,200,000 metric tones
per year of throughput. In 2006,
516,000 metric tonnes of total
cargo was processed through
114,172 m2 of warehouse space
which equates to an average of
4.5 tonnes per square metre.
Utilization within the various
cargo areas at Toronto Pearson
differs because of the different
tenant operations. However, there
is sufficient throughput capacity at
the Airport to meet forecast
demand to approximately 2023.
8 . 6 F U T U R ED E V E LO P M E N T S
8.6.1 Industry Trends
Consolidation and
Reorganization
The trend toward consolidation
and reorganization of the air cargo
industry has become more preva-
lent as airlines and freight for-
warders look to strengthen their
market position in response to
growing shipping demands. As
integrated carriers continue to
expand their service offerings,
their facility planning is increas-
ingly focused on identifying air-
ports that are geographically well
positioned with good access to the
multiple transportation modes
and that can accommodate long-
term facility development.
Similar changes are occurring
within the freight forwarding and
logistics communities. A few com-
panies have become much larger
through corporate consolidation
and acquisitions. Increased market
share and larger cargo volumes
translate into increased buying
power with the all-cargo market.
Many of these forwarders are now
negotiating block-space agree-
ments for entire freighter aircraft
at reduced rates as a result of their
corporate growth strategy. How -
ever, not all mergers and acquisi-
tions have proven successful, and
consolidation activity is expected
to be less intense in the near term.
Cargo Growth Gap
Increased cargo security require-
ments on passenger airlines are
203020252020201520102006200520042003200220012000199919981997199619951990
Domestic Transborder InternationalActual:
Domestic Transborder InternationalForecast:
Air Cargo Demand Forecast
F I G U R E 8 -700
0 to
nnes
1,400
1,200
1,000
800
600
400
200
0
0
100
200
300
400
500
20062005
Toronto Pearson Cargo Type
F I G U R E 8 - 9
000
tonn
es
Freighter Truck Belly
23% Domestic
35% International
42% Transborder
Toronto Pearson Cargo Sector (2006)
F I G U R E 8 - 8
Chapter 8 > AI R CA R G O
8.9
contributing to shipper prefer-
ences for dedicated freighter
service. While lower-hold cargo
capacity (after passenger baggage)
will continue to supply well over
half of the industry’s total require-
ments, Boeing predicts that pure
freighter traffic will increase to
supply almost 50 per cent of the
needed cargo capacity. At the same
time, passenger fleet lower-hold
capacity will grow more slowly
than overall cargo traffic, creating
a growing reliance on freighters.
This trend will lead to a “cargo
growth gap” because passenger air-
lines will not increase frequencies
(nor increase aircraft gauge) to
accommodate additional demand
for cargo space. Tradi tional major
carriers are responding to this
trend through increased freighter
operations. In addition, customer
demands for improved services
continue to stimulate freighter use
with the emergence of new inde-
pendent, large-size freighter
operators providing full service
aircraft, crew, maintenance and
insurance (ACMI) wet-lease
freighter capacity. Likewise, estab-
lished operators continue to
innovate by tailoring freighter
service to specific market
requirements.
Freighter Aircraft
The global fleet of freighter air-
craft stands at approximately
1,800 units. The Air Cargo Man -
age ment Group (ACMG) predicts
the fleet will reach 3,645 units
through 2025. Airlines looking to
add freighters are faced with more
choices than ever, including con-
version programs for modern air-
craft types such as 737-300s,
757-300s, 767-200s, 747-400s,
A300-600s and A310-300s. The
industry is seeing a period of rapid
expansion of the large-capacity
freighter fleet, with firm orders for
250 new and converted widebody
freighters on the books at Boeing,
Airbus and third-party conversion
providers. New large freighters are
under development, the 777F,
747-8F and A380F, and freighter
converted 747-400Fs have begun
to enter the market.*
Increasing Security Requirements
In January 2007, the United
States House of Representatives
passed a bill designed to improve
national security, including a
number of provisions related to
the scanning of cargo. Specifically,
the legislation requires the
Department of Homeland
Security to establish and imple-
ment a system for inspecting
100 percent of cargo carried on
passenger aircraft by 2009. The
U.S. Transportation Security
Administration has recently pro-
vided the proposed cargo regula-
tions to Congress for approval.
The Washington-based Air -
forwarders Association has stated
that they will continue to stand in
opposition to mandates requiring
all cargo to be inspected only via
technology or personnel.
In Canada, the Canadian Air
Trans port Security Adminis tra tion
(CATSA) is responsible for
Cargo North – FedEx
*Source: ACMG December 2006.
Chapter 8 > AI R CA R G O
8.10
screening checked baggage, while
the airlines are responsible for
cargo screening. The airlines cur-
rently use the multi-layered risk-
based approach that currently
includes canines, random inspec-
tion, various non-intrusive tech-
nologies and known shipper
programs.
In 2006, the Government of
Canada announced a $26 million
commitment over two years for air
cargo security in order to enhance
existing security measures. These
initiatives include provisions to
ensure the integrity of air cargo
security throughout the supply
chain, as well as the evaluation of
screening technologies.
Full screening of air cargo on pas-
senger aircraft could create a bottle-
neck for just-in-time cargo
between Canada and the United
States. This could force some ship-
pers to use surface transportation
or full freighter operators for trans-
border movements resulting in
increased demand for all-cargo
operations at the Airport. For
international traffic, this could
represent an opportunity for
Toronto Pearson to increase
on-airport consolidations as it
would become more difficult to
ship from the traditional U. S. gate -
ways on international passenger
flights.
Many airports are currently con-
ducting pilot programs that
attempt to screen all cargo ship-
ments to be carried in the belly
space of passenger aircraft.
Open Skies and Bilateral
Agreements
In recent years, Canada has been
negotiating new air service agree-
ments and building upon existing
ones to provide flexibility for air
carriers serving anticipated
demand in emerging and estab-
lished markets.
In November 2005, Canada and
the United States announced the
successful negotiation of further
liberalization to the 1995 “Open
Skies” air transport agreement to
take effect in 2007. Under the
agreement, the carriage of domes-
tic traffic between points within
one country by airlines of the
other country will continue to be
prohibited; however, air carriers of
both countries will be allowed to
pick up passenger and all-cargo
traffic in the other country’s terri-
tory, and carry this traffic to a
third country as part of a service
to or from their home territory.
The government of Canada also
negotiated new and expanded air
service agreements in 2005 with
both India and China, as well as
an “Open Skies”-style agreement
with the United Kingdom in
2006. Further signalling a more
liberalized approach to interna-
tional air policy, the federal gov-
ernment announced its “Blue Sky”
policy on November 26, 2006,
which will provide additional
opportunity for passenger and all-
cargo services to be added accord-
ing to market forces.
Despite these recent policy
announcements, many current
Infield Cargo Building 2
Chapter 8 > AI R CA R G O
8.11
bilateral agreements specifically
deny foreign carriers rights to fly
into Toronto Pearson. These
remaining restrictions continue to
impede new service development
at the Airport to established and
emerging markets.
Cargo Gateway Structure
As freight forwarders and other
players within the cargo industry
consolidate and increase their
industry leverage, airport gateways
are expected to evolve in response.
While major international airports
such as Los Angeles, Chicago
O’Hare, Miami and New York
JFK may remain preferred air
cargo gateways due to the long-
established shipping lanes and
associated belly and freighter uplift
capacity, these cargo industry
players may also seek alternative,
non-traditional gateways where
costs are lower; where airfield, air-
space and groundside congestion
are reduced; and where operational
efficiencies are increased. In
response to this potential adjust-
ment in cargo gateway structure,
many airports are actively investi-
gating ways to accommodate a
growing logistics and consolida-
tion activity base. Attracting and
allowing supporting sectors of the
air cargo industry onto airport
property is a growing trend for
international gateways.
Multimodal Integration
The integration of multiple modes
of transportation into one location
is a key growth strategy for major
cargo companies. Although com-
modities transported by modes
such as ocean vessels or rail are less
time sensitive and are less likely to
involve air transport, ground
transportation is a common inter-
face. Some key cargo operators are
rapidly diversifying their service
offerings to the shipping commu-
nity, and because these vertically
integrated companies utilize their
facilities and operational resources
as effectively as possible regardless
of location, airports such as
Toronto Pearson could experience
a growing volume of truck traffic
associated with air cargo and mul-
ti modal traffic.
8.6.2 Future FacilityRequirements
The air cargo industry requires a
wide range of transportation and
service compa nies to effectively
serve the shipping community.
Airlines (both dedicated freighter
carriers and passenger airlines
using the bellyspace of their
aircraft), trucking com panies,
freight forwarders, logistics pro -
viders, and handling companies
all interact to process daily air
cargo shipments around the world
and require specific types of
freight processing facilities. Some
of these companies, especially the
airlines and handling companies,
cannot operate without sufficient
on- airport cargo buildings with
direct access to the aircraft.
Furthermore, efficient terminal
access is important to this cargo
operator group. The East and
West Cargo areas are well sited to
accommodate future cargo devel-
opment and support facilities.
It is important to clarify the dis-
tinction between the operational
and facility requirements of inte-
grated carriers and belly hold car -
riers. The integrated carriers do
not require close proximity to the
terminal; in fact, these companies
would prefer to be far away from
passenger terminal airside and
Infield Cargo Building 3
Chapter 8 > AI R CA R G O
8.12
groundside congestion. The pri-
mary planning concern is the
ability to efficiently access the
local highways.
Short- to Medium-Term Facility
Requirements
Based on the current cargo fore-
casts and estimated growth rates,
the existing cargo facility supply at
Toronto Pearson is expected to
accommodate overall demand in
the short and medium term.
However, an integrated courier
could require stand-alone space to
accommodate future growth at
the north end of the Airport.
Large distribution centres, for
high-value time sensitive prod-
ucts, usually converge around air-
ports that serve international
gateway cities due to the cargo
capacity they offer. Even though
some logistics centres do not
require direct airside access to
operate, facilities with close
proximity to airlift are an asset.
Therefore, Toronto Pearson, due
to its location, in combination
with its air cargo capacity, could
see the development of multi-
modal logistics and distribution
centres north of Derry Road.
Long-Term Facility Requirements
Existing warehouse capacity at the
Airport is not expected to be
exceeded before 2023. The expec-
tation is that cargo will be freighter
or integrator related and the loca-
tional and space requirements are
to be determined accordingly.
Addi tional warehouse space could
be required along with the associa -
ted land area required for ramp
space, truck manoeuvering and
parking.
