Competition in the forwarding, supply chain and logistics space is always fierce and while the largest multinationals are easily identifiable, many medium and even large freight forwarders fail to develop and articulate their branding, which means they have nothing of substance to attract customers.

The new Metro branding is currently being rolled out in a soft launch. 

Stationery and signage already carry the new identity, with additional uses and in particular the new web site to follow shortly.

Reflecting the multi-modal strengths of the business, ‘shipping’ has been dropped from the new identity, and a special font selected for the higher levels of strength and authority perception that uppercase branding conveys, with the E of Metro adapted and coloured to represent sea, earth and sky.

At an emotional level our branding is about psychology and perception. It says “who we are”, “what we do” and “what we want to achieve”.

Having consistent messaging, personality and look and feel makes us more memorable for our existing and prospective customers, while consistent, well-executed branding makes us look better, larger and more successful. 

Positive attributes like these enhance trust, and trust is what often triggers the decision to partner with us, which is why our branding unites us in our purpose to make the business stronger and more effective. It underlines why the work we do matters and how it is part of something bigger.

In developing our branding we want to promote our strengths and value propositions, while highlighting our tech capability and acknowledging our history.

Many of the best companies in the world have succeeded as a direct result of high employee engagement, which is based on purpose and shared values.

Metro is committed to our purpose and values, in being the supply chain partner of choice for ambitious importers and exporters, by continuously developing our people and innovating technology that unlocks value in our customers’ supply chains. 

By being brave, honest, innovative and committed we will support our customers’ growth and drive success.

We conceive, build and manage the smart, simple and efficient supply chain solutions that give businesses of every size, the power to trade internationally; securely, simply and efficiently. To support their growth and success.

As we continue to expand and grow, one of the board’s priorities is to develop and grow our team, which is why we like socialising, promoting from within and encouraging new people to join Metro, providing a consistent and reliable career path for all our colleagues.

On Saturday the 22nd August, 140 staff and partners from across our UK offices, gathered at the Forest of Arden Marriott Hotel & Country Club, in the heart of the country, for a new tradition; The Metro Summer Party.

Gastronomic delights, beverages and live DJ were enjoyed by all in a giant marquee in the Forest of Arden’s delightful grounds, and while the outside entertainment was sadly ‘rained off’ everyone had more energy to dance the night away.

We are delighted to take this opportunity to publicly announce our latest round of internal promotions and congratulate all those shown below, wising them every success in their new roles and careers at Metro. 

 Andy Brooks - Operations Director

Elliot Carlile - Operations Director

Paul Moss - HR & BPO Director

Ian Powell - Customer & Technical Solutions Director

Jade Barrow - Process Improvement Director

Shelley Underwood – Airfreight Operations Manager

If you, or someone you know, would like to work with a progressive colleague-focused business, please EMAIL us a CV, with covering letter.

Despite continuous efforts by air and sea carriers to increase direct shipper relationships beyond the largest volume (BCO) contracts, freight forwarders still control the vast majority of air freight and last month NVO’s like Metro handled over half of FCL’s sailing from Asia, suggesting that importers are prioritising service over assets.

The COVID19 pandemic and the disruption it generated throughout sea freight supply chains bought into focus the issues that really matter to shippers, because price is irrelevant if there is no reliability or consistency of service.

Using a shipping line and even the largest carrier, that control ships, trucks, warehouses and other assets was no guarantee that  cargo would be lifted, or shipped, with even the biggest volume shippers having their containers rolled and contracted space allocations ignored.

Given the critical importance of their supply chains, shippers are typically adept at selecting the right solutions for their needs, when they focus on solutions and service capability above assets and Metro’s sole focus is providing consistently high-quality solutions with proprietary technology and embedded service culture.

We leverage the outstanding relationships we have built with all the leading air and sea carriers over 40+ years and shippers’ appreciation of the value that NVO’s like us can bring is growing, with the percentage of Asia import trade handled by NVOs versus direct shipper-carrier contracts increasing to 54%, an uptick of 8% in two years. 

Cash-rich after the pandemic’s sky-high freight rates, carriers have been extending capabilities from their core asset-based position, but freight industry history is replete with attempts by shipping lines to extend operations up-stream and down-stream, usually with little or no success.

We negotiate long-term volume and price contracts with airlines and shipping lines across all three alliances to secure space and rates, for the widest selection of NVO services.

EMAIL our Chief Commercial Officer, Andy Smith to learn about our NVO solutions, customer commitment and supply chain technology.