Supply Chain Digital magazine — September 2018

www.supplychaindigital.com

S E P T E MB E R 2 0 18

Bolloré Logistics

Switching on it’s sustainable agenda An exclusive interview with Mathilde Dumoulin, Bolloré’s Sustainability Development Manager

XPO Logistics

Exclusive interview with Richard Crawford, Managing Director, Supply Chain — Europe

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FOREWORD

ello and welcome to the September edition of Supply Chain Digital, the leading publication for executives working in supply chain, procurement and logistics.

In this month’s must-read issue, we kick off with a deep dive of the Bollore Logistics’ new sustainability-led agenda.

We spoke exclusively to the company’s Sustainability Development Manager, Mathilde Dumoulin, who speaks about why the new strategy is so important to Bollore’s overall success.

It is yet another example of sustainability becoming a central element to companies’ plans for future success, in quite the same way that procurement and supply chain professionals have had to fight for their voices to be heard at the top table of business.

Elsewhere, we speak with Richard Cawston, XPO’s Managing Director for Europe Supply Chain to get his thoughts on his first year in the job, the importance of embracing technology and why the company believes in recruiting from within.

With some executives, that may come across as lip service, but Cawston speaks from experience, having risen successfully through the ranks in his 15 years with the company.

Elsewhere, we also bring you some cracking company reports from the likes of Flogas, EnviroServ, KAR Auction Services and Kansai/Vinci Airport.

We hope you enjoy September’s Supply Chain Digital. Please get involved with our online community on Twitter, LinkedIn and Facebook.

H

James Henderson Editor james.henderson@bizclikmedia.com

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05

CONTENTS

14

BOLLORÉ LOGISTICS

30

Powering

Sustainable Logistics

40

INDUSTRY 4.0 Taking advantage of the difference 50

64 EVENTS & ASSOCIATIONS

LARGEST GLOBAL FREIGHT FORWARDERS

CONTENTS

72

Flogas

Delivering operational efficiency across the supply chain

86 Enterprise

optimisation

KAR

with

96 How Kansai Airports is transforming passenger experiences in Japan

112

126 EnviroServ

RESPONSIBLE WASTE MANAGEMENT IN SOUTH AFRICA

140 MIDDLE EAST BROADCASTING GROUP

Procurement excellence for the small screen

HOME T O IND U S T R Y– L E A DING DIG I TA L B U SINE S S P L AT F OR M S

HAVE YOU SEEN OUR OTHER TITLES?

14

SEPTEMBER 2018

A S I A — PA C I F I C

15

Powering

Sustainable Logistics WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

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BOLLORÉ LOGISTICS

Mathilde Dumoulin, Sustainability Development Manager, gives her insight on Bolloré Logistics’ new sustainable agenda

A

s one of the world’s leading transport and logistics operators providing services across 106 countries on five continents,

Bolloré Logistics is all too aware of its responsibility to ensure that those operations are sustainable.

Falling under the wider global organisation, Bolloré Transport & Logistics, Bolloré Logistics is one of four business units that consists of more than 20,200 16

staff and employees. The company has a clear vision – to be the leading provider of transport and logistics in each and every one of its geographical locations.

One particular area in which Bolloré Logistics has a major distribution network is Asia Pacific. It has a presence in 20 countries, including Singapore, where its main contract logistics hubs are situated.

For Sustainability Development Manager, Mathilde Dumoulin, Singapore is a key market for freight and logistics. “Besides its strategic location, Singapore is a great innovation hub,” she says. “The growth in Asia is also an opportunity for Bolloré Logistics to improve and to think more innovatively as we develop in this region.”

Particularly from a sustainability perspective, Singapore represents a fantastic pioneer

SEPTEMBER 2018

A S I A — PA C I F I C

location. The company engaged its sustainability strategy from 2010, by investing in the “Green Hub” – the first energy-efficient logistics facility in Singapore to receive the Green Mark Platinum and LEED Gold certifications.

Again pioneering low-emitting transport solutions in Singapore, Bolloré Logistics also introduced its first hybrid shuttle in March 2015. Powered by highly efficient diesel and electric motors, the truck serves iconic retail stores from the Green Hub. The hybrid technology reduces fuel consumption and harmful atmospheric emissions such as CO2 and suspended particles by up to 30%.

17

"THE GROWTH IN ASIA IS ALSO AN OPPORTUNITY FOR BOLLORÉ LOGISTICS TO IMPROVE AND TO THINK MORE INNOVATIVELY AS WE DEVELOP IN THIS REGION” — Mathilde Dumoulin, Sustainability Development Manager

w w w. s u p p l y c h a i n d i g i t a l . c o m

Real Construction, Real Solutions Nam Aik Builders (P) Ltd was formerly known as Nam Aik Contractor (P) Ltd and was incorporated on 26/10/1993 in Singapore. It was changed to it’s current name on 11/01/1994. This company was founded by Mr Chew Kian Nam as a General Contractor in Building Construction including Major Upgrading works.

UNIQUE ADVANTAGE Because the company with its management team’s comprehensive knowledge and experience in this industry together with experienced workers from all trades, it is able to undertake ‘turn-keys’ projects, from building construction to M&E to interior design and finishing in both industrial and commercial sector.

MISSION Our mission is to be a premier service provider in building and construction and stay emphasis on customer section in delivery of design , engineering and construction services.

HISTORY The organization is primarly involved as a main contractor in the construction and additional/upgrading work industry. Apart from this, the company also undertakes interior renovation and furniture work. The list of projects that were awarded certificates of successful completion or completed is mentioned below. In the case of Bollore Logistics S’pore Pte Ltd formely known as SDV Logistic (one of the top 10 Global Logistics/warehousing company from France), we are their in-house resident contractor responsible for all upgrading works and new setup facility.

namaik.com namaik@signet.com.sg +65 6 862-7553 +65 6 862-974 6

A S I A — PA C I F I C

19

BIO

Those two key milestones reinforced Bolloré Logistics’ position as key actor for sustainable logistics in Singapore, combining economic growth with environmental protection.

With such a major logistical network, Bolloré Logistics invests a great deal into monitoring, improving and ultimately reducing its carbon footprint. This commitment was first structured at a global level in 2000 with the creation of the Group Code of Ethics.

Mathilde Dumoulin, Sustainability Development Manager Mathilde Dumoulin graduated from Audencia Business School in 2014, majoring in entrepreneurship. She started working in China for a large French company, distributor of electrical supplies to professional users. Passionate about sustainability, she decided to make it her career path and moved to Bollore Logistics in Singapore.

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6 C O L O U R S D I G I TA L P R E S S|L E T T E R P R E S S M A C H I N E THE LABEL SPECIALISTS BLANK LABEL, BARCODE L ABEL , COSME TICS L ABEL , PAC K AG I N G L A B E L , E TC . . .

Leslie Goh / Desiree Lim - Email address: sales@Ldprint.com.sg Tel: +65 6484 3393 Fax: +65 6484 4493 7 Gambas Crescent #03-03 Ark@Gambas Singapore 757087

A S I A — PA C I F I C

For more than 18 years, Bolloré Logistics has had a sustainability and corporate social responsibility (CSR) agenda that has been implemented throughout every aspect of the business. In 2011, the company launched the “Save Program” – an eco-solutions program dedicated to its customers.

“Traditionally, CSR and sustainability have been viewed perhaps as a ‘nice to have’ activity,” says Dumoulin. “Bolloré Logistics has recognised it as a ‘musthave’, fully integrated into the entire operation. It has to be a core pillar of everything we are trying to achieve.”

This year, Bolloré Logistics is launching

21

the “Powering Sustainable Logistics” programme. The Group has been structuring this new programme in collaboration with its internal and external stakeholders based on the ISO26000 approach. As part of a responsible supply chain, the group’s ambition is to integrate environmental, social and societal solutions across each link in their day-to-day

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BOLLORÉ LOGISTICS

VARIETY OF QUALITY Our Company, incorporated in Singapore in July 2005, provides sourcing services and supplies of warehousing and factory logistics support products to companies in various industries.

In general, Glorreich Singapore Pte Ltd supply cost-efficient ,as well as cost-effective products, and backed with a high level of service standard backed by speedy response, prompt delivery and continuous after-sales service to meet the customer’s specific requirements.

www.glorreich.com.sg | sales@glorreich.com.sg Tel: +65 6896 6793 | Fax: +65 6896 6937

A S I A — PA C I F I C

“TRADITIONALLY, CSR AND SUSTAINABILITY HAVE BEEN VIEWED PERHAPS AS A ‘NICE TO HAVE’ ACTIVITY. BOLLORÉ LOGISTICS, HAS RECOGNISED IT AS A ‘MUST-HAVE’, FULLY INTEGRATED INTO THE ENTIRE OPERATION” — Mathilde Dumoulin, Sustainability Development Manager

23 operations, while contributing to the UN Sustainable Development Goals.

The programme sets targets for

These pillars are inspired by Bolloré Group’s global CSR strategy and applied to the specific case of

2025, with first steps to be achieved by

logistics and its stakes, which Dumoulin

2020. It is built around an ambitious

feels enables a greater consistency

roadmap that will guide the Group

between the big picture and the reality

around four pillars: ensuring ethical and

of the logistics business.

responsible business practices within

“The baseline of this strategy is that

the logistics value chain; acting as a

sustainable consumption is not only

committed employer for the teams;

the responsibility of manufacturers,”

providing customers with sustainable

she says. “Logistics companies also

supply chain solutions; strengthening

have a part to play through integrating

relations with stakeholders wherever

CSR solutions in our freight and

they operate. The programme is

warehouse operations.”

materialised through key performance indicators and related action plans.

On a daily basis, Bolloré Logistics calls upon a vast portfolio of suppliers w w w. s u p p l y c h a i n d i g i t a l . c o m

BOLLORÉ LOGISTICS

and partners that both assist and support in the delivery of the company’s market leading services to its customers. These suppliers and the relationships that Bolloré Logistics fosters with them are also intrinsically linked to the sustainability agenda.

“There are several ways of selecting and partnering with suppliers,” she says. “You can choose the best suppliers from the start, but you still need to ensure that they are complying with our CSR criteria.”

“We ask them about their CSR practices from the very beginning, to ensure that we will work with people who are aware and have a 24

solid process. We also spend time innovating and constantly improving partnerships. This is ideal for both parties because we can move forward together, communicating in a shared language.”

Sustainability is no doubt a global issue, where more and more countries are looking at improving their own processes; and there are of course some countries that are more mature than others. Thus, in the process of seeking out suppliers who can align to its sustainability agenda, Bolloré Logistics drives a second approach.

SEPTEMBER 2018

Click to watch: ‘Bolloré Logistics — Global Supply Chain’

A S I A — PA C I F I C

“AS A LARGE GROUP WE HAVE A RESPONSIBILITY TO PUSH AND DRIVE THEM (SUPPLIERS) TO ACT AND ENABLE INNOVATION. THAT’S ONE OF THE KEY TO INNOVATE. WE SHARE INFORMATION AND KNOWLEDGE SO THAT WE CAN DEVELOP THEIR SUSTAINABILITY CAPABILITIES AND GET THEM TO COME ALONG WITH US ON OUR JOURNEY” — Mathilde Dumoulin, Sustainability Development Manager

“If a supplier isn’t at the top of the sustainability generation, in addition to our mandatory CSR criteria, we go to them with the information and open up a dialogue,” says Dumoulin. “As a large group we have a responsibility to push and drive them to act and enable innovation. That’s one of the key to innovate. We share information and knowledge so that we can develop their sustainability capabilities and get them to come along with us on our journey.”

A cornerstone of Dumoulin and Bolloré Logistics’ vision for CSR is that it has to be entrenched within every aspect of the business. This has seen the company develop and foster an internal culture towards CSR, one that sees that each and every employee recognises the importance of viewing the sustainability agenda as a shared responsibility.

“There has to be a buy in from everyone, and it starts at the top,” says Dumoulin. “It’s about communication – from the w w w. s u p p l y c h a i n d i g i t a l . c o m

25

BOLLORÉ LOGISTICS

management team, right down to our

26

“It is going to get to a point where

operation warehouse teams, making eve-

sustainability is just part of the company’s

ryone aware of our company ambition.”

day-to-day operation,” she says. “People

Creating this on-going dialogue is

sometimes approach sustainability

crucial for Dumoulin, as she feels the

because they have been asked to,

secret to the success in delivering

whereas Bolloré Logistics is reaching

this vision is being able to pick any

a stage where it’s not an additional

member of staff at random and ask,

responsibility, it’s just part of what we do.”

“what is a sustainable practice in their day-to-day job?”

If that employee has been ingrained

As a company that has been operating, rather successfully, for a number of years, Dumoulin stresses

within this culture of sustainability, then

the importance of understanding that

they can point to a number of examples

any change is a journey that will take

of not only what they are doing, but also

time. Managing expectations and

on what the impact is, and what the

embracing change one step at a time

benefits are to the organisation. This,

will prove key in defining the compa-

she feels, creates a level of confidence

ny’s future, both from a sustainability

throughout Bolloré Logistics that the

perspective and with regards to

company is executing it successfully.

expansion and growth.

SEPTEMBER 2018

A S I A — PA C I F I C

But over the last few years Bolloré Logistics can already point to significant changes that represent proof that the company’s agenda is being implemented and changing the company for the better.

27

“To my knowledge, the implementation of the hybrid truck represents the only hybrid truck here in Singapore,” she says.

“Bolloré Logistics takes pride as a leader in green innovation and solutions. We are at the forefront of investing in green solution even when other companies are not quite on-board the idea, because we truly believe in the value of having a good CSR. Furthermore, it is also important that we stay in line with market demands and trends, because this is a journey that will continue to evolve and we must evolve with it.”

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LEADERSHIP

The 30

X Factor in logistics XPO Logistics has forged ahead in the logistics world in recent years. Richard Cawston, MD for Supply Chain in Europe tells us how the organisation is leading the way on the continent WRITTEN BY

JAMES HENDERSON

SEPTEMBER 2018

31

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LEADERSHIP

I

t’s a really exciting time to be working in logistics,” says Richard Cawston, XPO’s Managing Director, Supply Chain Europe,

during a wide-ranging 45-minute interview that he squeezes into one of his regular whistlestop tours of the continent he oversees.

Cawston is a man who can make such an assertion with some authority, having originally joined the business some 15 years ago. Since then, he has risen through the ranks of XPO’s European operations, taking over his current role 12 months ago, having previously held the position of Managing Director for UK & Ireland for the previous couple of years.

32

XPO is a company that is making waves in the logistics space, and by Cawston’s own admission, a business that is doing “extremely well”, adding that accepting the new role was “a real delight”.

Reflecting on his first 12 months in the job, Cawston says: “One definite observation is just how incredibly fast-paced everything is, both in terms of the business and the economy as a whole. So we have to ensure we have the right resources, are in the right locations and have the right offering for our customers.

We’re working incredibly hard to build our European business and accommodate what has been rapid growth. There’s never a dull day, put it that way.”

One of the reasons XPO seems to be driving SEPTEMBER 2018

“ The new East Midlands centre will operate as both a think tank and a launch pad for XPO innovations, with far-reaching impacts on the way business is done” — Richard Cawston, XPO’s Managing Director, Supply Chain Europe

33

ahead on both sides of the Atlantic is

level operations is our warehouses,

its desire to lead the way in the take-up

including robots picking side-by-side

of emerging technology.

with people, the application of smart

“We’re invested in $450mn a year

glasses. We’ve got even some trials

in our technology projects, and we’ve

with drones, doing inventory manage-

got over 1700 IT professionals, includ-

ment. And all of that’s been connected

ing over a hundred people in data and

through a big investment in our propri-

analysis, which really allows us to be

etary software, so that links everything

a leader in technology. In terms of the

together. It’s a huge investment but also

disruption and disruptive technologies,

a step forward, in terms of technology

I believe we are leading the pace. We’re

that can plug and play all of this invest-

certainly leading the pace through

ment together.”

automation of robotics.

“We’ve developed some really high–

Cawston says one of the technology areas XPO is very excited about is big w w w. s u p p l y c h a i n d i g i t a l . c o m

LEADERSHIP

data: “We have a big opportunity with

will also function as a testbed environ-

big data because of the data scientists

ment for XPO technology prototypes

we’ve got and the tools they have at

prior to global release.

their disposal. We know that by feeding information into our analytics and

centre, scheduled to complete in 2020,

inventory, we can begin to start

will feature advanced sorting systems

predicting trends and patterns with

and robotics alongside state-of-the-art

returns, which in turn will help us

automation co-developed with Swisslog

optimise our warehouse operations.”

Logistics Automation. The site’s digital

In addition, it has announced that is

34

The custom-designed distribution

ecosystem will integrate predictive

co-creating a 638,000-square-foot

data and intelligent machines to deliver

distribution centre with Nestlé at the

one of the most advanced distribution

new SEGRO East Midlands Gateway

management centres in the world.

Logistics Park in Leicestershire, UK.

Cawston says: “Nestlé has entrusted

The facility, dubbed a ‘digital ware-

XPO with the digital architecture for its

house of the future’, will be occupied

future vision. Together, we will create

predominantly by Nestlé for its

limitless opportunities to explore

consumer-packaged goods and but

new technologies in a state-of-the-art

“ We’re a company that communicates really clearly with our people, and getting around Europe and meeting them is my favourite part of the job” — Richard Cawston, XPO’s Managing Director, Supply Chain Europe

SEPTEMBER 2018

CLICK TO WATCH: SEGRO LOGISTICS PARK EAST MIDLANDS GATEWAY 35 logistics environment. The new East

market leader. But for other verticals,

Midlands centre will operate as both

we’ve got plenty of space to grow

a think tank and a launch pad for XPO

into, such as more manufacturing, and

innovations, with far-reaching impacts

industrialisation, for example.

on the way business is done. We look

“The political environment’s very

forward to an inventive collaboration

stable across Western Europe, and the

with Nestlé.”

economy’s good in each of the countries.

The year in charge has given Cawston

The cost and ability to serve the markets

a chance to reflect on the company’s

from the countries is pretty strong.

position, challenges and opportunities

Currently, our fastest growing country

in Europe.

today, in fact, is the Netherlands.”

“We are very strong in a number of

XPO rapid growth has certainly

the European countries, and we’re

caught the attention of industry observ-

strong in many of our verticals, particu-

ers and, as Cawston has pointed out,

larly in ecommerce, where we are the

its determination to grasp the technolw w w. s u p p l y c h a i n d i g i t a l . c o m

LEADERSHIP

36

ogy nettle has certainly catapulted the

a priority to promote from within – some-

business in front of a number of its

thing he himself can attest to having

competitors. But when asked what he

risen through the ranks. “We are clear

considers to be the most important

with our people that if they grow, so

factor in the organisation’s success,

do we. We are developing programmes

he answers without hesitation.

for new talent and that is clearly very

“It’s the people; it is genuinely some

important, but more than that is retaining

thing the company prides itself on and

our existing talent, and that can only

we consider absolutely integral to our

be achieved by a positive culture in the

success. We’re a company that commu-

organisation that we work on daily.

nicates really clearly with our people,

“60% of our team leaders have been

and getting around Europe and meeting

promoted from warehouse operatives.

them is my favourite part of my job.”

And in the UK, we have an award-winning

Cawston says the company makes it SEPTEMBER 2018

apprenticeship and graduate pro-

“I’d say to both new comers and all others in the industry that we all need to be better at collaborating, whether that’s with customers, suppliers or each other” — Richard Cawston, XPO’s Managing Director, Supply Chain Europe 37

gramme; we achieved something like

and all others in the industry that we

half a million hours of training delivered

all need to be better at collaborating,

in ‘2016 and 2017 alone.”

whether that’s with customers, suppliers

Asked what advice he would give to

or each other. We need to collaborate

young professionals looking to make

on projects. We need to collaborate on

their way in the logistics industry,

investments. And we need to collabo-

Cawston replies, only half-jokingly:

rate on industry, as well. And cross

“Join XPO!” before adding “Embrace

fertilising, if you like, industry practises

technology because it’s coming and it’s

from one to another, where it really

coming fast. It’s a fast-paced industry,

counts and makes a difference to supply

so be prepared to learn and adapt,

chain pace, supply chain quality and

the very best people are constantly

supply chain efficiency. Collaboration

adapting and evolving.

can be a real kicker”

“Finally, I’d say to both new comers w w w. s u p p l y c h a i n d i g i t a l . c o m

30+ SPEAKERS

INCLUDE

BENEDICTE CROSNIER Director Global Supply Chain Operations Alstom

ERNESTO SCHROEDER ROSAS Global Supply Chain Director Deoleo

IMAD MANZOOR Supply Chain Director Duracell UK & Ireland

KERSTIN GLINIORZ Vice President Supply Chain EMEAI Archer Daniels Midland Company

MARION MATTHEWMAN Head of Global Logistics Syngenta

DR OLIVER PHILIPP Director Supply Chain Strategy Panasonic Europe Ltd.

PHILIPPE LUSSERT Vice President Supply Chain, Danfoss RAC Danfoss

DR SANDRINE TORANDELL Supply Chain Director L’Oréal

VALERIO DAL MONTE Vice President Procurement & Supply Chain Alitalia

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INDUSTRY4.0

INDUSTRY 4.0 40

Taking advantage of the difference Companies stand to save billions of dollars if they are prepared to embrace the benefits of Industry 4.0 WRITTEN BY

WALLY STEGALL

TECHNICAL FELLOW AND DIRECTOR AT MOREY

SEPTEMBER 2018

41

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INDUSTRY4.0

T

he future of Industry 4.0 is shining bright. The revolutionary approach to digital integration is transforming manufacturing in more ways than one.

Not only are manufacturers leveraging new technol-

ogies to create and sustain smart factories, but their businesses are experiencing more flexibility, reliability, stable outputs and increased productivity.

Companies across the industrial sector stand to grow annual revenues by as much as $493bn over the next five years as a result of Industry 4.0, according to a study from PwC. The research also shows that the digital innovations driving Industry 4.0 may save companies $421bn in costs annually up until 2020.

The greater connectivity and efficiency promised 42

by Industry 4.0 is driving rapid growth. However, all that glitters isn’t always gold. While the rise in digitisation shows no signs of stopping, there’s also challenges in making Industry 4.0 a reality for your business.

CHANGE DOESN’T COME EASY While Industry 4.0 brings significant advancement and real business benefits to manufacturers, digitising supply chains is a huge undertaking. Moving from a traditional factory to a smart factory is a noble path — but one fraught with tough decisions.

To overcome these challenges, establish a clear understanding of what you’re actually up against in adopting Industry 4.0. Benefit from the marriage of automation and data exchange by remaining realistic about the roadblocks you may encounter, including:

SEPTEMBER 2018

43

“Companies across the industrial sector stand to grow annual revenues by as much as $493bn over the next five years as a result of Industry 4.0” — Wally Stegall, Technical Fellow and Director at Morey

w w w. s u p p l y c h a i n d i g i t a l . c o m

INDUSTRY4.0

• Changing security needs:

concern. More data sharing between

More access to real-time data deliv-

systems and devices, as well as

ers greater insights and smarter deci-

a greater number of data access

sion making. However, the increased

points, is a huge advantage —

connectivity fostered by Industry 4.0

as long as data doesn’t fall into

also opens the door to cybersecurity

the wrong hands.

risks. The 2017 Global Risk Landscape survey from BDO revealed that nearly

• Telling the automation truth:

96% of manufacturers cite security

It’s common for your staff to have

breaches as one of the top challenges

some apprehension about robotics

facing their business. And seven out

and automation, especially if they

of 10 manufacturers see intellectual

believe a robot may steal their job. In

property theft as a serious operational

fact, three out of four Americans have

44

SEPTEMBER 2018

concerns that robots and computers will take over jobs done by humans, according to the Pew Research Center. But in reality, automation can actually relieve your employees of performing tedious, repetitive or even dangerous tasks. Ensuring employees understand the

“ While Industry 4.0 brings significant advancement and real business benefits to manufacturers, digitising supply chains is a huge undertaking”

positive impacts of advanced automation in the workplace is the first step toward quelling

— Wally Stegall, Technical Fellow and Director at Morey

fears about the automation Industry 4.0 introduces.

Industry 4.0 allows you to quickly OEMs also face difficulties adopting Industry

and decisively address potential

4.0 due to a reliance on outdated or legacy

pain points in the supply chain.

technology, gaps in the technical skills of

Act in the form of sharing the

employees and data silos that routinely stifle

benefits of automation, develop-

communication. However, with the right ac-

ing extensive data security strat-

tion plan in place you can conquer such chal-

egies and leveraging artificial

lenges and learn to thrive in a digital-first

intelligence (AI). These are just a

manufacturing landscape.

few ways to implement Industry 4.0 in an effective, seamless way.

MAKE THE RIGHT DIGITAL MOVES Welcoming Industry 4.0 doesn’t happen

Industry 4.0 provides employees with new opportunities by

overnight. But with a strategic approach

automating many of the mundane

in place, you can take full advantage

tasks that can take up much of

of the benefits Industry 4.0 stands

their time. By shifting these re-

to bring. The greater transpar-

sponsibilities elsewhere, work-

ency and efficiency ushered in by

ers can focus on professional

w w w. s u p p l y c h a i n d i g i t a l . c o m

45

INDUSTRY4.0

BIO

46

About the Author Wally Stegall is the director of business development at Morey Corporation, where he’s led engineering, sales, technical management and business development efforts for the company. Wally has nearly 30 years of industry experience, having previously worked with Textrol, VES and AMETEK.

exceeds $3.5mn, a fact that OEMs can’t afford to ignore. Don’t make the mistake of relying solely on patches

development and diversifying their

and updates to address data vulner-

skillset with more complex assign-

abilities and cyber threats. Prioritise

ments. The result? More chances for

security throughout the design and

advancement for your employees, and

development process to ensure your

reduced labor costs for your business.

operations ecosystem — and all of

Advanced security is no longer an

the data shared across it — are kept

option — especially with increased con-

out of harm’s way. Opting for devices

nectivity at play. According to IBM, the

and sensors that are developed with

global average cost of a data breach

secure coding practices is one way to

SEPTEMBER 2018

“According to IBM, the global average cost of a data breach exceeds $3.5mn, a fact that OEMs can’t afford to ignore” — Wally Stegall, Technical Fellow and Director at Morey

47

avoid security mishaps in the future.

Looking for another way to strength-

Industry 4.0 is well on its way to reshaping the future of manufactur-

en your security? Use the power of AI

ing. But with the increased efficiency

to quickly and automatically identify

and transparency coming to the sup-

and solve software vulnerabilities. AI

ply chain, you must also be ready to

can take on the responsibility of moni-

tackle the resulting challenges.

toring networks and addressing new

By taking steps to showcase the

threats as they arise. Take care of se-

positive impacts of automation, lev-

curity deficiencies before an attack oc-

erage advanced security measures

curs to not only save time and money,

and enable AI to do what it does best,

but also set the tone for more secure

OEMs can pave the way for improved

and streamlined product development.

digitisation.

w w w. s u p p l y c h a i n d i g i t a l . c o m

REGISTER TODAY!

1.888.482.6012 • logichemus@wbresearch.com | ww

The

November 6 - 7, 2018

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Princeton, NJ

Dave

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T O P 10

LARGEST GLOBAL FREIGHT FORWARDERS 50

This month’s top 10 runs the rule over the leading global freight forwarders. Based on research conducted by Armstrong & Associates, the list is ranked by gross revenue/turnover and freight forwarding volumes…

WRITTEN BY

SEPTEMBER 2018

JAMES HENDERSON

51

w w w. s u p p l y c h a i n d i g i t a l . c o m

T O P 10

UPS Supply Chain Solutions

Revenue: $7.98BN Ocean TEUs:600,000 Metric air tonnes: 935,300 UPS Supply Chain Solutions, Inc. provides transportation and freight, contract logistics and distribution, customs brokerage, and consulting

Bolloré Logistics

Revenue: $5BN Ocean TEUs: 864,000 Metric air tonnes: 640,700 52

services for customers worldwide.

The company offers air, ocean, rail/ intermodal, and road transportation and freight services; specialised ser-

Bolloré Logistics is a global leader in

vices, such as network management,

international transport and logistics.

special handling, and trade show and

Constantly adapting to its customers’

convention support; supplier man-

changing needs, the company has

agement services.

enriched its expertise to become a tier-

www.ups-scs.com

one supply chain partner and one of the top 10 transport and logistics companies in the world with the largest integrated logistics network in Africa.

Bolloré Logistics delivers custom-fit solutions with a high added value that draw on an in-depth experience and understanding of different industries, as well as the constant quest for improvement and optimisation that is central to the company’s own culture and values.

www.bollore-logistics.com SEPTEMBER 2018

Panalpina

Revenue: $5.6BN Ocean TEUs:1,520,500 Metric air tonnes: 995,900 The Panalpina Group is a global leader in providing end-to-end supply chain solutions. With the integration of our core products, Panalpina focuses on creating each solution tailored to its customers’ logistics needs. On six continents, in 75 countries with over 500 locations, it is truly a worldwide business, regional headquarters

Nippon Express

Revenue: $16.72BN Ocean TEUs:600,000 Metric air tonnes: 835,755

located in London, Dubai, Shanghai and Singapore.

www.panalpina.com

Nippon Express operations encompass a five-point framework across Japan, the Americas and Europe, stretching into the rapidly developing markets of East Asia, South Asia and Oceania. The business sees its role as a logistics consultant, providing onestop business solutions that connect people and companies beyond national and regional boundaries, through diverse logistics modes, integrating land, air, and marine transport.

www.nipponexpress.com w w w. s u p p l y c h a i n d i g i t a l . c o m

53

W R W EG W IS .C T LO ER U N D O EX W PO FO A R SI Y A OU .C R O M FR /B E IZ E T CL IC IK KE -M T ED : IA

BE PART OF ASIA’S LARGEST

Supercharge Your Cloud Harness the limitless power of innovation for the future of your business at Cloud Expo Asia 2018.

Come and explore the ways in which emerging technologies are transforming our world.

Discover the latest thinking in Cloud, DevOps, SDN & NFV Technologies, IoT, Big Data, Blockchain, Security, AI and Edge Computing.

And do it all cost-effectively and comprehensively over two days, in one location, with one ticket.

Register for your FREE ticket at www.cloudexpoasia.com/BizClik-Media

CO-LOCATED WITH

ECOMMERCE EXPO 10 – 11 October 2018, Marina Bay Sands, Singapore

www.ecommerceexpoasia.com

EVERY EMERGING TECHNOLOGY. ONE DIGITAL TRANSFORMATION JOURNEY.

Platinum Sponsors

Gold Sponsors

ORGANISED BY

& BEST-ATTENDED TECHNOLOGY EVENT Hear from over 500 world-class experts, including tops CIOs & CTOs, acclaimed global tech leaders and practitioners from blue chip companies, service providers and leading enterprises including DiDi, JD Central, PingAn Technology, Credit Suisse, Go-Jek, United Overseas Bank, FitBit, Visa, LEGO Singapore, Moneysq.com, Prudential and many more.

Be inspired with hundreds of hours of sessions covering the latest thinking in Cloud, DevOps, SDN & NFV technologies, IoT, Big Data, Blockchain, Security, AI and Edge Computing.

Source the latest products and solutions from more than 300 of the world’s leading suppliers and innovators including Citrix, Singtel, Huawei, Fujitsu, NEC, Silver Peak, Western Digital, Seagate, Rackspace, Chef, Docker and many more.

Network with thousands of your peers, with a projected attendance of over 15,000, there has never been a better opportunity to meet and network with industry visionaries, business leaders and professionals who have faced – and overcome – the same challenges as you.

Benefit from our unique multiple show features including DevOps Live – laser-focused practical workshops on the latest techniques in DevOps, Containers and MicroServices. Fintech & Blockchain streams – presenting the start-ups and technologies disrupting and challenging traditional business models, or SD-WAN streams – where you can learn first-hand how SDN & NFV are better suited to meet the dynamic compute and storage needs.

WHEN?

WHERE?

10-11 OCTOBER 2018

Marina Bay Sands Expo and Convention Centre Level Basement 2, Hall E 1 Bayfront Ave, Singapore 018971

9.15am to 5.00pm on Day 1 9.30am to 5.00pm on Day 2

INVITE YOUR COLLEAGUES & WIN!

THINK YOU SHOULD BE A VIP?

OUR VIP BENEFITS INCLUDE:

Fast track access to Cloud Expo Asia

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Access to exclusive VIP lounge, where you can network with thousands of your peers from across the technology ecosystem Reserved front row seating in the conference theatres and seminars Exclusive business matching with exhibitors prior to the show Numbers are limited. Contact Alger Goh, VIP Programme Manager today on +65 6817 5817 or email alger.g@closerstillmedia.com to find out more.

Photos courtesy of Banyan Tree Hotels & Resorts Pte. Ltd

Stand a chance to win a Banyan Tree Spa voucher & a Google Home device (worth S$400) when you invite your colleagues to attend Cloud Expo Asia! *Terms & Conditions apply.

FOR MORE DETAILS, VISIT WWW.CLOUDEXPOASIA.COM/PRIZEDRAW

T O P 10

DSV

Revenue: $11.37BN Ocean TEUs:1,389,611 Metric air tonnes: 635,655 With offices in more than 80 countries and an international network of partners and agents, DSV is a truly global player that offers services worldwide.

DSV is listed on NASDAQ OMX

Expeditors 56

Copenhagen, and included in the C20 index as one of the 20 most actively

Revenue: $6.9BN Ocean TEUs:1,070,424 Metric air tonnes: 985,549

traded shares on the Copenhagen

Expeditors is a global logistics com-

ent company and the organisation is

pany headquartered in Seattle,

divided into three divisions: DSV Air &

Washington. As a Fortune 500 com-

Sea, DSV Road and DSV Solutions.

pany, it employs over 16,500 trained

DSV in the UK was recently awarded a

professionals in a worldwide network

two-year contract with GEO Specialty

of over 320 locations across six conti-

Chemicals to provide domestic and

nents. Expeditors is focused on the

multimarket export fulfilment services

increasingly sophisticated needs of

for chemicals manufactured at the

international trade through custom-

company’s state of the art production

ised solutions and seamless,

facility in Hythe, Southampton.

integrated information systems. Its

www.uk.dsv.com

services include air and ocean freight consolidation and forwarding, vendor consolidation, customs clearance, cargo insurance, distribution and other value-added logistics services.

www.expeditors.com SEPTEMBER 2018

stock exchange. DSV A/S is the par-

DB Schenker

Revenue: $18.56BN Ocean TEUs:2,169,000 Metric air tonnes: 1,300,000 DB Schenker is one of the world’s leading global logistics provider, supporting industry and trade in the global

Sinotrans

exchange of goods through land transport, worldwide air and ocean

Revenue: $9.53BN Ocean TEUs:3,360,300 Metric air tonnes: 533,300

freight, contract logistics and supply

Sinotrans was established with the

present in more than 2,000 locations

merging of China National Foreign

around the world and employs some

Trade Transportation Corporation and

72,000 people. It specialises in auto-

China Changjiang National Shipping

motive, technology, consumer goods,

Corporation in March 2009 with its

trade fair logistics, special transports,

headquarters located in Beijing. In

and special events logistics.

2015, Sinotrans&CSC merged into

www.dbschenker.com

chain management. The company is

China Merchants Group. It is the biggest comprehensive logistics service supplier in China with world-wide businesses in integrated logistics, shipping and shipbuilding industry. Its operations cover all provinces, autonomous regions and municipalities of China, as well as more than 50 overseas markets in Hong Kong, Korea, Japan, Canada, the United States, and Germany.

www.sinotrans-csc.com w w w. s u p p l y c h a i n d i g i t a l . c o m

57

22nd - 23rd October, 2018 Rosh Rayhaan by Rotana | Riyadh | K About the conference: As the Gulf region aims for a larger role in the global logistics market, which is estimated to be worth $15.5 trillion by 2024.

Saudi Arabia is upping its own logistics game and becoming a tough competitor to Dubai. According to reports, Saudi and UAE are considered the most attractive target market for logistics investment. In April 2016, Saudi Arabia announced its Vision 2030 and under this plan, the country will reduce its dependence on oil by 2020. Pending this Saudi Arabia will soon be a "global player" on the world’s investment stage. We, at Bricsa Consulting, are bringing to you the 3rd Annual Saudi Freight & Logistics conference in Riyadh, Saudi Arabia which will be hosted on 22nd & 23rd October, 2018 and shall address the current opportunities as well as challenges in the freight-logistics-transportation sector in the Kingdom.

For further information mail to

Kingdom of Saudi Arabia Key Highlights • Development initiatives in the region • Establishing the Kingdom as key logistics hub • Benchmark and hear from the best in the business • Strategies related to ports, customs, freight and transportation sector • Gaining valuable insights on freight transportation projects in the Kingdom ASSOCIATE PARTNERS

Aamal Group ARAB ECONOMIC & BUSINESS GROUP

Endorsers

Media Partners

o mital@bricsaconsulting.com

RAILWAY PRO

T O P 10

60

Kuehne + Nagel

Revenue: $22.57BN Ocean TEUs:4,355,000 Metric air tonnes: 1,570,000 With approximately 79,000 employees at some 1,300 locations in over 100 countries, the Kuehne + Nagel Group is one of the world’s leading logistics companies. Its strong market position lies in the seafreight, airfreight, contract logistics and overland businesses, with a clear focus on high value-added segments such as IT-based integrated logistics solutions. In May, Kuehne + Nagel it launched a global warehouse management system KN SwiftLOG, which it says is a scalable platform with global reach, powered by JDA Warehouse Management.

https://home.kuehne-nagel.com SEPTEMBER 2018

01

61

DHL Supply Chain & Global Forwarding

Revenue: $27.6BN Ocean TEUs:3,259,000 Metric air tonnes: 2,248,000 Leading the way in the list is industry giant, DHL Supply Chain & Global Forwarding, boasting revenues of $27.6bn. A division of Deutsche Post DHL the company provides air and ocean freight forwarding services. It also plans and undertakes major logistics projects under the brand name DHL Industrial Projects. Together with DHL Freight, it forms Deutsche Post’s Freight/Forwarding department. Recently, it was awarded an extension of its contract with the BMW Group and will continue to manage the vehicle manufacturer’s overland transport in 17 countries.

www.logistics.dhl w w w. s u p p l y c h a i n d i g i t a l . c o m

ConferenCe

EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN BY JAMES HENDERSON from around the world

11–12 SEPTEMBER

64

12–14 SEPTEMBER

NASCES 18

ITSCL

[ THE WESTIN CHICAGO NORTH SHORE, USA ]

[ JAKARTA INTERNATIONAL EXPO ]

The North American Supply Chain

Indonesia Transport Supply Chain

Executive Summit (NASCES18) series

and Logistics (ITSCL) is an interna-

has grown to become the most senior

tional event for players in the logistics,

and diverse gathering of supply chain

transport and supply chain sectors. The

executives anywhere in the world.

event aims to help businesses develop,

Based on an ever-growing network of

increase visibility and strengthen their

referrals and recommendations, the

presence in Indonesia. ITSCL aims

North American Supply Chain Execu-

to create a worldwide community for

tive Summit is designed and built by

transportation and logistics, building

Executive Platforms to bring together

up business networks and promoting

the right people from across a num-

knowledge sharing. The event is set

ber of different industries to network,

to include over 350 major logistics

benchmark, learn, and share with one

companies, solutions providers, trans-

another. The content of the agenda

port providers across land, sea and air,

revolves around universal challenges

and facility vendors. Industries set to

and opportunities relevant to the entire

appear include automotive, chemicals,

audience as identified by an advisory

construction, energy, food, pharmaceu-

board drawn from regular attendees.

tical, retail, oil, mining and many more.

Click to view website

Click to view website

SEPTEMBER 2018

30 SEPT– 03 OCT

CSCMP EDGE 2018 [ NASHVILLE, USA ] Discover over 100 forward-thinking sessions covering real world strategies implemented to maximise and transform supply chains and learn

23–25 SEPTEMBER

from some of the brightest academics

Gartner Supply Chain Executive Conference

and practitioners in supply chain today.

[ LONDON ]

ment Professionals (CSCMP) hosts the

Gartner Supply Chain Executive Con-

must-attend supply chain event of the

ference is the world’s most important

year — CSCMP’s Annual Global Con-

gathering of supply chain leaders, dis-

ference, EDGE. From leading-edge

cussing how disruptions large and small

content to cutting-edge supply chain

confront today’s supply chains on a daily

solutions, EDGE reflects the unparal-

basis and how ‘organisational survival

leled resources CSCMP offers today

depends on the ability to anticipate,

and symbolises our unwavering com-

adapt, and transform supply chains

mitment to supply chain in the future.’

to deliver reliability and performance’.

Click to view website

‘The Council of Supply Chain Manage-

Click to view website

w w w. s u p p l y c h a i n d i g i t a l . c o m

65

The ONLY Peer-led Marketing Procurement Event In North Americ

Save 25% off your ticke

Visit www.ProcureConIndire

November 12 - 14 | San Diego, CA

t

ca!

et with code PMK18SCD

ect.com for more information

EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences from around the world

02–04 OCTOBER

68

10 OCTOBER

10th Cool Logistics Global Conference

SAP Ariba Procurement Summit Day

[ ANTWERP, BELGIUM ]

[ LONDON ]

The 10th anniversary Cool Logistics

Disruptive trends in technology are

Global Conference & Exhibition pro-

changing the function as we know it

vides a fantastic opportunity to

today. Procurement is fast evolving

connect perishable cargo owners

into a more strategic and value-gen-

with cold chain logistics and trans-

erating function.Through dynamic

port professionals from around the

speakers, engaging storytelling,

world to assess key market trends

insightful knowledge sharing, and

and operational best practice for the

plenty of networking activities, you will

international movement of chilled and

learn about Procurement Evolution.

frozen cargoes by air, land and sea.

You will also have the opportunity to

Click to view website

join our real-time breakout sessions led by our experts..

Click to view website

SEPTEMBER 2018

15–17 OCTOBER

MHI Annual Conference [ GRANDE LAKES, FLORIDA, USA ] MHI Annual Conference will focus on key themes identified by the US Roadmap for Material Handling & Logistics and the MHI Annual Industry Report including: • Industry 4.0 • Building the Future Supply Chain

69

workforce • The Current and Future State of Distribution Center Technology

31 OCTOBER

• Marketing in the Supply Chain Industry

CIPS SM Awards

You’ll learn how to incorporate these

[ BARBICAN, LONDON ]

trends and innovations and seize new

Chris Bell FCIPS, Commercial Director

opportunities that produce tangible

– City of London Corporation, one of

results. You’ll also have the opportunity

this year’s judges, and winner of the

to participate in product group and our

‘Procurement and Supply Management

solutions community meetings that

professional of the year 2016’, will chair

help shape the future of our industry.

the day while presenters from the vari-

The conference will feature four key-

ous winning organisations will deliver

notes and six conference tracks.

case studies.

Click to view website

Click to view webiste

w w w. s u p p l y c h a i n d i g i t a l . c o m

Emergin chain tra

16-18 Oct Amora H  www.digitalsupplychainsummit.com.au BENEFITS OF ATTENDING  www.digitalsupplychainsummit.com.au 

Be part of Australia’s leading event focused on Industry 4.0 & the evolution of the digital supply chain



Hear real world industry case studies from leaders in FMCG, Retail, Food and Beverage, Manufacturing, Transport, Logistics, Shipping, Government, Healthcare, Energy & Utilities, Warehousing & Distribution



Participate in deep-dive roundtables moderated by experts covering blockchain, IoT, robotics, advanced analytics, drones and security



Join a community of CxOs, supply chain and data leaders and innovators at the forefront of the digital supply chain



Meet with industry leading solution providers spearheading innovation in digital supply chain research and product development

KEY THEMES BEING COVERED INCLUDE: 

Managing supply chain innovation and change in disruptive times



Leveraging technology to move past the linear supply chain



Making supply chains responsive, adaptive and customer centric



Beyond POC: Integrating emerging technologies within your supply chain



Using blockchain to drive supply chain transparency, trust and innovation



Internet of Things inventory & warehouse management

 Using analytics-driven cognitive capabilities to increase cost efficiency and performance 

Achieving end-to-end visibility and eliminating supply chain blind spots



Assessing the impact of digital platforms on procurement

 High performance fulfilment: The only way to meet customer demand 

How AR and VR are revolutionising the supply chain

Exhibitor:

Endorsing bodies:

REGISTER TODAY!

 +61 (0) 2 9977 0565

 info@que

ng technologies and digital innovation for supply ansformation

tober 2018 Hotel Riverwalk | Melbourne | Australia

KEY SPEAKERS: John Baird Chief Executive Officer UCOT (Ultimo Digital Technologies)

Keya Chaturvedi Trend Research Manager DHL Asia Pacific Innovation Center

Cameron Hall Head of Strategy and Innovation Port of Brisbane

Jeremy Goodman Director Supply Chain, Carnival

Ashok Sudhakaran Head of Procurement The Warehouse Group (NZ)

Simon Rowe Supply Chain Transformation Leader Kimberly Clark Australia

Marcel Sieira Head of Customer Engagement GS1 Australia

Rosita Van Vuuren Merchandise Operations Manager Best and Less

Pieter Vandevelde Chief Operating Officer TBSx3

Kevin Worrell Project Director Dulux

Business Chief and Digital Supply Chain subscribers qualify for 10% off the registration fee, quote VIP code ‘BC_10’

estevents.com.au

Media Partners:

Organised by:

 www.digitalsupplychainsummit.com.au

72

SEPTEMBER 2018

EUROPE

Delivering operational efficiency across the supply chain WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

RICHARD DURR ANT

w w w. s u p p l y c h a i n d i g i t a l . c o m

73

FLOGAS

Flogas has fully digitised its supply chain to maintain its position within the LPG market

W

ith the rise of renewable energy sources, traditional oil and gas companies are facing rampant competition.

The increased need to guarantee pricing and deliver operational efficiency continues to grow apace, leading the industry to turn towards new technologies to maintain supply and retain existing customer bases.

74

However, while the sector has focused predominantly on pricing, longstanding LPG supplier Flogas has maintained its reserves through its ongoing supply chain transformation.

“From a domestic and consumer point of view, there’s some technology emerging that will make a key difference in the marketplace,” explains Head of Logistics and Supply Chain, Tim Eaton.

“Price is starting to become a lot more visible, so people can really start playing suppliers off against each other, and people can switch easily.

“The customer experience is key. We sell a commodity, so the way we differentiate ourselves without it being on a price basis is through the service we give to our customers. If we can maintain consistency of supply to our customers, that’s really what they want. On the contact side, SEPTEMBER 2018

EUROPE

75

w w w. s u p p l y c h a i n d i g i t a l . c o m

Flogas’ partner in delivery optimization, data analytics and inventory management

Remote tank monitoring and smart gas metering

Proven solution in increasing customer satisfaction & retency

Targeting even better ROI thanks to the deployment of IOT solution based on Sigfox technology.

Data Presentation

AIUT Sp. z o.o Poland - 44-109 Gliwice - ul. Wyczółkowskiego 113 Tel: (+48 32) 77 54 000 - Fax: (+48 32) 77 54 001 info@aiut.com - www.aiut.com

EUROPE

“ FLOGAS WAS FOUNDED IN 1984 AND WE’VE SINCE EVOLVED TO BECOME ONE OF EUROPE’S LEADING LPG SUPPLIERS, WITH A PRESENCE IN BRITAIN, REPUBLIC OF IRELAND, NORTHERN IRELAND, SWEDEN, NORWAY, BELGIUM AND THE NETHERLANDS. WE’RE ALSO PART OF FTSE 100-LISTED DCC ENERGY – A LARGE IRISH COMPANY WITH AN ANNUAL TURNOVER OF £11 BILLION. THAT SAID, WE’RE STILL A SMALL COMPANY AT HEART, AND LOOKING AFTER OUR CUSTOMERS’ INDIVIDUAL NEEDS REMAINS OUR TOP PRIORITY” — Tim Eaton, Head of Logistics & Supply Chain

w w w. s u p p l y c h a i n d i g i t a l . c o m

77

FLOGAS

“ WE’RE REALLY GETTING TO A POINT OF SYSTEM MANAGING EVERYTHING END TO END” — Tim Eaton, Head of Logistics & Supply Chain

EUROPE

FACTS

• Halfway through its transformation journey, Flogas has sought to break down silos and promote collaboration across its supply chain • Flogas has centralised its orders, allowing the business to create and schedule more effectively

the focus of the business is on leading by service, and then differentiating this business within the number one supply of LPG from a customer service point of view.”

DIGITAL FOCUS Seeking to break down silos and promote collaboration across its supply chain, Flogas is now halfway through its journey.

“We are trying to digitalise as much as we can - how we capture or create orders and how we move those through to being fulfilled and delivered,” says Eaton.

“We have a 50/50 split between people that are in control of their orders -where they

• By investing in a computer-based scheduling system, Flogas is now able to implement seven day rolling scheduling periods, guaranteeing further visibility • Though the use of demand sensing, Flogas will continue to fulfil requests within its forecasting • The company has invested in over 10 new drivers and enabled them to get to the required standard in weeks rather than months

physically order with us when they want us to w w w. s u p p l y c h a i n d i g i t a l . c o m

79

FLOGAS

deliver -and 50% where we offer them a service where we will keep their tanks topped up.

“For our Top Up business, we used to rely on fixed delivery cycles or an algorithm that predicted when they were going to need gas, but we have now invested millions of pounds into implementing tank telematic systems, where we get a regular reading regarding our customers’ consumption and tank levels.”

Obtaining vital information in 80

real-time, Flogas has therefore moved to centralise its orders, where it can now draw volume at quieter times and outside of peak periods.

Additionally, by investing in a computer-based scheduling system, the business has adopted seven-day rolling scheduling periods and can identify potential gaps.

“Our new on-truck computing system, supplied by Touchstar, really ties all this together,” says Eaton.

SEPTEMBER 2018

Click to watch: ‘Flogas Britain: A Driver’s Story’

EUROPE

81

“PRICE IS STARTING TO BECOME A LOT MORE VISIBLE, SO PEOPLE CAN REALLY START PLAYING SUPPLIERS OFF AGAINST EACH OTHER, AND PEOPLE CAN SWITCH EASILY” — Tim Eaton, Head of Logistics & Supply Chain w w w. s u p p l y c h a i n d i g i t a l . c o m

FLOGAS

“Scheduled routes go out to the driver, and when we complete a job an invoice then goes out in real-time. If we don’t

set our resource levels for the next three or four months,” says Eaton.

“We want to take our resource

deliver on that day it goes back to the

management digital as well so that we

order pot for rescheduling immediately.”

always know what drivers and vehicles we’ve got to schedule.”

REACTIVE TO PROACTIVE Through the use of demand sensing,

system, Flogas will also seek to provide

Flogas will continue to fulfil requests

increased customer contact regarding

across its forecasting operations,

the time its services will arrive.

as well as taking a greater look at

82

Through its on-truck computing

“We’re really getting to a point

customer consumption data to

of system managing everything

extrapolate three months of rolling

end-to-end,” he adds.

forecast data.

“This will enable us to really try and

SEPTEMBER 2018

However, throughout its transformation, it has been imperative for

EUROPE

Flogas to build mutually beneficial

speed of customer context, where

relationships with its suppliers and

we have or haven’t delivered, is key

bring on board those who are keen

to our service offering.

to bring new ideas to the table.

“TouchStar Technologies, for example, have been fantastic in how they’ve tailored their Gas-Star solution

Additionally, longstanding company AIUT has been essential to the company’s business growth.

“AIUT has supported our delivery

to Flogas. The pace at which they can

optimisation, as well as inventory

adapt the system to meet our need to

management, in order to increase

continuously improve our service has

customer satisfaction,” adds Eaton.

been instrumental in adding so much

“AIUT are not just a provider of

value into our service proposition” “The company has been essential in

a telematics system that we buy, they’re a company that is integrated in how we

getting delivery data back in so that

do business. They suggested and built

that speed of rescheduling, that

our new forecasting system.

w w w. s u p p l y c h a i n d i g i t a l . c o m

83

FLOGAS

“We need system providers and suppliers that are going to invest in their product to be bespoke to us, but to support that through continuous innovation around learning our business and what else they can do which could be of benefit.”

INVESTING IN PEOPLE In alignment with its transformation, Flogas has had to bolster its workforce and invest in upskilling its workers against complexities.

“When we’re trying to build a digital system that takes the order through to delivery, we have to work out how to deal with the 84

variability of that resource. We’re working with our scheduling department as well as our shipping system to build some of this,” he says.

SEPTEMBER 2018

EUROPE

Consequently, the business has invested in new drivers and regional driver trainers that have enabled them to get to the required standard in weeks rather than months. “Our telematics systems will look at how well they’re driving from a safety point of view, and we are looking into getting better data out of the on-truck computing system so that we can look at things from a fully rounded point of view.�

As the supply chain continues to move towards further digitisation alongside a growing focus on margins, price and cost, the culture at Flogas will continue to hone in on the needs of its customers.

Through boosting operational efficiency and maintaining supply while optimising ongoing processes based on local and expert knowledge, it will continue to remain a strong player in the market.

w w w. s u p p l y c h a i n d i g i t a l . c o m

85

Enterprise

optimisation with WRIT TEN BY

ANDRE W WOODS PRODUCED BY

GLEN WHITE

KAR

We talk to Ronald Wright, Senior Director of Procurement and Enterprise Optimisation at KAR Auction Services who talks us through the ever-evolving landscape of auto auctions…

K AR AUCTION SERVICES, INC

W

orking across more than 300

Automotive Finance Corporation (AFC),

locations in North America,

among others – are at the heart of

KAR Auction Services

this vibrant marketplace, providing

comprises a family of companies

wholesale and salvage auctions as

providing innovative, technology-driv-

well as detailing, dent repair, logis-

en, end-to-end vehicle remarketing

tics, transportation and more. With

solutions. Auto remarketing is a big

operations spread across North Ameri-

business in North America, with 290

ca as well as the UK, implementing

million used vehicles currently in opera-

a comprehensive, enterprise-wide

tion across the continent. KAR and its

procurement strategy is a strategic

subsidiaries – which include ADESA,

imperative.

Insurance Auto Auctions (IAA) and

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SEPTEMBER 2018

KAR’s unique platform supports the

USA

sale of more than 5.5mn units valued

because that’s too narrow of a focus

at over $40bn through its auctions.

of what we do. If there needs to be

Ronald Wright is Senior Director of

optimisation of a process, we’re there.

Enterprise Optimisation at KAR and it

If there needs to be optimisation of

is his job to ensure support and supply

a particular project, we’re there. If there

across the company. Just don’t use

needs to be optimisation of how we

the dreaded ‘p word’…

bring value, again, we’re there. If there

“We don’t even use the word

needs to be optimisation in cost, we’re

‘procurement’ here,” he says, speaking

there. That’s why we’re enterprise

from his Indiana office. “We call our

optimisation. We’re not sourcing, we’re

operation ‘Enterprise Optimisation’.

not a supply chain, we’re not procure-

We don’t talk about procurement

ment. Moreover, this umbrella of

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w w w. s u p p l y c h a i n d i g i t a l . c o m

K AR AUCTION SERVICES, INC

enterprise optimisation allows us to

Some of the biggest challenges

come to you with a variety of skills and

facing Wright come from the constant-

solutions in the space.”

ly expanding and retracting need for

A former procurement specialist

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labour. “We run physical auctions all

from the US defence industry, Wright

52 weeks of the year. As an example,

outlines the operational pillars that

say I have an auction that regularly

have helped his team optimise KAR’s

runs 1,500 cars in a roughly four-hour

growth. “Our team today operates on

period. Now, they need a lot of labour

four pillars: teamwork, adaptability,

to be able to get those cars across the

innovation and trustworthiness. The

auction block. We have to check each

questions we always ask are: what

vehicle in when it arrives at our facility,

are our customer’s needs? What are

we have to upload its information into

their requirements and how do we

our system, we have to line the vehicles

bring those requirements efficiently

up in the order they’re scheduled to be

and effectively to our partners in the

auctioned, and we have to drive them

marketplace, so that we can achieve

across the auction block. We also

the overall goal?”

handle all the transactions and all of

This notion of Enterprise Optimisa-

this is happening at a facility within

tion sees a shift from the traditional

a four-hour period, which requires

sense of procurement as a cost-saving

anywhere from between 100 to 120

measure to a broader, more holistic

temps. Outside of that four-hour

approach. “Our CFO is a unique senior

window, during the rest of the week we

manager, because his first goal is to

have employees handling mechanical

bring value to the organisation. His first

work, detailing, body shop work and

goal isn’t, ‘Hey, how much money can

more – and we have temp employees

you save?’ He does want us to save

helping with other things going on

money, but he’s more concerned about

around the lot.”

the intrinsic value that we can bring to

To help with labour demands KAR

the organisation and our customers. That

has fostered partnerships with some

doesn’t always mean the lowest cost.”

key suppliers. “One of our vendors

SEPTEMBER 2018

USA

BIO

“ WE’RE SEEING THE CHANGING DYNAMICS OF THAT ONLINE BUYER WHO DOESN’T PHYSICALLY COME TO OUR AUCTIONS” — Ronald Wright, Senior Director of Enterprise Optimisation

helps us replace windshields on vehicles. Our business is about velocity, moving cars quickly through our ecosystem and this vendor has been working with us on a number of system enhancements to make us better.

Vehicles now have cameras everywhere and there are 10 to 12 different types of glass.

Our vendor partner helps us to

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• Keen ability to analyze global commodity cost drivers, “should cost” vs. negotiated and standard costing, and total cost of ownership (TCO). Outstanding results in supplier sourcing, relationship management, and performance management.

• Recognized as a results-focused leader who sets ambitious goals, fosters collaboration, and motivates employees to peak performance. Highly effective in leading crossfunctional project teams and task forces.

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Click to watch: KAR Makes $250,000 Contribution to Central Indiana City Life Wheels’ 93 mistake-proof the process of replac-

place. We want to be nimble and goal

ing windshields in the digital space,

motivated. It is important that we have

thus increasing the pace at which we

good communication with our supplier

do business.”

partners and a strong understanding

KAR also runs mechanical shops at

of what is expected. We can’t work

many of its physical auctions that do oil

with a supplier that doesn’t have at

changes, tyre replacements and other

least a national footprint or a digitised

modifications as requested by sellers

information system. That system should

and buyers, an area where Wright

track the progress of our working

sees possible partnerships. “We’re

relationship so we can track any

working to build stronger, more strategic

deficiencies and find opportunities

partnerships with key suppliers, but we

for improvement.”

can only do that once we’ve estab-

“For me, I can’t be involved with

lished a rapport with them and have

a supplier that doesn’t have the ability

a successful working relationship in

to give us what I call consumable, w w w. s u p p l y c h a i n d i g i t a l . c o m

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visualised data that we can do some-

FACT

thing with. I need a supplier to be able

ADESA is a wholesale, usedvehicle auction operation with 75 locations and a complete online service offering for auto dealers, manufacturers, banks, finance, fleet, lease and rental companies.

to tell us that we have a pretty large battery spend, so we are able to drill down to the details of our battery spend to types of batteries we’re ordering, where we are buying them, and which areas of the company are buying the largest amount. You need that clarity in order to be able to find

The first area is how you interact and

value and efficiencies.”

interface with your customer. We’ve been

“One of the unique things about our

trying to move most of our suppliers to

space today is how our industry is

some type of digital interface where we

changing overall. We’re aligning our

can order product. I would almost liken

business and what we do with our

it to what we call the Amazon effect.

suppliers while also meeting the

Nowadays people are used to going

internal needs of our customer. If

online and being able to search and

you’ve ever been to an auction house,

order the things they like and need.”

you’ll know that usually a bunch of

“The second part of that is the

people watch a car come across the

increased level of expectation from the

block before bidding on it. Now, we

customer. Two-day delivery is stand-

simulcast all of our auctions across

ard. ‘We’ll get that to you in a week.’

North America, so people are able to

‘Huh? A week? Are you in the Stone

bid online. We’re seeing the changing

Age? I need to go somewhere else’.”

dynamics of that online buyer who doesn’t physically come to our auctions. We’re working with businesses to look at different ways to deploy our services to our customer base.”

How has technology influenced that, specifically? “I would say in two areas. w w w. s u p p l y c h a i n d i g i t a l . c o m

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How Kansai Airports is transforming passenger experiences in Japan

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WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

MIK E SADR

SEPTEMBER 2018

A S I A — PA C I F I C

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KANSAI / VINCI AIRPORTS

Kansai Airports is undergoing a significant transformation. Pascal Pipon,General Manager at Kansai Airports, tells us more…

J

apan is continuing to reap the rewards of a global tourism boom, where people from all over the world are keen to

explore its rich history and breathtaking landscapes. From January to June during this year alone, the estimated number of international travellers exceeded 11mn, with

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an increase of 20% in overseas visits compared to previous years.

Whilst many travelers would have normally utilised Kansai International Airport, the country’s Osaka Itami Airport and Kobe Airport also significantly serve those situated in the nearby cities of Osaka, Kobe and Kyoto. Altogether, the three airports provide services to over 47.6mn passengers annually.

To ensure the airports remain fully equipped to service such increased traffic flow, shareholders at VINCI Airports and financial services group ORIX Corporation are directing significant investment towards the digital transformation of the airports, driving maximum value for tourists and residents, whilst unlocking its growing potential.

SEPTEMBER 2018

A S I A — PA C I F I C

FACTS

• From January to June during this year alone, the estimated number of international travelers exceeded 11mn, with an increase of 20% in overseas visits compared to previous years • Kansai International Airport, Osaka Itami Airport and Kobe Airport provide services to over 47.6mn passengers annually • VINCI Airports serve nearly 250 airlines worldwide • VINCI Airports catered to 156.6mn passengers in 2017, amassing €4 billion in consolidated revenue • Working with air transport IT specialist SITA, Kansai Airports has implemented an intelligent check-in kiosk named KATE, which will identify bottlenecks in passenger flow

w w w. s u p p l y c h a i n d i g i t a l . c o m

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A S I A — PA C I F I C

A key player within the international airport sector, VINCI Airports serves nearly 250 airlines worldwide. Spanning Europe, Asia and Latin America, the company served 156mn passengers in 2017 across all of its 36 airports.

In Japan, Kansai Airports successfully took over Kobe Airport in April 2018, and all three airports have amassed a combined growth of 9.6% in the second quarter. With international growth continuing to rise, Kansai International Airport achieved over 12% growth, with Kobe following

FACTS

• Kansai International Airport, Osaka Itami Airport and Kobe Airport provide services to over 47.6mn passengers annually • Kansai Airports took over Kobe Airport in April 2018, where all three airports have amassed a combined growth of 7.8% in Q2 • VINCI Airports serve nearly250airlines worldwide • VINCI Airports catered to 156.6mn passengers in 2017 • In the second quarter of 2018, traffic across the 36 platforms managed by VINCI Airports saw 42.9mn passengers handled in the network during Q2 • Japan continues to see increased numbers of visitors from neighbouring countries China, South Korea, Hong Kong and Macau, as well as attracting tourists from areas such as Europe

w w w. s u p p l y c h a i n d i g i t a l . c o m

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KANSAI / VINCI AIRPORTS

closely behind at 5% growth.

The country continues to see increased numbers of visitors

deals from low cost carriers and new routes which have recently become established.

By building on VINCI Airports’ world-

from neighbouring countries

renowned expertise alongside ORIX

China, South Korea, Hong

Corporation’s strong roots in the Kansai

Kong and Macau, as well as

region, the three Japanese facilities are

attracting tourists from areas

set to be fully transformed.

such as Europe, with attractive

“We’ve secured a comfortable budget to invest in tomorrow’s IT and digital solutions,” says Kansai Airports General Manager for IT, Pascal Pipon.

“We aim to make the passenger journey as peaceful, easy and stress-free as possible. We

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SEPTEMBER 2018

A S I A — PA C I F I C

will be leveraging digital solutions, such as self-service, mobile services and biometry, in order to achieve seamless travel. We want to integrate all steps of the passenger journey within one complete digital experience.”

In order to optimise the management of the existing airport infrastructures, Kansai Airports is transforming the organisation’s back-office applications.

“Our task is to centralise and consolidate all flight data and resources from the airports, automate operational processes to facilitate decision making,” he adds.

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A S I A — PA C I F I C

“ We’ve secured a comfortable budget to invest in tomorrow’s IT and digital solutions” — Pascal Pipon, Kansai Airports General Manager for IT

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KANSAI / VINCI AIRPORTS

DIGITALLY ENABLED Working with air transport IT specialist SITA, Kansai Airports has tested an intelligent check-in kiosk, which will identify bottlenecks in passenger flow, eliminate congestion and contribute towards a fully connected passenger experience. Through a number of inbuilt technologies, such as collision avoidance, the kiosk will move swiftly to different areas of the airport when required.

The facilities have also sought to introduce artificial intelligence devices, check-in robots, and self-propelled floor cleaning robots where Kansai Airports is turning 106

towards automation across its entire portfolio.

Among initiatives to optimise the use of existing capacities, Kansai Airports has sought to minimise waiting times and boost passenger throughput using real-time queue monitoring tools.

“To do this, we implement different tools.

One tool is called Passenger Flow Management, which provides real-time information surrounding passenger flow. Operation staff react to queues building up. We also display congestion information to the passengers at the airports and on our websites. With this technology, we have drastically reduced waiting times from 45mins peaks to 15mins,” notes Pascal.

“Automation helps increase the capacity of SEPTEMBER 2018

A S I A — PA C I F I C

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Based on the collected data, airports are able to optimize both operations and capacity utilization. Shorter queues and waiting times lead to higher passenger satisfaction and hence higher revenues.

Let‘s work together to enable a seamless travel experience. Get in touch for more information. info@xovis.com

A S I A — PA C I F I C

the airport to serve more passen-

ground handlers, the air traffic

gers and better serve the airlines.”

service provider, etc., which also

Collaborating with various

provide essential services,” he says.

team to provide the best solutions,

“The collaboration between

Kansai Airports continues to look

all the actors is at the core of

at harnessing new digital tools

the optimisation of airport

surrounding departures, arrivals,

operations. Technology will be

the scheduling of flights and the

key for all to converge toward

handling of various aircrafts.

this common goal.”

“IT is helping with all of this, but

With a keen awareness that the

we also have a lot of different

most important aspect will be to

actors, such as the airlines,

ensure that all passengers leave

“ We want to make the passenger journey as peaceful, easy and stress-free as possible” — Pascal Pipon, Kansai Airports General Manager for IT

w w w. s u p p l y c h a i n d i g i t a l . c o m

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A S I A — PA C I F I C

“ We want to integrate all steps of the passenger journey within one complete digital experience” — Pascal Pipon, Kansai Airports General Manager for IT

and arrive on time, Kansai Airports must remain completely operation-centric, with an emphasis on promoting an exceptional passenger experience, in line with VINCI Airports’ commitment to quality of service and customer satisfaction.

In the long-term, it will further introduce self-service facilities, and the passenger journey will become fully automated.

“The sharing of information between all actors will be critical to maximise airport capacity and passenger satisfaction,” concludes Pascal.

“Technology is essential to the future of Kansai Airports and the entire aviation industry.”

w w w. s u p p l y c h a i n d i g i t a l . c o m

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T 112

SEPTEMBER 2018

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TELEKOM MALAYSIA redefining procurement for supply chain success WRIT TEN BY

DA LE BENTON PRODUCED BY

CHARLOT TE CL ARK E

w w w. s u p p l y c h a i n d i g i t a l . c o m

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T E L E K O M M A L AY S I A

Through a full-scale transformation journey, Telekom Malaysia redefines its procurement function

H 114

istorically, procurement has

Mohamad Mohamad Zain, Chief

always been perceived as

Procurement Officer, TM.

a support function. Over the

With a career spanning over 20

last decade however, there has been

years, working in a number of roles

a considerable shift as more and more

within TM from insurance management

businesses around the world are

to enterprise risk management,

investing heavily to create greater

Mohamad has seen first-hand the

alignment between procurement and

changing role of procurement and feels

the strategic direction of the company.

his experience finely positions him to

For Telekom Malaysia Berhad (TM), Malaysia’s Convergence Champion,

lead TM’s transformation journey.

Procurement was identified as one of

procurement has evolved far beyond

the key pillars to the company’s

its traditional function and is now

Performance Improvement Plan (PIP)

pivotal in the success and future

3.0, which focuses on delivering value

growth of the business.

via total cost ownership savings,

“Procurement has indeed played

increased speed of procurement

a pivotal role in ensuring speed to

process to support speed to market

market, improving customer stickiness

and be more responsive to the

via quality products and services while

dynamic business needs across the

also assuring supply sustainability to

wider TM Group.

support all year-round dynamic

“The Group Procurement’s vision is

business needs and strengthening

to optimise productivity,” says Moham-

supplier relationships to deliver shared

ad, “while also building an organisation

value to the organisation,” says

that has a sustainable competitive

SEPTEMBER 2018

A S I A — PA C I F I C

“The Group Procurement vision is to optimise productivity,” says Mohamad, “while also building an organisation that has a sustainable competitive advantage towards “Procurement Made Easier” with stable, effective and efficient sources of supply” — Mohamad Zain, Chief Procurement Officer, TM

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advantage towards “Procurement Made Easier” with stable, effective and efficient sources of supply.”

Through his role, Mohamad is part of the senior management committee, something he feels enables him to change the perspective of procurement. One of the key changes that he has implemented, in order to measure the success of this strategic transformation, is the w w w. s u p p l y c h a i n d i g i t a l . c o m

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T E L E K O M M A L AY S I A

“ We are expecting the Industrial Revolution 4.0, and so the future of procurement will largely dependent on technology, robotic and Internet of Things (IoT).

Through our journey, we are laying the foundations in order to be ready for this future�

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— Mohamad Zain, Chief Procurement Officer, TM

SEPTEMBER 2018

BIO

Mohamad Zain Chief Procurement Officer, TM Mohamad, 54, gained vast experience in insurance services while serving a UKbased insurance company for six years, including as Officer in charge for agency and direct client underwriting, claim management and re-insurance, designing insurance for credit card company and bank assurance, serving both domestic and Multinational Corporation clients.

He joined TM in 1993 as an Assistant Manager and has been tasked with managing the corporate insurance programme and implementing the Enterprise Risk Management programme for TM in 2001. In 2007, he was appointed GM entrusted with an expanded portfolio of Group Business Assurance covering Enterprise Management, Revenue Assurance, Fraud Management, Insurance Management, Credit Management Policy & Monitoring, Corporate Compliance, Business Continuity Management and Enterprise Business Management. He was promoted to VP, Group Business Assurance, a position he held from 2011 until his appointment as Chief Procurement Officer on 1 September 2014.

A S I A — PA C I F I C

addition of optimising the supply chain and procurement management as the Group’s key performance indicators.

What this does is present a challenge that Mohamad must continue to overcome; continue to demonstrate to stakeholders the true value of the new procurement model in contributing positively to the Group’s profitability.

“I need to continue to show how procurement can assist our marketing team on speed to market with competitive product and

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services,” he says. “This can then

dynamics and speed in procurement process

ensure that our suppliers can fully

and execution.

apprise on the overall objective of our new procurement model.”

TM’s transformation journey began in 2013, overseen by Mohamad’s predecessor. Mohamad took over in 2015 and immedi-

The pillars will enable TM to implement a best-in-class procurement model, but any transformation journey is not without challenge.

For Mohamad, he views challenge as an opportunity to continue pushing forward.

“I look across our transformation to date, the

ately worked across the Group on

results that we can point to, and it gives me the

understanding the already

additional adrenalin I need to keep on pushing for

identified gaps in the Company’s

better results,” he says. “Whilst we have success-

basic procurement function.

fully established a cross functional category

These gaps allowed TM to

management team, improved governance to

anchor its transformation with three

allow speed of procurement approval, and

key pillars; value creation and

strengthened supplier relationship management,

expansion, responsive to business

there is still room for improvement, including w w w. s u p p l y c h a i n d i g i t a l . c o m

C O M PA N Y N A M E I N C O R P O R AT E C O L O U R

FIBERHOME GROUP FiberHome Technologies Group is a leading equipment vendor and global solution provider the field of information technology and telecommunications. This high-tech enterprise is directly affiliated to the State-owned Assets Supervision and Administration Commission of the State Council. It is also the largest enterprise located in the Optics Valley, Wuhan, China.

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FiberHome Group Add:No.6, Gaoxinsilu, East Lake High-Tech Development Zone, Wuhan, Hubei, P.R.China 430205 Tel:+86-27-81618829 | Fax:+86-27-81618977 Email: marketing@fiberhome.com Wuhan FiberHome International ( Malaysia) Sdn. Bhd. Add:Level 43 South Wing, Menara TM, Jalan Pantai Baharu, 59100 Kuala Lumpur Tel: +603 2241 5780/4818/4808 | Fax:+603 2241 4770

MONTH 2018

Sales Directot: Aslan Zhou Email: zhoujun@fiberhome.com

www.fiberhomegroup.com/en

A S I A — PA C I F I C

embracing technology.”

The transformation by its very

While Mohamad looks to the future of technology, that’s not to suggest that

nature is defined by improving

technology hasn’t played a defining role in this

performance. Mohamad’s

transformational journey.

sentiment of continuous learning is

“To support the procurement transformation,

shared across the Group. Four

technology has and will be fundamental in the

years into this journey and TM can

delivery of speed and efficiency in our processes,”

already point to RM1.0 billion

he says. “As such, we have embarked on PINTAR

(USD250 million) TCO savings

project, designed to provide data analytics on

through the expansion of value

spend analysis for our category managers.”

creation, as well as expanding its

PINTAR, or the Procurement Institutionalisa-

strategic vendor portfolio and

tion of Technology Applications and

improving overall governance and

Resources, specifically enables greater

control in order to achieve faster

efficiencies across spend analysis, online tender

procurement process.

and quotation, supplier performance manage-

But Mohamad is a firm believer in

ment and contract management and repository,

not standing still and is already

amongst other key areas.

looking at the next step in order to

With technology redefining industries all around

continue to improve, with technol-

the world this brings upon a challenge that is not

ogy and embracing digital

unique. The global technology conversation is

procurement a clear goal.

defined by Artificial Intelligence, Automation, Big w w w. s u p p l y c h a i n d i g i t a l . c o m

121

T E L E K O M M A L AY S I A

Data, but are these terms simply turning

also benchmark with peers across the

into buzzwords? What work does

globe and in some instances securing

Mohamad and TM do to ensure that the

advice from our key suppliers who have

Company is implementing the right

implemented robust supply chain

technologies for the right reasons and not

management system.”

just following trends?

As a supply chain and procurement

“As a technology company, technol-

function, having a strong supplier network

ogy and digitalisation have been part of

is crucial. In the journey of implementing

our business DNA from the very start,”

a new procurement model, that supplier

says Mohamad.

network proves more vital than ever.

“TM has its own R&D team, Network &

Mohamad admits that a transformation

IT Technical Committee and Chief Digital

of this scope is not one that can be

Officer that continue to provide advisory

completed alone, with the strengthening of

across the Group on new technology and

supplier relationships in itself a core pillar

digitalisation plan. At the same time, we

of the journey. TM has redefined how it

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A S I A — PA C I F I C

“ Whilst we have successfully established a cross functional category management team, improved governance to allow speed of procurement approval, and strengthened supplier relationship management, there is still room for improvement, including embracing technology.”

— Mohamad Zain, Chief Procurement Officer, TM

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T E L E K O M M A L AY S I A

approaches supplier and vendor management, with expanded collaboration with mega suppliers (foreign and domestic) and those local vendors nurtured via its Bumiputera-Vendor Development Programme (BVDP).

To date, we have over 9,200 vendors registered with us with close to 4,400 Bumiputera vendors. At TM, we have a robust and transparent procurement process; and we adhere to industry’s best practices. We are committed to maintaining the highest degree of integrity, transparency and accountability in the conduct of our business and operations. At least 42% of our projects are based on tenders and we also 124

award projects that require economies of scale to our long term and strategic partners.

The BVDP is designed to stimulate the activity and involvement of local suppliers across Malaysia in tenders and other procurement activities. These activities can be stand-alone or through collaborating with foreign partners, with the goal of sharing technology and knowledge to the local suppliers in order to develop the capabilities of the local supplier network.

“This programme will not only support the capability building of local vendors who will then be able to compete for regional business needs through tenders,” says Mohamad. “For TM, based on our BVDP framework, the entry level would be the Entrepreneur Development (ED) and Blue Lane (ED programme specific for SEPTEMBER 2018

A S I A — PA C I F I C

ICT-based or start-up technology company companies) levels. Once the vendors show improvement in their processes and capabilities, they will then be upgraded to Strategic Partners, and then elevated to become a Corporate Champion and finally to a National Champion.

This journey may take three to five years.”

TM has already amassed a strong portfolio of both foreign and local strategic suppliers such as Huawei, Fiberhome, Nokia as well as Opcom, Dura Mine and Lite Cable.

As the title implies, this procurement journey is one of continuous improvement. Procurement as a function will continue to change and evolve and TM must continue to evolve with it in order to continue to deliver success.

“The future will see TM begin to better embrace new technology, organisational and process redesign, and continue to push for cultural change in supporting this changing space,” says Mohamad.

“We are expecting the Industrial Revolution 4.0, and so the future of procurement will largely dependent on technology, robotic and Internet of Things (IoT). Through our journey, we are laying the foundations in order to be ready for this future.”

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E 126

SEPTEMBER 2018

AFRICA

EnviroServ

RESPONSIBLE WASTE MANAGEMENT IN SOUTH AFRICA WRIT TEN BY

L AUR A MULL AN PRODUCED BY

ARRON R A MPLING

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E N V I R O S E R V W A S T E M A N A G E M E N T LT D

Delivering solutions across the automotive, chemical manufacturing sectors and more, EnviroServ is leading the way with environmentallyresponsible waste management.

A

s new lifestyles and new technologies enter the fray, society has also seen the rise of another by-product – waste. A few

decades ago we didn’t have to think about how

we disposed of our smartphones or how we’d navigate stringent waste regulations, but for 128

today’s businesses, it’s more important than ever.

Since opening its doors in 1979, EnviroServ Waste Management (Pty) Ltd. has been first to market with many groundbreaking waste management solutions, some of which are still recognised as best practice in the sector. Now, thanks to this pioneering approach, the company has established itself as one of the largest waste management firms in South Africa today.

Recognising the importance of protecting both the environment and community, EnviroServ’s sustainable ethos has become a guiding principle in all that it does. Rakesh Seetal, Head of Procurement and Supply Chain, says that it’s the company’s leading reputation that distinguishes it from the rest.

“EnviroServ is a waste management company that uses ethical and best practices in the SEPTEMBER 2018

AFRICA

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E N V I R O S E R V W A S T E M A N A G E M E N T LT D

disposal of waste recycling,” he explains.

“We use the three Rs: reduce, reuse and recycle. We may use landfill if necessary but a key motivator for the company is thinking of alternative uses of waste.

“As part of our ethos, we put our customers first and provide them with the best alternatives for waste disposal or waste management. We’ve done it responsibly for many years. As a result, our reputation precedes our marketing efforts. Working with our customers for decades has really helped us become a leader in the market.”

Like any business, a robust supply chain 130

function has been a key driver of growth at EnviroServ. With a spend of over ZAR50mn ($3.8mn) under its belt, the South African company has implemented an increasing

“Procurement used to be a back-office function but now it is now taking a leading role in creating this strategic competitive advantage” — Rakesh Seetal, Head of Procurement and Supply Chain SEPTEMBER 2018

number of benchmarking activities to ensure that it’s upholding only the best industry practices.

As part of this, Seetal outlines how the waste management firm has streamlined its supplier network so that it can respond quickly to the market and enhance its value chain.

“We’ve just put more and more benchmarking exercises into our

AFRICA

BIO

division,” he notes. “Four years ago, we had approximately 7,000 suppliers and now we have brought it down to about 1,400. Every day, we strive to get the best suppliers into our database. Through benchmarking or supply evaluations we weed out the ones that do not

Rakesh Seetal, Head of Procurement and Supply Chain for EnviroServ Waste Management. EnviroServ’s primary focus is the transportation and management of waste. EnviroServ is a multi-national company, operating within southern Africa. EnviroServ’s purchasing power is approximately R1 Billion. My role and purpose is to execute the procurement and supplier management strategy and policy to support EnviroServ’s vision. I am responsible for building strong relationships with suppliers by negotiating the best deals based on quality, delivery and price, and tracking and reporting on performance against contractual agreements and relevant Key Performance Areas and Indications.

I am a professional and presentable person, with a strong but empathetic character. I work well independently as well as collaboratively in a team setting and have been able to distinguish myself in all my previous jobs.

add value to our supply chain.

All the benchmarking we have done and continue to do on w w w. s u p p l y c h a i n d i g i t a l . c o m

131

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AFRICA

133 a day-to-day basis helps us to

Seetal. “Each of our divisions has

get the right suppliers onboard.”

set targets for savings; they strive

As well as offering environmen-

to do more with less or to find

tally-conscious products and

alternative products or services

services, EnviroServ has also

to achieve our goals.”

championed cost-efficient waste

EnviroServ prides itself on

management which is clearly

offering a range of specialist

evidenced by the firm’s procure-

products and services, from

ment and supply chain function.

hazardous waste services and

“One of the other strategic

waste collection services to

drivers in procurement is the need

waste recycling and on-site

to bring savings into the supply

waste management. Like many

chain. Strategic buying can help

countries across the globe,

you get the right product at the

landfill is no longer seen as the

right place at a lower price,” says

preferred waste management w w w. s u p p l y c h a i n d i g i t a l . c o m

E N V I R O S E R V W A S T E M A N A G E M E N T LT D

1979 Year founded

EnviroServ

is the largest waste management company in South Africa

Pro

! v e s o i v n E o f ote p s n a t d We Move High Volumes, Anytime, Anywhere

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AFRICA

135 option in South Africa. As a result, EnviroServ strives to use landfill as little as possible, instead offering alternative waste disposal services.

Over the past 40 years, EnviroServ has gained deep insight and experience across a variety of different industries such as the automotive, chemical and food and beverage sectors. Attracting and retaining some of the foremost scientists and engineers in the waste

“We’re currently one of the market leaders and we hope to stay there” — Rakesh Seetal, Head of Procurement and Supply Chain

management field, the company has increasingly zeroed in on emerging technologies to offer alternative waste management solutions.

In doing so, technology is assisting the firm as it tries to address some of the w w w. s u p p l y c h a i n d i g i t a l . c o m

E N V I R O S E R V W A S T E M A N A G E M E N T LT D

biggest waste management issues facing industries today.

“We try not to do the same over and over again so finding new technologies and new products is paramount to our success,” highlights Seetal. “In our landfill sites, we are using classification projects and evaporation techniques and we are also looking at different technologies in the market. We send our technology managers across the world to see what technology is available and then we bring it back to South Africa.

“Additionally, we are always on the lookout 136

for better equipment. We don’t just stick to one brand because it’s been the best in the past, we’re always looking out for new alternatives.”

To reduce its customers’ reliance on landfill, Seetal highlights how EnviroServ is also exploring new ways it can upcycle waste materials.

“If you look at the waste management sector, ideas such as waste reusing, recycling or upcycling are some of the biggest trends that are happening today,” he notes. “Therefore, we are also looking to find companies that can use these waste materials.

“For example, a tyre could be used in road manufacturing or it could be used in the making of a mat. Paper can be recycled

SEPTEMBER 2018

S U P P LY C H A I N

into pulp and then reused.

Plastic can be remodelled.

Glass can be used in art material. We can support schools and art companies in providing such materials.”

Developing strong supplier relationships is a key aspect of any robust supply chain and it is something which hasn’t been overlooked at EnviroServ.

When selecting suppliers, EnviroServ adopts a multi-faceted approach, taking into consideration issues such as such as price, product, service and Black Economic Empowerment (BEE) into account.

As such, Seetal believes that the South African firm develops sincere relationships with the suppliers it works with. “At the end of the day, it is a partnership,” he says. “We believe that our suppliers are critical to our success and if they are successful, we are successful.”

On the frontline, EnviroServ’s dedicated team works closely

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137

E N V I R O S E R V W A S T E M A N A G E M E N T LT D

with suppliers and learns first-hand

who understand the problems, under-

about its customers.

stand the challenges out in the field.”

“It’s a small team of centralised

Combining an industry-led reputa-

buyers supported by regional buyers,”

tion with a socially-conscious perspec-

describes Seetal. “We need those

tive, EnviroServ has pushed for

regional buyers to get information

continuous improvement across

from the ground floor. I believe that you

a spectrum of industries. It has

cannot run a procurement division from

become a trusted and preferred

head office alone. You need people

waste management supplier because

138

SEPTEMBER 2018

S U P P LY C H A I N

it understands that, as exciting tech-

whether that’s in South Africa, south-

nologies enter the fore, sustainable

ern Africa or other neighbouring

waste management isn’t a finite

African countries, we want to be

concept. As society’s needs, habits and

the best. We want to be a partner

awareness of health and environmental

of choice. Procurement used to be

issues have evolved, so has EnviroServ.

a back-office function but now it is

“We’re currently one of the market

taking a leading role in creating this

leaders and we hope to stay there,”

strategic competitive advantage.”

adds Seetal. “We want to grow and,

139

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MIDDLE EAST BROADCASTING GROUP (MBC)

140

Procurement excellence for the small screen WRIT TEN BY

JA MES HENDERSON PRODUCED BY

HEYKEL OUNI

MIDDLE EAST

141

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MIDDLE EAST BROADCASTING GROUP (MBC)

MBC’s procurement division is driving real value for the flourishing Middle Eastern broadcaster

A 142

s the first broadcaster

the last decade. When Lorraine Black joined MBC in 2007 – as the company’s new Head of Procurement, she helped build a team numbering just four which was very transactional in its nature.

to provide a satellitebased free-to-air

Changing perceptions

24-hour television network

“There were no specific pro-

across the Arab world, The Mid-

cesses, it was a basic operation,”

dle East Broadcasting Center

says Black, who led and man-

(MBC) holds a unique place in the

aged the process of CIPS

region’s “Media & Entertainment”

Organisational Certification,

industry. Established in 1991,

which resulted in MBC being the

MBC now offers 16 channels,

first company in Dubai, UAE to

broadcasting a varied line-up of

achieve CIPS certification of

programs and series, including

excellence of its purchasing poli-

flagship shows such as: ‘Arab

cies and procedures in 2008 (a

Idol’, ‘Arabs Got Talent’, ‘theVoice’,

number of MBC’s team are work-

‘theVoice Kids’, and ‘Project Run-

ing on achieving their CIPs

way ME’… among many others.

certifications currently).

MBC is a premium content-

An analysis of the department

centric, audience-focused

was undertaken to understand

company whose success has

the skills of the existing staff and

been underpinned by a procure-

pinpoint gaps that needed to be

ment team that is setting new

filled to create an effective and

standards in the MENA region -

valuable procurement function

thus proving itself to be of real

for the business. An enterprise

added-value to the business, over

resource system (ERP) was

SEPTEMBER 2018

MIDDLE EAST

“ The main challenges we faced was shifting the mind-set of our key stakeholders. Now, we work closely with all of our stakeholders, understanding the business and demonstrating where we add value” — Lorraine Black, Head of Procurement, MBC Group

143

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MIDDLE EAST

implemented, processes and procedures introduced, and skills added, gradually building a well-rounded team.

As all procurement professionals know, the support of key stakeholders in the business – especially in the C-Suite – is vitally important, and Black says MBC is no different.

“The main challenges we faced was shifting the mind-set of our key stakeholders. Now, we work closely with all of our stakeholders, understanding the business and demonstrating where we add value.

“We also got support from MBC CEO office which made it a lot easier to drive our ideas forward and get buy-in from the company’s senior management. That’s been really important in working with various departments in a collaborative way, rather than as a standalone function. After we showed that we can add value and leverage our relationships with suppliers, the decision was taken that departments would stop getting quotations without the support and involvement of the

“ Our revenue is largely derived from advertising, and as we have little direct control over regional ad market fluctuations, it is critical to keep our costs under control. That makes Procurement strategic to our long-term profitability and success.

Their support has been essential to our migration from in-house systems to outsourced cloud services as part of our digital transformation efforts” — Joe Igoe, Group Director of Operations, MBC Group

procurement team. This has been a real positive shift,” Black concluded.

But don’t just take the procurement team’s word for it; Joe Igoe – Group Director of Operations, comments: “Our revenue is largely derived from advertising, and as we have little direct control over regional ad market fluctuaw w w. s u p p l y c h a i n d i g i t a l . c o m

MIDDLE EAST BROADCASTING GROUP (MBC)

SERVICES

THE TECHNOLOGY DRIVING A PROCUREMENT TRANSFORMATION AT MBC

146

Business Intelligence Reports Business Intelligence reports have been the ERP solution to monitor spend managed through Procurement. The various dashboards are utilised for monitoring the compliance, category and contractual spend, procurement KPIs, procure-to-pay cycle, and supplier delivery performance.

This data analysis has been utilised by the procurement team for further discussions on process improvements/potential opportunities for savings and value addition.

E-Procurement The procurement team rolled out the E-Tendering system to modernise the procurement strategic sourcing activities. The use of this system has given a 360-degree view of the complete tendering process to all engaged parties.

Automating the system which provides quick comparison tools and reduces the scope for human SEPTEMBER 2018

errors has helped create a more efficient sourcing platform with reduced human effort.

Contract Management System Effectively managing and monitoring the financial and operational performance is critical to every organisation. Bearing this underlying factor in mind, the manual contract administrative and management process was assessed and an in-house Contract Management System was customised and developed to meet our requirements. This system has been effective and efficient in: Automating and accelerating the contract administration and management; managing all procurement contracts and related milestones; Strengthening governance/compliance; stakeholder engagement and collaboration; better visibility through reports; and complete transparency of contract process.

MIDDLE EAST

147

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MIDDLE EAST

Click to watch: Middle East Broadcasting video: Studio City 149

tions, it is critical to keep our costs

and drive forward efforts to grow the

under control. That makes Procure-

business sustainably. These included:

ment strategic to our long-term

spend analysis across the group,

profitability and success. Their support

encompassing various categories, sup-

has been essential to our migration

plier segmentation using the Krajlic

from in-house systems to outsourced

Model, assessment of procurement

cloud services as part of our digital

technologies and the alignment of

transformation efforts.”

MBC’s corporate and business strategy with that of the procurement depart-

Driving growth As part of its effort to shift attitudes

ment.

On the benefits of the thorough

about the role of procurement, the team

research and planning that has been

at MBC carried out detailed analysis of

undertaken, Black comments: “With the

key strategic activities to understand

development of the procurement techw w w. s u p p l y c h a i n d i g i t a l . c o m

MIDDLE EAST BROADCASTING GROUP (MBC)

“ As a team we were at the centre of a lot of conflict resolution, so we had to be skilled at providing solutions for the site. It took all of our expertise to make the project a cohesive one, pullMIDDLE EAST ing everybody together, making sure that all of the elements and all of the pieces of the puzzle actually fell down at the right time, in the right location”

150

— Durdana Farid, Procurement Manager at MBC Group

SEPTEMBER 2018

S U P P LY C H A I N

nologies, we have been able to cater for

notably MBC’s $20mn facility in Dubai’s

the growing needs of business and ena-

Studio City district.

bling the shift from the cost only to the cost-plus-value model.

Completed in May 2017, the state-ofthe-art studios used for programming

“Efficient use of technology through

for MBC’s satellite network, primarily

effective collaboration with stakehold-

MBC1 and MBC3, and online portals,

ers has been leveraged for operational

complement its headquarters in Dubai

excellence and alignment of strategies,

Media City. At least seven shows are

while collaborative negotiation plans

produced at the studios, which the com-

have brought the best of industry knowl-

pany says are key to being able to

edge and commercial leverage on the

attract top talent, the right expertise,

table enabling multitude of benefits in

and bright, creative minds of the various

securing interruptive value propositions.

disciplines that are related to the crea-

“In addition, supplier value management is imperative to the success of

tive and production fields.

The nature of TV schedules meant

procurement. So, a 360 degree view of

that the deadline was tight, with a pleth-

supplier positioning and business per-

ora of stakeholders to manage. In the

spective has been used to align our

absence of a contracting consultant,

critical suppliers with business strategy

the procurement team worked to

and growth.”

ensure all the elements that were needed to being the project in on time

Building the future

were in place.

With the company fully bought in to the

“A lot of the detail on a project like this

value offered by a skilled and dynamic

are small, but really important to its suc-

procurement function, the team has

cess,” says Durdana Farid, Procurement

grown, and now numbers 26 profes-

Manager at MBC. “The timeline was

sionals across MBC offices.

very demanding, and to hit our tight

As well as the best-and-braces work

deadline we had to ensure we were

the department oversees, it has proven

accurate with all of the detail, such as

invaluable on some major projects,

ensuring all elements of the project w w w. s u p p l y c h a i n d i g i t a l . c o m

151

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MIDDLE EAST

were compliant to their timelines, from authority approvals to contractors meeting their milestones, to the equipment being delivered on the right time and all the way down to the carpet and furniture for the studios.

The deadline – four months, to be exact – meant that the procurement team had to be a highly effective conduit to bring together all stakeholders working on the project.

“There was a lot of back and forth; and a lot of input from the procurement department,” Farid continues. “As a team we were at the centre of a lot of conflict resolution, so we had to be skilled at providing solutions for the site.

153

It took all of our expertise to make the project a cohesive one, pulling everybody together, making sure that all of the elements and all of

budget target. We spoke to hun-

the pieces of the puzzle actually fell down at

dreds of parties, leveraging the

the right time, in the right location.”

relationships we have built over

The procurement department’s established

the years, both within the com-

relationships with suppliers that have been

pany and with external partners,

developed and nourished over the years were

and were able to bring them

critical to the project’s overall success.

together to agree on really impor-

“The budgets were very tight, with minimum contingency,” says Farid. “So, despite of the

tant issues for the good of the project.”

fact that we had contracted system integrator and contractors, we went to each manufac-

Procurement never sleeps

turer, we have built relationships with and

The business of round-the-clock

negotiated with them directly, which helped

television means MBC’s procure-

the contractor bring down costs and hit the

ment team is not perhaps typical of w w w. s u p p l y c h a i n d i g i t a l . c o m

MIDDLE EAST BROADCASTING GROUP (MBC)

154

SEPTEMBER 2018

MIDDLE EAST

155

“ We’re not working in a manufacturing plant, or for a bank; we’re working in a fast-paced and competitive creative industry. It means we have to be really dynamic, versatile and slick at what we do” — Lorraine Black, Head of Procurement, MBC Group

w w w. s u p p l y c h a i n d i g i t a l . c o m

MIDDLE EAST BROADCASTING GROUP (MBC)

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MIDDLE EAST

have our budgets and ensuring we’re onboarding the correct partners and suppliers, and we also know that we have a duty to make sure the end product is a

1991

Year founded

high-quality one.”

Again, says Farid, the work that the procurement team has put in over the years to build relation-

1,800 Approximate number of employees

ships is paying dividends. “We often work in a live environment, so we need people who we can call in to come in and fix an issue at 2am, or ensure a delivery is made in the middle of the night.

We need to have that flexibility and

those working in other industries.

As Black puts it: “We’re not working in a

that’s when we need something to be free of charge or if some-

manufacturing plant, or for a bank; we’re

thing goes wrong and we need a

working in a fast-paced and competitive crea-

new camera, so it’s important our

tive industry. It means we have to be really

suppliers understand our needs.

dynamic, versatile and slick at what we do.

“We cannot have suppliers that

“Procurement in this region can often be

we don’t have that kind of relation-

very fast, transactional and functional, so it’s

ship with, because the outcome

often about pricing structures and cutting

or the effect that it could have on

costs. But, we work in an environment where

one of our shows on the commer-

the content and quality that we put on-screen

cial impact it could have could

has to be good. The production values on

be huge. So, we ought to be very

shows such as Arab Idol, The Voice and Top

careful when we deal with our

Chef have to be first-class, so on one hand we

suppliers, that we are getting w w w. s u p p l y c h a i n d i g i t a l . c o m

157

MIDDLE EAST BROADCASTING GROUP (MBC)

158

“ MBC procurement team has not only saved us a lot of money in a challenging market, but has helped us get closer to our most important suppliers and partners, at a time of major industry changes” — Sam Barnett, CEO, MBC Group

SEPTEMBER 2018

MIDDLE EAST

suppliers who actually understand our business and what our requirements are.”

value,” she says.

“Even with the big productions, we need the buyer there so they

The efforts have been recog-

understand any problems and

nised across the company, right

are able to resolve issues. That

to the very top, says MBC’s CEO,

relationship with the supplier on

Sam Barnett, who comments:

the ground is really key.

“Our procurement team has not

“As a department, our people

only saved us a lot of money in a

have to be versatile and have

challenging market, but has

really good communication

helped us get closer to our most

skills. We can teach buying

important suppliers and part-

skills and negotiation, but the

ners, at a time of major industry

ability to adapt to situations and

changes.”

communicate effectively is what we want.

Buying power

It is a strategy that appears to

In a bid to improve the procure-

be paying dividends, says Farid:

ment function yet further, Black

“I deal with a lot of suppliers and

says MBC is changing the behav-

one constant feedback that we

iour of its buyers to ensure they

always receive is that MBC pro-

are recognised as influencers

curement is one of the most

within the business. The days of

engaged procurement depart-

buyers sitting at their desks,

ments in the industry.”

removed from stakeholders, are gone – it’s all about engagement and interaction.

“We need our buyers to be on the ground and understand the dynamics of the business if we want to continue to add real w w w. s u p p l y c h a i n d i g i t a l . c o m

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