Supply Chain Movement 16 – Consultancy

Contents Supply Chain Movement 16 – 2015 Q1

Publishing date: 27 February 2015

6 | News & Background

  • Jungheinrich aiming for Europe’s number 1 position
  • Winners of last quarter: Lalamove and UberCARGO
  • Loser of last quarter: Philips
  • Our supply-chain future: fair sharing – column

11 | Snapshots Roundtables Supply Chain Movement

  • With Oracle on 31 October 2014
  • With EveryAngle on 19 November 2014

14 | Consulting Subway Map 2015

In the rapidly changing economy, countless companies need advice on strategy and especially supply chain management. In spite of several acquisitions, the landscape of supply chain consulting firms remains fairly fragmented. Following on from its highly popular subway maps showing supply chain software vendors and logistics service providers, the European quarterly magazine Supply Chain Movement has now published the second edition about the supply chain consultancy sector.

16 | Profile Greg Javor, Starbucks Coffee Company

From a small shop in Seattle in 1971, the Starbucks Coffee Company has conquered the globe. With more than 21,000 stores in 64 countries, the largest coffeehouse company in the world serves 70 million customers each week with over 30 blends of specialty coffee, tea, food and entertainment. It’s more than just coffee. Its aim is to connect people and provide an experience. To ensure that the Starbucks experience lives up to its promise – and that each of the company’s 300,000 baristas can make the perfect cup – Greg Javor, is responsible for getting all the ingredients into the stores on time and in perfect condition.

22 | Management: international supply chain obstructions

Tight sanctions and sky-high import duties are obstructing international supply chains. They cause extra complexity, lots of red tape and often lengthy delays at certain national borders, if they can even be crossed at all. Some companies try to work round the blockades, such as the tomato producers who export to Russia via Turkey. However, most organisations prefer not to take any risks so they stick to the rules – assuming they can find out what those rules are, that is.

28 | Business & supply chains in Europe

Facts & Figures

30 | Innovations in warehousing

For warehousing a new era is dawning. On the one hand, the breakthrough of omnichannel business means increasingly complex logistics processes because of smaller order quantities and shorter delivery times. On the other, we are seeing new technological advancements such as Google Glass, smart watches and tablets on the market for innovative process improvements.

33 | Seamless Supply Chain Execution

12 Questions about Multimodal Transportation Management

34 | Mindmap for an ethical supply chain

As a result of the growth in the outsourcing of manufacturing worldwide, ethical problems are also increasing in the supply chain: a catastrophic fire in a contract manufacturer’s overcrowded factory in Bangladesh and recalls of branded products containing harmful substances, to name but a few. Much can be gained by taking a structured approach to these challenges. Together with Professor Christopher Tang from the University of California, Los Angeles (UCLA), Supply Chain Movement has devised this mindmap outlining the route, with road signs indicating potential hazards along the way.

37 | Self-assessment of chain collaboration

Supply chain management should really be about collaboration with customers, suppliers and other chain partners. But many companies first have to get everyone singing from the same hymn sheet internally before focusing on external collaboration. To help you gain insight into your opportunities and suitability for supply chain collaboration, Supply Chain Movement and Slimstock have developed a practical self-assessment.

39 | Tools & Technology: Improving compliancy

41 | Supply Chain Agenda of Dilşat Uyguroglu

Unilever’s corporate vision – “to double the size of the business, whilst reducing our environmental footprint and increasing our positive social impact” – is top of mind, bordering on evangelical, for the company’s supply chain in Turkey. Sustainability has been on the company’s agenda for nearly two decades and its Sustainable Living Plan strongly drives business today. A commitment to halving its environmental impact by reducing greenhouse gases, water use, waste packaging and increasing sustainable sourcing has a huge impact on the supply chain. Dilşat Uyguroglu is responsible for logistics and customer service operations of the company’s 30 brands in Turkey and Central Asia where there are eight factories, including one of the world’s largest ice-cream factories.