Supply Chain Movement issue 26 – Logistics Strategy

Contents Supply Chain Movement 26 – 2017 Q3

Date of appearance: September 15th, 2017

7 |  News & Background

  • ‘e-Commerce fulfilment starts with the customer’
  • Winner of last quarter: Unilever
  • Loser of last quarter: Shell

10 |  Supply Chain Journey of Ivanka Janssen:
The internet of supply chain: where to start?

For some reason it’s easier to understand how the internet of supply chain (IOSC) can give a competitive edge in a retail environment than in large-scale FMCG companies. The fact that digitalization is disrupting many established marketplaces underlines that FMCG companies really do need to jump on the IOSC bandwagon. But how and where should they start?

14 |  3PL Subway Map Europe 2017: Calm before the storm in logistics market

The explosive growth in e-commerce means that B2C e-fulfilment is an attractive new market for the traditional logistics service providers, and they are fervently exploring ways to apply new technology in this domain. the fifth edition of supply Chain Movement’s 3pl subway Map of europe doesn’t appear to show many changes in the competitive landscape, but start-ups – both from the netherlands and abroad – are the source of the real innovations in logistics nowadays.

16 |  Profile Susanne Hundsbæk-Pedersen, Novo Nordisk

Until a few years ago the global health care company, Novo Nordisk, had a fragmented global supply chain. that changed when Susanne Hundsbæk-Pedersen broke down the silos and integrated the necessary corporate functions into a centralised supply chain set-up. the Senior vP of Devices & Supply Chain management says adjusting her management style to ensure that digital natives entering the workforce have the freedom to fulfill their talents is necessary to drive optimisation further. “If we only take the traditional linear approach to optimisations and there is no space for mushrooming and experimentation, then at the end of day you build a culture where predictability takes priority and that does not always stimulate innovation.” She was recently voted Denmark’s best Supply Chain executive 2017.

22 |  Management: the path to logistics partnerships

For many companies it’s a recurring question: which logistics processes should they outsource, and which should they handle themselves? Is price the only thing that counts, or does a logistics service supplier’s added value matter too? the online tool called Supply Chain Satellite provides insight into logistics outsourcing strategies. the key conclusion is that companies should seek strategic logistics partners.

30 |  Top 25 SCM Executives Denmark 2017

The Copenhagen business School (CbS) has developed many business leaders in Denmark over the past 100 years. this year, CbS’s annual Supply Chain Leaders forum (SCLf) is celebrating the fostering of supply chain leaders by founding a new award: best Supply Chain executive 2017. In this context, the organizers asked Supply Chain media to prepare a ranking of the top 25 Supply Chain executives in Denmark. together with the executive supply-chain recruitment agency Inspired-Search, we have been developing and publishing a top 28 for europe in a similar way since 2015.

35 |  Checklist for Transport Spend Management

If there’s one thing all manufacturers have in common, it’s the pressure they’re under to drive down the costs involved in producing and supplying goods. for many companies, transportation spending is a perennial target of budget-cutting exercises and a large, multi-faceted cost centre; some may spend three to six percent of their materials costs on transportation. So transportation spend and payment handling are contributors to the overall performance of a company.

36 |  Visualization: logistics 4.0

The Internet of things (Iot) and digitalization are becoming increasingly pervasive in the warehouse. following the analogy of the term ‘Industry 4.0’ (which initially originated in Germany referring to the digitalization of manufacturing), we are now seeing the growing emergence Logistics 4.0: augmented reality (AR) and order-picking robots, 3D printing of spare parts and tracking & tracing of shipments. Replacing employees by robots and other technologies creates a higher demand for electricity, which is increasingly being generated locally from renewable sources. Here, Supply Chain movement visualizes the various technologies and their practical applications in and around the warehouse.

39 |  Facts & Figures: how important is it for 3PLs to be innovative?

40 |  Mindmap Automotive

The automotive supply chain is a large, complex operation that requires sophisticated management techniques, substantial information technology expertise, and close coordination. logistics service provider dsv and supply Chain Movement have created a mind map for managing the automotive supply chain, including a handy description of the route and with road signs indicating potential hazards along the way.

43 |  Tools & Technology

  • Cloud-based Artificial Intelligence promises supply chain benefits

45 |  The agenda of Marcel van Rossum, Johnson & Johnson:
“We have to see technological disruption as an opportunity”

With sales of US$ 72 billion and over 125,000 employees in 60 countries Johnson & Johnson has become one of the world’s largest healthcare companies. Founded 130 years ago, today it has a broad global portfolio covering three sectors: pharmaceuticals, consumer and medical devices. Most importantly the business is still driven by its Credo that was created by its chairman in 1943, just before J&J become a publicly traded company.  This Credo is a constant reminder to all employees to always put patients, doctors and nurses first. Not only has this given the company a moral foundation it has also been the cornerstone for business success. “We are driven by the will to contribute to healthcare by making it more affordable and by focusing on product innovation to improve the lives of patients,” says Marcel van Rossum. The Dutchman has worked for Johnson & Johnson since 2000 in various roles covering manufacturing, commerce and the end-to-end supply chain.  “I like to switch roles every three to four years in order to gain new experience and take that with me into the next role.” He has just embarked on a new project that will aim, through the use of new and emerging technologies, to bring customisation into the supply chain