04 09 We Generate Our HAVI Has a Strong Presence at McDonald’s Worldwide Convention alphabet THE HAVI LOGISTICS MAGAZINE Quality Is What the Customer Demands Quality arises whenever the customer’s wishes are correctly identifi ed Own Green Energy 18 Higher Quality in Supply Chain to IKEA Shops and Restaurants 26 08 2012
2 3 9 Content Editorial Development 4 6 7 Environment 8 HAVI Has a Strong Presence at McDonald’s Worldwide Convention Quality Without Compromise You Can’t Buy Compliance “Best of Sustainable Supply 2012” Award We Receive a “Sustainability Charter” We Generate Our Own Green Energy Publishing Information Proprietor: HAVI Global Logistics GmbH Publisher: Hans-Werner Krohn Content and Style Editor: Jasmin Schürgers Improvement 10 HAVI Global Logistics GmbH Geitlingstr. 20 47228 Duisburg, Germany Phone: +49 (0) 20 65 / 695 541 Fax: +49 (0) 20 65 / 695 252 Email: email@example.com www.havi-logistics.com Successful Logistics for the Euro 2012 Quality & Service 12 14 16 17 Quality Is What the Customer Demands Quality Is Not a Goal But a Never-Ending Process Interview with Lukas Curschellas Change for the Better 10 4 9 Publishing Council: Haluk Ilkdemirci, Arnd Christochowitz, Hans-Werner Krohn, Sven-Carsten Sachse Layout: SanderWerbung GmbH Hans-Pfi tzner-Str. 31 47057 Duisburg, Germany Printer: DRS Weirich Business Print Service GmbH Industriestrasse 17, 41564 Kaarst, Germany Enlargement 18 19 20 21 Just a Moment 22 23 Higher Quality in the Supply Chain to IKEA Shops and Restaurants We Aquire Our First Customer in the Hotel Segment Llaollao - International Expansion Is Assisted by HAVI Logistics HAVI Logistics Turkey Grows with Its New Customers Certifi ed as an “Especially Authentic Employer” Staying Focused… 14 Awards for HAVI Logistics Poland This and the following editions could not be realized without the great help of our HAVI Logistics members and all the other System Players. Thanks in advance for sending interesting topics to be published in the future. alphabet is printed on Satimat green (Antalis) 200 g/sqm (cover) and 150/sqm (content). Satimat green is produced using 60% recovered fi ber with 40% virgin fi ber, and is an FSCcertifi ed product. Furthermore, Satimat green is climate neutral. www.fsc.org QUALITY MIX FSC ® Paper from responsible sources C021878 QUALITY QU QUA QU QUA Q LIT IT ITY
source cover: thinkstock / sewing dummy over white source p. 3: fotolia / tom · source p. 14: thinkstock /Ryan McVay · source p. 20: LlaoLlao · source p. 22: Roberts Coffee 20 21 Editorial Dear Friends and Partners of HAVI Logistics, The business of our customer, and therefore also our business, is infl uenced by many external and internal factors such as the situation of the world economy, food scandals and cost-cutting initiatives which hamper our efforts to carry out our growth plans. As we cope with these challenges, it is very important that we do not lose sight of our customers’ top priority, namely quality! Ever since our company was founded in 1981, we have always tried our best to satisfy all our customers’ demands for the highest standards of quality and food safety, reliable supply chain management and innovative logistics concepts. At the same time our logistics activities were always in line with environmental sustainability and corporate social responsibility. This promise to our customers remains unchanged up to the present day and is becoming even more important. Achieving customer satisfaction is our top priority. We believe that it is not suffi cient to simply carry out our tasks well, to work carefully, to always be reliable, fast and clean, and to avoid making errors. It is not enough to just fi ne tune our range of services; instead, we also have to refi ne the quality of the services we deliver and the way they are performed. We want to be the perfect service provider – the one who does not only think the way its customers think but also anticipates their future requirements and comes up with innovative solutions. Quality and food safety are the essence of our customers’ business. Our customers expect a lot from us and our services. They expect to receive the goods they have ordered in the right quantity and quality and at the right time and place. They expect a proper fl ow of goods and information provided without any compromises. They expect that quality and food safety will not suffer while operational effi ciency continuously increases. It goes without saying that we are fully dedicated to meeting our customers’ expectations. Summing up, we acknowledge that our customers’ demands are nothing new for us. We can only achieve customer satisfaction by committing to and ensuring quality and food safety. We constantly strive to optimize our customers' supply chain and help them in becoming better and excelling in the products and services they offer. I hope you will enjoy reading the magazine. Yours sincerely, Haluk Ilkdemirci, President HAVI Logistics Europe alphabet I AUGUST 2012 3
4 Development HAVI Has a Strong Presence at McDonald’s Worldwide Convention On April 23-26, more than 15,000 McDonald’s owner/ operators, suppliers and company employees gathered in Orlando, Florida for the 2012 McDonald’s Worldwide Convention. It was a celebration of System progress, a rally to drive for a bolder future and a showcase of the tools and solutions available to drive even greater results. HAVI had a strong presence at this year’s Convention, with employees from the HAVI Group and all three HAVI companies attending and making the most of the opportunity to connect with our customers. HAVI Global Solutions and The Marketing Store were two of the 250 exhibiting suppliers on the exhibition fl oor, which covered more than 700,000 square feet, while examples of HAVI were featured in multiple other booths. HAVI People all over the Convention Floor Over 100 HAVI employees from all of our business units and from countries around the world were present on the Convention fl oor to help share the HAVI story and listen to our customers as they toured the Convention fl oor over the fi ve days.
Logistics experts from HAVI Logistics Europe and HAVI Logistics Asia were ready to answer questions in the Supply Chain booth as were team members from HAVI Global Solutions in the packaging area of the same booth. HAVI demonstrated its leadership on the sustainability front by coordinating the diversion of over 41 tons of food waste so that it could be composted rather than being dumped into a local landfi ll. A running ticker sign showed attendees how many pounds of waste were being diverted on a minute-by-minute basis - a great way to start a conversation about the recycling support HAVI can provide to Owner Op- erators both in the U.S. and around the world. A three minute video from HAVI Logistics Environmental Service about the zero waste initiative in The Netherlands and Belgium ran continuously, reminding everyone who passed by that it is possible to convert or recycle all forms of waste that come out of a McDonald’s restaurant. This was the overall theme of the Convention and appeared in the global sessions, the area of the world sessions and all over the exhibit fl oor. The clear message was that consumers expect more from brands Brand Br Ambition – Good Food, Good G People, Good Neighbor Kevin Newell Think Bold. Act Bold. Be Bold. McDonald’s unveiled its new Brand Ambition in one of the global sessions, and it was reinforced in every area of the world session, showing alignment around the the System. Global Chief Brand Offi cer Kev Kevin Newell described the Brand Ambi- tio tion as a set of “internal screens” for ac- tio tion, not an external advertising campaign. HHe said it captures McDonald’s potential to touch the world like no other Brand and mmake a difference for customers, commu- nities nnities and the planet. He also emphasized the the importance of working together as a Syst System and with customers – because “inc “incredible power is unleashed when we do do things together.” Sustainability Su SSustainability was a big focus for the CConvention and will play an increasing rrole in McDonald’s business going forward. It was an integral part of the Brand Ambition messaging and the exhibit fl oor showcased it in a variety of ways: green leaf logos highlighted exhibit booths with a product or message supporting sustain- today than ever before, and McDonald’s must push for a bolder future. Continuing to lead in the marketplace will require out-of-the box thinking, creative ideas and bold action in line with McDonald’s priorities of optimizing the Menu, Modernizing the Experience and Broadening Accessibility. ability and recycling of various materials was available on the Convention fl oor. Leadership Transition McDonald’s CEO Jim Skinner retired at the end of June so the Convention was a celebration of his role in McDonald’s success and the legacy he leaves behind. Jim expressed his confi - dence in his successor, Don Thompson, and in new COO, Tim Fenton. Don made it clear that the transition would be seamless, emphasizing that McDonald’s would continue its focus on the Plan To Win and the three global priorities going forward. Don Thompson Tim Fenton “We at HAVI can be proud to be such an important supplier for McDonald’s,” says Russ Smith. “We should feel confi dent in the future direction of the company. There are plenty of opportunities for us to help McDonald’s continue to grow and, as a result, help our business grow. We have a key role to play in helping McDonald’s meet the challenges the future will bring,” he continued. alphabet I AUGUST 2012 5
6 Development Quality Without Compromise Now that HAVI Logistics has taken over salad distribution in Spain, it is delivering the entire range of goods for McDonald’s restaurants safely and reliably in this country, too. A McDonald’s restaurant uses up to 8 different types of salad leaves – romaine, iceberg, batavia, frisee, spinach, rocket, Lollo Rosso and tatsoi (which originated in Asia) – and all of them are grown under controlled conditions that are carefully monitored. In Spain McDonald’s uses salad leaves and tomatoes grown in fi elds in the Spanish provinces Navarre, Málaga and Canary Islands. Just like all other locations of McDonald’s around the world, these sites are subject to strict quality controls – from cultivation and harvesting of the leaves, all the way to their use in one of the 428 Spanish McDonald’s restaurants. And supplying these extremely sensitive products requires safe and reliable logistics. HAVI Logistics in Spain assumed responsibility for this complex process in June of this year. Working in collaboration with STI Freight Management, it ensures smooth transportation of all salad items. If the greens are stored and transported at the optimum temperature, they can be kept for at least 7 to 13 days. During this period they are harvested, packaged and transported to the suppliers’ warehouses, and taken from there by STI to our Spanish DCs. Here they are stored, picked and dispatched to the McDonald’s restaurants, where they are freshly prepared for the customers – a tour de force of logistical organization that gives McDonald’s complete confi dence in our promise of quality. Controlling the supply chain to the McDonald’s stores on the Canary Islands is an additional challenge. Some salad products can be kept for a minimum of only seven days. To guarantee 100 percent quality and freshness for the goods, we had to adapt the weekly delivery schedule for those restaurants. Now the salad products reach all the 30 McDonald’s stores on Gran Canaria and Tenerife just one day after they are harvested. The customer service team receives orders for salad from Monday through Friday. Our employees work out the quantities they have to order from the three different factories. On average, they pass on about eight orders a day to the producers. On Fridays there are often up to 20 orders since the quantities for the weekend have to be added. Each McDonald’s restaurant receives two to four salad deliveries per week. Over a year this amounts to around 6,000 tons of tomatoes, green leaves and fresh fruits. “Using our HAVI Logistics standards, we have been able to familiarize ourselves without any problem with the new workfl ows needed,” says Managing Director Pedro de Bernardo. “Now we supply the whole range of goods to all restaurants. McDonald’s had confi dence in our promise to always deliver 100 percent quality and food safety – without making any compromises.” Controlled quality at McDonald’s When the freshly harvested goods are received, their quality and temperature are checked. During processing the most varied factors are monitored, such as temperature, quality of the cut, cleanliness, composition and humidity. When the goods are packaged, there is another check for temperature, metal inclusions, appearance and tightness of the seal. Every day the company’s own lab conducts sensory tests and rapid microbial tests (for E. coli). Only if the results are absolutely faultless are the products allowed to be delivered to the McDonald’s restaurants. Retained samples are taken several times a day. As an extra safety measure, external laboratories regularly examine microbiological status and test for pesticides.
You Can’t Buy Compliance In business, compliance means conforming to relevant laws, rules, specifi cations or policies – both internal and external. Compliance is not an invention of smart lawyers but a basic principle of applicable law; a company’s longterm business success depends on following the rules. Now, what does compliance mean for HAVI Logistics and how do we ensure a holistic approach to compliance? With ever more regulations and the need for operational transparency, organizations are increasingly adopting consolidated and harmonized compliance measures. This ensures that all necessary governance requirements can be met without duplicating work unnecessarily. 100% compliance – no exceptions! HAVI Logistics has implemented many compliance tools, the most important of which is our strong compliance culture. Ever since the company was established in 1981, we have abided by our statements that “we uphold the laws of the land” and “law and order are social values we hold in the highest esteem” in our corporate culture and have always expected all our employees to be role models concerning these principles. In 2008, we stated that violations of these principles would not be tolerated, in our “Code of Ethical Business Conduct.” As a consequence, we established a whistleblower hotline and the Compliance Committee, which investigates potential violations of the applicable rules and initiates appropriate action. Throughout our corporate history, we have also issued a variety of guidelines and internal controls to guide our employees. Of course, this may seem like a lot. Yet our continuous growth brings new challenges. Different countries have different legal requirements, new customers have new needs regarding food quality and safety, and new employees might not always be aware of our cultural heritage. Given this development, it is apparent that we need to do more to ensure that we know what compliance means and can act compliantly. In particular, we need a more holistic and structured approach to compliance management. The HAVI Logistics Compliance Committee has assigned the task of successively optimizing our existing compliance management system to Petra Luzar, Director Corporate Legal Department. The international consultancy fi rm KPMG has helped us hold several workshops. We would now like to familiarize you with the status of the task and the next planned steps. First of all, the Compliance Committee reaffi rmed that compliance is recognized as a key success factor at HAVI Logistics. Petra Luzar, Director Corporate Legal Department “We formulated the misson statement: Compliance Management at HAVI Logistics should foster the established culture of complete (100%) adherence to legal requirements and internal policies and standards while proactively addressing corporate risks in light of continuous growth.” In several reiterations, many of our internal specialists from different areas of expertise including Operations, Finance, HR and IT then helped identify our biggest compliance risks. They identifi ed worst case scenarios, supposing that we had not even implemented the existing mitigating measures (e.g. guidelines, internal controls) and evaluated which of these would harm HAVI Logistics most – either fi nancially, or indirectly as a result of harming our customers. The gross risks will now form the basis for a thorough gap analysis, i.e. we will again apply our internal expertise to identify which mitigating measures we have implemented in relation to which risk, and whether these measures are appropriate and suffi cient to reduce said risk – preferably until it vanishes. The results of the gap analysis will be used to determine the optimum measures to close the gaps. These will probably include revising existing guidelines to increase their comprehensibility, and providing appropriate training for people expected to follow the guidelines. This will enable us, over the mid-term, to ensure that we have a structured and holistic compliance management system that enables people within our organization to access and understand the relevant rules easily and also enables HAVI Logistics to check and document for audit purposes that these rules have been followed. Yet the fact that we are optimizing our existing compliance management system does not mean we can now relax and wait for implementation. All of us must be aware that we are in charge of compliance and can be held responsible. We all need to be role models and to live our values and our culture. We need to know and apply all the relevant rules and should always ask ourselves whether what we’re doing is correct. Furthermore, we should seize the opportunity to address any questions we may have about compliance to the Compliance Committee, which will be able to provide guidance on all compliance matters. Any questions can be addressed to the Compliance Committee firstname.lastname@example.org, or call Petra Luzar at +49 2065 695695. alphabet I AUGUST 2012 7
8 Environment The specially designed green trucks are a familiar sight on the roads in the Netherlands and in Belgium. HAVI Logistics Environmental Services (HES) has received the award entitled “Best of Sustainable Supply 2012.” The HAVI Logistics environmental services company was honored by the McDonald’s Corporation for its Reverse Logistics project. Around 400 companies from all over the world were nominated for the award, with which McDonald’s pays tribute to suppliers who have introduced sustainable environmental management practices. A jury including McDonald’s top management and representatives of the World Wildlife Fund (WWF) chose HES as one of the winners. From restaurant to recycling point: since 1991 HAVI Logistics Environmental Services in Amersfoort has been respon- “Best of Sustainable Supply 2012” Award Praise from McDonald’s for action on sustainable environmental protection. sible for waste management logistics for the McDonald’s restaurants in the Netherlands. The specially designed green trucks deployed by the environmental services company are a familiar sight on the roads in Belgium, too. They call at almost 280 McDonald’s restaurants, where they pick up refuse such as paper, foil, vegetable fat and waste food and bring them to the recycling point. “The world of recycling and processing waste is a very dynamic one where new solutions come to market on a daily basis. It is HAVI Environmental Services’ role to develop from all these options the best solution for our customers and manage this on a daily basis,” explains Olav Gribnau, Managing Director of HAVI Logistics Environmental Services. The company has now received recognition for this commitment: “The nominations show that McDonald’s supply chain currently is in an excellent position to make safe and sustainable deliveries of food products,” says Jose Amario, Executive Vice President of the Global Supply Chain, Development & Franchising at McDonald's. “We really appreciate the efforts made by all our suppliers.” Olav Gribnau views the “Best of Sustainable Supply” award as both an honor and an incentive. “Being singled out for this award by McDonald’s is recognition of the work we have done in the past and at the same time a vote of confi dence from our customer in the new developments we will continue to pursue in the fi eld of reverse logistics.” HAVI Logistics Among the First Companies to Receive a “Sustainability Charter” Every year since 2008 HAVI Logistics Belgium has successfully obtained a national “Environmental Charter” issued by the Belgian government. Not only has the team located in Belgium been audited according to the applicable environmental regulations; it also had to meet at least three additional requirements with respect to the environment.
We Generate Our Own Green Energy New special photovoltaic system for generating our own electricity A total of 3,024 solar modules, 350,000 kilowatt hours of energy, and CO2 emissions reduced by around 131 tonnes every year – these are the statistics for the new photovoltaic system that went into operation at the end of April on the HAVI Logistics Distribution Center in Günzburg, Germany. It is based on a model that has been unique in Germany to date: HAVI Logistics obtains green solar power generated by this system on good terms and conditions, and in return we waive the rental fee for having the installation on our roof. “With conventional systems, all the energy is fed into the electric power system and its monetary value is paid out to the solar In 2011 HAVI Logistics was one of a few companies chosen to participate in a new initiative: the “Sustainability Charter.” Whereas the Environmental Charter has an environmental focus, the requirements for obtaining the Sustainability Charter are far more extensive. First of all, a company must have received the Environmental Charter at least three years in succession. Furthermore, it has to pass a “Sustainability Check” aimed at evaluating its previous efforts in the areas of “people” and “prosperity.” energy producer,” explains Harald Klein, Senior Manager Customer Support, who is also responsible for HAVI Logistics’ environmental projects in Germany. “In our case we make the 8,400 square meter roof available and in return we receive all the solar energy we need to supply our Distribution Center.” This comes to 350,000 kilowatt hours of energy annually – which is a huge amount, equal to the average consumption of 100 German households – and it is generated on the roof of our Günzburg Distribution Center. We use 100 percent of this green electricity ourselves. “At the same time our new photovoltaic system reduces annual CO2 emissions by around 131 tonnes,” Harald Klein points out. And this contribution to environmental conservation is truly visible in Günzburg: a large display at the Distribution Center shows employees and visitors the amount of energy produced daily, the total amount generated, and the CO2 savings realized since the solar power system was installed. Once a company has been accepted and allowed to apply for the Sustainability Charter, it has to meet the following minimum requirements: three requirements related to the environment two requirements related to people one requirement related to prosperity After HAVI Logistics introduced photovoltaic systems in Spain and Italy, Günzburg became the third company site in Europe to start generating solar power. With this system, HAVI Logistics reduces its CO2 emissions by approximately 400 tonnes every year. And the fi gure is set to rise: for the medium term HAVI Logistics is planning additional solar power installations on its Distribution Centers in Europe. Together with four other companies, HAVI Logistics Belgium has successfully obtained the certifi cate. On June 1 of this year it was handed over to Els Thys, Management Assistant and QSE Coordinator at HAVI Logistics Belgium, by Rik Röttger, member of the Antwerp government responsible for the environment. For the upcoming year the Belgian team has already committed again to obtain this charter as part of its efforts to ensure an optimized sustainable supply for our customers. alphabet I AUGUST 2012 9
10 Improvement Successful Logistics for the Euro 2012 For Poland and Ukraine the Euro 2012 was surely the greatest sports event of all time. For HAVI Logistics, it presented a stupendous logistics challenge – probably the greatest we have faced since we started working for McDonald’s. From June 8 to July 1, 16 national teams fought for the European title in fi ercely-contested matches held in worldclass stadiums in Poland and Ukraine. Ultimately, Spain emerged the winner after a tense fi nal against Italy. The Spanish team won due to a combination of factors – precise preparation, tactics, teamwork, speed and perfection on the fi eld – that aptly describe the logistics provided by HAVI Logistics for the numerous McDonald’s restaurants in the fan zones and stadiums. Working with McDonald’s, the HAVI Logistics teams in Poland and Ukraine started more than a year in advance to do the groundwork for the major logistics effort that would be required during the Euro 2012. Large-scale events of this kind require intricate coordination of our customer expertise, sales planning, and transport and warehousing logistics. Whereas our Ukrainian team “only” had to make deliveries to McDonald’s, their Polish counterparts also had to ensure that the services they provided to BP and Coffee Heaven were of the accustomed quality. “These intensive preparations were vital and made in close consultation with our customer,” says Andreas Röder, Managing Director of HAVI Logistics in Poland. “In addition to McDonald’s restaurants, the BP shops and Coffee Heaven outlets reported brisker business during the Euro 2012.” Way before the games, McDonald’s and HAVI Logistics identifi ed locations in and around the fan zones in Poland and Ukraine where sales were expected to soar. “Emergency measures” were then introduced at both HAVI Logistics and Mc- Donald’s for the 355 existing McDonald’s restaurants and 13 McDonald’s restaurants to be set up especially for the tournament.
The idea was to prevent outof-stock situations at all costs. McDonald’s and our local HAVI Logistics companies decided to boost warehouse stocks in both countries several weeks before the big event. Our goal was to keep all the restaurants fully supplied during the European Championship. This meant that on average 50% more pallet spaces had to be provided for each warehouse sector. To achieve this goal, additional warehouse space was rented near the stadiums in both countries. McCafé made its debut at the Euro 2012 this year. This happened, for example, at the media centers in the Polish and Ukrainian football stadiums. At the media center of the German Football Association in Danzig, a complete McCafé was set up to offer the German players and organizers typical German specialties as well as a new item currently making waves in Germany: bubble tea! Just setting up and equipping the McCafé outlets was a logistics tour de force: STI Freight Management transported all the restaurant equipment from Germany to Poland while HAVI Logistics Poland supplied the entire product assortment. Every employee of HAVI Logistics in Poland and Ukraine was involved in preparing for the expected onslaught of fans. The Customer Service teams were on duty 24/7 and 86 trucks, many sporting the Euro 2012 design, were on the road virtually non-stop. On top of all this, our dispatchers and drivers had to observe the special restric- tions imposed on suppliers to the stadiums and fan zones – such as making deliveries only at night or using vans instead of big trucks. Drivers delivering directly to the stadiums had to be accredited and underwent stringent security checks at the entrances. “Despite the many adverse conditions and the staggering amount of overtime we put in, our teams were in high spirits and really pulled together,” said Sergey Ustinov, Managing Director of HAVI Logistics Ukraine. “Extra delivery trips, weekend work and night deliveries were all part of the package but none of this put a damper on the commitment and enthusiasm of our employees.” Andreas Röder added: “It is true that the employees involved were affected by Euro 2012 fever. More importantly, however, they were working together to reach the common goal of making the football tournament a success for our customer.” Thanks to perfect preparations and smooth deliveries, the Euro 2012 was a huge success for both McDonald's and HAVI Logistics. alphabet I AUGUST 2012 11
source: thinkstock / centimeter 4 12 Cover Theme Quality & Service Quality Is What the Customer Demands Our world is dominated by buzzwords concerning quality: automation, rationalization, lean management, globalization, Internet, etc. Quality management is another term heard frequently and often determines a company’s competitiveness. Quality arises whenever the customer’s wishes are correctly identifi ed. In other words, it is the customer who determines what quality is. Every company depends on satisfi ed customers. The quality of a company’s products and services, as well as the type of relationship it has with its customers, has always been a key factor determining its market value. Not only are ever higher demands being placed on quality; quality is now required in many different areas – ranging from a friendly reception over good service up to fast spare-part delivery. And all these demands are being made despite the constant pressure on prices. A binding defi nition of what constitutes good quality is drawn up by each industry and continually updated. Examples of industry-specifi c quality regulations are source: thinkstock / service bell the international HACCP hygiene standard in the food industry and the stringent quality standards that the automotive manufacturers demand of their suppliers. The Crafts and Trades Regulation Codes describe, in some cases very precisely, which technical rules are to be observed. Companies that do not meet the quality
source: thinkstock / sewing dummy over white standards in their industry are soon swept off the market. However, industry-specifi c standards alone are often inadequate. Entrepreneurs who want to succeed in the marketplace have to repeatedly ask themselves what else they can do in order to offer high-quality products (and to be better than their competitors). For this reason, every product and service has to undergo critical scrutiny on a regular basis. Can the service provided be improved? Could the customer service be better? Are the employees’ customer orientation and knowhow up to date? Does the product meet customers’ wishes today and will it meet them tomorrow? Paying attention to quality involves setting down the quality requirements for a product or The History of Quality Management Quality management was invented in the U.S. by William Edwards Deming. However, after the end of World War II his ideas were widely ignored: the international business community was more concerned at that time about rebuilding the production capacities destroyed worldwide during the war. Yet in wartorn Japan his ideas fell on more fertile PDCA cycle by William Edwards Deming The demands placed on the quality of a product change continually. ground. In the Land of the Rising Sun quality management soon became a respected philosophy: as early as 1951 a Japanese company was the recipient of the Deming Award for especially high quality standards. In the following decades Japanese manufacturers conquered market shares around the world with their high-quality, reasonably priced source: panthermedia / Randolf Berold service. Quality must be controlled and is therefore a task for the management. However, quality management will not succeed until it is part of the corporate culture and infl uences the daily actions of all employees. The results of scientifi c studies conducted in the U.S. show that, in comparison with their competitors, companies with quality management programs have higher turnover and profi ts, greater productivity, better stock performance and faster-growing workforces. Despite all their efforts to achieve comprehensive quality management, companies should never lose sight of one central idea: quality is not a goal but a never-ending process guided by the ideal of perfect customer satisfaction. products. Eventually U.S. companies turned their attention toward Japan and discovered Deming's quality philosophy. In the 1970s and 1980s this philosophy was also introduced at U.S. companies, and in the late 1980s quality management fi nally reached Europe. Some of the fundamental principles of this philosophy are stated below: Quality is geared to the customer. Quality is achieved by employees in all sectors and at all levels. Quality has several dimensions; these have to be made operational by applying appropriate criteria. Quality is not a goal but a never-ending process. Quality refers to services as well as products. Quality requires a proactive approach and hard work. alphabet I AUGUST 2012 13
source: thinkstock / Ryan McVay 14 Cover Theme Quality & Service QUALITY QUALITY We make sure all our corporate divisions get a thorough checkup on a regular basis. AIB GMP audits, the Distributor Quality Management Process (DQMP) and the Distribution Performance Index (DPI) are examples of the quality checks that external experts from independent institutes and McDonald’s management conduct at our Distribution Centers. Frequently the auditors cannot fi nd anything at all that needs to be improved. Almost all the HAVI Logistics companies come through these checks with fl ying colors, i.e. they are ranked either “excellent” (DQMP) or “superior” (AIB GMP). Several HAVI Logistics companies have had their quality management systems audited and are now certifi ed according to globally recognized standards such as EN ISO 9001, ISO 22000 or the environ- Quality Is Not a Goal But a Never-Ending Process For more than 30 years now HAVI Logistics has been the Lead Logistics Provider for the food service industry. We're in the premier league when it comes to quality. We have weathered various crises by consistently pursuing our goals: 100% employee satisfaction, 100% customer satisfaction, zero tolerance on errors right from the outset, and continual improvements to all workfl ows.
mental standard ISO 14001. And it is true that our quality management system covering the HAVI Logistics group extends far beyond EU regulations. Food safety is a major aspect of the highest importance. All along our customers’ supply chains we guarantee the highest quality standards in line with HACCP and QIP. Our traceability system allows uninterrupted tracking of goods between the suppliers, our Distribution Centers and our customers’ delivery points. The indicators we use to measure our performance are equally vital in our efforts to guarantee quality. Our top priority is to ensure punctual and reliable deliveries. On average, 97% of all our deliveries in Europe during the fi rst quarter of this year arrived on schedule. Reliability of supply is something we can be proud of at HAVI Logistics. During the same period an average of 93% of all deliveries were correctly picked and arrived at the customer in perfect condition. Yet, however much effort we put into our extensive quality management process, our guiding principle still remains the same: quality is not a goal but a never ending process geared to ensuring total customer satisfaction. “Not a day should go by without some improvement in the company,” is the thought behind the Japanese “kaizen” life and work philosophy. According to kaizen (kai = change; zen = for the better), one should aim for continuous, unending improvement in all areas – and this refers to all the employees, managers and executives. Better quality and lower costs ultimately result in greater customer satisfaction. Outside Japan the basic ideas of kaizen have been adopted under the name “Continuous Improvement Process” (CIP). This has become a permanent part of HAVI Logistics’ quality management. “Consider each day how you can do something better.” CIP is not a tool but a way of thinking, a way of perceiving workfl ows and processes and making all of this second nature. The process is based on “empowering” the HAVI Logistics workforce and a fundamental openness coupled with the will to change in the company. CIP is implemented in an ongoing process of small improvements – unlike the large quantum leaps when far-reaching changes are made – realized through continuous team work. These basic thoughts are encouraged in our companies by the management and all staff members. We therefore hold regular quality circles in addition to the management and operational meetings. Quality begins in the mind and has become a fundamental way of life for all HAVI Logistics employees. In this respect our management acts as a role model because the ideas will only appear cred- QUALITY PUNCTUALITY ible to the workforce if the management also lives up to our quality standards. But nobody’s perfect! People in general, like employees and executives, are not infallible and learn something new every day. For this reason we regularly monitor our customers' satisfaction and obtain feedback on our quality and our services. The messages from our customers are very constructive and we use them as a springboard for the continuous, targeted exploitation of our potentials. Ultimately the customer determines what quality is, and our approach to customer relations is a major part of our quality strategy. For example, today we can even build on our punctuality, reliability and top quality by adding the forward-looking development of additional services and innovations. This enables us to solve problems before our customers are even aware of them. After all, their expectations are changing all the time, just like our own. In order to survive, HAVI Logistics, too, is forced to continually expand its portfolio of services and to anticipate how to satisfy our customers’ future expectations. IMPROVEMENT SERVICE INNOVATION alphabet I AUGUST 2012 15 source: thinkstock / Thinking men
16 Cover Theme Quality & Service Interview with Lukas Curschellas Quality: An Unchanging Part of the HAVI Logistics World A quality management system geared to sustainability and continuity has to be carefully developed, implemented and controlled. This in turn requires particular structures within the company, such as an internal steering committee and one or more quality control offi cers who coordinate our quality management activities. To fi nd out more, alphabet interviewed Lukas Curschellas, Operations Manager at HAVI Logistics Switzerland, who has been responsible for implementing our Europe-wide quality management scheme since 2010. alphabet: How does our quality management compare with that of the competition? Lukas Curschellas: Compared with other logistics service providers in the food service industry, we are clearly in the passing lane – especially when it comes to customer satisfaction. We have often been a step ahead of the market and developed and defi ned quality standards that only became enshrined in law much later, or were introduced by other companies years afterward to improve their competitiveness. alphabet: Can you give us some examples? Lukas Curschellas: Yes, one would be the probe thermometer connected to a portable printer. Under HACCP, the temperature of the goods in the supply chain is measured at several critical control points. For this we developed an international standard for all HAVI Logistics companies: a thermometer that transmits its measurements to a portable printer via an infrared connection. The printer creates labels indicating not only the temperature measured, but also the date and time of the measurement. Our corporate history contains numerous examples of the introduction of such quality standards. alphabet: Since when have quality management and the development of standards been part of the HAVI Logistics strategy? Lukas Curschellas: The topic is as old as HAVI Logistics itself. If there's one aspect in our HAVI Logistics world that never changes, it's delivering goods of the highest quality. We regard it as our responsibility to preserve the high qual- ity of the products entrusted to us all the way from the suppliers to the customers, thus satisfying our customers’ high quality standards. alphabet: How do you organize and implement quality standards? Lukas Curschellas: Food safety is our top priority. One very important aspect is to defi ne and communicate goals. This gives us a common understanding of the objective and how to achieve it. However, regular checks are equally important; they enable us to recognize when we have made errors or are on the wrong path – at a much earlier stage. Furthermore, a successful quality management system throughout the company needs to be backed up by an information concept – this creates transparency. Circulars, notices, departmental meetings, employee newspapers and Intranet pages all support and promote transparency for our customers, partners and employees. “Do good and then talk about it!” – The same applies to realizing quality management: “Talk about it and inform others.” alphabet: How can individual employees contribute to its implementation? Lukas Curschellas: Quality management is a joint task for everyone in the company. Therefore it is important that all of us are involved in carrying out the measures and activities. Knowledge and expertise are fundamental to this. HAVI Logistics’ employees receive training in the basics of quality management and in
applying the relevant quality management tools. On-the-job training, support from colleagues and targeted practical application all hone our employees’ skills and increase safety in the continuous implementation of quality management. alphabet: Which tools and methods does HAVI Logistics use to realize quality management? HAVI Logistics’ employees’ receives training and the basics of quality management Lukas Curschellas: Tools such as the “PDCA* cycle,” which promote work in quality circles, internal audits, workshops, and surveys both of customers and of employees are all used to achieve structured, effi cient implementation of quality management. Of course, we also have to supply all the necessary human and other resources. Intelligent IT systems, suffi cient funding, employees and working time – which, incidentally, should not be underestimated – enable HAVI Logistics to put quality management into actual practice. Independent, external auditors verify HAVI Logistics’ high quality standards at regular intervals in either scheduled or unannounced audits. alphabet: Thank you very much for talking to us. *PDCA cycle, see also page 13 Change for the Better HAVI Logistics in Hungary is drawing on the basic principles of kaizen in order to implement a continuous improvement process (CIP). CIP is nothing new at HAVI Logistics. At many HAVI Logistics’ companies, continual improvements are developed in so-called quality circles. Our team in Hungary recently started using the Japanese work philosophy of kaizen, which means “change for the better.” The aim of kaizen is to optimize and perfect processes step by step. Teamwork lies at the heart of both CIP and kaizen. At HAVI Logistics Hungary CIP is supported by trainers and coaches from the KAIZEN Institute Hungary. These coaches fi rst briefed the company's management on how kaizen works and how it can be put into practice. The next step was to hold a training seminar for the 16 members of the quality circle. The quality circle is mentored by the management of the Hungarian company. Four mentors, including Managing Director Zoltán Valentinyi, have assumed the role of “kaizen ambassadors.” The members of the quality circle – drivers, warehouse workers, offi ce staff and managers – come from many different parts of the company and meet once a week during work hours. This process taps into the store of ideas, knowledge, experience and willingness to assume responsibility available at the company. The fi rst quality circle got underway at the beginning of the year. Under the supervision of a chairperson, four working groups identifi ed and analyzed possible in-house problems that could adversely affect quality. The employees self-reliantly developed solutions and tested their feasibility during the everyday operation of the company over a certain period of time. “We therefore did not work on theoretical solutions, but absolutely practical ones that were tested and introduced carefully,” explained Zoltán Valentinyi. “This fi rst quality circle based on kaizen already showed that we can optimize many small processes at the company by taking concerted joint action,” reported Zoltán happily. “It is not only operative aspects that play a role here but also possible fi nancial savings and the reduction of CO 2 emissions, and most importantly to me, It was amaizing to see that people from different functions just sit around one table and work hard on one subject… in different types of clothes… and they collect real business data by interviewing others, measuring distances, etc. in the warehouse and put all these information together to fi nd a good solution…” the Managing Director added. A variety of methods and tools are needed to plan and implement CIP successfully. There are no rigid requirements here: each company has the leeway to select the tools best suited to its problems. For HAVI Logistics Hungary the CIP method based on kaizen has proved its worth. The upshot is that the next quality circle will start in September. alphabet I AUGUST 2012 17
18 Enlargement Higher Quality in the Supply Chain to IKEA Shops and Restaurants It’s been one year since HAVI Logistics made its fi rst delivery to IKEA Portugal. The IKEA food business model is quite different from other customers and poses a real challenge. Nevertheless, not only the partnership between IKEA and HAVI Logistics has evolved very successfully, but so have the quality and effi ciency of the stock management for the IKEA shops, restaurants and employee canteens in Portugal. source: Ikea There are three IKEA furniture stores in Portugal. Since 2011 HAVI Logistics has been supplying the restaurants, shops and employee canteens with a total of 317 items in all three temperature ranges. HAVI Logistics is involved in the entire IKEA supply chain, all the way from procurement to delivery of goods to the stores. And the supply chain had to be defi ned in cooperation with the new customer before our work could begin. This was no easy task if you consider the geographical situation of the two Distribution Centers in Portugal and the distribution layout for supplying IKEA’s three locations. Neither the HAVI Logistics warehouse in Porto in the north of the country, nor the Lisbon DC in the south, is designed for storing the complete IKEA range. The idea was to control the fl ow of goods between the suppliers, our Distribution Centers and the IKEA stores so Chilled Frozen Ambient that the majority of the items would only have to make a stopover with us. A full 85 percent of the total volume only gets as far as the docks of our DCs, while we physically store the other 15 percent. Today ambient goods are stored in Lisbon, whereas the temperature-controlled goods are stored in Porto. Orders from the three IKEA stores arrive at our Distribution Center in Lisbon, where the steering process starts. We use a cross-docking procedure to redistribute the goods as required and pick them directly in the warehouses. Only then does the goods distribution get underway to the local IKEA stores. The greatest challenges within this special supply chain model arise in having to con- Porto DC Lisbon DC 2 del/wk 2 del/wk The graphic shows the supply chain model for IKEA Portugal Northern Region Southern Region
João Monteiro, Goods Receptionist IKEA Food, and our Portuguese driver Mário Correia sider goods rotation, the various shelf lives and the different storage temperatures all at the same time. Perishable goods with a short shelf life can only be integrated into the supply chain in close cooperation with the suppliers. “Ever since the fi rst contact with IKEA four years ago, we have been in very close communication with the company,” recalls Carlos Mendonca, Managing Director of HAVI Logistics Portugal. “The level of cooperation, the target alignment and our wish to make this project clearly advantageous to IKEA was something that we needed to reinforce. Both IKEA and HAVI Logistics have committed resources and ideas, and work towards successful implementation,” he continues. We are able to celebrate the fi rst year of our cooperation jointly with our customer, as this coincided with our monthly operational meeting review. Therefore we hear from IKEA about how our partnership has evolved as well as the quality and effi ciency of our operations and staff members. Helder Ferreira, responsible for IKEA Food in Portugal, said: “With HAVI Logistics we raised our quality standards in stock management as well as in HACCP – extremely important topics for IKEA Portugal. Many objectives that we have considered achieving together with HAVI Logistics have already been accomplished during this fi rst year of work; the balance from this partnership is undoubtedly very positive.” We Acquire Our First Customer in the Hotel Segment Our Dutch team starts working with Van der Valk As of May 14, 2012 HAVI Logistics Netherlands is the new logistic partner of Van der Valk International. The number one hotel chain in the Netherlands is HAVI Logistics’ fi rst customer in this segment. Besides being the number one hotel chain in the Netherlands, Van der Valk International is also quite a unique company in that it is totally family owned. In 1939 Martien and Rie van der Valk opened a restaurant in Voorschoten. Thanks to hard work and a welcoming, family-friendly approach, their business was soon a success. Together with their eleven children, they built a large number of hotels and restaurants in the years following World War II. “Thanks to the challenging set-up of the Supply Chain Model for Van der Valk, we can deliver close to 5,000 articles to our new customer. Today the processes are stable and we are in the phase of optimization. The idea is that our success will attract other Van der Valk hotels, causing our company to grow.” Olav Gribnau, Managing Director at HAVI Logistics Netherlands Today, their grandchildren and greatgrandchildren have managed to develop the company into the largest hotel and restaurant chain in the Netherlands with 59 branches in this country and another 25 hotels in countries all around the world. Total revenue amounts to 540 million Euros. The contract between HAVI Logistics and Van der Valk was signed on April 20, 2012. HAVI Logistics IS has developed an Internet-based ordering tool called iWeb especially for our new customer. With this excellent platform all the Van der Valk hotels are now able to make their orders and to transfer them directly to the HAVI Logistics’ Customer Service Department. HAVI Logistics in the Netherlands serves 16 Van der Valk hotels: 12 in the Netherlands, three in Germany and one on the island of Bonaire in the Dutch Antilles. All the core articles – around 180 frozen, 20 chilled and 10 ambient products in total – are put on stock at our HAVI Logistics Distribution Center in Amersfoort. All other articles, such as for example fi sh, meat and vegetables, are delivered directly by the suppliers on a daily basis through a cross-dock process. Compared with other customers in the Netherlands like McDonald’s, BP and Vapiano, the hotel chain is much more versatile in terms of product assortment and demands. This is a new challenge not only for our Dutch Team, but for the entire HAVI Logistics organization. alphabet I AUGUST 2012 source: Van der Valk 19
20 Enlargement International Expansion is Assisted by HAVI Logistics Since March of this year, HAVI Logistics in Spain has been making deliveries to the outlets of Llaollao. The local franchise company sells frozen yogurts and toppings made on its premises. Thanks to the great demand for these low-calorie treats, Llaollao will meet its impressive growth forecasts before the end of this year. Frozen yogurt has fewer calories than ice cream, but tastes every bit as good. In the U.S. it is available in many ice cream parlors and supermarkets. In Spain the rising demand has been covered by Llaollao for around two years now. Everyone is crazy about this frozen delicacy because it is healthy, fat-free, and low in calories, but at least as tasty as the “cream” version. The trendy franchise chain has discovered a niche in the market and now operates 76 ice cream parlors – sorry, frozen yogurt parlors – 70 of them in Spain, fi ve in Portugal and one in Belgium. Even the ambience is appealing: the shops have a modern décor in a combination of green tones and other light colors. The Llaollao slogan – The natural yogurt experience – obviously comes to life here. Customers can enhance the great basic fl avor with a large number of natural ingredients and choose from a wide selection of sauces, fruit, nuts and candies to create their very own frozen yogurt experience. The frozen yogurts are always freshly prepared at the counter to individual customers’ orders. HAVI Logistics Spain supplies the Llaollao branches with 40 different articles in the fresh and dry goods ranges. Llaollao is expanding rapidly in Spain The franchise company plans to open 40 new cafés by the end of the year. While neighboring Portugal and Belgium, too, have already caught the “Llaollao fever,” the Spanish frozen yogurt maker is planning to enter the markets in Russia, Singapore, France and Morocco as well. Pedro de Bernardo, Managing Director at HAVI Logistics Spain “Llaollao has a clear focus on the quality of all their products, and the role of HAVI Logistics is key to integral management of their supply chain, ensuring both excellent service and the highest quality standards. From the beginning, Llaollao has seen HAVI Logistics as a leading provider with a global presence that can assist the company in its planned international expansion.” source: LlaoLlao
HAVI Logistics Turkey Grows With Its New Customers Over recent years HAVI Logistics Turkey has been able to gain some strategic and important new customers. In the last twelve months alone, the Distribution Centers in Izmir and Sekerpinar have started supplying three new customers: the bistro and coffee chain Robert’s Coffee, the local burger restaurants of Etiler Marmaris, and the international supermarket chain Tesco Kipa. Etiler Marmaris For Etiler Marmaris, one of our largest competitive advantages is our growth alongside McDonald's. And the local fastfood restaurant chain also has a rich history. Etiler Marmaris was founded in Turkey in the early 1960s – even if at that time it was not like it is today, with its trendy, modern dishes. Etiler Marmaris has expanded greatly. Today it has 67 restaurants across the country, and since August of last year 43 of them have been supplied by our Turkish Distribution Center in Sekerpinar. The deliveries include 120 different articles in three temperature categories. We have now been working together for about one year. Altan Sekmen, Managing Director at HAVI Logistics in Turkey, sums up the situation: “With our HAVI Logistics service portfolio we are able to provide a tailor-made supply chain solution to Etiler Marmaris. Once the start-up period was over, we were heading for a win-win situation. Our customer is satisfi ed because it now has more time to concentrate on its core business. We are satisfi ed because we have the opportunity to share our resources with more customers.” source: Etiler Marmaris Tesco Kipa source: Tesco Kipa The supermarket chain Tesco was founded in 1919 by Jack Cohen, working from a market stall in London’s East End. Over the years the business has grown and the company now operates in 14 countries around the world, employing over 500,000 people and serving tens of millions of customers every week. Tesco entered the Turkish market in 2003. The company has expanded considerably since then and currently has 148 stores in 24 Turkish cities. With 7,500 employees, Tesco Kipa is one of the leading retail institutions in Turkey. HAVI Logistics Turkey started providing services to 78 stores in August 2011. Storage and delivery of the frozen goods are managed by our Distribution Center in Izmir. Turkey is a very dynamic and fast-growing market. A large number of potential new and strategic customers exist and they are expanding at an incredible speed. They are looking for tailor-made solutions to support their strategies. In addition to 191 McDonald’s restaurants, HAVI Logistics Turkey now supplies eight (333 delivery points) other big-name customers. Robert’s Coffee Since March 2012 Robert’s Coffee – the largest coffee shop chain in the Nordic countries, which has its own gourmet coffee roaster – has been one of HAVI Logistics’ new customers. The chain covers the entire coffee-producing process – from the coffee tree to the cup. The secret of the perfect cup is the fresh roasted gourmet coffee. Robert’s Coffee was founded by Robert Paulig in the Finnish capital, Helsinki, in 1987. Now the chain has almost 80 coffee shops in Finland, Sweden, Estonia, Denmark, Singapore and – since 2010 – Turkey, where we supply 24 outlets. They include the Robert’s Coffee in the street İstiklal Caddesi in Istanbul. One critic described the atmosphere and the coffee products as an incomparable delight. “The café is located in an outstanding art nouveau building whose décor still evokes bygone days. An old chandelier and four stained glass windows depicting the four seasons make you feel as if you were sipping coffee someplace in France at the turn of the 20 th century.” It is not only the coffee products but also the numerous snacks and deserts that are very popular with the diners. HAVI Logistics supplies the product assortment of 200 different deep frozen, fresh and dry goods. Robert’s Coffee benefi ts from our proven know-how in food safety matters. When the environmentally friendly family business was looking for a reliable logistics service provider, we scored an extra plus point with our sustainable logistics concept. alphabet I AUGUST 2012 source: Robert’s Coffee 21
source: thinkstock / Green's Point Lighthouse, Newfoudland. 22 Just a Moment Certifi ed as an “Especially Authentic Employer” Seal of Approval for HAVI Logistics from the Deutsche Employer Branding Akademie HAVI Logistics has now become the fi rst logistics provider to be awarded the “Authentic 2012” seal of approval. This is the result of the testing procedure called “Deutsche Arbeitgebermarke 2012” (“German Employer Brand 2012”). The procedure initiated by the Deutsche Employer Branding Akademie (DEBA) and carried out by the GfK Group examines companies’ attractiveness and quality as employers. HAVI Logistics scored well in particular because of the very credible way it presents itself to the outside world. “Our assessment shows that HAVI Logistics’ internal operations enable it to keep its promises to others,” explains Paula Thieme, academic manager at DEBA, putting it in a nutshell. The test of employer attractiveness included nine external and internal criteria for success such as perception, profi le, degree of identifi cation and credibility. The survey covered employees with many years of service under their belts and new employees as well, along with external young professionals, students and trainees for various occupations. “This method enables us to give the fi rms reliable feedback about how convincingly their employer brand comes over on the labor Paula Thieme, academic manager at DEBA markets,” Paula Thieme explains. “HAVI Logistics has a homogeneous and pleasant image. Most of all, the corporate language appears particularly honest and therefore goes down well with applicants.” HAVI Logistics recognized early on just how important employer branding has become, especially at times when specialists are increasingly diffi cult to fi nd. We work continuously on building up a strong and attractive employer brand. “In this period we have learnt to be different and to distinguish ourselves positively from competitors on the labor market,” explains Hans-Werner Krohn, Vice President Human Resources and Corporate Communications at HAVI Logistics. Hans-Werner Krohn, Vice President Human Resources and Corporate Communications at HAVI Logistics The company prioritizes authenticity and sustainability. “The face we present to the outside world must be congruent with everyday working life. We would like to win over future employees with our expertise, our corporate culture and our corporate goals, and retain them in the long term.” Krohn said. For this reason he sees the certifi cation as an authentic employer as success, praise and incentive all rolled into one. “We have taken the right path to continue safeguarding our competitiveness on the market for skilled employees. However, the results also tell us that there is still room for improvement.” In the future HAVI Logistics will therefore launch measures for optimizing its employer attractiveness.
Staying Focused … An the end of May the HAVI Logistics European Leadership Team met in Scotland for their annual European Management Meeting and the European Distributors Meeting, which takes place every two years. They heard from Haluk Ilkdemirci, President of HAVI Logistics Europe, and from Bob McGonigle, COO of the distributor Martin-Brower. While these joint meetings have been going on for many years, this was the fi rst time that only two logistics distributors were present to share best practices and hear from our key customer, McDonald’s. Focus was the key theme of the meeting. Haluk challenged the team to seek more opportunities to make all processes common across the many countries HAVI Logistics serves. According to Haluk, “We need to focus on less but deliver what we promise.” He also shared the fi ve pillars of the HAVI Logistics strategy for success: ➊ Profi table growth with McDonald’s ➋ Accelerated growth with strategic customers ➌ Development of and migration to a new solutions portfolio ➍ People-organizing for success and building leadership capability ➎ Leveraging our environmental expertise to achieve acrossthe-board sustainability HAVI Group CEO Russ Smyth supported the theme of focus by reinforcing the message of doing a few things very, very well. He also challenged the team to leverage the expertise across HAVI in areas like packaging, supply chain management and sustainability to help gain new customers. Andreas Roeder, Managing Director at HAVI Logistics Poland “The Forbes Diamond title is considered both recognition and appreciation for our hard work. We expect that HAVI Logistics’ recognition in Poland will grow stronger as part of a strong international Lead Logistics Provider.” HAVI Group’s and HAVI Logistics’ Top Management (from left) Haluk Ilkdemirci, Russ Smyth and Y. S. Kong He also reminded everyone that McDonald’s expects us to be innovative and to provide new solutions across the markets we serve. Both distributors, HAVI Logistics and Martin-Brower, shared their sustainability stories and were encouraged by Karl Fritz, Chief Supply Chain Offi cer of McDonald’s Europe, to spend more time together to share best practices for the benefi t of the McDonald’s system. “Forbes Diamond” and “Poland’s Most Productive Companies” for HAVI Logistics HAVI Logistics Poland has achieved a high ranking in both the “Forbes Diamonds 2012” and “Poland’s Most Productive Companies 2011” competitions. The Polish edition of Forbes magazine publishes a list of companies that have increased their value most dramatically in the past three years. These companies are dubbed “Forbes Diamonds” for attaining positive fi nancial results in the years 2008-2010. One of Poland’s Most Productive Companies The company Profi les International reviewed the fi nancial and operating results of 5,620 companies in Poland covering 46 different categories. HAVI Logistics was ranked number 1 in the transportation industry. The report stated that HAVI Logistics Poland “consistently implements an employee-friendly company culture in which commitment is translated into a distinctive company economic result.” Andreas commented: “Providing exceptional services tailored to the needs of demanding customers is possible only with precisely defi ned operational indicators. This prize provides an independent evaluation of the reliability and effi ciency of our processes and the high quality service we provide to o our customers.” alphabet abet I AUGUST T 2012 23
source: café nero / Advertising