alphabet 26 THE HAVI LOGISTICS MAGAZINE
08 2012
Quality Is What the Customer Demands Quality arises whenever the customer’s wishes are correctly identified
04 HAVI Has a Strong Presence at
McDonald’s Worldwide Convention
09 We Generate Our
Own Green Energy
18 Higher Quality in Supply Chain to
IKEA Shops and Restaurants
Content QUALITY
QUA QU Q UALIT IT TY
10
4 3
10
Development
4
HAVI Has a Strong Presence at McDonald’s Worldwide Convention
6 7
Quality Without Compromise You Can’t Buy Compliance
Environment
8
“Best of Sustainable Supply 2012” Award We Receive a “Sustainability Charter”
9
9
Improvement
Editorial
14 Enlargement
Successful Logistics for the Euro 2012
Quality & Service
12 14 16 17
QUALITY
Quality Is What the Customer Demands Quality Is Not a Goal But a Never-Ending Process Interview with Lukas Curschellas Change for the Better
18
Higher Quality in the Supply Chain to IKEA Shops and Restaurants
19 20
We Aquire Our First Customer in the Hotel Segment
21
HAVI Logistics Turkey Grows with Its New Customers
Just a Moment
22 23
We Generate Our Own Green Energy
Llaollao - International Expansion Is Assisted by HAVI Logistics
Certified as an “Especially Authentic Employer” Staying Focused… Awards for HAVI Logistics Poland
Publishing Information Proprietor: HAVI Global Logistics GmbH Publisher: Hans-Werner Krohn Content and Style Editor: Jasmin Schürgers
2
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 protected] www.havi-logistics.com
Publishing Council: Haluk Ilkdemirci, Arnd Christochowitz, Hans-Werner Krohn, Sven-Carsten Sachse Layout: SanderWerbung GmbH Hans-Pfitzner-Str. 31 47057 Duisburg, Germany Printer: DRS Weirich Business Print Service GmbH Industriestrasse 17, 41564 Kaarst, Germany
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 fiber with 40% virgin fiber, and is an FSCcertified product. Furthermore, Satimat green is climate neutral.
MIX Paper from responsible sources www.fsc.org
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Editorial
Dear Friends and Partners of HAVI Logistics, The business of our customer, and therefore also our business, is influenced 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
20
21
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!
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
Ever since our company was founded in 1981, we have always tried our best to
They expect to receive the goods they
satisfy all our customers’ demands for
have ordered in the right quantity and
the highest standards of quality and food
quality and at the right time and place.
safety, reliable supply chain management
They expect a proper flow of goods and
and innovative logistics concepts. At the
information provided without any compro-
same time our logistics activities were
mises. They expect that quality and food
always in line with environmental sustain-
safety will not suffer while operational ef-
ability and corporate social responsibility.
ficiency continuously increases. It goes
This promise to our customers remains
without saying that we are fully dedicated
unchanged up to the present day and is
to meeting our customers’ expectations.
becoming even more important. Summing up, we acknowledge that our Achieving customer satisfaction is our top
customers’ demands are nothing new for
priority. We believe that it is not sufficient
us. We can only achieve customer sat-
to simply carry out our tasks well, to work
isfaction by committing to and ensuring
carefully, to always be reliable, fast and
quality and food safety. We constantly
clean, and to avoid making errors. It is not
strive to optimize our customers' supply
enough to just fine tune our range of ser-
chain and help them in becoming better
vices; instead, we also have to refine the
and excelling in the products and services
quality of the services we deliver and the
they offer.
way they are performed. We want to be the perfect service provider – the one who
I hope you will enjoy reading the magazine.
does not only think the way its customers think but also anticipates their future re-
Yours sincerely,
quirements 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.
Haluk Ilkdemirci, President HAVI Logistics Europe
alphabet I AUGUST 2012
3
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.
4
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 floor, 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 floor to help share the HAVI story and listen to our customers as they toured the Convention floor over the five days.
Logistics experts from HAVI Logistics Eu-
erators both in the U.S. and around the
rope and HAVI Logistics Asia were ready
world. A three minute video from HAVI
to answer questions in the Supply Chain
Logistics Environmental Service about the
booth as were team members from HAVI
zero waste initiative in The Netherlands
Global Solutions in the packaging area of
and Belgium ran continuously, reminding
the same booth.
everyone who passed by that it is possible
HAVI demonstrated its leadership on the
to convert or recycle all forms of waste
today than
that come out of a McDonald’s restaurant.
ever before, and McDonald’s must push
sustainability front by coordinating the diversion of over 41 tons of food waste so that it could be composted rather than be-
for a bolder future. Continuing to lead in
Think Bold. Act Bold. Be Bold.
the marketplace will require out-of-the box thinking, creative ideas and bold
ing dumped into a local landfill. A running
This was the overall theme of the Conven-
ticker sign showed attendees how many
tion and appeared in the global sessions,
pounds of waste were being diverted on
the area of the world sessions and all over
a minute-by-minute basis - a great way to
the exhibit floor. The clear message was
start a conversation about the recycling
that consumers expect more from brands
action in line with McDonald’s priorities of optimizing the Menu, Modernizing the Experience and Broadening Accessibility.
support HAVI can provide to Owner Op-
Food, n – Good io it b m A bor r nd Bra ood Neigh G , le p o e Good P
als us materi g of vario lin c y c re d oor. ability an nvention fl on the Co le b ila a v a was its
Leadership
Transition
at er retired ’s Jim Skinn McDonald O E C e n o ’s n in tion was McDonald d Ambitio e Conven th o s new Bran e n f Ju ’s ns, and the end o McDonald bal sessio is role in h of the glo f o n ry e o v ti in e s behind. a celebra inforced y he leave c a g le it was re e , th nd ession his confi success a e world s expressed rea of th a im J d n r, u o aro ell ess Kevin New his succ alignment showing dence in r e c in ffi O n d n, a d f Bran Thompso lobal Chie n G o D . im b te m s o the Sy nton. D n Brand A O, Tim Fe ribed the O c C s e w d e ll n e w for ac ansiKevin Ne that the tr l screens” de it clear f “interna a o t m . e n s ig a a s p pson tion a g cam mless, em Don Thom l advertisin uld be sea a o w rn n te o x ti e l a n ald’s otenti tion, not a onald’s p at McDon tures McD asizing th h p a p c d n it a id d He sa its focus er Bran continue like no oth d ld rl u o o w w e u the comm to touch th o Win and stomers, the Plan T nce for cu n re o d fe if e d iz s ing a a o make o emph orities g et. He als global pri n e la p re e th a th ther as nities and rking toge Tim Fenton forward. nce of wo a rt o p ecause im b – the rs e m to s u c h an nd with to be suc we Systtem a be proud ed when h n s a a c I le n V u A ’s,” says “We at H power is McDonald r fo “incredible r lie p sup nt in important together.” el confide do things should fe e “W . h it y. There Russ Sm e compan th f o n o ti ty c ili dire help the future Sustainab s for us to portunitie for the p o s u f c o fo ty nd, as a a big are plen to grow a g ility was b e in a s u a n in ti re ta n c s o u in c S n ’s have ill play a McDonald grow. We n and w g forbusiness in r o u g o Conventio s s lp e e busin cDonald’s result, h cDonald’s helping M nd ra in B y e la p th f rrole in M to bring,” gral part o a key role future will as an inte nges the ibit floor h lle x a ward. It w e h e c e th g and meet th n messagin ays: gree Ambition w f ued. o ty e ri he contin it in a va h d it e s w a s c w th sho boo d exhibit highlighte g sustainleaf logos supportin e g a alphabet I AUGUST 2012 5 s s e m or a product unveiled
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 fields 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 confidence 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 workflows needed,” says Managing Director Pedro de Bernardo. “Now we supply the whole range of goods to all restaurants. McDonald’s had confidence 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.
6
You Can’t Buy Compliance In business, compliance means conforming to relevant laws, rules, specifications 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 firm 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 reaffirmed 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 identified 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 financially, 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 sufficient 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
[email protected], or call Petra Luzar at +49 2065 695695.
alphabet I AUGUST 2012
7
Environment “Best of Sustainable Supply 2012” Award Praise from McDonald’s for action on sustainable environmental protection. The specially designed green trucks are a familiar sight on the roads in the Netherlands and in Belgium.
HAVI Logistics Environmental Servic-
sible for waste management logistics for
Services. The company has now received
es (HES) has received the award entitled
the McDonald’s restaurants in the Neth-
recognition for this commitment: “The
“Best of Sustainable Supply 2012.” The
erlands. The specially designed green
nominations show that McDonald’s sup-
HAVI Logistics environmental services
trucks deployed by the environmental
ply chain currently is in an excellent posi-
company was honored by the McDonald’s
services company are a familiar sight on
tion to make safe and sustainable deliver-
Corporation for its Reverse Logistics proj-
the roads in Belgium, too. They call at al-
ies of food products,” says Jose Amario,
ect. Around 400 companies from all over
most 280 McDonald’s restaurants, where
Executive Vice President of the Global
the world were nominated for the award,
they pick up refuse such as paper, foil,
Supply Chain, Development & Franchis-
with which McDonald’s pays tribute to
vegetable fat and waste food and bring
ing at McDonald's. “We really appreci-
suppliers who have introduced sustain-
them to the recycling point. “The world of
ate the efforts made by all our suppliers.”
able environmental management practic-
recycling and processing waste is a very
Olav Gribnau views the “Best of Sustain-
es. A jury including McDonald’s top man-
dynamic one where new solutions come
able Supply” award as both an honor and
agement and representatives of the World
to market on a daily basis. It is HAVI Envi-
an incentive. “Being singled out for this
Wildlife Fund (WWF) chose HES as one of
ronmental Services’ role to develop from
award by McDonald’s is recognition of
the winners.
all these options the best solution for our
the work we have done in the past and at
customers and manage this on a daily
the same time a vote of confidence from
basis,” explains Olav Gribnau, Managing
our customer in the new developments
Director of HAVI Logistics Environmental
we will continue to pursue in the field of
From restaurant to recycling point: since 1991 HAVI Logistics Environmental Services in Amersfoort has been respon-
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. 8
We Generate Our Own Green Energy New special photovoltaic system for generating our own electricity energy producer,” explains Harald Klein,
After HAVI Logistics introduced photovol-
Senior Manager Customer Support, who
taic systems in Spain and Italy, Günzburg
is also responsible for HAVI Logistics’
became the third company site in Europe
environmental projects in Germany. “In
to start generating solar power. With this
our case we make the 8,400 square meter
system, HAVI Logistics reduces its CO2
roof available and in return we receive all
emissions by approximately 400 tonnes
the solar energy we need to supply our Dis-
every year. And the figure is set to rise:
tribution Center.” This comes to 350,000
for the medium term HAVI Logistics is
kilowatt hours of energy annually – which
planning additional solar power installa-
is a huge amount, equal to the average
tions on its Distribution Centers in Europe.
A total of 3,024 solar modules,
consumption of 100 German households
350,000 kilowatt hours of energy, and CO2
– and it is generated on the roof of our
emissions reduced by around 131 tonnes
Günzburg Distribution Center. We use
every year – these are the statistics for the
100 percent of this green electricity our-
new photovoltaic system that went into
selves. “At the same time our new pho-
operation at the end of April on the HAVI
tovoltaic system reduces annual CO2
Logistics Distribution Center in Günzburg,
emissions by around 131 tonnes,” Harald
Germany. It is based on a model that has
Klein points out. And this contribution to
been unique in Germany to date: HAVI
environmental conservation is truly visible
Logistics obtains green solar power gen-
in Günzburg: a large display at the Distri-
erated by this system on good terms and
bution Center shows employees and visi-
conditions, and in return we waive the
tors the amount of energy produced daily,
rental fee for having the installation on our
the total amount generated, and the CO2
roof.
savings realized since the solar power system was installed.
“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
Once a company has been accepted and
Together with four other companies, HAVI
few companies chosen to participate in
allowed to apply for the Sustainability Char-
Logistics Belgium has successfully obtained
a new initiative: the “Sustainability Char-
ter, it has to meet the following minimum
the certificate. On June 1 of this year it was
ter.” Whereas the Environmental Charter
requirements:
handed over to Els Thys, Management Assistant and QSE Coordinator at HAVI Lo-
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
three requirements related to the environment two requirements related to people
succession. Furthermore, it has to pass a “Sustainability Check” aimed at evaluating its previous efforts in the areas of “people” and “prosperity.”
one requirement related to prosperity
gistics 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
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.
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
From June 8 to July 1, 16 national
describe the logistics provided by HAVI
HAVI Logistics identified locations in and
teams fought for the European title in
Logistics for the numerous McDonald’s
around the fan zones in Poland and
fiercely-contested matches held in world-
restaurants in the fan zones and stadiums.
Ukraine where sales were expected to
class stadiums in Poland and Ukraine. Ul-
soar. “Emergency measures” were then
timately, Spain emerged the winner after a
Working with McDonald’s, the HAVI Lo-
introduced at both HAVI Logistics and Mc-
tense final against Italy. The Spanish team
gistics teams in Poland and Ukraine start-
Donald’s for the 355 existing McDonald’s
won due to a combination of factors – pre-
ed more than a year in advance to do the
restaurants and 13 McDonald’s restau-
cise preparation, tactics, teamwork, speed
groundwork for the major logistics effort
rants to be set up especially for the tour-
and perfection on the field – that aptly
that would be required during the Euro
nament.
10
The idea was to prevent outof-stock situations at all costs.
McCafé made its debut at the Euro 2012 this year.
McDonald’s and our local HAVI Logistics
This happened, for example, at the media
companies decided to boost warehouse
centers in the Polish and Ukrainian foot-
stocks in both countries several weeks
ball stadiums. At the media center of the
before the big event.
German Football Association in Danzig, a
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.
complete McCafé was set up to offer the 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
German players and organizers typical
“Despite the many adverse conditions
German specialties as well as a new item
and the staggering amount of overtime
currently making waves in Germany: bub-
we put in, our teams were in high spir-
ble tea!
its and really pulled together,” said Ser-
each warehouse sector. To achieve this
gey Ustinov, Managing Director of HAVI
goal, additional warehouse space was
Just setting up and equipping the McCafé
rented near the stadiums in both countries.
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.
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 suc-
On top of all this, our dispatchers and
cess for both McDonald's and HAVI
drivers had to observe the special restric-
Logistics.
alphabet I AUGUST 2012
11
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 identified. In other words, it is the customer who determines what quality is.
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
source: thinkstock / service bell
Every company depends on satisfied customers.
being placed on quality; quality is now rethe international HACCP hygiene
from a friendly reception over good ser-
standard in the food industry and the
vice up to fast spare-part delivery. And all
stringent quality standards that the au-
these demands are being made despite
tomotive manufacturers demand of their
the constant pressure on prices.
suppliers.
A binding definition of what constitutes
The Crafts and Trades Regulation Codes
good quality is drawn up by each indus-
describe, in some cases very precisely,
try and continually updated. Examples of
which technical rules are to be observed.
industry-specific quality regulations are
Companies that do not meet the quality
source: thinkstock / centimeter 4
quired in many different areas – ranging
12
standards in their industry are soon swept off the market.
they can do in order to offer high-quality
service. Quality must be controlled and is
products (and to be better than their com-
therefore a task for the management.
petitors). However, quality management will not
However, industry-specific stan-
The demands placed on the quality of a product change continually.
succeed until it is part of the corporate
to repeatedly ask them-
For this reason, every product and ser-
studies conducted in the U.S. show that,
selves what else
vice has to undergo critical scrutiny on a
in comparison with their competitors,
regular basis. Can the service provided be
companies with quality management pro-
improved? Could the customer ser-
grams have higher turnover and profits,
vice be better? Are the employ-
greater productivity, better stock perform-
dards alone are often inadequate. Entrepreneurs who want to succeed in the marketplace have
culture and influences the daily actions of all employees. The results of scientific
ees’ customer orientation and knowhow up to date? Does the product meet customers’ wishes today and will it meet them tomorrow?
ance 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-end-
Paying attention to quality involves setting down the quality
ing process guided by the ideal of perfect customer satisfaction.
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
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
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 finally 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.
source: panthermedia / Randolf Berold
source: thinkstock / sewing dummy over white
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.
PDCA cycle by William Edwards Deming
alphabet I AUGUST 2012
13
Cover Theme
Quality & Service 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 QUALITY
institutes and McDonald’s management conduct at our Distribution Centers. Fre-
QUALITY
quently the auditors cannot find anything at all that needs to be improved. Almost all the HAVI Logistics companies come through these checks with flying 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 certified according to globally recognized standards such as EN ISO 9001, ISO 22000 or the environ-
source: thinkstock / Ryan McVay
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 workflows.
14
mental standard ISO 14001. And it is true that our quality management system cov-
“Consider each day how you can do something better.”
ering 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 Distri-
ible to the workforce if the management also lives up to our quality standards. But nobody’s perfect! People in general, like
CIP is not a tool but a way of thinking, a way of perceiving workflows 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.
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 spring-
bution Centers and our customers’ deliv-
CIP is implemented in an ongoing pro-
board for the continuous, targeted exploi-
ery points.
cess of small improvements – unlike the
tation of our potentials.
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 first quarter of this year arrived on schedule. Reliability of supply is something we can be proud of at HAVI
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.
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
Logistics. During the same period an aver-
Quality begins in the mind and has be-
problems before our customers are even
age of 93% of all deliveries were correctly
come a fundamental way of life for all
aware of them. After all, their expectations
picked and arrived at the customer in per-
HAVI Logistics employees. In this respect
are changing all the time, just like our own.
fect condition.
our management acts as a role model
In order to survive, HAVI Logistics, too, is
because the ideas will only appear cred-
forced to continually expand its portfolio
Yet, however much effort we put into our
of services and to anticipate how to sat-
extensive quality management process,
isfy our customers’ future expectations.
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,
QUALITY IMPR ROVEMENT PUNCTUALITY
SERVICE
managers and executives. Better quality and lower costs ultimately result in greater customer satisfaction.
INNOVATION source: thinkstock / Thinking men
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.
alphabet I AUGUST 2012
15
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
ity of the products entrusted to us all the
to be carefully developed, implemented and controlled. This in turn requires
way from the suppliers to the customers,
particular structures within the company, such as an internal steering com-
thus satisfying our customers’ high quality standards.
mittee and one or more quality control officers who coordinate our quality management activities. To find out more, alphabet interviewed Lukas Curschellas, Operations Manager at HAVI Logistics Switzerland, who has been responsible for implementing our Europe-wide quality management
alphabet: How do you organize and implement quality standards? Lukas Curschellas: Food safety is our top priority. One very important aspect is
scheme since 2010.
to define and communicate goals. This alphabet: Can you give us some examples?
gives us a common understanding of the objective and how to achieve it. However, regular checks are equally important; they
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
Lukas Curschellas: Yes, one would
enable us to recognize when we have
be the probe thermometer connected to a
made errors or are on the wrong path –
portable printer. Under HACCP, the tem-
at a much earlier stage. Furthermore, a
perature of the goods in the supply chain
successful quality management system
is measured at several critical control
throughout the company needs to be
points. For this we developed an interna-
backed up by an information concept –
tional standard for all HAVI Logistics com-
this creates transparency. Circulars, no-
panies: a thermometer that transmits its
tices, departmental meetings, employee
measurements to a portable printer via an
newspapers and Intranet pages all sup-
infrared connection. The printer creates
port and promote transparency for our
labels indicating not only the temperature
customers, partners and employees. “Do
measured, but also the date and time of
good and then talk about it!” – The same
the measurement. Our corporate history
applies to realizing quality management:
contains numerous examples of the intro-
“Talk about it and inform others.”
duction of such quality standards. alphabet: How can individual emalphabet: Since when have quality management and the development of
ployees contribute to its implementation?
standards been part of the HAVI Logistics strategy?
Lukas Curschellas: Quality management is a joint task for everyone in the
been a step ahead of the market and de-
Lukas Curschellas: The topic is as
company. Therefore it is important that
veloped and defined quality standards
old as HAVI Logistics itself. If there's one
all of us are involved in carrying out the
that only became enshrined in law much
aspect in our HAVI Logistics world that
measures and activities. Knowledge and
later, or were introduced by other compa-
never changes, it's delivering goods of
expertise are fundamental to this. HAVI
nies years afterward to improve their com-
the highest quality. We regard it as our
Logistics’ employees receive training in
petitiveness.
responsibility to preserve the high qual-
the basics of quality management and in
16
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, efficient implementation of quality management. Of course, we also have to supply all the necessary human and other resources. Intelligent IT systems, sufficient 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 first 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, office 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 first quality circle got underway at the beginning of the year. Under the supervision of a chairperson, four working groups identified 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 first 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 financial savings and the reduction of CO2 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 find 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
Enlargement
Higher Quality in the Supply Chain to IKEA Shops and Restaurants It’s been one year since HAVI Logistics made its first 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 efficiency of the stock management for the IKEA shops, restaurants and employee canteens in Portugal. items in all three temperature ranges. HAVI
that the majority of the items would only
Logistics is involved in the entire IKEA
have to make a stopover with us. A full 85
supply chain, all the way from procure-
percent of the total volume only gets as far
ment to delivery of goods to the stores.
as the docks of our DCs, while we physi-
And the supply chain had to be defined in
cally store the other 15 percent.
source: Ikea
cooperation with the new customer before
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
Today ambient goods are stored in Lis-
our work could begin.
bon, whereas the temperature-controlled This was no easy task if you consider
goods are stored in Porto. Orders from the
the geographical situation of the two
three IKEA stores arrive at our Distribu-
Distribution Centers in Portugal and the
tion Center in Lisbon, where the steering
distribution layout for supplying IKEA’s
process starts. We use a cross-docking
three locations. Neither the HAVI Logistics
procedure to redistribute the goods as re-
warehouse in Porto in the north of the
quired and pick them directly in the ware-
country, nor the Lisbon DC in the south,
houses. Only then does the goods dis-
is designed for storing the complete IKEA
tribution get underway to the local IKEA
range. The idea was to control the flow
stores.
of goods between the suppliers, our Distribution Centers and the IKEA stores so
The greatest challenges within this special supply chain model arise in having to con-
Porto DC Chilled 2 del/wk
Northern Region
2 del/wk
Southern Region
en
oz
Fr
Lisbon DC Ambient
The graphic shows the supply chain model for IKEA Portugal
18
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’ first customer in this segment. 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 first contact with IKEA four
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.
years ago, we have been in very close calls 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
“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 source: Van der Valk
communication with the company,” re-
implementation,” he continues. We are able to celebrate the first 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
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.
evolved as well as the quality and efficiency 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 first year of work; the balance from this partnership is undoubtedly very positive.”
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 fish, 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
19
International Expansion is Assisted by HAVI Logistics
source: LlaoLlao
Enlargement
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
flavor with a large number of natural ingre-
ice cream, but tastes every bit as good. In
dients and choose from a wide selection
the U.S. it is available in many ice cream
of sauces, fruit, nuts and candies to create
parlors and supermarkets. In Spain the
their very own frozen yogurt experience.
rising demand has been covered by Llao-
The frozen yogurts are always freshly
llao for around two years now. Everyone
prepared at the counter to individual cus-
is crazy about this frozen delicacy be-
tomers’ orders. HAVI Logistics Spain sup-
cause it is healthy, fat-free, and low in cal-
plies the Llaollao branches with 40 different
ories, but at least as tasty as the “cream”
articles in the fresh and dry goods ranges.
version. The trendy franchise chain has operates 76 ice cream parlors – sorry, fro-
Llaollao is expanding rapidly in Spain
zen yogurt parlors – 70 of them in Spain,
The franchise company plans to open 40
five in Portugal and one in Belgium.
new cafés by the end of the year. While
discovered a niche in the market and now
Even the ambience is appealing: the shops have a modern décor in a combination of green tones and other light colors.
neighboring Portugal and Belgium, too, have already caught the “Llaollao fever,” the Spanish frozen yogurt maker is planning to enter the markets in Russia, Singa-
The Llaollao slogan – The natural yogurt experience – obviously comes to life here. Customers can enhance the great basic
20
pore, 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.”
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
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.
source: Tesco Kipa
source: Etiler Marmaris
Etiler Marmaris, and the international supermarket chain Tesco Kipa.
Robert’s Coffee
source: Robert’s Coffee
HAVI Logistics Turkey Grows With Its New Customers
Etiler Marmaris
Tesco Kipa
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.
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.
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 satisfied because it now has more time to concentrate on its core business. We are satisfied because we have the opportunity to share our resources with more customers.”
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 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 20th 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 benefits 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
21
Just a Moment markets,” Paula Thieme explains. “HAVI
Certified as an “Especially Authentic Employer”
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 difficult to find. 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 com-
Seal of Approval for HAVI Logistics from the Deutsche Employer Branding Akademie
petitors on the labor market,” explains Hans-Werner Krohn, Vice President Human Resources and Corporate Communications at HAVI Logistics.
HAVI Logistics has now become the
“Our
assessment
shows
that
HAVI
first logistics provider to be awarded the
Logistics’ internal operations enable it to
“Authentic 2012” seal of approval. This is
keep its promises to others,” explains
the result of the testing procedure called
Paula Thieme, academic manager at
“Deutsche
2012”
DEBA, putting it in a nutshell. The test
(“German Employer Brand 2012”). The
Arbeitgebermarke
of employer attractiveness included nine
procedure initiated by the Deutsche Em-
external and internal criteria for success
ployer Branding Akademie (DEBA) and
such as perception, profile, degree of
carried out by the GfK Group examines
identification and credibility. The survey
companies’ attractiveness and quality as
covered employees with many years of
employers. HAVI Logistics scored well in
service under their belts and new em-
particular because of the very credible
ployees as well, along with external
way it presents itself to the outside world.
young professionals, students and train-
Hans-Werner Krohn, Vice President Human Resources and Corporate Communications at HAVI Logistics
ees for various occupations. “This meth-
The company prioritizes authenticity and
od enables us to give the firms reliable
sustainability. “The face we present to
feedback about how convincingly their
the outside world must be congruent with
employer brand comes over on the labor
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
source: thinkstock / Green's Point Lighthouse, Newfoudland.
the certification 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 Paula Thieme, academic manager at DEBA
future HAVI Logistics will therefore launch measures for optimizing its employer attractiveness.
22
Staying Focused … An the end of May the HAVI Logistics
promise.” He also shared the five pillars
European Leadership Team met in
of the HAVI Logistics strategy for success:
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.
➊ Profitable 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
While these joint meetings have been going on for many years, this was the first time that only two logistics distributors were present to share best practices and
and building leadership capability
➎ Leveraging our environmental expertise to achieve acrossthe-board sustainability
hear from our key customer, McDonald’s.
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.
HAVI Group CEO Russ Smyth supported
Both distributors, HAVI Logistics and
Focus was the key theme of the meet-
the theme of focus by reinforcing the mes-
Martin-Brower, shared their sustainability
ing. Haluk challenged the team to seek
sage of doing a few things very, very well.
stories and were encouraged by Karl Fritz,
more opportunities to make all processes
He also challenged the team to leverage
Chief Supply Chain Officer of McDonald’s
common across the many countries HAVI
the expertise across HAVI in areas like
Europe, to spend more time together to
Logistics serves. According to Haluk, “We
packaging, supply chain management and
share best practices for the benefit of the
need to focus on less but deliver what we
sustainability to help gain new customers.
McDonald’s system.
“Forbes Diamond” and “Poland’s Most Productive Companies” for HAVI Logistics HAVI Logistics Poland
46 different categories. HAVI Logistics was
has achieved a high
ranked number 1 in the transportation
ranking in both the
industry. The report stated that HAVI
“Forbes
Diamonds
Logistics Poland “consistently implements
2012” and “Poland’s Most Productive
an employee-friendly company culture in
Companies 2011” competitions.
which commitment is translated into a distinctive company economic result.”
The Polish edition of Forbes magazine
Andreas commented: “Providing excep-
publishes a list of companies that have
tional services tailored to the needs of
increased their value most dramatically in
demanding customers is possible only
the past three years. These companies
with precisely defined operational
are dubbed “Forbes Diamonds” for attain-
indicators.
ing positive financial results in the years
prize provides an
2008-2010.
Andreas Roeder, Managing Director at HAVI Logistics Poland
One of Poland’s Most Productive Companies
“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.”
The company Profiles International reviewed the financial and operating results of 5,620 companies in Poland covering
This
independent evaluation of the reliability and efficiency of our processes and the high quality o service we provide to our customers.” alphabet abet I AUGUSTT 2012
23
source: café nero / Advertising