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www.shdlogistics.com December 2016 27
The Logistics 100 is a list of the UK logistics industry’s most influential players, selected by our panel of experts. In the following pages, read about what these key influencers think on topics including e-commerce, disruptive technology, Brexit, the revolution of the NHS and 3D printing.
TO NOMINATE SOMEONE FOR THE LOGISTICS 100 2017/2018 – VISIT WWW.SHDLOGISTICS.COM/LOGISTICS100
28 December 2016 www.shdlogistics.com
THE LOGISTICS 100
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STEVE ANSELL head of supply chain solutions, DB Schenker UK
Prof. Neil Ashworthchief executive officer, Collect+
STEPHEN BASEY-FISHER managing director, Century Logistics
Steve, as part of your role, you
work to join-up the supply chain to
make it more efficient. Can you provide
an example of where/when this has
been successful in 2016?
“There is never a dull moment in supply
chain management and after over 15 years,
I didn’t think there had been much I hadn’t
seen. However, 2016 has been an interesting
year with changes in the container alliances
announced, EU Referendum, Hanjin and
of course our own ambitions. This is where
supply chain practitioners like myself can
add value to customers by utilising all of our
experience, whether it be sheds of the right
size in the right location to support growth,
right equipment in airfreight or creating
agility and flexibility in the supply chain.”
Neil, how is the industry developing
better customer solutions in 2016/2017
and what can we expect in the next few
years?
“The next few years are going to see
further exponential developments in the
world of technology that in many ways
will be impossible to predict the impact of.
The next 20 years will feel like 200 have
passed. What is absolutely true is that the
role of customer influence in our decision
making and the strategic design of our
business propositions will only strengthen.
As a consequence, we will increasingly
need to develop customer-centric solutions
that are flexible enough to adapt to the
fast pace of change whilst maintaining
service excellence as a core capability.”
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Stephen, as a UK SME, how is Brexit impacting on the key decisions
you make as we enter 2017?
“We are all well aware of the immediate impact of Brexit with the pound falling
significantly but trading has generally held up. In my view, the most important
thing going forward is to remain optimistic underpinned by realism. Those who
embrace the change and seize opportunities will be the ones who prosper.”
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ALDA SUPPLY CHAIN ANDREOTTI DIRECTOR ARCADIA
STEVE HEAD OF SUPPLY ANSELL CHAIN SOLUTIONS DB SCHENKER UK
KEVIN MANAGING DIRECTOR APPLETON YUSEN LOGISTICS (UK)
Kevin Appleton is managing
director of Yusen Logistics (UK) and
a non-executive board member of
the FTA. He has been in company
leadership positions in 3PL and
logistics-using companies for
over 20 years – including FedEx,
Lavendon Group And Travis
Perkins. He believes in the power
of motivated people and well
thought-through use of technology
to enable better decisions.
PROF. NEIL CHIEF EXECUTIVE ASHWORTH OFFICER COLLECT+
RAY MANAGING DIRECTOR ASHWORTH DAF TRUCKS
STEPHEN MANAGING DIRECTOR BASEY-FISHER CENTURY LOGISTICS
ANDREW MANAGING DIRECTOR BAXTER EUROPA WORLDWIDE LOGISTICS
IAN MANAGING DIRECTOR BEATTIE KNIGHTS OF OLD
BEVERLEY SENIOR TRAFFIC BELL COMMISSIONER DEPARTMENT FOR TRANSPORT
CLARE ASSOCIATE DIRECTOR OF BOTTLE SUPPLY CHAIN COCA-COLA ENTERPRISES
Clare is working with her team
to champion a more diverse
workforce. In her spare time, Clare
is a director of Women in Logistics
UK and a trustee of the transport
charity Transaid.
ROY HEAD OF LOGISTICS & SUPPLY BRIEN CHAIN (PROCUREMENT) ROYAL MAIL
PROF. MICHAEL DEPT OF BROWNE BUSINESS ADMINISTRATION, SCHOOL OF BUSINESS, ECONOMICS & LAW, UNIVERSITY OF GOTHENBURG
www.shdlogistics.com December 2016 29
THE LOGISTICS 100
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ANDREW BAXTER managing director, Europa Worldwide Logistics
MICHAEL GEORGE director of logistics, Debenhams
PROF. SAMIR DANI head of logistics operations and hospitality management, Logistics Faculty at University of Huddersfield
Andrew, how is Brexit impacting
on the key decisions you make as we
enter 2017?
“The key thing for us, is whether or not
customs clearance will be re-introduced.
If it is, and that looks likely, then we need
to think carefully about the impact this
will have. It will require the recruitment
of significant numbers of staff to fulfil
this function. The introduction in customs
clearance will mean there will be a shortage
of skilled clearance personal. Also, delays in
processing goods are likely to mean more
goods are held in our transit warehouse.
How much additional space will this take up
and what are the implications of that?”
What changes and developments
are you expecting/predicting for the
logistics industry over the next five
years?
“The logistics industry will have to continue
its evolution at a fast pace, driven by the
online service demands and the need to
optimise the value generated in bricks and
mortar locations. Convenience will continue
to be a key driver in a multichannel
customer’s decision making, and as such,
Click & Collect will remain a key focal point
of retailer strategies. In response I expect we
will see unprecedented levels of investment
into Supply Chain Infrastructure over the
next five years which in turn will further fuel
the innovation in our industry.”
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Professor, as an expert in supply chain alignment and e-commerce, can you offer
insight on what’s around the corner for UK retail logistics?
“Some of the trends influencing retail logistics now and in the future will focus on driving
transparency, traceability, security, speed and at the same time flexibility. Big Data, Predictive Analytics and the Internet of Things
will provide greater engagement with the customer and logistics networks. Autonomous logistics solutions including drones and
autonomous trucks, along with automated warehouses, will create efficiency and flexibility in logistics operations. Transparency
and traceability along with supplier relationship management will be improved using newer technologies such as Blockchain.”
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JANE VICE PRESIDENT BURKITT EMEA PLANNING & LOGISTICS LEGO
Jane graduated in engineering and started her supply chain career at Kodak. From there she moved into various supply chain consultancy and interim roles, joining PepsiCo in 2009. As UK&I supply chain senior director she was accountable for in house ambient and outsourced chilled supply chains, as well as serving as co-chair of ECR for IGD. She recently joined the LEGO Group as Vice President EMEA Planning & Logistics. Outside of work she is a mother of two young children and a keen runner. She passionately believes that careers in STEM subjects and logistics in particular are a fantastic choice for girls and boys alike
FRANS MANAGING CALJE DIRECTOR UNITISED PD PORTS
ADRIAN CHIEF COLEMAN EXECUTIVE OFFICER WINCANTON
LYALL CHIEF CRESSWELL EXECUTIVE OFFICER TRANSPOR EXCHANGE GROUP
PROF. SAMIR HEAD OF LOGISTICS DANI OPERATIONS AND HOSPITALITY MANAGEMENT LOGISTICS FACULTY AT UNIVERSITY OF HUDDERSFIELD
MICHÈLE MANAGING DIRECTOR DIX CROSSRAIL 2
NICOLA HEAD OF DOBSON LOGISTICS DEVELOPMENT NEWS UK
JONATHAN SUPPLY CHAIN DOWNES DIRECTOR ABF WESTMILL FOODS
LIEUTENANT THE ROYAL CHARLOTTE LOGISTICS CORP EDWARDS
ROSS GROUP LOGISTICS EGGLETON & SUPPLY CHAIN DIRECTOR MORRISONS
Ross joined Morrisons from Lloyd
Fraser Group in March 2008 as
logistics development controller.
He previously worked for Asda in a
number of operational and central
logistics roles. He became logistics
director in March 2014 following
roles as transport and development
director. Ross with his team have
landed a series of breakthrough
changes into the network in recent
years which have delivered £40m
of benefit.
CHRIS EXECUTIVE DEPUTY ETHERINGTON CHAIRMAN PALMER AND HARVEY
30 December 2016 www.shdlogistics.com
THE LOGISTICS 100
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ANDREW GRIFFITHS managing director & regional head UK, Prologis Developments
DAVE HOWORTH supply chain director (UK, Ireland, Nordic), General Mills
What is the most important decision
you have made this year?
“The most important decision we made
this year, was to continue developing
speculatively. At the time of the Brexit
referendum, there was a hiatus in new
development. Customer demand remained
steady but the speculative pipeline had
dried up. Our customers rely on us to deliver
the facilities they need to operate efficiently,
so we decided to continue our measured
approach to speculative development with
a new wave of buildings in prime locations.
The first units are already on site.“
Dave, what new technology do you
predict will change how we do logistics
in the near future?
“Volume flow data control towers – whilst
not completely new technology, given that
there is still nearly 30% empty running, ever
increasing transport pressures associated
with driver shortages, congestion, cost and
environment together with an increased
appetite for supply chain collaboration.
Breakthrough technology that can truly
create meaningful visibility of cross-
company volume flows will be a game
changer in optimising transport operations
in the near future.”
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ROBERT KEEN director general, BIFAHow will you encourage the government to ensure the UK’s visible
import and export trade does not become overburdened by over
complicated trade procedures ahead of Brexit?
“Due to the lack of firm information from Government it is difficult to steer a
meaningful path without something tangible to work on. We have in depth
experience of life before the single market and free movement of goods so we are
educating Government of the possible barriers to trade when outside the EU and
how border declarations, transit guarantees and other obstacles will slow down
trade. We are also investing in educational material with distance learning as there is
likely to be a huge skills shortage in the international freight sector post Brexit.”
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DAVID CHIEF EXECUTIVE OFFICER FRANKISH NFT DISTRIBUTION OPERATIONS
In August 2006 David became CEO
of NFT Distribution Operations
after successfully leading a
management buyout supported
by Phoenix Equity Partners.
Subsequently he has steered NFT
to inclusion in the Sunday Times
/ Grant Thornton Top Track 250
Companies List for 2013 and 2014.
David has extensive experience in
the food and logistics industry and
was selected as a Midlands regional
winner in both the BVCA CEO of
the Year Award 2012 and the Ernst
& Young Entrepreneur of the Year
Award 2013.
MICHAEL DIRECTOR OF GEORGE LOGISTICS DEBENHAMS
MIKE HEAD OF LOGISTICS GOODHAND BRITISH RED CROSS
ANDREW MANAGING DIRECTOR GRIFFITHS & REGIONAL HEAD UK PROLOGIS DEVELOPMENTS
DAVID JOINT MANAGING GROCOTT DIRECTOR
GROCONTINENTAL
NICHOLAS MANAGING DIRECTOR, HALE VENTURES BT WHOLESALE
SIMON VICE PRESIDENT HARPER UK GROUND OPERATIONS FEDEX EXPRESS
JOHN CHAIRMAN HARVEY KESWICK ENTERPRISES
In 1984 John Harvey was heading
up Unilever’s logistics company
when he led an MBO to establish
Tibbett & Britten Group. Over
the next 20 years this business
developed from a £30m domestic
carrier into a 1,600m LSP, active
in 34 countries. After the 2004
Exel takeover, Harvey founded
The Keswick Enterprises Group to
invest in European supply chain
related businesses. Its portfolio
includes co-packing, sourcing,
freight forwarding, intermodal
transport, logistics and consultancy
services.
LINDSAY SUPPLY CHAIN HASELHURST & LOGISTICS DIRECTOR SCREWFIX
NICK MANAGING DIRECTOR HAY FOWLER WELCH
Having held a number of positions
in chilled and frozen distribution,
Nick joined Fowler Welch in 2010.
In recent years Fowler Welch, under
Nick’s leadership, has focused
on adding value to its customers
through a number of supply chain
collaborations including a joint
venture packing operation in Kent
and Carbon reduction projects
reducing CO² by 10% in five years.
JURRIEN HEAD OF HEYNEN LOGISTICS LAING O’ROURKE
GARY CHIEF OPERATING HODGSON OFFICER PEEL PORTS GROUP
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THE LOGISTICS 100
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Prof. John Manners-Bellchief executive, Transport Intelligence
TONY MANNIX chief executive offi cer, Clipper Group
What are your concerns (or not?) for
the logistics industry as we approach
Brexit?
“I have a huge amount of confi dence that
the UK’s logistics industry will successfully
deal with whatever the economic fall-out
of Brexit may be. Uncertainty is the main
problem at the moment and this may
impact on future supply chain investment
decisions unless politicians move swiftly to
start negotiations. However, there has been
a signifi cant boost to UK export trade from
sterling’s weakness and this will be a real
help for the international freight sector.”
Clipper has recently won several
Awards for its click & collect proposition
which has been described as ‘industry-
leading.’ Is being ‘fi rst’ risky business in
logistics in 2016?
“Clipper is a focused retail supply chain
thought leader, with a commitment to
match ability with agility. As a result of
the collaborative approach we have to
our customers, industry experts and select
third parties - we seek to identify the next
‘big challenge’. There is always some risk
attached to any new venture, but I’d argue
that it’s far riskier to ignore what is needed
next in our market.”
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KELVIN MANTLEhead of logistics strategy, Lidl UK
How is Lidl challenging outdated ways of thinking within its logistics
operation in 2016/2017?
“At Lidl, we like to keep things simple and we constantly optimise our processes
to drive out waste. Our distribution operation involves a single multi-temperature
vehicle delivering our entire product range from one of our distribution centres to
our stores. This fl exible delivery solution allows us to deliver products stored and transported at up to fi ve different temperature
ranges all on the same vehicle. This vehicle collects all returns and recyclables from our stores and delivers these back to the same
distribution centre for sorting. One distribution centre and one vehicle. Simple and highly effi cient.”
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MARK SUPPLY CHAIN HOLLAND DIRECTOR ASOS
Mark has had executive board roles
in pure play, omni-channel and
multi-channel retail environments.
During his time with ASOS, the
delivery proposition has been
transformed and Mark has
then focused on automating
the logistics infrastructure,
and laying down footprint in
key territories to support the
company’s international goals.
Prior to ASOS Mark was at House
of Fraser for fi ve years and built
the omni-channel infrastructure
to support the planned business
transformation.
DAVID HEAD OF SUPPLY HOUSTON CHAIN BAE SYSTEMS
DAVE SUPPLY CHAIN HOWORTH DIRECTOR, UK, IRELAND, NORDIC, GENERAL MILLS
JAMES BUSINESS ILLINGWORTH INFORMATION MANAGER WIDDOP AND CO
GRAHAM CHIEFINGLIS DEVELOPMENT OFFICER DHL SUPPLY CHAIN
AL GLOBAL CONTRACTS & JEORY SUPPLY LOGISTICS JAGUAR LAND ROVER
MALCOLM MANAGING DIRECTOR JOHNSTONE ACS&T
RICK GROUP OPERATIONS JONES DIRECTOR SPICERS
VICKY DIRECTOR OF KAYE SUPPLY CHAIN AO.COM
ROBERT DIRECTOR GENERAL KEEN BIFA
DAVE HEAD OF LOGISTICS KING STRATEGY & DEVELOPMENT SAINSBURYS SUPERMARKETS
KATHRYN OPERATIONS DIRECTOR LEWIS ADVANCED SUPPLY CHAIN
GLENN CHIEF EXECUTIVE OFFICER LINDFIELD GREAT BEAR DISTRIBUTION
ANDREW PROPRIETER MALCOLM MALCOLM GROUP
Andrew’s experience has covered
every practical and managerial
aspect of the Malcolm Group. He
started from school in the repair
workshops and progressed to
road foreman and later depot
manager. In 1989 he took over the
running of the Logistics Services
Division and was the driving
force behind its transformation
into a major, countrywide player
in the logistics sector. In 1994 he
became chief executive of both
divisions and joined the Grampian
Holdings Board in 1997. In 2005, he
successfully led the deal to take the
company back into private family
ownership.
JOHN CHIEF EXECUTIVE MANNERS-BELL TRANSPORT INTELLIGENCE
TONY CHIEF EXECUTIVE MANNIX OFFICER CLIPPER GROUP
KELVIN HEAD OF MANTLE LOGISTICS - STRATEGY LIDL UK
32 December 2016 www.shdlogistics.com
THE LOGISTICS 100
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Sue McGeorgesupply chain director, Kimberley-Clark
JOHN MUNNELLY head of operations, John Lewis
Sue, what changes and
developments are you expecting/
predicting for the logistics industry over
the next five years?
“I think there will be a huge amount of
change in terms of capacity, technology,
and consumer behaviour. The industry
can’t continue to do things the same way,
expecting the same results, anymore –
we need to work together to find new
solutions.”
Can you describe a specific pressure
felt by your operation in 2016/17 which
has demanded new and cutting-edge
innovation? How has it improved your
operation?
“Our main focus this year has been the
introduction of several new automated
solutions to accommodate the increased
volumes through our eCommerce channel,
including the introduction of a new fully
automated Hanging Garment solution
that will replenish our shops and facilitate
the consolidation of hanging garments
customer orders with other small items.
These new solutions will be fully put to
the test through the forthcoming festive
campaign.”
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PETER MANAGING DIRECTOR MASTERS MINI CLIPPER LOGISTICS
MIKE VP SUPPLY CHAIN MCCREESH UK & IRELAND OFFICE DEPOT
DWAIN CHIEF MCDONALD EXECUTIVE OFFICER DPD
SUE SUPPLY CHAIN MCGEORGE DIRECTOR KIMBERLEY-CLARK
JOE OPERATIONS DIRECTOR MORRIS HOME BARGAINS
PETER CHAIRMAN & CEO MORRIS HOWARD TENENS
JOHN HEAD OF MUNNELLY OPERATIONS JOHN LEWIS
MICHAEL EXECUTIVE VICE O’DONOGHUE PRESIDENT, UK, IRELAND & NORDICS CEVA
STEVE EXECUTIVE PARKIN CHAIRMAN CLIPPER LOGISTICS
ANDY LOGISTICS DIRECTOR PERRY THE COOPERATIVE GROUP
SHARON HEAD OF PETERS INTERNATIONAL SUPPLY CHAIN OPERATIONS MARKS AND SPENCER
ANNE CHAIRMAN PRESTON PRESTONS OF POTTO
ROBIN GROUP SUPPLY PROCTOR CHAIN DIRECTOR TRAVIS PERKINS
KEVIN CHIEF RICHARDSON EXECUTIVE CILT
ROB HEAD OF TRANSPORT RIDDLESTON AND LOGISTICS BARCLAYS CORPORATE
FABIAN HEAD OF SCHAEFER PROCUREMENT LIDL UK
ABZY HEAD OF UK & ROI SHAIKH DISTRIBUTION KELLOGG’S
MAJOR GENERAL CHAIRMAN DAVID J ROYAL LOGISTICS SHOUESMITH CORP
VIRGIL LOGISTICS SIMPSON DIRECTOR ALDI STORES
TIM CHIEF EXECUTIVE OFFICER SLATER NHS SUPPLY CHAIN
NICK LOGISTICS DIRECTOR SMART MULLER MILK & INGREDIENTS
ROB SENIOR VICE PRESIDENT SOEN SUPPLY CHAIN GKN
JIM CHAIRMAN SPITTLE GS1 UK
MARTIN SUPPLY CHAIN STABLES DIRECTOR SAINT-GOBAIN
SIMON HEAD OF LOGISTICS STACY HONDA MOTOR EUROPE
JAMIE UK COUNTRY STEPHENSON DIRECTOR AMAZON LOGISTICS
CHRIS CHIEF EXECUTIVE STURMAN FOOD STORAGE & DISTRIBUTION FEDERATION
RON IT & SHARED SWANSON SERVICES DIRECTOR UNIPART GROUP
JOHN GROUP SUPPLY TITMUSS CHAIN DIRECTOR UNITED BISCUITS
MARIN SENIOR ADVISOR TOMAS INTERNATIONAL MEDICAL CORPS
KATHERINE MANAGER TRAUTH LNG MARINE FUEL PROJECTS, SHELL
MICHAEL O’DONOGHUE executive vice president, UK, Ireland & Nordics, CEVA Logistics
How do UK logistics operations compare with their European equivalents in 2016/17?
“The UK logistics market, worth approximately £55bn, employs 1.7m people across 63,000
businesses with the top 50 companies representing around 40% of the market. It is one of the most mature and competitive
markets in Europe with exceptional standards of performance and service being the norm. Outsourcing of logistics remains
common in the UK, with European equivalents beginning to follow suit. Finally, growth in UK ecommerce exceeds other
European countries and has resulted in increased demand for delivery flexibility and frequency. This has created new market
opportunities in the UK which will reach European equivalents as their ecommerce levels rise.”
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THE LOGISTICS 100
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ROB RIDDLESTON head of transport & logistics, Barclays Corporate
TIM SLATER chief executive office, NHS Supply Chain
Rob, how are successful logistics
operations enabling growth in
2016/17?
“The successful logistics companies are
using technology, adding value and
ensuring they have strong personal
relationships with customers. Those that
adapt to change and if possible predict
or lead change will have that edge over
their competitors. Other key growth
factors will be winning new contracts from
customers outsourcing for the first time
and establishing new markets and areas of
activity as the ecommerce world continues
to grow strongly.”
Tim, the NHS is being
revolutionised. Can you share any of
the major – and unique – changes we
can expect to its supply chain?
“Lord Carter’s report on unwarranted
variations in NHS acute hospitals highlighted
the opportunity to reduce the costs of
procurement and supply by £750m
annually. To achieve this the NHS has to
standardise its product range and leverage
its spend on clinically approved products.
Standardising the approach to procurement
and supply chain in a more digitised
environment will be key to delivering
savings and supporting NHS efficiency
targets.”
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JIM SPITTLEChairman, GS1 UK
Jim, you have a track record of implementing significant changes at
major brands. What are the significant changes logistics operators need
to make in 2016/17?
“Change and continuous transformation is here to stay, we need to anticipate,
adapt and embrace. Do not think that the so called ‘disruptive technology’
is a burden, it is an opportunity to be exploited. 2017 and beyond will be an
opportunity to influence the government and other authorities on how best to
serve the U.K. PLCs logistics needs for the future.”
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CHRISTOPHER STURMAN chief executive, United Kingdom Food Storage and Distribution Federation
His forty five year career in the
logistics industry from early days
with TDG, NFC/BRC Southern, Ross
Youngs and Wincanton with wide
experience of operational, tactical
and strategic food supply chain and
logistics management, followed
by roles as Managing Director of
West Kent Cold Storage and Chief
Executive of Linq Alliance. Chris
also has undertaken high profile
consultancy assignments across the
supply chain and logistics sector in
UK, Europe, Central Asia and USA.
Chris previously served as a Board
member of FSDF. He is a Fellow and
past member of the Council and
Board, of the Chartered Institute of
Logistics and Transport UK, and is a
Transaid Ambassador.
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RON SWANSON IT & Shared Services Director, Unipart Group
What changes and
developments are you
expecting/predicting for the
logistics industry over the next
ten years?
“Without question the pace of
change will continue to accelerate
and challenge traditional IT
organisations, ways of working,
budgets and investment funds.
Senior management engagement
and support to drive innovation,
digitalisation of everything, IoT,
automation and cyber security is
essential to provide IT teams the
mandate and funds to invest in this
massive growth area to support
business growth and protection.”
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RUTH WARINGmanaging director & founder, Labyrinth Logistics Consulting & Women in Logistics
Ruth, can you provide an example of how you have worked with a
client to transform its operation in response to market demands?
“Devloping SilkThread and working with clients to improve their compliance
regimes has transformed the regulatory landscape for our haulage customers.
Directors can now see multi-depot status across the network and direct resources
where they are needed. They are also using it as a sales tool to demonstrate
compliance to prospect clients now that compliance is used so much.
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LUIS ZUBIALDE chief operating officer, Palletways Group
Luis, given the recent launch of
Uber Freight in the US, what are
your views on this, do you expect
it catch on in the UK, and what
effect would it likely have on the
UK pallet network sector?
“I am sure Uber as an internationally
recognised brand, will be looking at
extending its geographical footprint…
Initial indications suggest that it
will compete with freight brokers/
forwarders … To a degree what
Uber is doing is already happening
with online ‘resellers’ anyway…An
interesting aspect will be whether it
will look to sign up freight companies
on an exclusive basis – if they do it
will take them a while to grow…They
will target the mainstream for quick
volume – we operate in a very well
defined and really special side niche
sector. At Palletways we will continue
to live up to our reputation of service
excellence… in each of our networks.”
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34 December 2016 www.shdlogistics.com
THE LOGISTICS 100
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ALAN WHITE mananging director, Fresh Logistics/Fresh Pharma
PROF. RICHARD WILDING professor of logistics & supply chain strategy, Cranfield School of Management
Alan, with the supply chain being
increasingly pinched and margins
eroding in order to keep retail prices
relatively low, how challenging is it
for businesses to offer award-winning
service?
“In business the only real hard measure is
cost. Every other measure is a soft measure
and often ignored or not taken seriously,
which is a difference in the service and
solutions we propose. We look to be
different and offer a balanced product/
service. When you chase the cost curve, the
only output is that the cheapest supplier
will keep the customer until someone
else comes along and offers it cheaper.
Sometimes it is very tempting to offer ‘same
here’ products and service but you can’t
‘paddle the same canoe’.”
“Richard, what do you believe will
be the big disrupters to the UK logistics
industry over the coming years?
Two big disruptors. Brexit – an opportunity
to redesign and innovate logistics & supply
chain processes.
The ‘Uberisation’ of logistics and the
‘airbnbisation’ of warehousing and storage.
This has a potential big impact on both
transport and storage flexibility and costs
also enabling smaller providers to compete
with larger providers.
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➤ QA& CATHERINE WEETMAN
director, Re-think SolutionsCatherine, can you provide an example of how 3D printing is developing?
“Reebok’s ‘Liquid Factory’… is quite remarkable, because the fundamental footwear
business model has stayed the same for roughly 30 years, with production being
systematically outsourced to East Asian countries. Reebok is now thus partially
reversing that trend for a new line of sneakers, the soles of which will be 3D printed
using their custom liquid material and 3D drawing approach… at a new Lincoln-
based factory. Reebok’s team will not only be producing these parts, but will also
experiment with other 3D printing processes and footwear customisation.
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CHRIS SENIOR VICE TYAS PRESIDENT OF SUPPLY CHAIN NESTLE
Chris has been in the food industry
for 38 years, beginning with the
Mars Group. He has been with Nestlé
for over 30 years, predominately in
manufacturing across Europe as a
factory manager, but also in human
resources. He joined the supply chain
team in its creation in Nestlé in the
mid-1990s, helping to create the
function in the UK before going on
to be head of supply chain, IT and
business services for the UK & Ireland.
Chris became head of group supply
chain in July 2013.
GRAEME MANAGING DIRECTOR UNDY CONTRACT LOGISTCIS EDDIE STOBART
THOMAS CHIEF EXECUTIVE VAN MOURIK OFFICER CULINA GROUP
Thomas founded Culina back in 1994 taking the business from a single site and client in Market Drayton to where it is now with over 170 clients, 3,000 staff, 350 vehicles and an annual turnover of £250m. Thomas oversees the market leading operation, providing an award winning service to the businesses vast portfolio of food and drink clients. Culina provides warehousing and transportation services for chilled and ambient food and drink products.
TONY DEPUTY MANAGING WALKER DIRECTOR TOYOTA MANUFACTURING
MICHELLE PURCHASING WANG COMMERCIAL MANAGER ROLLS-ROYCE
PETER CHIEF EXECUTIVE WARD OFFICER UKWA
RUTH MANAGING DIRECTOR WARING & FOUNDER
LABYRINTH LOGISTICS CONSULTING, WOMEN IN LOGISTICS
CHRIS HEAD OF WARN SUPPLY CHAIN HOMEBASE HOME RETAIL GROUP
CATHERINE DIRECTOR WEETMAN RE-THINK SOLUTIONS
DAVID CHIEF EXECUTIVE WELLS FREIGHT TRANSPORT ASSOCIATION
ALAN MANANGING DIRECTOR WHITE FRESH LOGISTICS/ FRESH PHARMA
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