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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www.shdlogistics.com December 2016 31

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.”

➤ How is Lidl challenging outdated ways of thinking within its logistics ➤

RISING

STAR

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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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www.shdlogistics.com December 2016 33

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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