1. Deliver customised solutions that deepen clients’ reliance on our services |
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Enhance end-to-end
capabilities to enable
complex integrated
solutions design and
delivery. |
- Deliver value-add logistics activities either as point solutions or integrated solutions,
depending on client requirements.
- Develop or acquire specialised capabilities, and address gaps in growing regional markets
and selected industries.
- Develop or acquire international freight management capability to sufficient scale to
extend end-to-end solution offering.
- Deepen client partnerships by optimising supply chains and increasing total value created
for clients, to expand the scope and drive the maturity of outsourced services offered.
- Tailor solutions exactly to client requirements according to identified needs, including
bespoke application of specialised process, workforce and infrastructure management
systems.
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Combine longstanding
client relationships,
specialised capabilities
and geographical reach
to strengthen
competitive positions
in selected industries. |
- Enhance capabilities and develop strategic partnerships in selected industries to extend
industry leadership in South Africa.
- Leverage ability to provide access to end-consumers in challenging markets through
unique route-to-market solutions in the African Regions, including growing the
proprietary market aggregation model to provide access to smaller markets.
- Continue to invest in dedicated specialised assets to service longstanding contracts
in less cyclical industries in Europe.
- Analyse growth potential of existing industries based on current capabilities, competitive
advantages and legitimacy, and industry prospects, to select and prioritise industry focus.
- Leverage competitive advantages to establish and extend leadership positions in
higher-growth and defensive industries, within and across regions, in healthcare,
automotive, consumer packaged goods, and chemicals and energy.
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Leverage appropriate
regional operating
models to deepen
competitive
advantage. |
- Apply relevant operating models per region, customised to local market dynamics
and available expertise, underpinned by in-depth knowledge of fragmented and
underdeveloped 3PL markets in the African Regions and advanced markets in Europe.
- Continue to expand the Managed Solutions business, successfully developed in South
Africa, within the African Regions and Europe.
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Invest in client-focused
R&D priorities. |
- Drive innovation through hubs in Berlin and Cape Town set up for the rapid development,
testing and implementation of supply chain solutions tailored to client needs.
- Leverage partnerships with technology developers and clients to support operational
excellence and innovation.
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2. Combine people, partnerships and processes to ensure consistently excellent execution |
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Attract, retain and
develop employees
with the right skills
at every level of the
organisation. |
- Continue to support customised solutions through specialised workforce training and
management, and health, safety and environment (HSE) training and management.
- Improve the employee value proposition to compete effectively for skilled and talented
employees.
- Embed integrated talent management and training and development processes to ensure
the right skills now and for the future as the business evolves, in support of deepening its
exposure to selected industries and enter new markets, and drive digitisation and
innovation.
- Retain and develop management teams of acquired businesses to preserve client-centric
agility, entrepreneurial flair and local relevance.
- Leverage core people data to improve skills development and resource allocation.
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Ensure business
partners (and
specifically sub-contractors)
align
to operational,
transformation and
ethical performance
requirements. |
- Ensure sub-contractor quality of service and performance through defined KPIs, managed
and measured, and made available to suppliers through a supplier portal.
- In road safety practices, hold transport partners accountable to the same safety
standards as our own companies, with compliance ensured through regular audits
undertaken by risk teams.
- Hold workshops and one-on-one information sharing sessions with transport service
providers to help them improve their B-BBEE ratings in South Africa.
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Drive systematic
digitalisation to
continually improve
service excellence and
process leadership. |
- Apply pragmatic and cost-effective approach to continuous improvement and internal
efficiencies.
- Systematically digitise processes to reduce complexity and costs, improve strategic
decision making and resource allocation, and increase visibility and transparency in the
client supply chain.
- Continue to implement strategic IT projects:
- Logistics solution to support business growth, reduce administration and the
development of scalable solutions for clients.
- Transport management system to enable operations, provide visibility across fleets,
and facilitate process optimisation.
- Client relationship tool to improve management of client accounts.
- Standardised system for real-time, accurate accounting functionality and improved
interface with clients and suppliers.
- People management system providing cutting-edge people and payroll functionality
to deliver improved business analytics and reporting capabilities, to underpin talent
management and succession planning.
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3. Ensure legitimacy in demanding markets to underpin competitive advantage |
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Meet and exceed
requirements in
selected industries
to minimise clients'
supply chain risk. |
- Retain contracts with top clients and enhance credibility among multinational clients,
supported by an ability to work effectively in different markets and regions.
- Comply with international best practice requirements, in tandem with local laws,
regulations, standards and codes to enhance legitimacy in highly competitive and
demanding industries.
- Ensure responsible product safety and other HSE requirements are maintained.
- Maintain strong relationships with labour unions.
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Respond proactively
to socioeconomic
imperatives to
maintain local
relevance. |
- Improve B-BBEE credentials by concluding black ownership transaction, enter into
partnerships and accelerate employment equity and enterprise and supplier development
to underpin competitiveness and extend market leadership in South Africa.
- Ensure local relevance in view of national imperatives such as job creation through local
hiring and partnership
- Maintain constructive relationships with regulators and governments.
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Understand and
address the risks and
opportunities as the
structure of markets
change. |
- Leverage current capabilities to move into new markets, for example, business-toconsumer
capabilities (Palletways) and specialised micro delivery capabilities (in Africa)
to capture e-commerce opportunities.
- Understand the impact of technological advances and new business models on specific
industries as processes are digitalised and the structure of markets change, and adapt
accordingly.
- Assess and mitigate the impact of climate change on capabilities and markets.
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