Aug 18, 2015
Introduction
CEVA Logistics• Formed in August 2007 as a result of the merger of TNT Logistics and EGL Eagle Global
Logistics and is one of the world’s leading logistics companies
• Provides end-to-end design, implementation and operational capabilities in freight forwarding, contract logistics, transportation management and distribution management
• Offers every customer a service tailored to their specific needs, built on our broad experience across a broad range of market sectors.
• Has particular expertise in automotive and tires; technology; consumer and retail; industrial; publishing; energy; aerospace; and healthcare
• Employs over 44,000 people • Runs a global network with more than 1200 facilities in more than 170 countries.
• Reported revenues of US$8.5 billion at 31 December 2013
Ron Wezel MBA, MBB• 1991- 1998: Applied Materials, Senior specialist
• Automation of supply chain management (SCN) for the semiconductor industry ,• For customers: Intel, Motorola, Phillips Semiconductors, Siemens
Microelectronics.• 1998-2003: GE Blackbelt
• Deploying lean six sigma (LSS) & change acceleration program (CAP) within GE businesses.
• Business to Business e-commerce LSS/CAP programs/services delivery to:• Tesco, Hewlett Packard, Florecom (Dutch Flower Auctions), Gemeentelijke Basis
Administration (GBA) and ABN AMRO, and more.• 2003-2008: PWC Master Blackbelt (MBB) & Principal manager performance improvement,
• For customers like: Stork, PCM, Vodafone, Heineken, ICTRO, UWV• PWC Lead trainer Performance Improvement
• 2008-2013: Yokogawa QHSE manager, MBB• Global MT member performance improvement , HSE, sustainability & risk mgnt. • QHSE asssurance for industrial automation projects at pharma, oil & gas sites
• of Gazprom, Shell, BP, Exxon Mobil, Chevron, Total, ENI.• 2013-now: CEVA Logistics: Global Director
• Enterprise Risk Management, Health, Safety, Sustainability • Global Strategy Team member
Leveraging the power of Lean Six Sigma to reduce wastefull behaviourand deliver sustainable results
AgendAOngoing developments around us
Impact of these developments on our business & work environment
Impact of these developments to Lean Six Sigma
The Social & Environmental Revolution
WHAT do Others KNOW about me?Digital Vingerprint(s)
I don’t know…what I don’t know, But when I knowDo I like to know, Or should I have known?
Every moment DATA is generated & collected about.….
Who, what, where, when, how, why
Sustainability & Big Data Impact on Processes
VISIBILITY
Past
Present
Sustainability PRESSURE on processes:PUTs IncreasingTRANSPARANCY
Producer Transport Logistics Distribution Sales-point Consumer
Producer Transport Logistics Distribution Sales-point Consumer
Customer
Customer(N)GOInvestors & otherStakeholders
CausingCustomer
--Context--EXPECTATIONS
toEVOLVE
1990 2014
Sustainability Impact to Value Chain Performance
Revenues• Creating New Business models• Collaborating to develop new markets• Innovating to develop new products & services
Brands• Focussing on showcasing & innovations• Collaborating to increase transparancy• Engaging employees, management & investors
Cost reduction• Improving energy efficiency• Streamlining supply chains & logistics• Innovating with customers & suppliers
Enterprise Risk Management (ERM)• Protecting License to Operate• Integrating Bottom-line sustainability operations with ERM• Diversifying business model & operations
Value Chain Performance Management
Governance Resiliance SustainabilityProcess - Adaptability - Environmental- Learning - Situational - Social- Particpation Awareness - Governmental- Accountability - Keystone - EconomicalStructure Vulnarability- Polycentric- Self Organisation- Adaption
Inn
ova
tio
ns
Less Certain, Long TermCertain, Short Term
Mit
iga
te
Sustainability Impact on how 2 manage the Company
Sustainability
Customer Satisfaction Management & Employee Satisfaction
Stakeholders(N)GO
Satisfaction
Value Stream
(BIG) DATA
BUSINESS SYSTEM ENVIRONMENT
LEAN MANAGEMENT
Do you know theCustomer & Businessrequirementsimplicit & explicit?
Are your Customerrequirements met?
Do you have a fulllicense to operate?
Do youmeet
Customer needs
effective & efficient?
Do you knowwhat to improve?
Do you knowwhat improvements mean to
your business model & system?
What Valueis created for the
Customer &your Business?
BUSINESS PERFORMANCE LEAN BUSINESS MODEL
CustomerDriven Strategy
Organization& Talent
Lean Performance Management
OperationalExcellence Culture
Enterprise Risk Management
Mission & Breakthrough Objectives
Sustainability Impact on how 2 SELL Products & Services
Consideration
Evaluation
Experience
LoyaltyBond
CompanyInfluence Loop
Purchase
The Dynamic Customer Decision Journey
Self Expression
Post PurchaseResearch
ValidationSentiment
Brand StrengthReputation
Introduction
Discovery
Advocate
CommitmentSentiment
Experiment
ReconsiderSentiment
Experts
ReviewsEngagement
Track records Events
Feedback
Formulate
Pre-Commerce
Commerce
Post-Commerce
Passive
Active
Which makes Lean Six Sigma, more than ever ESSENTIAL
WasteManagement
CustomerRequirements
CompetitiveAdvantage
SustainableProfitability
Efficiency &Effectiveness
EmpowerEmployees
Data basedDecisions
Safety inDesign
StakeholderEngagement
ControlledChange
RiskMitigation