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alphabet 27
THE HAVI LOGISTICS MAGAZINE
04 2013
Innovation:
Don’t Talk
About It, Do It!
A New Understanding of Innovation
04
Deliveries
on Time
and Correct
The Push Service
Is the Future
06
CargoCap:
Innovative
Transport for the
Russian Market?
21
Real “American
Way of Life”
at America Graffiti
Restaurants in Italy
Content
12
4
3
6
Innovation
Editorial
Development
4
Deliveries on Time and
Correct, Without Even
Ordering
6
CargoCap: Innovative
Transport for the Russian
Market?
8
Successful Startup
of OMV’s Business
in Romania
Enlargement
12
Innovation:
Don't Talk About It,
Do It!
21
Real “American Way of Life”
at America Graffiti
Restaurants in Italy
14
16
17
Open for New
Developments: Success
Through Innovation
22
Win-Win-Win with STATOIL
Just a Moment
Interview with Rafael Gomez
Looking for Innovations?
– Ask the Employees!
23
Delivering on the
Promise of Sustainability
Dynamic Daily Delivery
Planning with Paragon
18
20
Minister of Agriculture
Congratulates HAVI
Logistics and McDonald’s
HAVI Logistics Relaunches
Corporate Website
Improvement
Environment
9
10
11
14
The Future of Supply Chain
Optimization
New Member of European
Leadership Team
Increase Innovation by
Accepting and Promoting
Diversity!
HAVI Logistics Hungary
Invests in Sustainable
Waste Management
Publishing Information
Proprietor:
HAVI Global Logistics GmbH
Publisher:
Hans-Werner Krohn
Content and Style Editor:
Jasmin Schürgers
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:
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Hans-Pfitzner-Str. 31
47057 Duisburg, Germany
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Editorial
Dear friends and partners
of HAVI Logistics,
20
Today, innovation is much more than
creating new products and services. It is
about reinventing business processes,
targeting unmet customer demands and
establishing new markets. There are big
opportunities in every part of our company “to make it happen” – be it Operations,
Finance, IT or HR. We have to encourage
our people to continue looking for new
21
opportunities and to stay ahead of the
market and the competition. We have to
be pro-active and take some calculated
source cover: fotolia: isolated light bulb© PRILL Mediendesign · source p. 3: fotolia /Tom + panthermedia/Liane Matrisch · source p. 4: www.mcdonalds.de
source p. 6: www.cargpcap.de · source p. 12: www.bessergehtsimmer.at · source p. 21: America Graffiti
risks and chances.
has guided and helped us greatly in this
In the new, open innovation approach,
respect. We are working together with our
most innovation activities are shifted to
customers to develop a fully integrated
the consumer. “Mass customization” and
state-of-the-art supply chain. We have al-
“open innovation” are already determining
ready achieved a lot but still have much to
the way companies do business. Think of
do. I want HAVI Logistics and our 5,745
BMW, which is now mass producing the
employees to be open for new ideas and
car body and letting its customers cus-
concepts. As we add new services to our
tomize the interior so that the final prod-
portfolio such as “Push for Standard”
uct will reflect their individual needs. By
and the MDM service, update our sys-
adopting “mass customization,” BMW is
tems with cutting-edge technologies such
combining the economic advantages of
as ROP iOPS, present the sustainable
mass production with the individuality and
innovations generated by our Efficient
exclusivity of customization.
and Sustainable Logistics initiative, and
successfully expand and implement our
Therefore, the location where value is
SVC customer base, we are preparing in
created has changed. By including outsid-
the best possible way for the future.
ers in an internal development process, a
company is ideally able to have the best
In this issue of alphabet, we want to
of both worlds. We have learned that it
inform you about all of these activities and
is not only important to give our custom-
projects.
ers a voice but also to include their competencies, creativity and capabilities by
supplying them with the necessary tools.
All of this comes with nice side effects
such as increased speed, cost reduction,
Let us see together where the future will
take us or rather where we will take the
future!
Yours sincerely,
effectiveness and – most importantly –
customer satisfaction.
As a supply chain integrator, we adopted this mindset years ago; McDonald’s
Haluk Ilkdemirci, President HAVI Logistics Europe
alphabet I APRIL 2013
3
Development
Deliveries on Time and Correct,
Without Even Ordering
source: www.mcdonalds.de
source: www.mcdonalds.de
Last year 22 McDonald’s restaurants joined us for a very comprehensive trial of
our expanded “Push for Standard” service. During the project with the working
title “GauDi Full Scope,” we worked hand in hand with McDonald’s Deutschland to
examine the feasibility of HAVI Logistics assuming responsibility for ordering the
entire food assortment for our customer McDonald’s.
4
HAVI Logistics Germany launched
its “Push” service in 2004, based on the
idea of relieving McDonald’s restaurants
of responsibility for ordering. If a restaurant subscribes to the Push service, HAVI
Logistics ensures that it is always supplied with the right quantities of the materials it needs without having to do its own
ordering. If the restaurant suddenly has a
shortage, it informs HAVI Logistics and
the necessary items are then delivered.
The costs of this unscheduled delivery are
carried by HAVI Logistics.
After the initial tests, the advantages rapidly
became obvious. The restaurants with the
Push service increased their sales of Food
Promotion and Happy Meal articles (“Pool
& Push”) and at the same time reduced
the residual amount of goods. By 2007,
the system had been rolled out throughout the market.
In the two years that followed, we used
GauDi (German automated Distribution)
to find out which of our logistics services,
such as Push, Invisible Delivery, Inventory
Management and Pay Upon Use, we had
to develop to satisfy the demands of the
entire market. The results indicated that
the Push service should also be offered
for standard materials.
source: www.mcdonalds.de
head of the planning department at HAVI
Logistics Germany. However, the trial also
showed that some materials are just not
suitable for the Push system. “We will only
integrate those materials into the Push for
Standard service which generate added
value for the McDonald’s system,” concludes Alexander von Saurma, Managing
Director Supply Chain Management and
Inbound.
Finally, in 2009 we started offering the Push
service for deep-frozen and fresh standard materials, under the name “Push for
Standard.” Today all 1,448 McDonald’s
Restaurants in Germany benefit from Pool
& Push, and 900 from Push for Standard.
Assuming responsibility for ordering has
thus become part of our standard services
for the German market. Extending Push
for Standard to cover additional product
groups was the next major goal we set
ourselves at the beginning of 2012 with
the GauDi Full Scope trial. Over a period
of five months, we assumed ordering responsibility for the whole food and paper
assortment at 22 restaurants.
The trial was supported by our ordering
platform ROP iOPS, which was introduced two and a half years ago (see our
article on the development of ROP iOPS
on page 19). ROP iOPS was configured
for the participating restaurants such
that HAVI Logistics had responsibility for
all food and paper orders over the following months. From that moment on,
our restaurant planners required complete
information about the consumption and
sales of all Push materials in the restaurants from the planning system. Our Field
Service Team provided intensive support
to the employees in the restaurants to
help them in this task.
The resulting data formed the foundation
for requirements planning and calculation
of the delivery quantities for each restaurant. Each of the 22 McDonald’s restaurants receives its supplies of deep-frozen,
fresh and dry goods, and salad about three
to four times per week – without ordering
anything itself. This means that during this
period we have automatically delivered
materials that account for around 95 percent of turnover in these restaurants.
“The Push service
is the future.”
GauDi Full Scope has shown that assuming responsibility for ordering promotional
materials, deep-frozen and fresh items,
and some of the dry goods works well
and relieves the workload on the restaurant employees. “The Push service is the
future,” said one franchisee, and about 90
percent of all the restaurants graded the
quality of the tested services as “good.”
In addition to positive feedback, the trial
also clearly revealed the material sectors
where we still experience limitations. One
of the greatest challenges was the Push for
salad materials. “Here we have to adapt
our processes and those of McDonald’s,
and drive forward the necessary technologies, for example integrating information
on the best before dates into the inventory
and planning system,” explains Arne Nöll,
Alexander von Saurma, Managing Director
Supply Chain Management and Inbound
We continue to work towards our goal of
relieving the McDonald’s employees by
taking over the responsibility for ordering all the materials. In cooperation with
McDonald’s we need to drive forward the
development of appropriate solutions in
this area. Our close partnership with
McDonald’s and the restaurants involved
has shown very clearly that together we
are on the right track.
source: www.mcdonalds.de
Taking on responsibility for
ordering as a standard service
Arne Nöll, Head of the planning
department at HAVI Logistics Germany
alphabet I APRIL 2013
5
Development
CargoCap: Innovative Transport
for the Russian Market?
As a logistics company we depend on our trucks. How else are we to transport our
goods? For several years now our response has been: by rail, on waterways and
through the air! In 2012 HAVI Logistics Russia studied the underground transport
system CargoCap, another innovative option for replacing some of the transports
by truck.
The underground transport system
ported in aerodynamic capsules called
or by the weather conditions. CargoCap
“Caps” that can hold two euro pallets
Theodor W. Hänsch, Nobel Prize winner
does not have any negative impact on the
source: www.cargocap.de
native to the roads. The goods are trans-
6
the Caps on track. These computer-
CargoCap is one of the
“100 products of the future:
groundbreaking ideas that
-will change our lives”
CargoCap is the fifth transportation alter-
controlled capsules are not affected by
congestion in above-ground road traffic
each. Trailing wheels take over the bearing
environment, either from noise or from
function, while lateral guide rollers keep
exhaust.
source: www.cargocap.de
Two euro pallets arriving at gate destination
Christian Nowak, Regional Director Eastern
Europe and Managing Director of HAVI Logistics
in Russia
For HAVI Logistics in Russia, this innova-
daily salad transports. Furthermore, trans-
tion (developed in Germany) could be an
portation would be fully automatic and
alternative to truck transports within the
would also bring benefits in relation to
Food Towns. For example, CargoCap
costs, use and environmental impact.
could be used at our site in Moscow,
where we need many truck transports
every day to cover the distance between
the producer of the baked goods and our
Distribution Center.
Whether CargoCap has a chance of being
used in Alabuga, or possibly even in our
Moscow Food Town, depends largely on
the legal provisions applicable in Russia.
Clarification is needed not only of owner-
In 2015 a second Food Town will be com-
ship of the land connecting the Distribu-
pleted in the Russian town of Alabuga,
tion Center and the producer under the
right close to a salad-processing com-
ground, but also of which regulations
pany. HAVI Logistics will build next
HAVI Logistics will have to satisfy in order
door to a bakery. The salad producer’s
to build the new transportation system.
existing buildings are not physically
We do not expect a decision on construc-
connected either to the bakery or to our
tion of the transport system before the
Distribution Center. CargoCap could en-
beginning of 2014.
“The advantages for us as a logistics
service provider are obvious: The study
concluded that CargoCap is a longterm, effective and sustainable solution for the planned Food Town
in Alabuga in particular. If we transport the goods using CargoCap,
we will considerably reduce the
associated CO2 emissions in comparison
with transport by truck.”
source: www.cargocap.de
able us to do without trucks for the many
alphabet I APRIL 2013
7
Development
Successful Startup
of OMV’s Business
in Romania
Since 2010 HAVI Logistics has been
supplying the VIVA shops at the OMV
filling stations in Bulgaria, Serbia and
Slovakia. Tapping into these markets
has laid the foundation for the development of a successful international partnership. As a result in 2012 we started
to provide logistic services to the OMV
subsidiary OMV Petrom Marketing
(OPM) in Romania. Since then our Romanian company has grown impressively and all its customers are more
than satisfied.
OPM is a leading oil and gas producer in
South Eastern Europe. The company is
the largest in Romania with nearly 28,000
employees and 546 filling stations representing the OMV and Petrom brands. The
preparation for the startup of the OMV
Christian Lenth,
Senior Manager
Business Development
Central Europe,
HAVI Global Logistics
GmbH
“Rolling-out our strategic business
with OMV to their biggest market Romania has lifted our cooperation to the
next level. In the course of preparing the
go-live, OMV and HAVI Logistics refined
the process template designed in the
pilot implementations and thus created
the basis for another improvement step
in all four OMV markets served so far by
HAVI Logistics. Additionally, the Romanian company’s volumes enable OMV to
increase the share of products directly
sourced from producers and supplied
to all OMV markets – even those where
HAVI Logistics is not supplying OMV’s
filling stations directly.”
8
business was a long and difficult process.
It took more than one year during which
time our Romanian colleagues were leasing trucks, handling equipment, recruiting
hundreds of employees and finally planning, renting and equipping two additional
Distribution Centers located in Transylvania
and Bucharest. Today we deliver up to
1,700 different articles to all the OMV filling
stations in Romania.
The processes run smoothly
During the implementation of the OMV
business HAVI Logistics Romania grew
from 80 to nearly 350 people in a short
time. New tools developed by our IT organization and dedicated colleagues
from Master Data Management (please
read also the article on page 18) played
an important role in starting the new business. Our Customer Service department
established close and good relationships
with OMV employees from the beginning
and continues to develop these relations.
The implementation of Paragon software
(see article on page 10) supported the
transport team in their efforts to carry out
complex route planning for all of OMV’s
delivery points.
HAVI Logistics Romania overcame the
many challenges that arose during the
very complex starting phase and quickly
brought the services for OMV up to a
stable level. The new business also gives
us the opportunity to improve our services
for McDonald’s by using the Distribution
Center in the Transylvania region, which
was constructed to meet the needs of
both clients. “We have had a very good
operational performance from the very
first deliveries without any negative impact on the quality of McDonald’s operations,” says Nerijus Vabolis, Managing
Director of HAVI Logistics in Romania.
“With the DC in Transylvania we also
provide an optimized infrastructure and
cost savings to McDonald’s and its 65
Nerijus Vabolis (2nd from rt.), Christian Lenth (right)
restaurants in Romania; this means shorter routes and better lead times for deliveries in the western part of the country,” he
adds.
Good performance
and satisfied customers
Our “one-stop shopping” concept frees
up valuable extra time for OMV staff. For
the operators of the OMV gas stations,
that means a bundled order for fresh,
frozen and dry goods. There's just one
delivery, just one bill, and therefore less
paperwork. A delivery stop made by a
HAVI Logistics truck lasts only 20 minutes;
the order is brought into the warehouse in
roll-cages, and then the employee in the
gas station shop has 24 hours to check
the delivery. This saves hours of time for
each gas station. This is valuable time
that OMV staffers can use for doing other
tasks – and thus for their core business.
“The positive feedback from our customers and our own key figures show that we
can be proud of what we have achieved
here,” says Nerijus.
The success of the implementation was
confirmed by a customer satisfaction survey which was conducted last year. HAVI
Logistics Romania got one of the best
scores both for McDonald’s and OMV.
Environment
Delivering on the
Promise of Sustainability
The logistics and distribution portion of a supply chain, by its very nature,
poses significant sustainability challenges. Energy usage, fuel consumption and carbon emissions are all necessary by-products of the warehousing
and transport of product, especially
when temperature control is required.
While it cannot be eliminated, this environmental impact can be significantly
reduced through a variety of practices.
This initiative has been supported and
advanced since 2012 by an Efficient
& Sustainable Logistics Team (ESL)
founded specifically for this purpose.
The ESL is supported by the external
agency “The Neutral Group” and led by
Rafael Gomez, Regional Director South
Europe and Head of European Operations Development. He is convinced that
“reducing our carbon footprint and operational costs will have a positive impact on
HAVI’s growth and profitability.”
In 2012, the ESL completed an internal
review of sustainability best practices
across our temperature-controlled food
and non-food logistics operations, including 70 distribution centers in 33 Asian and
European countries. We looked at ways to
save energy and reduce carbon emissions
through efficient use of energy within our
distribution centers; continuous reduction
of fuel consumption; continuous improvement and optimization of our network
design; transport routing and scheduling
to reduce driven kilometers per tonne delivered; and increased use of renewable
energy. During the process, the ESL team
also created common energy and carbon
emission efficiency measures to facilitate
reporting, performance measurement and
comparison across our operations.
The team is now in the process of implementing country-specific plans to ensure
that all sites are applying the identified
best practices and achieving “best demonstrated” levels of logistics energy efficiency. Using our common measurement
framework, we found that in 2011 we reduced our CO2 per tonne delivered by 3%
in Europe. Based on ESL project the CO2
per tonne delivered (Warehouse & Transport combined) can be reduced by 29%
for Europe in the next 5 years.
A few of the best practices being used in
HAVI Logistics’ operations are listed on
the right.
alternative energy sources for
distribution centers including
solar panels, photovoltaic
systems, windmills and heat
recovery systems
energy-monitoring systems and
HFC-free, energy-optimized
refrigeration systems
more sustainable rail and waterway transport, more efficient
truck design, and driver training
to optimize fuel consumption
network and route planning to
reduce the number kilometers,
traveled per tonne delivered
alternative truck fuels such as
biodiesel, biogas and natural gas
co-location of supplier production facilities with a HAVI
Logistics distribution center so
that the finished product is simply delivered “over the wall” for
immediate distribution to retail
outlets, eliminating significant
inbound transportation costs
and CO2 emissions. (Today,
HAVI Logistics has 11 of these
“food towns” in nine European
countries.)
complete reporting and monitoring systems that track our
carbon footprint (CO2 per tonne
delivered), our energy efficiency
(kWh per tonne delivered) and
our % use of renewable energy
in all our operations.
source: © Image Source - Fotolia.com
Rafael Gomez,
Regional Director
South and head
of HAVI Logistics’
European Operations
Development
“I am sure that all of this together will
make this initiative a success story increasing the efficiency and sustainability
of our operations to a level that will make
us industry leaders in sustainability.”
alphabet I APRIL 2013
9
Environment
Dynamic Daily Delivery
Planning with Paragon
By using a new automatic routing and scheduling software from Paragon Software Systems, we are aiming
to reduce transport costs while lowering emissions
and enhancing service to our customers.
We have chosen the routing and scheduling software from Paragon to support this
aim, to adapt better to fluctuating delivery
volumes, and to further improve transport
efficiencies. We also use the software for
strategic planning, where it helps us to
model efficient and cost-effective routes.
Fewer kilometers,
less CO2 emissions
Maciej Witkowski, Transport Manager in our Polish
Distribution Center in Poznań
The processes at HAVI Logistics are
what make us unique. Whether it is the
control of the cold chain or the reliability
of our arrivals at our customers – just to
name a few – they are what define the services of our company. With this in mind
our European Operations Development
(EOD) team started analyzing our current routing situation a couple of years
ago. The aim was to define routing process improvements that would make us
even more successful at increasing our
efficiency levels and reducing the carbon
footprint of our operations.
10
“Of course implementing a route planning
tool is not an innovation per se. However, it enables us to actually innovate
our processes and thereby improve the
quality and efficiency of our services to our
customers,” says Conor Planz, Senior Manager Transport, EOD at HAVI
Logistics.
Once we have achieved the targets of
the New Routing Concept Program, we
will have agreed standard route plans
with exact arrival times with our customers just as we do today. We will also have
the opportunity to attain higher efficiencies by carrying out simulations together
with our customers to further optimize the
route plans. This can be achieved, for example, by specifying a two-hour window
for deliveries. With this approach, we will
increase our customers’ logistics efficiency while at the same time maintaining the
levels of customer satisfaction based on
the information about delivery times and
our punctuality. The exact time of delivery
within this two-hour window will be automatically communicated to our customers
1-2 days in advance.
“The advantage is that we can react better
to volume fluctuations while still allowing
our customers to plan their staff the way
they are used to,” says Conor about
Paragon.“ In summary we expect savings
of 3 to 8%.” HAVI Logistics in Poland implemented this new process for a limited
number of customer locations in February
and is already seeing the expected savings in terms of kilometers and associated
carbon emissions.
In addition to these operational improvements, Paragon will help us to integrate
new customers. By generating routes that
include deliveries to both new and established customers, this software package
will help us to realize important gains in
transport efficiency.
Arrived at destination
The scope of the Paragon roll-out initially
covers 10 HAVI Logistics companies
which will receive their own planning
licenses and will also be linked to our ordering platform ILOS. It is also planned to
reach out to all other HAVI Logistics companies from this base in order to streamline the creation of standard plans and
routing scenarios and improve the resulting route plans. “We are firmly convinced
that we will reach our very ambitious goals
using Paragon,” explains Conor. “Paragon
is bringing us to the next level. We will be
able to carry out more detailed planning
and to present scenarios to our customers which clearly demonstrate the effects
of our high service quality.”
Paragon Software Systems is a
market leader in transport optimization
with over 2,300 routing and scheduling
systems installed at more than 750 client sites in 45 countries. Paragon helps
companies to reduce transport costs by
up to 20 percent through the more efficient deployment of vehicles and drivers.
Headquartered in Dorking, U.K., and with
U.S. offices in Dallas, Texas, Paragon is a
respected pioneer in routing and scheduling with over 30 years of knowhow.
HAVI Logistics Hungary
Invests in Sustainable
Waste Management
When HAVI Logistics Hungary recently introduced a
selective waste collection system, it wanted to immprove waste collection and disposal at the company
ny
and at the same time help to improve the overall waste
ste
management situation in Hungary.
Several months ago our team in Gyál
foundation has been laid for about 50 per-
As part of the company’s campaign for
took the surprising step of letting employ-
cent of the population to sort their waste.
more sustainable waste management, its
ees use the new system to dispose of
Nevertheless, only about one-fifth of do-
over 100 employees can now bring house-
household garbage. Although a new waste
mestic waste is actually recycled, accord-
hold garbage to work and deposit it in
management law came into force in
ing to estimates made by waste manage-
receptacles provided for this purpose. To
Hungary at the end of 2012, sorting and
ment experts. One of the main reasons
make the entire workforce aware of this op-
pretreatment of domestic waste are still
for this low figure is that the collection
tion, Managing Director Zoltan Valentinyi
not widely practiced. So far the technical
points are too far from people’s homes.
launched an in-house publicity campaign
Experts believe this percentage could be
and had information posters hung up all
raised by sorting waste directly where it is
over the DC. According to the MD, the
produced. However, sophisticated waste-
employees welcome this opportunity to
sorting and collection solutions are too
get rid of some household garbage in an
expensive for most municipalities.
ecologically sound way.
Now HAVI Logistics Hungary has made
The selective waste collection system in
a real contribution to sustainable waste
Gyál is totally in keeping with the idea
management by investing in a state-of-the-
of sustainability since it offers both
Richard Medcalf, Finance Manager
art selective waste management solu-
economic and ecological benefits.
des for the
tion. The new system provides
In Hungar
Hungary a kilogram of PET
s of waste,
collection of various types
brings in 1
15.40 euros, for example.
er and PET
e.g. used cooking oil, paper
HAVI Logi
Logistics’ initial investment
bottles, and its subsequentt transport
of around 350 euros, spent on ad-
ith the new
to a recycling company. With
vertising m
materials and two baling
pany wants
system our Hungarian company
presses for
fo PET bottles, was am-
aste that is
to reduce the quantity of waste
af
ortized after
only one month by
deposited,
unsorted,
n
on
landfill
sales of co
collected waste.
areas. It specific target is to dee procrease the volume of waste
ast 20
duced by the DC by at least
percent in 2013.
Zoltan Balla, Transport Manager
alphabet I APRIL 2013
11
Cover Theme
Innovation
A new understanding
of innovation
Innovation is surely one of the most
misused words of our time. Today anything and everything is “innovative.”
Economists and politicians have adopted
this shiny word and use it as freely as
some women apply mascara. It’s a way
of making themselves more attractive and
creating alluring effects that often have
little or nothing behind them. The warning
lights should start flashing at this point for,
without a consensus on what the word
“innovation” actually means, it will be very
difficult to conduct any meaningful discussion on the subject.
In recent years there has been one take on
the term “innovation” that I find especially
impressive and inspirational, namely the
view espoused by Bruno Weisshaupt in a
slim volume published in 2006 with the title
System Innovation. Weisshaupt argues
convincingly that innovation no longer
serves the linear goal of making things
“faster, farther, higher.” Instead, the interlinked process of system innovation itself
has become the goal.
“… System innovation is by definition a
disruptive form of innovation which does
not repeatedly look for progress at the
The Austrian entrepreneur and creative thinker
Hannes Offenbacher shares the knowledge he has
gained as a lecturer and consultant by writing
articles for the media. In his blog “There’s always
room for improvement,” the professional journalist
and communications specialist cites sustainability
as his main source of ideas for radical innovations
and a future worth living:
12
same location, has liberated itself from a
purely technical and functional view of the
product, breaks down traditional boundaries between systems and structures, and
looks at things from a new perspective
– that of the customer, the market, etc.
… Until people start thinking ‘out of the
box,’ the ‘big picture’ will remain largely
unchanged. …”
It is in fact mind-boggling to see how most
tion leads to products that are “good” –
work and, above all, the people and
new developments are developed with lit-
they must also be “good for something”
companies we want to work with. We
tle regard to their benefits for the custom-
and combine technical sophistication with
won’t get very far if we travel only well-
er. The market for smart phones is a good
sustainability.
trodden paths!
ers try to outdo each other with new and
The power of sustainability as a source of
Don’t talk about it, do it!
better performance data, their products
ideas and innovations can be illustrated
rarely offer genuine new benefits for smart-
by an example. The company Skysails has
phone users.
developed an energy-saving system for
example of this. While the manufactur-
Sustainability as the engine
of innovation
We are now poised at the zenith of a superficial consumer society. We should
perhaps broaden the term “consumer
With this diversity of challenges and possibilities, where should we start? We
should start by bringing our attitude into
freighters that includes the use of kites
alignment with the present day! At some
and promises average annual fuel sav-
companies this may require a lot of cour-
ings of up to 35 percent. Such savings are
age and stamina. At the intersection of
unattainable to designers of internal com-
innovation, sustainability and change, in
bustion engines since their work results
particular, it is very important that we stop
only in linear, and therefore incremental,
talking and start acting. Every journey
improvements in fuel use efficiency.
begins with a first step, be it ever so tiny.
benefits” to include “future benefits.”
The best thing to do is just get started and
What is the sense, after all, of the many
The example of Skysails underscores the
stop worrying about backsliding or mak-
innovations that do not make our society
need to revamp our processes for gener-
ing mistakes. There’s one thing we can
ready for the future but may even lead to
ating ideas and innovations, the way we
be sure of: there will always be room for
a worse future?
improvement! Ultimately, the only thing
we need to do is broaden our horizons by
Probably the greatest challenge facing
society today is the necessary transition
to a sustainable form of civilization. For
leaving our comfort zone!
Hannes Offenbacher
this reason, the concept of sustainability
is the richest source of ideas for radical
innovations available to us today. The innovative products and services that bring
us a step closer to a sustainable future are
inevitably also the most successful on the
market – for the simple reason that they
are needed. It is not enough that innova-
source: www.bessergehtsimmer.at
Innovation:
Don’t Talk
About It, Do It!
alphabet I APRIL 2013
13
Cover Theme
Innovation
Open for New
Developments: Success
Through Innovation
HAVI Logistics is an innovative company through and
through. Even our foundation was based on a brilliant
business idea – exclusive, full-service supply for customers was a completely new approach at that time.
We have grown with this innovation and by applying it.
Our success today is based on our
CEO & President McDonald’s Germany,
The force driving innovation at HAVI
clear understanding of exactly what
believes that in times of social change
Logistics is rooted in openness and curios-
successful innovations are, and on our
success is defined in terms of abilities
ity. This applies to every possible aspect:
drive for innovation and the continual de-
to innovate and be open-minded. And
approaching the customers and finding out
velopment of our ideas. Bane Knezevic,
of willingness to repeatedly re-invent
what they need is one component; careful
oneself for the customers (McDonald’s
observation of new business models ap-
Germany’s 2012 Annual Report). Just like
pearing on the horizon is another. And,
McDonald’s, HAVI Logistics faces the
finally, we always keep an eye out for
daily challenge of living up to the wishes
new services that we can offer quickly by
of its customers. And this is not always
drawing on our wealth of experience.
easy because society – and therefore
source: www.mcdonalds.de
the requirements of our customers – are
Bane Knezevic, CEO & President
McDonald’s Germany
changing all the time. If a company is
aiming for success, it has to take this
change on board – and help shape it.
It takes a meticulous, sensitive and detailed
approach to changes on the market, plus
a good feeling for what customers want,
to ensure that HAVI Logistics never stops
pushing for innovation.
14
The HAVI Logistics innovation strategy
includes pushing forward developments,
pilot projects and services, both in terms
of their technology and with a focus on the
customer. All the departments and all the
employees are called on to take part – and
this is paying off. Many pioneering
ideas for new services and applications
have emerged from concepts that HAVI
of GauDi. On the contrary, “GauDi Full
Scope” has taken us a whole lot closer to
achieving that goal (see page 4).
As Hannes Offenbacher describes in his
article in this issue, innovations must serve
sustainable development. He sees sustainability as the greatest source of ideas
for radical developments. Such sustainable innovations are an integral part of
HAVI Logistics’ corporate operations. On
our path to “green” logistics we are always
realizing new, forward-looking ideas. For
example, since its foundation in 2011 our
European Sustainability Team has been
continually accompanying, promoting
and implementing innovative, sustainable
measures right across Europe, to back up
HAVI Logistics’ pioneering role in reducing
our environmental footprint and to create
competitive advantages. Our success is
demonstrated by a number of lighthouse
projects such as our 11 Food Towns in Europe, our double-decker trucks for deepfrozen goods, reverse logistics and the
HAVI Logistics Mobiler.
And these will not remain the only examples
of our success. After all, innovations are an
everyday occurrence at our company. At
present we are piloting a large number of
new and innovative projects.
Logistics’ employees have generated.
HAVI Logistics is therefore always look-
These ideas are then developed further
ing for ways to use new technologies and
for certain markets, customers or areas of
services to meet the requirements of the
application.
future. For instance, we add to our portfolio of services at precisely those loca-
hind customer-oriented development in
the sense of customer-benefit innovations
as being in the precise understanding of
customers’ demands, both now and in the
future. Here it is necessary to take a
broader view of innovation. For example,
MDM (Master Data Management) and
ROP IOPS (see page 19) are not so much
tions where we can achieve new and
unique customer benefits in the form of
an all-round offer. This is also illustrated
by “GauDi Full Scope.” Here we took the
source: © Stauke - Fotolia.com
HAVI Logistics sees the driving force be-
GauDi concept – that was originally very
complex – and reworked and developed it
several times during recent years. Yet we
never lost sight of the
objective
product innovations as impressive business model innovations. The exceptional
success of both these technologies results
largely from their innovative combination
with our experience and knowhow.
alphabet I APRIL 2013
15
Cover Theme
Innovation
Rafael Gomez Praises the “Culture of Innovation” at HAVI Logistics
Innovation Is the Only Way
to Be Successful
Over the Long Term
What is the essence of the innovative power of HAVI Logistics? How are innovations promoted at the company? We posed these questions to Rafael Gomez,
Regional Director South, head of HAVI Logistics’ European Operations Development, and the person responsible for all innovations in the area of operations.
and more decisively. In my opinion, the only
way to keep a culture of innovation is to con-
alphabet: Does HAVI Logistics have
this “culture of innovation”?
duct a serious search for innovative ideas
and to then consistently promote, develop
and reward them. HAVI Logistics’ innovative culture also grew steadily for three
decades; it did not appear overnight.
Rafael Gomez: Today we view innovation as indispensable for securing our
customers’
competitive
advantage
in
logistics. We are convinced that innovation
is the only way for us to exceed our cus-
alphabet: What kind of groundwork
tomers’ expectations concerning quality,
must be carried out before we can devel-
efficiency and sustainability. Our strategy
op innovative products and services?
places a clear emphasis on innovation as
one of the key factors driving business
Rafael Gomez: There are three important keys to innovation: knowledge,
expertise and determination. To generate
innovations, a company must have inti-
alphabet: What is your assessment
of the way innovations are developed on
the European logistics market?
growth and competitiveness.
alphabet: How are innovations developed and promoted at HAVI Logistics?
mate knowledge of its customers (present
Rafael Gomez: To develop innova-
and potential), the markets and emerging
tions we continually examine industry
trends in the industry. In today’s compe-
trends and best practices; together with
titive environment innovation is the only
our customers, our business partners,
way to be successful over the long term, it
universities and consultants, we carry out
enables to develop and offer better prod-
studies and projects that bring innovations
ucts and services for customers. Finally,
into our business. The best instrument for
a company can be innovative only if all its
promoting innovation is the recognition we
employees feel the same urgent need to
get from our customers for implementing
Rafael Gomez: Here in Europe we
keep improving and do not rest on their
innovations that have a positive impact
possess enormous technical know-how
laurels. A company’s management is also
on their business. Successful innovations
and an excellent research scene offering
an important player in this scenario since
create a win-win environment in which our
unique chances for innovation. However, to
it must live the culture of innovation in a
customers value and reward our achieve-
exploit this potential we have to act faster
believable way every single day.
ments in innovation. I think that our com-
16
pany provides an excellent environment for
those who want to innovate and improve;
it goes without saying that our teams are
expected to deliver, to have the necessary
commitment to “make things happen.”
alphabet: When was the last time
you made a mistake and how did people
react at HAVI Logistics?
Rafael Gomez: I think mistakes are
part of our world and the best proof that
someone is working hard to innovate and
improve things. Because of my interest in
change and improvement, I probably
make mistakes related to innovation often.
However, the strong support I have consistently received from HAVI Logistics has
enabled me to learn from my mistakes and
to use them to create further opportunities.
The key to keeping this kind of support is
to understand and minimize the business
risks surrounding certain mistakes that
can occur with innovation. A person who’s
afraid of making mistakes will always act
defensively and resist change. This kind of
person will not be able to grasp the opportunities and successes that innovation
can provide.
alphabet: What is the most attractive
aspect of working for HAVI Logistics?
Rafael Gomez: The opportunities that our
customers give us to work closely with
them in our quest for continual improvement and innovation. Our partnership with
customers, our orientation to results and
our team spirit are what I enjoy most at
HAVI Logistics.
alphabet: Thank you, Rafael!
Looking for Innovations?
– Ask the Employees!
The best ideas come from a company’s own employees. To make sure
they no longer keep these good ideas to
themselves, HAVI Logistics Italy has set
up an idea management program. This
program even offers a bonus for the best
ideas.
Our workforce in Italy has been supplying ideas since 2007; this has helped to
continuously improve workflows at the company. The employees enter their ideas in an
Excel spreadsheet at a SharePoint site. In
the past six years a total of 491 ideas have
been submitted via this route. Once every
quarter an Innovation Team consisting of
six to seven employees from various work
areas evaluates all the proposed ideas
according to criteria such as return on
investment, innovation and ease of implementation. The two best ideas received
each quarter are rewarded with 250 euros
each and the “best idea of the year” with an
additional 500 euros.
When is an idea useful and when is it an
innovation? “An idea is innovative if it offers
a tangible benefit for the system consisting
of HAVI Logistics, McDonald’s, SVC and
our suppliers,” says Marco Ronco, Business
& Supply Chain Development Director of
HAVI Logistics Italy. Marco Ronco is the
head of the Innovation Team and a member
of the steering committee which selects the
employee ideas to be implemented.
Marco Ronco names several innovations
that have emerged from the idea management program in recent years. The sorting
of salad onto warehouse shelves, for example, has been optimized by the use of a
very simple “dolly” on wheels. Within a few
months more than 40% of the Italian McDonald’s restaurants wanted to be able to
order the dolly as a standard item from HAVI
Logistics. This innovation has advantages
for McDonald’s crews in terms of quicker
picking, optimal FIFO management and restaurant construction (i.e. reduction of chilled
space requirements). McDonald’s Italy has
estimated a saving on its network of about
100,000 euros on a yearly basis.
Another simple idea which resulted in
major benefits was to attach a metal bar to
the forks of the forklift trucks at the warehouse. This simple but ingenious device
prevents pallets from being loaded onto
the forks in a slanting position. The result:
significantly fewer broken pallets at the DC
and total annual savings of several thousand euros.
The automatic roll-up door on our delivery
trucks is also based on an employee idea.
This design saves time due to the automatic opening and closing of the door,
which means that less hot air gets into the
chilled goods compartment and the refrigeration system thus requires less energy. This
employee innovation saves HAVI Logistics
Italy 2,000 euros per truck per year!
Thanks to this activity HAVI Logistics Italy
tries to be always ahead of its competitors,
offering to its customers the best possible
service through processes that improve
every year. During the last DPI (Distributor
Performance Index) evaluation, thanks
to this important Innovation activity,
McDonald’s Italy gave HAVI Logistics Italy
the best possible score for Innovation!
alphabet I APRIL 2013
17
Improvement
The Future of Supply Chain
Optimization
HAVI Logistics is constantly looking for ways to optimize supply chain solutions
for our customers. As one of the initiatives taken to reach this goal, we founded
a Supply Chain Integrator (SCI) organization last year. The rollout of ROP iOPS
(Integrated Order Planning System) and MDM (Master Data Management) are two
major activities now being pushed forward by SCI.
The objective of the new SCI organization is to bundle together supply chain
integration services needed to improve
the day-to-day running of the logistics and
supply chain operations. This will allow
HAVI Logistics to focus even more
strongly on being customer-focused and
innovative while exploiting synergies and
excelling in project management.
MDM optimizes costs
and saves time
“MDM is a solid foundation for innovations in the area of supply chain optimization,” is how Marjon Holmann describes
HAVI Logistics’ MDM service. The Operations Manager of MDM and now in the
SCI unit, paints a convincing picture of the
enormous potential inherent in the process
of providing services tailored to our customers’ wishes. The MDM service supports
“McDonald’s Plan2Win” by working in
tandem with other demand and supply
planning activities. The aim of this strategy
is to relieve McDonald’s restaurants of all
activities not directly related to customer
service.
In order to focus on the MDM service, the
restaurant team should be released from
all activities carried out to set up products
and cash register buttons in the POS and
back office systems. “In our opinion this
service is as simple and effective as a water
tap: once it is turned on, water flows. This
is also the idea behind the MDM service,”
says Marjon. She continues: “When a new
promotion starts the restaurant team
should not worry; all they have to do is start
the POS system and the promotion will
be there – correct, on time and complete.
18
In a word: ‘Ready to be sold.’” Another advantage for our customers is the resulting
standardization of processes and data.
“The restaurant no longer has to look after its master data – this saves money and
valuable time,” comments Marjon.
Master Data Management –
Improve Standardization
Standardized numbering of menu
items, recipes and raw items
Use of correct menu items and
recipes in all restaurants
Aligned data flow between
McDonald’s restaurants, the
Head Offices and HAVI Logistics
Processing of data relevant
for the supply chain in time
(from and to the restaurant)
Identification and correction of
underlying structural problems
Support of McDonald’s Global
Item Standards
It is not only our customers who benefit from
MDM: for HAVI Logistics the service is beneficial and a prerequisite for all key developments and initiatives. Remco Kuiper,
Store Solutions and Program Manager
MDM, compares MDM to the foundation
of a building. “MDM is the basis for all
further HAVI Logistics initiatives aimed at
optimizing the supply chain. It serves as a
stable underlying framework enabling us to
raise the quality of our master data and
thus those of McDonald’s, too,” explains
Remco, adding that the system results in
the best possible price calculation and
smooth forecasting.
MDM is the basis for further
standardization
In recent years constant further development has been the engine driving MDM’s
success. We have now implemented
MDM successfully in Belgium, Denmark,
the Netherlands and Spain. Before the
end of 2013 about 152 restaurants in
Switzerland will get on stream as well.
Our customers will not incur any extra work as a result of MDM. During the
six-month introductory phase, moreover,
the individual HAVI Logistics companies
will receive support from our employees
in SCI.
With MDM, HAVI Logistics is now paving
the way for other services aimed at optimizing the supply chain of our customers.
As just one example, McDonald’s Europe is
planning to standardize its four-level bill of
material (BOM)*. A program developed especially by McDonald’s will be integrated
into the processes at HAVI Logistics for
this purpose. “We need smoothly functioning MDM to be able to support our
customers during this highly complex
standardization process,” says Remco.
“And more projects are in the pipeline for
the medium term – including projects at
other customers of HAVI Logistics – which
we will be able to realize in higher quality
because we have created a perfectly functioning foundation for them in the form of
Master Data Management.”
* A BOM is a list of the raw materials, sub-assemblies, intermediate assemblies, sub-components, parts and the quantities
of each needed to manufacture an end product such as a
Big Mac.
Innovation - ROP iOPS
George Esber,
Program Manager
for ROP iOPS
Encarna Vicente,
Purchasing Manager
McDonald’s Spain
“A team consisting of franchisees,
restaurant managers, and dedicated
people from both HAVI Logistics and
McDonald’s Spain is applying a lot of
imagination and effort to meet our target
of introducing ROP iOPS in Spain this
year,” comments Encarna Vicente, Purchasing Manager McDonald’s Spain.
“Our goal is to relieve restaurants of tasks
related to order management by transferring them to HAVI Logistics; in this context
we rely on the support of an advanced
planning system for demand, supply and
order management: ROP iOPS.”
The integrated planning solution ROP iOPS
developed around advanced planning
software from JDA, which was developed
hand-in-hand with McDonald’s in 2010,
represents a genuine innovation in distribution. This solution gives the user an
all-encompassing view of demand, goods
movements and availabilities and in this
way consistently optimizes the entire
supply chain. While the employees at a
McDonald’s restaurant look after the
needs and desires of their customers,
our planning specialists identify future
demands at the restaurant level with the
aid of ROP iOPS. Considering available
stocks at hand, our specialists can then
determine the required delivery quantities
and automatically generate a precise order
proposal for the restaurant. The result
is the optimum supply of goods to the
restaurants for a given day or week.
The ROP iOPS planning system was successfully piloted in Germany, where it
replaced the old SCR4 solution. Today all
1,448 McDonald’s restaurants in Germany
are connected exclusively to ROP iOPS.
Relative to the size of this project, the
switchover went smoothly and by now
has paved the way for the introduction of
ROP iOPS in other European countries.
ROP iOPS gives customers
a competitive edge
Sergey Kapkov,
Logistics Manager
McDonald’s Russia
& Eastern Europe
“In the Russian market we started
the introduction of ROP iOPS in November 2012 and plan to finish the pilot
phase by the end of 2013. The comprehensive project team consisting of employees from McDonald’s Russia, HAVI
Logistics Russia and HAVI Logistics IS
is currently concentrating on processes
for transferring data from Moscow to
Duisburg. We are looking forward to implementing a new ordering process for our
restaurants – a process including order
proposals – with the aim of reducing the
workload of our restaurant employees,”
says Sergey Kapkov, Logistics Manager
McDonald’s Russia & Eastern Europe.
The European rollout of ROP iOPS started
in 2011. “The highly successful introduction of ROP iOPS at McDonald’s restau-
Restaurant Order
rants all over Germany has generated the
necessary confidence in the system in
other countries as well. The enormous
transparency we have provided with respect to the processes and the costs also
plays an important role here,” adds
George Esber, Program Manager for ROP
iOPS. He is convinced that the European
rollout will help to make the McDonald’s
sytem even stronger and more competitive
– and thus better able to meet the challenges of the future and the expectations
of its customers.
The advantages of the new system have
since been put to test in Sweden, Austria
and (in a simplified way) in the Netherlands.
HAVI Logistics has introduced ROP iOPS
in these countries in recent years; as a
result, another 644 McDonald’s Restaurants are now connected to the system.
Russia and Spain will come aboard this
year, and Poland will join the group next
year.
“The different starting conditions in the
various markets pose a major challenge,”
says George. “A platform like SCR4 had
not been used before in all the countries
where HAVI Logistics is represented. In
Russia, for example, our SCI specialists
are introducing a totally new service with
ROP iOPS. With our experience in this
area, however, this is a totally manageable
project for us. As a result, by the end of
2013 the demands of the first pilot
restaurants in this rapidly growing market
will also be calculated by ROP iOPS.”
Weblog
Customer
Delivery
Sales, Stock and
Master Data
Order
Proposal
Demand &
Supply Planning
ROP iOPS Order Proposal Process
alphabet I APRIL 2013
19
Improvement
Increase Innovation by Accepting
and Promoting Diversity!
Innovations are made by human beings. As a consequence, a company has
to tap into the diverse perspectives, attitudes, experience and work history of
all its employees in order to identify and
promote the creative ideas and energy
that will bring the company forward.
HAVI Logistics recognized the value of
“diversity management” as a pillar of
corporate management early on.
A corporate culture
that values differences
HAVI Logistics utilizes employee diversity
in a targeted manner to further its corporate goals. Showing respect for differences in age, sex, sexual orientation, religion
and ethnic origin is high on the company’s
agenda. We want to exploit the potential of all our employees to enhance the
company’s success. This basic principle
has been a cornerstone of our corporate
culture since the company’s founding.
In 2012 a European Diversity Team was
created in order to make all our employees even more aware of the topic of diversity and to develop targeted measures
aimed specifically at achieving equality at
the company. The diversity project now
serves as a great umbrella for initiatives
such as the mentoring program DRIVE
and our women’s network HAVI WISE.
Thinking outside the box
HAVI WISE which was founded in the
spring of 2011 is a project with a focus on
gender diversity. In early 2012, a LinkedIn
group was created to allow all HAVI WISE
members to get in touch and exchange
ideas and information. The first international event took place in October of last
year. A total of 48 colleagues of both sexes from nine countries travelled to Germany to jointly develop ideas and shape
the future of HAVI WISE. The aim of HAVI
WISE: to create a professional, accepted
and extensive network that can help all
employees to make the most of their
talents and potential within HAVI.
A podium discussion and group work
provided much food for thought and impetus for action. “We are very conscious
of how important HAVI WISE is, not only
for the women but for the company as a
whole,” said Haluk Ilkdemirci, President
HAVI Logistics Europe. “This is because
HAVI WISE speaks out for diversity and
thinking outside the box, which is exactly
what we need.” All sponsors were in support of the ideas and aims of HAVI WISE,
making clear at the same time how important self-initiative and commitment are.
The program is such a success that we
will start another DRIVE program in 2013.
HAVI WISE and DRIVE are only two examples of how we want to push diversity
forward in the future. We have learned
that significant action has to be taken to
turn the diversity of the workforce into a
positive factor promoting change at HAVI
Logistics. Our Diversity Management Program creates the rules and the framework
for using the diversity available at HAVI
Logistics as a source of innovation that
will secure the company’s success.
DRIVE your development
From the self-organized Mentoring Program within HAVI WISE, the High-Potential development program “DRIVE” was
kicked off last October. The idea was to
pair up key talent with experienced mentors who could accelerate their development in specific areas. “Our aim was to increase innovation and diversity by thinking
outside the box with this program,” said
Svenja Hapich, Senior Manager Learning
& Development at HAVI Global Logistics.
Svenja is also a member of the Diversity
Team and one of the people responsible
for DRIVE. “We wanted to create new
teams outside the normal organizational
charts; these teams exchange best practices, learn from each other and promote
collaboration and understanding between
employees with different backgrounds
and perspectives,” she added.
Selected senior managers serve as mentors, supporters and advisors to their
respective mentees. The mentors are a
source of advice, providing helpful tips,
ideas and valuable contacts from their
20
own networks. The teams work together
for six to nine months during which time
the mentors and mentees meet, either
face to face or virtually.
Russ Smyth (CEO HAVI Group) made it clear in his
video message that “HAVI WISE is not an exclusive club but a network open to all.”
The participants of the HAVI WISE event became
involved in proactively shaping the future of the
network.
Enlargement
Real “American Way of Life” at America
Graffiti Restaurants in Italy
source p. America Graffiti
(f.l.) Giuseppe Casamassima (DC Manager,
HAVI Logistics Italy), Riccardo La Corte (founder,
owner and R&D Director of America Graffiti),
Cristian Morelli (Trade Manager SVC, HAVI
Logistics Italy), Stefano Landi (co-owner of
America Graffiti and Project Director),
Marco Ronco (BD Director, HAVI Logistics Italy)
and Fabio La Corte (co owner and F&A Director)
Since July 2012, HAVI Logistics Italy
“Thanks to our Strategic Purchasing
ues forming the basis of this partnership
has been supplying the restaurant chain
Function at HAVI Logistics Italy, we were
between a multinational company and
America Graffiti. The typical flair of an
also able to support our new customer in
America Graffiti,” says Fabio La Corte,
American diner, Tex-Mex mixed with
finding new suppliers and new products,”
Owner & Director of Franchise Develop-
Italian cuisine, and the wide range of
says Marco Ronco, Director Business De-
ment at America Graffiti. We had eight
music events appeal in particular to a
velopment HAVI Logistics Italy.
months of planning before actually com-
young Italian clientele. The concept is
mencing deliveries in July of last year.
promising, as the rapid growth of the
During this start-up phase both part-
franchise company over the last five
ners were already working very closely
years has shown.
together. “Our relationship grew every
day,” says Marco Ronco, evidently pleased
Vintage gas pumps, a pinball machine and
with developments. “Both of us wanted to
a replica jukebox create the typical ambi-
create a win-win situation based on ethi-
ence of an America Graffiti restaurant. Red
cal values and mutual respect,” he adds.
1950s-style seating units are available for
the customers, and nostalgic metal signs
and neon advertisements decorate the
Partnership handshake between Riccardo la Corte
and Marco Ronco on 12 June 2012.
walls. The chain’s calendar of events in-
From our point of view – and that of our customer – the common goal of providing the
America Graffiti franchisees with a reliable
cludes rock ’n’ roll concerts, American
The 16 - and by the end of the year 23 - res-
logistics partner and with a successful
classic car meetings and vintage fashion
taurants - are supplied by our Distribution
delivery concept has definitely been
shows. The experience can be rounded
Center in Lodi, which was built in 2009.
achieved. “The direct and constant con-
off
with fresh burgers, meat from the
Our team in Italy controls the logistics for
tacts between HAVI Logistics and the
grill, mac cheese, Italian pasta, salads
300 different articles in all three temperature
people at America Graffiti contribute
and milk shakes. The recipe for success
ranges. After only a few months of collab-
greatly to the growth of a long-lasting
is the original “American Way of Life.”
oration with HAVI Logistics Italy, the
relationship,” Fabio La Corte says with
For about six months HAVI Logistics Italy
chain’s management draws positive con-
certainty.
has done important pioneering work for
clusions: “The project is solid and effec-
America Graffiti's continuing expansion.
tive. Cooperation and trust are the valalphabet I APRIL 2013
21
The Russian market is growing sustainably. McDonald’s
is opening new restaurants in many parts of the country. At the same time HAVI Logistics is expanding and
looking for new partners in the food service industry.
Since November 2012 STATOIL has been part of our
customer base in Russia.
source: Statoil, Russia
Win-Win-Win
with STATOIL
source: Statoil, Russia
Enlargement
STATOIL is one of the leading fuel
in Murmansk was handed over to HAVI
wider range of goods, manages stock and
suppliers. The company has over 100
Logistics. In addition to the DC in Mur-
deals with imports.
years of experience in Scandinavia and
mansk, our DC in St. Petersburg serves
approximately 20 years in Central and
the STATOIL stations located in Pskov and
Eastern Europe. STATOIL has more than
in St. Petersburg.
19,000 employees and runs about 2,300
filling stations with convenience stores.
There are 33 STATOIL stations in Russia,
located in the North-West region. In 2012
STATOL opened 11 new stations in St.
Petersburg.
The filling station operators are not the
only ones who benefit from the contract
with STATOIL. After taking over operation
Following the restructuring of its logistics
of the DC in Murmansk, HAVI Logistics
processes, STATOIL would like to opti-
will be in a position to make deliveries
mize the entire supply chain to its filling
to the new restaurants our customer
station shops in the near future. “In HAVI
McDonald’s is opening there.
Logistics we have found the perfect partner for this endeavor,” declares Anna
Until the end of 2012 STATOIL carried out
Sakharova, market development director
its own logistics for its convenience stores
of Statoil. “By joining forces with HAVI
business in Russia. To make deliveries,
Logistics, we have gained access to a
the company operated its own distribu-
strong network with more than 30 years
tion center in Murmansk and a hub ware-
of experience; at the same time we have
house in Pskov. In November 2012 the DC
realized the savings we expected.”
With the delivery of around 70 articles
from the deep-frozen and dry ranges,
STATOIL and our team in Russia took
their first step together into a promising
joint future. The assortment of fresh goods
plus some dry goods are still delivered directly to the filling station shops by the
individual subcontractors. However, this
source: Statoil, Russia
will also change in the future. The parties
have now agreed on the steps to implement the One-Stop-Shopping Concept;
as a result, HAVI Logistics now supplies a
22
Boris Timofeev, Business Development Director
at HAVI Logistics in Russia
“Three parties profit from the new
business with STATOIL. The proximity
of the DC in Murmansk to the planned
McDonald’s restaurants in the region will
have strong cost-optimizing effect on
the entire logistics chain – creating an
additional win-win-win situation for HAVI
Logistics, McDonald’s and STATOIL.”
Just a Moment
Minister of Agriculture
Congratulates HAVI Logistics
and McDonald’s
On October 17 several top man-
standards, and long-term food safety.
agers from the most important sup-
As the Lead Logistics Provider, HAVI
pliers of McDonald’s Spain met with
Logistics plays a key role in upholding
the Spanish Minister of Agriculture
McDonald’s high standards, so it was
Miguel Arias Cañete (standing, sixth
fitting that Pedro de Bernardo, Managing
from left).
Director HAVI Logistics Spain (standing,
fourth from left) presented the HAVI
Patricia Abril, President McDonald’s Spain
(standing, fifth from left) accepted the
minister’s congratulations, on behalf of
the entire McDonald’s sytem, on its substantial commitment to local sourcing,
Logistics sustainability concept. Miguel
Arias Cañete and his team were especially enthusiastic about the use of alternative fuels in our environmentally friendly
vehicle fleet.
environmental protection, high quality
Relaunches Corporate Website
HAVI Logistics Europe launched
a “fresh” version of its corporate website in January 2013. The contents have
been updated and the design has been
given a fresh, new look.
Moreover, the new website concept
allows every HAVI Logistics country to have
its own local website with a common structure and local content in the local language.
The concept satisfies the requirement that
our HAVI Logistics companies respond
more individually to the needs of their
bear the legal responsibility for the entire
contents of its national site.
New Member
of European
Leadership
Team
In January this
year Petra Luzar,
Senior
Director
Corporate Legal
Department, has
been appointed to
be an additional
member of our
European Leadership Team (ELT).
Since its initial establishment in early 2010,
the ELT has comprised representatives of
HAVI Logistics’ strategic business units
and of the strategic support functions. The
group's rapid development has always
been successfully led by the ELT. Over the
years it has become apparent that our legal department has increasingly supported
our growth initiatives.
Our growth also requires the strengthening of our corporate governance. We have
to comply with an increasing amount of
changing legal requirements in many different countries. Since last year, Petra has
been leading our Corporate Compliance
initiative ensuring that we take a more
holistic approach to the subject and keep
doing the right things in the right way.
Petra’s appointment to the ELT reflects the
increasing importance of the legal function
in the HAVI Logistics group. Petra began
her career at HAVI Logistics as Manager
Legal Affairs in June 2000. After having set
up our Corporate Legal Department, Petra
and her team also took over the management of implementing complex legal projects with strategic outreach.
Adding the legal perspective to our top
management team will enrich our discus
cussions
and enhance our decisionma
making processes. We thoroughly
beli
believe
that increasing diversity at
this level of the organization will bring
us c
closer to our target of increasing
inno
innovation.
local markets, especially regarding employer branding, recruiting and business
development activities. Every country will
alphabet I APRIL 2013
23
source: McDonald’s Germany