Podcast

#26: Troels Randbøll Støvring CEO of Twill Logistics

 

Troels Randbøll Støvring CEO of Twill Logistics

Troels Randbøll Støvring CEO of Twill

Today i am delighted to have with us Troels Randbøll Støvring, CEO of TWILL Logistics.

Born out of a desire to simplify shipping for small and medium enterprises, Twill is a multi-carrier digital freight forwarder that enables you to book, manage and monitor your shipments at the click of a button – from quotation and documentation right through to delivery. They take the complexity of getting your cargo from point A to point B and make it seamless. Now present in 19 countries, Twill is rapidly expanding worldwide.

Troels has been with the Maersk group since 2012, first part of Maersk Tankers, then Damco and now Twill. He took the position of starting a start-up within a corporate. The idea was generated in a strategic assessment done 4 months earlier by Damco. First task was to get a small team which relocated to Berlin …and I will let Troels tell you the rest of the story…

Some of the highlights from the podcast:

  • What is the Twill experience?
  • Changing its brand affiliation from ‘Damco’ to ‘Maersk’ – why is it important?
  • How does Twill use Agile to build fast?
  • What makes Troels proud about building Twill?

Episode #26: Troels Randbøll Støvring CEO of Twill Logistics

Show notes:

  • [01:10] How was Twill started, what is its story and where is it today?
  • [04:00] Why did you go to Berlin to set up the team there in the first place?
  • [06:48] We want to offer our customers ‘the Twill experience’. How do you define the Twill Experience?
  • [08:24] What does Co-creating with customers mean?
  • [10:31] What are the benefits of using an easy-to-use online platform like Twill?
  • [13:50] Will Twill emerge to be the sole customer interface for Damco and Maersk, eliminating and replacing traditional customer front ends and communication channels, customer service teams etc.?
  • [16:01] Twill announced a change in its brand affiliation from ‘Damco’ to ‘Maersk’. With the announcements of Damco / Twill / Maersk Line recently. How will Twill work to position themselves in the market to create the competitive advantage?
  • [18:35] Many companies will try to use artificial intelligence to predict customer demand and optimize routes. Damco/Maersk will have access to more data than a startup, and thus must exploit this competitive advantage to get to market faster. How much does this data help Twill make the best decisions for your clients?
  • [23:33] How is Twill handling risk management in terms of which customers it accepts? Is this also formulated via an algorithm – if so what type of variables are being considered?
  • [26:15] Twill is now present in 19 countries around the world. What are the next target markets? What is your target for the next 12 months?
  • [27:45] What are some of the most important clients that your work with and what do they appreciate most about your service? One hypothesis that didn’t prove right is that we were expecting tech-savvy customers to be the first ones to adopt Twill. In reality, while a basic level of proficiency is needed, if you can buy anything online, you can book your shipping with us – there is no need to be tech savvy to use Twill. Our customers cover a wide spectrum of age, experience and interests.
  • [33:10] Twill’s startup culture is “move fast, break things” and you are very focused on being Agile. How did the agile culture impact the company and how does it help you deliver on your promise?
  • [37:47] How do you use Agile in HR?
  • [39:31] What were some of the lessons you learned so far as an intrapreneur? Key takeaways?
  • [42:08] What are some of the key attributes you look for in the leadership team?
  • [43:53] How do you determine ‘attitude’ and ‘passion’ during the interviews?
  • [46:29] Looking back at the Twill story so far, what are the things that make you most proud of?

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#25: TradeLens – a blockchain project by IBM and Maersk

TradeLens - a blockchain project by IBM and Maersk

Vijay Anand, VP Travel, Transportation & Hospitality – Asia Pacific, G.China, Japan and Todd Scott, VP of Blockchain Global Trade at IBM

Today I am happy to have with us Vijay Anand, Worldwide Sales & Distribution, VP Travel, Transportation & Hospitality – Asia Pacific, G.China, Japan and Todd Scott, VP of Blockchain Global Trade at IBM.

And the topic of our discussion will be TradeLens, the joint project between A.P. Moller –Maersk and IBM which applies blockchain to the world’s global supply chain. TradeLens is a blockchain-enabled shipping solution designed to promote more efficient and secure global trade, bringing together various parties to support information sharing and transparency.

94 organizations are actively involved or have agreed to participate on the TradeLens platform built on open standards:

Some of the highlights from the podcast:

  • What is blockchain and how TradeLens is using it to tackle the biggest challenges in the industry
  • Solving the lack of standards, missing regulations in different countries.
  • Security challenges of the system.
  • How do they see the alliance moving forward given a number of shipping lines comments that they won’t join because of Maersk?

Episode #25: TradeLens – a blockchain project by IBM and Maersk

Show notes:

  • [02:16] Before we deep dive into TradeLens, let’s just take a moment to briefly and simply explain to our audience what is blockchain?
  • [03:54] Tell us a bit what are the biggest problems that this tool will solve?
  • [05:40] Are there some practical case studies you can share with us on solving the lack of standards, missing regulations, no acceptance of Bill of Landing in China and India?
  • [07:55] In 2014, Maersk followed a refrigerated container filled with roses and avocados from Kenya to the Netherlands. The company found that almost 30 people and organizations were involved in processing the box on its journey to Europe. The shipment took about 34 days to get from the farm to the retailers, including 10 days waiting for documents to be processed. One of the critical documents went missing, only to be found later amid a pile of paper. How would TradeLens improve this kind of situations?
  • [09:45] What can you tell us about the security challenges of the system? Is there a hacking risk?
  • [11:04] What can you tell us about the road map – the major milestones and timeline – for TradeLens?
  • [14:21] Blockchain is a community effort. If you drive together with one player you will highly unlikely to achieve the desire blockchain. Neutral parties are required. How do they see the alliance moving forward given a number of shipping lines comments that they won’t join because of Maersk?
  • [20:35] How do you encourage and motivate more players maritime transportation and logistics community has to adopt the technology?
  • [24:55] There has been the problem of corruption across countries. Have you faced this challenge so far and how do you go around to solve it?
  • [27:37] From the TradeLens website, is that “the platform is delivered by the IBM Cloud to members around the world.” TradeLens insists, however, that “Blockchain is the core technology that powers TradeLens, ensuring that the data remain secured, permissioned, and distributed.” If TradeLens lives on IBM’s servers, then IBM can alter the blockchain, withhold data, censor transactions, mine information, etc. There have also been public and private concerns about the neutrality of the solution. How would you comment on this?
  • [31:10] What do you hope to achieve in the next 12 months?
  • [34:30] Do you think if you get 80% adoption rate throughout the main players in the industry – this could lead to a global adoption of the technology?
  • [37:20] Would be great to receive the feedback of your audience regarding TradeLens and how we can improve.

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#24: Blake Larson MD International Lalamove

 

#24: Blake Larson MD International Lalamove

Blake Larson MD International Lalamove

Today I am happy to have Blake Larson Head and MD International  for LALAMOVE.
Founded in 2013 as EasyVan in Hong Kong, Lalamove is the leading same day delivery platform present in 129 cities in 9 countries across Asia. Through its mobile & desktop platform, Lalamove connects customers with professional van, motorcycle, lorry and truck drivers. Some of their corporate clients include IKEA, Line or Google. Lalamove raised a total of $161 mil in funding over 6 rounds. The latest funding came from a Series C of $100M on Oct 11, 2017 which means the company is now valued at more than 1 billion dollars.

Also short intro about Blake: he has worked across 4 continents in the retail and technology sector

  • Helped lead the growth of Lalamove from 1 city in SEA to 8
  • Raised Series A funding of USD $10m
  • Launched Easy Taxi app  funded by Rocket Internet, in Hong Kong, Singapore, Mumbai and Jakarta.
  • Co Founded and managed Air Crew Club, which was like Groupon for airline employees, and expanded it to 13 cities across 6 continents

Some of the highlights from the podcast:

  • spending eight weeks in Hong Kong standing outside petrol stations handing out flyers to taxi drivers
  • how does Lalamove work and bring value to the customers
  • last-mile logistics centers differ across the region
  • fastest growing country in SE Asia for Lalamove
  • did Lalamove fail in any city?
  • innovation and greener environment by using less vehicles
  • hiring city directors four launching new markets
  • the four values of the company – passion, grit, humility and execution
  • new employees need to build their chairs – the story behind

Episode #24: Blake Larson MD International Lalamove

 

 

 

Show notes:

  • [01:44] How did you spend your first eight weeks for Rocket Internet in Hong Kong standing outside petrol stations handing out flyers to taxi drivers?
  • [03:46] Tell us more about Lalamove, what it is and how exactly it works and adds value to people?
  • [05:05] And what is your role as MD International?
  • [05:35] How different is it operating across different cities and countries?
  • [07:43] How do last-mile logistics centers differ across the countries/regions in which Lalamove operates? I know Hong  Kong has a 55 minutes delivery guarantee.
  • [10:14] How do you pay the drivers? Is there a revenue sharing model?
  • [10:43] Which was the fastest growing country in SE Asia for you and maybe share some of the key lessons in expanding there?
  • [13:30] Do you have strong competition in the region? 
  • [14:16] With the latest round of funding, what are your plans for expansion and where? Do you plan to target more corporate or SME clients?
  • [15:20] Has Lalamove failed in any city?
  • [17:05] What do Singaporeans care about when talking about your service?  
  • [17:50] Does the same-day delivery have the potential to become a standard delivery option for the masses, or will it remain an option just for the limited number of impatient consumers with deep pockets?
  • [21:25] Thoughts on last mile logistics problems? Will it be the biggest challenge for e-commerce growth?
  • [24:54] Do you plan to attract more corporate clients? The likes of IKEA, Line. 
  • [26:13] How do you hire your city directors? And maybe tell us about the process of doing the launch of a new city.
  • [29:00] What are your main challenges when it comes to finding the right talent? How do you keep up with hiring matters as you grow?
  • [30:02] The four values of the company – passion, grit, humility and execution – How do you tell the story of the company culture and build an interesting brand as employer?
  • [32:12] It is interesting to see HUMILITY as one of your values.  How did you decide to focus on this?
  • [33:56] I understand that you make your new employees build their chairs. What is the story behind that?
  • [37:26] What would be some advice to share to somebody graduating?

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#23: Dr. Wolfgang Baier CEO of Luxasia

#23: Dr. Wolfgang Baier CEO of Luxasia

Dr. Wolfgang Baier CEO Luxasia

Today I am happy to have with us dr Wolfgang Baier, CEO of Luxasia. Luxasia is one of the largest regional distributor of over 150 international beauty and luxury lifestyle brands such as Clarins, Estee Lauder, Ferragamo, Hermes and Shiseido and they also have joint ventures with the Coty Group, the LVMH Group and Elizabeth Arden. Present in 15 Asia Pacific countries, and hiring more than 2,000 full-time employees, Luxasia aims to define a new omnichannel experience in the beauty industry in Asia.

Dr. Wolfgang Baier has been the Group CEO of Luxasia Pte Ltd. since August 2016. He joined on a mission to transform the company from being the leading Asian beauty distributor into a Lifestyle Omnichannel Leader adding ecommerce and new industry capabilities to the brick-and-mortar foundation.

Prior to this, Dr. Baier was the Group CEO of Singapore Post from 2011 to 2016. He successfully led the transformation of the Singapore Post Group from a traditional postal service into non-mail business such as logistics, retail and e-commerce and accelerated its global expansion. This resulted in a significant increase of the share price.

Before that Dr. Baier worked for more than 10 years with the top consulting firm McKinsey & Company in Europe and Asia. He was a Partner at the Singapore office leading the Transportation and Logistics as well as Operations activities in South East Asia.

Some of the highlights from the podcast:

  • Luxasia omnichannel experience
  • Regional trends in the beauty industry E-COMMERCE
  • The “phygital” (physical+digital) strategy of health and beauty retailers
  • White spaces in the industry
  • Last mile logistics problems
  • You like to call yourself – Chief Transformation Officer – how does this approach impact the business?
  • Singpost and Luxasia  – how have they shaped your own thinking?

Episode #23: Dr. Wolfgang Baier CEO Luxasia

 

 

 

Show notes:

    • [01:32] How many fragrances do you use now and how many did you use before joining?
    • [02:06] When you joined 2 years ago Luxasia was leading in brick and mortar. And you wanted to focus more on ecommerce. How has that focus changed the business so far?
    • [04:47] What does an Luxasia omnichannel experience feel/look like?
    • [07:31] What are some of the regional trends in the beauty industry E-COMMERCE segment and are they different to perhaps Europe or America and particular to ASIA?
    • [10:12] The importance of “phygital” strategy of health and beauty retailers. Do you see such developments changing and basically shifting the development of department stores all over the region?
    • [11:08] Areas where you find there are lots of room for improvement? What are the white spaces in the industry?
    • [13:33] What opportunities does ecommerce in Singapore provide to investors and how would the market shape up?
    • [15:57] The biggest misconception or misplaced assumption that a brand has over the distributor?
    • [17:08] Last mile logistics problems (more islands means big headache)? Will it be the biggest challenge for e-commerce growth?

      Talent

    • [19:31] What are your main challenges when it comes to finding the right talent?
    • [22:07] How do you select your leadership team?

      Personal

    • [23:35] You prefer to call yourself Chief Transformation Officer – why is this and how does it impact the business?
    • [25:06] How do you collaborate and growth the business with the owning family – Mr Patrick Chong and his children ( I understand they have a direct role in the business as well)
    • [26:35] What is one characteristic that you believe every leader should possess?
    • [28:00] What does it take to Change Culture and have buy in for Transformation?
    • [30:33] How have the two journeys in Singpost and Luxasia shaped your own thinking?
    • [32:15] What would be a piece of advice that you would give recent graduates if they wanted to have a successful career in a company like Luxasia?\

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#22: Sanne Manders COO of Flexport

#22: Sanne Manders COO of Flexport

Sanne Manders COO of Flexport

This is episode #22 and I am happy to have with us today Sanne Manders, COO of Flexport.

A couple of words on Flexport, which is one of the fastest growing 3PL in the world. In just five years Flexport has distinguished itself as the leading software-powered freight forwarder, helping more than 15,000 companies deliver their goods to customers worldwide.

Sanne joined Flexport in 2014, soon after the company’s start. As COO, he is responsible for operations, procurement, and carrier relations across all modes of transportation. Before Flexport, he was at Boston Consulting Group, the global management consulting firm, leading customer relations in logistics and supply chain practice, working across worldwide assignments. He also sits on the advisory board of PortXL, which is the accelerator of the Port of Rotterdam.

  • How did Flexport achieve a 15k client portfolio in 4 years?
  • How did Flexport raise a total of 300 mil USD in venture capital?
  • How do plan to reach the scale of traditional players in the industry?
  • How do you use NPS (net promoter score) as a KPI for growing the  business?
  • How much does it help an entrepreneur to have a background in consulting?

Episode #22: Sanne Manders COO of Flexport

 

 

 

Show notes:

  • [01:01] What is the main pain point that Flexport is solving and how are you disrupting the freight and logistics industry?
  • [03:45] With digitization becoming a topic in every company and specifically every supply chain company. How long do you think it will take for traditional players to catch up?
  • [08:04] How do plan to reach the scale of traditional players in the industry?
  • [11:28] As Ryan (CEO Flexport) said in TechCrunch article “There are 25 freight forwarders that each do more than $1 billion in revenue a year,” What will be the USP for Flexport once these companies adopt digital technologies?
  • [15:55] Why did you choose the route of giving your software for free and becoming a 3PL? Instead of focusing on becoming a software company?
  • [18:37] What are your biggest challenges when attracting new clients?
  • [23:34] What and how Flexport is able to assure logistics companies/partners that Flexport is always up to date in terms of complexity of custom regulatory compliance especially in APAC?
  • [25:40] In april 2018 Flexport announced that it secured $110M in funding from SF Express, the leading courier company in China – what will you be using the funds for?
  • [28:05] What were some of the lessons you learned so far as an entrepreneur? Key takeaways.
  • [32:50] What do you focus on when hiring people at Flexport? What are some of the key attributes you look for in the leadership team?
  • [41:06] How do you use NPS (net promoter score) as a KPI for growing the  business?
  • [44:40] You have a very interesting career as you worked for many years at BCG as a consultant for the shipping and logistics industry. How did you end up at Flexport?
  • [47:10] How did your consulting background help you in your career so far?
  • [50:35] What would be the top advice you would share with somebody who wants to join a start up?

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#21: Bijay Singh Global Head Healthcare Business Unit at DKSH

 Bijay Singh Global Head Healthcare Business Unit at DKSH

Bijay Singh Global Head Healthcare Business Unit at DKSH

This is episode #21 and I am happy to have with us today Bijay Singh.

Bijay Singh joined DKSH as Vice President, Global Business Development for Business Unit Healthcare in July 2015. He was designated Global Head Business Unit Healthcare as of July 2017.

Bijay Singh has twenty-four years of experience in the Healthcare industry. From 2004 to 2015, he held various senior positions at Novartis, a leading global Swiss healthcare company. Prior to 2004, Bijay Singh worked for eleven years in various positions for Eli Lilly in Asia and the United States as well as for two global audit companies. He has lived and worked in four continents and has amassed over 15 years work experience in the healthcare field across Asia.

Education: Bijay Singh holds a Bachelor of Business Administration (Hons) from Simon Fraser University, Personal Data Canada and a Master’s degree in Business Administration from Stanford University, California.

Stay tuned as we cover:

  • The business model of DKSH
  • Interesting case studies when working with key clients
  • Key challenges in Asia compared to Europe or US
  • Healthcare needs in Asia
  • Factors driving growth in healthcare SEA
  • How do the regulatory services work for DKSH?
  • Recruiting – what are the key attributes you are looking for?

Episode #21: Bijay Singh Global Head Healthcare Business Unit at DKSH

 

 

 

Show notes:

  • [01:21] Tell us about the DKSH model and how it is helping healthcare companies expand in Asia?
  • [03:49] Why would a pharma or healthcare company use DKSH instead of opening their own distribution and marketing channel?
  • [06:21] Who would be some of your key clients and maybe if you can share 1-2 of the most successful case studies?
  • [13:47] What are some of the key challenges that your clients face in Asia as compared to Europe or US?
  • [15:25] Are there some main differences between the population healthcare needs and wants in Asia as compared to other parts of the world?
  • [18:46] What are some of the factors driving growth for the industry in the region?
  • [21:04] I know that DKSH’s market expansion service for pharmaceuticals involves regulatory approvals and licensing. Can you tell us more about that as it is an important point given the complexity each country requires.
  • [23:34] What are some of the major value added services you look to expand into?
  • [27:08] What are some of the countries in Asia where you see the most growth?
  • [30:00] In terms of talent and skills required for growing your business, what are some of the hardest skills to find?
  • [32:21] Are there certain hard skills that you are looking for?
  • [35:48] When you are recruiting for your senior leadership team, given the dynamic environment we live in, what are the most important attributes you are looking for?
  • [37:45] How was it for you personally to transition from a healthcare company to DKSH? What were the main learnings?
  • [42:01If you were to share one piece of advice to somebody just graduating and wanting to achieve a successful career, what would it be?

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#20: Paul Srivorakul Co-Founder & Group CEO aCommerce

#20: Paul Srivorakul Co-Founder & Group CEO aCommerce

Paul Srivorakul Co-Founder & Group CEO aCommerce

This is episode #20 and I am happy to have with us today Paul Srivorakul.

Paul has a global background, being born in Thailand and raised in California. Although he got a BA in anthropology at University of California Berkeley in 2000, he caught the internet bug early and got a sales job at Ask.com in the U.S. (his brother was working at Apple). They both decided to become entrepreneurs, so they quit their jobs and moved back to Thailand to look for opportunities, and decided to focused on online advertising.

They used credit card debt to fund the startup Newmedia Edge, started in 2006, which went on to be acquired for about $8 million. Even while running Newmedia Edge, they started a second firm, ad network business Admax in 2007, selling it to Indian firm Komli Media in 2012 for $36 million.

Paul started his third venture, Ensogo, in 2010 after seeing the Groupon phenomenon in U.S. and selling it the U.S. social media firm LivingSocial in October 2012 (for an undisclosed sum). Earlier in 2012, he had already launched Advent Capital in Thailand, to seed ecommerce firms around Southeast Asia, which sparked his idea to start aCommerce.

5 years later aCommerce is now the leading ecommerce service provider in Southeast Asia bringing brands and retailers online to reach consumers in the world’s fastest growing markets in SE Asia.. And in the most recent funding round in November 2017 raised more than $65 million. Now boasting 1400 stafff across 5 countries and 9 fulfillment centers.

Stay tuned as we cover:

  • The story of aCommerce
  • Key clients and  projects
  • What’s better? Being an investor or being a  founder?
  • Key point for a regional startup to raise funds
  • Did starting in Thailand make the startup better?
  • What is the exit strategy for aCommerce?
  • How do you hire people to join aCommerce?
  • How do you shape the company’s culture?
  • Leadership principles

Episode #20: Paul Srivorakul Co-Founder & Group CEO aCommerce

 

 

 

Show notes:

  • [02:16] Tell us more about aCommerce and what is the story behind it?
  • [05:35] What are some of the clients you are working with and give us some examples of projects you help them with?
  • [12:15] You founded and exited several regional startups in group-buying, ad-network, digital marketing agency field. Now you are running a VC and a full-solution eCommerce startup so you’re working on both sides of the table. Which role is your favorite and why?
  • [16:31] As a seasoned serial entrepreneur and a VC veteran, what was your fund-raising strategy for aCommerce? What is the key point for a regional startup to raise funds?
  • [19:29] What are the key points each startup should master to successfully go regional in Southeast Asia?
  • [20:59] You are an example of a Thai startups which went regional. Did it helped that you started there or would it have been easier to start somewhere else? 
  • [23:48] What is the exit strategy for aCommerce and what would be the result that makes you most happy? Will you grow it to sell again like your previous startups or build it to last?
  • [28:09] What are the most important tech trends that you invest in? How do you make the distinction from hype to real deal?
  • [32:25] How do you hire people to join aCommerce? What are the top attributes you are looking for?
  • [37:08] As the CEO, you are one of the key drivers of culture in aCommerce. What would be some of the key aspects of culture and how would you consciously shape it?
  • [39:56] Are there certain leadership principles that you follow?
  • [42:52What would be the top advice you would share with somebody who wants to embark on the journey of entrepreneurship?

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#19: Matthew Tillman CEO of Haven Inc

#19: Matthew Tillman CEO of Haven Inc.

Matthew Tillman CEO of Haven Inc

This is episode #19 and I am happy to have with us today Matthew Tillman.

Matthew Tillman is the CEO and Founder of Haven. Haven was founded in 2014 to help commodity firms automate logistics, collaborate with partners, and gain value insights into their supply chain. With the goal of the platform is to essentially serve as the “Salesforce for logistics, capturing the end-to-end workflow of shipping cargo.”

Haven supports customers around the world from offices in Singapore, Switzerland and San Francisco. They raised a Series A round of $11 million.

Prior to founding Haven, Matt held Technology and Product leadership roles at several Finance and Advertising companies specializing in Artificial Intelligence. But before that, Tillman was the son and grandson of truckers. He’s the first in three generations not to drive a truck for a living.

Stay tuned as we cover:

  • The story of Haven Inc
  • Differentiating from a traditional broker
  • ‘Healthy’ data
  • How does a big investment change the company’s growth
  • Why Singapore?
  • How do they compete with 3PLs
  • Impact  of Blockchain – real and hype
  • How do you hire and shape the culture

Episode #19: Matthew Tillman CEO of Haven Inc

 

 

 

Show notes:

  • [01:18] Tell us a bit – what is it that you do and  the story of Haven Inc and what are you trying to achieve. 
  • [06:02] How do you differentiate yourself from a traditional broker? I know you are adamant about your brand as a software company.
  • [07:32] Talking about data – how do you get your data? How do you make sure you get ‘healthy’ data?
  • [10:54] How important was the series A investment and how did it impact your growth speed? What were some of your main learning for other start ups listening to us.
  • [15:12] What made you come to ASIA and Singapore in particular?
  • [17:36] Who are the biggest partners and supporter of the company? I know that  you work closely with the Singapore government.
  • [19:13] How did the 3PL industry react to your service?
  • [22:04] Let’s talk consolidation. How do you see the future of the industry? I know  you have some clear thoughts on this.
  • [27:41] What is the most  important mark that you want Haven to leave on the industry?
  • [30:31] How do we get over the ‘black sheep’ in the blockchain room AKA customs?
  • [37:20Apart from price and service, what topics do you see driving 3pl selection in 2019?
  • [39:48How do you hire people to join Haven? What are the top attributes you are looking for?
  • [43:20] What do you shape the culture of the company?
  • [45:14What are the key learning that you got during your entrepreneurship journey?

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#18: Ed Clarke Co-Founder and Chief Executive Officer Yojee

#18: Ed Clarke Co-Founder and Chief Executive Officer Yojee

Ed Clarke Co-Founder and Chief Executive Officer Yojee

This is episode #18 and I am happy to have with us today Ed Clarke.

Professional Australian football player, Co-Founder and Managing Director of Yojee, an exciting logistics technology company listed on the Australian Stock Exchange (ASX: YOJ) that has developed a technology platform that builds a solution to redefine the logistics industry and transform it to keep up with the e-commerce boom, utilising the global sharing-economy concept.

Ed has been featured by Executive Series in Australia, Tech in Asia magazine, Prime Mover, Proactive Investors Australia, Post And Parcel magazine and numerous logistics and technology related media. Being consultant, industry spokesmen Ed has been invited as a speaker to international conferences as an industry expert with primary focus on logistics technology, blockchain, Artificial Intelligence and Machine Learning.

Ed is an experienced technology entrepreneur with extensive experience in taking innovative technology platforms to market in areas such as real-time communication, big data Marketing and e-commerce. As Vice President of Sales at Temasys, Ed was part of a team that IBM recognized as one of the “Top-5 global start-ups to watch in 2014”.

Ed was Vice President of Sales and Marketing with Silicon Valley and Asia venture capitalist- backed marketing technology platform, Ematic, which now has more than 80 of South East Asia’s leading e-commerce retailers on its technology platform – a feat achieved within its first 12 months on the market.

Stay tuned as we cover:

  • The story of Yojee
  • What are the key clients that you work with?
  • How complicated and costly was the process of raising funding?
  • Is Blockchain going to transform the industry?
  • The inertia between enterprise and technology. How do you see large companies innovating?
  • What are some of the key messages you wish you could tell every logistics CEO?
  • How do you grow your team?

Episode #18: Ed Clarke Co-Founder and Chief Executive Officer Yojee

 

 

 

Show notes:

  • [01:02] Tell us a bit – what is it that you do and  the story of Yojee and key achievements. 
  • [05:11] What are the key lessons so far. Financing. Growth. Discipline
  • [08:20] What are the key clients that you work with? 
  • [10:15] Talking about discipline. What are the lessons on listing on the stock exchange? 
  • [16:10] How complicated and costly was the process of raising funding?
  • [19:20] Is Blockchain going to transform the industry?
  • [23:12] Where is logistics and supply chain technology going?
  • [27:59] The inertia between enterprise and technology. How do you see large companies innovating?
  • [34:38] What are some of the key messages you wish you could tell every logistics CEO?
  • [38:02] How do you grow your team?
  • [39:48] Do you consider yourself a disruptor?
  • [41:05] One of the company’s values is:  Don’t go broke! How did you come up with it?

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#17: Dr. Yossi Sheffi Director of the MIT Center for Transportation and Logistics

 

#17: Dr. Yossi Sheffi Director of the MIT Center for Transportation and Logistics

Dr. Yossi Sheffi Director of the MIT Center for Transportation and Logistics

This is episode 17 and I am happy to have with us today Dr. Yossi Sheffi.

Dr. Yossi Sheffi, professor at the Massachusetts Institute of Technology, where he serves as Director of the MIT Center for Transportation and Logistics. He is an expert in systems optimization, risk analysis, and supply chain management, which are the subjects he teaches and researches at MIT. He is the author of many scientific publications and five books:

Under his leadership, MIT CTL launched many new educational, research, and industry/government outreach programs, leading to substantial growth. He founded the MITx MicroMasters in Supply Chain Management. He is the founder and the Director of MIT’s Master of Supply Chain Management degree. He also led the international expansion of MIT CTL by launching the Supply Chain and Logistics Excellence (SCALE) global network of academic centers of education and research. The network includes centers modeled after MIT CTL in Zaragoza, Spain;Bogota, Colombia; and Kuala Lumpur, Malaysia.

From 2007 to 2011 he served as the Director of the MIT Engineering Systems Division, where he set a strategy, revamped the PhD program, and set the division for future growth.

Outside the university Professor Sheffi has consulted with governments and leading manufacturing, retail and transportation enterprises all over the world. He is also an active entrepreneur, having founded and co-founded five successful companies:

  • Princeton Transportation Consulting Group Inc.
  • LogiCorp Inc.
  • e-Chemicals Inc.
  • Syncra Inc.
  • Logistics.com Inc.

Stay tuned as we cover:

  • extensive interviews with more than 100 executives on sustainability in business
  • “profits versus planet” or is it instead a more subtle issue of (some) people versus (other) people
  • the example of Walmart and Greenpeace fighting for sustainable seafood
  • younger people are more environmentally aware
  • price premium is related to a brand that symbolizes quality – Forbes has valued the Coca-Cola brand at over $50 billion
  • how is sustainability impacting supply chains?
  • the example of Patagonia – outdoor clothing marketed as sustainable
  • issues which are prevalent in today’s Supply Chain which are being overseen?
  • How to evaluate how much resilience you need in an organisation?
  • How will 3PLs be impacted by huge ecommerce companies?
  • Top 3 attributes that a Chief Supply Chain Officer needs to have?
  • What is your vision for supply chain and logistics education?

The interview is split into 4 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [02:38] Part 1 – Talking first about your latest book – Balancing Green, When to Embrace Sustainability in a Business (and When Not To)
  • [28:11] Part 2: Industry Trends
  • [01:04:55] Part 3: Talent and Recruitment in Supply Chain and Logistics
  • [01:11:48] Part 4: Future of Education

Episode #17: Dr. Yossi Sheffi Director of the MIT Center for Transportation and Logistics

 

 

Show notes:

 

Part 1 – Talking first about your latest book – Balancing Green, When to Embrace Sustainability in a Business (and When Not To):

  • [02:38] Drawing on extensive interviews with more than 100 executives, what are the implications of balancing traditional business goals with sustainability? What’s a realistic overview on how executives think about this issues?
  • [04:36] For companies, sustainability is not a simple case of “profits versus planet” but is instead a more subtle issue of (some) people versus (other) people—those looking for jobs and inexpensive goods versus others who seek a pristine environment. The question is, how far one should go with sustainability? And maybe touch upon the three basic business rationales for corporate sustainability efforts: cutting costs, reducing risk, and achieving growth.
  • [08:26] You give the example, of Walmart – worked with various stakeholders to develop seafood certification programs that support sustainability. In 2015, the environmental group Greenpeace contended that Walmart was not doing enough, whereas Alaskan fisherman and state officials complained that the company was asking too much of them. So what’s the best way to go about it?
  • [11:52] Another example that you give, we see that younger people are more environmentally aware than older folks. As they grow in purchasing power, they may buy from companies that are sustainable.What are your views on this?
  • [15:25] But part of the price premium is related to a brand that symbolizes quality, youth, or other desirable attributes. Forbes has valued the Coca-Cola brand at over $50 billion based on the brands contribution to sales. This is why companies with valuable brands are particularly susceptible to NGO pressure campaigns.DO you have any examples in this direction and what are your views?
  • [19:08] How did Unilever become “sustainability” focused? 
  • [21:18] How is sustainability impacting supply chains? Would you argue that sustainability is in fact a supply chain issue?
  • [24:52] Let’s talk a bit the example of Patagonia, the American clothing company that sells outdoor clothing marketed as sustainable.. They sell to people who care about the environment. The company is committed to sustainability throughout the supply chain. Can you tell us a bit more about this study case?

Part 2 – Industry Trends:

  • [28:11] Some of the major customer pinch points are being resolved by the emergence of Omnichannel and BlockchainWhat would be the best way to gear ourselves for the change that is on-going and is to come from a retailer perspective?
  • [34:33] What are the issues which are prevalent in today’s Supply Chain which are being overseen?
  • [38:45] With Supply chain Digitisation becoming a key topic for many organisations, will the Supply Chain function move from the back office (Cost Centre) to Front Office (Revenue Generation)?
  • [41:49] Its been 2 years since the book “The Power of Resilience” was published, how has the type of supply chain risks that threaten large organizations shifted, if any and with development of IoT, AI etc .. are company adopting technology to mitigate identified risk? (or even enable them to identify other risk and mitigate / prevent those risk?) – if yes, what are some examples.
  • [47:10] How to evaluate how much resilience you need in an organisation?
  • [50:30] In your book, “Logistics Clusters”, you have applauded Singapore as one of the successful logistics clusters. What will Singapore’s Smart City drive, with the push for a Smart Nation which is about transforming Singapore through technology. To leading economy powered by digital innovation. How would this add to Singapore’s status as the global leader and a formidable competitor to other logistics clusters?
  • [53:19] What impact will blockchain have on Supply Chain and Transportation?
  • [01:02:01] Global retail companies build their own supply chain logistics network. How strongly will this effect the business model of 3PL logistics provider? (we would also add do you think the ecommerce giants like Alibaba or Amazon will go and offer 3PL services?)

Part 3 – Talent and Recruitment:

  • [01:04:55] In the age of digitization, machine learning, robotics, What skills will be required by future supply chain leaders? What are the top 3 attributes that a Chief Supply Chain officer needs to have?
  • [01:06:51] Considering your academic background it would be interesting to know which are the most relevant skills companies are looking for in fresh graduates and if Asian universities are preparing students. Maybe splitting between China/Singapore and other countries (ASEAN area and India).

Part 4 – Future of Education:

  • [01:11:48] What is your vision for supply chain and logistics education? What are the type of skill sets needed. A challenge exists today in closing the gap of what’s need now and what the education system is producing.
  • [01:12:59] Some examples of teaching students at MIT – how do you give them the best resources to learn?
  • [01:14:34] How do you see MOOC’s developing in future? Will Universities like MIT will go completely digital or will it co-exist with on campus education?

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#16: Marco Civardi Managing Director Vietnam, Cambodia, Myanmar & Laos at Damco

#16: Marco Civardi Managing Director Vietnam, Cambodia, Myanmar & Laos at Damco

Marco Civardi Managing Director Vietnam, Cambodia, Myanmar & Laos at Damco

This is episode #16 and I am happy to have with us today Marco Civardi.

Marco Civardi is a seasoned logistics professional with over 21 years of experience working in general management covering sales, trade lane development and key account management.

Marco is currently Area Managing Director for Damco Vietnam, Cambodia, Myanmar and Laos. Marco is a hands-on leader and has built strong and stable businesses in VCML which are key markets for the Damco global business.

Marco’s previous role was Regional Head of the Fashion Vertical for Asia Pacific based in Tokyo for Panalpina.  In this role, Marco led a virtual team of fashion’s sales experts across many countries, including Korea, Japan, Singapore, Malaysia, Indonesia, Philippines, Vietnam, Thailand, India and Australia.  Prior to that, he was the Head of Marketing & Sales for Panalpina Japan.  In addition to Japan, he lived and worked in Italy, Hong Kong and Australia.  

Marco is Italian, and speaks several languages, including Japanese. He received an MBA from the Macquarie Graduate School of Management in Sydney. Additionally, he received a Certificate in Supply Chain Management from the Cranfield School of Management in UK.

Stay tuned as we cover:

  • challenges and opportunities in the emerging markets
  • technology and how important ‘myDamco’ system is
  • continuous improvement case studies
  • finding talent in emerging markets
  • some of the skills that logistics professionals need to have to stay relevant on the long term?
  • main drivers for culture shaping
  • the switch from sales and marketing to a full PnL role

 

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [02:02] Part 1: Industry Trends
  • [18:43] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [31:30] Part 3: Personal success stories and habits

Episode #16: Marco Civardi Managing Director Vietnam, Cambodia, Myanmar & Laos at Damco

 

 

 

Show notes:

 

Part 1 – Industry Trends:

  • [02:02] Tell us a bit about each market specifically and some key facts about doing business in each country.
  • [04:03] What are some of the challenges and opportunities in the emerging markets you lead? What would you say stands out as unexpected – maybe some stories about pleasant and unpleasant surprises you had when starting.
  • [12:12] Let’s talk about technology. What is “myDamco” (a system that is used to keep track of orders from clients) and how does it improve your operations?
  • [13:28] Any continuous improvement case studies that you want to share?
  • [17:10] You lead one of the most successful clusters in the region. Can you share some of the ‘secrets‘ that made the cluster so efficient? 

Part 2 – Talent and Recruitment:

  • [18:43] Finding talent in emerging markets is different to finding talent in mature markets like Singapore or Europe. What are some of the challenges and opportunities you find?
  • [23:25] New technologies are changing logistics at a faster pace than ever before. What are some of the skills that logistics professionals need to have to stay relevant on the long term?
  • [26:03] Are there some leadership principles that you follow in your day to day work?
  • [28:00] As a leader, you are one of the main drivers for culture. What are some of the key elements that you focus on when it comes to shaping culture?

Part 3 – Personal success stories and habits:

  • [31:30] In your career you made the switch from sales and marketing to a full PnL role for a major important cluster. How did you manage to do that and what were your key learnings?
  • [34:50] If you could give some advice to a 23 year old graduating university and wanting to achieve a great career in logistics, what would it be?

#15: Dr. John Gattorna Executive Chairman for Gattorna Alignment

#15: Dr. John Gattorna Executive Chairman for Gattorna Alignment

Dr. John Gattorna Executive Chairman for Gattorna Alignment

This is episode 15 and I am happy to have with us today dr. John Gattorna. John is the Executive Chairman of Sydney-based specialist advisory business, Gattorna Alignment and he is one of the most respected supply chain thought leaders globally.

He has spent a lifetime working in and around enterprise supply chains, in many different capacities – line executive, researcher, consultant/adviser, teacher, mentor and author. He is passionate about the subject – some might say obsessive.

In the late 1980s, John became disenchanted with the lack of conceptual depth in the ‘logistics’ field; and as it turned out this did not improve much as logistics thinking morphed into ‘supply chains’ in the 1990s. So he started to search for a new model/framework that would better inform the design and operation of enterprise supply chains, seeking to satisfy customers and consumers, at the appropriate cost-to-serve. And he found it in dynamic alignment.

For the last two decades John has been working with major blue chip corporations around the world to take his new model from the conceptual stage to a finer level of granularity; companies such as Dell, Unilever, Teys Australia and Schneider Electric. It has been a complex task , involving learning about, and combining, several disparate disciplines – consumer/customer behavior; internal cultural capability of the enterprise; leadership styles; and of course the operational aspects of corporate logistics networks and supply chains. The unique quality about John’s perspective is that he presents a multi-disciplinary whole-of-business approach to the design and management of enterprise supply chains, and this requires an eclectic mindset.

He has written several books along the way as his thinking has evolved, but his three (3) most recent titles have been seminal: Living Supply Chains (FT Prentice Hall, Harlow, 2006); Dynamic Supply Chain Alignment, (Gower Publishing, Farnham, 2009); and Dynamic Supply Chains: How to design, Build and Manage People-Centric Value Networks, (3rd edn., FT Publishing, Pearson, Harrow, 2015.)
Another book is in the works, due mid-2020.

John also has a strong academic pedigree having taught undergraduate, post-graduate, and executive programmes at the University of New South Wales and Macquarie University in Sydney; Oxford and Cranfield Universities in the UK; and Normandy Business School in Le Havre, France. He currently holds Adjunct Professorships at Cranfield School of Management and Macquarie Graduate School of Management, and is Chairman of the Advisory Board at the Institute of Logistics and Supply Chain Management, Victoria University, Melbourne. He also teaches on the M.Comm programme at Normandy Business School, Le Havre, France.

 

Stay tuned as we cover:

  • The Gattorna Alignment
  • Most successful projects you have been involved in with your clients?
  • 3 things you ask the client to quickly identify the root issue?
  • Most advanced tools we can use in SCM, in order to have visibility of the future
  • What is the future of Supply Chain with Blockchain
  • What’s the essence of the term, “Supply Chain Resilience”
  • Shape the culture to achieve high performance in their supply chain?
  • Top 3 attributes that a Chief Supply Chain Officer needs to have?
  • Leadership principles that you follow in your day to day work?

 

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [02:53] Part 1: Industry Trends
  • [59:55] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [01:11:01] Part 3: Personal success stories and habits

Episode #15: Dr. John Gattorna Executive Chairman for Gattorna Alignment

 

 

Show notes:

 

Part 1 – Industry Trends:

  • [02:53] Tell us a bit about the Gattorna Alignment – how you came up with the concept and maybe a specific example of how you applied it with great success for one of your clients
  • [07:21] As far I know you were also one of the pioneers who coined the term 4PL. Can you give us the history of how that happened?
  • [10:15] What is one of the most successful projects you have been involved in with your clients? What made it successful and what are some of the principles other companies can use to transform their supply chains? (maybe Unilever or Dell or Schneider Electric)
  • [21:38] When you start working on an assignment, what are the top 3 things you ask the client to quickly identify the root issue?
  • [22:18] You work with big multinationals worldwide, are there some common challenges they face around their supply chains? Any specific differences linked to each continent/country?
  • [25:07] What are the most advanced tools we can use in SCM, in order to have visibility of the future and minimize (or eradicate) risks, while moving forward?
  • [31:25] Organizations can not invest in all the technologies at the same time. How should they prioritize the areas of their investment to counter the volatility?
  • [33:59] What is the future of Supply Chain with Blockchain, if there is one. (Taking into consideration we have a learning curve and an adaptability curve with regard to the varying complexities in a Supply Chain.) And if any trends more specific to South East Asia
  • [39:00] Digitization is shaping and will reshape the landscape where communication, IT is concern, how do you see the physical movement part will change, to cope? Is better inventory, BTO the answer?
  • [41:57] What’s the essence of the term, “Supply Chain Resilience” for a 3rd Party Logistics like us. How does a 3PL become resilient? What do you think the role of 3PLs will be in the future?
  • [47:00] What is your view on the structure of our industry going forwards: the evolution of uber-type organisations in road transport, and digital freight forwarders like Kontainers and Freightos will fundamentally change our industries structure – think of the holiday industry in the last 20 years and the development of online booking.
  • [49:15] Data is key to us all and is our unique IP. As a shipper should we be in-sourcing data and outsourcing transactional processes? If so does that mean the end of Provider driven 4PL are solutions and the development of internal shipper 4PL’s?
  • [52:39] On blockchain, with so many players coming up with its own blockchain, do you see the possibility of a true total connected blockchain network happening?
  • [54:00] What do you thinks is the future supply chain target operating model? Will there be best in class models for different industries or the future target operating model will largely be standardized?
  • [55:35] Many organisations hoping onto adopting these AI related technologies at a rather fast pace and there is already several reports on possible huge talent crunched in coming years, do you think it’s really true and what would be your advice to organizations to ensure the employees are ready for the impact of industrial 4.0?
  • [58:16] What is the common characteristic of resistance that he meets and how does he deal with this enabling people to overcome their disinclination to change?

Part 2 – Talent and Recruitment:

  • [59:55] How can an organisation shape the culture to achieve high performance in their supply chain?
  • [01:03:32] How about leadership – how can an organisation develop, groom and retain top leaders?
  • [01:05:16] What are the top 3 attributes that a Chief Supply Chain Officer needs to have?
  • [01:07:32] In some organisations, Supply chain still doesn’t have a seat at the table with the sales and marketing teams – how can supply chain leaders change this and show to CEOs their value?

Part 3 – Personal success stories and habits:

  • [01:11:01] Are there some leadership principles that you follow in your day to day work?
  • [01:11:23] In your career you made the switch from consulting and working for Accenture to becoming a global figure and recognised thought leader. How did you manage to do that and what were your key learnings?
  • [01:14:52] Any personal habit that contributes to your success?
  • [01:16:28] If you  could give some advice to a 23 year old graduating university and wanting to achieve a great career in supply chain, what would it be?

#14: Erik Cheong Co-Founder & CMO of Park N Parcel

#14: Erik Cheong is the Co-Founder & CMO of Park N Parcel

Erik Cheong Co-Founder & CMO of Park N Parcel

This is episode 14 and it is our pleasure to have with us Erik Cheong. Erik is the Co-Founder & CMO of Park N Parcel, a Singapore-based logistics startup under NUS Enterprise portfolio, providing solutions to enhance the current last-mile fulfillment ecosystem. Their main focus is to provide online shoppers an innovative way to collect parcels in a hassle-free manner by directing their online purchases to nearby neighbours or neighbourhood stores.

Since its launch in 2017, Park N Parcel has successfully built a network of collection points with over 1500 Parkers islandwide in Singapore. Currently working with partners such as Carousell, Airfov, DHL and Aramex to prevent E-commerce platform & logistics companies from facing re-delivery and making their delivery much more efficient and cost saving.

Erik is heading the company’s business partnership such as collaboration, marketing and public relation Beyond his finance bachelor’s degree from University College Dublin and investment banking background, he is an entrepreneurial soul and an innovator with a passion to leverage on technology to enrich modern lives. Prior to Park N Parcel, Erik has started several business in the Hospitality, F&B and E-commerce sector with a strong belief in lean startup methodology.

Stay tuned as we cover:

  • The story of how and why you started Park n Parcel.
  • How are you managing service levels and security with these individuals given that they won’t be at home and available 24/7?
  • When do you know if it’s time to acquire your own assets versus outsourcing through delivery partners?
  • Technologies like AI, Blockchain – how can these be potential game changers in the world of last mile delivery?
  • What are some of the risks in the business model? We see a lot of companies including SingPost and Ninja Van moving towards self collection points network set up. How would that impact you?

 

  • How do you see the growth and development of Park and Parcel in another 5 years?
  • Tell us a bit about the culture of Park and Parcel. How is it working in a start up environment?
  • How did you select your co founders? And how did you hire your first members of the team?
  • You don’t come from a logistics, last mile or eCommerce background. How did you learn about the industry?

 

  • What are the skill set  required for future supply chain and logistics leaders and entrepreneurs?
  • What is the best piece of advice that you have received throughout your journey as an entrepreneur?
  • Is there any personal habit that you think contributes to your success?

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:30] Part 1: Industry Trends
  • [14:50] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [37:10] Part 3: Personal success stories and habits

Episode #13:

 

 

 

 

#13: Damien Dhellemes Country President Schneider Electric

#13: Damien Dhellemes, Country President Schneider Electric

Damien Dhellemmes Country President for Schneider Electric Singapore

This is episode 13 and I am happy to have with us today Damien Dhellemmes Country President for Schneider Electric Singapore. Damien is responsible for the alignment of corporate strategy and business orientation, as well as oversight of all commercial initiatives, operations and implementation.

Prior to the role of Country President Singapore, Damien led the end-to end Supply Chain organisation for Schneider Electric in East-Asia Japan and Pacific across 18 countries. He first joined Schneider Electric 23 years ago, and had since held various positions in the Supply Chain function of manufacturing, logistics, as well as procurement and sourcing.

Having lived in Asia for 14 years, Damien has diverse experience in the region; he moved to Singapore in the summer of 2013 after spending four years in Bangalore, India, and five years in Shanghai, China. Damien holds an MSc in Electrical Engineering from ISEN, as well as an MBA from the EDHEC Business School in France.

Stay tuned as we cover:

  • The company in the future of the world considering that in 2040 the demand of energy is estimated to be 2 times more than present demand most likely there will be non stop energy request.
  • The company will cumulatively invest around 65 million euros (S$102 million) in Singapore. What are the goals and objectives of the new development.
  • What are some of the biggest challenges that you are currently facing when it comes to your supply chain?
  • How do you see AI impacting the future of supply chain and what will this do to the workforce?
  • What are some of the attributes you are looking for in your leadership team?
  • Is Schneider working with any government programs/incentives regarding employee retention as it relates to the displacement of workers by automation?
  • What are the skills required of the future CEOs and business leaders?
  • After 20 years and various roles in Supply Chain, you are now driving the full PnL of one of the large country organisations of Schneider. How have you managed to make the shift? Any challenges? Any concrete learnings?

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:30] Part 1: Industry Trends
  • [28:20] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [39:11] Part 3: Personal success stories and habits

Episode #13:

 

 

 

 

#12: Kenneth Lim CTO at Singapore Maritime and Port Authority

#12: Kenneth Lim CTO at Singapore Maritime and Port Authority

Kenneth Lim CTO at Singapore Maritime and Port Authority

This is episode 12 and I am happy to have with us today Kenneth Lim. Kenneth is presently the Chief Technology Officer of the Maritime and Port Authority of Singapore (MPA). He was seconded from the Government Technology Agency (GovTech), where he held the role of Cluster Director of the Finance, National Development and Transport clusters.

Kenneth possesses over 23 years of career experience in Technology. He first began his career as a programmer in PSA and later became the Vice President of Technology Development, Trade & Logistics in CrimsonLogic. He was the Senior Vice President of Market Operations and IT in Energy Market Company before joining the public sector in 2011. His professional experience covers the sea port, logistics, IT and energy industries.

 

Stay tuned as we cover:

  • Top goals the Singapore Maritime Port Authority is trying to achieve by 2020?
  • What are the opportunities and what are the challenges around AI and Machine Learning?
  • MPA’s efforts to invest in the start-up ecosystem.
  • Cyber security. It is something that all of us should be concerned about, but still a lot of companies prefer to turn a blind eye to it.
  • Digitalization of the shipping industry. What are your thoughts on the current state of the industry when it comes to going digital?
  • What are the most in demand skills in the industry at the moment?
  • What are you looking for when hiring for your team at the MPA? What type of people and attributes are you focused on?
  • What is a personal habit that contributes to your success?  What is a personal habit that contributes to your success?
  • If you could give some advice to a 23 year old graduating university and wanting to achieve a great career in shipping, what would it be?

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:03] Part 1: Industry Trends
  • [24:16] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [31:11] Part 3: Personal success stories and habits

Episode #12:

 

 

 

 

#11: Ditlev Blicher CEO Asia Pacific for DB Schenker

Ditlev Blicher, CEO Asia Pacific for DB Schenker

Ditlev Blicher CEO Asia Pacific for DB Schenker

This is episode #11 and it is my pleasure to have as a guest Ditlev Blicher, CEO Asia Pacific for DB Schenker. Originally born in Denmark, Ditlev oversees the 14,000 employees currently operating across 400 locations in 20 countries throughout the Asia Pacific region for DB Schenker.

With over a decade of experience based in Asia, Mr. Blicher is no stranger to the region. Prior to joining DB Schenker, he was most recently President of Asia Pacific & Europe, Co-President Global Freight Forwarding and Executive Board Member of a multi-national supply chain management company.

He received his Bachelor’s degree in Business Administration from Northwood University and completed executive studies at Oxford University.

Stay tuned as we cover:

  • Top strategic directions that DB Schenker in trying to achieve in APAC by 2020
  • Which technology trends in logistics will likely make the most impact by 2020?
  • What are some of the most common challenges that your clients are currently struggling with when it comes to their supply chains?
  • Rail solutions from APAC to Europe. What DB Schenker is doing around it in the region.
  • What skills should logistics/ supply chain professionals be focused on to remain relevant and continue to add value to the industry in the future?
  • The leadership team in Schenker. What attributes are you looking for when it comes to leading the company to the next level?
  • As the leader of the APAC organisation, you are one of the top influencers of the organisation culture. Are there some leadership principles that you follow in your day to day work?
  • What is a personal habit that contributes to your success?

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:36] Part 1: Industry Trends
  • [12:45] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [24:19] Part 3: Personal success stories and habits

Episode #11:

 

 

 

 

#10: Gender Diversity with 3 Global Supply Chain Leaders

Gender Diversity with 3 Global Supply Chain Leaders

Gender Diversity with 3 Global Supply Chain Leaders

This is episode #10 and it is my pleasure to have as a guests Annemieke Gelder – Founder and Consultant Supply Direction, Saskia Groen-in’t-Woud – Global Chief Operating Officer at Damco and Ingeborg Veelenturf – Senior Director Logistics Asia at Coach.

This will be a slightly different setting, where we will be having a panel discussion on a top topic for the industry: Diversity in Supply Chain. And for that we have with us three guests that I am very excited to introduce to you.

Stay tuned as we cover:

  • Diversity in the Supply Chain community
  • What are the critical skills needed to be successful in today’s changing and transforming international supply chains.
  • Key trends around diversity in Supply Chain
  • How can organisations groom future female leaders

Episode #10:

 

 

 

 

Annemieke Gelder – Annemieke has worked in various senior roles around Supply Chain for the last 17 years, covering various geographies and industries, across Europe, Africa, the Americas and Asia. First as a consultant for Accenture across supply chain projects. Subsequently worked for BP in several positions across pricing, supply chain and investment strategy. And later on for Dyson as Global head of procurement and Global head of logistics. Since 2017 she started her own supply chain consulting company focused on procurement, logistics and end-to-end supply chain.

Saskia Groen-in’t-Woud – Saskia is also a long standing professional in the supply chain space, having started her career in the building materials space, having worked for Cement Australia. Following which she worked for several years in the global cement leader, Holcim, where she served also as Vice President of Supply Chain for one of the largest operations in Asia, namely Phillippines. And in the last 2 years she has served as Asia Chief Operating Officer of Damco Logistics, part of Maersk group. And has just been promoted to take on the global COO position. Furthermore, Saskia has recenty been awarded the winner of Telstra Business Woman in Asia award.

Ingeborg Veelenturf –  Ingeborg is an experienced professional in international Supply Chain Management for over 20 years, in Europe and Asia, for leading International Consumer Packaged Goods companies like Kellogg, Sara Lee and British American Tobacco (BAT). Starting off at Sara Lee in International Supply Chain Management and Retail collaboration out of the Netherlands and subsequently worked for Kellogs across Dublin, HK, Singapore and China in various senior roles across the supply chain and logistics functions. She was also Regional Head of Logistics Asia Pacific for British American Tobacco and since August 2016 is the Senior Director Logistics Asia for Tapestry (former Coach inc). Inge also sits on the Advisory board of the Supply Chain Asia Community.

#09: Chang Wen Lai CEO at Ninja Van

Chang Wen Lai CEO at Ninja Van

Chang Wen Lai CEO at Ninja Van

This is episode #09 and it is my pleasure to have as a guest Chang Wen Lai CEO of Ninja Van.
At 27 and with no logistics experience, Lai Chang Wen started a company that netted $45m in investments. The learning curve was steep and it meant 22-hour work days, sleeping in the office, and even sorting parcels and doing deliveries himself.

Ninja Van went on to redefine the industry by enabling next-day door-to-door deliveries for e-commerce firms and their customers And right now Ninja Van is one of the most successful start up stories in the logistics space. Having grown in a short span to a regional player, Ninja Van has a presence in Southeast Asia. Apart from Singapore, Malaysia and Indonesia, they are operating in Thailand, Philippines and Vietnam too. And they are currently delivering close to 100,000 parcels per day.

Stay tuned as we cover:

  • Route Optimization. Would AI be an important factor in improving it?
  • Why the founders of Ninja Van work so well together.
  • The importance of being hungry to learn and having less ego when working in a start-up. 
  • If you want to be a successful entrepreneur in South East Asia –  Don’t get married!

Transcript here – Downloador read it here

 

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:36] Part 1: Industry Trends
  • [08:35] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [13:55] Part 3: Personal success stories and habits

Episode #09: Chang Wen Lai CEO at Ninja Van

 

Show notes:

 

Part 1 – Industry Trends:

  • [01:36] Talking about the journey so far but also what is next for Ninja Van.
  • [03:05] Artificial intelligence. Do you think it has the potential to disrupt industry?
  • [05:36] Route Optimization. Would AI be an important factor in improving it?
  • [06:17] Without accurate address, there’s no route optimization. The question then is how do you get accurate address?

Part 2 – Talent and Recruitment:

  • [08:35] The founders of Ninja Van. Tell us a little bit how did you get together? Any secrets for you working together very good as a team?
  • [10:52] Fresh blood in the team. Tell us a little bit about skill sets, and what mindset are you looking for when you are recruiting talent to move the company forward?
  • [12:17] How can you tell if somebody has the desire, the hunger to learn but at the same time less ego?

Part 3 – Personal success stories and habits:

  • [13:55] What does the word ‘entrepreneurship’ mean to you?
  • [14:14] It’s always focusing on what’s next and remembering what’s behind which makes you an entrepreneur.
  • [15:10] If you are an entrepreneur, you should  first “throw away your face” [ego] assuming you have nothing to start with, then you will have everything to gain
  • [15:27] Talking about advice you received through your journey as an entrepreneur. That you think was really valuable or it really stuck with you?
  • [17:23] Is there any personal habit that you think contributes to your success?
  • [19:48] Are there any resources that you keep yourself updated to learn to keep the trains on your desk?
  • [20:32] If you can give some advice to somebody graduating university what would it be?
  • [20:51] First advice is don’t get married. A little bit funny but why[..]

Transcript:

Downloador read it here

 

#08: Matthias Heutger SVP Marketing and Innovation at DHL

#08 Matthias Heutger Senior Vice President Strategy, Marketing and Innovation at DHL

Matthias Heutger Senior Vice President Strategy, Marketing and Innovation at DHL

This is episode #08 and it is my pleasure to have as a guest Matthias Heutger. Matthias  is Senior Vice President Strategy, Marketing and Innovation at DHL’s global account management and innovation unit, Customer Solutions & Innovation (DHL CSI). Matthias is coordinating closely the activity of the two DHL Innovation Centers, in Germany and Singapore. Whose aim is to bring new innovations to the DHL group – which does mean they get to experiment with the latest technologies available.

Moreover, Matthias’s team is also responsible for the DHL Trend Radar, which is one of the most well documented and informative papers in the industry on latest trends and technologies.

Matthias is also a member of The Council of Supply Chain Management Professionals and is highly engaged with our industry bodies and best practice associations like SAMA, SCM World and others.

 

Stay tuned as we cover:

  • The warehouse of the future – working with collaborative robots.
  • 3D printing – Matthias: “Everybody thought this will completely disrupt the logistics – I don’t believe it will.”
  • Good data in logistics is a big challenge because it is still traditionally a very paper-based business.
  • The potential for sharing platforms (Uber, AirBnb) in a way to be used in logistics.
  • Talking about extensive internal Certified Training Program 

Transcript here – Downloador read it here

 

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:18] Part 1: Industry Trends
  • [24:40] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [30:59] Part 3: Personal success stories and habits

Episode #08: Matthias Heutger Senior Vice President Strategy, Marketing and Innovation at DHL

 

Show notes:

 

Part 1 – Industry Trends:

  • [01.22] What technology trend in logistics do you think is likely to make the most impact by 2020?
  • [04:12] The warehouse of the future – working with collaborative robots.
  • [06:55] Mobile piece picking – simulating the human hand was the most complex thing to do.
  • [08:13] 3D printing – What do you think about it?
  • [08:28] 3D printing –  Everybody thought this will completely disrupt the logistics – I don’t believe it will.  
  • [10:07] Artificial intelligence – What does DHL plan to do?  Most clients ask – how can I better predict demand?
  • [13:24] Good data in logistics is a big challenge because it is still traditionally a very paper-based business.
  • [13:53] Do you see a potential for sharing platforms (Uber, AirBnb) in a way to be used in logistics?
  • [14:25] Talking about warehousing sharing 
  • [18:59] Acceptance of a new model.  Also change in management. Just like AirBnB. At some point, people really have to feel comfortable with letting strangers in your home.
  • [19:47] What do you see as the biggest challenges that logistics companies in general, DHL in particular, is being faced right now with implementing all these new technologies?
  • [20:15] “Hey, we were really working for an innovative company,” and if you gave them more security for their job than working for company who doesn’t embrace change.
  • [23:45] If you were an investor, what type of technology startup would you invest in?  

Part 2 – Talent and Recruitment:

  • [24:40] Finding the right skills to take DHL to the next level, where do you feel there is a skill gap at the moment?  What is the hardest for you to find?  
  • [27:27] Should companies try to develop their in-house talent.  Is there some education changes that need to be done?
  • [28:36] Talking about extensive internal Certified Training Program 
  • [29:55] What do you think is the critical mindset that people and logistics company should have in order to lead companies to success in coming years?

Part 3 – Personal success stories and habits:

  • [30:59] What something that you did methodically at the initial stage of your career.
  • [31:55] It is important to have broad experience across different topics, across different geographies as well and develop the right relationships.
  • [33:51] Can you also share with us any kind of supply chain resources, anything that you use to take or to get your information to keep yourself up to date.
  • [34:52] If you could give just one advice to a 23-year-old graduating from a university and wanting to achieve a great career in supply chain what would it be?

Transcript:

Downloador read it here

 

#07: Tom Schmitt Board Member and Global CCO for DB Schenker

#07 Tom Schmitt Board Member - Contract Logistics and Global Chief Commercial Officer for DB Schenker

Tom Schmitt Board Member – Contract Logistics and Global Chief Commercial Officer for DB Schenker

This is episode #07 and I am happy to have Tom Schmitt Board Member – Contract Logistics and Global Chief Commercial Officer for DB Schenker on the Podcast.

DB Schenker is one of the top 3 global 3PL companies in the world with operations in 140 countries. As the Management Board Member responsible for the $3bn+ Contract Logistics business, Tom is in charge of a global team of 22,000 logisticians with continued and accelerated profitable growth. In the first year of Tom’s leadership, DB Schenker Contract Logistics grew by 17 percent topline and saw a 20 percent growth to the bottom line. Tom has served also previously as President and CEO of Purolator in Canada, as well as had a long career in FedEx, having led as CEO the supply chain division. Also, Tom is a published author, having written the leadership book Simple Solutions: Harness the Power of Passion and Simplicity to Get Results. Which a great resource of leadership principles.

Stay tuned as we cover:

  • Top strategic directions that Schenker is trying to achieve in the next years. The top goals in the company by 2020.
  • Contract Logistics. Where does Tom see the emerging markets.
  • How DB Schenker customers expect them to use all the information, data, that we have to their advantage. Using big data and capacity planning.
  • The importance of – People, service, profit in that sequence.
  • Talking about left brain and right brain. How to access both types of thinking.
  • Advice for a 23 year old finishing collage – Think of your first move and your second move as an option expanding move.

Transcript here – Downloador read it here

 

The interview is split into 3 parts – so if you want to skip directly to the point  of interest please go ahead:

  • [01:18] Part 1: Industry Trends
  • [17:10] Part 2: Talent and Recruitment in Supply Chain and Logistics
  • [28:59] Part 3: Personal success stories and habits

Episode #07: Tom Schmitt Board Member – Contract Logistics and Global Chief Commercial Officer for DB Schenker

 

Show notes:

 

Part 1 – Industry Trends:

  • [01:18] Top strategic directions that Schenker is trying to achieve in the next years. The top goals in the company by 2020?
  • [04:41]  Technology is rapidly transforming the industry. Which technology trend do you think will have the most impact by 2020?
  • [07:20] What are the challenges DB Schenker is faced when implementing and adapting and transforming?
  • [09:58] Current changes that your clients are struggling with at the moment and how is DB Schenker’s currently addressing some of them?
  • [12:12] Contract Logistics. Where do you see the emerging markets?
  • [12:44] On building a new regional office near the largest airport in the world that is build in Dubai.
  • [15:26] If you were an investor, which logistics technology-related start up would you invest in and why?

Part 2 – Talent and Recruitment:

  • [17:10]  What types of skills are you actually focused on finding, developing or importing into DB Schenker?
  • [17:44] Talking about the logistician of the future.
  • [20:39] How our customers expect us to use all the information, data, that we have to their advantage. Using big data and capacity planning. 
  • [23:40] How you select your leadership team. What type of attributes are you looking for when it comes to appointing one of the top leaders in your team?
  • [24:00] The importance of – People, service, profit in that sequence. Talking about the right people who can react accordingly in difficult situations – geopolitical or natural disasters (ex: Hurricanes)
  • [26:44] Culture. What would be some of the top elements and mindsets, that you’re trying to instill and enforce?

Part 3 – Personal success stories and habits:

  • [28:59] Any other principles you follow in your day to day work, in your leadership work?
  • [29:32] Talking about the boy scout notion of leaving a place better than you found it.
  • [32:00] Habits that contributes to your success? Do you do something on a regular basis?
  • [32:23] Talking about left brain and right brain. How to access both types of thinking.
  • [34:05] Which book do you typically give to people?
  • [35:22] Any supply chain resources, websites, reports that you use to keep yourself updated with the latest development in the industry?
  • [37:03] If you could give some advice to 23-year old graduating university wanting to achieve a great career in logistics, what would it be?
  • [37:18] Advice for a 23 year old finishing collage – Think of your first move and your second move as an option expanding move. 

Transcript:

Download do transcript of our discussion here – Download – or read it here