It is times like these when we realise the vital role of often overlooked functions. Efficient and resilient supply chains are the foundations of modern life, enabling the operation of essential public and health services, food production and distribution as well as online shopping. More than ever, we are dependent and should be grateful for the work of the packers, administrators, truckers and couriers, shelf-stackers and many others in various supply chain roles for keeping hospitals supplied and fridges full. In travel retail, supply chain functions have a similarly important role to play to ensure that products are available to travellers when and where necessary. Regardless of how long the chain is, it remains only as strong as its weakest link.
In this guest column, Mondelez World Travel Retail (WTR) Head of Customer Service & Logistics Jens-Ulf Hinze discusses how collaboration is the fuel to supply chain – and ultimately travel retail – excellence.
In times of major crisis, what is really important is put into sharper focus. At Mondelez, there’s one thing that we have always believed in and that the current crisis has only further convinced us of: we are #StrongerTogether. Whether it’s supporting our communities with donations, reaching out to our colleagues in solidarity or solving problems with our customers, overcoming challenges and achieving excellence do not happen in silos. From a supply chain point of view, the deeply collaborative nature of our relationships with our customers is one of the major driving forces behind our continued success.
Made to measure
Each of our customers is different; they have their own ambitions and their ways of working, as well as the infrastructure to achieve these. A one-size-fits-all approach is unlikely to result in a good partnership or stand the test of time. Recognising distinct requirements and tailoring our plans accordingly lead to both more efficient execution and improved collaboration. For example, at Mondelez WTR, we have a well-defined customer segmentation framework that acts as a compass to maintain clear focus of our resources and helps us to build long-term action plans to suit customers by their needs, targets and markets.
A two-way street
Communication is key to any good relationship, and feedback should be a two-way street to guarantee continuous improvement. To ensure that we are always learning and growing alongside our customers, we have developed a reciprocal scorecard system that we use to rate one another, foster transparency and accuracy, as well as to identify opportunities for improvement. It’s quite simple; if we are off track, we take a consolidated and collaborative approach to get back on track. When the responsibility to improve is embraced by both parties, rather than resting only on one of them, the relationship inevitably sees increased agility to resolve problems and achieve common goals.
Common goals
I have played football semi-professionally and coach junior teams. When people join forces, you can feel a heightened sense of motivation, a sort of camaraderie, to take on a challenge. Common goals have an innate ability to rally people, and make you feel like part of a team, rather than being one party in a transactional relationship. From our perspective, developing joint KPI measurements with our customers and making them part of what we hold ourselves accountable to as #TeamMDLZ drives a remarkable collaborative performance. At the end of the day, we’re #StrongerTogether and can achieve greater things.
A growth mindset
The old adage goes “if it isn’t broke, don’t fix it”. However, innovation doesn’t happen in your comfort zone, and those who don’t take risks and look for fresh opportunities to grow will rarely see progress. I’m proud to work for a business with a flair for pioneering initiatives and that has earned a great reputation for innovation in travel retail. From trailblazing digital engagement to establishing new categories like biscuits, it’s part of our DNA to push boundaries in pursuit of growth. Our growth ambitions, however, are never Mondelez-specific. Our success can only be mutual; together with our partners, and ultimately this whole unique industry that we’re so fortunate to be a part of.
This pioneering spirit is also embedded in our Customer Service & Logistics department, where we are currently streamlining our order capture process by leveraging cutting-edge artificial intelligence technology. With high accuracy and self-automation, this self-learning solution can help us to improve operational efficiency, increase service quality and raise customer satisfaction. Ultimately, by trialling new technologies and focusing on constant mutual growth, we’re doing everything that we can today to ensure prosperous partnerships tomorrow.
Right now, that ‘tomorrow’ is looking very uncertain. In my line of work, we frequently face challenges posed by inclement weather. From blizzards blocking the visibility of trucks on the road to water levels hindering containers from accessing ports, in my almost 30 years at Mondelez, I’ve seen and tackled my fair share of challenges. One thing that I have learned, however, is that storms pass. At Mondelez WTR, our logistics team is looking forward to navigating the post-pandemic landscape with agility and speed, collaborating with our customers to leverage the best opportunities for our recovery.
