Dr. Dirk Holbach is currently the Corporate Senior Vice President and Chief Supply Chain Officer, Laundry & Home Care at Henkel Global Supply Chain.
With more than 20 years of experience in supply chain, operations, purchasing and sales, Dirk has held various roles on a local, regional and global level at Henkel.
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Some of the highlights of the episode:
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Dr. Dirk Holbach is currently the Corporate Senior Vice President and Chief Supply Chain Officer, Laundry & Home Care at Henkel Global Supply Chain.
With more than 20 years of experience in supply chain, operations, purchasing and sales, Dirk has held various roles on a local, regional and global level at Henkel.
Discover more details here.
Some of the highlights of the episode:
Follow us on:
Instagram: http://bit.ly/2Wba8v7
Twitter: http://bit.ly/2WeulzX
Linkedin: http://bit.ly/2w9YSQX
Facebook: http://bit.ly/2HtryLd
Hello and welcome to the leaders in supply chain. What does, I'm your host, dr[inaudible], managing director of Elton global. Our mission is to connect the supply chain ecosystem in Asia and globally by bringing forward the most interesting leaders in the industry and I'm very happy to have with us today dr Jared up currently senior vice president and chief supply chain officer for laundry and home care at Henkel global supply chain with more than 20 years of experience in supply chain operations, purchasing and sales. Varick has held various roles on a local, regional and global level. INCOSE is special focus, has been on supply chain strategy and organizational development, network optimization, continuous improvement and post merger integration. Obviously as we all know, Henkel is a German based global consumer groups, which is well known globally for brands, lots of just crazy deal lock type and flood scope with close to 20 billion euros in revenue last year and which has undergone continuous and outbreaks in developments over the years. And its supply chain is one of the best in the world. So a[inaudible] will be helping for data today to share a little bit of insights and case studies.
Speaker 2:So what they've been doing. Sure. Thank you for joining us. Yeah. Hello. Thanks for inviting me. I'm really happy to be here and looking forward to your questions. I wanted to start with, um, I wanted to start with your transformation plan as, as an organization you launched in 2017, um, a series of actions that, um, uh, that you pretty much once was to take some stuff. You're already kind of done with a lot of it. So I wanted to engage you and ask you if you can tell us a little bit about, about that. How has that plan been? How has been the transformation journey so far and a little bit of some of the results that you've already been seeing? Yeah, for sure. Thanks for the question. I believe it's important to position 17 to 20 presence brand in the context. Well, it's not the first, yeah, the um, stablish so we really started in the 2005, 2008, nine 30 to 16. With the quiet periods focusing always on different aspects. The very first, um, really if I may say in 2005, it was more on getting the right dealership in the different people's positions. Then focusing on on network work you do. Um, then once that was pretty much set one, let's say driving efficiency in the network, you seem awful. 17 to 2020 plan is definitely, uh, the digital transformation next to all let's say. Um, so blacks in focus areas like cost and serve as just mentioned, if you really, when it comes to the plan, I'm very much focused on digital. Yeah. We are like always include in that. So that is a continuous challenge and a continuous task. We are, I would say I'm especially proud of is really in the meantime I would call it a toolbox and capability. We have two in the area and also the global, the global impact on the, on the organization. Just to mentioned one example, um, we have to stock two to build up our own analytics platform, cloud-based. Oh, less than two years ago. We have a thousand, 200, I'll use us in all splashing communities and looking at the total number of colleagues. We have an our team that is almost 20%. So if you, let's say blue colors who are not, it's isn't directly. Um, yeah. And that is quite the high reach. Um, and also when we look at, uh, the, uh, the reports being pulled out of that, all of them, we call it in front of the West screen. Did you back home? It's reaching in the meantime, 17 thousands single excesses per day by more than 300. I think that is just one example of this. I would call the penetration penetration in all organizations. So that is really, really going well. Um, and maybe probably later in the podcast going forward and I wanted to, I want to touch upon sustainability. The topic is one of the most, whether we are in supply chain or whatever, we are doing that specifically as practitioners, as a politician, as leaders and as polished. And there's a lot of things that it just in the plastic too, the packaging to sustainable way of transportation to, you know, a, a number of other number of other measures. So I wanted to ask you are some of the measures that you have taken, I'm pretty sure that more sustainable supply chain in the morning, kind of a press summary this morning mentioned and what they'll do about fully correct. It's, it's very much, I'm on the agenda now and it's not only about that, what the company has to doing for sustainability is it's somewhat part of our genetic code. Wait two years ago we'd be probably prefer a corporate sustainability and since 2005, Oh we have to be very much focusing on supply chain relevant KPI's like energy, energy, water waste and safety, driving them to completely different drivers. Just to mention since then when laundry and home crib, we boost a lot specific energy consumption by more than, um, so that means every product produce goose compared to almost 15 years ago as being our booklets first. And then of course when you work, what you're also doing then to try to floss energy in a more sustainable way, avoiding any kind of green, green whoppings. So buying some to did because the booty green doing something impactful and, and sustainable for 40 and black. So that is a bit about looking at the supply chain that we extended over the years into the transportation, uh, upstream, downstream. So correct too. Well straight to customer as you just mentioned, looking at[inaudible] and very consequently at different transportation modes. Of course in the moment you optimize a network in terms of a good smooth, uh, involved all outbound logistics, you always have a positive impact on sustainability, see or to impact SEO. And that is apparently that we have been looking at very consequently the last year such network optimization as you reduce and boost that. Yeah, of course we look at the feeds of our providers in order to optimize that. In the meantime also are good tools out there when it comes to trick and tracer, let's say track down this[inaudible] just on a very, very precise resize weight, the blackened environment. But of course that's awesome. As a business is going much, much further. I just want to elaborate on two points. One is obviously plastic as an FMC or you company that it's cause a very, very obvious topic. Yeah. Um, uh, also a not so started only today or yesterday working on that, um, over the last years when it comes to product design, packaging design, lightweighting using plastic and then also replacing via the factory plastic seal. It's fully recycled PT, uh, using also social blastic from our partners. That's the thing. So, and that is something of cost and which we are going to drive let's say the portfolio sliding from reduction, they're properly using[inaudible]. Um, and then of course also making and I think that is one good example that um, that the packaging is recyclable to 100%. That's what be able to contribute again to the circle. Yeah. And you have one son, one nouns Institute photo for Institute for packaging design, which is in the meantime Oakland can be downloaded specific red page. You use the model 600 other companies and we are hoping to, the collaborative way to continue to develop in order to really promote the idea started the sauce of course avoiding the best, the best way to, and the other big topic as a business is that means having let's say to delivery in the specified quantity of capsules for instance. And with that we have seen a drastic complexion. Uh, I'm off products. So, and of course the more compact the product is, the less little it needs, the less packaging again, and also the back, the transportations transportation. Just to give one example, 20 years ago in Europe when you had the normal workloads, you have to put 150, okay in the water. Um, now at the moment are so, um, we came down for 150 to less stressful. And when it comes to unit goals, so I think that is another right important to, first of all, again, their voice of resources and then of course make sure that whatever these are coming out of the circle team or can be fully introduced into the circular food. And I wanted to ask you specific Nichols, I had this conversation and you mentioned plastic, right? Plastic is a big, yeah. Paul was one of the largest issues of humanity and um, and I was talking to two of mine who also happens to work for a consumer goods company much more on the foot side. But uh, and I was asking him because one thing is blessed in the recyclable plastic that basically assumes and Singapore, Southeast Asia, South America, there's areas in the world where maybe in Europe, Ambien with very family developed, but in most places, even if it's people are not, don't have this habit of recycling or, you know, I'm not as prone to do it. I was wondering for Oscar then this kind of popped into my mind in terms of those types of, um, I'll just pull the bio biodegradable, um, package, the types of packaging, which again doesn't necessarily okay the time necessarily to be able to, to maintain the quality of the, of the product. But have you also looked into what type of packages or some of the products? Yeah, for sure. We'll be looking at those in, I think you mentioned already one, one, Taylor,
Speaker 3:all the
Speaker 2:in the packaging has it been one Samson was a very often to not only a fork that you carry, let's say product relevant information data and so on. What I make sure that the park is not infected by the environment or vice versa. Answer again is yes, of course islands on biodegradable biodegradable packaging being useful product at the moment to scale up. So, um, the, the, the card is at the mall. We are looking at trying to quit and that's not, makes it also feel good with the policy to be able to improve food aid. Um, what will come over the next two, three, four, five, maybe 10 years. But some of the developments with our[inaudible] could set up our[inaudible]. That is a completely different matter. Talking about hundreds of millions.
Speaker 4:Um, um, uh,
Speaker 2:let's say off of them when it comes to converting courses and the same by the way, or build any examples when it comes to a more the plastic, the plastic you recycled. Technically it's, it's probably maybe the best way to do it, but with school it's a couple of years and an end. And then across the different plastics sauces will also impact on 15[inaudible]. Yes, correct. And look at oath and blessed with the 10[inaudible] is longing for more than 90% of our oceans are usually in the emerging[inaudible] countries, whatever, like Nile in Egypt. And as you rightfully say there, you would not, yes, recycling systems is set up in the right as is even other countries. Nevertheless. Yeah. One of our approach with this, we collaborate with this initiative, it's about social plastics
Speaker 4:and uh,
Speaker 2:what's a daily perhaps is off that initiative is really drawn. Who's going through this? Yes. And they're combining,
Speaker 4:yeah.
Speaker 2:We introductional plastic into the value chain providing, providing incentive, uh, two people who can really benefit also in economic terms from collecting a plastic and making sure that resources are being reintroduced into the value chain. Yeah. And really doing both things at once in depth I think is one way you start to bring up the rights assistance and also incentives those few feeds to texture. Yeah. More and more so. And I think there are many other, and I just mentioned this one,
Speaker 4:perfect
Speaker 2:equally well and important and support. Yep. Your obligation to or to foster and to support, um, those kinds of efforts in order to, in order to create more efficiency in the system. As a company alone, of course we are too small to organize something similar adjustment.[inaudible] yeah. So tool to help to support
Speaker 4:on Google.
Speaker 2:It's like those kinds of initiatives together with these partners and all that too. Well not to it's rec more and more other players from all sides. I mean, I didn't know about the, I mean you mentioned the before the[inaudible], the discovery that you've shared with then 600 other organizations are using on the packaging side. And I think this kind of collaboration is highly needed and there's no one way the same. And I know that you're a user of Tesla because I don't know if it makes sense from an economic and corporate perspective necessarily, but he's trying to push the whole, it's definitely the slept at night. Um, knowing that, uh, you alone were not made the difference on a global scale, but setting the right example. Yeah. That is in department. Got it. Pointed again,
Speaker 4:the bro goofy with y'all
Speaker 2:people watching and following. It's challenging us and expecting us to move. So from that point of view, um, yeah, do good things and make a development for others so that they can contribute naked and increased. It includes impact on the, on the goals of the system by doing so in terms of all the new things coming up, new types of initiatives, industry hope one. So you have all sorts of, um, new developments across the platform and we have a very, very good question, um, that, that came from one of our listeners in terms of how do you even keep up to date. We have all these new stuff coming up and the question was two fold. One, how do you keep up with this in terms of making sure that you kind of keep abreast of all the changes and their development,
Speaker 5:deep learning.
Speaker 2:And secondly, which is even more important as something sometimes is how do you, uh, introduced this new development that makes sense to the business in the business? Do you have a process you start regionally, locally then just globally? How do you do this one? How do you learn and get abreast of all these new things? And how do you then in Samantha,
Speaker 5:it's got two excellent questions.
Speaker 4:He's, I think that's what most of the context of it,
Speaker 5:correct? Yes. But both both are connected. Yeah. So how is our approach when it comes to the supply chain? It's a mix between a top down, bottom up approach.
Speaker 4:So
Speaker 5:did you tried to explain it in a quick way? Um, and that they did time before we did a couple of things you look at,
Speaker 4:wow,
Speaker 5:Hey, if we continue like that would be missing important things. And by the way, Oh, those things, something which is relevant and at the end of the day we will lose focus. Maybe too many resources in the wrong fit. So what we did was we gave ourselves a flame where we said, okay, well as as an FMCG supply chain, what are the most promising and we call it technology areas where we've been all right. Digitalization industry four zero is right producing applications which are relevant for us. The drawings that is robotics, um, liberalization and also endurance
Speaker 4:what recorded at that time.
Speaker 5:So that was setting the framework. So what we since then have been doing whatever, whatever kinds of application, most case or other you want to call it, we are looking at, um, we always make sure that this fits through the frame and the frame is also and living frame. So we have the borders from time to time that kept up with the most recent developments and that is I would say the top down. So buck them athletes. Oh, also since, yeah, then two and a half years in our innovation factory. Um, someone, uh, who is, you call them foxes in the point of contacts when it comes to I four zero D teacher. And these guys have regular calls or communication in terms of Jamar groups? Facebook, I would say, um, we are, they exchanged experiences, ideas and thoughts. So that means, yeah, doing the scouting process,[inaudible] organization all over the um, whoever I asked, I'm from where you are, it's great. Not only for me but also for the rest of the business. Then it that the right forum to, and of course the smaller by the dedicated team colleagues, you need time based and I'm set, I'm based in Spain, in the us, in Dubai and also in Singapore. That is part of the central. He just cracked the poses. How do we make that we don't do focus on the other side or reduce the list on this Samsung really 11 and across. So that is the piece of assaulting. How do we, um, that is I would say pretty pragmatic approach. Um, be fine. We tied to an application and use case. We say, okay, looks interesting. Sounds good. It's done by this. Um, 10 plus minus, organize them through different books. Um, on a very fast way. Well usually for your 80% plus evolution and then, and then we try it out. You got the power points with the pilots is already running and decided, they said, Hey, the price is all this in group for us. And then we have already referenced, if not usually within this group of folks that we're talking about 14 colleagues plus minus virtual network. Um, we look together with them. Okay. Where is probably the best site, Alex, you've got gotta be go directly for[inaudible]. Well three sides, one side, then two, three and then full scale up approach. And that is usually happening. I would say the pilot depending on the sides or two of me over a period of three to six months. Um, well sometimes it's pasta, sometimes it takes longer depending on the pilot and then we know it's good or not do some times you mean? Um, and besides on the, on the further roll out to build a business case for globally something, something's really good and I want to have it brought out to them first for 18 months. Yup. Let's say I would call it employment. It's so scouting and deployment approach in terms of um,
Speaker 6:kind of moving slightly to a topic of mergers, acquisitions and obviously the over
Speaker 5:as both a number of companies
Speaker 6:and from a supply chain integration perspective
Speaker 5:that can be, um, and you also need to kind of have a personal pending one day depending on the type of product that you're integrating. We all have a certain formula or do you have, um, steps that you will typically follow from your position as the head of supply chain when it is a new product line or a new brand into the company on how you were doing or in the most effective way? Yeah. When it comes to M and a, of course as you rightfully say, each acquisition is that, so this is depending on the geographic scope, the assets is brands are those physical assets and people they're different. What we do in general is yeah, we invoice as a supply chain team. Oh, from the very beginning, the staff in the acquisition process and also five, six years ago it's more team. Ah, we fought people. That depends on it. I'm on the, on the activities on the M and M divestment sites, let's say the size is fluctuating, but we are very, very much from the beginning. And then of course during the deliverance, depending on the, well the design of the view or the negotiation into contracting. So from that point of view, we know very early already, Oh, we went to a mutual approach, uh, then and then eventually integration afterwards. Um, and again, that is very much depending on the type of the, that type of, um, this, this preparation is also then globally from, from the global team I'm to really, okay. So the signing and then no cost, the belief in the colleagues and the execution. Again, it depends on under five, on the, on the, the type of acquisition. Yeah, we have one my, uh, during the, during the integration phase, what are usually the, they're big this and from a supply chain side is obviously alright. It can be some overlaps in the Java where we buy then definitely on the people side, but it tends to, okay. A couple of times can be very different, especially when we as a larger corporation for instance by a smaller family. Why a family owned business? Well, one of the um, big attention points and Oh algebra. Then of course, very quickly it's in the one and also in the other direction. Right. And uh, another point was also mentioned cos a system integration. So we tried to do it as fast as possible and then of course you have to be sure that[inaudible] that yeah, you before you integrate, otherwise you pay the print price, you pay the price off. I would say that is your data process and repairing them individual approach. And then of course every support you exchange afterwards. And again, sometimes you can say you are done and some other integration clauses is longer, um, big on scale and all this kind of change management
Speaker 2:transformation process. Of course,
Speaker 5:more time
Speaker 2:on the topic of uh, on the topic of eCommerce, eCommerce as well as who's sending directly to consumer, which is more and more of'em no longer a trend, which is blowing up year on year, on year. And, um, and is it becoming the channel a basically a causing this huge, and I was talking to, we had a, we had another post interesting on the healthcare side of the look, I think you might know him homework and he was saying, Mark, there's a number of initiative they're taking on the eCommerce site. How does Henkel approach that? Um, you know, you're almost, you have, um, as a generalist, you know, are there certain challenges that you face with short term, mid term, long term plus, a little bit about that.
Speaker 5:Got it. As long as it's a big question.
Speaker 2:No,
Speaker 5:yes. Yeah, no, it's very relevant. So I wouldn't say it makes my youth less contingency looking at this and changing and adjusting our system volume driven as supply chain. Like the long home care business that is specifically thinking in full pilot school trucks. That first segment. Yeah. Yeah. This is of course, all our capabilities. Yeah. Let's say in the, in the, in the moment your markets allow modern trade partners adjusting their systems to like Walmart listing everything until you come last. So that is one to be able to uh, data for that. And it's not only involved the, the supply chain as such, the physical process and also very much about the products. You can have products which are eCommerce ready, so be as compact as possible. Then the packaging in contradiction to our earlier discussion also over longer distances, three many cases very well. That means lightweighting is good for the environment but not we have already that they're contradicting requirements I want to say is of course also the product design. Your product offering needs to be did you commerce environment, which again indirectly or directly it's getting asked because we have more product complexity in the, in, in your portfolio. Um, so from that point of view that is definitely very high on also as a company and author in the business we doing the important moves. So, um, uh, our beauty care colleagues, just bots, um, um, hyper personalizing, uh, businesses you get there you are, you are treatments to your personal needs that's directly so that let's say very promising business. We announced a few weeks ago. Our first investment, also the see business was two months in North America in the informal venture and venture capital. The challenge for our category is our products are high rotation articles in stationary freight. Yeah. But also relatively low value. Then I would say so the dollar or the Euro per kg or per pound is comparatively low for instance, for five to seven more expensive. Oh, it's all more efficient when it comes to shipping. Yeah. So that is definitely, definitely exactly. So button. See in several markets that pay out and relevance of our product category is rapidly accelerated. So from that point of view, definitely a high, a a tension point. Again, looking at the consequences for us supply chain, a different ways of keeping to the consumer and business to consumer. We also get much more insights, which because you have no, no classic traits anymore and can learn much more and engage and one more element of participations in the new times in service. So startups, uh, providing a, providing laundry services, well let's say the chemistry, the servers around in other European countries[inaudible] again over time we'll have nevertheless I said at the beginning our business along home is by volumes in the supply chain and that also will not change over the next three or five years. And then all these other elements I just mentioned, but still at the moment our bread and butter business is lack scale volumes. And I think the challenge we have is that we have this, let's say increasing in importance over the next few years. We need to be able to wait well and that is a lot about segmentation and also redesigning the way. How would you live off products and services to our end consumers positioning a little bit to them, softer side to the people ultimately, um, are behind any organization. Wanted to touch upon the topic that again is highly relevant and talked about sustainability. Is it something you can read every day? Diversity is another thing you can read every day and for good reasons. So I wanted to ask you, how do you drive gender diversity within the, probably never get enough. Um, are there specific things that you, you grew around? Yeah, absolutely. I think that is it. It is a journey that never stops. Hmm. Well, thankfully with the company of course doesn't feed others like nationality in the background and so forth as a company we are, and then comparing us with others in the, in the, in the back. So the German outgoings I would say are equivalent. Yeah. We are ranking. You're ranking quite high. Yeah. Which again, doesn't mean that you will ever stop. Just to give you a couple of the numbers. So in, in the company we have the employees coming from yeah. More than 120 nationalities. So in 85% of them. Anyway, I'm working outside of[inaudible]. So we all said at the beginning in German, this company, um, we were very high as a business.[inaudible] 35% on in investment position. He says, enough. I said, no. And what's the now coming upon what I'm doing in the supply chain area. So some also some numbers. So seven, eight years we have in the management position. So the comparable a number, I'm here, I just vent on company level living off of 11 since then, really, excuse me. Actively not only look at numbers, right, change and improvement. And within the last six, seven years we were able to more than double that number. So we are roundabout at the 25%. Yeah, I'm at the moment, given our footprint. And also let's say the geography, I would say that is, that is not bad, but is it enough? No. Again, we have put quite a high emphasis on, uh, on, uh, let's say supporting a development in the organization. As I said, looking regularly at these numbers. Do you have a specific cohort of felons, females, let's say promoting? I would sit in the accelerated in your organization, however, always this, our former CEO who said, um, you promote, it's looked at, we have to force ourselves, always look at also female candidates when it comes to acquisitions. But at the end of the day, the candidate is the best potential and performance makes the race. So we do not any Hong Kong. Um, we just don't want to look nice. So it's a, it's very much about creating the opportunity, um, inconsistency, looking at the development of diversity in your organization. Um, and then of course at the end of the day, the best one will make it just to give one more example. So I have a relatively small team for the colleagues. Yeah. 22 North and of the team. So let's say we have walking the clock personally out of my family. Um, part of my family has Mexican passports, so obviously I have a German passport both. So from that point of view, as I said in a different context earlier, walk the talk and then uh, and then try to make it do this, this topic in discipline in my organization. One last comment is why I am a great[inaudible] w when it comes to, and then then having another context system discussion about the difference between, robustness and resilience. When it comes to robustness of course, of the supply chain that is, How do you anticipate, and make the system more robust against foreseeable e xternal i mpacts, which is good. Di versity h elp, it's one of the im portant elements. When we look at the external environment, the amplitude and the frequency of unplanned events, has. Become or is becoming more and mor e prom inent. An d then we talk about resilience from my point of view and one of the really important supporting facto rs of a resil ient syst em. It's definitely diversity in the team. Yeah. So, um, a s y o u canno t, let's say I'm g oin g to t a lk abou t resilience plan each and every, a topic happening impacting your supply chain. Yeah. From a people point of view, for me it's very important to make sure that you have a dive r se set of capabilities. The agenda, nation ality in yo u r t eam i n or d er to, y e ah. A, an unplanned challenge or situation. Oh, that is also a passenger expense, uh, over the last years. And that's one of the reasons why I broke the button in complimentary capabilities equally. Hmm. And I wanted to ask you on a personal note because you have a very interesting background. You have a master's and you have a PhD completed for Harvard business school. You have done courses on, on one from Molly executive. Um, um, can you tell us a little bit about the value of, you know, continuous education as well as, and other than they ask for what would be your next course? Yeah, very good. So they are doing different things. Really listen an interest in technology on the inside also in the bigger picture. That was probably the reason why I was at that stage. My education who's a PhD was in information science. So who told them to probably be the head of time when it comes to them when it comes to the, I think that was obviously in the lucky position that that happened. Literally investees in myself and also have the money to do so. Um, so I'm very, very thankful for that. And um, yeah, why I was moving different again, you never find everything everywhere and yes, of course amongst the cup ones in the, in the word. So that means if I take a week off, uh, which again is, has to become more and more difficult also in over the last year, the business. And it should be worse by doing and I can confirm that cost as the orders. Great. And ed in additional value. And I think the timing. Yep. And then I think you need to be consequent also a few days out of your running business and then you dedicate yourself to a specific topic more geared towards negotiation skills when I was in purchasing at that time later on strategic points on how to develop maybe different business model, how to drive value. So it's really important from time to time, uh, to, to do that. And if I look at the dates, the last one I did because that'd be just the, and coming to your point, what would be the ones I would choose? Okay. I would actually like to invest time into some case studies around sustainability for the pocket when it comes to a more holistic view on business strategy. Oh, cost to learn and to understand how, um, let's say even if not yet by new technologies, by changing, right. These kinds of disruptions. And you mentioned Tesla is a good example of how an industry by just one individual was slept with at the moment. So maybe, maybe this company will, it's the black eye. Tyler will come and go over movies in the 90s. Maybe that will not exist anymore, but this will always be known as the ones who have yeah. Disrupted and[inaudible]. Um, and then some big players in bye topics of course, in order to, yeah. Take a few days off, stop sending a boxer to bring a picture. Hmm.
Speaker 6:I have two more questions for you. And one value. The next one is they're important in the context, the world that we live in, which is constantly in change mode, um, and where innovation and coming up with
Speaker 5:movers and caregivers are built on the forever more important.
Speaker 2:And at the same time there's the natural human instinct of not wanting to fail to make mistakes.
Speaker 5:So I wanted to ask you from a cultural perspective on more do you have experienced, and you have the context of um, two
Speaker 6:get employees and get your teams to be very comfortable with failing and also to encourage them through to fail, but in order to achieve, you know, innovation crazy ways, new creative ways of doing things
Speaker 2:go on because you know, failing is just absolutely necessary part of the process to get there.
Speaker 5:Yeah, absolutely. I think that is also a certain degree of contradiction running. The last days we tried to do is you need for different, let's say a big footprint. Mmm Mmm. Let's say you do things which you have done already. It's really about excellence and execution. Perfect preparation, thinking about continuancy scenarios, what can go wrong and really to live out on time in budget. Ever seen, I would say little to no tolerance for failure because again, this is something with[inaudible] your organization has been doing for us and is able to deliver. And also you said distance. The projects in the way that we have a assistant method process, all sorts of, if he's trying to anticipate whatever can go wrong to mitigate as early as possible to make it happen. That again doesn't always work, but in 99% of the cases. So that is one thing I think that is I would say stand up. And what did people have in mind? I think what people think about when it comes to, um, yeah, doing new things or implementing is when it comes to innovation in music. Um, on what I said earlier, you have this piloting a process up process or sites. Fox QB provides a deliberately experiment and also it's very clear at the beginning if you're going to a pilot with technology at the mall[inaudible] it's, it's obvious and it's not that you do this in order to find out and to continue with, you also optimize that. So, um, but then again, the briefing as a different one and that is the way how we try to, um, distinguish these two pockets of things we are doing. For one, I would say[inaudible] work your cost position. And that is also key. And the other thing is then we talk about public pilot. Yeah. Mmm Mmm. You approach this new technologies apart from googly bond. Oh hundreds of thousands, maybe 10,000 to 30,000. Okay. You need to try out find out whether it works or not and then also the preparation is it completely focus is on excellence and execution. Once you then decide that the one to leverage, that's what the knowledge, what the, yeah, the extreme I mentioned. Then you really, um, you have a proper business plan behind it. It's going on in the, in the first place. And by the way, just to add one more example, global analytics platform. U m, I think t hat was a lso one of the questions I have b uilt up in my team. A ll resources who can program t hese k inds of t hings because we have a corporate i t, but we agreed with them. Do w e have a kind of a sandbox environment? Y ou can try out[ inaudible] o ops. Well y ou're r ight. Just to do an example. Whatever I ever discussed w ith one of them, we d evelop a new report or something w e want to look at. Then in some cases, 24 hours later o n and then we tried o dd and t his w ould work. And for me it's, it's very much involved is that in the agenda and the requirements and the expectations, right? You got one or the other, yes. Or I'm environments and then again it doesn't, I don't say no. Yeah, it's, it's the process. But we also didn't start this yesterday. It's a bit, I would say that the breasts of all on uh, uh, loads and uh, I'd say people are able to distinguish, experiment pilot, the supply chain related project work. Yeah. Yeah. Let's say excellence in execution. Final question and very important for the listeners that are hoping or dreaming or, or learning one day to become a supply chain officer. If you had one piece of advice that you would give, do all this, maybe younger, younger executives become CSCO is one days. I would say be curious in all humbleness. My development also, I had real positions where let's say the drop, well it's not really where you find, need to take some risks. You said positive, your own area of responsibility in a way. How you want to do it. So, um, that would be my advice. Looking at our company. The big advantage I would say in our company is that of cost look, but also we don't over do the process, enter the career plan for the next 10 years then to do with you. It has to be looking normally, which is good. It's a very interactive process. The company offered us the opportunity that when the individualist thanks for the opportunity, Oh this own Korea, then there is plenty of room to do this. That is my personal experience with don't be shy with the unit in talks with your supervisor, the performance potential that I've used. Voice also what you want to do, what's your ideas, what's your plans are and don't do it every second day. That can also go onto the nuts off your organization, doesn't know what you won, accommodate you are. Um, I think that is an interactive process. Be curious. Take some risks, right? To say sometimes you have to do the things that you don't yet know how. Yeah. In this, probably a bit more energy in order to make it happen. But that has proven to be a good approach. I kind have an ultimate recipe. Yeah.
Speaker 6:You very much appreciate the appreciate though the good sharings, the good case studies and examples and very practical.
Speaker 5:Mmm Mmm.
Speaker 6:Based on your experience for him cause it's extremely valuable and I'm sure our listeners will.
Speaker 4:Yeah. Thanks for my side, for the great opportunity to[inaudible]. Thank you.
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