The First 100 Days: Navigating New Roles, 2025 Trends and Manifest Insights

In our first episode of 2025, we sit down with Patrick Kelleher, Chief Executive Officer at DHL Supply Chain, as we discuss Patrick’s first 100 days, megatrends impacting the supply chain and a preview of what’s to come at Manifest 2025. 

Transcript

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Welcome to All Business.

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No Boundaries., a collection of supply
chain stories by DHL Supply Chain,

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the North American leader
in contract logistics.

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I'm your host, Will Heywood.

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This is a place for in-depth
discussions on the supply chain

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challenges keeping
you up at night.

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We're breaking beyond the
boundaries that are limiting

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your supply chain.

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Today's episode is “The First
100 Days: Navigating New Roles,

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2025 Trends, and
Manifest Insights.”

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Our guest is Patrick Kelleher,
Chief Executive Officer,

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DHL Supply Chain North
America. Let's dive in.

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Okay, well, welcome, Patrick.

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Thank you, Will.

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To All Business. No
Boundaries. podcast.

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Looking forward to
this for a long time.

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Man and welcome back
to North America.

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That feels good, thank you.

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Yeah, yeah.

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So you came back into the
regional role in the summer.

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Why don't you tell us to catch
us up on where you've been over

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the past ten years or so and

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your various adventures
around the business?

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Yeah. Sure.

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I've been thirty-two years
with DHL Supply Chain,

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based here in North America,
for the last ten years.

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The last ten years,

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I've been focused on two
different assignments.

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One as CEO of our
Williams Lea Tag

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business in the Americas,
which we sold in 2017.

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And subsequent to that,

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I've been in the role as Chief
Development Officer for the

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supply chain division globally.

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Really looking after
the growth agenda,

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sales, marketing, our
strategic products, M&A, and

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commercialization
of our ESG agenda.

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Okay. Good.

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And maybe if you could catch the
audience up on kind of what preempted

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your return to North America
and a lot of changes in our

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business over the
2024 time frame.

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Yeah. Sure.

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And I think our business has
done a really great job of,

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planning well ahead for
these kind of changes with me

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stepping in as the CEO for the
North America business that

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follows Scott Sureddin.

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Who is retiring at
the end of 2024.

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We've affected a very
seamless transition so

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far, with me stepping
into this role July 1st.

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He has graciously

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stuck around in order to
assist me in that transition,

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which I think has been
great for our customers,

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especially our people,
to make sure that

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we do this in a really
stable and effective way.

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So, for me, this has been a natural
evolution in terms of my career.

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In the roles that I've had and
I could not be more excited

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about being back in the
North America region.

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Right. Good. Well, we're
glad to have you back.

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So, since July, what
have you been up to?

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So, since July, I really have taken
the time to get out and listen.

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I've been to over 35,
almost 40 operations,

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around the US, Puerto
Rico, and Canada.

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Touring those operations,

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I've met with our
people out on the floor.

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I have been conducting
listening sessions in each of

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the marketplaces
that we operate,

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and I've had listening sessions with
a little over a hundred of

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our facility general managers.

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And those sessions have really
been focused on hearing from

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the team in our operations.

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What are the things that are
going really well that we need

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to protect and preserve as we
move forward toward Strategy 2030.

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What are those opportunities for
us to be even more, even better,

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in support of

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happy customers and amazing
associate experiences.

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So, maybe a couple
examples of both

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things that you're pretty happy
that you're seeing and other

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things that you really think were
will be focus areas in the near term.

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Yeah. So, for me, the time I've spent out
in the operations especially has just

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been a fantastic affirmation
that we have the very best

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people in the industry.

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And I'm seeing that every day
in every one of the regions,

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every one of the operations
that I'm going into.

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We absolutely have
the very best people.

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I'm struck, like myself,

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by the tenure of people that
we have in our operations,

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on the front line
in management roles,

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and in roles supporting, which
I think really lends to the

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high performance that the
team is able to deliver.

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I am really proud of the
operational execution that I'm

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seeing and the passion that
people have for our customers

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and their business,

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which I think is a great
foundation to build on for growth.

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In terms of improvement
opportunities,

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I think we can be even
more, even better.

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In listening.

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I'm hearing great ideas from
our frontline associates from

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our facility leadership teams
around ways in which we can be

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supporting them in even a
better way around the programs

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that we have to enable
operational execution

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around the programs that
we have to recruit, retain,

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and develop the
very best people.

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And we're coming away
with great ideas on that.

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For me, that's exciting.

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North America is the
highest-performing

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region in DHL Supply
Chain globally.

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DHL Supply Chain is the
highest-performing contract

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logistics provider in the world,

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that makes this team in
North America the very best.

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And yet we still see
opportunities where we can be

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better, which I think should
excite us all about the future.

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Right. Right. And fits nicely with our
continuous improvement focus.

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And fits nicely with our
continuous improvement focus.

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Right? 
Absolutely.

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So, you talked a little bit about North
America and the supply chain division.

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Can you kind of
paint the dimension,

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the size of the business,
kind of how it's laid out,

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how North America fits
just for our our, maybe,

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external audience?

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Yeah. Sure.

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So, the supply chain division
of DHL globally is about a 16

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billion dollar division
in North America.

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We represent about
7 billion of that.

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We operate about 555
locations here in the US.

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We operate or manage about
a billion dollars worth of

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transportation activity
in North America.

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And about 52,000 associates who
are making the things that we

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do happen for our
customers every day.

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And so we are a sizable
business in North America.

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We are the largest
contract logistics provider in North

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America by market share,

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2 times the size of
our nearest competitor.

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I view us as a steward
of the industry,

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and also leading in terms of
bringing new solutions for

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our customers from a supply
chain perspective that,

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in many cases, they couldn't
otherwise do themselves.

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Great. Great.

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So throughout your career,
you've interacted with

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customers, a great deal,
especially in your last role.

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What are you seeing on the
customer side as you step into

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the North American region?

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I've been interacting
with our customers,

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particularly on our growth agenda
for the past many, many years.

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And that is a big part of
the role that I love now and,

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what I loved about what
I was doing before.

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In North America, we
have a diverse set of

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customers, which I think
is really exciting.

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As you know, we had our Customer Club
event a few weeks ago bringing many

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of those customers together.

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To allow for peer interaction.

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I think that and I'm excited
about the fact that our

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customers are facing many
of the same challenges

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irregardless of the industries
that they're participating in.

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The customers in North America
especially have an appetite for

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experimenting with new
innovation, robotics,

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automation, digitization,

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which provides a great
landscape for us to be working

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with them on new things.

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I think that attitude that
our customers have around a

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willingness for collaboration,

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a willingness for
experimentation,

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makes it exciting to be working
with them on the things that we

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do for them every day.

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Yeah. Did you hear anything surprising
from them at customer club?

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I I
Or beyond?

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at Customer Club;

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I wouldn't characterize
it as surprising.

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I think maybe I was struck
by the level of enthusiasm

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that our customers have for the
relationships that we enjoy with them.

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And the work that they're
doing with our teams,

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especially on the ground,

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to make things happen on a
day to day basis as well as

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bringing forward innovation.

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And I think especially
struck by the appetite

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to continue to do that
experimentation that we talked about.

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Yeah. Yeah. No.
I got some sense.

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I know you come in with a
growth mindset and I think that

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the region is
excited about that.

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Growth mindset could mean
different things to different

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people, and I wondered if you
could share what it means to you.

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Yeah. So, our business
has been built on a

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growth mindset since
I joined in 1992.

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The industry that we
participate in continues to

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grow, and we have
thrived in that

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environment, growing above and
beyond what the industry has,

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to get to the size and
scale that we are today.

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For me, growth is really a fuel for our
business on a couple different dimensions.

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The most important is that
growth is the fuel needed to

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create opportunities
for individuals.

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And those opportunities that
allow people to progress their

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career with us means we're in
a great position to recruit,

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retain, and develop the very
best people in the industry.

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I think you see that when you
interact with folks at DHL

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Supply Chain who have
been here 5, 10, 15, 20,

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30 years of their career and they've
been able to do all that here.

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Fuel provides the financial
returns necessary to invest in

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innovation and the
fund the investments

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that we need to make to
ensure that we are providing

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phenomenal
operational execution.

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And I see it as a flywheel
where if we provide amazing

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services for our customers,
if we're investing in innovation,

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continuous improvement,

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we're providing a great place for people
to work and advance their careers.

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That only fuels itself in terms
of growth, and everybody wins.

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We win in the growth that we're able
to deliver for the organization.

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Our people win in having a
place where they can have a

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long-term career and our
customers win with amazing

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execution and delivery
of supply chain

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innovation to achieve the things
that they want to achieve.

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Wow. That's great.
Thank you for that.

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We're in a strategy planning
cycle and it's a little inside

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baseball, so we don't need
to go through all of that.

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But one of the things that
I know you've talked about are

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some of the megatrends that
kind of inform our strategic

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planning process,

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things that are going on in the
industry and with customers.

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Could you explain what some
of those things are? Sure.

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Happy to.

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The first one I would call out
for us in North America and for

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the business globally
is global trade.

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Global trade's at the heart of
the DHL Group and the business

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that we have with our customers.

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And the landscape of
global trade is changing.

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We don't see global
trade diminishing,

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but the complexities around
global trade are increasing.

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And that can be manifested in
the popular topics right now

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around new tariffs and duties.

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But it is also a shift
in sourcing strategies,

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shift in where
manufacturing is happening.

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And those changes that are
happening in the supply chain

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and specifically for
our customers is a great

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opportunity for us to step in
and help manage and deliver in

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that environment of complexity.

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We are particularly
with cross-border trade,

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which is a natural
part of global trade,

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the best position to manage
that complexity across borders,

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whether it be with the
infrastructure that the DHL

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group has from an ocean and
air freight perspective,

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the capabilities that we bring,

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especially from a
customs perspective,

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especially from a trade
compliance perspective and our

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ability to execute domestically
around our warehousing and

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domestic transportation
solutions

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really differentiates us.

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Yeah, so where are
customers on that?

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I mean, it's a very confusing
environment right now.

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And so are they
sort of paralyzed,

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or are they ready to move
out and make decisions?

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They're sort of
on that spectrum?

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Where do you where would
you kinda place the market?

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I think it's a mix and maybe even
a little bit of a mix by industry.

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We saw early movement in
the early part of this year

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with, companies who are
Chinese based in China.

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Manufacturing in China,

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moving their operations elsewhere
around the world for manufacturing.

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We're seeing that especially
in the EV automotive manufacturing

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space where Chinese companies
are coming into Mexico

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especially establishing
a manufacturing

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capability, for
selling product in the

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Americas market.

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We've seen the recent news
around companies like Steve

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Madden that have announced
their shifting production to

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other Southeast Asia company
countries from China.

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That is a very common theme that
we're hearing from our customers,

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either shifting manufacturing or
shifting the points of sourcing

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product to other Southeast
Asia comp countries,

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or especially to Latin America when
serving the North America market.

00:13:14:21 - 00:13:16:00
Some companies, I think,

00:13:16:00 - 00:13:19:05
are in that paralysis of
really trying to determine

00:13:19:05 - 00:13:21:09
what the right decision is.

00:13:21:09 - 00:13:24:19
Some, I think, waiting to see
how the tariffs and duties,

00:13:25:05 - 00:13:26:21
landscape materializes.

00:13:27:17 - 00:13:30:12
We're in a position to
help all. Okay. Good.

00:13:30:12 - 00:13:33:09
I know another one of your
favorite trends is the changing

00:13:33:09 - 00:13:38:22
workforce and what the new
generation sort of expect from,

00:13:39:08 - 00:13:43:06
a good employer-employee
relationship, as well as some

00:13:43:06 - 00:13:44:05
of the, you know,

00:13:44:05 - 00:13:47:12
new challenges and requirements
on our industry that some of

00:13:47:12 - 00:13:49:19
this innovation and all brings.

00:13:49:21 - 00:13:54:03
So, I wondered if you could tell us a
little bit about your thoughts there.

00:13:54:03 - 00:13:59:16
Sure. I think, you know, on the theme
of the last one in terms of new

00:13:59:16 - 00:14:02:08
innovation, particularly
around robotics,

00:14:02:08 - 00:14:04:23
automation in supply
chain activity,

00:14:04:23 - 00:14:07:17
digitization of
processes and so forth,

00:14:07:18 - 00:14:10:23
that is necessitating
additional or new training with

00:14:10:23 - 00:14:14:03
our associates or
recruiting new capabilities.

00:14:14:12 - 00:14:15:09
At the front line,

00:14:15:09 - 00:14:18:06
our associates have been
so amazing at adapting new

00:14:18:06 - 00:14:20:19
robotics and automation
technologies.

00:14:20:23 - 00:14:23:14
And I think we're seeing things
in people that maybe they

00:14:23:14 - 00:14:27:18
didn't even see in themselves
in terms of their capabilities

00:14:27:18 - 00:14:29:23
to manage those
new technologies,

00:14:29:23 - 00:14:32:04
work with those two
new technologies,

00:14:32:10 - 00:14:36:13
and help us innovate those new
technologies going forward.

00:14:36:14 - 00:14:39:19
In terms of thinking about
the ever-changing workforce,

00:14:39:19 - 00:14:42:08
how people interact
with technology,

00:14:42:17 - 00:14:48:02
is at the heart of our focus in terms
of operationalizing these solutions.

00:14:48:02 - 00:14:52:00
None of them are plug-and-play in
terms of plug it in and let it work.

00:14:52:00 - 00:14:55:12
We've gotta find how robotics
and automation digitization

00:14:56:09 - 00:15:00:04
works and enables what
our people do and how it

00:15:00:04 - 00:15:03:10
complements, the delivery of the
services that we're providing.

00:15:03:10 - 00:15:07:10
And that takes a lot
of time and effort.

00:15:07:10 - 00:15:09:22
In terms of the changing
workforce as well,

00:15:09:22 - 00:15:13:01
perhaps one of the things that
has shocked me the most in my

00:15:13:01 - 00:15:16:11
site visits early
on in this role,

00:15:16:13 - 00:15:21:12
is the level of diversity that
we have inside of our operations.

00:15:21:14 - 00:15:23:14
I've been to operations
in Columbus, Ohio,

00:15:23:14 - 00:15:26:02
where we have
people who speak 2,

00:15:26:02 - 00:15:29:20
3 different languages
operating in the same building,

00:15:30:06 - 00:15:31:15
in the Midwest Right.

00:15:31:15 - 00:15:35:03
In the United States, which
was not something that

00:15:35:03 - 00:15:37:12
existed 5 or 10 years ago.

00:15:37:12 - 00:15:38:04
Yeah.

00:15:38:04 - 00:15:42:11
And I think is really a wake-up
call to the importance of

00:15:42:11 - 00:15:45:04
diversity in our
business and especially

00:15:45:14 - 00:15:48:04
the actions that we need to
take to make sure that the

00:15:48:04 - 00:15:51:05
workplace is adaptive
to the various different

00:15:51:05 - 00:15:53:12
dimensions of diversity that,

00:15:53:12 - 00:15:55:14
are working for DHL
supply chain today.

00:15:55:14 - 00:15:57:22
And that is something that
we pay a lot of attention to.

00:15:57:22 - 00:16:03:10
Yeah. So how are the leadership teams
matching up against that those

00:16:03:10 - 00:16:04:23
that changing landscape?

00:16:04:23 - 00:16:08:21
Yeah. I think our leadership team
presently has done a great job

00:16:08:21 - 00:16:11:08
in terms of adapting.

00:16:11:22 - 00:16:14:19
Using different language
tools in the buildings,

00:16:15:01 - 00:16:18:10
making sure that the tools
that we're putting out for

00:16:18:10 - 00:16:20:23
operational execution
are multilingual.

00:16:21:17 - 00:16:24:08
But I think we have an even
more even better opportunity

00:16:24:08 - 00:16:28:19
there in terms of creating
an environment where

00:16:29:11 - 00:16:32:13
we have more diversity
in our leadership,

00:16:32:14 - 00:16:36:04
and people who come from
those dimensions of diversity

00:16:36:05 - 00:16:39:21
contributing more even more to
the strategic agenda of what it

00:16:39:21 - 00:16:41:11
means to have this,

00:16:41:11 - 00:16:44:04
ever-evolving workforce
going into the future.

00:16:44:04 - 00:16:45:11
Right. Right. Yeah.

00:16:45:11 - 00:16:49:09
So thinking back
to 1992 or 94 and,

00:16:49:09 - 00:16:52:08
what the business
looked like then

00:16:52:08 - 00:16:54:13
and you can think about
it whether, you know,

00:16:54:13 - 00:16:56:00
what it physically looked like,

00:16:56:00 - 00:16:59:07
what the workforce was
like compared to now,

00:16:59:07 - 00:17:01:14
maybe surprises or, you know,

00:17:01:14 - 00:17:04:23
what would you never have
thought would you would see?

00:17:04:23 - 00:17:07:12
I think there's either
may be surprises,

00:17:07:12 - 00:17:10:09
may be even a little
disappointed in that.

00:17:11:02 - 00:17:15:16
In 1992, DHL Supply
Chain looked like the industry.

00:17:15:16 - 00:17:20:17
And this industry was very
well known at that time to be

00:17:20:17 - 00:17:22:05
a white-male industry,

00:17:22:05 - 00:17:25:02
particularly from a
leadership perspective.

00:17:25:12 - 00:17:27:21
I think the industry
has evolved.

00:17:27:21 - 00:17:32:03
I think we see that at the
conferences that we participate in.

00:17:32:07 - 00:17:36:15
I think we see that across our
own business in terms of the

00:17:36:15 - 00:17:40:09
increasing level of
diversity, in our business.

00:17:40:09 - 00:17:41:17
The disappointment comes in.

00:17:41:17 - 00:17:45:22
I don't think that the contract
logistics industry has kept pace.

00:17:46:05 - 00:17:50:03
With other industries in the
US and around the world as it

00:17:50:03 - 00:17:53:09
relates to creating
opportunities for people of

00:17:53:09 - 00:17:55:10
different backgrounds,
for example,

00:17:55:10 - 00:17:58:19
or other dimensions of
diversity beyond the nineteen

00:17:58:19 - 00:18:01:18
1992 traditional
white-male environment.

00:18:01:18 - 00:18:04:03
What do you think
has prevented that?

00:18:04:07 - 00:18:08:12
Well, I think number
one is creating

00:18:08:15 - 00:18:11:06
an environment
that is attractive.

00:18:11:12 - 00:18:15:14
Where people feel like they can
step in and have that sense of

00:18:15:14 - 00:18:18:01
belonging and feel like they can

00:18:18:01 - 00:18:20:04
contribute out of the gate.

00:18:20:06 - 00:18:23:09
I think it's really
important that

00:18:23:15 - 00:18:26:18
the industry and our
organization are emeritus in

00:18:26:18 - 00:18:29:17
terms of recognizing
high performance,

00:18:29:17 - 00:18:32:21
rewarding high
performance, giving people

00:18:32:21 - 00:18:34:07
bigger opportunities

00:18:35:01 - 00:18:38:07
to lead, to create new
innovations, and so forth,

00:18:38:09 - 00:18:40:01
in our industry.

00:18:40:01 - 00:18:41:04
And

00:18:42:03 - 00:18:45:19
I don't think that
it's insurmountable or

00:18:45:19 - 00:18:48:14
even has to be
overly challenging,

00:18:48:22 - 00:18:50:12
but it has to be deliberate.

00:18:50:12 - 00:18:52:07
Yeah. Yeah. Gotcha.

00:18:52:11 - 00:18:54:02
So, you mentioned
conferences. Yeah.

00:18:54:02 - 00:18:56:21
I wanna turn the page to 2025.

00:18:56:21 - 00:19:00:09
So, we're gonna come out of the
gate as the presenting sponsor

00:19:00:09 - 00:19:04:22
of Manifest, which is a newer
conference in our industry.

00:19:05:09 - 00:19:08:14
Why are we doing that? What's
our history been with Manifest?

00:19:08:14 - 00:19:13:02
I think you have kind of a prominent
role in the upcoming event.

00:19:13:20 - 00:19:14:21
Tell us what you think.

00:19:14:21 - 00:19:17:16
Sure. So we are, as DHL Supply Chain,

00:19:17:16 - 00:19:21:00
a big fan of the Manifest event.

00:19:21:03 - 00:19:24:02
I think it's such
a fantastic blend

00:19:24:06 - 00:19:28:19
of showcasing innovation that's
happening in the industry now,

00:19:28:19 - 00:19:32:05
innovation that is
being tested and coming.

00:19:32:13 - 00:19:36:11
It's a great opportunity
for the interaction of providers

00:19:36:11 - 00:19:40:01
like DHL, with
technology, robotics,

00:19:40:01 - 00:19:42:16
innovation companies
and customers

00:19:42:17 - 00:19:45:11
interacting all
in the same venue,

00:19:45:16 - 00:19:49:08
which I really I think has led
to great conversations around

00:19:49:08 - 00:19:53:17
directing a path of innovation to
things that matter to our customers,

00:19:53:18 - 00:19:56:13
matter to us in terms of
our ability to make them new

00:19:56:13 - 00:19:58:04
technologies work.

00:19:58:05 - 00:20:01:00
And I know many of the
technology providers are taking

00:20:01:00 - 00:20:05:02
those interactions away to make
a roadmap for how they wanna

00:20:05:02 - 00:20:07:02
progress the things that
they're thinking about to make

00:20:07:02 - 00:20:08:07
our industry better.

00:20:08:07 - 00:20:10:02
I'll be a keynote speaker there.

00:20:10:04 - 00:20:11:09
I believe on the first day.

00:20:11:09 - 00:20:14:06
I will be talking about the all
of the megatrends that we're

00:20:14:06 - 00:20:17:16
seeing in the industry
beyond global trade,

00:20:17:18 - 00:20:20:19
beyond increasing
diversity in the

00:20:20:19 - 00:20:25:02
workforce and changes in
the workforce to include

00:20:25:12 - 00:20:29:02
some themes that we're seeing around
robotics and automation, digitization

00:20:29:12 - 00:20:30:17
and a few surprises.

00:20:30:17 - 00:20:33:06
Yeah. Yeah. That's
great. That's great.

00:20:33:18 - 00:20:36:02
How do you see the market
playing out next year?

00:20:36:02 - 00:20:38:11
I mean, we've come
through kind of

00:20:38:12 - 00:20:43:18
a bit of a choppy 2024 in the
macroeconomic environment and I

00:20:43:18 - 00:20:46:22
think we're seeing different effects
in different parts of our business.

00:20:48:09 - 00:20:49:22
Now that the election's settled,

00:20:49:22 - 00:20:53:10
some of these sort of question
marks are off the table.

00:20:53:12 - 00:20:55:14
What's your crystal ball say?

00:20:55:14 - 00:20:56:20
Yeah. I

00:20:57:10 - 00:20:59:16
don't have a crystal
ball, not an economist,

00:20:59:16 - 00:21:03:16
but I think based on what
we're seeing right now from our

00:21:03:16 - 00:21:05:23
current customers, I think,

00:21:06:20 - 00:21:10:13
generally, for the consumer
manufacturers and retailers,

00:21:11:20 - 00:21:14:02
I think the best
word is cautious.

00:21:14:10 - 00:21:16:23
Not yet cautiously optimistic.

00:21:17:20 - 00:21:21:15
I think, generally, volumes
continue to be flat in that area.

00:21:21:15 - 00:21:23:01
Pockets of success,

00:21:23:01 - 00:21:25:22
I think there's an opportunity
for organizations to

00:21:25:22 - 00:21:28:19
differentiate themselves
in this environment,

00:21:28:19 - 00:21:31:05
but overperformance
is coming from

00:21:31:05 - 00:21:32:06
individual performance.

00:21:32:06 - 00:21:35:20
It isn't coming from an
individual it isn't coming from

00:21:35:20 - 00:21:40:15
a collective industry lift and performance
on the consumer and retail side.

00:21:41:07 - 00:21:45:07
However, on the auto
engineering, manufacturing.

00:21:45:07 - 00:21:48:00
technology, life sciences space,

00:21:48:04 - 00:21:52:11
I see those as growing
marketplaces going into 2025,

00:21:52:11 - 00:21:54:20
both for their industries and,

00:21:54:20 - 00:21:57:15
for us as a contract
logistics provider,

00:21:57:15 - 00:22:00:01
particularly around the shifts
that are happening in sourcing

00:22:00:01 - 00:22:01:04
and manufacturing.

00:22:01:04 - 00:22:03:04
It's driving a lot of
supply chain change.

00:22:03:04 - 00:22:06:01
Demand is increasing
domestically, at least,

00:22:06:01 - 00:22:10:03
particularly on the
engineering manufacturing side.

00:22:10:03 - 00:22:13:19
The life sciences side is
seeing good growth, from that.

00:22:13:19 - 00:22:15:23
I think the automotive
side will see it,

00:22:15:23 - 00:22:18:05
although we're not
seeing it right now.

00:22:18:05 - 00:22:20:00
I do think that will come back.

00:22:20:00 - 00:22:21:16
So, in the aggregate,

00:22:21:16 - 00:22:25:12
I think it would be fair to say
we're all cautiously optimistic.

00:22:26:01 - 00:22:28:22
But I think the next couple
months will tell a lot in terms

00:22:28:22 - 00:22:31:04
of the trajectory of
2025 going forward.

00:22:31:04 - 00:22:32:07
Yeah.

00:22:32:07 - 00:22:35:18
So, as you think about leading
this team over the next twelve

00:22:35:18 - 00:22:39:10
months or so, what are
kinda your top three goals?

00:22:39:10 - 00:22:41:18
When we sit here next
year and do this,

00:22:41:18 - 00:22:44:13
what would you like to
be able to point back to?

00:22:44:13 - 00:22:46:14
Well, number one is growth.

00:22:46:23 - 00:22:48:20
We have to deliver growth.

00:22:48:20 - 00:22:51:13
We have a phenomenal
opportunity to help customers

00:22:51:13 - 00:22:54:18
through the ever changing
landscapes of the industries

00:22:54:18 - 00:22:58:02
they participate and
the complexities that

00:22:58:02 - 00:23:00:12
continue to emerge
in supply chain.

00:23:00:12 - 00:23:04:20
And we've got to make sure that
we're playing a role in that in

00:23:04:20 - 00:23:06:12
delivering great value
for our customers.

00:23:06:12 - 00:23:07:19
We have to, as an enterprise,

00:23:07:19 - 00:23:11:05
deliver growth between
now and next year.

00:23:11:11 - 00:23:16:10
The second is we have to
continue to drive our agenda

00:23:16:10 - 00:23:19:09
of belonging in
the workforce and

00:23:19:09 - 00:23:23:17
making sure that DHL Supply
Chain is the very best contract

00:23:23:17 - 00:23:27:03
logistics provider to work for in
North America and around the world.

00:23:27:03 - 00:23:31:14
And we put a lot of effort into
making sure that that is the case.

00:23:31:19 - 00:23:33:21
And then pressure on you, Will.

00:23:33:21 - 00:23:37:05
I'd love to see a
CXM score of a 100.

00:23:37:05 - 00:23:40:04
Love to see all of our
customers scoring us a 10.

00:23:40:04 - 00:23:43:08
On our regular
quarterly MPS score,

00:23:43:12 - 00:23:44:23
which is their vote Right.

00:23:44:23 - 00:23:48:01
Of how we're doing as it
relates to all things balanced

00:23:48:01 - 00:23:49:14
around operational execution,

00:23:49:14 - 00:23:52:11
the value that we're creating for
them and the way in which

00:23:52:11 - 00:23:54:19
we're about delivering
that value for them.

00:23:54:19 - 00:23:56:06
Good. Yeah. I'll

00:23:57:04 - 00:23:59:00
look to deliver that.

00:23:59:03 - 00:24:02:18
So, well, it's not bad for about
a 100 days under your belt, so, I

00:24:02:18 - 00:24:04:18
really appreciate you
coming in

00:24:04:18 - 00:24:08:19
and talking with us and recapping
it about 12 months from now.

00:24:08:19 - 00:24:10:21
Great. Well, I'm looking forward to
doing it together, my friend.

00:24:10:21 - 00:24:11:12
Thank you.

00:24:11:12 - 00:24:13:02
Great. Thank you.

00:24:14:23 - 00:24:16:17
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00:24:16:17 - 00:24:19:04
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