Delivering Value for Toshiba: An Inside Look at a Decade of Partnership

In this episode, join Steven Tungate, Vice President & General Manager, Supply Chain Management, Service and Innovation, Toshiba and George Kanupka, Vice President, LLP Services at DHL Supply Chain, as they discuss the decade long partnership between Toshiba and DHL, emerging technologies and how DSC provides value through transportation. 

Transcript

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Welcome to All Business. No Boundaries., a collection of supply chain stories by DHL Supply Chain, 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 challenges keeping you up at night. 

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We're breaking beyond the boundaries that are limiting your supply chain. 

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Today's episode is “Delivering Value For Toshiba: An Inside Look At A Decade Of Partnership.” 

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Our guests are Steve Tungate, Vice President, Supply Chain Management Service and Innovation at Toshiba and George Kanupka, Vice President, LLP Services, DHL Supply Chain. Let's dive in. 

00:00:44:09 - 00:01:02:15 

All right, welcome to you both. I've been looking forward to having this conversation today. We're gonna start like we normally do. I'll ask you each to introduce yourself, first and last name, your title and then the organization that you're part of. Steve, you're our guest, so you will get to go first. Hello, I'm Steve Tungate. 

00:01:02:15 - 00:01:34:06 

I'm with Toshiba America Business Solutions. We're a, a US-based um operation for Toshiba Business Products Group, which is, for our, in our space is print, barcode, thermal, auto ID, Digital signage and I guess the software solutions and services that go along with managing documents and print products in a customer's environment. Okay, great, George. Yeah, 

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George Kanupka, I am part of the DHL Supply Chain team. My responsibility is for North America's lead logistics partner, solution, which is inclusive of control tower operations, quality engineering and innovation. 

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Okay, that's great. Um, we'll get into that in a second, George, but first, Steve, you know, Toshiba is a fairly large organization. And I think a relatively well-known brand name in the market, but maybe if you could explain sort of what the business is overall and then what your role is and you know, which, which part of it you support. The division  

00:02:12:18 - 00:02:40:13 

I'm in is the American Business Solutions. We're a B2B manufacturer or distributor products, which includes: print is one key area, what we call auto ID which is barcode, thermal area and growing more rapidly as in the software solutions. So, the software document workflow and things like that. 

00:02:40:15 - 00:03:04:22 

And then finally, overall, I guess you would say, document and print solutions, which is a services-based versus product-based that we used to be before. And so those are our primary product lines and then I managed the, obviously, bringing product in most of them from Southeast Asia and then the customer support and our dealer support and our network here  

00:03:04:23 - 00:03:43:05 

in the Americas. So, we provide support for all of the North, South America, Central America. So, okay, great. And how long have you been at Toshiba? I've been here about 18 years. I started out, out of college, MBA, logistics from Michigan State University. Go green and I worked for IBM 20 years and then moved into various jobs in the industry and ended up, back here after, actually, what it was Toshiba was having supply chain problems  

00:03:43:09 - 00:03:59:08 

and the CEO at the time of Toshiba contacted me because I knew him from a relationship that we had working together and he said, Steve, we need someone to come fix things and so can you come help us? And so, I joined Toshiba back then to try to help fix. 

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Where's home for you? Where's your home base? 

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We're in Southern California, Lake Forest, California that's where our headquarters are for the Americas. And but we have operations all through the, all through the US. 

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Okay, so George, you said you're responsible for LLP services at DHL Supply Chain. 

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What does LLP mean? Yeah, great question. Uh LLP stands for Lead Logistics Partner. So, partner is really the key word in that sentence that uh really reinforces the value that we bring.  

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In the George Kanupka, mind, how do you define LLP? 

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Yeah, great and in the world of George, you know, LLP really, it's a single point of contact for our customers, and Toshiba, as we'll get into, is gonna be a really good example of that. But you know, envision it's coming to DHL and saying, you know, let us operate um your business 

across the supply chain. So, that's, that encompasses a lot of variables, 

everything from control tower operations. 

00:05:03:11 - 00:05:34:22 

Let's make sure your goods get to your customer or your distribution site. On time in full when you want it. But it's much more than that. It's look at how, do you drive innovation into our customer supply chains, delivering a roadmap of continuous improvement, you know, leveraging some uh numerous points of technology we have to support network design, as well as process automation, right? So, it's really delivering on execution, but it's much broader and much more, uh, much more in-depth in execution. 

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And so, Steve, the relationship with DHL started about how long ago? Was that when you were coming into Toshiba or along the way, or was it before? Right, it was after, I started here, probably 15 years ago, right? So, I've been here 18 years and started about 15 years ago. And actually, at the time, what we were looking for was a transportation management system. And we did some, did what everyone does. We evaluated the industry partners and who they had and how they could support us  

00:06:09:02 - 00:06:45:12 

and we're an Oracle shop and what we looked at, we settled on, we thought we wanted to do: an Oracle transportation TMS. And um, what we did is at, at the time, I wasn't uh is confident that our internal IT team could develop uh deliver what we wanted. And so, we looked at DHL and they were running the Oracle TMS as an outsource model and uh, we chose to move to DHL to have them outsource it and manage the TMS application for us  

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and they're integrated with our into our system, So, I can't tell whether it's my Oracle or DHL's Oracle to run our TMS right now. And so, and I like that and so I, the reason, a couple of reasons why I do it one is DHL are the experts in this and we're not, right? That's not our, that's not what we're our core competency. It was print and  

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that's all ours, but on this kind of stuff, it's really DHL's and so I want an expert on this to help us run our business very well. And so, and that's where I started with DHL is with the TMS  

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and we've been happy customers for the 15 years we've been. That's good to hear. That is good to hear. So George, maybe expand a little bit on TMS's in the marketplace and you know, kind of the role that a transportation management system plays in your ability to deliver service and then maybe last question, why Oracle at DHL? 

00:07:44:20 - 00:08:14:00 

Yeah, good question, Will. So, the TMS, especially within Toshiba supply chain plays, an instrumental part. There's, there's high degrees of automation, right? Our team—when I say our team, I mean the DHL team as well. Steve's team looks at the exceptions, right? We have automation driving the decision making For Steve's transportation network and our teams are looking at the exceptions or the points of risk and fixing and actioning that accordingly. 

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So, there's a very high degree of no-touch rate and our TMS solution is really the driver for that. 

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So, what would an example of an exception be and either of you can talk about that. Sure, I'll go first and let Steve fill in the blanks, right, but there could—be, we support job sites and we just sort to support products they're gonna get to an install, as well as an enterprise customer 

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and there could be uh a line down for one of Steve's major customers and we need to ensure that that you know circumvents potentially the normal process flow and get it to a customer on an expeditious fashion. So, that would, stop that from the TMS automation and allow our team to jump in and provide a white-glove service. 

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One of the things I like for the whole, process is the speed in which we can execute some of things. 

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For example, if there are changes in the industry in our region, or something like that, we can say, you know, we're having real problems with this particular for example, it's a carrier in this region of 

the country or something like that. Typically, it's like all of a sudden we'll have a they'll be changing something within their network, we'll start getting a lot of damage or something like that. We can quickly work with our team at DHL and go,hey, we're gonna reroute this another way and manage it differently, for the time being until we can address some more problems. 

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And so, I like the flexibility of being able to manage um exceptions that way, uh, as well as the day-by-day, every day. I know today, we're sending stuff through DHL routing. We're getting near the end of a month, which is it gets very busy for us and  things got to process quickly 

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and we work very well with the local team. Say, all right, we're gonna start speed up, speeding up our, our drops and our routings and we're gonna do it every, you know, 30 minutes versus every hour and start to, to process up. So, I like that flexibility, work with the team and we have the expertise of DHL doing it. So, I mean, our transportation department is a person and a half and it's basically I've outsourced it primarily to DHL and so that's very good for me. 

00:10:18:20 - 00:10:49:00 

It's good because I want to get expertise without a lot of the internal cost to to run this, run our processes that we need to run so. And George, on the DHL side, how many people support uh the Toshiba operations? Yeah, it's about 3 people. So, at that point, we, it's paramount that we leverage data integrity and automation to to be successful. So, we have direct folks and then we have we leverage our Center of Excellence as well too and that would be to both support track and trace,  

00:10:49:02 - 00:11:16:23 

but then more strategically leveraging our engineering team to, to look at some of the solutions Steve just talked about to say. Hey, my network's changing three to six months out. We need to look atyou know, how our pool point solutions and our consolidations should look. We're using our business reviews to get that feedback. We're really fortunate that an executive like Steve who sits on the board, gives us visibility to what might be ahead. We leverage that and bring that back into our LLP solution. 

00:11:16:23 - 00:11:47:14 

So it's a mix of direct operational SMEs. But then leveraging the Center of Excellence is to provide more or less strategic solution for Toshiba. It's important for me because we, in our, views, one of the questions that I ask of the DHL team is guys, you know, what's out there, what's capable and you know what we do. What can you continue to deliver to us to make one better service, same cost. 

00:11:47:16 - 00:12:07:16 

Uh, same service, lower costs, or even better, better service, lower cost and constantly looking at what's happening in the marketplace and the capabilities and the tools that DHL has because You're constantly looking at that stuff and I just wanna take advantage of being a partner with you guys to figure out what you're doing and how it can help us 

00:12:07:16 - 00:12:09:03 

run our business better. 

00:12:09:03 - 00:12:33:05 

George, you talked about the partnership aspect of LLP. And Steve mentioned a little bit about the management reviews. How do these work? You know, how do you govern the relationship? How does it work, you know, sort of day-to-day and then it sounds like you have some milestone meetings throughout the course of the year. 

00:12:33:07 - 00:13:10:10 

Lay that out for us. Yeah, I would say it's a bottom-up relationship from the standpoint that we are meeting daily and weekly within our core operations teams to look at, say, you know, metrics as well as potential exceptions in the process. And so, that's being rolled up into a weekly performance review and that's really being led by our core management teams of both Steve and the DHL organization. We have a more formal quarterly review, which is what you'd expect it to be, which is really exciting is that we, we'll get together, virtually twice a year and a person twice a year to say let's take a step back from execution because we're addressing that on our weeklies and 

00:13:10:12 - 00:13:34:20 

let's focus on where we need to go and what's in, what's in front of us for Toshiba. And what's exciting about that is I'll, we'll start the meeting off with, let's hear from the customer first. And that update and that's not a two-minute update; you know, We probably spend 15, 20, 30 minutes just talking about what's going on in the organization and how DHL needs to prepare and plan and support that activity within Toshiba. 

00:13:34:22 - 00:14:02:11 

And it's actually quite good. We tell them what our strategy is and that Way, cause we're not sure what kind of tools the DHL have that can help us. And if our strategy changes, maybe our supply chain infrastructure, what we're trying to do has to change a little bit. And so that's really good for us to have that, that discussion, but George knows me well enough to know that what I really love. On my KPIs, right? 

00:14:02:13 - 00:14:28:08 

and then we spent a lot of time in our reviews on the KPIs: what I'm expecting, what we're getting, and we every review, we also look at what we what I call our savings contribution of our relationship where we're keeping track of, okay, using the tools that we have and we put in place. This is what kind of savings or getting net after my cost of DHL  

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to help drive my business. I'm investing all these in DHL and all these tools and TMS and you know, the the freight program that we have, the lead freight program, because it has returned for me and I want to continue to see that. I'm getting that return and that's the way our partnership thrives, 

00:14:50:10 - 00:15:10:14 

right? DHL delivers what we want. And hopefully the business helps DHL that we give them DHL. So, we're both, it's a mutually beneficial arrangement and so, that's important for us and I love KPIs. I love looking at trends. I love looking at how we're going because that's what dictates  

00:15:10:16 - 00:15:33:13 

how well we're doing. So, that's important for me. What are, what are your top 3 or 4 KPIs that, that you go to first? Well, obviously, we start with service levels, right? You are our service levels and what we're doing. The other one is, is how are we, what is our, what was our freight benchmark and how we're recovering some of the freight that we've actually spent, right? So, there's a couple of KPIs. 

00:15:33:15 - 00:15:53:03 

Really, it's, you net it down to there; I think we have like 15 KPIs, but it's service level. In return, right? Cost return benefit of the arrangement that we have. And so, and those are the two things and we have a number of KPIs around those and I think they're all important in what we try to do. 

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In order of magnitude, what's the freight spend that you're responsible for? Oh, we probably do. I don't know if you're talking in out, all that kind of stuff, probably $4 million a month somewhere around there. Yeah, okay, so about $50 million a year. Now, that's domestic; out is probably closer to a million a month. Okay. And George, I know you're in the game of, of providing cost savings over time. 

00:16:25:22 - 00:16:45:14 

What do you, what do you and your team look to deliver, And maybe Steve shouldn't listen to this, but I think you're, I think so, so I'll go ahead and ask the question. Yeah, I smiled earlier when Steve said he loves his KPIs and I, I'll take a step back. What's I, what I really appreciate about this relationship is 

00:16:45:15 - 00:17:06:16 

there's always gonna be times where the customer challenges you, or you gotta be better, right? And then and Steve and his team have done that and it was, let's get our KPIs to green, right? And now, when we hit green, now let's focus on how do we write incremental savings and costs down and they've, you know, through the years fairly challenged us on that, and they've, uh, we've, we've been, we've been able to continue to raise the bar. So, to, well,  

00:17:06:16 - 00:17:29:09 

to your, your immediate question is, is Steve and his team challenge is to make sure that our program has a consistent return on his investment. So, there's three key areas where that happens. One is buying power, right? You know, Steve talked about his, his freight spend, right? They, their freight spend um is not one where they necessarily can scale to the level they like, So, they've come to DHL  

00:17:29:09 - 00:17:52:00 

and they said, let's leverage, you know, the, you know, the, the $5 billion of spend that DHL has in North America. So, I can get market-competitive rates, but still hit those white-glove service levels  

that his customers expect. The second one and this is one that I, over the past 5 years, I believe really evolved and it was through the life cycle of COVID as engineering. 

00:17:52:00 - 00:18:18:08 

So, us looking at our tools to say, Toshiba supply chains, you know, constantly moving as in many of our customers. Let's use our tools and let's see, is there a way to increase consolidation from a mode shift standpoint. Do we have opportunities to change our optimization cycles to increase our order optimization? And then, you know, also looking at network solutions: can we, can we look at different pooling scenarios to drive cost out savings? 

00:18:18:10 - 00:18:41:12 

And I think those are areas and I'll let Steve kind of reinforce or build, those are areas where we've been able to really deliver bottom-line value to Toshiba. Yeah, the pooling has really been helpful. One for, there's freight savings in the opportunity, but more importantly for us from that, our damage has gone down considerably with pooling, versus some of the other methods that we've used. 

00:18:41:13 - 00:19:07:03 

So, that's outstanding and you know. It's very funny that, you know, this industry changes a little bit and George talked about buying power, stuff like that. At one point, we just, we joined in with our, our laptop group and our monitor group, and you know, our nuclear power group and you know and combined all of our Toshiba spend together, we negotiated as a group and each entity paid for its own. 

00:19:07:05 - 00:19:26:06 

Well, we no longer have a laptop group. We no longer have a monitor group. They've all sort of been off in joint ventures elsewhere and our nuclear power stuff was in fact sold off. So, I was then swinging on my own. So, that's when I went to DHL and said, hey is there something we can do? Because I don't have the leverage I once had. 

00:19:26:08 - 00:19:46:13 

I don't have to spend that I once had. And that's where George’s team start talking about this, logistics partnership that we have right now. Which is key and there's also some things that, that probably go a little under the, under the radar. We try to and we have half of, by the way, half our business is direct, 

00:19:46:13 - 00:20:09:15 

which is a Toshiba sales rep selling to our, to the end user and customer. Whoever that may be. The other half of our business goes through the channel to a dealer partner that we have and so we go to a dealer partner that we have. So, we have these two kinds of business that we're running here and it makes we have to be very flexible. 

00:20:09:16 - 00:20:32:19 

And what we found out with our direct businesses, we want to just ship to them. A couple times a week, our products because it's less costly, to ship in fewer shipments. And we had difficulty because our system wasn't allowing us to consolidate stuff. So, we went to DHL and said, hey, can you help us by when these orders come in, 

00:20:32:19 - 00:20:53:17 

just hold them for a day and then ship them the next day or two days. And so, it allows us to optimize our freight spend with our direct entities because they have capacity problems too. And so, that's the kind of partnership that I think we have. We wouldn't have been able to do that internally because we don't have, we don't have the bodies to do it, but using DHL and the systems  

00:20:53:22 - 00:21:11:11 

and the people we have there supporting us, has allowed us to do it and we did it in a matter of about a week and a half. And so that kind of support. And we just did that a month ago and it's been very helpful for us and that's kind of flex flexibility support partnership that I like cause I, we call up DHL  

00:21:11:11 - 00:21:34:18 

so we got a problem. This is not your fault, it's my fault. I can't get it to you the right way. Can you help me? And they did. And so that's what I appreciate. So, George, Steve just mentioned one of the tools and the term is pooling which I know is an industry one. So, for the layman, what is pooling, overall and just describe it, please. 

00:21:34:20 - 00:22:00:19 

Yeah, so what we're, what we did and we're looking to do is let's consolidate capacity into a region of the country and ship that on a full truckload to that region and then once you get to that region, disperse the product to the end customer. And that works out well when you have a customer with a lower density or higher LTL shipments and less full truckload shipments; it allows you to leverage better buying capacity. 

00:22:00:21 - 00:22:27:12 

See if we take basic 3 or 4 LTL shipments, make them up a truckload rates cheaper and do a drop-off here, drop-off there, drop-off there. So, it's uh less handling, less damage for us, which is critically important for us. And George, how are you able to spot opportunities to do things like that? Yeah, well, I think we, two ways. One, we do use our MySupplyChain suite of services. 

00:22:27:12 - 00:22:51:16 

So, Steve's team and our team has access to the business analytics platform where we're able to really use that data and query and run various control reports and analytics to project where there's opportunities. Second is that we took shift history and we used some of our modeling tools that DHL has in-house and said, hey, based on these conditions, with some minor behavior changes to Toshiba, 

00:22:51:18 - 00:23:19:07 

I think we can drive, you know, certain various points of, of savings to you. You know, it's having the reach and engagement to, you know, the senior leadership, like Steve, can allow for change management across logistics and customer operations in a much more streamlined fashion. Gotcha. And just the systems architecture, so, MySupplyChain, how does that relate to Oracle transportation management? Yeah, and thanks for asking 

00:23:19:08 - 00:23:48:02 

a follow-up I'm used to talking about it like it's normal nomenclature, right? But our TMSs are really our engine that drives the transportation decision-making. We have a layer on top of that, of our TMS as well as our WMS that looks at both customer and internal reportings for an end user to say, let me take all that those fancy algorithms and decisions and put it in the user-friendly dashboard and that's what our MySupplyChain will do  

00:23:48:04 - 00:24:12:14 

for, for analytics and KPIs, but it's also where they'll house our documents and our, your track and trace functionality to see where your shipment is in the life cycle. And Steve, do you, do you use MySupplyChain as well? Well, personally, no. My team does, so I don't think I could log in, but my team does every day and looks at all the stuff  

00:24:12:14 - 00:24:34:18 

and they'll tell me if there's a problem and there's something I need to look at. Yeah, yeah, I can relate. I've got similar things on my end. So, I mean, thinking back to you started out, of Michigan State with the MBA in supply chain, which I think was it was probably pretty early to get that degree offering. 

00:24:34:20 - 00:24:58:20 

What did, what did the, what you look after today sort of operationally, what did it look like in the days that you were just getting started? Oh yeah, no, we went, we went to automobiles, right so. No, no, the supply chain is so different now than when I first started. I mean, it's uh, you know, whatever I learned in, in school back then was, is no longer relevant. 

00:24:58:22 - 00:25:23:02 

And you can see the change, the industry changed so much, right? Especially, I mean, we have, it's a global infrastructure now. Um, that we have in the development of the internal market, the domestic transportation market and the capabilities is far different than it ever was in the past and the requirements are different. I mean, Look at this from a from a commerce perspective. 

00:25:23:04 - 00:25:46:04 

I needed a bulb for my range hood yesterday. I put it in the morning and I was gonna get the bulb in the evening, right? You think about what it takes to do that. So, everything is different now than what you know, years ago, and so, it's 

00:25:46:06 - 00:26:23:10 

but the basics of business always rule. Good service at the best possible cost. And so, and as the technology and the industry changes to deliver that, then you continue to address that. So, the overarching theme remains the same, but everything underneath it is quite a bit different. Um, and so, but it's in it I think of it, I've been doing this for 35 years or so, and that's sort of been the fun part of working in supply chain is it changes so rapidly, 

00:26:23:12 - 00:26:46:03 

the requirements change so much and the technology that helps you get there changes so much. Um, I mean, you couldn't even conceive of. Tomorrow, we can negotiate to have a new carrier in a new area. I can, we can load it into our TMS and then next week, we're shipping and different routes, different carriers, different price factors. 

00:26:46:03 - 00:27:05:10 

I mean, it's just so much different than it was, was you can't even imagine some of that stuff years and years ago. So, quite a bit different and you know, we want to be on the, we want to be on the edge. Of the technology and that's sort of one of the reasons that we partner with DHL. We believe that Toshiba we're on the edge of technology. 

00:27:05:12 - 00:27:29:03 

Uh, we're working on and we're going from what, uh, a market that's print, that's sort of stable and flat uh to really markets, software and document workflow. So, no longer do you have to print stuff. Now you have to move documents back and forth and read it when it comes in and process it out electronically and that's all part of what we're doing  

00:27:29:03 - 00:27:55:08 

is, is part of uh part of our business. and auto ID and the thermal stuff to help manage the infrastructures so much different than it was years ago. So, we've had to change as a company and as we change as a company and our requirements change around distribution and transportation and supply chain and order management or to order different. Um, it's just good to have a partner like DHL help us do that. 

00:27:55:08 - 00:28:18:09 

And I think we're the best at moving to the future in our industry. That's why we're growing and share, because we're very good at it. And we can only do that if we have a good partner to, to do it with us. And so that's why DHL is very, very important to us. The relationship is very important. Well, thanks for that. So, George, how does your team keep up on, up to speed on all of the tools that are coming into market? 

00:28:18:09 - 00:28:40:01 

How do you evaluate those and how do you, you decide this is something that I want to talk to Steve at Toshiba about versus something else that which may not be um fit for purpose? But it gets back to that concept of center of excellences, right? We do leverage SMEs in various pockets. So, when it looks at we look at opportunities to how do we optimize the supply chain, 

00:28:40:04 - 00:29:04:20 

we're going reach out to our engineering team and our solutions design team internally that have some of those in-house tools to help solution the problem. Uh, more of the market and the freight area, we have a team that just looks at everything from ocean, air, truckload, LTL. Intermodal barge, right? They know everything from where we, believe the market's going be 3 years from now to blips in the spot markets throughout points in the country. 

00:29:04:22 - 00:29:25:14 

So, we're gonna leverage those resources and the exciting thing about that is they're right down the hall from our team in the control towers. So, they can just get up, they can over get over a conversation and quickly get back to our customer with potential risk point or a solution. And those the governance is really we have those dailies in the weeklies with Steve's direct operations team, 

00:29:25:14 - 00:29:32:12 

so. The cadence is there to share that information and to receive that, uh, you know, feedback from Toshiba. 

00:29:32:12 - 00:29:42:07 

That's been really interesting to hear how you guys have worked together over time. It is, it has been a fun time to be in the supply chain industry and feels like it continues to accelerate, 

00:29:42:09 - 00:29:57:05 

so more challenges ahead for us or, opportunities, better said. I'd like to thank you both for, for joining today and talking about your businesses and all of the interesting things that go into your day-to-day work. 

00:29:57:05 - 00:29:59:22 

Thank you, Will. Thank you, thanks, George, too. 

00:29:59:22 - 00:30:04:01 

Same to you, Steve. Thank you, Will. 

00:30:04:21 - 00:30:21:13 

Speaker 1 

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