No. 4 2009

Page 14

generational change Back to school for new managers

2

Editorial

18growth

Theysetoutwiththreemenandadreamofbecomingbiggestandbest.DSVin

Serbiaisnowwellunderway–thankstoapronounced

competitivenerve.

Onceagain,wecanbegintotalkaboutorganicgrowthinourcompany.Thisconcepthasbeenstowedawayforthepastmanymonthswiththefinancialcrisisreducinganycomparisonwithpastachievementstoatediousbusiness.Now,althoughthebasisforcomparisonisayearcharacterisedbycrisis,webelieveweareturningthecornerandseepositiveorganicgrowthonceagain.

Theperiodtocomewillcontinuetobemarkedbyuncertainty–itisstilltooearlytocalloffthecrisis.Weseepositiveindicationsbutare,ofcourse,inthemidstofthecompany’sbusiestperiodwhichshouldbecharacterisedbyahighlevelofactivity.Noonecansayforsurewhethertheintenseactivityexperiencedatthemomentisheretostayorwhetheritisjustatransitionalperioduntilindustry’swarehousesarerestocked.Weexpecttocomeoutof2010performingbetterthanin2009.Growthinturnoverandacross-the-boardsavings–notleastreducedsalaryexpenses–willhaveapositiveeffectonourfinancialaccounts.

AnotherreasonwhyweconsidertheoutlooktobebrightisthatDSVisnowinastrongerpositionintermsofITthanmanyofourcompetitors.ThedevelopmentofSTAR(ShipmentTrackingAndReporting)hasdoubledthegrowthratesfordistributionofDanish

generalcargoloads(seepage4)andmanyothercountriesintheorganisationshouldexperiencethesame.ThegroundbreakingcooperationbetweenthebusinesssideandIThasresultedingreatsavingsonthedailyoperationsintheautomaticdistributionsystem.Theemployeesnowfocusondeviationsandaddedsales,whichgivesgoodbottom-lineresults.STARgivesusaclearcompetitiveadvantageanditisnosecretthatithaswonsubstantialcontractsforus.Amongglobaltransportcompanies,DSVistheITleaderandwewishtoexpandthisposition,whichwillgiveusastrongboostinthetimetocome.

FollowingtheintegrationofFransMaasandABXLogisticsinDSV’snetwork,thecompanyisnowasignificantglobalplayer.WeareinvestingmanyresourcesinbuildinganefficientorganisationwithinGlobalAccounts,i.e.transportsfrommorethanonecountryoforigintomorethanonecountryofdestination.AnewandefficientstructureinthemanagementofGlobalAccountswillcontributetoourmajorinternationalcustomersexperiencingDSVasonesingleorganisationfocusingondevelopingourcommonbusiness–acrossdivisions,countriesandcontinents.ItgivesusgreatpleasurewhenMarkR.Chadwick,GlobalTransportationManagerofGECorporate,declares,inthiseditionofmoves,thatDSVisfullycomparablewiththebestintheworldandthatourgreatfocusonthecustomer’sneedswillprobablyleadtoafurtherexpansionofourcollaboration.Thistellsusthatwearemovingintherightdirectionandthatoureffortsarepayingoff.

YourssincerelyJensBjørnAndersen

3

14Talent

ThehuntisonforfuturemanagersinDSVDenmark.Theirmission:tosafeguardthe

company’scompetiveness.Wemetthecandidates.

4automatics ChaosusedtobetheorderofthedayinthedomesticdistributionofgeneralcargoinDenmark.Now,automatedbusinessprocedureshavedoubledgrowth–usingthesamenumberofemployees.

Bulgaria

10Terra incognita

BulgariaisstillunchartedterritoryforlargepartsofDSV,buttheBulgariancompany

isfullyabreastoftherestoftheorganisation.

22Trust Perseverance.Teamwork.Cadence.Results.Therearemanysimilaritiesbetweenrunningabusinessandcompetitivecycling.

16Bright idea Itallstartedwithanelectricalincandescentbulb.Now,GEranksamongthetoptencompaniesintheworld–andisacustomerinDSV’sglobalnetwork.

4

althoughitalmostsoundstoogoodtobetrue,MichaelDal,DanishDistributionManager,isconvinced:InJune2009,theDanishdistributionofgeneralcargosurpassed200,000shipments–amonth.InAugust,the65salariedemployeesand167hourlypaidemployeeshadprocessedmoreshipmentsfromexternalcustomersinthefirsteightmonthsoftheyearthantheyhadinalloflastyear.TheDanishorganisationisrunningatfullspeedandowesitsfinemarketsharesontheDanishgeneralcargomarkettoSTAR(ShipmentTrackingAndReporting),anacronymforthecollaborationbetweenITandthebusinessunit.WithPDAscanningofallshipmentsandbest-practicestandards,ahithertounseenconcentrationonthetasksathandhasbeenachieved.“We’reworkingtowardsanautomaticdistributionsystemwherethefocusisondeviations–notonourday-to-dayoperations.Theyhavetorunfullyautomatically,”saysMichaelDal,DistributionManager,whoalsoexperiencedhugeprogressin2006–butbackthenthesystemwasnotatallgearedforhandlingthesuccess.

Flattened by growth“Itwasutterlyabsurd.Wehadtomoveapalleteverytimewewantedtoreachanotherone,”heremembersaboutthedaysfromMaytoJune2006,whenthenumberofshipmentsroseby30%injust

onemonth.“Weexperiencedagrowthratethatknockedusflat.”Theupswingpeakedanddemandwasenormous,andouremployeeswereworkinglikemadtokeepup.“Thisgaveusreasontolookahead:howcouldweautomateourprocessessowecoulddocumentourresultstoourcustomersatthesametimethatweredirectedourenergyfromourday-to-dayactivitiestowherewewerehavingproblems?”heasks,explainingthatthisalsomarkedthelaunchofSTAR,whichhasbeenintroducedin21RoadcountriesintheDSVnetworksincetheautumnof2008.

Exceeding the 2006 level– with fewer employeesTodayDenmark’sgeneralcargodistributionexceedsthelevelofthebusydaysin2006.Atthesametime,thenumberofemployeeshasdeclinedby12%.“Usuallyweincreaseournumberofemployeesaswegrow.Iwantgrowthwithouthavingtohiremoreemployees.Thephysicalcargohandlingmusttakeplaceintheterminal;everythingelsehastorunautomaticallyviaPDAscanners.Whenyouscanaparcel,itmusttriggeraninvoiceandacreditnotetothehauliers,”saysMichaelDalaboutthedreamscenariowheretheshippingagent’sroleisfarmoresophisticatedthanitisnow:

“We’vetakenahugestepclosertoanautomaticdistributionsystemthatbringsallourfocustobearondeviationsandbeingproactivevis-à-visourcustomers.Whentheshippingagentsreporttoworkinthemorning,heorshewillbeabletoseewhetheranyproblemsoccurredduringthenightandthensolvethem.ThetimefreedupasaresultcanbeusedforadditionalactivitiestargetingthecustomerswhoexperienceanentirelydifferentdegreeofenergyinDSV’semployeesthanbefore,whenwewerestrugglingtokeepup.”

Good for businessMichaelDalhas16,000m²ofcrossdockingfacilitiesathisdisposalinBrøndbyandwillsoonhaveanother32,500m²inHorsens.Previously,DSV’sdomesticgeneral-cargodistributioncomprisedelevencentresscatteredalloverDenmark,anditverybeneficialtogatherthecrossdockingactivitiesatoneplaceinthewestpartofDenmarkandoneintheeast.Evenso,thatdoesnotentirelyexplainthenewlyacquiredsuccess:“Everythingjustseemstohavegelled.Oursuccessisduetoauniquecollaborationbetweenourbusinesssegment–includingaforceful50-personsalesteam–andGroupITandthelocalITdepartment.TheirsolutionsareamazinglybusinessorientedandnowthatwehaveSTAR,wegetadetailedprocessdescriptionthatgoes

STAR has proven its worth. While everyone is talking crisis, the number of shipments for external customers in the Danish

distribution sector has risen by more than 100% – in four months!

with fewer employees

5

inandfine-tuneswhatweareincrediblygoodatinDSV:doingbusiness.Manypeoplehadnoideathatwealsohandlenationalcargo,typicallylinehaulsfromEurope.Butthefactisthatwhenweloadcargoforimportandexport,it’seasyforustoincludethenationalcargo.Tocustomers,thismeansabetterproductandlowertransportcosts.That’sgoodforbusiness,”saysMichaelDal.

Great in-house effectProjectManagerLottaFosseristhewomanresponsiblefortheEuropeanroll-outofSTAR.Twenty-onecountriesaremoreorlessintunewiththebestpractices,justasmostofthemhavecommittedthemselvestothemobileunitwhichtheyselectforscanningcargooutsidetheterminal.Andshe’slookingforwardtotheeffectSTARwillhaveonbusiness.“Ireallybelieveinthis.It’stherightpathtotake.Wegetagreatin-houseeffectbyworkingwiththeprocessesandtodaytrack-and-traceisamustforattractingandretainingmajorcustomers,”shesays.LottaFosserexpectsmanyothercountriestoexperiencedistributiongrowth,similartothegrowththathasoccurredinDenmark.“Allthepreparationsareready.Nowallwehavetodoisorderthehardwareforthelastfewcountries.Beingabletodocumenttoourcustomersthatwemeetourobligationsisaprerequisitefortakingmarketshares,”shesays.

Distribution Manager Michael Dal demonstrating the PDA scanner which has made it possible to achieve vertical growth – without having to hire more employees.

ProjectManagerLottaFosser

isinchargeofimplementingSTAR

inDSV’sRoadnetwork.“It’sthe

rightpathtotake.”

STaR in briefThecornerstoneofSTAR(ShipmentTrackingAndReporting)isthescanningofthecargousingmobileunitswhenpickingupthecargoatthecustomer’s,intheterminalandatthefinaldelivery.Itenablesservicesliketrack-and-traceandsituationalreportsasdocumentationforcompliancewithagreementsconcluded.Atthesametime,the164-pageSTARmanualdescribesthecommonbest-practicestandardsfordistributingshipmentsthroughoutDSV’sroadnetwork.Theroll-outofSTARinthenetworktakesplacebytrainingoneormoreteamsateverysinglelocationwhointurntrainemployeesintheirowncountryandmanagetheimplementationoftheprocesses.

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Thecontainertrailerisperfectforimbalances,i.e.whentwentyparcelsareshippedinonedirectionandonlyoneisshippedonthewayback.Theimbalancemeansyou’releftwithanemptycontainerwhichhastobeshippeddowntotheharbourwhenit’sconvenient(byacompetingcompany)tointurnbeshippedtotheworld’shottestmanufacturingareasoverseas.ThatwasthesituationuntilSørenSchmidt,COOinDSVRoadA/S,suggestedthatDSVdesignitsowntrailerforconveyingtheemptycontainersfromDenmarktothelargeoceangoingshipsdepartingfromportslikeHamburg,andnaturally,thecontainersshouldbefilledupwithcargoontheway…

The need existedItwasHeadofSectionHenrikNielsen(Germany,AustriaandSwitzerland)whoeyedtheadvantageofthisnewcontainerrightawayandwhowas

chargedwithdevelopingit.“Wetriedputtinga40-footcontaineronourexistingtrailersbutthatdidn’twork.Sowerebuiltthetrailerslightlybutitstillcouldn’tbedone.Weendeduphavingtodesignabrand-newtrailerwhichwehadoursuppliermake,incollaborationwithEquipment.Morethanayearpassedbeforethefirsttrailerrolledofftheproductionline,”explainsHenrikNielsen,whoaftermuchresearchwithshippingcompanies,etc.,wasconvincedthattheneedexisted.“Manycontainersstandaroundforfartoolongbeforebeingputbacktouse.Byincludingtheminourdailyproductionplanning,wecanactuallycreateawin-winsituationforbothparties,”hesays.

Win-winAndittrulywaswin-winwhenHenrikNielsenandJesperOlsen,HeadofSectionfromSeafreightExport,put

theirheadstogether.“SuddenlywehadanewproductontheshelfoncetheRoaddivisionscouldstarttransportingourfilledoverseascontainersontrailersdestinedforHamburg,RotterdamandAntwerpforlessthanthecostofthenormalfeedersolution.Nowwecouldofferourcustomerstheoptionofreachinganearliershiporgaininguptoanextraweekofmanufacturingtimebeforetheproductshadtobeshipped.It’smuchfastertoconveythecontainertothemajorportsbyvehiclethanhavingthemtransportedonacontainershipfromthePortofCopenhagen,”saysJesperOlsen.

Best example“Yes,”theybothagree,“thisisprobablythebestexampleofhowdivisionscancollaborate.Wedidn’tjustcreateanewbusinessareaoftransportingemptycontainersontrailers.Wefillthemupwith

TheRoadandAir&SeadivisionsarebothwinnerswithDSV’sinventionofthe“containertrailer”,whichiscapableoftransporting20-footand40-foot

containersinonedirectionandfunctioningasanordinarytraileronthewayback.

Ittakesfifteenminutestoconvertthetrailerfromconveyinga20-footor40-footcontainerintoanordinarycurtaintraileragain.

Invents new traileraNd BOOSTS

cOllaBORaTiON

7

goodsfromhome–goodsthatwepreviouslypassedontoourcompetitors–andconveyitalltoGermanywhereweconvertthecontainertrailerintoanordinarycurtaintraileragain,readytoconveygoodsbacktoScandinavia.”

For the whole worldEventhoughthecontainertrailerisanadvantageonimbalancedmarketsinparticular–andnotjustininteractionwithoverseastransport–therestoftheworldisamarketforthisnewinventiontothesameextent.Today,only130containertrailershavebeenmadeandalloperateoutofDenmark,conveyingcontainersoutofCopenhagen,Fredericia,AarhusandOdense.HenrikNielsenestimatesthat20to25filledcontainersareloadedeveryweek,while60to70emptycontainersareconveyedtothelargeportstothesouth.“OnceeverythingisgatheredinHorsensfrom1October,we’llhaveasplendidnewproductthatwillbenefitouroverallbusiness,insteadofhavingtosendmoneyandcustomerselsewhere,”saysHenrikNielsen,whoisstillwearinghisthinkingcap:“Althoughthecontainertrailersolvedoneproblemforus,itstillhasitslimitations,suchasthefactitcannotbeloadedfromthesideasthereisnoroomforcranes.Wehavetokeepbeingcreative,somaybesomedaywecancomeupwithamultipurposetrailerthatcanhandleanything,”hesays.

Thecontainertraileristhe

missinglinkforidealcollaboration

betweenAir&SeaandRoad.

TrafficManagerHenrikNielsen

demonstratingthecontainertrailertoJesperOlsen,

AssistantBranchManager,DSVAir&

SeaA/S.

8

The guard is changing in Bulgaria.

After almost twenty years, Vladimir

Dimchev is resigning from his position

as executive manager for DSV in

Bulgaria. His successor is Yani Totev,

who is on 24/7: “You must never show

any signs of weakness,” he says.

YaniTotevisreadytotakeoverinBulgariaasthesuccessortoVladimirDimchev:“Igetakickwhenthingssucceed,”hesays.

Bulgaria

From Shipping Agent toexecuTive

9

24/7

afteracquiringFransMaasin2006,DSVgainedcontrolofVectraODD,oneofBulgaria’slargestandmostadvancedroad,airandseacompanies,andofVectra’ssubsidiaryCorsaLogisticsOOD.Witha110employeesalltold,DSVRoadandDSVAir&SeaBulgariaisalogisticspartnerformorethan30internationalbrandswithintheclothing,food,medicinal,cosmetics,automotiveandhigh-techindustries.Thenewlyestablishedtemperature-controlledwarehousehotelatSofiaAirportwasbuiltaccordingtothelatestEUnormsandfeatures,amongotherthings,12,500palletlocations,value-addedservicesand500m³ofrefrigeratedstorageformedicinalproducts.

Terra incognita“Bulgariaisterraincognitafor95%ofthecolleaguesinDSV.Asaresult,80%ofallourshipmentsaregeneratedhereinBulgaria.Youhavehardodds-especiallyintimesofcrisis–allyouhaveforfillingyourcontainersisyourowncargo,”saysthedepartingManagingDirectorVladimirDimchev,addingthattheoutlookisevenmorebleakfortheAir&Seacompany:Forthem,lessthan5%ofallshipmentsaregeneratedbytherestoftheDSVorganisation.

“ItseemslikeourcolleaguesinDSVdon’trealisethattheyhaveacompetentpartnerinBulgaria.Wehavethecountry’sonly3PLwarehousehotelforpharmaceuticals,we’vebeenanauthorisedIATAAgentsince1993,andwe’rejustasprofessionalastherestoftheorganisation,”isthemessagefromSofia.

Started from scratchBulgaria’sexecutivemanagerhasbeenplanninghisdeparturesinceearly2008.Laterthatsameyear,CEOJensBjørnAndersenvisitedthecountryandlogisticsdirectorYaniTotevwasrecommendedashisreplacement–andwasapproved.Beforethat,TodorKostadinovhadbeenappointeddirectorforWarehousingandValue-AddedServices–and,likehisfutureboss,hadalsostartedatthelowestrungoftheorganisation.“Theybothpossessamanager’smostimportantquality:theypushforwardandthey’reaccustomedtoactingproactively–notjustreactively,”saysVladimirDimchev,continuing:“Theymovedupfromthelowestleveltobeadivisionalheadthankstotheirnaturaldriveandgreatleadershipqualities.Also,formanyyearsthey’vebeenheadingimportantareasofourbusiness–andovertheyearshavebeenresponsibleformanyemployees.”VladimirDimchevturnsthefloorovertohisreplacement,YaniTotev,whoendedupinthesectoralmostbyaccidentfifteenyearsago:

Adrenalin kick“Iwasofferedthepositionofshippingagent(inScorpionShipping–ed.)byafriendandwassoonaddictedtotheadrenalinkickthejobgivesmewhenthingssucceed,andit’sverydynamic”saysYaniTotev,wholikesthepowerinherentinbeingamanager:beingabletotakedecisionsanddevelopandimplementnewactivitiesandservices.Inaddition,hisjobisalsowhereYaniTotevmeetshisfriends:“OverthepastdecadeI’vemetmybestfriendsinDSV.Wespeakthesamelanguage,sharethesamegoalsanddreamsforthecompany,andIhopethatwe’llbejoiningforcestodevelopourcompanyevenmore,”saysYaniTotevwhobesideshisbusinessstudiesattheuniversityhasnoformaleducation.“I’vetakentwomanagementcourses

attheFransMaasBusinessSchoolinVenlo,theNetherlands–anexcellentinitiative.AndonseveraloccasionsI’vealsovisitedlogisticsfacilitiesintheNetherlandsandGermanytolearnbestpractices.OtherwiseI’veonlybeentrainedinmyday-to-dayworkwhereI’vemadesurenottomakethesamemistaketwice…”

Always leadYaniTotevhasthistosayabouttheadvantagesofbeingthetopexecutiveintheBulgarianorganisation:“It’snexttoimpossibletoanswerthatquestionwithoutusingacliché:youcanmakethingshappenandyoureapwhatyousow–youhavetotakethebitterwiththesweet.”Althoughthe40-year-oldupcomingdirectorhasneverconsideredthedrawbacks,hecameupwithoneanyway:“Youhavetobehavelikealeaderallthetime.Youcan’taffordtoshowsignsofweakness,fear,confusionorexhaustion–becauseit’simpossibletobealeaderonlyonceinawhile–it’sa24/7occupation!”YaniTotevhasnospecificplanstomakechangesintheorganisationwhenhetakesoverthehelmfromVladimirDimchev.ExceptforthefactthatthecompanywillbechangingitsnameattheendoftheyearfromVectraandCorsaLogisticstoDSVRoadandDSVAir&Searespectively.“Youshouldn’tmakechangesforthesakeofchange.Allchangesshouldbewellthoughtthroughandinvolveclearfinancialadvantages.Forthisreason,I’llwaittofine-tuneourfuturetargetsandthewaytoreachthemuntilI’minthedriver’sseat,”hesays.YaniTotevisreadytotakeoverinBulgariaasthesuccessortoVladimirDimchev:“Igetakickwhenthingssucceed,”hesays.

Vladimir Dimchev has been planning his departure for the past two years.

From Shipping Agent toexecuTive

9

10

Rememberthesmallshopsinapartment-housegarageswhereyoucouldbuyasandwich,apackofcigarettesandaPepsi?Thesmallfamily-ownedgarageshopswerethefirstsignsofthetransitiontoamarketeconomyinSofia,Bulgariainthe1990s.Unemploymentwasover20%andtoTodorKostadinov,therewasnoalternativetoborrowingasmallsumofmoneyfromhisfamilyandstartingupamodestbusinesssellingdailynecessities.

Flair for businessNow,afterinternationalsupermarketchainsmadetheirentryintoBulgaria’scapitallongago,mostofthesmallgarageshopsareclosed.ThisisalsotrueofTodor’scoffeeshop,whichneverthelessgavetheenterprisingentrepreneurakeenflairforbusinessandtaughthimtoberesponsibleindealingwithin-stockgoods–qualitiesthathelpedtomaketheformershop-ownerasuccessfulwarehousemanagerforDSVinBulgaria.

Fixed wages“Iwasactuallyjusttryingtomakesomequickcash,soIcouldget

myownbusinessbackonitsfeet,”explainsTodorKostadinov,yethewassohighlyappreciatedbythemanagementthatheendedupbeingropedinbythepositivefeedback.“IstartedtofeellikeIbelongedtotheorganisation,anditwasalsoarelieftoreceiveapaychequeeverymonth–somethingIwasn’tusedtoinmyownbusiness.”TodorKostadinov,36,startedoutascommonstockassistantin1998,butalreadythefollowingyearwasappointedDeputyWarehouseManagerintheorganisation’sfirstwarehouse,foundedin1999forstoringanddistributinggoodsforUnileverBulgaria.Theyearafterthat,TodorKostadinovwasproudtobepromotedtoWarehouseManagerforthecompany’slogisticsactivitiesandthedreamofhavinghisownshopwasovertakenbyevenhigherambitions.

Better every day“I’mmotivatedbythechallengesinourbusinesswhichhastorenewitselfconstantlytomeetmarketdemands.Identifyingandfulfillingcustomerneedsandprovidingthebestserviceinthemarket

Even in a field with no formal education, big dreams can come true. It happened

to Todor Kostadinov.

Bulgaria

From warehouse employee todiRecTOR

11know

howareinterestingtasksthatforce

metoimprovemyabilityandexpertiseeveryday–andIlikethat,”hesays.Exceptforaweek-longtrainingcourseatDSVSolutionsintheNetherlands,TodorKostadinovhasneverreceivedanyclassroomtraininginhisfield.Third-partylogisticswasunheardofinBulgariain1998,soitwaslearningbydoing,andhisonlyambitionwastoavoidmakingthesamemistaketwice.Fortunately,hesays,customerswerelessdemandingbackthen–orperhapstheyhadnoideaofwhattheycoulddemand.

Do not accept mistakes“Today’scustomersdemandqualityfromdayoneanddonotacceptmistakes.Competitioniscut-throatandifyoucan’tdothejob,thereareotherswho’dloveto.Thistakeslotsofknow-howandtheonlywaytolearnitisbydoing–yearinandyearout,”hesays.InJuly2005,TodorKostadinovwaspromotedtoDirectorofWarehousingandValue-AddedservicesinthenewadvancedwarehousehotelatSofiaAirportand,asalways,withhisfamily’sconsent:“Youhavetodoitthatwayinorderforthingstosucceed.MyfamilywasbehindmewhenIbecameabartenderandataxidriver,whenIborrowedmoneytostartmyownbusinessandwhenIlandedthejobasawarehouseassistantatVectra.Now,they’repleasedthatmymostrecentstepisasuccess.”

NewsNew terminal in Slovenia. Nolessthan35countriesintheDSVnetworkdobusinesswiththecompanyinSloveniaeveryday.

Thevenuewillnowbeabrand-new12,000m²logisticscentreinKranj–some20kmnorthofLjubljana–withitsowncustomsdepartmentand16docks.DSVinSloveniaoperatesoutofeightofficesinthecountrywithastaffof115–includingofficesinLjubljanaAirport,MariborandKoper.Attheinaugurationofthecentre,IgorJakomin,thecountry’sMinisterofTraffic,saidthatthecentrecontributestotheministry’sstrategyofturningSloveniaintoalogisticsplatformforCentral,SouthandSouth-EastEurope.

More shipments per employee. RoadinDenmarkhasteamedupwithLeantodefinebestpracticesforshipments.Thiswillnowbeimplementedineverydepartmentinthecountry.Thetargetsaretheconnectionofatleast80%ofallcustomerstoEDI/E-service.Quoteagreementlevel:aminimumof60%andthetargetofincreasingthenumberofshipmentsperemployeeby25%.Finally,theinvoicingtimeframetargetissetatlessthan5days,andthingsmustbesufficientlyorderlyandtidytogenerateagreensmileyintheAUDITapplication.Atthesametime,Air&SeaA/Shasimplementedbestpracticesinallbusinessareaswhichhaslaidthegroundworkforhandlinguptotwiceasmanyshipmentsperemployeeinthefuture.

From 50 pages to 1. TheLeanscrewhasbeentightenedfurtheratDSVRoadinFinlandwhichusedtogeneratefiftypagesofpaperpertransportinitsexportsegment.Nowtheyhavereducedthistoone–andmaydoawaywithpaperentirelyinthefuture.NikoKronqvist,TrafficCoordinatorinFinlandExport,explains:“We’vescrutinisedallofourworkprocessesandvirtuallynothingislikeitusedtobe.Itcanbedifficult,butitpaysoffeventually.Thegoodpartaboutitisthatwe’reincontrolduringtheprocess.Iencourageeveryonetotakepartintheseeffortstothefull–becauseonlythenwillyoumaximiseyourLEANbenefits!”

Todor Kostadinov was a bartender, taxi driver and owner of a garage shop before the international supermarket chains invaded Bulgaria in the late 1990s.

12

DSV’sTalentTeamsaimtoretainthemosttalentedemployeesandattractqualifiedlabourfromoutsidethecompany.AndDSV’sHRManagerguaranteesthathisaimisnotentertainmentwhenhesayshe’stryingtoattractthestarstoDSV.

Star Warsin the transport industry

Recessionnotwithstanding:DSV’sTalentTeam,whereahandfulofthemostpromisingcandidatesarepickedoutformanagerialtrainingintheDanishorganisation,isheretostay.Becauseevenindirefinancialstraits,“talentmanagement”remainsagreatfuturechallenge.“Managementisbecomingincreasinglycomplex.Wemainlyhelpacceleratethecandidates’abilitytoexploittheirownpotential.Inaddition,weseeitasourjobtomakesuretheypossesstheskillsrequiredforsuccessintheirfuturemanagerialpositions.Thetrainingprogrammeteachesthecandidatestocraftandutilisetheirnetworksandactonthebasisofrelationships,”saysThomasThorsøe,HRManager,refutingtheclaimofpoortiminginthelightoftheglobalfinancialcrisis:“Wemaybeinaperiodofrecessiontoday,butlabourwillbecomescarceoncethewheelsstartturningagain,whichwillmeanfiercercompetitionforthehumanresources,organisationalskillsandspecialtalents.Thiswillmakeitmoreimportantthanevertobeabletoretainthegoodtalentsandattractnewpeopleaswell.”

Star Wars in the sector AccordingtoThorsøe,theexceedinglytoughglobalcompetitionmainlyplacesgreatdemandsonthecompanies’humancapitalandemployeeskills.Itisaquestionofretainingthemosttalentedandmotivatedemployeesandattractingthebrightestmindsinthebusiness.“AStarWarsisbeingfoughtasneverbefore.Thecompaniesthatnowprovetobethebestat

attracting,developingandretainingtalentswillmakeupthepremierleagueofthefuture,”saysThorsøe.Hecontinues:“We’vealreadywitnessedagreatriseinenquiriesfromfreightforwardersamongourcompetitorsafterDSVreinforcedthefocusontraininganddevelopingemployees.Sowe’vereachedpartofourgoal.”

Not perksTheDanishHRManagerdoesnotconsiderthemanyoffersoftraining,talentnurturingandmanagerdevelopmentasjustperksaimedatretainingemployees.“Systematictalentdevelopmenthasnothingtodowithentertainmentbutisourwayofsafeguardingthefuturepoolofskillsrequiredtoleadthecompanytoincreasedcompetitiveness.ThisiswhatIcalltimelyexecution,”saysThomasThorsøe.

Designed by line managersThetrainingprogrammerelatescloselytothebusiness,forinstancebyinvolvingthelinemanagersinthedescriptionoftherequiredskills.Besidesthespecialistmodules,thecandidatesalsoworkonauthenticbusinesscasesfromtheworkatDSV.Theyget24hourstosolveacase,andtheideaisforittobetopicalandcreatevalueandmeaninginthedailywork.Examplesofcasethemes:

T E A m o f T A l E n T S

13

Star Warsin the transport industry

“Howcanweoptimisetheexploitationoftheaggregatestoragecapacitythroughincreased

Nordiccorporationanddialogue?”or“Howcanweincreasesalesacrossthe

divisionsinDSVDenmark?”

Pulling the network stringsDuringthe24-hourcaseassignment,thecandidatesmustexploittheirnetworktocomeupwithqualifiedsolutionproposals.TheTalentTeamparticipantsalsoappointamentorfromtheorganisationtofollowthem.

“There’slessriskinvolvedinmakingamistakeinaninteractionwitha

managerwho’snotyourimmediatesuperior,”saysThorsøe,continuing:

“Theprogrammeisalsoaboutbeingproactiveandpredictive.Ourgoalisfor

thecandidatestodevelopmanyoftheskillstheyneedwhenmovingfurtherupintheircareers.Insteadofwastingtheirtalentinthecompany,wepreparethecandidatesfortheirfutureroles.Alreadytoday,theymustenvisageandactinaccordancewiththepositiontheydreamofhavinginthefuture.”

Globalised projectThomasThorsøefeelsstronglyabouttrainingandqualificationinaperiodwherethesupplyoflabourislimited–andwithincreasinglycomplexstructuresinthedailywork.TheambitionisthattheTalent

Teamandtherestofthemanagerialtrainingwillspreadthroughouttheorganisation.“Itshouldbeaglobalisedproject.Forinstance,IcouldimagineanexcitingprojectinrelationtodescribingtheoverarchingfivetoeightskillsthatweconsiderimportantforacountrymanagerinDSV,andthenstarttrainingwithaviewtoappointmentinfiveorsixyears’time.Whatifoneoftheskillsforacountrymanagerisatleasttwoyears’experienceofworkingabroad?Thenit’snottoosoontogetstarted,”arguesThomasThorsøe.

Overview of potential“TalentManagementmakesgoodsenseandgivestheexecutivemanagementagoodoverviewofthecandidateswiththegreatestpotentialintheDSVGroup.Thisway,wekilltwobirdswithonestonebysupplyingthetopmanagementwithatoolformatchingqualifiedcandidateswiththefuturestrategyandgrowthforthecompanywhilealsoretaining,developingandmotivatingthegreatesttalentsintheorganisation,”hesays.

Thecompaniesthatnowprovetobethebestatattracting,developingandretainingtalentswillmakeupthepremierleagueofthefuture,”saysHRManagerThomasThorsøe.

Talent Team isaone-yearmanagementprepcourseaimingattrainingthecandidatesforthefirstmanageriallevels,i.e.trafficmanager,departmentmanagerandheadofsection.Duringtheprocess,sevendifferentskillsoftheTalentTeamparticipantsaretested,andtheparticipantsareexpectedtostartinamanagerialpositionimmediatelyaftercompletingtraining.TheTalentTeamcandidateshaveallbeenrecommendeddirectlybytheirrespectivemanagers.Admissiontotheteaminvolvesanassessmentprocessduringwhichallcandidatesarechallengedandassessedaccordingtosevenskills:

1) Handling information2) Organising 3) Decision-making 4) Coaching/developing others 5) Motivating 6) Teamwork 7) Attaining goals

T E A m o f T A l E n T S T E A m o f T A l E n T S

14

NoteveryoneselectedfortheTalentTeamisallowedtocompletetheprogramme.Aninitialtestofthecandidatesensuresthatthetalentispresentandthatthefuturemanagerissufficientlymature.

“I get restless easily”

”Prepared to be a manager”

KasperHolmstrupwasrecommendedfortheTalentTeambyhismanager,butheneverpassedthetest.Onhisassessmentday,whenthecandidatesaretestedonsevendifferentskills,hefailedtomaketheteamduetoalackofmaturityandexperience.“IwastoldIwasn’toldenough.Butit’snotlikeIwentdowntothecornershoptobuycigarettes!”saysKasperHolmstrup,24,freightforwarderintheSwedenDepartment.He’squickwiththereparteeandsmilesalittle.KasperHolmstrupisnotdissatisfiedwithbeingrejected,however.Onthecontrary,hewasgivenacarefulandreasonedexplanationastowhyhedidnotmakethecutthistimearound.“IwastoldIhadthetalentandhaddonewell.Buttheywerelookingsomeonewhocouldbeamanagerwithinoneortwoyears,soIagreeIwasperhapsabittooyoung,”hesays.

No regretsKasperHolmstrupneedstobebetteratcontrollinghistemperand“settledownabit”.“MyproblemisthatIgetrestlesseasily.PerhapsIlackayear’smaturity,”hesays.Buthedoesnotregretacceptingthemanager’sofferofrecommendinghimfortheTalentTeam:“Iwanttomoveahead,andIwould

K irstenMariegaard,HeadofDepartmentinSeaImport,had“betterdamnwell”makesomethingofherparticipationontheTalentTeam.RightaftershewaspickedasacandidateforyearoneontheTalentTeam,shewaspromotedfromfreightforwardertoHeadofSectioninherdepartment.“Mystudieshavegivenmeatheoreticalapproachtothings,whichmeansthatit’simportantformetohavethetheoreticalgroundworkinplacebeforetakingonnewchallenges,”shesays.

Not in-depth“TheTalentTeamgivesagoodoverallideaofmanydifferentaspectsofbeingamanager,butit’sstillapreparatoryprogramme.I’mlookingforwardtocontinuingintheLeadershipprogrammewhichmorespecificallydealswithprovidingusefultoolsforyourdailyworkasamanager,”shesays.

Manager for 12KirstenMariegaardhasbeenquicktoascendthecareerladder,asshewasappointedHeadofSectionjustafewmonthsafterbeingpromotedHeadofDepartment.Today,sheisthebossof12employeesinher“old”department,andthisrequiresacquisitionofnewskills.

“I’mlookingforwardtolearningmoreaboutmanagementtheoriesandpreparingforthedifficultinterview,forinstance.GroupcompositionsanddecodingofdifferenthumantypesarealsoamongtheissuesIanticipatelearningabout.”

liketobecomeheadofadepartment.Ifeelbestaboutbeingabletodoalotofdifferentthings,andIdon’twanttobedoingthesamethingsthirtyyearsfromnow.”

Fun to participateAtfirst,itwasasetbacknottomaketheteam,butnowKasperjustthinksitwasfuntoparticipateandseewhatitwasallabout.Andhe’shopingtoberecommendedagainnextyearwhenanewteamstartsup.Meanwhile,hehasbeengivenmorevariedtasksinthedepartmentwhichhasbeenhisworkplaceforthreeyearsnow.“I’vestartedlearningalotofnewthings,andthat’sbasicallywhatit’sabout.Iwanttobecomeamanager,becauseitmakesthejobevenmoreversatile,”hesays.

“It’saboutlearningnewthings.“Freightforwarder

KasperHolmstrupishopingtomaketheteamnextyear.

T h E C A n D i D A T E S

15

MogensLarsenwasinthefirstclassoftheTalentTeam.Thecoursewasaneye-openertothethen35-year-oldsalesrep.“Isuddenlycouldarticulatewhysomethingworked–andwhyotherthingsdidn’t.“

ForKirstenMariegaard,participatingontheTalentTeamwasanecessarypreparationforherlifeasamanager.Sheisnowlookingforwardtoputtingmoretoolsinhertoolbox.

”Prepared to be a manager”

Talent Team was aneye-opener

aftertryinghishandatabitofeverythinginDSVandaslogisticsmanagerinacompanyinNæstved,Denmark,andthenbackagaintoDSVasasalesrep,MogensLarsen,35,wasthirstingfordevelopmentandknowledge.“Afterafewyears,youchangesignificantlyasaperson.Youwanttodevelop;otherwiseyouhitthewallandseeknewchallengeselsewhere,”saysMogensLarsen.WhileontheTalentTeam,hewasappointedProcessManagerintheFinanceDepartmentwithresponsibilityforWebcost.AsHeadofDepartmentheiscurrentlyresponsibleforsevenemployees.

Must communicate in different waysMogensLarsendescribeshimselfas“process-orientedandsolution-orientedandgoodatperceivingthingsfromdifferentperspectives.”ParticipatingontheTalentTeamatthesametimeasstartinginhisnewpositionprovedagoodlearningexperience:“Ilearnthowtocommunicateindifferentwayswithdifferentpeople,andIlearnttodefinewhatIdidrightwhensomethingsjustworkwell.Atthebeginningoftheprogramme,Iwasasalesrepandalsohadampleopportunitytotestthenewtechniqueswhenpreparingcustomermeetingsandforthe

VisibilityKirstenMariegaardlikespressureandchallenges,andthestepfromemployeetomanagerhasgivenheralotofnewenergy–andnewgoalsintheorganisation:“Iwouldliketoeventuallybecomepartofamoreprocess-orientedmanagementwiththetaskofimplementingcustomersornewstructureswidelyintheorganisationandperhapswithinternationalstaffmanagementresponsibilities.Thatwouldbeexciting,”shesays.Whattypeofmanagerwouldyouliketobe?“Iwanttobeavisibleandaccessiblemanagerwhomakescleardemandsandexpectationsofmyemployees,”Howwouldyouprefernottobe?“Iwouldhatetobeanaloofmanager.Iwouldn’twanttosacrificetheclosenesstomyemployees,whoarealsoamongmyfriends.”

subsequentevaluation,”hesays.

A bit like parentingMogensLarsendoesnotthinkhighlyofmanagerswhoareontheproverbialbacksoftheiremployees.“Managementisaboutbeingvisibleandpresent.Beingthereandaskinghowthingsare–notjustatwork,butingeneral.Thegoodmanagerdoesn’tjustmeasureandcheck–hemustbeamoralmodel,abitlikeparents.

Managementisabouttrust,”saysMogensLarsen,andtellsaboutdifferenttypesofmanagers.Hewantstobethetypewhosetsthegoalratherthanshowstheway.“Tome,managementislargelyaboutcoachinganddevelopingthestaffsothateveryoneexperiencesthatheorsheisimproving,”hesays.

HeadofDepartmentKirstenMariegaardislookingforwardtoequippingherself

withmoremanagementtoolsattheLeadershipprogrammes.

T h E C A n D i D A T E S T h E C A n D i D A T E S

“Youwanttodevelop;otherwiseyouseeknewchallenges

elsewhere,”saysMogensLarsen,ProcessManager.

16

weneedwithjustahandfulofglobalagreements.Forinstance,wehaveroadtransportsinalmosteverycountryintheworld,”saysMarkR.Chadwick,GlobalTransportationManageratGE.ChadwicknegotiatesGE’sglobaltransportandlogisticsagreements.DSVdidnotbecomefamiliarwithGEuntil2006,throughthepurchaseofFransMaas.AdditionalbusinesswasgeneratedbytheacquisitionofABXLogisticsin2008,andthetotalaccounthasnowgrowntoanannualbudgetofmorethanUSD25million.Itcouldcertainlybemuchbiggerinthefuture.“OurcollaborationusedtobefocusedontheEuropeanmarket.Nowyourorganisationismoregloballyoriented,whichmeanstherearemuchgreaterchancesofyoudevelopingbusinesswithus,”saysMarkR.Chadwick.

New attitudeMarkisespeciallysatisfiedwiththestrategythatDSVhasworkedoutforGlobalAccountsbydesignatingthepersonwithexecutiveresponsibilityforthethreebusinessareasofRoad,Air&SeaandSolutions,aswellasregionalaccountmanagersoneverycontinent.

“It’simportantforustobeonthesamewavelengthandthatwe’recapableofdiscussingourbusinesswithdedicatedemployeeswithahighdegreeofmarketknowledge–andthatDSVregardsitselfasaserviceprovider,”MarkR.Chadwickaddsandelaborates:“IfthereisanyoneatGEwhowantstotalkaboutEurope,theygetsomeonewhoisanexpertonEuropeorifAsiaisinvolved,DSVwillprovidesomeonewithexpertisefromthere,”hesays.RenéFalchOlesenadds:“Ourphilosophynowandinfutureistodeliverthesolutionseachcustomerasksfor,insteadofforcingcustomersintoframeworkssolelydesignedtostreamlineDSV.Whenitcomestoglobalcustomers,we’reveryflexibleinchoosingthemodelwesetupforaccountmanagement,butwealwaysgiveahighprioritytocommitment.Thelessonswe’velearnedclearlyshowthatcontractsworkedoutonalargescalebetweenpartnerswillonlyleadtooperationalexcellenceifastrongworkingrelationshipisalsosetupbetweentheimplementingoperationalunitsatthecustomer’sandatDSV.Thechallengeisinstrikingabalancebetweenmeetinglocalandglobalrequirementsalike.”

Toge,DSVisjustonetransportcompanyoutofmany.ToDSV,GEispotentiallythelargestcustomerintheworld,whichhascontributedtothe

professionalisingofGlobalAccounts.

Global account focus: ge

WithanannualturnoverofUSD183billion,andaproductionandproductflowacrossEVERYcontinent,GEistrulyaprizeforanambitious

globaltransportcompany:“GEisoneofthelargest,mostattractiveglobalcustomersintheworld,andthecompanycanbeavitalcontributoryfactorforourtechnicaldevelopmentandprofessionalisationthatweundergoinourorganisation.It’sonethingtohaveaglobalpresence,butquiteanothertobeaglobalplayer.Globalcustomersmakeglobaldemandsandthisissomethingwehavetogetusedtohandlinginourhighlydecentralisedculture,”saysRenéFalchOlesen,thefrontfigureinDSV’sGlobalAccountorganisation.

More than 100 logistics partnersTotalannualtransportandlogisticscostsofmorethanUSD3.5billionleaveroomformanyserviceproviders,andGEalsohasagreementswithoverahundredlogisticscompaniesallovertheworld–largeandsmallalike.“Ourbusinessissowiderangingthatwehavetoworktogetherwithtransportationcompaniesallovertheworld–wecan’tgainthecoverage

17

Requires in-depth knowledgeGEandMarkR.Chadwickrequiretheirpartnerstohavein-depthknowledgeofGE’smulti-facettedbusinessandthattheirpartnersarerepresentedinthecountrieswhereGEoperates.“Theymustbefamiliarwithourproductsandshouldn’thavetoaskwhatwedo;wedon’thavetimeforthat.Andtheyshouldbewillingtoprovidesolutionsandserviceseverywhere.Thefirststepinlandingacontractinareaswe’vetraditionallyneverdonebusinesstogether,likeChina,isforthetransportsuppliertoalreadybepresentandexperiencedinthelocalmarket,”saysMarkR.Chadwick.

Top halfToMark,DSVisnotsignificantlydifferentfromotherglobaltransportcompanies.Thecompanyisinthe‘tophalf’ofthetransportcompaniesintermsofthequalityoftheoverallservicesandthecollaboration.Andthat’sagoodpointofdepartureforfuturecollaboration.“DSV’sstrengthisthat,withRenéFalchOlesenheadingupGlobalAccounts,youactuallyhaveyoursightsonthewholeworldandaren’tjustfocusedonEurope.Ithinkthat

withDSV’snewaccountmanagementstructure,there’sgreatpotentialfordevelopingourcollaboration,”saysMarkR.Chadwick,whoalsohastokeepaneyeontheprice,andit’slowatthemoment:“It’saverycomplexmarketatthemomentwithagreatimbalancebetweendemandandcapacity.Fortransportcompaniesthisimbalanceisdrivingpricesdownwhilstcostsmaynotnecessarilyfollowthesametrend.Fromashipper’spointofview,andtostaycompetitive,wehavetogowherethepriceisbest,becausewhenitcomesdowntoit,therearen’tthatmanydifferentwaystosendaparcel.”

Global account focus: ge

“DSVisgloballyorientedandthisincreasesthechanceofdoingmorebusinesstogether,”saysMarkR.Chadwick,GlobalTransportationManagerinGE.

dSv and ge DSV already provides some services to GE on a global scale, involving all divisions in DSV: Road in Europe is involved in tasks for GE Infrastructure (GE Energy and GE Water & Process Technologies), GE Consumer & Industrial, GE Healthcare and GE Security with more than 15,000 annual shipments to and from almost every country in the network – everything from general cargo to part loads and FTL (Full Trailer Loads). In addition, there are special transports (OOG) and refrigerated transports. Another important point to add concerns a customs brokerage service project that DSV in Italy (Saima Avandero) is managing worldwide. GE has approved a small number of carefully selected partners to handle worldwide customs brokerage. DSV/Saima coordinates the project in close contact with GE and is already certified for almost 30 countries. Moreover, in Italy DSV/SAIMA has been providing forwarding and logistics management services to GE Oil & Gas in Florence for more than 20 years. Solutions operates 15,000 m² of warehousing in Belgium (Puurs) for GE Power Control, providing kitting and repair of products among its services. There is additional warehousing in the Netherlands (Moerdijk) for GE Digital Energy with kitting of emergency power supply systems (UPS, Uninterruptible Power Supply) and 20,000 m² of fully automated warehousing for the former GE Plastics, which was sold to SABIC 18 months ago, however.Through its Montreal office, Air & Sea has worked with GE Energy within Project Cargo (OOG) for several years. The division has also just landed a major GE contract for ocean freight forwarding, and DSV in the US is currently launching a bid for GE’s global heavy airfreight.

Edisonestablishedhiselectriccompanyin1878andinventedtheincandescentbulbtheyearafter.

Edison’sincandescentbulbwasthefirstinaseriesofgroundbreakinginventions.

electricity is the cornerstone An annual turnover of USD 183 billion makes GE capable of delivering EVERYTHING from

electric lightbulbs to fuel cells for nuclear power plants. This also includes locomotives, jet engines and just every type of electric component imaginable. The company was founded by Thomas Edison and even today, electricity is the recurring theme of the conglomerate which also includes subsidiaries within the media (the US radio and television network NBC), finance and hospital services. Around 350,000 people work for GE, which has manufacturing units on every continent.

18

Theyhavetakenamentalityfromcompetitivesportsintotheupperechelons

ofmanagementatDSVRoadinSerbia,whichismanagedbyaformerprofessionalfootballer,a

table-tennisplayerandananglingenthusiast.“Ithinkit’sanintegralpartofallthreeofus.Wheneverwegetinvolvedinsomething,we’reinittowin.Thiswastheattitudewetookonthepitchorthecourt,sowecan’thelpbuthavethesameapproachtorunningabusiness,”saysIgorJovanovic,ManagingDirector,whowasonceaprofessionalfootballeruntilaseriousinjuryputastoptohiscareer.Thatwas19yearsago,butawinnermentalityclingstothenow38-year-olddirectorwhoseesbusinesschallengesasnewgamestobewon.Notabadpointofdepartureforsuccess,andthecompanyhasalsogrownbyleapsandboundssinceitwasfoundedjustsevenyearsago.

Long-term strategyDSVRoadinSerbiawasfoundedinDobanovci,nearBeograd,thecapital.Thecompanywasfoundedin2002andwasoriginallynamedE-LOG.ItwasfullyownedbyEurosped,DSV’spartner,andtheeconomywasmovingfull-speedahead.AfterdemocraticoppositiongroupsledbyZoranDjindjicoverthrewSlobodanMilosevicintheautumnof2000,Serbiahasbeenrapidlyprogressingandgrowing.Awell-qualifiedlabourforce,combinedwithrelativelylowwagesandrisingforeigninvestments,hasgeneratedannualGDPgrowth

ofmorethan7%,and,withhelpfromcolleaguesinSlovenia,thethreefoundershavesucceededinestablishingacompanywhichgeneratesannualturnoverofEUR3millionandhas26employees.“Fromtheoutset,we’vebasedouroperationsonthemotto‘ProfessionalismandExpertise’,andbasedourdecisionsandactionsonalong-termstrategyofbecomingSerbia’sbiggest,mostefficienttransportcompany,”saysIgorJovanovic,whocouldalsohavetriedtogetfastmoneyintherapidlygrowingeconomy.Thisisoftentypifiedbyshort-termbusinessrelationships,however.

Based on trust“Wewantedtocreateaseriouscompanybasedontrustbetweenusandourcustomersandahighdegreeofquality.Thatgivesthebestpayoffinthelongrun,”saysIgorJovanovic,whotogetherwithhisco-foundersformertable-tennisplayerVojislavStrizovic,andanglingenthusiastBudimirArsic–nottomentiontherestofthestaff–haveattractedthebiggestcustomersinthemarket:Velux,Bang&Olufsen,Canon,Goodyear,Toshiba,Barentz,Intersportandmanymorebesides.

“Golden future”In2002,DSVRoadinSerbiawasoperatingoutofawarehouseterminalcoveringjust900m².Sincethen,thefacilitieshavegrownsotheynowcover6,500m²,

withmorethan6,000palletspaces,aswellas1,500m²ofthermallyinsulatedstoragespacefor

foodandmedicine.

points at Europe andcontinued growth

IgorJovanovicleadshisemployees.

Pilen

The aRROW

19

“We’repleasedtosaythatwe’renowpartofDSV’sworld-wideorganisation.Thishasfurtherstrengthenedourbusiness,andwefeelthatourcustomerslargelyassociate‘quality’whenevertheyseetheDSVlogo,”saysVojislavStrizovic,ManageroftheCustomerDepartment,whoworkswithqualityassurancefortheindividualprocesses.WarehouseManagerBudimirArsicadds:“We’veexperiencedfantasticgrowthinrecentyears,andthisgivesusreasontohopethatthere’sagoldenfutureinstoreforus:it’shardertogrowfromnothingintoastable,soundcompanyforalmost30employeesthantocontinuepositivegrowthfromthispointofdeparture.Wehaveoneofthebestreputationsintheregion,whichissomethingthatattractsnewcustomers,”hesays.

Common goals with customersThecrisishasnotescapedtheattentionofSerbians.ThecountrycontinuestoexperienceGDPgrowth,thoughsomewhatsubdued,butDSVRoadiskeepingaconstantwatchfuleyeoncosts.“Investments,importsandexportsaredeclining,andwe’vehadtotightenourbeltsandlowerourratestobemorecompetitive.Atthesametime,we’reengagedindiscussionswithmanycustomersregardingjointPRactivitiesandwe’vesetgoalsforourfuturecollaboration–whichincludesdiscussingtheprospectsweseeinincreasingourlogisticsteamwork,”saysIgorJovanovic,whoresemblesaconfidentwinner.

Afterastormyconclusiontothelastcentury,Serbiais

clearlyheadedtowardsEuropeandtheEU.

Growthishigh–alsoatdSv Road,managedby

peoplewhoarecompetitorsatheart.

VojislavStrizovic,ManagerofCustomerDepartment.

WarehouseManagerBudimirArsic.

DSV Road in Serbia…

… was founded in 2002.

Together, the three co-founders have 63 years

of experience in transport and logistics.

The company’s 26 permanent employees

generate an annual turnover of around

EUR 3 mill. – the company has more than

600 regular customers.

The company transports more than 22,000

tonnes of goods a year and performs 6,000

online customs clearances a year.

The company has 6,500 m2 of storage

facilities at its disposal, as well as a

thermally insulated warehouse

(1,500 m2) for storing food,

medicine, etc.

20

... behind your own wheel.

AdamMårtensson,HeadofSectioninDSVAir&SeaA/Shandsoverthe

sponsor-decoratedNissantoMichaelandSusannePeris,withtheirsons,Danieland

Mark,intheback.

18,000kmthroughfourteencountries.ThisiswhatthenextthreemonthsholdinstoreforIndian-DanishcoupleMichaelandSusannePeris.Drivingtheirowncar,aNissanX-TrailwithIndianplates,thecouplehasdecidedtomakeanolddreamcometrueandtravelquietlyandpeacefullyaroundtheworld,experiencingthecountriesandthepeopletheymeetontheirway.“Today,travellingisoftenaboutreachingadestination.Tous,thejourneyistheactualgoal,”saysMichaelPeris,wholivedinDenmarkfor18yearswithhiswife,Susanne.

Never-ending paperworkTheyoungestoftheirsonsjoinshisparentsinthecartoIndiaonajourneywhichtheyhavepreparedforyears.Atfirst,theideawastodrivethecarfromIndiatoDenmarkandback,butduetoinstabilityinPakistanthefamilydecidedtosetofffromDenmark.ThismeantthatthecarneededtobetransportedtoCopenhagenfirst,whichrequiredmonthsofcompletingcustomsandpolicepaperwork,issuingabankguaranteetotheIndianAutomobileAssociationandmuchmore.“Therewasnoendtothepaperwork!”

saysSusanneandMichaelPeris,whooperateacoffeeplantation,AvanthyCoffeeEstate,intheChikmagalurdistrictinBangalore,notfarfromoneofDSV’stenIndianoffices.

DSV on the hoodThisisactuallyonlythesecondtimeacarhasbeenshippedallthewayfromIndiatoDenmark.Therefore,thisgivestheauthoritiesanopportunitytobeparticularlythoroughwiththepaperwork.Inreturn,DSVagreedtosponsortheactualfreightcostofthe4x4,whichwasdeliveredinacontainertoCopenhagenFreePort.“We’rehopingthatthesponsorshipwillhelpattractfocustotherelationsbetweenIndiaandDenmark,saysMartinRoos,BusinessDevelopmentManager,DSVAirandSeaPvtLtd.,Mumbai.“It’swonderfultoseemycaragain–andDSV’slogoonthesidesandthehoodactually

looksgreat.Wecan’twaittohavethefinalpapersreadiedsothatwecansetoutonourjourney,”saysMichaelPeris.

Transversing 14 countriesLongdaysinthecar’sleatherseatslieahead,andrunninggearwillbepackedalongtogetthelegsgoingaftercompletingeachstage.Atotalof18,000kmwillbecovered,andthejourneywilltakethefamilythroughcountriessuchasGermany,theCzechRepublic,Austria,Hungary,Serbia,Kosovo,Greece,Bulgaria,Turkey,IranandPakistan,wheretheywillassessthesituationbeforedecidingtodrivethroughthecountry.“Wedon’twanttotakeanyunnecessaryrisks,sowe’llevaluatethesituationwhenwegetthere.Perhapswe’llprefertoshipthecarforthelastleg,”saidMichaelPerisbeforesettingofffromDenmark.

Slow motion from Denmark to India

21

DSV’sUKtoEiretransportswererunningfullspeedaheadinthelastweekofJuly.DSVImminghamintheUKhadbeencommissionedbyCountyTurfLtdtotransportnewlivingturftoCrokeParkinDublin.

CrokeParkhadbeenstrippedbareofgrassinpreparationforthethreeU2concerts,whichplayedtocapacity(bottom).WiththeGaelicfootballandhurlingfinalsduetobeplayedtheweekaftertheU2concerts,theturfneededtogreenupfast!

itrequiredstrategicplanningacrossthreeDSVdivisionstomoveequipment,personnelandresourcesintopositiontoloadandtransport84fullloadsofturftoDublininthewakeofthreelargeU2concertsatCrokePark.ThestadiumturfneededtobereadyfortwoofthelargestsportseventsinIreland:thefinalsinGaelicfootball(amixofrugbyandsoccer)andhurling(Irishhockey)duetobeplayedatCrokePark.

Timing is crucialTheprojectinvolvedcloseliaisonwithCountyTurfLtd,amajorproviderandhighlyreputedsupplierofstadiumturftopremiershipclubsandnationalstadiums.DSVcoordinatedthedeploymentoftheirhaulageandfridgetrailerpoolsusingthelogisticsplanningoperationsinImminghamincloseinteractionwithDSVDublin.Timingandroutingwereessential,astheturfhastobetransportedwithinaspecifictimeframebeforeithastoberolledout.Itwascrucialtoensurestabletemperaturesduringtheconveyance,asthecriticalcoreheatoftheturfwouldotherwisebeaffected.Precisionwasparamounttopreventtheturfspoilingduetotheorganictemperatureinthecoreandthefrostburnsthatcouldoccurshouldtheturfremainatlowtemperaturesfortoolong.Thebalanceoftimingandtemperaturewasthepivotalaspectofthetransport.

Critical seasonTurfisgrowinginsummer,sothetransportwouldbetakingplaceatoneofitsmostcriticalstagesofall.Byutilisingrefrigeratedtrailers,theturfcouldbetemperature-controlledthroughoutitsjourney.CrokeParkhadbeenessentiallystrippedbareofallpreviousturfinthepreparationfortheU2concerts.Animmensestagehadbeenconstructedatoneendofthe

stadium,andtheexpectedfullhouseatthisveryhistoricgroundmeanttheentirearenawasoccupiedbytheconcerts.Thirty-fourloadsofturfwerecut,rolled,palletisedandloadedontheSundayandmovedthroughtwoportsonthewestcoastoftheUKtotheportofDublin.BothStenaLineandSeaTruckFerrieswereutilisedforthemovements.Theremaining50loadswerecutandmovedMondaythroughThursdayat30-minuteintervals.

Fixed intervalsWiththefinalsofGaelicfootballandhurlingbeingheldtheweekendjustaftertheconcerts,theturfhadtobecutandtransportedfromScunthorpeinNorthLincolnshire,UK,toapreparationareawhereitwasreadiedwithprecisiontiming.Theturfwasthentranshipped

ontocurtaintrailersanddeliveredintothegroundatsetintervalsdeterminedbythetemperatureoftheturfandthelayingspeedofthecrewworkingonthepitch.ByThursday,DSVhaddelivered84loadstoaholdingareainDublinwiththefinalfewloadsofturfgoingintoCrokeParkthenextday.

Turf’s up!

22

174kilometresdispersedoverfourofthemostlegendarymountainsofTourdeFrance:CroixdeFer,ColdeTelegraphe,ColdeGalibierandAlped´Huez.5,000metresofascentintotal.

FrandsEjsing,HeadofSectionforDSVAir&SeaA/S,equatesbeingagoodcyclistwithbeingagoodshippingagent.

Therearemanysimilaritiesbetweentherigoursofracingandworkinginanoffice.FrandsEjsing,59andheadofsectionfromSeaExportinNørresundbyinNorthJutland,Denmark,hasjustcelebratedhis40thanniversaryatDSV–andcompletedoneoftheworld’shardestcyclingracesforamateurs.Onthisoccasion,theself-professedexercisefanatichasagreedtodipdownintocyclingjargonandfindouthowwordslike“cadence”and“sprint”canapplyattheoffice.Anditisobviousthatthequalitieswhichgenerateresultsonabicyclecanalsogenerateresultsatwork.

Lower blood pressure FrandsEjsingdoesnotlooklikeamanofalmost60.Heboundsupthestairs

twoatatimeatDSVinHorsens,Denmark–wheremoves

metthephysicalexerciseenthusiastandcelebratorofamajoranniversary–andhis

demeanourresemblesthatofahighly-trainedathlete.“Igetagreatsenseofwell-beingbyexercising–Isimplycouldn’tdowithoutit.It’srelaxingandlowersmybloodpressure,”explainsFrandsEjsingwhocycles80or90kilometresthreetimesaweekand,inaddition,runs6to8kilometresonceaweek.Thisequatesto10hoursaweekontheroads,afigurethatisontherise.“IhavetoworkoutharderandharderbecauseIwanttokeepupwiththebest,”hesays.

The hardest race in the worldInrecentmonths,hewasalsopumpingthepedalswithextraintensitytogetinshapeforoneofthehardestamateurcyclingracesintheworld–LaMarmotte,intheFrenchAlps.Itconsistsof174kilometresdispersedoverfourofthemostlegendarymountainsofTourdeFrance:CroixdeFer,ColdeTelegraphe,ColdeGalibierandAlped´Huezwiththeirmerciless5,000metresinheight.Evenwitha“panicgear”onhisbicycle,i.e.aspecialmountaingearwith27teethonthefrontsprocketsand34ontherear,FrandsEjsingstillhadtobendtothewillofgravityanddismountafewtimesonthefinalkilometresonhiswayupAlped’Huez.“ItactuallyWASincrediblydifficult,butthereweremanycyclists,eventheyoungones,whohadtotakeabreak,soIcouldbetteracceptit,”saystheambitiousHeadofSection

whocompletedtheracewithagoodtime.Thisbringsustooneofthefirstsimilaritiesbetweencyclingandshipping:

Perseverance“I’mveryperseveringasregardsmytrainingregimen,andthat’showit’sbeenthelast35years.I’malsoveryperseveringatwork.Idon’twaver.Ilikehardwork–itmotivatesme.Weprovidegood,unfailingserviceinourdepartmentwhichmakesforloyalcustomers,”saysFrandsEjsing.

Teamwork“Cyclingisasocialsportandthosewhoarehavingagooddaycanbearthebruntofthewindfortheothers.That’salsotheywayitisatwork.Wehaveahighdegreeofdelegation,soeveryonehaslotsofresponsibility.Andwe’realsoveryopentoadmittingourmistakes,wetalkthingsoverandeveryargumentisequallyimportant.”

Trust“Thefrontrunnertellstheothersifthere’ssomethingtowatchoutfor–that’showweavoidaccidents.Weusehandsignalsandshoutstotelleachotherwhenthereisaholeintheroadoracarapproaching.Unpleasantthingscanalsohappenatworkifwedon’thelpeachother.Trustisrequiredforagoodteameffort–bothonabicycleandattheoffice.”

Cadence“Thoseinfrontsetthepace–those

Frontrunners SET the pace

23

FrandsEjsingisacyclingenthusiastwhoearlierthisyearcompletedoneofthehardestamateurcyclingracesintheworld,LaMarmotte,intheFrenchAlps.

behindkeepup.Ifyou’renotsatisfiedwiththecadence,youcantakeovertheleadyourself.Thishappensontheroadandthejobalike.Atourdepartment,thereareafewyoung,ambitiousshippingagentswhooftentaketheleadbymakingextravisitstocustomersorsuggestingnewideasforITcampaigns.There’scarteblancheacrosstheboard–everyonehastoandmustdohisorherbest!”

Results“It’stheresultsthatcount.Atwork,westudythenumberofshipmentsandotherkeyfigures.Sometimeswe’reproudofoureffortsandothertimeswehavetoadmitweweren’tuptopar.Sowetrytomakesomeadjustmentsanddoabetterjobofbuyingfromtheshippingcompanies.Youhavetoknowyourcustomerandmarketsituation–justlikeyouhavetoknowyourownbody.It’spointlesstopushyourselftoohard.”

Sprint “It’staxingtobetheoneleadingthewaywithinitiativesandinnovation,becausethefrontrunnerbearsthebruntofthewindfortheothers.Butit’salsothemostfunplacetobe!”saysFrandsEjsing,whoconsidershandingovertheyellowjerseytosomeoneontheTalentTeamattheoffice:“Ihavetospendmoreandmoretimetraininganditcouldbefuntogivesomeoneelseachance.IliketheideaofgraduallycuttingbackuntilIhavetoretiresomeday,”FrandsEjsingexplains,andresemblessomeonewhoinmanywayshasmanymilesaheadofhim.

Isthereabigdifferencebetweenacyclingraceandshippingwork?Yes,ifyou’restandingatthefootofAlped’Huez,whose12–13%inclineoverthelast13kmcanbringadultmentotheirknees.Yetinotherrespects,it’sreallynotthatbig…Frontrunners

SET the pace

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Publisher:DSV A/S.Editor:MadsWedderkopp.Sendcontentsuggestionstomoves@dsv.com,tel.:+4524606369Distributionenquiries:Staff:GlobalMarketing,info@dsv.comOtherrecipients:HelleK.Hansen,helle.k.hansen@dsv.comPhotos:MadsWedderkopp,MariaFowler.Layout:JacobThesander.Translation:adAstraTranslators.Printedby:Scanprint.

NewsVELUX’sexecutivemanagementfromallovertheworldmet.Thecontainerincludedsundry

equipmenttobeusedbyVELUXduringthecongress,whichisheldeveryfouryears.DSVmanagestransportsforVELUXtomostcornersoftheworld.

She-devils from Harwich. DressedupasDSVdevils,thegirlsfromHarwich’screditdepartmentstruckablowforsafetyatsea.AsearescueservicecharitywasheldatthebeachinHarwich,wheremorethan1,000participantsfoughtatseaonhome-maderafts.ThemencamefromDSV’screditandITdepartmentsandpaddledunderthetheme“CrudeBritannia!”Thegentsfinishedacreditablethird,whiletheladies…weretheonlyall-womenteam!

Estonia conforms to AEO requirements. DSVTransportASinEstoniaobtainedAEO-accreditationthissummer.ThismakesDSVEstoniatheonlytransportproviderinthecountrythatmeetstheAuthorisedEconomicOperatorrequirements.

Pressure on Thailand. DSVinThailandgivesmuchattentiontoitsprojectdepartment,andoneoftheresultsisanexpansionofthebusinesstoalsogetafootinthedoorofthecountry’soilandenergycompanies.Most

recently,DSVinThailandmoveda90-tonnepressuretankfromAlfaLavalEquinoxItalytoacustomerinRayong,PTT-AR.ItwassentbyshipfromVenicetoLaemChabang–andthen80kmbyroadona10-axledtrailer.Thejourneytook18days.

DSV drives SAFED. DSVintheUKfocusesonSafeandFuelEfficientDrivingthroughongoingone-daycoursesforalldriversofthe200Britishlorries.Studiesshowthatfuel-consumptioncontrolprogrammesliketheBritishSAFEDcantypicallyreducefleetfuel-consumptionby5%.InthecaseoftheUK,thistranslatestosavingsinexcessofGBP1mayearandcarbonemissionreductionstothetuneof2,600tonnes,feweraccidents,cheaperinsurance,etc.

Window on the world. InconnectionwiththeVELUXworldcongressinItaly,DSVshippedacontainerfromtheheadquartersinHørsholm,Denmark,tothehotelinStresa,Italy,where