Keith Newton, Secretary General, Chartered Institute of Logistics and Transport addresses CILT members during his visit to Mauritius in November 2015

1. Global Risks & Challenges in Logistics:
Simple ways to succeed in a complex world
Keith Newton
International Secretary General
Chartered Institute of Logistics and Transport
Mauritius November 2015

2. My Personal Leadership Journey
Supply Chain career: 1978 to 2012
Food Manufacturing with United Biscuits, HJ Heinz, Cadbury / Kraft
Logistics, Manufacturing & Customer Service roles
Global responsibility for Logistics Best Practice in Cadbury Schweppes 2000 -
2005
Supply Chain Director roles in Ireland, UK & Ireland, Nordics from 2005 to
2012
CILT experience:
Member for 31 years – now Fellow
International Secretary General role from April 2012
Role is to enable growth and success globally

3. The Chartered Institute of Logistics and
Transport is the leading professional body for
individuals and organisations involved directly
and indirectly in transport, logistics and supply
chain management

4. Result

5. Countries in the CILT World

6. Who’s Who in the Secretariat
Keith Newton - Secretary General
Jon Harris - Professional Development Co-ordinator
Ceri Williams – Communications & Administration
Coordinator
Zoe Roberts - Education Administrator
Keith - strategy, management of CILTI, working with key committees,
Council of Trustees, profile, relationship management with Branches and
Territorial Organisations
Jon & Zoe - education and professional development strategy, IESC,
accreditation, training providers, student and employer enquiries, quality
control, process improvement, resource development
Ceri - overall support, Committee management and communications,
website updates, event, contact listings etc.

7. Result

8. New Website
• In 2015 a new website has been designed,
developed and implemented to:
– Effectively communicate our Brand and our values
– Reinforce our role as a people based organisation
– Promote an environment for interaction with our members
and the wider public
– Allow for news, stories and fast moving content to create a
more dynamic platform
– Showcase our members and their stories
– Share knowledge and information

9. Result

10. Result

11. Social Media
• Work in progress to consider and define CILT
social media strategy comprising:
– Consideration of International / branch structure
– Consideration of relevant media
– Effective use of social media within resource
limitations
– Type, level and frequency of communications by
media and by international / branch
– Identification of measures of success

12. Global Risks & Challenges in Logistics:
Simple ways to succeed in a complex world
Mauritius November 2015

13. Global Risks and Challenges
• What are they?
• How do they impact you and our business?
• How do you respond?
• Will you need to respond any differently in 5 years time?

14. Discuss!
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15. Growing Importance of Logistics and
Transport as Global enablers of success
Globalization and personalization
is re-defining supply chain and
logistics model
Efficiency and creativity in our
sector is critical to raising living
standards
Innovation determines new
breed of winners and survivors
Our industry is incredibly diverse
Education and professional
training will help to boost
capability for growth
Our core value is our
commitment to promote and
share professional best practices

16. Ed Sweeney – Professor of Logistics at Aston University –
started a recent Linked in debate on “Mega Trends that are
likely to shape Logistics over the next few years”
Demand Planning & Forecasting
3D Printing Use of UAV’s (drones) for shipping cargoes
India & China mass consumerisation Private / NGO’s tie up
2nd Tier countries to BRICS – Mexico, Nigeria Near Shoring
Strategic Supply Chain Risk Management Holistic management in SC
Social & Environment orientation in SC
Growing Marketing & Logistics links Waves of Collaboration
Disintermediation & disruptive technology
Commodisation of Water

17. 17 © mark@markmillar.com
Supply Chains become Global
- outsourcing, offshoring; low cost country sourcing
- international trade across multiple jurisdictions
Global Supply Chain Ecosystems

18. 18 © mark@markmillar.com
Supply Chains become Complex
- Multiple Different Participants
- Positional Power: Customer – Supplier - Competitor

19. 19 © mark@markmillar.com
Supply Chains become Strategic
- in the Board Room, on the Agenda, at the Table
- Chief Supply Chain Officer
Growth EnablerBusiness Driver

20. Omni Channel, Multi Channel, Consumer Focused
Supply Chain!

21. “In the US E Commerce is the just the Dessert…. In China it’s the
Main course”
Jack Ma, Alibaba

22. What about the risks & challenges in your worlds?
22

23. Discuss!
23

24. Fire Flood and Other Disasters....
24
Overview of incidents:-
June 2005 Fire at our Pontefract Factory
- Cost still in litigation
- Popcorn brand [Butterkist] off shelves for
4 months
June 2006 Start of major Food Safety incident
- 7 chocolate brands recalled
- £20M cost
- Loss of 1% market share
June 2007 Flood at our Sheffield factory
- 30 products off sale
- 4 months of major service impact
- £20M cost

25. Sheffield Flood…..In-depth Focus!
25
The UK Customer Service Centre
The entrance to the Gums & Jellies plant
Remember to wash your hands!
The main access road to the site
Goods Out – from Gums & Jellies
Wrapping capability hit in Jelly Babies

26. Sheffield Flood….The Aftermath
26
Starch Moulding Trays Contaminated
Our Export Warehouse
Finished Goods!
Scale of clean up
What was left floating

27. Global Risks & Challenges in Logistics:
Simple ways to succeed in a complex world
Mauritius November 2015

28. How do we respond?
Let’s keep it simple!
28

29. “If you don’t know the guy on the
other side of the world, love him
anyway because he is just like you.
He has the same dreams, the same
hopes and fears. It’s one world, pal.
We’re all neighbours.”

30. My 3 Key Focus Areas
Customers
Your People
Your Processes and Systems
30

31. Start by repositioning Customer Service….
“Customers want to deal with organisations they can trust
to keep their promises. The organisations who will achieve
long term success are those that put the customer at the
heart of their strategy and operation”
• At Heart of Strategy = Supply Chain led
• At Heart of Operation = Every Individual knows
their role

32. The Basics: Communication
• Flexible Product Availability
• Clear, honest and effective points of contact
• Operational review process
What Experience do your customers want from you?
Based on understanding your ‘’Value Proposition’’
Our customers’ 3
key commercial goals
GROWTH
CASH
COSTS
To Maximise Value: Engagement
• Efficient portfolio
• Cost effective replenishment process
• Minimal stock in system
• Strategic review process
Customer Service Innovation: Connect
• How to make their Supply Chains more effective
• Tailored solutions
• T2T review process
‘’To win with your customers you need to align there requirements with your own’’

33. Our companies 3
Commercial goals
GROWTH
CASH
COSTS
To Maximise Value: Engagement
• Reduce costs in the SC
• Drive OSA
• Minimal stock in system
• Strategic review process
The Basics: Communication
• Product Available in store
• CPFR Process
• Right First Time NPD Execution
• Operational review process
Customer Service Innovation: Connect
• How to make Supply Chains more effective
• Tailored solutions
• T2T review process
‘’Surprisingly your customers needs are very similar to your own, Understanding this
allows you to align plans’’
What do you want from your customers?

34. How do we respond?
Your People
34

35. Your People
• Be a Leader - take responsibility
• Be a Leader - set the example
• Be a Leader - serve your team
• Teamwork wins - create a strong team
• Teamwork wins – recognise your limitations
• Teamwork wins – give them time & trust
35

36. Your People
• Communicate – communicate, communicate
• Communicate – invest in time
• Communicate – face to face
• Create plans & set goals - Plan on a page
• Create plans & set goals – Stretching goals
• Create plans & set goals – Track & monitor
36

37. First Choice for Transport & Supply Chain Professionals
To be the leading Professional Individual Member Organisation
for all in Supply Chain, Logistics and Transport
cGROWTH CAPABILITY GOVERNANCE
“Creating & Championing
the programmes for growth
in countries and regions”
“Service Provision in
Education, Membership &
Resources”
“Guardianship of the
Charter & Leadership of the
Profession”
Priorities
Plan on a Page – CILT Strategy set in 2012

38. What about you and ……
Your People?
38

39. How do we respond?
Process & Systems
39

40. Process & Systems
• Process first – write them down
• Process first – implement & audit
• Process first – continuously improve
• Integrated Systems – business is best
• Integrated Systems – simple is best
• Integrated Systems – users lead, IT follow
40

41. What about you and ……
Process & Systems?
41

42. Keep it simple by understanding the complex but
focusing on the important
Customers
Your People
Your Processes and Systems
42

43. Global Risks & Challenges in Logistics:
Simple ways to succeed in a complex world
Keith Newton
International Secretary General
Chartered Institute of Logistics and Transport
Mauritius November 2015