CEVA Logistics is one of the world's leading logistics companies, formed in 2007 through the merger of TNT Logistics and EGL Eagle Global Logistics. It provides freight forwarding, contract logistics, transportation management, and distribution management services globally. CEVA employs over 44,000 people and has a global network of over 1200 facilities in more than 170 countries. Ron Wezel has over 25 years of experience in supply chain management, lean six sigma, and performance improvement. He currently serves as the Global Director of Enterprise Risk Management, Health, Safety, and Sustainability at CEVA Logistics.

2. Introduction
CEVA Logistics
• Formed in August 2007 as a result of the merger of TNT Logistics and EGL Eagle Global
Logistics and is one of the world’s leading logistics companies
• Provides end-to-end design, implementation and operational capabilities in freight
forwarding, contract logistics, transportation management and distribution management
• Offers every customer a service tailored to their specific needs, built on our broad
experience across a broad range of market sectors.
• Has particular expertise in automotive and tires; technology; consumer and retail;
industrial; publishing; energy; aerospace; and healthcare
• Employs over 44,000 people
• Runs a global network with more than 1200 facilities in more than 170 countries.
• Reported revenues of US$8.5 billion at 31 December 2013
Ron Wezel MBA, MBB
• 1991- 1998: Applied Materials, Senior specialist
• Automation of supply chain management (SCN) for the semiconductor industry ,
• For customers: Intel, Motorola, Phillips Semiconductors, Siemens
Microelectronics.
• 1998-2003: GE Blackbelt
• Deploying lean six sigma (LSS) & change acceleration program (CAP) within GE
businesses.
• Business to Business e-commerce LSS/CAP programs/services delivery to:
• Tesco, Hewlett Packard, Florecom (Dutch Flower Auctions), Gemeentelijke Basis
Administration (GBA) and ABN AMRO, and more.
• 2003-2008: PWC Master Blackbelt (MBB) & Principal manager performance improvement,
• For customers like: Stork, PCM, Vodafone, Heineken, ICTRO, UWV
• PWC Lead trainer Performance Improvement
• 2008-2013: Yokogawa QHSE manager, MBB
• Global MT member performance improvement , HSE, sustainability & risk mgnt.
• QHSE asssurance for industrial automation projects at pharma, oil & gas sites
• of Gazprom, Shell, BP, Exxon Mobil, Chevron, Total, ENI.
• 2013-now: CEVA Logistics: Global Director
• Enterprise Risk Management, Health, Safety, Sustainability
• Global Strategy Team member
Leveraging the power of Lean Six
Sigma to reduce wastefull behaviour
and deliver sustainable results

3. AgendA
Ongoing developments around us
Impact of these developments on our business & work environment
Impact of these developments to Lean Six Sigma
The Social & Environmental Revolution

4. Social networks have changed
1970 2014

5. 2014 - Data Never Sleeps
Volumes increase Variety & Complexity inreases

6. 2014 = Always “Connected””…. For free..
But for what price?
Sustainability

7. OUR VIEW on Reality is CHANGING
1990 2014

8. WHAT do Others KNOW about me?
Digital Vingerprint(s)
I don’t know…
what I don’t know,
But when I know
Do I like to know,
Or should I have known?
Every moment DATA is generated & collected about.….
Who, what, where, when, how, why

9. Climate change does Impact
our daily lifes more & more

10. Society’S Change
Everyone, wants to be Happy, Healthy & Safe

11. BUT Do You know how Safe YOUR (work) process is ?
Safety = Coming Home

12. At the same time natural Resources
get scarcer… which do result in?

13. = Waste still Waste in 2014?

14. How do THESE developments…
IMPACT our
business & work ENVIRONMENT?

15. Sustainability & Big Data Impact on Processes
VISIBILITY
Past
Present
Sustainability PRESSURE on processes:PUTs IncreasingTRANSPARANCY
Producer Transport Logistics Distribution Sales-point Consumer
Producer Transport Logistics Distribution Sales-point Consumer
Customer
Customer(N)GO
Investors & other
Stakeholders
Causing
Customer
--Context--
EXPECTATIONS
to
EVOLVE
1990 2014

16. Sustainability Impact to Value Chain Performance
Revenues
• Creating New Business models
• Collaborating to develop new markets
• Innovating to develop new products & services
Brands
• Focussing on showcasing & innovations
• Collaborating to increase transparancy
• Engaging employees, management & investors
Cost reduction
• Improving energy efficiency
• Streamlining supply chains & logistics
• Innovating with customers & suppliers
Enterprise Risk Management (ERM)
• Protecting License to Operate
• Integrating Bottom-line sustainability operations with ERM
• Diversifying business model & operations
Value Chain Performance Management
Governance Resiliance Sustainability
Process - Adaptability - Environmental
- Learning - Situational - Social
- Particpation Awareness - Governmental
- Accountability - Keystone - Economical
Structure Vulnarability
- Polycentric
- Self Organisation
- Adaption
Innovations
Less Certain, LongTermCertain, Short Term
Mitigate

17. Sustainability Impact on how 2manage the Company
Sustainability
Customer Satisfaction Management & Employee
Satisfaction
Stakeholders
(N)GO
Satisfaction
Value Stream
(BIG) DATA
BUSINESS SYSTEM
ENVIRONMENT
LEAN MANAGEMENT
Do you know the
Customer & Business
requirements
implicit & explicit?
Are your Customer
requirements met?
Do you have a full
license to operate?
Do you
meet
Customer
needs
effective &
efficient?
Do you know
what to improve?
Do you know
what improvements mean to
your business model & system?
What Value
is created for the
Customer &
your Business?
BUSINESS PERFORMANCE LEAN BUSINESS MODEL
Customer
Driven Strategy
Organization
&Talent
Lean Performance
Management
Operational
Excellence Culture
Enterprise Risk Management
Mission &
Breakthrough Objectives

18. Sustainability Impact on how 2 SELL Products & Services
Consideration
Evaluation
Experience
Loyalty
Bond
Company
Influence Loop
Purchase
The Dynamic Customer Decision Journey
Self Expression
Post Purchase
Research
Validation
Sentiment
Brand Strength
Reputation
Introduction
Discovery
Advocate
Commitment
Sentiment
Experiment
Reconsider
Sentiment
Experts
Reviews
Engagement
Track records Events
Feedback
Formulate
Pre-Commerce
Commerce
Post-Commerce
Passive
Active

19. In ALL of this DATA is even more important

20. Which makes Lean Six Sigma,
more than ever ESSENTIAL
Waste
Management
Customer
Requirements
Competitive
Advantage
Sustainable
Profitability
Efficiency &
Effectiveness
Empower
Employees
Data based
Decisions
Safety in
Design
Stakeholder
Engagement
Controlled
Change
Risk
Mitigation

21. remember… At the end of the day…..