The document outlines the guiding principles of Kenco, a supply chain company. It discusses three main principles: Integrity Above Profitability, which focuses on earning trust through authenticity and accountability; Demonstrate Courage, Commitment, and Compassion, which emphasizes open communication and empowering individuals; and Be Remarkable and Create Uncommon Value, which is about delivering results through discipline, facilitating change, and developing customer advocates. The principles are meant to reflect Kenco's values, define its culture, and guide its actions as it aims to become the preferred supply chain partner in North America.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
We are measured as much by the way in which we achieve our goals, as we are by the actual achievements themselves - For us, it's the journey, not the destination. We believe that a deep commitment towards
uncompromising values should always guide our decisions and actions as we pursue our
goals.
The following pages list our Higher Purpose, Vision, and Core Values that form the foundation of our measurement of success and
happiness.
Building happiness at work starts with recognizing the goodness that goes into creating
something together. Each department works towards one goal - our Development team that
works to build something new for our clients, the marketing and sales team that builds new
business opportunities, Admin, Finance and IT teams that keep the engine running, and our
people services who work in shaping individual’s careers, are all in a constant effort towards
reaching the goal of happiness.
But happiness needs to have a driving force, a method to get where we want to be. We
visualized an environment that made all Opteamizers feel included - regardless of seniority,
gender, skill level, etc. Through our Happiness @ Work initiative, we identified a set of principles that tied Opteamizers together and propelled them to work towards building a strong culture.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
We are measured as much by the way in which we achieve our goals, as we are by the actual achievements themselves - For us, it's the journey, not the destination. We believe that a deep commitment towards
uncompromising values should always guide our decisions and actions as we pursue our
goals.
The following pages list our Higher Purpose, Vision, and Core Values that form the foundation of our measurement of success and
happiness.
Building happiness at work starts with recognizing the goodness that goes into creating
something together. Each department works towards one goal - our Development team that
works to build something new for our clients, the marketing and sales team that builds new
business opportunities, Admin, Finance and IT teams that keep the engine running, and our
people services who work in shaping individual’s careers, are all in a constant effort towards
reaching the goal of happiness.
But happiness needs to have a driving force, a method to get where we want to be. We
visualized an environment that made all Opteamizers feel included - regardless of seniority,
gender, skill level, etc. Through our Happiness @ Work initiative, we identified a set of principles that tied Opteamizers together and propelled them to work towards building a strong culture.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If you’d like to know more contact me at peter@futureconsiderations.com
The 10 Most Inspirational Leaders LEADING THE WAY TO SUCCESS, 2024CIO Business World
"Embark on a journey of inspiration with our exclusive magazine edition featuring the top 10 leaders guiding the path to success in 2024. Explore the stories of these remarkable individuals, discover their innovative strategies, and gain insights into their visionary leadership. Join us as we celebrate the trailblazers shaping industries, driving change, and inspiring the next generation of leaders."
Advantage Group International Culture ManifestoCristina321121
Great corporate cultures aren’t created by accident—they require intention and commitment. Our new Culture Manifesto is designed to unite our global business behind our common purpose, while honouring our shared values and goals. Learn more about what it is—and how it works—here.
The 2014 Steelcase Corporate Sustainability Report provides a view into the company's qualitative reporting and quantifiable progress – including refined metrics within the Global Reporting Initiative (GRI) Index. It also expands on how the company is working to scale its positive impact not only from within, but also for the company's customers, partners and communities around the world.
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Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
Closing Keynote: "M&Ms -- The Transformation of a Mega Brand…From Candy to a ...iMedia Connection
iMedia Brand Summit - Sept 2010
Shifts in consumer media consumption habits are reshaping the ways marketers can—and must— build relationships with consumers. Moreover, the expansion of digital into every aspect of our lives has caused fundamental changes in how people interact with brands, what they expect of brands, and the role marketing plays in their lives.
The Relationship Era is here. Brands must form deeper connections and reach people on a different level, and trust and meaningful connections with consumers are the keys to success.
Over the last 60 years, M&Ms has grown into a mega brand that is now sold in over 100 countries. M&Ms marketing efforts have evolved from purely functional benefits (“Melts in your mouth, not in your hand”) to more personalized, lifestyle-focused efforts. Mars treats customers as partners, and has tapped emerging technology and platforms, like e-commerce and mass customization, for product development and customer satisfaction.
Join Jim Cass to discuss the Relationship Era, what it has meant for the brand, and where they are going next.
Future Considerations is a global consultancy that develops leaders, strengthens relationships and helps organisations find direction and purpose in complex business environments.
Simply put, we work with our partners to transform their leadership, teams and organisations by applying leading edge thinking to business reality and effect deep personal change as a conduit for organisational change, and vice-versa.
This is a quick powerpoint slide deck of who we are and what we are able to offer. If you’d like to know more contact me at peter@futureconsiderations.com
The 10 Most Inspirational Leaders LEADING THE WAY TO SUCCESS, 2024CIO Business World
"Embark on a journey of inspiration with our exclusive magazine edition featuring the top 10 leaders guiding the path to success in 2024. Explore the stories of these remarkable individuals, discover their innovative strategies, and gain insights into their visionary leadership. Join us as we celebrate the trailblazers shaping industries, driving change, and inspiring the next generation of leaders."
Advantage Group International Culture ManifestoCristina321121
Great corporate cultures aren’t created by accident—they require intention and commitment. Our new Culture Manifesto is designed to unite our global business behind our common purpose, while honouring our shared values and goals. Learn more about what it is—and how it works—here.
The 2014 Steelcase Corporate Sustainability Report provides a view into the company's qualitative reporting and quantifiable progress – including refined metrics within the Global Reporting Initiative (GRI) Index. It also expands on how the company is working to scale its positive impact not only from within, but also for the company's customers, partners and communities around the world.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
Closing Keynote: "M&Ms -- The Transformation of a Mega Brand…From Candy to a ...iMedia Connection
iMedia Brand Summit - Sept 2010
Shifts in consumer media consumption habits are reshaping the ways marketers can—and must— build relationships with consumers. Moreover, the expansion of digital into every aspect of our lives has caused fundamental changes in how people interact with brands, what they expect of brands, and the role marketing plays in their lives.
The Relationship Era is here. Brands must form deeper connections and reach people on a different level, and trust and meaningful connections with consumers are the keys to success.
Over the last 60 years, M&Ms has grown into a mega brand that is now sold in over 100 countries. M&Ms marketing efforts have evolved from purely functional benefits (“Melts in your mouth, not in your hand”) to more personalized, lifestyle-focused efforts. Mars treats customers as partners, and has tapped emerging technology and platforms, like e-commerce and mass customization, for product development and customer satisfaction.
Join Jim Cass to discuss the Relationship Era, what it has meant for the brand, and where they are going next.
Similar to Kenco Guiding Principles - Be Honest. Serve. Get Better. (20)
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
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Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
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Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
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Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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408-784-7371
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. Ella Wheeler Wilcox was an American poet.
The phrase on the next page comes from a poem
she wrote, entitled The Winds of Fate. While
watching sailboats, it struck her how the same wind
could drive some boats west and other boats east.
She quickly realized wind alone did not determine
the direction of the boats.
3. Tis the set of the sails
And not the gales
Which tells us the way to go.
- Ella Wheeler Wilcox
4. Nothing can move us away from the ideals represented here. The economy
will expand and contract, and our business will go up and down. We will
face challenges with clients, vendors, and each other. The prevailing winds’
intensities will fluctuate, but in every circumstance, our sails are set, and
these principles will determine our direction.
At Kenco, we “set our sails” with the following
Guiding Principles.
5. The Kenco Guiding Principles
are a tapestry woven from
threads of our culture, vision,
& values.
6. Authenticity requires words and actions paired together to reinforce our
everyday interactions at Kenco.
As Kenco team members, we promise to entwine
our activities with threads — and over time, the
full tapestry of our culture and ideals will shine in
everything we do.
8. Kenco’s mission is to be
the preferred supply chain
partner in North America.
9. Clients want to work with a provider
they know and trust.
Theydon’twantalltheir“eggs”inonebasket,andconversely,
don’t want to manage 5, 6, or 7 different relationships. This
results in a focus on 2-3 preferred suppliers by region.
Therefore, we seek to be the preferred 3PL in North America
for every company we work with through a few key concepts
that our guiding principles are based around:
11. Our people oversee and execute processes and systems on behalf of our
clients. The quality of our work determines the quality of our product.
Therefore we must recruit, develop, retain, and engage the best people to
lead our company.
Above all, we operate a service business.
12. Clients select Kenco because supply chain management is our core
competency. In turn, they demand we leverage our expertise year
in and year out to drive step change improvements throughout
their networks.
Continuous improvement is a fundamental
element of an outsourced relationship.
13. Kenco will become the preferred supply chain
partner in North America with a rigorous focus on:
Incredible customer service
Continuous improvement
Meaningful innovation
14. We know our
innovative people
set us apart from
our competitors.
Continuous
improvement is
not a luxury—
but a necessity.
15. The following guiding principles
REFLECT OUR VALUES,
DEFINE OUR CULTURE, &
GUIDE OUR ACTIONS:
17. Kenco will not prioritize profits over integrity.
A high integrity organization cultivates long-term relationships, which lead to
profitability and prosperity for all.
Integrity Above Profitability
18. » Lead with humility & respect
A humble leader demonstrates self-
confidence without arrogance; accepts
blame and admits mistakes; leads by
example and solicits feedback; and treats
all people with respect and decency,
regardless of their position in life.
The essence of humility is not thinking more
of myself or thinking less of myself, it is
thinking of myself less.
Integrity Above Profitability
19. Integrity Above Profitability
» Earn trust through
authenticity accountability
People respond to, engage with, and
ultimately trust other people/businesses
who demonstrate congruence between
their claims and their conduct. Effectively
this means we have to “walk our talk” to
be trustworthy. It also means we earn trust
through honest and transparent interactions
where we demonstrate sincerity,
competence, and reliability.
20. Integrity Above Profitability
» Cultivate mutually beneficial
partnerships with
customers, associates
suppliers
One-sided partnerships are inherently
unsustainable. We believe structure drives
behavior and therefore we seek to develop
structures within all our relationships that
drive win-win behaviors.
21. Integrity Above Profitability
» Practice servant leadership
demand the
highest standards
The priority of servant leaders is to
encourage, support, and enable others
to meet their full potential and exceed
expectations. This includes customers,
employees, vendors, and anyone else
within our community.
22. Integrity Above Profitability
Modeling this behavior will allow us to meet our
high standards for execution and enhance the
growth of our community as a whole.
24. Demonstrate Courage, Commitment, Compassion
» Openly communicate
empower every individual
Communication is the lifeblood of an
efficient and effective organization and is
the key to perpetual learning. We must give
and receive feedback consistently and in a
professional manner.
Giving team members input and control
over their work creates committed, loyal
ambassadors for Kenco.
25. Demonstrate Courage, Commitment, Compassion
» Think concretely act
with urgency
We are a fact-based, data-driven
organization. Decisions are not made on
emotions or abstract feelings—but rather
on practical, measured information with
clear relevance to action.
Urgency is about results and customer
service. It is essential for our leadership
to model true urgency, demonstrating
an insatiable appetite to deliver best-in-
class solutions every day!
26. Demonstrate Courage, Commitment, Compassion
» Encourage camaraderie to
strengthen our community
Kenco strives to be a great place to work.
We aim to create an atmosphere that is fun,
intellectual, energetic, and committed to
excellence. Camaraderie is achieved through
teamwork. It is built on pride in what we do
and the enjoyment of doing it together.
27. Demonstrate Courage, Commitment, Compassion
» Embrace our social,
environmental,
economic responsibilities
At Kenco, we define sustainability in the
broadest terms, looking beyond only the
environmental context. Sustainability is
about ensuring a healthy future for all.
These three pillars of sustainability—
social, environmental, and economic—
are intrinsically linked.
29. Remarkable businesses are due to cause for
conversation and leave a lasting impression.
Being remarkable is a never-ending process that requires a commitment to
excellence and innovation.
Be Remarkable Create Uncommon Value
30. “When you can do the
common things in life
in an uncommon way,
you will command the
attention of the world.”
– George Washington Carver
31. Be Remarkable Create Uncommon Value
» Deliver results through
discipline stewardship
We deliver results through a relentless,
disciplined pursuit of audacious goals,
while at the same time adhering to our
enduring values.
Stewardship is a mindset that recognizes
our responsibility for the resources
entrusted to us.
32. Be Remarkable Create Uncommon Value
» Facilitate change
foster innovation
The pursuit of constant innovation is what
differentiates us from our competitors.
Replicating best practices (while important)
will never be enough. Our processes
and systems are critical to meeting the
challenge of innovation.
33. Be Remarkable Create Uncommon Value
» Develop passionate
customer advocates through
operational excellence
We strive to offer our customers remarkable
solutions and to talk to them in new and
exciting ways. Combining this approach
with daily operational excellence results
in the transition of satisfied customers into
customer advocates.
34. Be Remarkable Create Uncommon Value
» Focus on our core and win
every day
Kenco is a vertically integrated supply
chain provider that differentiates
ourselves through agility, continuous
improvement, and a commitment to
industry-leading customer service.
As a team, we are restless with the
status quo—desiring to always find a
better way. We challenge mediocrity
and thrive on competitively proving out
differentiators every day.
35. Be Remarkable Create Uncommon Value
All levels of our organization are expected to
speak up and act boldly in the interest of Kenco
and our clients.
No one should be silent to make others feel comfortable. Our team wins by
continually fostering trust and alignment through open communication and
information sharing.
37. Our guiding principles boil down to 3 simple
things. As a service provider, we promise:
To be honest
To Serve
To get better
38. We hope these guiding principles help you
understand our mission and how we strive to
bring value to our clients every day.
If you’re ready for a 3PL that is culturally aligned to your business,
committed to reducing costs, and driven by a spirit of innovation and
collaboration, we’re ready to work with you.
39. Let Kenco evolve your supply chain in a way
no other 3PL can–guided by our unwavering
principles and commitment to customer service.
See the incredible, uncommon value
Kenco can provide for you.
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