The fourteenth edition of the Logistic Manager of the Year election will take place at the Jaarbeurs on 28 March. Ronald Leunisse was the chairman of the board of the election for the past three years and is now handing over the baton to Boris van de Laak. What must the logistics manager of the future meet and how can young talent be attracted?
The human behind logistics
DHL, global market leader in logistics, decided to organise the election thirteen years ago to raise the profile of the logistics manager. To what extent does it intend to succeed with this election? "We at least do our best to name the combination between man and technology and robot. We already do that when deciding on the theme of the election. In logistics, it is often about processes and technologies and drones tumble over each other. Yet it always remains about: what does it mean for the logistics manager and for the people. And how do you deal with it?", says Leunisse, who has been the managing director of DHL Express Netherlands since January 2017. Before that, Leunisse had worked at the yellow-red company for 15 years.
Three finalists stand a chance of being named Logistics Manager of the Year next month: Erik van Wunnik (DSV Solutions), Gerhard Kolk (Koopman Autotransport) and Job Sonke (Hollister). In the Young Logistics Manager of the Year election, Marijn Slabbekoorn (DHL Express), Joris Teurlings (Ceva Logistics) and Nick Vreeswijk (Fietskoeriers.nl) are competing for the award. The theme of the election is 'Logistics Manager 4.0: what is the role of people in the logistics of the future? What knowledge is needed, what skills should the manager 4.0 possess? And how do you make sure you are ready for that world?'
Van de Laak, the new Logistics Manager of the Year chairman, has been business unit director at DHL Supply Chain since October 2018, after having been with the same company for seven and a half years. He, too, believes it is important to keep an eye on 'the person behind logistics': "That approach has also ensured that attention to and interest in the election has increased in recent years." In a world of mechanisation, automation and robotisation, Van de Laak says it is interesting to see what that Logistics Manager 4.0 should look like.
The Logistics Manager of the future
"There are different opinions about that," he says. "As the new chairman, I think it would be very interesting to bring the participants, companies and sponsors together to hear all perspectives and learn from them as a collective. That appeals to me." Van de Laak himself thinks that with all the developments in the logistics sector, "a different way of thinking" will be required: "The logistics manager should be more aware of the possibilities of digitalisation and (financial) data. After all, that information can contribute to a solution demanded by the customer."
What other competences should the logistics manager have? "You have to be able to develop a network and be freer with it. You have to look wider and not just within your familiar peer-to-peer network." Thirdly, Van de Laak insists on the importance of customer centricity, by which is meant that the customer must be put at the centre of the concept and process approach at all times.
The biggest change facing the logistics manager of the future, according to Leunisse, is that the "complexity" of the profession has increased. "The technological possibilities are increasing and many technologies can also be combined. This demands more from people in general and from the logistics manager in particular. But áf you have the logistics processes in order, áf you are faster and better able to get the products and services to the recipient, then you have an important competitive advantage."
So the work of the logistics manager seems to be becoming increasingly complex. But how do Leunisse and Van de Laak notice this in practice? What are their own challenges at DHL Express Netherlands and DHL Supply Chain? "The biggest challenge is finding and retaining employees at all levels. Demand is high, we have to pull out all the stops to bring in the right people. This is also because the demand from the customer is increasing," Van de Laak explains. "People demand constant innovation and improvement. The market is moving fast, the world is moving faster. People want better, cheaper and faster. They don't just accept stability."
Boris, how do you find the right people and can you give an example of an innovation you implemented at DHL Supply Chain?
"DHL is divided into four major departments, including DHL Supply Chain. We don't put the people we recruit in one department. This is because we want them to stimulate each other, learn from each other and be able to replace each other. For example, if we bring in people who have just completed an HBO or master's degree, we rotate them within different disciplines. We often offer them a job afterwards. New employees often take a fresh look at things. Besides this, we try to actively recruit through social media and selection agencies, among others."
Smart glasses
"Within DHL, we have an extensive innovation and digitalisation agenda," Van de Laak continues. "If we have an innovation, we first test it in one, two or three other places in Europe. If it is successful, we roll out the innovation further. Think, for example, of AGVs (automated guided vehicles, ed.) or smart glasses for order pickers. We tested that 'Vision Picking' in several places and then started using them ourselves."
Young talent
Leunisse agrees with Van de Laak that it remains a challenge for logistics to find the right people. The DHL Express Netherlands top executive therefore hopes that young talent will continue to flow through. "We should not lose ourselves in data and analysis. We have to keep thinking about the question: what does that information mean for people? How do you turn data into something useful in practice? For that, you need young data crunchers and lots of smart people." To appeal to these young people, DHL gives guest lectures at colleges and universities and is brooding with JINC on developing a language module.
That language module should familiarize young people with "complex terms" frequently used in logistics, Leunisse said. These young people could then become more interested in a job in logistics: "Now you see that young people in the third or fourth year of secondary school have barely heard the word 'logistics'. Let alone that they know there is work in it." Currently, according to Leunisse, the logistics sector is not seen enough as an 'enabler' to grow a business. In his view, logistics still has too little 'profile'.
"Just look at your daily life. Whether it has to do with commuting, internet orders or mobility in a general sense: logistics is in everything. And that's why it's important that there is recruitment of young people. And that's why it's so important that young people in education come into contact with logistics earlier."
Will the Logistic Manager of the Year election change in the future?
Van de Laak: "As the new chairman, I have only been involved for a short time and am now getting to know the people involved in Logistic Manager of the Year. After the election, we will meet to evaluate and see what we should do differently. We have already agreed on that."
Leunisse: "Some modesty suits me because I am now handing over the baton. But I could imagine the role of young people at the election, or at the event as a whole, becoming more important. That could be a next step."
Image: Boris van de Laak (l) and Ronald Leunisse (r).
This article is a production of Warehouse Totaal.
