news from HAVI LogIstIcs
we proudly present havi
logistics in china
our operations in
Quality starts in
interview with haluk ilkdemirci
and hans-dieter hojnacki
real Beauty comes
tQm – total Quality
April 2009 The Global Lead Logistics Provider
QuAlity is whAtever the
Hen our compAny wAs founded In ping quality, because quality is not only a
1981, right away we strived for fulfil- corporate goal but a never-ending process.
ling all our customers’ demands for Above all, however, “quality” is determined
the highest standard of food safety, reliable by the customer. The top priority is achieving
management of the supply chain and inno- customer satisfaction. But we believe that it
vative logistics concepts – while at the same is nowhere near sufficient just to carry out
time exercising uncompromising environ- our tasks well, to work carefully, always be
mental protection and social responsibility. reliable, fast and clean, and avoid making
In short, over 27 years ago we obligated our- errors. We want to be the perfect service
selves to introduce Total Quality Manage- provider that not only thinks the way its cu-
ment (TQM). Even today nothing about this stomers think, but also anticipates what they
promise to our customers has changed. want. We are constantly striving to optimize
Over 6,000 HAVI Logistics employees all our customers' work flow and efficiency by
around the world are providing reliable logi- applying TQM. Total Quality Management is
stical services as “one-stop shopping”. Total also the common thread running through
Quality Management has a key role in this. this issue and I am sure that you, our rea-
HAVI Logistics would not be anything like as ders, will discover many things that maybe
successful as it is if we had not made qua- you did not know about HAVI Logistics.
lity our corporate philosophy back then. All
our employees at all levels and in all areas I wish you inspiring reading! Luca Gnecco,
work constantly on optimizing and develo- Chairman and CEO, HAVI Global Logistics
tAble of coNteNts proprietor: HAVI Global Logistics GmbH
publisher: Christoph Thünemann
coVer story: totAL QuALIty mAnAgement 03 I 04 Real beauty comes
content and style editor: Jasmin Schürgers
from inside 04 I 05 Not a day goes by without improvements 06 I 07
Interview with Haluk Ilkdemirci and Hans-Dieter Hojnacki 07 Do you HAVI Global Logistics GmbH, Geitlingstraße 20,
know how a refrigerator works? 09 In the food business a constant 47228 Duisburg, Germany
minus is a giant plus Phone: +49 (0) 20 65 695 258
Fax: +49 (0) 20 65 695 252
compAny news 10 High quality logistics network I IPL stands for qua- Email: email@example.com
lity 11 Improving quality, safety and transparency 12 I 13 We proudly http://www.havi-logistics.com
present HAVI Logistics in China
publisher council: Luca Gnecco, Haluk Ilkdemirci,
Hans-Werner Krohn, Sven-Carsten Sachse
enVIronment 14 I 15 Benefiting not just the environment 15 Certifica-
ted environmental measures layout: Simone Lenth, denkmalfrei, Philosophen-
weg 12, 47051 Duisburg, Germany
new serVIces 16 Generating efficiencies with greater standardisation I printer: Druck-Service Weirich GmbH, Industrie-
Invisible Delivery in Sweden 17 Quality improvement with PRINCE2 str. 17, 41564 Kaarst, Germany
The graphics on page 05 and 06 are kindly provi-
news In BrIef 18 Customer satisfaction is our goal I Move to Portu- ded by tqm.com Deutschland.
gal's far north I “Employee of the year” contest 19 Highly desirable for This and the following editions would not be rea-
our customer dm I A new look for HAVI-Logistics.com I Did you know ... lized without the great help of our HAVI Logistics
20 DC extension in Austria I Latest update – newly rebranded companies members and all the other System Players.
Thanks in advance for sending interesting topics
to be published in future.
alphabet is printed on Aleo Silk 130 g/sqm. Aleo is produced using 50% recovered fibre with
50% virginfibre, and is an FSC certified product. Further more Aleo is climate neutrally.
Cover Story 03
reAl beAuty comes
from iNside Total Quality Management (TQM) is not practicable for many com-
panies in a fast-moving business world with expectations of short-term
profits. They cannot conceive of quality as a corporate philosophy. It has always been clear to HAVI Logistics
that a company’s external image results from the quality of its work. After all, a good character is attractive or,
in other words, real beauty comes from inside.
Qm Is tHe nAme given to the thorough nagement philosophy; as early as 1951 the tHe mAIn prIncIpLes of tHe tQm-
and continuous activity of recording, in- first Japanese company won the “Deming- pHILosopHy IncLude:
specting, organizing and monitoring all Award” for especially high quality standards.
areas of a company, which introduces qua- In the decades that followed, the Japanese ■ Quality is based on the wishes of the
lity as a goal of the system and guarantees customer.
it in the long term. However, TQM is not an
independent system of management, a stan- ■ Quality is achieved with input from the
dard or a law. TQM means striving to make all employees at all units and levels.
the company’s products and services market
leaders. This is done with the aid of all the ■ Quality comprises several dimensions
existing parts of the management system – that have to be operationalized by app-
such as quality management, environmental lying certain criteria.
management, safety management and hu-
man resources management – quality tech- ■ Quality is not a goal but a never-ending
niques and methods for initiating a compa- process.
ny-wide improvement process. TQM requires
the full support of all employees if it is going ■ Quality refers not only to products, but
to bear fruit. also to services.
sInce our compAny wAs founded in ■ Quality requires active participation and
1981, TQM has been an integral part of HAVI Quality checks throughout the whole supply hard work.
Logistics’ corporate culture. TQM – actually chain are part of our corporate culture and influ-
a child of the 1940s – did not reach Europe- ence the daily activity of all the staff. The fundamental idea is that quality ma-
an shores until 1988. It was invented in the nagement should not be restricted to the tech-
USA by “William Edwards Deming”. But af- conquered larger market shares all around nical functions for ensuring product quality,
ter the end of the Second World War no one the world with their high-quality, keenly pri- but to the relationship between the company
bothered to pay it any attention because the ced products. They were so successful that and its customers. The top priority is custo-
focus was on maximizing production volu- even US companies looked at what Japan mer satisfaction, which can only be achieved
me in view of the reduced global production was doing and discovered Deming’s quality in the long term through sustainable develop-
capacities after the War. In war-torn Japan, philosophy. It was finally applied by renow- ment of the company itself.
on the other hand, Deming’s work met with ned companies in the USA in the 1970s and
more success. Here, Total Quality Manage- 1980s. Then at the end of the 1980s TQM
ment rapidly became a highly regarded ma- finally also arrived in Europe. >> continued on page 04
04 Cover Story
>> continued from page 03
HAVI Logistics puts customer satisfac-
tion right at the center of all its activities on
cLAssIc QuALIty AssurAnce totAL QuALIty mAnAgement
the basis of quality features – at all levels in
the hierarchy. Accordingly, we follow a holistic
quality management approach pervading all
areas of our company. The most important
parts of this quality management approach
are data protection, our Continuous Impro-
vement Process (CIP, see also the article be-
low), our emergency management, project
administration, quality indicators, quality po-
licy – which all our employees can read about
in the quality management handbook – and
Comparison of classic quality assurance and the TQM approach.
HAVI Logistics’ organization charts, process
descriptions, working instructions, HACCP
and QIP. tQm produces resuLts when it is part formance and faster growth in the num-
of corporate culture and influences the daily ber of jobs than their competitors.
activity of all employees. Scientific studies in
the USA have shown that companies that Companies that are able to beat off the
have introduced Total Quality Management competition have a strong image and appear
are able to achieve greater turnover and authentic – and these values characterize HAVI
profits, higher productivity, better share per- Logistics, too!
HACCP and QIP in combination with our trace-
ability system guarantee the highest possible
food safety through quality control of all articles.
Not A dAy Goes by without
improvemeNts Be diligent and frugal: this is the recipe for success of the
automobile manufacturer Toyota. The underlying principle
here is to avoid waste and make improvements every day. Under the name of “kaizen”, this philosophy has
steadily gained ground since it was introduced in Europe in the early 1990s. The essence of the kaizen way
of thinking has been put into practice at HAVI Logistics. The company has adopted important modules of the
Continuous Improvement Process (CIP), which was developed in Europe on the basis of kaizen.
AIzen (KAI = cHAnge; zen = for tHe feels free to admit that problems exist. Im- “Not a day should pass at the company
Better) is a Japanese philosophy for provements in quality and reduction of co- without improvements of some kind.”
life and work based on a constant sts culminate ultimately in enhanced custo-
striving for improvement. At the workplace, mer satisfaction. Kaizen is especially impor- Therefore the task of advocating this
kaizen aims for continuous, never-ending im- tant in the context of quality management and principle at the company, and making it a
provement in all parts of the company and is an important element of Total Quality Ma- central element of corporate culture, falls
involving all members of the workforce and nagement (TQM). Within the TQM process it primarily to the management. However, all
all levels of management. The starting point is less a concrete method and more a gene- other employees are called upon to make
for kaizen activities is the realization that the- ral mind set which all employees can interna- proposals for improvements and implement
re are problems at every company. A corpo- lize and put into practice at their own work- them in their immediate work environments.
rate culture should be established, as a plat- places. The basic motto of kaizen is:
form for solving problems, in which everyone
Cover Story 05
ropean and national operations meetings, ving processes (core processes and
also held by management, we conduct regu- accessory processes). This frees up re-
lar quality circles, called “DC Monday Mee- sources that can be used to generate fur-
tings“, with employees from the Warehouse, ther growth.
Transport and Customer Service units.
wHetHer you Are tALKIng ABout
The “summer schools” held on various KAIzen, CIP or one of the many measures
topics at HAVI Logistics are also very ef- and models used at HAVI Logistics, the
fective. Any member of the workforce can core idea is the same: promotion of the in-
put forth an idea here; it is acknowledged cremental and continual improvement of
that everyone is an expert in his or her work work sequences, processes or products
area and potentially an agent of change. by all employees of the company as the
Regardless of whether you want to opti- most important foundation of Total Quality
mize internal work sequences, avoid un- Management.
necessary costs or use resources optimal-
ly, the most important objectives pursued by
HAVI LogIstIcs Is ALwAys open for these management and employee circles are:
cHAnges of tHIs KInd. We are in fact to-
tally reliant on ideas from our employees. ■ Economic and entrepreneurial re-
The message communicated by the ma- quirements: Involving all employees as
nagement of HAVI Logistics - “If we want experts in the work sequences at their
everything to remain as it is, everything particular workplace. This expert know-
has to change!” - is very closely linked to ledge is then put to use to realize potenti-
the Japanese concept of kaizen. At HAVI als for improvement and to eliminate sour-
Logistics this mode of thinking and viewing ces of defects.
the world has evolved from the general ma-
nagement concept of the “Continuous Im- ■ Service quality: Optimizing internal work
provement Process” (CIP). CIP is an attitude sequences in order to cut costs while
that must be adopted by all participants and at the same time maintaining a con-
means continuous improvement with an im- stant high service quality.
pact that is as sustainable as possible. CIP,
which has implications for process and ser- ■ Process quality: Preventing unnecessary
vice quality, pervades the entire company. costs by eliminating waste (of time, ma-
It is implemented via a process of continual terials, human resources, energy, etc.).
small incremental improvements - in contrast
to large, abrupt, incisive changes - by me- ■ Defects and process risks: Preventing
ans of continuous team work. CIP is a fun- costs by following a zero defects strate-
The so called Demingcycle or PDCA-cycle
damental principle of quality management; gy (defects should simply not be allowed
describes four different phases of kaizen and
for example, it is an indispensable element to occur).
the continuous improvement process: Plan, Do,
of ISO 9001. At HAVI Logistics these fun-
damental concepts are promoted by ma- ■ Competitiveness and capacity for
nagement and the entire workforce. In ad- growth: Achieving optimal use of resour-
dition to management meetings, and Eu- ces (e.g. time, materials, etc.) by impro-
iNterview with hAluk ilkdemirci
ANd hANs-dieter hojNAcki
“Quality starts in the head.” This statement by
Andreas Rost* represents one of the keys to To-
tal Quality Management (TQM) at HAVI Logistics.
The management of quality, an important business
success factor, is an absolute must at HAVI
Logistics – an opinion shared by Haluk Ilkdemirci,
COO HAVI Global Logistics, and Hans-Dieter
Hojnacki, Managing Director Operations, HAVI
alphabet: Why is Total Quality Management so of service, quali-
important to HAVI Logistics? ty and punctuality,
which are prerequi- Haluk Ilkdemirci and Hans-Dieter Hojnacki (f.l.t.r.) are role models,
Haluk: Maintaining and improving high quality is sites for customer practicing our TQM.
at the core of our daily life at HAVI Logistics. It satisfaction. Custo-
is our main goal as the “Global Lead Logistics mer satisfaction is the main reason for the pro- fourth TQM principle Hans-Dieter mentioned:
Provider” to serve our customers in the best fitable growth path we have followed in the past low cost, best value. We always provide our
possible way, striving for complete customer 27 years. customers with best value. As the price influ-
satisfaction. Our constant focus on the custo- ences customer satisfaction, we continuous-
mers’ needs and wishes is the driving force Haluk: The main idea of TQM is to proactively ly have to work on the productivity of all our
behind our long-term business success. This manage processes in a way that leads to per- processes. This increases the gap between
customer focus has to be embraced by eve- fection and excellence from the beginning. We ourselves and the competition and also raises
ryone in our company whatever their position. strive for best practices in our business world. customer satisfaction.
We can only achieve our aim of “customer sa-
tisfaction first” by committing to and assuring alphabet: You have both stressed the impor-
the underlying idea of “quality first.” Having tance of the employees in TQM. What role
said this it is obvious that we at HAVI Logi- does the HAVI Logistics management play?
stics will continue to put our emphasis on im-
proving our high quality standards just as we Haluk: Quality starts in the head and it has to
have done in the past. become a way of life for all our employees. The
HAVI Logistics management can only expect
alphabet: What is the fundamental idea of TQM our people to “live TQM” if we practice it our-
at HAVI Logistics? selves. Therefore all HAVI Logistics Managers
have to be role models, practicing our quali-
Hans-Dieter: The main TQM principles are first- ty standards and thus establishing credibility
ly 100% customer satisfaction, secondly 100% among our staff.
employee satisfaction, thirdly zero mistakes
right from the beginning, and fourthly low cost, Hans-Dieter: HAVI Logistics is a service com-
best value. Enabling our customers to steadi- Applying best practice means that we must pany which means that the value added for
ly increase the gap between themselves and organize new services and processes so that our customers does not result from technical
their competitors by offering them innovative we avoid making any mistakes. Mistakes have equipment but from our employees’ daily ef-
tailor-made solutions is the basis for our long- direct negative impacts on customer satisf- forts. These efforts can only have the best pos-
lasting business relationships. These business action. Correcting mistakes requires effort on sible results if the managers acknowledge the
relationships are only possible because we the part of our employees causes them stress accomplishments of their employees, motivate
provide our customers with the highest levels and increases our costs. This is related to the them, look after them (when they are facing pri-
*Andreas Rost is the founder of the Alpha Group. The former President and CEO of our organization went into retirement in 2006.
Cover Story 07
do you kNow how A refri-
vate challenges, too), organize business pro-
The refrigeration of food-
cesses well and provide all their employees
stuff works with the help of
with correct, functional tools. Only satisfied
employees create satisfied customers. elementary physics. The so-called Joule-Thomson effect characterizes the fact that
gas warms when it is pressurized, e.g. in a compressor. When the pressure is remo-
Haluk: A team will not be able to fulfill cu- ved, the gas cools. This is the theory behind refrigeration.
stomers’ requirements unless the environ-
ment in which they work enables them to be
creative and develop innovative solutions. tHe prActIcAL AppLIcAtIon of tHIs
It is the management’s task to create and tHeory is based on a concept developed
maintain an open-minded culture by put- by the physicist Carl von Linde in 1876.
ting company values into practice. There- A pressurized gaseous refrigerant is con-
fore open communication between different ducted through a system of coils, also
levels and functions is crucial for sharing known as a condenser, causing the gas to
ideas and making further process impro- warm. As the gas expands it cools on the
vements. exterior. It cools enough to become liquid
again and flows through an expansion val-
alphabet: The phrase “We’ve always done it like ve, reducing the pressure. Based on the
that!” is known to block change in many com- Joule-Thomson effect, the liquid continues The refrigeration process in the cooling units
panies. How does HAVI Logistics view this? to cool below the original temperature prior of HAVI Logistics works pretty much the
to pressurization. At this point, the cooling same way as in a conventional refrigerator.
Hans-Dieter: The principle HAVI Logistics effect can be put to use. In the refrigerator
follows here is to put together a set of "building or cooling unit, there is another system of
blocks" for our global activities. Continuous coils called the evaporator. Ac- le in the warehouse, but the same
improvement at HAVI Logistics is being cording to the laws of thermo- temperature control must also be
pursued by means of a constant process dynamics, temperatures can maintained during transport. This is
of small improvements in cross-functional only decrease. This is why the reason why all HAVI Logistics
teams. Additionally there are management the cold refrigerant soaks trucks are equipped with com-
meetings as well as European and national up some of the warmth pression cooling systems.
operations meetings at which the best prac- in the refrigerator com- The evaporators hang from
tices of different HAVI Logistics companies partment. Then it again the ceiling of the storage
are shared and discussed. Furthermore, we turns gaseous and flows space in the truck's interi-
at HAVI Logistics Germany conduct regu- back to the compressor, or, while the compressor is
lar quality circles called “DC Monday Mee- where the cycle starts usually mounted on the front
tings” with employees from the Warehouse, again. side of the exterior or under
Transport and Customer Service units. In the freight vehicle.
these meetings we also evaluate existing tHe refrIgerAtIon
processes and discuss improvements and process worKs pre-
innovations from the different viewpoints of tty much the same
the participants. way in the cooling
units of the HAVI
Haluk: At the European Management Mee- Logistics DCs. A
ting in Riga, Latvia, in 2007 our CEO Luca compression cooling
Gnecco hit the nail on the head when he cycle maintains the
said: “If we want everything to remain freezers at a requir-
as it is, everything has to change.” That ed temperature.
is the all-pervading philosophy at HAVI The evaporators hang from the ceiling,
Logistics. Constant change is the most im- and the compressors are located in a se- The first Linde-refrigerating machine.
portant aspect of our company. Continuous parate room. It’s obvious that our frozen A model from around 1900.
improvement on all levels is what drives our and chilled goods not only have to be
customers and us forward. stored at prescribed temperatures whi-
08 Cover Story
Zero defects is
our GoAl Whereas classical quality assurance follows the principle that “zero defects
cannot be achieved,” Total Quality Management maintains the principle that “zero
defects is the goal.” When it comes to quality, HAVI Logistics ranks right up there in the premiere league, is already
certified in several countries, and in quality checks is not uncommonly awarded the accolade of “Top Performer.”
eIng tHe Best for our customers is we scored over 900 points! This meant that germAny DC NEu WuLmSTorF 100,0%
one of our most important goals. HAVI we were often regarded by AIB’s assessors tHe resuLts of tHe new dQmp AudIts In
Logistics subjects all its units to thorough as a global benchmark. europe (shown below from September
testing at regular intervals. For example, every 2008 till March 2009) have been unani-
year the European Distribution Companies are tHe AIB cHecKs In tHe HAVI LogIstIcs mously positive again.
checked against the Supplier Quality Index dIstrIButIon centers were replaced by the
(SQI). The external assessors are interested Distributor Quality Management Process
BeLgIum DC oLEN 93,8%
in all areas contributing to an organization’s (DQMP) at the beginning of 2008. DQMP is
success and have divided them up into the a worldwide quality check that all McDonald’s czecH repuBLIc DC KLADNo 92,9%
following categories: management, system distributors undergo. It is far more complex denmArK DC VEJLE 98,2%
first, optimized supply, quality management, than AIB. Not only are the farthest corners of fInnLAnd DC VANTAA 95,8%
innovations and costs. A total of 100 points the Distribution Center examined, but in ad-
germAny DC DuISburG 99,6%
can be awarded in this test. Almost all the dition all the documentation and reports are
HAVI Logistics companies come out as “Top examined for possible weaknesses. DQMP germAny DC NEu WuLmSTorF 100,0%
Performers” in the SQI check, scoring over is based on a catalog of questions contai- germAny DC ILSFELD 99,1%
80 points. In 2004 HAVI Logistics in Germa- ning over 100 points. Frequently the ex- germAny DC WuSTErmArK 99,6%
ny scored a massive 97.1 points – a Europe- aminers do not find the slightest little thing germAny DC bINGEN 99,1%
an record! At this time a new system is being to object to in our Distribution Centers and
norwAy DC FroGNEr 98,2%
introduced to replace the current SQI system our impressive DQMP results of well over
in our companies. During the course of 2009 90% are a testament to our Total Quali- portugAL DC CArrEGADo 98,4%
the first HAVI Logistics companies will be te- ty Management. In 2008 our German HAVI spAIn DC DAGANzo 93,6%
sted using the new standard, the Distributi- Logistics Distribution Center near Hamburg spAIn DC bArCELoNA 99,1%
on Performance Index (DPI). We will inform scored the absolute maximum of 100%, pro-
spAIn DC oSuNA 91,6%
you about changes to the workflows and the ving that HAVI Logistics pursues comprehen-
new requirements associated with DPI at HAVI sive quality management. spAIn DC TENErIFE 97,7%
Logistics in one of our issues coming soon. spAIn DC GrAN CANArIA 96,7%
some of tHe HAVI LogIstIcs compAnIes sweden DC TumbA 97,0%
up to 2007 tHere wAs one more meA- have had their quality management certified sweden DC GoTHENburG 95,7%
sure for ensuring TQM in our Distribution separately. Our promotion specialist IPL and
swItzerLAnd DC oENSINGEN 98,0%
Centers in the form of regular AIB (Ameri- the forwarding company S.T.I. (Germany) are
can Institute of Baking) checks. Once a year certified in accordance with the internatio-
the AIB carried out various quality checks at nal industrial standard ISO 9001. While IPL lowing on from its successful initial certifica-
our Distribution Centers – without prior war- was being tested and certified by an inde- tion in 2001. For the period up to recertifi-
ning! The maximum score in an AIB check pendent assessor from the German technical cation, both teams have set themselves the
was 1,000 points. Even the tiniest contami- certification organization DEKRA in Novem- goal of continually optimizing the already very
nation shaved points off the score. In almost ber last year (please read also the article on high quality of the services they offer today as
all cases HAVI Logistics ranked “superior,” i.e. page 10), S.T.I. was already recertified – fol- part of a continuous process of improvement.
Cover Story 09
food sAfety is becoming an ever more im- the overall tracking of goods has paid off very own performance. Punctuality and reliable
portant aspect for HAVI Logistics’ quality ma- well. We showed that our Hungarian team un- delivery are the top items. In 2008, 96.30%
nagement. In the Distribution Centers hygiene derstood the requirements of this standard of our deliveries arrived punctually, i.e. at the
is top priority and the standard far exceeds and applied its elements in a very expedient time agreed with our customers. This is an
the applicable legal regulations. The highest way – contributing to our highest standards in outstanding result when you consider that
quality standards are implemented along the food safety throughout HAVI Logistics. we - unlike our competitors - have agreed a
customer’s entire supply chain in accordance tolerance of 30 minutes before/after the spe-
with HACCP and QIP. And when it comes to the traceability cified delivery time. HAVI Logistics’ delivery
of foods, too, HAVI Logistics was already in reliability is also something we can be proud
HAVI Logistics in Hungary has even a position to trace foodstuffs before EU Re- of. Last year 97.51% of our deliveries were
been certified according to the very im- gulation 178/2002 came into force in 2005. picked correctly and arrived at the customer
portant standard ISO 22000 for its per- When the EU Regulation was introduced we in perfect condition.
formance in food safety. In 2006 HAVI Lo- continued to develop our existing traceabi-
gistics in Hungary was the first of all HAVI lity system and launched a comprehensive However hard we work at comprehen-
Logistics companies and also the very first EDP project. sive quality management, the fundamental
logistics company in the whole of Hungary to idea at HAVI Logistics remains the same: qua-
successfully pass this certification. Our expe- AnotHer Aspect tHAt Is At LeAst eQuAL- lity is not a goal, but a never-ending process
rience in the field of HACCP, our knowledge Ly ImportAnt for our QuALIty is our indica- for achieving total customer satisfaction.
of procedures like First In First Out (FIFO) and tors (key figures), which we use to assess our
iN the food busiNess A coNstANt
miNus is A GiANt plus The cold is our ally. Customers rely on HAVI Logistics’
promise to deliver perishable goods in only a top quality
condition daily. To be able to keep this promise, HAVI Logistics Distribution Centers and trucks are equipped with some
technical refinements, not to mention a few ice-cold specialties.
ood HAs Its enemIes. Millions and millions cooled environment quickly enough after they
of fungi (including yeasts and molds), sal- have been harvested or produced (or in the
monella, and streptococci can ruin food, case of meat slaughtered) microorganisms
making it unfit for human consumption. Spoi- don’t have a chance. And yet the product still
lage which takes place from the inside out - retains its original integrity. A temperature of
caused by over-ripening or rotting or by the 0° Celsius slows the microbiological, physi-
process whereby fats and oils become rancid cal, and chemical activities considerably and
- are all forms of spoilage which have to be keeps food fresh longer. In fact, if a food pro-
prevented at all costs. Because this has been duct is cooled to under -18° Celsius, these
known for quite some time, the human race activities completely cease. This is the tempe-
has developed a few counter-measures to pre- rature which completes the freezing process.
serve its food. Processes like boiling, smoking, The formation of crystals between the cells
salting, drying or marinating in vinegar protect stops. Products which are stored at a tempe- HAVI Logistics has set its own standard, pre-
food from spoilage. These conservation tech- rature of -18° Celsius can be kept for a longer scribing a transport temperature of - 20° Celsius
niques all have something in common: they period of time without any noticeable loss of from the DC to the customers, a temperature
change the product so that it looks different quality. Because other food-preservation me- lower than what the law stipulates.
after it has been treated; it tastes and smells thods which are also “product neutral,” such
different and is no longer a natural product. as the irradiation of food or storage in con- sius is reason enough to reject the goods.
trolled environments, are time consuming and During transports and during storage in the
expensive, refrigeration has established itself warehouse, temperatures are constantly che-
as the best storage method for food products. cked and recorded. In fact, HAVI Logistics has
set its own standard, prescribing a transport
If food Items Are not gIVen constAnt temperature of -20° Celsius from the DC to
AttentIon, irreparable damage can occur. For the restaurant, a temperature five Grad Celsi-
HAVI Logistics' customers, a delivery which us lower than what the law stipulates as limit
does not meet all specifications could have value. Up until the very last delivery, a probe
severe consequences. For this reason, all de- thermometer check is conducted at the requi-
liveries are subject to continual HACCP pro- site checkpoints and the results are recorded.
gram controls. HAVI Logistics employees car- HAVI Logistics boasts with a certain degree of
ry out temperature checks of the goods with confidence: nobody knows the frozen and re-
calibrated probe thermometers at four diffe- frigerated food chain better than we do. No-
rent points in the delivery chain - starting at body conducts checks and keeps records as
The technique of refrigeration is unlike the point when they are picked up from the intensively as we do. When it comes to food
any other. When foodstuffs are placed in a producer. Even a temperature of -17.9° Cel- safety, we exclude every risk.
10 Company News
hiGh QuAlity loGistics
Network HAVI Logistics is proud to announce a new service called “logistics net-
work optimization” using state-of-the-art software.
ptImIzIng our LogIstIcs networK is Logistics Distribution Centers to our custo-
crucial for us to remain competitive in mers reduce kilometers and minimize trans-
the market. The costs of raw materials port costs.
and transportation are increasing in the medi-
um term, influenced by short-term price fluc- for tHIs strAtegIc LogIstIcs And dIs-
tuation. To position HAVI Logistics in its role trIButIon pLAnnIng we use the state-of-
as “The Global Lead Logistics Provider,” we the-art optimization software ORion-PI®
have to ask the following questions: Value Network Optimization, developed by
AXXOM. This program is one of the leading
■ Is our logistics network as good as it technological solutions for the integrated
can possibly be? analysis, simulation, design and optimization
■ Do we provide the most efficient net- of strategic and tactical network scenarios
work for our customers? in logistics and distribution. ORion-PI® offers
■ Do we have the transparency to take the an end-to-end optimization approach which
right decisions for today and tomorrow? covers every relationship within the supply
■ How can we react fast in a changing chain: from customer relations, production
environment and in emergencies? plants and Distribution Centers to suppliers,
manufacturers and distributors. It allows
In order to answer these questions in the an accurate representation of the network,
most appropriate way, we have implemented even if it consists of thousands of locations,
a new service called “logistics network opti- customers and products. ORion-PI® is also
HAVI Logistics uses state-of-the-art
mization.” With this new service, we will be ab- used by well known companies such as
software from AXXOM.
le to optimize the flow of goods from the HAVI Henkel, Avon, MAN, DHL, BASF.
ipl stANds for QuAlity!
pL HAs responded to tHe compLexIty of The independent auditor from DEKRA
tHe promotIon BusIness, which has been Certification Services GmbH verified that
rising continually since the company’s IPL’s daily processes met all the legal requi- Acording to the HAVI Logistics’ functional rea-
foundation in 2000, and to the increasing rements in accordance with the worldwide lignment process of the Happy Meal-, Promo-
demands customers placed on both es- industrial standard for quality management tions- and Packaging-Function, IPL Perseco
tablished and new IPL services, with on- ISO 9001:2000. The certificate confirms in will move from HAVI Logistics to HAVI Global
going monitoring and optimization of pro- black and white that IPL’s quality manage- Solutions. This process has started and will
cesses. And the results were recently con- ment system operates effectively and com- be finalized over a few months. This positions
firmed by the German technical certification plies with the standard. For the period up to IPLPerseco to benefit from the global leverage
organization DEKRA. An intensive quality recertification in 2009, IPL has set itself the goal and functional leadership of the Perseco and
audit of the whole company in accordance of continually optimizing the already very high IPL businesses under the HAVI Global Solu-
with EN ISO 9001:2000 verified IPL’s high quality of the services it offers today as part of tions umbrella, while maintaining the benefits
quality standards in November last year. a continuous process of improvement. of a close alignment and leverage with HAVI
Logistics in Europe.
In addition to that movement, HAVI Global
Solutions also has been consolidated the pan-
European supply chain integration functions of
ISIS under its umbrella since March 1st.
These two organizational changes are inten-
ded to fully align the HAVI Global Solutions’ in-
ternal resources for delivering supply chain and
promotion management services in a manner
that maximizes the future benefit to all HAVI
Marcus Hill, auditor from DEKRA (center) and Consultant Christiane Neeb during the presentation of
the certificate to all IPL employees.
Company News 11
improviNG QuAlity, sAfety
ANd trANspAreNcy The main elements of a cutting-edge or-
ganization are concentration on core com-
petencies and efficient business processes. HAVI Logistics is going to achieve fundamental quality improve-
ments in standardization by implementing SAP.
IVe out of sIx compAnIes have errors
in more than ten percent of their ma-
ster data records. And one in ten com-
panies has errors in over 30 percent, owing
to duplicates, incorrect classifications or in-
comprehensible material texts. These are the
sobering results of a survey by the specialist
firm Omikron Data Quality. The main causes
are that the processes and rules for upda-
ting master data are not sufficiently defined,
responsibilities are not made clear, or there
is no software solution ensuring automatic
zero errors Is our goAL, and of course
this also applies to the extremely important
updating of our master data and how our fi-
nance processes are handled. To this end
we have been using a standard business
software program since the beginning of this
year to support us in the area of finance.
SAP ERP is the main product from the Ger-
man software company SAP. ERP stands for
"Enterprise-Resource-Planning", which gi-
ves users an integrated view of all the parts
Mirza Hasanagi� (Accounts payable team member) shows the function of SAP ERP to the team and
of a company that are relevant to business.
the project managment of the Shared Service Center.
ERP software products are constructed as
modules and cover the areas of invoicing,
human resource management and logistics.
We use the modules FI (Financials) and CO consultants has been formed to design the ce optimized results in the form of a unified
(Controlling) for setting universal corporate template, and configure and implement SAP structure and improved evaluation options.
standards for the areas of financial accoun- country by country.
ting and controlling, and for monitoring them to expAnd tHe use of sAp another pro-
in the long term. SAP ERP should guarantee At present SAP is used principally in our ject will be implemented at HAVI Logistics:
that HAVI Logistics’ corporate structure is Shared Service Center (SSC) in Prague (see “iSAW” (Invoice Scanning, Archiving, Work-
mapped in a client and that the system users also the article on page 17), which went into flow). Once iSAW is in place, all incoming
operate solely within a system landscape. service for the German companies in Janu- invoices will be scanned locally by HAVI Lo-
This environment consists of standards such ary, at the same time that SAP was introdu- gistics employees, automatically sent to a
as the Group Chart of Accounts (GCoA) and ced. This HAVI Logistics service unit offers central digital archive, and fed into an elec-
harmonized master data. A huge step on the standard accounting services to the HAVI tronic workflow. This is where the invoices
way to standardization is the migration from Logistics organization. SAP ERP is a key ele- will be checked and released by the relevant
a solution called Kissels, which is installed ment in realizing this support. member of staff, the SSC and the cost cen-
separately in each of the HAVI Logistics com- ter manager, and they will then be posted in
panies for handling the Chart of Accounts, In future ALL HAVI LogIstIcs compA- SAP automatically.
master data and reporting. Our new stan- nIes should benefit from the standard busi-
dard software environment supports multi- ness software. Standardization will proceed
client and language concepts and offers in- as part of the SAP roll-outs in HAVI Logistics
dustry standards for HAVI Logistics business countries and the process of switching their
processes. The implementation of the new accounting services to the SSC. For exam-
business software is a major project for HAVI ple, the HAVI Logistics companies will use
Logistics. One project team consisting of Fi- the Group Chart of Accounts (GCoA) and
nance Key users, IS specialists and external harmonize their master data. This will produ-
12 Company News
we proudly preseNt hAvi
loGistics iN chiNA As “The Global Lead Logistics Provider” HAVI
Logistics has expanded its business throughout
Europe, North America and Greater Asia. HAVI Logistics now has over 6,000 employees providing total logi-
stics solutions to a wide range of strategic customers. In the next few issues of alphabet, we will introduce
to you our HAVI Logistics companies located and working in the Asian region. In this issue, we will focus on
our operations in Mainland China.
e fIrst, Be fAst, Be dIfferent. This is the Centers (Beijing, Guangzhou and Shanghai),
motto HAVI Logistics has used to ex- two satellite Distribution Centers (Wuhan and
pand around the world. HAVI Logistics Shenyang), one depot (Chengdu) and a bon-
is one of three pillars within the organizatio- ded warehouse (Shenzhen). In China, HAVI
nal structure that makes up the HAVI Group Logistics has led the industry in providing true
LP. The other two companies, “The Marketing lead logistics solutions that include: inventory
Store” and “HAVI Global Solutions” support management and demand planning, routing
HAVI Logistics to provide a full range of solu- optimization, in-store logistics as well as cu-
tions to its customers to compliment its logi- stomized ordering systems.
stics services. HAVI Logistics currently makes
deliveries to nearly 13,300 retail outlets around HAVI Logistics in China provided food logistics product sAfety HAs Been A Hot topIc
the world from 72 Distribution Centers! services for all the catered restaurants and In cHInA in recent years, with reports of tain-
McDonald’s inside the Olympic venues. ted pet foods, fake drugs, toxin-coated cos-
HAVI LogIstIcs In cHInA began opera- metics, and milk powder. This has led to nu-
tions with what the President of HAVI Logistics HAVI Logistics the leading model of cold chain merous product recalls, import/export bans
Greater Asia, Bill O'Brien, calls "barely viable and food safety for the last 16 years. HAVI Lo- and more stringent food safety laws in China.
facilities, deteriorating warehouses, trucks in gistics now provides customized cold chain The government has pledged to boost its sa-
need of maintenance and repair, and a dearth logistics services to over 1,100 McDonald’s fety standards, but many companies across
of freezers.” Today HAVI Logistics in Mainland restaurants, as well as a number of other high- China have started to realize that they must,
China has a workforce of over 600 employees profile multi-national Quick Service Restaurant as a matter of urgency, begin to pay grea-
and a growing network of China’s most mo- chains and retailers. Currently, HAVI Logistics ter attention to ensuring that their products
dern facilities and Distribution Centers, making in Mainland China operates three Distribution are distributed, stored and handled in the re-
Company News 13
quired temperature range to guarantee fresh- viding China’s most stringently temperature-
ness and safety to the consumer. Since the controlled facilities and trucks, HAVI Logistics
start of HAVI Logistics’ first Distribution Cen- has become the first choice for all compa-
ter in Guangzhou, the company has led the nies focused on food safety and having the
way in guaranteeing the highest logistics food highest international standards. In recogniti-
safety standards in the most reliable and effi- on of this, HAVI Logistics was chosen by the
cient way available on the Mainland. By pro- Beijing Olympic Organizing Committee to pro-
vide food logistic services for all the catered
restaurants and McDonald’s inside the Olym-
pic venues (see also the article in Issue 19 or
go to our video on www.havi-logistics.com /
News & Media).
“tHe BIggest cHALLenge fAcIng us In
cHInA “While such assets should not be un-
dervalued, both domestic and foreign busi-
nesses need to channel their resources to
HAVI LogIstIcs cHInA: people and systems. That means optimizing
networks, routing, and assets,” Bill says. “Only
fActs & fIgures then can we create a cost-efficient perishables
Foundation: chain that maximizes value for retailers and re-
• HAVI Logistics Guangzhou: 1993 staurants. Bill O’Brien has charted an uncon-
• HAVI Logistics Beijing: 2000 ventional course, overseeing from scratch the
• HAVI Logistics Shanghai: 2001 development of a world-class cold chain in a
region plagued by food-safety issues. Today
Land area: two factors account for the success of HAVI
• Guangzhou: 12,500 sq.m. Logistics in China. The first, which also has
• Beijing: 12,000 sq.m. to do with the HAVI Logistics culture, is that
• Shanghai: 11,000 sq.m. our Chinese team shares an intense dedica-
tion to its customers. The second reason for
Size of the Distribution Center: HAVI Logistics’ success is its people. Main- HAVI Logistics in Mainland China has
• Guangzhou: 5,000 sq.m. land China’s management team has been re- a workforce of over 600 employees
• Beijing: 7,300 sq.m. sponsive to HAVI Logistics’ values, goals, and and a growing network of China's
• Shanghai: 5,100 sq.m. strategic focus, which has been extremely in- most modern Distribution Centers.
novative for the Chinese market. In summary,
Employees: 600 the entire HAVI Logistics organization is proud
Trucks: 50 of the past and excited for the future of HAVI
Delivery points: 1,220 Logistics in China.
The HAVI Logistics staff in Beijing and the HAVI Group LP Top Management You find further information about HAVI Logistics
as well as HAVI Logistics Executive Board. China under www.havi-logistics.com
The new Distribution Center in Amersfoort is equiped
with cutting-edge technology.
beNefitiNG Not just
the eNviroNmeNt In December of last year our HAVI Logistics team in
the Netherlands relocated from Nijkerk to a new Dis-
tribution Center in Amersfoort. The new DC has not only been built to the latest technical standards, but is also
equipped with a new type of refrigeration system making it especially environmentally friendly. The new DC building
benefits both the environment and the employees.
Hen It comes to tHe QuALIty And tHe hough this is a natural substance, it is difficult of gaseous ammonia - which is actually only
sAfety of the foodstuffs that we store to handle and technically awkward to use, dangerous at high concentrations - the pipes
and transport, HAVI Logistics elimi- and in concentrated form it is hazardous to carrying the ammonia are located on the DC‘s
nates all possible risks. This also affects the human beings. Today HAVI Logistics ope- external wall, and they are made of rust-free
choice of refrigerant. Carl von Linde (see ar- rates most of its refrigeration systems with materials so as to provide extra protection.
ticle on page 07) operated his first functio- the environmental friendly refrigerant R404.
nal refrigeration system using ammonia. Alt- For several years, while searching for a natu- Other technical refinements of the new
ral refrigerant, we have been following in the refrigeration system are the combination of
footsteps of Carl von Linde and working on chamber coolers and the air duct system,
the safe re-introduction of ammonia into re- low noise emissions and no defrosting inside
frigeration systems. We are justifiably proud the warehouse. The novel refrigeration sy-
that, with the introduction of ammonia in our stem avoids ice formation on the evaporator
German HAVI Logistics Distribution Center in and provides a smooth and well distributed
Duisburg and in our Belgian DC, we are now supply of cooled air, and it is much simpler to
using ammonia again for refrigeration. maintain. And in good HAVI Logistics fashion,
in the Amersfoort DC, too, the energy gene-
In our new dc In Amersfoort we are rated during cooling of the frozen storage are-
also expecting good results from ammonia as as is not just released into the environment
To protect the employees - in case of a damage - a refrigerant owing to its high coefficient of as waste heat. At HAVI Logistics a heat re-
at DC Amersfoort the piping for ammonia is in- performance and environmental soundness. In covery system captures and uses this energy
stalled at the outside of the building. order to protect the employees from any leaks to heat the dry storage areas and the offices.
And of course our new Distribution Center in work or go by bicycle. Now they would have ther very important aspect is the fact that the
the Netherlands is equipped with one of the- to switch to taking the car, on a route that in- new DC allows HAVI Logistics to bundle all the
se systems. cluded a busy freeway. This would have been a operations for our customers McDonald’s and
considerable extra burden not only on our staff BP Netherlands at one facility and finally to ex-
despIte ALL tHIs cuttIng-edge tecH- but also on the environment. In the end one of ploit the operational synergies.
noLogy, the employees at our Dutch HAVI the warehouse staff asked if we could acquire
Logistics company had mixed feelings about a company motor scooter - which turned out
the new DC and the move to Amersfoort. They to be the solution to the problem. With motor
were very keen on an extremely efficient and scooters congested freeways would no longer
ultra-modern solution. But they were concer- be an issue and the drive to work would be
quick and safe for all the employees. We did
a general calculation, and also compared the
costs of a standard motor scooter and a bat-
tery-powered one. The environmentally friendly
alternative won on all counts. An electric scoo-
ter can manage a whole 70 kilometers on a fully
charged battery. It is “filled up” again by plug-
ging it into the normal electricity supply - which
is also much simpler than filling the tank with
gasoline at a gas station.
now tHe moVe to the new Distribution
Center has been completed successfully. Eve-
State-of-the-art compressor rything about the DC in Amersfoort is great. It
is not only equipped with a large number of
ned by the fact that their new workplace was technical features and, most importantly, envi-
approx. 10 kilometers away from the old one. ronmentally friendly ones, but it also addresses
Out of the 220 employees, 120 live in the town the concerns of HAVI Logistics’ employees to
of Nijkerk itself. Sixty of them could walk to a degree that only a good employer can. Ano-
meAsures HAVI Logistics in Turkey has its exemplary environ-
mental protection activities certified according to DIN EN
ISO 14001 and has thus committed itself to consistently follow the environmental goals
set by this standard.
HAVI LogIstIcs’ commItment to tHe In January our Turkish-based company
enVIronment means that our distribution was audited for the first time for compliance
company in Turkey chooses the most envi- with DIN EN ISO 14001. The audit protocol
ronmentally friendly processes, conscious- stressed the importance of cleanliness and
ly makes optimal use of natural resources, order in the warehouse, procedures applied
and insists on environmentally friendly pro- according to the spirit of the law, separate
duction procedures that save energy and collection of hazardous and recyclable ma-
prevent waste. The importance of complying terials, and documentation in general. HAVI
with environmental laws is self-evident. The Logistics in Turkey was certified by the ex-
continuous reduction of energy consump- ternal audit company First Quality Certifi-
tion by means of innovative storage tech- cation (FQC) and now has to prepare for
niques or heat-recovery systems for hea- recertification in 2011.
ting offices and ambient storage areas is a
basic component of environmental policy Ata Akici, Environment Coordi-
in Turkey and at most of the HAVI Logistics nator and Altan Sekmen, Ma-
locations. naging Director HAVI Logistics
16 New Services
GeNerAtiNG efficieNcies with
As of January 2009 HAVI Global Logistics has been managing the accounting services for
the European HAVI Logistics companies centrally from Prague. This step and the foundation
of a new company named HAVI Logistics Shared Services s.r.o (SSC) have opened up new
vistas for HAVI Logistics.
ItH our current perfor- steps in the execution of such a pro-
mAnce And suBstAntIAL mAr- ject, boundaries needed to be broken
Ket opportunItIes HAVI Logi- down, new working procedures had to
stics will grow steadily in the years to be implemented and, most importantly,
come. To enable this growth it is ap- clear targets, roles and responsibilities
propriate to reorganize and standar- had to be defined.
dize our accounting processes more
efficiently and to support them with tHe ImproVement of our orgA-
new scalable cutting-edge technology. nIzAtIon is the key success criterion
Since January of 2009 we have been for all of our employees to secure and
combining all relevant accounting ac- support the growth strategy of HAVI
tivities at one “Shared Service Center,” Logistics. The main elements of a cut-
initially for the first five HAVI Logistics ting-edge organization are standardi-
Part of the project team for the companies. In the course of 2009 and zation and concentration on core com-
organizational setup of the Shared 2010 selected accounting activities of petencies. We have achieved funda-
Service Center and the simultane- all the remaining European HAVI Logi- mental improvements with the opening
ous configuration and implemen- stics companies will be taken over by of our Shared Service Center and the
tation of SAP. The Finance- and the Shared Service Center. Located in implementation of SAP. A lot of work,
the Controlling-Department as Prague, the capital of the Czech Repu- enthusiasm and passion has been in-
well as HAVI Logistics Information blic, the company will provide the Eu- vested in these projects. The central
Services are closely linked together ropean companies with excellent ac- element of the successful SSC imple-
dependent on the success of the counting services covering accounts mentation is the excellent support pro-
Shared Service Center. (order from payable, accounts receivable, general vided by everyone involved. In the fu-
left) Stefan Tittel, Ralf Kreuzenbeck, ledger and fixed assets. ture our HAVI Logistics companies can
Peter Looks, Jovanka Vajce, Ullrich concentrate on their core task of provi-
Wegner, Christof Schwarberg, Simultaneous with the opening ding competitive logistics solutions to
Michael Hoier and of the Shared Service Center the im- our customers even better than before.
Andreas Koetter. plementation of the new SAP accoun- Now we have to start generating effici-
ting software is a major cornerstone of encies with greater standardization so
our growth strategy (please read also that we will be “fit for the future.”
the article on page 11). As essential
iN swedeN One HAVI Logistics’ idea of relieving the McDonald’s restau-
rants of all logistics tasks is called Invisible Delivery. It is a special
service that is already offered in Germany, Hungary, Italy and Turkey and will soon be offered for the
restaurants in Sweden as well.
He HAVI LogIstIcs’ InVIsIBLe de- Between feBruAry And August of our service ECOSIMA (Economic
LIVery concept means that the of tHIs yeAr our Swedish-based HAVI Store Inventory Management Assi-
McDonald’s restaurant crew is to- Logistics company tested our Invisible stance) had a huge effect on the ac-
tally freed of all tasks that are part of Delivery service in eight McDonald’s ceptance of Invisible Delivery: during
the delivery process. Invisible Delivery restaurants. The target is to roll out ECOSIMA our Swedish compa-
allows deliveries to take place during or the service to nearly all 100 restau- ny proved that they were experts
after a restaurant’s opening hours. rants in Stockholm, Gothenburg and in logistics not just within the Dis-
Malmoe during 2010. The success tribution Center and during delive-
New Services 17
ries but at the restaurants as well. During guests of the Gothenburg Hor-
ECOSIMA delivery frequencies and storage se Show. This big event was
capacities were harmonized; this resulted hosted by Sweden's Scandi-
in optimal storage conditions at restaurants navium arena between Febru-
and optimal (mostly decreasing) delivery ary 19 and 22 and was awaited
frequencies. with bated breath. This is be-
cause the McDonald's restau-
In practice Invisible Delivery means that rant received two full trucks on
the driver of HAVI Logistics offloads the truck, the final day of the Horse Show
while workers of the Swedish merchandi- and the putting-away process
ser Komet carry all goods into the restau- took approximately eight to ten
rant storage areas and place them direct- hours. Titti Bergqvisit, Mana-
ly on the shelves. The joint project group ger of the McDonald's restau-
(including members from HAVI Logistics rant located at the Horse Show: "It was the Our Swedish team proved
Sweden and McDonald’s Sweden) has put smoothest Horse Show week ever, excellent its excellence in Invisible
a lot of effort into defining the exact tasks logistics process." Delivery by supplying the
for the merchandiser and a manager of McDonald's Restaurant in
Komet received intensive training at HAVI In tHe next montHs the test will be ex- the Scandinavium arena at
Logistics in Sweden. tended to additional Swedish cities with a Gothenburgs Horse Show.
high concentration of McDonald’s restau-
tHe BIggest cHALLenge for our team rants. Moreover, the integration of franchisee
in Sweden was the task of making delive- stores will be part of the next step.
ries to the McDonald’s restaurant serving the
with priNce2 NeFiSo (New Financial Solution)*, Weblog Implementations
and the Common Software Solution for S.T.I. Network
(CSSN) are examples of the many successful projects that HAVI Logistics has conducted in recent years.
To reinforce and ensure such success, HAVI Logistics uses the PRINCE2 project management method.
rInce (Projects in Controlled Environ- ting in projects the opportunity of enrolling
ments) is a structured project manage- on a two-day PRINCE2 Foundation training
ment method for executing projects course and certification. The PRINCE2 trai-
successfully. The first outlines of what we ning course is delivered by the certified trai-
now know as PRINCE2 were already esta- ning institute “Insights International” and pro-
blished in 1975 under the name of PROMP- vides an essential overview for understanding
TII. The British Central Computer and Te- and utilizing the method and enabling people
lecommunications Agency (CCTA) used to speak the same language.
PROMPTII as a standard method for all go-
vernment projects. In 1989 the CCTA relea- tHe HAVI LogIstIcs HumAn resour-
sed PRINCE, which superseded PROMPTII. ces department organizes the PRINCE2 trai-
The CCTA (now the Office of Government ning cycles. After two years of sharing the
Commerce) continued to develop the me- PRINCE2 experience with the organization,
thod. In 1996 a new release was introduced we can proudly say that HAVI Logistics has
called PRINCE2, which incorporated years more than 140 PRINCE2-certified emplo-
of experience and best practices, and pro- yees, and the next training courses in Duis- Part of the PRINCE2 PMO:
vided a structured approach for carrying out burg (Germany) are already scheduled for 22 (f.l.t.r.) Dana Moses, Project
all kinds of projects. and 23 April 2009. Controlling and Administra-
tion; Christian Matull, Senior
due to tHe InternAtIonAL recognItI- The PRINCE2 training course provides Manager; Theresa Dicke,
on enjoyed by PRINCE2 and its applicability a good ‘instrument’ for obtaining the essen- HR Assistant; Herman van
and scalability in different types of projects, tial know-how for structuring and executing Dasselaar, Consultant
HAVI Logistics selected this project manage- a project. When additional support and/or a Methodology Management
ment method as the standard for executing review is wanted, PMO is there to help. With and Shafag Aliyeva, Junior
its projects. The Program Management Of- the lessons learned and experience gained Consultant Methodology
fice (PMO) at HAVI Logistics IS selected the from previous projects, as well as its insight Management.
method and is responsible for its continuing into the PRINCE2 method, PMO is available
deployment within the organization. PMO of- to support you in structuring your roadmap
fers employees who are or will be participa- to project success.
* The NeFiSo project from HAVI Logistics IS provides the required IT platform to support the finance
processes and to replace the existing solution for Financial Accounting (KISSELS) at HAVI Logistics.
18 News in Brief
“employee of the
HAVI LogIstIcs estonIA kicked off a special
motivational competition in 2007 – the “Em-
ployee of the Year” contest. All employees of
the company who "consistently perform abo-
ve and beyond what their job descriptions re-
quire" are eligible to vie for this award.
tHe IdeA or the contest caught the ima-
gination of the entire workforce immediate-
ly when it was put forward in 2007 by Ja-
nek Saareoks, Managing Director of HAVI
Logistics Estonia. By creating the award,
Saareoks hoped to create a very special mo-
tivation for high performance that was not ba-
sed on monetary rewards but on more per-
The HAVI Logistics website is presenting a new face to the world, with a completely new
Media Center and an extensive picture database.
A New look for hAvi-loGistics.com
wItH tHe reBrAndIng of our compAny, we Company, Services, Jobs & Career, News &
have taken on an entirely new Corporate Iden- Media, References and Contact.
tity (CI). Our behavior, our communication, and
the Corporate Image we project both inside tHe HAVI LogIstIcs serVIce pHILosopHy Janek Saareoks surrounded by the top
and outside the company have been revam- Is exempLIfIed By the division of News & Me- performers on his team. First row (from left):
ped and harmonized across the board. dia. At this virtual Media Center, the company Illi Niinlaub, Eda Siivelt, Gerlin Mets. Second
extends a warm welcome to journalists and row (from left): Janek Haljasmets, Mihkel
Our HAVI Logistics website, which offers other opinion leaders by offering them the Mäehans, Ove Vikat, Mart Kahro, Marek
various language options, is the digital show- possibility to access information about the Tamm.
case of the company. Visitors to www.havi- company without having to enter a password.
logistics.com are greeted by an attractive The new Media Center is the central portal to
design and a clear-cut navigation structure; the HAVI Logistics World and offers visitors
a wealth of materials: corporate brochures, According to the contest rules, every mem-
they consequently experience HAVI Logistics
our corporate newspaper alphabet, press ber of the workforce has a chance to name
as being technically competent, experienced
releases (available in several languages), the three people who are, in his or her opinion,
and innovative. Our new homepage wel-
latest news about HAVI Logistics, and a brand the best “team players” in the particular de-
comes visitors to the HAVI Logistics World
new picture database. partment. The employees' direct superiors
and invites them to enter the virtual re-
are then asked to comment on the work per-
presentations of the six central divisions:
In tHe HAVI LogIstIcs pIcture dAtABAse formance of the nominees. All the emplo-
journalists and interested members of the yees who have received the “Employee of
public can view photos showing all aspects the Year” award have exemplified exceptio-
of the company. Picture editors can research nal levels of work performance and displa-
stories here free of charge and download tho- yed great respect and loyalty toward HAVI
se photos that have been released for publi- Logistics and their job responsibilities.
cation outside the company. The nearly 100
motifs currently available depict all areas of tHe worKforce At our estonIAn HAVI
activity at HAVI Logistics; the topics range LogIstIcs company consists of a total of 213
from corporate culture, customers, design, people working in nine departments. Each de-
environment and services straight through to partment nominates one candidate for the title
transport and logistics. Whether you are loo- of “Employee of the Year.” The 2008 winners
king for a photo of a truck, a distribution cen- were rewarded with the recognition of their col-
ter, employees or design elements, you can leagues, a certificate and even a small party.
find the entire HAVI Logistics World, with all of
Our HAVI Logistics Website in traditional Chinese lan-
its diversity, in the new picture database.
guage is now available under www.havi-logistics.com
News in Brief 19
The progress of construction work on March 17, 2009. 13 tons on average is the weight of such a digger.
hiGhly desirAble for A heavyFreight Managerforwarder, but no-brainer
burden for the
move to portuGAl’s our customer dm
fAr North tHe dm BusIness in Austria started in March customer sAtisfAct-
2008 (see edition 18) with the delivery of fresh
tHe Huge expAnsIon By our customer products for the so-called “Gesunde Pau- ioN is our GoAl
mcdonALd’s in recent years has had tangible se” (Healthy Break). Starting with the delive-
impacts, even in Portugal. Not only has it ope- ry of 14 shops in the western part of Aus- our freIgHt mAnAger s.t.I. has been organi-
ned new restaurants, but also the volume of tria in July 2008, HAVI Logistics Austria now zing the most varied transport services for its
goods delivered per restaurant has increased. provides the complete services for 34 dm customers using the most different routes for
These welcome effects took our Portuguese stores. Twice a week we deliver an assort- over 25 years now. No matter whether the-
distribution company to the limits of its capacity. ment of around 70 different fresh products se transports go overland, by sea or by air,
Supplying 122 Portuguese McDonald’s restau- for preparing fresh soups, salads, smoothies S.T.I. always provides the same outstanding
rants and the Warner Bros. businesses made it and juices. In December of last year HAVI quality. The company even makes an excel-
necessary to build a second Portuguese DC. Logistics in Austria reported a new record: lent job of tricky orders such as transpor-
the monthly tonnage handled for dm incre- ting 350 tonnes of mining equipment to Tur-
tHe BuILdIng of tHe new dIstrIButIon ased from 54 to 67 tonnes. About 300 de- key, exercise machines from the Far East to
center with a total of 2,620 square meters. liveries with more than 28,000 crates were Germany, and 400,000 kilograms of frozen
in Canelas in the District of Porto in northern distributed to our new customer. Chicken McNuggets for McDonald’s Japan.
Portugal began in September of last year. It will
start operations in May with the supplying of 44 And the business continues to expand: customer sAtIsfActIon Is ALwAys
restaurants. The average distance from the new currently a test is underway on the delivery of top prIorIty for our Freight Manager – it is
DC to our customer's restaurants is now only bananas in Styrofoam boxes. The dm business absolutely essential to effective quality ma-
68 kilometers, which is convenient for supplying in Austria is extremely successfully. Recently nagement. In 2001 S.T.I. had its TQM cer-
the restaurants in the north of the country, and the manager of a dm store said “thank you” tified as meeting EN ISO 9001. In fact S.T.I.
so in Portugal our HAVI Logistics trucks now to our team in Austria in written form: “HAVI can boast that several months ago it was
cover 1 Million kilometers less per year. Logistics gets top marks as a distributor. The recertified for the second time according to
driver is always very competent and friendly.” the stringent requirements of the Europe-
tHe openIng of tHe new dc in Porto of- an industrial standard. Are we going to rest
fers HAVI Logistics the opportunity of cross- on our laurels? Or sit back and relax? Not
border distribution to twelve Spanish restau- did you kNow ... at a HAVI Logistics company! S.T.I. recen-
rants in Galicia. HAVI Logistics Portugal and tly tackled the next challenge head-on and
HAVI Logistics Spain are currently investiga- …tHAt in the last five years HAVI assisted a German importer of construc-
ting the total impact of this solution. Logistics realized savings of several million tion machinery in procuring four diggers.
euros for the McDonald’s system? Our Freight Manager, a specialist in custo-
ms clearance, took care of all the paperwork
some AdVAntAges of tHe At tHe end of 1999 a service called “Cle-
for the front-end loaders in Rotterdam’s har-
new dc In porto: an up” was implemented at HAVI Logistics:
bor. The extremely satisfied customer was
since then this service has been extended in
■ Reduction of 44% in the total mile- then able to transfer the heavy goods onto
close cooperation with McDonald's, our Eu-
ages a gooseneck trailer by itself.
ropean Distribution Centers and suppliers.
■ Closer contacts with each restaurant Since 2004 Clean up has been offered as
■ Punctual transportation, less af- a dedicated service to the McDonald’s sys- same price as if it had bought the stocks
fected by road traffic tem and has proven to deliver significant directly from the supplier. Additional costs
■ Opportunity to react faster in case benefits. The function of Clean up is to seek (e.g. for transport, customs duties, labels,
of stock recovery and product continuously for overstocks in our HAVI etc) must be carried by the selling DC.
replacement Logistics DCs. The available overstocks are
■ More opportunities to develop spe- reported using communication platforms At tHe end of 2008 the Clean up service
cial services (Invisible Delivery) such as McNet and A-lex. In this way poten- celebrated its fifth anniversary of hard work
■ Positive impact on the environment tial buyers can be identified within the and common, dedicated effort. Today we are
McDonald’s system. All relevant parties are proud to report: in the last five years we have
because of reduced fuel consumption
involved during the re-selling of the over- realized a total 7.2 million euros in savings for
(318,000 liters less per year).
stocks. The purchasing company pays the the entire McDonald’s system.
20 News in Brief
dc exteNsioN iN AustriA
to Keep pAce wItH tHe rApId growtH of our
customer McDonald's all over Austria, HAVI
Logistics has expanded its Austrian Distribu-
tion Center. The extension will be completed
in April of this year.
tHe constructIon pHAse started in
August 2008. Not for the first time HAVI
Logistics had undertaken to build an exten-
sion at one of its European Distribution Cen-
ters with operations still in full swing. In the
case of our Austrian-based company 2,200
sq.m. of floor space have to be built whi-
le customers’ goods are being picked up, This is what the skeleton of the building looked
loaded and delivered - all with the reliability like in September 2008. Only two months later
customers have come to expect from HAVI the new dry warehouse was ready for our team
Logistics. in Austria to move in. Once installed, HAVI
Logistics continued its order-picking activities
 in the new surroundings without batting a pro-
The old ambient warehouse adjoining the
new building was torn down without clo-
sing down operations at the site. A new
frozen goods warehouse is now being built
on the same spot.
Setting-up the shelving: together with the
previous frozen goods area, the new ex-
tension includes a new 2,000 sq.m. ware-
house for frozen products. There is still
a lot of work to be done before the new
warehouse can be commissioned as plan-
ned in April 2009!
re-branded companies in europe
date country New Name former Name
01.04.09 SE HAVI Logistics AB Scandlog AB
16.02.09 DK HAVI Logistics ApS Danlog ApS
As ALreAdy mentIoned in the last edition 28.01.09 BE HAVI Logistics BVBA MLS N. V.
of alphabet, we are currently in the process 20.01.09 NL HAVI Logistics B. V. MLS B. V.
of coordinating the roll-out process for all 15.01.09 NL HAVI Logistics Environmental ESM BV
HAVI Logistics companies. In the upcoming Services B. V.
editions of alphabet we will inform you of 12.01.09 NL HAVI Logistics IS B. V. Alphasoft
further developments concerning the next 29.12.08 PT HAVI Logistics Lda. DC Bens
steps we are taking to become a unique 23.12.08 LT HAVI Logistics UAB Logislita UAB
global brand. 01.12.08 ES HAVI Logistics FSL, S. L. LINK Servicios Logisticos S.L.
01.12.08 IT HAVI Logistics s.r.l. Italog s.r.l.
01.12.08 NO HAVI Logistics AS Loginor AS
21.11.08 EE HAVI Logistics OÜ Baldis Estonia OÜ
03.11.08 PL HAVI Logistics sp. z o.o Logpol sp. z o.o
03.11.08 FI HAVI Logistics Oy MD-Scand Oy
15.10.08 CZ HAVI Logistics Shared Services s.r.o. new company
09.10.08 DE HAVI Logistics GmbH WLS GmbH
20.08.08 EU HAVI Logistics IS GmbH amigon GmbH
27.07.08 EU HAVI Global Logistics GmbH Alpha Management GmbH