Mrs. Borgenstam, what was the rationale behind forming DB Schenker Consulting?
We were established with the aim of gathering specialists into one organizational unit. As a subsidiary company, we operate independently of existing customer relationships and projects. This allows us to develop an unbiased, holistic view of things, enabling us to find innovative approaches that create genuine optimization. At the same time, we are close enough to DB Schenker to access and make use of their technical infrastructure, including the analytical tools that are important for our work.
Who are your customers and who advises them?
Our clients run the gamut from middle-sized enterprises to large corporations. They belong to a wide range of industries, from industrial to construction and healthcare as well as the public sector. Currently, our team consists of 16 consultants, each of whom boasts specific, cutting-edge expertise in project management and management consulting but who also specialize in one or several areas of logistics and supply chain management. That enables us to draw up solutions that not only look good on paper but are actually viable. If needs be, we can also bring in experts from partner companies. It goes without saying that we also collaborate with our clients’ account managers. It is also quite common that they are the ones who recommend us in the first place. For that matter, we as a company were also established with the aim of attracting and retaining skilled personnel and also marketing our expertise within DB Schenker. In turn, this ultimately benefits the customers.
What issues and questions do you deal with?
Companies who approach us experience or see changes coming, such as near-sourcing, change of market requirements, the need for cost take-outs, and they require help in identifying the optimal supply chain design in light of these changes. The task could also be to create a more agile supply chain so as to successfully deal with the increasing pace of change. Another concern for some of our clients is tied-up capital, and they hire us to make an inventory optimization with the objective of reducing tied-up capital throughout the supply chain. Moreover, clients also need our help with production logistics or warehouse design including layout and processes when expanding or when there is a need for cost takeout. Other needs might refer to transport optimization and project management.
How do you and your team proceed?
Generally we start with a preparation phase, where we mobilize a project team and hold a kick-off as well as prepare data requests. After that, we go through the setup phase, which involves defining a model structure and setting up modeling tools, for example. The next step is the model and analyze phase, where scenarios are simulated and analyzed, and solutions are identified including business cases. The final step is the recommendation, where the best solution is identified, results are summarized and the recommended next steps are presented. Wherever possible, and particularly when developing supply chain solutions, we take options into account that arise from the digitization of logistical processes.
Speaking of changes in logistics as a result of digitization: what further developments do you see on the horizon?
Apart from technological breakthroughs, which include everything from autonomous driving to 3D printers, I see four mega themes that are shaping logistics and will continue to do so in the future: rapid urbanization, demographic and social change, climate change and resource scarcity and, lastly, a shift in global economic power. These developments will inevitably give rise to the emergence of new players, new business models and new customer requirements. Both for a service provider like DB Schenker and for our clients, it is highly important to analyze each of these areas to identify potential impact to the business, meaning new business opportunities but also the risk to current business or even disruption, and to develop new strategies. And we want to contribute our part to make it happen!
Analyzing processes: the experts at Schenker Consulting take an holistic, external view of things. That helps when developing new solutions – for clients but also in various departments at DB Schenker
“Partner in strategic development”
Singapore ranks among the world’s hotspots, not least for contract logistics providers. What does DB Schenker offer its customers in the city-state? Norman Mummery, who was responsible for the Contract Logistics business in the APAC region for more than three years and who was recently appointed Head of Contract Logistics Global Operations, gives us his insight
“We’ve made great strides”
As DB Schenker’s Head of Innovation, Erik Wirsing’s job involves driving forward new technologies and concepts to develop services that provide added value for customers. But what do customers really need
“We face continuous changes”
The number of consignments classified as dangerous goods is on the increase. Even in industries previously unaffected by this topic. A challenging task for Dr. Norbert Müller, DB Schenker’s Global Dangerous Goods Coordinator
“Safety will be enhanced”
Working with MAN, DB Schenker will soon be starting to operate platoons in the real world: lines of digitally connected trucks. On the DB Schenker side, the overall project is coordinated by Dr. Ane-Kristin Reif-Mosel. She explains here how platooning will advance overland traffic
“Engage now and invest!”
The Middle East is increasingly becoming a logistics hotspot, even outside the metropolis of Dubai. Karl-Heinz Emberger, CEO of the region Middle East & Africa, on DB Schenker’s growing commitment in the Gulf and beyond
“Like floating objects”
Old Masters and Young Savages are in the best of hands when their transport is handled by Nicole Keusen and her team. Keusen, head of the logistics professionals at DB SCHENKERart, talks about irreplaceable artifacts, climate control crates and air cushions