The Challenge

NYK Logistics delivers high quality, integrated and client focused logistic solutions. To the outside world the company is one of the main suppliers to the market. Global logistics services include storage and distribution, goods handling, international network solutions, supply chain consultancy and IT solutions. NYK Logistics is part of the Japanese NYK Group, which was founded in 1885. With its 33000 employees it is one of the leading transport companies covering a wide range of activities. The company became involved in logistics at the start of the eighties. It is NYK Logistics' mission to offer clients measurable advantages by supplying world-class logistics solutions. As a result NYK Logistics expects its employees to promote maximum client involvement in their activities – a qualitative approach focused on excellence and professionalism. The Belgian arm of NYK Logistics was established in 1989 and employs 320 people. At a certain point in time NYK Logistics noticed that the Belgian subsidiary was attracting a number of complaints with respect to administrative services. This also coincided with a number of communication problems. One of the managers seemed to have adopted the wrong attitude, he failed to appreciate the essence of good management and was subsequently dismissed. In order to bridge the gap following this decision and the arrival of a replacement NYK Logistics decided to appoint an interim Administration Manager via 3W®. The latter would take on the management of the department for a period of 3 months and take the initial, necessary initiatives in order to guarantee progress within the company. This would give the company time to find and train a suitable replacement. The main aims were as follows: - to guarantee stability within the Customer Services Group - to take executive initiatives - to create harmony - to eliminate bottlenecks - to safeguard the relationship with the main client.

The Approach

The interim manager took over during the peak period of logistics activities, i.e. October, November and December. His initial findings pointed to a wide range of different problems. - Data was entered via different channels, using non compatible software programmes. - The attitude amongst members of the different departments needed to be corrected. Several groups had established themselves within a specific department. - Communication between the various groups had to be improved. Having taken on the various activities the Plug In® Manager discovered the true extent of the problems. He decided to screen the various employees. The Customer Services department is made up of an import, export and warehouse section. Initially the Plug In® Manager's work volume was limited to a few days a week. However, his task soon proved to be a full-time occupation. He set up a planning system, had individual meetings with members of the department, arranged for them to meet and discuss the situation in small groups. This soon re-established communication lines! Finally, he had to restore confidence in order to facilitate a positive working environment and put service back high on the agenda. He also had to ensure that employees with queries received an adequate response. Even though he acted as the contact point for clients, he did not loose sight of operational management continuity. The latter took up most of his time. The aim was to guarantee continuity with the motto ‘Better a happy than an unhappy client". After all, the largest and most prominent client's requirements are particularly demanding. That client in turn has to comply with the objectives and requirements of his clients.

Quote

"The main effect of the deployment of a 3W® Plug In® Manager at NYK Logistics was the short-term creation of internal stability within the organisation," states Walter Bauwens, CEO and joint founder of 3W®. He also made sure that operational continuity was guaranteed following the departure of the Customer Service Department Manager."

The Result

The 3W® Plug In® Manager's tactic proved to be correct. A diplomatic, reserved approach ensured that the client judged the eventual result of his mission as very positive. After all, every sector – and that includes logistics – has its own individual methods and requirements. And even though the initial approach is more or less the same everywhere, logistics companies tend to work from contract to contract. Client demands can be varied, some with a specific emphasis (e.g. order, neatness) others relating to products that require a specific approach (food is subject to different requirements from wood for example). In other words logistics service providers must display a high degree of flexibility (‘mind stretching').

The Client's Comment

"The 3W® Plug In® Manager handled his job very effectively" states Yves Nuyts, former manager of NYK Logistics. " He tackled is task as Administration Manager with the utmost care and attention. His main objective was to guarantee continuity. He understood immediately - entirely in the Japanese philosophy and tradition - that it is easier to navigate calm waters than a tsunami!"