Introduction

CEVA Logistics• Formed in August 2007 as a result of the merger of TNT Logistics and EGL Eagle Global

Logistics and is one of the world’s leading logistics companies

• Provides end-to-end design, implementation and operational capabilities in freight forwarding, contract logistics, transportation management and distribution management

• Offers every customer a service tailored to their specific needs, built on our broad experience across a broad range of market sectors.

• Has particular expertise in automotive and tires; technology; consumer and retail; industrial; publishing; energy; aerospace; and healthcare

• Employs over 44,000 people • Runs a global network with more than 1200 facilities in more than 170 countries.

• Reported revenues of US$8.5 billion at 31 December 2013

Ron Wezel MBA, MBB• 1991- 1998: Applied Materials, Senior specialist

• Automation of supply chain management (SCN) for the semiconductor industry ,• For customers: Intel, Motorola, Phillips Semiconductors, Siemens

Microelectronics.• 1998-2003: GE Blackbelt

• Deploying lean six sigma (LSS) & change acceleration program (CAP) within GE businesses.

• Business to Business e-commerce LSS/CAP programs/services delivery to:• Tesco, Hewlett Packard, Florecom (Dutch Flower Auctions), Gemeentelijke Basis

Administration (GBA) and ABN AMRO, and more.• 2003-2008: PWC Master Blackbelt (MBB) & Principal manager performance improvement,

• For customers like: Stork, PCM, Vodafone, Heineken, ICTRO, UWV• PWC Lead trainer Performance Improvement

• 2008-2013: Yokogawa QHSE manager, MBB• Global MT member performance improvement , HSE, sustainability & risk mgnt. • QHSE asssurance for industrial automation projects at pharma, oil & gas sites

• of Gazprom, Shell, BP, Exxon Mobil, Chevron, Total, ENI.• 2013-now: CEVA Logistics: Global Director

• Enterprise Risk Management, Health, Safety, Sustainability • Global Strategy Team member

Leveraging the power of Lean Six Sigma to reduce wastefull behaviourand deliver sustainable results

AgendAOngoing developments around us

Impact of these developments on our business & work environment

Impact of these developments to Lean Six Sigma

The Social & Environmental Revolution

Social networks have changed

1970 2014

2014 - Data Never Sleeps

Volumes increase Variety & Complexity inreases

2014 = Always “Connected””…. For free..But for what price?

Sustainability

OUR VIEW on Reality is CHANGING1990 2014

WHAT do Others KNOW about me?Digital Vingerprint(s)

I don’t know…what I don’t know, But when I knowDo I like to know, Or should I have known?

Every moment DATA is generated & collected about.….

Who, what, where, when, how, why

Climate change does Impactour daily lifes more & more

Society’S ChangeEveryone, wants to be Happy, Healthy & Safe

BUT Do You know how Safe YOUR (work) process is ?

Safety = Coming Home

At the same time natural Resources get scarcer… which do result in?

= Waste still Waste in 2014?

How do THESE developments…

IMPACTourbusiness & work ENVIRONMENT?

Sustainability & Big Data Impact on Processes

VISIBILITY

Past

Present

Sustainability PRESSURE on processes:PUTs IncreasingTRANSPARANCY

Producer Transport Logistics Distribution Sales-point Consumer

Producer Transport Logistics Distribution Sales-point Consumer

Customer

Customer(N)GOInvestors & otherStakeholders

CausingCustomer

--Context--EXPECTATIONS

toEVOLVE

1990 2014

Sustainability Impact to Value Chain Performance

Revenues• Creating New Business models• Collaborating to develop new markets• Innovating to develop new products & services

Brands• Focussing on showcasing & innovations• Collaborating to increase transparancy• Engaging employees, management & investors

Cost reduction• Improving energy efficiency• Streamlining supply chains & logistics• Innovating with customers & suppliers

Enterprise Risk Management (ERM)• Protecting License to Operate• Integrating Bottom-line sustainability operations with ERM• Diversifying business model & operations

Value Chain Performance Management

Governance Resiliance SustainabilityProcess - Adaptability - Environmental- Learning - Situational - Social- Particpation Awareness - Governmental- Accountability - Keystone - EconomicalStructure Vulnarability- Polycentric- Self Organisation- Adaption

Inn

ova

tio

ns

Less Certain, Long TermCertain, Short Term

Mit

iga

te

Sustainability Impact on how 2 manage the Company

Sustainability

Customer Satisfaction Management & Employee Satisfaction

Stakeholders(N)GO

Satisfaction

Value Stream

(BIG) DATA

BUSINESS SYSTEM ENVIRONMENT

LEAN MANAGEMENT

Do you know theCustomer & Businessrequirementsimplicit & explicit?

Are your Customerrequirements met?

Do you have a fulllicense to operate?

Do youmeet

Customer needs

effective & efficient?

Do you knowwhat to improve?

Do you knowwhat improvements mean to

your business model & system?

What Valueis created for the

Customer &your Business?

BUSINESS PERFORMANCE LEAN BUSINESS MODEL

CustomerDriven Strategy

Organization& Talent

Lean Performance Management

OperationalExcellence Culture

Enterprise Risk Management

Mission & Breakthrough Objectives

Sustainability Impact on how 2 SELL Products & Services

Consideration

Evaluation

Experience

LoyaltyBond

CompanyInfluence Loop

Purchase

The Dynamic Customer Decision Journey

Self Expression

Post PurchaseResearch

ValidationSentiment

Brand StrengthReputation

Introduction

Discovery

Advocate

CommitmentSentiment

Experiment

ReconsiderSentiment

Experts

ReviewsEngagement

Track records Events

Feedback

Formulate

Pre-Commerce

Commerce

Post-Commerce

Passive

Active

In ALL of this DATA is even more important

Which makes Lean Six Sigma, more than ever ESSENTIAL

WasteManagement

CustomerRequirements

CompetitiveAdvantage

SustainableProfitability

Efficiency &Effectiveness

EmpowerEmployees

Data basedDecisions

Safety inDesign

StakeholderEngagement

ControlledChange

RiskMitigation

remember… At the end of the day…..