WORLD VISION
vv
vv
DIGITAL REPORT 2020
Digitalising operations to help the vulnerable IN ASSOCIATION WITH
02
World Vision: digitalising operations to help the vulnerable WRITTEN BY
GEORGIA WILSON PRODUCED BY
CAITLYN COLE 03
w w w.wo rl dvi s ion . org
WORLD VISION
Tim Covell, Supply Chain Director, World Vision on the organisation’s digital transformation, COVID-19 and its efforts to help the vulnerable
W
hen it comes to digital innovation at World Vision, Tim Covell, Supply Chain Director at the organisation explains that its strat-
egy is not necessarily ‘cutting edge’. “We’re probably more on the other end of the 04
spectrum where we are intentionally not cutting edge. Instead, we’re looking to be frugal, using technology that has the highest return on investment (ROI), as well as applications that provide the most effective impact,” so when it comes to digital transformation, World Vision is focusing its efforts on its demand planning, fulfilment and distribution. “In terms of demand planning, our stakeholders and program leaders from around the world are serving in various communities and they need to have a simple and common tool that we can pull from. Over time, we have developed a tool with a fairly simple input process, and then we aggregate all those answers into a global demand each year, and this process has continued to be refined year on year. When it comes to fulfilment and global
05
w w w.wo rl dvi s ion . org
WORLD VISION
“ We are probably more on the other end of the spectrum where we are intentionally not cutting edge. Instead we are looking to be frugal, using technology that has the highest return on investment (ROI), as well as applications that provide the most effective impact” — Tim Covell, Supply Chain Director, World Vision
He adds that, “Envista has been our partner for a little over four years and they have played an important role in allowing us to utilise our ERP
06
distribution, I would say that we are still
for nonprofit application. A lot of what
on a journey about how we can build
we do is non-standard, we are using
global solutions. Here in the US, we
an ERP built for profit in a nonprofit
had a big win several years ago when
organisation, so being able to manage
we introduced a common ERP system
that efficiently and effectively we are
for both managing donations as well
really thankful for Envista for provid-
as ministry executions for serving
ing the expertise.” Other technology
our communities. Now that we’re on
World Vision has adopted to digitally
a common platform, the ability to move
transform its operations include the
products around to maintain control
adoption of a new TMS system about
has really been bolstered,” adds Covell.
a year ago, “and so we are still going through the learning curves of the system and looking to be as effective as
World Vision; supporting communities to fight COVID-19 around the world CLICK TO WATCH
|
2:17
07 we can with that tool which has a huge
make to our operations when it comes
opportunity to be much more impact-
to technology to enable this in the future.”
ful than the homegrown system that
When it comes to the importance
we were using prior to that.” Reflecting on the future of technol-
of technology, Covell believes that “having connectivity to all of our
ogy at World Vision, Covell notes that
stakeholders, donors, carriers and
one area his team has been looking
customers is critical. As a team – aside
into in the last year and will continue to
from the ones who are continuing to
do so in the future is having an impact
work in warehouses and distribution
assessment of donated Gifts in Kind
– we are able to work from home.
(GIK) to understand how to maximise
The team that’s interacting with our
the freight dollar spend and where
various stakeholders are able to work
the company can use it for the most
from home and not miss a beat and
significant impact. “As a result we are
that has been excellent. However,
looking into improvements that we can
in my personal opinion, this is not w w w.wo rl dvi s ion . org
SERVING THOSE W H O S E RV E H IM
Over 60 years as the leading freight forwarder of Humanitarian Aid cargo. Expertise and solutions for non-routine and non-repetitive routes. EDI capabilities, annual Logistics Forum.
WATCH OUR VIDEO
VISIT OUR WEBSITE
going to be the new normal. I personally believe that being together as a team provides great value due to the connectedness of the team. Working from home creates challenges that you need to overcome on a day to day basis. So I don’t see this as the new normal, I think the days of the office aren’t numbered.” Since the outbreak of COVID-19, Covell explains that while its office based teams have faced minimal disruption, the operations of organisation have not been without challenges. “It’s interesting times for sure,” notes
GET A QUOTE
1950
Year founded
$2.75bn Revenue in US dollars
10,000+
Number of employees (Linkedin)
Covell, “here in the United States we
response as well as a local emer-
have had to deal with not being able
gency response, which putting all
to bring in our volunteers for our seven
these elements together makes a
sites in the US which we rely heavily
very challenging environment,” com-
on to make our operations work. So
ments Covell. He believes that “the
not having the volunteers has been
US team has done an excellent job
a significant disruption. In terms of
setting up distribution hubs at 12 dif-
distribution, we are still getting dona-
ferent sites around the country and
tions in from corporations which is
have been ramping up efforts to get
awesome, but the team has pivoted
food and essential supplies to each
to emergency response instead of
of those hubs on top of serving 17 of
normal distributions, so we are cur-
the most fragile countries impacted
rently serving a global emergency
by COVID-19.” 09
E X E C U T I V E P R OF IL E :
Tim Covell Title: Supply Chain Director Company: World Vision Industry: Non-profit Organization Management Tim has a BS in Operations Research/Systems Analysis from West Point Military Academy, and a MS in Engineering Management from Milwaukee School of Engineering. After some time serving in the Army and then leading operations in transportation services, he spent over 21 years at GE Healthcare in Milwaukee, WI. During that time, he had experience in a variety of roles from Mfg and Materials leadership to New Product Development and Advanced Manufacturing Engineering. He recently joined World Vision in Seattle, WA to lead the GIK Supply Chain operation and has been serving there for 3 ½ years. w w w.wo rl dvi s ion . org
WORLD VISION
10
When it comes to the future of the
of poverty. So for me, COVID-19
industry, Covell details that “one of the
reinforces the criticality of our min-
dynamics of poverty is the inability to
istry and services for the future.”
deal with emergencies or crises as
Reflecting on the organisation,
they emerge and you’re living paycheck
Covell explains that “World Vision
to paycheck, day to day just to get
intends to provide a total business
by. Therefore, having an emergency
solution for corporations, offering a
like COVID-19 reinforces the need for
holistic approach with team activities,
organisations like World Vision and
kit builds, cash donations, and GIK.
many others to be engaged in caring
We have an excellent team that works
for and uplifting communities that
with these corporations in terms of
are struggling to break that cycle
developing relationships and working
11
“ Now that we’re on a common platform, the ability to move products around to maintain control has really been bolstered” — Tim Covell, Supply Chain Director, World Vision
with them. Then, once a donation is made, my team then is the execution arm, so our focus is on providing a high level of service to the donor. In particular, we focus on having a short response time to get the product off of their dock – which is typically a priority for corporations – providing a reverse logistics solution, integrating with the donor’s operations. Finally, maintaining that ministry focus and making sure that we are a pull operation is key. w w w.c w o mpa w w.wo ny rl we dvi bsite. s ioncom . org
WORLD VISION
12
“ Having an emergency like COVID-19 reinforces the need for organisations like World Vision and many others to be engaged in caring for and uplifting communities that are struggling to break that cycle of poverty” — Tim Covell, Supply Chain Director, World Vision
13
w w w.wo rl dvi s ion . org
WORLD VISION
It’s important that we’re never taking a product from a corporation and then pushing it to a ministry site, instead we make sure at every turn that we’re responsive and sensitive to what is needed at the ministry site to care for people, making sure that the product we’re sending is providing value.” However, this mission isn’t done alone. Covell explains that World Vision is a small team which relies on its logistics partners significantly 14
internationally and domestically. “In terms of international logistics MX Shipping has been a core partner specialising in access to really challenging countries and last mile scenarios. On the domestic side, we have several core partners that we work with including C.H. Robinson
“ We make sure at every turn that we’re responsive and sensitive to what is needed at the ministry site to care for people, making sure that the product we’re sending is providing value” — Tim Covell, Supply Chain Director, World Vision
15
and Radiant two key partners that
each category allows checks and bal-
we lean heavily on. My philosophy is
ances ensuring that we’re being cost
to have a few core relationships and
effective as we go forward.”
not to jump around every year to build strong relationships and grow together. However, on the flip side, I’m not a fan of being single sourced and not having options, so having a few partners in w w w.wo rl dvi s ion . org
PO BOX 97 16 FEDER AL WAY WA 98063-97 16 T 1 888 511 65 48 www.worldvision.org
P0WERED BY