Vice President of Supply Chain at L3Harris Technologies (L3Harris), on the company’s approach to supply chain innovation to facilitate growth and navigate global challenges.
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Welcome to the December 2024 edition of CHAIN Magazine!
ith decorations adorning the office and festive playlists in full swing, Christmas is well and truly on its way here at iThink Media.
As our early Christmas present to you, we’re thrilled to bring you four exclusive interviews and a wealth of industry insights for this month’s instalment of CHAIN.
CHAIN is a specialist technology platform with over 211,300+ readers.
For our cover interview, I speak with Alex Niles, Vice President of Supply Chain at L3Harris Technologies (L3Harris), about the company’s approach to supply chain innovation to facilitate growth and navigate global challenges. Alex shares fascinating insights into how L3Harris has forged its position as a “Trusted Disruptor” in the rapidly evolving aerospace and defence industries (
Our community consists of C, V and D level executives from a wide range of industries. A unique blend of thought leadership interviews and features that cover digital transformation, supply chain, procurement, logistics, technology, AI and sustainability.
Christopher Darabant, Ph.D., Procurement Director at Unisys, joins me to shine a light on the company’s journey of learning and transformation within its operations to become a global tech leader. We dive into the future-focused strategy at Unisys, which hinges on understanding the marketplace and evolving to meet emerging client needs (
We welcomed the chance to sit down with Marc Moal, Global Head of Contract Manufacturing at Nestlé Nespresso, who explores the company’s innovations in manufacturing, commitment to quality and industry-leading sustainability initiatives (
I chat with Justin Jackson, COO at Jimbo’s, about the organics grocer’s trailblazing journey of development and transformation. Justin celebrates the company’s commitment to its core values, which have propelled the business throughout its forty-year journey of innovation and sustainable
Our features this month cover FedEx announcing new flight routes in Latin America ( 25 years of innovation at LogiPharma ( ), redefining freight transportation with AI and quantum ), and making the case that AI will transform jobs, not replace them, in the delivery industry (p96).
Last, but by no means least, we are thrilled to welcome Kevin Clarke, Director of Procurement (Global Sourcing Lead) at Zendesk, as the guest in our recurring spotlight feature
We hope you enjoy our latest edition. As always, if you would like to be considered as an interviewee or if you have a story for us to include, please do get in touch.
From all of us at iThink Media – we hope you have a relaxing Christmas and wish you all the very
6 Alex Niles discusses supply chain innovation in the rapidly evolving aerospace and defence industries at L3Harris
28 FedEx strengthens capabilities in Latin America with new flight routes
38 Christopher Darabant on the 150-year+ legacy of transformation and operational excellence at Unisys
50 LogiPharma celebrates 25 years of innovation
58 Marc Moal highlights Nestlé Nespresso’s innovations in manufacturing and sustainability agenda
74 Discover how BATCH is using AI and quantum computing to redefine freight transportation
82 Justin Jackson, COO at organic grocer Jimbo’s, presents the case for values-driven longevity
96 How autonomous delivery will transform jobs, not replace them
108 In the company of… Kevin Clarke
Alex Niles, Vice President of Supply Chain at L3Harris Technologies (L3Harris), on the company’s approach to supply chain innovation to facilitate growth and navigate global challenges.
AN INDUSTRY-LEADING DEFENCE
The company’s largest segment, Space and Airborne Systems (SAS), supports all areas of national security. Organised into four sectors – Space Systems, Airborne Combat Systems, Intelligence & Cyber and Mission Networks – SAS has a fully integrated supply chain team of professionals in subcontracts, procurement, material management and inventory & asset management.
Leading the supply chain function for SAS is Alex Niles, Vice President of Supply Chain at L3Harris. Alex joins us today to discuss supply chain innovation within the complex and rapidly changing aerospace and defence industry.
To begin, Alex explains how the company has built up its status as a ‘Trusted Disruptor’ – a term that encompasses its mission statement to innovate relentlessly and deliver capability with the speed, passion and determination that its customers demand.
“We are the Trusted Disruptor in this industry,” says Alex. “One of the things we always say that aligns directly with our supply chain strategy is that resiliency builds trust, and agility facilitates disruption.
“For that to work, we need to make sure that we have strong processes and partners throughout our supply chain, and that we have the infrastructure in place to quickly
respond to the needs of our internal customers and end users. This all helps facilitate innovation.
“One of the things we’re really proud of right now is our work in AI and robotic process automation. We’ve been looking at the activities our teams have to undertake that may be manual in nature, but also highly repetitive, and training bots to take on these tasks. So we’re now on a journey
to assess these tasks and automate them to improve our agility and speed and create more time for our teams to focus on higher-level, critical activities.
“We’re also prioritising our strong supplier partnerships. Like everyone, we learned a lot during the COVID-19 pandemic. During that time, we were most successful in the areas where we had our strongest partner relationships, and we’ve taken that
lesson forward. Now, we’re looking at putting standardised processes in place so that we can establish our partnerships in a uniform way.
“For instance, in 2022 we held our first strategic supplier workshops. These were an intimate group of core suppliers that we brought in to talk about how we work together today, and how we want to work together in the future in terms of communication
“ONE OF THE THINGS WE’RE REALLY PROUD OF RIGHT NOW IS OUR WORK IN AI AND ROBOTIC PROCESS AUTOMATION”
Alex Niles, Vice President of Supply Chain at L3Harris Technologies
What’s the difference between a manufacturer that’ll simply deliver
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35 Technologies Group is a vertically integrated production company that ensures that existing solutions are leveraged, that innovation is utilised, and that product is designed for manufacturability (DFM) through comprehensive and thorough engineering assistance, testing, and inspection processes resulting in your success.
Need a part manufactured to dimensions of a mere .004” – the thickness of a piece of paper? We do that. How about milling a 60” long, 500+ pound block of metal? We do that too. And most everything in between. Our Phantom Technologies machine shop has CNC lathe capability up to 1-5/8” diameter with thread rolling ability. All this, while holding tolerances to within .0005”.
Phantom Technologies not only performs dedicated large quantity production machining, but also supports our customer-partners with small quantity R&D machining. And we always have our customers safeguarded in times of emergency given our ability to “quick turn machine” when out of the ordinary situations arise.
Whether it be soft metals like aluminium, or plastics, or hard metals such as stainless steel or titanium, problematic metals such as beryllium, or even uncommonly hard metals such as A286 Super Alloy and Nitronic 60, 35 Technologies Group can manage it all.
Need more than just a piece part? By being a vertically integrated organisation, 35 Technologies
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Want proof? Consider this: Through the vertical integration capabilities of the 35 Technologies Group divisions – Phantom Technologies, JSM Electronics, and Shadow Technologies – we assisted the L3 Harris Corporation in the development of the IBA (Integrated Backplane Assembly) for the F35 Joint Strike Force Fighter Jet and are the current producer which involves milling of the containment case, cable production (using our self-produced RF connectors), RF Testing, Cable Phase Matching, Fiber Optic Testing, Assembly, and Thermal Chamber Testing.
We have been a valued partner in both development assistance and production for L3 Harris for 30 years, as well as being a respected and valued participant in affordability study consultations. Customer retention is something we take much pride in, and that doesn’t happen by accident – it is not simply given, it is earned. So, this is no small feat.
Our JSM Electronics and Shadow Technologies divisions have been producing cable assemblies and harnesses for a sizable number of customers since 1996. And both divisions continue to be a critical sub-manufacturer to customers such as Lockheed Martin, Northrup Gruman and Ducommun, and have been reliably producing and supplying Hellfire Missile Harnesses, Hypersonic Missile Harnesses, and JAGM Missile Harnesses (Lockheed) for over 20 years.
Independent of our extensive history of manufacturing defence-related products, we also produce for the commercial market. An illustration of this is the Shadow Technologies constructed Extended Range Wi-Fi Antennas which feature in-house produced connectors, cable assemblies, and miscellaneous hardware, as well as PC board coating and testing verification. Yet another manufactured item brought about by our vertically integrated facilities.
Given the range of our expansive production and assembly capabilities, the 35 Technologies Group of companies can produce a single piece part or an entire assembly containing hundreds of parts. Your needs will be accommodated.
Built on a foundational belief of ongoing capital re-investment and a never-ending recruitment of
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From the beginning to the end, the 35 Technologies Group of companies (Phantom Technologies, JSM Electronics, & Shadow Technologies) have the know-how, experience, and capacity to expertly and efficiently support your manufacturing needs.
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strategy as it relates to needs and roadmaps.
“These workshops have become the key communication outlet for us and our suppliers to get together in the same room and really talk about what’s ahead of us for the next two to three years. They’re an opportunity where our senior leaders can talk about what’s most important for us, and then we can get feedback from our suppliers and take action.
“What we said in our first workshop was that we didn’t just want to have one-sided presentations. Instead, we wanted to have round table discussions where we could explore our future as an equal partnership.
“I view our supply chains as an extension of our own teams. There are resources, there’s talent and there’s capability –and we want to leverage the resources on both sides to benefit the partnership.
“A notable partner for us is 35 Technologies Group – in terms of technology and road mapping, they’ve been very helpful in taking on certain capabilities that we need and partnering with us to deliver
Shadow Technologies has been a producer of quality RF Cable Assemblies and Harnesses since 1996. And there’s so much more. Apart from cable and harness production, Shadow Technologies fully integrates high level assemblies, performs RF Testing and Cable Phase Matching, Fiber Optic Testing and Environmental Chamber Testing.
Shadow Technologies continues to be a critical sub-manufacturer to customers such as L3-Harris, Lockheed Martin, Northrup Gruman, and Ducommun for one simple reason… we’re good at what we do. In fact, we’re very good at what we do!
Explore how Shadow Technologies know-how and experience can expertly and efficiently support the manufacturing needs of your company.
these new developments together and more quickly get them to the customer.
“Another partner in particular is Alexander Machine & Tool Company, LLC. (AM&T), who are one of the machine suppliers we work with who are doing rapid prototyping for us. Amphenol is another one, where they’re understanding where the technology is going and understanding how to apply that technology into our specific
“WE’RE WORKING CLOSELY WITH OUR SUPPLIERS TO BETTER DEVELOP OUR TECHNOLOGY ROADMAP FOR THE FUTURE”
circumstances, helping us accelerate some of our programme schedules. Finally, I’d like to mention Spectrum Control, who have been instrumental in helping us develop mission roadmaps to hone our product offering to ensure it’s to our customer’s specifications.”
As Alex explains, delivering on goals and customer specifications has never been more crucial. For Alex, a turbulent global landscape requires significant
forward planning and an investment into the technologies that will shape the decade to come.
“Now more than ever, world events are creating a platform for innovation,” says Alex. “We’re working closely with our suppliers to better develop our technology roadmap for the future, so we can ensure that we’re supplying our customers with what they need day in and day out, while also anticipating
Amphenol Printed Circuits (APC) is a world leader in the printed circuit industry for Military and Commercial markets, building PCB’s, Backplanes, Flex and Rigid-Flex products to meet our customers’ complex needs.
Our capabilities are among the world’s broadest and most advanced, delivering consistent quality and reliability for demanding high-bandwidth systems and mission-critical applications for more than 40 years. Proven engineering and manufacturing expertise eliminates design obstacles. The 214,000 square foot New Hampshire facility features state-of-the-art PCB manufacturing equipment and optimised material handling to ensure the highest quality and consistency. Our Advanced Assembly and Test Operations are located in Nashua, New Hampshire, Mesa, Arizona and Nogales, Mexico.
APC offers PWB Design Services and Applications Engineering support to provide our valued customers the option of a full turn key electronics packaging solution.
Developing, designing and manufacturing advanced circuit systems can be a challenging venture. The right talent and technology can make all the difference.
Our goal, is to ensure the greatest value for your mission critical products. The Amphenol Advantage provides a world of solutions which merges thoughtful ideas with advanced manufacturing capabilities.
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Rigid Flex product 42+ layers with panel sizes up to 24 x 36 Inches
RF PWB’s utilising most current low-loss materials
Advanced Assembly – SMT, Press Fit, Through Hole Soldering, Wire Bond including Conformal Coating, Bonding, Backfill and Potting Operations, and Mechanical Assembly
APC supports most Testing requirements including Level I and Level II Electrical Test, Hi Pot Testing, Thermal Cycling, and RF Testing
their needs for the next ten years. We want to make sure that our suppliers are involved in that conversation, so that they know what we intend to provide and how they can help us reach that goal.
“This not only puts us a step ahead, but also puts our suppliers a step ahead, so that we’re able to work together and develop technology and solutions in a much more rapid way than if we were all trying to innovate separately.”
Alex notes how the development of new technologies – both internally and externally – is streamlining the way L3Harris approaches supply chain disruptions.
“The need for robotic process automation was amplified during the COVID-19 pandemic,” says Alex. “So we deployed the use of a supply chain mapping tool that allowed us to receive real-time intelligence on supply chain disruptions – whether that’s cyber or environmental.
“I’m based in Florida, and during the recent hurricanes we were able to get important information related to suppliers that may be in the path of a storm or further
“THE CONVERGENCE OF TECHNICAL SOLUTIONS AND PROCESSES THAT’S HAPPENING RIGHT NOW IS INCREDIBLY
disruption with this tool, which helped us take action to mitigate and redirect.
“When you have supply chains that extend across the globe, you know that disruptions are always going to come up, so this tool is now a standard part of our Materials Requirements Planning (MRP). This has been really helpful for our teams, as we can more easily wrap our heads around what risks are out there and how we can assess those risk in a systematic way.
Since its founding in 1969, Alexander Machine and Tool, AM&T, has set the standard for excellence in manufacturing and engineered solutions serving industries that demand nothing less than precision and quality. Guided by the principle “Partnering for Precision Solutions,” AM&T is committed to building long-lasting relationships with customers by providing not only expertly crafted products but also comprehensive, customised solutions. Their mission is clear: success is achieved when our customers excel.
AM&T’s team of 65 dedicated professionals operate their Woburn, MA facility 24 hours a day to deliver high-quality machined products that reflect decades of expertise and a drive for innovation. Utilising advanced three-, four-, and fifth-axis vertical and horizontal machines, AM&T consistently meets complex machining requirements
with efficiency and precision. By focusing on the latest in manufacturing technology and methodologies, they help customers reduce costs, improve speed-to-market, and enhance overall product performance.
Central to AM&T’s operation is a collaborative approach that brings engineering insight into every phase of product development. “Our goal is to help our customers design products by engineering out expense and engineering in improvements,” says President Tammy Soper. This commitment to partnership has allowed AM&T to solve intricate challenges and deliver solutions that set customers apart in their industries. As an industryagnostic company, the AM&T team utilises a process selection analysis to determine the best manufacturing method. AM&T is a strategic partner with many defence prime companies who rely on their quality, delivery, and
engineering expertise for chassis, castings, vacuum bonding, assemblies, and brazing projects.
AM&T’s success is rooted in its culture of excellence, where management encourages daily innovation, creativity, and continuous improvement. Beyond fostering these values, employees are also invested in the company’s success through a profit-sharing programme, empowering them to contribute ideas and enhance processes that keep AM&T at the forefront of the industry. One standout example of their dedication to efficiency and quality is the Visual ERP system. This advanced software enables seamless integration across operations, from design to production, ensuring that every product is crafted to meet precise standards with on-time delivery.
For decades, AM&T has been a trusted partner to their customers, providing highquality machined products and assemblies that adapt to the evolving demands of the industry. AM&T and L3Harris are celebrating over 45 years as strategic partners. Their team’s focus on precision, collaboration, and continuous improvement makes AM&T more than a manufacturer—it makes them a valued partner in their customers’ success stories.
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• 70+ years of supporting customers in the A&D and industrial sectors
“We’ve also implemented some advanced planning and scheduling systems over the past couple of years that allow our teams to really partner with our customers and do some scenario planning for how we accelerate delivery schedules and more quickly field our products and solutions to support the end user.
“This has allowed our teams to do more complex industrial planning far more effectively than we would have
been able to do in the past, when it would have been a much more manual process. I think this is one of the things that really sets L3Harris apart from our peers – we’re able to utilise technologies from third parties in a way many other companies can’t. Our heritage has given us the muscle to wield these IT resources in a different way.”
So, what does the future hold for L3Harris?
“Maintaining excellent quality and accelerating deliveries is going to be crucial for us long term,” shares Alex. “It supports our disruptive approach and gives us the agility to meet everincreasing customer timelines. There is a need to deploy capabilities in the aerospace and defence sector faster, and we're now able to see something go from a concept to being deployed within a year or two – making this an even more exciting industry to work in.
“We’re involved in so many domains – air, sea, land, space and cyber. We cover the full defence space, and we’ve really empowered our teams to take the best practices and solutions from any one of those domains and apply them to the other, whether that’s an actual technical product offering or an abstract process.
“The convergence of technical solutions and processes that’s happening right now is incredibly exciting, and it’s really accelerating how quickly we’re able to drive programmes forward, leverage teams in other areas and test out new approaches.”
Learn more about L3Harris here.
“I love TED Talks,” says Alex. “I find a lot of value in them, whether I’m travelling or driving into the office, and I often use them as a part of my annual kickoff meetings with my staff. Our meetings usually have a theme, and these TED Talks help me frame them.
“We recently used Angela Lee Duckworth’s TED Talk ‘Grit: The Power of Passion and Perseverance.’
I think anyone who has chosen a career in supply chain understands that there’s a lot of passion in our function, and you have to persevere through the daily challenges that may occur as you try to sustain legacy supply chains.
“I’ve also read her book, Grit: Why passion and resilience are the secrets to success. I think this is a great read and really makes you challenge yourself – are you aligned with something that you’re passionate about, and are you willing to push yourself through difficult circumstances? You have to be, because that’s how you drive excellence in a company.”
Connect with Alex
The company has launched new flights in Central and South America, offering customers increased shipping capabilities and enhanced connectivity and making it easier to import and export goods.
Federal Express Corporation (FedEx), the world’s largest express transportation company, continues to strengthen its commitment to Latin America’s economic growth and connectivity.
he company has strengthened its air network with two new flights linking important markets in South and Central America with Miami, offering increased capabilities and better connectivity for its customers in the US and other global destinations.
In South America, the new route served by a FedEx Boeing 767-300 aircraft connects the international
airports of Ezeiza in Buenos Aires, Argentina, the Airport of Santiago in Chile, and Mariscal Sucre in Quito, Ecuador, with Miami International Airport. In Central America, a FedEx Boeing 757 aircraft provides direct connectivity from La Aurora airport in Guatemala and Ramon Villeda Morales International Airport in San Pedro Sula, Honduras, with Miami. Both of these aircraft are operating multiple times per week.
With these new flights, FedEx is also establishing direct commercial presence in Honduras and Ecuador – to be closer to its customers and better serve their international shipping needs. The flights will benefit sectors such as flowers, coffee and cacao, seeds,
high-tech, the textile industry and the automotive industry, which have gained increased international market share.
Miami International Airport, the origin and destination for these routes, is among the
Miami International Airport, the origin and destination for these routes, is among the top three cargo airports in the US and one of the main transportation and international trade hubs in the Americas
top three cargo airports in the US and one of the main transportation and international trade hubs in the Americas, playing a crucial role in connecting the region to the rest of the world. The FedEx Hub at Miami International Airport is strategically equipped to efficiently handle significant volumes of cargo and is home to the largest cold storage facility in the company’s global network,
The launch of these new routes marks a significant milestone in the history and growth strategy of FedEx across the region
Luiz
R. Vasconcelos, President of FedEx in Latin America and the Caribbean
providing optimal logistics and cold chain support.
“The launch of these new routes marks a significant milestone in the history and growth strategy of FedEx across the region,” says Luiz R. Vasconcelos, President of
FedEx in Latin America and the Caribbean. “These flights are part of the ongoing air network redesign, aimed at better serving customers of all sizes by providing direct connectivity with the Americas and the world.”
Source: FedEx
More than 150 years of innovation: How Unisys became a global tech
Christopher Darabant, Ph.D., Procurement Director at Unisys, on the company’s journey of learning and transformation within its operations
Global technology solutions company Unisys has been pushing the boundaries of what’s possible since 1873, when its forebear E. Remington and Sons created the first commercially viable typewriter.
oday, Unisys applies specialised expertise and advanced technologies to strengthen teams and transform existing processes. It helps clients act upon new opportunities through a range of solutions powered by emerging technologies.
Joining us today to discuss the company’s approach to innovating its own operations and building valued partnerships is Unisys’ Procurement Director, Christopher Darabant, who has a doctorate in philosophy and
organisational leadership. His Unisys experience spans more than 30 years.
To begin, Christopher explores the company’s future-focused approach to understanding the marketplace.
“Operational excellence for Unisys means looking ahead to what future deliverables may be demanded by the marketplace while continuing to advance and expand our current suite of services,” says Christopher.
“It’s all about agility, one of our core behaviours. By streamlining our delivery and adapting our offerings,
we improve internal efficiency and reduce costs, not just for us but for our clients as well which gives us a competitive advantage.”
As the company looks to the future, it’s keeping a constant eye on opportunities for transformation.
“At Unisys, transformation is the standard,” says Christopher. We encourage associates to be curious, to explore and experiment with new ways of working as core behaviours that are part of our Winning Culture.
“We view transformation from three angles: work streams where we focus on ensuring the correct training is available for employees; processes where we optimise our supplier onboarding; and technology work streams where we focus on how we use technology to increase productivity.”
Deciding what specific innovations to deploy can sometimes be a challenge – particularly for a global organisation such as Unisys. Christopher stresses the importance of being aware of your user base when developing new systems.
“Active listening is crucial when it comes to operational excellence, and it plays a key role in Unisys’ strategy,” says Christopher. “We value our clients’ feedback and look for ways to apply it to the way we work, advance our solutions and serve future clients. Who better to know how a programme is working than our clients? By meeting our clients where they are, Unisys can provide a more tailored experience based on business needs. Knowledge is power, and it’s a learning experience for us too.”
But the importance of listening extends beyond clients – building valued
relationships with suppliers has been pivotal for the company’s long-term growth.
“When innovating within the supply chain, it’s important to establish preferred suppliers,” says Christopher.
“By having specific suppliers that we always go to for certain deliverables, we’re able to establish a sense of partnership between ourselves and the supplier.
“When a supplier knows that they’re a valued partner, they’re more likely to provide a quality product or service and closely collaborate with us –
ultimately delivering us a greater level of support. We want to source our products ethically and be agile in our operations, and we’re lucky to have a strong supplier base that meets those priorities.”
Internally, the company is committed to the career growth of its associates and offers professional development and continuous learning opportunities through the Unisys University, mentoring and other educational resources. One specific way Unisys is supporting employee growth is through a programme called Procurement Academy, which Christopher developed in 2020.
“Our functions, our stakeholders and the company itself all work alongside one another seamlessly, and we always get to where we need to be”
Christopher Darabant, Ph.D., Procurement Director at Unisys
“I created Procurement Academy four years ago with three phases in mind,” says Christopher. “The first phase is course content provided by Percipio, a company that supplies Unisys with internal learning materials. There are some courses that are mandated for our employees to take, but my team and I pulled out more procurementrelated courses and formed a syllabus for each of them based on the time it takes, the anticipated outcome and the expectations.
“Once employees have completed this first phase, they move on to external training, which we hold once a year with a company called Positive Purchasing. The final phase is something we call Near Peer training, where you link up with another Unisys employee within the procurement group, and they coach you through new initiatives and projects you might not be familiar with.
“For instance, there may be someone working in market intelligence who wants to be a Category Manager, but they don’t know how to achieve that goal. In that case, they might enter a near-peer relationship with someone who is familiar with being a Category Manager, and they can be coached into taking on that role. Joining Procurement Academy can be either leader- or employee-initiated. Our goal is to drive growth opportunities within our teams.
“We’ve also used Procurement Academy as a model and a platform for external training with guest speakers. So, if we have a new mandate for compliance and ethics from the legal team, we might bring a legal expert to give a short lecture. We’ll record this lecture and put it in our Procurement Academy library, which is a learning repository for procurement white papers and training recordings. We put this together to help teach and coach future procurement professionals.”
However, while Procurement Academy is providing ample opportunities for growth within the company, Christopher credits Unisys’ close relationships with its partners as helping the company learn and discover new strategies for success across the global market.
“A key example is the strategic partnership we’ve developed with Sims. Our procurement team has used Sims’ services for decades”
“We have internal and external partners,” says Christopher. “Our internal partners really are our stakeholders and an important component to our success. I see the relationship as a symbiotic one – our stakeholders rely on procurement to establish back-office procedures that allow certain initiatives to succeed, and our stakeholders give us the opportunity to educate ourselves on new strategies and initiatives to pursue.
“There’s always an opportunity for both sides to learn and succeed together. Working so closely with our stakeholders affords us a sense of understanding to anticipate what our stakeholders will need, increasing efficiency and streamlining the process.”
But the company’s external partners are just as important when maintaining operational efficiency.
“A strong and reliable supplier base is the beginning stage of a successful purchasing initiative,” explains Christopher. “You need these relationships built on trust and mutual benefits so you have a network you can reach out to during a crucial period of an initiative. We treat our suppliers as partners and as members of our team.
“A key example is the strategic partnership we’ve developed with Sims. Our procurement team has used Sims’ services for decades, initially working with them for the recycling and disposal of large technology projects such as server racks and outdated desktop machines. Sims would then break down the boards within those old desktops and reclaim precious metals. Today, our relationship with them has changed.
“About ten years ago, I led an effort to not only recycle obsolete equipment
From decommissioning to data destruction, Sims Lifecycle Services (SLS) simplifies IT asset disposition (ITAD), data centre decommissioning and e-waste recycling. We ensure secure, compliant and sustainable solutions every step of the way.
Data Centre Equipment
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Global Reach
“We have worked with SLS for decades. They are a trusted partner in helping Unisys and our clients repurpose IT assets removed from their offices and data centres across the globe.”
Christopher Darabant Procurement Director, Unisys
Partner with SLS for seamless ITAD solutions.
with Sims but also remarket equipment that still had value on the secondary market. So, when one of our clients has a tech refresh, we’ll send the laptops directly to Sims, who will repair them, replace bad components and sell them to the secondary market.”
As a global leader in technology and client solutions, Unisys will always prioritise innovation as the market continues to grow, between client offerings and associate support, providing up-to-date training on the latest processes and technologies. Current and future developments would not be possible without an efficient and streamlined procurement function.
“One of the great things about Unisys is how global procurement works so efficiently across many different functions and geographies,” says Christopher. “We’re all able to come together to accomplish a common initiative – whether that’s an internal task or a client-related deliverable. Our functions, our stakeholders and the company itself all work alongside one another seamlessly, and we always get to where we need to be.”
Learn more about Unisys here.
“I’m an FAA-licensed pilot,” says Christopher. “I love flying, but when I can’t fly real aeroplanes I enjoy putting model aeroplanes together. I’ve been doing this since the late 1970s, and I’ve found that there’s a real level of satisfaction when you take a box of raw wood and toothpicks, and you create something that can fly and go 80 miles per hour. I also love history, and I’m an avid metal detectorist. I’ve found old coins and artefacts dating back over a hundred years.”
Transforming plastic recycling
“I’m looking forward to the new environmental, social governance (ESG) initiative I’m working on with Sims,” says Christopher. “They’ve developed a new, innovative way of recycling certain plastics, and I’ll be going to Nashville soon to have a look at this new programme and see how it works. There’s a lot of plastic on laptops and similar equipment, so instead of that ending in a landfill we can be more sustainable.”
Connect with Christopher
of
Lyon
The world’s largest life sciences supply chain event will be taking place on April 8-10, 2025.
LogiPharma, the world's largest life sciences supply chain event, is returning to Lyon in 2025, where it will celebrate its 25th anniversary.
osted at the Palais des Congrès on April 8-10, 2025, the milestone event is expected to attract 2,500 attendees from across the global life sciences industry. Leaders and companies from the pharmaceutical, logistics and biotech sectors will once again have the opportunity to share insights, gain valuable knowledge and build essential industry connections.
First held in Geneva, LogiPharma has grown from
a 120-attendee, Europeanfocused logistics event to one of the world’s leading platforms for advancing the life sciences supply chain. Industry representatives from the US, Europe, Asia, the Middle East and Africa will attend the 2025 edition, reflecting the event’s expansion to a truly global event.
“From our early days as a logistics-focused gathering in Switzerland, LogiPharma has evolved to become the essential meeting point for
supply chain professionals,” says Jake Brown, Commercial Lead at LogiPharma. “We’re delighted to see the extensive range of representation at LogiPharma today, with attendees from around the world spanning the breadth of the life sciences sector.”
The 2025 conference promises an updated and tailored agenda focused on the key topics that are essential
for the industry’s future. Visitors can look forward to panel discussions, conference tracks and masterclasses addressing critical areas such as AI, sustainability, strategy and planning, digital transformation, temperaturecontrolled operations, logistics, distribution and more.
Many of LogiPharma’s current key sponsors and exhibitors have
“LogiPharma continues to play a crucial role in enabling professionals to stay informed about trends and drive improvements to patient care throughout the entire end-to-end supply chain”
Will Robinson, LogiPharma’s Conference Director
supported the event for several years, underscoring its role as an essential gathering for industry innovation and networking.
“We have seen LogiPharma evolve from a nice-to-attend to a must-attend event,” says Eric ten Kate, Global Sector Leader in Healthcare at CEVA Logistics. “It is now a place where a lot of knowledge is shared, and challenges are addressed in a collaborative and patient-centric way. It’s an event that you just want to be part of.”
“LogiPharma continues to play a crucial role in enabling professionals to stay informed about trends and drive improvements to patient care throughout the entire end-toend supply chain,” concludes Will Robinson, LogiPharma’s Conference Director. “As we prepare to celebrate our 25th anniversary, we look forward to welcoming attendees back to Lyon for engaging discussions that will help shape the future of the industry.”
Discover more about LogiPharma 2025 here.
Marc Moal, Global Head of Contract
Manufacturing at Nestlé Nespresso highlights the company’s innovations in manufacturing.
FOR
oday, the company is focused on constant growth and innovation in delivering consistent quality, while simultaneously developing its vision for sustainability which is encapsulated within its strategic framework, The Positive Cup.
Speaking to us about the company’s manufacturing operations is Marc Moal, Global Head of Contract Manufacturing at Nestlé Nespresso – a role that involves supervising the manufacturing activities of the wellknown coffee machines. To begin, Marc explains how the company is
embarking on a journey to transform its operations.
“We prioritise constant efficiencies in our contract manufacturing operations to ensure the delivery of coffee machines with the best quality and an optimised environmental footprint says Marc. “Automation and digitalisation play crucial roles in achieving these objectives – as well as helping us overcome some of the challenges we and the entire industry face everyday such as staffing or traceability.
“To enable that journey, we partner with our manufacturers to deliver
“WE’VE PARTNERED WITH EMOLDINO TO ENABLE
Marc Moal, Global Head of Contract Manufacturing at Nestlé Nespresso
year-on-year efficiencies. We’ve also been conducting lean assessments and adopting innovative ideas from our network to stay at the forefront of technology.
“For instance, we’ve partnered with eMoldino to enable realtime monitoring of our injection
moulds, allowing us to optimise their usage and make informed decisions about renewals. We’ve
also introduced collaborative robots (cobots) that can perform various operations with different machines using reliable image recognition. This level of automation enhances our manufacturing processes and improves overall efficiency.”
Their solution provided us visibility to quickly mitigate potential delays without emergency interventions
VP, Supply Chain, Fortune 500 Consumer Goods Company
Capacity planning to reduce outsourced supplier risk
Remote Tooling Audit to reduce supplier visits
On-time delivery to maintain production schedules
Tooling Lifecycle management to prevent operational downtime
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The company is also endeavouring to amplify its sustainability initiatives.
“Although our capsule recycling initiatives are deployed worldwide, we’re equally committed to embedding sustainability in the manufacturing and maintenance of our coffee machines,” says Marc. “We prioritise materials with the lowest CO2 impact, such as recycled plastics, paper and pulp, as well as having reduced paper usage by digitising our user manuals. Additionally, we’ve put initiatives in place to minimise electrical consumption –such as optimising power-off times – and have launched our Relove programme which offers customers the possibility to buy reconditioned machines.
“To further accelerate our sustainability efforts, we are acting on multiple levers and various opportunities – including a partnership with the Ellen MacArthur Foundation to promote circularity by reselling our injection moulds at the end of their lifecycle. We’re also constantly pushing our suppliers to reduce their carbon footprint, elevating them year on year through local initiatives.”
However, it can be challenging to deploy practices such as this when managing a wide range of machine models. To streamline this process, Nestlé Nespresso is looking to embark on a platform approach to its practice.
“AS NESTLÉ NESPRESSO CONTINUES TO INNOVATE, THE COMPANY IS FOCUSED ON IMPROVING THE QUALITY OF ITS MACHINES, PRIORITISING DURABILITY AND SUSTAINABILITY TO MEET EVOLVING CUSTOMER NEEDS”
“There’s a lot of complexity that comes from offering multiple machine models,” explains Marc. “We have the Original Line, Vertuo and Professional systems, each with their own unique features and designs. To combat the difficulties that can arise from this complexity, we have undertaken a comprehensive analysis over the past ten months and, as a result, we’re transitioning towards implementing a platform approach.
“This approach opens up exciting opportunities by enhancing technical reliability, optimising investments and simplifying our SKU range. By refining our product lineup and standardising internal components, we can boost reliability, manage costs effectively, and continue to delight our customers with innovative features and attractive designs. Several leading companies have embraced similar transformations with great success, and we’re confident that we, too, can achieve outstanding results.”
However, Marc emphasises that Nestlé Nespresso would not be able to take on this challenge without its robust partnerships.
“Partners and suppliers play a vital role in our growth and operations,” says Marc. “We rely on a broad network of manufacturers, suppliers and distributors to deliver machines of exceptional quality, value, and timely delivery.
“For instance, our collaboration with Breville in the co-development of Creatista machines has been highly successful. This partnership leveraged our extraction technology and Breville’s iconic metallic-based
design, resulting in the creation of some very innovative and high-quality machines.”
And as Nestlé Nespresso continues to innovate, the company is focused on improving the quality of its machines, prioritising durability and sustainability to meet evolving customer needs.
“We really want to prioritise quality over quantity while producing responsibly,” says Marc. “Our focus is on growing the number of reconditioned machines to fulfil our commitment towards reducing greenhouse gas emissions. By implementing a platform approach, we can also reduce technical
complexity – resulting in a cascade of positive effects such as fewer SKUs, spare parts, production lines and custom components.
“This approach will enable us to deliver better quality, great value, connectivity experience, circularity options, demand and supply management, and overall customer experience. Our future rests in the deployment of this platform approach, allowing an innovative focus on last-time differentiation.”
As Marc looks to the future of Nestlé Nespresso, he credits the internal team and the company’s manufacturing partners for helping it become a global industry leader.
“We take pride in being one of the largest home appliance makers globally, and we attribute this success to the dedicated team at our headquarters, known as ‘The One team machine,’” celebrates Marc. “These people work tirelessly to provide the most innovative, reliable and competitive machines to our customers.
“We also recognise the invaluable contributions of our manufacturing partners. Our collaborations with well-known distributors have also significantly impacted our supply chain performance, ensuring the seamless delivery of our products to customers worldwide.”
Learn more about Nestlé Nespresso here.
Marc recommends
“I’d like to mention a book that has really helped me develop the tactics to become a better person every day,” says Marc. “Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear has made me reflect on how tiny routines can change the way I live my life.
“A very basic example of this is that I was regularly arriving at work without either my badge, my phone or my wallet, which was causing me to lose time. Now, I’ve developed a mnemonic to ensure I have everything I need before I leave the house, which is saving me time and reducing my stress.”
connections
“I’m always interested in exchanging ideas with peers and potential partners, because the best ideas come from connection,” says Marc. “I love to travel to our factories and exchange ideas with the people working there –from the shop floor to executives. I’m also very interested in learning about startups that are developing solutions that can solve some of the problems we face. Recently,
How BATCH is using AI and quantum computing to redefine freight transportation globally.
ith a focus on AI, machine learning and quantum computing, BATCH is empowering shippers, brokers and carriers to thrive in the new age of sophisticated logistics.
Currently, BATCH is establishing new standards in freight pricing accuracy and speed through its Advanced Trucking & Logistics Automation System (ATLAS). This groundbreaking system uses a unique fusion of advanced AI algorithms and quantum computing power to price 200,000 freight lanes daily across the US. This technology offers pricing capabilities for specialised transformation modes – including drayage containers, dry vans, refrigerated units and flatbeds.
BATCH’s innovative approach processes information in a new way, squeezing more from traditional sources than ever before. This allows the company to provide carriers and
TECHNOLOGY AND PROFESSIONAL
shippers with the most up-to-date and competitive pricing information, enabling rapid and informed decisionmaking.
However, the impact of BATCH’s innovation extends beyond pricing to the entire freight ecosystem. By providing more accurate and dynamic price quoting, the company is helping to reduce inefficiencies in the market, leading to better resource allocation and potentially lower costs for shippers.
“Our AI-driven approach allows us to assess real-time market trends and extract detailed information from our data sources through proprietary algorithms, all of which influence our pricing accuracy and forecasting
capability, ” says Mirna Kusalovic, Chief Technology Officer at BATCH subsidiary NEXT Trucking.
“We’re already working on ways to expand our predictive capabilities to other areas of the supply chain, always with the aim of driving efficiency, reducing costs, limiting carbon emissions, and improving decision-making.”
In a significant step towards sustainability, BATCH has developed proprietary AI technology for reducing empty miles and carbon emissions in drayage, import and export shipping. This system optimises container movements, greatly decreasing wasted trips and idle time at ports.
“OUR AI-DRIVEN APPROACH ALLOWS US TO ASSESS REAL-TIME MARKET TRENDS AND EXTRACT DETAILED INFORMATION FROM OUR DATA SOURCES THROUGH PROPRIETARY ALGORITHMS, ALL OF WHICH INFLUENCE OUR PRICING ACCURACY AND FORECASTING CAPABILITY”
Mirna Kusalovic, Chief Technology Officer at BATCH subsidiary NEXT Trucking
By efficiently bundling shipments and coordinating pickups and deliveries, BATCH’s AI not only cuts costs but also substantially reduces the carbon footprint of international trade operations.
As BATCH looks to the future, the company is partnering with a leading microchip manufacturer to integrate thousands of GPUs into its computing infrastructure. This massive expansion of processing power will enable BATCH to develop even more sophisticated AI and quantum models, promising to revolutionise logistics – both domestically and internationally.
The enhanced capabilities will allow for more precise predictive analytics, real-time route optimisation and advanced supply chain management solutions. With its unparalleled blend of AI expertise, quantum computing power and visionary leadership, BATCH is not just participating in the future of freight transportation – it’s actively shaping it on a global scale.
With the company expanding its services and refining its technology, it’s clear that the ripple effects of its innovations will be felt throughout the global supply chain for years to come, promising a more efficient, sustainable and interconnected future for international trade and transportation.
Source: BATCH Freight
Justin Jackson, COO at Jimbo’s, highlights the organics grocer’s trailblazing journey of development and innovation.
Founded by Jim “Jimbo” Someck, organics grocer Jimbo’s Naturally (Jimbo’s) has spent the past forty years committed to a mission of social responsibility through honesty, integrity and respect.
rom the very beginning, Jimbo’s relationship with truly local San Diego farmers set the tone for its growth and success.
Over the years, the company’s excellence has been recognised, with the organisation having been awarded the Independent Natural Food Retailers Association (INFRA) 2021 Store of the Year Award and the New Hope Community Purpose & Impact 2022 JOY Award, among other accolades.
Today, Jimbo’s has four stores, built up from the company’s strong personal ties with local organic farmers and natural food vendors, and is considered the premier natural food store in San Diego County.
Speaking to us about the company’s commitment to its core ethos and forty-year
journey towards innovation and sustainable practice is Chief Operating Officer Justin Jackson. To begin, he explains the business decisions Jimbo made at the start of the company that have led to its longevity.
“If you can’t sustain what you’re doing, it’s going to be very challenging to have long-term success,” says Justin. “Our founder Jimbo had always been interested in putting together a business rooted in natural foods, but his initial launch of the company focused heavily on first making sure that it was viable.
“He was very smart when it came to building up the company – he knew that he had to be careful so that he had that fiscal foundation on which to build. Once he felt like he was there and stable in his position, he began looking at how he could take care of people within the community.
“What he came to find as he committed more and more to taking care of people within the community was that the things he initially worried about relative to the fiscal soundness of the business took care of themselves, which allowed him to be a trailblazer and implement new things that other people weren’t doing – such as being one of the first stores to get rid of plastic bags and stop selling water in plastic bottles.
“Sometimes, these decisions may come at the short-term expense of sales, but we’re more focused on the long-term sustainable benefit.
If it’s the right thing to do, then that’s what we’re going to do.
“I’ve worked for a number of different retailers where things can change rapidly, and things that felt important faded from the priority list. I think when people come into Jimbo’s, they feel the opposite of that – it’s clear that we’re a company that stands by a belief system and delivers to that system every single day.”
However, while Jimbo’s is consistently standing by its belief system, that doesn’t mean the company is afraid to make changes where it matters. Instead, its team is
always looking for new ways to improve.
“We’re always embracing innovation within our operations,” explains Justin. “It’s easy to get stuck in a rut, but we try to focus on how we can get better each and every day. We’re rarely going into a day where our focus is on anything fiscal. Instead, we’re looking to figure out how we do better than we did yesterday – establishing what didn’t work, and what we can fix.
“There’s a great openness within our company as well. We always encourage people to speak up if they see something they don’t think is working, because we have great people and we want to give them a chance to try their great ideas. If it doesn’t work, that’s fine, but if it does work then we’ve got something new. Once you have that environment in place, it snowballs, and we have a fantastic time looking at
ways to consistently better the business.”
This culture of transformation extends beyond innovating within the business – Jimbo’s has placed significant emphasis on introducing new tools to protect the planet.
“We’re not a large company, but we invest a lot into our sustainable initiatives,” says Justin. “Chelsea Nelson, our Director of Environmental Impact, works tirelessly every single day to find ways to improve our sustainable practices. She looks at our team efficiency, how we compost and if there are ways to better help within our communities, as well as attending symposiums and helping other companies who may not be as far along as we are.
“On the product side of things, we recognised the need for
“I really believe in what we do, and I just want to get everyone to recognise what’s so special about the company”
Justin Jackson, COO at Jimbo’s
“Unfi is a company I have worked with for the better part of 30 years, and we have such a dynamic relationship with them”
regenerative agriculture long before regenerative organic certifications (ROC’s) came into play. We have already created our own S.O.I.L. programme focused on rebuilding the soil and protecting the planet.
“I attended a presentation a few years ago where they said that there are only 53 growing seasons left. That revelation really struck me, because I hadn’t realised at the time how drastically climate change is impacting agriculture – the topsoil of the planet is being eroded at such a dramatic rate, and we need to protect our planet to protect our future. That’s why our company’s belief system is so important.”
But revolutionary new initiatives such as this, Justin elaborates, would not be possible without the network of innovative partners Jimbo’s has built up over the years.
“A lot of people talk about partnerships, and it can be a great buzzword, but we really engage in our partner relationships,” says Justin. “We’re very lucky to be able to connect directly with our suppliers, large and small, and build our ecosystem around them. If you keep shipping to us, we’ll be here for you.
“My belief has always been that if you take the needs of your production partner into consideration, then they’re invested in you. Our partners have put a lot of thought into how they can improve things with us, because they know they get a lot in return.
“In terms of specific partners, Unfi is a company I have worked with for the better part of 30 years, and we have such a dynamic relationship with them. Their capacity has shifted over the years as they’ve gone from
Congratulations to Jimbo’s on your outstanding achievements and success during these 40 years!
We appreciate your business partnership and all you do for our communities.
It may sound crazy to some - but Ireland has the most beautiful grass you’ll ever see. Year after year, the Gulf Stream brings us mild weather and steady rainfall - the perfect growing conditions for a lush, green landscape. We’ve earned the name ’Emerald Isle.’ Needless to say, the best grass on earth will make incredible milk, and incredible milk makes the very best cheese. With the wind blowing softly at our back, we’ve taken nature’s offerings and made this line of authentic Irish cheeses to share with you.
The answer is quite simple. While many dairy producers will use the term grassfed, most of the milk used comes from cows who consume a combination of both grass and feed.
At McCall’s we work with our farmers to prioritise our pastures and make sure that the cows spend as much of the grazing season out in the open fields eating fresh, growing grass. This lush diet translates directly to the milk they produce and results in a cheese that expresses the unique terroir of Ireland’s rolling green hills.
The McCall family has spent decades in the cheese business advocating for family farms, clean energy, sustainable practices, and truly authentic cheeses. Ethical food just tastes better.
TRUE GRASSFED TASTE OF IRELAND. SL A INTE.
“We’ve also been incredibly lucky to work alongside GFI Foods. They were incredibly supportive in expanding our specialty cheese programme, really helping put it on the map”
a well-sized natural organic distribution company to a massive force in the industry.
“They’ve been real innovators over the years.
“The breadth of Unfi’s product selection and the efficiency with which they bring it to a company like ours is just remarkable. They always make sure we have what we need, and without them we couldn’t sustain what we do.
“We’ve also been incredibly lucky to work alongside GFI Foods. They were incredibly supportive in expanding our specialty cheese programme, really helping put it on the map. I don’t know how we would have done it without them.
“They’ve now expanded their specialty product base and their relationships on the specialty side, both domestically and
internationally. This means we’re able to easily get connected to whoever we need, whenever we need. In all honesty, GFI Foods is a phenomenal company to work with, and we’re very lucky to have that relationship.”
Looking to the future, Justin is excited for the company to scale up and invest in new communities.
“We’ve got a couple of new leases signed, and I’ve been having a lot of fun designing those stores and thinking of different ways to approach retail,” shares Justin.
“I think it’ll be very exciting to open additional stores and see how they work in different communities.
“Since the COVID-19 pandemic ended, it’s been so encouraging to be within local communities and see the remarkable results of
our stores. We feel like we’ve figured out what people need and what’s important to them, and we want to be able to do that on a wider scale.
“I really believe in what we do, and I just want to get everyone to recognise what’s so special about the company. When I first joined Jimbo’s, I came here to impact the brand in a way that made people realise what we had here, because I wasn’t sure if the community could see it. We redeveloped the brand and shifted some of our strategies, which essentially relaunched the brand.
“I’m now hearing about Jimbo’s on a national scale – people are coming from all over to visit, and my sense is that we’ve really tapped into the right messaging for our brand.
People know what we do and how we can serve them, and we’re now a deeper part of the communities we serve. To be able to take that work and emulate it in other areas would be an incredible opportunity, and we’re very excited to see what the future will bring.”
Learn more about Jimbo’s here.
“I’ve had so many mentors throughout my career,” celebrates Justin. “Early on in my career I lived in Cambridge and a really gracious man, Ed Barsamian, owned a small specialty foods store and took me under his wing. I learned a lot about exceptionalism in retail from him, and he really helped me build up my career.
“Jimbo is someone else I’ve learned a lot from. It’s funny, because I’ve had a lot of variety in my career – I’ve been all over the place with all sorts of different experiences. But then I look at someone like him, who’s been in the same place for years, and I’m so impressed by it. I’ve learned so much from him about relating to people, and the way a business operates when it has a long-term vision.”
“My family is what keeps me going,” says Justin. “My partner
and I have seven children all together – I have three from a previous relationship, she has two, and we’ve had two together. It brings me so much joy to be with them, and when I’m not with them I feel the need to get back to them.”
“Outside of work I’m on the board of the Naturally San Diego movement,” says Justin. “Having the opportunity to be a part of this really does keep me connected to the food community here in San Diego, and I feel very lucky to be a part of it.
“It’s a remarkable group of people, and they all really inspire me. Sometimes I look around the room and I wonder what I’m doing here, and how I ended up on a board with such a talented array of leaders.”
Connect with Justin
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Dan O’Toole, CEO of Arrive AI, shares his views on the role of AI in the package delivery industry.
Every day, a new way to use artificial intelligence (AI) seems to appear. Just as frequently, fears about AI replacing humans arise or are renewed.
Dan O’Toole, CEO of Arrive AI
ith the package delivery industry ripe for automation, many sector workers fear being outsourced by smart machines. According to the World Economic Forum’s Future of Jobs report, by 2025 85 million jobs may be displaced by a shift in the division of labour between humans and machines. However, this same report also predicts 97 million new roles will emerge.
With this in mind, logistics disrupter and CEO of Arrive AI, Dan O’Toole, encourages investment in upskilling industry workers for those people to look for the opportunities that will appear with the emergence of AI.
Arrive AI has pioneered the US’ first smart mailbox and developed a platform that enables autonomous and human mail delivery to and from a smart mailbox.
This smart mailbox provides tracking data, smart logistics alerts and advanced chain of custody controls to secure the last-mile delivery for shippers, delivery drivers and autonomous delivery networks.
“Autonomous delivery will enable workers to focus on higher-value tasks that drive innovation and growth by shifting focus from labour-
intensive tasks to value-driven roles,” says Dan. “Currently, delivery industry workers spend long hours on the road, navigating traffic, dealing with parking challenges and lifting heavy packages.
“Autonomous delivery systems would enable humans to transition into more strategic and customer-focused roles like delivery logistics, route optimisation and post-delivery support. That’s a
“Autonomous delivery of medications and medical supplies will enable healthcare workers to spend more time providing patient care” Dan O’Toole, CEO of Arrive AI
huge value to the company because it improves the delivery experience and can have a direct effect on the company’s bottom line.”
As autonomous delivery becomes more common, demand for roles such as the below will grow and new career opportunities are likely to emerge:
1. Autonomous Fleet Managers: Fleet managers will be responsible for monitoring autonomous vehicle performance, scheduling maintenance and optimising fleet operations to ensure maximum efficiency and uptime.
2. Autonomous Vehicle Technicians: These roles will involve diagnosing and resolving issues related to sensors, software and vehicle components, requiring skilled workers with technical expertise in automotive repair and advanced robotics.
3. AI and Robotics Specialists: These engineers, data scientists and programmers with expertise in AI and machine learning will ensure effective autonomous systems operations, safety standard compliance and response to real-world challenges.
4. Logistics Coordinators: Logistics coordinators will monitor and optimise delivery schedules, communicate with customers and address any issues that arise. Roles will require logistics, customer service and problem-solving skills.
“Business leaders should work with their employees and educators to allay fears and focus on ensuring opportunities to embrace this technology” Dan O’Toole, CEO of Arrive AI
“While useful in any sector, this shift is particularly relevant in healthcare, where customer service is critical,” says Dan. “Autonomous delivery of medications and medical supplies will enable healthcare workers to spend more time providing patient care.”
To conclude, Dan called on businesses to begin to provide
reskilling and upskilling opportunities to their workforces.
“The delivery industry jobs of tomorrow will be richer, more diverse and ultimately more rewarding,” says Dan. “Business leaders should work with their employees and educators to allay fears and focus on ensuring opportunities to embrace this technology.”
Source: Arrive
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Welcome to our spotlight profile feature where we chat with the leaders and innovators in the supply chain, procurement and logistics industries.
For this month’s In the company of… we sit down with Kevin Clarke, Director of Procurement (Global Sourcing Lead) at Zendesk.
A brief summary of your role and what your company does.
Currently, I lead the global sourcing team at Zendesk, a powerful customer service platform and leader in the CX industry.
How did you start working in procurement?
My career journey is quite typical for the procurement industry: I never set out to be in procurement. I was working in the mailroom of a large finance company while studying IT at night when I was approached about a junior buyer role. I quickly realised I had found my career and have never looked back.
What has been the biggest highlight of your career to date?
I’ve always been passionate about two things: people and customer service. Leading the global sourcing team at Zendesk is the pinnacle of my career. I’ve always wanted to be a people manager and take great pleasure in discussing issues with my team and seeing them succeed.
Which emerging trend do you think will be most crucial in your industry in the next ten years?
The continued evolution of AI is the most crucial trend currently
top of mind for many. There’s a misconception that AI will remove human interaction, but my experience in the CX industry shows that it will streamline our lives and allow empathy and human connection to become the differentiating factor in every interaction.
If you could spend a day in the life of another profession, what would it be and why?
I would choose to be a novelist, particularly in crime fiction and thrillers. I love the idea of taking the inner worlds we all have and transcribing them for others to enjoy.
Outside work, what helps you feel like the best version of yourself?
I enjoy typical activities like going to the gym and reading, but my guilty pleasure is disappearing for the day to go fly fishing. Nothing helps me disconnect more than walking the riverbank for hours, even if I rarely catch anything.
Before we go, what advice would you like to share with our readers?
Give people the benefit of the doubt and show empathy. We interact with many people daily, and we never truly know their stories or what they are going through. I appreciate my colleagues in the procurement team
“Leading the global sourcing team at Zendesk is the pinnacle of my career”
at Zendesk, knowing they have my back. It’s a pleasure to work alongside them.
Connect with Kevin
Connect with Zendesk