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LINFOX INTERNATIONAL DRIVING DIGITAL TRANSFORMATION THROUGH COMMUNICATION
TOP 10
Food & Drink Manufacturers
DUNLOP BOOTS: Manufacturing the future of protective footwear
Colin Clark discusses the past, present and future of a company focused on digital transformation
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FOREWORD
H
ello and welcome to the August
speak with Steve Richmond,
issue of Manufacturing Global!
Director of Logistics UK at
In our cover story this month,
Jungheinrich, and Michael Von
we speak with Dunlop Protective
Forstner, Head of Jungheinrich’s
Footwear’s Mary Steinebrunner,
Lithium-ion division, to learn about
Managing Director US, and Colin
the impact of lithium-ion battery
Clark, Director of Marketing.
technology on the firm’s digital
The duo discuss the past, present
transformation strategy.
and future of a company focused on digital transformation, industryleading products and staying ahead of the curve. Steinebrunner says: “The key is to evolve to where the market is going. Had we stayed still, we probably wouldn’t be here today, but our ability to be nimble and train our team members to be flexible with regard to the market and technology, and to build products the market desires, has allowed us to grow with the market.” For our leadership piece,
Elsewhere in the magazine, there’s also features with Armacell, and Linfox International Group that you won’t want to miss! Lastly, our Top 10 counts down the world’s top electronic manufacturing companies. Would you like to be featured in the next edition of Manufacturing Global? Get in touch at sean.galea-pace@bizclikmedia.com Enjoy the issue! Sean Galea-Pace
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03
That’s why we’ve joined Project STOP. NOVA Chemicals is a Strategic Partner in Project STOP, a global initiative that brings corporations and governments together to keep plastic from reaching the world’s rivers and oceans through the development of waste collection services and a recycling supply chain. The immediate focus of that effort is the countries of Southeast Asia, where fast-growing economies mean the demand for products packaged in plastic are outpacing
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governments’ abilities to meet the challenge of waste management. At NOVA Chemicals we’re passionate about sustainability. That’s why, along with investing in Project STOP, we’re engaged in R&D work focused on developing packaging solutions that support a circular economy. We’re proud to play a key role in Project STOP and its crucial efforts to build a better future.
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Imagine a future without marine plastic pollution.
EDITOR IN CHIEF
SEAN GALEA-PACE MANAGING EDITOR
MATTHEW HIGH CREATIVE DIRECTORS
DANIEL CRAWFORD STEVE SHIPLEY
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CREATIVE TEAM
OSCAR HATHAWAY ERIN HANCOX SOPHIAwith FORTEmaking more plastics recyclable. It starts SOPHIE-ANN PINNELL
Wherever you see these icons support a circular economy that puts more recycled in the magazine click to be directly plastics into new products—and less into places about marine plastic pollution—and there’s DANIELA KIANICKOVA where they don’t belong. an increasing determination to put an end to it. connected via social media MANAGER OnePRODUCTION part of the solution is Project STOP, a joint initiative
T
here is growing awareness and concern PRODUCTION DIRECTOR
OWEN MARTIN started in 2017 by SYSTEMIQ and Borealis to help stop the flow of plastics and other materials into the world’s DIGITAL VIDEO DIRECTOR rivers and oceans. JOSH TRETT Another partVIDEO of thePRODUCER solution is to further develop DIGITAL infrastructure to collect and recycle plastic packaging, JOSHUA S.PECK especially in the world’s fast-developing nations. EMILY McNAMARA Of course, that also requires making plastic goods, SOCIAL plastic MEDIA PRODUCERS particularly packaging, more recyclable to
DANIEL WEATHERLEY JACK GRIMSHAW PROJECT DIRECTORS
More applications for recycled plastic material.
MANUEL NAVARRO The plastics industry is investing in research and STUART IRVING development centered around technology for creating CHARLOTTE CLARKE “clean” recycled polyethylene and incorporating it into JUSTIN BRAND finished products with performance comparable to 100% virgin plastic. RICHARD DEANE TOM VENTURO Simpler is better for the environment.
DIGITAL MEDIA DIRECTORS Many food packages are made with a mix of materials, ARRON RAMPLING making them difficult to recycle. Companies are now JASON WESTGATE working with their suppliers to eliminate foil, nylon and otherOPERATIONS materials and move to single-material, recyclable DIRECTOR flexible film structures. ALEX BARRON
Initiatives like Project STOP will test and develop new solutions with the potential to seriously slow—and eventually eliminate—the flow of plastics into the world’s oceans. Together with work to develop more recycling and recovery technologies and more recyclable products, we can realize the promise of a circular economy. Below are some emerging trends that are yielding promising results.
The more flexible, the smaller the footprint. Replacing traditional materials like cans, glass and cardboard with flexible plastic packaging significantly reduces packaging volume, reducing the carbon footprint during production and shipping.
CLICK NOW TO SUBSCRIBE One-piece closures forFOR easier recyclability. FREE Another important trend is the shift from two-piece, mixed-material closures to one-piece, recyclable closures in beverage and other containers.
Visit the ManufacturingGlobal.com What about website and sign up to receive JAMES PEPPER food waste? exclusive access to one of the world’s TheCHIEF bottom line:OFFICER Recyclable plastic OPERATIONS Advances in package integrity— ANDY TURNER fastest growing business news packaging has value as recyclate, improved barrier, toughness and seal PRESIDENT & CEO —in polyethylene-based platforms.flexible film adding an incentive to implement new GROUP MANAGING DIRECTOR
GLEN WHITE waste collection and recycling systems
thatPUBLISHED can go BY a long way toward keeping plastics out of the world’s oceans.
structures help improve package integrity and extend shelf life. That means less food IF YOU LIKE US is spoiled, which reduces landfill waste and even more importantly, FOLLOW US! helps to address world hunger. It’s a win-win.
05
CONTENTS
12 MANUFACTURING THE FUTURE OF PROTECTIVE FOOTWEAR
28
A DIGITAL MANUFACTURING LEADER
36
Prioritising a customer-centric approach amidst digital transformation in the manufacturing sector
44 Placing data at the forefront of manufacturing innovation
52
62 TOP 10
Food & drink manufacturers
Supply chain and manufacturing excellence in a digital world
76
Events & Associations
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12
DUNLOP BOOTS: MANUFACTURING THE FUTURE OF PROTECTIVE FOOTWEAR WRITTEN BY
HARRY MENEAR PRODUCED BY
TOM VENTURO
AUGUST 2019
13
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DUNLOP PROTECTIVE FOOTWEAR
Mary Steinebrunner, Managing Director USA, and Colin Clark, Director of Marketing at Dunlop Protective Footwear discuss the past, present and future of a company focused on digital transformation, industry-leading products and staying ahead of the curve
14
I
t’s rare to find a manufacturing company born in the first half of the 20th century with the vibrant enthusiasm of a Silicon
Valley startup hunting for its first investment. However, that insatiable desire to embrace the future, invest in people and product, and never stand still is alive and well at the heart of Dunlop Protective Footwear’s vision. “We’re 80 years old and we’re just getting started,” enthuses Colin Clark, Director of Marketing, USA, who joined the company in 2016. Mary Steinebrunner, the company’s Managing Director USA, and a 20 year veteran of the protective footwear industry, agrees: “The key is to evolve to where the market is going. Had we stayed still, we probably wouldn’t be here today, but our ability to be nimble and train our team members to be flexible with regard to the market and technology, and to build products the market desires, has allowed us to grow with the market.” AUGUST 2019
15
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DUNLOP PROTECTIVE FOOTWEAR
“ We make everything in house, all the way down to our PVC pellets” 16
— Colin Clark, Marketing Director, USA, Dunlop Protective Footwear
Steinebrunner joined PVC footwear manufacturer OnGuard Industries in 2000. “Three years ago, we were acquired by Dunlop Protective Footwear and it has been the best home for this business. We were the US leader in manufacturing protective footwear for the US and Dunlop is the global leader in that market. So, the combined business truly became a global powerhouse.” The acquisition of the USA by Dunlop brought access to Dunlop’s proprietary material Purofort®, an expanded innovative product line, designed specifically for end users and markets that the USA business had never been able to access before. Allard Bijlsma Dunlop CEO “the USA business had an extremely strong manufacturing heritage, and a robust distribution network in the food processing and industry segments built out. We knew we could expand the core business with our investment in the Made in USA Purofort® FoodPro and reach new consumers in new markets with our best in class Purofort Product range.” Clark adds that “I joined right after Dunlop purchased OnGuard. I was really excited about that place in time,
AUGUST 2019
CLICK TO WATCH : ‘DUNLOP COMPANY MOVIE 2019’ 17 because we got to bring the powerful
transformative growth. “We’re growing
Dunlop brand to the USA, as well as
in the double digits every year and
relaunch our product line and go-to-
continually evolving in every facet of
market strategy. It was, and has been,
the business,” says Clark who, along
a really exciting entrepreneurial time.”
with Steinebrunner, sat down to
Dunlop Protective Footwear is a
discuss a transformation that is both
global manufacturer of work boots
internal and external. Powered by the
serving multiple markets and verticals
company’s global expertise, proficien-
around the globe. The company’s head
cy and dedication to innovation, and
offices are located in Raalte, The
proprietary technology, Dunlop is
Netherlands, and its second produc-
creating products that are second to
tion plant is based in Leiria, Portugal.
none. Behind the scenes, the company
At the company’s US headquarters in
is embarking on a digital transforma-
Havre De Grace, Maryland, Dunlop is
tion to reshape its manufacturing
experiencing a period of significant,
process to remain ahead of the curve, w w w.ma nufa c t uri nggl o b a l. com
DUNLOP PROTECTIVE FOOTWEAR
“ We have gone from being very anecdotal to being analytical” 18
— Mary Steinebrunner, Managing Director, USA, Dunlop Protective Footwear
and tackling change management
our oil, our power, our food - we reach
head on, every step of the way.
every one of them. So, in turn, we’re
As manufacturers of protective
affecting every segment of those
footwear for almost every conceivable
industries.” The acquisition of On-
industry, Dunlop’s product touches
Guard by Dunlop infused new energy
workers in a wide array of industries
into the company with the investment
across more than 50 countries. “You
of the Purofort® manufacturing
don’t generally look at a PVC or
process into the USA plant. This
polyurethane boot as a market driver,
factory inside of the factory creates
but it truly is because we provide the
Dunlop’s proprietary, lightweight,
makers and the doers of the world with
thermally insulating material called
innovative products to tackle the
Purofort. Developed in 1980, Purofort
issues they face each day,” explains
allows Dunlop to twin safety with
Steinebrunner. “The people that make
comfort, in industries where the choice
AUGUST 2019
19
of one often means sacrificing the
our reach,” says Clark. “Now, we have
other. “With Purofort technology,
products for segments we’d never
we can now build a boot that is lighter,
reached before: Agriculture & Fishery,
wears better and fits better,” says
Food processing, Industry and the Oil,
Steinebrunner. “So, in an industry
Gas & Mining sector.” Purofort
where people traditionally don’t want
innovations have allowed Dunlop to
to wear protective footwear, because
continue to grow into verticals that
it’s heavy, hot and uncomfortable, we
the company has served for decades.
can build something that workers
“We’ve traditionally been a market
actually want to wear.”
leader in food processing,” says Clark.
The addition of a Purofort manufac-
“By introducing our Purofort FoodPro
turing machine to the Maryland plant
boot to that space, we’ve seen our
“allowed us to have a good, better, best
numbers almost double every single
assortment of products, and expand
year in our most saturated market.” w w w.ma nufa c t uri nggl o b a l. com
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CLICK TO WATCH : ‘DUNLOP PUROFORT GUARANTEES YOU LONG-LASTING COMFORT’ 21
Growth across old and new markets
markets that they serve “We make
has been so pronounced that Dunlop
everything in house, all the way down
is adding a second Purofort machine
to our PVC pellets,” says Clark. “A
at its Maryland facility, with space for
recent example of that are our ‘made
a third, in order to support further
in the USA’ Chesapeake Boot, which
growth and expansion into Canada
is our entry level, PVC, black boot for
and Mexico. “We want to have a full
general use. Other manufacturers
North American reach for product
import their version of this product
and manufacturing to better serve our
from China, Mexico, etc; we were able
customers,” says Steinebrunner.
to keep manufacturing here in the US,
At the heart of Dunlop’s mission to
while making an innovative, lighter boot
create superior products is its commit-
that we developed alongside our global
ment to an in-house manufacturing
innovation team, tested and put
supply chain based close to the
through its paces in our world class w w w.ma nufa c t uri nggl o b a l. com
DUNLOP PROTECTIVE FOOTWEAR
Portugal plant.” Steinebrunner recalls that “we made the Chesapeake more protective, better looking and as efficient as possible to produce. The finished product is phenomenal and a credit to the collaborative efforts of a global team that believes in creating products worthy of the flying Dunlop D.” Dunlop’s human expertise and drive to succeed is being further enabled by a cultural, methodological and technological shift behind the scenes. Flexibility and enhanced process 22
transparency, as a result of the company embracing new technologies, are helping to propel Dunlop into its next stage of development. “We have gone from being very anecdotal to being analytical,” Steinebrunner explains. The company is harnessing the power of digitalisation, both externally to reinvent its customer and supplier interactions, and internally. Measuring efficiency, building preventative maintenance into the business strategy, and using technology to enable the company’s human resources are, according to Steinebrunner, key to Dunlop’s transformation. “In the last two years, we’ve come so far,” she says. AUGUST 2019
Dunlop is managing the change in its organisation by not only digitizing its processes, but taking the data gathered from those processes and democratising it in order to empower its employees. “Our new ERP system helps from a sales projection planning standpoint to an MRP planning standpoint to what pellets we’re making in what machines,” lists Clark. “We’ve really advanced, from analog, pen and paper, hallway conversations to having this ERP systems help give us the tools to help fuel our growth.” Steinebrunner notes that “It makes
“ The Dunlop SnugBoot is the most comfortable boot I have ever worn” — Colin Clark, Marketing Director, USA, Dunlop Protective Footwear
the data more accessible and visible. We have regular meetings so that we can take staff input and use it to drive efficiency. We’re merging our human capital along with all the technology and all the innovative capital that we are putting into the business.” Both Steinebrunner and Clark are thrilled at the employee response to Dunlop’s transformation. “We have employees whose mothers, uncles, grandmothers have all worked here. For them to be enthusiastic about where this business is going, it’s amazing. To see a 30 year employee come in and say, ‘hey this w w w.ma nufa c t uri nggl o b a l. com
23
DUNLOP PROTECTIVE FOOTWEAR
C O M PA N Y FACT S
24
• Purofort is the unique Dunlop material with millions of evenly distributed air pockets making it lightweight and thermally insulating, plus a crosslinked structure that provides flexibility and strength. Developed by Dunlop in 1980, Purofort boots are up to 35% lighter than PVC, rubber or PU boots; prevent heat loss and provide thermal insulation down to -20 Degrees Celsius; and are stronger and more flexible than competing materials.
AUGUST 2019
what we need to do next.`It’s just intoxicating,” says Steinebrunner. Looking to the future, Dunlop is looking to expand its business model, shifting to a more omnichannel approach to customer service and digitising more heavily. The next step on its journey that is most exciting to Steinebrunner and Clark, however, is the company’s entrance into the retail footwear market. Scheduled for launch later in 2019, the Dunlop SnugBoot “is the most comfortable boot I have ever worn,” confirms Clark. Dunlop’s future, both internally and externally, is set to be an exciting one. Steinebrunner concludes: “We’re always looking to 2022 and beyond. In the US, we’ll double our business’ size by entering new channels, by leveraging talent and an omnichannel approach, and by reaching new markets and customers with new products and technology.”
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25
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LEADERSHIP
28
FUJITSU: A DIGITAL MANUFACTURING LEADER Head of Manufacturing and Automotive Solutions at Fujitsu, Ravi Krishnamoorthi, discusses how technology will seek to disrupt the manufacturing sector WRITTEN BY
AUGUST 2019
CATHERINE S TURM AN
29
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LEADERSHIP
30
M
anufacturers are undergo-
has looked at ways to revolutionise
ing exponential change.
the automotive manufacturing
Across every sector,
sector through digital innovation,
technology has led to increased
transforming relationships with
consumer demands as well as
customers, partners and suppliers
integrated products and services
in the process.
that can be accessed through
“Automotive manufacturing,
a number of physical and digital
anything that you produce, create
platforms. Turning towards the
or extract from the ground is my
development of intelligent networks
forte,” he says enthusiastically.
and ensuring greater collaboration
“I’ve been with Fujitsu for three and
and connectivity, Head of Manufac-
a half years and was previously in
turing and Automotive Solutions
charge of business consulting and
at Fujitsu, Ravi Krishnamoorthi,
digital application services across
AUGUST 2019
31
“ A LOT OF MANUFACTURERS, INCLUDING CAR MANUFACTURERS AND SOME HEAVY ENGINEERING MANUFACTURERS, ARE TRYING TO TRANSFORM THE WAY THEY MANUFACTURE GOODS” — Ravi Krishnamoorthi, Head of Manufacturing and Automotive Solutions at Fujitsu
all industry verticals.” However, Krishnamoorthi is keen to stress that “technology’s only an enabler”. “Customer demand is what’s driving digital outcomes. A lot of manufacturers, including car manufacturers and some heavy engineering manufacturers, are trying to transform the way they manufacture goods, the way they procure goods, the supply chain and how they engage with the customer,” he adds. Every industry has been fully disrupted by digitisation, with the w w w.ma nufa c t uri nggl o b a l. com
LEADERSHIP
CLICK TO WATCH : ‘CO-CREATION FOR SUCCESS’ 32 F U JITSU FACTS
• Head of Manufacturing and Automotive Solutions at Fujitsu, Ravi Krishnamoorthi, has looked at ways to revolutionise the automotive manufacturing sector through digital innovation • A rtificial intelligence, blockchain and robotic process automation are all technologies of exploration, which are creating new business models that place the customer journey firmly at the centre • O ver the last nine months, Fujitsu has trained more than 25,000 workers as it looks to unlock
AUGUST 2019
further opportunities to add value to its services and boost productivity within its manufacturing operations • Connecting industrial systems, leveraging data and embracing automation will lead to increased productivity at every stage • The monetisation of data is a subject which continues to grow apace, leading manufacturers to look closely at the ways in which customers engage in order to deliver exceptional value propositions
“THIS IS AN OPPORTUNITY FOR COMPANIES LIKE FUJITSU TO AUTOMATE A LOT OF REPETITIVE PROCESSES, EMPOWER WORKERS BY GIVING THEM THE SKILLSETS NEEDED, AND ENSURE THAT THEY ARE MORE CREATIVE” — Ravi Krishnamoorthi, Head of Manufacturing and Automotive Solutions at Fujitsu sole focus placed on the customer
new digital tools will, of course,
or end-user. For manufacturers,
bring a number of newfound
this has led industry leaders to
challenges. Although
embrace new technologies to
change management has
transform production lines or to
become a significant
add new features which will guarantee
buzzword in the upskilling
higher-quality results. Artificial
and retraining of loyal
intelligence (AI), blockchain and
employees, businesses
robotic process automation are all
are facing increased
technologies of exploration, which
pressures to adapt
are creating new business models
in order to retain
that place the customer journey firmly
their positions in
at the centre. Despite this, in such
an emerging digi-
a traditional industry, implementing
tal landscape. w w w.ma nufa c t uri nggl o b a l. com
33
LEADERSHIP
34
“ DATA, THE MANAGEMENT OF DATA, AND THE INFORMATION PROVIDED WILL BECOME A SIGNIFICANT CHALLENGE, BUT ALSO DRIVE INCREASED OPPORTUNITIES FOR MANUFACTURERS” — Ravi Krishnamoorthi, Head of Manufacturing and Automotive Solutions at Fujitsu
AUGUST 2019
“On one hand, there is a shortage of talent globally. On the other hand, more and more manual jobs are becoming automated. This is an opportunity for companies like Fujitsu to automate a lot of mundane, repetitive processes, empower workers by giving them the skillsets that are needed, and ensure that they are more creative in the way that they engage with the workforce. This will create better leaders and better expertise available within the organisation and enterprise. That’s exactly where Fujitsu is working,� says Krishnamoorthi. Over the last nine months, the business has trained more than 25,000 associates on agile ways of working as it looks to unlock further opportunities to add value to its services and boost productivity within its manufacturing operations.
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35
D I G I TA L F A C T O R Y
Jungheinrich: Prioritising a customercentric approach amidst digital transformation in the manufacturing sector 36
Supply Chain Digital caught up with Steve Richmond, Director of the Logistics Systems, Jungheinrich UK, in Hamburg to discuss how technology is becoming increasingly prevalent in the manufacturing industry WRITTEN BY
SEAN GALEA-PACE
AUGUST 2019
37
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D I G I TA L F A C T O R Y
A
t the Jungheinrich Innovations and Highlights 2019 conference in Hamburg earlier this year, Supply Chain Digital spoke with
Steve Richmond, Director of the Logistics Systems,
Jungheinrich UK, to find out the importance of operating with a customer-centric approach and how technology is defining the way his company operates. With almost 30 years’ experience at the manufacturing firm under his belt in a variety of roles, there are few professionals working within Jungheinrich who are better placed than Richmond to oversee the systems his company produces. 38
Possessing a background in manufacturing and recognised as an electrical engineer by qualification, Richmond began his career at the company as a Project Manager before moving into positions in the development of sales, business development, marketing, general management and eventually, board level. Richmond believes that such a variety of experience has helped him gain a solid understanding of the inner workings of the company. “Our industry is technical, especially in terms of the logistics systems,” says Richmond. “Customers are looking for an organisation not only to sell to, but they also want confidence that the people they’re talking to understand material flow and design processes. I believe my background as an engineer in this part of the industry has been a real positive.” AUGUST 2019
“Any company that wants to sustain a competitive advantage has to be able to adapt and evolve” — Steve Richmond, Director of the Logistics Systems at Jungheinrich UK
39
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D I G I TA L F A C T O R Y
“ In reality, it all comes down to the key question — what does the customer need? It isn’t about what the customer wants” — Steve Richmond, Director of the Logistics Systems at Jungheinrich UK
customer is at the heart of everything we do. There’s no point developing a product that we think is right for the customer if the demand isn’t there.” However, with the importance of embracing the latest trends paramount to ensure continued success, Richmond points to pertinent quote from Henry Ford, the founder of Ford Motor Company, who said: ‘if you’d asked the people what they wanted, they would have said faster horses.’ “In
40
As an organisation that doesn’t
reality, it all comes
believe in standing still, Jungheinrich
down to the key
has been proactive in welcoming
question — what
change. With artificial intelligence (AI)
does the customer
and the use of Big Data becoming
need? It isn’t about
increasingly important in the manufac-
what the customer
turing sector and beyond, Richmond
wants,” explains
affirms that despite the necessity of transforming and adopting new technology, decisions must always be made with customer demands at the forefront. “Evolution is the key,” notes Richmond. “Any company that wants to sustain a competitive advantage has to be able to adapt and evolve. I believe what we’ve done fantastically well is ensure that the AUGUST 2019
CLICK TO WATCH : ‘JUNGHEINRICH UK AUTOMATED VNA FOR PRYSMIAN GROUP’ 41
Richmond. “It’s up to us to marry that
the biggest buzz
with our knowledge of the materials
I get is from giving our customers
handling world and ensure that our
solutions that provide a competitive
products are fit for the market. A key
advantage. They might come back and
priority to us is listening to and
say ‘that’s really improved our efficien-
understanding our customers — that’s
cy or reliability; it’s given us something
the difference between Jungheinrich
our competition doesn’t have.’ That’s
and its competitors.” With that in mind,
why I’m fortunate I work in logistics
Richmond asserts that customer-cen-
systems because, most of the time,
tricity is a defining factor for the firm.
we’ve got a blank piece of paper to
“The customer is everything. People are
work with.”
quick to say that the customer is always
Having introduced new forklift trucks
right but, whilst that isn’t the case,
such as the ERC 216zi and the EFG
they’re always the customer. In my role,
BR6, which harnesses lithium-ion w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
technology and a revolutionary new truck design, Richmond affirms that technology has become increasingly important to how Jungheinrich operates. However, he believes the firm should only leverage new software that will enhance and accelerate its existing offering. “Technology has had a massive impact,” observes Richmond. “The biggest transformational change is around software and digitalisation. Software is the heartbeat of the solution. You can have very 42
good products but if you don’t control the processes and the information
“ I believe what we’ve succeeded at fantastically well is to ensure that the customer is at the heart of everything we do” — Steve Richmond, Director of the Logistics Systems at Jungheinrich UK
AUGUST 2019
flow correctly – you won’t get the end result that you want. In the last 15 years, I believe there has been a greater customer emphasis on software like warehouse management systems and warehouse control systems.” Looking to the future, Richmond highlights the clear goals Jungheinrich harbours as the firm looks to accelerate its automation endeavours long– term. “Over the coming years, one of the key objectives for Jungheinrich is to continue adding to our range of automation products. We’re in the middle of switching from an integrator into a manufacturing integrator,” concludes Richmond. “Our strategy is to expand our own manufacturing product portfolio and this will mean the vast majority of products in the portfolio will be manufactured, delivered, installed and integrated by Jungheinrich.”
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TECHNOLOGY
44
MongoDB: Placing data at the forefront of manufacturing innovation Senior Director of Productsand Services, Mat Keep explains how MongoDB has sought to provide manufacturers with increased agility, flexibility and enhanced operational efficiency through digital innovation WRITTEN BY
AUGUST 2019
CATHERINE S TURM AN
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TECHNOLOGY
I
ndustry 4.0 is completely disrupting traditional business models across the manufacturing space. Introducing new technologies
to fully automate production lines, deliver enhanced analytics, reduce ongoing costs, all while granting increased visibility and improving product quality, it will be essential for industry leaders to embed new digital tools to cater to evolving customer demands.
46
Throughout this shift, technological developers have sought to move away from traditional relational databases, such as Oracle and MySQL, and have moved towards the creation of personalised applications, exploring innovations such as the Internet of Things (IoT), cloud and artificial intelligence (AI) to support this ongoing disruption. “When you look at the demands of modern applications, especially in IoT where you’re dealing with a huge explosion in data volume and the need to scale globally to serve lots of different factories or connected assets, companies are also looking to deploy onto the cloud. These sorts of requirements are pushing relational databases beyond their design constraints, leading developers to turn their attentions towards solutions that house AUGUST 2019
“ Developers are very focused on time to market, how quickly they can build applications and infrastructure agility” — Mat Keep, Senior Director of Products and Solutions, mongoDB 47
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TECHNOLOGY
CLICK TO WATCH : ‘WHAT IS MONGODB?’
48
“IoT data is incredibly valuable in launching new business models, gain insights and operational efficiency” — Mat Keep, Senior Director of Products and Solutions, mongoDB AUGUST 2019
modern data platforms and meet
transforming amidst an advancing
demands across various applications,”
digital age.
explains Senior Director of Products and Solutions, Mat Keep.
“The survey also found that more than 50% of a developer’s week is
Witnessing exponential growth in
spent maintaining legacy systems.
the last five years, technology leader
If you can’t get access to the develop-
MongoDB has sought to support
ers you need, companies have to
companies, organisations and
maximise the productivity of the
developers throughout their digital
developers that they have,” he adds.
journeys. A previous survey by
“Companies are now looking at
innovators, Stripe and Evans Technol-
modernising their systems, moving
ogy found that C-level executives now away from legacy mainframes and view access to developers as the
relational databases, and utilising
number one constraint to growth,
the type of technologies that
highlighting the importance of
MongoDB can provide.”
MONGODB FACTS
•T he emergence of open source and cloud technology has seen developers become increasingly empowered to choose their own technologies in which to build modern applications. • I oT will enable manufacturers to blend the physical world and the products they’re developing with a new digital world, unlocking new revenue streams and opportunities
•B osch sought to implement a modern nonrelational database and selected MongoDB for its f lexible data model •D atabases remain one of the largest single segments of the enterprise software market, and through to 2022, global revenue is expected to increase to over $80bn
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TECHNOLOGY
50
“ There are a whole range of automotive applications that Bosch is working on, where MongoDB is at the back end to support the development of smart vehicle services” — Mat Keep, Senior Director of Products and Solutions, mongoDB
AUGUST 2019
A GREAT USER EXPERIENCE Describing MongoDB as “a data platform that just helps developers build modern applications faster,” Keep explains that the emergence of open source and cloud technology has seen developers become increasingly empowered to choose their own technologies in which to create and build modern applications. “Developers are very focused on time to market, how quickly they can build applications and infrastructure agility. They want to grow that database and application quickly to collect more sensor data, for example. They don’t want to change their application and database when they go from a single node to a thousand nodes, the application needs to behave in the same way,” he says.
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O P E R AT I O N A L E X C E L L E N C E
XPO LOGISTICS:
52
SUPPLY CHAIN AND MANUFACTURING EXCELLENCE IN A DIGITAL WORLD XPO Logistics reigns supreme in the delivery of exceptional supply chain management. We speak with Managing Director of its European Supply Chain, Richard Cawston, regarding its ongoing digital journey WRITTEN BY
AUGUST 2019
CATHERINE S TURM AN
53
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O P E R AT I O N A L E X C E L L E N C E
R
ecognised as one of the fastest growing transportation companies by Fortune 500, as well as one of
America’s best employers by Forbes, global logistics provider XPO Logistics has cemented its position as a key leader in the delivery of exceptional supply chain management (SCM). Originating from the delivery of raw materials to a prospective manufacturer, all the way to the end consumer, XPO has sought to unlock further value across the supply chain through increased agile ways of working.
54
Investing more than US$450mn each year in the development and subsequent implementation of new technologies across its operations, over 1,700 technologists have focused on four areas of innovation amidst ongoing challenges across the supply chain: automation and intelligent machines, visibility and customer service, the digital freight marketplace and dynamic data science From the traditional flow of goods to the growing importance of information low across its logistics, manufacturing, warehousing and e-commerce activities, Managing Director of its European Supply Chain, Richard Cawston explains that the shift towards the growing B2C market “has been quite dramatic over the last 10 years� AUGUST 2019
55
particularly across its European operations. “Our shopping habits, our expectations, availability and price competitiveness have all been disrupted. This is on top of getting goods on time, returning them if we don’t want them, and we also want them at our convenience, and at the lowest cost. Previously, supply chains of goods have been brought in for manufacturers, stocked seasonally, sent and then dealt with through the retailer. We’re now servicing customers directly, and that’s probably the most profound change. Who’d have thought we’d have been doing that so much 10 years ago?” w w w.ma nufa c t uri nggl o b a l. com
O P E R AT I O N A L E X C E L L E N C E
“ T HE DIGITAL WAREHOUSE IS A VERY PRESTIGIOUS PROJECT AND BRINGS TOGETHER EFFICIENCY IN THE SUPPLY CHAIN” — Richard Cawston, Managing Director, XPO Supply Chain, Europe 56
As consumers increasingly demand interaction across the entire supply chain, XPO has embraced new partnerships to develop digital solutions of the future. One such example is the company’s recent collaboration with food and beverage juggernaut, Nestlé, in the co-creation of a 638,000-squarefoot distribution centre at its Logistics Park in Leicestershire, United Kingdom. The state-of-the-art digital warehouse and technology laboratory will provide an essential testbed environment for XPO to assess new, innovative technologies to transform its operations and will enable Nestlé to enhance its service offerings. AUGUST 2019
“It’s a very prestigious project and brings together efficiency in the supply chain along with the latest technology. Most importantly, it will encompass a development area where we can really test new technologies and their application, and will keep this warehouse at the forefront of the digital age,” says Cawston. “Nestlé has entrusted XPO with the digital architecture for its future vision. The new centre will operate as both a think tank and a launch pad for XPO innovations.”
XP O LO GI ST I CS
• Recognised as one of the fastest growing transportation companies by Fortune 500. • XPO Logistics invests more than US$450mn each year in the development of new technologies. • XPO Logistics has partnered with Nestlé in the co-creation of a digital warehouse and technology laboratory.
CLICK TO WATCH : ‘XPO LOGISTICS - LET’S MOVE THE WORLD FORWARD’ 57 “While it’s relatively traditional to
new facility will house energy-saving
build an automated warehouse, these
LED lighting, environmentally friendly
things are in the planning for several
ammonia refrigeration, air source heat
years and can become outdated very
pumps for administration areas and
quickly,” he adds. “We deliberately
rainwater harvesting. Upholding strong
designed this one with a concept and
ISM standards also positively filters
a culture which allows that digitalisa-
into a reduction in XPO’s carbon
tion and will ensure that the technology
footprint. “I think it goes in harmony
remains adaptable. Part of the success
with good practice operations, and
of the project will be to integrate this
customer sustainability for me,”
way of working so that it will remain
says Cawston.
relevant 10 years from now. It’s really exciting.”
However, across the manufacturing and supply chain, demands for not
By taking an extensive look at the
only data availability, but the speed
energy efficiency of each building, the
of processing data is becoming ever w w w.ma nufa c t uri nggl o b a l. com
O P E R AT I O N A L E X C E L L E N C E
58
more critical. Showcasing advanced robotics and utilising cloud, predictive data and analytics from the Internet of Things (IoT), Cawston explains that XPO has invested in a multitude of new technologies to guarantee correct volumes of inventory, bolster security and promote agility across the supply chain. “Equipment needs to be well utilised, and this is where data comes AUGUST 2019
“ NESTLÉ HAS ENTRUSTED XPO WITH THE DIGITAL ARCHITECTURE FOR ITS FUTURE VISION. THE CENTRE WILL OPERATE AS BOTH A THINK TANK AND A LAUNCH PAD FOR XPO INNOVATIONS” — Richard Cawston, Managing Director, XPO Supply Chain, Europe
59
into play. In the B2B and B2C environ-
Technology will also play a greater
ment, we see returns levels of up to
role in driving health and safety
50% in some markets, maybe even
standards across the factory floor,
higher. This is a huge inbound supply
with new devices, such as co-bots
chain source where we can grant
undertaking heavy manual work, and
increased visibility, look at various
humans will undertake “the human
trends and influence this in a positive
parts of a job.”
way across the supply chain. All of
“As we develop our own technology,
that relies on using data to increas-
we’ll take what’s available and we’ll
ingly predict and manage the flow
make that application work. We’ll do
of goods.”
the same with our systems, integrating w w w.ma nufa c t uri nggl o b a l. com
O P E R AT I O N A L E X C E L L E N C E
“ WE’RE AS MUCH ABOUT WORKING WITH GREAT STRATEGIC PARTNERS, AND ALSO DEVELOPING OUR OWN 60 TECHNOLOGY” — Richard Cawston, Managing Director, XPO Supply Chain, Europe
all technologies. We’re as much about
We will need to enable the greater
working with great strategic partners,
development of products such as
and also developing our own technology
3D printing, how they can be delivered
and the application of that technology,”
through supply chains in a virtual way,
adds Cawston.
and how companies like XPO can
“Customer trends are changing fast and for me that is the challenge. We
facilitate this.” “For XPO, it’s the technology across
need to keep this pace of change –
all of those parts that we invest in,
whether it is how we integrate robotics
so that visibility of the supply chain
and equipment of people, or how we
or predicting what the customer will
service goods globally, B2C as well
want but hasn’t yet dealt with it through
as through traditional supply chains.
manufacturing, shipping, transportation,
AUGUST 2019
61
supply chain, virtual or indirect
across the supply chain, and transform
or direct, to customer. That overall
existing manufacturing processes.
system connectivity making a big
Using the talents of its people, its
difference in the overall supply chain,
financial resources and commitment
and allowing supply chain companies
to create a new digital landscape,
like ourselves take greater control
XPO Logistics will continue to
of that overall picture.�
go from strength to strength.
As the supply chain and manufacturing sectors become more integrated, the mass manufacturing of robotics, rather than robotics mass manufacturing will enhance the flow of goods w w w.ma nufa c t uri nggl o b a l. com
T O P 10
TOP 10 62
Food and drink manufacturers Manufacturing Global counts down the top 10 biggest food and drink manufacturers, according to Forbes’ Global 2000 ranking of the world’s largest public companies WRITTEN BY
AUGUST 2019
WILLIAM SMITH
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T O P 10
64
10
Heineken $26.5bn
Brewing company Heineken came in at 368th by Forbes’ metric. It is headquartered in Amsterdam in the Netherlands, the same city in which it was founded in 1864. The company’s original location was preserved and turned into a museum. Aside from their main Heineken beer, the company owns brands such as Bulmers, Strongbow, Amstel and Tiger. They made a profit of $1.1bn in 2018, with a revenue of $26.5bn.
AUGUST 2019
65
09
Tyson Foods $40bn
Meat processing giant Tyson foods is the United States largest producer of chicken, beef and pork. Described by its Group President of Poultry as “farmer-focused, american-owned [and] globally minded,� the company says it produces 1 in 5 lbs of all chicken, beef and pork in the United States, and exports to 125 countries. The company is headquartered in Springdale, Arkansas. Achieving a position of 354th, its 2018 revenue totalled $40bn according to Forbes, with a profit of $1.9 bn.
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T O P 10
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08
Archer Daniels Midland $64.3bn
Headquartered in Chicago in the United States, food processing company Archer Daniels Midland specialises in producing and providing ingredients from raw crops such as grains. Products include high-fructose corn syrup, cocoa powder, and oils such as canola. It was first founded in Minneapolis in 1902 as a Linseed crushing business. In 2018, the company made profits of $1.8bn with revenue totalling $64.3bn. It came in at 327th worldwide on Forbes’ ranking.
AUGUST 2019
67
07
Diageo $16.7bn
283rd on Forbes’ list, Diageo is a multinational alcoholic beverage company based in London. The owner of brands such as Smirnoff and Guinness, Diageo recently announced that it would remove plastic from its multipack beers starting from August 2019 in Ireland and summer 2020 elsewhere. Its revenue in 2018 reached $16.7bn, with profits of $3.9bn.
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T O P 10
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06
Danone $29.1bn
The Paris-based food processing company Danone S.A. came in at 244th on Forbes’ list, recording revenue of $29.1bn and profits of $2.8bn. The company describes its business as being built on four sectors: dairy and plant, waters, early life, and medical. Producing worldwide brands such as Evian, Volvic, Activia, and Alpro, the company was founded in 1919 in Barcelona as a yoghurt producer, a product it is still well known for.
AUGUST 2019
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05
Mondelëz International
$25.9bn
Multinational confectionery company Mondelēz was formed after its predecessor Kraft Food’s split into Mondelēz and the grocery company Kraft Foods Group. Ranked 228th, the company had a 2018 revenue of $25.9bn, with profits totalling $2.5bn. Headquartered in Deerfield, Illinois, the company’s portfolio features the likes of Oreo, Ritz, Cadbury, and Toblerone. The company recently launched a sustainable sourcing initiative for its chocolate products, such as Toblerone and Cadbury.
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T O P 10
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04
The Coca-Cola Company $31.7bn
133rd on Forbes’s list, The Coca Cola Company is headquartered in Atlanta, Georgia, the same city in which it was founded. The company operates on a franchise system, selling its syrup to various regional bottlers. Despite the company’s status as one of the world’s most recognisable brands being built on its eponymous cola, the company also owns worldwide brands such as Sprite, Schweppes, and Dasani. The Coca Cola Company recorded revenue of $31.7bn and profit of $6.4bn in 2018.
AUGUST 2019
71
03
PepsiCo $65bn
PepsiCo traces its history back to 1898, when Caleb Bradham first formulated Pepsi-Cola for sale in his North Carolina pharmacy. Today the company is responsible for the production of its eponymous cola as well as brands including Mountain Dew, Gatorade, Lay’s and Doritos. 86th on Forbes’ list, the company’s revenue reached $65bn dollars, with profits totalling some $12.6bn dollars in 2018.
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T O P 10
02
Anheuser-Busch InBev $54.6bn
Multinational drink and brewing company AnheuserBusch InBev is headquartered in Leuven, Belgium. Founded in 2008 from the acquisition of Anheuser-
72
Busch by InBev, it serves as a holding company for its subsidiaries, including Belgium’s InBev, US company Anheuser-Busch, and Brazil’s Ambev. Ranked in 69th place, their 2018 revenue was $54.6bn with profits of $4.3bn. The company’s scope means that it is ultimately the owner of many famous brands, such as Budweiser and Stella Artois. It traces its history back to the founding of the Den Hoorn brewery in 1366.
AUGUST 2019
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T O P 10
01
Nestlé $93.4bn
Nestlé is the world’s largest food and drink company, releasing products across a vast range of brands; over 2,000 according to its figures. They operate in 190
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countries. Founded in 1867, Nestlé says it is continuing the legacy of founder Henri Nestlé, noting his creation of a life-saving infant cereal more than 150 years ago. The Swiss company is headquartered in Vevey. It was ranked 42nd on Forbes’ list with a revenue of $93.4bn, and profits of $10.4bn.
AUGUST 2019
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EVENTS & A S S O C I AT I O N S
The biggest industry events and conferences WRITTEN BY WILLIAM SMITH from around the world
10–11 SEPT 2019
4th Annual Future Manufacturing and Trade Summit 2019 [ DUBAI, UNITED ARAB EMIRATES ] With sponsors including Epicor and Daifuku, the 4th Annual Future Manu-
76
18 SEPT 2019
facturing and Trade Summit 2019 is
Industry 4.0 Exchange
associated with the UAE’s Ministry
[ DERBY, UNITED KINGDOM ]
of Energy and Industry. Focusing
Sponsored by renowned companies
on developments in the country’s
such as Epicor and Sage Enterprise
burgeoning manufacturing industry,
Management, the Industry 4.0
expect insights into how the UAE
Exchange event brings together Manu-
government’s Industrial Development
facturing IT professionals, architects,
Strategy 2030 is being powered
CIOs, CTOs and more to look at ways
and driven by the latest manufacturing
to enhance supplier performance and
technologies.Speakers include repre-
the advantages of innovative technolo-
sentatives from The Dow Chemical
gies and range of software solutions
Company and W Motors. Over 500
to drive long-term growth. Attendees
delegates are expected to attend,
can attend a range of sessions, cover-
with more than 40 expert speakers
ing topics such as ‘connecting the
on topics such as the role of IoT in
digital supply chain’ to mastering
smart factories, industry 4.0 and the
‘the challenges of modern manufac-
UAE’s Industrial strategy.
turing with ERP.’
AUGUST 2019
30 SEPT– 3 OCT 2019
Canadian Manufacturing Technology Show [ TORONTO, ONTARIO ] Serving more than 90,000 manufacturing businesses in Canada,
2–3 OCT 2019
ing Technology Show (CMTS) is the
Northern Manufacturing & Electronics
country’s largest manufacturing event,
[ MANCHESTER, UNITED KINGDOM ]
welcoming leaders across the auto-
Rescheduled for 2019, the Northern
motive and aerospace industries
Manufacturing & Electronics Show
worldwide. Workshops, tours, exhibitor
is set to be sponsored by several
demos, presentations and panel dis-
renowned manufacturing companies,
cussions will be on offer, which will
which will enable the event to come
explore key pain points, as well as
back bigger and better than ever.
solutions which can solve modern
Attendees can expect to see the very
day manufacturing challenges in order
latest manufacturing technologies
to take manufacturing industry into
and product techniques for their
a new age.
industry all under one roof.
contributing CAN$610bn to the local economy, the Canadian Manufactur-
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EVENTS & A S S O C I AT I O N S
4–7 NOV 2019
AME International Conference 2019 [ CHICAGO, USA ]
78
13–14 NOV 2019
Describing itself as the world’s larg-
Smart Factory Expo
est lean conference, the Association
[ LIVERPOOL, UNITED KINGDOM ]
for Manufacturing Excellence Chicago
The Smart Factory Expo is organised
2019 International Conference is to
by the Manufacturer magazine and
feature 9 keynotes, more than 50 ses-
offers insights into the technology
sions and over 30 workshops. With
transforming factories. With access
“Leading on the Edge” being the con-
to leaders and case studies, the event
ference’s guiding topic, the event offers
features over 200 presentations, with
inspiration for lean manufacturing tech-
6,000 leaders and innovators expected
niques. Speakers include Nigel Thurlow,
to attend. Topics discussed include
Chief of Agile at Toyota Connected and
digital transformation, the future of
Senta Taylor, Vice President of Opera-
manufacturing and industrial automation.
tions & Strategic Planning at RBC.
Partners in the event include Siemens,
Sponsored by Canon, the University of
Autodesk and others. Clinics with manu-
Kentucky and others, the event is tailored
facturing consultants and presentations
towards all kinds of manufacturing pro-
on manufacturing solutions will be
fessionals, covering topics such as IoT,
on offer, along with stalls for more than
Manufacturing 4.0 and risk management.
50 of the UK’s manufacturing start-ups.
AUGUST 2019
24– 25 MARCH 2020
13–14 NOV 2019
Manufacturing Leaders’ Summit
American Manufacturing Summit 2020 [ CHICAGO, USA ]
The American Manufacturing Summit 2020 focuses on leadership and
[ LIVERPOOL, UNITED KINGDOM ]
strategy in the global manufacturing
Sponsored by renowned companies
industry. As a platform to exchange
such as Epicor and Sage Enterprise
ideas, the event will include access
Management, the Industry 4.0 Exchange
to leaders in fields such as lean manu-
event brings together Manufacturing IT
facturing, process improvement and
professionals, architects, CIOs, CTOs
automation. Attending are companies
and more to look at ways to enhance
such as Mattel, The Dow Chemical
supplier performance and the advan-
Company, Toyota, Kraft and many more.
tages of innovative technologies and
Key themes this year include manufac-
range of software solutions to drive long-
turing profitability and innovation, talent
term growth. Attendees can attend a
and optimisation. This year’s speakers
range of sessions, covering topics such
include Denise Johnson, Group Presi-
as ‘connecting the digital supply chain’
dent of Caterpillar inc., Jesper Toubol,
to mastering ‘the challenges of modern
VP, Elements and Moulds at LEGO and
manufacturing with ERP.’
Warren Pruitt, VP, Global Engineering Services Colgate.
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80
Creating value and sustainability through technology in the Armacell supply chain WRITTEN BY
HARRY MENEAR PRODUCED BY
DENITRA PRICE
AUGUST 2019
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ARMACELL
Amber Jesic, General Manager, Supply Chain,Americas at Armacell discusses using technology to pursue best sustainable practice in the company’s supply chain
T
he global perception of the supply chain has undergone a revolution over the past decade. What was once a series of
independent nodes in a scattered network of buyers and suppliers conducting transactional 82
deals has transformed into something far more delicate, complex and effective. “Organisations are becoming more sophisticated in the supply chain space. As they become better at supply chain and inventory management, they’re becoming more aware of the opportunities associated with the supply chain becoming more interdependent and approached from an end-to-end perspective,” says Amber Jesic, General Manager, Supply Chain, Americas at Armacell. “The increasing availability of real-time reporting and visibility, as well as increasing customer expectations, has certainly caused supply chains to evolve in recent years.” As the global supply chain industry changes, this newfound maturity opens up avenues for companies to fulfil ambitions and live up to core values in new ways. AUGUST 2019
83
Production lines in Mebane, NC
Armacell manufactures structural PET panels in Brampton, Ontario, Canada.
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ARMACELL
As a global leader in the insulation market, Armacell’s products are vital to making projects in the construction and manufacturing space more energyefficient, and therefore sustainable. For Jesic, her role at Armacell was the perfect fit. “Sustainability is not only personally important to me, but it’s also the basis of how Armacell operates,” she says. “The company has a culture of global collaboration and innovation that was appealing and they’re also open to change. I saw the role as a chance to make contributions 84
to the organisation, and an opportunity
“ Sustainability is not only personally important to me, but also the basis of how Armacell operates” — Amber Jesic, General Manager, Supply Chain, Americas, Armacell
Elastomeric foam sheets and rolls are stored before shipping out of Armacell’s component foam plant in Conover, NC
AUGUST 2019
CLICK TO WATCH : ‘MAKING A DIFFERENCE AROUND THE WORLD’ 85 to leverage our holistic network and
officially incorporated in 2000, its
supply chain to drive competitive
origins can be traced back to the
advantage and drive efficiencies.
1860s and Armstrong World Industries.
A lot of our products drive sustain-
In 1954, Armstrong was responsible
ability. Our ArmaFlex closed cell foam
for the invention of ArmaFlex, the
insulation saves 140 times more
world’s first flexible insulation product,
energy over the course of its life than
carving out its own industry niche
needed to manufacture and transport
that it has dominated ever since.
it.” We spoke to Jesic about the
In addition to making flexible products,
ways in which Armacell is harnessing
Armacell is committed to ensuring that,
cutting-edge technology in order
as a company, it stands by its principles
to drive supply chain innovation, not
of sustainability. “As a multi-materials
only to create value, but make the
and multi-product company, we
company more sustainable.
apply world-class practices every day
Although Armacell itself was
and expand into adjacent technical w w w.ma nufa c t uri nggl o b a l. com
ARMACELL
“ Technology provides an opportunity to simultaneously reduce costs and improve service” — Amber Jesic, General Manager, Supply Chain, Americas, Armacell
86
insulation end markets, continuously
sustainable technology and strategies
extending our temperature range
across Armacell’s supply chain, from
and equipment verticals,” Jesic says.
converting the company’s shipping
“We substitute the legacy materials
lines to an intermodal approach and
of our competition with our innovative
reducing miles travelled, to recycling
solutions and reinforce our premium
over one billion plastic bottles into
brand position to create value for
polyethylene terephthalate (PET)
equipment owners, specifier engineers,
products. “Beyond the benefits we
contractors and investors.”
seek to realise through technology,
Jesic’s role provides a broad mandate
we also are committed to best practices
and list of responsibilities, as she
that impact the environment. To reduce
oversees purchasing, planning, distribu-
waste, we have cases where we also
tion, transportation and compliance.
donate our scrap to prevent it from
She and her team are working to deploy
going into landfills,” says Jesic. “It can
AUGUST 2019
be used in the carpet industry as a padded base for installations, sometimes it’s used for the foam padding in children’s playgrounds – the breadth of application is mindboggling sometimes, given all the different areas you can use foam.” The core of the company’s innovations and sustainability initiatives involve applying technology to create value in a sustainable way. “Technology provides an opportunity to simultaneously reduce costs and improve service. We’re driving automation
E XE CU T I VE PRO FI LE
Amber Jesic, General Manager Amber Jesic is the General Manager of Supply Chain, Americas, at Armacell. Jesic’s innovative and analytical approaches have redefined and optimised the value of supply chains within select Fortune 500 companies. A key strategist with an award-winning career in supply chain management, she has proven that with ingenuity, solutions to complex issues can be developed. She is a thought leader, having led an autonomous truck program as featured in the New York Times. Amber holds a Six Sigma Black Belt and an MBA from NYU Stern School of Business.
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ARMACELL
$686mn Approximate revenue
2000
Year founded
3,000
Approximate number of employees 88
AUGUST 2019
89
Armacell makes foam for gaskets for use in the aerospace industry w w w.ma nufa c t uri nggl o b a l. com
ARMACELL
Armacell makes foam for gaskets for use in the transportation industry
CONTRIBUTING TO THE EARTH’S FUTURE WORKING HAND IN HAND WITH OUR CUSTOMERS
Congratulations Armacell on your fine article!
THE WORLD’S LARGEST PVC PRODUCER & RIGID VINYL COMPOUNDER Resin Sales – Domestic & Export 713 965 0713
K-Bin KBcustomerservice@k-Bin.com
“ Beyond the benefits we seek to realise through technology, we also are committed to best practices that impact the environment” — Amber Jesic, General Manager, Supply Chain, Americas, Armacell
wherever possible and easing the process of doing business with Armacell, predominantly through EDI integration, but also through our digitalisation efforts regarding load planning and shipment consolidation to reduce miles travelled and condense shipments,” Jesic explains. As a company that has never been afraid to carve its own way using the latest technological developments on offer, Jesic points out that Armacell is watching the development and testing
PA R T N E R FA C T S
Shintech The modern supply chain is becoming more collaborative and interconnected. As Jesic notes, “multifaceted partnerships are much more common. We work with our suppliers to develop mutually beneficial plans for the management, inventory management as well as delivery.” Founded in 1974, Shintech has grown to become a leader in its field in much the same way as Armacell. It is currently the largest producer of PVC in the US and has been partnered with Armacell for more than five years. “Their consistent service has been an asset to our business,” says Jesic.
of autonomous freight vehicles with great interest. “They can definitely w w w.ma nufa c t uri nggl o b a l. com
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ARMACELL
drive sustainability benefits,” she says. “Autonomous trucks will let you better handle fuel usage, there’s less starting and stopping, you can have a bigger fuel tank without a driver, and of course an autonomous truck will be able to provide much more accurate track and trace capabilities.” Gathering data from a fleet of autonomous trucks may be years away for Armacell, but Jesic stresses how vital data from other sources has become for the company today, and 92
the importance of having the analytics to draw actionable insights. “We’re in the design and development phase of using forecasting tools that will provide predictive analytics which will be used in our production planning and inventory management to better service our customers,” she explains. As the leader in the $13.5bn equipment insulation market, Armacell is constantly striving to pursue its multi-pillar growth strategy. Its dedicated R&D teams are continually driving the company’s portfolio growth of intellectual property, having more than doubled the number of patents in the company’s name over the past five AUGUST 2019
years. Looking to the future, Jesic is excited to continue bringing Armacell’s open, innovative approach to the workings of its supply chain and management of her team. “I encourage a culture of openness to change and present things in a perspective that highlights the benefits of why that change is being introduced. So, in the instance of digitalisation, if it improves the ease of doing business with Armacell, our suppliers and customers then I’ll emphasise those benefits to the teams so they understand why we’re pursuing these changes. Also, benefits like automated reporting help keep our focus on best, not budget,” she concludes. Armacell’s future is bright, as it continues to work towards creating not only value, but a bright future for the planet too.
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LINFOX INTERNATIONAL GROUP 94
DRIVING DIGITAL TRANSFORMATION THROUGH COMMUNICATION AND TRUST
WRITTEN BY
MARCUS LAWRENCE PRODUCED BY
KRIS PALMER
AUGUST 2019
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L I N F O X I N T E R N AT I O N A L G R O U P
Supply chain services provider Linfox International Group is undergoing a digital transformation to optimise its internal processes and offerings. Edwin van Poelje, Regional IT Manager at Linfox, discusses the process and its successes thus far
S
ince its establishment in 1956 by Lindsay Fox, Linfox has become the leading provider of logistics and supply chain
services to the Asia Pacific region’s largest 96
companies. To maintain its advantage over the competition, Linfox has embraced disruptive technologies as a means to increase efficiency, reduce costs, boost transparency and trust, and drive customer satisfaction. “Digital transformation is not a threat, but an opportunity,” says Linfox’s Regional IT Manager, Edwin van Poelje, who is currently based in Bangkok. “Through digital transformation, we aim to understand company and customer processes more effectively, as well as capturing our digitised output on a central platform in combination with blockchain. Leveraging this data enables the company to report horizontally rather than by application or department, making the impacts of actions and decisions more visible.” He stresses that the journey is only as effective as the communication running through it. To that AUGUST 2019
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L I N F O X I N T E R N AT I O N A L G R O U P
“ Implementing software is a relatively simple process, however the change management process is key to making any implementation a success” — Edwin van Poelje, Regional IT Manager, Linfox International
98
effect, Linfox has adopted an organisa-
behind the implementation are vital.”
tional approach to digitalisation that
According to Van Poelje, Linfox has es-
places cooperation and human interac-
tablished change management as one
tion at the forefront of its journey.
of its key factors for aligning its digital
“Implementing software is relatively
solutions with its business needs,
simple. However, the change manage-
whilst ensuring that fears of replace-
ment process is key to making any
ment through automation are handled
implementation a success,” says Van
with care and sensitivity. Replacing
Poelje, discussing the firm’s impact
staff with digital solutions, he adds,
mitigation of the culture shift inherent
is not an aim of their implementation.
in digital transformation. “The involve-
Instead, automation enables work-
ment of relevant users, training those
ers to contribute to the business in
users, and assuring and reassuring of
other ways. “We use machine learning
the functionality, benefits and rationale
to automate and improve our report-
AUGUST 2019
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E XE CU T I VE PRO FI LE
Edwin van Poelje Edwin van Poelje is an experienced IT executive, leader and strategist responsible for supply chain solutions, IT and innovations at Linfox across the Asia Pacific region. With over 20 years’ experience across multiple roles — including in management of IT strategy, migrations, upgrades, hardware and software implementations, relocations and restructuring projects — van Poelje has a seasoned and unique ability to manage multi-disciplinary IT environments, projects and challenges. Prior to working at Linfox, van Poelje accrued experience and success in roles with Shell, Ernst & Young, Capgemini and TNT Logistics.
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L I N F O X I N T E R N AT I O N A L G R O U P
“ We are standardising and centralising functionality on Azure wherever possible” — Edwin van Poelje, Regional IT Manager, Linfox International
100
ing process on the Microsoft Azure platform. This is not meant to reduce our headcount; instead, it allows the team to focus on and action reporting outcomes, as well as supporting more elements of the business.” Alongside the possibilities for automation afforded by machine learning, Linfox has also begun to adopt artificial intelligence (AI) to assist with maintaining safety standards. “Our trucks have facial recognition software powered by AI that is capable of determining when a driver looks tired or is not complying AUGUST 2019
with safety standards, prompting an alert to address the issue.” Another key aim of the digital transformation is in minimising the firm’s regional hardware footprint, which is where the aforementioned Microsoft Azure platform comes into play. “Cloud technology is a key pillar in our digital strategy,” notes Van Poelje. Cloud technology not only enables Linfox to accelerate the time-to-market of its solutions and services, but also considerably boosts ease of access, scalability, budgeting and billing capabilities. “Reduction of hardware onpremise reduces the associated risks of hardware failure, performance and capacity constraints and backup,” says Van Poelje, adding that the strength of Linfox’s cybersecurity is facilitated by ensuring that the company’s cloud providers adhere to its strict cloud security standards for the benefit of users and customers. This alignment between Linfox and its suppliers is inherent across each of its vendor partnerships, with Van Poelje highlighting trust as the key factor in getting the best deal and service. “With our vendors we look for a long-term, w w w.ma nufa c t uri nggl o b a l. com
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L I N F O X I N T E R N AT I O N A L G R O U P
25,000
Approximate number of employees
1956
Year founded
102
AUGUST 2019
CLICK TO WATCH : ‘LIG CORPORATE VIDEO’ 103 trustful and worthy relationship,” he
we offer internally and externally.” This
says. “As a family-owned company, our
functionality extends beyond cloud
values are Loyalty, Integrity, Fairness
functionality and cybersecurity to data
and Trust. We seek to match these
analysis, reporting and dashboarding.
values with our vendors to ensure they
“All of our systems either run on Azure
are the best placed to assist us with
or channel data into our Azure data
achieving our digitalisation goals.”
lake. From there, we can run reports
“Microsoft is a key player for us,” con-
and dashboarding, and allow access
tinues Van Poelje. “We are standardis-
to users and customers at the point
ing and centralising functionality on
of need.” Linfox’s efforts to harness
Azure wherever possible. For example,
data through digitalisation does not
we have standardised our transport
end there, however. Digitalisation has
management system and warehouse
enabled Linfox to reduce its paper us-
management system, providing the
age, optimise processes and access
standard for all services and solutions
to digital information, simultaneously w w w.ma nufa c t uri nggl o b a l. com
L I N F O X I N T E R N AT I O N A L G R O U P
“ As a family–owned company, our values are Loyalty, Integrity, Fairness and Trust” — Edwin van Poelje, Regional IT Manager, Linfox International
104
generating usable data and identify-
also ties Linfox’s ethos of open and
ing that which should be added to
collaborative communication together,
its blockchain network. “The benefit
providing a single source of truth for
of blockchain is the transparency of
users across the organisation that
information for customers regarding
can be relied upon to deliver the right
security, key performance indicators
information at the point of need.
and finance,” explains Van Poelje. “The
The successes and benefits of
immutable principle of blockchain
Linfox’s digital transformation are
makes this trustworthy and secure.
plentiful. Assessing the key benefits
In combination with smart contracts,
of the journey for employees, van
this will enable easy customer com-
Poelje highlights ease of access as
pliance and fulfilment.” Blockchain
being a decisive factor in the success
AUGUST 2019
ency,” adds Van Poelje. “Our business intelligence environment gives a near real-time display for operations, departments and customers, which was not possible in the past.” Van Poelje also highlights the digitisation of the company’s safety process, particularly the frictionless manner in which it was enacted. “Instead of using paper, everyone is using online forms to report and communicate on safety aspects. “In addition, I am proud of the Azure environment we have established. It has been setup in a flexible way to accommodate for future demand.” This future-proofing is the crux of Linfox’s powerful position as a leading digitised supply chain solutions found through the application of new
provider. Van Poelje says that the next
technologies. The time freed up by
stage is to develop Linfox’s supply
leveraging solutions that enable em-
chain operations further, becoming
ployees to access data quickly, easily
a modular, dynamic and flexible service
and reliably is combined with the re-
provider that is able to connect with
duced labour afforded by automation
and fulfil the needs of any custom-
of repetitive processes. This ability to
er. With the laudable successes
apply time and skill more construc-
achieved so far, this goal seems not
tively not only boosts operational ef-
only achievable, but inevitable.
ficiency, but also job satisfaction. “For the organisation specifically, the key benefit is the visibility and transparw w w.ma nufa c t uri nggl o b a l. com
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OPENING THE MARKET AS PIONEERS IN TRANSPORTATION TECHNOLOGY IN BRAZIL WRITTEN BY
MARÍA COBANO-CONDE PRODUCED BY
MANUEL NAVARRO
AUGUST 2019
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REMA TIP TOP BRASIL
REMA TIP TOP is the leader in transport technology and surface treatment with a view to expanding tyre repair in Brazil
A
fter the recent acquisition of Norte Sul Serviços de Vulcanização in Brazil in early 2017, REMA TIP TOP took a giant step
towards expanding its commercial presence in Latin America. 108
This is how the company consolidated its global operating system, providing services, products concerning the transport technology field and surface treatment, as well as tyre repair. This agreement is already showing some impressive figures. Since its creation in Germany 1923 by the Gruber brothers, Otto and Willy, as a distributor of screws and metal parts, the growth of REMA TIP TOP has been meteoric: the operation is currently present in more than 150 countries, with more than 6,900 partners, and that during the 2017 financial year generated more than €1bn in global profits.
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REMA TIP TOP BRASIL
MAXIMIZING THE LIFE AND PRODUCTION OF MINING SYSTEMS AND INDUSTRIAL EQUIPMENT Your industry leading experts in repair and lining polymers
INNOVATIVE CONVEYOR BELTS AND MILL SOLUTIONS https://www.linkedin.com/company/fourthane/
www.facebook.com/Fourthane
https://twitter.com/FourthaneGlobal
https://www.instagram.com/fourthane/
https://www.youtube.com/channel/UCpXrWewEDc9wm5tKlVs5-_Q
https://fourthane.com/en/ fourthane.com
‘ REMA TIP TOP Brazil implemented a new SAP platform in May’
111
EXPANDING IN BRAZIL REMA TIP TOP started its own operation in Brazil in 2016, opening an independent commercial line of approximately 200 employees, after having operated in the country for a long period of time through its former distributor, Norte Sul Serviços de Vulcanização. REMA TIP TOP bought the entire line of business – through an investment of approximate €5mn – and maintained its business in Brazil with the implementation of a new strategy. There was a need to take the operation w w w.ma nufa c t uri nggl o b a l. com
REMA TIP TOP BRASIL
to the next level, to open new markets
ing its team in Brazil by adding more
in order to make a better distribution of
salespeople and representatives in
the segments that were being carried
every region.
out, so to avoid depending on a single client, on a single segment. REMA TIP TOP is currently engaging in the general restructure of the
As part of the new operational direc-
entire top of the line team – produc-
tion REMA is taking in this country, the
tion managers, sales, and human and
company is creating its competitive
financial resources – by letting them
advantage through the development of
grow throughout three to four years
new products and acquisitions, with
to double the current sales.
positive outcomes that resulted in
REMA’s objective is to expand our global presence. In order to do this, 112
COMPETITIVE ADVANTAGE IN THE BRAZILIAN MARKET
Sales Management is also restructur-
AUGUST 2019
profits of more than €894mn in 2016. The company’s strategy includes the commercialisation of the vulcanising
CLICK TO WATCH : ‘REMA TIP TOP’ 113 press REMAPRESS IVE, created by its subsidiary, Vulcate, from which REMA TIP TOP created an XXL version adapted for the Brazilian market. The press has enjoyed great global popularity since its launch in 2015 and, among other improvements and innovations, has patented extraction bolts and pressure pads containing aramid fibers to ensure maximum safety. REMA TIP TOP has bought this press’ first modular model for its commercialisation. The press can extend up to nine meters, stand up to ST 8000 splices and since it is modular, it can be divided into w w w.ma nufa c t uri nggl o b a l. com
REMA TIP TOP BRASIL
‘ The growth of REMA TIP TOP has been meteoric: the operation is currently present in more than 150 countries, with more than 6,900 partners’ 114
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REMA TIP TOP BRASIL
four smaller presses. This huge investment arrived in Brazil at the end of September. REMA TIP TOP’s matrix has a worldwide capacity, and because the operation in Brazil is subsidiary, it can take advantage of the technology, research development, and tools from its large central corporation. The press mentioned provides a clear example: it is a very powerful technology and the first one to buy this huge model was the subsidiary in Brazil. Likewise, REMA TIP TOP 116
Brazil takes advantage of the
AUGUST 2019
potential of another of its affiliated companies, Alpha Development, dedicated to research and development. Working in the development of new products and research tests, it ensures that REMA TIP TOP is always ahead in the market in terms of products and quality. It is an independent research and development company which always supports operations and responds to the end costumer’s requests about new products, new developments, and new solutions. The company’s team involves professionals with PhDs in Physics and Chemistry who work with machines that can develop reverse engineering of rubber, which is high-class technology.
GROWING THROUGH TWO DIFFERENTIATED LINES OF WORK This new beginning in Brazil allows REMA TIP TOP to focus on its main line of work: segmented belts and industrial belts, and their maintenance. But our vision of the future and our growth strategy doesn’t end there, it keeps on growing. w w w.ma nufa c t uri nggl o b a l. com
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REMA TIP TOP BRASIL
REMA’s objective is to expand global presence. Results are already being seen, since sales are already 25% higher than last year’s same period, and it’s only the beginning of the year. Concerning market sectors to achieve this expansion, the main and only segment that REMA TIP TOP currently has in Brazil is industrial belts and tapes, as well as their maintenance, but REMA TIP TOP’s business as a parent company in the world is made up of two other segments as well. The automotive sector, the manufac118
turing, and maintenance of patches for large mining tyres is a powerful business globally and, on the other hand, REMA also has surface treatment businesses – anticorrosion businesses – to protect large impacts in the area and its floors. These two sectors represent a 20%-30% of
certainly represent half of the business,
REMA’s international business respec-
but the other half will be dedicated to
tively but have no current influence
the automotive business and surface
in Brazil.
treatment. This is REMA’s strategic plan
In order to take advantage of every opportunity the market can offer, the
for all of Brazil and South America. The company has been in contact with
future of REMA TIP TOP’s strategy
multinational companies, especially
will involve the development of three
from industrial ports, where many
businesses in Brazil: the industrial
platform ships require and need
tapes and their maintenance will still
maintenance against corrosion and
AUGUST 2019
‘ REMA TIP TOP’s international work philosophy provides plants, workshops and group subsidiaries independence of action’ 119
other surfaces, demanding special
in the field are made through tablets
flooring, special protection.
or phones with digital printing. The external development the
CREATING EXTERNAL AND INTERNAL VALUE
the sale of industrial belts and tapes.
REMA TIP TOP Brazil implemented
Since there is no production of belts in
a new SAP platform in May through the
Brazil yet, all belts have to be imported.
company that implements general
The transportation and customs costs
integration of all plants, operations,
for imports in Brazil make it difficult for
payment system, stocks and posses-
the company to compete against local
sion control system, accounting, costs,
manufacturers, but this will only be
and also budgets – it is a unique
a matter of time since the company is
management system. All entry and
conducting the relevant assessments.
exit controls for employees that are
company will experience is focused on
This strategy is part of a budget and w w w.ma nufa c t uri nggl o b a l. com
REMA TIP TOP BRASIL
C O M PA N Y F A C T S
• REMA TIP TOP has representatives in more than 150 countries • In Brazil, REMA TIP TOP generated sales of more than € 894 million • REMA TIP TOP has more than 6,300 employees around the world
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• It has more than 170 subsidiaries and affiliates around the world
AUGUST 2019
growth study that estimates growth of approximately 25% in 2018 and 15% for the next five years, based on current long-term contracts as well as contracts that include competition and bidding. Expected sales will double current sales in this future estimated period, without considering the automotive and anti-corrosion treatment sectors. REMA TIP TOP’s international work philosophy provides plants, workshops and group subsidiaries independence of action for tropicalization and adaptation to the country where they are located. The central, general, and main axis is located in Germany, but there is a clear differentiation between what can be suitable or not in other countries, and this has been working efficiently as REMA TIP TOP’s strategy.
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