Exclusive Feature in logistics engineering , sourcing and monitoring ; in supporting a manufacturer procurement of transportation service with an international inbound supply chain providers , and operations and financial from Asia Pacific to North America , there are specialists , who vow to not only find solutions multiple control towers involved . We will advise but uncover the best practices available for the customer of any instances that may impact our customer base . These all align with the their production , by monitoring the 5000 parts implementation of the three pillars of the from the 500 suppliers in the network . DHL strategy : centralization , standardization “ The shipping status and requirement of and value creation .”

Bart Van Holsbeeke , Managing Director of LLP Europe , adds : “ Through the grouping together of experts , we have a crosspollination of knowledge from multiple industries – some common practices in one may be huge innovations in another .” Through utilizing this shared information , the control towers develop contingency plans for customer supply chains ,

reinforcing DHL ’ s proactive approach to customer service .

“ There has been an increase in customers with multiple presences around the world , who rely on a global network for their supply chain management ,” Bart continues . “ We have built a virtual network between our control towers , with Istanbul being the most critical for Europe . Our international reach allows us to be connected to a multitude of local markets and their counterparts simultaneously . With this presence comes invaluable knowledge of regional authorities , legislation and the general protocol of expediting goods . This helps us anticipate issues , for example , relating to missing paperwork or information that would lead to delays .”

DHL works together with its customers to solve potential issues by running analyses and providing expert opinions . With reference to the company ’ s mentality towards proactivity , Adam expands : “ In terms of risk incident

each part is cross-sectionally analyzed against their inventory to help

they ’ re based 2000 miles away .”

protect plant-operations so that , in case of any serious delays , we can look to implement a contingency plan ,” he continues . “ This may be to divert stock from elsewhere or alter their production schedule to keep the plants running . Incidents can range from strikes or port delays to bad weather or even just a local holiday , of which they ’ re unaware , given that

A prime example of its expertise in action was during the onslaught of Hurricane Ian . As the hurricane crossed the Gulf of Mexico , DHL ran numerous scenarios regarding the paths Ian could have taken . Once forecast , it started working with its affected customers ’ planning teams to divert inventory , alter schedules or notify customers of potential delays . This deployment saved customers many hours of manual look-ups in legacy systems to ascertain the location and shipping status of parts . DHL ’ s automated system handled this process , allowing for the focus to be on problem-solving and implementing contingency plans .

When the business cannot find appropriate third-party technology , it simply develops its own , and although it looks to integrate different layers of technology , it still relies on human application to make the difference . One of the primary technologies incorporated in the

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