Martin Gillmann, operations manager Namibia, Transworld Cargo
Through the diversity/variety of our logistics services we were able to partially offset losses in one business area with profits in other business areas. A non-corporate management structure allowed us to implement alternate routings/transport modes within the shortest time to satisfy our customers where one transport mode was not available anymore. Operating staff capacities in idling business units could be utilised in other business fields and the review of our monthly expenses to implement cost-saving potentials where possible was important. We also temporarily made non-operational equipment available to third parties in order to generate income. We took a proactive, customer-centric approach to our clients to identify challenges in the supply chain and we invested in our staff, a move that proved critical for the survival of our company.Traditional supply chains are sensitive to economic changes and the global logistics big players have adopted processes which cannot easily be changed and adapted. The medium-sized logistic companies are more f lexible to adjust their processes when it comes to global disruption within the supply chains, and multimodal/universal educated logistics staff create a more f lexible operational environment than logistics operators trained as 'specialist' in one operational area.We have reinforced open thinking, creativity and customer engagement with our staff.It was amazing to see the commitment of the depot teams working under huge constraints during this time, and it reminded us of just how committed to our slogan, Shifting Worlds, everyone is.“
