Comment: Personal relationships key in GCC logistics
In close to ten years of living and working in the Middle East I have been fortunate enough to have built and maintained long lasting business and personal relationships with senior business leaders founded on trust, loyalty, expertise and honesty.
This year I decided it was time to further utilize my networks and those relationships for the greater good with a dedicated focus on delivering value added services and solutions in a few key areas that can have a massive effect in contributing to the ongoing success of a business.
With that in mind I started taking input and advice from experienced business leaders involved in the Supply Chain & Logistics sector from both the principal companies and the service providers with the aim of getting a clear understanding of what their pain points were and to jointly identify the main obstacles for them in doing business more efficiently.
Key areas highlighted to me by top executives where external support was often welcomed, included assisting organizations with expanding and improving trade and supply chain networks, whilst enabling them to remain agile enough to swiftly adapt to change in volatile markets. What struck me most about everything that we discussed in this regard is that the answers to the majority of challenges or roadblocks always comes back to people.
Common sense you might be thinking, but unfortunately even so, the need for more investment in people is a fact that is often sadly overlooked, especially when markets are tough and profits are down. You could argue that these are the times when you need to invest in your people the most as you would surely want them at the top of their game during the most challenging market conditions.
Whichever way you look at it, positively impacting and transforming the way people and organizations think and operate is a major factor in whether those people and their organizations are successful or not.
This can be achieved through the roll out of bespoke talent management and development initiatives, by providing the right kind of strategic advice and support, and by delivering overall process and strategy improvements, but to do this well I think you need the ability, and arguably the flexibility to bring in experts as required who can focus on and add value to specific functional areas of the business at the times when you need it the most.
I also think that within the Supply Chain & Logistics sector we all need to be more open and proactive in terms of fostering closer relationships (in real-life, not virtual) and developing an ongoing dialogue amongst our clients, supporters and partners (sometimes even competitors). I think this is especially important when it comes to the global supply chain. We should have the goal of actively creating positive change, by proactively and regularly sharing best practice and ideas and then actually doing something with that newly acquired knowledge.
I am doing my part by bringing industry and supply chain leaders and service providers closer together through an ongoing series of highly exclusive invitation only Supply Chain leadership forums, think-tanks and industry networking groups, the first of the leadership forums took place in November and was kindly sponsored by Damco and attended by senior executives from local and multinational manufacturers, distributors and retailers.
For further information visit: www.TopManagementResources.com
Or contact: Brian Cartwright, founder & managing director, Top Management Resources Group BrianC@TopManagementResources.com.