The Supply Chain Ledger - Aug 2025

Designing Resilient Supply Chains

Ravi Dosanjh on Leadership, Innovation, and the Ecosystem Mindset at Caliber.global

Better, Better, Never Best

Tim Leight on Building a Future Ready Supply Chain at Calix

Leading with Purpose

Cornelis Dees’s insights on Humanitarian Supply Chain Leadership

Growing Your Online Presence Through Innovative Methods

Innovation

Dear Readers,

Welcome to the latest edition of The Supply Chain Ledger, where we explore the strategies, technologies, and people powering transformation across global supply chains.

We open with a thought-provoking guest feature from Art of Supply, where Kelly Barner examines how BlackRock’s multibillion-dollar purchase of ports along the Panama Canal could reshape global trade flows and U.S. influence in critical supply corridors. As geopolitical dynamics increasingly intersect with supply chain operations, this piece offers timely context and compelling insight.

Our front cover feature spotlights Caliber.global, where CEO Ravi Dosanjh shares an ecosystem-led supply chain model designed for scale, collaboration, and measurable outcomes. His perspective sets the tone for an edition focused on practical innovation and purposeful execution.

We’re proud to spotlight Ebru Sebat of Norwex, whose unwavering focus on sustainability offers a roadmap for building resilient, eco-conscious supply chains. From Germany’s clean energy transition with Enpal’s Sven Pulsack to Joe Ward of Quirch Foods on strategy, culture, and agility across the Americas, innovation and purpose shine through every conversation. Adrian Reyes of MT Unirepair reveals how circularity is driving after-sales excellence, while Tim Leight of Calix shows how AI, digital twins, and continuous improvement are redefining the meaning of “future-ready.”

We also feature Simon Harman of Mitsui E&P Australia, offering a grounded perspective on local impact and supply resilience, and Floyd Wiltz of Tools for Humanity, who brings military precision and social purpose together in a tech-enabled logistics mission.

Our Executive Insights delve deeper. Holly Taylor reflects on supplier relationship management, and Dirk S. van Doorn of DHL Namibia outlines a bold vision for green logistics across Africa.

We’re joined by Sanjeev Wewerinke-Singh of Varuna Marine Services, who shares how the company is steering maritime innovation through digitalisation, emissions compliance, cybersecurity, and sustainability. With over 15 years in the industry, Sanjeev offers a forward-looking perspective on navigating maritime complexity with confidence and technological strength.

Lastly, we’re honoured to feature Cornelis Dees of the IFRC, who shares the human-centred principles guiding humanitarian supply chains where every logistical decision can mean life or death.

From sustainability to scalability, talent to technology, this edition is filled with practical insights and bold thinking from those shaping the future of supply chain leadership.

Enjoy the read!

EDITOR

Christopher O’Connor

CREATIVE DIRECTOR

Martyn Oakley

DESIGN SUPPORT

James Pate

SOCIAL MEDIA MANAGER

Summah Buisson

PROJECT DIRECTORS

Stuart Irving

Denitra Price

Cisco Loevendie

PRODUCTION MANAGER

Ewa Piwoni

No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA

ACCOUNTS

Emilio Vences

Joseph Heaton

MANAGING DIRECTOR

Phillip Forde

CHIEF OPERATING OFFICER

Fabian Stasiak

CHIEF EXECUTIVE OFFICER

Alex Barron

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One Deal, Three Ports: How BlackRock’s Purchase of Panama Canal Ports Increases U.S. Influence

Designing Resilient Supply Chains: Ravi Dosanjh on Leadership, Innovation, & the Ecosystem Mindset

Leading Sustainable Supply Chains: Ebru Sebat’s Vision for Innovation and Resilience at Norwex

Driving Sustainable Scale: Sven Pulsack on Logistics Innovation at Enpal

Building Partnerships That Last: Holly Taylor on Strategic Supplier

Better, Better, Never Best: Tim Leight on Building a Future Ready Supply Chain at Calix

Driving Circular Excellence: Adrian Reyes on Sustainable Supply Chains at MT Unirepair

From Strategy to Shelf: Joe Ward on Scaling Quirch Foods Through Innovation, Culture, and Global Agility

MITSUI E&P AUSTRALIA (MEPAU)

Strategic Strength and Local Impact: Simon Harman on Leading MEPAU’s

DIRK S. VAN DOORN

Driving Sustainable Progress: Dirk S. van Doorn on DHL Namibia’s Vision for Greener Logistics in Africa

Mission-Driven Movement: Floyd Wiltz on Building a Global, Tech-Enabled Logistics Backbone

Leading with Purpose: Cornelis Dees’s insights on Humanitarian

Steering Maritime Innovation: Sanjeev WewerinkeSingh on

One Deal, Three Ports: How BlackRock’s Purchase of Panama Canal Ports Increases U.S. Influence

Kelly Barner, Head of Content and Operations, Art of

Procurement

The Panama Canal has long been one of the most strategically important pieces of infrastructure in the world, holding significant power when it comes to global economies. Stretching 51 miles and trimming nearly 8,000 miles off shipping routes between the Atlantic and Pacific Oceans, it handles around 13,000 ships per year, representing 5-6 percent of global trade.

Holding a bit of a rocky history, the canal has once again been thrust into the geopolitical spotlight because of a recent multibillion-dollar deal involving asset management giant BlackRock.

The Canal’s Keepers

Contrary to some assumptions, Panama owns the canal itself, operating it under the Panama Canal Authority, an agency of the Panamanian government. The question of ownership–and sales–apply, instead, to the ports located on either side of the canal. Until recently, two of the largest ports, Balboa on the Pacific side and Cristobal on the Atlantic, have been owned by Hong Kongbased conglomerate CK Hutchison, who took them over in 1997. That ownership drew scrutiny over time as, since the company operated under Chinese financial and security laws, it gave the country influence over the operations of this invaluable trade route. That concern grew even more in 2018 when Panama, became the first Latin American country to sign on to the Belt and Road Initiative, China’s infrastructure-based outreach program. Within that deal, China opened the Confucius Institute in Panama, provided the country with a grant to build a railway, and sponsored media training to Panamanian journalists to cover the alliance. Even with China’s support, the canal has faced some hard times over the last few years, with a 2023 drought causing a 30 percent drop in traffic. However, when the canal plays such a critical role in Panama’s economy–contributing nearly $5 Million (23.6 percent) of the country’s annual income in 2024–one has to wonder how current events will impact its overall operations.

BlackRock’s Opportunity

In 2024, BlackRock, the world’s largest asset manager, agreed to purchase 90 percent of the Panama Ports Company from CK Hutchinson. Although the sale of the Balbao and Cristobal ports received the most attention, they are a small part of the 44 port, $22.8 Billion deal. Amazingly, this massive deal only took a month to put together–but why did it move so quickly?

Back in 2021, CK Hutchinson’s contract automatically renewed, with no scrutiny or bidding competition. Critics claimed it provided unjustified tax benefits to a foreign-owned country. That led to Panama’s Attorney General announcing an audit of the contract, calling it “unconstitutional,” and opening the door to a slew of legal battles and political fallout.

Although ships don’t have to pass through the Balbao and Cristobal ports to enter the canal, they process approximately 40 percent of canal traffic. Balbao is particularly valuable because it serves the Canal’s busiest route, Asia to the U.S.’s east coast, and connects to the Panama Canal Railway.

If the deal goes through, BlackRock’s ownership of these two ports would give significant influence back to the United States.

A Geopolitical Chess Piece

Prior to this deal, two of the four major ports were owned and operated by CK Hutchinson, one by the U.S., and one by Taiwan. If BlackRock’s purchase is approved, three of those four ports will be owned and operated by the U.S. This makes the acquisition more than a business decision– it’s a strategic geopolitical move. When the U.S. Secretary of State chose Panama as his first foreign trip, it signaled the country’s renewed importance to the U.S. economy and global supply chains and Panama agreed to pull out of China’s Belt and Road Initiative. Are these decisions based on business or diplomacy?

According to a New York Times source quoted by Investor’s Business Daily, “The deal provides an ‘off-ramp’ for tensions between the U.S. and Panama in response to strong statements made by President Trump about ownership of the canal and the cost to U.S. ships to travel through it.”

Meanwhile, the news of this deal has reportedly angered Chinese leader Xi Jinping, who is frustrated with CK Hutchison’s decision to sell the Panama Canal adjacent ports to a U.S.-led consortium without permission from Beijing. China had reportedly planned to use the Panama Port issue as a bargaining trip in negotiations with the Trump administration.

Trade as a Path to Influence

As much as BlackRock and CK Hutchinson want to put pen to paper, this deal is still pending. If it goes through, the U.S. will have a much stronger hold in the operations of one of the most significant trade routes in the world. That shift carries symbolic weight, especially as Panama tries to balance foreign investment with national sovereignty. What’s clear is that the Panama Canal remains more than just a shipping shortcut. It’s a mirror reflecting the global balance of power.

DESIGNING RESILIENT SUPPLY CHAINS

Ravi Dosanjh on Leadership, Innovation, and the Ecosystem Mindset at Caliber.global

With over 25 years of experience in supply chain leadership, Ravi Dosanjh brings a strategic and hands-on approach to his role as Chief Operating Officer at Caliber. global. As construction supply chain planning, sourcing, manufacturing and logistics becomes increasingly complex and vulnerable to disruption, Ravi is leading the charge in redefining how companies approach strategy, resilience, technology integration, and sustainable procurement. Under his leadership, Caliber.global has embraced an ecosystem-based philosophy, where collaboration, clarity, and datadriven innovation guide the company’s efforts to deliver smarter, faster, and more sustainable outcomes. In this interview, Ravi shares his insights on cultivating talent, embedding sustainability into operations, and leveraging proprietary technologies like the TRACT Control Tower and Digital Twin to future-proof supply chains.

Enhancing Supply Chain Resilience

In today’s volatile global market, supply chain resilience is paramount. How does Caliber.global proactively identify and mitigate risks to ensure uninterrupted operations for its clients?

At Caliber.global, we take an ecosystem-based approach to risk management, embedding ourselves within our clients’ supply chains to not only understand their needs but to influence outcomes across their broader network.

We operate across three core segments: Industrial (e.g., manufacturing clients), Branded Food & Beverage (e.g., restaurant and café chains), and Retail Fashion (e.g., high-density retail). In Fashion, for example, we stay tightly connected with various ecosystem partners. On the customer side, we maintain tight working relationships with construction design, supply chain, facilities and real estate working with embedded finance and procurement to orchestrate the “Perfect Project”. On the customer supplier and Caliber supplier side, we interact with many parties from FF&E manufacturers, local transportation providers, global freight forwarders, trades (structural, interior construction, MEP and speciality) and general contractors to orchestrate “On Time in Full”. Leveraging this entire ecosystem, we can directly and indirectly control, influence and prevent disruption.

Our control tower platform, TRACT, provides real-time visibility and insights, allowing our teams and clients to proactively detect risks and act early. We don’t just track activity—we help shape decisions across the ecosystem. We complement this with detailed business continuity planning and the ability to time interventions precisely. Ongoing investments in AI, automation, and predictive analytics help us stay ahead in a volatile global market. This philosophy, at the heart of a future Ecosystem Supply Chain book Dr. Derek Westfall of Oregon State University and I are working on, emphasises that true resilience comes from being a strategic, informed, and agile partner within the entire system.

With Jeroen Scholten Caliber.global CEO at Intel Ohio Site Tour

Enhancing Supply Chain Resilience

In today’s volatile global market, supply chain resilience is paramount. How does Caliber.global proactively identify and mitigate risks to ensure uninterrupted operations for its clients?

At Caliber.global, we take an ecosystem-based approach to risk management, embedding ourselves within our clients’ supply chains to not only understand their needs but to influence outcomes across their broader network.

We operate across three core segments: Industrial (e.g., manufacturing clients), Branded Food & Beverage (e.g., restaurant and café chains), and Retail Fashion (e.g., high-density retail). In Fashion, for example, we stay tightly connected with various ecosystem partners. On the customer side, we maintain tight working relationships with construction design, supply chain, facilities and real estate working with embedded finance and procurement to orchestrate the “Perfect Project”. On the customer supplier and Caliber supplier side, we interact with many parties from FF&E manufacturers, local transportation providers, global freight forwarders, trades (structural, interior construction, MEP and speciality) and general contractors to orchestrate “On Time in Full”. Leveraging this entire ecosystem, we can directly and indirectly control, influence and prevent disruption.

Our control tower platform, TRACT, provides real-time visibility and insights, allowing our teams and clients to proactively detect risks and act early. We don’t just track activity, we help shape decisions across the ecosystem.

We complement this with detailed business continuity planning and the ability to time interventions precisely. Ongoing investments in AI, automation, and predictive analytics help us stay ahead in a volatile global market.

This philosophy, at the heart of a future Ecosystem Supply Chain book Dr. Derek Westfall of Oregon State University and I are working on, emphasises that true resilience comes from being a strategic, informed, and agile partner within the entire system.

Leadership Strategies in Supply Chain Management

With over 25 years in supply chain leadership, what core principles have you found most effective in driving strategic growth and operational excellence within Caliber.global?

For me, leadership starts with clarity, being crystal clear on deliverables, aligning the right people to the right roles, and relentlessly focusing on execution. I coach my team to understand not just their tasks, but their impact and how that impact directly drives our AOP while positing them to play the most effective and strategic role possible.

Another foundational principle is listening, really listening to our clients. Our CEO, Jeroen Scholten, built this company on a simple idea: listen first, remove unnecessary red tape, and focus on driving cocreated solutions with our customers. Strategic growth comes when we don’t just deliver services but co-create solutions. We work closely with our clients to understand their vision, anticipate needs, and build strategies that support long-term success.

That mindset has led to innovations like our Digital Twin, which simulates supply chain scenarios for smarter planning, and TRACT, our control tower platform that provides real-time visibility and early risk detection. These tools are a direct result of asking the right questions and solving the right problems, together with our clients.

In a complex, fast-moving world, execution, alignment, and collaboration are what drive meaningful, resilient results.

Cultivating Talent in Supply Chain Teams: Building a skilled and adaptable workforce is crucial. How does Caliber.global attract, develop, and retain top talent to maintain a competitive edge in the logistics industry?

At Caliber.global, we focus on hiring not just for today’s roles, but for the leaders of tomorrow, those who must have an entrepreneurial spirit. I personally look beyond job roles and titles to ensure we’re identifying people with not only the tactical skills but also the right mindset. We seek individuals who bring professional, kind communication, a strong sense of ownership and teamwork, and the ability to thrive in a collaborative environment.

It’s also important for teams to feel connected to the results. We’re proud to work with world-class clients and globally recognised brands, which naturally draws talent but also keeps them deeply engaged because they can see the real impact of their work. However, retaining that talent requires intentional development.

My personal leadership approach focuses on building capability in three key areas: tactical execution to meet daily needs; supply chain acumen to stay sharp across the plan-source-make-deliver spectrum; and professional development to ensure our people are prepared for what’s next, both in business and in personal fulfilment.

We’re also proud to be certified as a Great Place to Work across North America, EMEA, and APAC, which to me is a strong proof point. Invest in your people, reward high performance (not just showing up), and give them room to grow professionally and personally.

Implementing Sustainable Practices in Supply Chains

Sustainability is increasingly a focus for businesses worldwide. What initiatives has Caliber.global undertaken to minimize environmental impact and promote sustainable practices within its supply chain operations?

As a Dutch company, sustainability is part of our DNA. In the Netherlands, environmental responsibility isn’t a trend, it’s a way of life. The majority of our employees in EMEA drive an electric car or use a bicycle to get to the office. That culture has also influenced me to walk or bike to work when the schedule and Arizona weather permits! Whether it’s biking to work, circular design, or strict waste regulations, there’s a national culture of pragmatism and stewardship that naturally shapes how we operate globally. That mindset has carried through to Caliber.global’s global operations. We are proud of our current Ecovadis Bronze Certification in EMEA, AMER and APAC and are working towards Gold Certification as we speak.

We’ve embedded sustainability into both strategy and execution. Our Digital Twin technology helps clients simulate low-impact supply chain scenarios before making real-world moves, reducing emissions, minimising waste, and optimising trade-offs between cost, speed, and environmental impact.

Our TRACT control tower platform identifies inefficiencies in real time—consolidating shipments, improving container utilisation, and selecting lower-emission modes and routes. These aren’t side projects; they’re fundamental to how we operate.

We also collaborate with clients on material and equipment reuse strategies, smarter packaging, and partnerships with sustainable carriers, particularly in Retail Fashion and Branded Food & Beverage, where expectations are rising fast.

Sustainability at Caliber isn’t just a box to check. It’s a reflection of who we are, where we come from, and how we believe global supply chains should evolve.

With Karrie Matthews Director of Logistics Procurement at Caliber.global North America

Innovations in Procurement and Sourcing

Efficient procurement and sourcing are vital for operational success. How does Caliber.global leverage technology and strategic partnerships to optimise these processes and deliver value to clients?

Our sourcing strategy centers on strategic alignment and long-term value. Internally, we concentrate the majority of our direct spends across transportation, warehousing, FF&E materials and speciality trades with a focused set of core partners. This gives us the ability to co-develop strategies with those providers and anchor around clear expectations for performance, volume, service timelines and investments. It’s a deliberate win-win approach that drives consistency, accountability, and innovation across our portfolio.

We also offer various managed services, acting as an extension of our clients’ procurement teams, managing spend with their suppliers, our suppliers, or a combination of both. This model gives clients greater control, speed, and visibility without the overhead of building internal sourcing infrastructure. Our TRACT platform provides real-time visibility into procurement activity, vendor performance, and milestone tracking, empowering clients to make smarter, faster decisions.

In addition, our WEBSHOP environment aggregates sourcing activities and contracts across both our and our clients’ ecosystems. WEBSHOP enables users to quickly find and purchase pre-vetted services and materials at pre-negotiated bulk-buy rates, streamlining execution while ensuring quality and compliance at scale.

With a global network of 1,200+ partners and a data-driven strategy, we help clients orchestrate sourcing, not just execute it, with precision and purpose.

Technology Integration for Supply Chain Optimisation

Caliber.global emphasises technology-driven logistics services. Can you discuss how integrating platforms like TRACT and MercuryGate TMS has enhanced supply chain visibility and efficiency for your clients?

Many companies still operate in fragmented systems, where visibility is delayed and decisions are reactive. At Caliber.global, we’ve tackled this challenge head-on by developing TRACT, our cloudbased control tower, through strategic partnerships with Oracle, Talend, and MercuryGate. TRACT connects all parties in the supply chain on a single platform, delivering real-time, actionable insights.

This integration allows us to detect risks and opportunities early, optimise the flow of information, and align stakeholders across sourcing, transport, warehousing, and installation. By giving clients centralised visibility, we help them shift from reaction to prevention, ultimately improving on-time performance and reducing inefficiencies.

The embedded integration with MercuryGate TMS further enhances transportation performance, driving route optimisation, carrier performance management, and cost control. Together, these platforms not only improve speed and accuracy but also allow us to influence outcomes, not just track them.

In today’s environment, visibility without action is just noise. Our goal is to turn data into advantage, and that’s exactly what this tech stack enables.

828 Logistics is a leading third-party logistics (3PL) company dedicated to delivering excellence in logistics solutions. With a mission to provide best-in-class service through seamless operations, we specialize in offering cost-effective and efficient logistics services tailored to meet our clients’ diverse needs.

At 828 Logistics, we understand the critical role logistics plays in business operations. That’s why we’re committed to providing round-the-clock support with a team of dedicated logistics professionals. Whether it’s managing transportation, warehousing, distribution, or supply chain optimization, we prioritize reliability, flexibility, and transparency in every aspect of our service.

Our commitment to customer service sets us apart. We believe in building strong relationships with our clients, understanding their unique requirements, and delivering personalized solutions that exceed expectations. With a customer-centric approach, we strive to be more than just a logistics provider—we aim to be a trusted partner in our clients’ success.

Join us in redefining logistics excellence. Experience the

with 828 Logistics—where every shipment

Adapting to Global Supply Chain Disruptions

The past few years have seen significant global disruptions. How has Caliber.global adapted its strategies to navigate these challenges and maintain service reliability?

I view disruption as the new normal. The pace of change, whether from tariffs, geopolitical shifts, or logistics constraints, demands not just resilience, but agility, clarity, and judgment.

We don’t just help clients understand what can be done, we also guide them on what should be done, based on timing, risk, and long-term impact. For example, in response to the Trump administration’s recent tariff adjustments, many clients considered repositioning inventory, redirecting volumes, or even shifting manufacturing. Using our Digital Twin platform, we modelled multiple scenarios and provided fast, data-backed options. But in some cases, the most strategic action was to take no immediate action, to wait and watch the policy unfold before making a costly move.

That level of insight, knowing when to move and when not to, is part of what sets us apart. We combine real-time visibility through platforms like TRACT, simulation and forecasting through Digital Twin, and strong partnerships across sourcing, transportation, and warehousing to provide tailored, executable strategies.

By preparing for uncertainty and staying close to our clients’ ecosystems, we’re able to keep operations reliable, even when the world isn’t.

Balancing Cost Efficiency with Quality in Procurement

Achieving cost efficiency without compromising quality is a common challenge in procurement. What approaches does Caliber.global employ to strike this balance effectively?

We approach procurement through the lens of total cost of ownership, understanding that the real cost of a product or service includes far more than the initial price. We look holistically at supplier performance, operational impact, service levels, and future flexibility.

As mentioned, instead of spreading spend thinly across countless vendors, we take a targeted approach to supplier development. We consolidate procurement across high-impact categories, such as transportation, warehousing, FF&E, trades, and indirect materials, into strategic supplier ecosystems where we can drive continuous improvement, scale advantages, and co-create longterm value.

We manage these relationships through structured scorecards that measure the right things, not just cost and delivery, but alignment, innovation, and responsiveness. This lets us continuously reassess and refine where we invest our time and spend.

We also work collaboratively with suppliers on value-driving initiatives, whether that’s reducing lead time variability, optimising service models, or improving packaging to reduce damage and waste. This is how we balance efficiency with quality: by making smarter, longer-term decisions that serve our clients and scale with their needs.

By giving clients centralised visibility, we help them shift from reaction to prevention, ultimately improving on-time performance and reducing inefficiencies.

With Oren Klaff CEO of OK Stone and author of “Pitch Anything

Future Trends in Supply Chain Management

Looking ahead, what emerging trends do you foresee in supply chain management, and how is Caliber. global positioning itself to stay ahead of these developments?

One of the most significant emerging trends in supply chain management is the growing importance of data and specifically, how AI will help us use that data in ways we couldn’t before. As technology evolves, AI will transform how we extract insights, predict disruptions, and optimize decisions in real time. This shift won’t just make supply chains smarter and more efficient; it will fundamentally reshape how people and technology work together in making supply chain decisions.

But it’s also worth remembering that AI learns from us, much like a child watches its parents. If we train it well, with the right values, transparency, and accountability, it will help us build resilient and ethical supply chains. If we cut corners, AI will reflect that too. The future is in how we guide it!

At Caliber.global, we’re positioning ourselves at the forefront of this trend by developing and enhancing smart supply chain solutions like our TRACT Control Tower and features such as our Digital Twin. These technologies enable us to collect and analyse data in ways that drive optimisation, from real-time shipment tracking to predictive analytics for better decision-making. By continuing to innovate and refine these tools, we ensure our clients can leverage the latest technology to stay competitive and agile in an increasingly data-driven world.

In the coming years, we expect data will continue to be the key to success in supply chain management, and we’re excited to be leading the charge in this transformation.

Measuring Success in Supply Chain Initiatives

What key performance indicators (KPIs) does Caliber.global prioritise to assess the success of its supply chain initiatives, and how do these metrics influence strategic decision-making?

In the construction supply chain space, outcomes are binary, either you deliver on time and in full, or you’re holding up a multimillion-dollar project. That’s why at Caliber.global, our relationships, KPIs are built around ecosystem, accountability, and proactive risk mitigation set us apart. We prioritise metrics that reflect end-to-end performance and influence real-world project outcomes. For example, we closely track our manufacturing suppliers supplier’s readiness and pickup reliability to ensure tier 2 materials are ready when promised, allowing downstream schedules to stay intact. We also monitor post site delivery activity, making sure the right product, in the right condition, at the right time, was installed correctly.

Another key metric is our claims ratio, which captures the percentage of deliveries impacted by damage, quality issues, or misalignment that require rework or dispute resolution whether we directly or indirectly managed the logistics. We assess the total cost to deliver by benchmarking true ‘allin’ costs from soup to nuts against project budgets. We protect material quality and availability, ensuring spec-compliant products without introducing schedule risk. And we capture indirect cost efficiencies too from reduced labor hours and admin time to smarter consolidation and less waste.

These KPIs aren’t just numbers on a dashboard, they shape how we interact, influence and manage the ecosystem, allocate resources, and simulate scenarios in our Digital Twin. All of this drives one clear result: helping our clients deliver on time, in full, and under budget, with the confidence that every decision is backed by real data and practical insight!

Caliber.global delivers tailored supply chain solutions through its Tract® platform, combining logistics expertise with real-time data visibility. Supporting global brands across retail, F&B, and construction, Caliber drives operational efficiency, cost savings, and project success. Headquartered in the Netherlands, the company operates worldwide with a strong focus on innovation and partnership.

LEADING SUSTAINABLE SUPPLY CHAINS

Ebru Sebat’s Vision for Innovation and Resilience at Norwex

As the Global Operations and Supply Chain Director at Norwex, Ebru Sebat is at the forefront of driving sustainability in supply chain management. With a career dedicated to eco-conscious practices, Ebru has played a pivotal role in enhancing Norwex’s operations, ensuring that sustainability is not just a goal but a core value woven into every step of the supply chain. In this exclusive interview, Ebru shares her journey, the challenges she faces in building resilient and sustainable supply chains, and her vision for the future of eco-friendly products.

Career Journey

Can you share your career journey and what led you to your role as Global Operations and Supply Chain Director at Norwex? What experiences have been most influential in shaping your approach to supply chain management?

From an early age, I was determined to pursue a career in supply chain management, drawn by the opportunity to shape global operations and make a meaningful impact on businesses and customers. This passion led me to study business, with a focus on supply chain management and embark on a career that has taken me across multiple countries, cultures, and industries. After graduation, I had the privilege of kick-starting my career by leading the supply chain aspect of large-scale, multi-million-euro worldwide projects for a tech company in France, where I consistently achieved 98% customer satisfaction. This role honed my analytical thinking, attention to detail, and ability to deliver under pressure, all essential qualities for success in supply chain management.

In 2017, I joined Norwex Germany to establish supply chain activities for the European markets and implement the forecasting tool Blue Yonder, which significantly enhanced demand planning accuracy and operational efficiency. This role required not only technical expertise but also a hands-on approach to process development, strong interpersonal skills to align stakeholders, and resilience to navigate the challenges of rapid organisational growth. A year later, I transitioned to the headquarters in Malta, where I expanded my responsibilities to include the APAC region. This experience further deepened my ability to navigate cultural complexities, foster collaboration across diverse teams, and approach problem-solving with a global mindset.

Since January 2021, as Global Operations and Supply Chain Director at Norwex Malta, I have led the entire supply chain and operations function, ensuring high-quality products are delivered worldwide in a cost-efficient and timely manner. I take pride in aligning operational excellence with Norwex’s commitment to sustainability and innovation, fostering a culture of continuous improvement. My approach to supply chain management is driven by a strategic vision, adaptability, and a dedication to empowering my team. I believe in creating an environment where individuals feel valued, motivated, and inspired to contribute to shared goals. I also thrive on solving complex challenges, leveraging both data-driven decision-making and creative thinking to deliver measurable results. Working with Norwex is particularly fulfilling, as it allows me to combine my professional expertise with the company’s commitment to protecting the environment and promoting sustainability.

Sustainability in Supply Chain Operations

Sustainability in Supply Chain Operations: Norwex is known for its commitment to sustainability. How does your team ensure sustainable practices across Norwex’s global supply chain, from sourcing to production and distribution?

At Norwex, sustainability is deeply embedded in every aspect of our global supply chain. We are committed to sustainable sourcing, production, and distribution processes that minimise environmental impact.

We begin with sourcing by implementing our “No-No List,” which bans over 2,700 harmful substances and is continually updated. This goes beyond avoiding common chemicals like sulfates and parabens, relying on scientific research to ensure our product standards are uncompromising. Additionally, Norwex follows a rigorous 360° Product Safety Review, evaluating ingredients and formulas for safety, sustainability, and quality against global standards, such as the EU Cosmetics Directive and the US EPA. This process guarantees that our products are safe and sustainable, earning the “Norwex Clean” label.

In our pursuit of sustainability, we also offer USDA Certified Biobased Products, which are made from renewable biological resources, reducing reliance on non-renewable resources. Norwex is also EWG Verified, ensuring transparency and confirming that our products are free from harmful ingredients. Recycled materials are another key focus. We use microfiber yarn made from over 12 million plastic bottles, and repurpose plastic waste collected from coastal areas, preventing it from entering oceans. This reclaimed plastic is used in our packaging and product components, contributing to cleaner oceans and reducing waste.

Ethical production is equally important. Our textiles are certified free from harmful substances through the STANDARD 100 by OEKO-TEX® certification. We also partner with SEDEX to evaluate sustainability practices within our supply chain and ensure our suppliers adhere to ethical labor standards, prohibiting child and forced labor.

We also focus on responsible distribution. Our microfiber recycling program converts used products into renewable energy, and we use sustainable, recyclable packaging. By offering long-lasting, reusable alternatives to disposable items, such as paper towels and plastic straws, we help customers reduce waste and prevent singleuse items from ending up in landfills and oceans.

These efforts integrate across our supply chain to deliver on our promise to protect the planet, all while meeting the growing demand for sustainable products. Through these practices, we ensure that sustainability is not just a goal but a reality in our operations.

Challenges in Eco-Friendly Product Supply Chains

What are some unique challenges you face in maintaining a supply chain for eco-friendly products, and how does Norwex address these challenges to remain aligned with its environmental goals?

Maintaining a supply chain for eco-friendly products presents unique challenges, including limited supplier availability, cost pressures, and the need for extensive quality and performance testing.

At Norwex, creating eco-friendly products begins with sourcing sustainable materials that meet our rigorous environmental and safety standards. As mentioned earlier, our “no-no list” bans over 2,700 harmful substances, ensuring that the materials we use are safe for both consumers and the environment.

However, sourcing these sustainable materials can be difficult due to the limited availability of suppliers and the higher costs compared to conventional materials. To address these challenges, Norwex builds strong, long-term relationships with trusted suppliers to ensure a reliable supply of sustainable materials. We also conduct rigorous testing on recycled materials to ensure they meet the same high-performance standards as virgin materials, guaranteeing that our eco-friendly products deliver the quality our customers expect. For example, our microfiber products are certified under OEKO-TEX® Standard 100, ensuring they are free from harmful chemicals and safe for the environment.

Norwex also focuses on innovation by designing eco-friendly products that minimise waste. Key initiatives such as refillable products, reusable solutions, and recyclable packaging help reduce the environmental impact of our products while empowering customers to make sustainable choices. With a global presence, another challenge is the complexity of aligning with diverse regulatory requirements across the countries in which we operate. Norwex ensures compliance with local regulations while promoting environmentally responsible practices worldwide.

At Norwex, these strategies are more than just solutions, they are opportunities to innovate, inspire, and stay true to our mission of creating a cleaner, safer, and more sustainable world.

Supplier Relationships and Ethical Sourcing

How does Norwex build and maintain strong relationships with suppliers, and what measures are in place to ensure that ethical sourcing standards are upheld throughout the supply chain?

Norwex builds and maintains strong supplier relationships through collaboration, transparency, and a shared commitment to sustainability.

Building trust is fundamental to these relationships, and many of Norwex’s suppliers have been longterm partners for over 20 years.

To uphold ethical sourcing standards, Norwex conducts regular audits and follows a strict protocol for selecting new suppliers, ensuring they align with our sustainability goals. Additionally, we use tools like SEDEX (Supplier Ethical Data Exchange) to assess and select suppliers based on their sustainability and ethical practices.

Norwex is also committed to partnering with suppliers who share our values, particularly in relation to ethical labor practices. We require strict adherence to labor standards that prohibit child and forced labor, ensuring that our supply chain reflects our core principles.

Quality Assurance for Eco-Conscious Products

In producing eco-conscious products, how does Norwex ensure the highest quality standards? What role does the supply chain play in achieving consistent product excellence?

Ensuring the highest quality standards for eco-conscious products requires meticulous oversight throughout every stage of production, from raw materials to finished goods. Our 360 Product Safety Review involves rigorous testing of raw materials, guided by our “no-no” list, and collaboration with our ISO 9001-certified factory or trusted suppliers to uphold the highest quality standards.

Finished products undergo thorough testing by our quality assurance team before they are approved for distribution to global warehouses. Additionally, our commitment to surpassing international eco-certifications, such as OEKO-TEX® for textile products, reinforces our dedication to maintaining exceptional quality.

The supply chain plays a crucial role in preserving product excellence. By adhering to strict quality guidelines during sourcing, production, distribution, and storage, particularly for temperaturesensitive personal care products, our supply chain ensures that products meet our high standards from manufacturing to delivery.

Inventory and Demand Management

How does Norwex manage inventory and demand forecasting, especially given the growing consumer interest in sustainable products and fluctuations in global supply?

Norwex manages inventory and demand forecasting with the help of an advanced tool called Blue Yonder, known for its robust capabilities in inventory management and demand planning.

This tool is used at both local and global levels, enabling local sales teams to track inventory and forecast demand while providing a comprehensive overview globally. Blue Yonder analyses past sales data for each country and factors in elements like seasonality to predict future trends. By aggregating global demand, it provides valuable insights into the necessary purchase and manufacturing volumes worldwide.

This software ensures that Norwex maintains optimal inventory levels, aligning production and purchasing with forecasted demand. It helps the company meet the growing consumer interest in sustainable products, even amidst fluctuations in global supply.

Risk Management in Global Operations

What strategies does Norwex use to manage risks across its global supply chain, and how do you ensure continuity and resilience in the face of potential disruptions?

Norwex manages risks across its global supply chains through a operational approaches aimed at anticipating, addressing, and recovering from disruptions while maintaining both efficiency and cost-effectiveness.

Key strategies include comprehensive assessments to identify potential risks, such as geopolitical instability, natural disasters, port strikes, and From a planning standpoint, Norwex develops robust contingency plans, incorporating alternate sourcing and transportation strategies to ensure continuity during disruptions.

As mentioned earlier, building strong relationships with key suppliers is another essential element of our approach. These partnerships encourage transparency, mutual support, and shared risk mitigation efforts. Additionally, maintaining buffer stock of critical raw materials and products helps mitigate the impact of temporary supply disruptions, ensuring operational resilience.

Future Trends in Sustainable Supply Chains

What trends do you see shaping the future of sustainable supply chains, and how is Norwex preparing to lead in this evolving landscape?

The future of sustainable supply chains will be shaped by a fun linear supply chain model to a circular one. While a linear sup dispose” approach, a circular supply chain functions as a close materials, and resources are constantly reused, recycled, and r

As part of its commitment to sustainability, Norwex is investin durability and recyclability. For example, we’ve implemented cl to return long-lasting microfiber cloths, which can be converted

There is also growing awareness among companies and consumers a of plastic waste, driving a shift towards biodegradable and rec trend, Norwex is transitioning to fully sustainable packaging s mission and further reducing our environmental footprint.

Advice for Supply Chain Professionals

As a leader in supply chain management, what advice would you offer to those looking to make an impact in supply chain and operations, especially within the sustainable products sector?

As a leader in supply chain management, my advice for professionals looking to make an impact in supply chain and operations, especially within the sustainable products sector, is to first focus on creating an agile supply chain. In today’s fast-paced world, businesses must remain adaptable to unexpected internal or external changes while maintaining financial stability. Given the frequent disruptions, delays, and regulatory changes, the ability to pivot effectively is essential. Agile supply chain management allows businesses to stay ahead of the curve, meet customer expectations efficiently, and mitigate risks associated with supply chain disruptions.

Second, I recommend building strong relationships with key partners who share similar sustainability values. By fostering open communication, aligning on sustainability objectives, and collaborating on innovative solutions, supply chain professionals can drive operational excellence and create longterm value for all stakeholders.

Lastly, embracing new technologies is crucial to advancing supply chain management. Tools like blockchain enable full traceability of raw materials, ensuring ethical sourcing and transparency. AI plays a pivotal role in optimisation, reducing waste, and improving operational efficiency. Additionally, IoT (Internet of Things) devices provide real-time data to monitor energy usage, emissions, and resource consumption, leading to more informed decision-making and a reduced carbon footprint.

By integrating these strategies, supply chain professionals can drive measurable impact, align operations with sustainability goals, and deliver eco-friendly products to the market more effectively.

Norwex, established in 1994, is a global company dedicated to reducing harmful chemicals in homes by providing sustainable cleaning and personal care products. Their innovative microfiber technology and eco-friendly solutions promote healthier living environments. Operating in multiple countries, Norwex is committed to improving quality of life through environmentally responsible practices.

DRIVING SUSTAINABLE SCALE

Sven Pulsack on Logistics Innovation at Enpal

As Director of Logistics at Enpal, Sven Pulsack plays a pivotal role in advancing Germany’s clean energy transition. With a background that bridges operational discipline and startup agility, Sven leads a logistics operation designed to scale efficiently, sustainably, and customerfirst. From optimising warehouse flows to managing site-specific last-mile delivery, his team supports Enpal’s mission to make solar energy accessible and affordable for homeowners across Germany. In this Executive Insight, Sven shares how Enpal integrates logistics into the core of its purpose-driven model, why technology and antifragility are essential to growth, and how sustainable logistics is not just a metric but a mindset.

Professional Journey

Can you share your career path and what led you to your current role as Director of Logistics at Enpal?

I started with a classic apprenticeship in logistics at TNT Express, followed by a business degree that I completed alongside my full-time job. The turning point came in Berlin, where I was surrounded by the dynamic energy of eCommerce and start-ups. That environment taught me how to combine process thinking with entrepreneurial speed.

Over time, I developed a leadership approach grounded in stakeholder empathy and continuous improvement. Logistics is both exciting and intense, it touches every part of the business and demands constant cross-functional alignment. One key lesson I’ve learned is to never see a supply chain as “done”, there’s always room to optimise.

At Enpal, I found the ideal environment to bring that mindset into a purpose-driven mission, where logistics is not just a support function but a key growth driver.

Logistics Strategy in Renewable Energy

How does Enpal’s logistics strategy support its mission to make solar energy accessible and affordable for homeowners across Germany?

Enpal’s logistics is built to scale the energy transition. Our goal is to make solar energy affordable, and every element in the supply chain from manufacturing to last-mile delivery directly impacts that goal. The final price of a solar system reflects each logistics step: overseas shipping, warehousing, transport, and installation.

To keep systems affordable, all steps must be efficient, predictable, and fairly priced. That’s why we focus on smart routing (from a warehouse perspective), strong carrier partnerships, and leveraging logistics technology. We don’t see logistics as a cost center, but as a value driver lowering costs, reducing delays, and enabling seamless solar rollouts at scale.

Customer Experience in Logistics

How do you ensure a seamless logistics experience for customers – from scheduling to final delivery and installation?

This isn’t easy, many different teams within Enpal are involved. Once a customer is confirmed, the order flows through several interfaces to our warehouse partners. From there, we guide the customer through a transparent post-purchase journey.

We use multiple scan points such as picking, staging, and carrier handover to keep customers informed in real time. Communication is key. We rely on tools like Parcellab to send timely updates and minimise delivery surprises.

Our goal is to proactively manage expectations and give each customer a sense of control and clarity throughout their solar journey. In that sense, logistics becomes part of the customer experience not just an operational layer.

Integration of Technology

What role does technology play in optimising Enpal’s logistics processes, and are there any recent innovations that have significantly improved efficiency?

Technology is essential. We’ve built a logistics setup that connects our ERP system, warehouses, and carriers to enable informed, data-driven decisions. Every process must be considered end-to-end, with full awareness of its downstream impact.

For example, we use digital tools to determine where a system should be picked and packed, which carrier is best suited, and where the goods are currently located. This all relies on accurate data and well-integrated interfaces.

We’re constantly balancing priorities, warehouse capacity, speed, cost, and customer needs. It’s a daily challenge to allocate resources effectively. Good logistics tech doesn’t just automate processes. It empowers smarter decision-making.

Why E npal re li es o n J unkbu ste r s

… to kee p t he ir sol a r mission cl ea n, f a st, a n d compli a n t

As Enpal’s solar and heat pump installations grow, we make sure that one thing never gets left behind: the waste.

We manage all waste generated during Enpal’s installations—directly on-site, all over Germany—so that installers never have to take materials with them That means fewer delays, less hassle, and more focus on what matters: clean energy. And because we fully automate the process from pickup to repor ting, Enpal can scale operations without scaling complexity

What we deliver ever y single day.

We suppor t Enpal with a holistic, end-to-end waste logistics solution that includes:

On-site collection at thousands of locations across Germany

Fully automated order handling and direct customer coordination

Smar t, eco-efficient route planning to reduce CO 2

Pre-sor ting of waste for optimal recycling per formance

Full data transparency through digital repor ting

A custom-built inter face with real-time project access

“

Junkbusters is a benchmark par tner for us at Enpal. Combining reliability, efficiency, customer-centric thinking, and a deep commitment to sustainable practices. Even in challenging situations, they consistently provide forward-looking solutions that help us deliver on our promises to our customers.

Sven Pulsack | Director Logistics | Enpal

Data at your finger tips.

We believe that data makes the difference. That’s why we provide Enpal with the market-leading digital waste repor t:

Detailed recycling and recover y rates

CO 2 footprint covering ever ything from transpor tation to waste treatment

Project over view with real-time status, photo documentation, and more

Key KPIs like average lead time and cost development

Enpal can access all data 24/7 via our custom inter face ensuring full control, compliance, and scalability

Sustainability meets operational excellence

We don’t just collect waste. We ensure it’s handled in the most eco-efficient, transparent, and customer-friendly way possible. By minimizing distances, pre-sor ting materials, and aligning with modern recycling facilities, we help reduce the CO2 footprint of ever y pickup And because we handle communication with Enpal’s customers directly ahead of time, there are no missed pickups, no unnecessar y extra costs, and zero wasted time

Built to scale. Built to last.

With strict regulations across the EU and increasing expectations for CO 2 transparency, waste logistics have become a critical par t of ever y supply chain We make it easy

In a fast-scaling environment like ours, we need par tners who can match our pace without compromising on quality. Junkbusters excels here. Not only through operational excellence, but also through their strong customer orientation and their ability to proactively navigate even complex situations with solution-driven approaches.

Sven Pulsack | Director Logistics | Enpal

Together with Enpal, we ’ re setting a new standard: real-time insight, operational speed, and measurable sustainability

Want to clean up your supply chain?

Learn more at www.junkbusters.de/360-g rad-entsorgung/

Challenges in Logistics Operations

What are some of the key challenges you face in managing logistics for a rapidly growing renewable energy company, and how do you address them?

Speed is both a blessing and a challenge. Enpal moves incredibly fast. With new ideas, new products, and new markets emerging all the time. We’ve structured the logistics team to stay agile, with the capacity to handle both short-term fixes and long-term improvements.

One key principle we follow is “antifragility”, we don’t just want to survive volatility; we want to grow from it. At the same time, we support “speedboats”, fast-moving initiatives or new business ideas that demand flexibility and urgency.

Balancing these two worlds takes empathy, clarity, and discipline. We focus on prioritisation, iteration, and honest retrospectives. No logistics setup is ever perfect, but with the right mindset, it gets better with every cycle.

VIDEO

Balancing Central Oversight and Field Execution

How does your logistics strategy balance central control with meeting the on-site needs of local installation teams?

Our team serves two core stakeholders: the end customer and the installation teams. Both need reliable information, clarity, and precise timing. We design tools and workflows that enable communication in both directions, top-down and bottom-up.

This isn’t always easy, given the different systems and priorities involved. But if logistics only thinks from the warehouse outward, we risk overlooking the needs of the teams on-site. That’s why we work closely with operations, project managers, and installers to ensure that deliveries are timely, accessible, and aligned with real-world constraints.

Central control gives us structure but true success comes from how effectively we empower those executing in the field.

Sustainability Reporting

Enpal published its first sustainability report detailing its carbon footprint across the entire value chain. How does the logistics department contribute to these sustainability metrics?

At Enpal, sustainability isn’t a parallel track it’s embedded in our day-to-day decisions. For every logistics optimisation, we evaluate not just the financial impact but also the effect on our carbon footprint.

A recent example is our new packaging solution for solar modules: by switching to a more compact pallet layout and optimised cardboard structure, we improved load factors, reduced material usage, and lowered transport emissions. It’s a win-win, both cost and CO2 go down.

We also work closely with our waste logistics partner, Junkbusters, to refine pick-up routes and improve recycling rates for leftover materials post-installation. They provide us with detailed reports that allow us to track emissions, diversion rates, and recovery volumes feeding accurate logistics data into Enpal’s broader sustainability reporting.

Ultimately, logistics has a tangible impact across Scope 3 emissions from packaging and transport to end-of-project waste. By being intentional with our setups, we ensure operational excellence and climate responsibility go hand in hand. Sustainability isn’t a side KPI, it’s the lens through which we evaluate every improvement.

Carrier Management and Transport Strategy

How do you approach carrier management and transport optimisation to ensure cost-efficiency and service quality at scale?

We work closely with two logistics partners to manage our carrier network. Our delivery model, B2C site deliveries to private homes under construction, isn’t standard. Not every carrier is willing or able to serve this niche, which is why we carefully select partners who understand the complexity and can still offer competitive rates.

We avoid one-size-fits-all setups. Instead, we strive for antifragility: always improving, never accepting the status quo. We benchmark performance, track KPIs, and align incentives. Carrier partnerships are more than just contracts, they’re collaborations built on shared goals and a common mindset. That makes all the difference.

Reverse Logistics and Site Clean-Up

How do you handle waste and reverse logistics after installation?

Once the system is installed and generating clean energy, our logistics job isn’t over. We need to remove packaging, leftover materials, and recyclable waste from the customer’s property quickly, cleanly, and with minimal disruption. That’s why we’ve built a dedicated “Reverse & Waste Logistics” stream as an integral part of our customer journey.

Our key partner here is Junkbusters. Together, we offer a nationwide on-site waste service that relieves our installation teams from any cleanup responsibility so they can focus purely on delivering quality work. Junkbusters handles customer communication directly, including appointment scheduling, reminders, and confirmations via email and SMS to ensure nothing gets missed.

Logistically, routes are planned for maximum eco-efficiency, and waste is pre-sorted to achieve the highest recycling rates possible. Beyond the physical process, we rely on a market-leading digital waste reporting system. It provides Enpal with real-time insights into every active and completed project, full transparency on recycling rates, CO2 impact, and operational KPIs.

This isn’t just a post-installation task. It is a continuation of service, environmental responsibility, and a chance to learn and optimise together. For us, holistic logistics means delivering energy and taking everything else responsibly with us when we leave.

Future Outlook

Looking ahead, what are your key priorities for advancing logistics operations at Enpal to support the company’s growth and sustainability objectives?

It may sound simple, but execution is everything. We focus on three main pillars: efficient warehouse processes, high-quality transport through a multi-carrier setup, and proactive communication with customers.

We’re exploring electric last-mile solutions, autonomous vehicles, and robotics but we remain realistic. Infrastructure, regulations, and economics still limit the speed of rollout. In the meantime, we double down on what we can control: clear responsibilities, measurable performance, and strong feedback loops.

Logistics at Enpal is constantly evolving but always with the goal of making our operations more resilient, scalable, and customer-centric.

Advice for Logistics Professionals

What advice would you give to logistics professionals aiming to integrate sustainability into their operations within the renewable energy sector?

Start small but stay consistent. Don’t wait for the perfect strategy. Just begin. Whether it’s smarter packaging, CO2 tracking, or switching to greener routes, sustainability needs to become a habit, not a side project.

Collaborate with partners, challenge assumptions, and use data to guide your impact. Most importantly, tie sustainability efforts to real business outcomes. The energy sector offers a unique platform to make logistics a force for good lean into that.

Many small, smart changes will outperform one big initiative. And don’t forget to involve your team, sustainable logistics is a team sport.

Enpal is the market leader for solar systems in Europe, the market leader for heat pumps, and the largest competitive smart meter operator in Germany. Our artificially intelligent Energy Trader is at the heart of our technology. It connects electricity storage systems, charging stations, and heat pumps with the electricity exchange.

BUILDING PARTNERSHIPS THAT LAST

Holly

Taylor

on Strategic Supplier Relationship Management

In this Executive Insight, Holly Taylor shares her practical approach to building resilient, value driven supplier partnerships. With a clear emphasis on communication, governance, and getting the basics right, she explores the key elements of strong SRM. From handling conflict and driving innovation, to embedding diversity and inclusion throughout the supply chain. Holly’s insights reflect a leadership style grounded in transparency, accountability, and purposeful collaboration.

What are the key factors you focus on to build strong relationships with suppliers?

Building and maintaining strong supplier relationships is fundamental to achieving core outcomes. A key element is establishing transparent communication channels to build trust, align on deliverables, and encourage collaboration, with the ultimate goal of forming a true partnership. Communication should be a mix of both formal and informal mechanisms. Formal governance should focus on key issues, risks, performance, and pipeline, while the benefits of informal mechanisms should never be overlooked. I’m a big believer in the simplicity of picking up the phone, saying thank you when a supplier goes above and beyond, being direct when the answer is simply no, and continually seeking feedback.

It’s also important to get the basics right: pay the supplier on time, explain clearly when something isn’t working and what can be improved, and operate on a no surprises basis.

Being clear on business objectives and how the supplier partnership contributes to achieving those outcomes is also key to building a sustainable relationship.

Finally, it is imperative to have an appropriately resourced team that is skilled, engaged, delivery focused, and understands the importance of supplier relationships.

How do you handle conflicts or issues that arise in supplier relationships?

The reality is that conflicts or issues are often inevitable in supplier relationships, particularly when these relationships are underpinned by contractual mechanisms. When managing a dispute, it’s important to understand each other’s perspectives. A supplier might be driven by dollars, while the customer may require a product to be delivered within a specific timeframe or to a certain quality. Listening, communicating, and identifying where positions differ, and then working to find common ground, is key. This may involve thinking outside the box in terms of how the partnership is structured and re setting the relationship if needed.

Jointly establishing timeframes and clear escalation paths to resolve the issue is important, as it ensures small concerns don’t escalate into bigger, unmanageable problems.

However, by far the best way to manage disputes is to prevent them in the first place. This can be achieved by conducting proper due diligence as part of the sourcing strategy, setting clear expectations, ensuring contracts are reasonable and include dispute resolution terms, and defining realistic, achievable performance targets that are consistently monitored.

How do you measure the performance and success of your supplier partnerships?

Essentially, the performance and success of a supplier partnership should be measured by the supplier’s contribution to delivering the organisation’s strategic objectives. This ties back to the start of the relationship, transparently communicating those strategic objectives and ensuring that deliverables are underpinned by agreed performance metrics. For example, I’ve led supplier engagements where we structured contracts to incentivise suppliers to help us achieve our goal of being first to market or capturing greater market share. This positioned the supplier as a key partner in delivering our objectives and significantly strengthened our ability to succeed together.

It’s also imperative to have the right governance, tools, and technology in place to regularly measure and monitor performance, identify risks, gather feedback, and explore opportunities for improved collaboration. Undertaking supplier segmentation is also beneficial in identifying and managing vendor risks and opportunities, and in aligning performance monitoring to the appropriate level.

Finally, it’s important to remember that reduced cost shouldn’t always be the primary success metric. I’ve worked on countless engagements where spend was relatively low, but the associated risk was high, these are suppliers who, if mismanaged, can halt your operations. Supplier relationships need to account for and actively manage those types of risks.

Being clear on business objectives and how the supplier partnership contributes to achieving those outcomes is also key to building a sustainable relationship.

How do you encourage suppliers to contribute to innovation and value creation?

The ability to create value, innovate, and evolve is core to any organisation. In a true supplier partnership model, value creation is often the very reason the supplier was engaged, so it’s fundamental that they are part of this process. Communication channels with the right representatives should be dedicated to forward thinking, strategic activities and treated as a highly beneficial and necessary part of the partnership. The supplier is often the expert, so as customers, we need to treat them as such. They frequently bring innovative concepts, insights, and ideas from other markets or geographies, which can be incredibly valuable.

Commercial arrangements should foster win win outcomes that support innovation and value creation. For example, a supplier may gain positive media exposure or financial benefits when helping a customer deliver a higher quality product or service.

That said, I cannot stress enough the importance of getting the basics right before embarking on value creation initiatives. Too often, suppliers have approached me with innovative ideas to add value, yet they are still struggling to meet the basic contracted requirements. As with any relationship, you must master walking before you attempt to sprint.

Holly Taylor

How do you approach supplier diversity and inclusion in your SRM strategy?

Supplier diversity and inclusion is key to any successful SRM strategy. Leveraging more diverse suppliers can unlock innovative opportunities, create resilience, and improve productivity. More importantly, there is an ethical and broader economic benefit, engaging diverse suppliers contributes to wealth creation, improved health, education, and greater equality.

There are practical mechanisms that can be implemented, such as including diversity as part of procurement evaluation criteria, setting clear targets, and ensuring that suppliers also embrace diversity throughout the broader supply chain.

There is also value in undertaking targeted programs to encourage greater diversity. I’ve led supplier initiatives focused on regional organisations and Aboriginal and Indigenous vendors. These programs helped us better understand our customers, introduced niche services in previously untapped markets, and more broadly contributed to job creation and education opportunities.

Progress should be measured, for example, by tracking the number of diverse suppliers engaged, total spend, and ongoing improvements. Engaging with not for profits or local organisations with relevant expertise can be incredibly beneficial, as can ensuring you have dedicated team members with the necessary knowledge to lead and drive this strategy effectively.

BETTER, BETTER, NEVER BEST

Tim Leight on Building a Future Ready Supply Chain at Calix

As Vice President of Supply Chain at Calix, Tim Leight is driving a bold transformation rooted in visibility, agility and digital innovation. From orchestrating AI-led planning and building a real time digital twin, to strengthening supplier partnerships and deploying sustainability commitments, his leadership reflects Calix’s culture of continuous improvement. In this interview, Tim shares how the company is redefining supply chain resilience, embracing talent development and scaling with purpose to support Calix’s long term growth strategy.

Transformational Supply Chain Strategy

What major transformations have you led or implemented within Calix’s supply chain, and what outcomes have they delivered?

Within a few months of joining Calix, I recognised the strength of both our Demand and Supply Planning teams. They were highly capable but operating under different reporting lines, which created some natural barriers to alignment. With support from leadership, we brought those functions together under one organisation. That shift allowed us to further enhance our Sales and Operations Planning (S&OP) process and improve demand planning accuracy by nearly 30 percent, with continued gains quarter over quarter.

We also took the opportunity to standardise how we manage product transitions. Whether a customer is scaling up or moving to next generation technology, they need the experience to be smooth and predictable. So, we developed a cross functional playbook spanning NPI, transitions and wind downs by partnering across product, sales, finance and marketing.

These changes are rooted in our Calix motto: “Better, better, never best.” It’s a mindset that drives constant improvement, even when things are already working. That’s the culture I try to build in our supply chain, where we celebrate progress but never stop pushing.

Leveraging AI in Supply Chain

Artificial Intelligence is rapidly transforming supply chain operations. How is Calix leveraging AI or advanced analytics to optimise forecasting, inventory and fulfilment?

AI is fundamentally reshaping how supply chains operate, and we’re leaning in early. As Calix prepares for significant growth in the years ahead, we know our supply chain must scale intelligently. That’s why we’re building our Next Generation Supply Chain, with AI and data intelligence at its foundation.

One of the biggest opportunities is in planning, where we are already applying AI to improve forecast accuracy and anticipate shifts in customer behaviour. In manufacturing, we’re deploying AI driven solutions to boost first pass yield, detecting quality issues earlier, reducing rework and increasing overall reliability.

What excites me most is how AI enhances decision making without replacing the human element. In fulfilment and logistics, for example, we’re testing tools that recommend more efficient warehouse routing and inventory strategies, but it’s our team who interprets and applies those insights with context.

It all ties back to our culture. AI isn’t a one time initiative, it’s a mindset. We are committed to continuous improvement as we learn, test and evolve at scale.

End to End Visibility

In an increasingly complex global environment, how are you enhancing end to end supply chain visibility and agility at Calix?

I believe the answer is twofold. It starts with robust tools and processes, but it’s enabled by trusted relationships grounded in transparency.

At Calix, we’ve built a strong foundation for real time visibility with our key suppliers. Through our Oracle portal, they can access rolling forecasts and submit supply commitments directly, creating a continuous feedback loop. We also share 24-month outlooks so they can proactively plan, not just react. This transparency and trust enable us to address demand upsides within lead times or respond quickly when truly disruptive events occur, such as natural disasters.

That transparency fuels a shared mission and enables agile response when unexpected challenges hit. Take Hurricane Helene in late 2024: French Broad EMC leveraged Calix SmartTown® to deploy 1,600 free hotspots within days, expanding to 3,200 as demand grew. That connectivity wasn’t just a number, it meant residents could access emergency updates, stay connected with loved ones and utility teams could restore services efficiently.

Ultimately, end to end visibility isn’t just about seeing, it’s about collaborating. That’s how we stay prepared for both forecasted demand and the unexpected.

Partnerships and Collaborations

Calix’s ecosystem relies on a strong network of partners. How do you cultivate and maintain strategic partnerships across the supply chain to drive innovation and resilience?

Strategic partnerships are central to how we operate at Calix. We don’t just supply systems and software, we build collaborative frameworks that align with our partners’ long term goals, whether that’s operational efficiency, inventory planning or shared ESG outcomes.

Our partnership with CityFibre is a solid example. CityFibre have also undergone a significant transformation of their own supply chain, spearheaded by Phil Ash, Procurement and Cost Transformation Director. Phil has been instrumental in bringing maturity and structure to CityFibre’s processes, guiding them as they transition from being a startupbuild company to a highly efficient operational company. This transformation is a testament to the hard work and dedication of Phil and his team, and it positions CityFibre for even greater success in the future.

Our work with CityFibre on maturing the supply chain function has been a true partnership, focusing on long term planning, forecasting and efficiencies. We’ve also developed strategies together to withstand unforeseen events and disruptions, while jointly assessing and reducing supply chain risks. As Phil shared, “What impressed me most was the transparency Calix brings to our collaboration and the tools and processes that they put in place to secure our demand. They have highly integrated, efficient supply chain processes that give us confidence that we’re building a resilient and forward–looking supply chain together.”

At Calix, we’ve built a strong foundation for real time visibility with our key suppliers

This collaborative foundation is strengthened through independent recognition and rigorous sustainability commitments. In 2024, Calix ranked 16th out of 140,000 companies on Resilinc’s Supply Chain Resilience Index, surpassing major industry players and validating our proactive partnership model. Calix also holds an AA ESG rating from MSCI, placing us within the top 18 percent of evaluated companies. That upgrade from A signals progress in human capital, social responsibility and sustainable innovation.

Our broadband platform outperforms the EU’s Broadband Communication Equipment Codes of Conduct, enabling broadband providers to reduce network power consumption by up to 50 percent. And through partnerships with EcoVadis and Resilinc, we assess and improve supplier performance, covering carbon targets, Scope 3 emissions, ethical sourcing and continuity planning.

By merging deep customer collaboration, like with CityFibre, with industry leading environmental and resilience credentials, we build supply chains that are efficient, responsible and future ready.

Sustainability in the Supply Chain

As sustainability becomes a central business imperative, what steps is Calix taking to align its supply chain practices with environmental goals?

Sustainability at Calix is a company–wide commitment, reflected in how we design our platform, manage our supply chain and operate as a global organisation. It is embedded in the way we build long term impact, from product innovation to procurement to day–to–day operations.

Our broadband platform is engineered for environmental performance. Service providers deploying Calix can reduce network energy consumption by up to 73 percent and cut in home power use by over 50 percent through a single, consolidated subscriber system.

We extend this impact across our supply chain. We benchmark supplier performance with EcoVadis, integrate ESG metrics into sourcing and support improvement through the EcoVadis Academy. We’ve expanded our use of recycled materials in packaging and hardware and introduced real time power monitoring to increase transparency and accountability.

To ensure sustainability remains central to our growth, we appointed Martha Galley as Chief Sustainability Officer. Her leadership drives alignment across governance, supplier engagement and continuous improvement, ensuring we meet ambitious goals across the value chain. At Calix, sustainability is not an initiative. It’s a product, supply chain and operational imperative.

Supplier Risk and Resilience

What frameworks or tools do you use to assess and mitigate supply chain risks, particularly in light of recent global disruptions?

We take a multi layered approach to risk, combining real time visibility, predictive insights and strategic modelling. Our use of Resilinc allows us to monitor global disruptions continuously, earning Calix a top 20 ranking in their 2024 Supply Chain Resilience Index. That’s just the starting point.

We’re expanding beyond conventional visibility to explore causal AI, tailored to Calix specific factors like tariffs, manufacturing lead times and geopolitical exposure. These models are helping us scenario plan complex shifts, such as nearshoring options in North America, in a way that is both financially grounded and forward looking.

Internally, our S&OP process ensures rapid, aligned action. Externally, we maintain strong supplier partnerships and transparent communication, ensuring agility when real world events hit.

We don’t rely on a single tool or threshold. We use multiple lenses to stress test our assumptions and protect growth.

Talent Development

How do you ensure that your supply chain teams remain agile and upskilled to meet the demands of a digitally transforming supply chain landscape?

Digital transformation demands new skill sets and new ways of working. At Calix, we’re rethinking both. We’re shifting from siloed roles to integrated operations leadership, where individuals own planning through to fulfilment. These roles require broader thinking, faster decision making and fluency in digital tools.

To support this shift, we’re investing in hands on training in scenario modelling, AI interpretation and supply demand orchestration. We’re also hiring for adaptability, people who embrace change and think beyond traditional workflows.

We know that AI will reshape supply chain jobs. What matters is how quickly and responsibly we evolve. By giving our teams real exposure to the tools and data now, we’re building the talent engine that will scale with us.

Looking Ahead

What are your top priorities for the next 2 to 3 years in terms of supply chain innovation, digitalisation and supporting Calix’s growth strategy?

Our next phase is about orchestration at scale. We’re investing in a digital twin, a real time model of our supply chain that simulates scenarios and links operational data directly to strategic decisions. This will give us the foresight to model what if events, identify friction points and align capacity planning with Calix’s growth roadmap. But it’s more than technology, it’s a mindset. It enables dynamic decision making across the business, not just in operations.

We are also evolving how we work with suppliers, co-developing risk models, sharing forecasting insights and increasing ESG accountability.Finally, talent remains foundational. Our strategy is only as strong as the team executing it. So, we are scaling our capabilities with people who can translate insights into action, combining digital fluency with business judgement.

Calix provides cloud and software platforms and services that help communications service providers (CSPs) transform their networks, business operations, and subscriber experience. With its Calix Cloud and Customer Engagement Platforms, Calix empowers CSPs to deploy and monetize broadband, smart home, and IoT services—driving growth, efficiency, and subscriber satisfaction across North America and beyond.

DRIVING CIRCULAR EXCELLENCE

Adrian Reyes on Sustainable Supply Chains at MT Unirepair

As Chief Supply Chain & Sustainability Officer at MT Unirepair, Adrian Reyes is at the forefront of transforming the after-sales service industry through innovation, resilience, and a deep-rooted commitment to circularity. With a career defined by operational excellence and sustainability leadership, Reyes brings a strategic vision that aligns supply chain performance with measurable environmental impact. In this exclusive interview, he shares how MT Unirepair is leveraging advanced technologies, strategic partnerships, and forward-thinking frameworks to not only meet the demands of today’s market,, but to shape the future of sustainable supply chain management across Europe and beyond.

Career Journey

Can you share your professional journey and what led you to your current role as Chief Supply Chain & Sustainability Officer at MT Unirepair?

My professional development has been driven by a strong dedication to sustainability alongside supply chain excellence. Over the years, I’ve worked across various industries and international markets, which has provided me with global insights into logistics and operational strategy. These diverse experiences allowed me to gain a deep understanding of complex supply networks and to develop tailored best practices for different operational environments.

My journey ultimately led me to MT Unirepair, where I currently serve as Chief Supply Chain & Sustainability Officer. In this role, I apply my extensive practical knowledge to lead operations optimisation initiatives that minimise waste and enhance customer value through circular practices. Throughout my career, I’ve remained focused on building responsible and resilient supply chain leadership.

Company Mission & Role

MT Unirepair operates at the intersection of circular economy and high-tech repair. How does your role help align supply chain strategy with the company’s commitment to sustainability and innovation?

MT Unirepair is dedicated to circularity and sustainability within the high-tech repair sector, with a particular focus on industrial printing. My role bridges strategic planning and operational execution to ensure that our entire supply chain supports this mission. I work across departments to align procurement operations, refurbishment processes, and logistics systems with our environmental objectives.

Circular thinking is embedded in our core operations, enabling us to help customers extend the lifecycle of critical components while reducing environmental impact. The company consistently embraces innovation in responsible practices, and I am committed to designing and implementing processes that advance sustainability for both MT Unirepair and our customers.

Sustainability Integration

What are some of the key sustainability initiatives you’ve led at MT Unirepair, and how do these contribute to both environmental goals and operational efficiency?

At MT Unirepair, we view extending the lifecycle of products as one of the most impactful levers in achieving true circularity. Every additional cycle a part completes avoids the need for raw material extraction, manufacturing, and distribution of a new item, processes that are both resource, and carbon-intensive. By keeping products and components in use for longer, we significantly reduce waste and emissions while maximising the value of each item. This approach supports both sustainability and cost efficiency.

We’ve implemented CSRD-aligned frameworks to ensure our efforts are measurable and transparent, and we’ve fostered supplier collaboration to improve ESG performance across our network. Importantly, MT Unirepair is also part of a forward-thinking consortium dedicated to developing a Digital Product Passport, a key tool for enabling circularity in electronics and industrial components. This innovation will allow for better tracking of materials, repair history, and carbon impact across each product’s lifecycle, ensuring informed decision-making for all stakeholders.

Together, these initiatives reflect our commitment to measurable sustainability, smarter resource use, and continuous innovation that moves the industry toward a truly circular model.

Circular Supply Chain Strategy

How is MT Unirepair leveraging circular supply chain models to extend product life cycles and minimise waste?

Our approach to circular supply chain management is both practical and impactful. At MT Unirepair, we prioritise repair, reuse, and refurbishment over replacement. Instead of discarding used parts, we restore them to peak functionality, enabling multiple life cycles and significantly reducing the need for new production.

This philosophy is applied across our operations and is supported by a network of skilled suppliers and technical experts. The result is a closed-loop system that reduces material waste, cuts emissions, and delivers long-term value for our clients. It’s a smarter way to manage resources, and a key pillar of our competitive advantage.

Technology & Innovation

In what ways is technology (e.g. AI, IoT, or automation) helping you optimise repair services and reverse logistics within your supply chain?

Technology is a powerful enabler of our sustainability goals. We’ve introduced AI-driven diagnostics to accelerate repair decisions and implemented IoT solutions to gain real-time visibility across our logistics network. Predictive analytics helps us manage inventory more efficiently and anticipate customer needs, while automation supports consistent, high-quality refurbishment outcomes.

These innovations are not just about improving efficiency, they also help us reduce waste, enhance traceability, and deliver better service to our clients. By continuously investing in smart technologies, we ensure our supply chain remains agile, transparent, and aligned with our commitment to circularity.

Partner & Vendor Collaboration

How important are your supply chain and service partners in supporting MT Unirepair’s sustainability goals, and what do you look for in a strategic partner?

Our supply chain is only as strong as the partners who support it. We work closely with a global network of suppliers and service providers who share our values around sustainability and circularity. When selecting partners, I look for reliability, transparency, and a demonstrated commitment to continuous improvement.

Whether it’s sourcing spare parts or coordinating complex repairs, collaboration is essential. Our partners help us maintain high quality standards, ensure timely delivery, and scale our services effectively. By fostering open, long-term relationships, we build a resilient network that supports our mission and evolves with us as we grow.

Challenges & Resilience

What are the biggest challenges you’ve faced in building a sustainable and resilient supply chain, especially across multiple European markets?

Resilience in today’s supply chain landscape means being prepared for the unpredictable, geopolitical tensions, regulatory shifts, or disruptions in transportation. At MT Unirepair, we’ve experienced this firsthand. A significant part of our supplier base is located in Israel, and recent geopolitical developments created complex barriers. Airlines began limiting freight capacity, and some partners hesitated to engage with shipments transiting through the region. Our response had to be swift and strategic. We mapped out alternative logistics routes, collaborated closely with partners to redirect critical components through third countries, and leaned into local European stockholding strategies to buffer volatility.

Regulatory complexity is another ongoing challenge, especially with evolving frameworks like CBAM and CSRD. To manage these proactively, we’ve invested in digital compliance tools and cross-border expertise.

What matters most is staying connected, maintaining constant dialogue with partners, regulators, and internal teams. Challenges like these test your systems, but they also sharpen your ability to adapt. Our approach is grounded in agility, strong relationships, and a proactive mindset that enables us not just to withstand disruptions, but to evolve through them.

Customer Demands & Circularity

Are you seeing increased demand from your clients for more sustainable service options? How is MT Unirepair responding to these shifting expectations?

We’re seeing a clear shift not only in customer expectations but also across the entire regulatory and market landscape. Today, clients are no longer satisfied with just quality and efficiency, they want proof that services are sustainable and aligned with circular principles. This shift is being driven by new EU regulations, growing investor scrutiny, and increasing stakeholder demand for transparency and accountability.

The introduction of measures like the Digital Product Passport and CSRD reporting frameworks is redefining what success looks like in our industry. At MT Unirepair, we respond by offering a model rooted in product lifecycle extension, responsible sourcing, and measurable environmental impact. Our clients, including global leaders in the printing sector, want partners who can help them achieve their ESG goals without compromising performance.

We provide data, traceability, and clear evidence of reduced emissions and resource use. But more than that, we create value by demonstrating that circularity is not just about compliance, it’s a smarter, more resilient way to do business. As demand continues to grow, we’re ready, not only because it’s expected, but because it reflects how we believe supply chains should operate: sustainable, collaborative, and forward-looking.

Metrics & Impact

What KPIs or impact metrics do you use to measure success in both your supply chain performance and sustainability progress?

We rely on a combination of operational and sustainability metrics to guide our performance. Key indicators include repair turnaround time, delivery reliability, and inventory efficiency. On the environmental side, we track reuse rates, waste reduction, and carbon footprint across our processes.

We also measure compliance with sustainability frameworks to ensure continuous improvement. These KPIs provide a clear picture of where we’re succeeding and where we can do better. More importantly, they help us quantify the impact we’re making, for our clients, our operations, and the planet.

Future Vision

Looking ahead, what are your top priorities for MT Unirepair’s supply chain and sustainability agenda over the next 3–5 years?

Looking ahead, our mission is to redefine the after-sales service landscape by fully embedding circularity into every layer of the supply chain. Over the next three to five years, we plan to expand our presence in strategic markets, invest in stronger data infrastructures, and deliver complete traceability for every refurbished part we handle.

The future demands more than efficiency, it calls for accountability, innovation, and collaboration at scale. We’re developing advanced tools that will allow our clients to see, in real time, the environmental and economic impact of their choices. We’re also strengthening supplier engagement to ensure shared values around sustainability and resilience.

But above all, we are working to lead by example. We want MT Unirepair to stand not just as a reliable service provider, but as a catalyst for change in how industries manage products beyond their first life. If we can prove that performance, profit, and sustainability are not mutually exclusive, then we’re not just evolving supply chains, we’re helping reshape the manufacturing mindset. That’s our vision, and it’s a future we’re committed to building with every decision we make.

MT Unirepair B.V. is a Netherlands-based leader in circular product services, offering high-quality repair, refurbishment, reverse logistics, engineering support, and procurement solutions. Since 1968, the company has extended product lifecycles, reduced waste, and supported sustainable operations through global after-sales and technical services.

FROM STRATEGY TO SHELF

Joe Ward on Scaling Quirch Foods Through Innovation, Culture, and Global Agility

With nearly six decades of growth behind it, Quirch Foods has evolved into a leading food distribution company across the U.S., the Caribbean, and Latin America. At the centre of its next phase of transformation is Joe Ward, Chief Operating Officer, whose extensive background in food manufacturing, distribution, and private equitybacked ventures is helping Quirch optimise scale, strengthen supplier relationships, and future-proof its operations.

In this exclusive interview, Joe shares how Quirch is investing in technology, championing sustainability, expanding through strategic acquisitions, and empowering its people, all while staying agile in the face of global disruption. From sourcing to service delivery, Joe offers an inside look at how Quirch Foods continues to deliver operational excellence and customer value in a rapidly changing supply chain landscape.

Professional Journey

Can you walk us through your professional journey and what led you to your current role as Chief Operating Officer at Quirch Foods?

I began my career in the food industry as a member of the initial launch team of the Direct Division at Frito-Lay. Along with approximately 50 others, we were recruited out of graduate programs across the country to help establish the company’s foodservice, vending, and club store channels. Growth was rapid, providing significant opportunities for advancement.

After more than six years at Frito-Lay, I was offered the opportunity to join Auntie Anne’s and lead a similar initiative, establishing their retail and foodservice division. I went on to do the same at Pine Valley Foods, and was later asked to assist with the turnaround of the Fresh Division at Hanover Foods Corporation. While at Hanover, I had the privilege of working with several start-up food ventures in a co-packer capacity.

During that time, I was introduced to several private equity firms expanding into the organic and natural foods space. This led to an opportunity to lead Hot Mama’s Foods, then a privately held, largescale manufacturer of salsa, hummus, and specialty products. I was brought in to take the company public, and after a few years, it was successfully sold.

I then spent about a year assisting food manufacturers with acquisitions and brand expansions, eventually updating my LinkedIn profile, which prompted a call from Bunzl Distribution. I had partnered with Bunzl previously for just-in-time supply of non-perishable consumables at both Hanover and Hot Mama’s, so they were seeking someone who understood the value Bunzl provided in the food manufacturing supply chain. I spent 10 wonderful years there.

Most recently, I was contacted by Modern Executive Solutions regarding the position at Quirch Foods, which ultimately led me to my current role.

Quirch Foods’ Mission and Operations

Quirch Foods has grown into a leading distributor of food products across the U.S., the Caribbean, and Latin America. How does your role as COO support the company’s mission and operational excellence in these diverse markets?

Quirch has an impressive record of growth and development, rooted in the incredible corporate culture established by the Quirch family nearly 60 years ago. Building upon that foundation, the company has expanded rapidly in recent years, both organically and through acquisition.

In 2024, the company reached a point of maturation where it was deemed the right time to enhance our corporate structure, operations, and go-to-market strategies in order to fully capitalise on our size, scope, and economies of scale. I was brought in to lead this effort and to help drive operational excellence across all the diverse markets we serve.

Operational Strategy in Food Distribution

Food distribution is a fast-paced and highly competitive industry. What operational strategies have you implemented to ensure efficiency, quality, and customer satisfaction across Quirch Foods’ logistics and supply chain?

Quirch has a strong track record of investing in the latest technologies to support ongoing operational efficiencies and procurement strategies. Our continuous improvement mindset enables us to control operational expenses, maximise our purchasing power, and pass those savings on to our customers. When we win, our customers win and that philosophy drives everything we do.

Sustainability in Food Supply Chains

Sustainability is becoming increasingly important in the food industry. What steps has Quirch Foods taken under your leadership to create more sustainable and responsible supply chains?

Sustainability can be addressed in many ways. At Quirch, we aim to maximise sustainability in everything we do, from ongoing assessments of our energy and fuel consumption to the farms and ranches where our products are sourced. We’re constantly seeking the most sustainable approach across our operations. We continue to invest in energy-saving technologies, including motion sensortriggered LED lighting in our warehouses and offices, advanced routing software to reduce miles driven, and detailed monitoring of vehicle idle time. On the procurement side, sourcing from growers and packers committed to sustainable practices is a key part of our corporate mission. Sustainability isn’t just a goal,, it’s a guiding principle across the entire supply chain.

Technology and Innovation

How is Quirch Foods leveraging technology and data analytics to improve its operations, from procurement to delivery?

As mentioned earlier, this is a key differentiator for Quirch. From our robust, proprietary ERP system to our use of AI to support operational and procurement decisions, we remain focused on investing in the latest technologies to maximise efficiency. These innovations not only enhance our internal processes but also allow us to share the benefits of improved performance and cost savings with our customers.

Risk Management in Distribution

Given the complexity of international logistics and supply chain challenges, how do you manage risk across Quirch Foods’ operations?

Over nearly six decades of operations, Quirch has built strong relationships with suppliers in more than 50 countries across every continent. This ongoing supplier diversification strategy enables us to rapidly pivot from one supplier to another, ensuring stability in our supply chain.

It also allows us to consistently maintain the freshest, highest-quality inventory for our customers, even in the face of global disruptions.

Workforce Development and Culture

What initiatives are in place at Quirch Foods to foster workforce development, retention, and a strong organizational culture?

Our culture is the cornerstone of our company. We promote inclusion, recognition, and a sense of family, while maintaining accountability and ensuring we have the right people in the right roles.

Recently, we restructured our organisation to create clearer growth paths for our team members. In addition, we’re expanding our training programmes through Workday to equip our employees with the tools, support, and guidance they need to succeed. Investing in our people is central to our longterm success.

Quirch has a strong track record of investing in the latest technologies to support ongoing operational efficiencies and procurement strategies.

Partnerships and Collaborations

Partnerships are a cornerstone of any successful distribution network. Can you elaborate on how Quirch Foods collaborates with its core partners, such as suppliers, logistics providers, and retailers, to create mutual value?

As distributors, we create value for both our suppliers and customers. Positioned at the centre of the supply chain, we act as strategic partners rather than mere intermediaries.

We align closely with our suppliers to enhance efficiency, optimise planning, and ensure a smooth flow of goods. At the same time, we maintain regular engagement with our customers to understand their evolving needs and deliver tailored solutions. This dual focus allows us to drive mutual value and long-term success across our partner network.

Adapting to Market Disruptions

From inflation to supply shortages, the food distribution industry has faced numerous disruptions in recent years. How has Quirch Foods adapted to maintain stability and service levels?

As mentioned earlier, our vast network of global supply partners, combined with our growing scale and scope, gives us the ability to adapt, adjust, and pivot in response to market fluctuations and emerging needs.

This flexibility has been key to maintaining stability and high service levels for our customers, even during periods of disruption.

Future Outlook for Quirch Foods

Looking ahead, what are your top priorities for the continued growth and innovation of Quirch Foods in an evolving food distribution landscape?

We will continue to grow both organically and through acquisition. Our top priorities include investing in technology, strengthening partnerships with suppliers and customers, and staying ahead through continuous innovation.

Most importantly, we’re committed to investing in our most valuable asset, our people. Their talent and dedication will drive the next chapter of growth at Quirch Foods.

Quirch Foods, a family-founded leader since 1967, is one of the largest refrigerated food distributors in the U.S., Latin America, and the Caribbean. Operating 23 facilities and nearly 400 trucks, it delivers quality proteins and ethnic specialties. Committed to sustainability, ESG, and tech-enabled service, Quirch supports retailers, foodservice, and cruise lines globally.

STRATEGIC STRENGTH AND LOCAL IMPACT

Simon Harman on Leading MEPAU’s Supply Chain Forward

With over two decades of experience in the oil and gas sector across the UK and Australia, Simon Harman brings both strategic foresight and hands on expertise to his role as Head of Supply Chain at Mitsui E&P Australia Pty Ltd (MEPAU). From fostering strong supplier partnerships and embracing digital transformation to driving local and Indigenous engagement, Simon has played a pivotal role in aligning MEPAU’s supply chain strategy with its operational and community-focused goals. In this interview, he reflects on the experiences that shaped his leadership, how MEPAU is preparing for future supply chain challenges, and what advice he offers to the next generation of professionals entering the energy sector.

Local Engagement in Supply Chain

MEPAU emphasises engaging with local businesses and Indigenous enterprises. How does your supply chain strategy support this commitment, and what initiatives are in place to assist and help these relationships?

The Supply Chain team, and MEPAU as a whole, is committed to identifying opportunities for local and Indigenous businesses to consider. We actively engage with local Chambers of Commerce, government representatives, and consult regularly with Indigenous groups, while remaining alert to individual opportunities as they arise.

I am particularly proud that we have developed a set of simplified terms and conditions which, where appropriate, are used to engage local and Indigenous suppliers. The rationale behind this approach is twofold: to reduce onboarding times and to make MEPAU a more attractive and accessible partner for these businesses.

“We try in every possible way to integrate key suppliers into all preparation phases of planned maintenance”

Career Journey

Can you share your career journey and what led you to your role as Head of Supply Chain at MEPAU? What experiences have most influenced your approach to leadership in supply chain management?

Like many people, I fell into the world of supply chain. As part of my Business degree in the UK, I was required to complete a year in industry. I was fortunate to be one of two students selected to work at Shell Exploration and Production in Lowestoft, UK. On my first day, I was assigned to the Supply Chain team and the other person to Finance and the rest is history!

I thoroughly enjoyed my year there, and it set the foundation for building my career in the supply chain sphere.

After graduating, I developed my experience through roles in expediting, materials control, procurement, and contracts within the oil and gas industry initially in the UK and, for the past 20 years, in Australia. With this ever broadening experience, leadership opportunities followed, eventually leading to my current role as Head of Supply Chain at MEPAU.

My approach to leadership has been shaped by the experiences I’ve had with the leaders I’ve worked under. I’ve focused on emulating the traits I admired most, while consciously avoiding the behaviours I felt were ineffective or disengaging.

Supplier Relationships and Quality Assurance

What strategies do you employ to build strong, transparent relationships with suppliers, and how do you ensure they consistently meet MEPAU’s standards for quality and safety?

For suppliers with whom we conduct significant business, my strategy is to solidify the relationship through the award of a Master Service Agreement. This not only formalises our partnership but also serves as the foundation for conducting periodic performance reviews. These reviews provide a forum where quality, safety, and other key issues can be discussed openly and constructively by both parties.

Digital Transformation in Supply Chain

In what ways is MEPAU leveraging digital technologies to enhance supply chain operations, and what recent advancements have had the most significant impact on efficiency and transparency?

MEPAU is in the process of transitioning from a non-operator to the operator of the Waitsia gas field, one of the largest onshore gas fields in Australia. As part of this transformation, we have invested in the implementation of the Coupa Procure to Pay system to support the increased procurement needs across corporate, project, drilling, and operational functions.

The efficiency gains delivered by Coupa will enable MEPAU to manage this heightened level of activity with only minimal additional resourcing. At the same time, the system provides significantly enhanced reporting capabilities, supporting both the Operations and Finance teams with greater transparency and insight.

Risk Management in Supply Chain

Given the complexities of the energy sector, how does MEPAU manage risks within its supply chain to ensure continuity and resilience?

One of the biggest risks to MEPAU is the loss of oil and gas production from our operational facilities. Ensuring the availability of equipment and materials to restart production in the shortest possible timeframe is a key deliverable for the Supply Chain Function. A combination of transparency and accuracy in our inventory, along with the ability to quickly source items using Coupa, which helps us identify onboarded suppliers and purchasing history is a critical risk mitigator.

Of equal, and possibly greater, importance are our relationships with our “go to” suppliers, the partners we rely on in times of crisis. We nurture these relationships by visiting them, and relaying our genuine appreciation to them.. When suppliers feel valued, they respond in kind.

And finally, pay your suppliers on time. We ask a great deal of them, and there’s only one thing we must do in return, make sure they receive payment as promised.

During a recent project, our main contractor went into administration, leaving sub contractors understandably nervous about whether they would be paid. MEPAU recognised that without guarantees, these sub contractors would likely leave the site, halting the supply of goods and services and jeopardising project completion.

We negotiated with the administrator to manage invoice payments to the affected parties on a case by case basis and made a point of informing them directly that payments were on the way, as promised.

The goodwill generated toward MEPAU from this experience has been immense, and it’s something I, as a leader, am genuinely proud of.

Challenges in Energy Sector Procurement

What unique challenges do you face in procurement within the energy industry, and how does MEPAU address these to maintain a competitive edge?

In the energy industry, the value of a Supply Chain team is largely judged on its ability to ensure that goods and services are available at the right place and at the right time to prevent loss of production or drilling time. This almost always takes precedence over cost efficiency.

Of course, cost efficiency is important and should be pursued with as much rigour as possible, but we must not lose sight of the bigger picture. Ultimately, our performance will be measured by our ability to keep operations running without interruption.

Future Trends in Supply Chain Management

What trends do you see shaping the future of supply chain management in the energy sector, and how is MEPAU preparing to adapt to these changes?

The continued evolution of system based Procure to Pay and inventory processes will play a significant role in shaping the future of supply chain management. MEPAU is committed to ongoing investment in this area as part of our broader aspiration to operate as a low cost producer.

“In the energy industry, the value of a Supply Chain team is largely judged on its ability to ensure that goods and services are available at the right place and at the right time”

Advice for Aspiring Supply Chain Leaders

As a leader in supply chain management, what advice would you give to those looking to advance their careers in this field, especially within the energy industry?

I recall that when I started my career at Shell, the HR Manager at the time told me that the energy industry wasn’t a viable long-term career option because “the oil and gas will run out soon.”

Several decades later, both the industry, which has evolved and continues to evolve, and my career are still going strong.

To the next generation of leaders: I suspect you’ll hear similar advice from some quarters. Ignore it. There will always be a need for energy in the world. Jump aboard, stay flexible, and see where the journey takes you!

Mitsui E&P Australia (MEPAU) is a leading energy company based in Western Australia, dedicated to delivering a reliable and sustainable energy supply. As a subsidiary of Mitsui & Co., Ltd., MEPAU operates a diverse portfolio of oil and gas assets across Australia, including the Waitsia Gas Project, one of the country’s largest onshore gas developments.

Simon Harman Head of Supply Chain

DRIVING SUSTAINABLE PROGRESS

Dirk S. van Doorn on DHL Namibia’s Vision for Greener Logistics in Africa

As Country Manager of DHL Namibia (Pty) Ltd, Dirk S. van Doorn is leading a bold transformation in how logistics operates across Southern Africa, placing sustainability at the heart of operational excellence. From solar-powered hubs and net-positive energy contributions to pioneering partnerships with local electric vehicle innovators, DHL Namibia is redefining what green logistics can look like in emerging markets. In this exclusive interview, Dirk shares the strategies, successes, and scalable innovations driving DHL’s environmental leadership in the region alongside his vision for a future where technology, local partnerships, and circular thinking power a more resilient and sustainable supply chain.

What key initiatives have you implemented at DHL Namibia to reduce the environmental impact of your logistics and transport operations?

At DHL Namibia, sustainability is embedded in our operations, in line with DHL Group’s global Mission 2050: Zero Emissions strategy. We have implemented several key initiatives to reduce our environmental impact across logistics and transport in Namibia. Our fleet operations are being optimised through the use of fuel-efficient vehicles and route optimisation technologies, which minimise emissions and fuel consumption. We also collaborate with DHL entities in Southern Africa to implement shared transport solutions that reduce cross-border environmental impact.

We’ve introduced energy-efficient systems at our facilities, including LED lighting, ventilation and cooling upgrades, and the installation of solar panels. Internally, DHL Namibia has adopted paperless processes and digital customs clearance to reduce waste.

Through our GoGreen programme, underpinned by the use of SAF (Sustainable Aviation Fuel), we offer shipping services that allow customers to offset carbon emissions via certified global products. Packaging sustainability is also a priority, with a focus on recyclable and reusable materials.

Staff engagement is key, our teams participate in community environmental initiatives, including beach clean-up campaigns. (DHL Namibia was the pioneer of these in Africa, and the programme has now been rolled out across most African countries with a dedicated cost line where DHL operates.)

As a regional leader, DHL Namibia continues to work closely with DHL Southern Africa to align sustainability goals, share best practices, and drive progress toward a low-carbon logistics future.

How do you strike the right balance between achieving ambitious sustainability goals and maintaining cost-effective, timely delivery across Namibia and the wider region?

Sustainability and operational excellence are two themes that go hand in hand. At DHL Namibia, we are continuously exploring innovative ways to ensure our operations remain sustainable without compromising performance. This includes using solar power to run our main facilities, something Namibia is fortunate to support, with over 300 days of sunshine annually and sourcing more fuel-efficient vehicles with advanced combustion engines.

The adoption of electric vehicles in our industry still has some way to go, but we’re actively contributing to its progress. DHL Namibia has been working with

Mellowcabs and their MellowVans, collaborating directly with the manufacturer to refine and improve vehicle range to better suit our unique landscape.

This programme has now been extended into South Africa, Angola, and several other African countries. Through such partnerships and innovations, we’re finding practical, scalable ways to balance sustainability with the need for reliable, cost

https://www.mellowvans.com

Can you share a success story where DHL Namibia’s green logistics or sustainable transport initiatives led to measurable environmental or business outcomes?

We have seen immense success with our photovoltaic solution. Since the installation of solar panels at our facilities, DHL Namibia has become a net contributor to the grid, supplying more electricity back to the grid than we consume. This supports the resale of clean energy to other users and significantly reduces reliance on carbon-intensive power generation.

Our rollout of the GoGreen programme has also been a major success. When we launched the programme in 2023, uptake was limited, with fewer than 5% of our customers participating. Fast forward to May 2025, and the landscape has completely shifted, more than 85% of our customers in Namibia have now signed up.

For more information on DHL GoGreen, please visit: https://group.dhl.com/en/sustainability.html

What role do partnerships with logistics and supply chain providers play in advancing your sustainability agenda, and what criteria guide your selection of partners?

Partnerships are key to the future success of environmental sustainability in the supply chain, DHL Namibia cannot achieve this alone. We establish partnerships with suppliers, vendors, landlords, and customers, and agree in advance on the contributions required from each party to build a sustainable, green supply chain.

This process doesn’t happen overnight; it is built on long-term relationships with clear expectations on both sides. We also work very closely with vehicle manufacturers to ensure they deliver products that are not only sustainable but also practical, without compromising DHL’s quality of service.

This includes MellowVans, a home-grown African solution headquartered in Stellenbosch, South Africa.

Looking ahead, what emerging technologies or practices do you believe hold the most promise for accelerating the transition to sustainable logistics in Africa?

The future of sustainable logistics in Africa will be shaped by a combination of emerging technologies and region-specific innovations that address both environmental and infrastructural challenges. Electric and alternative-fuel vehicles hold immense potential, particularly as African cities move toward cleaner urban transport. As charging infrastructure improves, the adoption of electric delivery vans and bikes will help reduce emissions and noise in last-mile logistics.

Solar-powered logistics hubs are also gaining traction. With Africa’s high solar yield, especially in countries like Namibia, decentralised renewable energy systems can power warehouses, reduce grid dependence, and lower operational costs. We now have entire towns and villages in Namibia running on solar, as well as several large multinationals producing enough electricity for their own consumption.

Smart route optimisation, powered by AI and real-time data, will minimise fuel use and delays, particularly important in regions with underdeveloped infrastructure. Similarly, Internet of Things (IoT)enabled supply chains can improve visibility and streamline cross-border trade.

On the policy front, public-private partnerships and regional harmonisation of green standards will further accelerate innovation and adoption. This is gaining momentum, particularly with the introduction of new EU regulations that are coming into force.

DHL Namibia is actively exploring these technologies and working closely with partners across Southern Africa and globally to pilot scalable solutions. Africa’s transition to sustainable logistics will rely not just on imported technology, but on local innovation tailored to African realities.

Namibia, in particular, offers a unique environment for testing new technologies at relatively low cost. Not every innovation will succeed, but given the country’s small population, the impact of failure is limited, while successful solutions can be scaled quickly and contribute meaningfully to a more sustainable future.

MISSION-DRIVEN MOVEMENT

Floyd Wiltz on Building a Global, Tech-Enabled Logistics

Backbone at Tools for Humanity

From leading logistics operations in the U.S. Army to driving global distribution at the forefront of AI and proof of human innovation, Floyd Wiltz brings a rare combination of discipline, agility, and purpose to his role as Head of Logistics at Tools for Humanity. With a footprint spanning more than 25 countries, Floyd’s team plays a mission-critical role in enabling access to cutting-edge technologies like the Orb, empowering underserved communities with secure proof of human and financial tools.

In this interview, Floyd shares how Tools for Humanity is building a resilient, tech-enabled logistics infrastructure from the ground up. He discusses how AI, IoT, and automation are shaping supply chain agility, how strategic partnerships have accelerated global rollouts, and why sustainability and continuous team development are foundational to scaling impact. For Floyd, logistics isn’t just about movement, it’s about delivering purpose at speed and at scale.

Professional Journey

Can you share your career path and what led you to your current role as Head of Logistics at Tools for Humanity?

My professional journey began with a 20+ year career in the U.S. Army, where I specialised in operations and logistics across global deployments. This experience laid a solid foundation in largescale logistical coordination, compliance, and team leadership.

After transitioning to the private sector, I brought that same operational discipline into roles across international supply chains, which eventually led to my current position as Head of Logistics at Tools for Humanity. In this role, I oversee global post-production distribution, managing the movement of our hardware and fixtures from manufacturing to the public across 25 countries.

I was drawn to this role by the unique opportunity to build a global logistics infrastructure from the ground up, one capable of supporting cutting-edge proof-of-human technologies and enabling high-volume international launches. The mission to empower financial access for people globally, particularly in underserved regions, aligns closely with both my values and professional ethos.

Logistics’ Role in Tools for Humanity’s Mission

How does the logistics function contribute to Tools for Humanity’s mission of building tools for humans in the age of AI?

At Tools for Humanity, logistics is more than just movement, it’s mission-critical. Our logistics function directly supports the company’s goal of delivering secure human verification tools globally. We ensure that Orbs, the devices used to verify unique humanness, reach operators efficiently, no matter the region.

This requires a tightly synchronised global operation that spans air and sea freight, customs compliance, Importers of Record, local warehousing, and final-mile delivery. My team manages this end-to-end process, optimising routes and timelines while ensuring full compliance and traceability.

Our logistics strategy is intentionally designed to support our mission of inclusivity whether we’re delivering Orbs to remote areas in LATAM or enabling seamless deployments in urban U.S. markets. It’s a function that turns innovative technology into real, tangible impact on the ground.

Digital Transformation in Logistics

In what ways has digital transformation been integrated into your logistics operations to enhance efficiency and transparency at Tools for Humanity?

Digital transformation is at the heart of our logistics evolution at Tools for Humanity. As part of our commitment to innovation, we’re upgrading our automation landscape through the integration of cutting-edge Transportation Management System (TMS) and Warehouse Management System (WMS) platforms. These systems are already delivering greater transparency and operational agility.

I’ve prioritised enabling near real-time tracking, milestone monitoring, and proactive exception handling. Our ultimate goal is full integration with TFH’s custom Enterprise Resource Planning (ERP) and customer support platforms, providing stakeholders with timely insights across the entire supply chain.

These efforts not only improve operational performance but also enhance the customer experience by delivering more reliable updates and reducing delivery times. In a mission-driven organisation, tech-enabled logistics means we can reach communities faster and with greater confidence.

Building Resilient Supply Chains

What strategies have you implemented to build a flexible and adaptable supply chain capable of withstanding disruptions?

Resilience is engineered into our logistics framework through redundancy, decentralisation, and proactive risk planning. We’ve established multiple regional hu Argentina to Japan, each capable of rerouting shipments and abs

We pre-clear shipments with customs, maintain buffer inventories, and work with multiple freight and final-mile carriers to ensure continuity. This structure proved where we managed simultaneous installations across six cities. routing plans, and onsite logistics oversight ensured smooth execution even in the face of unexpected delays or disruptions.

Technological Integration

How are emerging technologies like AI, IoT, and blockchain being utilised to optimise logistics and supply chain management at Tools for Humanity?

We leverage custom-built emerging technologies developed by our Core Application Team to boost logistics efficiency. AI is playing an increasingly important role in demand forecasting and route optimisation, while IoT devices provide real-time shipment tracking ensuring end-to-end visibility from production through to final delivery.

We’re also exploring tailored modules for customs and compliance documentation to improve transparency and reduce processing times. While these technologies are still evolving, they’re already helping us tackle key challenges such as tracking accuracy, customs delays, and inventory misalignment.

As we continue to scale globally, technology enables our lean team to operate more efficiently keeping our logistics function agile, responsive, and intelligent.

We’ve established multiple regional hubs and distribution centres from Argentina to Japan, each capable of rerouting shipments and absorbing supply chain shocks.

Risk Management in Logistics

How do you identify and mitigate risks within the logistics process, especially considering the global scale and complexity of your operations?

Risk management starts with visibility and preparedness. We map every supply chain node and assess potential failure points whether it’s customs delays, carrier issues, or political disruptions. I’ve implemented contingency strategies that include redundant partners, backup storage, and localised support teams.

For example, during our U.S. rollout, we stationed logistics leads at key hubs and pre-cleared goods with customs to avoid last-minute issues. We also leverage milestone monitoring to detect deviations early and respond swiftly.

These strategies ensure that, even when risks arise, our operations continue with minimal disruption keeping our logistics flow resilient and dependable.

Partnerships and Collaborations

In addition to partnerships with brands like Razer and Match Group, Tools for Humanity works with global logistics innovation enablers such as Geodis and Logistics Plus. How have these collaborations contributed to strengthening your logistics and supply chain operations?

Strategic partnerships are fundamental to the strength and agility of our logistics and operations. For example, later this year, select Razer Stores across the U.S. will host Orbs, expanding our distribution network through their established retail presence and creating new, localised fulfilment points.On the logistics front, collaboration with global innovation enablers like Geodis, Logistics Plus, and other key partners has been vital in scaling our infrastructure. These partners bring specialised expertise in areas such as warehousing, last-mile delivery, importer of record services, and the development of operational hubs.

Working closely with these providers enables shared learning and collaborative problem-solving, allowing us to adapt quickly to shifting market needs and logistical challenges. Ultimately, these partnerships support our global expansion while ensuring reliable, high-quality execution in every region we serve.

Adapting to Market Changes

How does your logistics team stay agile and responsive to market fluctuations and global supply chain disruptions?

We maintain agility through modular processes and a responsive operating model. Our logistics team actively monitors global market trends, freight capacity, and evolving customs regulations. We also conduct scenario planning to anticipate disruptions and adjust inventory positioning as needed.

For example, during both the Thailand and U.S. launches, we dynamically reallocated stock across hubs based on real-time demand and transit conditions. Our lean structure enables rapid decisionmaking, while strong cross-functional coordination allows us to pivot quickly.

This level of agility is essential for supporting innovation and managing risk in today’s volatile global landscape.

Team Development and Training

What measures are in place to ensure your logistics team remains skilled and knowledgeable about the latest industry trends and best practices?

We prioritise team development through cross-functional training, hands-on execution, and strategic exposure. My logistics staff are trained not only in core operational tasks but also in areas such as compliance, trade laws, and emerging technologies.

I ensure the team stays informed through regular briefings, targeted workshops, and access to industry certifications. Everyone from logistics specialists to regional managers is empowered to make decisions and optimise their area of responsibility.

This approach fosters a resilient, knowledgeable team that can scale with the business and adapt quickly to evolving challenges.

Future Outlook for Logistics at Tools for Humanity

Looking ahead, what are your key objectives for advancing the logistics function at Tools for Humanity, particularly concerning innovation and sustainability?

Looking ahead, our logistics priorities are centred on innovation, sustainability, and global expansion. I’m focused on enhancing automation, integrating real-time systems, and scaling our network into underserved markets.

Sustainability is another key pillar. We aim to reduce emissions through packaging redesign, shifting modes of transport from air to sea, and optimising delivery routes. We’re also exploring green partnerships and local sourcing strategies to minimise our carbon footprint.

As we continue to grow, the logistics function won’t just support our mission, it will amplify it by enabling smarter, faster, and more sustainable delivery of our technologies worldwide.

Tools for Humanity is a technology company building for humans in the age of AI, co-founded in 2019 by Alex Blania and Sam Altman. With over 400 engineers, scientists, engineers, designers, creatives and economists globally, they develop open-source human verification tools like the Orb and applications like World App, designed to uphold privacy and trust in the AI era.

LEADING WITH PURPOSE

Cornelis Dees’s insights on Humanitarian Supply Chain Leadership

In the complex world of humanitarian aid, effective supply chain management is crucial to ensuring that life-saving resources reach those who need them most. Cornelis Dees, Regional Head of Supply Chain at the IFRC, shares his career journey, challenges, and leadership philosophy in this exclusive interview. From his early fascination with logistics to his role in managing global supply chains during emergencies, he offers invaluable insights for aspiring leaders in this impactful field. As supply chain demands evolve, [Interviewee Name] also highlights the importance of flexibility, adaptability, and hands-on experience in advancing a career within the humanitarian sector.

Career Journey

Can you share your professional journey and what led you to your current role as Regional Head of Supply Chain at the IFRC? What experiences have most influenced your approach to humanitarian logistics and supply chain management?

My background is in industrial engineering and management, and the supply chain aspect has always drawn my interest. Even as a child, I was fascinated by the movement of goods, trucks, warehouses, etc. We lived next to a busy sea shipping route, and my father, friends and I often watched cargo ships and trains. I think this early exposure sparked my interest. After working for a large 3PL and several medical manufacturers in supply chain management, I felt the urge to move into the humanitarian field. When I started in this sector, working in the world’s largest refugee camp, I discovered that the supply chain was the backbone of humanitarian assistance. This realisation really motivated me to advance my career in humanitarian logistics and supply chain. The main motivator has always been, and continues to be, making a real difference for people with limited resources. This ongoing challenge and ambition still drives my work today.

Humanitarian Supply Chain Strategy

How does the IFRC’s supply chain strategy support its mission to provide timely and effective humanitarian assistance? What are the key components that ensure responsiveness during emergencies?

Although the IFRC and its network of 191 National Red Cross and Red Crescent Societies must respond to unexpected emergencies, our supply chain strategy is focused on planning and preparedness. Studies have shown that every 1 USD invested in supply chain preparedness can save up to 7 USD during the response. This preparedness varies widely depending on the country, context, and response scenarios. It can include establishing long-term agreements with suppliers for our mostused commodities, training staff on emergency supply chain procedures, supporting National Red Cross and Red Crescent Societies in implementing supply chain SOPs, and setting up contracts or pro bono agreements with freight forwarders, among other actions.

For emergency responses, we heavily rely on planning, ensuring that supply chain management is an integrated part of the response design. Given the often volatile nature of the situation, we operate a supply chain that is adaptable but efficient. We achieve this by establishing country-specific supply chain plans and structures, which, if necessary, are supported by our global supply chain network.

Sustainability in Humanitarian Logistics

Sustainability is increasingly important in supply chain operations. How is the IFRC integrating environmental and social sustainability into its logistics and procurement processes?

Sustainability is an integral part of the IFRC’s supply chain, guided by the organisation’s environmental policy, climate and environment charter, and donor requirements. For example, sustainability is one of the key criteria for supplier selection in our procurement process. Additionally, we are increasingly establishing long-term agreements for core commodities based on the sustainability of the products, raw materials, transport methods, etc. We also adapt our sourcing strategies to suit specific countries or regions, ensuring a sustainable supply chain. Furthermore, IFRC’s transport and fleet management focus strongly on reducing emissions.

Supplier Relationships and Quality Assurance

What strategies do you employ to build strong, transparent relationships with suppliers, and how do you ensure they consistently meet the standards required for humanitarian aid delivery?

The IFRC focus is on strategic sourcing based on country-specific and regional response scenarios and emergency plans. Through this approach, we establish long-term relationships and agreements with suppliers, which are closely monitored using our supplier performance management tools. Additionally, we have a team of technical experts to ensure the quality of products, and when necessary, we engage with third-party inspection companies for quality control.

The key to the IFRC supply chain is meeting the requirements of the end user. To achieve this, our teams engage continuously with end users and programme colleagues during the planning process. We also close the loop with a feedback mechanism to ensure continuous improvement. Furthermore, IFRC works with suppliers who have dedicated production facilities and extensive experience working with humanitarian actors, which helps improve the overall satisfaction of end users’ needs.

Digital Transformation in Supply Chain

How is the IFRC leveraging digital technologies to enhance its supply chain operations, and what recent advancements have had the most significant impact on efficiency and transparency?

The IFRC currently focuses its digitisation efforts on enhancing the visibility of the supply chain to drive decision-making and improve efficiencies. One of the main initiatives is the establishment of a supply chain control tower, where colleagues around the world can access critical data related to the supply chain of the IFRC and its network. This ensures that the supply chain is considered a critical part of response planning, enabling us to implement the best supply chain approach.

Through our newly implemented ERP system, live data is available on key aspects, such as stock levels, long-term contracts with suppliers, lead times, etc. Furthermore, the IFRC has a strong focus on delivering supply chain tools and guidelines to its network of 191 National Red Cross and Red Crescent Societies. A newly developed website ensures easy access for any partner around the globe seeking supply chain guidance or tools. Additionally, IFRC supply chain, with the use of AI when needed, focuses on supply chain performance management by, for example, establishing KPI dashboards.

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Inventory and Demand Forecasting

Given the unpredictable nature of humanitarian crises, how does your team approach inventory management and demand forecasting to ensure the availability of essential supplies while optimising costs?

The main criteria for inventory and demand forecasting in the IFRC supply chain are scenario and response planning, combined with supply chain data. In addition, supply chain risks and potential country access constraints play a significant role. Based on multi-year organizational strategies and yearly programme plans, the IFRC supply chain determines its course of action. Demand plans are then translated into procurement plans and executed by our procurement teams.

Inventory levels in our warehouses largely depend on emergency response plans, where needs cannot be fulfilled in a timely manner by our suppliers. These inventory levels are constantly monitored and adjusted in line with our global stock strategy. This strategy is implemented together with Red Cross and Red Crescent partners, who can choose to hold stocks in IFRC warehouses and vice versa. Additionally, we work with several suppliers who hold stocks in our warehouses for immediate purchase and dispatch.

Risk Management Across Global Supply Chains

With the complexities of global supply chains, how does the IFRC manage risks to ensure continuity and resilience in its supply chain operations, especially during large-scale emergencies?

Given that our humanitarian work often takes place in challenging and risky environments, risk management is almost part of our DNA. The IFRC supply chain’s risk management focuses on preparedness and contingency planning. As we work in diverse contexts and countries, we adapt local and regional strategies accordingly.

To prevent disruption of supply chains, especially during the initial phase of our response, we invest in local preparedness and capacity enhancement in countries at risk of supply chain disruptions. For example, this includes local prepositioning of stocks and establishing agreements with local suppliers. We also invest in training and preparedness for our staff and partners, enabling, for example, the temporary deployment of supply chain staff from neighbouring countries.

Another risk is the global trend of reducing budgets and funds. To address this, the IFRC supply chain focuses on doing more with less by improving efficiencies. This includes strategic sourcing for specific countries, the use of pro bono services, pooled procurement with other agencies, and more.

Challenges in Humanitarian Procurement

What are some of the unique challenges you face in procurement for humanitarian operations, and how does the IFRC address these to maintain a competitive edge and fulfill its mission?

The main challenges in humanitarian procurement are meeting needs in terms of quality and timeliness, while ensuring value for money. Through our preparedness work and collaboration with programme colleagues, we can achieve this most of the time. However, unexpected and immediate needs always arise, especially during emergencies. To efficiently fulfill these needs, we have emergency procurement procedures that can fast-track the procurement process while ensuring we obtain the best products or services at the right price.

Furthermore, standardisation of item specifications is critical, and this is also part of our preparedness work. Still, at times, we rely on the dedication and experience of our teams to identify the right supplier who can fulfill specific emergency requests.

Future Trends in Humanitarian Supply Chain Management

What trends do you see shaping the future of humanitarian supply chain management, and how is the IFRC preparing to adapt to these changes to continue delivering effective aid?

It is critical for the humanitarian supply chain to keep evolving to remain future-proof and enable humanitarian organisations to fulfill their objectives. While humanitarian needs either remain the same or are increasing, available funds are decreasing. Supply chain management is one of the key components in the humanitarian sector that ensures organisations can continue their work. The main ways the IFRC is addressing this, and our current focus, are greater preparedness, better planning, and increased collaboration both within the sector and with commercial supply chain partners.

In addition, access issues continue to pose a significant challenge in certain parts of the world, while rising transport costs present a growing risk. This drives us to implement more locally led supply chains. The IFRC and its network are uniquely positioned to lead in this area, as the 191 National Red Cross and Red Crescent Societies operate locally and have the necessary capacity including market knowledge and local partnerships to establish these local supply chains, supported when necessary, by the IFRC’s global supply chain network.

Advice for Aspiring Leaders in Humanitarian Supply Chain

As a leader in humanitarian supply chain management, what advice would you give to those looking to begin or advance their careers in this field, particularly within organisations like the IFRC?

I would encourage anyone with an interest in the supply chain to consider the humanitarian sector. It is a highly rewarding and challenging field to work in. It is crucial to be flexible and adaptable, taking on opportunities as they arise, even if they don’t seem like a straightforward next step in your career. I also advise gaining experience in different organisations and companies to broaden your perspective, as this will always pay off in the long run.

It’s also important to enjoy the journey and not hesitate to “get your hands dirty.” For me, the best moments are still the last-mile delivery projects. While they were hard work, they continue to motivate me today.

The International Federation of Red Cross and Red Crescent Societies (IFRC) is the world’s largest humanitarian network, uniting 191 National Societies and mobilising over 16 million volunteers to provide disaster relief, health services, and community resilience initiatives globally—all grounded in principles of neutrality, impartiality, and dignity.

STEERING MARITIME INNOVATION

Sanjeev Wewerinke-Singh on Digitalisation, Compliance, and Sustainability at Varuna Marine Services

With over 15 years of maritime experience, Sanjeev Wewerinke-Singh has charted a unique course from Marine Engineer Officer to Managing Director of Varuna Marine Services B.V., a company at the forefront of transforming the maritime industry. In this interview, Sanjeev shares insights into his professional journey, Varuna’s mission to integrate advanced technology with maritime expertise, and how the company is addressing pressing industry challenges, from emissions compliance and digitalisation to cybersecurity and sustainability. As the sector undergoes rapid evolution, Sanjeev offers a compelling vision for the future, grounded in innovation, strategic partnerships, and a commitment to helping clients navigate complexity with confidence.

Career Journey

Can you share an overview of your professional path and what led you to lead Varuna Marine Services?

My career in the maritime industry spans over 15 years, beginning as a Marine Engineer Officer. During six years at sea, I worked aboard various cargo vessels, honing my technical skills and developing a deep understanding of shipboard operations. This hands-on experience provided a strong foundation for my transition to shore-based roles, where I assumed technical and operational responsibilities with prominent shipowners.

These roles broadened my perspective on the industry’s evolving needs, particularly the growing importance of technology in improving efficiency and addressing compliance challenges. Driven by a passion for innovation and problem-solving, I have dedicated my career to leveraging cuttingedge technology to streamline maritime workflows, enhance sustainability, and fortify cyber defences. Today, as the Managing Director of Varuna Marine Services B.V., I lead a team committed to transforming the maritime industry through solutions that integrate technical expertise with advanced digital tools.

Company Overview

What is Varuna Marine Services’ core mission, and how do you support clients navigating a changing maritime landscape?

Varuna Marine Services B.V. stands at the forefront of innovation in the maritime sector, providing tailored solutions to meet the operational, regulatory, and technological challenges faced by industry stakeholders. Our mission is to empower clients to succeed in a rapidly changing landscape by offering services that seamlessly combine traditional maritime expertise with state-of-the-art technologies.

Since its inception, Varuna Marine Services has focused on building a sustainable and secure maritime ecosystem. We understand that the industry is undergoing significant changes, including stricter regulatory frameworks, environmental pressures, and an increasing demand for digitalisation. Our solutions are designed to help clients not only adapt to these shifts but thrive within them, ensuring compliance, efficiency, and sustainability.

Our unique approach emphasises collaboration, innovation, and long-term partnerships with our clients. By aligning our services with the specific needs of the industry, we aim to set new standards for operational resilience, environmental responsibility, and technological advancement.

Service Portfolio

What specialised services does Varuna offer, particularly in emissions compliance, environmental management, and digitalisation?

Varuna Marine Services offers a comprehensive range of specialised services designed to meet the critical needs of the maritime industry. Our service portfolio is structured to address emissions compliance, environmental performance, operational efficiency, and digital transformation.

In the area of emissions compliance, we support clients in navigating complex regulatory landscapes. This includes helping vessels meet FuelEU Maritime and EU Emissions Trading System (EU ETS) requirements through robust reporting and reduction strategies. We also assist with EU Monitoring, Reporting, and Verification (EU MRV), ensuring accurate data collection and submission. Additionally, we offer support with the IMO Data Collection System (DCS) and Carbon Intensity Indicator (CII) assessments, enabling shipowners to monitor and improve vessel energy efficiency. Our team develops Ship Energy Efficiency Management Plans (SEEMP) II and III, tailored to optimise performance while meeting evolving compliance targets.

Our environmental compliance services are focused on ensuring vessels operate sustainably and in line with international regulations. We guide clients through the implementation and testing of Ballast Water Treatment Systems, including adherence to IMO D2 standards. We also offer expert consultancy for retrofitting and environmental system installations, alongside comprehensive support for compliance with the US-EPA Vessel General Permit (VGP).

In terms of environmental management, we help organisations uphold high standards of environmental stewardship. This includes conducting Inventory of Hazardous Materials (IHM) assessments and providing lifecycle maintenance strategies. We offer global asbestos removal, abatement, and management planning services, as well as ESG compliance consulting and reporting to support integration of sustainability into business operations.

Our maritime inspection and consultancy services are aimed at ensuring vessels meet international safety and performance standards. This includes conducting flag state inspections, offering technical consulting to drive operational improvements, and delivering onboard repair, maintenance, and installation services to enhance vessel reliability.

Recognising the vital role of digital transformation in maritime operations, we offer a range of digitalisation and cybersecurity solutions. At the core of this is CyberSmart, our AI-driven SaaS platform designed to modernise maritime workflows. CyberSmart features a suite of intelligent modules: Smart EMRV streamlines emissions monitoring, reporting, and verification for EU MRV and IMO DCS compliance, Smart Inspect supports efficient vessel inspections and compliance reporting, Smart Operations uses real-time analytics to optimise day-to-day activities, Smart Performance delivers data insights for improved fuel efficiency and performance, Smart Simulator offers advanced simulation tools for crew training and operational planning, Smart Navigation leverages AI for safer, more efficient route planning,

Smart EUA Settlement simplifies the EU ETS settlement process for emissions trading compliance, Smart FuelEU helps clients meet FuelEU Maritime requirements through integrated reporting and optimisation features.

Through CyberSmart, we are transforming traditional maritime processes into intelligent, user-friendly digital workflows that meet the needs of a rapidly evolving industry.

We also ensure cybersecurity compliance, helping clients meet standards such as IMO MSC.428(98) and IACS UR E26/E27. Our advanced cybersecurity frameworks protect vessel systems from evolving threats. To further support maritime digitalisation, we provide advanced connectivity solutions, including Starlink and 5G integration, ensuring vessels maintain reliable, real-time communication and operational continuity.

Sustainability Initiatives

How is Varuna embedding sustainability into its services and supporting clients with ESG integration?

At Varuna, sustainability is more than a commitment, it is a driving force behind everything we do. We actively integrate green technologies and environmentally responsible practices to minimise our environmental footprint. By helping clients adopt innovative solutions to reduce emissions, improve energy efficiency, and comply with international regulations, we contribute to shaping a more sustainable maritime industry.

We also support clients in implementing Environmental, Social, and Governance (ESG) frameworks, enabling them to align their operations with global sustainability objectives. This not only helps meet regulatory requirements but also enhances their reputation and competitiveness in a rapidly evolving industry.

Technological Integration

How are advanced technologies like AI and satellite communication driving Varuna’s service delivery?

At Varuna Marine Services B.V., technology drives our mission to deliver smarter maritime solutions. Leveraging AI, satellite communication, data analytics, and maritime digitalization, we enhance operational efficiency, ensure compliance, and enable data-driven decision-making.

At the core of this transformation is CyberSmart, our AI-powered SaaS platform built to streamline and future-proof maritime workflows. Its modular design combines automation, real-time insights, and regulatory alignment into one seamless ecosystem.

CyberSmart modules include:

• Smart EMRV – Streamlines EU MRV and IMO DCS compliance.

• Smart Inspect – Accelerates inspections with AI-supported reporting.

• Smart Operations – Enhances fleet operations with real-time analytics.

• Smart Performance – Uncovers fuel and performance insights using predictive models.

• Smart Simulator – Powers training and voyage planning through realistic simulations.

• Smart Navigation – Enables AI-based route planning for efficiency and safety.

• Smart EUA Settlement – Simplifies EU ETS tracking, credit handling, and reconciliation.

• Smart FuelEU – Supports full FuelEU Maritime compliance with GHG tracking and reporting.

With CyberSmart, ship owners, managers, and operators gain a powerful digital edge, staying compliant, agile, and competitive in today’s evolving maritime landscape.

Industry Challenges

What are the biggest challenges facing the maritime industry today, and how is Varuna helping clients respond?

The maritime industry faces unprecedented challenges, including complex regulations, environmental responsibilities, and cybersecurity threats. Varuna Marine Services is equipped to address these challenges head-on by delivering comprehensive solutions that promote compliance, operational resilience, and sustainability.

Our proactive approach helps clients navigate this evolving landscape with confidence, ensuring they remain competitive and secure in an increasingly regulated and digitalised environment.

Strategic Partnerships

How does collaboration with industry partners enhance your capabilities and service offerings?

Collaboration is a key pillar of our success. By partnering with leading organisations across the maritime and technology sectors, we expand our capabilities and deliver enriched solutions to our clients. These partnerships enable us to stay at the cutting edge of industry trends and provide clients with unparalleled support and expertise.

Global Market Strategy

What is Varuna’s approach to international growth and regional service customisation?

Varuna Marine Services B.V. drives its international growth through a robust global market strategy rooted in strategic partnerships, local regulatory insight, and adaptive service models. Recognizing that maritime compliance and operational needs vary significantly by region, Varuna collaborates with in-country agents and technical experts to tailor its offerings, such as emissions reporting, IHM surveys, asbestos management, and maritime cyber security, to align with local regulations and cultural expectations. This regional customisation ensures that clients not only meet compliance requirements efficiently but also gain operational advantages suited to their specific market. By maintaining consistency in quality while embracing flexibility in delivery, Varuna supports shipowners and operators with scalable solutions that work across multiple geographies.

Particularly focused on key maritime hubs like Europe, Greece, Singapore, China, Hong Kong, and Japan, Varuna strengthens its presence through both on-the-ground initiatives and global outreach. The company actively participates in premier industry events such as Posidonia, Europort, Sea Asia, Bari Ship, and SMM Hamburg to stay ahead of market trends and forge lasting relationships. In parallel, Varuna invests in thought leadership by organizing webinars on pressing maritime topics like sustainability, cyber security, and emissions compliance, fostering dialogue, awareness, and innovation across the sector. This proactive engagement not only enhances Varuna’s visibility and credibility worldwide but also reinforces its mission to be a trusted, forward-thinking partner in the maritime industry’s evolving landscape.

Customer Experience

How do you ensure a strong client experience and long-term satisfaction across your projects?

At Varuna, customer satisfaction is paramount. Our client-first approach emphasises strong relationships, timely responses, and solutions tailored to meet unique operational challenges. By consistently delivering exceptional value and maintaining high service standards, we distinguish ourselves in a highly competitive industry.

Varuna

supports shipowners and operators with scalable solutions that work across multiple geographies

Future Vision

Where do you see Varuna Marine Services heading in the next few years, and what goals are you focused on achieving?

Looking ahead, Varuna Marine Services aims to expand its technological offerings, enhance its global footprint, and drive sustainable practices across the maritime industry. Our vision is to set new standards for innovation and environmental responsibility, ensuring our clients remain at the forefront of maritime excellence.

Varuna Marine Services B.V. is a globally trusted maritime solutions provider based in the Netherlands. Certified to ISO 9001:2015, they deliver tailored services—from emissions and ballast water compliance to cyber-security, IHM management, inspections, and digitalisation. Their expert team ensures sustainable, cost-effective, and regulation-ready operations worldwide.

Sanjeev Wewerinke Singh Managing Director