Beyond The Obvious

      ““Suppliers can only respond effectively to changes and deal with cost constraints if they are supported by the supply chain and the transportation products deployed therein,” Daniel wrote.
      Daniel developed a multimodal product, which he applied in such situations.
      The product met the need for both rapid response to changes in the marketplace and cost containment.
      Aside from the utilization of freight forwarding products, he advocated the understanding of trade agreements and customs legislation, both of which in certain circumstances further reduce cost within the chain.

How To Work Trade & Customs

      Daniel’s dissertation showed how South Africa’s customs legislation and the country’s trade, development, and cooperation agreement with Europe could bring about significant cost and liquidity improvements.
      In addition to focusing on responsiveness and cost, Daniel systematically introduced an additional dimension to the management of supply chains: that of environmental protection.
      Finally, Daniel also pointed out how growing opportunities for exports into African countries could be maximized in a South African retail context.

 

Supply Chains Are The Real Competitors

      “Every supply chain is driven by what an organization intends to achieve in the marketplace.
      “In view of both market- and cost-related pressure it is becoming ever more important for freight forwarding companies to understand their clients’ market-related requirements.
      “These determine the strategic direction of a supply chain and consequently should dictate the use of those freight forwarding products that support the supply chain strategy and, in turn, the goals to be attained in the marketplace.
      “In this context, it must be mentioned that the basis for future competition is supply chain versus supply chain and not organization versus organization.
      “All organizations within that chain are co-dependent as they serve the same end consumer.
      “Supply chains and the forwarding products deployed therein must hence be aligned with the end consumer.
      “I applied this methodology by developing and positioning initiatives and freight forwarding products for South African retail clients, which are based on how the retailer aims to maximize value to the end consumer, which in turn leads to competitive advantage.”

Thinking About The Shipper

      “Retailers are continually faced with both market- and cost-related pressure in their pursuit for competitive advantage.
      “As a result, customer value must be maximized and costs minimized at the same time.
      “It is thus becoming ever more important for freight forwarding companies to understand their clients’ market-related requirements. “These determine the strategic direction of a supply chain and consequently should dictate the use of those freight forwarding products that support the supply chain strategy and, in turn, the goals to be attained in the marketplace.”

“Young Turk” Daniel kicks back a bit and considers the road ahead.      Named a FIATA Young International Freight Forwarder of the Year (YIFFY) a couple of years ago said a lot about Danny.      His career trajectory speaks volumes for both Danny and FIATA.      FIATA is unique as the one global transportation organization that puts youth, talent and the future on the half shell at the very top of its agenda every year at its Annual World Congress.      YIFFY is not just another ordinary empty awards event. Here thoroughly talented young freight forwarders deliver future look presentations to conferees.      FIATA Word Congress 2017 is set for Kuala Lumpur October 4-8.

Giving Forwarding Fresh Perspective

      “After the FIATA award,” Daniel said, “I gradually was given increased responsibility within the UTi Cape Town retail team.
      “In 2013, a major South African retail chain was added to the customer portfolio and I started building up a retail control tower in Cape Town, which among other things standardized the ways UTi manages retail accounts to create synergies within the team.
      “At the same time, I started developing a standardized Purchase Order Management process for imports from the APAC region into South Africa.
      “With that, I developed a set of performance metrics that manages the inbound supply chains for the UTi retail customers by exception only,” Daniel told FlyingTypers.
      “In 2016, UTi was acquired by the Danish 3PL DSV.
      “Last October 2016, I was offered a position by DSV in the Netherlands, which I accepted.
      “I am now busy developing a Purchase Order management product with standard features, which we plan to roll out within the global organization during this current FY.
      “Since November 2016, I have lived in Eindhoven in the Netherlands,” Daniel said.
      “Moving away from Cape Town was challenging, but the new opportunity is a once-in-a-lifetime chance, which I am very glad I took.
      “I am ever grateful for the encouragement from FIATA and the opportunity to grow and excel in the exciting transportation industry,” said Daniel.
Geoffrey