Rudolph & Hellmann Logistics Insights Newsletter Autumn 2024

www.rudolphandhellmann.com An agile, dynamic ‘central resource’ project team A team of key individuals designed to give better service When James’ took over as CEO all of our key personnel were assigned directly to client contracts, which was restrictive as we had little flex in the system. It also inhibited our ability to look at existing contracts with fresh eyes. Working with the team we created a matrix of specialisms. With the support of our parent companies, we’ve been able to support those who have direct contract responsibilities by providing additional support to review and evaluate. This luxury of having highly skilled and experienced within a centrally funded team has also opened doors for internal career progression of our rising stars. Turning the vision into reality Almost three years since the plan was formulated, we now have a team of experts who we could parachute into contracts to support initiatives which needed extra resources, or to look at new opportunities. Ironically, this support has been optimised largely by our parent companies who have seconded individuals to support their overseas contracts. This has provided the project team with excellent opportunities to expand their experience and work collaboratively across a range of challenging environments. It also vindicated what could have been perceived as an additional layer of management. There are lots of challenges ahead The automotive sector is going through tremendous changes, and we’re in the thick of it – so our core focus is to support our existing client base to overcome their challenges. Whether this is managing the change to electrification or some other manufacturing transformation. We’ve recruited Sam Dunley to the team, and her experience in logistics and business development has enabled us to broaden our offering to aerospace and the NHS Supply Chain. As a result we’ve had a number of conversations to understand the challenges faced by these sectors, as well as meetings with OEM’s and Tier 1 suppliers within the automotive sector. What we’ve discovered Unsurprisingly, although we’ve been around since 2000, few have heard about us. In fact ‘we’re probably the biggest logistics group you’ve never heard of’. So now we have the resources to expand our operations with the project team, we need to re-evaluate how we portray our organisation. This is a work in progress, as we are mindful that we need to carefully navigate the opportunities which present themselves. Which is why we have limited our diversification to the UK Aerospace sector and NHS Supply Chain operations. Why UK Aerospace logistics needs disrupting Aerospace supply chains are far less stable than the industry would like Airbus and Boeing have both increased aircraft production, therefore aerospace supply chains need to keep up. Aerospace components often have lengthy production cycles, making it difficult to respond quickly to changes in demand or supply. This surge in demand has exposed vulnerabilities in the supply chain. 3 areas to rethink logistics for the UK aerospace sector Rethinking production logistics and supply chain management can significantly help the UK aerospace sector combat instability by enhancing flexibility, resilience and efficiency. In a period where the industry is making a transformative shift towards more sustainable and technologically advanced aerospace manufacturing. Increases in global demand coupled with material shortages, lengthening lead times and reduced supply sources of aerospace materials are forcing aircraft manufacturers to rethink their supply chains and logistics operations. Karolina Skaskiewicz Process Trouble Shooter Apurva Kher Employment and HR Specialist James Hamilton Chief Executive Officer Sorin Daniel Ulidescu Health & Safety Specialist Keven Daly IT & Data Infrastructure Design James Biddulph New Business Solutions Paul Brown Innovative Finance Solutions Sergiu Mudura Process Solutions Designer Wilson Epesse Change Management Specialist Denzil Allen Compliance and Standards Specialist Matt Kingston Business Improvement Process Design Samantha Dunley New Business Solutions One of the most significant changes in the business since James Hamilton became CEO is the introduction of a project team as central resource and a new dedicated office based at Podium, Oxford.