Aug 03, 2012
Logistics group invests in innovation, people developmentBack
Expertise|Barloworld Logistics Operations|Environment|Systems|Logistics|Product|Service|Systems|Western Cape|Gauteng|Leonardo Potter|Natal Freight|Ronald Colman|Shakir Ismail|Sharon Page|Wendy Boschetti|Operations
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Freight forwarding arm Barloworld Logistics is renewing its focus on placing personnel, ensuring that superior executives in all key areas match the division’s technical expertise, says newly appointed Barloworld Logistics Operations executive Wendy Boschetti.
“We are gearing up for growth and our vision is to increase our market share and grow the volumes by offering sustainable, efficient operations which are focused on meeting our clients’ needs. Crucial to this aim are our talented, clientcentric employees who embrace Barloworld Logistics’ values.”
Boschetti has a background in financial management and has practised these skills for five years at the company. She worked in the industry for more than 17 years prior to her new appointment.
“My main objective is to create and maintain excellence through proactive talent and diversity management. Further, I will ensure that our growth strategies are aligned with our international offices, thereby ensuring that, as a collective, we are geared for growth,” she says.
Barloworld Logistics Freight Division GM Ronald Colman returned to the Gauteng offices after successfully rejuvenating the branch and service teams for the Eastern and Western Cape regions.
“Investing heavily in innovation and people development, as well as developing their skills to the optimum level, needs to be at the core of any business strategy,” avers Colman.
The KwaZulu-Natal branch aims to be a place where employees feel inspired, learn and develop daily to deliver outstanding customer service during an economic period where cost is so criti- cal, says Barloworld Logistics KwaZulu-Natal Freight Division GM Sharon Page.
Barloworld Logistics Finance national head Shakir Ismail replaces Boschetti. He will strive to identify opportunities where efficiencies can be introduced with a view to improving business profitability and sustainability. Ismail started his career in operations, which makes his intri- cate operational knowledge and experience, com- bined with astute finance acumen, a boon.
The newly appointed Gauteng sales manager, Leonardo Potter, has been in logistics since 1996 and brings with him the experience of successfully managing both sales and freight management portfolios. His focus will firstly be on creating a structured environment in order to systematically grow the client base, he says.
The wealth of new and transfused staff in the freight division will play an increasingly important role in ensuring the continued upward movement of the company. This means movement not only of the profit graph but also of the product and information. Time management and extraordinary service are priorities; cost control is vital for the company and clients alike, and the successful integration of company systems with clients and vendors is also necessary, says Boschetti.
“The three main bugbears of any logistics company are the cost of transportation, congestion on delivery routes and having the right capacity to deal with growth. These will continue to demand urgent attention, but Barloworld Logistics pledges that its superior team will prove more than equal to the challenge,” she concludes.
Edited by: Martin Zhuwakinyu© Reuse this Comment Guidelines (150 word limit)
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