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    DB Schenker is one of the world's leading global logistic

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    providers. The company's aim is to provide value added and

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    cost effective supply chain solutions that will maximize customer satisfaction

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    achieved above market returns and to become the employer of

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    choice. The business takes place worldwide spending across the Americas,

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    Asia, Europe, the Middle East and Africa.

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    In this video, we will be focusing our attention on

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    the Singapore and arm together information.

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    We conducted an interview with Mr James Stay a manager

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    and marketing and sales who gave us valuable insight into

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    the business.

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    Db Schenker Singapore has a substantial client list.

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    They do mainly with the semiconductor industry but have customers

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    from all over.

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    The company supports these industries and trade in the global

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    exchange of goods through land transport worldwide and ocean freight

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    contract, logistics and supply chain management.

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    What is DB Schenker strategy?

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    The company wants to be competitive in the long run

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    and has a notable list of achievements.

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    Daring first among the land transport providers worldwide, third among

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    the air freight providers worldwide and fifth amongst warehousing providers

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    worldwide. They compete against the likes of DHL and UPS

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    and have come up with four pillar strategy to keep

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    their age.

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    The strategy is built around its purpose, ambitions, values and

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    commitment. Firstly, the company believes that its purpose is to

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    advance business and lives by shaping the way our world

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    connects. Secondly, they are driven by the ambition to achieve

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    their desire to become the world's leading partners in logistics

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    and basing a forward and future oriented approach.

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    Shankar strategy was developed to help them succeed in three

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    main areas are still allowing them to be a sustainable

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    company. In terms of economics, Schenker aims to be a

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    profitable quality leader while continuously growing its business and up

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    Skilling its workers.

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    They want to deliver innovative products that satisfies customers by

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    using high performing processes and cutting edge technology.

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    Socially, Schenkel wants to be a diverse and international hirers

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    who supports the development of employees hard and soft skills.

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    They believe in relationships built on mutual trust and have

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    a common leadership philosophy.

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    They're working environments are built to respect individual needs and

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    valuing everyone's contributions.

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    Shenker also wants to be an environmental pioneer who will

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    be considered a benchmark in terms of carbon and energy

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    efficiency. To that end, they continue to build a green

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    product portfolio and hone their expertise in eco consulting while

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    actively reducing their emissions.

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    Shankar's main competitive advantage is that they are integrated lead

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    logistics provider, which makes them a one stop shop for

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    their customers.

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    They differentiate themselves by having a technological focus on digital

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    izing and automating their processes.

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    The company is big on human capital development, and their

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    belief is that engaging talented employees will elevate them.

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    Now let us analyze the organization from the structural lens

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    or structure.

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    DB Schenker uses a hierarchical structure organized largely based on

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    function. This diagram here represents the functional structure that Schenker

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    Singapore follows with Charlie Caught spearheading.

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    As the managing director, they use a mixture of strategic

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    linking mechanisms such as formal reporting structures that follow organizational

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    hierarchy. Other mechanisms such as liaison and integrated roles, as

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    well as cross unit groups also commonly used due to

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    large number of projects that they undertake.

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    And these projects usually require the skill set of interdisciplinary

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    teams that span across multiple functional departments.

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    To align themselves on the strategic fund, Schenker implements organizational

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    performance measurement systems for their employees to reward and incentivise

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    individuals. Shenker also focuses on allocating resources properly across the

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    organization and this greatly in human resource development.

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    Employees get to development upscale themselves to a variety of

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    training and e learning platforms such as the learning Management

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    System and talent Soft employees considered a structure relatively successful

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    as it gives management a lot of control, especially in

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    turbulent times such as the Covid 19 pandemic.

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    Now let's analyze division co using the cultural leads.

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    DB Schenker believes that to uphold their longstanding successful partnerships

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    and achieve their goals, they must embrace the six core

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    values. Push limits, take customers photo, win together one team,

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    one goal, walk the top and play fair.

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    Be honest.

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    The company also has a dress code.

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    Office workers were formula tires, Warehouse supervisors were smart casual,

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    and the warehouse staff wear uniforms mhm warehouse staff amid

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    wear uniforms to highlight uniformity and consistency.

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    Additionally, as they were high visibility clothing along with their

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    personal protection equipment, they are easy to identify.

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    The company takes pride in their personalized reform and have

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    taken measures to ensure staff convenience and comfort.

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    Anchor also provides staff with the laundry list of working

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    benefits such as competitive salaries, performance bonuses, annual leaves, flexi

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    benefits insurance, education, sponsorships and training opportunities.

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    Additionally, the stuff already has to do overtime unless it's

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    a big period as seen by the response of James.

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    He shares his positivity with regards to work the working

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    environment in DB Schenker.

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    Oh, an interesting thing to point out will be the

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    high contrast and the layer between the warehouses and the

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    offices. The warehouses focus on productivity and efficiency, hence designed

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    in a very streamlined manner, with the staff required requiring

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    to wear uniforms as mentioned earlier as an example.

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    Yet for the office staff, their physical arrangements are similar

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    to that of an open space hot desk concept, which

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    is supposed to encourage new ideas and communication flow between

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    colleagues. Innovation is a core component of Shankar's culture as

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    well. The newly opened Redline warehouse is a symbol of

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    Schenker being at the forefront of the vision at this

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    current point in time, it contains the most automated processes

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    among warehouses in Singapore and they are continuously engaging in

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    research to further improve their capabilities.

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    An example will be engaging students such as US from

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    Sud take part in various projects to improve their operational

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    efficiency. The behavior of the staff do make sure the

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    expand values of the company, as was mentioned earlier.

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    There is a strong sense of familiarity amongst the stuff,

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    and it is not uncommon to find an employee who

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    is proud to be part of Schenker family for over

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    10 years.

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    Communication amongst the office staff is really seamless.

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    For example, even a freshly joint associate will be able

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    to have direct communication lines with Vice President Yushchenko Katrine.

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    Now let's take a look at Schenker from the viewpoint

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    of a political lens.

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    Power is defined as the ability to influence behavior, and

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    Shankar believes in and engages in the following forms of

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    power. DB Schenker Information is conveyed through forming ways.

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    First, internal emails blasts are used within to inform staff

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    in the organization in real time.

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    Second, regularly regularly scheduled town hall sessions are held to

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    allow staff to voice their concerns and thoughts on certain

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    issues pertaining to Schrenko.

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    But directives, which are adhered to strictly by everyone, are

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    given by Schenker Global.

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    His cue.

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    Lastly, as a multinational company, Shankar is it uses English

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    as its common language of communication among the staff.

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    When giving feedback on certain matters, the stuff goes through

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    their managers and they were scripted accordingly.

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    Additionally, employees can also provide their feedback train Internal Channel

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    called the Bright Sparks Platform and they are incentivized to

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    do so with rewards.

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    This concludes our organizational study on DB Schenker Singapore, with

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    it being a global leader in the supply chain industry

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    with such a vibrant, innovative culture.

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    Kabul with the state of the art technology, one does

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    not need to look any further to find idea.

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    Company to work in db Schenker delivering solutions here to

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    move