How is Simarco adapting its strategy to address current disruptions in the UK and European logistics market, such as supply chain delays, port congestion and shifting trade patterns post-Brexit?
The main concern we have is the weak growth on exports from the UK to EU. At Simarco we are not seeing any issues with the flow of goods, as since day one of Brexit we implemented our Smart Border processes enabling free flow of goods. Unfortunately, we saw a lot of companies relocate to the EU Pre Brexit and UK manufacturing output is weak, therefore effecting exports volumes and creating large trade deficits as well as an imbalance in truck flows.
How do you balance global reach with deep local expertise to deliver differentiated value to customers, especially in an era where agility and adaptability are vital?
The words agility and adaptability are how we achieve our global reach as these are at the forefront of Simarco’s core values. We do not offer a ‘one size fits all’ solution and part of our philosophy is to provide tailored made solutions regardless of where the customer is located.
Environmental regulation is intensifying across Europe. How is Simarco turning sustainability challenges into opportunities for competitive advantage and innovation?
Sustainability is on the minds of most companies within the Logistics sector but the margins obtained by SME’s do not match the investment required to be a leader in this area. At Simarco we have invested in a HVO tank and located it at our depot to enable reduced CO2 on our fleet. We are currently trialling an LPG truck which will reduce our emissions further. Currently we do not see a huge competitive edge however we are very well placed for when legislation forces change in the industry.
Culture is a defining factor for any organisation. How do you cultivate and sustain a shared culture across multiple locations, teams and geographies?
We launched The Simarco Way over 5 years ago and these core values ensure there is accountability top down as well as bottom up. We all work to the same culture but one of the most important things for me is that we also have fun and enjoy delivering excellent service to our customers.
What have you found to be the most effective strategies for inspiring and empowering people at all levels to take ownership and drive results?
We have always tried to ensure employees take responsibility for their areas and actions and we provide full autonomy but with guidance when required. Everyone is clear on what their budgets are annually, and these are adjusted and agreed individually to ensure they are achievable and realistic based on the economic environment and future trading predications seen through the eyes of the Simarco board.
In a competitive market, what leadership approaches is Simarco adopting to attract and retain skilled talent in logistics and freight, particularly given labour shortages across the industry?
I believe if you stick to your core values, ensure there is progression for the employees you have invested in and always be aware of market conditions including pay, you will retain your good staff. One of our values are “Be the employer of choice in our industry – A difficult place to join and a harder place to leave”.