Strong full-service chain
A wide service portfolio of logistics partner helps the customer succeed even in changing situations.
KWH Logistics is able to offer the customer a comprehensive logistics service primarily through its own production within the same agreement, that may include operations at the factory, various types of land transport, material storage and handling at ports, and possibly also at other locations. All documentation and freight related to the logistics chain is handled through KWH Logistics all the way to the destination. In addition, there are additional services related to the transportation and handling of the customer’s products as needed.
– The entirety always depends on the customers and their individual needs, says Tero Kosonen, CEO of Rauanheimo.
Each service offering is unique, and the situation changes even with the same customer. For example, with changes in the target market, the transport chain may change – possibly all the way upto the shipping port. Changes in products and volumes also affect transport needs and transport modes. The strength of the entire chain lies in its rapid adaptability and smooth business management in times of change.
Fewer steps, more benefits
According to Kosonen, various partnerships between different logistics companies can build long service chains, and many operators offer this. The strength of KWH Logistics is that the majority of the chain’s links are internal rather than through subcontractors. This makes the interfaces lower and the operation more manageable, reliable, and cost-effective.
-When KWH Logistics produces the service itself, we don’t have to set the price to the risk of inter-company collaboration separately or add margin upon margin, says Kosonen.
Communication is also more direct and clearer within the same business group compared to a long subcontractor chain. Common systems facilitate cooperation, and there are established methods for developing services on a large scale. Networks are created at all levels within the organization, and cooperation is developed deliberately.
-Companies get to know each other’s operations and share information and best practices, says Kosonen.
The expertise available in-house is utilized from the tender stage. For certain specialized products, such as wind turbines, the business group has created competence teams consisting of various experts. Holistic thinking and collaboration are also emphasized among the business group’s salespeople, some of whom work together with the same customers. Not all customers yet know what services the business group could offer them.
-Our salespeople work a lot to ensure that customers have a comprehensive view of our operations and the possibilities for cooperation, says Kosonen.
The internal links of the logistics entirety form a strong chain.
Future solutions through partnership
At the centre of the services is the customer, whose wishes and goals are considered in the long term to create efficient solutions. The best result is achieved when development work is invested together with the customer. Through collaboration and active information sharing, more efficient solutions can be found, for example, for handling the customer’s products, benefiting all parties in the implementation.
-In my opinion, a trend has been that long-time customers want to focus mainly on their own core areas of business and outsource side functions such as logistics, says Kosonen. Then, strategic partnership with a partner who master’s their own area of expertise is an effective and functional alternative.
