SUPPLY CHAIN industry , but AkzoNobel values its eco efficiency targets , concentrating on lessening its use of electricity and optimizing water across all of its sites .
“ We ’ re looking improve our carbon footprint around the globe ,” she says . “ We also focus heavily on zero hazardous waste to landfill initiatives , and all components that drive the eco-efficiency portion of sustainability for the company .”
With each element of the transformation ’ s infrastructure firmly in place and underway , AkzoNobel ’ s task is to continue its positive development into the future .
“ We now have an end-to-end team focused on safety , productivity , and growth , so we can concentrate on making money – and how do you make money ? Through Safety , Productivity and Growth .”
Making money for AkzoNobel means remaining excellent with regard to safety , sustainability , and productivity . The business has received substantial productivity feedback since making its recent changes , and these changes allow it to grow faster and deeper than the
competition through unconstrained continuous improvement and the optimization of both capex and opex . “ Our differentiator now is that we already have our end to end Integrated Supply Chain team in place , and we ’ ve deployed an Operational Excellence strategy over the last 18 months ,” says Hernandez Flanagan . “ We ’ ve got the right people , the right processes , the right data , and the right tools . The infrastructure is in and that ’ s how you manage and grow a business in a smart way .”
She concludes : “ Historically we have seen businesses making revenue and hit targets , but it ’ s short-term . An Operational Excellence model with an end to end Integrated Supply Chain structure provides a heartbeat that has poised our business for growth , and that is very exciting .”
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