Multi-billion Baxter Int. outsources logistics to Jan de Rijk
Multi-billion dollar healthcare company Baxter international has outsourced the logistics of its complete patient home deliveries to Netherlands-based Jan de Rijk Logistics.
As of January 1, Jan de Rijk Logistics has taken over the overall logistics of Baxter’s patient home deliveries. With this transaction the Dutch company has taken over all involved Baxter’s transport units and the logistics personnel.
Deborah Brady, Managing Directorof Baxter Netherlands, said: “We made this decision as Baxter wants to secure a long term solution for the home delivery of our dialysis products in which quality and continuity of service is guaranteed.
“As it concerns a delicate process for both patients and Baxter personnel we have carefully performed our due diligence procedure in finding the ideal logistics service provider. We have chosen Jan de Rijk Logistics due to our existing long lasting partnership, where quality and efficiency of the deliveries of our products to patients at home will continue to be guaranteed.”
Baxter International Inc., through its subsidiaries, develops, manufactures and markets products that benefit sufferers of hemophilia, immune disorders, infectious diseases, kidney disease, trauma, and other chronic and acute medical conditions. As a global, diversified healthcare company, Baxter had 2012 sales of $14.2 billion and has approximately 50,800 employees.
This contract therefore, represents another coup for Jan de Rijk, which recently joined forces with China Cargo Airlines in transportingshipments by train instead of over the road. The leading provider oftransportation and distribution services operates a fleet of 550 vehicles across Europe and offers warehousing and intermodal services and retail distribution. It has 25 offices in 15 countries and employs more than 1,000 staff in Europe.
Sebastiaan Scholte, CEO of Jan de Rijk Logistics notes: “The pharmaceutical industry is growing and subject to less seasonality than other commodities. Therefore we want to continue to develop our activities in the healthcare logistics.
“The patient home deliveries of such a recognized high quality brand as Baxter will put us in position to further expand home deliveries for more health care products where we can offer a higher quality of service in a more cost efficient way.”
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.