Operations
CUSTOMER BENEFIT THROUGHOUT THE CHAIN
A new internal forum for discussion of strategy issues yields results.
Operations includes converting and distribution centers in Poznan, Poland and Bramsche, Germany. Converting means that Duni manufactures finished products based on the paper material produced by Rexcell in Skåpafors. Operations also includes warehousing, transportation and IT.
COMPETITIVE ADVANTAGE
Duni is fully vertically integrated when it comes to paper-based products. This means that the entire value chain is accommodated within the Group, from the production of the basic material to converting, packaging and distribution. This results in competitive advantages and creates opportunities for Duni to influence processes and structures.
PRIORITIZATION OF CUSTOMER NEEDS
In 2015, a major project was initiated at Duni’s plants with the aim of becoming more efficient and attentive to developments on the market. The program is based on the prioritization of customer needs in every decision and every process, ranging from day-to-day planning in the ordering of products to quality control procedures for reliability and optimal customer service. Thus, important change work is taking place over a period of three years; a number of initiatives were implemented in 2016.
RESPONSIBILITY AT THE PLANTS
Sustainability and safety work are cornerstones in Duni’s strategy, including of course the plants in Poland and Germany. Safety issues have top priority and constitute a natural part of the day-to-day work. The chemicals used in production processes are regularly tested and evaluated against what is available on the market, thereby ensuring that the most environmentally conscious alternatives are used. This is important since an ever increasing number of Duni products are environmentally-certified and compostable.
SUSTAINABLE VIEWS
“We set high standards on ourselves and understand that we play an important role in our industry. We are now proving that it is possible to engage in production that is both responsible and efficient.”
Fredrik Malmgren, Director Operations
DUNI COOPERATIVE CULTURE
During the year, the organization’s work has become more process-oriented with the aim of placing greater focus on the customer.
Communication between various functions and departments has been increased to ensure that the customers’ interests are ever present throughout the process. This has resulted in the launch of an important forum, Duni Cooperative Culture, which brings together groups of employees with similar positions from throughout the Group. At the meetings, the participants exchange experiences and ideas and discuss how strategies should be implemented. In this way, understanding of vision and goals is increased within the organization. The expressed strategy also has a greater impact. The forum meets once each quarter and the synergies generated thus far have exceeded expectations. The newly acquired companies have participated and this, in turn, has contributed to successful integration.
INCREASED WAREHOUSING CAPACITY
The ready meal trend is increasing continuously. As far as Duni is concerned, this has resulted in a degree of restructuring of warehousing management. The volume of purchased take-away products has increased so much that warehousing management has not been sufficiently efficient. Towards the end of the year, Duni found a solution to the problem by deciding to purchase a property close to the central warehouse in Germany. The property will stock all products belonging to business area Meal Service. As a result, capacity in Duni’s total logistics and delivery chain will improve, which in turn will result in an improved level of service towards the customers.
DUNI COOPERATIVE CULTURE
A forum which brings together employees holding similar positions from throughout the Group. The participants exchange experiences and ideas and discuss how strategies should be implemented. In this way, understanding of vision and goals is increased within the organization.
