CASE STUDY
THE IT MANDATE WILL STRETCH BEYOND THE FAMILIAR REALM OF JUST KEEPING THE LIGHTS ON OR BEING A BUSINESS PARTNER TO THAT OF BEING A CHANGE AGENT TO DRIVE DIGITAL TRANSFORMATION AND INNOVATION .
stage , this reduces effort for our internal teams and helps them deliver better service to our customers .
What do you see as the biggest challenge that DHL Express faces on its Digital Transformation journey and how has working with technology vendors on the digitalisation of the logistics sector helped to bring a spotlight on this vertical ?
Digitalisation in the logistics sector is happening so fast and on so many fronts , it can be difficult to keep pace . With digitalisation the goal post keeps shifting with new technologies and breakthroughs . Further , the integration of digital solutions using AI , Blockchain , RPA with real world application of robotics , IoT wearables can be quite transformational for our industry . So it ’ s important to stay focused , use the right vendors , prioritise and take a measured approach while also being prepared for the unknown .
What has been the main changes in terms of your overall product and services offerings to your customers ever since you started this digital journey in the Middle East ?
We have already made great progress in integrating digitalisation into our core products and services over the past years and this has served us well during the pandemic , for example our customer facing solutions and simplified interfaces made it easier for customers to do business with us across all channels , data analytics helped improve operational visibility and optimise deliveries , process automation reduced customer efforts while helping our employees become more productive and happier .
What is the total workforce for DHL Express in the Middle East and how many branches does the company have across the Middle East ?
DHL Express has been present in the region for more than 40 years and this gives us the capability and knowledge to respond to our customers ’ needs . We offer our customers the expertise of more than 5,200 certified international specialists , 240 branches and more than 200 facilities across the region . Additionally , our robust network of more than 220 countries and territories in the world has helped many businesses grow their global footprint in the world and tap into new markets .
What initiatives are you focusing on for the rest of 2021 and beyond what does the future hold for DHL Express in the logistics given the challenging times we are experiencing at the moment ?
Although we have made significant progress , I believe there are still many untapped opportunities to unlock yet with further digitalisation in particular leveraging new age technologies such as AI / Machine Learning , Blockchain , IoT , robotics etc . to augment and support our people in providing great service to our customers . With our new strategy 2025 , digitalisation is experiencing a major push forward , it ’ s about delivering excellence in a digital world .
How do you see DHL Express evolving in the next 24 months and what will be the driving force of that change ?
As the pace of change accelerates , I believe the need for further optimisation of business processes and improving employee and customer experience by establishing new digital capabilities will amplify . In many ways , the current crisis has also been a learning curve in terms of investing in the right technologies and prioritising and this will help businesses adapt as well as proactively address radically different market conditions . As a result , the IT mandate will stretch beyond the familiar realm of just keeping the lights on or being a business partner to that of being a change agent to drive Digital Transformation and innovation . Yes , I am really proud of our people in every function and country , everyone is tirelessly at work , finding solutions and going above and beyond to deliver goods for our customers and keep the supply chain functioning smoothly despite the challenges the pandemic has thrust upon us . Their ‘ can-do ’ spirit and ‘ as-one ’ culture has worked wonders in delivering on our company ’ s purpose of connecting people and improving lives . p
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