The prices for container transport by sea are skyrocketing, there is a huge shortage of truck drivers in several countries and the costs for packaging materials are at the highest level in years. In short: the logistics chain faces quite a few challenges. You'd say it's hard to keep your head high. We asked Erik Schiphorst, director of Nijhof-Wassink Group, about his experiences. "It's better to be too busy than too quiet."
All activities, branches and employees of Wemmers Tanktransport will be part of Nijhof-Wassink Group from 1 January 2022. That's what both parties did December 14 known. "By combining knowledge and networks, the number of specialists will be expanded considerably. This way we keep the themes quality, reliability and flexibility central", says Erik Schiphorst, general manager of Nijhof-Wassink Group, in a press release. In an interview with Foodbusiness, he elaborates on that acquisition and the logistical challenges of the moment.
To what extent is Wemmers Tanktransport a welcome addition to your own organization?
"In several respects this acquisition is an addition to our own company. For example, we also focus on bulk transport and in terms of structure we liquidsegment on the foodsegment of Wemmers. The developments in food are interesting, it is a more specialized branch. So that's a nice extension. Furthermore, the hubs and customer pattern of Wemmers Tanktransport fit in well with our map of Europe. It makes our map more complete. And, of course, scale also plays a role. Our customers are getting bigger and asking for more. We have to go along with that. In order to be able to continue to provide additional services, we need to grow in revenue."
The current logistical challenges were a reason for Wemmers Tanktransport to investigate sales. With those challenges in mind, how have you experienced the past few months?
"Fortunately, we have been able to prevent real chaos – together with our customers. But we have certainly had a strange year: from corona management to an overstrained economy. In my view, a transport company is an optimization company. We do get from A to B, but that's very hectic. It gets messy. You don't want that. On balance, we round off the year nicely, but that doesn't mean that the corona crisis has skipped us. We had to deal with high absenteeism. Not so much because employees themselves were sick, but, for example, because a family member was sick and the whole family had to be quarantined. used to be."
The logistics crisis is broad: from a shortage of personnel to high prices for containers. What specifically are you affected by?
"Fortunately, the staff shortage is not an issue for us. In general, we are spoiled for having good access to people. It is somewhat more difficult near the large cities, but outside the Randstad there are still many people who would like to help us. want to work. We cherish that. Something we have noticed is the current fuel market. We also have a fuel branch, where we supply gas stations. We have clearly seen in that branch that people have started driving less. We were hit hardest in economic terms. At an organizational level, it was mainly the pressure that bothered us."
How do you deal with those setbacks?
"We see it as an adventure to find solutions and on balance we get by together. And in addition, we have faced hotter fires. This year was very busy, I prefer that than a situation like in 2008 and 2009. Then it was not busy at all and we had to look for work. What we are dealing with now is a luxury problem. Of course it presents challenges, but we have noticed that people are willing to go the extra mile to replace colleagues who have dropped out togetherness was very good. Customers were also willing to think along. And finally, we were not alone. It was busy everywhere. Scarcity is a word that we have not known for a long time, now it is really there. That gives a whole new dimension."
Do you expect 'normalisation' to be possible next year? Or will the current situation last for a while?
"I studied economics myself. You then learn to make three to five-year plans on a regular basis. I must admit that I find that very difficult now. There are a few things at play. The omikron variant is one of them. But we also wonder when inflation will have a restraining effect and what the Dutch coalition agreement will look like. None of them need to be a bummer, but together it is quite a package. So I really don't dare to say at the moment which way it will go ."
There are many companies that are in the same position as Wemmers Tanktransport. What do you want to pass on to those companies?
"It is important to create continuity. That is something that family businesses also like to pay attention to. If you do not have a successor, as was the case with Wemmers Tanktransport, make sure that you do timely research into sales opportunities. And if you are going to invest , make sure you make the right investment. Make an investment that can make a difference to your customers. Make sure you don't become exchangeable. That's important."
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