AIR CARG O WEEK


WEEKLY NEWS


LESSONS FROM THE INDUSTRY


05 BY Edward HARDY


AFTER a career that spanned five decades, Unipart Group’s founder and executive chairman, Dr John Neill,


recently announced his retirement. Having


started at British Leyland in the 1970s, he has been an integral part of Unipart, transforming it into the enterprise that it is today. Looking back at his tenure and time working


across the manufacturing space, Neill offered his assessment of the picture in the UK and globally, as the sector evolved. “Historically, the UK was a major player in global


manufacturing, with strong positions in sectors like aircraft, shipbuilding, and automotive. However, several factors contributed to the decline of this position:


inconsistency in government policy,


inadequate management practices and lack of investment in workforce development,” Neill explained. “Frequent shifts in strategy and lack of a clear,


long-term vision hindered progress. Unlike countries like China, which have successfully stuck to their long-term plans,


the UK experienced fluctuating


political priorities that created uncertainty. “There were also restrictive practices from trade


unions that impeded automation and innovation. “On top of this, there was insufficient investment


in workforce training, which is something we’ve addressed at Unipart by establishing our own company university.”


The Unipart Way With his blend of vision, expertise and passion at Unipart, Neill is clear that investing in workforce development can significantly impact productivity


Improved solutions As globalisation has progressed, it has introduced both potential and hurdles. For instance, in the manufacturing industry, global competition means sourcing components from high-volume producers worldwide.


Balancing cost, transport, and


environmental impact has become crucial. Recent events like the Covid-19 pandemic and


geopolitical conflicts have highlighted the risks of over-reliance on specific regions and have led to a trend towards “nearshoring” or sourcing from friendly countries. This shift adds complexity to


and efficiency, not just for the company but the country at large. “Our core philosophy, which I developed 50


years ago, is to understand and meet the real and perceived needs of our customers better


than


anyone else,” Neill outlined. “This approach involves not just understanding


our customers but also their customers, enabling us to deliver solutions that offer a competitive edge. “We’ve shared our approach with other companies,


helping them implement similar strategies to improve their operations. It’s gratifying to see that our methods have positively influenced others in the industry,” he stated. “The rise of AI and digital tools like ChatGPT


has further transformed how businesses operate. AI can now assist with a wide range of tasks— from creating content


to optimising operations.


Understanding and leveraging these technologies is essential for any business leader looking to stay competitive.”


supply chains, requiring businesses to adapt their processes and manage increased costs. “Despite these challenges, there is potential for


positive change. Disruptions such as Covid-19 have exposed vulnerabilities in supply chains, prompting many companies to reassess their strategies,” Neill explained. “Building resilient and predictable supply chains, predictive


equipped with analytics, is critical


to navigating these complexities and avoiding unexpected issues.”


Offering advice To stay ahead of the competition, Neill sees it as crucial to envision the future more clearly than others. Recognising that leadership can be isolating, and it requires taking calculated risks, knowing that while you might be wrong at times and consistently making the right decisions to earn the trust and


support of the team. “You have to be fairly courageous at reinventing


the business to participate in the future and be willing to realise that some parts of the business don’t have a future, and re-engineer them so that they are part of the future, or retrain the people to participate in another piece of the business as you move that into the siding, so to speak,” Neill outlined. “I think leadership takes a lot of components,


but ultimately, I’ve been fortunate over the last 50 years to work with very committed, very passionate people at every level in the business. “You have to be willing to lead. You have to be


willing to take risks, but you need people to turn those risks into good results. And that happens at the actionable step, the cutting edge, and it isn’t just a few people at the top. The most important ones are the people throughout the business.”


www.aircargoweek.com


23 SEPTEMBER 2024 ACW


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