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Editorial
Core Competence
Companies in both the service and product sector industries are increasingly eager to
focus on developing their business around their core competencies, selling non-competence areas to such companies, where the merged business can be utilized in reinforcing their competencies.
A company may have several core competencies, which various stakeholder groups view in light of their requirements. A company should ensure that it creates its core
competencies and critical success factors to meet the needs of the stakeholder groups important to the company’s success. Customers, of course, comprise by far the most important stake-holder group.
Manufacturing their own products and providing related services are some of our
customers’ typical core competencies. However, their products’ post-production processing, for example, in palletizing, warehousing and dispatch seldom forms their core competence. Nevertheless, these functions must be managed in a competitive and cost-efficient way. This is where Done Logistics comes in and provides its core competence for the benefit of the customer by filling the gap in the core competence chain on a win-win basis.
Done Logistics Oy’s services and products are currently based on five competence
concepts, which are the basis in developing, marketing and delivering our materials-handling systems to our customers. This Intralog News issue provides a short description of these
concepts.
Combination of Core Competencies
Nowadays, customers want to buy larger systems from a single supplier. This proves
appropriate if the supplier in charge has the required holistic view of the project’s targets and the ability to manage the project throughout. Recent developments have been so
enormous that even a super-league company with its network of subcontractors can no longer manage all of the elements required for customer service. This has also led to small and mid-size companies establishing co-operation networks.
What forms a single company’s core competence is no longer the point. Increasingly, it is the question of what kinds of combinations of core competencies the company is able to put together in order to provide certain services. At present, the company’s key core
competencies lie in its ability to establish win-win networks with synergistic suppliers to meet its own service target. The inside pages of Intralog News provide
one interesting point of view on this
subject, delivered by Ole Böttern of MH Modules AB.
Done Logistics is a total supplier of materials-handling systems based on its competence concepts. These competence concepts are based on Done’s own products and assembly, as well as its extensive multinational network of partners. We develop our partnership
network systematically in such a way that our competencies combined with our technology partners’ core competencies are a jackpot for our customers. In this way, we are able to gather not only our subcontractors but also our technology partners and their
subcontractors together for one delivery. The related responsibilities are polarized as desired by the customer, and we are ready to take overall responsibility of the total project, if necessary.
In this way, we can create a win-win situation for all our partners - and our customers in particular. Do you want to be a win-winner too?
Good intralogistics to everybody!
Wishes and offers,
Juha Mikkola
Managing Director
Done Logistics Oy
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