James Jian is a forward-thinking leader and professional specializing in supply chain management, business transformation, and digitalization. With deep cross-cultural knowledge and strong business acumen, he has a proven track record of building successful initiatives, driving impactful changes, and consistently delivering results. As an organizational leader, Jian focuses on investing in people, enhancing individual and team efficiency, and fostering innovation. His self-driven approach and courage allow him to achieve challenging targets while promoting technological advancements and progressive mindsets within the organization.
In an exclusive interview with Logistics and Transportation Review APAC, James Jian shares his valuable insights on optimizing routes and warehouse operations and the importance of customization and flexibility in logistics services.
As the head of transportation, packaging, and warehouse management, could you describe your roles and responsibilities that have led to your current position?
My career in logistics began 22 years ago, starting with material and production planning as well as delivery management. Around 16 years ago, I switched to global sourcing, working with Chinese suppliers to purchase parts in China and distribute them worldwide.
Following that, I worked at the APAC headquarters of a automotive part company, where I was in charge of production control and logistics. During this time, I also led an ERP implementation project, focusing on process management in logistics and material flow.
I joined Continental six years ago, where I have been working in packaging, transportation, and warehouse management. My role is closely related to physical logistics and the flow of goods. Currently, I oversee these activities in the APAC region, where we have 22 production plants and trading offices across eight countries.
What challenges have you witnessed in transportation and packaging, and how are they impacting the logistics industry?
I initially focused on the macro environment and its impact on the logistics industry and the broader supply chain industry. Nowadays, the micro and macro environments are significantly influenced by digital transformation and information integration. Risk management has also become crucial due to the turbulent world we have experienced in the past few years. Another key aspect is talent development. We need professionals who understand supply chain logistics and digital tools. This new talent is essential for the future.
One major challenge is data integration. We live in a data-driven world where every step in the logistics process generates data. However, integrating this data across different departments within a company is challenging. Often, each department creates its own digital system, resulting in data silos that are not interconnected. This fragmentation limits the ability to derive value from the data. For example, in my logistics role, I need to collaborate with planning and customer service teams, but if our data systems aren't integrated, effective communication and decision-making become difficult.
Embrace change proactively, as the logistics sector is constantly evolving, and focus on finding solutions rather than dwelling on challenges
Another challenge is customization and flexibility from service providers. As a manufacturing company, we rely on logistics service providers. These providers often offer standard solutions that may not fit the unique needs of different regions.For instance, we operate in eight countries, each with its own culture, language, and market conditions. A one-size-fits-all approach can result in inefficiencies. The dynamic nature of today's world requires flexible solutions to meet customer needs and market changes. Standardized solutions may work well one day but become ineffective the next. Therefore, we need service providers to offer more flexible and customized solutions, especially in light of recent global disruptions like COVID-19 and issues in the Red Sea. Stable schedules for vessels, equipment, and containers are crucial, and the ability to adapt quickly to short-notice changes is essential for maintaining smooth operations.
According to you, what recent technologies are currently optimizing transportation routes, improving package handling, and enhancing warehouse operations?
One of the most important trends driving optimization in transportation, package handling, and warehouse operations is digital transformation. We are seeing a significant shift towards more digitalized business processes, with a host of new technologies being integrated into daily operations. Technologies such as the Internet of Things (IoT), big data analytics, and artificial intelligence (AI) are becoming increasingly prevalent and impactful.
For example, I recently had a meeting with a company that provides software to handle shipping documents. Shipping documents are often non-standardized, with each freight forwarder, vessel company, shipper, and consignee using their formats. This creates a significant amount of manual work to process these documents, even when they are in PDF format rather than on paper. Traditionally, human resources are needed to recognize and process the information in these documents.
However, the software company utilizes optical character recognition (OCR) technology to recognize words in PDF documents. Furthermore, it uses AI models to understand the context behind the words, identifying details such as the shipper name, consignee name, part number, quantity, and value. The valuable data can then be automatically extracted and entered into the system, streamlining processes such as customs and booking. This reduces the need for manual data entry, saves human resources, and allows employees to focus on more value-added tasks, such as customizing solutions.
Another key area of technological advancement is risk management. The recent pandemic highlighted the importance of resilience and the need to reduce uncertainties and impacts on supply chains and logistics. Technologies that enhance data analytics and predictive modeling are crucial for building contingency plans and improving overall resilience in the supply chain. By leveraging these technologies, companies can better prepare for disruptions and ensure a more stable and efficient logistics operation.
As the head of transportation, packaging, and warehouse management at Continental, is there any initiatives that you have implemented recently that you want to talk about?
Continental is traditionally known for producing automotive parts, but we are increasingly moving from hardware to software, with coding and electronics playing a more central role than ever before. One significant initiative in our manufacturing and supply chain areas is the implementation of Industry 4.0 principles. This initiative started ten years ago and involves numerous projects aimed at digitizing our plants, manufacturing processes, offices, and warehouses. I lead the organization’s China supply chain tower, which centrally manages transportation for our China plants.
By embracing digital tools and automation, we are better equipped to meet the evolving demands of the industry and deliver superior service to our customers. One of our initiatives in 2018 involved integrating IoT devices into cargo, enabling real-time monitoring, improving visibility, and tracking during transportation. In 2019, we introduced robotic process automation (RPA) to automate various processes. This has significantly increased efficiency and allowed our employees to focus on more value-added tasks.
We also developed a platform integrated with TMS, which is used by Continental and by our service partners. This platform facilitates information exchange and collaboration, breaking down barriers between our systems and those of our partners. This integration helps streamline operations and improves coordination across the supply chain.
What advice would you give to other leaders and budding professionals in the 3PL service sector?
Stay current with technology, as it's crucial to keep pace with digital advancements in our ever-evolving industry. By maintaining open communication and mutual trust, build strong relationships with stakeholders, including suppliers, carriers, and especially customers. Embrace change proactively, as the logistics sector is constantly evolving, and focus on finding solutions rather than dwelling on challenges. In addition, prioritize continuous improvement by seeking opportunities to enhance processes and operations and actively gathering feedback from stakeholders to identify and implement necessary changes.
