Western / Eastern quality standards
September will see a management change for Nippon Express Switzerland. It’s a generational changing of the guard. After eight years with Nippon Express Switzerland, Beat Högger is moving up to become the company’s chairman of the board of directors. He’s passing the operational management baton on to Andre Kaiser. The managers talked to Christian Doepgen about the company’s business model, markets and strategy.
You’ve been with Nippon Express Switzerland since 2014, Mr Högger. How has the company developed of late?
We’ve developed excellently in the last few years – despite the pandemic. Both our net sales and ebitda have improved. We’ve grown strongly in recent years, and expect net sales of around CHF 35–37 million in 2022, generated by the work of 42 employees in Zurich and Geneva.
What factors were decisive?
In addition to our professional, committed and motivated employees, we focus strongly on our customers, and have invested in our sales activities, especially in the SME sector. It has particularly strong requirements concerning personal service, quality and flexibility.
For some time now we’ve also been successfully expanding our business with large Swiss customers. We’ve managed to achieve very satisfying growth, especially in intercontinental business with North America and China.
Our core expertise in business with Japan still accounts for around 25% of our activities. The breadth of our service portfolio also proved its worth during the pandemic, as we were able to compensate for industries that had collapsed.
What makes your company special?
The Japanese and Swiss cultures are very similar in terms of high quality standards. Nippon Express focuses on individual service and high quality. We operate our own handling facilities in Zurich and Geneva, with our own staff and a small fleet of vehicles, all of which ensures a great deal of flexibility.
What are the plans for the future?
Nippon Express has operated under a new group structure since the beginning of this year. We now have a stronger global presence under our new name – the NX Group. The changes in the logistics segment, from just-in-time approaches to more inventory and more local sourcing of materials, is creating new opportunities for logistics services providers.
Our strategy includes direct and personal services for major customers, especially in the sectors dealing in pharmaceutical goods, medical technology, automotive and mechanical technologies, and fashion and consumer retail wares.
Mr Kaiser, what are your expectations and plans for the future?
It’s very impressive how business has developed over the last few years. I expect we can continue that with our homogeneous team. In the medium term I expect Nippon Express to feature in the top ten logistics companies based in Switzerland. Service culture of the highest quality and the associated clear communication is something I learned and internalised years ago, also in the course of a three-year stint in Tokyo (Japan).
What challenges do you predict?
Nippon Express will counter the considerable shortage of skilled workers by offering advanced working conditions as well as development and training opportunities for employees. It’s also important to me to set up a long-term plan for the company, with clearly-defined activities, responsibilities and time phases.
Furthermore, I’m really looking forward to positioning Nippon Express Switzerland in such a way that major clients can fully benefit from our network, our products and, above all, our global customer management skills – in line with the developments taking place at our group headquarters.
I’ve gained valuable experience in these fields working for Panalpina (now a part of DSV) and Kuehne + Nagel for the last few years. I’m ready to take the group further along its chosen path.