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Pioneering changes to achieve sustainable storage success



Engineered by TanQuid
Engineered by TanQuid

Innovation is key to TanQuid’s future strategic business model

Innovating a proven strategic business model to continue successfully operating within a tighter regulatory framework is a challenge TanQuid is relishing.
The largest independent storage operator provider in Germany is embarking on a comprehensive and ambitious innovation strategy throughout the company with the aim of improving technical and operational process to gain greater efficiencies.
Focusing on customers, equipment and infrastructure, and processes and methods TanQuid executives are seeking to further innovate established practices to adhere to new technical and regulatory demands.
In an interview with Tank Storage Magazine, Jens Moir, TanQuid’s CEO, explains that further professionalisation of the company’s work environment is a key principle underpinning the strategy.
He says: ‘Innovation provides the umbrella for all thoughts and actions concerning improved and sustainable performance.
‘Our main areas of innovation also cover important aspects in people management, knowledge transfer and enhancement and forward-looking professionalisation.
‘We have integrated these aspects into a comprehensive strategy-driven corporate approach and are implementing true thought leadership throughout the organisation.’
It is hoped that these changes will further strengthen and reposition TanQuid’s market offering within the tank storage industry in this region.

INNOVATIVE MODEL
Each strand of the model has several key defining principles. In order to improve customer focus the company has pledged to conduct extensive
market and economic fundamentals research to better understand the highly changeable needs of customers.
Additionally, client conference and workshops ordered by industry, value chain and demand patterns will also be organised as well as a framework of self-evaluation and benchmarking against real performance and other leading
organisations within and outside the tank storage industry.
Other aspects of the customer-focused strategy include:
• Up and down stream mediation of conflicting goals
• Offering proactive solution developments such as web-based data interchange
• Real time KPI monitoring and early warning systems
• One-stop issue resolving
• Collaborative performance enhancement
• Back office alignment
• Performance based collaborative scheduling

Improvements to equipment and infrastructure form an additional strand of the innovation strategy. In addition to implementing state-of-the-art integration between various pieces of software and electronics – executives also plan to comprehensively expand and upgrade various tank farms in order to comply with certain regulations.
A range of devices and components will also be introduced as will enhanced infrastructure capability and flexibility.
Investments into the company’s research and development segment will seek to identify alternative materials and process technology components with enhanced capabilities.
All of this will be wrapped around a modernised and updated technology strategy encompassing development plans for all aspects of each tank farm to ensure best performance.

NEW PROCESSES
Encompassing the company-wide customer strategy and improvements to equipment and infrastructure, the company will be incorporating lean management and six sigma principles into tank storage operations. This includes targeted and focused training and qualification structure.
Other processes include:
• Multidimensional Capex program and project management capabilities, including systems-based planning and monitoring of financials, capacities and achievements
• Interdisciplinary cost and quoting for individual client offerings, involving tank facilities, operations HSSEQ and engineering
• Capex and price optimised solution development with a client’s financial focus
• Maintaining HSSEQ agenda principles
• Strategy driven business conduct

Much of this work was established and started in 2015 within the organisation´s W2 (Werterhalt and Wachstum) project.
Moir explains: ‘Significant progress has been realised and has become a reality, especially concerning the strategy for our tank farms as well as the organisational set-up and introduction of new value and strategy driven thinking and execution.
‘This is a significant change effort that happened while maintaining and enhancing customer- related performance and safety standards.
‘Active and challenging involvement of all staff has been a critical success factor and also the guarantor for future efforts.
COO Urs Beckman explains that within the context of innovation, service level agreements can prove crucial to work favourably for all parties involves.
He says: ‘TanQuid pioneers these changes convinced of their necessity to reposition tank storage from a problem solver in a dysfunctional supply chain to an active performance optimiser in strategic value chains.’
‘In order to fulfil needs in terms of flexibility, transparency and added-value – defining and executing one’s role in the value chain is imperative.
‘Tank storage, and domestic terminals such as ours, find themselves positioned between upstream and downstream stakeholders with very differing interests.
‘The risk is to be left at the receiving end from both sides. This would leave you quite passive and with little potential to generate added-value throughout the supply chain.
‘The ‘bridge’ to achieve this added value is through service level agreements. As a result of transferring and translating solutions from other key industries to tank storage you are left with sustainable, separate entities that master the underlying challenges of present and upcoming competitiveness.’
Beckmann will be discussing this topic in further detail at the Tank Storage Germany conference at the Hamburg Messe on November
25 and 26. Visit www.tankstoragegermany for more information.

Engineered by TanQuid


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