Capt Sunny Williams: Developing And Implementing Various Business Policies, And Strategies For Business Growth
The CCOs are generally responsible for planning, developing, implementing and monitoring the overall business marketing strategy for a company. How have you been performing these responsibilities at Speedy Multimodes? How has your journey been at this organization so far?
Over the past five years, the container freight station business has undergone some major transformations, initially, this business was mainly coordinated by the shipping lines that further recommended the containers to the freight stations. So, the major resources for the CFS (Container Freight Stations) were provided by the shipping lines and the NSEC. But in 2016, the Government of India came out with the Direct Port Delivery approach which was forcefully implemented in the year 2017, this DPD concept transformed the control of cargo and the business from the shipping lines to the consignee, CHF (Container Handling Facility) and the Providence.
Resulting to this, in the latter days to get the business carried out, a cargo company had to deal with these third parties, and also the shipping lines still had a hold on 15 to 20 percent of the business, whereas, the remaining 70 to 80 percent of the business was taken care by these three parties. As a CCO, keeping in mind all these factors and in order to meet all the requirements of our clients, at
What were the initial challenges that taught you the basic lessons of managing the marketing & advertising functions of organizations? Also, how did you manage to achieve the success that you had in the later phase?
As the Bombay port was getting over crowded, in order to have a smooth business Government established a CFS at NhavaSheva Port and the container business was shifted to that newly built port. In the process, the Government failed to visualize the growth of container that was about to happen in the upcoming years, and they began to offer open-ended to close-ended services at NhavaSheva Port. Then gradually, the container business began to grow at the NhavaSheva Port, many agency houses were set up as they witnessed huge profits in the container business, and in a short period government approved many Private CFS.
We provided rigorous training to the villagers around to streamline the business process, and brought in a large number of customers on board and the margin exponentially increased from 4000teus to 13-14000 teus
When the private players entered this market Speedy Multimodes started to struggle with their business, and when I took over the role of CCO at Speedy Multimodes, this facility was hardly performing 4000 teus and had major labour issues. Also, many unions were functioning under Speedy Facility because of which the workflow was affected, as time passed we cut down the number of unions from 16 to 10. We provided rigorous training to the villagers around to streamline the business process, and brought in a large number of customers on board and the margin exponentially increased from 4000 teus to 13-14000 teus.
We are seeing a growing number of consumers coming up with their preferences & challenges. What strategies do you follow to overcome various challenges of
The challenges that our customers usually face are late documentation due to which the container stays in the warehouse for a long time, in such conditions we support the customers by offering them some discounts. Also, sometimes the customers ask for last-mile delivery and some requests for end-to-end solutions, henceforth, we offer tailor-made services to our clients in order to meet all their needs.
In your professional journey so far, which are the milestones that bestowed your utmost satisfaction - both as an individual and a CCO?
At the beginning of my professional journey, I was the youngest master the company had while sailing, also I was awarded for my best performance during my training days. Then, while I was working with the export trading company, I cut down the expenses margin and reduced the logistic costs by 10% which resulted in improving profit margins for the company.
How has the company’s growth been and what is the future roadmap set ahead?
As I mentioned above, when we took over this company it only had three to four thousand teus but now we have almost grown 10 times more. We have launched another facility of Speedy Mutlimodes at Mudhra port and within a year it has been placed in the top three and is considered as one of the top performers at Mudhra port.
Capt Sunny Williams, CCO, Speedy Multimodes
Capt Sunny Williams has more than 25 years of experience in the shipping and logistics industry. A liner trade and container industry expert. Has worked as part of the core management team in India to grow, build, and run ICD/CFS businesses. With major shipping lines, he was instrumental in designing and implementing various company practices, strategies, and organizational processes. Commanded commercial vessels in international waters, acquiring comprehensive technological and operational experience in real shipping. He holds LLM International Trade Law from Northumbria University (UK), Master Mariner (unlimited) MCA, DOT (UK), IICL surveyor (USA) and IRDA certified Marine Surveyor and Loss Assessor. He was a gold medalist in pre sea deck cadet training program from International Maritime Institute, New Delhi and also won Chairman’s Prize for best in Management Talent.