DOKA
pre-COVID-19 . Over the past two years , whenever our security of supply was at risk , we collaboratively worked together within procurement . The industry has shown great contribution and dedication to solving the industry challenges . This , in turn , has helped us to grow as a team .”
Doka ’ s future plans So what exactly makes the future so different from now ? “ More diversity ,” says Zsulits .
“ It ’ s more development of our colleagues and employees , and it ’ s more internationalisation . The last couple of years have shown us that being on one side of the
“ We are listening intently to understand the world through the eyes of our customers ”
THOMAS ZSULITS DIRECTOR GLOBAL SUPPLY ,
DOKA strategy – whether its globalisation or localisation – wouldn ’ t have helped ; in fact , it would have hit us much more . So we have to diversify our supply market to balance the global influences .
“ Don ’ t try to think in a common way , continuing with processes that you have done for the last 10 , 20 or 30 years ; think about new processes , new opportunities . You have to be brave , commit to decisions and make them fast . We discovered that fast decisions lead to success and motivates people .”
Agreeing with Zsulits , Loos adds : “ We have learned that you can set up a strategy now and then have to redo it again some weeks later , but it ’ s important for us to think
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