DOCSLIB.ORG

Tetra Pak Takes Control of Global Transportation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Tetra Pak Takes Control of Global Transportation MIT-CTL January 2009 // Volume 5 // Number 1 A newsletter from the MIT Center for Transportation & Logistics INS I DE Tetra Pak Takes Control of Global Tetra Pak Takes Control of Transportation ............................ 1 Driving freight management to strategic levels Global Transportation Weighing Your Sourcing Options ....................................... 4 Regional and global choices in the balance LOBAL VIEWS OF SUPPLY CHAINS ARE OFTEN IMPAIRED BY DIFFERENCES between national and regional transportation networks, making it difficult for Hedging Know-How That Pays Dividends ................................... 6 G companies to improve the management of freight flows across interna- Supply chains that talk finance tional markets. Swedish food processing and packaging enterprise Tetra Pak Learning to Live With Fuel Price aims to remove these obstacles with the launch of a global transportation-man- Swings ........................................ 8 agement system in February 2009. How to be miserly with miles The system encompasses all modes and will give the company a single, real- [Re]Searching for Answers: Where time view of freight movements across the 165 countries in which it operates. Supply Chain Meets Lean ........... 10 Tetra Pak will analyze its shipments in new ways, enabling it to cut costs and Taking lean beyond manufacturing raise the efficiency of its multinational transportation operations. And the com- [Back Page] Cultivating Fresh pany will control freight decisions for North America and Europe centrally, an Approaches to Market Perils ...... 12 Risk sprouts in U.S. fertilizer markets uncommon approach to the management of goods movements across interna- tional time zones. Granular Urea: NOLA Barge The new system will elevate transportation from its tactical base to a more March 2008 to December 2008 strategic level, in line with other major components of global supply chains. (Weekly Average) This is particularly true for land modes, opening up new possibilities such as ................................see pages 6 and 12 the sharing of best practices between countries. $900 Standard Procedures $800 $700 Tetra Pak is one of three companies in the Tetra Laval group, a private com- pany started in Sweden that is headquartered in Lausanne, Switzerland. With n $600 To t $500 net sales of €8.6 billion ($12 billion), Tetra Pak supplies equipment and pack- aging products for food that cover every stage of the production process. For r Shor $400 Pe example, if the product is milk, the enterprise provides processing equipment ice ice $300 Pr and packaging that takes the product from the cow to the supermarket shelf. $200 $192.50 $100 The other two companies in the group are DeLaval, which provides complete $0 systems for milk production and animal husbandry, and Sidel, a maker of filling 8 8 8 8 8 8 8 8 8 8 8 8 8 08 08 08 /0 /0 /0 /0 /0 /0 /0 /0 and blowing equipment for plastic bottles. Tetra Pak is the largest company in 7/ 7/ 1/ 0/08 4/08 4/08 3/08 /8/0 17 31 15 21 18 14 12 28 23/0 7/ /2 /1 /1 9/ /2 8/ 6/9/0 3/3/08 3/ 7/ 9/ 4/ 3/ 8/ 5/ 12 9/29/0 4/ 5/26/0 6/ 11 11 10 10 the group. NOLA = New Orleans, Louisiana Area (Source: Green Markets) Continued on page 2 Tetra Pak Takes Control of Global Transportation (continued) Tetra Laval Group Transport & Travel department is Malm recently spent some weeks in Denton in negotiations based in Sweden and negotiates transportation contracts in with prospective carriers. “We will establish what we call a collaboration with the company’s plants across the globe. target based on all the offers we received,” he said, and com- The contracts for some €300 million per annum ($384 mil- municate the feedback to the carriers. “They come in with a lion) represent about 80 percent of the organization’s total second offer and again in cooperation with the factories, we transportation spend and include €102 million ($130 mil- select and contract suppliers.” lion) on road and rail modes, €52 million ($67 million) for Ongoing relationships with carriers are shared between sea and ocean freight, and €23 million ($30 million) for local offices and the central procurement office in Sweden. express services. “We own the contract but the factory is utilizing the ser- “Just like many companies in the world today, we are a vice,” he said. A process within supplier management called process-oriented company,” said Kristian Malm, Global Pro- Supplier Base Management involves regular review meetings curement Road Freight. The standard process for procuring with carriers during which metrics such as cost, claims lev- freight in the company is supplier management. “Everyone els, and on-time delivery are evaluated. The financial health in supplier management is working with the same process,” of service providers is monitored continuously. Tetra Pak is he said. currently updating the metrics it uses to assess transporta- tion suppliers, said Malm. Whether procuring transportation to meet the specific needs of a new factory or qualifying a possible carrier for an Going Global existing operation, Tetra Pak requires transportation pro- About a year ago, the company started a project to develop viders to complete a request for information, a standardized a global management system for freight transportation. It is questionnaire that rates the providers in five areas: health, based on a control tower concept, where a tailored package of safety, environmental performance, quality, and service. information services is used to help manage logistics activi- “This is managed by us in Sweden, not the local office,” said ties. The term has become highly fashionable in the field and Malm. For example, Tetra Pak’s U.S. plant in Denton, Texas, is interpreted in a number of ways, pointed out Malm. “We might relay details of a possible new carrier to Malm’s office, call it the Tetra Pak Logistics Control Tower, and it’s based which takes care of the qualification phase. Once that is sat- on our needs and no one else’s,” he emphasized. isfactorily completed, the contracting phase begins. The service will be provided by Transportation Manage- “We review the business needs, and we challenge our ment Center (TMC), which is a division of the U.S. company factories to continuously improve our processes before we C. H. Robinson Worldwide Inc., one of the largest non-asset- go out and request a rate for a service,” said Malm. This is based third-party logistics companies in the world. C.H. done via a request for quotation, which includes key param- Robinson is headquartered in Eden Prairie, Minn., and the eters such as freight volumes, routes, and rates and is sent TMC organization is based in Chicago. to qualified transportation companies. Negotiations with freight companies are carried out jointly between the office Tetra Pak already contracts with C. H. Robinson for in Sweden and factory shipping departments. For instance, transportation, but, as Malm stressed, this freight business Managing Editor: DAVID SOLOMON Editor: KEN COTTRILL Sr. Managing Editor: JANICE PRESCOTT Desktop Editor: MONIQUE NIJHOUT Research Manager: BIKRAM GAUTAM VP, Publisher: RANDY COCHRAN Sr. Marketing Manager: LARAINE KELLY Editorial Advisors: President: JOE BREMNER MIT CENTER FOR TRANSPORTATION & LOGISTICS (CTL) MIT-CTL SUPPLY CHAIN StrATEGY (ISSN 1557-9522) is published monthly for $595 per year by the Institute of Management and Administration, Inc., 1 Washington Park, Suite 1300, Newark, NJ 07102-3130. Copyright 2009, Institute of Management and Administration, Inc. All rights reserved. A one-year subscription includes 12 monthly issues with 24/7 online access to current and archival issues. Copyright and licensing information: It is a violation of federal copyright law to reproduce all or part of this publication or its contents by any means. The Copyright Act imposes liability of up to $150,000 per issue for such infringement. Information concerning illicit duplication will be gratefully received. To ensure compliance with all copyright regulations or to acquire a license for multi-subscriber distribution within a company or for permission to republish, please contact IOMA’s corporate licensing department at 212-576-8741, or email jping@ioma. com. Editor’s e-mail address: [email protected]. Periodicals postage paid at Newark, NJ and additional mailing offices. POSTMASTER: Send address changes to MIT-CTL SUPPLY CHAIN STRATEGY, 1 Washington Park, Suite 1300, Newark, NJ 07102-3130; 973-718-4700; fax: 973-622-0595; e-mail: [email protected]. The MIT Center for Transportation & Logistics (CTL) is a world leader in supply chain management education and research, ranking consistently as number one. CTL contributes to the academic knowledge in the field and helps companies gain competitive advantage from its cutting edge research. The Center’s graduates occupy senior supply chain management positions in almost every industry and continue to use the Center’s resources to update their knowledge and skills. Web: http://ctl .mit.edu. Tel: 617-253-5320. | supply chain strategywww.MITsupplychainstrategy.com will remain separate and distinct from the contract with own IT capabilities. Also, using a single provider and keep- TMC. When Tetra Pak set out to look for a third-party pro- ing its existing network of carriers “saves us money in the vider of control tower services, it used the same contracting design and development of the technology; we will have one procedure it deploys to appoint carriers with one additional global Web site where we can track all of our shipments,” step: The company specified what it wanted to pay for such Malm said. services. The Web site he referenced will be Tetra Pak’s window Going forward, “we will keep the procurement activity on global freight movements for all modes of transportation. within Tetra Pak because we know our customers and our TMC will function as a clearinghouse for information on business best,” Malm said.
Load more

Recommended publications
  • Food Packaging (FS 522 / FS 495) Aseptic Processing and Packaging
    Food Packaging (FS 522 / FS 495) Aseptic Processing and Packaging Components of an aseptic processing system Aseptic processing is a thermal process in which the product and container are sterilized separately and brought together in a sterile environment. It involves pumping, deaeration, and sterilization of a food product, followed by holding it for a specified period of time (in a holding tube -- required to have a 1/4" rise per foot length of tube), cooling it, and finally packaging it in a sterile container. The use of high temperature for a short period of time (in comparison with conventional canning) in aseptic processing yields a high quality product. Care should be taken to ensure that all process calculations are performed after the deaeration stage and not based on the initial raw product. Deaeration is accomplished in a vessel maintained at a certain degree of vacuum by means of a vacuum pump. The product is fed into the vessel at 55 - 70 /C through a nozzle at the center of the vessel. Vacuum is controlled to obtain a product flash of about 5 /C. An internal spiral condenser condenses vapors and other condensable gases. The deaerated product is discharged through the bottom and pumped to the heating section. Another important part of an aseptic processing system is the back pressure valve which provides sufficient pressure to prevent boiling of the product at processing temperatures which can be as high as 125-130 /C. An aseptic surge tank provides the means for product to be continuously processed even if the packaging system is not operational due to any malfunction.
    [Show full text]
  • And Multilayer Tetra Pak Juice Packaging Systems
    103 A publication of CHEMICAL ENGINEERING TRANSACTIONS VOL. 87, 2021 The Italian Association of Chemical Engineering Online at www.cetjournal.it Guest Editors: Laura Piazza, Mauro Moresi, Francesco Donsì Copyright © 2021, AIDIC Servizi S.r.l. DOI: 10.3303/CET2187018 ISBN 978-88-95608-85-3; ISSN 2283-9216 Comparative Life Cycle Assessment of Polyethylene Terephthalate (PET) and Multilayer Tetra Pak Juice Packaging Systems a,b a a Marina Stramarkou *, Christos Boukouvalas , Panagiota Eleni , Dimitrios c a Karalekas , Magdalini Krokida a School of Chemical Engineering, National Technical University of Athens, 9 Iroon Polytechneiou, Zografou Campus, 15780, Athens, Greece b Institute of Nanoscience and Nanotechnology, National Centre for Scientific Research “Demokritos”, Athens, Greece c Department of Industrial Management and Technology, University of Piraeus, A. Dimitriou 80, 18534, Piraeus, Greece [email protected] Food packaging provides many vital functions including protection, storage and preservation of products, as well as, information to consumers. However, the overall packaging life cycle generates significant environmental impacts since its production exploits natural resources and energy and causes environmental emissions. Moreover, packaging wastes generate increasing disposal issues, being the second largest fraction of municipal wastes after the organic fraction. During the last years there is focus on the environmental performance of juice packaging systems. Polyethylene terephthalate (PET) bottles and Tetra Pak multilayer packaging arethe dominant juice packaging options. Life cycle assessment (LCA) techniques are used to improve the understanding, as well as, to compare the environmental characteristics of different packaging systems. This research assesses the environmental impact of the two commonest juice packaging options, including their production along with their final disposal (landfilling, incineration and recycling).
    [Show full text]
  • The Naturalization of the Urban and Corporate Logic: How the Sacred Waters of Lund, Sweden, Progressed Into a Toxic Sludge Hole
    The naturalization of the urban and corporate logic: How the sacred waters of Lund, Sweden, progressed into a toxic sludge hole Author: Mikael Lövgren Supervisor: Alf Hornborg Degree of Master of Science (Two Years) in Human Ecology: Culture, Power, and Sustainability (30 ECTS) Human Ecology Division Department of Human Geography Faculty of Social Sciences Lund University Spring 2020 1 Department: The Department of Human Geographyand the Human Ecology Division Address: Sölvegatan 10, 223 62 Lund, Sweden Telephone: +46 (0) 46 222 00 00 Supervisor: Alf Hornborg Title and Subtitle: The naturalization of the urban and corporate logic: How the sacred waters of Lund, Sweden, progressed into a toxic sludge hole Author: Mikael Lövgren Examination: Master’s thesis (two year) Abstract: In this study a landscape is interpreted from an analytical and binary theoretical framework in order to contrast and extract different social formations that have been conducive to its creation. The landscape in question is a contemporary park found in Lund, Sweden, in the province of Skåne. Lurking beneath the spatial scenery of the park, histories of transgressed and repressed social formations are found. Stories that are buried in the depth of this landscape include a landfill, a commons, that was enclosed, and a sacred water that later was transformed into something very close to a flush toilet for the globally expanding local industries. According to some philologists this toxic sludge hole is synonymous with the wellspring of Lund. The crucial point of this study is that ideas materialize in the landscape. Some of these are seemingly prone to stability and justice, whilst others are seemingly prone to risk and unfettered capital accumulation.
    [Show full text]
  • Seizing Opportunities
    SIG COMBIBLOC JEFFERIES EUROPEAN MID-CAP INDUSTRIALS FORUM SAMUEL SIGRIST, CFO 14 OCTOBER 2020 DISCLAIMER The information contained in this presentation is not for use within any country or securities of SIG in any state or jurisdiction in which, or to any person to whom such EBITDA to adjusted EBITDA and the estimated tax impact of the foregoing jurisdiction or by any persons where such use would constitute a violation of law. If an offer, solicitation or sale would be unlawful nor shall it or any part of it form the adjustments. this applies to you, you are not authorized to access or use any such information. basis of, or be relied on in connection with, any contract or investment decision. No This presentation may contain “forward-looking statements” that are based on our securities may be offered or sold within the United States or to U.S. persons absent Adjusted EBITDA and adjusted net income are not performance measures under current expectations, assumptions, estimates and projections about us and our registration or an applicable exemption from registration requirements. Any public IFRS, are not measures of financial condition, liquidity or profitability and should not industry. Forward-looking statements include, without limitation, any statement that offering of securities to be made in the United States will be made by means of a be considered as alternatives to profit (loss) for the period, operating profit or any may predict, forecast, indicate or imply future results, performance or prospectus that may be obtained from any issuer of such securities and that will other performance measures determined or derived in accordance with IFRS or achievements, and may contain the words “may”, “will”, “should”, “continue”, “believe”, contain detailed information about us.
    [Show full text]
  • Candidate Playbook Let the Adventure Begin
    CANDIDATE PLAYBOOK LET THE ADVENTURE BEGIN 1 Hi, I’m Jennifer. Hi, I’m Maren. Hi, I’m Sharif. I’m 25 years old, and I joined the I’m 32 years old. I’ve been I’m 43 years old, and I’ve worked Future Talent program at Tetra Pak. at Tetra Pak for seven years. at Tetra Pak since 2005. I have had Now, I recently applied for a new I’m following my development plan various positions during my time position. Follow me, and I’ll guide you within Tetra Pak, and I just applied for here, and now I am applying for a through the application process. I have a new role as a People Manager. new position. Follow me through the some helpful tips and tricks that will Follow me to learn more about the Candidate Playbook, and I’ll give you show you how to excel :) application process, and I’ll share some useful tips along the way. some tips and tricks with you. FOLLOW ME FOLLOW ME FOLLOW ME 2 3 Table of MEET SHARIF content Hello! Thank you for your interest in joining Tetra Pak. This document is a guide to making your + BEFORE APPLYING FOR A application experience as compelling as possible – POSITION AT TETRA PAK we call it the ‘Candidate Playbook.’ Our employees are our greatest asset. We know that all + OUR RECRUITMENT PROCESS employers say that, but really, where would we be without each and every one of our employees, based in all corners + JOIN A GOOD COMPANY of the world? When we search for new talents to join the global Tetra Pak Group, we take into consideration a range + TIME TO SHINE.
    [Show full text]
  • U.S. and CANADA Sustainability Report 2020: Supplement INTRODUCTION FOOD
    U.S. AND CANADA Sustainability Report 2020: Supplement INTRODUCTION FOOD. PEOPLE. FUTURES. SUSTAINABILITY REPORT 2020 – U.S. AND CANADA | 2 In January 2020, I returned to the United States designed to transform the industry, and we remain from Asia, where I was most recently serving as committed to helping our customers and communities MESSAGE FROM THE the Managing Director for Tetra Pak Vietnam. The achieve their sustainability goals. In the last year, we’ve opportunity to lead Tetra Pak’s business in the U.S. and continued to take significant steps in all areas of our Canada — one of the fastest growing markets in the business to move us toward the commitments we have U.S. AND CANADA company — was truly exciting. But, like most, I could made. not have anticipated what this first year would bring. Finally, the positive work we are doing every day would MARKET PRESIDENT The COVID-19 health crisis has changed how we not be possible without our people. We’ve continued live and how we work. It has also given even deeper our efforts to provide education, support wellbeing, meaning to our brand promise, PROTECT WHAT’S strengthen our communities and encourage diversity AND CEO GOOD™, which translates to protecting food, and inclusion. Protecting people is what creates an protecting people and protecting futures. extraordinary company and allows us to fulfill our brand promise. The health and safety of our employees is our top priority and remains critical in our ability to support our The following pages of this report supplement provide food and beverage customers.
    [Show full text]
  • Transform Your Business Sustainability
    EXPLORE You can always click here to go back to the main menu. TRANSFORM YOUR BUSINESS SUSTAINABLY Which of the below is the biggest sustainability challenge or opportunity for your business today? Click to explore how we can help: Reduce energy, waste and your Navigate regulatory requirements Leverage consumer environmental Gain a competitive edge and carbon footprint by driving and strive to push beyond your demands with sustainable packaging demonstrate your sustainability efficiencies throughout your environmental and climate goals. and product innovation. leadership through environmental production and supply chain. branding. REFINE YOUR OPERATIONS SUSTAINABLY Reduce energy, waste, and your carbon footprint by driving efficiencies throughout your production and supply chain WHERE DO YOU NEED SUPPORT? Click to explore how we can help: WHOLE SUPPLY CHAIN REDUCE RESOURCE USE REDUCE FOOD WASTE IMPROVE PRODUCT YIELD IMPROVEMENT Reduce water and energy consumption Reduce food waste with smart Advanced insights and equipment Take a holistic overview to identify with advanced automation, processing packaging and highly precise and help you get more from your raw opportunities to improve efficiency solutions, and smart services efficient technology and equipment material IMPROVE PRODUCTION LIGHTER LOGISTICS EFFICIENCY Lightweight packaging optimized Produce more with less through FIND OUT MORE for transport, distribution and highly efficient operations and Contact your account manager or email space efficiency advanced automation us: [email protected]
    [Show full text]
  • Improving Fire Performances of PEAL: More Second-Life Options for Recycled Tetra Pak®
    polymers Article Improving Fire Performances of PEAL: More Second-Life Options for Recycled Tetra Pak® Fulvia Cravero and Alberto Frache * Department of Applied Science and Technology, Politecnico di Torino, Viale Teresa Michel 5, 15121 Alessandria, Italy * Correspondence: [email protected]; Tel.: +39-0131-229304 Received: 21 September 2020; Accepted: 11 October 2020; Published: 14 October 2020 Abstract: The purpose of this work was to evaluate and improve the flammability and combustion behavior of the polyethylene-based material obtained from the recycling of Tetra Pak® (PEAL) to widen its use to applications where these properties are required. Firstly, its thermal stability was investigated with thermogravimetric analysis, resulting in an enhancement in the main degradation step temperature (from 385 ◦C to 421 ◦C) due to the presence of the aluminum-flakes. Then, to improve the poor flammability (HB in UL-94 test) and combustion behavior (Fire Performance Index of 0.07) of the raw material, two flame retardant approaches were tested: an intumescent system made of ammonium polyphosphate and pentaerythritol, and magnesium hydroxide. In addition, the effectiveness of polyethylene as a charring agent was evaluated. Characterization was made with UL-94, cone calorimeter, and morphologic analysis. For all the materials tested, the temperature of the main weight loss step increased and the flammability rating improved (V2 for intumescent and V0 for magnesium hydroxide reached). Moreover, fire hazard decreased (Fire Performance Index of 0.15 and 0.55; Flame Retardancy Index of 2.6 and 10.0). Referring to the morphology, full compatibility was found in the PEAL–magnesium hydroxide compound, while PEAL-intumescent appeared as a heterogeneous system.
    [Show full text]
  • Tetra Laval 2020/2021
    2020 2021 CONTENTS: TETRA LAVAL CONTENTS 2 P. 18 TETRA LAVAL World trends THEME: FOOD SECURITY 3 TETRA LAVAL IN BRIEF 6 COMMENTS BY THE CHAIRMAN OF THE BOARD 8 TETRA LAVAL GROUP BOARD 10 TETRA PAK FACTS 12 SIDEL FACTS 14 DELAVAL FACTS 16 TETRA LAVAL WORLD TRENDS 18 TETRA PAK COMMENTS BY THE CEO 20 GLOBAL LEADERSHIP TEAM 22 P. 24 TETRA PAK Theme: Food security THEME: FOOD SECURITY 24 HIGHLIGHTS 2020/2021 26 SUSTAINABILITY 28 SIDEL COMMENTS BY THE CEO 30 GLOBAL LEADERSHIP TEAM 32 THEME: FOOD SECURITY 34 HIGHLIGHTS 2020/2021 36 SUSTAINABILITY 38 DELAVAL COMMENTS BY THE CEO 40 P. 34 SIDEL Theme: Food security GLOBAL LEADERSHIP TEAM 42 THEME: FOOD SECURITY 44 HIGHLIGHTS 2020/2021 46 SUSTAINABILITY 48 TETRA LAVAL TETRA LAVAL INTERNATIONAL 50 MANAGEMENT 51 TETRA LAVAL GROUP SUPPORT FUNCTIONS 51 TETRA LAVAL SUSTAINABLE DEVELOPMENT 52 ADDRESSES 55 P. 44 DELAVAL Theme: Food security 2 TETRA LAVAL 2020/2021 P. 52 TETRA LAVAL Sustainable development THEME: FOOD SECURITY “Food security exists when all people, at all times, have physical, social and economic access to sufficient, safe and nutritious food which meets their dietary needs and food preferences for an active and healthy life.” Source: FAO (The Food and Agriculture Organization) In a world faced with a growing population, resource origins, into our customers’ factories, through processing and challenges and climate change, food security is essential packaging to distribution, on to the shelf and into the hands of to us all. According to the FAO (The Food and Agriculture the consumers. Organization), “food security exists when all people, at all times, have physical, social and economic access to suffi- Sidel has developed complete packaging solutions that fulfil cient, safe and nutritious food which meets their dietary customer needs for delivering safe beverage, food and home needs and food preferences for an active and healthy life.” and personal care products.
    [Show full text]
  • Corporate Social Entrepreneurship As a New Approach to CSR- a Swedish Outlook
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Lund University Publications - Student Papers Corporate Social Entrepreneurship as a new approach to CSR- A Swedish Outlook Angel Nikolov & Louise Westergren Lund University - School of Economics and Management Supervisor: Ola Mattisson May, 2017 Abstract Corporate social entrepreneurship (CSE) is a fairly new concept in academia and is not very well researched. This study aims to develop more knowledge about the concept. It is emphasizing the concept of CSE, and how Swedish companies are working with CSE. A comprehensive framework based on literature is presented and tested on the empirical data. Another framework was developed from the empirical data, updating the comprehensive one. The study showed that the main outcome of CSE is shared value creation, a double bottom line, both economic and social. Many internal and external factors precede a CSE action. The study also shows indications that CSE actions in the Bottom of the Pyramid can be compared to ones in developed countries such as Sweden, following the framework. It is recommended that more research needs to be done in this area to get a more comprehensive picture of the nature of CSE. Keywords: Corporate social entrepreneurship, Swedish companies, cross case analysis, framework 1 Acknowledgements We would like to thank our supervisor - Ola Mattisson for all the help and support throughout the degree project, as well as our classmates Alexandra van Heel and Tuğrulhan Ektuna for their reviews and great feedback. We also want to express our gratitude to our program director Stein Kleppestø for his commitment and devotion to the Master program in Management, as well as the whole Lund University School of Economics and Management, especially our teachers who have also inspired us to grow and develop our knowledge, skills and mindsets.
    [Show full text]
  • Magazine 100
    1 00 Tetra Pak 2011 Tetra Pak magazine 100 100 issues of inspiration & knowledge 1956 1957 1958 1959 1960 1961 1962 1963 1964 1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Tetra Pak, ,PROTECTS WHAT’S GOOD, Pak International, Lund, Sweden. Code 66100 en, 2011-09. © 2011. Tetra Tetra Brik, Tetra Classic, Tetra Fino, Tetra Gemina, Tetra Prisma, Tetra Recart, Tetra Rex, Tetra Top, Tetra Wedge, Tetra Alex, Tetra Centri, Tetra Lactenso, Tetra Tebel Casomatic, Tetra Therm, Tetra Vertenso and Tetra Vertico are some of the trademarks belonging to the Tetra Pak Group. www.tetrapak.com TETRA PAK PROCESSING AND PACKAGING SYSTEMS ARE MARKETED BY, AMONG OTHERS Arabia Tetra Pak Manufacturing Ltd Greece Tetra Pak Hellas SA Philippines Tetra Pak Philippines Inc Lot 88-103, Phase 3, Jcci, Warehouse City Kifissias 56 & Delfon 7/F Net One Center 26 St.Cnr. Third Ave 21413 Jeddah, Saudi Arabia 15125 Marousi, Athens Crescent Park W Distr Bonifacio Global City Tel +966-2 635 1515 Tel +30-210 616 7500 Taguig 1634, Metro Manila Argentina and Uruguay Tetra Pak SRL Hungary and Austria Tetra Pak Hungary Ltd Tel +632 976 3400 Maipú 1210, Piso 7º C1006ACT Buenos Aires P O Box 200, Industrial Site 2041 Budaörs, Poland Tetra Pak SP. zo.o. Tel +54-114 317 0400 Hungary u. 1-go Sierpnia 8A, 02-134 Warsaw Australia Tetra Pak Marketing Pty Ltd Tel +36-23 885 200 Tel +48-22 5434 000 2A Hill Road, Homebush Bay, N.S.W.
    [Show full text]
  • Tetra-Pak-Project-1-Paper
    Running head: THE “LEGACY” OF TETRA PAK 1 The “Legacy” of Tetra Pak Megan Coenen, Emily Gerlikovski, Mariah Lorfeld, and Jan-Marie Matthysse Communication 480: Cases in Communication & Media Management University of Wisconsin-Green Bay October 24, 2019 THE “LEGACY” OF TETRA PAK 2 Table of Contents Executive Summary…………………………………………………………………………… 3 Overview of Case …………………………………………………………………………….. 4 Introduction …………………………………………………………………………………… 4 Research Approach …………………………………………………………………………… 5 Background Research ………………………………………………………………… 5 Straws ………………………………………………………………………… 5 Tetra Pak ……………………………………………………………………… 6 Relevance …………………………………………………………………………….. 7 Audience Analysis ……………………………………………………………………………. 8 KISS Charts …………………………………………………………………………… 8 Audience Analysis Chart …………………………………………………………..…. 10 Key Publics ………………………………………………………………………….... 13 Methodology ……………………………………………………………………………….…. 14 Survey Structure …………………………………………………………………….... 14 Sample ………………………………………………………………………………… 15 Results ………………………………………………………………………………… 15 Straw Usage ………………………………………………………………….. 15 Plastic Straw Ban …………………………………………………………….. 17 Recycling ……………………………………………………………………... 18 Tetra Pak ……………………………………………………………………… 19 Issues Analysis ………………………………………………………………………………… 19 Overview of Tetra Pak ………………………………………………………..……………….. 20 Mission Statement …………………………………………………..………………… 21 Business and Communication goals ………………………………………………….. 21 Proposed Position Statement ……………………………………………………….… 23 Communication Objectives …………………………………………………………… 23 Strategic Communication
    [Show full text]