Damco is one of the world’s leading providers of freight forwarding and supply chain management services. For over 100 years, we have been providing our customers with transport and logistics solutions that support the way they want to do business, wherever they are in the world.

What was the situation?

Jochem de Graaf is Head of Key Accounts in the Netherlands and Belgium. That makes him commercially responsible for the most important accounts and the account team. This team is relatively young and new in its role. Jochem wanted to support the development of this team through strong professionalization and structure in terms of strategic account management.

Why Motion5?

Motion5 brings tangible solutions, focused on our business. It is not a theoretical idea. Motion5 is critical and challenges people, but never fails to think along in a practical way, so the tools can be translated and used right on the job. Motion5, together with our management, gave the team the necessary recognition and responsibility. This ensured that everyone has contributed to the program with a lot of passion. This enthusiasm was sustained throughout the entire project: “this is what I like, this is what I want!”

… “The commercial change was initiated together with Motion5. Through the CCA sessions we have obtained a clear view of our distinguishing capabilities. We now have a framework with the corresponding tools. We should implement this further because I am in favor of making this part of the DAMCO DNA…”

Most important results?

  • A clear Damco story. The structure that we have implemented with Motion5 offers us a clear story. This framework also offers our Key Account Management team an excellent format for internal stakeholder management.
  • Commercial execution power. The program has provided the Key Account managers with the support they needed to approach Damco’s most important Key Accounts with confidence. Because it allows them to think ahead about all the possible questions they might expect.
  • Shared ownership across divisions. Acknowledgment for their role by management created a shared sense of ownership across various teams (Sales – Customer Service & Operations). Expectations are communicated more clearly and there are fewer “separate little islands.”



Consultants involved