SUPPLY CHAIN rationalisation – we can ’ t sustain this . Hence , we now have a core of bus manufacturers and what we are trying to do going forward is to make sure we only procure from our key supply chain partners .”
One aspect of Arriva Group ’ s supply chain is the provision of spare parts , maintenance , technical support and diagnostic equipment and Loseby believes that working with this core group of partners is what will keep Arriva at the top of the pile .
He explains : “ It ’ s about trying to make sure we work with our supply chain partners in a more effective way , so they can access the right spare parts or the best diagnostic equipment across all of our garages and depots . By rationalising our supply chain , the fewer vehicles and variants we have the more effective and efficient we can be as an operator .”
Since Loseby has been with Arriva , he has helped integrate a code of conduct across all operations . This is a mandatory requirement in the company ’ s approach towards responsible , sustainable and ethical trading . It is built upon the principles of the UN Global Compact agreement and Loseby has helped incorporate this into a code of conduct that marries neatly with the ambition of Arriva Group .
“ We have very much embraced it and made it fit for purpose for our output ,” he adds . “ This is what our customers , our passengers and what the transport authorities expect and I believe that we should be championing it in the industry .”
Implementing the code of conduct has allowed Loseby to gain a better understanding of the suppliers and people he works with , with key bus and car manufacturers adopting this level of good practice for years .
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