Three Tips to Drive Production During a Crisis
As the nation’s economy slowed down during the COVID-19 crisis, Syngenta powered forward. Here are three tips to help ag press onward in a crisis.
The COVID-19 crisis caused unprecedented and, in many cases, unpredictable damage to almost every sector of the national and global economies. The agriculture industry, however, is uniquely prepared to deal with uncertainty — from changing weather to evolving pest pressures to fluctuating commodity prices. This industry is built on resiliency and contingencies.
“Our procurement team has done a great job in securing supplies, purchasing early and making sure we have everything we need to feed our plants so they can continue producing,” says Kevin Duhé, head of supply at Syngenta, North America. “In fact, we have not stopped production at any time during the COVID-19 crisis.”
To stay ahead of issues, Syngenta formed a regional task force composed of stakeholders from every part of the company. This group continues to meet regularly to keep everyone on the same page and employees informed, which Kathy Eichlin, head of internal communications at Syngenta, North America, says is key for any operation during these times.
“I advise other agribusinesses to rely on those with expertise around you,” Eichlin says. “But also have frequent discussions with your employees, leaders and customers, making adjustments in your communication channels and messaging. Find out what their needs are. You may be able to share learnings and best practices along the way.”
Syngenta did just that with a health and wellness portal that was developed for its customers and employees. Ana Davis, head of health, safety & environment at Syngenta, North America, worked with Syngenta regional directors to build out the public-facing version of the portal to share with local communities, customers and growers.
“We care deeply about people,” Davis says. “We care about the communities in which we operate, and we want to be part of helping them get through this challenge.”
Tip No. 2: Serve the Greater Team
Looking out for the well-being of customers, partners and employees has also helped keep the supply and operations teams moving. Duhé says his team worked quickly at the start of the crisis to put safeguards in place at all their shipping sites and warehouses. They focused on protecting not only Syngenta employees, but also the contracted truck drivers who deliver products to customers.
“During the peak of the season, we can load 100 to 200 trucks a day,” Duhé says, “so it was important to create safe areas where drivers could wait while their trucks were being loaded.”
The team also built out a private Facebook group for the drivers to communicate with one another along their routes and receive positive messages from Syngenta.
“They share information about where they can find food on the road, because that’s been difficult,” Duhé says. “They talk about how to stay safe and about places that are still open where they can get showers or other amenities.”
Tip No. 3: Find New Ways to Interact
Unfortunately, the COVID-19 crisis has limited in-person interactions, which are a key part of agriculture. For Syngenta sales reps, maintaining productive relationships with growers and resellers has meant embracing technology and new, innovative strategies.
“Before this crisis, a lot of salespeople would have laughed if you told them they’d need to do most of their business over video chats and text messages,” says Michael Boden, head of U.S. Crop Protection sales at Syngenta. “Instead of walking in with a box of doughnuts, they may meet outside across a truck or set up a FaceTime call. Our team is really good at interacting effectively with customers in different ways now.”
Boden says his team continues to innovate to work around the crisis. From scouting fields in shifts to avoid contact to sharing photos and videos via text message, they’re doing all they can to balance safety and service.
“At a time like this, every decision is extremely important,” Boden says. “Be deliberate and thoughtful, whether you’re considering which input has the best return on investment or what might be the safest way to interact with your neighbors.”
As the nation’s economy slowed down during the COVID-19 crisis, @SyngentaUS powered forward. Here are three tips to help #ag press onward in a crisis.
Since the early days of the crisis, Syngenta executed a robust strategy of logistics, communication, education and outreach to help growers and retailers get the products they need on time and without interruption.
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“Our procurement team has done a great job in securing supplies, purchasing early and making sure we have everything we need to feed our plants so they can continue producing,” says Kevin Duhé, head of supply at Syngenta, North America. “In fact, we have not stopped production at any time during the COVID-19 crisis.”
Tip No. 1: Communicate ClearlyOur procurement team has done a great job in securing supplies, purchasing early and making sure we have everything we need to feed our plants so they can continue producing.
To stay ahead of issues, Syngenta formed a regional task force composed of stakeholders from every part of the company. This group continues to meet regularly to keep everyone on the same page and employees informed, which Kathy Eichlin, head of internal communications at Syngenta, North America, says is key for any operation during these times.
“I advise other agribusinesses to rely on those with expertise around you,” Eichlin says. “But also have frequent discussions with your employees, leaders and customers, making adjustments in your communication channels and messaging. Find out what their needs are. You may be able to share learnings and best practices along the way.”
Syngenta did just that with a health and wellness portal that was developed for its customers and employees. Ana Davis, head of health, safety & environment at Syngenta, North America, worked with Syngenta regional directors to build out the public-facing version of the portal to share with local communities, customers and growers.
“We care deeply about people,” Davis says. “We care about the communities in which we operate, and we want to be part of helping them get through this challenge.”
Tip No. 2: Serve the Greater Team
Looking out for the well-being of customers, partners and employees has also helped keep the supply and operations teams moving. Duhé says his team worked quickly at the start of the crisis to put safeguards in place at all their shipping sites and warehouses. They focused on protecting not only Syngenta employees, but also the contracted truck drivers who deliver products to customers.
“During the peak of the season, we can load 100 to 200 trucks a day,” Duhé says, “so it was important to create safe areas where drivers could wait while their trucks were being loaded.”
The team also built out a private Facebook group for the drivers to communicate with one another along their routes and receive positive messages from Syngenta.
“They share information about where they can find food on the road, because that’s been difficult,” Duhé says. “They talk about how to stay safe and about places that are still open where they can get showers or other amenities.”
Tip No. 3: Find New Ways to Interact
Unfortunately, the COVID-19 crisis has limited in-person interactions, which are a key part of agriculture. For Syngenta sales reps, maintaining productive relationships with growers and resellers has meant embracing technology and new, innovative strategies.
“Before this crisis, a lot of salespeople would have laughed if you told them they’d need to do most of their business over video chats and text messages,” says Michael Boden, head of U.S. Crop Protection sales at Syngenta. “Instead of walking in with a box of doughnuts, they may meet outside across a truck or set up a FaceTime call. Our team is really good at interacting effectively with customers in different ways now.”
Boden says his team continues to innovate to work around the crisis. From scouting fields in shifts to avoid contact to sharing photos and videos via text message, they’re doing all they can to balance safety and service.
“At a time like this, every decision is extremely important,” Boden says. “Be deliberate and thoughtful, whether you’re considering which input has the best return on investment or what might be the safest way to interact with your neighbors.”
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