From then to now: Reflections on leadership and logistics as Bakers Basco celebrates 20 years

WHEN I joined, the foundations were solid, built on years of industry collaboration and commitment to protecting vital supply-chain assets. But it was also clear that to remain effective in a fast-moving logistics landscape, we needed to modernise, particularly in how we investigated misuse, analysed data and measured performance. This milestone year feels like the perfect moment to look back at how far we’ve come, and forward to where we’re heading next.

Looking back, the achievement I’m most proud of is the sustained reduction in equipment attrition. Improving recovery rates is one thing; maintaining them year after year is another. From the outset, I was determined to embed a culture focused not on quick wins but on long-term, repeatable results. That meant investing in training, strengthening investigative processes and giving the team the tools and confidence to challenge misuse wherever we found it. Sustained performance tells you a strategy is working, and more importantly, that it’s scalable.

One of the biggest challenges in our industry, is the mindset of those outside of the supply chains. There is still a surprising lack of ownership among some who misuse equipment. I’ve never quite understood the thinking that it’s acceptable to take something simply because it doesn’t belong to you. Changing that perception is an ongoing effort and it requires persistence, education and sometimes enforcement. But it’s a challenge we embrace, because tackling that behaviour is essential to protecting both supply-chain efficiency and environmental resources.

My previous experience on the retail logistics side, taught me how different single-organisation logistics can be compared with managing equipment across an entire industry. In logistics decisions move through one chain of command. At Basco, I work with multiple stakeholders – shareholders, directors, enforcement partners and operators – each with their own priorities. That variety makes the role more complex, but also more rewarding, because it pushes us to collaborate rather than operate in silos.

Technology has also been a real game changer during my tenure. Tracking systems are far more advanced than they were when I started, with better battery life and more reliable data. That visibility allows us to identify misuse faster and recover assets more efficiently. At the same time, routing software and newer vehicles have helped operators reduce fuel consumption and emissions. Even industry challenges, such as driver shortages and rising wages, have driven positive change by forcing businesses to find smarter, more efficient ways to operate.

Collaboration has also become central to our progress. Working closely with the police, environmental agencies, councils and partners like Crimestoppers has expanded our reach and strengthened our ability to tackle illicit activity. These relationships allow us to access places and intelligence we simply couldn’t before. For me, that cooperation represents the future of supply-chain protection.

There’s also a wider misconception we’re working hard to correct – that reusable transit equipment somehow “just circulates” on its own. In reality, theft and illegal recycling remain real threats and when equipment disappears, it doesn’t just cost money; it increases plastic waste and environmental impact. That’s why education is just as important as enforcement. Over the past six years, we’ve broadened our outreach campaigns across trade media, local authorities and community channels, and the difference in awareness is night and day.

As we look to the future and celebrate Bakers Basco’s 20th anniversary our priorities remain clear: deepen partnerships, reduce attrition further and continue disrupting illicit supply chains. If I’ve learned anything in this role, it’s that success in complex, multi-stakeholder logistics comes down to two things: keeping an open mind and building strong relationships. When you bring the right people together with the right information, real progress follows.

Author: Paul Empson, general manager, Bakers Basco