About Us

TZD Global Trading WLL – People oriented service provider

At TZD Global Trading WLL has 3 main division namely for Procurement, Shipping and Relocations.

At TZD Global, procurement is a formal process to obtain goods and services as per the Client requests. Procurement practices at TZD Global always comply with laws, rules and regulations that specifically each step of the procurement process. Additionally, if the work or result of the service is regulated (as in oil & Gas, Petrochemical, Medical, Pharmaceutical, Food manufacturing or Construction for example) the laws and regulations must be adhered to.

TZD Global shipping division focus on Freight Forwarding with customized solutions to all the freight transport, storages, distributions and management needs, supported by a Twig network of partners worldwide with extensive local knowledge and distinct capabilities.

TZD Global relocation service focuses on the best solutions for both private international relocations and corporate relocations. Our solutions go beyond the actual move solely. A complete service which will facilitate your move to turn the complex process of a relocation into a worry free process; all in order to make you feel at home and comfortable at your new destination.

— Good Move

Recognized movers meet requirements in terms of quality, environment and safety. This quality system is regularly tested by independent auditors. The customer feedback is measured via our review system and you can depend on the following significant guarantees, so you have the assurance that the recognized mover specialists do everything to move you responsibly and consider the safety as priority, your possessions and the environment.

— General Conditions

Clear rules for removals, storage and handyman gives your insight into the rights and obligations of you and your recognized Mover: The conditions of 2019.

— Comprehensive Household Insurance

Your private contents would be insured based on the provided invoice value. The warranty Certificate of recognized insurance policy, the insurance conditions refer to the Terms and Conditions for moving.

— Moving Warranty

In case of bankruptcy or suspension of payment of your recognized Mover another recognized Mover performs from your move. Our network arranges this for you. So we ensure that your schedule remains intact as much as possible and you can still move.

— CO2 Neutral Move

Because we want to provide a hassle-free move both you and future generations, you move with Authorized Movers in a CO2 neutral way. This means that we compensate the CO2 emissions of your removal following all the origin and destination countries pollution control guidance.

— Disputes Committee

However everyone does its best, there is always a chance of something going wrong during the move. Most of the times this is solved in a fast and mutual way. However, if it fails, there is Moving the Disputes Committee in which independent lawyers assess the case and make a decision that is binding on all parties.


⦁ Abstract

This documents outlines TZD Global Trading WLL capabilities. Decision-making problems for operation planning and control are defined and new trends in the technological development for each decision-making process are discussed.

⦁ Introduction

If you ask people which companies they admire, they quickly point to organizations like General Electric, Apple, Starbucks or Microsoft. Ask how many layers of management these companies have, though or how they set strategy, and you will discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities – an ability to innovate, for example or to respond to changing customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can’t see or touch them, yet they can make all the difference in the world when it comes to market value.

In this document, we briefed our organizational capabilities and how our leaders evaluate them and build the ones needed to create intangible value. Through case examples, we explain how we did capabilities audit, which provides a high-level picture of our organizations strengths and focus for improvement and we have found the audit a powerful way to evaluate intangible assets and render them concrete and measurable.

⦁ Organizational Capabilities Explained

While people often use the words “Ability, ”Competence,” and “Capability” interchangeably, we make some distinctions. In technical areas, we refer to an individual’s functional competence or to an organizations core competencies; on social issues, we refer to an individual’s leadership ability or to an organizations capabilities. With these differences in mind, we have compared individual and organizational levels of analysis as well as technical and social skill sets:

In the table above, the individual-technical cell (1) represents a person’s functional competence, such as technical expertise in marketing, finance or operations. The individual-social cell (2) refers to the person’s leadership ability—for instance, to set direction, to communicate a vision or to motivate people. The organizational-technical (3) comprises a company’s core technical competencies. For example, a freight shipper services firm must know how to manage risk and timely delivery of goods. The organizational-social cell (4) represents an organizations underlying DNA, culture and personality. These might include such capabilities as innovation and speed.

There is no magic list of capabilities appropriate to every organization. However, we have identified 11—listed below— that well-managed companies tend to have. Such companies typically excel in as many as there areas while maintaining industry parity in the others. When an organization falls below the norm in any of the 11 capabilities, dysfunction and competitive disadvantage will likely ensue.

Talent: We are good at attracting, motivating and retaining competent and committed people. Competent employees have the skills for today’s and tomorrows business requirements; committed employees deploy those skills regularly and predictably. Competence comes as leaders buy (acquire new talent), build (develop existing talent), borrow (access thought leader through alliances or partnerships), bounce (remove poor performers) and bind (keep the best talent). Leaders can earn commitment from employees by ensuring that the one who contribute more receive more of what matters to them. Means of assessing this organizational capability include productivity measures, retention statistics (though it’s a good sign when employees are targeted by search firms), employee surveys and direct observation.

Speed: We are good at making important changes rapidly. Speed refers to the organization’s ability to recognize opportunities and act quickly, whether to exploit new markets, venturing to new projects, trading new products, establish new employee contracts, or implement new business processes. Speed may be tracked in a variety of ways: how long it takes to go from concept to commercialization, for example or from the collection of customer data to changes in customer relations. Just as increases in inventory turns show that physical assets are well used, time savings demonstrate improvements in labor productivity as well as increased enthusiasm and responsiveness to opportunities. Our leaders consider creating a return-on-time-invested (ROTI) index, though that they monitor the time required for and the value created by various activities.

Shared Mind-set and Coherent Brand Identity: We are good at ensuring that employees and customers have positive and consistent images of and experiences with our organization. To gauge shared mind-set, we ask each member of our team to answer the following question:

⦁ What are the top three things we want to be known for in the future by our best customers?
Measure the degree of consensus by calculating the percent of responses that match one of the three most commonly mentioned items.

We have done this exercise often to find a shared mind-set of 50%—60%; our company have scored in the 80% to 90% range.

⦁ Next step is to invite key customers to provide feedback on brand identity. The greater the degree of alignment between internal and external mind-sets, the greater the value of this capability.

Accountability: We are good at obtaining high performance from employees. Performance accountability becomes an organizational capability when employees realize that failure to meet their goals would be unacceptable to the company. The way to track it is to examine the tools we use to manage performance. By looking at a performance appraisal form can we derive the strategy of the business. What percent of employees receive an appraisal each year? How much does compensation vary based on employee performance? Some firms claim a pay-for-performance philosophy but give annual compensation increases that range from 3.5%—4.5%. In our understanding these companies aren’t paying for performance. We would suggest that with an average increase of 4%, an ideal range for acknowledging both low and high performance would be 0% to 12%.

Collaboration: We are good at working across boundaries to ensure both efficiency and leverage. Collaboration occurs when an organization as whole gains efficiencies of operation through the pooling of services or technologies, through economies of scale or through the sharing of ideas and talent across boundaries. Sharing services for example, has been found to produce a savings of 15%—25% in administrative costs while maintaining acceptable levels of quality. Knowing that the average large company spends about $1,600 per employee per year on administration, we can calculate the probable cost savings of shared services. Collaboration may be tracked both throughout the organization and among teams. We determined whether our organization is truly collaborative by calculating its breakup value. We estimate what each division of our company might be worth to a potential buyer, then add up these numbers and compare the total with our current market value. As a rule of thumb, if the breakup value is 25% more than the current market value of the assets, collaboration is not one of the company’s strengths.

Learning: We are good at generating and generalizing ideas with impact. Organizations generate new ideas through benchmarking (that is, by looking at what other companies are doing), experimentation, competence acquisition (hiring or developing people with new skills and ideas) and continuous improvement. Such ideas are generalized when they move across a boundary of time (from one leader to the next), space (from one geographic location to another), or division (from one structural entity to another). For individuals, learning means letting go of old practices and adopting new ones.

Leadership: We are good at embedding leaders throughout the organization. Companies that consistently produce effective leaders generally have a clear leadership brand—a common understanding of what leaders should know, be and do. These companies leaders are easily distinguished from their competitors. Former McKinsey employees, for instance, consistently approach strategy from a unique consulting perspective; they take pride in the number of the firms alumni who become CEOs of large companies. In October 2003, the Economist noted that 19 former GE stars immediately added an astonishing $24.5 billion (cumulatively) to the share prices of the companies that hired them. One can track your organizations leadership brand by monitoring the pool of future leaders. How many backups do you have for your top 20 employees? Is there any backup for the top employees of the organization? How the company’s substitute-to-star ratio and ensure restructuring and the elimination of certain development assignments if required. Seeing the damage to the company’s leadership bench, executives encouraged potential leaders to participate in temporary teams, cross-functional assignments and action-based training activities, thus changing the organizations substitute-to-star ration to about 1:1.

Customer Connectivity: We are good at building enduring relationships of trust with targeted customers. Since its frequently the case that 20% of customers account for 80% of profits, the ability to connect with targeted customers is a strength. Customers connectivity may come from dedicated account teams, databases that track preferences, or the involvement of customers in HR practices such as staffing, training and compensation. When a large portion of the employee population has meaningful exposure to or interaction with customers, connectivity is enhanced. To monitor this capability, identify key accounts and track the share of those important customers over time. Frequent customer-service surveys may also offer insight into how customers perceive your connectivity.

Strategic Unity: We are good at articulating and sharing a strategic point of view. Strategic unity is created at three levels: intellectual, behavioral and procedural. To monitor such unity at the intellectual level, make sure employees from top to bottom know what the strategy is and why it is important. You can reinforce this sort of shared understanding by repeating simple messages; one can measure it by noting how consistently employees respond when asked about the company’s strategy. To gauge strategic accord at the behavioral level, ask employees how much of their time is spent in support of the strategy and whether their suggestions from improvement are heard and acted on. When it comes to process, continually invest in procedures that are essential to the strategy.

Innovation: We are good at doing something new in both content and process. Innovation—whether in products, administrative processes, business strategies, channel strategies, geographic reach, brand identity or customer service—focuses on the future rather than on past successes. It excites employees, delights customers and builds confidence among investors. This capability may be tracked through a vitality index. For instance one that records revenues or profits from products or services created in the last three years.

⦁ Efficiency: We are good at managing costs. While its not possible to save your way to prosperity leaders who fail to manage cost will not likely have the opportunity to grow the top line. Efficiency may be the easiest capability to track. Inventories, direct and indirect labor, capital employed and costs of goods sold can all be viewed on balance sheets and income statements.

Conducting a Capabilities Audit

Just as a financial audit tracks cash flow and a 360-degree review assesses leadership behaviors, a capabilities audit can help you monitor your company’s intangible assets. It will highlight which ones are most important given the company’s history and strategy, measure how well the company delivers on these capabilities and lead to an action plan for improvement. This exercise can work for an entire organization, a business unit, or a region. Indeed, any part of a company that has a strategy for producing financial or customer-related results can do an audit, as long as it has the backing of the leadership team. The idea in short, is not necessarily to boost weak capabilities but to identify and build capabilities that will have the strongest and most direct impact on the execution of strategy.

⦁ Lessons Learned
No two audits will look exactly the same, but our experience has shown us that, in general, there are good and bad ways to approach the process. You will be on the right track if you observe a few guidelines.

⦁ Get focused: It’s better to excel at a few targeted capabilities than to diffuse leadership energy over many. Leaders should choose no more that three on which to spend their time and attention; they should aim to make at least two of them world-class. This means identifying which capabilities will have the most impact and will be easiest to implement and prioritizing accordingly. The remaining capabilities identified in the audit should meet standards of industry parity. Investors seldom seek assurance that an organization is average or slightly above average in every area; rather, they want the organization to have a distinct identity that aligns with its strategy.

⦁ Recognize the interdependence of capabilities: While you need to be focused, its important to understand that capabilities depend on one another. So even though you should target no more than three for primary attention, the most important ones often need to be combined. For example, speed won’t be enough on its own; you will likely need fast learning, fast innovation, or fast collaboration. As any capability improves, it will probably improve others in turn. We assume that no capabilities are built without leaders, so working on any one of them builds leadership. As the quality of leadership improves, talent and collaboration issues often surface—and in the process of resolving those problems, the company usually strengthens its accountability and learning.

⦁ Learn from the best: Compare your organization with companies that have world-class performance in your target capabilities. Quite possibly, these companies won’t be in the same industry as your organization. Its often helpful, therefore, to look for analogous industries where companies may have developed extraordinary strength in the capability you desire. For example hotels and airlines have many differences, but they are comparable when it comes to several driving forces: stretching capital assets, pleasing travelers, employing direct-service workers, and so on. The advantage of looking outside your own industry for models is that you can emulate them without competing with them. They are far more likely than your top competitors to share insights with you.

⦁ Create a virtuous cycle of assessment and investment: A rigorous assessment helps company executives figure out what capabilities will be required for success, so they can in turn decide where to invest. Over time, repetitions of the assessment-investment cycle result in a baseline that can be useful for benchmarking.

⦁ Compare capability perceptions: Like 360-degree feedback in leadership assessments, capabilities audits sometimes reveal differing views of the organization. For example, employees or customers may not agree with top leaders perception that there is a shared mind-set. Involve stakeholders in improvement plans. If investors rank the firm low on various capabilities, for instance, the CEO or CFO might want to meet with the investors to discuss specific action plans for moving forward.

⦁ Match capability with delivery: Leaders need to do more than talk about capability; they need to demonstrate it. Rhetoric shouldn’t exceed action. Expectations for improvement should be outlined in a detailed plan. One approach is to bring together leaders for a half-day session to generate questions for the plan to address; what measurable outcome do we want to accomplish with this capability? Who is responsible for delivering on it? What decisions can we make immediately to foster improvement? What actions can we as leaders take to promote this capability? Such actions may include developing education or training programs, designing new systems for performance management and implementing structural changes to house the needed capabilities. The best capability plans specify actions and results that will occur within a 90-day window. HR professionals may be the architects, but managers are responsible for executing these plans.

⦁ Avoid under investment in organization intangibles: Often, leaders fall into the trap of focusing on what is easy to measure instead of what is in greatest need of repair. They read balance sheets that report earnings, EVA or other economic data but miss the underlying organizational factors that may add value. At times the capability goals can be very concrete, as with HIS’s focus on efficiency.

⦁ Don’t confuse capabilities with activities: An organizational capability emerges from a bundle of activities, not any single pursuit. So leadership training, for instance, need to be understood in terms of the capability to which it contributes, not just the activity that takes place. Instead of asking what percent of leaders received 40 hours of training, ask what capabilities the leadership training created. To build speed, IHG leaders made changed in the company’s structure, budgeting processes, compensation system, and other management practices. Attending to capabilities helps leaders avoid looking for single, simple solutions to complex business problems…

Few would dispute that intangible assets matter. But it can be quite difficult to measure them and even harder to communicate their value to stakeholders. An audit is a way of making capabilities visible and meaningful. It helps executives assess company strengths and weaknesses, assists senior leaders in defining strategy, supports midlevel mangers in executing strategy and enables frontline leaders to make things happen. And it helps customers, investors and employees alike recognize the organizations intangible value.

⦁ About us

We are a company of over 50 dedicated team members working together to make it easier for our customers by providing their industry supplies, we offer the largest selection of products from the world’s top manufacturers. We take pride in what we do. We roll up our sleeves to get the job done. We have the experience and know-how to help our clients not only the products they need, but the forward-thinking solutions that will help their business grow.
We are headquartered in Doha, Qatar but our reach is word-wide. We have branches and distributions network globally , as well as 24/7 online assistance.

Our Values

As a front-runner in the business community, TZD Global sets high standards for integrity, ethics and accountability, while providing a great place to work

We deliver first-rate performance to our customers, supplier partners, stakeholders, and communities, in a caring, collaborative, and forward-thinking way.

Our performance drives
Wow the Customer
Take personal responsibility for creating an exceptional customer experience.

⦁ Know your customers.
⦁ Earn your customers’ trust.
⦁ Become your customers’ “go-to” person.

Have a winning attitude
⦁ Bet the competition
⦁ Play to win
⦁ Act with optimism and enthusiasm
⦁ Make courage’s decisions

Drive for the best results
⦁ Work with integrity
⦁ Set high standards
⦁ Take personal accountability
⦁ Deliver on commitments

Make the team better
Take personal responsibility for the team’s success
⦁ Be collaborative
⦁ Build trust
⦁ Communicate openly and honestly
⦁ Listen and learn from others

Lead the way
⦁ Translate strategy into action
⦁ Attract, develop and retain diverse talent
⦁ Create an open environment
⦁ Drive improvement and innovation

⦁ TZD Global Solutions
Take a look at three, basic questions and insights that we use to help clarify why our international solutions are the right choice for you. Put us to work and you’ll discover a reliable, consistent experience with solutions that are locally-managed and Internationally-driven.

Three keys to help understand why TZD Global solutions are right for you

⦁ Why Customers choose TZD Global
International operations can be complicated. When it comes to getting the products and services you need, your business demands a reliable, consistent experience. TZD Global makes doing business around the globe easier with solutions that help alleviate hassles associated with maintenance, repair, operations and Projects (MROP). Put these powerful advantages to work to help your international business grow.
⦁ What you need

⦁ Your Trusted Source

⦁ Safety

⦁ Inventory Management

Our Values

As a front-runner in the business community, TZD Global sets high standards for integrity, ethics and accountability, while providing a great place to work We deliver first-rate performance to our customers, supplier partners, stakeholders, and communities, in a caring, collaborative, and forward-thinking way.

ISO Certification 9001 2015

ISO 9001 is a set of international requirements relating to quality management and is used to assess whether an organization is able to meet its customer’s requirements, comply with relevant legislation and regulations and fulfill its own organizational requirements. It also forms the basis for setting up and maintaining a quality management system. TZD Global believes wholeheartedly in the power of quality systems that help people in their work. We carefully monitor market developments in this respect.

Not only in terms of meeting customer requirements, but also to continue improving our own internal organization. TZD Global implemented a version of ISO 9001:2015 standards applicable to Procurements & Shipping companies. In doing so, we have also chosen to adopt the PPV’s more stringent requirements incorporating SCC standards (Safety, Health and Environment checklist for Contractors).

TWIG Logistics Network

TZD Global is a member of TWIG network group.

This is a guarantee of quality and professionalism in international relocation. Not only can we coordinate you relocation to and from Qatar, but we can also oversee all of a multi-national company’s global relocation needs to and from any destination worldwide. All of this from our base in Qatar. So look no further than TZD Global – even to relocate staff from the United States to South Africa.