Spotlight on Thomas van Duinen - Managing Director at Trimex

Could you please tell us a bit about yourself?
My name is Thomas van Duinen and I'm the Managing Director at Trimex International Services Ltd. I was born in Friesland and educated as a Sinologist in Leiden, Paris and Taipei, truly a child that grew up in a time of rapid globalization. At Trimex, we primarily focus on helping multinational clients navigate their business start and expansion in Asia. With over 25 years of experience in the sourcing and production industry, I’ve seen trends come and go, and I’m passionate about leveraging my knowledge to create tailored solutions that meet our clients' unique needs.

What does Trimex do and how has the company evolved in the past few years?
Trimex is primarily an advisory firm that specializes in guiding MNCs on managing their supply chains and business presence in Asia. After Covid, we've shifted our original focus from being an OEM supplier of power tools and accessories to becoming a comprehensive consulting service for companies active in the Sourcing- and Supply Chain from Asia. In view of the evolving regulatory environment coupled with a geopolitical situation where China, the state-of-the-art global production facility that we have built together over the last 25 years, is being viewed more and more as a strategic competitor, Trimex offers hands on solutions on supply chain resilience, sustainability and transparency.

As Managing Director, what does a typical day—or week—look like for you?
My days are pretty dynamic! I spend a lot of time connecting with clients, strategizing with my team, and overseeing ongoing projects. With the ongoing geopolitical challenges created by the US and constant regulatory changes from the EU, there’s hardly a boring moment, whether it's diving into supply chain analytics or brainstorming ideas to tackle client challenges. 

What is your favourite thing about working at Trimex?
I absolutely love the collaborative spirit we have created here with the team and our network. After 25 years we’re like a family that’s united by a shared mission: to ensure our clients succeed in Asia. It’s incredibly rewarding to see the direct impact of our work on their growth and sustainability.

What’s the biggest challenge clients bring to Trimex at the moment?
Right now, clients are really concerned about supply chain disruptions and the need for greater resilience and transparency. The Corona pandemic highlighted some major vulnerabilities, and many companies are looking for guidance on how to adapt.

Are there big differences in how you approach clients in, say, Europe versus Asia or the Americas?
Definitely! Each region has its unique business cultures and challenges. In Asia, where we act as the sales representative for Batavia/Tools to Build for instance, we need to navigate diverse languages and customs, while in Europe, clients often focus on compliance and sustainability factors. Our US clients nowadays come primarily with China offshoring challenges. We tailor our approach based on our customers’ needs in combination with these regional nuances.

How does your team stay ahead when it comes to tech or digital transformation in supply chain operations?
We continuously seek out the newest trends and technologies, and in collaboration with the International Chamber of Commerce (ICC), we're actively laying the foundation for comprehensive end-to-end digitalization of the supply chain. Our team participates in workshops and webinars on a regular basis. Various Dutch agriculture companies that produce in Africa are already using a digitalized set of documents for their export processing in Africa, port processing in Africa (often Chinese owned) and Rotterdam, as well as customs and sanitary clearance in the Netherlands. With the focus of the Hong Kong government on implementing a Model Law on Electronic Transferable Records (MLETR), we aim to bring this system to their (and your) attention. Being at the heart of the world's largest supply chain, we cultivate a culture of innovation that encourages everyone to share new ideas and solutions.

Sustainability is a hot topic—how do you see it playing into the work Trimex does?
Sustainability is at the core of our mission. We assist clients in developing supply chains that are not only efficient but also capable of meeting various environmental and social standards. With Polar caps melting, increasing regulatory demands and the rising expectations of Gen Z consumers, it has become essential for businesses to prioritize sustainability.

However, to create a level playing field, also in sustainability, regulators must apply the same rules to all imports. This approach is crucial to avoid the significant discrepancies we currently observe between unregulated online companies like Shein and Temu, and more regulated brick-and-mortar retailers. As we say in Dutch, "gelijke monniken, gelijke kappen" . This means that to sell in any market, adherence to its rules and regulations is necessary, regardless of whether you are shipping 1 million units valued at EUR 25 each—which falls below the customs value threshold for inspection—or a single shipment worth EUR 25 million, which will certainly be subjected to compliance inspections by regulators. The US is setting a positive example by opening the "de minimis" rule for discussion and we at Trimex strongly believe the EU should follow here.

What’s the most rewarding part of leading a team at this stage in your career?
Watching my team grow and succeed is incredibly fulfilling. I love mentoring them and seeing their ideas come to life, knowing we’re making a positive impact on our clients and the environment.

What kind of leadership style do you think works best in today’s consulting world?
I believe in a participative leadership style, where collaboration and open communication are key. Encouraging team members to share their insights leads to better solutions. I think a lot of the challenges we encounter in the isolated environments of multinational corporations stem from an excessive reliance on the organizational structures taught in MBA programs. This, what I often call the MBA conundrum, often stifles the entrepreneurial spirit that initially fuelled a positive atmosphere and fostered innovation within many companies.

Looking ahead, where do you see the biggest opportunities for Trimex in the next 2-3 years?
I see immense growth potential in guiding companies on sustainability and risk diversification. As more businesses realize the importance of resilient and transparent supply chains, we’re well-positioned to provide valuable expertise.

What’s next on the horizon for you—personally or professionally—that you’re excited about?
After 25 years in the industry, we're receiving an increasing number of inquiries regarding succession planning from our network. I am looking forward to developing Trimex's presence in this emerging area. Personally, I will become an empty nester after the summer holiday. I look forward to use some of my new “free time” to explore new learning opportunities, whether it's through courses or meaningful networks, to keep evolving both myself and the company.