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2 5 2011 Exel And Dhl Seek Greater Flexibility
 

2 5 2011 Exel And Dhl Seek Greater Flexibility

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Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 ...

Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)

Regards,

Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com

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    2 5 2011 Exel And Dhl Seek Greater Flexibility 2 5 2011 Exel And Dhl Seek Greater Flexibility Document Transcript

    • A White Paper from the Americas Leaders in Supply Chain ManagementConsumer GoodsManufacturers Seek GreaterSupply Chain FlexibilityUncovering Packaging and Distribution Efficiency Opportunities
    • products to meet diverse needs. Many major retailers Introduction and FMCG manufacturers benefited from this highOver the past few decades Fast Moving Consumer consumption era – and supply chains were all aboutGoods (FMCG) companies have been forced to keeping up with demand.react to a multitude of changing market dynamics.The mergers and acquisitions era created strong Then, in 2006, consumer spending patterns incompetitors and rapid growth for many companies, developed economies, such as North America, Westernbut resulted in complex and costly logistics Europe and Japan, began shifting as volatile stockinfrastructures. And, the growth in big box retailing prices signaled an early warning to the severe andand e-commerce placed increased attention on the lingering economic crisis to come. The effects of theconsumer shopping experience, recession – falling home values,creating a shift in the balance of lack of credit, high unemploymentpower from the manufacturer to and the dramatic erosion ofthe retailer. “The shift to modern trade personal savings – pushed in emerging markets is consumers toward a more frugalAt the same time, the technology lifestyle characterized by lowerand manufacturing boom was a clear trend. We see rates of spending, valuegiving rise to developing different stages of retailer purchasing and trading someeconomies in Asia and Latin convenience for better prices.America, creating new consumers requirements during this They also shifted their spendingand growth opportunities for evolution, creating more to retail channels such asFMCG manufacturers and retailers discount centers and conveniencealike. While top-line growth was complexity in dealing with stores and made a variety ofenticing in these emerging other shopping choices, these differing models.” including turning to storemarkets, lack of infrastructure,dispersed populations and Source: FMCG Manufacturer, Asia brands, to obtain the bestcultural nuances created possible price.challenges for even the bestmanufacturing and logistics The demographics of developedplanners seeking to establish operations and capture countries are also evolving, forcing retailers andmarket share quickly and profitably. FMCG manufacturers alike to further segment their go-to-market strategies. For example, aging babyWhile each of these dynamics influenced how FMCG boomers who once loved the convenience of bigmanufacturers and retailers went to market, the box stores are now seeking more accessibleeconomic fluctuations experienced around the world neighborhood locations.in recent years have most dramatically impactedgrowth and operating strategies. Recognition that local consumer preferences and needs vary by locale is also growing. WhetherResponding to Shifting Demand catering to the requirements of a rural communityin Developed Economies or offering products that fit the tastes of an ethnic neighborhood in an urban area, adapting toIn mature markets, the early 21st century saw customer needs has never been more critical tounprecedented affluence among busy, technologically maintaining market share.advanced consumers who were demanding higherlevels of service, quality and shopping convenience. The decreased consumption of consumer goodsSavvy retailers anticipated and capitalized on these in North America, Western Europe and Japan,consumers’ expectations, giving rise to big box and combined with shifting demographics and lowerspecialty retailers that offered unique shopping rates of spending, will continue to limit growthexperiences and a nearly endless selection of potential in these areas.PAGE 2
    • Positioning for Sustained Capitalizing on ConvergingGrowth in Emerging Markets Market DynamicsEven before the global recession started, FMCG While the market dynamics of developed and emergingcompanies were extending their reach into Asia, economies remain distinct, supply chain strategiesEastern Europe and Latin America. employed in both markets areWhile lack of infrastructure and converging in some areas. Adiverse retail channels, including “Even during the financial recent Grocery Manufacturerslocal markets and street vendors, Association (GMA) report notedmade product distribution crisis, emerging market that managing supply chains inchallenging, it was clear these consumers kept buying, silos on a regional basis andcountries could offer sustained “reinventing the wheel” are lostgrowth for decades to come – helping to buffer many opportunities to optimize bestan upside manufacturers needed emerging economies practices on a global scale. Theas mature markets were phrase “think globally, act locally”reaching the saturation point. from the global recession. has never been more appropriate. While sales of consumerWhereas consumers in mature This paper examines how retailerseconomic markets are remaining goods in developed are reacting to these changingfrugal during the recovery, markets fell 14% between consumer dynamics and, in turn,studies indicate that young, new how FMCG manufacturermiddle classes in countries such 2007 and 2009, demand strategies are being impacted.as India, China, Mexico, Brazil in emerging markets kept It then reviews several areasand South Africa are steadily FMCG supply chain managersincreasing their rate of spending growing, increasing 11%.” can optimize to help meeton consumer goods. These customers’ needs, while achievingcountries are seeing increased JPMorgan Market Commentary, their own operational efficiencyoutput, employment growth and September 2010 and sales support goals.the emergence of increasinglyaffluent consumers ready to explorenew products, brands and retail channels. Retailers’ Strategies to Meet New Consumer and Economic DynamicsHowever, the opportunity to capitalize on sales andmarket share growth will not last forever. The middle In a benchmarking study by the Aberdeen Group,classes are quickly forming attachments to brands retailers identified the need to react to fluctuationsand products, particularly those that align with local in demand in a timely manner as their top supplytastes and cultures. chain execution pressure. This is a result of historical buying trends in mature markets no longer beingA major cultural shift is also underway as consumers who a clear indicator of future consumer behavior inhave traditionally purchased goods at markets or small an uncertain economy. And, in emerging markets,local stores are beginning to shop at supermarkets, mass demand is difficult to measure accurately due tomerchandisers and discount stores. But, competition the diverse retail distribution channels and still-and channel complexity remain, because both retail developing consumer preferences.models are viable options in urban and rural areas. In spite of demand measurement challenges, retailersWhether already established and looking to increase must still act quickly to compete for share of themarket share or just preparing to enter an emerging consumer wallet by looking for new ways to attractmarket, there is a greater sense of urgency for FMCG customers to existing stores in established geographies,manufacturers and retail distributors to ensure their and attempting to localize the product offering andsupply chains are positioned for growth and flexibility. increase market penetration in emerging markets.
    • Product selection, marketing and merchandising when point-of-sale data was less reliable instrategies, and new store formats are all being anticipating future demand. And, emergingevaluated to secure the highest possible market markets are unpredictable by nature due to visibilityshare in target geographies. limitations and rapidly evolving customer needs. Determining the appropriate mix of SKUs to satisfyAt the same time, retailers are continually focusing consumer shopping habits while avoiding under-on reducing overall levels of inventory and seeking or over-stocks that could negatively impactto lower total landed costs to maximize profits. top-line sales and bottom-line profits, is now a moreWhether succeeding in a mature market with dynamic process requiring frequent adjustments.value-conscious consumers or seeking to influencehow increasingly affluent consumers in emerging Smaller, More Frequent Ordersmarkets shop, retailers are taking similar approachesto differentiate and achieve competitive advantage. Traditional retailers are responding to demand dynamism by changing their replenishment Localized Retail Formats strategies to smaller, more frequent orders. Changes in store size, format and location to Merchandising and other product-driven accommodate local or demographic needs strategies are common areas of focus when have also influenced inventory replenishment adapting to changing consumer needs, but strategies. Smaller retail formats, dollar stores new views on optimal store formats are and convenience stores have limited shelf taking center stage in recent years. and inventory storage space. Maintaining less The first mass merchandisers inventory at stores also avoids to enter markets like Mexico over-stocks and obsolescence and China quickly learned “Lead times are going when demand fluctuates. that large, inventory-packed stores did not always align down. Smaller deliveries Store-Level Differentiation with the shopping habits and are increasing. These preferences of local consumers. Product customization through This has resulted in smaller changes are the new innovative packaging, specialty stores that feel more like reality and will stay in packs, promotional bundles and the casual markets locals assortments continues to grow in prefer. Although the driver place even with an popularity among retailers. The is different, a similar economic turnaround.” concept of secondary packaging transformation of retail (co-packing), first introduced in formats is occurring in mature Source: Beverage Producer, Europe club stores as a way to entice markets. Retailers are catering customers to buy in bulk for more to consumer target groups, value, is now a sophisticated such as aging baby boomers marketing strategy focused on and ethnic populations, by drawing customers into the store and differentiating building stores that offer shopping experiences the product offering. uniquely aligned to their needs. Retailers are also enjoying higher sales and profits Stock Keeping Unit (SKU) Rationalization from store brands, which can provide consumers more value for their money than brand-name Retailers are continually evaluating their SKU products. Private labels today bear no resemblance assortment to improve the consumer shopping to the unappealing black and white generic brands experience, reduce out-of-stocks and lower overall introduced in the 1970s, and they are gaining inventory and waste, thereby improving margins. SKU respect as good-quality alternatives to higher priced optimization strategies in mature markets were national brands. In the U.K., private labels make particularly important during the economic downturn up more than half of its grocery market, accordingPAGE 4
    • to data from IBISWorld. Recent research by reduce labor costs. “Smaller,” “customized” and Information Resources, Inc. indicates that in the “highly differentiated” do not work well with these U.S., store brands have captured an estimated 23 legacy operations. Figure 1 illustrates a traditional percent of the market, with annual growth rates distribution supply chain in a mature market. of 18 percent in the last two years. The growth of modern retail channels in emergingThese retail strategies, which are designed to address markets will eventually be a benefit to FMCGchanges in economic conditions and consumer companies operating in these regions, offeringbehavior, have upstream market share and profit distribution synergies and sales channels moreimplications for consumer goods manufacturers. aligned to their production capabilities. Today, however, it adds complexity to an already tenuous situation. In addition to using local distributors to FMCG Supply Chain Impacts of get product to markets and local retail outlets, Evolving Consumer & Retailer Needs FMCG manufacturers are now challenged to meetWhile consumer goods fared better than most industries the needs of an even more diverse retail channelduring the economic downturn, manufacturers are mix. And, of course, manufacturing quality andstill faced with unpredictable consumer demand, product safety remain a concern and challenge,strong competitors, increasing retailer requirements, particularly in remote or unstable regions.rising commodity costs and pressures to reducecarbon emissions. In addition, unique infrastructure Manufacturers in all parts of the world are lookingchallenges create efficiency obstacles for operations for better ways to meet retailer and consumerin both mature and emerging markets. needs, including:In mature markets, consumer goods manufacturing − Cost-effectively adapting manufacturing andand supply chain operations are well established, but packaging processes for point-of-sale customizationthat brings as many issues as benefits. Traditional and differentiation;manufacturing operations were designed to utilizestandard high-volume, highly automated equipment − Optimizing the supply chain network andto maximize productivity and capital investments, organizing deliveries to support smaller, moreand reduce labor costs. Corresponding supply chain frequent orders; andgoals were to use standard package sizes shippedin truckload quantities to minimize transportation − Introducing flexibility into complex, high-costcosts, support mechanized distribution centers and supply chains. Primary Packaging Secondary Packaging Traditional FMCG Supply Chain Network FMCG Manufacturing FMCG Distribution Center Retailer Distribution Center Retail Store or Third Party Cross-DockFigure 1PAGE 5
    • These objectives can be accomplished through emerging markets, FMCG companies have alreadyimproved manufacturing and distribution supply outsourced manufacturing as a means to enter thechain strategies. While FMCG supply chains have market since, initially, there is insufficient demandcontinued to evolve, opportunities remain to profitably to require a dedicated manufacturing facility. Inmeet new challenges. As retailers and consumers in mature markets, the shift to smaller, more frequent,emerging markets follow the lead of modern trade customized orders requires shorter production runsin mature markets, manufacturers can look to some or specialty equipment that is not available on allof these same efficiency and productivity manufacturing lines.opportunities to capitalize on new sales growth. In either scenario, manufacturing and packaging Strategies for Creating More processes for some consumer goods can be Responsive, Efficient and Cost- outsourced to an appropriately equipped and Effective FMCG Supply Chains qualified distribution center to bring the product closer to the end customer. OutsourcingThis paper discusses four supply chain strategies manufacturing can increase asset utilization, reducethat can help manufacturers meet new market new capital investments, help facilitate productdemands, while also satisfying their own requirements packaging based on regionalized demand andto operate efficiently and support growth: provide greater flexibility in responding to the changing marketplace. With this strategy, bulk− Outsourcing Primary Packaging product or ingredients are shipped to the production (Contract Manufacturing); facility or distribution center where it is mixed, if needed,− Optimizing Secondary Packaging “Retailers will continue and packaged into smaller (Co-packing) Locations; containers. This is a very flexible to look for ways to strategy that provides retailers− Regionalization of Distribution customize. For our supply with the different package sizes Networks; and they require, including the chain, it is about speed to smaller packaging sizes for− Horizontal Collaboration. market in a cost-effective convenience and dollar stores.These strategies can be used and sustainable way.” For the FMCG manufacturer,alone or together as part of an outsourcing saves costs and Source: FMCG Manufacturer, provides flexibility for bothintegrated solution that simplifies North America operations and marketing.and drives costs from FMCGsupply chains. While these Outsourcing reduces the timepractices are not new, to benefit and complexity required toall parties in the FMCG supply chain, they need to change manufacturing lines that support productbe better integrated and streamlined from design launches or shorter promotional runs. And flexibilitythrough execution. can increase by shifting primary packaging into the distribution center network, since final packaging decisions can be postponed. This allows marketers Strategy 1: Outsourcing Primary Packaging to delay decisions on product customization basedAlthough the outsourcing of primary packaging on distinct demographic or cultural differences.has been around for decades, it is experiencing In the end, product moves less frequently,renewed interest from companies entering transportation costs are reduced and the productemerging markets and those trying to streamline is packaged closer to the local distribution pointsexisting operations in mature markets. In many and the end consumer.PAGE 6
    • Co-locating secondary packaging in an existing Strategy 2: Optimizing Secondary distribution or manufacturing location also Packaging Locations eliminates transportation to and from the co-Warehouse club stores have long used customized packer, reducing carbon emissions, minimizingdisplays and promotional packaging as transportation costs and eliminating potentialmerchandising tactics to attract customers. However, product damage. Additional overhead cost savingsthis strategy has proliferated as major retailers are can be achieved through improved facility useincreasing their use of customized packaging, and eliminating resource redundancy, particularlyproduct sizes and promotional bundles to in campus operations where trained labor isdifferentiate themselves in the marketplace. readily available to support special projects. By using resources from withinWith the rate of custom- the campus, the manufacturerization on the rise, secondary Campus Operations can avoid maintaining extrapackaging has become an staff to support co-packimportant competitive projects or hiring less productiveadvantage in the FMCG A typical campus site temporary labor. In addition,supply chain, because it operated by a 3PL product security and visibilitysupports product promotions can be better controlled whenand provides the ability to vary encompasses numerous product moves less frequently,pack sizes by repackaging facilities that offer particularly in emerging marketsfinished goods into multipacks, where counterfeiting and theftassortments and bundles. dedicated and shared are growing concerns.Demographic-based use space. Located nearcustomization also provides Strategy 3:FMCG manufacturers an intermodal hubs and Regionalizationopportunity to compete against staffed with administrative of Distribution Networksprivate labels by assembling likeproducts in more appealing value as well as facility support In mature and emerging markets,or combination packs to create many of the top FMCG personnel, these sites manufacturers have moved awayincreased shelf differentiation. offer a full range of from a centralized distributionThe secondary packaging process model in favor of a regional transportation, distribution center (RDC) networkcan be inefficient and costly,since many manufacturers ship warehousing and or cross-dock network thatproduct out to co-packers for positions product closer tocustomization, which then packaging services to customers. This strategy enablesship it back to the plant or multiple customers. shorter order lead times, whicha distribution center. For these allows retail customers to respondcompanies, consolidating See Figure 2 quicker to fluctuating consumersecondary packaging operations demand. It also reduces retailinto an existing facility allows store inventory, productthem to postpone customization closer to obsolescence and security burdens that come withconsumption and avoid adding steps and time to managing large volumes of product in some regions.the production process. This helps reduce orderlead times, avoid carrying unnecessary inventory, Manufacturers can reduce both inbound andenables just-in-time shipment of floor-ready displays outbound transportation costs by locating RDCsand products for advertised promotions, and can or cross-docks near the plant or in campusresult in less SKU and material obsolescence. operations that provide access to intermodal facilities. Campus-based sites also offer additionalPAGE 7
    • space, flexible labor availability and the opportunityfor multi-manufacturer collaboration for sharedwarehousing and transportation, as shown in Figure 2. “Collaboration is a challenge in most markets. EveryoneWhile some FMCG companies already have RDCnetworks in place, the existing locations may be the seems positive about theresult of acquisitions or facilities built for distinct product idea, but bringing it tolines. These companies may consolidate into fewer,larger RDCs in more strategic locations for greater practice and gainingefficiency and savings. benefits are difficult. We Strategy 4: Horizontal Collaboration need trust and efficientHorizontal supply chain collaboration among solutions to make it work.”FMCG manufacturers involves sharing warehouse Source: FMCG Manufacturer, Europespace and/or consolidating smaller shipments ofmultiple manufacturers into more economicaltruckload shipments going to the same retailcustomer. In many emerging markets, collaboration This type of strategic collaboration between FMCGis a cost-efficient way to establish and serve manufacturers to reduce costs and improveremote areas that have low population density efficiencies is an idea that has been around foror infrastructure challenges. And in mature some time. However, competitive concerns asmarkets, it can help meet the demands of the well as cost- and savings-sharing complexitiesretailer as order and shipment sizes shrink. have stalled progress. Regional Campus Operation Dedicated and Shared-Use Facilities FMCG Manufacturer #1 Distribution Center (Packaging Included) Flexible Labor Retailer Distribution Center MFG #2 MFG #3 FMCG Manufacturer #2 Distribution Center (Packaging Included) FMCG Manufacturer #3Figure 2PAGE 8
    • Manufacturers across the world are now looking meet retailer requirements without incurringseriously at collaboration as a way to drive supply additional costs. Collaboration offers the economieschain efficiencies, share costs and reduce carbon of scale needed to procure flexible storage, packagingemissions in support of sustainability strategies. and transportation solutions.A first area of focus is typically collaborative freight Integrating Strategies for a Moreconsolidation. Manufacturers can save significant Streamlined Supply Chaincosts on the smaller, more frequent deliveries thatretailers are increasingly demanding – or in emerging With the new reality of smaller, more frequent shipments,markets where stores have less shelf space and shorter lead times and fluctuating economic conditions,consumer demand is still building. price-driven logistics decisions that do not anticipate and support quick response to consumer and retailerShared warehousing provides each manufacturer expectations can do more harm than good.flexibility, because space can be configured to meetfluctuations in demand, which results in greater Traditional approaches of bidding out individualoptimization of assets. locations or services can take costs out of the business in the short term and offer immediate business impact.Value-added services such as packaging, However, in the long term, managing multiple suppliersconsolidation and merge-in-transit can also be with limited integration and connectivity can result inprovided. The cross-docking capability is particularly additional administrative costs and inefficiencies.beneficial for manufacturers that fulfill retail ordersfrom multiple plants in smaller quantities. By mergingshipments at the cross-docks, manufacturers reduce A recent industry reporttransportation costs and decrease stock transfers calculated that logisticswhile retailers achieve receiving synergies. costs alone consume, on average, 6.8% of a FMCG Store-Ready Pallets manufacturer’s annual sales. Pallets created by product category Source: The GMA logistics benchmark (e.g. health and beauty) can be report, March 2010 assembled at cross-dock locations prior to store delivery. These In emerging markets where securing accurate cost, store-ready pallets contain service and product data is already challenging, buying transportation, warehousing, packaging products from multiple man- and other services separately creates even greater ufacturers for reduced freight inventory and visibility challenges. And with multiple suppliers, trying to apply standard operating costs and improved receiving procedures or trace product damages becomes synergies at the retail outlet. increasingly difficult. In the end, if products are moving more frequentlyWith enough volume and coordination, “store-ready” or service levels cannot be met due to the longer leadpallets can be built. This decreases retail receiving costs time required to make extra moves betweenby allowing shipments to bypass the retail DC and be manufacturing, packaging and distribution partners,delivered in truckload quantities directly to the store. the impact may be higher total landed costs and lost sales for both FMCG manufacturers and retailers.Collaboration can also be a particularly effective Figure 3 illustrates a streamlined supply chain network.strategy for mid-sized manufacturers that struggle toPAGE 9
    • Streamlined FMCG Supply Chain Network Campus Operation - Dedicated or Shared-Use Facility Mature Market or FMCG Manufacturers Distribution Center (Primary & Secondary Retailer Distribution Retail Store Packaging) Center Emerging Market or DC Bypass Outsourced Primary Packagers Third Party Cross-Dock Retail StoreFigure 3 Strategic Role of Third-Party Conclusion Supply Chain Partners The consumer dynamics created in both developedAchieving optimal efficiency takes knowledge and emerging markets by the global economic crisisand control over all the moving parts of a supply are likely here to stay. As retail channels proliferatechain. Having a partner with the knowledge and and retailers mount new strategies to capturethe resources available to support these challenges market share and extend geographic reach, FMCGis critical to achieving sales and profit goals, manufacturers need more flexible supply chainparticularly in emerging markets where experience solutions that better position them to capitalize onwith local customs and business practices can new revenue and market share growth opportunities.make a difference. The supply chain strategies outlined in this whiteA third-party logistics provider that can offer network paper not only deliver the flexibility and costdesign and optimization, primary and secondary efficiency dynamic retail channels demand, butpackaging support, campus-based warehouse and also create the foundation for improvements intransportation solutions, labor management, real quality and service that lead to a more sustainableestate services, regional expertise, and collaboration competitive position.opportunities will be equipped to deliver the service,flexibility and value needed to remain competitivein any market.These providers can also offer the visibility andcontrol needed to better understand and managethe increasing costs to serve both retailers andconsumers, supporting long-term sales andprofitability goals that reach far beyond thesupply chain.PAGE 10
    • ABOUT EXELExel is the North American leader in contract logistics, providing customer-focused solutions to a wide range of industriesincluding automotive, consumer, retail, engineering and manufacturing, life sciences and healthcare, technology, energy andchemicals. Exel’s innovative supply chain solutions, skilled people and regional coverage bring together all aspects of contractlogistics in addition to a wide range of integrated, value-added and specialist services. Exel is a wholly owned entity of DeutschePost DHL, the world’s leading logistics group.For more information about Exel’s solutions for the consumer sector visit: www.exel.com/consumersolutions.Web site: www.exel.comEmail: consult.americas@exel.comPhone: 800.272.1052 or 614.865.8500ABOUT DHL SUppLy CHAinDHL Supply Chain is the global market leader in the logistics industry with more than $18 billion in annual revenues and apresence in more than 60 countries and territories, including Mexico, Brazil, Argentina and Chile in Latin America. A worldwidenetwork of 120,000 associates and 2,400 warehouses and sites offers customers superior service quality and local knowledge.Innovative solutions create competitive advantage for customers and span the entire supply chain including supply chainmanagement and consulting, warehousing and distribution, value-added services and managed transportation. DHL SupplyChain is a division of Deutsche Post DHL.For more information about DHL Supply Chain’s solutions for the consumer sector visit: www.dhl.com/consumersolutions.Web site: www.dhl.comEmail: consult.americas@dhl.comREFEREnCES“2010 Food, Beverage, and Consumer Products Financial Performance Report: Forging Ahead in the New Economy,” Grocery ManufacturersAssociation & PriceWaterhouseCoopers“State of Retail Logistics - Strengthening Cross Channel Supply Chain Execution,” April 2010, Aberdeen Group“Private Label 2009 - Game-Changing Economy Taking Private Label to New Heights,” September 2009, Information Resources, Inc.“Private label ratio soars,” August 5, 2010, Inside Retailing©2010 Exel. All rights reserved throughout the world. Trademarks or registered trademarks are property of their respective owners.While every precaution has been taken to ensure accuracy and completeness in this literature, Exel assumes no responsibility, and disclaims all liability for damages resultingfrom use of this information or for any errors or omissions.PAGE 11
    • www.dhl.com www.exel.comEX-7060November 2010