This document compares the logistics companies TCS and DHL in Pakistan. It states that TCS has a 45% market share, while DHL has 39%, with other companies sharing the remaining 16%. It attributes TCS's market leadership to its quality services, employees, dynamic operations, and special offers for students and cargo. The document also discusses TCS's social responsibility efforts and awards it has received.
This document compares the logistics companies TCS and DHL in Pakistan. It states that TCS has a 45% market share, while DHL has 39%, with other companies sharing the remaining 16%. It attributes TCS's market leadership to its quality services, employees, dynamic operations, and special offers for students and cargo. The document also discusses TCS's social responsibility efforts and awards it has received.
Case Study: DHL Shifts Left With CA Application Performance Management to Bo...CA Technologies
Quite often it is a select few IT experts in an IT organization that are most sought after when troubleshooting needs arise. What if you could spread that scarce expertise throughout your IT team and protect those experts? Joe Butler, Global Head of Integration Services, DHL, has made that a goal during his 12-year tenure at DHL and recently found that CA Application Performance Management 10 may help in that cause. Butler oversees Service Delivery for Integration globally for DHL Supply Chain, which supports 1,200 customers globally with more than 12,000 interfaces and manages more than 4 billion transactions each year. Butler's approach to ‘shift left’ means arming his Level 1 teams with the ability to better triage issues before they ever reach Level 2 technicians. Join this session and learn how APM can help protect your IT experts while ensuring the application uptime and quality standards expected by one of the world’s largest logistics company.
For more information, please visit http://cainc.to/Nv2VOe
CEVA Logistics is one of the largest logistics companies in the world, with over 49,000 employees working across more than 1,000 locations in over 160 countries. They provide 10 million square meters of combined storage space and offer services including contract logistics, ocean freight, air freight, and ground transportation. CEVA was formed through the merger of TNT Logistics and EGL and aims to be the most admired supply chain company through a vision of unity, growth, and excellence.
The Big Perspective: Why Maersk Group is all in favor of social mediaAnna Brun
A discussion about maintaining the bigger perspective when it comes to engaging with social media on a global level within Maersk. How has our strategy changed over time? What are the key ways in which Maersk Group sees social media as another tool for achieving business objectives and what makes Maersk’s use of social media unique? Speaker: Anna Christina Granholm-Brun, Maersk Group.
1) Maersk Logistics' SupplyChain CarbonCheck consulting service helps customers identify opportunities to reduce carbon emissions and increase efficiency in their supply chains.
2) The service provides a 4-step methodology to map current carbon footprints, simulate alternative scenarios, evaluate reduction potentials, and implement solutions.
3) Implementing recommended solutions helps customers tap into untapped potential for reducing carbon emissions in their global supply chains.
DHL is a global logistics company founded in 1969 that operates in over 220 countries. It provides supply chain services including transportation, warehousing, and value-added services like assembly and packaging. The document discusses DHL's history, vision, services, and workflow which involves individual and corporate customers dropping off packages that are then sorted, packed, and distributed locally, nationally, or internationally through DHL's regional hubs and offices.
This document discusses how DHL eCommerce can help Irish online retailers expand internationally. It notes that while 77% of Irish websites offer domestic delivery, only 20% offer international delivery, despite growing consumer demand for more delivery options. DHL argues that international shipping is now easier and lower cost, and retailers have nothing to lose by offering it. The document provides data showing customers spend more on average and are more likely to return when express delivery options are available. It outlines DHL's delivery options and recommends Irish retailers advertise their ability to ship globally, give customers delivery choices like express, and make returns easy to boost sales and growth internationally.
Launch of Next-Gen Packaging Design Challengesl2square
Slides presented at the Launch of the Next-Gen Packaging Design Challenge by Nippon Closures.
Design packaging for the elderly and persons with disabilities. Submit your entries by 30 September at www.ncc-challenge.com!
Powered by ICMG and Sustainable Living Lab (SL2)
a small presentation on DHL case from ICMR case no. OPER/099.
giving information about the problems and issue faced buy DHL in Brussels,Belgium and how the established a new hub in Leipzing.
Maersk Line and the Future of Container Shipping.SMU.10.29.12LeeMulkey
Maersk Line is the world's largest container shipping company and aims to differentiate itself through reliability, simplicity, and sustainability. It has implemented strategies like slow steaming and new fuel-efficient vessel designs to reduce emissions and environmental impact. However, customers prioritize low prices over sustainability, so it is challenging for Maersk to gain a competitive advantage through its environmental initiatives alone.
CEVA Logistics: Creating headroom for growth with 90 percent faster reactions...Susanna Harper
CEVA Logistics: Creating headroom for growth with 90 percent faster reactions to seasonal peaks in EDI requirements.
CEVA Logistics is migrating its electronic data interchange services to a high-performance IBM Sterling B2B Integration Services platform in the cloud—enabling it to ensure consistently high availability even during seasonal peaks in logistics demand and lay a stable foundation for growth.
A session at the CBS Competitiveness Day 2015 - Human Capital Analytics Group has conducted a study on the use of employee engagement surveys in Danish companies. We interviewed representatives from the large Danish companies and major survey providers, and conducted a quantitative research on the use of employee engagement surveys in Denmark. This resulted in a Trend Spotting Report “Employee Engagement Surveys in Denmark”.
DSF2017 - Demand, Supply chain, Revenue - ACTOR for CEVAACTOR
Presentation of the speech held by Christophe Poitrineau (Ceva - Executive VP and Head Italy Cluster) titled "Il ruolo dell'operatore logistico nella multi-channel economy: il supporto delle Business Analytics" at the "Decision Science Forum 2017" event dedicated to Business Analytics for Demand, Supply chain, Revenue
The Chairman and Group CEO discuss the Maersk Group's strong financial performance in 2014, with a profit of USD 5.2 billion. They delivered on their strategy to develop premium businesses, increasing focus through divestments of USD 2.5 billion. They achieved a return on invested capital of 11% and shared value with shareholders through dividend raises and a USD 1 billion share buyback. The four large business units successfully delivered on strategic and financial targets, with Maersk Line, APM Terminals, Maersk Drilling, and Maersk Oil improving results. The Group remains committed to its core values as it expands globally.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
This document provides an overview of supply chain management from DHL. It begins by defining what a logistics company is and the services they provide such as mail delivery, freight transportation, warehousing, consultancy, and value-added services. It then discusses why logistics companies are important due to factors like globalization, technology changes, and customer demands. Finally, it examines how DHL has dealt with future trends by focusing on its international express business, increasing presence in growth markets, and managing its global network costs. It also discusses DHL's people strategies around culture, code of conduct, and employee participation.
Case Study: DHL Shifts Left With CA Application Performance Management to Bo...CA Technologies
Quite often it is a select few IT experts in an IT organization that are most sought after when troubleshooting needs arise. What if you could spread that scarce expertise throughout your IT team and protect those experts? Joe Butler, Global Head of Integration Services, DHL, has made that a goal during his 12-year tenure at DHL and recently found that CA Application Performance Management 10 may help in that cause. Butler oversees Service Delivery for Integration globally for DHL Supply Chain, which supports 1,200 customers globally with more than 12,000 interfaces and manages more than 4 billion transactions each year. Butler's approach to ‘shift left’ means arming his Level 1 teams with the ability to better triage issues before they ever reach Level 2 technicians. Join this session and learn how APM can help protect your IT experts while ensuring the application uptime and quality standards expected by one of the world’s largest logistics company.
For more information, please visit http://cainc.to/Nv2VOe
CEVA Logistics is one of the largest logistics companies in the world, with over 49,000 employees working across more than 1,000 locations in over 160 countries. They provide 10 million square meters of combined storage space and offer services including contract logistics, ocean freight, air freight, and ground transportation. CEVA was formed through the merger of TNT Logistics and EGL and aims to be the most admired supply chain company through a vision of unity, growth, and excellence.
The Big Perspective: Why Maersk Group is all in favor of social mediaAnna Brun
A discussion about maintaining the bigger perspective when it comes to engaging with social media on a global level within Maersk. How has our strategy changed over time? What are the key ways in which Maersk Group sees social media as another tool for achieving business objectives and what makes Maersk’s use of social media unique? Speaker: Anna Christina Granholm-Brun, Maersk Group.
1) Maersk Logistics' SupplyChain CarbonCheck consulting service helps customers identify opportunities to reduce carbon emissions and increase efficiency in their supply chains.
2) The service provides a 4-step methodology to map current carbon footprints, simulate alternative scenarios, evaluate reduction potentials, and implement solutions.
3) Implementing recommended solutions helps customers tap into untapped potential for reducing carbon emissions in their global supply chains.
DHL is a global logistics company founded in 1969 that operates in over 220 countries. It provides supply chain services including transportation, warehousing, and value-added services like assembly and packaging. The document discusses DHL's history, vision, services, and workflow which involves individual and corporate customers dropping off packages that are then sorted, packed, and distributed locally, nationally, or internationally through DHL's regional hubs and offices.
This document discusses how DHL eCommerce can help Irish online retailers expand internationally. It notes that while 77% of Irish websites offer domestic delivery, only 20% offer international delivery, despite growing consumer demand for more delivery options. DHL argues that international shipping is now easier and lower cost, and retailers have nothing to lose by offering it. The document provides data showing customers spend more on average and are more likely to return when express delivery options are available. It outlines DHL's delivery options and recommends Irish retailers advertise their ability to ship globally, give customers delivery choices like express, and make returns easy to boost sales and growth internationally.
Launch of Next-Gen Packaging Design Challengesl2square
Slides presented at the Launch of the Next-Gen Packaging Design Challenge by Nippon Closures.
Design packaging for the elderly and persons with disabilities. Submit your entries by 30 September at www.ncc-challenge.com!
Powered by ICMG and Sustainable Living Lab (SL2)
a small presentation on DHL case from ICMR case no. OPER/099.
giving information about the problems and issue faced buy DHL in Brussels,Belgium and how the established a new hub in Leipzing.
Maersk Line and the Future of Container Shipping.SMU.10.29.12LeeMulkey
Maersk Line is the world's largest container shipping company and aims to differentiate itself through reliability, simplicity, and sustainability. It has implemented strategies like slow steaming and new fuel-efficient vessel designs to reduce emissions and environmental impact. However, customers prioritize low prices over sustainability, so it is challenging for Maersk to gain a competitive advantage through its environmental initiatives alone.
CEVA Logistics: Creating headroom for growth with 90 percent faster reactions...Susanna Harper
CEVA Logistics: Creating headroom for growth with 90 percent faster reactions to seasonal peaks in EDI requirements.
CEVA Logistics is migrating its electronic data interchange services to a high-performance IBM Sterling B2B Integration Services platform in the cloud—enabling it to ensure consistently high availability even during seasonal peaks in logistics demand and lay a stable foundation for growth.
A session at the CBS Competitiveness Day 2015 - Human Capital Analytics Group has conducted a study on the use of employee engagement surveys in Danish companies. We interviewed representatives from the large Danish companies and major survey providers, and conducted a quantitative research on the use of employee engagement surveys in Denmark. This resulted in a Trend Spotting Report “Employee Engagement Surveys in Denmark”.
DSF2017 - Demand, Supply chain, Revenue - ACTOR for CEVAACTOR
Presentation of the speech held by Christophe Poitrineau (Ceva - Executive VP and Head Italy Cluster) titled "Il ruolo dell'operatore logistico nella multi-channel economy: il supporto delle Business Analytics" at the "Decision Science Forum 2017" event dedicated to Business Analytics for Demand, Supply chain, Revenue
The Chairman and Group CEO discuss the Maersk Group's strong financial performance in 2014, with a profit of USD 5.2 billion. They delivered on their strategy to develop premium businesses, increasing focus through divestments of USD 2.5 billion. They achieved a return on invested capital of 11% and shared value with shareholders through dividend raises and a USD 1 billion share buyback. The four large business units successfully delivered on strategic and financial targets, with Maersk Line, APM Terminals, Maersk Drilling, and Maersk Oil improving results. The Group remains committed to its core values as it expands globally.
DHL is one of the largest logistics companies worldwide operating in over 220 countries. It aims to simplify customers' lives and make all stakeholders successful while contributing globally. The organizational structure comprises several service-oriented divisions to offer a wide range of transportation and logistics services including express delivery, freight, supply chain management and mail. Key services discussed include worldwide document and parcel express for fast international delivery of items, import express, and logistics services in major hubs. The presentation outlines DHL's supply chain processes and discusses uncertainties and challenges in its express operations.
This document provides an overview of supply chain management from DHL. It begins by defining what a logistics company is and the services they provide such as mail delivery, freight transportation, warehousing, consultancy, and value-added services. It then discusses why logistics companies are important due to factors like globalization, technology changes, and customer demands. Finally, it examines how DHL has dealt with future trends by focusing on its international express business, increasing presence in growth markets, and managing its global network costs. It also discusses DHL's people strategies around culture, code of conduct, and employee participation.
The document summarizes key statistics about Mongolia's information and communication technology sector in 2013, including:
- Mobile and fixed network statistics such as the number of mobile cellular users, fixed telephone lines, and wireless subscribers.
- Internet service statistics such as the number of internet service providers, internet cafes, and internet users.
- CATV and IPTV subscriber numbers and the growth of cable television subscribers.
- Economic factors of the ICT sector such as total revenue from telecommunication services and revenue from the population.
The document is the 2012 Performance and Accountability Report of the Communications Regulatory Commission (CRC) of Mongolia. It contains a 3-page letter of transmittal from the Chairman of the CRC to the Prime Minister of Mongolia, transmitting the report. The report contains information on the telecommunications, broadcasting and postal sectors in Mongolia, as well as a summary of the CRC's regulatory activities and initiatives. It also includes the CRC's audited financial statements for fiscal year 2012.
The document is the Communications Regulatory Commission's 2017 Performance and Accountability Report. It contains key statistics on Mongolia's ICT sector in 2017, including:
- There were over 3.9 million mobile subscribers in Mongolia in 2017, with the three largest providers controlling over 89% of the market. 3G and 4G/LTE subscribers grew to over 2.6 million and 1.3 million respectively.
- Internet subscribers in Mongolia grew to over 2.4 million in 2017, with fiber optic connectivity becoming the dominant access technology with over 247,000 subscribers.
- Fixed telephone subscribers reached 292,594 in 2017, while SMS traffic grew to over 3.7 billion messages sent in 2017.
The document is the 2016 Performance and Accountability Report of the Communications Regulatory Commission of Mongolia. It provides key statistics on Mongolia's ICT sector in 2016, including over 3.4 million mobile subscribers, over 36,000 km of fiber optic backbone networks, and around 258,000 fixed telephone subscribers. It also outlines national ICT programs and policies and describes the CRC's activities and regulatory work in 2016, such as publishing a legal guide, overseeing the launch of 4G-LTE services, and conducting monitoring and enforcement activities.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
11. 12
How we connect with the world
ULN
ICN
CVG
HKG
LAX
LHR
FRALEJ
SIN
BKK
MNL
Импорт, экспорт бүгд БНСУ-ын Инчоны салбараар, МИАТ болон Korean Air компаниудаар
тээвэрлэгддэг
Outbound Routing
Inbound Routing
ANC
12. 13
Global Scorecard- asia pacific (Excl. China)
Ази Номхон далайн бүсийн Үйл Ажиллагааны үзүүлэлт (БНХАУ-г оруулаагүй)
Header KPI
2017
Target
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct YTD
% Diff Total Transit Time SC-NC* 9.4% 9.9% 9.6% 9.6% 9.9% 9.6% 9.4% 9.8%
% Del Exc Undel On Route* 3.7% 3.9% 3.8% 3.8% 3.6% 3.6% 3.7% 3.7%
% Del Exc Undel In Facility* 0.4% 0.4% 0.4% 0.4% 0.4% 0.4% 0.4% 0.4%
Unmanifested Dutiable Shipments 131,689 15,736 13,067 17,060 10,131 10,517 13,583 13,029 16,107 15,853 17,880 12,949 13,315 14,771 138135
% BA Outbound** 1.3% 1.3% 1.3% 1.3% 1.3% 1.3% 1.2% 1.2% 1.2% 1.2% 1.2% 1.1% 1.1% 1.1% 1.2%
% Total Transit Time SC 96.0% 95.9% 95.1% 93.2% 95.8% 97.0% 96.8% 96.7% 96.0% 95.8% 96.0% 95.5% 96.2% 96.0% 96.2%
% Total Transit Time NC 88.0% 86.4% 85.4% 82.6% 85.7% 88.0% 87.7% 86.9% 85.8% 85.8% 86.0% 85.2% 86.2% 86.0% 86.3%
% Arrival Delivery Fac 13:00 vs NC** 93.6% 93.0% 93.4% 92.0% 92.5% 93.7% 94.2% 93.9% 93.8% 93.7% 93.8% 93.0% 94.0% 93.6% 93.6%
% COA** 81.2% 79.3% 80.1% 80.2% 79.5% 79.1% 78.5% 78.5% 79.0% 80.0% 79.3% 79.4% 79.1% 78.5% 79.1%
NETWORK % OTD*** 90.0% 78.7% 78.1% 76.4% 78.0% 83.0% 85.6% 80.3% 82.0% 80.6% 78.2% 73.9% 79.4% 78.9% 80.0%
OCPM*** 6.7 5.4 5.4 5.6 5.5 5.7 4.9 5.7 5.2 5.4 5.5 5.4 5.6 5.4
SPORH 5.72 5.88 5.90 5.95 5.72 5.67 5.91 5.78 5.85 5.88 5.89 5.82 5.85 5.80 5.82
% Piece ID for PU 95.0% 90.8% 91.2% 91.5% 90.6% 90.8% 91.4% 91.6% 91.9% 92.1% 92.3% 92.3% 92.6% 92.9% 91.9%
% SI Failure** 5.2% 5.1% 4.5% 4.1% 4.3% 4.7% 6.0% 6.8% 7.3% 5.3% 4.3% 4.8% 4.6% 4.6% 5.3%
20172016
Fix Exception
TRANSIT TIME
NOEP
GSOP
13. 14
Global Scorecard – Mongolia
Монголын салбарын Үйл Ажиллагааны үзүүлэлт
Header KPI
2017
Target
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct YTD
% Diff Total Transit Time SC-NC* 10.7% 10.6% 10.5% 13.0% 10.7% 9.9% 9.4% 10.9%
% Del Exc Undel On Route* 1.5% 2.5% 3.8% 4.8% 5.0% 3.2% 2.8% 3.6%
% Del Exc Undel In Facility* 2.6% 3.1% 3.4% 4.3% 2.7% 2.0% 1.5% 2.8%
Unmanifested Dutiable Shipments 35 1 1 2 6 4 7 4 4 3 11 8 4 6 57
% BA Outbound** 1.8% 1.5% 2.4% 1.3% 1.7% 1.7% 1.4% 1.6% 1.0% 1.2% 1.4% 1.5% 2.2% 1.6% 1.5%
% Total Transit Time SC 96.0% 91.8% 92.4% 94.0% 92.3% 93.8% 95.3% 96.1% 93.8% 94.2% 95.9% 95.1% 95.1% 92.4% 94.4%
% Total Transit Time NC 84.3% 82.7% 83.1% 84.3% 81.7% 84.8% 83.1% 84.5% 82.2% 82.7% 81.5% 83.2% 83.9% 81.4% 82.9%
% Arrival Delivery Fac 13:00 vs NC** 92.3% 86.0% 94.9% 94.4% 91.2% 93.1% 90.0% 94.1% 93.9% 92.1% 88.2% 89.5% 93.7% 93.5% 91.8%
% COA** 0.9% 1.3% 0.1% 0.5% 0.3% 1.2% 0.4% 0.3% 0.2% 0.6% 0.7% 0.4%
NETWORK % OTD***
OCPM*** 15.0 14.7 17.3 16.8 16.0 16.8 15.8 16.1 17.8 15.3 15.7 16.4 15.6 16.2
SPORH 2.80 2.76 2.49 2.75 2.60 2.48 2.82 2.56 2.54 2.86 2.99 2.84 2.62 2.73 2.70
% Piece ID for PU 95.0% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1%
% SI Failure** 26.7% 44.3% 41.1% 41.8% 29.0% 27.6% 33.3% 27.6% 11.7% 13.2% 26.6% 41.8% 10.1% 10.4% 23.6%
20172016
Fix Exception
TRANSIT TIME
NOEP
GSOP
14. 15*SC – Service Completion / *NC – Network Completion
Customer service
small country scorecard
(DHL харилцагчийн үйлчилгээний чанарын үзүүлэлт)
Монголын салбарын харилцагчийн албаны үзүүлэлт