Jeremy Davidson from NYK Logistics; ‘Globalise the Outsourced Supply Chain: Seize New Market Opportunities in Eastern Europe, the BRIC Countries and Beyond’
This document discusses opportunities for investment and logistics in the Black Sea region of Eastern Europe. It notes that consumer demand is growing as incomes rise, presenting opportunities for retailers. The Black Sea ports could become important gateways for imports and exports within Europe and to Central Asia. Improving infrastructure makes the Black Sea region a viable alternative to shipping through Northern Europe, potentially reducing logistics costs for retailers.
This document provides an overview of the latest developments in the mobility industry from the perspective of Volkswagen Group Research. It discusses the complex challenges facing the industry from changes in society, technology, politics and the environment. It also examines trends in traveler behavior, including travelers becoming older, more hybrid in their travel preferences, and more ecologically aware. The document outlines Volkswagen's approach to strategic planning and developing future innovations, including electric vehicles and autonomous driving technologies. It emphasizes the need to think beyond current conceptions of mobility to develop new solutions for sustainable transportation.
Mail.ru has experienced strong growth since its founding in 1998. Some key milestones include launching email, video, and photo services, as well as social networking platforms. In 2007, Mail.ru had over 43 million visitors and generated $55.8 million in revenue, nearly doubling revenue each year since 2003. The company has leveraged its large user base to build a strong monetization model based primarily on display advertising.
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
This document provides an overview of the latest developments in the mobility industry from the perspective of Volkswagen Group Research. It discusses the complex challenges facing the industry from changes in society, technology, politics and the environment. It also examines trends in traveler behavior, including travelers becoming older, more hybrid in their travel preferences, and more ecologically aware. The document outlines Volkswagen's approach to strategic planning and developing future innovations, including electric vehicles and autonomous driving technologies. It emphasizes the need to think beyond current conceptions of mobility to develop new solutions for sustainable transportation.
Mail.ru has experienced strong growth since its founding in 1998. Some key milestones include launching email, video, and photo services, as well as social networking platforms. In 2007, Mail.ru had over 43 million visitors and generated $55.8 million in revenue, nearly doubling revenue each year since 2003. The company has leveraged its large user base to build a strong monetization model based primarily on display advertising.
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A Long term solution for Air Cargo Handling, Enno D. Osinga, SVP Cargo, Amste...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document discusses changes in the logistics landscape including volatility in supply chains and demand. It shows weekly volatility graphs for different product segments like beer, wine, food, and toilet paper. It advocates balancing risk and opportunity through careful procurement, contract management, and clear communication with customers about trading conditions and fluctuations. While start-stop logistics will increase visibility and agility, it will also raise costs requiring investment in forecasting. Both customers and service providers will need to better share risks and rewards to sustain relationships in the current environment.
How to work with carriers and shippers to secure capacity and stabilise rates...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The Recession Lessons That Will Endure, Monika Ribar, CEO, Panalpinaeyefortransport
1) The global economy experienced an unprecedented downturn in 2009 but began recovering in 2010, though growth has slowed in the second half of the year.
2) Emerging trends for logistics providers include increased volatility, cost pressures, and unpredictability requiring greater flexibility and customer focus.
3) Growth opportunities exist in collaborating more closely with customers, offering integrated solutions, and expanding in emerging markets like the BRIC countries which are expected to double freight volumes in the next 15 years.
Johan Jemdahl from Cisco, Jan Roodenburg from Philips, Susanna Heikkinen fro...eyefortransport
The document provides advice for supply chain professionals seeking to advance their careers and leadership potential. It recommends focusing on key performance indicators, roles and responsibilities, personal development, relationships with other departments and the board. Developing the skills of employees, stock keeping unit management, driving change, and understanding business goals are also advised. Attaining a chief supply chain officer role is presented as a way to raise one's profile in the organization.
Jaro Caban from Provimi; ‘Gain Business Insight with S&OP Expert Case Studies’eyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
Kris Van Ransbeek from Chiquita on ‘SCM as a Market Strategy Differentiator’eyefortransport
The document discusses the importance of innovation for companies and the challenges of balancing innovation investments. It notes that supply chain can help innovation by getting involved early in the development process, creating a dedicated team within supply chain to support innovation, and defining key performance indicators focused on speed to market and limiting upfront costs rather than traditional supply chain metrics like cost and quality. The document advocates for strategies like "failing cheap" and scaling innovations rapidly to help companies balance short-term returns with long-term investments in innovation.
Laurence Coudroy from Johnson & Johnson on ‘SCM as a Market Strategy Differen...eyefortransport
Johnson & Johnson has a complex distribution network in Europe for its Medical Devices & Diagnostics division. The network includes 26 distribution sites across multiple countries using 11 different systems. Annual shipments exceed 2.1 million orders. There are opportunities to improve operational synergies and reduce physical distribution costs above benchmarks. J&J's strategy is to consolidate distribution into a centralized European Distribution Center to standardize processes, systems and improve service levels across Europe. This multi-year optimization journey began in 2005 and will continue through 2011 with additional country and product transfers to the EDC.
Hugh Williams from Hughenden Consulting; Chairman’s Opening Addresseyefortransport
The document discusses supply chain planning, consultancy, education, tools and techniques. It provides quotes about supply chain planning and management. The quotes emphasize the importance of continuous progress and improvement in supply chain processes, integrating planning across the supply chain, and addressing cash flow issues. Graphics advertise an upcoming forum on supply chain topics and the experience and global reach of Hughenden Consulting in providing supply chain services.
Louis Vitalis from Nippon Express; ‘Take Your 3PL Sales and Marketing Strateg...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, corporate strategy, and approach to sales and marketing. It then shares a case study where Nippon Express was able to win back the business of a printer manufacturer by maintaining the relationship after losing the initial contract and demonstrating they could meet the customer's requirements for their new distribution center project.
Roy Lenders from Capgemini; Nick Wyss from Panalpina; Chris Saynor from eyef...eyefortransport
The document summarizes key findings from the 2010 15th annual 3PL study. It discusses topics such as: changes in shipper use of 3PL services after the 2009 economic downturn; measurable benefits shippers report from using 3PLs; the relationship between shippers and 3PLs; and focuses on specific industries like fast-moving consumer goods and life sciences.
Slawomir Blotny from Raben Group; ‘Discover 3PL Future Strategy & Take Advant...eyefortransport
This document discusses strategies for expanding logistics operations into new markets. It provides an overview of Raben Group, a family-owned logistics company operating across Europe. Raben Group has expanded both organically and through acquisitions. Organic expansion allows implementing their own processes but takes longer, while acquisitions provide an existing customer base and market share but come with integration challenges. Lessons learned indicate that company culture, especially strong management, is key to success, and operations work better when headquarters are not in capital cities. Diligence of potential acquisitions must thoroughly assess operations and customer relations.
Beat Simon from Agility Logistics; ‘Discover 3PL Future Strategy & Take Advan...eyefortransport
The document summarizes 5 mega trends facing the logistics industry: 1) economic moderation, 2) relentless innovation, 3) rise of emerging markets, 4) tighter competitive landscape, and 5) need for sales growth in emerging markets. It discusses the effects on 3PL companies, including redesigning transport networks and pricing to accommodate changes. 3PL companies will need to be truly global, flexible, lead strategic approaches, and treat existing and emerging markets equally. The industry will see tighter competition, a price and quality war, and customers reducing 3PL partners. Relentless innovation will be critical for 3PL companies.
Jens Fiege from FIEGE Logistics; ‘Develop a Culture of Innovation’eyefortransport
The document discusses creating a culture of innovation at FIEGE Group. It provides an overview of FIEGE, including that it is a leading European logistics specialist founded in 1873 with 20,000 employees. Two case studies are described: hospital logistics, involving supply chain management for 33 hospitals, and Fiege uni/serv, an IT solution for planning and analysis. The presentation argues that disseminating best practices across industries can help create innovative logistics solutions, citing examples of similarities between healthcare, e-commerce, retail, and industry logistics.
John Pattullo from CEVA Logistics; ‘Innovation, Acquisitions & the Economic O...eyefortransport
Pattullo, CEO of CEVA Logistics, gave an upbeat assessment of the logistics market at a recent industry summit. He noted CEVA's record profits in the last quarter and said the economy was no longer in recession. Pattullo anticipated steady growth in the logistics market driven by outsourcing, global trade, and growth in China and India. However, he warned that rising protectionism could inhibit growth. Pattullo also said that while industry consolidation made sense, many past acquisitions had not created shareholder value, so there may be limited M&A activity in the next 2-3 years.
Enno D. Osinga from Amsterdam Schipol Airport; ‘Attain Supply Chain Resilience’eyefortransport
Air cargo handling faces long term challenges that require solutions. Enno Osinga, Senior Vice President of Cargo, presented on November 24th 2010 about developing a long term solution for improving air cargo handling. The document discusses long term strategies for enhancing air cargo operations.
Carlos Escario from UTi Worldwide; ‘Attain Supply Chain Resilience’eyefortransport
This document discusses achieving supply chain resilience and managing unknown risks. It notes there are known knowns, known unknowns, and unknown unknowns. It then provides examples of different types of supply chain disruptions from major events like 9/11 to more predictable issues like accidents. The document advocates making supply chains more resilient through strategies like predictive carrier management, network redesign, and disruption management. It closes by noting the consequences rising oil consumption and peak oil could have on extended global supply chains.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A Long term solution for Air Cargo Handling, Enno D. Osinga, SVP Cargo, Amste...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document discusses changes in the logistics landscape including volatility in supply chains and demand. It shows weekly volatility graphs for different product segments like beer, wine, food, and toilet paper. It advocates balancing risk and opportunity through careful procurement, contract management, and clear communication with customers about trading conditions and fluctuations. While start-stop logistics will increase visibility and agility, it will also raise costs requiring investment in forecasting. Both customers and service providers will need to better share risks and rewards to sustain relationships in the current environment.
How to work with carriers and shippers to secure capacity and stabilise rates...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The Recession Lessons That Will Endure, Monika Ribar, CEO, Panalpinaeyefortransport
1) The global economy experienced an unprecedented downturn in 2009 but began recovering in 2010, though growth has slowed in the second half of the year.
2) Emerging trends for logistics providers include increased volatility, cost pressures, and unpredictability requiring greater flexibility and customer focus.
3) Growth opportunities exist in collaborating more closely with customers, offering integrated solutions, and expanding in emerging markets like the BRIC countries which are expected to double freight volumes in the next 15 years.
Johan Jemdahl from Cisco, Jan Roodenburg from Philips, Susanna Heikkinen fro...eyefortransport
The document provides advice for supply chain professionals seeking to advance their careers and leadership potential. It recommends focusing on key performance indicators, roles and responsibilities, personal development, relationships with other departments and the board. Developing the skills of employees, stock keeping unit management, driving change, and understanding business goals are also advised. Attaining a chief supply chain officer role is presented as a way to raise one's profile in the organization.
Jaro Caban from Provimi; ‘Gain Business Insight with S&OP Expert Case Studies’eyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
Kris Van Ransbeek from Chiquita on ‘SCM as a Market Strategy Differentiator’eyefortransport
The document discusses the importance of innovation for companies and the challenges of balancing innovation investments. It notes that supply chain can help innovation by getting involved early in the development process, creating a dedicated team within supply chain to support innovation, and defining key performance indicators focused on speed to market and limiting upfront costs rather than traditional supply chain metrics like cost and quality. The document advocates for strategies like "failing cheap" and scaling innovations rapidly to help companies balance short-term returns with long-term investments in innovation.
Laurence Coudroy from Johnson & Johnson on ‘SCM as a Market Strategy Differen...eyefortransport
Johnson & Johnson has a complex distribution network in Europe for its Medical Devices & Diagnostics division. The network includes 26 distribution sites across multiple countries using 11 different systems. Annual shipments exceed 2.1 million orders. There are opportunities to improve operational synergies and reduce physical distribution costs above benchmarks. J&J's strategy is to consolidate distribution into a centralized European Distribution Center to standardize processes, systems and improve service levels across Europe. This multi-year optimization journey began in 2005 and will continue through 2011 with additional country and product transfers to the EDC.
Hugh Williams from Hughenden Consulting; Chairman’s Opening Addresseyefortransport
The document discusses supply chain planning, consultancy, education, tools and techniques. It provides quotes about supply chain planning and management. The quotes emphasize the importance of continuous progress and improvement in supply chain processes, integrating planning across the supply chain, and addressing cash flow issues. Graphics advertise an upcoming forum on supply chain topics and the experience and global reach of Hughenden Consulting in providing supply chain services.
Louis Vitalis from Nippon Express; ‘Take Your 3PL Sales and Marketing Strateg...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, corporate strategy, and approach to sales and marketing. It then shares a case study where Nippon Express was able to win back the business of a printer manufacturer by maintaining the relationship after losing the initial contract and demonstrating they could meet the customer's requirements for their new distribution center project.
Roy Lenders from Capgemini; Nick Wyss from Panalpina; Chris Saynor from eyef...eyefortransport
The document summarizes key findings from the 2010 15th annual 3PL study. It discusses topics such as: changes in shipper use of 3PL services after the 2009 economic downturn; measurable benefits shippers report from using 3PLs; the relationship between shippers and 3PLs; and focuses on specific industries like fast-moving consumer goods and life sciences.
Slawomir Blotny from Raben Group; ‘Discover 3PL Future Strategy & Take Advant...eyefortransport
This document discusses strategies for expanding logistics operations into new markets. It provides an overview of Raben Group, a family-owned logistics company operating across Europe. Raben Group has expanded both organically and through acquisitions. Organic expansion allows implementing their own processes but takes longer, while acquisitions provide an existing customer base and market share but come with integration challenges. Lessons learned indicate that company culture, especially strong management, is key to success, and operations work better when headquarters are not in capital cities. Diligence of potential acquisitions must thoroughly assess operations and customer relations.
Beat Simon from Agility Logistics; ‘Discover 3PL Future Strategy & Take Advan...eyefortransport
The document summarizes 5 mega trends facing the logistics industry: 1) economic moderation, 2) relentless innovation, 3) rise of emerging markets, 4) tighter competitive landscape, and 5) need for sales growth in emerging markets. It discusses the effects on 3PL companies, including redesigning transport networks and pricing to accommodate changes. 3PL companies will need to be truly global, flexible, lead strategic approaches, and treat existing and emerging markets equally. The industry will see tighter competition, a price and quality war, and customers reducing 3PL partners. Relentless innovation will be critical for 3PL companies.
Jens Fiege from FIEGE Logistics; ‘Develop a Culture of Innovation’eyefortransport
The document discusses creating a culture of innovation at FIEGE Group. It provides an overview of FIEGE, including that it is a leading European logistics specialist founded in 1873 with 20,000 employees. Two case studies are described: hospital logistics, involving supply chain management for 33 hospitals, and Fiege uni/serv, an IT solution for planning and analysis. The presentation argues that disseminating best practices across industries can help create innovative logistics solutions, citing examples of similarities between healthcare, e-commerce, retail, and industry logistics.
John Pattullo from CEVA Logistics; ‘Innovation, Acquisitions & the Economic O...eyefortransport
Pattullo, CEO of CEVA Logistics, gave an upbeat assessment of the logistics market at a recent industry summit. He noted CEVA's record profits in the last quarter and said the economy was no longer in recession. Pattullo anticipated steady growth in the logistics market driven by outsourcing, global trade, and growth in China and India. However, he warned that rising protectionism could inhibit growth. Pattullo also said that while industry consolidation made sense, many past acquisitions had not created shareholder value, so there may be limited M&A activity in the next 2-3 years.
Enno D. Osinga from Amsterdam Schipol Airport; ‘Attain Supply Chain Resilience’eyefortransport
Air cargo handling faces long term challenges that require solutions. Enno Osinga, Senior Vice President of Cargo, presented on November 24th 2010 about developing a long term solution for improving air cargo handling. The document discusses long term strategies for enhancing air cargo operations.
Carlos Escario from UTi Worldwide; ‘Attain Supply Chain Resilience’eyefortransport
This document discusses achieving supply chain resilience and managing unknown risks. It notes there are known knowns, known unknowns, and unknown unknowns. It then provides examples of different types of supply chain disruptions from major events like 9/11 to more predictable issues like accidents. The document advocates making supply chains more resilient through strategies like predictive carrier management, network redesign, and disruption management. It closes by noting the consequences rising oil consumption and peak oil could have on extended global supply chains.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Jeremy Davidson from NYK Logistics; ‘Globalise the Outsourced Supply Chain: Seize New Market Opportunities in Eastern Europe, the BRIC Countries and Beyond’
1. • Click to edit Master text styles
• Second level the Outsourced Supply Chain
Globalise
• Third level
Opportunities in Eastern Europe & Beyond
• Fourth level
Jeremy Davidson
• Fifth level
25th November 2010
Opportunities in Eastern Europe & Beyond Slide No. 1
2. Key Themes
Black Sea region is recovering from recession
• Click to editgrowth in demand critical
o Consumer-led Master text styles
•
Second level
Black Sea has considerable potential as a key Gateway for C & E Europe as
• Third level
well as Central Asia
• Fourth level
o Shipping FE Imports via N Europe no longer makes sense; direct
shipment a viable and better alternative
• Fifth level
W Europe retailers already dominant and changing logistics practices
Controlling logistics cost as important as in W Europe
Opportunities in Eastern Europe & Beyond Slide No. 2
3. Black Sea Region Overview
GDP per capita
• Click to edit Master text styles Pop (m) Per Capital GDP
• Second level Russia
2009
142
in 2009
$15,176
Turkey 75 $13,952
• Third level Ukraine
Romania
46
22
$6,873
$12,214
•
Bulgaria 8 $12,296
Fourth level
Average EU-27 $30,651
• Fifth level Average OECD $33,732
Per capital GDP & Consumption half of EU-27 average
Growth potential in consumption greater than EU
Large populations looking to improve standard of living
Increase in demand for FMCG & Consumer Durables
Opportunities in Eastern Europe & Beyond Slide No. 3
4. Recovery from Recession
GDP Change in Black Sea Economies
2008 - 2011
10.0%
5.0%
• Click to edit Master text Effect of 2008-09 Recession
styles
Major Economies
0.0%
• Second level
Russia Turkey Ukraine Romania Bulgaria 2008
2009
-5.0% % change GDP Exports Imports
•
2010F
-10.0%
Third level Canada
France
-3.1
-3.2
-19.2
-15.0
-19.0
2011F
-12.5
•
-15.0%
Fourth level Germany
Italy
-6.3
-6.5
-18.2
-23.9
-12.9
-19.0
-20.0% Japan -8.0 -32.1 -20.5
• Fifth level United Kingdom
United States
-5.9
-3.5
-13.3
-12.6
-16.7
-19.5
Decline in region similar to that
Euro area -5.1 -17.8 -15.3
seen in leading economies OECD total -4.7 -15.7 -17.4
RU & TU expected to recover Russian Federation -9.7 -12.9 -35.1
strongly
RO & BG slower recovery forecast
Projected growth rates expected to
be higher than in W Europe
Opportunities in Eastern Europe & Beyond Slide No. 4
5. Investment in BS Region
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Sharp decline in GDP
Fall off in foreign direct investment
Reduction in relative County Risk
Scores vs EU-15
Fundamentals still sound
Opportunities in Eastern Europe & Beyond Slide No. 5
6. Retail Logistics: Key Sector
Retail logistics spend >50% of total market in W Europe; probably even
higher in BS Region
•
Click to increasing imports from China & SE Asia
BS countries
edit Master text styles
• Second levellabel & cheaper brands
o Growth of own
•
Most leading retailers are W European and often supply the BS Region
ThirdNlevel ports and ship down (road/rail)
through European
• Fourth level
o Critical mass/economic quantities
•
Fifth level costsrepresent up to 50% of value of goods. Hence
Often freight costs can
reducing logistics critical
o More centralisation
o Direct shipment from countries of origin
o For cheap footwear at €15/pai5, logistics can represent 15%
On-carriage from ports to RDC’s still problematic; poor road infrastructure
Opportunities in Eastern Europe & Beyond Slide No. 6
7. The Black Sea as a Gateway
Black Sea (BS) strategically placed as
Gateway to both West & East
• Click to edit Master text styles
Imports from Far East can be landed in BS
• Second level Ports and shipped inland
• Third level Infrastructure improving with rail an
increasing option
• Fourth level
Turkey a critical gateway to Iran, Iraq and
• Fifth level Central Asia
CONTAINER SHIPMENTS IN BLACK SEA - 2009
BULGARIA
Russia to develop BS ports as alternative
GEORGIA
UKRAINE to Baltics
RUSSIA Istanbul terminals effective for
ROMANIA transshipment
1.9 M TEU forecast for 2010 vs 1.5 M TEU in 2009
Opportunities in Eastern Europe & Beyond Slide No. 7
8. Leading Retailers in Region
Romania Ukraine Turkey Bulgaria
1 Metro Fozzy Migros Kaufland
•2 Click to edit Master text styles
Carrefour Metro Bim Rewe
•3 Second level Fursnet
Selgros Carrefour CBA
4 Kaufland ASB Metro Picadilly
•5 Third level Kishenya
Billa Tesco Familia
6 Rewe Auchan BTT Carrefour
•7 Fourth level Anastor
Plus Teknosa Metro
•8 Mega
Fifth level Tayriya Kiler Fantastico
9 Auchan Eko Tespo c/c Billa
10 Dederman Rewe Carsi Europa
Region targetted by retail multiples from W Europe
Displacing traditional retailers and stimulating demand
Transferring retailing practices and approach to logistics
W European 3PL’s have followed – not always successfully
Opportunities in Eastern Europe & Beyond Slide No. 8
9. Black Sea Retailers & FE Imports
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Regional retail multiples source from the same FE vendors as
in W Europe
Purchasing often remains centralised at Retailers’ HQ’s
Opportunities for local solutions esp logistics
Opportunities in Eastern Europe & Beyond Slide No. 9
10. Centralisation & Outsourcing
Centralisation of Logistics by leading retail
multiples vary, on average 20%
• Click to edit Master text styles mass’, supplier
Problems with ‘critical
• Second level compliance, vehicle utilisation etc
Centralisation depends on efficient inbound
• Third level collection & consolidation
• Fourth level
Outsourced Logistics in CEE
• Fifth level
Country
Direct store deliveries common
Outsourced
2008 2012
Poland 23% 35% Local produce and products still
Hungary 22% 30%
Czech Republic 23% 35% important
Slovakia 13% 25%
Romania 28% 35% Shortage of suitable 3PL’s
Bulgaria 18% 30%
CEE Total 21% 32% Level of outsourcing set to increase & 3PL
W. Europe 50% + little change
market will grow
Source: Analytica & NYK
Opportunities in Eastern Europe & Beyond Slide No. 10
11. Direct Shipment to Romania
Nautical
Miles
Shanghai to Rotterdam 10,409
Shanghai to Constanta, RO 7,980
• Click to edit Master text styles Kg CO /ton
2
• Second level
Rotterdam Sea
via Rotterdam via Constanta
327.7 251.2
• Third level Road/rail
Road
Rail
167
0
0.3
6.1
Total 494.7 257.6
• Fourth level Constanta
Reduction via Constanta 48%
• Fifth level
• A retailer importing 2,000 containers/year through Constanta
can save €1.8 million & reduce CO2 footprint by 7,000 t
Opportunities in Eastern Europe & Beyond Slide No. 11
13. Supply Chain Efficiencies
END-TO-END LOGISTICS COSTS
Delivered to store Cost per cbm
• Click to edit€ Master text styles
ex-China
Sea Freight 78 € 51 € 81
Qtr 1 08 Qtr 2 09 Qtr 2 10
DELIVERY TO STORE
& RETURNS
33%
€ 37 € 36 € 37
OCEAN FREIGHT
Warehousing & ON-CARRIAGE
• Second level168 €€142 €€176
€ 54 55 58
Delivery to store 46%
Total €
• Third level € 1.40
Cost per pair of shoes € 1.18 € 1.47 WAREHOUSING
21%
• Fourth level
What if…. Savings
Cost/pair
€ 0.03
Increase stock-turns by 30%
Average selling price of a pair of
• Fifth level € 0.06
€ 0.15
Increase drop size by 50%
Increase container loading by 20%
shoes lower in BS Region but
Shipped direct from FE € 0.16
Did all this … € 0.40
logistics cost the same
Savings of 27% Even more critical to make supply
chain more efficient
Shipping direct from FE easy to do
and implement
Opportunities in Eastern Europe & Beyond Slide No. 13
14. Streamline the Supply Chain
V Retail RDC R
Origin CFS
• Click to edit Master text styles
E
N
E
T
D A
• Second level
O
R Mfr DC
I
L
S
• Third level Origin RDC
DC Bypass
•Challenges faced by retailers in BS region no different to those in W Europe.
Fourth level
•Opportunities to streamline & save money by:
Fifth level
o Shipping direct to RDC in region (€20-30/cbm)
o Performing more operations in origin countries (eg Origin DC’s)
W Europe wages for warehouse worker € 25,000 pa vs €6,000 in RO
and € 3,000 pa in China
o Consolidating across product ranges & co-loading with competitors:
better container fill & lower cost per cbm.
Opportunities in Eastern Europe & Beyond Slide No. 14
15. Shipping can be risky !
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Opportunities in Eastern Europe & Beyond Slide No. 15
16. Piracy still a major threat
Reported incidents each month during past 12 months
• Click to edit Master text styles
• Second level
• Third level
• Fourth level
• Fifth level
Opportunities in Eastern Europe & Beyond Slide No. 16
17. THE WORLD IS FOUR-
• Click to edit Master text styles
•
FIFTHS WATER
Second level
• Third level
THE REST IS THERE FOR
• Fourth level
• Fifth level
MOORING PURPOSES !
Opportunities in Eastern Europe & Beyond Slide No. 17