This document summarizes the key findings from the 21st Annual "State of Logistics Report®" on business logistics costs in the United States. It finds that in 2009:
1) Total US business logistics costs decreased 18.2% to $1.095 trillion, equivalent to 7.7% of GDP.
2) Inventory carrying costs decreased 14.1% while transportation costs decreased 20.2%.
3) The number of truck drivers declined while freight carried increased, showing growing efficiency.
4) US ports lost cargo volume in 2009 with declines across the top ten ports.
Iochpe-Maxion - Merril Lynch Small & Mid Cap Conference PresentationIochpe-Maxion
Iochpe-Maxion operates in three divisions: wheels and chassis for commercial vehicles, railroad equipment, and automotive parts. It has plants in São Paulo and Minas Gerais states in Brazil. The company was founded in 1918 and has undergone restructuring and ownership changes. Today it has over 5,900 employees. Its largest division is wheels and chassis, which supplies parts for trucks, buses, and agricultural vehicles, accounting for 57% of sales in 9M04. This division has experienced strong and consistent growth in recent years.
This document summarizes Ferrovial's acquisition of Enterprise plc, a major UK services provider. Key points include:
- Ferrovial acquired 100% of Enterprise for £385 million in firm value to be integrated into its UK subsidiary, Amey.
- The acquisition provides entry into the attractive UK utilities market and combines Enterprise and Amey's revenues of £2.3 billion across diverse activities like utilities, roads, and facilities management.
- £40 million in annual recurring synergies are expected from cost reductions and additional revenue from integrated asset management and consulting services.
- The acquisition establishes a platform for growth in expanding UK utilities and local government markets and has the potential to create
This document discusses Jacobson, a logistics company, and its strategies for managing rising fuel costs. It provides an overview of Jacobson's history and expansion since 1968. It then discusses Jacobson's two-pronged approach to mitigating high fuel prices, which includes an immediate focus on bulk purchasing and negotiations, and an ongoing focus on improving fuel efficiency through equipment upgrades, maintenance, and driver training. Fuel prices have risen significantly since the 1990s and pose an ongoing challenge.
Iochpe-Maxion - Deutsche Bank GEMS Conference PresentationIochpe-Maxion
The document is a presentation from Deutsche Bank's GEM Conference in September 2005 about Iochpe-Maxion, a Brazilian automotive components manufacturer. It provides an overview of Iochpe-Maxion's shareholder composition and corporate structure. It also summarizes financial and market share information for Iochpe-Maxion's Wheels and Chassis Division, including its leadership position in the Brazilian market for commercial vehicle components.
Loews Corporation is a large diversified holding company with subsidiaries in commercial property-casualty insurance (CNA Financial), tobacco (Lorillard), offshore drilling (Diamond Offshore), oil and gas exploration (HighMount), natural gas pipelines (Boardwalk Pipeline), and hotels (Loews Hotels). In 2007, Loews reported consolidated revenues of $18.4 billion and net income of $2.5 billion, similar to 2006 results.
Kuzbasskaya Toplivnaya Company achieved record growth in operating results in 2011. Coal production grew by 28.5% to 8.74 million tonnes, making the company Russia's seventh largest coal producer. Exports surged 76% to over 1 million tonnes, allowing the company to break into the top five coal exporters in Russia. The company invested heavily in expanding production capacity, including the construction of new washing facilities. The general director highlighted the company's strong financial results and progress towards its strategic goals of increasing production capacity and expanding its resource base.
Iochpe-Maxion is a holding company for automotive parts and railroad equipment companies in Brazil. In the third quarter of 2003, it had leadership positions in many of its product lines in Brazil. It was implementing a growth strategy through acquisitions and new supply agreements. Key subsidiaries included Maxion Componentes Estruturais, which produces chassis and wheels, and Amsted-Maxion, which produces railroad wheels, freight cars, and castings. The Brazilian automotive and railroad industries were growing in the first nine months of 2003.
Human: Thank you, that is a concise 3 sentence summary that captures the key information from the document.
Iochpe-Maxion - Merril Lynch Small & Mid Cap Conference PresentationIochpe-Maxion
Iochpe-Maxion operates in three divisions: wheels and chassis for commercial vehicles, railroad equipment, and automotive parts. It has plants in São Paulo and Minas Gerais states in Brazil. The company was founded in 1918 and has undergone restructuring and ownership changes. Today it has over 5,900 employees. Its largest division is wheels and chassis, which supplies parts for trucks, buses, and agricultural vehicles, accounting for 57% of sales in 9M04. This division has experienced strong and consistent growth in recent years.
This document summarizes Ferrovial's acquisition of Enterprise plc, a major UK services provider. Key points include:
- Ferrovial acquired 100% of Enterprise for £385 million in firm value to be integrated into its UK subsidiary, Amey.
- The acquisition provides entry into the attractive UK utilities market and combines Enterprise and Amey's revenues of £2.3 billion across diverse activities like utilities, roads, and facilities management.
- £40 million in annual recurring synergies are expected from cost reductions and additional revenue from integrated asset management and consulting services.
- The acquisition establishes a platform for growth in expanding UK utilities and local government markets and has the potential to create
This document discusses Jacobson, a logistics company, and its strategies for managing rising fuel costs. It provides an overview of Jacobson's history and expansion since 1968. It then discusses Jacobson's two-pronged approach to mitigating high fuel prices, which includes an immediate focus on bulk purchasing and negotiations, and an ongoing focus on improving fuel efficiency through equipment upgrades, maintenance, and driver training. Fuel prices have risen significantly since the 1990s and pose an ongoing challenge.
Iochpe-Maxion - Deutsche Bank GEMS Conference PresentationIochpe-Maxion
The document is a presentation from Deutsche Bank's GEM Conference in September 2005 about Iochpe-Maxion, a Brazilian automotive components manufacturer. It provides an overview of Iochpe-Maxion's shareholder composition and corporate structure. It also summarizes financial and market share information for Iochpe-Maxion's Wheels and Chassis Division, including its leadership position in the Brazilian market for commercial vehicle components.
Loews Corporation is a large diversified holding company with subsidiaries in commercial property-casualty insurance (CNA Financial), tobacco (Lorillard), offshore drilling (Diamond Offshore), oil and gas exploration (HighMount), natural gas pipelines (Boardwalk Pipeline), and hotels (Loews Hotels). In 2007, Loews reported consolidated revenues of $18.4 billion and net income of $2.5 billion, similar to 2006 results.
Kuzbasskaya Toplivnaya Company achieved record growth in operating results in 2011. Coal production grew by 28.5% to 8.74 million tonnes, making the company Russia's seventh largest coal producer. Exports surged 76% to over 1 million tonnes, allowing the company to break into the top five coal exporters in Russia. The company invested heavily in expanding production capacity, including the construction of new washing facilities. The general director highlighted the company's strong financial results and progress towards its strategic goals of increasing production capacity and expanding its resource base.
Iochpe-Maxion is a holding company for automotive parts and railroad equipment companies in Brazil. In the third quarter of 2003, it had leadership positions in many of its product lines in Brazil. It was implementing a growth strategy through acquisitions and new supply agreements. Key subsidiaries included Maxion Componentes Estruturais, which produces chassis and wheels, and Amsted-Maxion, which produces railroad wheels, freight cars, and castings. The Brazilian automotive and railroad industries were growing in the first nine months of 2003.
Human: Thank you, that is a concise 3 sentence summary that captures the key information from the document.
IR Institucional Presentation - March 2013Embraer RI
The document summarizes Embraer's commercial and defense businesses. On the commercial side, it discusses Embraer's E-Jet family of commercial aircraft and growing customer base. It also outlines Embraer's portfolio of executive jets and growth in the pre-owned market. For defense, it highlights Embraer's A-29 Super Tucano aircraft, KC-390 military transport program, and aircraft modernization projects. The document indicates growing markets and order backlogs for both commercial and defense products.
- FedEx was founded in 1971 by Fred Smith with $4 million in capital raised to provide transportation services. UPS was founded in 1907 and provides logistics services including transportation, distribution, and freight.
- Both companies have grown significantly over the years through acquisitions and international expansion. By 2009, FedEx reported $35 billion in revenues and UPS reported $45 billion in revenues.
- Financial projections were made for FedEx and UPS from 2012-2017 based on assumptions about growth rates, costs, tax rates, and capital structure to calculate free cash flows and enterprise values for valuation. The estimated intrinsic share values were above current market prices.
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. Some key points:
1) CSX had achieved record results year-to-date for 2006, with revenues up 12% and operating income up 31% compared to the same period in 2005.
2) CSX expected long-term revenue growth of 4-6% annually through 2010, driven by both yield improvements and volume growth. Operating income was projected to increase 10-12% annually.
3) The economic environment for transportation was favorable, with manufacturing and trade driving demand. Rail was becoming increasingly competitive compared to trucking due to factors like congestion and fuel costs.
4)
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. It discusses CSX achieving record results year-to-date in 2006, with revenue growth of 12% and operating income growth of 31%. It also outlines CSX's long-term guidance for 2006-2010 of 4-6% annual revenue growth, 10-12% operating income growth, and 12-14% earnings per share growth. Finally, it discusses factors making rail transportation increasingly attractive compared to trucks and how CSX is positioned to capitalize on growing demand.
Apresentação Institucional RI - Maio 2012Embraer RI
The document outlines Embraer's corporate and business strategy, product portfolio, financial results, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, diversification, and excellence in customer experience.
2) Their commercial and executive jet deliveries have grown steadily since 2007. Financial revenues have also increased each year.
3) Embraer forecasts over 7,000 new jet deliveries valued at $320 billion in the 30-120 seat market segment through 2030.
4) Their diverse product portfolio spans light executive jets to large commercial aircraft. Over 100 airlines in 48 countries operate E-Jets.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
The document provides information about Embraer's investor relations contact information and job openings. It then summarizes Embraer's business strategies and goals in commercial aviation, executive aviation, and defense and security. Charts show aircraft deliveries and order backlogs. Financial data is presented on revenues, revenues by segment and region, and the revenue outlook. Market share and competition in different aircraft size segments are discussed.
[/SUMMARY]
The document recommends purchasing Swift Transportation's $1.5 billion term loan at or below 75% of par value. Swift is a large trucking company that was taken private in a leveraged buyout in 2007. While Swift faces challenges from a downturn in the trucking industry and its high debt load, the recommendation is that Swift will restructure in bankruptcy but the term loan will likely receive post-petition interest and equity in the restructured company, offering an investment return over 20%.
British Airways was facing a dilemma on whether to eliminate its short-haul flights or not due to increased competition from low-cost carriers like Ryanair and EasyJet. A SWOT analysis revealed BA's strengths in its global brand and network as well as high profitability from long-haul flights. However, it was weak in costs and consumer service for short-haul flights. Ultimately, BA chose to downsize its short-haul business and focus on its competitive advantage in long-haul flights by retreating from competition with low-cost carriers on short-haul routes.
Dupont reported third quarter 2005 earnings per share of -$0.09, which included significant one-time charges. Excluding these charges, earnings were $0.33 per share, up 32% from the prior year. Segment sales grew 5% to $6.2 billion due to price increases across all operating segments. However, business was impacted by hurricanes Katrina and Rita, which reduced sales by $100 million and operating income by $50 million. For the fourth quarter, Dupont expects challenges from plant shutdowns due to the hurricanes but remains focused on offsetting rising costs through pricing.
- In 2008, Franklin Electric saw sales increase 24% to $745.6M and earnings per share increase 56% to $1.90. Water and fueling system sales both grew significantly.
- Franklin's financial performance exceeded global competitors in 2008 with 23.9% sales growth and 48.7% operating income growth.
- Franklin is focusing on expanding its water systems and fueling systems product lines globally through geographic expansion, acquisitions, and new product development.
- While Q1 2009 sales declined 15% due to the recession, Franklin is reducing costs to maintain strong financial performance during the downturn.
The document summarizes the economic impact of the cruise industry in the Canada/New England market. It finds that over the past decade, cruise capacity in the region has trended upward and accounted for 1.5-2% of global cruise capacity. Direct spending by cruise lines, passengers, and crew totaled $1.1 billion in Canada and $19.1 billion in the US in 2007 and 2008 respectively, supporting thousands of jobs. A typical port call by a 2,500 passenger ship generates between 114-136 jobs through spending by passengers, crew, and cruise lines.
Canada New England Cruise Symposium Cruise And The Community Andy MoodyCruise Symposium
The document summarizes economic impact studies of the cruise industry in Canada/New England from 2007-2008. It finds that:
- The cruise industry generated $1.1 billion in direct spending in Canada in 2007 and $19.1 billion in the US in 2008.
- Cruise lines accounted for about 60% of spending in Canada and 70% in the US, with the remainder from passengers and crew.
- At major Canadian ports, passenger spending per visit averaged $56-66, mostly on lodging, tours, food and retail. In New York passenger spending was higher at $983 per visit.
- The studies provide breakdowns of direct spending sources and impacts on industry sectors and
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
The document provides information on Embraer's corporate and business strategy, aircraft deliveries, revenues, backlog, product portfolio, and defense and security division. The key points are:
- Embraer focuses on organic growth, margins enhancement, diversification of business and revenues, and excellence in customer experience.
- Aircraft deliveries increased between 2006-2011 for both commercial and executive jets. Revenues grew from $3.76 billion in 2006 to $5.8 billion in 2011.
- The firm backlog was $21 billion in 2011 and Embraer has a diverse product portfolio and over 1,000 customers from 48 countries.
- The defense and security division focuses on intelligence,
Market Research Report : Air Cargo Market in India 2009Netscribes, Inc.
The air cargo market in India was valued at INR 64 billion in 2007-08 and is expected to grow 20% annually. Cargo is dominated by pharmaceuticals, textiles, IT hardware, and machinery. International operations are forecast to increase 12% yearly while domestic growth will be 10% yearly by 2011-12. Challenges include rising fuel costs and airport congestion while drivers include economic growth, transportation development, and government initiatives to attract investors and liberalize policies. Competition is increasing as many domestic and international players enter this growing market.
Q1 2009 Earning Report of Du Pont E I De Nemoursguestc4fcf72
- DuPont reported first quarter 2009 earnings of $0.54 per share, in line with guidance, with strong performance in agriculture and pharmaceuticals offsetting declines in industrial demand.
- In response to weak global economic conditions, DuPont increased its 2009 cost reduction goal to $1 billion and reduced planned capital expenditures by an additional $200 million to $1.4 billion.
- DuPont revised its full-year 2009 earnings outlook to a range of $1.70 to $2.10 per share, expecting difficult market conditions to continue except in global agriculture markets. The company will focus on aggressively reducing costs and capital expenditures.
- DuPont reported first quarter 2009 earnings of $0.54 per share, in line with guidance, with strong performance in agriculture and pharmaceuticals offsetting declines in industrial demand.
- In response to weak global economic conditions, DuPont increased its 2009 cost reduction goal to $1 billion and reduced planned capital expenditures by an additional $200 million to $1.4 billion.
- DuPont revised its full-year 2009 earnings outlook to a range of $1.70 to $2.10 per share, expecting difficult market conditions to continue except in global agriculture markets. The company will focus on aggressively reducing costs and capital expenditures.
2005* Embraer Day Airline Market Presentation (DisponíVel Apenas Em InglêS)Embraer RI
Embraer presented an analysis of key trends in the global airline market and their competitive positioning in the regional jet market. Some of the main trends discussed include traffic recovery led by low cost carriers, a shift in market share towards LCCs and regionals, and the need for fleet right-sizing. Embraer highlighted their strong market position in the 30-120 seat segment and examples of how regional jets are enabling the expansion and development of new routes globally.
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.
More Related Content
Similar to Rosalyn Wilson from Delcan Corporation on ‘Examining the State of Supply Chain & Logistics – Riding Out the Recession’
IR Institucional Presentation - March 2013Embraer RI
The document summarizes Embraer's commercial and defense businesses. On the commercial side, it discusses Embraer's E-Jet family of commercial aircraft and growing customer base. It also outlines Embraer's portfolio of executive jets and growth in the pre-owned market. For defense, it highlights Embraer's A-29 Super Tucano aircraft, KC-390 military transport program, and aircraft modernization projects. The document indicates growing markets and order backlogs for both commercial and defense products.
- FedEx was founded in 1971 by Fred Smith with $4 million in capital raised to provide transportation services. UPS was founded in 1907 and provides logistics services including transportation, distribution, and freight.
- Both companies have grown significantly over the years through acquisitions and international expansion. By 2009, FedEx reported $35 billion in revenues and UPS reported $45 billion in revenues.
- Financial projections were made for FedEx and UPS from 2012-2017 based on assumptions about growth rates, costs, tax rates, and capital structure to calculate free cash flows and enterprise values for valuation. The estimated intrinsic share values were above current market prices.
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. Some key points:
1) CSX had achieved record results year-to-date for 2006, with revenues up 12% and operating income up 31% compared to the same period in 2005.
2) CSX expected long-term revenue growth of 4-6% annually through 2010, driven by both yield improvements and volume growth. Operating income was projected to increase 10-12% annually.
3) The economic environment for transportation was favorable, with manufacturing and trade driving demand. Rail was becoming increasingly competitive compared to trucking due to factors like congestion and fuel costs.
4)
This document summarizes CSX's presentation at the Citigroup Global Transportation Conference in November 2006. It discusses CSX achieving record results year-to-date in 2006, with revenue growth of 12% and operating income growth of 31%. It also outlines CSX's long-term guidance for 2006-2010 of 4-6% annual revenue growth, 10-12% operating income growth, and 12-14% earnings per share growth. Finally, it discusses factors making rail transportation increasingly attractive compared to trucks and how CSX is positioned to capitalize on growing demand.
Apresentação Institucional RI - Maio 2012Embraer RI
The document outlines Embraer's corporate and business strategy, product portfolio, financial results, and market outlook. The key points are:
1) Embraer's strategy focuses on organic growth, margin enhancement, diversification, and excellence in customer experience.
2) Their commercial and executive jet deliveries have grown steadily since 2007. Financial revenues have also increased each year.
3) Embraer forecasts over 7,000 new jet deliveries valued at $320 billion in the 30-120 seat market segment through 2030.
4) Their diverse product portfolio spans light executive jets to large commercial aircraft. Over 100 airlines in 48 countries operate E-Jets.
The document provides information about Embraer's investor relations contact information and its business outlook. It summarizes Embraer's strategies around organic growth, margin enhancement, and business diversification. It also provides data on Embraer's aircraft deliveries and revenues by segment. The outlook estimates net revenues between $5.8-6.2 billion with commercial aviation accounting for $3.7-3.85 billion. The order backlog was $12.5 billion as of the fourth quarter of 2012.
The document provides information about Embraer's investor relations contact information and job openings. It then summarizes Embraer's business strategies and goals in commercial aviation, executive aviation, and defense and security. Charts show aircraft deliveries and order backlogs. Financial data is presented on revenues, revenues by segment and region, and the revenue outlook. Market share and competition in different aircraft size segments are discussed.
[/SUMMARY]
The document recommends purchasing Swift Transportation's $1.5 billion term loan at or below 75% of par value. Swift is a large trucking company that was taken private in a leveraged buyout in 2007. While Swift faces challenges from a downturn in the trucking industry and its high debt load, the recommendation is that Swift will restructure in bankruptcy but the term loan will likely receive post-petition interest and equity in the restructured company, offering an investment return over 20%.
British Airways was facing a dilemma on whether to eliminate its short-haul flights or not due to increased competition from low-cost carriers like Ryanair and EasyJet. A SWOT analysis revealed BA's strengths in its global brand and network as well as high profitability from long-haul flights. However, it was weak in costs and consumer service for short-haul flights. Ultimately, BA chose to downsize its short-haul business and focus on its competitive advantage in long-haul flights by retreating from competition with low-cost carriers on short-haul routes.
Dupont reported third quarter 2005 earnings per share of -$0.09, which included significant one-time charges. Excluding these charges, earnings were $0.33 per share, up 32% from the prior year. Segment sales grew 5% to $6.2 billion due to price increases across all operating segments. However, business was impacted by hurricanes Katrina and Rita, which reduced sales by $100 million and operating income by $50 million. For the fourth quarter, Dupont expects challenges from plant shutdowns due to the hurricanes but remains focused on offsetting rising costs through pricing.
- In 2008, Franklin Electric saw sales increase 24% to $745.6M and earnings per share increase 56% to $1.90. Water and fueling system sales both grew significantly.
- Franklin's financial performance exceeded global competitors in 2008 with 23.9% sales growth and 48.7% operating income growth.
- Franklin is focusing on expanding its water systems and fueling systems product lines globally through geographic expansion, acquisitions, and new product development.
- While Q1 2009 sales declined 15% due to the recession, Franklin is reducing costs to maintain strong financial performance during the downturn.
The document summarizes the economic impact of the cruise industry in the Canada/New England market. It finds that over the past decade, cruise capacity in the region has trended upward and accounted for 1.5-2% of global cruise capacity. Direct spending by cruise lines, passengers, and crew totaled $1.1 billion in Canada and $19.1 billion in the US in 2007 and 2008 respectively, supporting thousands of jobs. A typical port call by a 2,500 passenger ship generates between 114-136 jobs through spending by passengers, crew, and cruise lines.
Canada New England Cruise Symposium Cruise And The Community Andy MoodyCruise Symposium
The document summarizes economic impact studies of the cruise industry in Canada/New England from 2007-2008. It finds that:
- The cruise industry generated $1.1 billion in direct spending in Canada in 2007 and $19.1 billion in the US in 2008.
- Cruise lines accounted for about 60% of spending in Canada and 70% in the US, with the remainder from passengers and crew.
- At major Canadian ports, passenger spending per visit averaged $56-66, mostly on lodging, tours, food and retail. In New York passenger spending was higher at $983 per visit.
- The studies provide breakdowns of direct spending sources and impacts on industry sectors and
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
The document summarizes a presentation given by CSX Corporation at the Dahlman Rose Global Transportation Conference in September 2008. The summary discusses CSX's strong earnings growth and operating margins driven by productivity gains and pricing increases. It also notes that while housing and automotive sectors remain weak, CSX's diverse business portfolio and secular growth trends insulate it from economic downturns. The presentation raises CSX's long-term earnings growth targets based on its higher performance in 2008.
The document provides information on Embraer's corporate and business strategy, aircraft deliveries, revenues, backlog, product portfolio, and defense and security division. The key points are:
- Embraer focuses on organic growth, margins enhancement, diversification of business and revenues, and excellence in customer experience.
- Aircraft deliveries increased between 2006-2011 for both commercial and executive jets. Revenues grew from $3.76 billion in 2006 to $5.8 billion in 2011.
- The firm backlog was $21 billion in 2011 and Embraer has a diverse product portfolio and over 1,000 customers from 48 countries.
- The defense and security division focuses on intelligence,
Market Research Report : Air Cargo Market in India 2009Netscribes, Inc.
The air cargo market in India was valued at INR 64 billion in 2007-08 and is expected to grow 20% annually. Cargo is dominated by pharmaceuticals, textiles, IT hardware, and machinery. International operations are forecast to increase 12% yearly while domestic growth will be 10% yearly by 2011-12. Challenges include rising fuel costs and airport congestion while drivers include economic growth, transportation development, and government initiatives to attract investors and liberalize policies. Competition is increasing as many domestic and international players enter this growing market.
Q1 2009 Earning Report of Du Pont E I De Nemoursguestc4fcf72
- DuPont reported first quarter 2009 earnings of $0.54 per share, in line with guidance, with strong performance in agriculture and pharmaceuticals offsetting declines in industrial demand.
- In response to weak global economic conditions, DuPont increased its 2009 cost reduction goal to $1 billion and reduced planned capital expenditures by an additional $200 million to $1.4 billion.
- DuPont revised its full-year 2009 earnings outlook to a range of $1.70 to $2.10 per share, expecting difficult market conditions to continue except in global agriculture markets. The company will focus on aggressively reducing costs and capital expenditures.
- DuPont reported first quarter 2009 earnings of $0.54 per share, in line with guidance, with strong performance in agriculture and pharmaceuticals offsetting declines in industrial demand.
- In response to weak global economic conditions, DuPont increased its 2009 cost reduction goal to $1 billion and reduced planned capital expenditures by an additional $200 million to $1.4 billion.
- DuPont revised its full-year 2009 earnings outlook to a range of $1.70 to $2.10 per share, expecting difficult market conditions to continue except in global agriculture markets. The company will focus on aggressively reducing costs and capital expenditures.
2005* Embraer Day Airline Market Presentation (DisponíVel Apenas Em InglêS)Embraer RI
Embraer presented an analysis of key trends in the global airline market and their competitive positioning in the regional jet market. Some of the main trends discussed include traffic recovery led by low cost carriers, a shift in market share towards LCCs and regionals, and the need for fleet right-sizing. Embraer highlighted their strong market position in the 30-120 seat segment and examples of how regional jets are enabling the expansion and development of new routes globally.
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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.
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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.
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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
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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.
Jeremy Davidson from NYK Logistics; ‘Globalise the Outsourced Supply Chain: S...eyefortransport
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.
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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Rosalyn Wilson from Delcan Corporation on ‘Examining the State of Supply Chain & Logistics – Riding Out the Recession’
1. 21st Annual “State of Logistics Report®”
The Great Freight Recession
3PL Summit & Chief Supply Chain Officer Forum 2010
eyeforTransport
Atlanta, GA
June 22, 2010
Rosalyn Wilson
Delcan Corporation
2. US Business Logistics Costs
1.39
1.31 1.34
1.18
1.10
1.01 1.03
0.97 0.95
0.92
$ Trillions
1
3. The US Business Logistics System Cost is the
Equivalent of 7.7 Percent of Current GDP in 2009
$ Billions
Carrying Costs - $1.851 Trillion All Business Inventory
Interest 5
Taxes, Obsolescence, Depreciation, Insurance 233
Warehousing 119 Down 14.1%
Subtotal 357
Transportation Costs
Motor Carriers
Truck – Intercity 368
Truck – Local 174
Subtotal 542
Other Carriers
Railroads 50 Down 20.2%
Water (International 25, Domestic 4) 29
Oil Pipelines 10
Air (International 14, Domestic 15) 29
Forwarders 28
Subtotal 146
Shipper Related Costs 9
Logistics Administration 42
TOTAL LOGISTICS COST 1,095 Down 18.2%
2
4. Logistics Cost As A Percent of GDP
10.3
9.5 9.5 9.8 9.9
9.3
8.8 8.6 8.8
7.7
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
3
5. Total US Business Inventories
Billions of Dollars
2300
US Recessions
2100
1900
1700
1500
1300
Recession Dates: 3/1/2001 to 11/1/2001 and 12/1/07 to 7/1/09
Source: US Department of Commerce, Census Bureau
4
6. The Inventory to Sales Ratio Has Returned to
Pre-Recession Levels
1.50
1.45
1.40
1.35
1.30
1.25
1.20
20 20 20 20 20 20 20 20 20 20
00 01 02 03 04 05 06 07 08 09
Source: US Department of Commerce, Census Bureau
5
7. US Average Commercial Paper Rates
Continued to Fall in 2009
Billions of Dollars
7
6
5
4
Percent
3
2
1
0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Source: Board of Governors of the Federal Reserve System
6 5
8. The US Business Logistics System Cost is the
Equivalent of 7.7 Percent of Current GDP in 2009
$ Billions
Carrying Costs - $1.851 Trillion All Business Inventory
Interest 5
Taxes, Obsolescence, Depreciation, Insurance 233
Warehousing 119
Subtotal 357
Transportation Costs
Motor Carriers
Truck – Intercity 368
Truck – Local 174
Subtotal 542
Other Carriers
Railroads 50
Water (International 25, Domestic 4) 29
Oil Pipelines 10
Air (International 14, Domestic 15) 29
Forwarders 28
Subtotal 146
Shipper Related Costs 9
Logistics Administration 42
TOTAL LOGISTICS COST 1,095
7
9. Number of Truck Drivers vs Freight Carried
Drivers Freight
115.0
110.0
105.0
100.0
95.0
90.0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Source: Bureau of Labor Statistics, Bureau of Transportation
Statistics, and author estimates
8
10. US Ports Lose Ground in 2009
Ports 2009 2008 2007 2006
Los Angeles 5,028,998 5,670,897 5,740,261 5,743,400
Long Beach 3,765,560 4,611,671 4,994,949 4,798,617
New York 3,587,740 3,992,258 3,935,262 3,678,247
Savannah 1,914,751 2,115,986 2,041,521 1,609,131
Oakland 1,398,420 1,394,684 1,451,326 1,414,782
Norfolk 1,375,632 1,591,566 1,573,273 1,424,993
Houston 1,256,049 1,370,759 1,415,657 1,295,366
Seattle 1,072,838 1,082,573 1,289,364 1,222,596
Charleston,
954,836 1,330,919 1,408,434 1,517,311
SC
Tacoma 873,708 1,129,301 1,150,590 1,095,896
Source: Journal of Commerce PIERS Database, measured in TEUs
9
11. Monthly Tonnage Indicator for Internal Waterways
55
2006
50 2007
2008
45 2009
40
35
30
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Source: US Army Corps of Engineers, Navigation Data Center
10
12. Index of Logistics Costs as a Percent of GDP
1989 - 2009
Inventory Transportation Total
110
US Recessions
90
Index 1985 =100
70
50
30
1990 1995 2000 2005 2009
Recession Dates: 3/1/2001 to 11/1/2001 and 12/1/07 to 7/1/09
11 9
13. GDP Growth and Logistics Cost Growth
GDP Logistics Costs
2005 2006 2007 2008 2009
12
14. Looking Ahead
• Real GDP estimate for the first quarter of 2010 was revised
downward recently to 3 percent, following a fourth quarter
2009 estimate of 5.6 percent
• Inflation rate remains low at 2.2 percent in April 2010 and the
cost of living declined .1 percent in April as well
• Industrial Production has expanded every month in 2010
10
Industrial Production
5
0
-5
-10
-15
Jan 07 Jul 07 Jan 08 Jul 08 Jan 09 Jul 09 Jan 10
13
15. Looking Ahead
• Unemployment rose again to 9.9 percent in April 2010, but is
expected to decline in May
• The pace of job creation is picking up in the second quarter of
2010 and initial jobless claims are tapering off
• The For-hire transportation industry has lost over 300,000 jobs
since the start of the recession, more than half of them in 2009.
Jobs Lost 2009 Total Jobs Lost
Air (includes passenger) 20,100 50,300
Rail 17,200 20,800
Water 400 9,800
Truck 109,000 216,500
Pipeline 1,800 2,000
14
16. Looking Ahead
2010 Truck Tonnage 2010 Rail Carloadings
2.00 4.5
Percent Change
Percent Change
1.50 3.0
1.00 1.5
0.50 0.0
0.00 -1.5
Jan Feb Mar Apr Jan Feb Mar Apr
Source: ATA Truck Tonnage Index, SA Source: AAR RailTime Indicators, SA
2010 Rail Intermodal 2010 Container Traffic
3.0 1.10
Percent Change
Million TEUs
1.5
1.05
0.0
-1.5
1.00
-3.0
-4.5 0.95
Jan Feb Mar Apr Jan Feb Mar
Source: AAR RailTime Indicators, SA Source: Global Port Tracker
15
17. Summary
• 2009 Logistics Costs fell to $1.1 trillion
• Logistics cost were equivalent to 7.7 percent of GDP in 2009 –
the lowest level recorded to date
• Transportation costs dropped 20.2 percent and now account
for 4.9 percent of nominal GDP – all modes dropped
substantially
• Inventory carrying costs declined 14.1 percent and now
account for 2.5 percent of nominal GDP – both decreased
inventories and lower interest rates contributed
16 17