EDITION 2/2013

THE WORLD OF INTELLIGENT LOGISTICSmagazine

AIR FREIGHT HEAVY LOADTO BRAZIL

FOOD LOGISTICS A NEW NETWORKFOR EUROPE

DACHSER GROWS WITH AZKAR

TRUSTING IN THE FAMILY

New in the Dachser management: Azkar CEO Juan A. Quintana (left)

and president of the board of directors José A. Orozco

02 DACHSER magazine

NUMBERS THAT COUNT

World patent champions

Patent applications worldwide

Mini world champions Swiss innovators submit 4,000 patents a year to the

international patent offices. Extrapolated to the 8 million

inhabitants, the Swiss thus have the most industrious

inventors. (Source: Interpharma)

Source: World Intellectual Property Organization, WIPO, 2011

Source: World Intellectual Property Organization, WIPO, 2011

“I’ve found it,” proclaimed Archimedes the Greek of Syracuse on discovering the principle of buoyancy. Discoveries and inventions like these keep reinventing the world we live in.

EUREKA!

15.1%

24.6%

7.6%6.7%

20.4%

16.0%

8.9% 8.4%

23.8% 23.5%

21

3

China

526,412 patents Japan

342,610patents

USA526,412patents

ChinaEuropean Patent

Office Japan South Korea USA

Percentage 2008

Percentage 2011

DACHSER magazine 03

CONTENTS

04

16

20

28

COVER STORY

Integration: Dachser’s shared path with Azkar and Transunion 04

FORUM

People and markets: 10Quality management in food logistics; Dachser in figures; social networks Symbols: Signs of change 14

COMPETENCE

Distribution: Logistics for cosmetics manufacturer Rituals 16Food Logistics: An interview with Alfred Miller about demanding markets and the European Food Network 20vivengo: New standards in European food logistics 23

NETWORK

Air & Sea Logistics: Air freight to Brazil – a heavyweight takes off 24Network competence: News from the world of Dachser 26Iberian Peninsula: Markets with prospects 28

BUSINESS LOUNGE

Improvisation: Bernhard Simon meets Dr Christopher Dell 32

GOOD NEWS

Teamwork: The “yellow angel” principle 35

ImprintPublished by: Dachser GmbH & Co. KG, Memminger Str. 140, 87439 Kempten, Germany, Internet: www.dachser.com Overall responsibility: Dr Andreas Froschmayer Editor-

in-chief: Anne Huschka, Tel.: +49 831 5916-1423, Fax: +49 831 5916-8-1423, e-mail: anne.huschka@dachser.com Editors: Martin Neft, Christian Weber, Theresia Gläser Publisher:

Burda Creative Group GmbH, Arabellastr. 23, 81925 Munich, Germany, Tel.: +49 89 9250-1320, Fax: +49 89 9250-1680 Managing director: Gregor Vogelsang, Dr-Ing. Christian Fill

Project manager Burda Creative Group: Marcus Schick Design: Ralph Zimmermann Photos: all photos Dachser except Denis Doyle (pp. 1, 3, 4–9), iStockphoto (pp. 2, 3, 10,

11, 14, 15, 27, 28, 29, 30, 31), Tony Baggett/panthermedia.net (p. 13), Voith (pp. 24, 25), Rituals (pp. 3, 16–19), Jörg Reuther (pp. 3, 20–22), Frank Schinski (p. 35),

Illustration: Ralph Zimmermann (pp. 32–34) Printer: AZ Druck und Datentechnik GmbH, 87437 Kempten, Germany Circulation: 38,000/54th volume Publication: 4 x per year

Languages: German, English, French. The DACHSER magazine is printed on NovaTech paper certified in accordance with the FSC® mix for sustainable forestry.

F Our DACHSER

eLetter is packed with even

more information.

To find out more, visit:

www.dachser.com/news-en

COVER STORY

4 DACHSER magazine

DACHSER magazine 5

COVER STORY

What can Azkar customers expect?

J. Quintana: As a logistics provider we are

first and foremost a customer-oriented com-

pany. This distinguishes us from classical

product suppliers. We need to precisely un-

derstand our customers’ changing needs at

all times and respond to them accordingly

with flexible solutions. As a result of interna-

tionalization, multicultural aspects are nowa-

days also increasingly influencing operating

activities. In cooperation with Dachser this

opens up exciting perspectives for both our

customers and us.

Azkar and Dachser have been cooperating

since the beginning of 2007. The acquisi-

tion followed at the beginning of this year.

What was the deciding factor for Azkar?

J. Orozco: We had a very good feeling about

the cooperation right from the start. Both

companies shared the same basic approach to

corporate leadership and logistics. For us it

was important in light of the unclear issue

of management succession at Azkar that in

Dachser we have found a company that will

continue and secure our successful develop-

ment as a family business and keep the Azkar

spirit alive.

J. Quintana: Azkar and Dachser have pur-

sued common goals with a similar set of

values and a fundamentally long-term strat-

egy for some time now. On this basis, our

collaboration with Dachser’s management

board has also been very close and trusting.

What overlap was there between the

respective business models?

J. Quintana: Azkar and Dachser have a

similar entrepreneurial basis. In both com -

panies the top management personalities ‡

At talks in Madrid: Juan A. Quintana (l.) and José A. Orozco (r.)

Azkar is an evocative brand on the Iberian logistics market. Since being acquired by Dachser, the company is even more intensively associated with the European network. CEO Juan A. Quintana and president of the board of directors José A. Orozco talk about the merger of two family enterprises and new perspectives for logistics customers.

TRUSTING IN THE

FAMILY

COVER STORY

6 DACHSER magazine

act as ‘entrepreneurs within the enterprise’.

This means the respective decision-makers

on the ground assume responsibility for

local business, their customers and the func-

tioning of the network. In this respect, too,

Azkar brings a very sound basis of 15,000

portfolio customers in Spain and Portugal

into the union. With over 3,000 staff work-

ing in 71 branch offices and supported by

some 2,000 external drivers the company is

able to contribute significantly to increasing

both the extent and quality of the products

and services offered. And now that with

Transunion an Iberian air and sea logistics

operator has also been added to the network,

this presents excellent possibilities for us to

offer our customers complete supply chains

overland, in the air and by sea with a focus

on exports.

First cooperation, now a joint under -

taking. How do customers benefit from

Azkar being fully integrated into the

Dachser network?

J. Quintana: We are now a full member of

the Dachser family and as such are fit to

take on the challenges of the future. Our

customers can also build on this depend -

ability and on our stable network. Companies

operating Europe-wide, such as the health-

care provider Hartmann, can integrate with

us even more closely because with procure-

ment logistics from Germany we are able to

map the entire supply chain from a single

source. The merger enables us to offer our

customers integrated services which are

unique in this form in Spain and Portugal.

Moreover, we are also looking to develop

new niches in the Iberian market. For

example in the field of dangerous goods, a

segment in which Dachser has many years

of experience.

What potential do you see specifically

for the Iberian market?

J. Quintana: In Spain and Portugal the

crisis has dictated difficult market conditions

of late. However, Azkar managed to weather

Air and sea freight extendedWith Transunion, Dachser took

over a family-run international air

and sea freight forwarding com -

pany at the beginning of the year

following 15 years of successful

cooperation. “Transunion is a

perfect match for Dachser and

our Global 2.0 growth strategy,”

ex plains Thomas Reuter, manag ing

director Dachser Air & Sea

Logistics. “We are taking over

Transunion along with the existing

management team headed by

Federico Camañez and all employ-

ees and will lead the company

into the future as an autonomous

ASL country organization within

the Dachser network.” As a market

leader in Spanish air and sea

freight operations, Transunion has

maintained good volumes espe -

cially on the strong Spain – Latin

America trading route. But Dachser

customers in Europe also stand

to benefit from the takeover, among

other things from better access

to the growing Turkish market.

Added to this are nine branch

offices at Spain’s major sea and

airports. “In combination with

Azkar’s overland transport net -

work,” Reuter says, “we now cover

almost all aspects of the logistics

busi ness on the Iberian Peninsula.”

INFO

hhAs a logistics provider we are first and foremost

a customer-oriented company. This distinguishes us

from classical product suppliers. We need to precisely

understand our customers’ needs at all times and respond

to them accordingly with flexible solutionsJuan A. Quintana,

Azkar CEO

Logistics at Azkar’s Madrid warehouse

DACHSER magazine 7

COVER STORY

the storm comparatively well, while keeping

staff levels stable. This has created the basis

for continued dynamic growth aligned

with an export-oriented strategy within the

Dachser network. The decisive factor for our

customers is our ability at all times to offer

excellent quality at fair prices. This is the

key to the future.

J. Orozco: I am confident. While the crisis

on the Iberian Peninsula is not yet over -

come, the markets are nevertheless beginning

to stabilize. Economists are signalling that

things are picking up.

J. Quintana: Azkar as a company was not

in a crisis. In the past few years we have

deliberately targeted new markets and are

therefore positioned differently today from

five years ago. On the one hand our activities

still focus on our domestic markets and on

the other hand now also clearly on exports

and business abroad. Integration into

Dachser’s network offers the best possible

prerequisites to continue along this sus -

tained path of growth.

What, in your opinion, are the main drivers

of growth in this process?

J. Quintana: Size and network competence

are the decisive criteria in the logistics

market. In 2013, Dachser is steering towards

the five-billion-euro threshold in terms of

revenue, to which the Iberian Peninsula

contributes 500 million euros. That is not

only a competitive advantage; it also creates

the best possible conditions for the future.

Azkar brings very loyal customers into the

equation that we have served for many years.

They know us and we know their needs

inside out. Together with Dachser, we are

aiming to continue to build on this.

J. Orozco: Service providers have to manage

their local and regional business, but increas-

ingly with a global understanding. As supply

chain management becomes increasingly

complex, demands on a new quality also

grow, which we as a learning organization

are required to meet time and again.

How have you been accepted as new col-

leagues by the Dachser management?

J. Quintana: I can answer that question in a

single sentence: we have felt at home with

Dachser from the word go. When meeting

our new colleagues, for example recently at

Dachser’s Global Leadership Conference

in Hamburg, we have always felt totally ‡

Dachser welcomes its new Iberian colleagues with open arms.

“We have been working intensively on the Iberian market for 30 years.

Whenever the topic of quality comes up with our major customers

there, the name Azkar is mentioned. We in Benelux are therefore excited

that Azkar is now part of the Dachser family. The corporate manage-

ment of Azkar and Dachser are well-matched and form a solid basis for

future cooperation.”

Aat van der Meer, Dachser Benelux

“I love Spain. Every year I spend a few days, or better a few weeks,

there on holiday. I have always experienced friendly people, excellent

cuisine and great architecture. That’s one reason why I’m pleased

that Azkar is now part of the Dachser family. In day-to-day operations

this opens up whole new possibilities to offer customers such as

Seat high-quality and intelligent possibilities both in Spain and at the

production site in the Czech Republic. Together with Azkar we can

make the best of these new opportunities.”

Petr Kozel, Dachser Czech Republic

“In Scandinavia we are very pleased about the new addition to the

Dachser family. We have previously had super service from Azkar as a

partner. We are therefore confident that its full integration will make

us all stronger. We would like to extend a warm welcome to our new

colleagues.”

Finn Skovbo Pedersen, Dachser Nordic A/S

WELCOME TO THE FAMILY

The name Azkar has an evocative ring in Spain

COVER STORY

8 DACHSER magazine

With the new strategic alignment

on the Iberian Peninsula, Dachser

is consistently expanding its

European network. Michael Schilling,

managing director European Network

Management & Logistics Systems,

points the way ahead.

“Through the acquisition of Azkar we

have closed one of the remaining

gaps in the Dachser network. It has

always been and still is our policy only

to make acquisitions or build up our

own organization when we can be

sure the company in question is

compatible with us and we are in a

position to incorporate it in line with

our philosophy of a ‘wholly integrated

network’. Azkar’s management

now carries responsibility for the whole

of the Iberian Peninsula. This results

primarily from a uniform understanding

of the market in which we do not

distinguish between Spain and

Portugal, but rather experience full

integration of the two markets as a

day-to-day reality in line with the

motto ‘one market, one system, one

team’. We will continue to develop

this absolutely stable, powerful and

unique basis in the best interests

of our customers.”

COMPLETELYCOMPATIBLE

Logistics at a high level: the customer always comes first

DACHSER magazine 9

COVER STORY

welcome. Personally, I have been particularly

impressed by the openness for all topics and

issues as well as the highly flexible mindset.

Bernhard Simon has said “Azkar will bring

greater changes for Dachser than Dachser

will for Azkar”. Do you share this view?

J. Quintana: With the acquisition of Azkar

and Transunion Dachser’s centre of gravity

has shifted slightly from central Europe

towards the Ibero-American markets. With

their historically rooted experience especial-

ly in the Latin American markets, Spain

and Portugal can also provide important

impulses for Dachser’s ongoing internation-

alization.

J. Orozco: We see it as our responsibility to

bring new ideas and talents into the com -

pany. And to do so with passion and profes-

sionalism.

J. Quintana: Ultimately what counts is

mutual trust. I am convinced that with the

joined forces of Dachser and Azkar we can

position ourselves as strong brands in the

Ibero-American world. I believe there is

great potential for the future here.

Dachser and Azkar: two families – one history A glance at Azkar’s company history reveals astonishing parallels to

Dachser’s evolution: from its foundation in 1933 up to the 1970s, Azkar was

a regional company. This was followed by an expansion phase that lasted

into the 1990s. With the help of agencies and external partners new markets

were developed first in the east of the country and then throughout Spain

and finally Portugal. A third phase at the turn of the century heralded a period

of consolidation, professionalization and internationalization. This included

cooperation with Graveleau, at the time Dachser’s French and Portuguese

subsidiary. From 2007, this cooperation with Dachser became closer

through the first takeover of shares. Effective from 15 January 2013, Dachser

acquired the remaining shares in the Spanish logistics provider.

INFO

hhService providers have to manage their

local and regional business, but increasingly

with a global understanding

José A. Orozco, president of the board

of directors at Azkar

Valencia

Madrid

Barcelona

Bilbao

Sevilla

Oporto

Lisbon

Iberian network competence

With Azkar and Transunion and the locations in Spain and Portugal, Dachser’s network will become even more efficient.

SPAIN

PORTUGAL

FORUM

10 DACHSER magazine

Mr Pflüger, what does quality management

mean for Dachser Food Logistics?

Chr. Pflüger: On the one hand logistics

providers are part of the supply chain and

are subject to the same statutory food-safety

requirements as manufacturers. We are there-

fore obligated to ensure traceability and

“good hygiene practice” in line with HACCP

standards. So we can’t simply choose whether

we want to manage quality or not. Apart

from the legal aspect, we at Dachser on the

other hand aim to provide a first-class quali-

ty service. This means our QM system not

only needs to take account of the sensitive

nature of the transported goods, but also the

customers’ desire for punctual, complete and

undamaged delivery of their goods, as well

as prompt information.

What do you do in order to meet these

requirements?

To start with, QM is organized on the one

hand in a central unit at head office in

Kempten and on the other hand decentrally

in all facilities. Central QM reports directly

to the board of management. This shows just

how seriously we take quality policy at

Dachser. If you have to deliver several thou-

sand consignments a day up and down the

country within 24 hours, you can’t avoid stan-

dards. We define all workflows with pro -

cess descriptions and work instructions and

document these in our QM manual. Head

office additionally monitors compliance with

these guidelines through evaluations and

audits and coordinates training and develop-

ment of the QM system, for example in the

event of changes to the relevant laws, stan-

dards, forwarding processes or equipment.

This is where our 24 quality management

officers come in. A quality management offi-

cer is responsible in every branch office for

compliance with the standards and laws and

further refines the processes.

How much of this do your customers

notice?

Apart from food safety, customer satisfaction

is our top priority. Suppliers notice this from

the low number of complaints and damage

ratios as well as our responsiveness. In partic-

ular during seasonal peaks and 4-day weeks

it is noticeable that we deploy only our own

staff for the transshipment and order picking

process as well as for value added services.

In the event of manufacturer recalls a crisis

management team immediately takes care

of the matter. Thanks to our sophisticated

IT systems we are able to trace the consign-

ment concerned within a matter of minutes.

We frequently receive letters from our cus-

tomers thanking us for the quick and smooth

handling of recalls. But there are also direct

contacts: our quality management officers

are the first port of call for our customers

in all matters relating to quality. They en-

courage an exchange of views in circles or

work together to develop packing solutions

designed to minimize damage.

What role do certificates play in this?

Certificates in accordance with DIN ISO

9001 and IFS Logistics are in fact to some

extent a by-product of what we do. Of course

our customers expect such documents – and

they make a lot of things much easier.

And I won’t deny that we are proud to have

so far been awarded the “higher level” in

all branch offices and in all IFS Logistics

audits. To obtain the higher level you have

to achieve a result of over 95 percent and

we even get as much as 99.15 percent. But

QM is not an end in itself and does not

primarily serve to pass audits. Most recently

we have completely integrated our ware-

houses into the ISO system.

QU

ALI

TY

MA

NA

GE

ME

NT

Standards in food logistics

TRANSPARENT PROCESSESFoodstuffs are sensitive goods. Christian Pflüger,

head of Food Logistics quality management at Dachser,

talks about challenging food logistics.

DACHSER magazine 11

FORUM

Providing the best quality the market can

offer – with this objective, Dachser Food

Logistics satisfies the market demands for

high-quality service. This ambition has evolv -

ed historically. Back in 1988 the logistics

provider produced a first “refrigerated goods

service manual” which systematically describ -

ed all necessary activities and processes and

defined an organization-wide quality level.

Today all 27 Food Logistics branch offices

are certified in accordance with DIN ISO

9001:2008 as well as IFS Logistics. At a

number of branch offices where organic

products are stored, Dachser is also accredit -

ed to handle organic produce.

In February 2013, the first branch offices

were certified in accordance with the now

binding IFS version 2 – again achieving

“higher level”. The challenge of the new

version is compliance with the food defence

requirements. To satisfy these, providers must

implement procedures designed to enable

them to identify and minimize deliberate

and unauthorized manipulations of food

products.

Quality management at Dachser is backed

by a transparent process chain that is en -

sured through package scanning. This allows

Food Logistics

BETTER ON THE SAFE SIDE

In food logistics quality is the measure of all things and an absolute

must to ensure food safety. Dachser relies on a commitment to quality that

goes far beyond the legal requirements.

ISO 9001 defines minimum requirements for a QM system

in order to meet customer as well as statutory demands on product

and/or service quality.

IFS Logistics is an audit standard based on a homogeneous evaluation

system with the objective to establish comparability and transparency

throughout the entire supply chain.

HACCP (Hazard Analysis and Critical Control Points) is a preventive

approach to analysing and controlling hazards in health-critical processes.

STANDARDS

Dachser not only to provide customers with

a gap-free shipment history including cur-

rent status in real time, but also with a supply

chain event management system. The tool

for proactive, automatic display of delivery

obstacles (“Active Report”) has become a hit

with Dachser customers, whose customer

service departments no longer have to chase

up consignments. Thus early decisions can be

taken concerning appropriate procedures for

goods approaching their best-before date –

a USP compared to the competition.

FORUM: PEOPLE & MARKETS

Strategy

TARGETING REVENUE OF 5 BILLION EUROS

The head of Dachser’s management

board had good news when he

presented the company’s financials

in Munich at the end of March.

Corporate data 2012

Revenue: € 4.41 bn

(+ 3.7%)

Staff: 21,650(+ 650)

Profit centres worldwide: 347

Tonnage: 37.5 m tonnes

(+ 1.1%)

Consignments: 49.8 m(+ 1.0%)

Revenue by business field 2012

European Logistics: € 2.661 bn

(+ 1.4%)

Air & Sea Logistics: € 1.305 bn

(+ 7.4%)

Food Logistics: € 573 bn

(+ 13.2%)

Dachser increased group revenue to EUR

4.41 billion in the 2012 financial year,

which is 3.7 percent higher than 2011. This

was achieved despite a difficult and unstable

economy in many parts of the world, espe-

cially in Europe. “Even against this back-

ground we succeeded in consolidating the

organic growth of the previous years and

maintained our stable position on the mar-

ket,” summarizes Simon. As a family enter-

prise that takes a long-term approach to

planning, Dachser adopted a counter-cyclical

approach in 2012 and compared to 2011

increased its capital investment by around

10 percent to EUR 148 million. “This

way,” says Simon, “we are laying

the foundation for further

growth.” The recent acquisi-

ti ons of the Spanish logistics

providers Azkar and Trans -

union have also contribut -

ed to this (see also p. 4 ff ).

Including these acquisi -

ti ons and expected organic

growth, Simon is anticipat-

ing that Dachser will ex-

ceed revenue of five billion

euros for the first time in

the current business year.

IN BRIEF

At Dachser by far the lion’s share

of the profit is ploughed back

into the company. With an equity ratio

unchanged at 41 percent at the end

of 2012, Dachser is able to finance

its investments largely from cash flow.

12 DACHSER magazine

hhDespite the still

difficult market

situation in Europe,

Dachser aims to continue

to grow organically in 2013

Bernhard Simon

DACHSER magazine 13

FORUM: PEOPLE & MARKETS

WHEN CARS LEARNED TO WALK ...

150 years ago, on 30 July 1863 near Detroit,

Henry Ford was born. His method of building

cars on a moving assembly line not only

sealed the fate of the horse as a mode of

mass transportation, it also gave momentum

to a modern industrial production increasing-

ly based on the division of labour. While

critical observers saw the production line as

the symbol of a progressive “detachment”

from work, to Henry Ford it was a blessing.

Structured work processes allowed him to

introduce the eight-hour working day, above-

average pay and profit participation for

workers. Which in turn was intended to bene-

fit his company. The logic being that the

purchasing power of his workers stimulated

sales of the cars they produced and hence

the entire economic cycle. The same sort

of pragmatism was reflected in the model

range: “Any customer can have a car painted

any colour that he wants,” was Ford’s credo,

“so long as it is black.”

Social networking

CAREER ON THE WEB

Social networks are also changing the way

companies communicate with job applicants.

“DACHSER Careers” on Facebook

encourages dialogue.

The world is networked. Any time, anywhere. Social networks like

Facebook, google+, twitter, linkedin or tumblr connect people

across continents and cultural divides. On Facebook alone

almost one billion people worldwide connected up in April.

“Communication always follows its target group,” says Birgit

Kastner-Simon, head of Dachser’s Corporate Marketing divi -

sion. “The social web and Facebook first and foremost have also

changed the way companies develop and communicate brand

messages. The maxim is: listen and act quickly, while remaining

authentic and personal.” And this is precisely where the new

“DACHSER Careers” page comes in, to be found on Facebook

since March. The “DACHSER Careers” Facebook page has

been designed, configured and launched in-house under the

direction of Julia Gebauer.

She will also be responsible for

future topic management and

regular updating. Anybody

who is interested can sign up as

a fan of “DACHSER Careers”

and participate in the dialogue.

Dr Thilo Büsching, Profes -

sor for Internet Management

at the Würzburg-Schweinfurt

University of Applied Sciences,

sees employer branding on the Web as an ideal opportunity

for companies to address potential candidates and communi -

cate their plus points in an active dialogue. “The main thing is

on the one hand to find topics, media and interaction forums

that really spark the interest of the target group, and on the other

to answer questions openly and authentically. Sensitive, timely,

data protection-compliant, creative and at the same time normal

dialogue is the no. 1 success factor. Benefits, services portfolio

and corporate culture are communicated en passant. And of

course the prospects for young people. Ideally, young talents

would base their applications on the Web 2.0 criteria or the HR

department would succeed in directly approaching high potential

candidates via social networks.” As part of a living corporate

culture, the media economist believes career pages on the Web

should not be seen as a stand-alone channel, “but always as an

integral part of the company’s overall communication policy”.

www.facebook.com/dachsercareersF

hAdam and Eve were deceived by the

crafty serpent’s promise of divine

wisdom. They were tempted into eating of

the forbidden fruit – and were promptly ban-

ished from the Garden of Eden. The Biblical

text about the Fall of Man has inspired dozens

of artists, who interpreted the fruit as an

apple. For centuries, the bitten apple served

as the Christian symbol of original sin.

Nowadays, the first thing people tend to

associate with the bitten apple symbol is a

telephone. The logo that now adorns all

Macs and i-devices was created for iPhone

manufacturer Apple by designer Rob Janoff

in 1977.

With the apple it’s the same as with other

symbols: what people think of when they see

them can rapidly change. This doesn’t pre-

vent states, organizations and corporations

from creating symbolic insignia: they target

the recipients of their times – and use strong

images, colossal monuments or memorable

logotypes to appeal to the basic human need

for points of reference.

Building with significanceArchitects traditionally play an important

role in this. The more monumental an edifice

is, the more likely it is to become imprinted

in the collective memory. The pyramids of

Giza, for example are still a symbol of the

power of the pharaohs 4,700 years after they

were built. Today stone blocks have been re-

placed by steel and glass, but the trend for

monumental buildings is unbroken, symbol-

ic as they are of the economic potency of their

owners.

The title “world’s tallest building” is current-

ly held by the Burj Khalifa in Dubai. The

skyscraper is more than twice as high as

the Empire State Building, which was the

world’s tallest building until 1972. This

was overtaken by the World Trade Centre.

At the time, no one would have dreamt that

one day the Twin Towers would stand for a

nation’s vulnerability. A similarly tragic

change of symbolism befell the Titanic.

Designed as a symbol of luxury and privilege,

since her tragic maiden voyage the luxury

liner has above all stood for delusions of

grandeur.

They make complex concepts simpler and have anidentity-building effect: symbols have served as pointsof reference for human cultures – and hence as mirrorsof societies and their economies – through the ages.

FORUM: ESSAY

14 DACHSER magazine

SIGNS OF

CHANGE

Brands and mediaWe might expect that with the dissemination

of mass media and the Internet the power

of symbols would diminish. But the opposite

is the case: the more complex the world

appears to be, the more we yearn for simple

identifying markings.

Companies take advantage of this and every

year plough billions into creating brands

and logos. With success: the Mercedes star,

the Lacoste crocodile, McDonald’s golden

arches or the Coca-Cola logotype are literal-

ly familiar to every child – at least in western

consumer societies: studies show that three-

year-olds in the US already recognize an

average of 100 logos. Accordingly, well-

known brands come at a price: experts value

the brand with the bitten apple alone at a

full 70 billion dollars, original sin or not.

Incidentally, the Biblical symbolism did not

prevail in the case of the serpent either.

Instead of being confined to the sidelines as

an agent of the devil, the snake is nowadays

used as a symbol for many medical insti -

tutions. Even going back to the Ancient

Greeks, the snake was believed to have

healing powers. S. Ermisch

At sign, e-snail, apetail...pretty imaginative, the associations symbol interpretershave given to one of the most widely used symbols in the world. In e-mail addresses the @ links user and domain name and isconsidered the standardsignal for the Internet.Its origin is unclear, but is commonly assumed to date backto pre-online times.Some trace it back tomediaeval times, as a contraction for the Latin word “ad” (to, toward, at) or a derivation of “arroba”, a unit of weight or volume used in France,Spain and Portugal and corresponding to 10 kilogrammes or 15 litres.

hhThe more monumental

an edifice is, the more

likely it is to become imprinted on the

collective memory

FORUM: ESSAY

DACHSER magazine 15

Symbols have a strong impact: be it as messengersof peace, saviours, seducersor monuments of power

COMPETENCE: DISTRIBUTION LOGISTICS

16 DACHSER magazine

Part of the concept: the shop becomes an oasis

of wellbeing

DACHSER magazine 17

COMPETENCE: DISTRIBUTION LOGISTICS

Dutch cosmetics manufacturer Rituals is on course forsuccess with its luxury Home and Body cosmetics. Not least thanks to reliable Europe-wide distribution thathas to meet the one or the other challenge.

h It’s all about pampering yourself: with

five products in an attractive gift box

the “Ultimate Hammam Collection” allows

you to experience the Turkish Hammam

ritual at home. The products give a nice

warm tingling after-sensation on the skin, fill

your bathroom with the fragrance of euca-

lyptus and make you feel like you have been

reborn. “Most people go through life running

on autopilot,” says Raymond Cloosterman.

The founder of the Dutch cosmetics brand

Rituals should know. At the end of the

1990s he was working for a major consumer

RELAX ANDBREATHE DEEPLY

goods manufacturer in Paris. Managing

global brands was his daily bread and butter.

Then his employer released him from his

duties for three months: Cloosterman was

supposed to develop a new brand, but was

initially overwhelmed by having so much

free time on his hands. “I was used to dash-

ing from one appointment to the next,” he

says looking back. The Dutchman made

use of his new freedom in order to travel.

His travels introduced him to a number of

ritu als designed to promote wellbeing,

such as Indian Ayurveda, Chinese Tao ‡

COMPETENCE: DISTRIBUTION LOGISTICS

18 DACHSER magazine

time slots. This means route planning be-

comes especially important.” Roland Bloem,

sales manager at Dachser in Zevenaar in the

Netherlands adds: “As some of the products

contain alcohol, the regulations governing

dangerous goods transports are relevant.”

Dachser is responsible for collecting the

Rituals products from the central warehouse

in the Netherlands and distributing them

Europe-wide.

A clear conscience In the four years since the start of coop -

eration the number of consignments has

steadily grown. In 2012, the figure was up

by 27 percent compared to the previous year.

And Rituals is growing not only in terms of

sales, but also when it comes to applications:

anybody wanting to discover the ceremonies

for themselves can find guidance and inspi-

ration at one of the Rituals spas. These oases

Combatting stress: relaxing as if in a Turkish spa

and Japanese Tatsu. Back in Amsterdam, he

opened a store for Home & Body products

in 2000.

Shops in top locations But the brand expert was up for more. He

wanted to sell his products internationally.

Today Rituals employs a staff of 1,155 who

market over 400 products in 13 different

countries. The range extends from body and

skin care, via perfumes and make-up, teas

and room fragrances, to a range of comfort-

able clothing. Germany is one of the biggest

sales markets alongside the UK, Spain and

Belgium. It is planned to add another ten

stores to the existing 47 bespoke stores in

Germany in 2013 alone. Rituals is present

with a shop-in-shop concept at another

28 locations across the country. These are

mostly up-market department stores in

top locations, for example Alsterhaus in

Hamburg and KaDeWe in Berlin. “We are

of course very pleased about these inner-city

locations, but at the same time they re pre -

sent quite a challenge for our logistics part-

ner,” says Mark Hoppenbrouwers, Supply

Chain Director at Rituals. “Deliveries may

only be made to the downtown shops and

department stores within narrowly defined

Dachser Netherlands coordinates logistics for Rituals

from Zevenaar

hhDeliveries may only be made

to the downtown shops and department stores

within narrowly defined time slots. This means route

planning becomes especially important

Mark Hoppenbrouwers, Supply Chain Director

at Rituals

DACHSER magazine 19

COMPETENCE: DISTRIBUTION LOGISTICS

of wellbeing can currently be found above

all in the Netherlands and Belgium. But that,

too, is set to change. Rituals is positioned

in the up-market segment at affordable

prices. In times of economic uncertainty this

goes down well with consumers. At the tra-

dition-rich de Bijenkorf department store in

Amsterdam Rituals is one of the fastest-sell-

ing brands in the cosmetics department, not

least because a caring attitude towards the

environment and sustainability are also

among the company’s values. The products

are not tested on animals and the company

uses natural, renewable and organic ingredi-

ents in nearly all of its products. Supply

Chain Director Hoppenbrouwers is equally

convinced: “Once you have discovered one of

our ranges for yourself, you won’t want to

miss these relaxing and meaningful rituals as

part of your day-to-day routine.” D. Kunde

On track for growth Rituals has its head office in

Amsterdam and in 2012 generated

revenue of EUR 180 million.

The company is on track for

growth: the company plans to add

at least 100 new products and

50 more outlets in 2013. The Home

and Body cosmetics products are

sold Europe-wide in 250 Rituals

stores as well as 450 shop-in-shop

outlets. They can also be found

on board airlines and in hotels.

The rituals are demonstrated at

bespoke spas. Products can

also be ordered from the webshop

under the following link:

www.rituals.com

Rituals for relaxation and wellbeing

Ayurveda originates in India. The philosophy aims to restore balance

between body, soul and mind through cleansing and meditation,

followed by a richly nurturing ritual.

Hammam is an Oriental cleansing ritual that has been practised for

hundreds of years.

Sakura comes from Japan and celebrates the flowering of the cherry

blossom. It is a symbol of love and happiness.

Tao is an ancient Chinese philosophy centred around achieving

harmony between Yin and Yang – two opposing forces that can only

exist if they are in equilibrium.

Tatsu comes from Japan and translated means “The sign of the dragon”.

It is the symbol for water, purity, courage and strength.

INFO

Transform your everyday routine into a wonderful ritual

F

COMPETENCE: FOOD LOGISTICS

20 DACHSER magazine

Food logistics at Dachser remains on track for growth. Alfred Miller, managing directorDachser Food Logistics, talks about challenging markets and the prospects of the new European Food Network.

But this doesn’t mean people are suddenly

consuming less food.

In what areas did Dachser Food Logistics

gain?

We recorded the biggest increases in our core

business, distribution of national and inter-

national groupage. We also saw double-digit

revenue increases in the field of full truck

loads, whereby intra-European direct trans-

ports grew the strongest.

So you can confidently say: you got every-

thing right...

In principle, yes. We see ourselves confirmed

in our philosophy that quality and trans-

parency in the provision of services pay off

STRATEGICALLY REPOSITIONED

IN EUROPE

Mr Miller, in 2012 Dachser Food Logistics

recorded the strongest growth figures in

the company with a rise in revenue of 13.2

percent. Where does this strong growth

come from in light of the otherwise gener-

ally muted trend in logistics?

Alfred Miller: Not only did we achieve the

strongest revenue growth in the history of

our business field, we also notched up a

revenue record as well as a historical high

in terms of numbers of consignments

and tonnages. However, we can’t compare

logistics for food products and other daily

consumer goods with logistics for indus -

trial goods. In that segment we are indeed

seeing more restrained growth at the mo-

ment due to the general economic trend.

A new European network, a new productworld – for DachserFood Logistics thismarks the start of a new era (see alsopages 23 and 27).

DACHSER magazine 21

COMPETENCE: FOOD LOGISTICS

for our customers over the long term.

Customers who choose Dachser for their

logistics operations place great importance

on a high service level, a low damage ratio

and good supplier evaluation when it comes

to selecting a service provider. We see meas-

urable, high quality as a major factor that

differentiates us from the rest of the market.

But for all the euphoria over the higher

volume of business, the dramatic price devel-

opment in the road haulage market is a cause

for concern. We are not satisfied with the

results of the past few years.

What does this mean for operating busi-

ness?

All stakeholders must finally be clear on

one thing, namely that there are fewer and

fewer drivers. Part of the increase in revenue

in 2012 therefore results from unavoidable

price adjustments due to higher purchase

prices for haulage contracting. At the same

time, however, customers and legislators are

making greater demands on performance,

quality and food safety. We must there -

fore critically examine the compatibility of

all processes affecting goods transport with

one central goal, to ease the workload of

drivers and forwarding agents resulting from

services not related to transport.

But ultimately that can’t compensate the

underlying problem of a growing shortage

of drivers in the long term?

That‘s correct. At Dachser we are continuing

to step up our initiatives, but it’s still not

enough for the market as a whole. If the

gap between supply and demand for trans-

port services continues to widen, this will

inevitably be reflected in the short term in

prices. In recent years many smaller market

participants have paid the price of hoping

for better times with their existence.

It sounds like there’s no way out. What

solutions do you see?

The fact that there are only a handful of

larger food forwarders left in Germany and

that they are not being joined by any new

ones is an unmistakable sign that prices here

are too low. But unfortunately cost leader -

ship and good quality seldom go hand in

hand. We invest millions of euros a year in

our infrastructure in order to provide our

customers with first-class logistics. We in-

tend to continue to do so, but will look very

carefully in future at where we invest and

whether these investments are appropriately

honoured by our customers.

In Poland Dachser is now working to -

gether with Fresh Logistics, a member of

the Raben group. How do you assess the

new partner and what prospects for eastern

Europe do you see from this partnership?

This partner is not so new to us actually;

it’s a company we’ve known for many years.

Fresh Logistics is market leader in Poland

and additionally offers our customers excel-

lent access to the Baltic states and the Czech

Republic. Conversely, Raben/Fresh Logistics

is hoping for the same effect in the regions

of Europe to the west, north and south – a

win-win situation for partners and export

customers on both sides.

In the Netherlands, too, you have recent -

ly switched partners to BakkerLogistiek.

What are your expectations of this cooper-

ation?

Bakker, like Dachser, is a family-owned

company and the leading Dutch provider

for temperature-controlled food logistics.

The Netherlands is by far the most important

target market for the German food industry

– even ahead of France. Conversely, for the

Dutch Germany is also the most important

trading partner for food products. What I

said above with respect to the new relation-

ship between Fresh Logistics and Dachser

therefore also applies by analogy here, possi-

bly even more so.

What do the latest partnerships and acqui-

sitions mean in terms of Dachser’s network

strategy?

The cooperation agreements with Fresh

Logistics and Bakker bring us an important

step closer to our vision of a pan-European

full-coverage food network with uniform

high quality standards. In their national

markets our partners have excellent access to

retailers as well as to producers. Consequent-

ly, customers are equally well served in our

network be it for inter-company transports

or deliveries to processors, retailers or whole-

salers. The ongoing expansion of our partner

network as well as the acquisition of the

shareholding in Papp were for us nothing

other than the implementation of our strate-

gy for Europe to work together in the core

countries with leading specialists in the

market. Dachser’s European positioning con-

stitutes a clear signal for the market.

Against this background what do Dachser

and its partners expect to achieve by setting

up a new European food network?

The establishment of the European Food ‡

hhWe are striving for sustainable growth,

not growth at any price Alfred Miller

Alfred Miller is relying on European networking

COMPETENCE: FOOD LOGISTICS

22 DACHSER magazine

Network with Dachser as a competent and

experienced systems leader is a milestone in

the development of our business field and a

goal we have been working towards for some

time. The network is being set up to consol-

idate the expertise of leading European food

logistics providers for customers operating

Europe-wide. In some cases we have already

been cooperating with these service providers

on the basis of bilateral agreements for many

years. In a multilateral cooperation the rela-

tions between the partners are for the first

time being placed on a uniform footing. On

this basis we can grow together by defining

rules and internal standards: for processes,

liability, documentation, interfaces, quality

management, netting and more besides.

What potential do you see for a European

Food Network?

A common framework and standards open

up new possibilities for us and our partners

to enter a new dimension in European cus-

tomer relations. Suppliers can entrust their

export consignments to our network in the

knowledge that this network will offer them

the best possible transport conditions. Our

partners know the local market conditions

like the back of their hand, have a full-cover-

age network of locations and the necessary

pulling power to ensure efficient handling.

This is of enormous benefit for food pro -

ducers that operate a number of European

production sites and expect the same high

standards of service everywhere.

Doesn’t a network always imply for the

partners sacrificing autonomy for the

benefit of the greater good?

The individual partners stand to benefit more

from the partnership than they will lose. It

will offer every partner a unique development

opportunity: whereas all partners currently

focus on domestic and export business in

individual countries, they will in future as

part of a large-scale, clearly structured or -

ganization be able to participate in complex

major contracts and offer their services

throughout Europe. This gives their com -

panies a much more secure operational basis

for the future. The exclusivity of the network

underscores this because every service in the

contract territory is performed exclusively

in cooperation with the contracting part -

ners. Costs and benefits thus remain within

the organization.

What does the EFN promise our cus-

tomers?

We and our partners share the opinion

that the process of consolidation currently

taking place in European logistics flows

and providers is set to continue. We are

already witnessing that producers are no

longer planning their distribution structures

in terms of national boundaries, but in

regions. This regionalization makes stan-

dards indispensable. Demand-side compa-

nies are becoming ever larger, ever fewer

and ever more demanding. There are now

only a few European logistics providers

capable of comprehensively meeting the

requirements of the major food multi na -

tionals. The European Food Network is

intended to become a constant this customer

category can rely on.

hhThe European

Food Network

consolidates the expertise

of leading European

food logistics providers

for customers operating

Europe-wide Alfred Miller

Miller takes a differentiated view on

the 2012 results

DACHSER magazine 23

h The European Food Network focuses

on foodstuffs in the non-frozen tem-

perature range, such as pre-packed meat

and sausages, dairy products, confectionery,

convenience products and wine or spirits.

With the new vivengo product family,

Dachser is setting milestones in intra-Euro-

pean food transports. For the first time trans-

port operations are being precisely defined

across the network with uniform transport

and IT standards at the highest level. Transit

times are calculated uniformly on the basis

of predefined distance radii across all par -

tici pating countries in the network. The new

line will be phased in from October 2013.

With the European Food Network, Dachser is also phasing in a new product familyfrom October 2013: vivengo. This will offer manufacturers and retailers a standardizedservices portfolio for intra-European food transports.

SETTING NEW STANDARDS

The artificial name vivengo is

a composition of the Latin prefix

“vi”, which is intended to stand

for dynamism and at the same

time for “viveri” (Italian for victuals),

and the word stem “vengo”

(Spanish: I am coming), which

underscores the dynamic compo-

nent of transport and appears

in the name of all products.

Goods need to reach their destination without

delay? vengospeed stands for short transit

times with daily collections. The transit times

are based on distance radii from the collection

branch office. Within Germany, delivery is

effected on the next day irrespective of distance.

INFO

To-the-day delivery according to consignee

specifications is called vengofix. The product

supports optimum incoming goods processing

for your customers. The coverage is oriented

towards the transit times for vengospeed.

Where there is a greater time margin, vengoflex

will ensure your products reach their destination

as cost-effectively as possible. For delivery

within Germany the transit time is at most one

day longer than for vengospeed.

COMPETENCE: FOOD LOGISTICS

COMPETENCE: AIR FREIGHT

24 DACHSER magazine

A HEAVYWEIGHT

TAKES OFF

h Just a few centimetres more and the

upper section of the “Vorecon” is safe-

ly placed onto the aircraft pallet. Extreme

caution is called for from the driver of the

truck-mounted crane, because the valuable

planetary gear is now standing on the apron

at Frankfurt Airport – unpacked and dis -

assembled in two parts – ready for loading.

“Air freight in excess of ten tonnes is stowed

without packaging,” says Torsten Müller,

dispatch manager at Voith, who is super -

vising the maiden flight to Brazil along with

staff from Dachser.

The machines, 2.14 metres and 2.53 metres

high and weighing just below 30 tonnes,

had been transported, carefully packed, by

truck from the Voith works in Crailsheim to

Frankfurt Airport first thing in the morning.

On the oil drilling rigs off Brazil’s Atlantic coast, uniform pressure on the pipelines will in future beguaranteed by planetary gears from Voith. The journey from Crailsheim in Baden-Württemberg,south-west Germany, to Santa Barbara in SouthAmerica poses quite a challenge.

Brazil is South Amer-ica’s biggest economicpower by far. Above all by virtue ofits natural resources. Recently vast oil deposits – experts say in the region of 55 billion barrels – have been discoveredoff the coast of Rio de Janeiro, elevatingBrazil to the ranks ofthe oil superpowers.By way of comparison:oil reserves in theUnited Arab Emiratesare estimated at 97.8 billion barrels.

The journey will continue this evening

on an Emirates cargo plane destined for

Viracopos in Brazil. “This model has been

specially constructed to allow it to be dis-

mantled in the middle,” Müller explains.

Otherwise transport by scheduled cargo -

liner would be impossible. The upper section

of the machine and the lower oil sump

have been lashed to the pallet using tension

belts. It’s already dark when the two sections

are lifted into the belly of the aircraft.

The pallets are anchored and lashed to the

floor of the aircraft in order to prevent

them from sliding around during the flight.

Tonight the large-scale gears are the biggest

items of cargo on board the Boeing 777F –

with around 21.5 tonnes, one of the packag-

ing units is on the limit.

DACHSER magazine 25

COMPETENCE: AIR FREIGHT

Offshore useViracopos Airport in Brazil lies to the north

of São Paulo. From here the journey contin-

ues by truck to Santa Barbara, 100 kilometres

away, where the variable speed planetary

gear will be handed over to the customer. The

première was a success. Two more “Vorecons”

are to be transported to Brazil by air. The

remaining 89 gears will be delivered in sec-

tions by container vessel from Hamburg to

Santos between now and September 2015.

The “Vorecons” are used in oil production.

By 2017 the consortium of operators is

planning to build and erect eight floating oil

platforms 300 kilometres off the Brazilian

Atlantic coast. These platforms are to extract

the oil reserves at a depth of up to 7 kilo -

metres below the water surface. In these

so-called pre-salt clusters deep beneath

layers of stone and salt on the seabed the

operators are expecting to find a mixture of

oil, water and gas. Using a novel approach,

the entire mixture is pumped up and separat-

ed on board special vessels. The crude oil

is bunkered on ships while the gas is returned

to the subsea oil field and thus preserved

for later utilization. In the past, most of the

gas was combusted and therefore lost. In

a planetary gear unit several gears are

arranged and rotate around a central shaft

like planets around a sun. Hence the name.

The func tion of the “Vorecon” gears is based

on the power-splitting principle. This en -

sures the gas can be returned to the oil field

with a constant pressure of up to 550 bar. “In

simple terms, the Vorecon functions like a

clutch,” Müller explains. Electric motors

reach their full output immediately, but

because you want to increase the speed of

the compressors slowly the “Vorecon” is used

as a coupling to control the transmission.

Once the motor and compressors have

reached their full output the transmission

switches into neutral.

Everything from a single sourceOn this project it was important for dis -

patch manager Müller to be able to obtain

everything from a single source. “It worked

out very well,” he says. “We found the over -

all concept convincing. Everyone on the

Dachser side is deeply committed and pas-

sionate.” The transport operation was pre-

pared by Julia Doellel from Dachser Air &

Sea Logistics’ key account management in

Munich in a seven-month planning phase.

“For the project we were able to draw on

the know-how and experience available

within the company,” says Hubert Diepolder,

key account manager at Dachser. With the

help of the Air & Sea Logistics colleagues

from Kaufbeuren, the chartering department

in Frankfurt and the sea freight depart -

ment in Hamburg, the “Vorecons” reached

their destination safely. And it will stay

this way until the final delivery two years

from now. D. Kunde

hhWe found the overall

concept convincing.

Everyone on the Dachser

side is deeply committed and

passionateTorsten Müller,

Voith dispatch manager

Voith Vorecon gears are produced

at the Voith Turbo division in

Crailsheim. Voith sets standards

in the markets energy, oil & gas,

paper, raw materials and

transport & automotive markets.

Founded in 1867, Voith employs

42,300 people, operates in

over 50 countries around the

world and in 2011/12 generated

EUR 5.7 billion in revenue.

INFO

Mega gears on a mega journey:loading in Frankfurt

Suitably disassembled…

… the sections are loaded into the belly of the aircraft

26 DACHSER magazine

NETWORK COMPETENCE

Uniform standards and precisely defined

quality criteria everywhere in Europe are the

core elements of the new transnational net-

work that is scheduled to start in the autumn.

In the EFN, leading European food logistics

providers are consolidating their national ex-

pertise in the transportation of foodstuffs in

the non-frozen temperature range. The net-

work participants will cooperate exclusively

under the systems leadership of Dachser

Food Logistics and will offer their customers

clear standards for processes, documenta -

tion, interfaces or quality management. From

Food Logistics

FOOD LOGISTICS IN A NEW DIMENSIONFrom 1 June, Dachser Food Logistics and selected partners

will launch the European Food Network (EFN).

Denmark H. P. Therkelsen

Norway, Sweden, FinlandThomsen Spedition

GermanyDachser Food Logistics Heidelmann, Dischinger

PolandFresh Logistics

Czech RepublicRaben Logistics Czech

Sloveniavia Brummer Logistik

HungaryLiegl & Dachser

AustriaBrummer Logistik

ItalyPapp Italia

SwitzerlandGalliker Transport

BelgiumDachser

LuxembourgDachser

NetherlandsBakker Logistiek

UK, Ireland Peter Green Chilled

Lithuania, Latvia, EstoniaFresh Logistics

October, daily scheduled services will network

Europe’s economic centres, a dense network

of locations will ensure short transit times

and documented processes will create trans-

parency. Concurrently with the EFN a new

product world is also being introduced:

vivengo (see page 23).

On pages 20–22 you can read

why Dachser Food Logistics managing

director Alfred Miller is relying on a

Europe-wide network.

F

FranceDelanchy Dachser Food Logistics France

NETWORK

DACHSER magazine 27

Software optimizationA new version of the Shipment Pointer eLogistics

application is now available. The forwarding

software can now be used to search directly for

various reference numbers: SSCC, order, delivery

note, purchase order or consignment number.

The new Shipment Pointer is now also available

in 13 languages as an app for Apple iOS, Android

and Blackberry OS.

INFO

+++ NEW WAREHOUSE NEAR

DORTMUND +++ In Dortmund

Dachser is answering the growing

demand for contract logistics

services and has opened a new

warehouse close to the A2 motor-

way near Recklinghausen. In addi-

tion to classic warehousing services, the logistics

provider also offers customers value added services

such as display building and labelling on an area of

5,800 square metres. “The excellent infrastructure and

links to the A2 and A43 motorways give us access to

the entire Ruhr region,” says Jürgen Sobkowiak, deputy

branch manager in Dortmund, explaining the convenient

location of the new warehouse. What’s more, Sobkowiak

continued, the so-called “ARA ports” Amsterdam,

Rotterdam and Antwerp are also within easy reach. The

Dachser Air & Sea Logistics locations in Düsseldorf

and Ladbergen connect the region with the world’s

major economic centres. +++

+++ NEW BRANCH OFFICE IN RIO DE JANEIRO +++

Dachser’s network in Brazil is continuing to expand. At

the beginning of May, a new branch office opened its

doors in Rio de Janeiro. Branch manager is experienced

forwarding agent and Rio expert Leonardo Gazen. +++

+++ TELEGRAM FROM THE CZECH REPUBLIC +++

Dachser Czech Republic is further expanding capacities

in Kladno and Brno and rolling out targospeed 10 and 12.

+++ New direct connections: with Cargoplus direct from

the Czech Republic to Moscow. Direct services to Spain,

France and Germany have just got faster. +++

Rio’s landmark: Cristo Redentor

The new building in Kladno

+++ DACHSER UK REINFORCES TEAM IN READING +++ Dachser UK is promoting the expansion of the network in the

UK as well as distribution to all key European markets. Two business development managers at Dachser’s new sales

office in Reading will in future be responsible for the markets in the south of England. The office is located close to the

M4 motorway, half way between London and Oxford. From here, Gary Fitchett will take care of customers in central

and southern England while Darren Phillips will look after the south-west. “With these two experienced logistics

specialists competently backing up our sales team we are now also set to pursue our sustained path of growth in the

south,” explains Nick Lowe, managing director of Dachser Ltd in the UK. With the acquisition of J A Leach in Rochdale,

the new branch office in the north-west is already doing very well, Lowe adds. To be able to meet customer needs

in the north-west even more effectively, Dachser had taken over the transport and logistics business of J A Leach

Transport back in April 2010. +++

28 DACHSER magazine

NETWORK: IBERIAN PENINSULA

DACHSER magazine 29

NETWORK: IBERIAN PENINSULA

h “¿Qué pasa?” – What’s up? News from

the Iberian Peninsula seems to hit

the headlines every day: credit bubble, euro

crisis, economic reform efforts, alarming

youth unemployment figures. It is frequently

disquieting, but nowadays more and more

often also optimistic. Take “fútbol” or “fute-

bol” for example. The Spaniards are celebrat-

ed soccer world champions and European

champions and the Portuguese – first and

foremost brilliant star striker Christiano

Ronaldo – also consider their “seleção” to be

world champions – of the heart. At the ‡

GROWINGIN LINE WITH

THE CHALLENGES

It is located in the heart of Europe and is at the same time an ideal point of departure for transports to the growthmarkets of North Africa, Asia and Latin America: the Iberian Peninsula.

Vibrant Spain: Plaza d’España in Barcelona

30 DACHSER magazine

Ponte: the bridge across the River Tejo in Lisbon

NETWORK: IBERIAN PENINSULA

domestic product of 1.6 percent for the

current year. But economists are already

seeing light at the end of the tunnel: since

January 2012, the young conservative gov -

ernment of the Partida Popular has been

pursuing a bold economic reform program-

me. The main aims are to reduce the deficit

and cap government indebtedness.

As part of this programme, significant re-

ductions in public spending and cuts in

government investment projects have al -

ready been made. Consequently, experts are

anticipating renewed GDP growth in 2014.

The main pillar of the economy is car pro-

duction. 18 plants across the country produce

more cars than France or the UK. In 2011,

the export ratio was as high as 35.5 percent.

Machinery, electrical appliances and chemi-

cal products also play a significant role in

foreign trade. Although over 50 percent of

the country is used agriculturally, this sector

of the economy accounts for a mere 3 per -

cent of revenues. Goods are exported prima-

rily to Europe – with a slightly downward

trend. Between 2000 and 2010, exports

declined from 73.4 to 67.7 percent. Some

20 percent of these are destined for France,

some 11 percent for Germany and around

8 percent for Portugal.

Spain’s neighbouring little sister has been

suffering from a recession since 2011, which

the centre-right coalition government under

prime minister Pedro Passos Coelho is reso-

lutely fighting. Since June 2011, it has been

rigorously translating the adjustment pro-

gramme supported by the EU and the

IMF into action. Initial successes in the

field of privatization are already in sight.

Partly thanks to the commitment of major

Chinese corporations, according to finance

minister Vitor Gaspar the government has

already collected a large portion of the five

million euros requested.

The benefits of all these developments are

also being felt in the logistics sector. The

SCI/logistics barometer, which the consult -

ing firm regularly uses to gauge the econom -

ic situation within the industry, shows a

rise in business activity on the Portuguese

market in August 2012 for around five

percent of German logistics providers.

The pull of Lisbon In Portugal two thirds of all trade is handled

between Lisbon and Oporto. The affluent

belt around the capital generates almost

end of last year, headlines from the logistics

world also caused quite a stir when news

broke about Dachser’s acquisition of

Spanish logistics provider, Akzar, and air

& sea logistics specialist Transunion (see

also edition 1/2013). For the Kempten-based

family enterprise, this move marked one of

the biggest acquisitions in the company’s

history and a further milestone in the ex -

pansion of its worldwide logistics network in

line with the company’s strategic growth

programmes.

Spain and Portugal are currently going

through turbulent times. Following a minus

of 1.4 percent in 2012, the renowned Funcas

economic research institute in Spain is even

forecasting a deficit in the Spanish gross

Spain’s motorway network covers nearly14,000 kilometres. The state investmentplan provides for expansion to over15,000 kilometres by2020. 94 percent of the population shouldbe able to reach a motorway in less than30 kilometres.

DACHSER magazine 31

NETWORK: IBERIAN PENINSULA

half of Portugal’s GDP. Seven of the coun-

try’s ten top listed companies are head -

quartered in Lisbon, including Energias de

Portugal, Portugal Telecom and Jerónimo

Martins. As an interface between over -

land and seaborne transport, a maritime

service centre and an industrial location, the

seaport is especially important for the econo-

my. The principal goods handled at the ma-

jor commercial centres are textiles, apparel

and shoes (over 20 percent), machinery and

equipment (16 percent) and vehicles and

other means of transport (eight percent).

hhThe objective

is clear: expansion

of the European network

has top priority

Jens Lengefeld,Manager of the Partner,

Hub & Traffic Organizationdivision at Dachser

Iberian Peninsula refers to all countries south-west

of the Pyrenees. The name

goes back to the Iberians, the

pre-Christian inhabitants of the

peninsula. They were named

after the main river Ebro (Iberus).

Spain Area: 493,519 km2

Population: 42.2 million

Portugal Area: 89,261 km2

Population: 10.1 million

Principality of Andorra Area: 467 km2

Population: 81,222

Gibraltar (British crown colony)

Area: 6.5 km2

Population: 27,967

SHORTHAND

Foodstuffs account for eight and base metals

seven percent.

Dachser has been represented with a branch

office of its own near Lisbon since 2007.

With the acquisition of Azkar the company

now operates additional locations under

this brand name in Oporto, Coimbra, Faro

and Guarda. Around 200 employees ensure

the speedy and reliable movement of goods.

In neighbouring Spain, Dachser operates

with a five-platform concept in which

Madrid, Barcelona, Zaragoza, San Sebastián

and Valencia play the main role with fixed

routing and optimum capacity utilization

of transport services.

Madrid’s location in the heart of the Iberian

Peninsula and the radially arranged trans -

port network make the region around the

capital Spain’s biggest and strategically most

important logistics hub. Not only are 60

percent of international and one third of

national goods flows handled here, the capi-

tal also generates almost 20 percent of

Spain’s gross national product. The excellent

geographical location has attracted compa-

nies from the aircraft and vehicle construc -

tion industries as well as textile, chemical

and food sectors to the Spanish metropolis.

Numerous branch offices of foreign corpora-

tions such as Siemens, Bosch, Software AG,

Microsoft, Hewlett Packard, IBM, Porsche

and L’Oréal also have a seat and produc -

tion site in the Spanish capital.

“On the Iberian Peninsula Azkar has a highly

efficient network of 71 locations and unlike

its competitors is not only present in the most

densely populated conurbation areas,” says

Jens Lengefeld, manager of the Partner,

Hub & Traffic Organization division. In

the past, Azkar has concentrated mainly on

inner-Iberian freight transport services. For

the future, Dachser sees growth potential

primarily in exports. Overland freight ser-

vices as well as contract logistics, full loads

and pan-European load forwarding will in

future operate under the “Azkar” brand name.

“From a logistics perspective

the varied landscape of the

Iberian Peninsula presents a major

challenge.”

Ramon van Dilst, export manager, Waddinxveen,Dachser Netherlands

"When the Iberian Peninsula

comes to my mind, I think about

a beautiful country called Portugal;

a land of interesting people,

delicious port wine and rich, ancient

culture.”

Bianca Barella, marketing and communication,Dachser Brazil

“The Iberian peninsula has high

growth potential. Indeed, our

economies are complementary

in several domains such as

the textile or automotive industries.

During this economic crisis,

efficient logistics connections are

the key to success.”

M’hamed Chraïbi, branch manager, Mohammedia, Dachser Morocco

VOICES

The proven entargo quality will remain

unchanged. Air & sea freight services in

Portugal will continue to be offered under

the “Dachser” name. From 2014, air & sea

freight operations in Spain will no longer

be handled under the “Transunion” name,

but similarly under “Dachser”. “The objec -

tive is clear: expansion of the European

network has top priority. However, we shall

also begin with integrating Transunion’s sea

freight capacities and Dachser‘s internatio n -

al Air & Sea Logistics network,” Lengefeld

says. “¿Qué pasa?” – No question: it’s all

change on the Iberian Peninsula. K. Fink

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

32 DACHSER magazine

Mr Simon, what does it look like on yourdesk right now?Bernhard Simon: My desk doesn’t play a

key role in my day-to-day work, which is

why there’s usually nothing on it. Dachser is

a decentrally structured organization. I’m

therefore on the road a lot within the organ-

ization. I can’t afford to be tied to my desk.

Dr Christopher Dell: The idea of an emp-

ty desk really appeals to me. It stands for an

empty playing field and myriad possible

outcomes. As a player on this platform every

meeting and interaction confronts you with

a given framework of rules and a sense of

opportunity.

B. Simon: What you’re describing is actual-

ly very like my day-to-day work situation.

Wherever I go I have my virtual desk on

which I quickly spread out my ideas. Like

this, we can dynamically and adeptly devel -

op our respective moves. With a different

team composition and positions each time;

although you do need a framework of rules

for orientation.

How is the human striving for order and orientation compatible with a world that ischanging constantly and at an ever fasterpace?Chr. Dell: This desire for order is justified.

Especially in volatile markets, where flexi -

bility is continuously postulated. When

familiar structures collapse, many people feel

as if they are staring into an empty tunnel

and endeavour more than ever to clutch to

a learned set of rules. Anticipated order be-

comes dysfunctional when it hides, suppress-

es or overlays real facts with fear. The only

remedy against this is openness. The essence

behind improvisation, as I understand it, is

that all the cards are laid on the table.

B. Simon: At Dachser we produce our own

future scenarios. These objectives are what

give us scope to be able to act with greater

agility. By contrast with a listed company, in

a family enterprise improvisation can thrive

as a creative stimulus in day-to-day business.

Chr. Dell: Improvisation relies on anchor

points that continuously play to one another

and constantly realign and form new rela-

tionships in each new situation. This brings

us back to the metaphor of the empty desk,

which as a symbol for an empty playing field

defines the framework and the possible out-

comes of the improvisation as a management

method.

Dachser’s history is a history of growth.How plannable is growth and what does it mean for the organization of the familybusiness? B. Simon: Listed companies are like a tradi-

tional orchestra that is limited in its freedom

by the composers’ scores and notes and has

to follow strict rules, for example as pre-

scribed by the Stock Exchange Act, stock

corporation law and many other provisions.

Under these conditions the creation of

something new is subject to strict formal

requirements. I compare family businesses

on the other hand with jazz musicians who

pursue a specific set idea. At Dachser they

are guided by fundamental corporate values

and bring together people who – to stay with

the metaphor – make music together and

try to create something innovative. Values

therefore set the pace and the theme. From

generation to generation.

In improvisation, what is it that determineswhether the end result is a pleasing soundrather than just noise? Chr. Dell: Sound and noise aren’t in fact

that far apart. But we’re talking here about

aesthetic, not natural categories. What may

be pleasing to one person’s ear is totally un-

hh In skilled

improvisation the

special quality lies in learning

to enjoy the dissonance

Dr Christopher Dell

BERNHARD SIMON MEETS...DR CHRISTOPHER DELLThe high art of improvisation: Bernhard Simon spoke with improvisation theorist, musician and composer Dr Christopher Dell about management where planning reliability stops.

DACHSER magazine 33

acceptable to another. That’s no different in

music than it is in a company.

So there is no ultimate truth?Chr. Dell: Just take politics, for example.

Politicians often act as though what has been

negotiated is a natural fact of life and there-

fore without alternative. In fact our scope of

action is usually much wider. Family busi-

nesses as we have described them here are not

dependent on supposed natural claims and

may in the short term call things into ques-

tion which over the long term may turn out

to strengthen the company and give it new

structures. A look at music might serve to il-

lustrate this: in the days of Christian chants,

the four semi-tone steps in a major third were

considered a catastrophe. According to pre-

vailing opinion, church music had to be lin-

ear, in unison. In skilled improvisation the

special quality lies in learning to enjoy the

dissonance.

B. Simon: In logistics we come across such

dissonances all the time. Especially when it

comes to complex supply chain management

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

In jazz individual virtuosity combines with the capacity to play freely

processes. Every day we experience a new

environment. Frequently it is unpredictable,

be it due to weather conditions, congested

traffic, deviations or the like. Given this, it’s

just not possible to plan a logistics system

absolutely clearly and with all its ramifica-

tions under laboratory conditions. Time and

again improvisation is called for. But such

dissonances also have a special appeal; they

have a charm and beauty all of their own.

Is planning reliability merely an illusionthen? B. Simon: By no means. We are continu-

ously working to set standards and define

clear processes. But not as foregone con -

clusions. It’s just as important to define at

what point people should take solo decisions

and when it is necessary to decide in uni son

– often across several thousand kilo metres’

distance. Otherwise such a system would be

deprived of its human powers of judgement.

Chr. Dell: The real challenge lies in utiliz -

ing standards but not thinking in standard

terms.

Standards are also understood differentlyacross different cultures. The term “now” is interpreted differently in Germany, for example, than in southern Europe or LatinAmerica. Given this, is it at all possible toimprovise in a targeted way?B. Simon: If goods are scheduled for de -

livery on a specific date and at a specific

time it’s important for everyone to be able

to rely on that happening. But there is room

for manoeuvre even within such agreed

limits. If I require feedback “now”, then in

the Mediterranean region I shouldn’t expect

a response at midday when the majority

of the workforce is on their lunch break.

“Now” translates as two in the afternoon,

when the message can be relied on to reach

the correct addressee. Adapting to the local

conditions and prevailing rules is part of

the art of operating a worldwide network.

Chr. Dell: In improvisation, play doesn’t

start until all the players are present. This

also makes it easier to quickly overcome

cross-cultural barriers. By being present on

the playing field the way you described ‡

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

34 DACHSER magazine

Dr Christopher Dell

lives and works as a theorist

and composer in Berlin. Reclam

Jazzlexikon describes him as

Europe’s leading vibraphonist

and he has won numerous

awards for his musical works.

The head of the Berlin Institute

for Improvisation Theory studied

philosophy, music, composition

and organizational development

at the universities of Darmstadt,

Hilversum, Rotterdam, Boston

and Kaiserslautern. He currently

holds a guest professorship at

the Faculty for Urban Develop-

ment at the Technical University,

Munich. He is the author of nu-

merous publications, among

others “Die improvisierende Or-

ganisation” (“The Improvising

Organization”), Bielefeld 2012.

Bernhard Simon,

head of Dachser’s management

board, was impressed when

he met with Dr Christopher Dell

by the improvisation master-

mind and professional musi-

cian’s multifaceted educational

background. In the interview

it quickly became apparent that

the two men share the same

“wavelength” in viewing improv-

isation as a necessary means

for orchestrating companies

operating in the field of globally

networked logistics.

PERSONAL FILEit earlier, Mr Simon, improvisation can be -

come effective as a new, free resource.

What does this mean for types of corpo -rate organization? Does it mean projectwork and the interaction of small groups become the engine of innovation? B. Simon: Project work in place of hierar-

chical processes is becoming ever more im-

portant in an increasingly dynamic environ-

ment. Only flat hierarchies will enable us

to be quick enough to keep redefining

the rules on the playing field. The challenge

here lies in repeatedly networking this

kind of organizational unit across the com-

pany.

Chr. Dell: As the smallest interaction unit

project work must therefore be task- or top-

ic-focused. And it must follow an inner

logic. It’s a bit like a freshly painted house.

If the workmen keep running in and out in

their droves and touching things up, the

whole house has to be painted again. In

an improvising organization it’s obviously

unthinkable for one trade not to know what

the other is doing. Project work therefore

requires greater effort to coordinate and

correspondingly steer the various projects

towards the target horizon.

What requirements must project staffmeet? Chr. Dell: To be able to improvise you need

to be a master of your craft and be familiar

with all the plans. You have to be a musician,

composer and conductor rolled into one,

as well as being able to read a score. That’s

essential. Every jazz ensemble would fall

apart unless each of its members is com-

pletely au fait with the production process

and production conditions of the project.

Only then can any player in the band play

a solo or an accompanying role.

B. Simon: A project leader needs to know

where the company is heading and what

role the project plays in the overall scheme.

Being able to communicate this bigger

picture is an essential task. It’s what charac-

terizes the culture of a learning or ganiza -

tion.

Chr. Dell: Placing the focus in improvisa -

tion technique on learning and translating

experience into knowledge sets the right

requirement profile for all players. And it’s

remarkably consistent with that of a jazz

musician.

hhAt Dachser we

produce our own

future scenarios. These

objectives are what give

us scope to be able to act

with greater agility

Bernhard Simon

DACHSER magazine 35

GOOD NEWS

and all for one: this is still the most reliable basis for

successful teamwork. At Dachser’s Bad Salzuflen

branch office Ersun Yildirim (right) and other colleagues

from the warehouse pull on their yellow jackets

at 6 a.m. and assist drivers with loading goods for

short-distance transport, shipment allocation, checking

dangerous goods loads and load

securing. The “yellow angels” are much

appreciated by drivers like Eike Penner (left).

Other branch offices have in the meantime

also adopted this teamplay concept.

ONE FOR ALL,

www.dachser.com

Those who aim to rise to the top – and stay

there – need partners who think long-term

and maintain a firm grasp of complex system

environments. Innovative logistics solutions

from DACHSER make you 100% effective –

at every level.

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