Edition 4/12
Transcript of Edition 4/12
EDITION 4/2012
GLOBALIZATION AS CROSS-CULTURAL TEAMWORK
WANTED:
DISCOVERERS
AIR FREIGHT NEW SAFETY RULES
FRANCE A MARKET IN FLUX
THE WORLD OF INTELLIGENT LOGISTICSmagazine
02 DACHSER magazine
NUMBERS THAT COUNT
WINTER-PROOFOff to the south? When temperatures in the northern hemisphere turn frosty, we can expect it to be warmer at the other end of the world, can’t we?
GERMANY
100,000 tonnes of
gritting salt were stored
in Germany in 2011
as a “national reserve”
for harsh winters.
BETHEL/MAINE/USA
The tallest snowman
ever built (in 2008)
measures 37.21 metres.
SAN ALFONSO/
SANTIAGO DE CHILE
The biggest (salt-water)
pool in the world holds
250 million litres of water.
At 29° C in December
it promises a divine bathing
experience.
NAGANO/JAPAN
Japan’s biggest skiing
resort, Shiga Kogen,
operates 70 lifts
and funiculars.
STRAHAN/TASMANIA
145 waterskiers in a row:
in January 2012
a new world record is set
“made in Australia”.
BOUVET ISLAND/
SOUTH ATLANTIC
93 percent glaciers,
0 inhabitants,
no need for gritting salt.
13° east, 5
2° north
3° east, 5
4° south
138° east, 3
6° north
145° east, 4
2° south
70° west, 3
3° south
70° west, 4
4° north
DACHSER magazine 03
CONTENTS
04
16
18
28
COVER STORY
Internationalization: Learning from one another in a globalized world 04
FORUM
People and markets: 10Sought-after EDI interface competence; subterranean goods flows and the high art of calligraphyCommunication: Earthly misunderstandings 14
COMPETENCE
Air & Sea Logistics: Countdown for a new era in air freight security 16Food Logistics: Sausage lore – contract logistics for Houdek 18Report: Keen noses in airport operations 21
NETWORK
Warehousing: Dangerous goods competence 22Dachser France: Repositioning for a new era. Interview with Frédéric Dumort 24Network competence: News from the world of Dachser 26Norway: Building bridges from Scandinavia to Europe 28
BUSINESS LOUNGE
Dachser face-to-face: Aiming high.Bernhard Simon meets Olympic high-jump champion Heike Henkel 32
GOOD NEWS
Aid project with terre des hommes 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: [email protected] Editors: Martin Neft, Christian Weber Publisher: Burda Creative
Group GmbH, Konrad-Zuse-Platz 11, 81829 Munich, Germany, Tel.: +49 89 30620-0, Fax: -100 Managing director: Gregor Vogelsang, Dr-Ing. Christian Fill Project manager Burda
Creative Group: Marcus Schick Design: Ralph Zimmermann Photos: all photos Dachser except iStockphoto (pp. 1, 2, 3, 4–6, 8, 10, 11, 12, 21, 27–29, 30, 31, 35),
fotolia.com: Senoldo, 1Gallery, Elwyn (p. 15), fotolia.com: fotowebbox (p. 21), Heike Rost (p. 12), fraport (p. 16), Illustration: Ralph Zimmermann (pp. 32–34) Printer: AZ Druck und
Datentechnik GmbH, 87437 Kempten, Germany Circulation: 38,000/53rd 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:
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COVER STORY
04 DACHSER magazine
Globalization is bringing people and markets closer together. By sending employees on assignmentsabroad Dachser builds bridges to a structured professional and cultural exchange. To the benefit of its customers.
WANTED:DISCOVERERS
hBeyond the horizon the road contin-
ues. At least for Irshad Muhammad.
At just 24 years old he already feels com-
pletely at home in the globalized world.
No wonder. After leaving school, the young
Pakistani left his home soil to learn languages
first in Italy and then in Berlin, where since
2010 he has been studying business adminis-
tration with a focus on logistics at the Berlin
School of Economics and Law (HWR). As
part of a dual course of studies, Irshad moves
in a 12-week rhythm between lecture theatre,
offices and warehouses at Dachser. “The
combination of theory and practice in Eng-
lish, the language of business, is very excit-
ing,” Irshad enthuses. He earned his first
spurs at the Neuss branch office. Then it was
back to school, followed from May to August
2012 by a stint in Johannesburg at Dachser’s
country organization in South Africa.
“Every student should have the opportunity
to get to know a Dachser country organi- ‡
DACHSER magazine 05
COVER STORY
COVER STORY
06 DACHSER magazine
zation from the inside,” says Bernhard
Simon, head of Dachser’s management
board. “Our company and our customers
have a growing demand for internationally
trained staff with individual personalities
who are not only familiar with the diversity
within the company, access to markets and
standardized processes in theory, but have
also experienced them hands on.” Dachser is
therefore now also promoting placements
abroad with its newly created “International
Assignments” coordination office attached
to the Corporate Human Resources division.
The new office is headed up by HR expert
Verena Bischofberger in close cooperation
with the branch offices and country organi-
zations. It addresses all employees from stu-
dents to executive staff. Although currently
international assignments are for the most
part organized from Germany, the aim for
the future is for more staff members involved
in training, for project assignments and
longer term placements to move at the mul-
tilateral level.
Johannesburg/South AfricaVerena Bischofberger also gave full support
to Irshad on his way to South Africa. „We
plan the placement, the assignment on the
ground and support by mentors and trainers
in consultation with the employees and
our local partners,” Bischofberger says. For
Irshad Muhammad this meant: “Everything
in the lead up and on site was perfectly
organized. Basically all I had to do was pack
my bags and get on the plane.” The adventure
could begin. “To begin with the internation-
al assignment was something of a challenge
for all of us – for our first dual-studies logis-
tics student in South Africa whom we
welcomed in Johannesburg, as well as for us,”
recalls country manager Detlev Duve.
Irshad’s study focus on warehousing suited
the up-and-coming country organization
very well. “Everything I‘d so far learned on
the topic during my studies and in Neuss was
met with great interest,” Irshad says. And you
can detect a degree of pride in his voice at
being accepted by his colleagues as a serious
dialogue partner. But it was a special sporting
passion that additionally helped his integra-
tion into the company: the game of cricket,
the national sport of Pakistan. “Dachser has
an indoor cricket team in Johannesburg that
regularly plays regional league fixtures,”
Irshad explains. No wonder the team would
be happy to welcome their young colleague
back to South Africa in the near future.
Such interested and flexible team players are
rated very highly at Dachser. “You can only
really get a good understanding of logistics
if you consider it from the global perspective,”
explains Uwe Ebling, head of HR Manage-
ment ASL Global. Dachser’s personnel
development therefore focuses on interna-
tionalization. “In order to achieve success in
globally integrated markets and inspire
customers each and every day,” Ebling says,
“our staff need international competence –
both on the professional and cultural plane.”
International experience is their gateway to
the world.
At the start there are many questions: who
are the most suitable candidates, what are
their learning goals, which company divisions
are involved, how can they reconcile the
assignment with their personal and family
life, what does the posting mean in terms
of social security contributions, how will they
be integrated on the ground and above all
reintegrated when they return home? Verena
Bischofberger provides one crucial answer
straight off: “An assignment abroad is no
holiday, neither is it sponsored free time.” For
the HR manager, professional requirements
are just as important as the respective lan-
guage skills when it comes to deciding where
the journey is headed. “Our focus is always
on content and future benefit – for indi -
vidual career planning as well as for the com-
pany as a whole,” Bischofberger says. Private,
local or locational wishes or preferences have
hhEvery student
should have
the opportunity to get
to know a Dachser country
organization from the inside
Bernhard Simon, head of Dachser’s
management board
DACHSER magazine 07
COVER STORY
ization really means will play a key role in
the future of our company. In a Europe with-
out borders international experience and
knowledge about regional differences are
an absolute must for any globally operating
company.” The company expects assignees
to be open-minded, internationally experi-
enced and multilingual, she adds. Country
manager van der Meer set a good example:
“I spent a few years gaining international
experience in Paris. That has stood me in
good stead for my own career development.”
He advises young people to get a sound train-
ing under their belts and gain work experi-
ence abroad, even if only for a few months.
“This will definitely have a positive effect
on their CV.”
Hong Kong/Greater ChinaIn Kempten Verena Bischofberger points to
an inscription at the entrance to Dachser’s
head office – “Openness and respect”: “This
is part of our corporate culture. Those who
embrace Dachser’s values will quickly find
their feet in the organization anywhere in the
world.” The biggest challenges of a foreign
assignment for students as well as staff
members, she believes, lie in overcoming
language barriers and social and cultural dif-
ferences. “Here all sides have to adjust to a
completely new situation in a very short
time,” Verena Bischofberger explains. “At
the same time this means the company and
the respective departments have to create
the necessary preconditions for this.”
Grace Lo from Dachser Far East came
from Hong Kong to central Europe,
for example, in order to better get to
know the company and the opportu-
nities it offers: “In addition to my own,
the possibility to familiarize myself
with the daily routine of colleagues
with a different cultural background
has been hugely valuable for my work
as a project manager in a multicultural
Air & Sea Logistics team.” In the
three months spent in Germany and
Switzerland she has not only gained
Dachser-specific expertise, she
says. “We have also grown to-
gether as a team. For me as a
project manager and a media-
tor between cultures this is of
existential importance.”
At Dachser Far East as many
as 17 staff members are ‡
to take a back seat. The coordinators from
Kempten see themselves as partners; they
support HR managers and staff members in
making the experience abroad as trouble-free
and transparent as possible.
“We want to integrate experiences proactive-
ly into the organization, develop and pro-
mote the best talents and help them plan
their career choices,” Bischofberger says, ex-
plaining the concept. “The overriding ques-
tion is always: How can we better leverage
our potential?” Foreign assignments are al-
ways teamwork, she adds, involving HR
managers as well as specialists from the fields
of labour law, payroll accounting and travel
management.
Waddinxveen/NetherlandsThe branch offices welcome their temporary
members of staff with open arms. They may,
after all, one day be sought-after colleagues.
Aat van der Meer, Dachser Netherlands’
country manager, shares this view: “Precisely
because we come from a small country the
exchange benefits us enormously in our in-
ternational business. Working together on a
day-to-day basis with colleagues from our
partner countries helps us to learn from one
another and ultimately better support our
customers.” Marcel Gorski is one such young
cosmopolitan. He is studying business ad-
ministration with a focus on forwarding and
logistics in his third semester at the HWR.
The internationally-focused dual course of
studies is just the ticket for the 21-year-old
from Berlin, whose family roots extend to
Poland and the Netherlands and who there-
fore speaks fluent Dutch. Marcel gained his
first hands-on experience with the funda-
mentals of logistics at Dachser’s branch office
in Rheine. He was then thrilled at the op-
portunity to take the next practical step in
Waddinxveen near Rotterdam. “Every day is
a new, exciting experience,” says the young
Rotterdam fan, drawing a positive balance.
His tasks included actively supporting and
controlling logistics processes in the branch
office as well as working in key account cus-
tomer service. “I particularly enjoyed having
direct contact to customers.”
For Ivonne Buijk, who as HR manager at
Dachser Netherlands accompanied Marcel’s
placement, such foreign assignments are
an important element of personnel develop-
ment in her country organization: “Good
young talents who know what international-
“International Assign-ments” addresses allemployees at Dachser,from students to executive staff. Theprogramme includes a wide range of foreignassignments; withinthe scope of a studycourse, as a trainee or as a member of aproject team, for instance in the contextof software rollouts or system integrations.
Moving between two worlds: Irshad Muhammad gains experience in Berlin, Neuss and Johannesburg
hhWe want to integrate experiences proactively
into the organization, develop and promote the best
talents and help them plan their career choices
Verena Bischofberger, Corporate Human Resources
International Assignments & Health Care
COVER STORY
08 DACHSER magazine
DACHSER magazine 09
COVER STORY
currently employed at various locations
outside their own country. These include
young people as well as long-serving mem-
bers of staff who have been with the com -
pany over 13 years. In the past four years
an additional 11 interns or trainees mostly
from Germany have come to Hong Kong
to learn more about topics such as sales,
controlling, marketing and communication
or tender management in a new environment.
“Integration is relatively easy because the sys-
tems are standardized and therefore familiar,”
notes Carol Lee, head of Human Resources
Dachser Far East in Hong Kong.
In a totally unfamiliar cultural setting,
small crises are sometimes unavoidable.
These may be triggered by communication
problems, cultural misunderstandings and
pitfalls or quite simply homesickness. “This
is perfectly normal and part of life,” Verena
Bischofberger points out. “In such cases we
encourage our staff members and students
at an individual appraisal meeting not to
throw in the towel and offer help wherever
we can.” Verena Bischofberger draws a posi-
tive balance of structured work placements:
“It’s not the quantity but the quality that
counts. In international assignments, spot-
ting and promoting talents goes hand in
hand. No matter where in the world.” In
South Africa at any rate country manager
Detlev Duve intends to keep in touch with
Irshad Muhammad. “We are looking for -
ward to having him back. He’s still got two
more internships to go on his course, but
soon we can start to think in earnest about
a future position for the student.” Beyond
the horizon the road continues. M. Schick
Better together Gabriele Fehr, Marketing & Sales Support manager, and Tracy Merry,
Human Resources manager Dachser USA in Atlanta, on the challenges and
opportunities of international assignments.
Where do you see the biggest challenges of a foreign assignment?
Tracy Merry: It is essential that those sent on foreign assignments take personal
initiative to succeed and demonstrate willingness to integrate into a foreign
culture and environment.
Gabriele Fehr: The destination should fit with the professional focus. Local staff
also should understand the goals of the assignment to strike a balance between
daily tasks and other specific learning objectives of their temporary foreign
colleagues.
How do you go about integrating the new colleagues?
Gabriele Fehr: That’s not so hard because I find that people around the world
aren’t so very different. Everyone contributes their own experiences and we all
share the same Dachser ideals and values.
Tracy Merry: We all work together, using an attitude of openness and in the end,
we all learn from one another.
Gabriele Fehr: Personally, I have had very good experiences with this.
Following my dual course of studies, I worked in European Logistics at Dachser
in Kempten. I then completed a training course in Air & Sea Logistics, before
moving to Atlanta in 2007.
What prospects do you associate with international assignments?
Tracy Merry: International assignments are a wonderful opportunity for personal
growth and provide key development for individuals, as well as for our company.
Gabriele Fehr: My advice to everyone is to make the most of the opportunities
in front of you and go abroad. It is good for your personality development and
for the company. Because of this, Dachser already is seeing the next generation
of globally-aware logistics managers.
IN DIALOGUE
Gabriele Fehr (left) has been working in Atlanta for several years; Tracy Merry supports staff on assignments inNorth America
FORUM: PEOPLE & MARKETS
10 DACHSER magazine
Electronic Data Interchange, EDI in short,
is the formula for a modern, deeply integrat-
ed customer relationship in logistics. This
autumn, with Rudolf Wild GmbH in Berlin,
Dachser registered the 10,000th EDI user.
In cooperation with the producer of ingredi-
ents and intermediate products for the food
industry, the logistics provider has now
established a complex link of both ware -
house and transport information via EDI.
Just like Rudolf Wild GmbH, more and
more customers are utilizing the benefits of
EDI to transmit their data electronically
to the Dachser EDI centre, the central com-
munication platform between the logistics
provider, its customers and partners. On this
basis, all processes can be comprehensively
controlled and made transparent at all times.
For the most part in paperless form.
In the past EDI was integrated into
Dachser’s Software Systems department, but
as of the beginning of December all EDI
topics are now consolidated at a new central-
ized point of contact, the “Business Integra-
tion” department. “EDI allows participating
companies to significantly increase their
efficiency because they both save time and
avoid errors,” says Petra Bögle, head of the
new department. The logistics provider
currently exchanges over 40 million EDI
messages a year with its EDI partners. And
a further increase is to be expected.
Communication
EVERYBODY DOES ITElectronic data interchange is the key to successful logistics.
Dachser has just welcomed the ten thousandth EDI user.
DACHSER magazine 11
FORUM: PEOPLE & MARKETS
1985 2003 2006 2007 2009 2012
Dachser EDI: a success story
Start
1,000users
2,000users
3,000users
5,000users
10,000usersThe growing number of EDI users reflects
the increasing demand for deeply integratedcustomer relationships.
Avoiding mountains of paper
If all EDI processes in 2012 had been submitted to Dachser or its customers on paper, the pile of forms, at over 5,000 metres,would have been higher than Mount Blanc.
What are the benefits of EDI?
Cost savings through automated and speedy processing
Avoidance of repeated data entries and changes of data format
Higher data quality and transmission reliability
Time flexibility
INFO
INTE
RFA
CE
S
12 DACHSER magazine
FORUM: PEOPLE & MARKETS
THE FORESTWARDEN’S INSPIRED REVOLUTIONHe described himself as a “forest
warden without a forest“. But really
all Josef Ressel (1793 – 1857) was
lacking was fortune. The son of a
Bohemian tax collector was both
district forest warden and an in-
spired inventor. 200 years ago he
revolutionized the nautical world –
but received no recognition during
his lifetime. While studying technol-
ogy in Vienna in 1812, Ressel con-
structed the world’s first propeller,
which he demonstrated on a trial
off the coast of Triest in 1829. The
propeller principle worked a treat,
which unfortunately could not be
said of the steam engine. The ship
owners felt confirmed in their scep-
ticism and for the time being con -
tinued to rely on sails and paddle-
wheel. However, there was no stop-
ping the progress of Ressel’s idea.
Today the biggest propeller ever
cast weighs in at 130 tonnes with a
diameter of 9.6 metres. This behe-
moth drives the world’s biggest con-
tainer vessel, the “Emma Mærsk”.
Calligraphy
THINK BIGBig ideas should be written large.
Friederike Straub has turned this
into an art.
When Friederike Straub commits her
ideas to paper, she needs space. And the
“genius loci”, a very special place. For
example the collection of casts of classical
works of art in Munich or the Capitoline
Museums in Rome. In these excellent
surroundings, the Munich-based calligra-
pher and graphic designer has transcribed
large-scale text fragments in Japanese
ink onto lengths of paper measuring 1.50
metres wide and up to 50 metres long
as part of her “genius loci” art project.
Contrary to the general trend: according
to a UK study, one in three adults have
not written anything by hand in the past
six months. Those interviewed had not
put pen to paper for an average 41 days.
Almost all communication nowadays
takes place either via text messaging or
e-mail. Friederike Straub on the other
hand continues to draw her XXL charac-
ters on paper “letter perfect” with giant
bamboo quills. As her next
“genius loci” she has her sights
on Hamburg. At a tradition-
rich shipyard she is seeking a
geographical reference to New
York City, where she intends
to spectacularly complete her
calligraphy cycle.
Friederike Straub at the “genius loci”
Calligraphy as an art form
IN BRIEF
509 young employees have started
training with Dachser in Germany
this year. At 78 locations, they are being
trained in three commercial, two IT,
two industrial and three technical
occupations or as goods vehicle drivers.
A further 62 students have enrolled
on dual Bachelor courses of study.
DACHSER magazine 13
FORUM: PEOPLE & MARKETS
MEGA-PROJECT WITH A DEEP IMPACT In Wilhelmshaven the “JadeWeserPort”, Germany’s first and only
deep-water container port has opened for operations. It is located
directly on the shipping channel and has a depth of 18 metres, which
means that ultra-large container vessels (ULCVs) can call at the
port at all times, independently of tide levels. “The JadeWeserPort
is a once-in-a-century kind of project,” said Lower Saxony’s premier,
David McAllister, at the inauguration ceremony. “The port will make
Wilhelmshaven a key hub for international container traffic. Containers from around the world – above all from Asia and
South America – will be loaded and unloaded here in future. The entire North German coast stands to benefit.” An even deeper
draught can soon be anticipated in China where Shanghai currently comes first in the world with a handling volume of
13 million standard containers (2011). In the east of the country the world’s biggest port is under construction in Qingdao;
with an annual handling volume of up to 30 million standard containers after completion in 2020 it will be around ten times
the size of JadeWeserPort, where 2.7 million standard containers can be transshipped annually. Even ships with a draught of
20 metres will be able to call at the XXL terminal.
AWARD-WINNING WORK International agricultural machinery manufacturer AG-
CO/Fendt has awarded Dachser the “Supplier of the
Year” prize in the category “Best Service Provider 2012”.
Bernhard Simon, head of Dachser’s management board,
accepted the prize on behalf of all participating Dachser
branch offices. AGCO/Fendt and Dachser have been
partners for over 70 years. At the award ceremony the
chairman of AGCO/Fendt’s management board, Peter-
Josef Paffen, emphasized that Dachser had built up a very
high level of trust over decades as a successful service
provider. The commendation Best Service Provider means
going the extra mile and surpassing customers’ expecta-
tions by offering outstanding products and processes.
Criteria for the award were the reliable connection via
Dachser’s IT system for efficient order processing, high
visibility of goods flows via Tracking & Tracing, the
management of all inbound consignments from German
suppliers and the implementation of just-in-time deliveries.
Peter-Josef Paffen, management chairman of AGCO/Fendt, (r.) presenting the award to Bernhard Simon
Large-scale investment: the new JadeWeserPort inWilhelmshaven
BELOW INSTEAD OF ABOVE GROUNDCongested traffic! Inner-city goods transport is becoming
less and less fun. This fires up the innovation drive of
traffic planners. One of these is Dr Werner Marnette, for-
mer economics minister of Schleswig-Holstein. According
to a report in the trade journal Logistik Heute, he wants to
get a “pneumatic container delivery” system up and
running in Hamburg. What form this might take is demon-
strated by “Cargocap”, a project that is being promoted
with the support of the Chair of Machine Parts and Ma -
terials Handling at the Ruhr University in Bochum. The
system foresees a series of underground pipelines through
which transport vehicles – the Caps – each with a transport
capacity of two europallets, convey goods either direct
to the consignee or to stations with corresponding logis-
tics links to the surrounding area. Marnette views this
or similar “pneumatic container delivery” systems as a
win-win situation for Hamburg and the metropolitan region,
forwarders, ship owners and the port terminals. He puts
the investment sum at around 1.7 billion euros.
“Pneumatic container delivery” for Hamburg
hThe Voyager probes have been
whirring through space since 1977
transmitting data and image material from
distant planets. By the same token, one day
these scouts may become ambassadors for
humanity. Be that as it may, just to be on
the safe side, NASA has installed golden
discs on board. They contain 27 pieces of
music, 35 sounds and 115 images.
These data media are associated with an
astonishing assumption: that somehow aliens
will manage to understand us humans. That
they will be able to make sense of croaking
frogs, piano sounds and anatomic drawings.
While these strange messages are waiting
to be discovered, their senders grapple with
very earthly communication problems. Mod-
ern logistics makes it possible to transport
goods to the other end of the world in next
to no time. Telecommunications networks
transmit words and data virtually in real time.
And yet time and again we are forced into
realizing that even on one and the same
planet, understanding and making ourselves
understood are fraught with difficulties.
Momentary language Amusing misunderstandings can occur even
between Brits and Americans: An English-
man says that he nearly had a heart attack
on a flight in the United States when the
American pilot announced that the plane
would be airborne “momentarily”. In British
English, “momentarily” means “for a mo-
ment”, and he thought the pilot was suggest-
ing an imminent crash soon after takeoff.
In American English, however, “momentari-
ly” means “in a moment”, and the pilot was
merely appeasing the impatient passengers.
Confusing? Certainly is. Irrelevant in business
life? Certainly not. As numerous car manu-
facturers (or should we say automakers?) can
testify: no other industry has fallen foul of
so many expensive past linguistic faux pas.
Mitsubishi, for example, inadvertently
named one SUV model “Pajero” – which in
South America is a swearword. And Toyota‘s
“MR2” does not sound very flattering when
pronounced the French way. In Finland,
Fiat’s “Uno” model met with an amused re-
ception: in Finnish the name means “dopey”.
Operating system of valuesMisunderstandings of this nature should
actually be avoidable. But even with experi-
enced interpreters people still regularly get
their wires crossed. When back in the 1970s
cultural scientist Geert Hofstede asked IBM
employees in over 60 countries about their
understanding of values, he discovered that
people function with different “operating
systems”, that they follow different cultur -
ally conditioned algorithms of the “software
of the mind”.
Seasoned business travellers not only learn
that Latin Americans welcome physical
contact, while their Japanese counterparts
may even shy away from a handshake. They
also learn something about values. In China,
for example, gifts are often quickly put
aside, which In Europe would at first be
considered a sign of ingratitude. Closer con-
The interstellar spaceprobes Pioneer 10 and11 have been whirringthrough space since1972. On a gold-platedplaque images of aman and a womangreet possible aliens.
Product samples from China, video conference with the US: modern logistics and telecommunicationsmean that once far-off goods and words are now always within easy reach. People are more closely networked than ever before – and neverthelessoften talk at cross purposes. It is the “software” in our minds that is to blame.
FORUM: ESSAY
EARTHLYMISUNDERSTANDINGS
14 DACHSER magazine
sideration, however, shows this to be a noble
gesture, since it implies that for the host the
person giving the gift is more important than
the gift itself.
International experience is of course no
guarantee for greater mutual understanding.
Not everyone is equally willing to take
different cultural values into account. While
one person may be upset by the apparently
unappreciative Chinese, the next tries to
understand the rationale behind the gesture.
Technologically speaking, the conditions for
cross-cultural understanding have never been
more favourable: thanks to the Internet
we can discover the world from in front of
our home computer.
On the Voyager mission, too, technology
shouldn’t be the stumbling block: in case
the aliens don’t know what to do with the
golden discs, they’ll also find instructions
for building a record player. S. Ermisch
Understanding andbody language differfrom place to place.While in one culture a handshake conveysintimacy, in another it may be awkward.
hhEven on one and
the same planet,
understanding and making
ourselves understood
are fraught with difficulties
DACHSER magazine 15
FORUM: ESSAY
16 DACHSER magazine
COMPETENCE: AIR & SEA LOGISTICS
From March 2013, all air freight consignments must either originate from certified “known consignors” or be checked before being loaded onto the aircraft. In future, only if these requirements are complied with may goods be transported by air without incurring massive delays.
STOP!SECURITY CHECK!!
h In air freight speed is of the essence.
Consignors are at risk of losing this
advantage from spring 2013 if consignments
get held up due to security checks. The
reason for this is new security regulations
that are likely to lead to significant delays
in air freight in the coming year. By 25
March 2013, consignors must apply for
certification as a “known consignor” by the
Federal Office of Civil Aviation (LBA) and
be registered in an EU database if they
want to continue to dispatch cargo by air
quickly and without holdups. This is when
the transition period, which has up to now
allowed companies to produce a security
declaration identifying them as “known
On 19 August 1911, a single-engine Harlan on a flight to Frankfurt/Oder markedthe beginnings of air freight in Germany with a consignment of hot-off-the-presscopies of the “BerlinerMorgenpost” news -paper. 100 years later93.1 million tonnes of air freight is trans-ported worldwide.
consignors”, expires. The previous “known
consignor” status then loses its validity.
“This will change the world,” says Jan
Bender, head of the Foreign Trade Compli-
ance department at Dachser Air & Sea
Logistics. In future every consignment that
does not come from a certified “known
consignor” will be subject to extensive secu-
rity checks before being loaded. However,
Germany’s airports in many cases do not have
sufficient capacities to check all cargo that
originates from uncertified consignors and is
therefore automatically classified as unse-
cured. “Implementation of the regulations
would currently bring air freight operations
to a complete standstill,” fears Klaus-Dieter
DACHSER magazine 17
COMPETENCE: AIR & SEA LOGISTICS
Ruske, head of the Transport and Logistics
division at the consulting firm Pricewater-
houseCoopers (PwC). So far over 95 percent
of air freight in Germany has been loaded
onto aircraft without further security checks.
Own certificationThe best way to ensure consignments are
processed smoothly is to apply for certifica-
tion by the LBA. A “secured” consignment
can then be handled by companies with the
status of “regulated agent” without being
subject to further security checks. Regulated
agents are officially approved handlers such
as forwarders or airline companies.
However, obtaining approval could become
problematic as the hurdles are high. To be
eligible for certification consignors must
show that they have a comprehensive securi-
ty concept in place. This includes for exam-
ple designating a security officer for every
facility that ships goods by air. All staff with
access to air cargo must receive adequate
security training. Companies must ensure
that unauthorized persons have no access to
air cargo. In many cases this will require
them to create the necessary prerequisites, for
example by installing security interlocks.
The entire security concept must be detailed
in the application to the Federal Office of
Civil Aviation. Prior to issuing its final certi-
fication the LBA also inspects and evaluates
the facilities and the security programme.
Where companies operate internationally,
each foreign branch office must be individu-
ally certified in the respective country.
PwC is anticipating a considerable backlog in
the processing of applications as many com-
panies become aware over the next few
months that time is pressing. Currently there
are around 65,000 “known consignors” in
Germany. However, only roughly 5,000 of
them have so far submitted an application
that will permit them to retain their status.
Many consignors apparently seem to be
relying on their logistics provider. This is
because unsecured air freight consignments
can be turned into secured consignments by
a “regulated agent” who then performs the
hhFor air freight forwarders this means
adapting their processes completely in order
to meet air freight transit times
Jan Bender, head of the Foreign Trade Compliance
department at Dachser Air & Sea Logistics
freight checks – for example by screening
the consignments or using explosive detec-
tion devices. To meet this demand, Dachser
has already installed x-ray equipment at its
Frankfurt, Munich and Cologne airport of-
fices. It is planned to add more airports in
the next few months.
But sometimes even an x-ray machine is not
a universal tool. Packages too large for the
1.75 x 1.75 metre x-ray tubes have to be
opened and manually checked. This leads to
further delays. “For air freight forwarders this
means adapting their processes completely
in order to meet air freight transit times,”
Bender explains. Dachser therefore relies on
close cooperation with its customers, such as
that with Hamburg-based tesa SE. The com-
pany is currently being certified as a “known
consignor”. Dachser additionally operates a
“secured” distribution warehouse that meets
all regulatory requirements. A. Heintze
Source: Airports Council International 2011
Top 10 airports by freight volume
Hong Kong 3,968,397 t
3,916,535 t
3,103,030 t
2,625,201 t
2,539,222 t
2,269,768 t
2,215,181 t
2,187,766 t
2,095,773 t
1,945,110 t
Memphis
Shanghai
Anchorage
Incheon/Seoul
Dubai
Frankfurt/M.
Louisville
Paris
Narita/Tokio
Securely loaded
COMPETENCE: FOOD LOGISTICS
18 DACHSER magazine
A Bohemian family recipe for a spicy salami laid the foundations for a Bavarian success story. Dachser supports tradition-rich meat and sausage specialist Houdek along the entire supply chain: from transport of the raw ingredients, via finishing, to delivery to retailers’ shelves.
THE SPICEIS RIGHT
It’s all in the mix: logistics brings assorted cold cuts
to retailers’ chiller cabinets
DACHSER magazine 19
COMPETENCE: FOOD LOGISTICS
This service significantly simplifies Houdek’s
production flows. After scanning, Dachser
stores incoming goods either in its refriger-
ated warehouse or at 12 to 18 degrees Celsius
as required and notifies them to Houdek.
Daily inventory reconciliation enables
Houdek to continually keep track of its cur-
rent goods inventory. The warehouse data
can be accessed at all times via the Internet,
allowing goods to be scheduled and with-
drawn for production as and when needed.
Since 2009, Dachser has also operated a dry
goods warehouse for the customer that has
2,300 pallet spaces for packaging films, card-
board packaging and the seasoning mixes.
Five shuttle transports depart from Dachser’s
warehouse for Houdek’s production plant on
a daily basis. After unloading, each semi-
trailer truck is immediately reloaded with
finished products from production. Back at
the Dachser warehouse, temperature checks
are carried out before the finished products
are either forwarded on directly or temporar-
ily stored as buffer stocks. Dispatch orders –
as well as picking orders, notifications and
confirmation messages – are exchanged be-
tween Houdek and Dachser exclusively via
Electronic Data Interchange (EDI).
At Dachser, every consignment is scanned at
the transit terminal on arrival and departure.
This ensures Houdek has complete trans-
parency in real time concerning the delivery
status of every consignment. Houdek is au-
tomatically notified of any irregularities in
the shipment process via Active Report,
enabling the company to respond before its
customers take action. “Meat and sausage
production is a sensitive area. Here it is
vital to be able to ensure high delivery relia-
bility and correct product handling, as well
as traceability back to the original batch of
raw ingredients,” says Robert Houdek.
“Dachser is a highly competent and reliable
partner. Over the years we have built up a
very close collaboration based on trust.”
hSome like it hot: the original Houdek
Kabanos, or cabanossi, meet the taste
of many customers who like a bit of a kick.
The family enterprise based in Starnberg
produces hot-smoked and air-cured raw
sausages and traditional Bavarian speciali -
ties. But the company made its name with
its spicy pure pork salami which is hot
smoked over beech wood. “The recipe was
developed back in 1926 by my great uncle at
his butcher’s shop in Bohemia,” explains
Robert Houdek, grandson of the company’s
founder and present-day managing director.
Today the company employs a staff of over
500 at its Bavarian production sites in
Glonn and Arzberg and the administrative
office in Starnberg. Over 500 food retailers
in Germany and a dozen other European
countries feature Houdek Leberkäse meat-
loaf, salami, debrecziner sausages and ris -
soles in their product range.
To the exact gramDachser has no small part to play in ensuring
that retailers’ shelves are always stocked with
plenty of fresh Kabanos & Co. “We support
Houdek along the entire supply chain from
collection of the raw ingredients through
to delivery to retailers,” says Stefan Hohm,
Dachser branch manager in Hof. Dachser
has provided services for the traditional
company for the past seven years. During
this time the cooperation has become closer.
Today Dachser collects some of the raw
ingredients from suppliers via its food lo -
gistics network. All incoming goods are
checked carefully for correctness, complete-
ness, undamaged condition and temperature
and then labelled to ensure everything can
be traced back to source.
Dachser’s staff check whether the allergens
contained in seasonings correspond to the
information on Houdek’s product packaging
and weigh individual samples as orders are
picked for production according to recipe.
hhWe support
Houdek along the
entire supply chain from
collection of the raw ingredients
through to delivery to retailersStefan Hohm, Dachserbranch manager in Hof
COMPETENCE: FOOD LOGISTICS
20 DACHSER magazine
Houdek groupMeat and sausage products Founded: 1926
Production: sausage specialities
such as Kabanos and salami,
as well as convenience products
Production sites: Arzberg, Glonn,
Starnberg
Staff: approx. 500
Revenue: EUR 146 million
SHORTHAND
hh In the production and sale of meat and sausage
products it is vital to be able to ensure high delivery
reliability and correct product handling, as well as traceability
back to the original batch of raw ingredients
Robert Houdek, managing director of the Houdek group
Intelligent schedulingThis collaboration was most recently ex -
tended in 2011 by customized value added
services. For a number of retailers Dachser
creates mixed boxes and display pallets.
“We recently had a presentation box for the
Munich Oktoberfest featuring a variety of
Bavarian sausage specialities,” Stefan Hohm
points out. From single-article boxes Dachser
staff create shelf-ready mixed boxes con -
taining a variety of products.
Outsourcing procurement, distribution, ware-
house management and supplementary logis-
tics services helps Houdek to optimize its
process costs and focus fully on its core busi-
ness. “All processes are IT-assisted, enabling
us to plan efficiently and schedule intelligent-
ly. By ensuring high capacity utilization of
our vehicles and avoiding empty runs we
reduce CO2 emissions to a minimum,” says
Stefan Hohm, summing up the advantages.
Indeed, environmental stewardship is anoth-
er Bavarian tradition, he adds. Guests as well
as locals should be able to continue to enjoy
long walks and excursions in the unique
Bavarian forests and mountains. And when
they stop for a rest or a glass of beer, a Houdek
Kabanos is the perfect snack. D. Kunde
Value added servicessuch as finishing of display pallets andassortment boxes orsleeving, combinedwith customized outsourcing solutions, are integral to modernfood logistics. Customers expectcompetent advice,from optimum choiceof location to implementation in day-to-day operations.
Contract logistics is also the recipe … … for reliable production
Sniffing for greater security: detector dogs at cargo airports areespecially good at nosing out suspiciousconsignments.
hThey turn up for work accompanied by
their handler. They react to short,
sharp orders. And they are deployed wher -
ever human senses are not refined enough
and robots and x-ray machines are unsuited.
At airports sniffer dogs are the new experts
for narcotics, explosives and toxic substances.
“K9 units” as they are known, which is a hom-
ophone of canine. After 12 weeks of training
and passing a test they are officially known in
a number of European countries as “scent
trace matching dogs”. However, they contin-
ue to learn throughout their whole doglife.
Training exploits the dogs’ natural playful
instincts. Here, ‘Officer Super Sleuth’ is
trained to sniff out toys – that have been
spiked with the scent of suspect substances.
Maximum sniffing range A dog possesses 250 million olfactory cells
compared to our mere five million. While
the most a human being can detect with a
freight consignment is the smell of the wood-
en pallet, a dog can recognize the slightest
traces of odours even through extremely
thick plastic wrap and cartons.
Even the most sensitive detection devices
are no match for these keen noses. When a
dog detects a suspect odour it sits or lies
down with its snout pointing at the source.
Extreme caution is called for because if
the dog were to start scratching at the sus -
picious object or rooting with its muzzle, it
could trigger an explosive detonator.
Dogs – accompanied by an explosives and
narcotics expert – are increasingly being
used at airport cargo centres. Jan Bender,
head of Dachser’s Foreign Trade Compliance
department: “Thanks to the dogs’ keen
sense of smell freight consignments with par-
ticularly complicated packaging no longer
have to be opened. So far the dogs – mostly
German and Belgian shepherds – are being
used in France, Belgium and the Nether-
lands. We hope they will soon be permitted
in Germany.” A dog’s life that comes with
a job guarantee. T. Schlosser
KEENNOSESON THE JOB
Better than some technical devices: sniffer dogs have finely honed senses for detecting hidden dangers
DACHSER magazine 21
COMPETENCE: AIR FREIGHT
COMPETENCE: DANGEROUS GOODS
22 DACHSER magazine
ON THE
SAFE SIDEDumitrescu says, satisfied. After all, no one
wants a real accident to happen, especially
because the warehouse stores dangerous
goods such as pesticides, paints and varnishes
or pressure gas units.
Sensitive goods Especially since the accidents that occurred
in Seveso in 1976 or in Bhopal, India, in
1984, industry, politics and society around
the world have been highly sensitized to the
need for responsible handling of dangerous
substances. After all, they occur in practical-
ly all areas of work and life, for example as
paints, varnishes, pesticides, industrial gases
or cleaning agents. As raw materials, con-
sumables and supplies they offer practical
assistance in our everyday lives. However,
accidents involving dangerous substances can
be devastating for the people and regions
affected and involve heavy costs for those
responsible.
Handling dangerous goods not only demands sophisticated technology. Above all it calls for competent staff.
The Globally Harmo-nized System for classifying chemicals(GHS) was adopted by a UN commission in2002. For the first timeit created a globallyuniform system for the classification of dangerous goods.
h It had flown off course. Just a little bird.
In Dachser’s dangerous goods ware-
house in Ploiesti, Romania, it made acquaint -
ance with some pretty sophisticated safety
technology. “That was enough to trigger the
alarm,” reports Traian Dumitrescu, Dachser
country manager in Romania. “It flew across
the laser beams that detect smoke fumes. The
safety system informed us immediately that
something was up.” The warehouse staff
quickly noticed the false alarm and caught
the bird. The chain of alarms that otherwise
alerts authorities, the fire brigade and the
management when an incident occurs
was not set off. “So far this is the only time
our technology has had to prove it works,”
DACHSER magazine 23
COMPETENCE: DANGEROUS GOODS
Legislators have responded to this situation
nationally and internationally by successive-
ly adopting ever more stringent rules. Two
reg ulations currently form the principal legal
framework for dangerous goods warehouses:
the Globally Harmonized System (GHS)
and the Seveso II Directive. The European
Union has also reached further harmoniza-
tion with Seveso III; the new directive, which
provides for further classifications and addi-
tional obligations concerning the provision
of information and public participation and
controls, must be incorporated into national
law by 31 May 2015.
“With our dangerous goods warehouses in
Hungary and Romania for example we are
pioneers when it comes to safety. We are
setting new standards on the market in
this field,” says Armin Blaschek, Contract
Lo gistics Projects team leader within the
Logistics Consulting division. The danger-
ous goods warehouse in Ploiesti near the
Romanian capital Bucharest is for example
the first in the country to meet the strict
Seveso II Directive requirements. What
does this imply for day-to-day operations
in the dangerous goods warehouse? Should
a sack unintentionally tear, a fork truck by
accident damage a canister or a fire break
out, the facility and, more importantly, the
staff are prepared. “Each of our 11,500
pallet spaces is for example equipped with a
fire extinguisher sprinkler system with foam
additives so that in the event of a fire the
flames can be smothered where they origi-
nate,” Dumitrescu explains. A sophisticated
piping system ensures that each and every
sprinkler is supplied with water at a pressure
of six bars – in winter, too: even at Arctic
temperatures of minus 20 degrees Celsius,
as recently experienced in February 2012,
a heating system ensures that the extin -
guishing water does not freeze. With two
times 2,000 cubic metres, Dachser stores
twice the amount of water ready for use as
is legally required. The retaining basins for
extinguishing water or escaping liquids are
large enough to collect any contaminated
water in the event of a fire. To ensure that
no toxic substances can seep into the ground
the floor of the warehouse has been addition -
al ly sealed with a special chemical-resistant
foil. Sensors measure dangerous concen -
trations, for example of solvents, in the air,
enabling an immediate response in the
event of an accident. For reasons of safety,
the warehouse is divided into six fire pro -
tection zones.
Know-how for everyoneBut even in the Ploiesti warehouse all this
technology is not just an end in itself.
“Our first priority is always the safety of our
staff,” explains Steve Heidner from Central
Dangerous Goods Management at Dachser.
“We therefore provide special training for
all staff members who come into contact
with dangerous goods. This not only goes
for staff directly in the warehouse itself,
but also for colleagues in administration and
sales. Everyone should have the knowledge
they need to be able to correctly assess the
risks associated with hazardous substances
and handle them accordingly.” In 2011 alone,
over 133 staff members received training at
the DACHSER Academy in the transport
and storage of dangerous goods. These
experts have in turn assumed the task of
passing on their knowledge to more than
9,500 colleagues in Dachser’s branch offices.
The effort is well worth it: as a result of
the good experiences already made in the
distribution of its products via the ware -
house in Pilisvörösvár in Hungary, chemicals
giant BASF is now also utilizing the facility
in Ploiesti. From here the company supplies
southeastern Europe. Chr. Merten
hhWe provide training
for all staff members
who come into contact with
dangerous goodsSteve Heidner,
Central Dangerous GoodsManagement at Dachser
Dangerous goods warehouse Ploiesti Pilisvörösvár
Investment EUR 10 million EUR 7 million
Inauguration 2012 2006
Warehouse area 6,500 square metres 7,000 square metres
Separate fireprotection zones 6 6
Pallet spaces 11,500 16,000
Sensors smoke, gas and smoke, gas and temperature sensors temperature sensors
Extinguishing water supply 2,000 cubic metres 2,000 cubic metres
Fire service Own plant Connection tofire service with municipal fire brigade six employees in Budapest
INFO
Integration of the French country organization into Dachser’sglobal network is completed. Frédéric Dumort, head of the management board of DachserFrance, talks to Dachser magazineabout markets in flux and the dynamics of a new culture.
Logistics is a growth market. Is this also
true for France?
Frédéric Dumort: No, generally speaking
the logistics market in France is not current-
ly on a path of growth! Over the past thirty
years and in the last decade especially, the
contribution of French industry to GDP
has fallen from 24 percent to 13.6 percent,
which is 50 percent lower than for Germany!
At the same time, the logistics sector is
facing a radical transformation: of the indus-
try top ten, in the past five years five com -
panies have disappeared altogether, or have
either been taken over or strategically reposi-
tioned. This has brought profound structur-
al changes and the process is still ongoing.
What strategy is Dachser France employ-
ing in response to this development?
In 2007 the decision was taken to fully inte-
grate the French subsidiary into the Dachser
network. This also encompassed expanding
our export groupage services, optimizing pro-
ductivity by aligning our national offering
with the freight structure of the network,
developing our warehousing activities and
finally consolidating our international exper -
tise with Cargoplus and Air & Sea Logistics.
What are your USP vis-à-vis customers?
First of all, being part of an international
group whose business model is based on a
solid and stable ownership structure allows us
to pursue a coherent and consistent corporate
policy independently of political influences
dictated by financial markets and public in-
vestors. This point is key with regard to oth-
er French industry players in ensuring the
company’s long-term continued existence.
Secondly, our highly integrated pan-Euro-
pean network enables us to offer our cus-
tomers a reliable and seamless service cou-
pled with established competence in such ar-
eas as warehousing or value added services.
Finally, our decentralized management mod-
el permits us to respond faster to market de-
velopments and offer our customers solutions
in line with their needs.
“ON THEMOVE”
NETWORK: DACHSER FRANCE
24 DACHSER magazine
Where do you currently see the focus of
Dachser France?
At the beginning of 2011 we brought our
French organization into line with Dachser’s
international transport and logistics services
network with the operational goal to place
the French subsidiary back on course for
growth. In other words, a concerted effort
went into utilizing and optimizing the new
tools to enable us to reap the benefits of
the investment and seize the opportunities
presented by the Dachser network. Today
we can say that we have achieved this objec-
tive: across the network we now work with
the same decentralized management models,
the same tools and to a great extent the same
standardized processes and services.
What role have colleagues from other
Dachser country organizations played in
this?
During the transition phase our branch man-
agers were supported in the optimization of
the new tools by their German colleagues
hhDachser France has in some ways experienced a big bang in the course of the past five
years. It wasn’t always easy, but we have come out of it stronger Frédéric Dumort
within the scope of a formal partnership.
The accompaniment of this process was in
my opinion a decisive factor, which is why
we have unanimously decided to prolong it
in 2013.
In 2011, you were appointed one of the
three members of the board of manage -
ment of Dachser France. Does this not
revert back to a centralized model of
leadership?
No, definitely not! The board of manage -
ment is very keen to encourage the active
participation of all players. Since 2011,
Dachser France has been managed by the
extended board, made up of heads of Finance
& Administration, Sales & Contract Logis-
tics, Network, HR and Cargoplus as well as
the branch managers represented by their
spokesman, Dominique Charbonnier. The
creation of branch manager circles in which
collectively initiated proposals and sugges-
tions are discussed speeds up decision-making
processes. This is a major step forward.
What, in your opinion, are the strengths
of Dachser France?
Dachser France has in some ways experi-
enced a big bang in the course of the past five
years. It wasn’t always easy, but we have come
out of it stronger. Now not only are we well
positioned, personally I am convinced we
even have a certain competitive edge in the
French market. Dachser has a coherent cor-
porate structure and range of services and in
the international sphere offers its customers
Europe’s most deeply integrated network. In
2011, we recorded growth of 10.7 percent
across all business fields. This year the growth
trend is set to continue at around six per -
cent in the groupage, contract logistics and
Cargoplus segments. These are impressive
figures given the current economic climate
and a sign that our offer corresponds to
market expectations.
The head office of the French country
organization is in La Verrie. What are
its tasks?
The staff at the head office in La Verrie play
a key role in the success of our undertaking.
They act in an advisory, coordinating and
controlling capacity. They provide advice by
placing their extensive expertise at the branch
offices’ disposal, use their global vision to
help the branch offices find the most effi -
cient solution for the Dachser network and,
because every decentralized system depends
on a certain degree of control, ensure the rules
are complied with and the strategy actively
pursued. It is this complementarity on the
one hand and unity on the other that makes
us so efficient.
What direction does Dachser France in-
tend to pursue in the future?
The European network occupies a central
place in our services offering. We now have
the instruments to enable us to efficiently
leverage this network to the benefit of our
customers. In groupage, our aim is to secure
our position as a market leader in France.
However, growth is not our only goal. One
of our highest priorities is quality. In my
view the greatest growth potential is to be
found in European groupage operations,
which already account for 21 percent of our
revenue – a figure we are aiming to double
over the next five years. We are also continu-
ing to develop our contract logistics activities,
which offer combined transport and ware-
housing solutions. With a capacity expansion
of 30,000 to 40,000 square metres a year we
have recorded growth rates in this field of
30 and 26 percent for 2011 and 2012 respec-
tively. In 2013, our total warehouse area is
expected to exceed 200,000 square metres.
This pace is likely to continue over the next
few years.
What goals are you pursuing over and
above Dachser’s European network?
In the field of Cargoplus we are reaffirming
our leadership in the Maghreb states on
a day-to-day basis and can also attest to
strong growth in freight services to and
from Turkey and the CIS states. Parallel to
our groupage services, we are also in the
process of building up a cost-effective pan-
European full truck load service. Finally,
despite the difficult global economic situa-
tion, we have also set ourselves ambitious
goals for our Air & Sea Logistics business
field. Only recently under the management
of Vincent Touya we expanded our Le
Havre location by 2,000 to a total of 6,000
square metres in order to meet the growing
demands of our customers.
DACHSER magazine 25
NETWORK: DACHSER FRANCE
Frédéric Dumort,
46, is head of the management
board of Dachser France. The
business administration graduate
and father of two has been with
Dachser since 2008 and was
appointed to the management
board in 2011.
PERSONAL FILE
From left to right: Philippe Hennetin, Jean-François Deflandre, Vincent Hahn, Frédéric Dumort, Dominique Charbonnier, Daniel Lucas, Frédéric Jurado
Successful integration of a company
without interrupting normal operations
requires a tour de force on the part of all
those concerned. You can read how this was
achieved in France in the full-length
interview at www.dachser.com/dumort
q
NETWORK COMPETENCE
26 DACHSER magazine
As of September, Dachser is also offering its Cargoplus services in Poland. “This
offering results from our Mobile 2015+ strategy and is our response to the demand
of many key account customers who expect their logistics provider to be able to fully
cover all their transportation needs,” says Grzegorz Lichocik, manager of Dachser’s
country organization in Poland. By focusing on the Cargoplus service segments
“pan-European full load freight services and specialized freight services to the CIS
countries, the Maghreb states and Turkey”, the Polish country organization is enhanc-
ing its attractiveness in these markets. From a geographical point of view, Poland is
an obvious choice as a platform for transport operations between the East and the
West. Close integration into Dachser’s European transport network opens up new pos-
sibilities for groupage shipments to Russia and other CIS regions. The new Cargoplus
office is located in Stryków, branch manager is Dorota Ruszkiewicz.
Around 12 kilometres north of the capital of Saxony, in Radeburg, Dachser’s new
Dresden logistics centre is under construction. Located close to the A13 motorway, the
13-hectare site has optimal accessibility. With a EUR 22.5 million investment, Dachser
is constructing a 3,500-square-metre administration building as well as a 7,500-square-
metre transit terminal for industrial goods and a 4,500-square-metre transit terminal
for foodstuffs. Over the next five years, Dachser intends to create over 100 new jobs
in the region. Dachser has been active in the region for 20 years. The logistics provider
currently employs a staff of around 170 in Radeburg and handles over
40,000 tonnes of industrial goods and foodstuffs per month.
RADEBURG TRANSPORT HUB
Dachser’s SWS Karlsruhe subsidiary is now re-
splendent in the colours yellow and blue. Fol-
lowing rebranding in Dachser’s corporate de-
sign, the facility is on course for continued
growth. The company is investing some EUR
25 million in the new operating site in Malsch,
to which the Karlsruhe branch office will relo-
cate at the end of 2012. In addition to the two existing warehouses, which together mea -
sure 36,000 square metres and provide 60,000 pallet spaces, Dachser is constructing a
10,000-square-metre transit terminal with 126 loading bays and a 4,100-square-metre
office building. Dachser Karlsruhe will bring all of the modes of transport under one
roof in Malsch, thus creating an optimal environment for the two business fields Dachser
European Logistics and Dachser Air & Sea Logistics to dovetail with comprehensive
contract logistics services.
SWS BECOMES DACHSER
Grzegorz Lichocik, Dachser country
manager in Poland
Dachser’s colours now also adorn the new building in Malsch
CARGOPLUS IN POLAND
+++ STRONG IN STYRIA +++
At the beginning of October, Dachser’s
Lannach branch office in Austria
moved to new premises. On the new
approximately 22,500-square-metre
site in Wundschuh near Graz, Dachser
operates a 4,100-square-metre transit
terminal at which up to 45 trucks can
be loaded and unloaded simultaneous-
ly. The facility also encompasses an
administration building with around
1,000 square metres and is certified
in compliance with HACCP (Hazard
Analysis and Critical Control Points).
This ensures the safe handling of sen-
sitive foodstuffs by regularly trained
Dachser specialists and with the right
technical equipment. +++
NETWORK
DACHSER magazine 27
+++ NEW BRANCH OFFICE IN NANJING +++ Dachser
is extending its network of locations in China with a new
branch office in the Yangtze River Delta. “The cities along
the Yangtze River are experiencing enormous growth in
the manufacturing and processing industries, which is
also leading to a steep rise in demand for logistics
services,” says Thomas Reuter, managing director of
Dachser Air & Sea Logistics. From Nanjing air and sea
freights services will be provided for the entire region,
including the cities of Yangzhou, Zhenjinag, Wuhu,
Nantong, Zhangjiagang, Wuhan and Yichang. +++
+++ GROWTH IN VIETNAM +++ Dachser Vietnam Co.
Ltd., which opened its doors in Ho Chi Minh City in
October, is gaining momentum. The range of services in
one of the most dynamic growth markets in South-East
Asia extends from air and sea freight business to cus-
toms clearance and a variety of other logistics services.
In the short term the company, in which Dachser Far
East Ltd. has a controlling majority, plans to employ a
staff of 20. Additional branch offices in Vietnam are in
the pipeline. +++
+++ EXPANSION IN ZEVENAAR +++ Nine months after the start of
construction, Dachser moved into its new premises in Zevenaar in
September. The facility encompasses a three-storey office building
and a transit terminal with over 7,200 square metres and 82 bays.
“This new build leaves us ideally placed to accompany our customers’
growth over the next few years,” says Aat van der Meer, country man-
ager of Dachser Netherlands. The Zevenaar branch office is strategi-
cally located on the A12 motorway, which is the east-west route
across the Netherlands, becoming the A3 motorway in Germany. One
of the special features at the new facility is the drag-chain conveyor
system. “The drag-chain conveyor system plays a key role in our
transshipment logistics,” van der Meer explains. +++
Dynamic Vietnam: Ho Chi Minh City
Network expansion in the Middle Kingdom
28 DACHSER magazine
NETWORK: NORWAY
FOCUS
THE NORTHOil and gas are fuelling growth in Norway. This also drives up demand for intelligent transport and logistics solutions in Scandinavia and Europe.
DACHSER magazine 29
NETWORK: NORWAY
h It is summer in Norway. The mercury
column on the thermometer indicates
25 degrees in the shade and Hans-Thomas
Andersen, branch manager of Dachser’s
Oslo branch office has hung his jacket over
the back of his chair. Despite the summery
temperatures, his mind is already focused on
the depths of winter. His desk is covered
in order lists and schedules of one of his
key accounts. For Antra, a Norwegian im-
porter and dealer of Kässbohrer PistenBully
snowgroomers and cross-country track-
setting machines, he is in the process of or-
ga nizing delivery of the new equipment and
related spare parts logistics.
He needs to do his homework in good time.
Because when it is dark from morning to
night, snowflakes dance on the windscreen
and the roads are covered in a sheet of ice,
mobility – like everywhere in Scandinavia –
becomes a huge challenge. Norway is not
only a land where distances are long; it is
also a land with comparatively few motor-
ways. According to Eurostat, in 2010 the
country could boast a mere 381 kilometres. ‡
On the same latitude as North Alaska: Tromsø
on Tromsø Sound
NETWORK: NORWAY
30 DACHSER magazine
way and the Oslofjordtunnelen accesses even
remote corners of the country. Within a
radius of 100 kilometres Dachser’s staff take
care of distribution themselves – for greater
distances the company contracts partners.
“The new site is a big step towards the
future,” says branch manager Hans-Thomas
Andersen. At the previous building in
the centre of Oslo trucks were continually
held up in traffic, resulting in a loss of
valuable time.
“The decision to set up a new location in the
region answers the increased demand for
intelligent transport and logistics solutions
and will hopefully continue to ensure the
consistently high level of quality in the area.”
And of the 90,000-plus kilometres of road
altogether, only 70,000 kilometres are tar -
macked. The equipment needs to be de liv-
ered on behalf of Antra before the peak
season for downhill and cross-country starts.
The next challenge is ensuring rapid delivery
of spare parts during the peak season from
November to March. Here, reliability is key
to making sure the slopes remain skiable.
Desirable locations In Norway, the region around the capital,
Oslo, has far and away the greatest relevance
for the logistics sector. Desirable locations
are in the motorway corridor formed by
the E6 to the north in the direction of
Gardermoen airport, the E6 to the south in
the direction of Oppegard and the E18 to
the west in the direction of Asker. Here,
on a newly established industrial zone to
the south of the Oslo metropolitan area,
is exactly where Dachser chose to locate
this summer. The 11,000-square-metre site
accommodates a 1,900-square-metre transit
terminal which handles incoming and
outgoing goods via 26 bays at precision-
timed intervals. This gives customers like
Antra and Medinor, one of Scandinavia’s
oldest and biggest providers and dis -
tributors of pharmaceuticals, value
added healthcare products and
services, parameters they can
rely on. The new facility in
Oslo is closely integrated into
Dachser’s European network and
with direct links to the Norwegian-
Swedish north-south E6 motor-
“For me, Norway is the legendary
fjords, the beautiful scenery and
unspoilt nature.”
Jeroen Wouters, Inside Sales, Willebroek, Dachser Belgium
“With Norway I associate nature,
wild salmon in the rivers and frosty
temperatures!”
Jane Wong, administration manager, Hong Kong
“When I think of Norway, four
things spring to mind: cod, Vikings,
snow and the polar lights.”
António Gamboa, IT manager, Alverca, Dachser Portugal
VOICESA logistics specialistthrough and through.In August 2012, Finn S. Pedersen celebrated 40 years in the transport and logistics business.Since 2005, the 57-year-old has con-tributed his knowledgeand experience as a director of DachserNordic A/S.
DACHSER magazine 31
NETWORK: NORWEGEN
Increasing flows of goodsAnd this is in high demand. Because thanks
to the Norwegians’ high purchasing power
flows of goods to Norway continue to grow.
In 2011, the Norwegian statistical office
reported record import levels the equivalent
of around EUR 67.5 billion.
Export revenue also rose by 13.3 percent
to EUR 118.4 billion, a scale that fifty
years ago not even notorious optimists could
have imagined. Since the country began
developing its oil and gas reserves at the
beginning of the 1970s, Norway has experi-
enced outstanding economic growth. What
was once one of the poorer western Euro -
pean nations that relied above all on shipping,
fishing, agriculture and forestry is today
the world’s seventh biggest oil exporter and
second biggest gas exporter. Nowadays
Norway has one of the highest per capita
incomes in the world and Oslo has become
one of the world’s most expensive capital
cities. Not only does Forbes list the head-
quarters of seven of the ten top Norwegian
companies here; the location is also ideal
for accessing Dachser’s branch offices in
Sweden, Denmark and Germany. “This
hhThe new location answers
the increased demand for intelligent
transport and logistics solutions
Hans-Thomas Andersen,Dachser Oslo
branch manager
Kingdom of NorwayArea: 323,458 km2
Capital: Oslo
Population: 5 million inhabitants
National language: Norwegian
Currency: Norwegian crown
Commodities: oil, gas, iron ore,
titanium ore, wood, cereals, meat,
fish, furs
Main exports: oil, oil products, gas,
fish, shellfish, chemicals, iron, steel
SHORTHANDconsiderably strengthens the northern part
of Dachser’s closely meshed European net-
work,” says Finn S. Pedersen, managing
director of Dachser Nordic A/S, explaining
the strategy.
“The new branch office in Oslo allows
Dachser to cope even better with the
continuing increase in shipment volumes,”
Michael Schilling, managing director Euro-
pean Network Management & Logistics
Systems at Dachser, points out. The logistics
provider has been present with its own
country organizations in Norway, Sweden
and Denmark since 2005, employing a staff
totalling 330 at seven branch offices. The
company has plans to establish additional
facilities. Bergen is interesting above all
because of its seaport and the shipbuilding
industry and is strongly impacted by
Norway’s oil production activities. Many
international oil companies are also based in
Stavanger: for example Norway’s biggest
company, StatoilHydro. Thanks to Værnes
airport and Norwegian State Railway links
to Oslo, Bodø and Sweden, Trondheim is
also an important traffic hub for the north
of Norway. K. Fink
In Norway, broad perspectives are everywhere
The Dachser branch office to the south of Oslo
BUSINESS LOUNGE: DACHSER FACE-TO-FACE
32 DACHSER magazine
BERNHARD SIMON MEETS...HEIKE HENKEL
Those who aim high need a plan. Bernhard Simon spoke with Olympic high jump champion Heike Henkel about exceptional achievements. In sports as well as corporate boardrooms.
Mr Simon, what does sport mean for you?Bernhard Simon: I’ve found there are
two ways to leave the stress of everyday
life behind me. Either by unwinding com-
pletely, which is often difficult on a day-
to-day basis, or by doing sports. Extensive
exercise and the right breathing technique
are an excellent way of letting go and find -
ing room for new, creative ideas. It helps me
to find the right balance even in stressful
situations.
Heike Henkel: This balance is crucial. As
a top performing athlete I combined sport
with studying graphic design. That forced
me to focus on other things and helped me
find my inner equilibrium. That’s the key to
success.
B. Simon: Sport helps you to switch off
and get an all-important different take on
things. But I can’t help wondering how you as
a top athlete manage to find sport relaxing?
H. Henkel: By constantly having a crack
at new things. For example I’ve recently
discovered running. For 20 years I’d stub-
bornly resisted; jogging just simply didn’t
appeal to me. But you live and learn. I took
up walking and slowly built up from there.
Then I got hooked and found I wanted to
do it regularly. I looked for like-minded
partners and now I go running three times
a week. And I really enjoy it.
Does professional life in fact offer enoughscope for this withdrawal into the inner self?B. Simon: To be successful in the world of
business you need to have enough energy
to be able to pass some on to others as well.
If you simply run like a hamster in a wheel
you’ll lose sight of the bigger picture and
won’t have the capacity to create new per-
spectives. A good manager therefore has to
maintain a healthy equilibrium between
body, mind and his own energy balance. It’s
never a question of not having the time,
but usually of not setting the right priori -
ties. That’s why doing sports and exercising
every day are just as essential fixtures on my
calendar as any important meeting.
H. Henkel: As an athlete I have learned that
I can’t achieve my goals unless I have a plan
and a structure. There are always plenty of ex-
cuses for not doing what’s actually necessary.
In order to consistently implement my own
plan I need to pursue both short-term and
long-term goals. They set the framework for
my inner structure.
Is “faster, higher, further” the leitmotif?H. Henkel: Nowadays performance often
has a negative touch because it is associated
with stress and is very time-consuming. But
striving after top performance isn’t every-
thing when it comes to achieving major goals.
Rather, we must continually find new ways to
exploit our own personal potential as opti-
mally as possible. When I first started out
I never in my wildest dreams imagined I
might one day win the Olympics. That’s
something you tend to grow into gradually.
And along the way new and often surprising
possibilities, and with them new potential,
continuously open up.
B. Simon: Performance also means taking
pleasure in achieving something out of the
ordinary. This is what helps me to push my
own boundaries and broaden my horizons.
And this also functions without excessive
ambition or competitive pressure, but simply
because it’s fun.
hhAs an athlete I have
learned that I can’t
achieve my goals unless I have
a plan and a structure
Heike Henkel
DACHSER magazine 33
Performing at your peak all the time: is that feasible?H. Henkel: If you look after yourself and
your body sensibly, then you can keep it up
for quite a long time. As an active athlete
I was able to compete at the top level for a
relatively long time. But I only managed it
because as well as sticking to my small and
bigger goals I also took care of myself and
didn’t try to run with the hare and hunt
with the hounds.
What is the difference between regenera-tion and laziness?H. Henkel: Regeneration is a must. By
contrast with being lazy and letting yourself
go, I always associate it with the desire to
hit the ground running again afterwards
with renewed energy.
B. Simon: Regeneration also implies that
I have actually “generated” something in
the first place. Thus it stands as a counter-
point to a previously achieved performance.
There is an active relationship between the
two. I associate laziness on the other hand
with an uninterrupted straight line with
no sig ni ficant peaks and therefore no need
for regeneration.
Is there room for regeneration in growth-oriented companies? B. Simon: If we want to accomplish and
achieve great things with people, then we
sometimes need to find ways to take a step
back from what we have achieved. This is
essential when identifying where we stand
today and where we are heading. It’s the
only way to keep track of where we are going
and to navigate successfully. Not only sports,
but also music, art or meditation, are good
ways to integrate other life situations into
your general advancement.
But what if there’s still no advancement?H. Henkel: When I am having trouble
clearing a certain height it’s important to
be able to detach myself from it. For this
I have to already set my sights on the next
level in order to break away from the previ-
ous one. If I’m aiming to clear two metres,
I need to focus on two metres five. In other
words, there’s not just the one mark, but
the already attained, the targeted and the
visionary goal.
B. Simon: It’s much the same in companies.
When a project becomes gridlocked, it may
become necessary for the stakeholders to
detach themselves from it, otherwise they
will just keep knocking down the bar. Often
enough the reason for the current stumbling
block is that the project stakeholders aren’t
sufficiently diversified, that work processes
are too entrenched, or aren’t clearly thought
through or too many unarticulated emotions
are hanging in the air. Letting go, reshuffling
and reorganizing ultimately provides the
decisive impetus. And experience has shown
that the team usually makes up more time
than it has purportedly lost.
Athletes usually have role models whomthey attempt to emulate when competing.Do companies need winning models for orientation? H. Henkel: Everyone needs role models.
Be they our parents or people from our social
or media environment. In the working world
it’s no different. Role models may be ‡
BUSINESS LOUNGE: DACHSER FACE-TO-FACE
Learning from sport: progressstarts with the first step
BUSINESS LOUNGE: DACHSER FACE-TO-FACE
34 DACHSER magazine
Heike Henkel
is a mother of three and married
to former decathlete Paul Meier.
For over a decade the Kiel-born
athlete was among the best
track and field athletes in the
world. In three successive years
she won the European champi-
onship, world championship
and in 1992 Olympic gold in
Barcelona. Today Heike Henkel
among other things advises
companies on topics such as
motivation, physical fitness and
positive stress management.
Bernhard Simon
is a passionate amateur sports-
man. The head of Dachser’s
management board is not so
much interested in competing
as in “continuing to broaden my
sporting horizons”. Preferably
in the company of friends.
Whether, as in the past, travers-
ing the Alps by bike or on
a coast-to-coast run across
Iceland. “I’m sure we’ll continue
to come up with new goals,”
he says, “that will enable us to
share new experiences with
one another that we will never
forget.”
PERSONAL FILE
work colleagues, your boss or someone who’s
achieved something very special.
B. Simon: Models for Dachser are those
who set their own personality aside and yet
continuously support the team effort in an
achievement-oriented way. And they do so
knowing that the energy they have put in
will flow back twice and three times over.
This requires good communication skills in
order to optimally foster the good potential
of the respective other side.
H. Henkel: For me personally Ulrike
Meyfarth is one such role model. I was there
when she became Olympic high jump cham-
pion at the 1984 Olympics in Los Angeles.
That was when it first became clear to me
that a German athlete can also win Olympic
gold. So why shouldn’t I have a stab at it as
well? That gave me a whole new horizon.
What do images inside our head mean interms of success or lack of success?H. Henkel: When competing, I always had
an exact image of the movement before my
mind’s eye. I could see myself as I leapt over
the bar. On the third attempt to clear 1.97
metres at the Olympic Games in Barcelona it
was either “pack up and go home or jump to
win”. So I played out precisely this film in
my head and it worked. Four years earlier in
Seoul these positive images that are key to
success had been missing. Before I even got
there everything seemed so alien. There was
no way the necessary inner confidence and
conviction could develop. I didn’t even make
it into the finals, although I was in great phys-
ical shape. I was in a totally different, negative
film. Even back then in Seoul I knew the same
thing wouldn’t happen to me in Barcelona.
I went there so full of determination and came
home with gold.
Is there actually any such thing as pleasur-able effort?H. Henkel: The idea sounds like a contra-
diction at first. I associate it with pride
at achieving something that initially only
seemed strenuous and hard work. My coach
Gerd Osenberg taught me at the time that
to be successful I had to do things I didn’t par-
ticularly enjoy. For me as an athlete my train-
ing partners and the members of the support
team were especially important. One example:
once my training group and I had to do a
cross-country run through the dunes on the
island of Sylt and I didn’t enjoy it at all. But
I took part in the run, overcame my reluctance
and today I am still reaping the benefits.
B. Simon: When I go jogging first thing in
the morning after perhaps not getting much
sleep, of course I sometimes think it might
be nicer to be enjoying a leisurely breakfast.
But once I have overcome that first strenuous
round it progressively gets easier and then
pleasure takes over from chore and the day
is saved.
What sporting event would you still like to compete in?H. Henkel: Definitely not a marathon. At
the moment I can manage over 30 minutes
with ease. 60 minutes would be good. That’s
a nice goal.
hhSport helps you
to switch off and
get an all-important
different take on things
Bernhard Simon
DACHSER magazine 35
GOOD NEWS
In the Indian state of Uttar Pradesh, Dachser
and the children’s relief organization terre des
hommes have been supporting a joint aid project
since 2005. The results for 2012 are impressive:
at three vocational training centres in Mahauli,
Kanduni and Rasulpur 124 girls and young
women have received vocational training, 86 are
in the meantime working as full-time seamstresses
and two have opened their own sewing schools.
In Varanasi 245 girls earned qualifications
in sewing, embroidery or computer tasks and
839 attended summer camps and were taught the
basics of sewing, cosmetics or toy production.
In Sitapur 68 young women have laid the
foundations for an independent future with their
own sewing machines.
MOVING FORWARD
THE CROWNING TOUCH FOR LOGISTICS GOURMETS.
DACHSER Food Logistics
Everything that’s good, from one provider: our contract logistics
specialists can put together a package of many different services
that are tailored to your needs. This intelligent combination of
transport, warehousing and value-added services will make your
logistics operations efficient and help reduce complexity, thus
allowing you to focus on your core business.
www.dachser.com