EDITION 4/2013

THE WORLD OF INTELLIGENT LOGISTICSmagazine

ELEVATORS AND ESCALATORS FOR THE EMPIRE STATE BUILDING

HIGHEST LEVELOF PERFECTION

OVERLAND TRANSPORT PERFECT NAVIGATION WITH YARD MANAGEMENT

SOCIAL RESPONSIBILITYFROM EDUCATION TO SUSTAINABILITY

02 DACHSER magazine

NUMBERS THAT COUNT

Learn to play the piano, at last! 104 years ...... was the age of exceptional pianist Draga Matkovic, native of the

Balkans, when she performed her final public concert in June

2012—100 years after her first piano lesson. Neurologists in Zurich

are teaching septuagenarians to play the piano—and it works.

Just don’t give up!

Tighten, tone, and firm your body! 31,670,000 gym athletes ...... are registered at fitness clubs in Spain,

Germany, Great Britain, and France. Since 2007,

an average 2 million more add themselves

to the ranks each year. If you’re a beginner,

you would hardly be noticed.

Start sending postcards again! 165,000,000,000 e-mails ...... are sent throughout the world each and

every day. But only very few handwritten

letters these days. So in 2014, mail an im-

age, in your own hand, with heart and soul.

They will love it.

Eat a grrrreat diet!339,200,000 vegetarians ...... live in India. In Europe, the number

is rapidly on the rise: between

eight percent (Germany) and

two percent (France) declare

themselves meat-free.

Save the forest!12,000,000,000 trees ...... (in words: twelve billion) have been

planted in 193 countries over the past six

years, thanks to plant-for-the-planet.org.

This award-winning initiative fights for

development and the environment—with

spade in hand. Anyone can join in—even

without boots and shovel.

Laugh more often!400 times a day ...

... is the number of times a baby laughs in its first year of life.

Adults just 15 times—much too little. In fact, laughter is

the best fitness training: it activates almost 300 muscles in

the process and improves circulation, strengthens the

immune system, and protects the cardiovascular system.

NEW YEAR, NEW HAPPINESSThe road to the New Year is paved with good resolutions.

DACHSER magazine 03

TABLE OF CONTENTS

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

in-chief: Theresia Gläser, Tel.: +49 831 5916-1421, Fax: +49 831 5916-8-1421, e-mail: theresia.glaeser@dachser.com Editors: Martin Neft, Anne Reiter, Christian Weber Editorial

assistant: Andrea Reiter, Tel.: +49 831 5916-1424, e-mail: andrea.reiter@dachser.com 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 iStockphoto.com (pp. 1, 2, 3, 8, 9, 10, 11, 13, 14, 15, 24, 25, 27, 28, 29, 30, 31), visuelavue-fotolia.com (p. 2), Pablo Damonte/

depositphotos.com (pp. 4, 5), Otis GmbH & Co. OHG (pp. 7, 9), Olaf Krüger/Dachser (p. 12), scenery1-fotolia.com (p. 18), Rosenbauer (pp. 3, 18, 19), Rolf Kosecki (pp. 3, 20–23),

Robert Martin/Dachser (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. DACHSER magazine is printed on NovaTech paper certified in accordance with the FSC® mix for sustainable forestry.

04

18

20

TITLE STORY

Project Logistics: Transport of Escalators and Elevators for UTC/Otis 04

FORUM

People and Markets: 10Dachser Children’s Aid Project in India;Preventative Care for Apprentices; RACE 2050 Power: What Really Makes People Strong 14

EXPERTISE

Overland Transport/IT: Better and More Efficient Cargo Handling with Yard Management 16Special Transports: Airport-Based Fire Engines 18

NETWORK

Air & Sea Logistics: From the Far East toTatarstan—A Factory Embarks on a Journey 20Air Freight: Airport Hubs for Global Commerce 24Network Expertise: News from the Dachser World 26Brazil: Athletic Goals in the Shadow of Sugarloaf Mountain 28

BUSINESS LOUNGE

Nature & Environment: Bernhard Simon speaks with George Chira 32

GOOD NEWS

Flowers: Blooms Convey Joyous Messages 35

F Our DACHSER eLetter is packed with evenmore information.

28

TITLE STORY

04 DACHSER magazin

hEverything has to fit perfectly. Espe-

cially when something really big is

looming on the horizon. The Empire State

Building, rising up into the skies over New

York City, is emblematic of this truth. Fly -

ing into the clouds at 443.2 meters (includ-

ing the rooftop antenna), the building had to

be completed within exactly 18 months in

Holistic logistics combines global supply chains with high goals. For Otis, Dachser brings all logistical functions into play. And not just for the new elevators in the legendary Empire State Building.

HIGHEST LEVEL OF

PERFECTION

1929/30. Back then, it not only soared past

all others to become the world’s tallest build-

ing, it was also seen as a miracle of both the

art of engineering and the logistics required

to make it happen. To this day it remains one

of the most iconic and best recognized

skyscrapers in the world. From street level,

the walk up to the viewing platform is a ‡

DACHSER magazine 05

TITLE STORY

Skyscrapers need elevators—even the Empire State Building

ROAD FREIGHT AIR FREIGHT OCEAN FREIGHT CONSULTING WAREHOUSING

TITLE STORY

06 DACHSER magazine

breathtaking (literally) 1,860 steps. Visitors

can breathe a sigh of relief, though: the ele -

vator gets them to the 86th floor in less

than a minute. And each year, that’s precise-

ly how roughly ten million people reach the

roof of Manhattan, where—on a clear day—

the view can roam over five of the USA’s fifty

states. Another part of this richly historic

experience: by the time the skyscraper offi-

cially opened in 1931, elevators manufac-

tured by Otis, the world’s leading elevator

manufacturer and service provider (see box,

p. 7) were whisking visitors to the uppermost

floors. And still to this day, Otis cabins are

transporting passengers by the thousands

each day to the viewing platform or to their

offices. Two years ago, Otis was awarded the

contract to retrofit the building’s 68 elevators

with the latest state of the art equipment.

A matter of prestige for the company—and

a profound logistical challenge.

Thinking from the customer’s perspectiveAs a long-term partner of Otis and its parent

company, United Technologies Corporation

(or “UTC” for short), Dachser was in charge

of all logistical services for the Empire State

Building project: from Otis’s European and

Chinese plants to the exact, just-in-time

delivery of the elevator cars to Fifth Avenue.

“This involves the toughest demands,” stress-

es Oliver Kallus, Division Manager Corpo-

rate Key Account Management at Dachser.

“We want to enter into holistic and global

strategic partnerships with our customers

and develop these relationships jointly with

them—as was the case with Otis from the

very beginning.” Tailor-made “fulfillment

logistics,” Kallus continues, would addition-

ally link all the associated logistical func -

tions along the customer’s supply chain. “Our

job is to combine them efficiently and cost-

effectively. An enduring, trusting, and suc-

cessful partnership creates a solid founda -

tion for this purpose.” With this approach,

Dachser is following its own claim of being

the most integrated logistics provider world-

wide. “In the process, we are thinking from

the customer’s perspective and asking this

question: starting from production, how

should the entire supply chain be structured

so that the customer gets the goods it

needs, when it needs them,” Kallus explains.

“To get there, we have to go very deep into

the processes together, as with Otis. The

important thing is that you can control the

supply chain everywhere, so that you can have

the influence necessary to achieve a shared

success.” The Empire State Building pro -

ject, for example, demonstrates the level of

complexity that such fulfillment logistics

Integrated FulfillmentLogistics at Dachseralways follows astrategic and a holisticapproach. It unites various logistical sub-functions—for andwith the Customer—together with inno -vative network architecture. This notonly includes in-houselogistics and processoptimization but also value-added services and networkmanagement.

Worldwide, integrated logistics for Otis encompasses a broad scope of services

An escalator on a journey

DACHSER magazine 07

TITLE STORY

Futuristic elevators in Berlin

can attain within a practical setting—and

what specific challenges it must address.

“We can’t let anything go awry,” contends

Thomas Krüger, Regional Manager ASL

EMEA and Key Account Manager ASL

for Otis. “All the work has to be conducted

while the building is in full operation,” says

Kenneth Zill, Global Logistics Manager at

Otis, in describing the requirements. For in

the end, a New York landmark cannot simp -

ly be paralyzed for days or even weeks just

to renovate the elevators. In addition, the

building had no space for a staging area.

Dachser supports the positioning of equip-

ment to a local warehouse, based on a metic-

ulously detailed, very tight schedule. Due

to local considerations a 3rd party delivered

the equipment so that the Otis team could

install them immediately.

From China into the worldThis is tense enough on its own merits, but

one cannot forget the fact that the supply

chain also had to be managed on a global

basis. A milestone for this can be found

roughly 12,000 kilometers due east. Otis

manufactures some of the individual com -

ponents for its elevators at its production

sites in China. Dachser organizes the trans-

port of the geared machines, governors, and

counterbalances from there. Components

are prepared for export at the Dachser logis-

tics centers in Hong Kong and Shanghai.

Then they go by ship to the USA, where

Dachser also handles the customs clearance

at the port and ground transportation. “The

next step is to administer a predictable, on-

time delivery by connecting with various

modes of transport,” Krüger explains the

challenge in broad strokes. Dachser provides

comprehensive logistics services for Otis

here. The logistics provider’s complete port-

folio of solutions is in demand. The current

invitation to tender involves the shipment

of over 8,000 containers with elevator com-

ponents. In China alone, about 3,600 boxes

had to hit the road. Indeed, every tenth

container held components for the projects

in the USA. A majority is shipped within

Asia. An interesting contrast: today the

tallest buildings in the world stand in China,

Malaysia, Dubai, and Kuala Lumpur.

In-depth understanding“Integrated logistics services are character-

ized by an intensive, insightful customer

relationship and an in-depth understanding

of the procurement and supply chain as well

as globally interlinked production processes,”

explains Bernhard Simon, spokesman of the

Management Board. Thus, it extends far

beyond the filling of orders for individual

projects. The Empire State Building’s ele -

vators are not the only collaboration bet -

ween Dachser and Otis; they are but a glance

at a much greater and comprehensive logis-

tics relationship. For example, operating from

the USA, Dachser is also organizing the trans-

port of 50 elevators and 130 escalators ‡

All safe, gentlemen: excitement in the elevatorInnovative technology is thrilling.

This was also true in 1853 when,

at an exhibition at the Crystal

Palace in New York, visitors let

their breath be taken away, for

just a moment. As one man

stood on an elevator platform,

another below the platform

hacked at the only load-bearing

cable with an axe. But the plat-

form did not plummet to the

depths, instead it moved only

a few centimeters. “All safe,

gentlemen!” Elisha Graves Otis

called down from the platform.

The grinning axe-chopper re-

mained unscathed. With this

dramatic demonstration of a

safety brake, Otis revolutionized

elevator technology. Since then,

elevators could be installed

in ever larger buildings. In 1856,

Otis installed the first personal

elevator in New York. Today,

its cabins transport people up

the Eiffel Tower, the CN Tower,

the Burj Khalifa, and the Empire

State Building—to name just

a few.

HISTORY

hh Intelligent logistics

concepts always

have a holistic dimension

Bernhard Simon, spokesman of the

Management Board

TITLE STORY

08 DACHSER magazine

Up we go! Escalators are comfort zones for a mobile society

UTC/OtisUnited Technologies Corp. (UTC),

headquartered in Hartford,

Connecticut, offers high-tech

products and services for the con-

struction and aeronautics industry.

The US-based group employs

just under 200,000 employees,

and in 2012, generated revenues

of USD 58 billion. Otis is the world’s

largest manufacturer of elevators,

escalators and moving walkways.

The company has its headquarters

in Farmington, Connecticut and

employs 61,000 people world -

wide. The products and services

are offered in over 200 countries.

Altogether, Otis maintains 1.8 million

elevators and escalators worldwide.

Xizi OtisDachser provides outbound logis -

tics support for Otis’ largest manu-

facturing site XIZI Otis in Hangzhou,

through warehouses located in

Shanghai. Effective December 2013,

elevator and escalator export

operations will be consolidated into

one 7,000 sqm facility in Fengxian,

Shanghai. Through October 2013,

Dachser has handled 2,257 ele -

vators and 826 escalators through

their Shanghai facilities.

INFORMATION

DACHSER magazine 09

TITLE STORY

clearance. In the Czech city of Břeclav,

Dachser runs the in-house logistics at the

Otis plant with a few employees, starting at

the dock, then to parts supply for production,

through to packaging and shipment of the

finished products. The unlimited, globally-

oriented logistics also include the integration

of the European and international Dachser

network. Its hub & spoke structure and syn-

chronized transit movements have turned

it into the pulse generator of the supply chain.

In France, Dachser prepares elevators at

various locations for domestic sales, and

organizes these—including destinations

from the Eiffel Tower to La Défense in

Paris’s office district. In Spain, Dachser also

actively operates for Otis. All told, Dachser

maintains its own contract logistics center

at the company’s ten core locations. “Intelli-

gent logistics concepts always have a holistic

dimension,” explains Bernhard Simon. The

from China to Panama City. The metro -

politan transit authority in the capital of

the Central American nation is currently

building a new subway for its 880,000 inhab-

itants. Dachser is taking over the entire door-

to-door delivery: shipment from Shanghai,

transport to a local warehouse and finally,

the delivery to the construction site. The

shared experience and the integration of the

logistics provider is also paying off for Otis.

“Dachser succeeded in shortening the origi-

nal transport timeframe from 35 to 28 days,”

Kenneth Zill, the Otis Global Logistics

Manager, explains enthusiastically. “Orders

like these are nothing like standard services,”

says Thomas Krüger. Indeed, the whole

battery of logistics expertise is called for here.

The basis for this is formed by a strategic

partnership between Otis and Dachser that

has been cultivated over years. “The collabo-

ration with Dachser started in 1999, when

we were looking for transportation capabili -

ties for our escalator factory in Stadthagen,

Germany,” recalls Lynn Kopinsky, Director

Global Supply Chain & Logistics Strategy.

From that point onward, the partnership

grew continuously to where Dachser cur-

rently supports Otis across multiple trans-

portation modes, and global operations. In

2000, sales with Otis equaled just over one

million euros and has continued to grow to

one of the largest transportation and logis -

tics providers for Otis. On a global basis,

United Technologies, the parent company of

Otis, uses the entire spectrum of the services

from the logistics provider from Kempten,

Germany: everything from basic transport,

in-house logistics, and contract logistics.

To Oliver Kallus, this is the result of success-

ful, fully integrated solutions. “With Otis,

we have also been able to establish the basis

for other diverse business developments

within United Technologies,” Kallus adds.

Keeping an eye on everythingA few examples can show how complex the

range of logistics services can be: Dachser

organizes worldwide transportation for Otis,

and ensures on-time supply through to pro-

duction. Individual components, as well as

entire escalators, are warehoused; the finished

products, accessories, or service parts are

transported throughout the world by sea or

air freight and by ground transportation. The

scope of services also includes the entire

management of the shipment and customs

Moving people

Logistical performance is taken for granted. Oliver Mäske,

Director SCM, Logistics OTIS UCEEA (United Kingdom,

Central and Eastern Europe), defines very particular focal

points when choosing a logistics company.

Do you actually know how many people you move every day with Otis

products?

We move the entire world population every five days—arithmetically speaking.

One finds Otis products virtually throughout the entire world. That must

be an enormous challenge logistically speaking.

Yes, but not the way you think. The spotlight is not on the logistics services

being provided. They have to work. We take this for granted. It is crucial to

choose the right provider because this is the part of the logistical process that

the customer sees. That’s why we may not be Dachser’s largest customer,

but we are certainly one of the most demanding ones.

You utilize almost the entire range of services that Dachser provides.

What is the advantage of doing that, as opposed to using individual

service providers?

We want everything to run like clockwork. The individual logistical elements

have to dovetail perfectly. To give you an example: escalators are special, over-

size transports. Dachser picks them up at our plant, packages them, obtains

the flatbed trailers, takes care of the schedules and the road closures, procures

the permits, and delivers right on schedule.

FACE-TO-FACE

foundations for all logistics subservices are

reliability, safety, and transparency. In order to

increase value creation for customers, one

must be capable of thinking and acting from

the customer’s perspective. Given the com-

prehensive range of services, the partner -

ship with Otis is of crucial significance for

Dachser. “Our quality claim—that is, our

imperative to offer an equally intelligent and

integrated logistics service worldwide—must

be validated here each day,” stresses Bernhard

Simon. As the Otis/Dachser relationship

evolves, Otis continues to raise the perform-

ance bar with the expectation that Dachser

will provide new and innovative solutions to

Otis’ logistics challenges. That is a challenge

that Dachser is glad to confront, with a pro-

found sense of conviction. Every day anew.

Regardless of whether the tasks are purport-

edly minor in scope, or as prominent as the

Empire State Building. A. Heintze

FORUM

10 DACHSER magazine

Since 2005, Dachser has been collaborating with thechildren’s aid organization terre des hommes to supportthe sustainable development of children, and of villageresidents overall, in the Indian province of Uttar Pradesh.

hFrom education to sustainability: this

is the “schedule” that Dachser and the

aid organization terre des hommes have been

following since 2005 in their work on an

aid project in India’s northern province of

Uttar Pradesh. The goal: to send children,

particularly girls, to school, provide them

with an education, and put the responsi -

bility for shaping their own lives—and their

village community—in their hands. And to

do so in a healthy environment that is worth

preserving.

“Helping people help themselves is the very

foundation of the commitment that Dachser

and our local project partners have made,”

states Bernhard Simon, spokesman of the

Dachser Management Board. The family-

owned company intends to invest around

EUR 900,000 in the project that is slated

to run from 2005 to 2015. “If it wasn’t clear

before, then the advance of globalization is

making it perfectly obvious that we all

live in the same world and have to take

respon sibility for each other,” says Simon.

RE

SP

ON

SIB

ILIT

YProjects in India

HELPING PEOPLE HELP THEMSELVES

11,000 children took advantage of educational opportunities

64 percent subsequently attended state-run or private schools

1,400 girls received assistance enabling them to attend more

advanced schools

40 percent fewer dropouts

2,900 girls attended vocational training centers

2005 –2013: KEY FIGURES WITH A FUTURE

DACHSER magazine 11

FORUM

“If the attitude is ‘we really ought to do

something,’ then nothing will get done.

The main thing is to really tackle problems

head on,” Simon emphasizes. The particular

focus of the aid provided by the project are

children, especially girls, and young women.

“In order to fundamentally improve their

situation, we and our project partners have

made it our top priority to put the infor -

mation in the hands of the village residents,”

declares Simon. “For example, information

about basic children’s rights, such as the

right to education and protection against

ex ploitation and violence as well as the

right to information and the right to par tici-

pate in the community. The legal rights of

girls play a particularly important role, as

they are frequently and flagrantly violated,

especially in rural areas.”

Learning for lifeInformation, education, and training oppor-

tunities are worth it: the local project partners

have already succeeded in providing assis-

tance to more than 11,000 children. Through

workshops and other activities, more than

4,000 girls and young women have learned

about their rights, their educational opportu-

nities, and job opportunities. Here, 344 chil-

dren have gotten involved with 25 different

groups that promote the rights of children.

The number of girls who attend school was

increased by 800 percent, and the percentage

of dropouts was reduced dramatically. “You

can see that all of this has a lasting impact

when, for example, a young man who himself

received assistance now teaches children to

prepare them and enable them to attend

state-run schools,” says Simon, talking about

his recent visit to Uttar Pradesh. “To see how

people are able to organize themselves and

to build networks is one of the highlights

of the terre des hommes project for me,” says

Simon. The willpower to take your life into

your own hands—this is very consistent with

Dachser’s philosophy: “Living and working

together in a spirit of cooperation creates

good prospects for today’s and tomorrow’s

generations,” says Simon. “This is an exam-

ple of corporate responsibility—whether on

a small or a large scale.” M. Schick

On page 32, learn more about the terre deshommes project when Bernhard Simon speakswith George Chira, regional coordinator of terre des hommes, Germany.

Independence

through knowledge

Clean water for everyone

Education—for a positive future

Bernhard Simon

(center) with project leaders

12 DACHSER magazine

FORUM: PEOPLE & MARKETS

“The health of our employees is of para-

mount importance to us.” As with Dachser

as a whole, for Olaf Schmidt, head of

the Logistics Center Berlin-Brandenburg in

Schönefeld, Germany, the overall health of

and preventative care for apprentices is also

at the top of his agenda. Indeed, he was

absolutely delighted to learn that this

year, the “Message!” series—which Dachser

launched for the third time, under its

comprehensive wellness program known as

“Intelligent Care”—is making a stopover

in Schönefeld. Guided by the motto

“Dif ferent Talents: One

Team,” 15 groups from

various branch offices,

each with ten junior staff

members, met up for

some lively group ath -

letic competition. While

physical fitness is inte -

gral to truck-pulling or a

rousing tire-flip game, the

apprentices also had to

demon strate their dexterity,

tactical acuity, and team

spirit. Two days later, the

team from Langenhagen was

ahead by a nose.

Health

FIT AT WORKThrough the “Message!” event series, Dachser is helping its

youngest employees appreciate the importance of sports, movement,

and a healthy lifestyle.

Message!This event series is a part of

“Dachser Intelligent Care,” which

the family-owned business is using

to instill an appreciation for the

importance of sports, movement,

and a healthy lifestyle in its

youngest employees. “Message!”

is part of Dachser’s employer

branding and employee concept,

which this year is under the

patronage of Burkhard Eling,

Managing Director, Finance, Legal,

and Tax.

INFORMATION

IN BRIEF

At Dachser, the training and continuing

education of employees—whether on the

commercial side or the operations side of the

business—is a constant focus of Dachser’s

corporate training center in Cologne.

Indeed, in 2013 more than 3,000 employees

participated in 285 training programs at the

Dachser Academy. In addition, the transfer

of knowledge via e-learning is gaining

increasing significance. For instance, the

e-Training in Corporate Compliance was

rolled out successfully in over 20 countries;

since then, nearly 5,000 employees have

taken part in this training program.

On the ball: to the apprentices, strong muscles are definitely cool—and so is team spirit

DACHSER magazine 13

FORUM: PEOPLE & MARKETS

FROM WORST-CASESCENARIOS TO SUC-CESSFUL OUTCOMESFirst, the bad news: the demise of the automo-

tive, railway, and airplane industries in Europe

has been predicted often, along with the extinc-

tion of the shipbuilding and bicycle and

motorcycle industries. Now, the good news:

horror scenarios often lead to positive effects.

Such scenarios have resulted in industry be-

coming more modern, efficient, and even more

sustainable: ergo, not a sign of demise. Profes-

sor Hans-Liudger Dienel and Dr. Massimo

Moraglio, scientists from the Technical Uni-

versity of Berlin, turned this historic insight

into a starting point for their project, “Respon -

sible innovation agenda for competitive Euro-

pean transport industries up

to 2050,” or “RACE 2050” for

short. As part of the collabora-

tive research project, which the EU sponsored

with EUR 1.2 million, scenarios on the future of

European transportation and the transportation

industry were developed that extend up to the

year 2050. “Together with researchers and fu-

turologists, TU Berlin is studying those factors

essential to achieving sustainable growth in

the European transportation industry,” explains

Professor Dienel. “We always consider the

'worst-case’ scenario, too. It becomes the driv-

ing force toward a positive vision, one that gen-

erates resistance to the horror scenario and con-

sequently, inspires us to design a sustainable

future.” In addition, the project examined current

political processes, technologies, environmental

aspects, geopolitical trends, and other relevant

industries. Representatives from the worlds of

politics, science, and the transport industry then

develop realistic scenarios on this basis—and

hopefully, bring us good news as well.

Practice run

E-MOBILE AT THE TERMINALAs the first logistics provider to do so, Dachser

successfully tested a production-ready

terminal tractor that uses a 100% electrical

powertrain at two German sites.

Transporting trailers from the terminal parking spaces to the

loading docks is just part of everyday life in logistics. Sustainable

vehicle designs on an electric platform for these tasks, however,

are mostly just visions of the future. But not at Dachser. The lo-

gistics provider has been in close dialogue with research-based

EV manufacturers for some time now. Recently, a prototype that

special vehicles maker Terberg Nordlift engineered—with

Dachser's input from the logistics side—transported trailers on

the grounds of a couple of Dachser branches in Germany during

actual business operations. “The tractor test at the Dachser sites

in Herne and Hamburg were a complete success,” summed up

André Bilz from the engineering/technology purchasing depart-

ment at Dachser in Kempten. “We got really positive feedback

from the drivers because of the extremely low-noise, exhaust-free

drive operation.”

The electrically-powered driveshaft is configured for an output

of 160/180 hp at 1,800 to 2,800 rpm. The drive battery capacity

is 206 kilowatt hours—and at that level, the terminal tractor

can haul a total weight of 45 tons. The lithium-ion-phosphate

batteries are capable of a nine-hour operat-

ing period per battery charge, with only a

four-and-a-half hour charging time. “This

new drive concept is not only sustainable,

but eventually, cost-effective as well—after

serial production, when unit costs decline

and the synergy effects come to bear,” ex-

plains Arno Ortlieb, Managing Director of

Terberg Nordlift. “At that point,” says

Dachser technology expert André Bilz, “an

emissions-free electric tractor becomes a

very exciting option.”

You can learnmore aboutDachser’s innovative e-mobility concept here:

For more information on project content and partners, go to: www.race2050.org; queries can be sentdirectly to: hans-liudger.dienel@tu-berlin.de.

Practice run in Herne

F

FORUM: ESSAY

h It was a time of turbulence when Isaac

Newton first saw the light of day in

1643: the British Isles were embroiled in

civil war; traditional social structures were

in collapse. While more and more small

farmers were expropriated, the Newtons of

the English town of Colsterworth became

part of a select few who reaped the benefits

of land redistribution. This relative wealth

put the possibility of a university degree

within the young man’s reach.

In Cambridge at the time, the teachings of

Aristotle were more popular than ever—

in matters of philosophy as well as the natu-

ral sciences. This son of a Colsterworth

farmer would turn the ancient principles

of thinking upside down—on several points.

In doing so, his thinking always centered

on the consideration of what the true nature

of “propulsion” is.

Rest as a state of motionAccording to Aristotle, all focused motion

needs a causal force, without which all bod-

ies come to rest. So, for example, the horse is

the driving power of the carriage. The animal

stops, the carriage stops, too. Newton invert-

ed this postulate with his law of inertia:

according to this law, power is not needed

to sustain velocity; rather, it is needed to

change the state of motion. The carriage does

not change from a “moving” state to a “rest-

ing” state just because the horse stops, but

instead because forces—such as wind and

frictional resistance—affect it.

In 1687, Issac Newton published his findings

in his Principia Mathematica. The “basic

laws of motion” formulated in it are consid-

ered today to be the foundation of classical

mechanics. For the first time ever, forces

could be measured quantitatively and cal -

culated through formulas. This had pro -

found practical implications on the economy

and the nascent industrialization process—

though efforts were directed at trying to me-

chanically exploit, as efficiently as possible,

the limited drive strength of the predom-

inant power sources of the time: wind

mills and water wheels.

Powerful steamEngineering attained immense signifi-

cance with an invention that became market-

ready during Newton’s lifetime. In 1712,

English master blacksmith Thomas New-

comen designed and built the first genuinely

practicable steam engine. Power generation

suddenly became independent of a fixed

location. And indeed, all of Europe would

be hissing and fuming soon thereafter.

It is the engine of any economic activity. Yet it was not until the dawn of the 18th century when power was first mechanically quantifiable. Engines and ever newer, increasingly innovative powertrains are propelling industry and transportation to this day.

FULL STEAMAHEAD

14 DACHSER magazine

FORUM: ESSAY

DACHSER magazine 15

With the rise of the industrial revolution

came radical changes to social structures.

Impoverished small farmers were increas -

ingly drawn to cities, where laborers were

needed at the new factories. This develop-

ment is also reflected in language use:

people suddenly became the “workforce,”

the “armed forces,” or the “teaching forces.”

In these connections, the use of the word

“force” became commonplace in English—

whereas the original “craft” came to denote

manual skills.

Meanwhile, raw muscle power at the

workplace became less in demand. The same

was true for modes of transportation.

Steam-driven locomotives and the first com-

bustion engines replaced teams of horses

and oxen, while the manner of transporta -

tion was built upon a new foundation. At

the same time, industrialized England’s

interpreta tion of “faster, higher, farther” was

made manifest through a new approach to

sports—one geared toward performance

and records. Entrepreneurs and businessmen

lauded the disciplining effect of physical

training and established many company

sports clubs. Eventually, athletes would vie

for inter national comparison at the Olympic

Games of the modern era, which first took

place in Athens in 1896.

Networks as enginesThose tests of strength have lost none of their

appeal to this date, regardless of how archaic

some types of sport may seem. Outside the

arena, however, flexing muscles counted even

less as a measure of physical superiority. En-

ergy and resource efficiency—which logis-

tics has elevated to a core principle—are at

the top of the agenda in business. Yet even

with this background, machines by them-

selves are no longer the engines of economic

and social developments today; rather, beside

the physical, there are also the increasingly

powerful digital networks of the World Wide

Web. Their efficacy can no longer be meas-

ured by the Newtonian laws of motion—in-

stead, new metrics have emerged: page im-

pressions, Facebook fans, and the number of

followers, among many others. S. Ermisch

Thanks to inventorJames Watt (1736–1819), “horsepower”became an interna-tional buzzword. TheScottish university lecturer and mechani-cal engineer was look-ing for an obvious unit of mass in order to measure the per-formance capacity ofthe steam engine. Even if the descriptor“HP” (or “horsepower”) has long since beensurpassed by the commonly used “watt,”horses still shift anyautomobile fan’s imagination into over-drive.

hhPower generation

suddenly became

independent of a fixed location

From horses to steam engines to modern Formula 1race cars: power continuesto write history

16 DACHSER magazine

EXPERTISE: OVERLAND TRANSPORT/IT

The right goods, at the right time, in the right place: with its new Yard Management tool, Dachser is adding even greater efficiency and safety to the loading and unloading tasks at the branches.

h Inside the cab of the three yard trans-

fer vehicles at Dachser’s branch office

in Hof, Germany, is almost like being inside

a taxi. The control unit has a display that is

lit up by a constant splash of new, up-to-date

drive orders. They show the drivers exactly

what must be brought where and when. The

only difference between the transfer vehicle

and a taxi: it’s not human bodies being trans-

ported from point A to point B, but swap-

bodies and semi-trailers. On-the-dot and ex-

actly as needed, the drivers maneuver them

from parking spaces to the appropriate dock

at the branch facility. To ensure such precise

navigation, everything moves according to a

centralized plan. The yard manager is the

one who controls yard organization—and its

PERFECT

NAVIGATIONdrivers—from his or her computer. This

precision management is possible thanks to

a new proprietary software product. “Yard

Management can do even more than any taxi

could. For instance, it seeks out the most

economically feasible bodies at that specific

point in time. And optimizes the work

flows in the process,” says Jens Müller, Divi-

sion Manager, Network Management and

Organization at Dachser. He engineered

this new intelligent tool together with his

team. This was preceded by years of inten -

sive analyses of daily vehicle movements at

the branch offices. “There were no suitable

software products on the market. That’s why

we took things into our own hands,” says

Müller. “Without management, the large

branch offices would gradually become

uneconomical at the current number of body

movements. The new computer-assisted

“Yard Management” application delivers

true-to-scale mapping of the operating

premises. The screen displays all of the

branch office’s park terminals, docks, and

unit loads—dynamically, of course. If, for

example, the unloading of a shipment is com-

plete, then the system registers this status.

Yard Management assists with the handling of vehicles,swap-bodies, or semi-trailers at the yard facility of a branch.This leads to more efficient administrationnot only of the docks,but the truck yards as well.

DACHSER magazine 17

EXPERTISE: OVERLAND TRANSPORT/IT

at the yard facility: all incoming drivers must

report to the yard manager and get precise

instructions as to where they should park

their loads. “In the past, typically several

people and telephone calls were involved, and

that complicated the entire process,” recalls

Stefan Hohm. “Yard Management saves us

time and provides even more safety. We

are really happy with it,” explains Hohm.

The program has been up and running at

his branch office since the end of February

2013 as a pilot project. Once the tests had

reached successful completion there, Yard

Management was rolled out at the Malsch,

Mannheim, and Berlin branches. Bad Salz -

uflen and the Eurohub in Überherrn fol-

hhThere were no

suitable software

products on the market.

That’s why we took things into

our own hands

Jens Müller, Division Manager,

Network Management andOrganization at Dachser

Managed intelligently: the yard transfer vehicle

The branch is the main switchboard

Then, the yard manager can send a com-

mand—by drag & drop on the computer

screen—to the yard vehicle, free ing up the

gate so that the next shipment can unload.

Simple processes “With this new development, transport

scheduling becomes much more transparent.

At all times, we know exactly where which

body is and can act accordingly,” says Stefan

Hohm, branch manager in Hof. The need is

vast. In fact, he may be looking at over 1,000

arrivals and departures in and out of his yard

each day—around the clock, except during

truck downtimes on Saturdays and Sundays.

The new system also makes the process safer

Vehicle movementscan be planned andmanaged on screenwith exact precision

You can also learn more about the rollout of Yard Management online at:

www.dachser.de/yardmanagement_enF

lowed at the end of July. “This proprietary

development takes care of Dachser’s specific

requirements optimally. We would be happy

to engineer the program even more, using the

good ideas that come out of the other branch

offices,” says Ingo Müller, Head of Depart-

ment Innovation & System Management at

Dachser in Kempten. The wheels of innova-

tion keep on turning at Dachser—driven by

the best ideas from our business practices,

for our business practices. L. Becker

EXPERTISE: SEA FREIGHT

18 DACHSER magazine

These fire trucks are on fire! Austria-based Rosenbauer supplies tailor-made, state-of-the-art technology to airports throughout the globe.Sophisticated project logistics are essential for this purpose.

LINECHARGED

h It’s a good thing that this Panther is

not on city streets. “If it pulled up next

to you at the stop light, its massive shadow

might just block out the sunlight,” Peter

Windhager says confidently. But this 1,260

HP machine is intended for deployment in

a completely different environment. This

Panther is an airport fire engine from the

Rosenbauer Company, whose head offices are

located in the Upper Austrian town of

Leonding. And it’s a real powerhouse. De-

pending on its motorization, the truck can

accelerate from 0 to 80 kph within 25 seconds

or less. It can still unleash the full force of its

firefighting power, even when at full throttle.

“It’s a formidable machine,” Windhager

states enthusiastically after a test drive. The

roof and front water nozzles are designed to

deliver a peak flow volume of up to 10,000

liters per minute and a throwing reach of 90

meters. “Incredible, almost unimaginable

forces are being generated here.” Peter Wind-

hager is all fired up, not just because of the

highly complex vehicular and extinguishing

technology behind this engine. The sea

freight export and project manager from

Dachser Austria and his team in Hörsching

specialize in the global shipment of these ve-

The “Panther” in action: high tech at its purest

DACHSER magazine 19

EXPERTISE: SEA FREIGHT

hicles. Successfully. That is why, in October

of this year, Dachser joined with Rosenbauer

in celebrating a noteworthy anniversary:

since 2008, 2,000 fire trucks were shipped to

their designated homes.

International project business“There’s a global demand for Rosenbauer fire

trucks: in Trinidad and Tobago as in the

Solomon Islands; in China, Africa, or Aus-

tralia—in essence, anywhere there is an air-

port,” explains Gerhard Wierer, Head of

Logistics and Purchasing at Rosenbauer.

With the aid of Dachser USA, the company

also ships specialized vehicles tot he entire

world from the USA. He adds that the in-

dustry is continuing to grow, especially in

countries with high security needs and in

emerging markets with intensified infra-

structural investments. “We believe our

prospects are excellent in the international

project business,” Wierer con tinues. The

variety of vehicles shipped by Rosenbauer is

vast: it ranges from chassis and bodies to

deployment-ready fire trucks, assembled

precisely to customer specifications. For the

logisticians in Hörsching, the shipping aspect

is a comprehensive project business, given

this background—one that involves many

specific, special tasks and regulations. “We

are constantly facing new challenges when it

comes to customized and specialized models

of six to 32 tons,” explains Windhager. Un-

der these conditions, he and his project plan-

ners anticipate an approximately two- to

four-week “preliminary notice period,” just

to be able to reserve the proper ship capaci-

ties, obtain the special driving permits, and

organize the flatbed trailers as well as drivers.

He noted that twice a month, a notary had to

come into the Dachser branch expressly for

the purpose of notarizing shipping docu-

ments and permits.

Proactive logistics partnerEither on the back of a flatbed truck or—if

possible—on their own four wheels, these

fire engines are ultimately headed on a route

that goes from Austria northward. From

Bremerhaven, Hamburg, or Antwerp, a por-

tion of the freight vehicles get on what are

known as “RoRo boats” (roll-on, roll-off ) to

their countries of destination. If such basic

shipping is impossible, then the fire trucks

are either hoisted by crane into the belly of

a “break bulk” ship or loaded onto so-called

“flat-rack containers”—the kind with no

sidewalls and no roof—and then onto con-

tainer ships. “In this process, Dachser has

proven to be a logistics partner who acts

proactively, but who also is actively aiding in

cost optimization. A high degree of flexibil -

ity is required, along with adherence to sched-

ules—especially when conducting customs

clearance, settling penalty claims, or accom-

modating ever-changing legal provisions,” as

Andreas Zeller, Sales Manager for Saudi

Arabia at Rosenbauer, describes what is ex-

pected of the logistics provider. Saudi Arabia

is considered one of the most important

airport fire engine markets for Rosenbauer.

“The General Authority of Civil Aviation

there, or GACA, has equipped its entire fleet

of ‘Fire & Rescue Vehicles’ with over 230

Rosenbauer vehicles at 28 airports,” Zeller

explains enthusiastically. And on top of this,

other neighboring airports—such as those in

Bahrain, Qatar, the United Arab Emirates,

Oman, Egypt, and the Sudan—are also being

supplied. Good times for Panther & Co. And

for safety at the world’s airports. M. Schick

hhWe believe our

prospects are

excellent in the international

project business

Gerhard Wierer, Head of Logistics and

Purchasing, Rosenbauer International AG

Rosenbauer International AGFor more than 145 years now,

Rosenbauer has been considered

among the leading international

manufacturers in fire-fighting tech-

nology for fire prevention and

emergency services. The company,

with head offices in Leonding/Upper

Austria, and its 2,400 employees

reported earnings of roughly

EUR 646 million for 2012 and sup-

plied fire brigades in 123 nations.

www.rosenbauer.com

INFORMATION

FFire truck being shipped to final destination

EXPERTISE: SPECIAL PROJECTS

20 DACHSER magazine

GRAVITY-FORCEShipping an entire factory across

thousands of kilometers from the Far East into Russian Tatarstan: when it comes to special projects and heavy cargo shipments, Dachser Air & Sea Logistics combines custom-tailored logistics solutions with meticulous foresightand excellent prospects.

hWhen it’s time for the really tough

jobs, this guy is on the spot: “Brabo,”

the imposing heavyweight champion of

Antwerp’s freight harbor. This giant among

floating derrick cranes can hoist up to 800

tons. This means it can load freighters not

just from the port side, but from the starboard

(seaward) side as well. Just recently, such

“muscle” has become heavy in demand. That’s

because an entire fertilizer plant—made up

of thousands of parts—is embarking on a

journey. The size of this task is daunting:

The heaviest equipment, an ammonia con-

verter, weighs 468 tons. “We head from

Antwerp to Mendeleevsk in the Russian

autonomous republic of Tatarstan, about

1,000 kilometers due east of Moscow,” ex-

plains Heiko Wirtz, head of sea freight at

Dachser in Düsseldorf. The 60-year-old

native of Mönchengladbach has been with

the logistics provider for ten years now.

He is managing the “Tatarstan Fertilizer

Pro ject” together with his team. A task of

some dimension: altogether, Dachser Air

& Sea Logistics will be moving 110,000

freight tons.

Mitsubishi Heavy Industries gained this

business and took over the delivery and as-

sembly of this turnkey-ready facility by 2015,

as part of the consortium made up of MHI,

the Japan-based Sojitz Corporation, and

CNCEC, a Chinese construction company.

At the end of 2010, as the Asia-Pacific Eco-

nomic Forum was taking place in Yokohama,

Japan, the contract for the delivery of the

complete fertilizer factory, worth over USD

1,0 billion, was signed by the consortium

in presence of the then-Russian President

Medvedev. Sojitz Corporation is responsible

for the segment from arrival in Antwerp un-

til shipment to the job site in Mendeleevsk.

Ultimately, Sojitz found the high-per form-

ance, worldwide-networked logistics pro -

vider it needed in the Düsseldorf branch

of Dachser ASL. Helmut Lustinetz spear -

headed the contract nego tiations and—after

nearly 15 months of negotiations—brought

the deal to a close, thanks to his experience

in Asia and his collaboration with the legal

and insurance department.

From the Far East to East EuropeThe components of the fertilizer factory

come primarily from the Far East and, to

a lesser extent, from Europe as well. Even-

tually they will make up one of the world’s

largest production facilities of its kind,

producing roughly 2,000 tons of ammonia

per day from natural gas fields, or 1,300

tons of ammonia and 668 tons of methanol

when conducting concurrent production.

In Antwerp, the parts are loaded accord ing

to size, weight, and priority onto train,

truck, or ship, which will transport them

on various routes to their final desti nation

in the Russian autonomous republic of ‡

DACHSER magazine 21

EXPERTISE: SPECIAL PROJECTS

Shipment is planned meticulously with down-to-the-minute precision

EXPERTISE: SPECIAL PROJECTS

22 DACHSER magazine

Tatarstan. To Heiko Wirtz and his team,

the logistic challenge is right up their

alley. Wirtz looks forward most of all to

the close collaboration with Japanese con-

trac tor Sojitz Corporation. “I have been fa-

miliar with Japan for many years now—the

people, their culture, and their business prac-

tices. We therefore have a good common

ground for the collaboration,” says Wirtz.

In Helmut Lustinetz, he has an ideal partner

at his side. Lustinetz lived and worked in

Korea for over twelve years and also held

responsibility for Japan during this time.

Here, on behalf of ASL management, he

oversaw project execution both in Antwerp,

upon arrival and further shipment, and in

Elabuga, upon ship un -loading and delivery

to the job site in Mendeleevsk.

A collaboration built on trust is essential—

because the journey of this fertilizer factory

really packs a punch. On the sea route,

the plant must first sail across the North

Sea and the Baltic Sea to St. Petersburg or

Ust Luga, near the Estonian border. From

there, it travels via river or land passage

for almost 1,700 kilometers to Mendeleevsk,

near the industrial metropolis of Naberezhnye

Chelny. “Brabo” does all the work in

Antwerp. The outriggers of the floating

derrick crane heave the gigantic boiler onto

the freighter. This is how a total of seven

“river/sea vessels” of the Volgo-Balt Class

will be loaded one after another. The

freighters measure 114 m in length, 13 m

in width, and have a draft of roughly three

and a half meters. Their capacity extends to

2,700 tons.

Exact timing“Communication is very important,” Heiko

Wirtz affirms. “The delivery must be timed

with exact precision. Particularly because of

the official permits for import to and trans-

port in Russia: once approved, it is impossi-

ble to make any changes. So we cannot wait.”

And therefore, the project manager is part

of the process at the loading phase. “Japanese

customers are very service-minded and

therefore always want to have direct access

to a Dachser contact onsite,” Wirtz points

out. Ultimately, transporting an entire

industrial facility into the depths of Russia

would be considered a “tricky task” by any

measure.

The time slots for shipment are very tight.

“The river routes are only passable from

May to October,” explains Heiko Wirtz.

“Before and after, they are solid ice over

long distances, and in particular in spring-

time the rivers are flooted.” So basically, each

individual kilometer of transport that Wirtz

is planning, together with transport engi-

neers and heavy-lift specialists from Dachser

Partner deugro in Bremen and Moscow, is a

challenge. The stretch from the arrival in

Elabuga to the job site is especially demand-

hhThe longest trailer

measured roughly

65 meters. You first have

to try and get that one around

the curve

Heiko Wirtz, Dachser Air & Sea Logistics

Düsseldorf

At the port of loading, Teamwork with a capital “T”

takes top priority

Waiting to be loaded

Mitsubishi Heavy Industries LtdFounded in 1884, the Japanese company with head office in Tokyo is

one of the largest machine producers in the world. The group of compa nies,

which has approximately 68,000 employees worldwide, offers a broad

range of products that extends from shipbuilding, power plant construction,

and aerospace technology to industrial plant construction.

www.mhi.co.jp

INFORMATION

F

DACHSER magazine 23

ing. The 37-kilo -meter-long route may only

be traversed with a police escort. But such an

XXL-heavy shipment has its pitfalls else-

where, too. “The longest trailer most recent-

ly measured around 65 meters,” says Wirtz,

“you first have to try and get that one around

the curve.” Just to get the special vehicle

through—which measures up to eight and

a half meters in height and includes a self-

propelled special trailer (SPMT) with 40

axles, as well as several 12-, 18-, and 16- x

1,5-axle hydraulic platform trailer—the

utility lines that run across the roads on

the way have to be temporarily dismantled.

But that’s only possible—if at all—in the

summertime, reports Wirtz. Because we

cannot forget that in Russia’s interior the

heat is turned back on around August 10th.

Transport as adventureEven several of the bridges on the long

itinerary are not set up to accommodate

the high tare weight of this heavily-loaded

semi-trailer truck. “In order to get a 650-

ton trailer across a river, a bypass had to

be built using gravel and ferroconcrete,” as

Wirtz describes the transportat ion adventure

across Russia. Antwerp has not seen the

TatarstanThe autonomous republic and its capitalcity Kazan lie west ofthe Urals, in the EastEuropean plain at the confluence of theVolga and the Kama.The country is con -sidered one of thewealthiest republics inthe Russian Federation because of its (par -tially untapped) oil and natural gas fields. Mining, vehicle construction, chemi-cal, and petrochemicalproduction, togetherwith agriculture, formthe backbone of itseconomy.

EXPERTISE: SPECIAL PROJECTS

“Brabo” makes even the heftiest loads seem to float on air

Full steam ahead: the floating derrick crane

Sojitz CorporationFounded in 2003 through the merger of Nichimen Corp. and Nissho Iwai Corp.,

Sojitz Corporation is one of the largest trading organization in Japan with

appr. 16,300 employees and appr. 450 subsidiaries and affiliates domestically

and globally. The group’s main business fields are: Machinery, Energy and

Metal, Chemicals and Consumer Lifestyle business.

www.sojitz.com

INFORMATION

F

slightest glimpse of all this commotion yet.

When loading in the freight harbor, each of

the factory’s building blocks has its place:

boiler, compressor, gear assemblies, pipes.

They all make the people at the harbour

appear like minia tures. Thank goodness that

“Brabo” is on the spot. With precision down

to the centimeter, the swimming colossus lets

the gigantic boiler float onto the freighter.

Then, the sparks and flashes begin to fly: to

ensure the massive cargo does not slip, the

workers are welding the boiler onto the ship’s

hull with harness straps. A great journey can

now begin—a truly great journey. M. Schick

EXPERTISE: AIR FREIGHT

24 DACHSER magazine

NETWORKED

WORLD Air freight is a driver of global trade. As the most critical hub in the globalization process, airport hubs are an integral component of the Dachser network.

* for more reliable comparison, tonnage based on 2011 figures (source: aci.aero)

HONG KONG 3,976,000 tons*Cargo handled: textiles and clothing; consumer products, including shoes, toys, electronics, telecommunications equip-ment, high-tech products, and components.

Destinations: Europe; India; USA; Central Asia

“Hong Kong is home to one of the most important cargo airports in the world; situated in a prime location in the Pearl River Delta region, it is often called the production center of the world. A ‘free trade port,’ Hong Kong enjoys specialtax status and is an attractive location for awide range of business areas.”

Nelson Wong, General Manager Air Freight of Dachser HK

SINGAPORE 1,898,000 tons*Cargo handled: electronics; machinery; consumer goods; construction equipment; industrial equipment; IT products;pharmaceuticals; chemicals; production technology; petroleum-based products; commercial goods

Destinations: Asia and the Pacific; Europe; USA

“Singapore is one of the world’s most important cargo airports and a main aviation hub for Southeast Asia. Since 1981, the airport operator has earned 430 awards, honors, and distinctions—including 30 ‘Best of’ awards in 2012 alone.”

Matthew Ong, Dachser Singapore

SHANGHAI 3,085,000 tons*Cargo handled: textiles; fabrics; machinery; electronics

Destinations: Germany; France; Finland; India; USA; Mexico; Brazil

“The third largest airport in the world, Shanghai is continuously expanding its capacities as the hub for the region.”

Elton Yuan,Dachser Shanghai

DACHSER magazine 25

EXPERTISE: AIR FREIGHT

BANGALORE 224,000 tons*Cargo handled: automotive; machinery; high-tech equipment;live animals; pharmaceuticals

Destinations: Europe; Asia; Far East

“The airport was named after the founder of Bangalore, Hiriya Kempe Gowda I. We use a two-story warehouse with a capacityof 200,000 tons.”

Sivaraman TS, Dachser India Pvt Ltd.

PARIS 2,300,000 tons*Cargo handled: textiles; industrial goods; baggage

Destinations: Southern Europe; North Africa; French overseas territories

“With 190 airlines and roughly 1,000 departures each day, Paris’s Roissy and Orly airports rank No. 1 in Europe in terms of freight and passengers. The central location makes Paris an ideal hub for continental and trans -continental freight services.”

Vincent Touya, Dachser France

MIAMI 1,841,000 tons*Cargo handled: automotive and mining industries

Destinations: Latin America

“Miami is the gateway to Latin America, and it is the USA’s fourth largest air freight hub after Memphis, Anchorage, and Louisville. Miami is a critical part of DachserUSA’s growth strategy.”

Mickey Diaz, Dachser USA

SÃO PAULO 430,000 tons*Cargo handled: automotive products; machinery; foodstuffs

Destinations: Europe; the Americas; Asia

“Viracopos Airport (VCP) is focused primarily on imports, whereas Guarulhos (GRU) mainly handles exports and passenger flights. Almost 60 percent of all air cargo to and fromBrazil passes through these two airports.”

Rodrigo Simões, Dachser Brasil Logística Ltda.

FRANKFURT 2,214,000 tons*Cargo handled: automotive; machinery; high-tech equipment;live animals; pharmaceuticals

Destinations: Shanghai; Seoul; Beijing; Hong Kong; Chicago;Dubai; Tokyo; Atlanta; New York; Bangkok

“Frankfurt’s location at the heart of Europe is a key factor to its success. Europe-wide, our highest-frequency routes are non-stop flights to Seouland Shanghai. Every week, 4,790 direct flightsdepart for 295 destinations in 107 countries.”

Florian Stefani,Dachser ASL Frankfurt am Main

26 DACHSER magazine

“If you want to achieve greater quality in your

services or the end product, you have to work

safely; if you want to achieve your safety

goals, you have to improve quality.” To Sarah

Tausend, who heads SQAS and environmen-

tal management in the Network Manage-

ment Organization unit at Dachser, security

and quality go hand-in-hand. Since 2009,

the Kempten-based logistics provider as-

sessed 18 of its branches—three of which

were in other European countries (Denmark,

Austria, Hungary) according to SQAS stan-

dards. The “Safety and Quality Assessment

System” is a tool for the uniform evaluation

of the logistics provider’s quality, safety, and

environmental management systems. “The

focus of the evaluation is on issues like regu-

lar SQAS assessments of the Dachser fleet,

or a good working relationship with sub -

SQAS at Dachser

PRAISEWORTHYBRANCHES

When it comes to quality and safety, Dachser puts the most exacting

demands on its branch offices. And in this regard, the challenging SQAS

Ratings set internationally recognized standards.

hhTo achieve your

safety goals,

you must improve quality

contractors. Just as much value is placed on

the internal freight forwarding processes,”

explains Sarah Tausend. “This is why the

branch office’s goals on the issues of safety,

health, quality, environment, and operational

safety should be defined and reexamined

each year. Even the administration of regu -

lar training programs—on, for instance, the

handling of dangerous goods, or the use of

personal protective gear and proper docu-

mentation—these are all part of the SQAS

evaluation system as well.” At the branch of-

fices, Tausend adds, the centrally controlled

management system for job, health, fire, and

environmental safety is the tool for imple-

menting internal safety and quality require-

ments—which, by the way, even exceed the

standards mandated by law. “With a rating

that basically exceeds 90 percent, Dachser

scores far and above the average of all

active SQAS reports in the European Chem-

ical Industry Council’s CEFIC database,”

Tausend points out. In order to maintain

high quality and excellent results, Dachser

plans on administering a maximum of three

initial assessments per year. Because cus-

tomer requests are increasing, additional

German branch offices in Dortmund and

Rheine are scheduled to undergo their first

SQAS assessment in 2014. The logistics

provider also intends to put the branch of-

fices in Romania and France through an

SQAS assessment.

Sarah Tausend, who heads up SQAS and

environmental managementin the Network Manage-

ment Organization unit at Dachser

NETWORKEXPERTISE

DACHSER magazine 27

+++ NEW LOGISTICS FACILITY IN GÖTEBORG +++

Dachser is intensifying its presence in the Nordic

countries with its new terminal in Sweden’s second

largest city. At the site, Dachser will then have 850 m2

of new office space and a 1,750 m2 transit bay with

15 gates at its disposal. The construction work began

in September 2013; operations are scheduled to

commence by mid-2014. The owner of the new facil-

ity is Galliker Logistic AB, Sweden, which plans to

use portions of the facility separately from Dachser.

Dachser is tenant and designed the facility through

its construction department, which operates through -

out Europe, based on the standards and require-

ments of both companies. +++

+++ MORE SPACE FOR FOOD +++ For the start of the European

Food Network, Dachser is investing heavily in its Food Logistics

business field. Since the summer of this year, the logistics

provider has started up new systems for the transshipment and

storage of food at three locations in Germany. A new 5,200 m2

transit terminal and a 7,500 m2 high bay storage facility with

15,000 palette storage spaces have been up and running in Lan-

genau near Ulm since October 2012. Also, in Kornwestheim (near

Stuttgart), another 6,000 m2 of additional logistics space were

procured for product storage in the two-to-seven degree (Celsius)

temperature range. The new transshipment terminal for food at

the Dachser Logistics Center Berlin in Schönefeld holds 7,200 m2

of space. This facility allows for the simultaneous loading and unloading of 76 trucks. The investment volume for the three

sites collectively equals around EUR 50 million. To Alfred Miller, Head of Dachser Food Logistics, it represents a crucial

investment in the future: “This is the only way for us to run four-day weeks during peak capacity periods with guaranteed

stability and offer our customers a consistently high level of service quality at the same time.” +++

+++ JOINT VENTURE IN FINLAND +++ Dachser has

acquired the majority interest in Oy Waco Logistics Fin-

land. The air and sea freight shipping company based

in Vantaa, in southern Finland (near the Finnish capital,

Helsinki) maintains additional sites in the important

business centers of Lahti, Oulu, Tampere, and Vasa,

thus attaining complete coverage in the “land of a

thousand lakes.” The company and its 54 employees

generated revenues of just under EUR 24

million in 2012. Waco Finland

was founded in 1996 by

leading members of the

World Air Cargo Organisa-

tion (or “WACO”), together with

three other Finnish sharehold -

ers. In addition to Dachser, the

owners also include the Japanese

lo gistics company Nishitetsu Rail

(NNR). Dachser Air & Sea Logistics

has been working together with

NNR for decades now and

holds other joint ven-

tures in Europe (in

Germany and Hun-

gary). +++

+++ AIR FREIGHT WITH

QUALITY +++ Dachser USA

wins the 2013 Luft hansa

Cargo Quality Award. The

German national carrier be-

stows this award in recog-

nition of the superior customer focus and the high

quality of service that the logistics provider deliv ers.

Mickey Diaz, Director Airfreight and Latin America De-

velopment at Dachser USA, accepts the highly coveted

trophy, presented by Achim Martinka (image, left) and

Dr. Andreas Otto (image, right) of Lufthansa Cargo. +++

Fit in Finland: Dachser expands its

Nordic network

NETWORK

28 DACHSER magazine

NETWORK: BRAZIL

ATHLETICGOALS

Brazil’s passion for sports has fans worldwide

Brazil is considered amarket of the future.Since 2009, Dachser’ssubsidiary has beenpresent on this market, continuouslygrowing its network in the emerging BRICcountries.

DACHSER magazine 29

NETWORK: BRAZIL

hThey are practically everywhere: ex-

cavators and cranes, trucks, and hosts

of construction workers. It’s obvious that

Brazil has set itself on an ambitious course—

and for good reason. It is preparing for two

major events: the FIFA World Cup in 2014

and the 2016 Summer Olympic Games. As

a result, twelve Brazilian cities are seeing

new soccer stadiums going up or old ones

being remodeled. Additionally, both the

government and private business and indus-

try are pumping around USD 40 billion into

the country’s infrastructure to get ready for

the soccer extravaganza in 2014. And anoth-

er USD 13 billion will be spent on the

Olympic Games, making even the most

sports-crazy Brazilians rub their eyes in

disbelief about how much is being done—

and being spent—on these upcoming events.

In addition to new light rail and subways,

several monorail projects are also in the

works. Business metropolis São Paulo, with

a population of around 20 million in its

metropolitan area, is accelerating the con-

struction of 100 additional kilometers of

subway.

“Because of the Soccer World Cup, the

government has also finally made up its ‡

30 DACHSER magazine

NETWORK: BRAZIL

mind to privatize major airports and open

new terminals by June 2014,” says Joachim

Kohl, Managing Director of Dachser Brazil.

He is delighted with this development be-

cause the infrastructure in the largest coun-

try in South America often poses massive

challenges to logistics experts as it still needs

a great deal of improvement, even though the

country is very dependent on its network of

roads that bears 60 percent of all transport

volume.

Extremely dynamicSuch obstacles are nothing new for Joachim

Kohl. He has been living in Brazil since 1980,

and he has headed the Dachser subsidiary in

Brazil since 2011. Dachser has a presence on

a market that has experienced an extremely

dynamic development in the past years. Be-

tween 2000 and 2008, gross domestic prod-

uct (GDP) has grown by an average of 3.7

percent and the former threshold country has

moved from being a country riddled with

debt and crises to an economic heavyweight.

Now, as one of the up-and-coming BRICS

countries (Brazil, Russia, India, China, and

South Africa—the newest addition), Brazil is

at the forefront of the big leagues that include

all of the major world economies.

Most recently, however, Brazil’s rapid-fire

Brazil is an attractivebusiness partner. Its raw materials andagricultural productsare especially popular.More and more domestic companiesfrom the oil and miningsectors, aircraft manu-facturing, and the construction, cement,and steel industrieshave now establishedthemselves in leadingpositions on the global market.

Copacabana—Rio de Janeiro’s legendary beach

“In recent years the Brazilian eco -

nomy has undergone significant

growth and modernization. With its

many natural resources, such as

oil, gas, and iron ore, I am sure that

Brazil will have an increasing impact

on the world community.”

Benjamin Fjellheim, Major Account Manager, Dachser Norway AS, Oslo

“The Brazilian national soccer

team is ranked among the best in

the world.”

Mr. Nhin The Loc, Sea Freight Manager, Dachser Vietnam Co., Ltd.

“To me, Brazil is a beautiful country,

where people have a natural

hospitality and good spirit. Over

the last years, Brazil has finally been

developing its full potential regard -

ing natural resources and industry,

while still preserving the beautiful

beaches and the ‘Lungs of

the World’ Amazonia. It’s also the

country of Carnival and samba,

água de coco and caipirinhas.”

Ricardo Peixoto, IT Coordinator, Dachser Portugal

VOICES

DACHSER magazine 31

NETWORK: BRAZIL

development has slowed considerably, in

tandem with a global economy that is lan-

guishing. For 2013, economic experts are

expecting its GDP to grow only by about two

percent, a much lower figure than in recent

years. This is due in part to the decline of raw

materials prices on the world markets and

the dive that Brazil’s exports have taken as a

result. Since the beginning of this year, the

Brazilian real has fallen by 15 percent against

the US dollar. According to predictions by

experts, this development will continue in the

medium term, and consequently, imports to

Brazil are becoming more expensive. At the

same time, however, the competitiveness of

Brazilian products on the world market is

improving, and logistics experts are antici-

pating that this will lead to an increase in

Brazilian exports.

Growing network of branchesSince 2011, Dachser has continued to ex-

pand its network of branches. “In order to be

successful in Brazil—with its continental di-

mensions—it’s important to have a sufficient

number of offices throughout the country,”

says Kohl, explaining Dachser’s policy of ex-

pansion. The business that is of particular

interest for international logistics companies

is scattered throughout Brazil’s many states,

but it needs to be handled primarily through

contacts at the local level.

Today, Dachser’s branch offices in Porto

Alegre, Itajai, Curitiba, Campinas—the site

of the head office since March 2012—São

Paulo, Santos, and Rio de Janeiro cover the

entire southern and southwestern part of the

country. In addition, there are two locations

in the north/northeast of Brazil—in Manaus

and Salvador/Bahia.

“Our main business field is Air & Sea Logis-

hhDachser Brazil

can swiftly increase

its capacities to match the

spike in exports

Joachim Kohl, Managing Director

of Dachser Brazil

Brazil With a gross domestic product

(GDP) of around USD 2,500 billion—

depending on the basis of calcula-

tion/rate of exchange—it is the sixth

or seventh largest world economy.

Capital: Brasilia

Language: Portuguese

Area: 8.5 million km2

Population: 199 million (2013)

Main exports: iron ore, soy,

coffee, civilian aircraft, copper,

and crude oil

Main imports: automotive parts

and accessories, chemical

and pharmaceutical products,

and machines

tics,” explains 64-year-old Brazil expert

Joachim Kohl, who adds: “Furthermore, us-

ing its own staff, Dachser Brazil handles cus-

toms clearance for its customers at the main

ports and airports in the south of Brazil.”

This is a major competitive edge vis-à-vis the

competition, he says, which frequently out-

sources this important segment of the trans-

port chain. It’s a strategy that has proven to

be an economic success.

Dachser Brazil has continued its positive

development since 2009, generating growth

of more than ten percent per year. While the

export of meat was the company’s primary

business focus in 2009, its activities have now

shifted to imports, including customs clear-

ance. “Our revenue from the automotive

sector has grown considerably. Without a

doubt, we have become one of the most im-

portant local players,” stresses Joachim Kohl.

Taking aim at the world marketsTo service such major players on the global

market successfully, Joachim Kohl believes

the worldwide Dachser network is of para-

mount importance. “It is customary in Brazil

for logistics companies to be invited to par-

ticipate in tenders issued by global corpora-

tions only if they have their own subsidiaries

in all of the countries relevant for the cus-

tomer,” Kohl states. Additionally, it’s a com-

petitive advantage to be a one-stop provider

and offer customers in Brazil end-to-end

handling of shipments from loading to un-

loading by Dachser offices. “Last but not

least, the extensively developed Dachser net-

work plays an important role in our export

activities. The major part of Brazil’s exports

that are of interest to us are made on an

‘ex works’ or ‘free on board (FOB)’ basis,

which means that it is the overseas recipients

who choose the freight forwarder—and the

Dachser name has an outstanding reputation

worldwide.” K. Fink

IN BRIEF

Source: German Trade & Invest

China(PRC)17.0

USA 11.1

Argentina 7.4

Netherlands 6.2

Japan 3.3

Germany 3.0

India 2.3

Other 49.7

Main import countries(2012. Share in percent)

Main supplier countries(2012. Share in percent)

Germany 6.4Italy 2.8

Argentina 7.4

South Korea 4.1Japan 3.5

Nigeria 3.6

USA 15.3Other 42.3

China(PRC)14.6

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

32 DACHSER magazine

Mr. Simon, Dachser began a major aid proj-ect together with terre des hommes in theIndian province of Uttar Pradesh in 2005.What was the inspiration for this project?Bernhard Simon: India had suffered dev-

astating losses after an earthquake in the

Indian Ocean triggered the great tsunami

catastrophe in 2004. This prompted a world-

wide outpouring of solidarity and a desire

to help. In that situation, we wanted to make

a contribution that would have a lasting

impact.

So it wasn’t just about reconstruction?B. Simon: For us, it was about more than

that. In the age of globalization, where peo-

ple, markets, and production are gradually

moving closer together, all of us must bear

responsibility for one another and stand up

for decent living conditions. Given these

considerations, Dachser wanted to take an

active part in the sustainable improvement of

these conditions, in which children, especial-

ly girls, and young women find themselves

in rural areas. The basis was the UN Con-

vention on the Rights of the Child, which

guarantees each child the right to life, edu -

cation, and protection from violence—but

also the right to be heard.

George Chira: Children are the future, and

they have the right to survive, to develop as

individuals, and to receive an education. This

is a fundamental prerequisite for any peace-

ful and future-oriented social coexistence.

The terre des hommes project focused on a commitment to education in a poorly developed rural area. Just what does “fromeducation to sustainability” mean in thiscontext? G. Chira: If we view the right to education

as a basic social right, it inevitably has an

ecological component. Education provides

opportunities for a better future. But if we

want to make this future worth living, and

give children the chance to access the oppor-

tunities they need to develop their personal-

ity and their potential, they first have to have

safe drinking water, healthy food, and clean

air. Education and ecological sustainability

go hand in hand, in other words.

B. Simon: The children themselves get it,

and very quickly. When we visited different

villages in the last two days, the children were

very proud to show us how well they care

for plants and trees and what the benefits to

their families are.

G. Chira: The key to sustainable develop-

ment is in active participation. Through their

project work, the children and especially the

young women become “agents,” so to speak,

of their basic rights. By keeping an eye on

future, and backed by their instinctive feel for

good development, they learn that protecting

the environment and preserving ecological

balance are worthwhile goals—and so is

standing up for these goals within their com-

munity, especially within their family.

But the fact that children intuitively under-stand the connection between a good future and ecological balance doesn’tmean that this is equally self-evident to thebusiness community. B. Simon: The Indian industrial revolution

is intrinsically tied to an ecological and social

evolution. Such changes demand a funda-

mental shift in mentality and in social atti-

tudes. You can spot the initial inklings of

success when public discussions are held

throughout the country while collapsing

factories or child labor scandals provide the

backdrop. But changing consciousness also

involves the educational and informational

hhMost of the people

who leave rural

areas are not moving to the

cities because they find

them so attractive, but because

they have no alter natives

in their villages

George Chira

BERNHARD SIMON SPEAKS WITH ...GEORGE CHIRA

From education to sustainability: the Dachser aid project in India has been following this “schedule” since 2005. Bernhard Simon speaks with George Chira from terre des hommes about the courage to believe in, and work toward, a better tomorrow.

DACHSER magazine 33

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

services offered within the projects. The

children and their enthusiasm can be the

ambassadors and the drivers of a sustainable

transformation process.

G. Chira: The ecological movement has

improved the world by way of small steps

and not through radical changes. Concerns

and the urgency of the issues were agreed

upon in world conferences such as the UN

Conference on the Human Environment in

1972 in Stockholm, the Earth Summit in Rio

de Janeiro in 1992, and most recently, the

Conference on Sustainable Development in

2012, also in Rio. In each case, the foun -

da tion was laid for a paradigm shift in

human consciousness and its implemen ta-

tion through policy. These had to be trans -

lated into many individual small steps. The

fact that today, development is not just

measured by prosperity but also by well-

being and personal happiness is really the

result of many slow and gradual changes

often set in motion by local and regional ini-

tiatives. In democratic societies, the econo -

my and ecology go hand in hand.

Aren’t developed countries making it a little too easy on themselves when they say that economic growth isn’t every-thing—while being in a state that verges on utter excess?

B. Simon: In the industrialized countries,

the problems resulting from global warming

and climate-damaging CO2 emissions are

subjects of intensive discussion and debate.

Therefore, growth objectives are being de-

fined more and more often under sustain-

ability criteria—and rightly so. At the same

time, people in developing and emerging

countries have a right to development and

growth. Because the CO2 issues associated

with growth have become exacerbated and

therefore obvious, it’s important to pursue

development that is ecologically sound and,

if possible, to avoid the mistakes made in

the industrialized world.

G. Chira: Meanwhile, about 20 percent of

the population in India is consuming at

the same scale as people in Europe or North

America. This consumption level raises the

same issues here as it does there about raw

materials and energy use, safe drinking

water, waste prevention, and recycling. In

view of these issues, the basic mantra of

sustainability is: ”reduce, reuse, and recycle”—

just like the children wrote out on a banner,

which they displayed.

B. Simon: It was impressive to see how the

children showed that it is possible to think

about sustainability while society and the

living conditions around them are still de -

veloping. Ecological awareness is not just a

privilege for the rich and famous and those

who are saturated with consumer goods. On

the contrary.

What does this mean for Indian society?G. Chira: Prosperity and well-being can and

must develop in tandem. Historically, many

societies in Western industrial nations intro-

duced public health and educational systems

when they were still poor. They didn’t be-

come rich until afterwards. We often over-

look this correlation in our country, and this

is something we need to rethink in our part

of the world. The road to sustainability goes

through education.

What does the modernization of a societyhave to do with rural areas?B. Simon: Cities and their gleaming sky-

lines are often emblematic of new times.

And we hear it from the children in our proj-

ect constantly: they associate the future with

a life in the city. Experience shows, however,

that viability in rural areas is always associat-

ed with solid social structures that have

grown organically and with a stable and

supportive community. And as we have just

established, this includes an intact eco -

system. This means that ecology could be

a remedy against the exodus from rural areas.

G. Chira: Most of the people who leave ‡

Giving children a future: this is the objective of the Dachser and

terre des hommes joint project

BUSINESS LOUNGE: DACHSER FACE-TO-FACE

34 DACHSER magazine

George Chira

has been the coordinator of the

children’s aid organization terre

des hommes for the Southern

Asia region for more than 25

years. Since 2005, he has been

overseeing the Dachser aid

project in Uttar Pradesh. With

the help of domestic partner

organizations, such as Partici-

patory Action for Community

Empowerment (PACE) und the

Human Welfare Association

(HWA), the school and vocation-

al training project has become

the particular focus of develop-

ment work in rural areas, along

with participation and ecology.

Read more about what the project hasachieved thus far on pages 10/11

Bernhard Simon

had the opportunity to assess

the progress of the project on

site in September. The spokes -

man of the Dachser Manage-

ment Board was particularly

impressed at how children,

and especially girls and young

women, were able to redefine

their role in the village commu -

nity through education and

information and make their own

way. “For us, it’s all about help-

ing people to help themselves,”

says Simon. “Not to be needed

at some point—that is the ulti-

mate goal of our commitment.”

PERSONAL FILE

rural areas are not moving to the cities

because they find them so attractive, but

because they have no alternatives in their

villages. If, however, people can earn their

livelihoods in their villages, they will stay

or they will move back to their villages from

the cities—even after decades. It’s all about

future prospects. After just eight years, the

project has created vocational and job op -

portunities that tie young people to their

home and their familiar environment and

make both of them desirable and worthy of

pro tection. Therefore, it’s worth it to stand

up for the community and the environment

in rural areas.

B. Simon: The project shows impressively

what an important contribution ecologically-

based farming and forestry management,

use of solar lights, and biogas production

can make. With education, networking, and

exchange of information as the foundation,

small markets and structures are created that

local actors can develop on their own.

G. Chira: With 1.2 billion inhabitants, India

has the second largest population in the

world after China. And it is continuing to

grow. Therefore, the well-organized smaller

markets must gradually become larger ones.

That is the challenge.

When solutions on such a large scale areneeded, what kind of contribution can aproject make, such as the one undertakenby Dachser and terre des hommes? B. Simon: There isn’t a single solution or a

panacea for all the problems of the world,

neither for developing and emerging coun-

tries nor for the Western industrial nations.

I have little regard for a socially romanticized

approach to development work. Yet projects

like ours here in Uttar Pradesh can be a very

rich source for ideas and discussions in

both worlds—provided that the partners

want to effect change together in an open and

honest partnership of equals.

G. Chira: An additional element is that

international solidarity also promotes and

cements social cohesion in the countries

where projects are underway. In India, for

example, social imbalances result in frequent

tensions and even in violence. The potential

for conflict unnerves both domestic and

foreign companies and investors alike. So in

this respect, Dachser’s commitment—since it

targets the reinforcement of social cohe-

sion—is of tremendous importance to coun-

tries like India, also in economic terms.

But there is uncertainty not just in India. Ifqualified workers are significantly cheaperthere, many people in Europe worry abouttheir own jobs. B. Simon: You have to think from a holistic

perspective. Cheap labor in countries like

India or China provides Western countries

with inexpensive manufacturing and con-

sumer goods. They keep inflation low and

boost the purchasing power of consumers in

industrial nations. On the other hand, high-

ly qualified Indian workers can carry out im-

portant work cost-effectively in the IT sector,

for example. The fact that both worlds are

dependent on one another makes it even

more important that they communicate well

with each other—even if there are thousands

of kilometers between countries and cultures.

G. Chira: Regardless of whether within the

scope of a project or on a global scale—when

many actors at many different locations talk

to one another and strike a balance, we can

move forward. Then I’m certain that there

will be a better future for everyone.

hhThe children and

their enthusiasm

can be the ambassadors

and the drivers of a sustainable

transformation process

Bernhard Simon

DACHSER magazine 35

GOOD NEWS

It’s often the little things that have a great impact: at reception in Dachser’s

Head Offices in Kempten, during the Advent season visitors and employees

are greeted with a magnificent array of yuletide floral arrangements,

among them amaryllis, eastern white pine, rosehips, and Christmas greenery.

“The view, and the fragrance, entices a smile onto most people’s faces as

soon as they walk in,” states Julia Feneberg, who runs the reception desk.

“And not just among the women.” Usually, Reception is decorated with a new,

seasonally-inspired floral arrangement each week; it is only in the Advent

season when the exquisite floral arrangements remain the same for four

weeks. “This way, the first impression of Dachser is always associated with

splendid compositions of colors and scents,” Feneberg says with delight

about the reception area to the family-owned company—in fact, the creations

are quite simple, and yet profoundly artistic.

CHRISTMAS IS COMING!