DHL 2012 Annual Report Download - page 105

We are increasing the transparency and quality of data for sales volumes, customer
gures, capacities, operations and freight. is way we can manage our processes
better, standardise products and oer modular services. In the future we intend to have
one, globally harmonised and unied organisation with dedicated customer service.
Customers will benet from shorter response times, products tailored to their needs
and targeted communication.
e plan is to realise the  project within the entire Global Forwarding business
unit in the next two to three years.
  division
Our Growth rough Excellence strategy is aimed at improving our existing busi-
ness on an ongoing basis and achieving protable growth in our key sectors.
1
Continuous improvement: We have established three programmes to continuously
increase our performance, eciency and competence. e rst of these, known
as Operations Excellence, promotes operational and technical standards aimed at
guaranteeing the sustainability of our performance. We also apply the proven First
Choice methodology to sustain the achievements we have realised and improve on
them even further. Our Cost Leadership initiative is intended to reduce costs signi-
cantly and to manage them eectively in order to increase our overall protability.
We achieve this by leveraging purchasing eciency, operating discipline and best
practices. We thus succeeded in further reducing our direct costs in . With our
third programme, Organisational Capability, we seek to develop leadership qualities
and enhance employee commitment. We want to attract new talent and retain and
develop our existing talent. To this end, we have launched a top talent management
programme.
2
Profitable growth: Our Protable Growth pillar also consists of three initiatives.
In the Sector Focus programme, we continuously deepen our expertise in our
sectors of Automotive, Consumer, Energy, Life Sciences & Healthcare, Retail and
Technology. Dedicated global sector teams oer our customers comprehensive
sector- specic solutions along the entire supply chain and ensure an exchange of
knowledge on best practices across regions and business units. In our Strategic
Products Replication initiative, we develop and reproduce logistics solutions aimed
at simplifying customers’ business processes. In doing so, we apply our proven
standards and practices. One example is our Technical Services oering. Technical
Services refers to processes that are integrated into the respective supply chain
solutions and which we use to shorten repair cycles and thus notably reduce our
technology customers’ warehouse and transport costs. us far, in addition to
Technical Services, we have replicated the following strategic products worldwide:
Airline Business Solutions, -Fullment, Environmental Solutions, Lead Logistics
Provider, Life Sciences & Healthcare Platform, Maintenance, Repair & Operations
and Packaging Services. With our Sales Eectiveness programme, we continuously
improve the performance of our sales organisation by bolstering sales processes and
customer support, learning to better understand our customers’ business objectives
and inquiring regularly as to their satisfaction.
Strategic focus, page 
Deutsche Post DHL Annual Report 
Group Management Report
Outlook
Strategic focus
101