DHL 2015 Annual Report Download - page 23

Deutsche Post  Group —  Annual Report
19
“ is is what you call a win-win-win
situation”, says Wolfram Heinisch, Vice
President of Strategy Planning & Busi-
ness Intelligence at , with regard
to the transfer of ’s logistics activ-
ities to . “, the employees and
 are all winners.”
 integrated the German logistics
activities of drug manufacturer 
as of  June , assuming responsibil-
ity for employees at the company’s two
locations in Florstadt and Bad Vilbel.
 e idea for the one-of-a-kind out-
sourcing project came from .
Wolfram Heinisch explains: “ ere is a
great deal of pressure on prices in our
sector and logistics expenses are driving
costs ever higher.  is, of course, poses
the question of how we can lower costs
over the long term whilst ensuring a
high degree of  exibility by always
having available logistics capacity.  e
answer: by  nding a strong partner.”
 was able to convince  that it
was the right partner for the project.
Wim Eringfeld, Vice President of Busi-
ness Development & Account Manage-
ment at  Supply Chain Germany,
Alps & Nordics says: “We were very
pleased when  approached us
as this project perfectly encapsulates
theFocus element of our Strategy .
It enables us to concentrate on our core
compentecy of logistics whilst strength-
ening our customers’ businesses.  ey
need no longer deal with logistics con-
siderations and can concentrate all of
their e orts on their core business. We
are enabling  to improve its posi-
tion in the market. Each specialist o ers
their own speci c expertise to create
synergies and reduce costs.”
As simple as it sounds, the deal called
for much discussion and a willingness
to look beyond individual points of
view. “A common overall objective and
a genuine willingness to compromise
on the partof all parties – that was es-
sential to achieving positive results”,
explains Dr Manfred Anduleit, Vice
President ofCorporate Governance &
Corporate Compliance, who played a
major role alongside ’s Heinisch.
 e core project team consisted of
around  individuals. Working groups
were formed so that a variety of topics,
including , pharmaceuticals legisla-
tion, security, customs clearance and
 nances, could be addressed at the same
time.  was also brought into the fold
as the changes would directly a ect
employees.
Heinisch continues: “ e majority of
 employees identify closely with
the company. So it’s natural to have con-
cerns when some are asked to switch to
another company.”  did, however,
manage to involve the employees at an
early stage and was thus able to provide
them with information and outline
their long-term perspectives.
Winning trust was not only important
with respect to the  men and women
who moved from  to , but
also with regard to ’s manage-
ment board. “ e decision to outsource
our German logistics activities is one
that will greatly impact our future busi-
ness,” Heinisch says. He noted that
whilst concerns existed on both sides, as
the project progressed it became clear
just how much the two specialists in
their respective  elds could learn from
each other.