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Deutsche Post  Group —  Annual Report
Procurement
Group’s procurement expenditure increased
In the year under review, the Group centrally purchased goods and services with a total
value of around . billion (previous year: . billion). Procurement helps the
divisions to reduce expenditure and make cost-eective investments.
For the Express division, a global tender was put out for the kerosene requirements
of the divisions aircra. Costs were reduced through a tender for the operation of air-
cra by partner airlines in Europe. A tender for retrotting Boeing  aircra also
achieved savings. ese procurement measures resulted in savings in the low tens of
millions of euros.
Corporate Procurement purchased sorting and safety technology to expand the
Express hub in Leipzig. It supported the Post - eCommerce - Parcel division with the
procurement of sorting solutions.
A master agreement used by the Supply Chain division for the procurement of
materials handling equipment was extended and improved in order to achieve on-going
savings. e demand for support in the procurement of transport services for Supply
Chain and Global Forwarding customers increased considerably.
In the reporting year, we expanded the established nancing and payment model
Supplier Finance, which is now used in  countries across all regions. Co-ordinated by
Corporate Finance and Procurement, the programme supports the divisions in improv-
ing their working capital whilst suppliers benet from favourable nancing conditions.
Environmentally friendly procurement
In Germany, , emission-ecient Euro class  and  vehicles were put into operation
and , Euro class  company cars were ordered. In addition, electric vehicles were
manufactured and are being tested on mail and parcel delivery routes. Corporate Pro-
curement was also involved in the purchasing of the required charging stations. e
individual projects and  savings achieved are outlined in our
Corporate Responsibility Report
.
Standardising supplier management
In the reporting year, we introduced an  platform that contains comprehensive infor-
mation about our suppliers – from determining demand quantities to automated tenders
and ratings – thus optimising our internal processes.
Procurement expenses,  .
Volume: . billion
a
b
dc
e
f
g
h
a Services 26 %
b Air fleet 15 %
c Ground fleet 12 %
d  and communications 12 %
e Transport services 11 %
f Real estate 9 %
g Production systems 9 %
h Network supplies 6 %
dpdhl.com/cr-report
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