DHL 2003 Annual Report Download - page 36
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Group-wide sales management is another centralized task. Germany provided
an example of how plans can be successfully implemented in practice: using Corporate
Key Account Management, we have created a system that relies on Group-wide
cooperation between the Corporate Divisions. The aim is to meet the requirements
of our most important customers in defined key industries to the greatest possible
extent, thus realizing additional revenue potential.
In the MAIL Corporate Division in particular, the optimization of operational
processes and network structures offers additional potential for value creation. For
example, we achieved structural improvements in our overnight airmail network,
our retail outlet network, and the location of our mailboxes; details of these initiatives
can be found in the sections on the MAIL and FINANCIAL SERVICES Corporate
Divisions.
DHL integrates express and logistics services globally
The second set of measures under the STAR program is focused on the new DHL,
which offers by far the largest potential for value growth. With more than 50 individual
projects, the subject of integration was top of the agenda in 2003; in addition, value
creation initiatives were introduced.
European integration is progressing well, and was reflected at an organizational
level when we merged the former administrative centers of Deutsche Post Euro
Express, Danzas (Eurocargo), and DHL at our Brussels location in the year under
review.
To ensure a uniform customer approach, DHL is developing a sales strategy for
our key clients with its international Global Customer Solutions (GCS) organization.
A special function within GCS is assigned to the Global Customer Manager, who
serves as the customer’s sole contact person, combining resources and product and
industry expertise.
The European pilot project for network optimization was developed and
launched following the example set by the Benelux region. In two phases, the terminals
for scheduled transport and for are being optimized, hubs
and depots harmonized, and scheduled transport itself improved. In the area of
ground transport, we combined a number of freight centers. Our focus in Europe is
now on optimally utilizing existing transport networks. We will press ahead with
terminal consolidation in 2004 as part of the reorganization of our Europe-wide and
country-specific transport network.
New management structures created for STAR
The organization of the Group-wide program is not separate from the operating
units. Quite the opposite, in fact: The Corporate Divisions are now gradually assuming
responsibility for the implementation of the projects developed under STAR and
the realization of potential for improvement. Line management is now being tasked
in particular with the integrated implementation of the program in the individual
regions and countries. Corresponding management structures have been set up and
existing structures adapted.
pick-up and delivery
Pick-up and delivery: in addition
to delivering shipments from their
vehicles, parcel deliverers pick up
shipments from customers on their
delivery rounds.