DHL 2005 Annual Report Download - page 49

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Organization
Further optimization of Group structure
In 2005, we strengthened functions such as Taxes and Treasury in the regions, thus com-
plying with international requirements. We also combined the service areas of the Group,
and will report these as a separate segment from January 1, 2006. Further information is
provided in the Outlook on page 82.
In 2005, we updated our information technology (IT) structure and set up “IT demand”
units. eir function is to optimize the application landscape for each corporate division
and consolidate user requirements for the IT services provider. We were able to imple-
ment a lean organization all along our global business functions and thus to introduce the
new structures at regional level as well. At the same time, the service provider responsible
for the entire Group with the exception of Postbank optimized its IT services, and is now
concentrating on four production locations worldwide.
Organizational changes in operating business
Postbank is taking over 850 of our highest-selling retail outlets – primarily the Postbank
Centers. Deutsche Post Retail GmbH’s retail outlet network was therefore divided up as of
December 31, 2005: 1,172 of its Deutsche Post-operated retail outlets were transferred to
Deutsche Post AG. 850 Deutsche Post-operated retail outlets will remain in the hands of
Deutsche Post Retail GmbH, whose shares were transferred to Postbank on January 1,
2006. Postal services will continue to be provided by all retail outlets. e new organiza-
tion is designed to further develop and strengthen Postbank’s eld sales activities.
We are setting up an overarching service unit that will assume overall business responsi-
bility for the retail outlet network. It will operate over 3,500 Post-Service outlets directly
and will be responsible for the business management of the 1,172 outlets. In addition, it
will coordinate more than 7,000 retail outlets, or agencies, operated by external partners.
With regard to mail sales in the eld in Germany, the focus on customer sectors was rein-
forced. Within the regional business departments, the former regional structure of sales
directorates was discontinued in favor of a focus on customer sectors that had previously
proved itself when applied to sales management.
In the EXPRESS Corporate Division, regional management activities were realigned, and
are now organized according to business responsibilities: Latin America will be managed
as a separate region in future and is no longer included in the Emerging Markets.
Procurement
Successful central procurement organization
Deutsche Post World Net has a centrally managed procurement organization. Goods and
services are assigned to 16 product categories and procurement activities worldwide are
coordinated by a single procurement manager in each case. ese Corporate Category
Managers in turn cooperate closely with the local and regional procurement managers;
Deutsche Post World Net
45
Business and Environment
Group Management ReportConsolidated Financial StatementsAdditional Information