DHL 2006 Annual Report Download - page 42

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Procurement expenses
Volume: €9.5 billion
13% Ground fleet
31% Services
18% Real estate
6% Production systems
7% Network supplies
18% IT &
communication
7% Air fleet
Retail outlets – our sales network in Germany
Our more than , retail outlets in Germany comprise the “non-mobile” sales
network for the products and services of the MAIL,EXPRESS and FINANCIAL
SERVICES Divisions. Every day, these outlets welcome – million customers who
come there to use postal services and, in many cases, to take care of their banking
needs. More than , retail outlets are operated by partners: A successful model
that benets everyone concerned, since the partners have more customers visiting
their retail premises, customers benet from longer opening hours, and we save
costs. Postbank operates  retail outlets as nancial centers which also oer
postal services.
Procurement
Savings through central procurement organization
e Group has a centrally managed procurement organization. Goods and services
are grouped into  product groups and, for each one, worldwide procurement
activities are coordinated by a single product group manager who works closely with
the local and regional procurement managers. Product group managers and regional
procurement managers report to the head of Corporate Procurement. is matrix
structure enables us to pool our needs worldwide while satisfying the service and
quality requirements of internal customers.
Corporate Procurement purchases goods and services that are not direct components
of pricing, such as vehicles and IT. Transportation services, which account for the
majority of direct products and services, are procured mainly by the divisions.
With the integration of Exel into the Group, our procurement volume increased to
. billion. We have created a new procurement region – UK/Ireland – especially for
this business segment, complementing the existing regions of Germany, Americas,
Emerging Markets, Asia Pacic and Europe.
Pooling the procurement requirements of Deutsche Post World Net and Exel has
yielded synergies. For example, we issued a new worldwide call for tenders to meet
our needs for temporary sta and, in this way, achieved substantial cost savings.
Under the FitProcurement project, we developed and implemented training
programs geared to the specic needs of our procurement sta.
38
Deutsche Post World Net Annual Report 2006