DHL 2009 Annual Report Download - page 73

Service expanded in emerging markets
In the year under review, we increased our market share to   in the  countries
making up the  region (Eastern Europe, the Middle East and Africa).  is region
is highly dependent on the consumer goods industry, which made an encouraging re-
covery in the second half of , particularly in Russia, South Africa and the United
Arab Emirates as well as a number of other emerging economies. We were able to im-
prove our Time De nite services signi cantly, delivering to over   more business
addresses prior to . noon than in the previous year in a region that presents enor-
mous infrastructure challenges. Now,   of customers receive this delivery service.
In Russia, we set up Servicepoints in Saint Petersburg in co-operation with . Fur-
thermore, we had the opportunity to showcase our outstanding services by providing
express services at the Moscow Fashion Week, which took place in September.
We expanded Day De nite road transport in the Middle East, North Africa and
Turkey, where  is the only -certi ed  :  express service provider. By
investing in infrastructure and quality, we were able to win new contracts in the auto-
motive sector and the consumer goods industry.
With respect to governance, we have consolidated the Asia Paci c and 
regions at our o ces in Singapore.
QUALITY
Service advantage
In the express business, customers consider on-time delivery an important indica-
tor of quality.  at is why we leverage a system to standardise and monitor the proc-
esses throughout our entire organisation. We can use it to determine on-time delivery,
analyse delays in individual processes and establish ways to deliver to customers even
more quickly.
Consistently high quality of service is crucial for a global network operator. We
have therefore developed an operations performance monitoring system that we use to
measure and improve the quality of our services.  is allowed us to maintain quality at
the previous year’s level in the reporting year in spite of restructuring and cost cuts. We
even improved delivery and pickup performance.
We are able to track shipments worldwide and dynamically adjust our processes
using state-of-the-art quality control centres. Should unforeseen events occur,  ight
and shipment routes, for example, are altered immediately in order to ensure that ship-
ments reach their recipients at the agreed time.
 e health and safety,  nancial compliance and service quality of our facilities
are reviewed regularly. In addition, more than  locations have been certi ed by the
Transported Asset Protection Agency , one of the world’s most acknowledged
safety associations. We are currently designing a quality management system that will
unify our numerous certi cations in accordance with ,  and the Customer
Centre of Excellence.
. International express market
in the  region, 1): top 
Market volume:   million
 Country base: , , , , , , , , ,
, , , , , .
Source:  study from  and , annual
reports, press releases, company websites, estimates
and analyst reports.
44 % 
11 % 
12 % Aramex
10 % FedEx
9 % 
Deutsche Post DHL Annual Report 
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