DHL 2011 Annual Report Download - page 100

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, can be altered immediately. In the case of sensitive
shipments, we immediately take all necessary measures to ensure that the items reach
the recipient at the agreed time and in the agreed quality. It has been part of our standard
procedure in further improving our service to track all premium products, for example
Medical Express shipments, at our quality control centres until they are delivered.
Operational safety, compliance with standards and the quality of service at our facili-
ties are reviewed regularly. Around  locations have been certi ed by the Transported
Asset Protection Association , one of the world’s most renowned safety associ-
ations.  is has also applied to all gateways in the United States since . In , we
began recording all certi cation processes using a uniform system and managing them
globally. Since then we have been  -certi ed in Europe. Moreover, we meet the
fundamental   environmental management standard in  European countries.
We aim to achieve certi cation pursuant to these two  standards in all regions and
all countries.
Customer proximity translates into competitive advantage
in the freight forwarding business
Striving to understand and ful l our customers’ expectations, we again surveyed
more than , participants in  countries to  nd out how satis ed they are with
our services.  ese key customers account for   of total revenue in the  -
,  division. Based on the results of the customer survey, all country
organisations have developed and implemented speci c plans for improvements.
In making these improvements, we utilise the First Choice methodology aimed at put-
ting the customer at the centre of all our activities. In the year under review, we began
working with  of our top global customers to analyse and improve their processes as
part of our Customer Improvement Programme. We are currently developing similar
plans with another  customers.  individual activities started in  have already
delivered upwards of  million in increased revenue as well as cost savings of over
 million.
Customers are becoming increasingly aware that our continuous improvement
process o ers them added value. For example, we received the Global Supplier Award
from  Friedrichshafen in November , making us the  rst logistics provider ever to
receive the award.  Friedrichshafen is a leading global automotive supplier for drive-
line and chassis technology with  production companies in  countries. In bestowing
the award, the company recognised its successful co-operation with us.
For a customer in the Electronics sector, we improved our on-time performance
from   to   and exceeded the customer’s expectations for shipping quantities by
more than , freight shipments annually.
For another customer in the European air freight sector we developed a dedicated
Aerospace Service Desk managing all in ows and out ows of goods in the region.  is
enhances the customer’s transparency regarding costs, transport and inventories.
For the Life Sciences & Healthcare sector,  Solutions & Innovations  intro-
duced smart sensor technology to monitor key functions such as temperature.  e new
technology enables customers to obtain in-transit data related to their temperature-
sensitive goods.
Glossary, page 
Strategic focus, page 
Glossary, page 
Deutsche Post DHL Annual Report 
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