DHL 2012 Annual Report Download - page 82

Procurement
Slight rise in expenditure
In the year under review, the Group centrally purchased goods and services having
a total value of approximately . billion (previous year: . billion). is gure no
longer includes material services in the area of real estate because Procurement has
reduced its activities in this area. Instead, the total includes transport services for the
rst time. Although these services are generally procured by the divisions, Procurement
provided even greater support for these purchases in the reporting year.
Procurement helps the divisions to reduce expenditures and make cost-eective
investments. In the reporting year, it continued to support the area of Aviation. e
 Airbus  - aircra purchased in the previous year have been successively con-
verted to cargo aircra. We also negotiated maintenance contracts for these aircra in
the reporting year. As a result, the Group was able to save around  million; to date,
 of the  aircra have been put into operation. Furthermore, so-called “ lease
agreements” (Aircra, Crew, Maintenance, Insurance Leases) were concluded for nine
Boeing  cargo planes. is resulted in savings of around  million. e aircra were
integrated into the  network.
e  division was supported with the selection and order placement of new
sorting solutions. In the reporting year, eleven locations were equipped with additional
sorting technology. Procurement helped the  ,  division
with its New Forwarding Environment project, for example with the tenders for soware
and system integrators.
In , Procurement again focused on evaluating suppliers and developing the
Group’s relationships with them. is included, amongst other things, expanding the
nancing and payment model Supplier Finance, which we have established in Germany
and other European countries. It was also introduced in the United States, South Korea
and Hong Kong in . Since then, more than  suppliers have been participat-
ing. e Group benets from this model because it allows the divisions to optimise
their working capital. Our suppliers also benet, as the model opens up advantageous
nancing options.
Centralised Procurement supports divisions
Procurement is a centralised function in the Group. e heads of Global Sourcing
and their  Corporate Category Managers work closely with four heads of regional
procurement organisations and report to the head of Corporate Procurement. is
structure allows us to both bundle the Group’s worldwide requirements and meet the
local needs of the business units.
We also oer procurement services provided by our operating divisions to custom-
ers with support from Procurement. In the reporting year, these primarily included
services in the areas of transport, packaging as well as maintenance, repair & operations.
In the reporting year,  Fleet GmbH, the vehicle eet management company in
Germany and France, as well as Partnerstore International, were transferred to Procure-
ment. Vehicle eet management operated by the divisions outside of these countries
was not aected by this. By consolidating our expertise in vehicle procurement and
operations, we are even better able to meet the high demands of this area.
. Procurement expenses, 
Volume: . billion
15 %  and communications
13 % Ground fleet
12 % Air fleet
11 % Transport services
10 % Real estate
24 % Services
8 % Network supplies
7 % Production systems
Strategic focus, page  f.
Glossary, page 
Deutsche Post DHL Annual Report 
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