Appendix
Index:
Appendix I: Top ten customers ...2
Appendix II: Customer overview ...3
Appendix III: Top three import and Export commodities...6
Appendix IV: Labour costs...7
Appendix V: Top ten logistic companies in the Netherlands...10
Appendix VI: Competitors ...11
Appendix VII: Competitors in Eastern Europe...13
Appendix VIII: Road taxation ...20
Appendix IX: Taxation ...22
Appendix X: GDP ...27
Appendix XI: Total export and Import ...28
Appendix XII: Top Three Import and Export partner ...29
Appendix XIII: Exchange rate...29
Appendix XIV: Inflation rate ...32
Appendix XV: Population ...33
Appendix XVI: Transport...34
Appendix I: Top ten customers
1The top ten of customers and the industries they operate in.
1 Source: A Logistics
CUSTOMER INDUSTRY
1 J* Automotive
2 G** Automotive
3 S Automotive
4 N Automotive
5 F Automotive
6 V Automotive
7 B Automotive
8 L Automotive
9 C Consumer electronic
10 A Steal
Appendix II: Customer overview
2Customer J G
Eastern Europe - exact locations unknown but at least in Czech Republic and Slovenia
- Importance of Asia and E. Europe increases
- Establishing engineering centres in Eastern Europe (interiors)
- Multiple locations in Eastern Europe, Ukraine and Poland.
Strategy Growth opportunities:
- Existing and new customer market share growth in North America, Europe and Latin America
- Geographic expansion to Asia - Strengthen technical capabilities/scope in Asia: emphasis on China
Europe:
They say that while the restructuring plan could be achieved without shutting down factories, plant closures could not be ruled out.
Asia - Expand technical capabilities/scope in
Asia
- Enter Asian market, especially China - Created global purchasing organization in China
G today announced its plans to continue the aggressive growth of its business in China.
Customer S N
Eastern Europe Baltic countries are very important.
Order bookings in the full year 2004 rose strongly. The increase was mainly attributable to Poland, the Czech Republic and Russia. During 2004, the total market in central and eastern Europe increased by about 40%.
No locations in Eastern Europe
Strategy - Concentration on heavy transport vehicles
- Modular product system
- Integrated range of vehicles, services and financing
- Focus on growth markets
Heavy transport services are the fastest growing segment of the transport industry. Main markets – the enlarged Europe, Latin America and Asia – have good potential for long-term growth.
In Europe, an agreement was signed to improve the productivity and flexibility of the plant in Barcelona, Spain, where investments will be made.
Asia Asia is a long-term growth market.
Infrastructure improvements will open the way for a more efficient transport sector.
In General overseas markets, strategic investments in Egypt, Thailand and Korea were made to increase presence in key market. In China, 2 plants started production. Also a announcement was made to invest 330 million yuan to set up a R&D facility.
2 corporate websites
Customer F V
Eastern Europe The surge in growth in Eastern Europe
reinforced the positive trend in the European market. The continuing economic upturn in Eastern Europe and the integration of new EU members are expected to lead to further growth in the transport and construction sectors.
Production location in Wroclaw, Poland.
Strategy Our established markets in North America and Europe are highly competitive. We expect the growth in these mature markets to
be in revenue rather than sales volume. In the next 10 years,
these markets are projected to account for 65 percent of our
automotive revenue growth.
By contrast, emerging markets, led by Asian countries, are
expected to experience 80 percent of the growth in automotive
sales volumes in the next 10 years. We are thus expanding our
investment and product offerings in the Asia-Pacific region,
including introducing three new vehicles in China.
We are focusing keenly on our customers and have made changes aimed at enhancing distribution and services.
Improving their sales network, leading to a favorable customer response. Also made excellent progress in developing its North American distribution.
In Europe, we are enhancing our proximity to customers through the operations we acquired. Also, via the expanding financing activities of V, we are consolidating cooperation with end customers.
One of the major challenges ahead is to extend service to new customers in Asia and Eastern Europe. China is a key market where we are making significant efforts to establish a market organization and a local manufacturing base.
Asia Emerging markets, led by Asian countries, are expected to experience 80 percent of the growth in automotive sales volumes in the next 10 years. We are thus expanding our investment and product offerings in the Asia-Pacific region, including introducing three new vehicles in China.
Rapid economic expansion in Asia continued in 2004, notably in China, where the growth rate however, decreased during the latter half of the year following the efforts of the Chinese government to cool down the economic
development. Extensive investments in infrastructure are driving the rising demand for construction equipment. The expansion of the Chinese road network will lead to greater demand for effective long-term transport and, thus, modern heavy trucks.
Customer B L Eastern Europe marketing and sales location in: Hungary,
Poland and Russia
Locations in: CZ, H, PL, SK (ROM, RUS)
Strategy Identifying potential and encouraging growth. Knowing what we represent.
Recognising where our strengths lie and making the best use of every opportunity.
Following a clear strategy. Goals we have attained are in essence the point of departure for new challenges.
This is the philosophy that inspires every individual. It influences the company's structure and it plays a vital role in the decision-making process. Our corporate ethos finds its expression in the uncompromising pursuit of the superlative. The result? Outstanding brands with an unmistakable profile.
Automobiles and motorcycles which fascinate people all over the world and which win legions of new admirers every day. And a degree of success which goes from strength to strength.
The strategic focus is:
To continue pursuing profitable growth worldwide and generating strong cash flow. In North America, that means leveraging out leadership position in total interiors. In Europe, we see growth. Our top priority, though, is to aggressively expand out business in Asia and grow or market share with Asian manufacturers globally. Over the next couple of year, this will be the fastest-growing part of our business.
Asia A production plant in China, multiple Assembly plants in Asia: Vietnam, Indonesia, Malaysia, Philippines, and Thailand.
Sales and marketing locations: Indonesia, Japan, Malaysia, Philippines, South Korea and Thailand.
New business with Asian manufacturers is seen as a growth area.
Customer C A
Eastern Europe No locations Service centre: PL
Strategy ‘Our strategy is to offer products, services and solutions that are high tech and low cost and deliver the best customer experience. No other company has the portfolio, people and expertise to deliver all three’.
- De referentie worden op de markt van roestvast staal…
… voor het volledige beroepsgebied qua aanbod en klantenservice door haar leiderspositie op de Europese markt te verstevigen, en sturing te geven aan de groei van de groep Arcelor op wereldniveau.
- Winnen door te innoveren - Meerwaarde blijven scheppen - Voortbouwen op de kracht van de groep
Asia Laboratory: Japan and India
Product development and manufacturing:
India, Singapore, China and Japan
No location or ambitions at present time.
Appendix III: Top three import and Export commodities
3
3 based on figures of Unstat
0 500 1.000 1.500 2.000 2.500 3.000 3.500
$
P L C Z S K H SLO EST LET LIT
c ou n try
Top three Im port products 2003
Petroleum oils , oils f rom bitumous minerals , c rude Motor v ehic les f or trans port of pers ons (ex c ept bus es ) Parts and ac c es s ories f or motor v ehic les
elec tronic integrated c irc uits and
mic roas s emblies elec tric al s w itc hes , c onnec tors , etc , f or 1 Kv motor v ehic les f or the trans port of goods
oils petroleum, bituminous , dis tillates , ex c ept c rude w ood s aw n, c hipped lengthw is e, s lic ed or peeled other f urniture and parts thereof
B illion
0 5 0 0 1 .0 0 0 1 .5 0 0 2 .0 0 0 2 .5 0 0 3 .0 0 0 3 .5 0 0 4 .0 0 0
$ B illio n
P L C Z S K H S L O E S T L E T L IT
c o u n tr y
T o p T h r e e E x p o r t P r o d u c t s 2 0 0 3
mo to r v e h ic le s f o r tr a n s p o r t o f p e r s o n s ( e x c e p t b u s e s )
p a r ts a n d a c c e s s o r ie s f o r mo to r v e h ic le s
Co a l, b r iq u e tte s , o v o id s e tc ma d e f r o m c o a l
e le c tic a l s w itc h e s , c o n n e c to r s , e tc , f o r
<1 K v
o ils p e tr o le u m, b itu min u o s , d is tr illa te s , e x c e p t c r u d e
p a r ts f o r u s e w ith lif tin g , mo v in g ma c h in e r y
w o o d s a w n , c h ip p e d le n g th w is e , s lic e d o r p e e le d
o th e r f u r n itu r e a n d p a r ts th e r e o f
Pe tr o le u m o ils , o ils f r o m b itu mo u s min e r a ls , c r u d e w o o d in th e r o u g h o r r o u g h ly s q u a r e d
Appendix IV: Labour costs
Labour costs
Wages are important for the employees, labour costs are very important for a company.
Looking at the total costs, labour costs are an enormous part thereof. So, how lower the labour costs, how lower total costs are. In an industry where competition is also very much aimed on price, costs are very important. Below the text, a graph is represented which gives an
indication on the development and height of the labour costs. The labour costs are based on a figure from 2000, about the average labour costs per month in “Transport en Logistiek”. To calculate the figures for 2003 a table from Eurostat, with the average increase of labour costs, was used. When looking at the labour costs, the costs in Slovenia stand out. They are much higher than in the other countries. Latvia and Lithuania are the countries with the lowest labour costs.
Labour costs will increase in these countries the next couple of years. How high this increase will be is not clear. The last couple of years the labour costs already have risen in some of the countries. For the future, all eastern Europe ofiices predict an increase, but nobody knows how much.
There are many different expert opinions about the height of the increase in labour costs.
For instance in the HIDC logistics topics report they mention following, “it is expected by experts that labour and location costs in the three most important of the acceding CEE
countries, Poland, Hungary and the Czech Republic, will rise in 10-15 years to 75-90% of the average EU levels.”
On the website of PriceWaterhouseCoopers the following is written: “The development (EU accession) have made many companies, currently active in the one or more of the EU candidate countries, prepare for the worst-case scenario after the EU accession has taken place. They expect the wages to rise sky-high, taking away the advantage of low labour costs within the next 7-8 years.”
According to PriceWaterhouseCoopers, the Economist Newspaper has recently come up with two scenarios to show the effect that the EU accession might have on the wage level in the CEE candidates. In the scenario, they have compared the situation in Hungary and Spain.
“In the first (worst-case) scenario they have assumed extreme circumstances: an annual nominal high increase of 10% for the first 15 years in the candidate countries, compared to a 3% increase for Spain. Even under these circumstances, the level of wages in Hungary and Spain will not be the same until 2019-2020”.
“In the second (more realistic) scenario the 3% annual increase for Spain was maintained but for the candidate countries they have used the increases that have been calculated based on the wage history, inflation and currency appreciation. Under this scenario, which is more likely to occur than the first one, Hungary for example is not expected to reach the level of Spain until at least 2028.
A Final tool to get some insight in the future wage development of the Eastern European countries could be de development of the wages in East and West Germany after the ‘Wieder vereinigung’. Below this text, three graphs are represented, one with wages from 1991 until 2003. The second one shows the changes of the wages in percentage. The last one shows the percentage of East German wages versus West German Wages. Looking at the graphs you see that the increase in wage was in East Germany, largest the first 2 years, namely 30.2% and
16.6%. From 1997, the changes in percentage are almost the same. From 1996 on the East German wages have been around the 74% of the West German wages.
East and West Germany
Wages
0 500 1000 1500 2000 2500 3000
1991 1992
1993 1994
1995 1996
1997 1998
1999 2000
2001 2002
2003 Year
Euro
West Germany East Germany
Labour costs
0 200 400 600 800 1000 1200 1400
2000 2001 2002 2003
euro per month
PL CZ SK H SLO EST LV LT
% Change in Wages
0,0 5,0 10,0 15,0 20,0 25,0 30,0 35,0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Year
West Germany East Germany
East German wages
0,00 10,00 20,00 30,00 40,00 50,00 60,00 70,00 80,00 90,00 100,00
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 year
percentage
% of west german wage
Appendix V:
Top ten logistic companies in the Netherlands4
4 www.logistiek.nl
1 fijnmazige distributiea elektronica2 koel/ vriesb kleding3 intermodaalc woningtextiel4 bulkvervoerd levensmiddelen5 tankvervoere doe het zelf6 luchtvrachtf automotive7 groupage/ stukvervoerg papier8 containervervoerh spare parts9 FTL/ contractvervoeri chemie10 warehousing/ VALj farmacie11 express/ pakketdienstk non-food12 overigl bouwm wit- en bruingoedn overig Verklaring cijfers en letters (x 1000 euro)in Europain Nederlandeenheden in Eur.vestigingenvestigingenin Europain Nederlandin Europa m2in Nederland m2
Nr.Logistiek dienstverlenerEuropese omzetAantal werkn.Aantal werkn.Aantal trekkendeAantal Eur.Aantal Ned.Aantal wareh.Aantal wareh.OppervlakteOppervlakteDistributienetwerk
1DHL Express16.150.000*64.0006.60065.0001.36930108230.0001.000wereldwijd2Vos Logistics700.0004.5003.2003.50045231911500.000360.000Europa3Exel3.900.00044.0002.6003.80038018250103.218.000234.100wereldwijd4TNT Express3.581.00032.3571.89419.335891123419357.075-wereldwijd5Frans Maas Groep1.010.0007.2001.7505020427130171.500.000360.000wereldwijd6DHL Solutions1.640.000*15.0001.500-4021250202.800.000445.000wereldwijd7TMI Logistics500.0001.6001.5005040301210150.00080.000wereldwijd8Wim Bosman Groep152.7001.4501.200220126116195.000148.000Europa9Hays Logistics1.247.00016.0001.2002.80020010190103.000.000330.000Europa
10GLS Netherlands1.200.00012.0001.10016.00050016-3-40.000Europa
Soort netwerkSpecialisatie
1, 3, 6, 9, 10, 11a, b, c, e, f, h, j, k, l, m, n1, 3, 4, 5, 7, 8, 9, 10, 11, 12a, d, e, f, g, h, i, k, l, m, n1, 6, 7, 8, 9, 10a, d, f, h, j, k, m11, 12a, f, h, j1, 3, 6, 7, 8, 9, 10a, f, h, i, j1, 3, 10, 12a, b, d, f, h, j, k, m, n1, 2, 3, 4, 6, 7, 8, 10, 11a, b, c, d, e, f, h, j, k, m, n1, 2, 3, 6, 7, 8, 9, 10, 11a, b, c, d, e, f, h, i, k, l, m1, 2, 9, 10, 12a, d, e, f, h, j, k, n
1, 7, 10, 11a, b, f, g, h, n Verklaring cijfers en letters: onder de tabel
1, 3, 6, 7, 9, 10a, d, f, g, h, i, j, k, l
Appendix VI: Competitors
5VOS Logistics Frans Maas Group
Products specialization:
- Electronics - Food
- Do-it-yourself - Automotive - Paper - Spare parts - Chemical - Non-food - Construction
- ‘Wit’ and ‘bruin’ goods - Other
(classification of www.logistiek.nl)
Products specialization:
- Electronics - Automotive - Spare parts - Chemical - Pharmacy
Distribution network: Europe Distribution network: Worldwide Kind of network:
- Fine grid distribution - Intermodal
- ‘bulk’ transport - ‘tank’ transport - Groupage
- Container transport
- Full truck loads/ contract transport - Warehousing
- Express and packaging - Other
Kind of network:
- Fine grid distribution - Air Cargo
- Groupage
- Container transport
- Full truck loads/ contract transport - Warehousing
Locations:
- Netherlands - Germany - France - Hungary - Poland - Belgium - Spain - Great Britain
Locations:
- Belgium - Bulgaria - Denmark - Germany - Estonia - Finland - France - Greece - Great Britain - Hungary - Hong Kong - Ireland - Italy - Latvia - Lithuania
- Malaysia - Netherlands - Norway - Ukraine - Austria - Poland - Romania - Russian
federation - Slovenia - Slovakia - Spain - Czech
Republic - Tunis - Turkey - Sweden - Switzerland
5 source: corporate websites
Strategy:
The company is optimising all of its transport activities and is enlarging the potential of its logistical services by means of IT
applications developed under its own management. This represents an important strategic decision. Vos Logistics believes that the development of all-embracing logistical concepts is one of the best ways of
continuing to meet customers' wishes in the long term. For that reason, the company is specialising in supply chain management, making it possible for Vos Logistics to control, supervise and monitor the entire logistical chain for customers. Company strategy is characterised by a practical approach, a high degree of flexibility and understanding of the customer's logistical processes.
Through Third Party Logistics (3PL), Vos manages the logistical chain for customers, with an emphasis on the centralisation of planning and order intake, on-site logistics, lead-time reduction, bespoke stock replenish- ment and consultancy. Vos Logistics wants to develop further into a Lead Logistic Provider. Through Fourth Party Logistics (4PL), the company will design supply chains. This involves designing a customer's entire logistical chain and handling all 3PL activities. The mission statement of Vos Logistics reflects the strategy of providing supply chain management, 3PL and 4PL. The statement says the company is committed 'to raising the level of service and lowering costs for customers by offering them integral transport and logistical services.'
Strategy:
‘ De strategie van de onderneming is er dan ook op gericht om die positie te behouden door het netwerk verder te versterken in combinatie met logistieke activiteiten.
Daarnaast blijft de aandacht ook gericht op een continue kwaliteitsverbetering en kostenmanagement. Behoud en groei van de brutomarge staan daarbij centraal.
De keuze voor een Europees netwerk van eigen vestigingen is gebaseerd op de overtuiging dat alleen in dat geval de dienstverlening en de kwaliteit daarvan volledig beheerst kunnen worden.’
Recent developments concerning Eastern Europe:
- Acquisition of the polish company Euroad Sp. Z o.o. at April 11 2003.
- Expansion in Poland, Vos Polska (formally known as Euroad), increased its number of truck with 450, to a total of 700 trucks (2004).
Recent developments concerning Eastern Europe:
- Frans Maas takes over Italian, Eastern Europe specialist, Giacomelli
Spedizioni Srl.
- Frans Maas opened a new Distribution center in Wroclaw (Poland).
Appendix VII: Competitors in Eastern Europe
6Vos Logistics DHL
(DHL Express, DHL freight, DHL Danzas Ocean and Air and DHL solutions)
PEKAES
Country NL D PL
Products Products specialization:
- Electronics - Food
- Do-it-yourself - Automotive - Paper - Spare parts - Chemical - Non-food - Construction
- ‘Wit’ and ‘bruin’ goods - Other
(classification of www.logistiek.nl)
Product specialization:
- Electronics - Clothing - House textile - Food
- Do-it-yourself - Automotive - Spare parts - Pharmacy - Non-food - Construction
- ‘wit’ and ‘bruin’ goods - other
(classification of www.logistiek.nl)
Product specialization:
- Chemical - Automotive - Electronics - Food - Non-food
- ?? (no more information)
Services - Fine grid distribution - Intermodal
- ‘bulk’ transport - ‘tank’ transport - Groupage
- Container transport - Full truck loads - Warehousing
- Express and packaging - other
- Fine grid distribution - Climate controlled - Intermodal - ‘bulk’ transport - ‘tank’ transport - Air cargo - Groupage
- Container transport - Full truck loads - Warehousing / VAL - Express and packaging - Other
- Fine grid distribution - Air transport - Sea transport - Warehousing
- Express and Packaging - Bulk cargo
- Container - Tank transport - Climate controlled - Groupage - FTL
- ?? (no more information)
Network - Europe - world wide
offices in many countries
- world wide especially
6 Source: corporate websites and www.logistiek.nl
Strategy Strategy:
The company is optimising all of its transport activities and is enlarging the potential of its logistical services by means of IT applications developed under its own management. This represents an important strategic decision.
Vos Logistics believes that the development of all-embracing logistical concepts is one of the best ways of continuing to meet customers' wishes in the long term. For that reason, the company is specialising in supply chain management, making it possible for Vos Logistics to control, supervise and monitor the entire logistical chain for customers.
Company strategy is characterised by a practical approach, a high degree of flexibility and understanding of the customer's logistical processes.
Through Third Party Logistics (3PL), Vos manages the logistical chain for customers, with an emphasis on the centralisation of planning and order intake, on-site logistics, lead-time reduction, bespoke stock replenish-ment and consultancy. Vos Logistics wants to develop further into a Lead Logistic Provider. Through Fourth Party Logistics (4PL), the company will design supply chains. This involves designing a customer's entire logistical chain and handling all 3PL activities.
The mission statement of Vos Logistics reflects the strategy of providing supply chain
management, 3PL and 4PL. The statement says the company is committed 'to raising the level of service and lowering costs for customers by offering them integral transport and logistical services.'
Strategy:
In the strategy of ‘deutsch post’
the following was written about DHL.
We have set ourselves the target of becoming the global leader for logistics by 2005. For us, being the number one means providing our customers with a network that offers the highest levels of accessibility and the most efficient flows of goods. We already transport more than 5% of all cross-border goods in the world.
To achieve our goal, we have extended our global reach and adopted a strategic focus on integrating existing networks and increasing our enterprise value.
Strategy:
Key elements to development of the PEKAES Holding
Amongst the most important strategic aims of the PEKAES Holding what needs to be mentioned is:
- maintaining of the current leasing position on the TSL market,
- achieving a very high level of services rendered by the PEKAES Holding,
- roadening of the services rendered and gaining new markets for expansion
The planned actions need to be divided into two fields:
The Field of Financial Operations:
- Conception of activity of the PEKAES Holding in the TSL sector,
- Development of the
infrastructure that aids activities connected to the TSL sector, - Introduction of effective IT systems,
- Modernization of the vehicle base,
- Structure reorganization of the PEKAES Holding and
improvement of operation of other companies,
- Effective property management, - Improving professional qualifications of the workers of the PEKAES Holding.
The Field of Trade and Marketing:
- Development of modern services rendered from the field of transport, shipping and logistics, - Expansion into new markets, - Adapting the offer of the PEKAES Holding to conditions valid on the markets of the European Union,
- Introduction of modern trade and marketing methods and
procedures,
- Broadening of the cooperation with transport companies of small and medium size on the basis of long term contracts.
LKW Walter Raben Hungario Camion (Waberer group)
Country A NL H
Products No information - electronics - clothing - house textile - food - spare parts - chemical - pharmacy - non-food
- Electronics - Automotive - House textile - Food - Spare parts - Chemical
- ?? (no more information) Services - Combined transport
- SWAP bodies - Intermodal - FTL
- Container transport - Warehousing
- fine grid distribution - climate controlled - groupage - FTL - Warehousing - Express / packaging
- FTL - LTL - Groupage - Warehousing - Fine grid distribution - Sea Transport - Air trasnport - Bulk transport - Intermodal - Climate controlled - ?? (no more information) Network - Europe
Offices in:
Austria Hungary Germany Poland Italy Slovenia Switzerland Croatia
Also transport from Europe into GUS and middle east
- Europe
Offices in for instance:
Netherlands Poland Belgium Ukraine Estonia Latvia Lithuania
- Europe,
especially Eastern Europe, and further east. Growing Europe wide
Strategy Core business:
“LKW Komplett-
landungstransporte in ganz Europa in einer Hand”
A concrete description of strategy is not given. In the last 2 years Raben opened several new offices in Eastern Europe and Russia.
Further expansion is planned for 2005. According to Raben this was done because of customer wishes, new transport and logistic solution in central and eastern Europe due to the enlargement of the EU. Ewald Raben says: We are developing in these countries a transport and warehouse network with domestic distribution and international transport for all of Europe.
Waberer’s Group is a market leader in Europe in carrying trade,transportation, and complex logistc services which strive for partnerships that represent the company’s more than 50 years of professional experience including the most up-to-date expertise and the most developed tools providing optimal solutions for our partners.
Our mission is to provide every person a chain of optimal service while providing competitive and safe carriage of goods,
transportation, and complex logistical services. We are market leaders in all regional activities in Hungary and Central Europe. We are expanding our leading position to the whole European region as well.
Our sole customer service system, the Waberer’s OPTIMUM SOLUTION® provides complex solutions for our partners. We guarantee our growth from this continuous employement.
We create long term relationships with all our customers.
DFDS Schenker Smidbersky
Country DEN D CZ
Products - Automotive - Electronics - Clothing - Home textile - Food
- Do-it-yourself - Chemical - Paper - Spare parts - Pharmacy - Non-food - Construction
- ‘Wit’ and ‘bruin’ goods - other
- Automotive - Electronics - Clothing - Home textile - Food
- Do-it-yourself - Chemical - Paper - Spare parts - Non-food - Construction
- ‘Wit’ and ‘bruin’ goods - other
- electronics - Automotive - Paper
- ?? (no further information) customers:
- PANASONIC MOBILE &
AUTOMOTIVE SYSTEM CZECH s.r.o.
- SAINT - GOBAIN ORSIL s.r.o
- SIEMENS VDO AUTOMOTIVE
- RAVENSBURGER KARTON s.r.o.
- WICH VERTRIEBS GmbH - SITO s.r.o.
- GEFKO KN GmbH
(a 150 dalších aktivních zákazníků)
Services - Fine grid distribution - Climate controlled - Intermodal - Air transport - Groupage
- Contrainer transport - FTL
- Warehousing/VAL - Express and Packaging
- Fine grid distribution - Intermodal
- Air transport - Groupage
- Contrainer transport - FTL
- Warehousing/VAL - Express and Packaging
- Intranational bulk cargo transportation
- International bulk cargo transportation
- On site services
- Forwarding house and in store???
(Zasilatelství a skladování) - Complex logistic service
trades
- Counsult operation in transport
Network World wide World wide Europe
Strategy Over the next five years DSV A/S aims for a turnover increase of 1,6 billion to reach the 4 billion goal, entering Europe’s top 5. On the one hand this growth will have to be realized by purchasing from fellow transport and logistic companies and autonomic growth of the existing homeland on the other. DFDS Transport B.V. will especially have to grow in Germany, The Netherlands, the United Kingdom, Belgium, Italy and France. The number of homelands within Europe will have to be expanded as well.
As a company specializing in land transport on road and rail within Europe, our closely woven net- work of regularly scheduled routes connects the principal economic regions in over thirty European countries. We are just as qualified in providing solutions for air and sea freight and associated logistics services on a global scale. Our in- tegrated logistics centers located at the hubs of the global flow of goods create an effective link be- tween all carriers allowing us to offer a broad range of added-value services.
Five targets:
- Number 1 Czech Market - Power in scope of Europe - Innovative resolutions - Expansion within Europe - Partnerství s
průmyslovými lídry ??
CS Cargo GEFCO Schnellecke
Country UK D D
Products - Chemical - Automotive
- ?? (no further information)
- Electronics - Automotive - Food - Non-food - Spare Parts
- ??? (No further information) Services - Intermodal
- Sea transport - Air transport - Climate controlled - Express and packaging - FTL
- Groupage - Warehousing
- Fine grid distribution - Sea transport - Groupage - FTL - LTL
- Express and packaging - ?? (no further information)
- Fine grid distribution - Rail transport - Sea transport - Air transport - Packaging - Warehousing - FTL
- ?? (no further information)
Network Eastern Europe Europe World wide
Strategy Transport Eastern Europe No transport towards western European countries except UK
The last couple of years Schnellecke expanded rapidly.
New subsidiaries in and or joint ventures in:
- Czech Republic - Poland - Slovakia - Germany - Mexico - Brazil - Portugal - Great Britain - Spain - China
M&W PJ International Unitrans M&W logistics is a company
founded by the German companies Mainsped and Wüstefeld
http://www.pj.pl/
no further information; website only in Polish
http://www.unitrans- nl.com/about.htm No further information
Appendix VIII: Road taxation
7Some countries have vignettes or toll roads or are planning to. So, a. Poland has vignettes and toll roads
All foreign-registered vehicles for transport have to buy a vignette. The costs are for instance for a “euro 1 and higher” vehicle, for one week, 18 Zloty (3.92
).
Then there are also Toll Roads, the A4 (Krakow-Katowice) and A2 (Konin- Wrzesnia). The costs are here 22 Zloty (4.79 ) and 37 Zloty (8.06 ).
b. Czech Republic has toll vignettes
Vehicle with a maximum total weight above 12 ton a vignette costs:
1. Year vignette 14.000 CZK (442.84 ) 2. Month vignette 2.300 CZK (72.75 ) 3. 10-day vignette 900 CZK (28.47 ) 4. 1 day vignette 250 CZK (7.91 ) c. Slovakia has toll vignettes
On almost all (high) roads, a Slovakian vignette is obligated. For a vehicle with a maximum weight above 12 ton a vignette costs:
1. 1 day vignette 250 SKK (6.26 ) 2. 15 day vignette 1.500 SKK (37.57 ) 3. 1 year vignette 10.000 SKK (250.48 ) d. Hungary has toll vignettes
On three roads vehicles toll has to be paid by buying a toll vignette. These roads are:
- M1 (boarder crossing Nickelsdorf/Hegyeshalom - Györ) - M3 (Budapest- Füzesabony)
- M5 (Budapest - Kiskunfelegyhaza) (according to TLN is the Toll on this highway discarded)
- M7 (Budapest - Siofok)
The costs of vignettes, for vehicles with a maximum weight above 7.5 ton, on the M1, M3 and M7:
1. 10 day vignette 8.500 Hungarian Florint (33.59 ) 2. Month vignette 14.500 Hungarian Florint (57.31 )
3. Year vignette 1.1.04-31.01.05, 130.000 Hungarian Florint (513.79 ) e. Slovenia has toll roads
On the most important highways in Slovenia toll has to be paid. In SIT:
Road From/To 3 axels
SIT Euro
4 or more axels
SIT Euro SIT Euro
A1 Sentilj - Maribor 480 - 2.01 690 - 2.88 A1 Maribor - Ljubljana 3.180 - 13.29 4.600 - 19.22 A1 Ljubljana – Postojna 1.350 - 5.64 1.950 - 8.15 A1 Ljubljana – Klanec 2.400 - 10.03 3.500 - 14.62 A2 Jesenice – Ljubljana 1.000 - 4.18 1.450 - 6.06 A2 Ljubljana – Dod 890 - 3.72 1.300 - 5.43 A1+A3 Ljubljana – Sezana 2.300 - 9.61 3.400 - 14.21 A1+A4 Ljubljana – Nova Gorice 2.590 - 10.82 3.800 - 15.88
7 source: TLN ‘landen documentatie 2004’
Subway 2 axels 3 axels 4 > axels Karawankensubway 2.400 - 10.03 3.450 - 14.41 5.200 - 21.72 Three of the new countries have no toll vignettes, toll roads etc.
f. Estonia g. Latvia h. Lithuania
