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“Employee connection and loyalty is what makes DACHSER stand out”
Today's' Head Office in Kempten
From one-man company to global player – In its 90-year history, DACHSER has become an international heavyweight in the field of logistics. But how has the logistics provider benefited in that time from the loyalty of its employees and its structure as a family-owned company? Dr. Andreas Froschmayer, Corporate Director Corporate Development, Strategy & PR at DACHSER, explains.
DACHSER turns 90 this year. At what time in its history did the company see its greatest growth?
In era 1, DACHSER`s journey began in 1930 as a one-man transportation company, and continued right up through the 1970s as it became one of southern Germany’s leading freight forwarders. In era 2, DACHSER completed its paradigm shift and became a groupage systems logistics provider. From then on, top priority went not to partial loads, but groupage. Sets of rules for managing the systems no longer scheduled the departure times solely in line with a truck’s maximum degree of capacity utilization, but in advance according to fixed arrival times. The introduction of a systematically functioning timetable that unified the network, along with a clear promise of transit time, amounted to a “cultural revolution.” This included the expansion of electronic data processing.
Third era is all about the systematic management of the logistics network. The fourth era focuses on the Europeanization of the company. In 1999, DACHSER took over one of the leading French logistics companies, Transports Graveleau. This step put the final seal on DACHSER’s strategy to develop the European Single Market itself as a “Euro-national market.” With the acquisition of Azkar in 2013, it achieved an essential degree of maturity. DACHSER rounded off its network with further acquisitions and integration projects. In era five, DACHSER consistently develops its internationalization strategy. Era six focuses on the topics of organizational development, leadership and resilience. This was how the company opted to reflect the necessity of ensuring further agility upon a broader framework of responsibility. Come 2021, the move to having a CEO from outside the family, Burkhard Eling, and reassessing the role of the Supervisory Board will set new signposts. DACHSER’s independence as a family-owned company is thus ensured for coming generations.
Is there a particular DACHSER strategy that has led to the company’s success?
What makes DACHSER stand out is the sense of connection and loyalty that the managers and employees have with the company. This is the result of a corporate culture that has grown historically, but still serves as a standard that is lived by and then shared in communication with everyone. A corporate mission and values that people really live by form the basis for decisions that in turn determine the day-to-day work.
What advantages do family-owned companies have?
In a family-owned company, those at the top think and act for the long term; they’re not interested in short-term profits. This ensures sustainable profitability and stability. A family-owned company can also better realize and preserve jobs, sustainable corporate policy, and the corporate culture that sets DACHSER apart than a public company can.
Interview with: Dr. Andreas Froschmayer
Dr. Andreas Froschmayer is Corporate Director Corporate Development, Strategy & PR at DACHSER.
Which generation is currently heading the company?
Current CEO Bernhard Simon is the grandson of the company’s founder. In 2021, he will take up a new role as chairperson of the Supervisory Board. Burkhard Eling, who is currently CFO, will succeed him on January 1, 2021 as a CEO from outside the family.
Right now the economy is going through a difficult time. How is DACHSER dealing with the coronavirus crisis?
DACHSER has succeeded in keeping the entire network operational, so that our customers have experienced, and are experiencing, virtually no restrictions on service. The basis for this success is that we introduced comprehensive hygiene concepts, shift separation, and distancing regulations in all branches at an early stage. Our employees then implemented these with a high degree of motivation and discipline. We also communicated to our subcontractors early on that they could continue to count on us and, if necessary, we could provide support in the form of advice and measures to secure their liquidity.
Was DACHSER able to apply experience from other crises?
Definitely. We know from the great economic and financial crisis of 2008–2009 that logistics—and particularly DACHSER as a family-owned company—is a valuable rock of stability and certainty in troubled times. We take this responsibility for our customers and employees and for our social environment seriously. That is how we overcame the crisis over ten years ago and that is how we will do it this time as well.
Since the outbreak of the coronavirus, the demand for craft food has increased significantly. Throughout Europe, more and more consumers are attaching importance to sustainably produced food, produced in small manufactories and not by large industrial companies. A trend that requires dedicated logistics experts.
The demand for sustainably produced food is increasing significantly. For example, 82 percent of all Germans already make sure when buying food that the product comes from the region. This is the result of the representative survey "Nutrition in the Corona Crisis" conducted by forsa on behalf of the German Federal Ministry of Food and Agriculture (BMEL) among 1000 citizens. Small businesses with craft competence and food start-ups wanting to position themselves in the market with craft food and wanting to preserve the tradition of the food craft increasingly profit from this development.
"Regionality and sustainability are gaining importance."
Consumers focus on sustainability and, in small quantities, food produced according to traditional methods. "Sustainable" has become the buzzword for healthy, environmentally friendly food. "The world is changing. It is a genetic phenomenon that in times of upheaval, people look for new sources of food," explains futurologist Max Thinius. For years he has been conducting research on the subject of food, advising various regions in Germany on the digitization of everyday life, the working and nutritional world of the population and is a frequent guest on the German government's scientific advisory council.
"Regionality and sustainability of food, but also the health of the individual, are becoming increasingly important. In the future we will have food of the best quality and new technologies to evaluate and use this quality in relation to our health". According to Thinius, new production methods such as intercropping, in which different plants are cultivated that complement each other in terms of growth and soil use, and selective care carried out by care and harvesting robots will make up to 90 percent of pesticides redundant in the future, he says.
"Soon, Craft Food will no longer be confined to the small regional grower. Together with intelligent working environments and modern technologies, large new food structures are in the process of being created here.” But the new food culture’s pioneers are currently still the small, innovative farms.
Small quantities safely transported – all across Europe
This rapidly growing craft food movement requires logistics concepts that meet the requirements. "Food manufacturers place different demands on logistics providers than industrial companies do", says Marc Hackländer, Head of European Network & Partner Development at DACHSER. The products are only manufactured in small quantities for narrow, like-minded target groups, not for an anonymous mass market where availability and price are the focus. As a result, the major European retail chains and discounters are often excluded as recipients. Nevertheless, these manufacturers, which up to now have often been regionally oriented, are looking for new sales channels and are attracting interest from customers in neighboring European countries.
The European Food Network specializes in the Europe-wide transport of food, even in small quantities. The member companies of the alliance are ideally positioned for this type of job. The food logistics companies are regional specialists who have grown over many years from family structures to national players, but have always remained close to their customers. Marc Hackländer: "The vehicles must be able to cope with the conditions at the pick-up and delivery location, often there are no ramps. Communication and customer processes take place on other levels - this is where listening and consulting are required, flexibility, solution orientation, thinking along with the customer. This is time-consuming, but it is worth it and it is a pleasure to be able to grow with the companies".
Camso specializes in off-road tires, wheels, rubber tracks, and track systems for commercial and powersport vehicles. To reach its customers in Europe as quickly and efficiently as possible, the company entrusted its logistics management to DACHSER as Lead Logistics Provider—a solution with a future.
Camso supplies tires for massive jobs.
When things get really slippery, muddy, gravelly, or slick, that’s when thick pneumatic rollers, rubber tracks, and hard rubber tires prove their mettle. They’re indispensable for the high-performance equipment used in material handling, on construction sites, in agriculture and quarries, and even in outdoor powersports. The message is very clear: the more demanding the terrain, the better.
And that’s precisely what Camso, a Michelin Group brand, specializes in. A global leader in the development, manufacture, and distribution of industrial tires, wheels, and rubber tracks, Camso has more than 8,000 employees in 26 countries across the globe, primarily in Asia, Europe, and North America. It also operates four research and development centers, 23 manufacturing facilities, and an international distribution network in more than 100 countries.
This setup puts as many demands on Camso’s logistics operations as the areas of application put on its products. To keep the company on track for growth and to tap the full potential of digitalization, Camso began reviewing its global and European logistics network some time ago. “Having ten local distribution centers in Europe, each of them independently managed, was no longer in keeping with the times,” says Pierrick Bouf, Supply Chain and Logistics Director EMEA at Camso. “As a result, we reorganized our network around three main distribution centers: one in the UK, one in Germany to cover northern Europe, and one in France to serve southern Europe.”
A reliable partner
The French distribution center in Grans, located near the Mediterranean port of Fos-sur-Mer northwest of Marseille, is operated by DACHSER. “Its location, logistics capacities, and groupage network made it a good fit with our plans to be able to deliver goods to the French market within 24 or 48 hours,” Bouf says. This cooperation would prove successful and resulted in DACHSER being included in the discussion about handing over responsibility for all logistics services to a Lead Logistics Provider (LLP).
"The close collaboration with DACHSER as LLP has made our processes significantly easier and increased our responsiveness in extremely turbulent times", says Pierrick Bouf, Supply Chain and Logistics Director EMEA at Camso.
The LLP would be tasked with orchestrating twelve different transport service providers and ensuring that they deliver an average of 170 shipments per day from the three central shipping warehouses to the target customers in Europe with maximum efficiency and transparency. “In parallel with this new logistics organization, we wanted to improve our services by centralizing and standardizing them and having a knowledgeable point of contact for all logistics-related questions,” Bouf says.
But first, an explanation of the term and the underlying concept is in order: a Lead Logistics Provider is a logistics company that acts as a neutral party in organizing all or at least the essential logistics processes for its customers, regardless of which service provider carries out the operational activity. LLPs are deeply integrated in their customers’ (logistics) processes. After all, this comprehensive service approach isn’t restricted to conducting transports or performing terminal handling or warehousing services; it also involves designing, implementing, and organizing supply chains, optimizing transport and warehouse planning, coordinating suppliers, and integrating the latest (communication) technologies. Customer-specific services such as customs clearance, packaging management, and value-added services also fall under the range of LLP responsibilities.
Delivering tires to customers throughout Europe.
The “premiere league of logistics”
That’s why Stefan Hohm, Chief Development Officer (CDO) at DACHSER, considers LLPs to represent the “premiere league of logistics”: “The LLP concept requires a comprehensive and in-depth understanding of the customer’s supply chain and all associated processes. Using the network and IT expertise that we have acquired and grown over the years, we continue to develop and refine this system to create sustainable complete solutions that our customers need for their business model. In addition to the shipments transported by DACHSER, our portfolio will also incorporate the transparency and management of other logistics providers.”
This made Dachser an obvious choice as Camso’s LLP. “In our collaboration to date, Dachser has proven that it’s capable of organizing and allocating transports exactly the way we want. Following our shared experience with the Dachser-operated Camso distribution center in France, we then began working to expand the LLP solution to the other two distribution centers in the UK and Germany,” Bouf says. “Dachser is very familiar with our products and how we work, and it understands our special service-level requirements when shipping to another country.”
On the DACHSER end, the various strands of the Camso LLP project all converge in the hands of Martin Poost, Department Head Lead Logistics Provider. “All supply chain information flows into the DACHSER LLP Control Tower,” Poost says. “That’s the center where all data, independent of company and location, is pooled and monitored. To do this, we transform the physical supply chain processes and the specific customer requirements into an appropriate IT logic. We then display all relevant data in a transparent and traceable format on the DACHSER Supply Chain Visibility platform, where it can be accessed at any time.”
For this to work, the Camso and DACHSER systems have to be able to “talk” to each other and allow data to be shared in real time without losing information. According to Poost, this is a demanding challenge that, together with Camso, DACHSERsucceeded in transforming into a practical solution. Paving the way for this success was a working group with IT teams from Camso, DACHSER, and technology partner Siemens. “Working closely together, we were able to design the interfaces and the data structure in a way that ensures that communication between our ERP system and the DACHSER Supply Chain Visibility platform functions securely,” Bouf says.
An integrated overall concept
Camso had formulated clear expectations for DACHSER as LLP. It wanted an integrated concept for warehousing, distribution, and management of the various transport providers handling the groupage shipments, partial and full loads, and package deliveries. To this end, DACHSER was tasked with managing and controlling all transports and service providers, including transmitting shipment data to everyone involved, printing barcode labels, and managing proofs of delivery. And last but not least, the LLP is responsible for validating invoices. In other words, it was entrusted with the entire portfolio of highly developed and practical supply chain management processes.
For the Dachser LLP team led by Martin Poost, and for their partners at Camso, working together to draw up the detailed requirements and specifications once again showed very clearly that DACHSER could provide the orchestration of all required logistics services far more efficiently and reliably than if Camso had to create a suitable structure itself.
A glance at the Control Tower and the functionalities of DACHSER’s Supply Chain Visibility platform shows just why that is: “Here, all transport-related data, independent of company and location, is pooled together in one system and presented graphically, making it practical for use in different media,” Poost says. “This enables us and customers, regardless of location, to see where any shipment is at any given time and to intervene if necessary.” Thanks to DACHSER’s proprietary Supply Chain Visibility platform, everyone involved in the transport has access to the latest information and can contact other parties directly if desired, regardless of which type of transport is used. “We cover full and partial loads as well as groupage and parcel services. And it’s all part of a single solution for procurement and distribution logistics,” Poost says.
Easy to use
As the logistics experts know, digitalized and automated processes are only as good and worthwhile as their level of acceptance in day-to-day operations. “That’s why we pay particular attention to user acceptance of all the tools we use,” Poost says. It’s crucial that solutions be easy to use, for example via smartphone, app, and special web services.
If, for example, a rubber track needs to be sent from Germany to France, the Camso systems transmit the shipment data via an EDI to the Supply Chain Visibility platform, which Camso uses to control and release the shipment. The platform then transmits the data to the selected transport provider, who ultimately accepts the shipment. This system is used in transport scheduling, in the transit terminal, and by the drivers. “This means everyone can always see where the track is on its journey through Europe,” Poost says. That’s more than conventional tracking and tracing. “The major advantage of consolidating all shipment data in a single system is that it enables us to work for and with customers from an early stage to plan all transport services. For example, to arrange delivery in accordance with the recipient’s available time slots.” After the rubber track is delivered in France, the proof of delivery is transmitted, enabling the immediate final review of the transport costs indicated on the transport provider’s EDI invoice. “This carrier management,” Poost says, “is a well-oiled process and everyone has their part to play in it.”
The Control Tower and the DACHSER Supply Chain Visibility platform also provide tangible benefits when it comes to analysis, for instance when creating reports or Excel tables and forecasts for such things as order planning and timely provision of container and transport capacities. And last but not least, Poost says, another key aspect of the Control Tower is quality assurance. “When evaluating the services agreed with suppliers and transport providers, an appropriately qualified LLP partner has the professional and technological edge over customers when this evaluation can be explicitly ‘based on daily practice, for daily practice’.”
Poost’s and Bouf’s preliminary verdict on the Camso-DACHSER LLP partnership is thus a positive one. “Especially during the pandemic and the Ukraine crisis, the close collaboration with DACHSER made our processes significantly easier and increased our responsiveness in these extremely turbulent times,” Bouf notes with satisfaction. This also includes the parties having long since established a trusting and mutually appreciative connection on a personal level. “Since the start of our collaboration more than five years ago, we have had weekly operations meetings where we can discuss the events of the previous week and plans for the coming week, and where many potential problems can be anticipated and addressed proactively,” Poost says. “For all the technology it uses and all the progress it is making toward digitalization, logistics is still and will remain a ‘people business’—even, and especially, for a Lead Logistics Provider.”
Due to the ongoing disruption of the sea freight market, the after-effects (container shortages and frequent port congestion) continue to impact global supply chains. Below, we provide an update on all developments to minimize potential disruptions to your business.
US West Coast / San Pedro Bay / Port of Los Angeles
The situation in the US has improved over the last 6 weeks, but there are still several container ships queuing in San Pedro Bay to enter the port to be unloaded.
The impact can still be seen in the sea freight inland logistics chain. The constant and high volume of loaded containers flowing into the U.S. continues to make it difficult to relieve the existing backlog.
Suez Canal
Although this incident occurred more than 10 weeks ago, sea freight traffic is still out of balance due to the so-called "ripple effects."
After the unblocking of the Suez Canal, European ports were first congested due to the sudden and high inbound volume. This was followed by the Asian ports, especially the Chinese ports.
Ports of Hamburg and Bremerhaven / Rotterdam
Due to the blockade of the Suez Canal and the aforementioned "ripple effects", operations at the ports of Hamburg and Bremerhaven were also out of balance.
Due to this congestion, shipping companies were induced to re-route ships to Wil-helmshaven or to Rotterdam.
Within the Rotterdam operation, delays are now also expected, possibly leading to disruptions in port operations.
Ports of Yantian / Shekou / Nansha
Delays are occurring in the South China region (Yantian / Shekou / Nansha, etc.) due to restricted port operations. It is expected that the resumption of regular operations will have to be done gradually and that full capacity cannot be reached in the foreseeable future.
We are in close contact with carriers and service providers on a daily basis and do our best to make your supply chain as smooth as possible. For individual advice, please contact your local representative of DACHSER so that we can implement the best logistics solution for you.
WOMEN IN LOGISTICS: Reaching new heights in agricultural logistics
Marlé Badenhorst of DACHSER South Africa, part of a global logistics company, has worked in the agricultural logistics industry for fifteen years. Her considerable experience and personal approach, backed by DACHSER’s range of specialists and comprehensive international logistics networks, ensures that the company provides expert, personalised solutions to clients when it comes to agricultural import and export.
DACHSER South Africa provides full supply chain logistics solutions to the agricultural industry, including freight forwarding and cold chain solutions. The company most frequently deals with bulk imports of agricultural implements, equipment and even entire plants from countries including Germany, China and Turkey, as well as importing raw materials for agricultural use that would be too expensive to produce locally. DACHSER South Africa handles exports of various commodities to African countries and internationally.
Many years of analysing client needs and challenges, and then finding solutions, has helped Badenhorst identify what clients really require from an agricultural logistics service provider. “Clients are so varied with regard to their individual requirements, but often the problems and challenges they face are similar,” she says. According to Badenhorst, several critical factors come into play to ensure top performance from a logistics company servicing the agricultural industry.
Personalised service
Based centrally in Bloemfontein, South Africa, Badenhorst can often be found visiting outlaying areas including mines & farms in the Free State or Northern Cape to discuss customers’ projects. “Meeting with customers on their premises, including outlying areas like mines or farms, really adds value and is part of the recipe for the long term successful relationships that we cultivate. I believe a personal relationship is very important to people in the agricultural industry.”
Harnessing an international network
Dachser has a closely integrated, worldwide transport and warehouse network with over 376 locations in 42 countries, providing customers with a strong presence in the most important procurement and sales markets in the world. “Having so many offices internationally strengthens our network for communications, provides a strong infrastructure and often helps us provide the best quotes,” says Badenhorst. “Recently, we assisted with the import of an entire fertiliser bagging plant from the Netherlands for an agricultural customer. Our offices in the Netherlands and in Germany ensured that we could offer the best transport rates and a seamless process.”
According to Badenhorst, network knowledge also comes into play when exporting agricultural commodities to any African country, or to international markets. “Thanks to our offices in all the relevant countries, DACHSER has the knowledge and relationships to be able to advise on the various certification and import requirements for a particular product in these countries, ensuring the process runs as smoothly as possible.”
Tailored solutions and careful cost management
Badenhorst says the biggest challenge for import and export has become finding good sea freight rates, due to major increases in shipping charges after the pandemic. “Escalating costs and exchange rate changes have completely exploded the rates per container. We focus on strong negotiation and contacts to ensure that shipments are still viable for customers.”
Intent on finding specific solutions for clients, Badenhorst works hard to streamline haul operations in each case. “We definitely do not apply a standard approach to every client. We monitor charges line by line and deal with all the suppliers directly rather than using third parties where possible. All the charges add up, and it makes a difference when it comes to keeping costs to a minimum.”
Ability to provide live updates and frequent communication
“Not knowing what is happening is a pain point for clients, and they appreciate frequent live updates of the status of their shipments,” says Badenhorst. “DACHSER’s sophisticated client information systems enable this. We monitor shipments on a daily basis, and we are very proactive on updating customers. Dachser is implementing a direct customer tracking programme, which takes it to the next level of enabling customers to directly track their own shipments.”
Customs expertise
As a freight forwarder, it is essential to have good relationships with the shipping lines and an excellent grasp of shipping principles and Incoterms, says Badenhorst. She accesses the specialist knowledge of colleagues like Deon Heunes, a former customs officer himself. “Deon’s knowledge is impressive. If we do encounter hold-ups, we ensure we are in the best position to assist and keep clients updated. Delays in customs can be expensive and it is critical to avoid unnecessary delays and penalties.”
In some cases, DACHSER South Africa only comes in at the point of clearance and delivery in South Africa, even if the company hasn’t undertaken the marine transportation. “We work closely with the bank’s forex departments to assist customers with the correct documentation,” says Badenhorst.
The right expertise and experience to manage risks and add value
“We help clients to manage risks and evaluate where they might have gaps,” says Badenhorst. “In particular Insurance can be complicated, and we often find new clients who have been importing for many years simply don’t have the correct insurance cover. A good freight forwarder must be able to advise on this.”
Badenhorst also notes the importance of frequent review of terms and agreements between freight forwarders and clients. “At DACHSER, we don’t take the approach of simply implementing annual rate increases. Matters are evolving so much in logistics, and a full review is critical to ensure the client has the best possible pricing.”
With South Africa’s agricultural production set to reach record levels again, strong logistics partners are a critical part of maximising opportunities in the sector. Fresh from great success at agricultural exhibition NAMPO, Badenhorst is excited about what the future holds. “It’s very rewarding to see how much value we can add for clients in this sector as we take on bigger projects, shipping lines recover and we are able to support Southern Africa’s agricultural industry as it grows to new heights.”
About DACHSER:
A family-owned company headquartered in Kempten, Germany, DACHSER is a leading supplier of logistics services worldwide. DACHSER offers comprehensive transport logistics, warehousing, and customer-specific services in two business fields: DACHSER Air & Sea Logistics and DACHSER Road Logistics. The latter consists of two business lines: DACHSER European Logistics and DACHSER Food Logistics. Comprehensive contract-logistics services and industry-specific solutions round out the company’s offerings. A seamless shipping network—both in Europe and overseas—and fully integrated IT systems ensure intelligent logistics solutions worldwide.
Thanks to some 31,756 employees at 376 locations all over the globe, DACHSER generated revenue of 7.1 billion euros in 2021. Country organisations represent DACHSER in 42 countries, including South Africa.
