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Latest update: Current loading restrictions in Europe due to Covid-19
In the following you will find the current loading restrictions that apply to Europe (see download). Food transports are excluded from this. This document here will be updated on a regular basis.
On January 1, Burkhard Eling became Chief Executive Officer (CEO) and Spokesperson of the Executive Board of logistics provider DACHSER. He heads the Corporate Strategy, Human Resources, Marketing executive unit, which also includes Corporate Key Account Management and the Corporate Governance & Compliance division. Eling succeeds Bernhard Simon, who will take over as Chairman of the Supervisory Board of the family-owned company in mid-2021.
New update: Current loading restrictions in Europe due to Covid-19
In the following you will find the current loading restrictions that apply to Europe (see download). Food transports are excluded from this. This document here will be updated on a regular basis.
With the free map of the software provider Sixfold, transport companies and truck drivers can view the current waiting times at European borders and make appropriate preparations if necessary: https://covid-19.sixfold.com/
In the recent past, supply chains have proven increasingly fragile and at risk. The reasons are manifold. To counteract this, companies are taking far-reaching measures. What these look like and how DACHSER can manage complex supply chains against this backdrop are the thoughts of CEO Burkhard Eling.
Burkhard Eling, CEO of DACHSER
The past 18 months have laid bare some of the weak points in the global economic system: just-in-time with lean warehousing, the focus on individual manufacturing sites in Asia, and the one-sided concern with efficiency and costs—all relied on structures that proved too fragile and too susceptible to disruption.
Companies have now analyzed their supply chains and are taking concrete action, such as expanding their warehouse capacity in Europe and the US, decentralizing production, and obtaining raw materials and intermediate products from multiple suppliers. In short, they are striving for security of supply. But that does not imply a shift to de-globalization. Supply chains will remain global, but they will become more complex.
Finding solutions even under difficult conditions
At DACHSER, we have no trouble managing complex supply chains; in fact, it’s our core expertise. We’re able to offer solutions that work even under difficult circumstances, which explains our continued success in the first six months of 2022. But prospects are dim: enormous cost increases in almost all areas will stifle demand and, as a consequence, significantly slow the current growth momentum.
We are already hard at work preparing for this scenario. For instance, we’re investing in digitalization and automation to make supply chains more efficient and more transparent. But we’re also investing in the people at DACHSER. After all, digital skills at all levels of the company will decide our success in the future.
Discontinuation of the additional service “cash on delivery”
Digitalization and automation are key topics in online business as well as in logistics. As a result, a large number of online payment options have developed that are used in B2B and B2C business worldwide. The hygiene measures established as a result of the Corona crisis and the change in payment behaviour make it more difficult to use means of payment such as "cash on delivery". For DACHSER, the previous additional service "cash on delivery" is no longer necessary and will therefore discontinue this form of payment from 1 July 2020.
