ATK中远项目建议书(英文版)

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1、July,2001COSCO IPO SUPPORT MATERIALSLogistics Services Industry Environment & Trend Analysis- COSCO Comments and A.T. Kearney RemarksThecontentsofthisdocumentwerepreparedbyA.T.Kearneyandmaynotbeused,alteredordisclosedtootherparties,withoutthewrittenpermissionofA.T.Kearney. Theinformationcontainedint

2、hisdocumenthasbeenobtainedfromexternalsourceswhichA.T.Kearneybelievesarereliable.However,A.T.Kearneycanmakenorepresentationastotheaccuracyorcompletenessoftheinformationorprojectionsderivedtherefrom.8Point/FinalVersion/LogisticsIndustryOutlook-final/2Table of ContentsnExecutive Summary1.Market Size &

3、 GrowthGlobalChina2.Service DemandGlobal TrendsChina Trends3.Competitive EnvironmentGlobalChina4.Regulatory Environment5.Information TechnologynAppendix8Point/FinalVersion/LogisticsIndustryOutlook-final/3Executive Summary8Point/FinalVersion/LogisticsIndustryOutlook-final/4A.T. Kearneys definition of

4、 the logistics services industryStructuring and managing, on behalf of cargo owners, solutions involving some combination of parts of the supply chain (i.e. transportation, warehousing, (de)consolidation, etc.)8Point/FinalVersion/LogisticsIndustryOutlook-final/5The logistics service industry represe

5、nt a tremendous growth opportunity, both globally and in ChinaMarket CharacteristicConclusionCustomersareincreasinglydemandinghighvaluelogisticsservicesolutions,requiringglobalreachandadvancedsupplychainmanagementcapabilitiesIncreasingdemandforglobalreachandcapabilitiesfuelsconsolidationaslargefulls

6、erviceprovidersarepositioningthemselvesforsuccessChinasentryintoWTOisexpectedtohavetwomainimplications-thelogisticsmarketwillgrowrapidly,andcompetitiveintensitywilldramaticallyincreaseStrongITcapabilitiesisbecomingacorecapabilityoflogisticsservicesprovidersandiscriticaltobuildingalogisticsservicesbu

7、sinessMarket Size & GrowthService DemandCompetitive EnvironmentRegulatory EnvironmentInformationTechnologySource:A.T.KearneyThegloballogisticsservicesmarketreachedanestimatedUS$190Bnin2000.TheChinamarketisstillsmallatUS$0.61Bn,butwillbegrowingrapidlyatCAGR35%overthenextfiveyears8Point/FinalVersion/L

8、ogisticsIndustryOutlook-final/6The China logistics industry will be shaped by Chinas entry into the WTO and the subsequent opening of the market to foreign competitionIndustry Scenario 2006RapidincreaseinM&AactivitiesKeyalliancesformedwithinthenext2-3yearsRapidexpansionofglobalplayersofferingsophist

9、icatedend-to-endsolution,includinglogistics,transportationandITImplementationofe-commerceinitiativesandincreasingdependenceonITnetworkMergers, Acquisitions and AlliancesGlobal CompetitorsTechnologyThelogisticsmarketwillgrowrapidlyCompetitiveintensitywilldramaticallyincreaseWTO EntrySource:A.T.Kearne

10、y8Point/FinalVersion/LogisticsIndustryOutlook-final/71. Market Size & Growth8Point/FinalVersion/LogisticsIndustryOutlook-final/8The global logistics services market reached an estimated US$ 190 Bn in 2000nThegloballogisticsoutsourcingmarketisestimatedtoUS$190Bnin2000nThetransportationandrelatedexpen

11、dituresmarketreachedanestimatedUS$3.8Trillionin2000,andisexpectedtogrowatanannualrateof2.3%overthenext5yearsnTheAsianlogisticsoutsourcingmarketisestimatedtoreachUS$31Bnin2001andisexpectedtogrowatCAGR39%overthenextfiveyearsnThegreatestopportunitiesforoutsourcingareintransport,warehousing,andtransport

12、managementnThegrowthofthegloballogisticsservicesindustryismainlydrivenbyshipperspropensitytooutsourcelogisticsservicesandorganictransportationmarketgrowthnCustomerelectronics,automotiveandapparelrepresentthemostattractiveopportunitiesforlogisticsservicesinChina8Point/FinalVersion/LogisticsIndustryOu

13、tlook-final/9The China market is still small at US$ 0.61 Bn, but will be growing rapidly at CAGR 35% over the next five yearsnTheChinalogisticsservicesmarketisstillsmallatUS$0.61Bn,butwillbegrowingrapidlyoverthenext5yearsnThelogisticsservicesindustryisstillatanearlystageofevolutioninChinanThetranspo

14、rtationandrelatedexpendituresareproportionatelyhigherinChinathaninmostdevelopedcountriesandNIEs-indicatingamajorimprovementopportunitynInCoastalChina,demandforlogisticsservicesisexpectedtobestronginGuangdongandShanghainInInlandChina,thelargestdemandpotentialisinSichuanandtheHubei/Yangtzeriverregionn

15、GrowthinthelogisticsservicesindustryinChinawillmainlybedrivenbycontinuedmacroeconomicgrowthandincreasedpropensitytooutsourcelogisticsFavorablemacroeconomicoutlookPublicpolicyandspendingIncreasinginterestinoutsourcingforlogisticsneedsGrowingITandE-business8Point/FinalVersion/LogisticsIndustryOutlook-

16、final/10Market Size & Growth - Global8Point/FinalVersion/LogisticsIndustryOutlook-final/11The global logistics outsourcing market is estimated to US$ 190 Bn in 2000Source:Chinainfobank,CSFB,A.T.KearneyGlobal Transportation and Logistics Market Size (2000)Transportationandrelatedactivitieshandledbyma

17、nufacturers,wholesalers,retailersthemselves(e.g.privatefleet,privatewarehousing)Discretesetsoftransportationandrelatedservicesoutsourcedbymanufacturers,wholesalers,retailers(e.g.publicwarehousingetc.)Combinationof“transportationandrelatedservices”provisionedby3rdpartylogisticsserviceprovidersUS$ 3,8

18、00 BnOutsourcedUS$190 BnGlobal transportation and related expendituresGlobal outsourced transportation and related servicesGlobal logistics outsourcing market8Point/FinalVersion/LogisticsIndustryOutlook-final/12US$ BnThe transportation and related expenditures market reached an estimated US$ 3.8 Tri

19、llion in 2000, and is expected to grow at an annual rate of 2.3% over the next 5 yearsNote:(1)AsiaincludesJapan,HongKong,Korea,SingaporeandTaiwanSource:BowersoxandCalantone;CSFB;A.T.KearneyAnalysisTransportation and Related Expenditures by Region (2000)Transportation and Related Expenditures by Func

20、tion (2000)US$ BnTotal = US$ 3,837 BnOthers: -1.4%Asia(1): 2.2%Europe: 2.6%North America: 4.0%3,4243,8374,389CAGR=2.3%CAGR=2.8%Warehousing$304BnTransport$2,204BnOthers$55BnShipper-Related$20BnInventory$1,102BnAdmin$152BnCAGR 2000-20068Point/FinalVersion/LogisticsIndustryOutlook-final/13The Asian log

21、istics outsourcing market is estimated to reach US$ 31 Bn in 2001 and is expected to grow at CAGR 39% over the next five yearsNote:AsiaincludesChina,Japan,HonkKong,Korea,SingaporeandTaiwanSource: BowersoxandCalantone;CSFB;A.T.KearneyAnalysisLogistics Outsourcing Market in Asia - Gross Revenue(US$ Bn

22、)CAGR(99-01)=38%CAGR(01-06)=39%8Point/FinalVersion/LogisticsIndustryOutlook-final/14The greatest opportunities for outsourcing are in transport, warehousing, and transport managementTransportWarehousingTransportManagementITSupplementaryLogisticServicesPurchaseOrderManagementLogisticsManagement30%47%

23、48%85%20%40%39%76%23%2%5%16%ofrespondentsoutsourcing1998%ofrespondentsplanedoutsourcing200313%8%Outsourcing by FunctionResourcerequire-mentsComplexityNote:Thepercentagemaynotaddupto100%duetoroundingSource: BasedonseveralA.T.Kearneystudies,including:-Worldwidestudycomprising280participants(automotive

24、19%,electronics25%,retail27%,chemicals29%)-Europeanstudycomprising500participants(retail26%,food&beverage26%,commodities22%,machinery12%,automotive7%,electronics&high-tech4%)8Point/FinalVersion/LogisticsIndustryOutlook-final/15Outsourcing of non-core business activitiesOrganic growth of transportati

25、on marketsIncreasedcomplexityofglobalsupplychainsRecognitionbymanyshippersthatsupplychainstrategymaybeakeycompetitiveadvantageWillingnesstooutsourcewhenlogisticsnotseenascorecompetencyDevelopmentofsuperiorlogisticscapabilitybyafew3PLsGrowthindemandfortransportationservicesexpandswithinternationaltra

26、degrowthGlobalizationofmanyindustriesmeansgoodsneedtomoveoverlongerdistancesatfasterspeedswithhigherreliabilityGrowth in Logistics ServicesSource:UBSWarburg,IDCGrowth DriversDetails12 The growth of the global logistics services industry is mainly driven by shippers propensity to outsource logistics

27、services and organic transportation market growth8Point/FinalVersion/LogisticsIndustryOutlook-final/16Consumer electronics, automotive and apparel represent the most attractive opportunities for logistics services in ChinaNote:1.Sizeofcirclerelativetosegmentsizein20002.AnalysisisindicativeonlySource

28、: A.T.KearneyfieldinterviewsandresearchHighLowGrowth (2001-2006)RemarksHighlymarket-oriented,needquickresponsetoconsumerfeedbackManufacturershavetotoimproveoperationefficiencycontinuouslyduetointensecompetitionRelativelyhighproductvalueandlesspricesensitiveHighrequirementfortimingandreliabilityoflin

29、ersHighgrossmarginindustry,productioncostandlogisticsaccountforlesspercentageofsalesPrefertimelyfeedbackfromdestinationports,i.e.tradeconsultingservicesAutomotivesuppliesinvolveover30,000parts,whichneedconsolidatingsupplierstohandlelogisticsIntensecompetitiondrivescompaniestoreducecost,currentineffi

30、ciencyinself-handlingleadscompaniestoconsideroutsourcingservicesactivelyHighvalueproducts,notverypricesensitive,butsometimesdecisionsaremadeoverseasPackingrequirementinvolvestechnicaldifficulties,unwillingtooutsourcelogisticsservicesHighprofitindustry,notverypricesensitiveHighqualityrequirementfordr

31、y,nosmell,noleakingcontainers,hencecontainerizedinfactoryClearanceofcigarettesneedstobedonebyprofessionalI/EcompaniesormanufacturesLargeandspecialshape,thereforethewaytoputthemintocontainerscanimpactthenumberofcontainerstobeused,whichdirectlyrelatedtocost-usuallydonein-houseCostsensitive,firmsusuall

32、ychooselessbusyseasontogetcheaperpricesFrozenproductsandfreshproductsneedtobehandledfastwithcareOtherproductsarelow-valueandneednospecialservicesLowvalueproducts,highlypricesensitiveLowerqualityrequirement,usuallycontainerizedatportsConsumer ElectronicsApparelAutomotiveMachineryTobacco & LiquorFurni

33、turePrimary GoodsChemicals&MaterialsIndustryLowHighConsumer Consumer ElectronicsElectronicsA ApparelpparelAutomotiveAutomotiveOutsourcing PropensityTobacco, Tobacco, LiquorLiquorPrimaryPrimaryGGoodsoodsOpportunity Assessment by IndustryChemicals Chemicals &Materials&MaterialsFurnitureFurnitureMMachi

34、neryachineryAdd market and trends analysis by industry8Point/FinalVersion/LogisticsIndustryOutlook-final/17Market Size & Growth - China8Point/FinalVersion/LogisticsIndustryOutlook-final/18The China logistics services market is still small at US$ 0.61 Bn, but will be growing rapidly over the next 5 y

35、earsLogistics Outsourcing Market - Gross Revenue (2000, US$ Bn)Note:AsiaincludesChina,Japan,HongKong,SingaporeandTaiwanSource: BowersoxandCalantone;CSFB;A.T.KearneyEstimatesCAGR=35%190230.61China Logistics Service Market (US$, Bn)8Point/FinalVersion/LogisticsIndustryOutlook-final/19The logistics ser

36、vices industry is still at an early stage of evolution in ChinaCharacteristicsEmergingdemandforoutsourcedlogisticsservicesLowvalueaddedservicessuchastransportandwarehousingarethemajortypeofservicesoutsourcedTraditionalin-housebehaviourbeingimpactedFastgrowthoflogisticsuserbaseandhigherrequirementfor

37、broaderservicesLargenumberofservicesproviderscompetingforcustomersandhumanresourcesMosthighvalueaddedservicesarefreeandprovidedassellingpointsLogisticsoutsourcingbecomescommonpracticeandanimportantleverforcompetitionConsolidatedservicemarketwithafewestablishedmarketleadersLogisticspenetrateinsupplyc

38、hainandreplacetraditionalbusinessmodelsGloballogisticsintegratorsprovideone-stopsolutionworldwideSpecializationandclosecooperationamonggloballogisticsserviceprovidersOptimizedallocationandintegrationofresourcesalongthesupplychainStageEmergenceGrowthPenetrationGlobalizationWorld Leading(US)China Toda

39、ySource:A.T.Kearney8Point/FinalVersion/LogisticsIndustryOutlook-final/20Warehousing and DistributionTruckingRail FreightAlthoughHeavilyUsed,RailwayFreightHasLongTransitTimesandServiceReliabilityIsPoorRailwayContainersAreNotCompatibleWithShippingCompanyContainersAirlineCustoms BrokerageCourierLimited

40、PresenceofForeignFirmsAsJVE.G.DHLSinotransRegionalSegregationinOperationLogistics Center and Freight ForwardingShippingThedomesticwarehousingmarketiscurrentlysmallandover-suppliedwithbasicwarehousesprovidingvirtuallynovalue-addedservicesSomeconsolidationjuststartedamongthelargewarehousingcompaniesRi

41、vertransportationhasdeclinedMostvesselsarecharacterizedbylowspeedandhighenergycostsTruckingcompaniesareonlyallowedtooperateinrestrictedregionsGovernmenthasestablished15FreeTradeZonesandsomelogisticscentersaresetupthereInlandtransportationishandledbydomesticfreightforwarderwhoisusuallysub-contractedb

42、ytheinternationalfreightforwarderSevendomesticairlinesdominateregionaloperationsDesignatedforeigncarriersaregivenamaximumentitlementof50tonnesperweekManycustomsclearingbrokeragefirmsandconsiderableconfusionaboutrolesCustomsclearingprocedurestookatleast-1daypreviouslybutexpectedtobeshortenedto1hourTh

43、e logistics services industry is still at an early stage of evolution in China (continued)Source:A.T.KearneyAnalysisChina Logistics Services8Point/FinalVersion/LogisticsIndustryOutlook-final/21Transportation and related expenditures are proportionately higher in China than in most developed countrie

44、s and NIEs indicating a major improvement opportunityTotal Transportation and Related Expenditures and % of GDP (2000) Note:(1)VAS:Value-added-services(2)Includingpackaging,admin,informationservices,ect.Source: BowersoxandCalantone,CSFB,IMF1997study;Chinainfobank;A.T.KearneyAnalysisUS$ BnChina Trans

45、portation and Related Expenditures Breakdown by Function (2000)Total = US$ 248 BnUS$ Bn(1)(2)8Point/FinalVersion/LogisticsIndustryOutlook-final/22Demand GrowthIn Coastal China, demand for logistics services is expected to be strong in Guangdong and ShanghaiHighLowHebei, Beijing, Tianjin4Beijingisthe

46、No.1aircargocenterinChina.Inaddition,Beijingshi-techindustry,whichneedsalotofairtransportation,isdevelopingveryfastOver80%ofthevolumethroughTianjinportareagriculturalproducts,furniture,metalhardwareandrawmaterials,allbeinglowvalueproducts.Inaddition,mostshippersareinpoorfinancialconditionsandarevery

47、pricesensitiveShandong (Qingdao)4Qingdaohasseveralfamouslocalcompanies,suchasHaier,HiSense,AukmaandQingdaoBeer.TheyaremorequalityorientedandlesspricesensitiveFrozenproductsaccountfor15-20%ofthevolume.Qualityrequirementsforfrozenproductsareveryhighintermsoftimingandhandlingcare.Hence,frozenproductssh

48、ipperstendtobelesspricesensitiveandmorequalityconcernedFootwearandgarmentsaccountforsignificantportion.SomelargecustomerssuchasPaylessShoes(No.1customerofCOSCOinvolume)requiresaccurateshippingtimeandfullrangeofsophisticated3PLservicesfromP/Omanagement,tradeconsultingtospacebooking,warehousingandtran

49、sportationProvinceLogistics Demand Selected Provinces in Coastal ChinaGuangdongDemand Size5RemarksMajorexportsareprocessingoflowervalue-addedproductsnospecialrequirementforlogisticsquality;Roadtransportationisconvenient,oftencontainerizedinfactorytoreducecostlessneedforwarehousing/consolidationElect

50、ronicsindustryisboominginDongguan,whichhassomeleadingcompanieslikeHuaweipotentiallargeprofitablecustomersStrongWeakShanghai(Jiangsu, Zhejiang)5Shanghaiisthefastgrowingeconomic/financialcenterinChina,whichhassomemajorMNCssuchasSGM,Acer,Philips,etc.Theyarematuredcustomersoflogisticsservicesandlesspric

51、esensitive.Ontheotherhand,togetthedealsfromthemusuallyneedstoinvolvehighlevelnegociationLargecompaniesinShanghaiandnearbyareasaremainlyJVsofautomobileandconsumerelectronicsindustry,whichhavehighproductvalueandlowerpricesensitivitySource:A.T.Kearneyfieldinterviewsandanalysis8Point/FinalVersion/Logist

52、icsIndustryOutlook-final/23Demand SizeSichuan (Chengdu)Havethe3rdlargestdistributioncenterinChina,thelargestpopulation,andimportantheavyindustrybaseThelogisticsindustrytherehasalreadyattractedinterestofforeignlargeshipperslikeIkeaandinvestorsincludingHutchisonWhampoaLocatedinmountainareas,roadtransp

53、ortinfrastructureisinconvenient,sohighlyrelyingonrailtransportChongqing2Agriculturalproducts,metalproductsandmotorcycles,whichtotallyaccountforover80%oftheexportvolume,arealllow-valueproducts,pricesensitiveandhaveflatgrowthUnderdevelopedinfrastructure,esp.roadandrailtransportationhavelimitedforeigni

54、nvestmentsinthisregion.Cargoesusuallytransportedbybarges,whichisthecheapestmodeProvinceIn inland China, the largest demand potential is in Sichuan and the Hubei/Yangtze river regionLogistics Demand Selected Provinces in Inland ChinaYunnan2DemandGrowthRemarksMostimportantexportindustryistobacco,which

55、hashighprofitmargin,highqualityrequirementforlogisticsservices,andnotverypricesensitiveExportsforwood,woodenmaterialsandfurniture,whichaccountedforover30%ofexportvolumebefore,arelargelyreducedduetonewlyimposedgovernmentsanctiononcuttingtreesHighLowStrongWeakSource:A.T.Kearneyfieldinterviewsandanalys

56、isHubei, Yangtze River Region3Exportsarelow-valueproductsincludingtobacco,cotton,chemicalsandsteelmaterialsManyimportsarematerialforJVs(e.g.CitreonandDongfengCummins),ofwhichdecisionsareusuallymadeoverseasMarketisveryfragmentedandshippersgenerallyhavesmallscale/volumeNowarehouses/pilingcenterswithmo

57、derncontainerhandlingcapacityandadvancedITstructureareavailable,canbeapotentialdevelopmentarea38Point/FinalVersion/LogisticsIndustryOutlook-final/24Growth in the logistics services industry in China will mainly be driven by continued macro economic growth and increased propensity to outsource logist

58、icsGrowth DriverImplicationTheChineseeconomyisexpectedtogrowatCAGR7%overthenextfiveyears.IncreasedinternationalanddomestictradewilldrivedemandforlogisticsservicesPublicpolicyandspendingsupportsimprovementsinChinaslogisticsinfrastructure,providingopportunitiesforfurtherexpansionoflogisticsserviceprov

59、iders.Capableforeignserviceprovidersarelimitedinbusinessscopebyregulation,andtheirfullentryafterWTOwilldrivetheindustrytowardinternationalbestpracticesThereisincreasinginterestamongChina-basedenterprisesinoutsourcingforlogisticsservices.OverseasbusinessesareextendingtheirsupplychainsdeeperintoChinaT

60、hefastgrowingmarketinonlineB2BtransactionsprovidesanadditionalmarketsegmentforlogisticsservicesFavorable Growth Outlook forthe China Logistics Services IndustryFavorable Macro Economic OutlookPublic Policy and SpendingIncreasing Interest in Outsourcing for Logistics NeedsGrowing IT and E-Business123

61、4Source:A.T.KearneyAnalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/25The Chinese economy is expected to grow at CAGR 7% over the next five yearsSource:Chinainfobank,A.T.KearneyAnalysisProjection of Chinas GDP Growth and Structure (RMB, Bn)nContinuousgrowthinGDPindicatesarobustandfastgrowi

62、ngmacroeconomy,providingopportunitiesforsophisticatedlogisticsserviceprovidersnTheeconomicstructurewillbecontinuouslyoptimizedandupgradedLogisticsisdirectlycorrelatedwiththemanufacturingindustry,thereforegrowthofsecondaryindustrieswillleadtothegrowthoflogisticsservicesImprovedservicesindustrieswilla

63、lsohaveapositiveimpactonthelogisticssectorImprovedsupportiveservicessuchaslegal,accounting,etc.ImprovedtelecommunicationcapabilitiesRemarksSecondary: 7%Tertiary: 9%CAGR (01-06)Total: 7%Primary: 3%13,3679,560Favorable Macro Economic Outlook18Point/FinalVersion/LogisticsIndustryOutlook-final/26Demand

64、for logistics services comes from both international and domestic tradeSource:HongKongTradeDevelopmentCouncilResearch;ChinainfobankDemand for Logistics ServicesMore International TradeMore Domestic TradenInternational tradeInternationaltradehassustainedtheglobaleconomicfluctuationandkeptfastgrowingi

65、nthepast5yearsItisprojectedtogrowataCAGRof7.5%,withtotaltradevaluereachingUS$680Bnin2005nExports Expectedtorisebyanadditional2.4%peryearoverthefirstfiveyearsofWTOentryShareasworldexportsisprojectedtorisefromcurrent3.5%to7.3%in2005nImportsProjectedriseofUS$21.3BnafterWTOProjectedannualgrowthratewillb

66、emarginallyfasterthanexportnDomestic TradeCAGRofretailsalesofconsumergoodsinthe“Ninth5Year”was11%PositiveoutlookduetocontinuouslygrowingpurchasingpowernDevelopment of chain storesSalesrevenueofchainstorecorporationshasexperiencedoubledigitrisefrom1997Multinationalchainstoreshavebeenaggressivelyimpro

67、vingtheirpresenceinChinamarketnInter-city tradeCurrentlymorethan50%oftheforeignindustrialandretailfirmsdistributedtheirproductsinmorethan50citiesInter-citytradewillbefrequentafterWTOFavorable Macro Economic Outlook18Point/FinalVersion/LogisticsIndustryOutlook-final/27The State Economic and Trade Com

68、mission has established a master plan for developing logistics services in ChinaState Economic and Trade Commission Logistics Industry Trade Plan30 Pilot CentersInter-regional NetworksSupply Chain SystemsSelectsuitableenterprisesinvariouskeycitiestoestablish30pilotlogisticsanddistributioncenters10 N

69、ational EnterprisesAbout10specializedkeyenterpriseswithnationallogisticsanddistributionnetworkswillbedevelopedRealignassetstoforminter-regional,inter-sectorandinter-ownershiplogisticsanddistributionnetworksEffortswillbemadetoexplorethepossibilityofusing3PLanddistributionenterprisestobuildsupplychain

70、systems,andtobringfacilitiesandservicesoflogisticscompaniesclosertoadvancedinternationalstandardsPublic Policy and Spending28Point/FinalVersion/LogisticsIndustryOutlook-final/28A wide array of government supported logistics infrastructure development programs are under way across ChinaSource:Chinain

71、fobankExamples of Government Initiatives to Improve Logistics InfrastructureAnumberofnationallogisticscentersareunderconstruction,withreasonablesize,standardizedoperation,andmodernfacilitiesCoastal Large Cities - Logistics CenterInland Areas - Road/RailwayModernthirdpartylogisticsanddistributionbase

72、Itsmainbodywillbelinkedto7railwaysandhundredsofrailwaytransitpointsExpectedtoserveforthedispatchofover90%ofdailynecessitiesinthecityAlsoserveeasternChinaandthewholecountryShanghai Commercial Logistics CenterPublic Policy and Spending2Highwaydensitywillgrowtoabout1650km/10000sq.kminyear2005InvestRMB2

73、70BntoupgraderailwayinfrastructureNewrailways,electricrailways,highways,expresswaysareinphase:8Point/FinalVersion/LogisticsIndustryOutlook-final/29Interviews with SOEs and foreign invested enterprises in China indicate a relatively strong interest in outsourcing logistics servicesSource:A.T.Kearneyf

74、ieldinterviewsandresearchnSOEsusuallyhaveownwarehousesandtruckingdivisions,therefore,theydemandlesswarehousing,transportationandotherrelatedvalue-addedservices.However,infaceofincreasedcompetition,SOEshaveagrowinginterestinoutsourcinglogisticsnForeigninvestedenterpriseshavethehighestrequirementforlo

75、gisticsservicesintermsofrangeandquality.ThesecompaniesareextendingtheirsupplychainsintoChina-replacingmiddlemenwhousedtogetChinaorigincargototheport.MNCswillbelookingforlogisticsservicescompaniesinChinatohelpthemfillthevoidnImport/exportcompanieshavetheleastdemandforlogisticsservicesproviders,becaus

76、emostofthesecompaniesalsoprovidetransportation,customsclearanceservices,etc.Remarks% of Respondents with Interest in Outsourcing Logistics Services (2001)Increasing Interest in Outsourcing for Logistics Needs38Point/FinalVersion/LogisticsIndustryOutlook-final/30China-based companies have a positive

77、attitude towards purchasing advanced logistics services and quality, speed, and price are the most important purchasing criteriaNote:(1)SurveybytheChinaWarehouseAssociation(2000)Attitudesandpreferencesfordistributionof450largeandmedium-sizedenterprises(2)Therespondingenterprisesdealinelectricalhomea

78、ppliances,electronics,foodstuffsandchemicalsfordailyuseSource: Chinainfobank,ChinaWarehouseAssociate,A.T.Kearneyfiledinterviewsandresearch7%22%26%29%44%52%64%75%Looking for distribution servicesPrefer transportation companiesUse general logistics agentsPrefer trunk line servicesLooking for new logis

79、tics agentsHire third party agentsHope that new logistics providers will provide comprehensive logistics servicesLooking for modern logistics companiesInterest in Logistics Services Survey Results (2000)Logistics Services Purchasing Criteria - China0.880.810.790.770.680.910.910.93NetworkDocumentatio

80、nReputationInfo TrackingProfessionalismPriceService SpeedService QualityRelative ImportanceHighAvg. = 0.82Increasing Interest in Outsourcing for Logistics Needs3Low8Point/FinalVersion/LogisticsIndustryOutlook-final/31Online transactions provides an additional source of growth for logistics servicesS

81、ource:ResearchReportofChinaE-BusinessAssociationandNetworkEvaluationCenter,Apl.2001Growth of Online Transaction in China(US$, Bn)B to B(US$, Bn)B to C(US$, Bn) CAGR (00-04)CAGR (00-04)B2B: 53%B2B: 53%B2C: 167%B2C: 167%Growing IT and E-Business4nIndustry-PublicinformationplatformReducingcostandoverla

82、pininvestment,informationsharenCustomers/shippersStandardbarcodingsystem,easierforoutsourcingBetterfacilitiestocommunicatewithserviceproviders,easiertomanageandsupervisenServiceproviders-IntranetCostreductionfromhigherefficiencyBetterservicequality,becauseofinternet/intranetenabledreal-timecargotrac

83、king,etc.Broaderservicerange,e.g.tradeconsultingCurrent Industry Initiatives8Point/FinalVersion/LogisticsIndustryOutlook-final/322. Service Demand8Point/FinalVersion/LogisticsIndustryOutlook-final/33Customers are increasingly demanding high value logistics service solutions, requiring global reach a

84、nd advanced supply chain management capabilitiesService Demand - Global TrendsnTraditionally,costreductionhasbeenthemainreasonforcompaniestooutsourcelogisticsnToday,customersareincreasinglydemandingmoreadvancedservicesandend-to-endsolutionsn“Demand-Pull”logisticsrequiresthelogisticsserviceproviderst

85、obeflexibleandtocontrolalargepartortheentiresupplychainnLeadinglogisticsserviceprovidersaredevelopinglogisticsone-stop-shops-fromrawmaterialsourcingtodeliveryoffinishedgoodsnCustomersareincreasinglyinterestedincontractswithbothfixedandvariablepricingschemes-basedonrisksharingnTheopportunityforrisk-s

86、haringcontractsisconsideredtobegreatestintransportationandinventorymanagementService Demand - China TrendsnIntheChinamarket,logisticsdemandisstillcomposedofbasicservices,suchastransportationandwarehousingnGoingforward,demandforlogisticsservicesinChinawillmainlycomefromTransportation/Distribution,War

87、ehousing/ConsolidationaswellasCustomsBrokerageandForwardingnThequalityoflogisticsservicesofferedinChinaarenotgoodasindicatedbypoorperformanceonon-timedelivery,cargolossanddocumentaccuracynHowever,satisfactionlevelsforlogisticsservicesinChinaarerelativelyhigh,possiblyindicatinglowexpectations8Point/F

88、inalVersion/LogisticsIndustryOutlook-final/34Service Demand - Global Trends8Point/FinalVersion/LogisticsIndustryOutlook-final/35Traditionally, cost reduction has been the main reason for companies to outsource logistics1.Reduce and control operating costs2.Improvecompanyfocus3.Gainaccesstoworld-clas

89、scapabilities4.Freeinternalresourcesforotherpurposes5.Resourcesarenotavailableinternally6.Acceleratereengineeringbenefits7.Functiondifficulttomanage/outofcontrol8.Makecapitalfundsavailable9.Sharerisks10.Cashinfusion15%25%15%10%15%6%8%3%5%4%6%20%28%10%15%10%12%7%10%10%13%Estimated Cost SavingNote:(1)

90、Useof53-footequipment(2)Consolidation,schedulingandmodeselectionSource: CSFBHard Savings (mainly transportation)DynamicconsolidationDedicatedoperationsModeconversionCubeutilization(1)CarrieroptimizationRatemanagementInbound(2)Soft Savings (mainly warehousing)ReverselogisticsLocationstudyInventoryDis

91、tributiondesignsystemAreaTop-ten Reasons Companies Outsource Logistics8Point/FinalVersion/LogisticsIndustryOutlook-final/36Today, customers are increasingly demanding more advanced services and end-to-end solutions, such as supply chain integration733333333475353536666667373808087LaborCostSavingsTra

92、nsportationCostSavingsAccesstoSkillsFreedomtoFocusonCoreCompetenciesCapitalAssetFlexibilityBalanceSheetReliefProjectManagementandStartUpImprovedCustomerServiceInventoryCostReductionAccesstoInformationSystemsSystemsIntegrationCycleTimeReductionGlobal AccessSupply Chain Integration FacilitationSupply

93、Chain Integration ImplementationFreedomFromRegulationOtherPast Service DemandCurrent Service Demand% Respondents3242637453899510010010010074849510010095% RespondentsExpected Future Service Demand% Respondents20339393100536666736666465373666660Source:A.T.Kearney1998LogisticsSurvey8Point/FinalVersion/

94、LogisticsIndustryOutlook-final/37“Demand-Pull” logistics requires the logistics service providers to be flexible and to “control” a large part or the entire supply chainSuppliersManufacturingDemand indirectly drives manufacturing volume through forecastsWarehouseWholesale/Retail“Supply-push” Logisti

95、cs ChainSuppliersB2BExchangeManufacturingDirectDelivery“Demand-pull” Logistics ChainManufacturing driven by actual demandTherateofsupplywassetbythemanufacturerinadvance,basedonexpecteddemandItwastheroleofthelogisticsproviderstoensureajust-in-timesupplyofcomponentsTherateofmanufactureisdeterminedonar

96、eal-timebasisbytherateofdemandWhilethismodelismoreefficient,itrequiresperfectintegrationofalllogisticsoperationswithinoneprocessSource:LehmanBrothers,A.T.KearneyAnalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/38Leading logistics service providers are developing logistics one-stop-shops -

97、from raw material sourcing to delivery of finished goodsRawMaterialsSourcingProductionPlanningFactorySourcingManufacturingControlQualityAssuranceExportDocumentationShippingCustomerOrderPlacementReceiptofFinishedGoodsSource:A.T.KearneyFinancematerialsFinanceproductionArrangepaymentfortransportationFi

98、nancingPurchaserawmaterials:fabricandtrimSelectfactorieswiththerequiredskills,specialtyorcapacitySourcingCoordinateproductiontransportationConsolidateandshipgoodstocustomersPrepareimport/exportdocumentationProvideshipmenttrackingLogistics ServicesArrangeandschedulematerialsdeliveryCreateandmanagepro

99、ductionschedulesEnsurequalityProvidetrackingSupply Chain ManagementFull Service ProvisioningKey Capabilities 8Point/FinalVersion/LogisticsIndustryOutlook-final/39Customers are increasingly interested in contracts with both fixed and variable pricing schemes - based on risk sharingNote:(1)17responden

100、tsSource: A.T.Kearney19983PLsurveyType of Pricing Schemes in Logistics Contracts (1) - GlobalTrend in Pricing SchemesCost-PlusMixture of Fixed/ VariableOthersTransactionPercent ofRespondentsTransaction8Point/FinalVersion/LogisticsIndustryOutlook-final/40The opportunity for risk-sharing contracts is

101、considered to be greatest in transportation and inventory managementMain Hurdles for Risk-sharing ContractsIdentifyingBaseline/BenchmarksEnforcement/Commitment/WillingnessonPartofCustomerSelectingMetricsandMeasuresConcernaboutOut-YearsScopeLimitorExpansionAgreeingonTargetsandWhenTheyAreMetSource:A.T

102、.Kearney19983PLsurveyRisk-sharing OpportunityLargeOpportunityMediumOpportunitySmallOpportunityNoOpinion8Point/FinalVersion/LogisticsIndustryOutlook-final/41Service Demand - China Trends8Point/FinalVersion/LogisticsIndustryOutlook-final/42In the China market, logistics demand is still composed of bas

103、ic services, such as transportation and warehousingNote:(1) SurveybytheChinaWarehouseAssociation(2000and2001)Attitudesandpreferencesfordistributionof450largeandmedium-sizedenterprises(2) Therespondingenterprisesdealinelectricalhomeappliances,electronics,foodstuffsandchemicalsfordailyuseSource: China

104、infobank,ChinaWarehouseAssociateLogistics Services Outsourced by Manufacturers (2000)Logistics Services Outsourced by Distributors (2000)8Point/FinalVersion/LogisticsIndustryOutlook-final/43Going forward, demand for logistics services in China will mainly come from Transportation/Distribution, Wareh

105、ousing/ConsolidationWarehousing/ConsolidationTransportation/DistributionPurchasing/Manufacturing133In-houseTruckcompaniesMORCOSCOChinaPostPortbureausHaier,TCLMaersk,APL,P&OIn-housePurchaseordermanagementVendorscreeningandmanagementTruckContainertowingRailBargeStorageInventorycontrolSorting/LabelingP

106、ackaging/UnpackingConsolidation/DeconsolidationPurchaseordermanagementandvendorscreeningaretheleastdemandedserviceswithlessthan5%intervieweesindicatinginterest.Manufacturersgenerallydontfeelcomfortableallowingoutsideserviceproviderstogetinvolvedinkeydecisionslikepurchasing,sourcing,etc.Railwayislarg

107、elyMORmonopoly,andsomelargecompanieslikeCOSCOandSinotranshaveunittrainswhichhavelowerpricesbetterservicelevelsTruckingmarket,includingcontainertowing,isveryfragmented.Currentsupplyexceedsdemand,resultinginpricecompetitionandthetrendofdecreasingpricesItmightbemorecosteffectivetohavelong-termrelations

108、hipswith2to3truckingcompaniesthantohaveowntrucksTraditionally,largemanufacturershaveownwarehouses,thereforetheydontneedtooutsource.Butthequalityofthosewarehousesisusuallyoutdatedandvalue-addservicesarelimitedWarehouses/CYsatportsareownedandmanagedbyportbureausForlogisticsservicesproviders,lackofmode

109、rnwarehouses/distribution-centersisoneofthebottlenecksIncoastalareas,MaerskandP&OhaveprovidedwarehousingrelatednewvalueaddedservicesforMNCs,esp.footwearcompaniesInterest LevelService ProvidersService TypeRemarksSource:A.T.Kearneyfieldinterviewsandanalysis8Point/FinalVersion/LogisticsIndustryOutlook-

110、final/44 as well as Customs Brokerage and ForwardingD-to-D542PortbureausFreightagentsProfessionalbrokeragehousesCOSCO,PenavicoSinotransMaerskMaerskP&OCOSCOCustomsclearanceanddutypaymentBOLandotherdocumentmanagementSpacebookingwithlinehaulcarrierCargotrackingTradeconsultingDoor-to-doorservicesInteres

111、t LevelService ProvidersService TypeCustoms BrokerageForwardingSource:A.T.KearneyfieldinterviewsandanalysisShippersusuallyoutsourcecustomsclearanceto3rdparty,orliketohavetheserviceprovidersconsulting/supportonthatOntopofthetraditionaldocumentservices,increasingdemandcomesformoreclient-centeredservic

112、e,suchasthedeliveryserviceofBoL,andwithbetterqualityEmergingrequirementformorevalueaddedservicessuchastradeconsultingoncontractterm,L/C(esp.forsmalltomiddlesizedlocalcompanies)anddestinationmarketinformationfeedback(esp.fordemandsensitiveproductssuchasapparel,furniture,etc.)Cargotrackingisoneofthega

113、psbetweenChinesecompaniesandthosegloballeadingcompanieswithGPSDemandfordoor-to-doorservicesandex-works(EXW)termsisincreasing,inordertoreducedamagerateduringtransportation,guaranteequalityofcargo/deliveryservices,andimproveshippersperceptionamongcustomersTheserequirementsareusuallyfromcontractssigned

114、overseas,thereforesaleseffortsshouldcooperatewithgroupHQandoverseascompaniesRemarks8Point/FinalVersion/LogisticsIndustryOutlook-final/45The quality of logistics services offered in China are not good as indicated by poor performance on on-time delivery, cargo loss and document accuracyOn Time Delive

115、ry Ratio (90%)Cargo Loss Ratio(2%)Document Accuracy Ratio(2%)Note:(1)SurveybytheChinaWarehouseAssociation(2000and2001)Attitudesandpreferencesfordistributionof450largeandmedium-sizedenterprises(2)Therespondingenterprisesdealinelectricalhomeappliances,electronics,foodstuffsandchemicalsfordailyuseSourc

116、e: Chinainfobank,ChinaWarehouseAssociate8Point/FinalVersion/LogisticsIndustryOutlook-final/46However, satisfaction levels for logistics services in China are relatively high, possibly indicating low expectationsNote:(1)SurveybytheChinaWarehouseAssociation(2000)Attitudesandpreferencesfordistributiono

117、f450largeandmedium-sizedenterprises(2)Therespondingenterprisesdealinelectricalhomeappliances,electronics,foodstuffsandchemicalsfordailyuseSource: Chinainfobank,ChinaWarehouseAssociateSatisfaction of Logistics Services Indicated by Manufacturers (2000)Satisfaction of Logistics Services Indicated by D

118、istributors (2000)8Point/FinalVersion/LogisticsIndustryOutlook-final/473. Competitive Environment8Point/FinalVersion/LogisticsIndustryOutlook-final/48Increasing demand for global reach and capabilities fuels consolidation as large logistics service providers are positioning themselves for successCom

119、petitive Environment - GlobalnThelogisticsservicesindustryiscomposedofanumberofdifferenttypesofplayersnFourfactorsareshapingthecompetitiveenvironmentinlogisticsservicesanddrivestheacceleratingpaceofconsolidationintheindustry-Economicsofscale,demand-pulllogistics,newcapabilities&globalreach,and“one-s

120、top-shops”nTheimportanceofscalehasbecomeevidentasonlylargeplayerscancapturethehighvalueendofthebusinessthatisemerginginlarge,complexandlong-termcontractsnThus,M&AactivityhassurgeddramaticallyinthelastcoupleofyearsnGoingforward,AsiaislikelytoexperienceincreasedM&Aactivity-especiallyasChinaenterstheWT

121、OnContainershippingcompaniesareaggressivelydevelopinglogisticscapabilitiesandAPL,Maersk,Hapag-LloydandNYKlinehavebuiltseparatebusinessunitstofocusonthemarketforvalue-addedlogisticsservices:Casestudy-MaerskLogisticsstrategyCasestudy-APLLogisticsstrategynGlobalplayersarepositioningthemselvesforsuccess

122、:Casestudy-UPSLogisticsCasestudy-FedExLogisticsCasestudy-C.H.RobinsonnAnewtypeofinternet-basedlogisticsserviceproviderhasrecentlyemergednInternet-basedlogisticsservicescompaniesareofferingamultitudeofvalue-addedservices,e.g.automatedtrackingandtracing8Point/FinalVersion/LogisticsIndustryOutlook-fina

123、l/49Increasing demand for global reach and capabilities fuels consolidation as large logistics service providers are positioning themselves for success (contd)8Point/FinalVersion/LogisticsIndustryOutlook-final/50Competitive Environment - Global 8Point/FinalVersion/LogisticsIndustryOutlook-final/51Th

124、e logistics services industry is composed of a number of different types of playersSupply Chain Mgmt.Sales Function - Freight AgglomerationAsset OperationAsset ProvisioningFreight ForwardersShipping LinesTerminal operatorsPort, Ship Container lessorLogistics Service ProvidersLogistics Services Provi

125、sioningTypes of Service/ProviderSource:A.T.KearneyAbility to DifferentiateAsset BaseCoreExtensionRegular ActivitiesIntegrators8Point/FinalVersion/LogisticsIndustryOutlook-final/52Four factors are shaping the competitive environment in logistics services and driving the accelerating pace of consolida

126、tion in the industryScaleScale is the key to capture high-value market segmentsSource:LehmanBrothers,A.T.KearneyAnalysisCompetitive EnvironmentNew Capabilities & Global ReachIndustry-specific skills and geographic coverage are increasingly important capabilities“Demand-pull” logisticsThe move away f

127、rom supply-push to demand-pull logistics increases the need for integrated logistics companies“One-Stop-Shops”Customers drive to focus on a limited number of core logistics service suppliers12348Point/FinalVersion/LogisticsIndustryOutlook-final/53Drivers - Scale and “Demand-Pull” logistics“Demand-Pu

128、ll” LogisticsnThemovefromsupply-pushtodemand-pulllogisticsstrategiesincreasestheneedforintegratedlogisticscompaniesthatprovidecompletesupplychaincoverageandadvancedinformationsystemstolinkallcomponentsofthechainSource:LehmanBrothers,A.T.KearneyAnalysisScalenTheimportanceofscalehasbecomeevidentasonly

129、largeplayerscancapturethehigh-valuemarketsegmentthatisincreasinglylarge,complexandlong-temcontractbasednThesurgingM&Aactivityhasbeenanevidenceofleadingplayersareseekingscale128Point/FinalVersion/LogisticsIndustryOutlook-final/54Drivers - New Capabilities and “One-Stop-Shops”“One-Stop-Shops”nShippers

130、eekingtoobtainasupplychainadvantagethroughthecloseintegrationofalllogisticsoperationsareincreasinglyawardingexclusivecontractstointegrated,multi-functionallogisticsserviceprovidersformajorsegmentsoftheirsupplychain(e.g.inboundautopartstoanassemblyplant)-theobjectiveistoreducecoststhroughoutthesupply

131、chain,moveinventoryfasterandcontrolitbetter,andtoobtaintransparencyacrossallelementsonthesupplychainnSuchshippersaredeveloping“coresupplier”strategieswithalimitednumberofhand-pickedtransportationandlogisticsserviceproviderswhohavewontheconfidenceoftheshipperstobetruestrategicpartners,workingwiththes

132、hippersonprogramstoachievefurthergainsinlogisticsefficiencynShippersarealsocoordinatingtheirsupplychainstrategieswithotherkeysuppliersofmaterialsandservices(andevenwithcompetitors)wheresignificantefficiencygainsmaybemadeSource:MerrillLynch,A.T.KearneyAnalysisNew Capabilities & Global ReachnIndustry-

133、specificorgeographiccoverageallowlogisticscompaniestodevelopsuperiorbusinessefficienciesandsystemscapabilitiesnShipperslookingforasupplychainadvantageareincreasinglyfocusingontighteningtheinterfacebetweendifferentlogisticsstepstopreventthelossofsupply-chainefficienciesincaseswheredifferentoperatorsi

134、nteractpoorlyduetolackofcommunicationanddifferentcommercialprioritiesnThistrendisparticularlymarkedwhereshippersaimtoreduceinventorylevelsbymovingawayfromtraditionalsupply-chainmodelstowardsademand-pullmodelnLogisticsserviceprovidersaredevelopingthecapabilitiestomeettheseneedsthroughbothinternalinit

135、iativesandM&AnSeveralmajorinternationallogisticsserviceprovidershaveacquiredoperationsinothercountriesinordertobuildaninternationalcapabilitytomeetcustomerrequirementsforglobalservicecoverage348Point/FinalVersion/LogisticsIndustryOutlook-final/55The importance of scale has become evident as only lar

136、ge players can capture the high value end of the business that is emerging in large, complex and long-term contractsSource:CompanywebsitesExamples of Logistics Outsourcing Contracts 20002001DateProvidingstorage,warehousemanagement,pickandpackandUKandEiredistributionservicesforBoehringerIngleheimspro

137、ductportfolioUS$20MnExelDirectBoehringerIngleheimManagingtheinboundtransportationformorethan1,500suppliersinto26GMPowertrainengine,transmissionandcomponentplants,primarilyinN.AmericaN/AFedExGeneralMotorsExelwilloperateSainsburysnewRegionalDistributionCentreatEmersonsGreen,BristolProvidinginternation

138、altransportationandlogisticsservicesManagingthemajorityofthemilitarysoutboundfreightshipmentsfrominstallationsinAlabama,FloridaandGeorgiaWarehousingserviceinMechanicsburg,PennsylvaniaAsupply-chainmanagementprogrambetweentheUnitedStatesandtheUnitedKingdomDeliveringonlinefulfillmentandphysicaldistribu

139、tionservicesServicesN/AExelDirectSainsburysN/AEGLEagleGlobalLogisticsNokiaUS$33MnEGLEagleGlobalLogisticsMilitaryTrafficManagementCommandN/ADSCLogisticsNabiscoFoodGroupN/ADanzasAEIBodyShopInc.N/ADanzasAEIStudioDirectSize (US$ Mn)Logistics Service ProviderCompanyTransportingessentialconsignmentsbetwee

140、nsixproductionplantsandresellers,dealers,wholesalersandconsumersthroughoutEuropeResponsiblefortime-specificdeliveriestoover4,000dealershipsfromfivecentrallocationsN/ATNTLogisticsMotorolaN/ATNTLogisticsGeneralMotorsPharmaceuticalAutoGroceryretailTelecomGovernmentFoodHealthcareE-commerceIndustryTeleco

141、mAutoJun.2001Since1995May.2001Jun.2000Apr.2001Jan.2001Oct.2000Mar.2001Oct.2000Oct.20008Point/FinalVersion/LogisticsIndustryOutlook-final/56Source:CompanywebsitesWarehousingmanagement,distribution,inventorydeploymentofsuppliesandpartsandtransportationforthedeliveryoffinishedproductstomarketN/ARyderSy

142、stemInc.OfficeEquipmentXeroxCorporationApr.2000Manageandoperatetruckload,rail,dedicatedfleetandsubstituteserviceoperationsfor31Wal-MartCenterpointdistributioncentersnationwideUS$100MnannuallyJ.B.HuntRetailWal-MartStoresApr.2000ImplementatransportationmanagementprogramforitsElectronicSensorsandSystem

143、sSector(ES3)andIntegratedSystemsSector(ISS)N/ARyderSystemInc.ElectronicsNorthropGrummanCorporationFeb.2001Manageinbound,outboundandthird-partyshipmentsdomesticallyandinternationallythroughoutNorthAmericaandEuropeN/ARyderSystemInc.AutoArvinMeritorMay.2001ManageSlimoFastssoledistributioncenterintheU.S

144、.ManageallaspectsofHomeLifessupplychain-includingsupplychaindesign,informationsystemsdesignandintegration,transportation,warehousing,homedeliveryandreverselogisticsManageandoperateprivatefleetoperationsatelevenseparateNorthAmericanlocationsServicesN/AMenloLogisticsFoodSlimoFastFoodsFeb.2001N/AMenloL

145、ogisticsHomefurnishingHomelifeAug.2000N/AJ.B.HuntPlasticsM.A.HannaCompanyFeb.2000Logistics Service ProviderIndustryCompanyDateSize (US$ Mn)ManagingglobalsupplychainUS$150MnUPSLogisticsSemiconductorNationalSemiconductorAug.2000StreamlineSEMCOsinternationaltransportationandglobalsupplychainN/AUPSLogis

146、ticsElectronicsSamsungElectro-MechanicsCo.Nov.2000The importance of scale has become evident as only large players can capture the high value end of the business that is emerging in large, complex and long-term contracts (contd)Examples of Logistics Outsourcing Contracts 2000 20018Point/FinalVersion

147、/LogisticsIndustryOutlook-final/57Thus, M&A activities surged in the last couple of yearsGoing forward, Asia is likely to experience increased M&A activity, especially as China enters the WTOSource:MerrillLynch,A.T.Kearneyanalysis227ProvidingtruckbrokerandintermodalmarketingservicesMarkVIIOceanGroup

148、plcJul27,991,140LeadingU.S.freightforwarderAirExpressInc.DeutschePost/DanzasNov04,99136InformationtechnologyBased3rdPartyLogisticsProviderAmericanBackhaulers,IncC.H.RobinsonWorldwide,IncNov18,99N.A.AirfreightforwarderinChileCargoLimitadaEagleUSAAirfreight,IncDec16,996503PLwithspecialtyinAutomotiveCu

149、stomizedTransport,IncTNTPostGroupJul03,00934TruckingservicesproviderAmericanFreightwaysCorpFedExCorpNov13,00600OneoftheworldslargestfreightforwardingcompaniesSembcorpLogisticsKuehne&NagelNov28,00382TruckloadmotorcarrierinNorthAmericaSwiftTransportationM.S.CarriersDec12,00450Leadingfreightforwarding,

150、custombrokerageandlogisticscompanyFritzUPSJan10,01Equity Purchasing Price (US$ Mn)Target/AcquirerDate AnnouncedBusiness of Target8Point/FinalVersion/LogisticsIndustryOutlook-final/58Container shipping companies are aggressively developing logistics capabilities and .321134353555Consolidation11111121

151、1535Sourcing121111214545Forecasting inventory121124411455Supply-Chain Consulting323333433454Intermodal333334454555Document Handling1113K-Line2234COSCO1113CP Ships1112Evergreen3332Yang Ming5333OOCL3454MOL5553Hapag-Lloyd4224P&O Nedlloyd (1)5554NYK5555NOL/APL5554MaerskTrackingDistributionWarehousingGlo

152、bal PresenceNote:(1)DoesnotincludelogisticsservicesofP&OGroupthatarenotwellcoordinatedorintegratedwithP&ONedlloydSource:A.T.KearneyShippingCompanyLogisticsCapabilities8Point/FinalVersion/LogisticsIndustryOutlook-final/59 APL, Maersk, Hapag-Lloyd and NYK Line have built separate business units to foc

153、us on the market for value-added logistics servicesWorldwide Revenues from Carriers Logistics Business Units(US$, Mn)1999200019992000199920001999200018%-10%157%29%(1)APLHapag-LloydMaersk-SealandNYKNote: (1)MaerskLogisticsisnewintegratedcompanyofSeaLandLogisticsandMercantile,therevenuein1999isonlyMer

154、cantile.Source:Hapag-LloydAnnualReports;NYKwebsite;CSFBreportonNOL/APL;A.T.KearneyAnalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/60Case Study - Maersk Logistics Strategy is providing comprehensive “all-time, all-space, and all-mode” solutions to attract customersVisionStrategic Initiativ

155、esCore CompetenciesBusinessMaersk Logistics“Bythoroughlyplanningandexecutingsuitablecostreducinglogisticssolutions,wesecureourclientsanimportantcompetitiveedge.”Logisticsbusinesstotallyindependentfromshippinglines,mainbusinessesnotfromshippinglinesAggressivelybuildingairfreightunittobecomeall-modeon

156、e-stopproviderforitscustomersIntroducedadvancedITsystemssuchasINTRA,M*Power,toenablesophisticatedcustomertrackingofordersandgoodsStrongreputationinshippingleveragedtologisticsbusiness,ensuringcustomersreliabilityinservicequalityandtimingMajorservicesdividedintosupplychainmanagement,airfreight,wareho

157、using,consolidation,documentation,bar-codingandEDIMaerskLogisticshavingUS$10Mninrevenuein2000,12%ofthatofMaerskGroupMainclientsincludingTarget,Walmart,Footstar,allwithlong-termcontractsGlobalpresenceandlocalknowledgewithabout200salesofficesinover70countriesaroundtheworld,enablingMaerskto“pinpointthe

158、whereaboutsandstatusofimportantcargoenroute”withlocalrepresentativesAdvancedsystemofwarehouses/distributioncenters,195worldwideand72inAsiaSource:A.T.Kearney8Point/FinalVersion/LogisticsIndustryOutlook-final/61Case Study - APL Logistics Strategy is focusing on IT capability and selected industries wi

159、th aggressive development of logistics operating terminals worldwideSource:A.T.KearneyVisionStrategic InitiativesCore CompetenciesBusiness APL LogisticsAPLLogisticsisdedicatedtoprovidingcomplexinformationsolutionsbyenhancingsupply-chainvisibilityandintroducingnewproductsandservicesthathelpcustomersr

160、untheirbusinessesmoreefficiently.Focusingoncustomerintimacy,aggressiveapplicationofInternettechnology,absolutecommitmenttoinvestmentandserviceexpansionsFocusingonretail,automotiveandindustrialclientsaroundtheworldRemainedindependentwithlessthan50%ofoutsourcedseatransportationneedscarriedviaAPLvessel

161、sAcquiredGATXLogisticstoplugthebiggapinthewarehousemanagementanddistributioncapabilitiesinNorthAmericaManagedtoleverageoncustomerrelationshipbuiltthroughfreightforwardingExperiencedmanagementwithquick,innovativeandaggressivemarketingstrategyandkeenvisionintofuturecustomerneedsServicesdividedinto4gro

162、ups:consolidation,intermodalmanagement,contractlogisticsconsultingandautomotivelogisticsFY2000revenueUS$479Mn,roughly10%oftotalAPLrevenueMainclientsincludingSears,ColgatePalmolive,Kellogg,Rolls&Royce,HoneywellGlobalpresencewithofficesin55countriesaroundtheworldStrongwarehousinganddistributioncapacit

163、ywith115warehousesinNorthAmerica,LatinAmerica,Europe,SoutheastAsiaandChina8Point/FinalVersion/LogisticsIndustryOutlook-final/62Case Study - UPS Logistics Strategy is leveraging a well recognized parcel services and strong financial position to develop comprehensive global supply chain solutionsUPSLo

164、gisticsGroupseekstobeaproviderof“comprehensiveglobalsupplychainsolutions”Offeringafullportfoliooflogisticsservicesonaglobalorregionallevel,includinglogisticsdesignandreengineering,managementexpertise,andleadingedgeinformationsystemsRecentlyacquiredFritz.,aglobalfreightforwarding,customsbrokerageandl

165、ogisticscompany,LivingstonandFirstInternationalBancorp,aleadingprovideroftradefinancingDevelopedabilitythroughUPSCapitaltoenablebusinessestolinktheircashflowsmanagementStrongglobalnetwork,reachingalmostallmajorcities,esp.withinUSBrandimageofbeingfastandreliableestablishedfromparcelservicesUPSFY2000t

166、otalrevenuereachedUS$29.7Bn,logisticsrevenueaccountedforlessthan5%ofitstotalrevenueContinuouslyhelpingGMNorthAmericatomanageitsinboundtransportationfrommorethan1,500suppliersinto26GMplants(HonoredasSupplieroftheYear)StrongfinancialpositionwithlargerevenueandrecentstockofferingsVisionStrategic Initia

167、tivesCore CompetenciesBusiness UPS Logistics Source:A.T.Kearney8Point/FinalVersion/LogisticsIndustryOutlook-final/63Case Study - FedEx Logistics Strategy is building an integrated transportation, information and logistics solution on strong global network, control of air freight and key customer rel

168、ationshipsSource:A.T.KearneyVisionStrategic InitiativesCore CompetenciesBusinessFedEx Logistics FedExseekstoprovide“integratedtransportation,information,andlogisticssolutionsthroughapowerfulfamilyofcompaniesthatoperateindependentlyyetcompetecollectively”CombiningAmericanFreightwayswithVikingFreightt

169、ocreateFedExFreight,expandingitsscopeofLTLservicesinNorthAmericaCreatingFedExCorporateServicestoprovidecustomerswithasinglepointofaccesstothefullrangeofservicesCreatingFedExTradeNetworkstooffercustomsbrokerageandtradefacilitationsolutionsforglobalcustomersAcquiredTowerGroupInternational,aleadingcust

170、omsbrokerandWorldTariff,apremiersourceofcustomsdutyandtaxinformationKeycustomerrelationshipandcontrolofairlineresourcesStrongglobalnetwork,reachingalmostallmajorcities,esp.withinUSBrandimageestablishedfromparcelservicesofbeingfastandreliableFortheyearendingMay31,2000,FedEXFreightrevenuereachedUS$835

171、Mn,whichisabout4%ofFedEXstotalrevenue.However,FedEXFreightrevenueisprojectedtogrow150%in2002ContractedwithFordinNorthAmericatoreduceitsdeliverytimefromplantstodealersandcustomersAgreementwithCompaqNorthAmericatomanageitsservicepartsnetworkThree-yearagreementwithSprinttooperateandmanageitsNationalRet

172、urnsProcessingCenter(USA)8Point/FinalVersion/LogisticsIndustryOutlook-final/64Case Study - C.H. Robinson Logistics Strategy is seeking ways to reposition itself and its 14,000 motor-carrier fleetSource:A.T.KearneyVisionStrategic InitiativesCore CompetenciesBusinessC.H. RobinsonRepositionasfullservic

173、elogisticsproviderConvertingfromtraditionalcarrierstomodernfullservicelogisticsproviderServicesincludesourcing,logisticsandinformationsystemsAddingmorecapabilitiestomeetneedsincludingintruck,air,ocean,intermodal,customsclearanceContracttruckingwith14,000motorcarriersoncontractExtensivecustomerbasewi

174、thover8,600customersestablishedincommoditytradingKnowledgeincommoditytradingFullyintegratedintofoodsupplychainExtended“highend”experienceacrossindustriesandservicesUS$1.79Bninrevenueswith1,900employeesRapidtoplinegrowthofover15%Officesin38statesand10foreigncountries8Point/FinalVersion/LogisticsIndus

175、tryOutlook-final/65A new type of internet-based logistics service provider has recently emergedTTMSource:A.T.KearneyInternet-Based Market PlacesProvidingshipperswithlogisticsworkflowmanagementtoolssuchasordertracking,payment,billing,etc.CompanyStrategic FocusRoleExampleWeb-Based Logistics Management

176、 SolutionsSupply-Chain Integration SolutionsProvidingthearchitectureandintegrationengineswhichenableinter-enterpriseintegrationandempowermarketplacesProvidinginternet-basedtransportationexchange/auctionservicesResultClear failure as a strategy - carrierstypically refused tocooperate in their own dis

177、intermediation. Virtually all exchanges have either closed down or moved to another strategyOutcome remains unclear - question remains of whether companies can achieve enough critical mass in customer support to be viableOutcome remains unclear - critical mass also an issue in the face of challenges

178、 from SAP, Oracle, etc.8Point/FinalVersion/LogisticsIndustryOutlook-final/66Internet-based logistics services companies are offering a multitude of value-added services, e.g. automated tracking and tracingSource:Surveytomorethan70e-logisticscompaniesmadebyCSFBExisting/Planned Logistics Services by E

179、-Logistics CompaniesActasathird-partytrackingandtracingagentbasedonthedataaggregatedfromvarioustransportationprovidersAforumforwhichthepurchaseofindustry-relatedgoodscouldbenegotiatedClassifythelegalitiesandcostbehindthemovementofproductsbetweencountriesaroundtheworldAforumforwhichthetransportationc

180、omponentoflogisticscanbenegotiatedamongvariouspartiesAB2Cserviceofferedtomanufacturersandretailersinwhiche-logisticscompanyprovidestargetedmarketingservicesOptimizeafleetofassetsgiventheiracceleratedvisibilityintothedemandsideofthesupplychainProvidebasetariffratesforgivenmovementsanddifferentservice

181、criteriaAstheauction/exchangefeaturegainsmarketpenetrationwithshippersandcarriers,ane-logisticscompanywillbeabletodesignatefreightmovementstocarriersAstrackingandtracingtechnologydevelops,e-logisticscompanieswillhavethecapabilitytoproactivelywarntheircustomersofcertainpotentialservicefailuresHandlet

182、heflowoffundsbetweeneachpartyThestorageofsupplychaindatarelatedtoindividualcarrierperformanceandbroaderindustry-widemetricsUtilizetheflowofinformationthatpassesthroughtheirsystemstoautomatethedocumentationprocessPhysicalwarehousinganddistributionofproductspurchasedfromanonlineretailerBrief descripti

183、onDemand LevelAutomated tracking and tracingPurchasing portalInternational landed costsFreight exchange/auctione-MarketingLane optimizationIndividual lane price quotesAutomated bookingService Failure NotificationAutomated billingData miningDocumentatione-FulfillmentService8Point/FinalVersion/Logisti

184、csIndustryOutlook-final/67Competitive Environment - China8Point/FinalVersion/LogisticsIndustryOutlook-final/68In China, the transportation and forwarding sectors are dominated by domestic, mainly state-owned, companiesRoad & Sea Freight TransportationTherearesignificantpresencesofSOEsSinotrans&COSCO

185、 Air-freightMarketiscontrolledbyfirmssetupbyCivilAviationAdministrationofChina,butCOSCOenteredthemarketin1995 Inland ForwardingHandledbydomesticfreightforwarderswhoareusuallysub-contractedbytheinternationalfreightforwarders RailwaysRailfreighttransportationisgovernedbytheMinistryofRailway(MoR).COSCO

186、workswithMoRoccasionallyonco-operationbasis TruckingMosttruckingcompaniesinvolvedininlandtransportationaredomestic.FreighttransportbetweenHKandChinaareeitherChinesestate-ownedorSino-HKJVs Customs BrokeragesAspartofamovetorestructuretheindustry,theCustomsGeneralAdministrationstoppedapprovingcustomsbr

187、okerageslicensein1998Domestic CompanyDominationSource:A.T.KearneyAnalysisStopped approving customs brokerage license, not only to foreign firms 8Point/FinalVersion/LogisticsIndustryOutlook-final/69Six types of service providers are competing transportation companies, national postal operator, manufa

188、cturing enterprises, domestic logistics companies, and foreign logistics companies and emerging e-commerce providersTypeTraditional Transportation CompaniesNational Postal OperatorManufacturing EnterprisesForeign Logistics CompaniesDomestic Logistics CompaniesStrategic AdvantagesOwninglogisticsresou

189、rces,suchaswarehousesandvehiclesEstablishedcountrywidedistributionnetworkReadyaccesstobusiness-internalGlobalnetworkcoverageandscaleeconomyRecognizedbrandname,broaderserviceofferingandbetterservicequalityStrongresourceintegrationcapabilitiesFinancialsupportforlongterminvestmentLessbusinessknow-howof

190、localmarketLackofinlandnetworkandresourceaccessibilitiesLessrelationshipswithlocalcustomersCertainrestrictionsfromregulationsCustomerbasefromlong-termtransportcustomersBetterresourceaccessibilityduetostrongrelationshipwithportbureau,customs,andgovernmentbureausBroadnetworkalloverChina,withunitrains,

191、warehousesandvehiclesPrivilegedpositionasgovernmentplayerAlreadyestablishcooperationwithhighprofileclientslikeDell,IBM,HP,Haire,etc.StrongabilityinintegratingresourcesGoodinternalmanagementandwillingnesstoinvestinhumanresourceandITsystemExamplesCOSCOSinotransChinaPostHaier;TCLMaerskLogistics;APLLogi

192、sticsPGLSource:A.T.KearneyAnalysisStrategic DisadvantagesInsufficientunderstandingandlimitedserviceofferingLowerservicequalityduetolackofexperiencedlogisticsexpertsandITplatformLackofoverseasnetworkLowerservicequalityduetolackofexperiencedlogisticsexpertsandITplatformRelativelypoorinternalmanagement

193、CanhardlyachieveeconomiesofscaleMoveawayfromcorebusiness/competenceLowerservicequalityduetolackofexperiencedlogisticsexpertsandITplatformLackofstronggovernment/regulationsupportLackofownlogisticsresources/facilitiesCanhardlyachieveeconomyofscaleE-commerce ProvidersOnlineserviceprovisionbackedbyricho

194、fflineresourcesofthememberallianceThebestapproachtoreducetheinformationasymmetryandtospeeduptheinformationexchangeYettoidentifythebestpositioninginChinalogisticlandscapeYettoenhancethemanagementandITcapabilitytotrulyaddvaluethroughenablingintegratede-logisticsservices56NET.com8Point/FinalVersion/Log

195、isticsIndustryOutlook-final/70Currently, foreign companies have limited presence outside Chinas Free Trade Zones. This is largely due to current restrictions on foreign participationThere are 444 Sino-foreign JVs in the form of headquarters, branches and subsidiaries. However, many of them are in th

196、e Free Trade ZonesPacificEastAsiaCargoAirlineshasenteredatie-upwitharegionalairlineDHL-SinotransInternationalAirCourierLtdoperatesinbigcitiesEvergreen,Maersk,OOCLAfewcustomsbrokeragehouseshavesetupelectronicsystemswithCustomsGeneralAdministrationandbanksintheFreeTradeZonesForeignJVhassetupwarehousin

197、gcapacitiesinvariousFTZAPLisengagedinAmericanConsolidationservicesInchcape,throughaJVwithCOSCO,operatesafleetofcontainertrucksservingkeyportsandindustrialcitiesFritzinvestedinalogisticscentersatYantianFTZ,integratingtheconsolidation,warehousingandtruckingfunctionsFederalExpressiscurrentlytheonlydedi

198、catedUScargocarrierflyingtoChinaOOCLisengagedincargosystemsExample of foreign participation4CourierServices5Airline3ShippingLine5CustomsBrokerage2(EncouragedinFTZ)Warehousing4Consolidation4DomesticTrucking2(EncouragedinFTZ)LogisticsCenter4AirfreightForwarder4InternationalFreightForwarderRestrictions

199、 on Foreign ParticipationSector=low=highSource:A.T.KearneyAnalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/71The logistics business of major global service providers is expanding aggressively in China and will represent a significant threat to domestic playersnHasbeeninChinasince1995,offer

200、sawiderangeoflogisticsservicesthroughcentersin13locations,nOpeneditsfirstnationaldistributioncenterinShanghai,asanimportantfirststepinMaersksfullycontrolledpan-ChinadistributionnetworknAPLLogisticsisexpandingonitsstrongAsianbase(e.g.,10logisticscentersinChina)throughmajoracquisitionsoflogisticscompa

201、niesinAmericaandEuropenAPLLogisticswillfocusonChinaandIndia,wherethecompanyismovingtoretailbusinessandlocaldistributionnOOCLoperates4majorlogisticscentersinChinaandisseekingtoleverageCargoSmarttechnologynStartedChinabusinessin1988,firstJVwithSinotransin1996nPlanningtodoubleitsofficesinChinato40inyea

202、r2001andisnowoperating6flightstoChinathisyearnPlantoexpanditsserviceareainChinafromabout200citiescurrentlyto300citiesinthenext5years,plantoopenJVsinShanghaiandShenzhenthisyearnChinabusinessgrewover30%inyear2000MaerskMaerskAPLAPLOOCLOOCLUPSUPSFedexFedexSource:JoCOnline,A.T.KearneyAnalysisCompanyChina

203、 Operations8Point/FinalVersion/LogisticsIndustryOutlook-final/72Case Study - Sinotrans is aspiring to become a national logistics leader by leveraging its established customer base and national reachCurrent StatusFoundedin1950Nationalcoveragewith13businessunits,497rep.offices/branchesand238JVsIntern

204、ationalaccesswith12overseasrep.officesand29JVs/branches.Longtermrelationshipswithmorethan400freightforwarders,shippingagentsandcarriersinmorethan150countries64,000employees,3.32MSq.Mwarehouses,2.38MSq.Mfreightyard,3000trucks,15proprietaryterminals,77unittrainsand2MDWTshippingcapacityNationalITsystem

205、withglobalcargotrackingcapabilityEstablishedJVwithleadingexpressparcelserviceproviderssuchasDHL,UPS,TNTandOCSinmorethan20citiesinChinaMajor InitiativesEstablishedlogisticsdevelopmentdivisioninmid-2000withinitialfocusondevelopinglargeaccounts:Multinationals:InventorymanagementanddistributioninChina.R

206、ecentaccountsincludePhilipsEngineeringprojects:Internationalmultimodaltransfer.RecentaccountsincludetwoleadinghydropowerplantsStrengtheningITsupportingfunctionCurrentlypartneringwithleadingITvendors,suchasCARealigningsales,marketing,operationandfinancialprocessesinregionalbranchesTobecomeanationalle

207、aderinprovidingfull-rangeintegratedlogisticssolutionsbyleveragingitsextensivenationalnetworksandcustomerbaseObjectiveSinotrans - Competitive Strategy8Point/FinalVersion/LogisticsIndustryOutlook-final/73Case Study - China Post is seeking to enter the logistics market by leveraging its brand and exten

208、sive networkCurrent StatusAnunprofitablenationalpostmonopolystrugglingwithdecliningtraditionalbusinessandincreasedcompetitioninhighgrowthbusiness236regionaldispatchbureauswhichcanbecomeregionaldistributioncenters,57,000branches(15,000ofthemarenetworked),41,000vehicles,593trainwagons,3proprietaryairc

209、raftAnationalfinancialtransactionnetwork(“GreenCardNet”)connecting975citiesin30provincesAnationalcallcenterservicecalled”185”andanemerginge-commerceplatformcalled”183”Major InitiativesPositioninglogisticsasamajorbusinesslineforgrowthbyleveragingcurrentnationalcoverageandbrandImprovingitsnationalITba

210、ckboneof“GreenCardNet”Branchesinmoredevelopedareaspositionedaslogisticsintegrators:GuangdongPostispartneringwithLegendone-logisticsGuangdongPosthasacquiredlargeaccountssuchasHaier,PanasonicandP&GRecentlyaddedthreenewdomesticairservicerouteswhilefacinganincreasingpresenceofUPSandFedExEstablishedstrat

211、egicalliancewithChinaSouthernAirlinesfordoor-to-doorservicesNegotiatingwithbanksonpossibleoverseaslistingwithlogisticsasonemajorbusinesslineTomakelogisticsoneofChinaPostskeygrowthareasandatoolforturnaroundObjectiveChina Post - Competitive StrategySource:Companywebsite,ChinaInfoBank,QinghaiSecurities

212、News,CAACJournal8Point/FinalVersion/LogisticsIndustryOutlook-final/74Case Study - Maersk Logistics is investing heavily in China and has established a relatively large presenceCurrent StatusOfficesin14citiesincoastalareas,centralChina(Wuhan&Chengdu)andnorth-eastChina(Shenyang)Warehouseaccessin11citi

213、esinChinaWorkingwithagenciestocoverareasacrossChinaFirstEuropeanlogisticscompanygrantedincorporation(aswhollyownedforeignenterprise)inChinaandobtainedoperatinglicensein1998Major InitiativesInvestingheavilyinPRandgovernmentrelationshipsbyadvocatingChinatraderelations,sponsoringBeijingOlympicbidandcha

214、ritiesetc.Launchingwiderangeofservices,includingIn&outboundsupplychainmanagementExportandimportserviceDistributionWarehousingContractlogisticsForwardingandgroupageAirfreightOfferingspecialservicesincludingQ.I.CBar-coding&labelingGOHcarton&paperpalletShrink-wrapping&slip-sheetingContinuetoexpandlogis

215、ticsservicesofferingthroughoutcoastalandinteriorofChinaMeetandsurpasstheclientsmostcomplexandchallengingrequirementsObjectiveMaersk Logistics - Competitive StrategySource:Variouscompanywebsite,COSCO,A.T.Kearneyfieldsurvey8Point/FinalVersion/LogisticsIndustryOutlook-final/75Case Study - PG Logistics,

216、 a pure domestic logistic integrator, has invested heavily in IT capabilities and provides a range of SCM servicesCurrent StatusFoundedin1994toserveP&GinChinaAprofessionallogisticsintegratorwithheadquarterinGuangzhouand45branches/officesnationwideRevenuein2001isexpectedtobeUS$30Mnwithabove500employe

217、esAwebbasedlogisticsITplatformconnectingallofficesnationwideMorethan50accountscurrently,mostofwhicharemultinationals,e.g.Philips,ElectroluxandBayerMajor InitiativesProvidingarangeofservicesaimingatsupplychainintegrationLogisticsplanningLogisticsmanagement-transportation,warehousing,consolidation/de-

218、consolidationandpackagingetc.Informationmanagement-ITplanning,supportandmanagementHeavilyinvestinginITcapabilitiesIntegratingownprocesswithcustomersprocessesRecentlyinvestingindistributioncenterinSuzhou(50KSq.Mwarehouse)BecomealeadinglogisticsintegratorwithlightassetbaseObjectivePG-Logistics - Compe

219、titive StrategySource:Companywebsites,ChinaInfoBank8Point/FinalVersion/LogisticsIndustryOutlook-final/76Case Study - Haier, a leading domestic consumer goods manufacturer, is leveraging its extensive network and capabilities to grow in logisticsCurrent StatusTheNo.1domesticelectricalapplianceproduce

220、rinChina,foundedin1984Morethan38,000distributionbranchesin160countriesCurrentlyhas42distributioncentersserving1550specialtystoresand9000salesoutletsinChinaMajor InitiativesStartedlogisticsprocessreengineeringin1999,aimingatPurchasefororderGlobalsupplychainstreamliningJITAnewsystemenablingincreasedse

221、rvicelevels:100%onlinebiddingandpurchasingReducedpurchasingleadtimesfrom10daysto3daysSuppliersreducedfrom2,336to9788-hourdeliveryinmajorcities,24-hourregionaldeliveryand4-daynationaldeliveryRecentlyinauguratedastate-of-the-artdistributioncenterZeroinventoryZeroworkingcapitalShortestorder-deliverycyc

222、letimeMakinglogisticscapabilityacorecompetenceObjectiveHaier - Competitive StrategySource:Companywebsites,ChinaInfoBank8Point/FinalVersion/LogisticsIndustryOutlook-final/77Case Study - Domestic Chinese logistics e-commerce companies, such as , are emerging as logistics information platforms Current

223、StatusFirstlogisticswebsiteinChina,foundedinMayof2000by25Chinalogisticscompaniesasacommonlogisticse-commerceplatformBack-upbyextensivephysicallogisticsnetworksofChinaLogisticsEnterpriseAllianceLeveragingtheproprietaryinformationsourcesnationwideMajor InitiativesProvidingreal-timeinformationexchangeo

224、fshipperdemand,shippingcapacityandwarehousingcapacityTargetingtoimproveparticipantsshippingandwarehousingcapacityutilizationby15%byreducinginformationasymmetryandspeedingupinformationexchangeExpandingparticipants3PLcapabilitybyproviding:OnlineconsignmentOnlineprocessvisibilitythroughadvancedtechnolo

225、gy,suchasGPSCustomizedLANservicestothemembersTobecomethemostinfluentialandmostcomprehensivelogisticsinformationplatforminChinaObjectiveSource:Companywebsite,ChinaInfoBank8Point/FinalVersion/LogisticsIndustryOutlook-final/784. Regulatory Environment8Point/FinalVersion/LogisticsIndustryOutlook-final/7

226、9Chinas entry into WTO is expected to have two main implications - (1) the logistics market will grow rapidly, and (2) competitive intensity will dramatically increaseImplication of WTO EntryDetails1. WTO will trigger rapid growth of logistics services2. WTO will increase competitive intensityWTOred

227、ucestradebarriers.ChinesecompanieswillaccessoverseasmarketmucheasilyandMNCscandeveloptheChinamarketPossibledevaluationofRMBwillencouragemoreexportsandmoreforeigndirectinvestments,bothofwhichwillsignificantlyincreasetradevolumeWTOwillreducebarriersforinternationallogisticsproviderstodirectlyentertheC

228、hinamarket.Maersk,P&O,OOCLhavestartedtoaggressivelybuildrelationshipswithlocalshippersAsshippingagenciesaredoingalargeportionoftheirbusinesswithinternationalshippingcompanies,directlocalrelationshipbetweentheinternationalplayersandshipperswillsignificantlyreducetheneedforindependentshippingagenciesi

229、nfixedcontainerliners.Inaddition,currentlythepriceforshippingagencyrelatedservicesisfixedbythegovernmentWTOwillhaverelativelylessimpactonthecargoforwardingbusinessofcurrentplayers.LocalplayersstillhaveadvantagesinrelationshipswithshippersandlocalknowledgeSource:A.T.KearneyAnalysis8Point/FinalVersion

230、/LogisticsIndustryOutlook-final/80As China enters WTO, the competitive environment will change through opening of several market segmentsType of Price Control1. Providing officially deifined freight forwarding services2. Operate own terminals3. Operate own warehousePort areaOutside port4. Operate ow

231、n trucksPort areaOutside port5. Operate own door-to-door B/LPort citiesInland prvovincesMajor Activities by Foreign Freight Forwarders1.Minorityshareallowed2.MinimuminvestmentofUS$1Mn3.Geographiclimitation4.FewJVsareallowedfordomesticfreightforwarding1.Cantakemajorityshareindevelopmentofproprietaryt

232、erminal2.Cantakeminoriyshareincommonports3.NoactualcaseexistinChina1.Portarea-Nolegalframeworkexists.Subjecttonegotiationwithport2.Outsideport-JVCY/CFSexist3.Freignownershipingeneralwarehouseisforbidden1.Portarea-Nolegalframeworkexists.Subjecttonegotiationwithport2.Outsideport-Nolegalframeworkexists

233、.SubjecttoMOCapprovalcasebycase.JVexistsThisservicefallsintotheNVOCCcategory.NVOCCisnotanofficiallydefinedbusinessinChinayet.AregulationtorectifyitslegalstatusandrelevanttermshasbeendraftedbyMOCandisunderreview.DetailsisnotavailableyetMarketpriceMOCstipulatedprice,withflexibilityMarketpriceMarketpri

234、ce1yearafterWTOentry-Majorityshare4YearsafterWTOentry-whollyowned,norestrictionondomesticfreightforwardingThispieceistreatedasMFNexceptionduringWTOnegotiation.ItwillbesubjecttobilateralnegotiationscasebycaseUponWTOentry-minorityownership1yearafterentry-majorityonership3yearsafterWTO-whollyownedUponW

235、TOentry-minorityownership1yearafterentry-majorityonership3yearsafterWTO-whollyownedNowMarket Opening StatusType of Price ControlMarketpriceFurtherlooseningupMarketpriceMarketpriceFuturePotential Market OpeningSource:InterviewwithMOC;A.T.Kearney,WTOresearch8Point/FinalVersion/LogisticsIndustryOutlook

236、-final/815. Information Technology8Point/FinalVersion/LogisticsIndustryOutlook-final/82Strong IT capabilities is becoming a core capability of logistics services providers and is critical to building a logistics services businessnAsthesupplychainbecomesincreasinglydigitised,ITbasedservicesarebecomin

237、gacorecompetencyforanymajorlogisticsservicesprovidernLeadinglogisticsplayershavededicatedextensiveresourcestomakingweb-basedsupplychainsolutionsakeypriority:MaerskhasinvestedheavilyinITthroughitson-linesystem,M*Power,whichenablesintegratedandcustomizedlogisticssolutionsAPLisaleaderinshippingrelatedo

238、n-lineservicesandhasextensiveITcapabilitiestosupplychainmanagementsolutionsDanzashasinvestedinanumberofB2CandB2BsolutionstosupportafullrangeofsupplychainserviceofferingUPShasinvestedinNetCel360,formedanalliancewithNetworkSolutionsanddevelopedasetofon-linetoolstoimprovee-commercecapabilitiesFedExhasc

239、reatedaportal,investedinTradeCompass,andformedallianceswithSAPandKPMGtoboostFedExcapabilitytomanagedigitalsupplychains8Point/FinalVersion/LogisticsIndustryOutlook-final/83As the supply chain becomes increasingly digitised, IT based services are becoming a core competency for any major logistics serv

240、ices providerElectroniccommercesupportingsupplierrelationshipsviaEFTandEDIRealtimevisibilityintoproduction/materialcontrolsystemsforreplenishmentLong-termcontractswithbuilt-injointcostobjectivesForecastingaugmentedbyadvancedsharingofallnecessaryinformationDemandinformationpullsordersthroughoutRealti

241、mevisibilityofproductionscheduleandJITsupplierdeliveryEarlywarningsystemsofproblemsElectronicordertracking,communicationsandinquiryElectronicvisibilityofstocklevelsbylocationTechnologytoolsforcustomerinterfaceCommonsupplychaindatabase“TotalProduct”conceptwithsingleviewofinventorySupplychainpartnersa

242、ctinparallelbasedonsharedinformationConsumerdemandinformationdrivessupplychainCommonunderstandingofsupplychainfact-baseOn-lineordertrackingPricetoolsConsumerWholesalerSuppliersManufacturersRetailerFunds ConduitProduct ConduitInformation ConduitSource:A.T.KearneySelected E-logistics Services8Point/Fi

243、nalVersion/LogisticsIndustryOutlook-final/84Maersk has invested heavily in IT through its on-line system, M*Power, which enables integrated and customized logistics solutionsM*Power WebprovidesfullinformationonthestatusofeachindividualorderM*Power Airfreight enablestrackingofairfreightconsignmentsM*

244、Power SPOT providesallclientswithanon-lineviewtothestatusoftheircargoM*PowerTM Analysisisthereportingtoolforin-depthanalysisofallinformationM*Power Shipper enablestheshippertodoallmaintasksrelatedtoexportingofgoodsToEstablishauniquesuiteofITsystemscalledM*Power designedforon-lineaccesstologisticsdat

245、aandindividuallyadaptedtoeachclientsuniquerequirementsToallowincreasedvisibilityforbothshippersandconsigneesoftheirpurchaseordersandinventoryofgoodsinthesupplychainToofferintegratedE-enabledlogisticssolutionstoclientsSource:Companyreports;A.T.KearneyAnalysis“expanding our clients options to obtain c

246、omplete supply chain visibility, from the time the purchase orders are issued, until the goods have arrived as planned. Depending on the level of sophistication we offer tailor-made solutions, combing one or more M*Power products that suit the requirements of specific clients at any given time”IT In

247、itiativesRationaleObjectiveMaerskCase Study8Point/FinalVersion/LogisticsIndustryOutlook-final/85APL is a leader in shipping related on-line services and has extensive IT capabilities to supply chain management solutionsNetTrac providescustomer-specificITtrackingdowntotheindividualpurchaseofferandSKU

248、levelE-bookingoffersinternet-basedelectronicbookingincludingmaintenanceofaccountDomestic Trackingcapturesinformationaboutthedomesticdistributionofmerchandiseincludingmanagementandcontrolofinventories,trackingandprovidinglogistics,scheduleandwarehousereportsScan & PakWeblinkallowsdownloadingofPOdatao

249、rsendingoffactoryASNdataviatheInternetTobetheindustryleaderinsupply-chainvisibility,andthefirsttosendandreceivePOandASNs(advancedshippingnotice)electronically,aswellastoputaPO/shipmenttrackingapplicationtotheInternetTodevelopaglobalInformationServicesorganizationintegratingthesystemscapabilitywithes

250、tablishedlogisticsexperienceSource:Companyreports;A.T.KearneyAnalysis“APL Logistics is uniquely positioned to leverage its considerable IT capabilities with the extensive infrastructure of the NOL Group Management of all supply-chain elements allows us, as a carrier-neutral service provider, to deli

251、ver one-stop cargo-flow solutions” IT InitiativesRationaleObjectiveAPLCase Study8Point/FinalVersion/LogisticsIndustryOutlook-final/86Danzas has invested in a number of B2C and B2B solutions to support a full range of supply chain servicesInvestmentsinB2Capplications:eVITAprovidingonlinestart-upcompa

252、nieswiththecapabilitytomarketproductsviaasafeset-upenvironmenteCommerceServices(ECS)servingbackendactivitiesascreditcardcertificationThePostBank(underdevelopment)actingasthelargesteTailbankinEuropeInvestmentsinB2Bapplications:Joinedanonlinemarketplaceventure:I2I(industrytoindustry)handlingtransporta

253、tionanddistributionissuesImplementinganintegratedinterfacetoenhancethemoduleSAPR3offeringdirectaccesstoitswarehousingapplicationsystemLaunchedneweCommerceprojecttolinkitsownB2Cservicesandapplicationswiththosecreatedbyitsacquirer,DeutschePostToofferafullrangeofE-bizsolutionstoservebothfrontandbackend

254、softhemarketplacewithlinkagewithsuchtraditionalapplicationsasWMSandtrackandtraceTooffertailoredsolutionstoclientsinB2BsectorandexpandthecompanyscapabilitiesinservingthissectorToprovideaseamlessservicethatcoverstheentiresupplychainToensureallsynergiesbetweenDanzasandDeutschePostbeenexploitedandtherei

255、snoduplicationofeffortsanddevelopmentswithinthelattersvarioustransportanddistributiondivisionsSource:Companyreports;A.T.KearneyAnalysisTo develop the necessary E-enabled operations, services, processes and applications to meet new client demands in the logistics industryIT InitiativesRationaleObject

256、iveDanzasCase Study8Point/FinalVersion/LogisticsIndustryOutlook-final/87UPS has invested in NetCel360, formed an alliance with Network Solutions and developed a set of on-line tools to improve e-commerce capabilitiesFormedstrategicalliancewithNetworkSolutionstotargetdomesticsmallbusinessesInvestedin

257、NetCel360Ltd.,aPan-Asianproviderofe-commerceoutsourcingsolutionsDevelopedsystemsolutionsforhomegrocerydeliveryindustryFormedUPSe-Venturetoserveasinvestmentvehiclefortechnologystart-upsDeveloped,bye-Venture,UPSe-LogisticsasacombinationofERPordermanagementandfinancialsystemsalongwithwarehousemanagemen

258、tanddemandplanningandforecastingsystemCreatedasetofonlinemodules,theUPSOnLineToolsbasedonvarioustransportationandlogisticsrequirementsofclients,somedownloadablefromwebsiteDevelopedmultipleweb-enabledapplicationswithlinkstothecompanysERPsystemandallowingtrackingofeventsacrossthesupplychainToexpandUPS

259、e-businessproductandserviceofferingsTocapturerapidlygrowingB2Be-commercemarketinAsiaTotakeadvantageoffastgrowingconsumerdirecthomedeliveryindustryToidentifyandrapidlydevelopentirelynewbusinessrelatedtosupplychainmanagementande-commerceToofferconfigurabletoolsforcustomerstoadapttotheirindividualneeds

260、TohelpcustomersstreamlinetheirbusinessprocessesandimprovebusinessrelationshipwiththecarrierToexpandcapabilitiesinofferingoptimizedsupplychainmanagementservicesSource:Companyreports;A.T.KearneyAnalysisTo become an E-commerce services company by continually adding on more services through internetIT I

261、nitiativesRationaleObjectiveUPSCase Study8Point/FinalVersion/LogisticsIndustryOutlook-final/88FedEx has created a portal, invested in TradeCompass, and formed alliances with SAP and KPMG to boost its capability to manage digital supply chainsCreatedapowerfulFedExinternetpackageshippingportalonNetsca

262、pesNetcenterInvestedinG-Log,aglobaltransportationmanagementsystemsproviderFormedstrategicalliancewithSAPtodevelopandmarketa“one-stop”portfolioofsupplychainservicesFormedstrategicalliancewithKPMGtodelivercompletesupplychainsolutionstolargeandmid-sizedcompaniesInvestedinTradeCompass,acompanyspecializi

263、ngininternationaltradeinformationToacquirenewcustomersandgeneratenewrevenuesourcesontheinternetToincorporateG-Logsweb-basedsystemintotheFedExsglobalsupplychainsolutionTomeetthegrowingdemandforsingleintegratorfortheentiresupplychainToleverageKPMTssupplychainconsultingande-integrationskills,whichcompl

264、ementsFDXslogisticsserviceexpertiseToaddnewcontentofinternationaltradetoitsinformationserviceportfolioToturnNTEscapabilitytowidercommercialuseSource:Companyreports;A.T.KearneyAnalysis Become an infomediary between a company and its supply chain on a global basisIT InitiativesRationaleObjectiveFedExC

265、ase Study8Point/FinalVersion/LogisticsIndustryOutlook-final/89Appendix8Point/FinalVersion/LogisticsIndustryOutlook-final/90Maersk LogisticsUS$900MnMaerskLogisticsTotal Company RevenuesFY 2000 Logistics RevenuesLogistics Company NameMaersk Logistics offerings include:Oceanfreight,airfreight,warehousi

266、nganddistributionForecastofinventoryandsourcingofrawmaterials.Managefreightpayments,customduties,lettersofcredit.Developed INTRA, a common carrier platform for e-commerce that includes booking, tracking capabilitiesDeveloped a Management Information System called M*Power. ItTrackscargofrompurchaseto

267、distribution.Hasorderupdates,notificationofexceptionsOfferspresetcorrectivemeasurethatareestablishedbetweenMaerskLogisticsandcustomerLinksvendorsatorigintostartthemanagementprocessofthesupplychainMaersk Logistics works with international shippers to reduce the total logistics cycle from production t

268、o deliveryRepresented in 70 countries. Includes the following facilities:6officesinCentralAmerica,thecaribbeanandMexico.13officesinChina3distributioncentersinCalifornia.250,000sqfootfacilityinNorfolk,VA.FacilitiesinSeattleandAtlantaSource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Po

269、int/FinalVersion/LogisticsIndustryOutlook-final/91NOL/APLUS$4,612MnUS$479MnAPLTotal Company RevenuesFY 2000 Logistics RevenuesLogistics Company NameWith the acquisition of GATX became the 12th largest 3PL in the US (measured by revenues) The acquisition added 21 Mn Square feet of distribution space

270、NorthAmerica:19,897,000sqftMexico:145,000sqftCanada:260,000sqftChile:480,000sqftPuertoRico:80,000sqftCostaRica:100,000sqftArgentina:38,000sqft APL Services divided in four groups: Consolidation:groupshipmentstogetherIntermodalmanagementservicesContractlogisticsconsulting:Designedsolutionstoimproveth

271、esupplychainAutomotivelogistics:SpecializedservicesforautomobilecompaniesSupply chain services from end-to-end, starting from sourcing all the way to finished goods distribution Atorigin:delivertowarehouse(oftentheirown).CantakecareofdocumentsofnecessaryConsolidation:Ifitdoesnttakeupafullcontainerth

272、eywillgroupwithothershipmentsTransportation:Bysea,air,intermodalDestination:Warehousing,orderprocessing,orderpicking,transportationOffercustomizedeventandexceptionmanagementsolutions115 warehouses in 55 countries, including North America, Latin America, Europe, South-East Asia and China Client can f

273、ollow product online at the SKU level Less than 50% of APL Logistics outsourced sea transportation needs are carried via APL container shipping vesselsSource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/92NYKUS$10,300MnUS$1,500MnNYKTota

274、l Company RevenuesFY 2000 Logistics RevenuesLogistics Company Name Offers logistics services through 39 companies in 21 countries in Asia, North America, Australia and Europe. Plans to expand to China, Eastern Europe and Latin AmericaEmploys about 5000 for the logistics businesses Has identified log

275、istics as a as a core business Offerings include the following: SupplychainmanagementfromsourcingtofinalsaleMinimizeinventoriesNYKwantstolinkalltransportmodes,includingsea,landandairWarehousingDistributionConsolidationForwarding NYK owns 85 warehouses and distribution centers around the world. The d

276、istribution centers are mostly located in EuropeSource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/93P&OUS$6,397MnPOCL:US$154MnPOTE:US$1,456MnPOTE&POCLTotal Company RevenuesFY 2000 Logistics RevenuesLogistics Company Name2 logistics di

277、vision: P&O Trans European (POTE) and P&O Cold Logistics (POCL) POTE: SectorFocus:Industrial:21%Retail:5%ConsumerElectronics:21%Automotive:25%Petrochemical:25%Other:3%800,000sqfeetofwarehousingandstoragein160locationsintheUKandContinentalEurope1200Trucksand2600trailerunitsHasdedicatedfacilitiesforcl

278、ientssuchasOpel,GM,DowChemicalPOCLAustralianmarketleader(54%)forchilledfooddistributionfacilitiesand6thbiggestworldwideHighlyautomatedConsolidatesshipmentsanddeliversJITtosupermarketsfromdirectdatafeedsManagesstocksandsalesdatabaseAlsohasstrongpresenceinNewZealandandSouthernUS Comment: Noclearstrate

279、gicdirection.Thecompanyisnottryingtodiversifyorgrowitslogisticsactivitysignificantly.DoesnothaveaglobalpresenceSource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/94Hapag-LloydEURO940MnEURO166MnEURO329MnVTG-LehnkeringPrachtFreightForwar

280、dingFrenchAlgecoTotal Company RevenuesFY 2000 Logistics RevenuesLogistics Company Name Logistics is concentrated among three companies: VTG-Lehnkering, Pracht Freight Forwarding, French Algeco VTG-Lehnkering:Ownscustomizedequipmenttotransfershipmentsbyroad,railandwaterways.Specializesinoil,chemicala

281、ndpetrochemicalindustriesPrachtFreightForwarding:Offeringsinclude:ConsolidationWarehousingDistributionAlgeco:Produces,sellsandleasescontainermodules Hapag-Lloyd has transport data automatically fed into its Web site. Hapag-Lloyd has the following online capabilities: CargobookingTrackingPrintingofim

282、portdocumentsSource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/95MOLUS$8,300MnUS$652MnM.OAirSystemCougarHoldingsPTELtd,M.O.LogisticsNetherlandsB.V.HongKongLogisticsTotal Company RevenuesFY 2000 Logistics RevenuesLogistics Company Name

283、MOL has many logistics companies and operations worldwide. It is in the process of consolidating them to better leverage its resources globally. The entity will be know as MOL Logistics Offer forwarding and warehousing services Assists customers in establishing supply chain management systems Has a

284、prominent position in Europe in the distribution of wines and spirits Operates parts center for BMW in Southeast Asia Source:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/96OOCLUS$2,400MnOOCLTotal Company RevenuesFY 2000 Logistics Revenu

285、esLogistics Company Name Cargo System, OOCLs logistics arm, provides specialized supply chain management solutions to its client base. It has 59 offices and is well established in mainland ChinaOOCL developed CargoSmart, an internet portal that has the following capabilities: Booking Tracking Access

286、 to documentation Schedule enquirySource:2000AnnualReports,MSDW,AmericanShipper,A.T.Kearneyanalysis8Point/FinalVersion/LogisticsIndustryOutlook-final/97General comments from COSCO and A.T. Kearney RemarksStudyonpartnershipopportunitiesforLogisticsBUwillbeidentifiedinaseparateworkstreamPleaseprovidea

287、nalysisonpartnering/allianceopportunitiesforlogisticsbusiness,includingpotentialpartneringareas,targets,andfeasibility(considerbothlogisticsandITcompanies)PendingfurtherdiscussiononscopeandprojectprioritiesLogisticsbusinessisproductcenteredbusiness,pleaseprovidestudyonmarketdemand,competitiveenviron

288、mentandtrendsbyproduct:Keyproductgroupsinclude:Auto(CKDandOEM),homeappliance,exhibition,retailgoods,distributioncenter(China),shippingagency,etc.ATK RemarksCOSCO CommentsPendingfurtherdiscussiononscopeandprojectprioritiesIntroductionofITsuppliersforlogisticsbusinessModifiedaccordinglyDetailedcomment

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