4/2009 - Dachser GmbH und Co. KG

EDITION 4/2009
magazine
THE FUTURE OF MOBILITY
Thinking the possible –
creating the future
BRAZIL
Ascent to
Mount Olympus
FOOD LOGISTICS
Foolproof for
full proof
THE WORLD OF INTELLIGENT LOGISTICS

“You need to be able to rely on one another in life!”
When it comes to strength, precision and speed, demands on the team are high. After
winning gold in Salt Lake City in 2002 (4-man) and Turin in 2006 (2-man and 4-man), bob
pilot André Lange and his team are again setting their sights on garnering the top step of the
winner’s podium with a perfect finish at the Olympic Games in Vancouver in February 2010.
02 DACHSER magazine

Forum
04 People & markets:
Motivation: Work with the satisfaction factor
Dachser Academy takes stock
Reaching for the sun with solar logistics
08 Dachser face-to-face: Bernhard Simon
meets Dr Thomas Bach
Network
10 Brazil: A new structure presents good
prospects from Sugar Loaf Mountain
04
14
10
20
Contents
Competence
12 Do-It-Yourself: Modules for a
comprehensive DIY industry solution
13 Dangerous goods: Safety for people,
goods and the environment
19 Air & Sea Logistics: Swiss herbs for the USA
20 Food Logistics: Schnapps from Hamburg
for the world
Cover story
14 The future of mobility
Thinking the possible –
creating the future
23 Competition/
Imprint
Take part
and win in
the Dachser
competition

Forum: People & markets
Flow experience
Everything in flow
The pursuit of happiness is a fluid process. Whatever activity you are absorbed in.
In the early 1970s, American psychologist Mihaly Csikszentmihalyi was the first
to scientifically study the experience of single-minded immersion in a task. “Flow
experience” is what he called the state of uninhibited, full involvement in the
process of an activity, over which – despite a high challenge level – the person has a
sense of personal control.
“A fluid process, in which everything seems to flow from an inner logic,” is how Falko
Rheinberg from the University of Potsdam describes it. The origins lie in biomechanical
processes of the human
brain. In flow, both cerebral hemispheres
are activated and in synchronization.
The perception of a person in flow is
sharpened, exceptionally clear and fully
focused on whatever they are doing.
The Potsdam psychologists have determined
the highest flow values for the
activities “sport and movement”, “playing
a musical instrument” and “sex”.
The lowest flow values, by contrast, were
attributed to the categories “musing/
ennui of depression”, “biding one’s time”
and “passive free-riding”.
Economic forecasts
Confidence is growing
The positive economic signals of the last few months are kindling grow-
04 DACHSER magazine
ing optimism among Europe’s freight forwarders. 59 percent of
the business managers surveyed by Danske Bank for the
“European Freight Forwarding Index” are forecasting a
renewed increase in transport volumes over the
coming months.
Although they are seeing growth in air and
sea freight, the best prospects are in road
haulage, where the barometer rose by 25
points to 78 between July and September
2009 alone. While confidence over the past
months has been highest among German
forwarders, now the mood is also picking up in neighbouring
countries. The most optimism can be felt in the UK, Sweden and the Benelux
countries. Danske Bank concludes: “We can see clear signs that the
economic situation in Europe is getting better.”
MOTIVA

TION
Forum: People & markets
Performance incentives
Not just for the money
“People who are satisfied with their own job performance are the most highly motivated.”
This is the outcome of a recent survey conducted by the Monster career
portal with more than 28,000 jobholders from North America and Europe. A good
45 percent stated their biggest motivating factor is their own drive to perform well.
Significantly fewer rank pay (31 percent), recognition by colleagues and superiors
(19 percent) and prospects for promotion (6 percent) in first place.
In order to analyze the linear relationship between pay and performance, economist
Uri Gneezy from the University of California in San Diego studied children’s eagerness
to work. He divided 80 test subjects, who were given the task to collect donations for
children with cancer, into three groups: the first group was told how important voluntary
work is and received no financial reward. The second group received a moderate reward,
the third group was generously paid. The most richly compensated children performed best.
Those who were offered a small monetary incentive surprisingly did less well than those
who got no compensation at all. Gneezy’s conclusion: “Pay enough or don’t pay at all”.
>>
One of the fundamental values of a
family enterprise is the freedom to work
autonomously and creatively
What do you believe makes people happy?
25
41
Religious belief
Bernhard Simon, spokesman for the Dachser management
47
46
51
51
Money
A hobby
Doing good
59
62
Success
Friends
64
68
A task
Children
Career
74
People
79
Family
89
Partnership
Health
(Germany, 16 years and above,
1200 interviewees, all figures in percent)
© Statista.org 2008
Source: IfD Allensbach
DACHSER magazine 05

Forum: People & markets
Dachser Academy
Practical expertise from the experts
Knowledge is the
greatest asset:
Felix Möhlenbruch,
head of the Dachser
Academy in Cologne,
on initial and advanced
training for future-proof
logistics.
The Dachser Academy opened its doors at
the beginning of this year. What are the key
training elements?
The Academy concentrates on building
Dachser-specific process and systems knowhow
in all corporate divisions. We focus particularly
on the integration of new companies
in Germany and abroad, with the aim to
specifically and intensively familiarize our new
colleagues with Dachser’s workflows and corporate
philosophy.
Lifelong learning is on everyone’s lips.
What is the advantage of an in-house training
academy?
We can convey the learning contents in a
hands-on and targeted manner. We use inhouse
instructors who are active at operational
level. As professionals, they are familiar with
06 DACHSER magazine
day-to-day operations and the problems and
challenges that can arise. The participants benefit
directly from this in their daily work, because
it is easy to translate what they have
learned in the classroom into practice. Furthermore,
the Academy does not target the
market. It is and will remain a purely Dachser
institution.
What target groups is the Academy direct -
ed at?
In principle we are addressing all employees on
all organizational and hierarchy levels. The
offer ranges from introduction courses for
new members of staff, through coaching for
experts, to courses on specific Dachser processes
for senior staff members. Depending
on the composition of the group, courses are
held in German, French or English.
What balance can you draw at the end of
the first year of training?
The Dachser Academy opened its doors in
February and the first seminars were held in
March. We can be more than satisfied with the
results so far. By the end of 2009, around 1,200
employees will have attended our training
courses.
Cologne: regional competence
Where do you see a need for more training
opportunities in the new academic year?
We plan to – and will – continue to develop.
In this context, we intend to expand our programme,
add new training courses – for example
in the field of controlling – and will further
increase our capacity utilization. This means
intensifying training opportunities for all three
business segments: Dachser European Logistics,
Dachser Food Logistics, Dachser Air &
Sea Logistics. Dachser certification courses for
international sales staff and human resources
managers are also on the future agenda.
When were you last in a classroom situation
yourself?
Not so long ago, actually. I completed a
Dachser training course in “Labour law practices
for HR experts”. And I attended an
external train-the-trainer coaching seminar.
What would be your next personal learning
goal?
You can always learn something new. When
the opportunity presents itself, I will certainly
intensify my instructor training. I am also
fascinated by personnel management. The
Dachser training catalogue offers plenty of
valuable gateways in this field.
“Our customers appreciate our combination of regional competence and
a closely meshed pan-European logistics network.” For Michael Schilling,
managing director of Dachser European Logistics, the Cologne location
plays a special role in Dachser’s pan-European overland network. The internationally
active logistics provider has been present in the Rhineland
metropolis since 1951. Because capacities at the branch could no longer
keep up with continuously increasing demand, Dachser invested 20 million euros in expanding the facility. “The
decision fell in favour of relocating to the Cologne district of Gremberghoven,” says branch manager Markus Wiegand.
On an 80,000-square-metre site, Dachser has constructed a 10,300-square-metre transshipment hall with 115 hall
bays and 5,100 square metres of administrative and technical buildings. The new facility has been integrated into
the Dachser network since February 2009, so far with more than positive results. Over 55,000 shipments are dispatched
from the Rhineland every month.

Solar logistics
Reaching for the sun
In brief
Truck engines produce fewer emissions. This is the
outcome of the latest emissions study carried out by
the EU environment agency, EEA. The study shows that 26
percent of CO 2 emissions in the EU are caused by cars;
heavy goods vehicle traffic accounts for three percent and
light-duty commercial vehicles for a share of two percent.
Fine particle emissions from trucks were reduced
EU-wide by 34 percent between 2000 and 2007. Emissions
of nitrogen oxides have fallen by 13 percent since 2002.
More information: www.eea.europa.eu
The world’s second-largest solar farm:
Lieberose in Brandenburg
Solar logistics makes it possible: three months ahead of plan, solar plant provider juwi Solar
inaugurated the world’s second-largest solar farm in Lieberose near Cottbus. The 162hectare
installation, which has been constructed on a former military training ground, has
the size of 210 football pitches. The farm will help save 35,000 tonnes of CO2 per year, and
with an output of 53 megawatts will produce enough power to cover the electricity needs of
15,000 households. During the construction phase, Dachser organized the entire supply
chain management for the solar farm. Over the past few months, Dachser has moved
800 twenty-foot containers carrying in excess of 700,000 solar panels and 1,200 truckloads
of equipment.
Dachser transported the modules from
the manufacturer, First Solar, directly
to the technicians on the construction
site just-in-time, ready for installation.
This meant Dachser kept distances
short and CO2 emissions to a minimum.
For Christian Hinsch, head of
corporate communications at the internationally
operating juwi Group,
one thing is clear: “Dachser has the
necessary expertise, operates internationally
and is flexible enough to realize
new ideas and concepts such as
Just in time: Dachser delivers solar panels that in Lieberose.”
Forum: People & markets
Romania:
A market rich in
potential
New dynamism in Bucharest
Dachser is now also tapping the
Romanian market with a new
national company. From three
branches in Arad, Brasov and
Bucharest, Dachser Romania
S.R.L. offers an extensive range
of logistics services to customers
from both industry and retail.
The managing director of Dachser
Romania is the experienced
logistics professional Traian Dumitrescu.
He heads up the branch
in Bucharest and is well-versed
in Romanian market realities and
practices. With its activities in
Romania, Dachser has now linked
the fifth country between the
Baltic and the Adriatic – following
Poland, the Czech Republic,
Slovakia and Hungary – to its
own logistics network.
Michael Schilling, managing director
of Dachser European
Logistics, has high expectations
of the new national company:
“The speedy introduction of our
European uniform logistics standards
in Romania will in future
enable us to offer our customers
access to a market that is rich
in potential.”
DACHSER magazine 07

Forum: Dachser face-to-face
Bernhard Simon meets
Dr Thomas Bach
Faster, higher, stronger: in the run up to the Winter Games in Vancouver
2010, the Olympic motto is keeping the world with bated breath.
Bernhard Simon talks to the Vice-President of the Olympic Committee,
Dr Thomas Bach, about success in sport and business.
>> Mr Simon, you are an active sportsman
yourself. What do you as an entrepreneur
get out of sport?
Bernhard Simon: Sport provides me
with the physical exercise I need. When I go
jogging in the mountains in the morning, I
utilize the time to find inspiration and develop
new ideas. Challenges like marathons are
another way of motivating myself and improving
my performance. Here, I see clear
parallels to my professional life.
Thomas Bach: Apart from the fitness and
health aspects, the common denominator in
08 DACHSER magazine
sports is competitiveness and the performance
ideal. This goes for the individual as well
as the team. There are many parallels to the
business and social environment. For example:
every athlete knows that in sport, talent
alone is not enough. In addition to a well-
developed sense of determination and discipline,
you also have to have a strong team, a
common vision and a unifying set of values in
order to succeed. The all-important values
here are fair play, solidarity, equal opportunities
and tolerance.
>>
Fair play also implies integrity and honesty. Respect and
tolerance in our contacts with each other are therefore firmly
anchored in our corporate values Bernhard Simon

A lot is already gained if top performers – whether
in sport or in business – focus on their role of being an
example for others Dr Thomas Bach
>> Sounds good, but at the end of the
day doesn’t it always come down to performance?
B. Simon: Performance is the measurable
result of strategic management. But success
is based on a clearly defined corporate
philosophy that is shared by all members
of the company and builds on uniform
values. This has to be understood and lived
equally all over the world and at all corporate
hierarchical levels. If this is the
case, motivation and a sense of belonging
will generally also result in enhanced performance.
Th. Bach: Performance always results
from a number of different factors. But creating
the basis for success requires many
years of training, staying power, energy,
discipline and ambition. That’s something
I have come to know from all sides in my
career as a fencer. Add to this the fair
play ideal. To my mind, it is this above all
that turns successful athletes into role
models. A lot is already gained if top performers
– whether in sport or in business –
focus on their role of being an example
for others.
>> How can top performance be leveraged
in companies’ everyday business
activities?
B. Simon: Competition generates creativity
and innovation and is an incentive to perform
better. Just as in sports, companies need
a clearly defined performance plan with
meaningful milestones. This produces stringent
workflows and creates a motivating
sense of achievement.
But top performances are also the result of
consolidating competences and knowledge
management. Just compare this to an
Olympic team. It is made up of different talents:
one person fences, the other swims. In
the same way, at Dachser we promote individual
skills and consolidate them to build
powerful project teams. In this context,
knowledge is not a private asset, but a production
factor that is networked throughout
the entire organization.
>> It seems some athletes believe they
can only live up to the Olympic motto
“faster, higher, stronger” with doping.
How does this affect the rules of the
game?
Th. Bach: Unfortunately, just as in other areas
of life, in sport, too, some people want
success at any price and are prepared to go to
any lengths to achieve it. As people with responsibility,
we should therefore protect honest
performers. Above all by showing a zerotolerance
approach to doping. Sport, incidentally,
is so far the only social community
to prohibit doping. You won’t find any such
ban in ballet, mountaineering, music, business
or politics.
B. Simon: Fair play also implies integrity
and honesty. Respect and tolerance in our
contacts with each other are therefore firmly
anchored in our corporate values. We keep
our promise and create transparency on all
levels, vis-à-vis customers, competitors and
our staff. We are also familiar with the legal
limitations of our business and adhere to
these strictly.
>> Victories only really become meaningful
through defeats. Does this statement
in fact also apply to business?
B. Simon: Oh yes, because even in a
business context it’s an accepted fact that
you learn from your mistakes. Dachser
views itself as a “learning organization”.
Even an unawarded tender is no reason to
bury your head in the sand. Indeed, then
more than ever, it’s important to precisely
analyze the selection procedure to see
what went wrong, and then turn this to advantage
for future projects. And if we don’t
win over a customer until the second or
third attempt, then the satisfaction is all the
greater.
>> Former Federal Constitutional Court
judge, Professor Udo Steiner, once
said: “Companies don’t need competition,
but sport thrives on it” – What
does this statement mean for fair competition?
Forum: Dachser face-to-face
Dr Thomas Bach
is Vice-President of the International
Olympic Committee and
President of the German Olympic
Sport Federation. The 56-yearold
commercial lawyer from
Tauberbischofsheim was world
fencing champion in 1976 and
1977, and in 1976 achieved
Olympic gold in Canada with the
foil fencing team in Montreal.
Bernhard Simon
is spokesman for the Dachser
management. The family-run
company relies on well-rehearsed
teams of associates for whom
a “climate of cooperation
and mutual responsibility” is a
decisive factor of success.
Th. Bach: For a company, it may be
attractive not to have any competition, but
for an athlete, beyond a training situation,
it would be pretty unappealing. Athletes
always strive to measure themselves against
the best and rely on the fact that the rules
of fair play apply to athletes all over the
world. These are what help to maintain fair
competition and promote the competitiveness
of athletes and associations. At the
end of the day, this is what makes sport
appealing to spectators.
B. Simon: For companies, a lack of competition
is anything but attractive. In business
as in sport, competition stimulates productivity.
This is what drives the necessary and
ongoing self-reflection and innovation. And
what consequently produces ever new market
opportunities.
Th. Bach: In sport the same applies as in
business: when it comes to being competitive,
mutual respect and fair play are what
count. However, this is something we continually
have to work at, not only in sport,
but in all walks of life.
You can find the full-length interview on
the Internet at the following link
www.dachser.com/discussion
DACHSER magazine 09

Network: Brazil
Brazil celebrates: eruptions of joy at winning
the bid to host the 2016 Olympic Games
Good prospects
from Sugar Loaf Mountain
Together with Russia, India and China, Brazil is one of the major
growth markets in the world. This year, Dachser has further strengthened
its position in the biggest country in South America.
>> The rack railway winds its way up
through dense urban forest – over 700 metres
to the top of Corcovado mountain. It’s well
worth the ascent: at the peak, the statue of
“Cristo Redentor” – Christ the Redeemer –
arms outstretched towards the rising sun,
overlooks the 11-million-inhabitant metropolitan
region of Rio de Janeiro.
Erected in 1932 and standing 32 metres high,
the Redeemer monument is one of Brazil’s
most iconic landmarks, alongside Sugar Loaf
Mountain. It symbolizes serenity, faith in
God and optimism. And that’s something
10 DACHSER magazine
South America’s most populous country (190
million inhabitants), which in October garnered
the highly acclaimed bid for the 2016
summer Olympics, has by the bucket load.
From its position atop Corcovado, the statue
of Christ is not only one of the best vantage
points over Sugar Loaf Mountain and one of
the most pulsating cities on the Atlantic
coast, but also over the emergence of Brazil
from a developing country to an industrialized
nation.
When the idea for the monumental statue of
Christ was born, Brazil was still a predomi-
>>
We are aiming to consolidate our position
in the Brazilian growth market and reinforce our
global air and sea freight network Thomas Reuter
nantly agrarian state. Coffee, soy bean, sugar
cane and other agricultural commodities
filled the export coffers. It wasn’t until the
world economic crisis in the 1920s that the
first push towards industrialization came.
However, this development only really started
to gain momentum after the enactment of
the democratic constitution in 1988. Since
then – despite a number of crises in the
interim – political, economic and social development
progress has continued steadily.
With the onset of globalization of the world’s
markets, Brazil came under increasing pressure
to modernize its archaic structures. This
was achieved in 1994 under the government
of Fernando Collor de Mello with a stability
programme that was widely supported by
the population and also won international
approval. Today, Brazil is the dominant

Richard Frank Schües,
managing director of
Dachser Brasil Logística
Ltda.
country in South America in terms of area,
po pulation and economic power, as well as
being one of the world’s biggest national
economies.
One important milestone in this development
is Mercosul, the “Southern Common
Market”, which Brazil founded in 1991 together
with Argentina, Paraguay and
Uruguay. The purpose of the internal market
of over 260 million inhabitants this created
was to strengthen its members’ economies
and enhance South America’s status on the
world map. It succeeded. Trade was considerably
fostered within this community by the
establishment of a customs union on 1 January
1995. Other international associations
and partnerships, such as the Free Trade Area
of the Americas, or the association between
the European Union and Mercosul followed.
The resulting low inflation and political continuity
of the past few years have also fostered
successful privatizations and boosted mass
purchasing power.
“What makes the Brazilian market so exciting
is the vast potential for growth,” stresses
Richard Frank Schües, managing director of
Dachser Brasil Logística Ltda. in Indaiatuba,
near Sao Paulo. Dachser had reorganized its
Setting sights on a golden age:
In Brazil, all signs are pointing to
growth and diversity
>>
What makes the
Brazilian market
so exciting is the vast potential
for growth Richard Frank Schües
business activities in Brazil earlier this year,
ending its joint venture with Logimasters.
Dachser now coordinates air and sea freight
services as well as international special and
project business from and to Brazil at 13 locations.
In the coming years, Schües aims to
further integrate the company into Dachser’s
international Air & Sea Logistics network
and more firmly establish the Dachser brand
on the Brazilian market. This shouldn’t prove
difficult. The 50-year-old has lived in Brazil
since childhood and is therefore well-versed
in the local customs and mentality. This personal
association has always stood him in
good stead, especially when it comes to understanding
national idiosyncrasies. “The law
and its application are fairly complex, for example,”
Schües points out. In order to hold
one’s own in the market, it’s essential to have
an understanding of the full social and economic
context.
Sustainable boom
As a logistics specialist, Schües is fascinated
by the “enormous possibilities of the Brazilian
market”. And with good reason: for a
number of years, suppliers and consumer
goods manufacturers in Brazil have been
chalking up double-digit increases in sales.
Although the country has also been hit by
worldwide economic and financial crisis,
experts are predicting good prospects for a
sustainable boom. Annual growth of around
four percent is considered realistic.
Such optimistic expectations are supported
by the favourable consumer sentiment
throughout the country. An annual growth in
the population of 1.3 percent means more and
more consumers are pushing into the internal
market. Added to this are massive commodity
supplies. These include iron, manganese,
coal, bauxite, nickel, crude oil, tin, silver,
diamonds, gold and natural gas. 1.5 million
barrels of crude oil are produced every day.
Together with Russia, India and China, the
Latin American country belongs to the socalled
BRIC states. These are considered to
be the most promising growth markets of the
Brazil factfile
Network: Brazil
Brazil is a federal republic and the
fifth largest country in the world.
With a land area of 8.5 million
square kilometres, it covers almost
half of the South American subcontinent
and is nearly as big as
Europe. Today, the population
numbers 191.5 million. In 1970, this
figure was just 93 million, which
means that over the past 24 years
the population has more than
doubled. The national language is
a Brazilian version of Portuguese.
future. For its part, Brazil can boast export articles
such as machines, including cars and
aircraft, steel, aluminium and tin, as well as
coffee, soy bean, sugar and meat. Many of
these goods are destined for Germany, one
of Brazil’s main trading partners. Excellent
reasons, therefore, for Dachser to continue to
invest in this market. “We are aiming to consolidate
our position in the Brazilian growth
market and reinforce our global air and sea
freight network. This will also pave the way
for the major upcoming integration of our
logistics systems,” says Thomas Reuter,
managing director of Air & Sea Logistics
at Dachser. Here, the same applies as atop
the Corcovado: it’s well worth the ascent
because the prospects are good. K. Fink
You can find more news and information
about Dachser in Brazil on the Internet at
www.dachser.com.br
DACHSER magazine 11

Competence: Dachser DIY-Logistics
Systematic
puzzle design
Dachser DIY-Logistics offers a wide range of services
for the DIY industry and makes daily deliveries to 18,000 DIY
outlets across Europe. The example of France shows
how individual modules can be puzzled together to create
a successful industry solution.
>> Worldwide DIY store logistics sometimes
resembles a complicated puzzle made
up of many national pieces. In order to fit
these pieces together to create a complete picture,
logistics providers have to overcome a
number of challenges. “As an independent
industry solution, Dachser DIY-Logistics
optimizes the entire value chain from manufacturer
to consumer,” explains Boris Pierre,
DIY-Logistics manager for Dachser France.
This includes procurement and distribution
logistics, as well as inventory-optimized warehouse
management. With value-added services
right up to direct merchandising at the
point of sale, Dachser offers its customers all
modules from a single source. “Cooperation
and competence are the key to success,”
Pierre says. From France, he not only organizes
product imports from Europe and Asia;
he is also responsible for their onward distribution
to the retail outlets. Altogether,
12 DACHSER magazine
Dachser delivers to 2,500 independent DIY
stores across France on a daily basis. One example
of a successful integrated solution is the
cooperation between Russia and France in the
DIY sector. “We are the only DIY logistics
provider able to provide both manufacturers
and retailers with all relevant services as a onestop
solution,” says Boris Pierre, describing
the industry specialist’s unique selling pro -
position.
“The optimal integration of industry, international
and local retailers via intelligent
logistics solutions has turned the classic value
A strong confederation for Europe
The European DIY supplier association FEDIYMA
(European Federation of DIY Manufacturers) was founded in March 2000.
Its members are:
BHETA (British Home Enhancement Trade Association), UK
Bau + DIY and IVG (Industrieverband Garten), Germany
FEBIN (Federation of Belgian Industry), Belgium
BLF (Byggevare Leverandor Foreningen), Scandinavia
Unibal (Union Nationale des Industriels du Bricolage, du Jardinage
et de l’Amenagement du Logement), France
www.fediyma.com
>>
Cooperation and
competence are the
keys to success Boris Pierre
chain into a ‘pipeline’ that ensures the efficient
flow of goods right up to the consumer.”
Dachser’s globally ramified network assures
the continuity of goods flows across all borders.
This sometimes involves overcoming
challenging regulatory hurdles arising from
different national standards concerning customs
and tax law or product standardization.
This is just one reason why Dachser has
cooperated closely for many years with
national DIY trade associations such as
“Unibal” in France or “BHETA” in the UK,
as well as with the European supplier association
“Fediyma”. “The permanent exchange
at international level allows us to react
flexibly to market opportunities,” Boris
Pierre points out.
Such opportunities are currently presenting
themselves in eastern Europe, for example:
“Despite the crisis, the Russian DIY market
is growing by 20 to 25 percent a year,” Pierre
explains. From France – supported by its
cooperation in national and international
DIY associations – Dachser DIY-Logistics
already organizes all relevant services: from
sea freight imports from the Far East,
through intra-European trade and classic local
warehousing, to distribution to the local
DIY outlets. The processes are optimized,
goods shelving is reduced on average from
4.5 days to a single day. The puzzle is complete:
all products are on retailers’ shelves
gap-free at all times. Anywhere in Europe.
“Synergies with Dachser’s pan-European
DIY network are definitely desired,” Boris
Pierre stresses. “They create decisive added
value for all players in the sector – industry,
retailers and also consumers.” P. Beutgen

Safety first
Dangerous goods and hazardous substances
are in safe hands at Dachser: the safety of
people, goods and the environment are at the
focus of worldwide logistics solutions.
>> At Dachser, every stored consignment
is treated like a precious commodity.
That’s easy to see from a look inside the logistics
provider’s warehouses. Pallet spaces
and high shelves form neat rows that look as
though they have been aligned with a ruler.
Systematically classified, goods are given the
green light here for dispatch around the
world on all modes of transport.
Precision and good organization are top priorities
in any warehouse, but at Dachser
Ulrich Püllen,
Dachser’s central dangerous
goods safety adviser
there’s a third one: safety. “This only becomes
apparent at second glance,” says Ulrich
Püllen, central dangerous goods safety adviser
at Dachser. “Our main concern is to eliminate
dangers and minimize risks.” This
starts with the sealing of storage areas and
doesn’t stop at gas detectors.
As a certified specialist in the Europe-wide
transport and storage of dangerous goods
and hazardous substances, Dachser has built
up over 20 years of outstanding competence
in this field. And that’s not all. With Dachser
Chem-Logistics, the logistics company has
also developed a major industry solution
specifically tailored to the requirements of
the chemical industry. Dachser meanwhile
transports 1.5 million consignments annually
for customers that include major chemicals
groups.
These can rest assured that at Dachser their
goods are in the best possible hands. Dachser’s
dangerous goods warehouse in Pilisvörösvár
>>
So far we have
trained and qualified
530 people who are
responsible for the handling
of dangerous goods Ulrich Püllen
near the Hungarian capital of Budapest, for
example, meets the strict provisions of the
Seveso II Directive. This makes it an important
interface for chemical transports in central
and eastern Europe. “Safety is one of our
key arguments,” Püllen points out. “More
than 135 regionally responsible dangerous
goods safety advisers in the branches monitor
compliance with national and international
regulations as well as with Dachser’s in-house
dangerous goods guidelines.”
Competence: Dangerous goods
The Dachser management established this
binding uniform code of safety in 1988. Since
then, it is regularly updated in consultation
with the experts. “So far we have trained and
qualified 530 people who are responsible for
the handling of dangerous goods,” Püllen
says. “Over and above the legally stipulated
continuing training courses, more than 6,000
members of staff receive in-house and external
dangerous goods coaching every year.”
To ensure it maintains this high standard of
quality and safety in the handling of dangerous
goods, Dachser undergoes regular audits
in accordance with the SQAS questionnaire
developed by the European Chemical Industry
Council, “Cefic”. The independent assessors
commissioned by Dachser to perform
these audits are accredited by Cefic and are
therefore certified experts in the field.
The abbreviation SQAS (Safety and Quality
Assessment System) stands for a systematic
approach focusing on occupational health
and safety, quality, innovation and environmental
management, in addition to monitoring
in-house guidelines for safe transport.
“These close-meshed issues are not managed
at Dachser by different departments; they
form an organizational unit within our
‘Network Management Organization’ division,”
says Jens Müller, division manager at
Dachser in Kempten. All this has paid off:
in the SQAS assessments, Dachser achieves
positive scores of over 90% – and increasingly
even nearly 100% – significantly above the
standard. “This is very important for us,”
Püllen explains. “The chemical industry
wants to know what happens to its pro -
ducts – not only in Germany, but internationally
as well.” T. Schlosser
DACHSER magazine 13

Cover story
The future of mobility
14 DACHSER magazine

Developing scenarios for tomorrow's logistics is
a challenge for forward-looking companies
Cover story
Mobility is a basic human need,
and in today’s globalized world, it
is also a precondition for a modern
society based on the division of
labour. Scientists and practitioners
have now presented scenarios for
the future of mobility.
>> The future is closer than we think. That’s always been the case.
This was shown in concrete terms in the golden 1950s, when American
newspapers began printing comics from the “Closer than we
think” series by Arthur Radebaugh in 1958. They provided a thrilling
peak into the future: tiny televisions on wristwatches, disposable
clothing made from paper, floating houses, flying cars, friction-free
trains that swooped through vacuum tubes – the world as a model.
The real future, however, doesn’t come in the form of a fanciful
comic. Today, working from a solid basis of expertise, farsighted
businesspeople, policymakers and scientists have their sights set on the
possible scenarios of tomorrow – that is, on the very future that
Radebaugh portrayed decades ago. But in the place of science fiction
is the realistic projection of developments that have already been
initiated. The focus remains on mobility. Mobility is a basic human
>>
Family-owned businesses are reliable
because their planning extends beyond
the short-term, and they adhere to long-term
business concepts that they are passionate
about and want to achieve Bernhard Simon
need, and a modern society based on the division of labour is in -
conceivable without it. This creates a dilemma: worldwide transport
as a whole currently makes up 13 percent of environmentally unfriendly
CO 2 emissions.
Since flying cars and vacuum-tube trains are not yet in sight, the
actual development of transport and sustainable transport policies
that depend on such development remain a major challenge in efforts
to protect the environment.
A research project has provided insight into how environmental
protection and mobility are intertwined. Entitled “Renewbility –
Material Flow Analysis for Sustainable Mobility in the Context of
Renewable Energy until 2030”, it is the result of two years of effort
on the part of representatives of the automotive, railway, energy and
logistics industry, as well as environmental and consumer protection
organizations, to deal with transport development and the challenges
of environmental protection. Among the participants was Dr Andreas
Froschmayer, head of the Corporate Development division at
Dachser. For Froschmayer and his colleagues, the most important
DACHSER magazine 15

Cover story
finding was that “by 2030, it is technically
possible to reduce greenhouse gas emissions
from cars and trucks by 23 percent compared
to 2005 levels.”
Trucks are still the most dominant mode of transport
16 DACHSER magazine
MOBILIT
Making more from less
The experts are relying heavily on renewable
energies, with their use in transport expected
to rise from a current level of almost four
percent to 16 percent by 2030. The positive
environmental impact will be boosted with
more efficient vehicles, avoiding and relocating
traffic, and more fuel-efficient driving
methods. In goods transport, these factors
will allow the expected rise in greenhouse gas
emissions by 2030 to be limited to 11 million
tonnes and thus nearly halved. Despite a
slight shift towards transport by rail and
inland waterways, the study assumes that
trucks will remain the dominant means of
goods transport.
To make the scenarios as realistic as possible,
the emissions calculations incorporated not
only the direct greenhouse emissions of the
various modes of transport and energy
sources, but also the emissions produced both
domestically and abroad during manufacture
of the fuels, as well as during vehicle production.
This significantly broadens the view
of mobility. “Getting from A to B is not
everything,” stresses Dr Heiko von der
Gracht, director of the Center for Futures
Studies and Knowledge Management at the
Supply Chain Management Institute (SMI)
in Wiesbaden. “Logistics has developed from
pure transport to a strategic, cross-functional
and global discipline. It’s growing contribution
to the business success of companies
underscores the importance of planning for
the future in this sector.” Intelligent and
efficient logistics processes make it possible,
for instance, for electronic components to
be cheaply produced in China and then to
be processed “just-in-time” in a factory in

Y
southern Germany. It has long been taken
for granted that Swiss herb drops (see page
19) should find their way to retailers’ shelves
in New York at the same time they are being
sold in Zurich.
Learning to think
in alternatives
The further development of logistics processes
remains a complex task. “The underlying
conditions for economic activity in increasingly
globalized markets are more and more
tied to influences that lie beyond the scope of
the individual, and are therefore difficult to
predict,” explains Dr von der Gracht. “It’s
not enough to keep your sights on the future.
We have to learn to think in alternatives and
to master the art of identifying scenarios as
well as various options for strategic action.”
This approach is reflected in scientific prognostic
techniques such as those developed
by SMI for the study “Future of Logistics
2025 – Global Scenarios”. In this case, the
study relied on a web-based Delphi survey –
here, the ancient Oracle of Delphi was used
as the model for naming a systematic, multistage
survey method with feedback. Members
of the Dachser management were
among the 65 leading experts from business,
public policy and research who were surveyed
during the logistics study. The topics were
wide-ranging: economic developments, political
challenges, global drinking water crises
and increasing protectionism between groups
of stakeholders.
“In globalized markets, we are repeatedly
surprised by extreme scenarios and have to
redefine the approach to doing business,”
Dr Froschmayer stressed.
But there are also foreseeable extremes that
still appear unimaginably far off to many
contemporaries. The experts in the SMI
study see a worldwide water crisis approaching
that will lead to “water wars” in the
familiar crisis areas. Dr Heiko von der
Gracht predicts: “Logistics will suddenly
become a high-security industry with a
‘saving the world’ nature and the margins
that go along with that. Keyword: armoured
water trucks.”
Despite difficult environmental circumstances,
the SMI study of the industry repeatedly
indicates prospects for a mobile
future: “Our resources are declining;
nonetheless, we will not suffer great need because
innovation enables us to make more of
less and less. Innovations such as the first
aircraft powered solely by fuel cells show
that this is not mere blind optimism. This is
a development that was widely considered
impossible three years ago.”
Dr Heiko von der Gracht,
director of the Center for
Futures Studies and
Knowledge Management at
SMI in Wiesbaden
“Thinking in worlds
of possibility”
Cover story
Participation in mobility concepts such as
“Renewbility” and the “Future of logistics”
study has traditionally been part of Dachser’s
corporate strategy. Prof. Werner Kirsch,
a renowned economist and chairman of
Dachser’s administrative board, calls this
“thinking in worlds of possibility”.
One example of this is the continuous internationalization
of the company. Back in the
1950s, company founder Thomas Dachser
and his son-in-law, Thomas Simon, began
implementing their own global scenarios
>>
Logistics has long
developed from being
a purely transport-related
function to being a strategic,
cross-functional and global
discipline Dr Heiko von der Gracht
DACHSER magazine 17

Cover story
by establishing locations in the UK, Austria,
Switzerland and the Benelux countries.
Another revenue stream was created in the
late 1950s as a result of air & sea freight
activities in the United States. Today,
Dachser has 305 locations, is represented
with its own branches in more than 20 countries
around the globe, and is proactively
placing special focus on the booming regions
of Asia and eastern Europe.
The logistics provider is thus consistently
continuing to follow its own philosophy.
“Family-owned businesses are reliable because
their planning extends beyond the
short-term, and they adhere to long-term
business concepts that they are passionate
about and want to achieve,” says Bernhard
Simon, spokesman for the Dachser management.
“The ability to think outside the box
is crucial: Which customer needs will be
driving the market in the future? Is the
customer ready for innovation? Will he pay
more, if need be, for a new technology? How
might the European or worldwide consumer
be expected to respond to a new idea?”
Courage to innovate
At Dachser, innovations don’t spring from a
single inventor, but instead result from structured
processes. Ideas can originate from any
employee. This produces creative solutions for
the dynamic development of customer relations
or for greater sustainability. “Recognizing
a structure is one side of it, implementation
is the other,” says Dr Andreas
Froschmayer. “We want people to have the
courage to innovate. This is the only way to
produce new possibilities. At the same time,
we continuously tell those involved: ‘Please do
everything possible to avoid putting the
whole ship in danger; don’t drill any holes
below the water line!’” The confidence in
the future within the scenarios of Dachser’s
internal think tank, as well in the various
external studies, is based on knowledge of
the innovative power that lies within industry
and science. Of the experts surveyed
>>
Recognizing a
structure is
one side of it, implementation
is the other Dr Andreas Froschmayer
18 DACHSER magazine
Trends and prospects for the future
The future is coming: Here is a selection of trends in logistics.
Sustainability: The subject itself is not new, but it is taking on a broader dimension.
The link between the economy, the environment and social factors
has come to the attention of the industry. More and more companies view the
“environmental footprint” as an integral part of corporate responsibility, increasingly
making it a part of their own brand concept.
Values and mission: In part due to the economic and financial crises,
companies are increasingly emphasizing purpose and social responsibility in
their activities as a certain kind of counterbalance. Mission statements are
being scrutinized and further developed.
Complexity: Sustainable economic activity goes hand-in-hand with a decentralized
management structure. Working in networks is required to achieve
worldwide customer solutions. This is accompanied by a new concept of corporate
management that is marked by cybernetic interaction and flattened
hierarchies (see also DACHSER magazine 3/09, p. 8-9; www.dachser.com/
cybernetics).
Efficiency: To optimize transport flows, people in the logistics, industry, public
policy and research sectors are working at full steam to design modern processes.
The efficiency of the modes of transport is viewed as key to the future.
Energy: The central question in the transport sector: Which resources will be
available in the future to maintain mobility as the pacemaker of globalized economic
and social systems? Renewable energies are viewed as the alternative
to fossil fuels and as an opportunity for the future.
DACHSER magazine will address all of these topics with various reports in
coming issues. Dr Andreas Froschmayer
for the SMI Logistics Study 2025, 68 percent
are convinced that innovation in transport
logistics will make a substantial contribution
to reducing the consumption of resources.
Such optimization is also viewed as key to
mobility in 2030 in the Renewbility study:
“Utilization of vehicle capacities can be increased
– and the proportion of unloaded
driving minimized – through optimization of
the logistics structures with measures such as
increasing contract logistics, optimizing
routes, reducing plant traffic, increasing the
market share of efficient services providers,
and consolidating goods flows through modern
scheduling and telematics systems.” At
Dachser this vision has long been a part of
day-to-day logistics activities, thus confirming
the idea posited by comic artist Arthur
Radebaugh. Cars might not yet be able to fly,
but he was right about one thing: the future
is closer than we think. M.Schick
For more information please visit:
www.renewbility.eu
www.supplyinstitute.org

Transporting
herbs to the USA
The recipe is a well-guarded secret, the taste,
on the other hand, is on everybody’s lips. Ricola
herb lozenges find their way from Switzerland
to the US thanks to Dachser Air & Sea Logistics.
>> Madonna does it. Mariah Carey,
Robbie Williams and Justin Timberlake do
it: just before going on stage, they dip into a
little box and pop a herb lozenge into their
mouth – a refreshing ritual where the pop
icons turn to Swiss medicinal herbs from
Ricola.
Switzerland is known around the world for
its herb drops, pastilles, teas and chewing
gums, which are exported to more than 50
countries in Europe and Asia, as well as to the
US, from Ricola’s headquarters in Laufen in
the canton of Basle. The Americans are particularly
partial to the sweets, whose recipe –
a blend of 13 different herbs – has been a
Herbal
competence
Ricola has been a family-owned
business since its foundation by
Emil Richterich in 1930. Today,
the reins of the family company
are held in the third generation by
Felix Richterich as president of
the administrative board. Since
early 2004, operational business
has been in the hands of Adrian
Kohler as CEO.
Incidentally, the name Ricola is an
acronym for the original company
name Richterich & Co.,
Laufen.
www.ricola.ch
strictly guarded secret for almost 70 years.
Meanwhile, over 4,000 tonnes of Ricola
products find their way from Laufen to destinations
overseas. “In the US, Ricola has
in the meantime become a leading candy
brand,” explains Jochen Layer, planning and
processes division manager at Ricola.
To ensure pop stars as well as consumers of
all ages in the US never have to be without
their favourite cult-status herbal candies,
Ricola from the beginning of this year entrusted
its transport operations to Dachser.
In total, Ricola ships around 600 TEUs to
the United States each year. As one of the
company’s logistics partners, Dachser Air &
Sea Logistics ensures efficient handling of
customs formalities in addition to straightforward
transport. “It is a huge success for us
to be able to count a company as well known
as Ricola among our customers,” enthuses
Andreas Ott, national sales manager at
Dachser in Reinach near Basle, Switzerland.
The Air & Sea Logistics office in Reinach is
the youngest of the seven Swiss branches.
“Ricola is one of Switzerland’s top exporters
to the US. Following our office relocation,
we have been able to continue the successful
development in Basle.” Dachser, Jochen
Layer points out, got it right in terms of price
and performance. “The company is also
certified in key areas, such as compliance with
the International Food Standard (IFS).”
Competence: Air & Sea Logistics
Herbs grown in Swiss
meadows are enjoyed
all over the world
Dachser forwards eight to ten containers a
week from the lozenge factory in Laufen to
the main railway station in Basle. The journey
continues by rail to Bremerhaven – from
where the sweet cargo is transported by sea to
New York. Overland shipment time for the
containers is between 24 and 48 hours; plus
another nine to ten days for the journey by
sea. It takes twelve days at the most for the
candies to reach the US. But financial considerations
alone are not the only reasons why
transport is effected by rail and sea:
As a company in touch with nature, Ricola
sets great store by the excellent quality of the
ingredients used in its products. For example,
it only uses herbs grown under controlled,
environmentally compatible conditions. So
it stands to reason that environmentally compatible
transport should also be part of the
corporate culture. Dachser’s environmental
standards, which as a matter of principle
oblige the company to ecological and sustainable
action, are fully in tune with this
philosophy. K. Fink
DACHSER magazine 19

Competence: Food Logistics
Lifting spirits
Borco is a leading European producer and
marketer of international premium spirit brands.
Dachser Food Logistics handles warehousing
and transport for the Hamburg-based
family-owned company – sometimes with
a sombrero on top.
20 DACHSER magazine
>> Place quartered limes in a glass. Add
demerara sugar and crush with a pestle. Add
Cachaça, the Brazilian liquor made from
sugarcane, and plenty of crushed ice. Stir and
serve. Cheers! In the mid-90s, caipirinha was
also the drink of the moment this side of
Sugar Loaf Mountain. Nowadays, no cocktail
list or street festival would be complete
without the Brazilian drink. “We take up
these trends, but more often than not we are
also trailblazers,” says Dr Tina Ingwersen-
Matthiesen. She is a member of the owning
family and sits on the management board of
Borco-Marken-Import Matthiesen GmbH
& Co. KG based in Hamburg. A selection of
Sleeving operations for Borco onpacks
brands marketed by the family enterprise
makes a colourful display on an illuminated
shelf in the conference room at the company’s
head office: bottles of every shape and size –
Sierra Tequila, Finsbury Gin, Fernet Branca,
Disaronno Amaretto, Champagne Lanson
and, of course, Canario Cachaça for mixing
caipirinha.

The father of the present-day owners,
Bernhard Matthiesen, established Borco
Borm und Co. in 1948 – initially as
a producer of traditional German
schnapps – which expanded into
Borco-Marken-Import Matthiesen
GmbH und Co. KG in 1972.
Today, the independent company
successfully produces and markets
premium spirits in almost all international
segments: more than 20 of the
brands marketed by Borco in Germany
and Austria occupy a prominent first or
second place in the market. Six of them even
belong to the top 100 in the world rankings.
Borco achieved worldwide prominence at the
end of the 70s thanks to its “flagship” brand
Sierra Tequila – the number one tequila
brand in Europe and far and away market
leader in Germany. The agave schnapps is
distilled in Guadalajara in Mexico subject to
the strict supervision of the “Consejo Regulador
del Tequila” and – depending on the
variety – matured in oak barrels, before starting
out on its journey to Hamburg, and from
there to over 90 countries around the world,
including Thailand, Australia and Chile.
The only traditional German spirit in the
independent company’s portfolio is Helbing
– Hamburg’s fine caraway schnapps.
Since Helbing was founded in 1836, the
“Hamburg Original” has been produced according
to the original, closely guarded recipe
and was acquired by Borco in 1972. Even
far beyond Hamburg’s city limits, Helbing is
one of the most popular caraway spirits on
the market.
Since May 2009, the brands’ way to retailers’
shelves has been paved by Dachser Food Logistics.
The logistics provider transports the
brands bottled at Borco direct to its warehouse
in the Hamburg district of Billbrook.
On six storeys, there is space here for 8,500
pallets containing millions of bottles of spirits
and wines. Half of the assortment is made
up of products from external producers that
are delivered here from all over the world and
distributed by Borco across Germany and
Austria. The company’s own brands are
transported around the globe.
Delivery service at 99%
In order to achieve this high level of market
presence, Borco transmits 200 to 300 electronic
shipment orders to Dachser every day.
These generate on average ten truckloads of
distillery products, and another 20 of imported
and licensed products, to the Dachser
warehouse every week. The next step is order
picking according to a predetermined sequence.
>>
It’s important to
handle the goods
carefully and to know
how best to load the pallets
Norman Brüggemann
Spirits logistics requires special experience.
Glass bottles are fragile, and different sizes
require different shapes and sizes of box. “It’s
important to handle the goods carefully and
to know how best to load the pallets,” says
Norman Brüggemann, deputy head of Purchasing
and Logistics at Borco. In the 6,000square-metre
wide-aisle warehouse, the 20
Dachser staff members therefore move with
due care. “All processes in the warehouse are
electronically supported,” explains Torben
Wieben, key account manager at Dachser.
“Our staff capture the data on handheld
computers; order picking is then done using
Pick-by-Voice systems.” The system gives the
order picker acoustic instructions via headphones
for assembling the deliveries. The
staff member confirms by voice, leaving both
hands free to pick the order.
The Hamburg-based company’s decision in
favour of Dachser was not only motivated by
cost effectiveness; the logistics provider’s
excellent industry expertise also played a role.
Competence: Food Logistics
Reliability is doubly important
when handling spirits
In the Food Logistics business segment,
Dachser has gained many years of experience
with renowned international producers from
the food, beverages and tobacco industry.
The company is also certified in compliance
with the International Food Standard (IFS)
Logistic, which a growing number of food
retailers are requiring their suppliers and
forwarding companies to provide. “Thanks
to its experience in the industry, Dachser is
DACHSER magazine 21

Competence: Food Logistics
Spirits logistics for Borco
On behalf of Borco-Marken-Import GmbH & Co. KG, Dachser operates
a goods warehouse for 8,500 pallets of spirits and other beverages.
The logistics company transports 30,000 consignments of spirits a year
to retailers and catering establishments in Germany. Services also include
building sales displays and assembling seasonal onpacks. In addition to
shuttle transports between the warehouses in Hamburg, Dachser also
manages goods returns handling. The logistics provider also carries out
procurement transport services, for example for the Parliament vodka
brand from Moscow.
www.borco.com
>>
Seasonal onpack
campaigns are a major
part of our business. Here,
it’s essential to have a services
provider you can depend on
Dr Tina Ingwersen-Matthiesen
familiar with our outlets and knows when
it can deliver what and where. I don’t have to
start explaining things,” says Brüggemann,
summing up the advantages of the cooperation.
He is also convinced by the current
99 percent delivery rate of goods supplied
punctually and undamaged. The number of
complaints has decreased considerably. Borco
22 DACHSER magazine
requires fewer resources for its workflows
and is always in the picture as to the goods’
whereabouts. “Dachser creates processes that
are transparent and keeps us informed of the
respective status,” Brüggemann adds.
On his computer, he demonstrates how he is
able to track the entire process chain “live”:
via a password-protected Internet access, he
can trace shipments and just a few seconds
after they have been delivered see who has accepted
the goods. “If it’s clear a delivery is going
to be late, we get a call from Dachser in
the morning and can inform our customers,”
Brüggemann explains.
The company is planning to expand its
cooperation with Dachser next year. After
that, the logistics provider will store as many
as 16,000 pallets. Display stacking and the
finishing of promotional articles, so-called
Dr Tina Ingwersen-Matthiesen
onpacks, are also part of Dachser’s remit.
Display stands show just how far the logistics
services extend. Dachser staff already fill
these retail presentation systems with bottles
in the warehouse. That’s a job for the experts
– because the displays have to look just as
good in-store everywhere and at the same
time be safe to transport.
Sombrero on top
Onpacks may, for example, comprise a giftpacked
bottle of tequila with a long-drink
glass and a sombrero-shaped applicator for
the salt rim. “Seasonal onpack campaigns
are a major part of our business. Here, it’s
essential to have a services provider you can
depend on,” stresses Dr Tina Ingwersen-
Matthiesen from Borco’s management board.
This dependability extends to the finest detail.
If a bottle gets broken during display
stacking or normal customer delivery, the
Dachser staff don’t just throw away the
broken pieces. The necks of the bottles are
collected and kept. Then once every three
months a customs officer supervises their
disposal. The reason? Every bottle is subject
to tax on spirits, and the neck of the bottle
serves as proof for reimbursement. Yet another
detail it pays for a services provider
to know. D. Kunde
For more information about Dachser
drinks logistics and value-added services
visit www.dachser.com/food-logistics

Take part
and win in
the Dachser
competition
Where the 120-kilometrelong
Lake Mälaren – Sweden’s
third-largest lake – A
meets the Baltic Sea lies
Stockholm, the capital of
this northern kingdom.
B
Stockholm spreads across
14 islands connected by 53
bridges. Each of the islands
C
has its own character and
contributes to the compelling
charm of the Swedish capital,
which is sometimes also re- D
ferred to as the “Venice of the
North”. During the Christmas
season, the coastal city is
resplendent in a sea of glitter- E
ing lights. Christmas markets
invite visitors to stroll through
the streets and listen to the
singing of Lucia, the Swedish Queen of Light. Gamla Stan,
Stockholm’s Old City located on the shores of the Baltic on the
island of Stadsholmen, boasts the majestic Baroque “Three
Crowns” royal palace. This is the official residence of the
Swedish monarchy and one of the country’s most impressive
attractions. Immediately behind the palace is a romantic
labyrinth of narrow, winding cobbled streets. Besides count -
less souvenir shops, this is a veritable treasure trove of discovery;
the historical buildings of the Gamla Stan house myriad
attractive antique shops, art galleries and cosy cafés.
The park island Djurgården accommodates the Skansen openair
museum. Here, visitors can experience 19th century Sweden:
some 150 typical Swedish buildings from all over the
country have been brought here and turned into a miniature,
Send your answer with the respective error coordinates to
gewinnspiel.kempten@dachser.com by 15.01.2010.
Solution coordinates from DACHSER magazine 3/09:
C3 – C5 – D1 – E3 – E5
The winner is Mike Berger from Veendam (Netherlands).
Competition
When Saint Lucia sings
1 2 3 4 5
Competition:
Find the five errors that
have found their way into the
picture and win a plastic 1:25-scale
EMEK model truck from MAN in Dachser design.
1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
self-contained town featuring houses, a school, a post office
and a church. Glass blowers, potters and tinplate workers
demonstrate their handicrafts. The adjacent zoological park is
home to a wide variety of nordic fauna such as wolves, bears
and – of course – elks.
And if 14 islands aren’t enough, visitors can take one of the
many “skerry cruisers” through the Stockholm Archipelago.
Nearly 30,000 craggy rocks and islands, most of them uninhabited,
form a fascinating maritime landscape. Idyllic sandy
beaches provide a backdrop for numerous winter festivals. This
is the ideal place to leave the big city life behind for a while and
relax. And those who crave parties, entertainment and a touch
of seafaring romance can experience the city from the deck of
one of the luxury Baltic ferries to Helsinki or Tallinn. K. S.
Imprint
Published by: Dachser GmbH & Co. KG, Memminger Str. 140, 87439 Kempten, Germany, Internet: www.dachser.com Responsible for the publication: Dr Andreas Froschmayer, Head
of Corporate Development/PR/New Media Project manager: Jörn Erdmann, Tel.: +49 831 5916-1421, Fax: +49 831 5916-8-1421, e-mail: joern.erdmann@dachser.com Publisher: BurdaYukom
Publishing GmbH, Konrad-Zuse-Platz 11, 81829 Munich, Germany, Tel.: +49 89 30620-0, Fax: -100, Internet: www.burdayukom.de Publishing director: Dr Christian Fill Project manager
BurdaYukom: Marcus Schick Editors: Petra Hunger (editor-in-chief), Agnès Chiffoleau, Martin Neft, Jörn Erdmann, Aljoscha Kertesz, Tina Klier Design: Ralph Zimmermann Contributors
to this edition: Peter Beutgen, Karin Fink, Dirk Kunde, Tina Schlosser, Katharina Simon Photos: all photos Dachser except DKB Team (p. 2), iStock (p. 1, 4, 5, 6, 11), Panthermedia (p. 1, 6, 14, 15, 17),
Gettyimages (p. 10), Borco (p. 20, 21, 22), Sodling (p. 23) Printer: AZ Druck und Datentechnik GmbH, 87437 Kempten, Germany Circulation: 38,000/50th volume Publication: 4 x per year
Languages: German, English, French
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DACHSER magazine 23
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