magazine

EDITION 2/2011
magazine
THE WORLD OF INTELLIGENT LOGISTICS
MEASURING SUCCESS
Logistics services re-evaluated
ECOLOGY
Environmental management
for a new age
FOOD LOGISTICS
Well-tempered clavier
for Austria

SNAPSHOT
“Careful cultivation of the soil and
nature, slow growth with controlled
yields – that’s the secret of harvesting
the best fruit.”
When selecting his ingredients and wines, Beat Caduff
chooses exclusively sustainable, mostly biodynamically
cultivated crops. The Zurich-born top restaurateur
describes himself as the superlative of a “quality maniac”.
Anything below one hundred percent for sure will not
make it into the kitchen of “Caduff’s Wine Loft”.
F
www.wineloft.ch
02 DACHSER magazine

FORUM
People and markets: 04
Research into sustainable development
in logistics. Plus Dachser’s key figures and
a hurrah for the europallet
Dachser face-to-face:
Strong women. Bernhard Simon
meets Marie-Christine Ostermann 08
NETWORK
South Africa: Future-pointing
joint venture at the Cape of Good Hope 10
COMPETENCE
Ecology: How Dachser combines
sustainability with professional environmental
management 12
Distribution logistics: Innovative ideas
from Durable for worldwide office organization 13
Food Logistics: New network structures
for imports and exports to and from Austria 20
COVER STORY
Measuring profitability: Dachser ways
to make logistics services measurable 14
Scrapbook:
Good news and competition 23
Imprint
FOX AWARDS
W W W .CPWISSEN.DE
Gold for the
DACHSER magazine in the
FOX AWARDS 2011,
the first efficiency awards
for corporate publishing
08
10
12
20
CONTENTS
Published by: Dachser GmbH & Co. KG, Memminger Str. 140, 87439 Kempten, Germany, Internet: www.dachser.com Overall responsibility: Dr Andreas Froschmayer Editor-in-chief:
Jörn Erdmann, Tel.: +49 831 5916-1421, Fax: +49 831 5916-8-1421, e-mail: joern.erdmann@dachser.com Editors: Daniela Himmel, Petra Hunger, Martin Neft, Aljoscha Kertesz, Christian Weber
Publisher: Burda Creative Group GmbH, Konrad-Zuse-Platz 11, 81829 Munich, Germany, Tel.: +49 89 30620-0, Fax: -100 Managing director: Dr-Ing. Christian Fill Project manager Burda
Creative Group GmbH: Marcus Schick Design: Ralph Zimmermann Photos: all photos Dachser except wineloft (p. 2), Durable (p. 13), iStock (p. 1, 3, 4, 5, 10, 11, 14, 15, 18, 19, 23),
Fotolia (p. 4, 5, 7, 23), Sabine Lubenow Look (p. 11), Thorsten Jochim (p. 3, 5, 12, 19), Brummer (p. 20, 21, 22), Illustration: Ralph Zimmermann (p. 9) Printer: AZ Druck und Datentechnik GmbH,
87437 Kempten, Germany Circulation: 38,000/52nd volume Publication: 4 x per year Languages: German, English, French. The DACHSER magazine is printed on LuxoSatin paper which
meets the PEFC standards for sustainable forest management.
DACHSER magazine 03

FORUM: PEOPLE & MARKETS
Who would believe the most dangerous predator of the seas is helping
shipping to save fuel. Sounds unlikely, but it’s already reality.
Scientists at the Bionics Innovation Centre at
Bremen University of Applied Sciences have
developed a toxin-free surface coating based
on the model of shark skin that is supposed
to help protect against the fouling of ships’
hulls. With this method, the team working
with Professor Antonia Kesel hopes above
all to effectively counter the naturally occurring
periphyton growth of barnacles, mussels
and algae.
This antifouling property copied from nature
is set to save the shipping industry big bucks:
even an accumulation of just a few tenths of
a millimetre of these “stowaways” is enough
to dramatically increase the frictional resistance
of ships’ hulls and cause additional energy
costs of up to 30 percent. And this can
really add up. The daily fuel requirement of a
Light signals
04 DACHSER magazine
Shipping
Shark power
against
mussels
Panamax class container vessel with a length
of around 300 metres is 180 tonnes. That is
63,000 dollars a day and rising.
Ships’ paints containing the poisonous chemical
TBT have been prohibited since 2003.
Eco-friendly protective coatings for the underside
of ships are therefore the order of the
day. Hence the copying from sharks – the
first products are already available on the market
for sport and leisure sailing. Industryscale
technical processes are currently being
tested and are expected to be launched very
soon.
To find out more about bionic
F antifouling go to
http://bionik.fbsm.hs-bremen.de
Around one third of all truck accidents occur during bad weather,
the twilight hours or darkness. Scientific studies have shown that using
retro-reflective contour markings can reduce the number of accidents
by up to 29 percent. “Our trailers are already fitted with the contour
markings, as are 60 percent of our swap bodies,” says Cornelia Blenk,
who is responsible for commercial vehicle fleet management within
Dachser’s Technical Equipment/Movables department. Now the reflectors
are to become mandatory. From 10 July the UN ECE R 104 Regulation
for heavy goods and long vehicles and their trailers is to come
into effect across Europe.

RESEARCH
Sarah Tausend has been at Dachser
since 2007 and is part of the
environmental management competence
team (see also page 12)
Ecology
Carbon footprint and more
Since December 2010, Sarah
Tausend has been Dachser’s representative
on the DIN committee
on establishing a CO2 standard. She
spoke with DACHSER magazine
about the approaches to developing
a European standard for measuring
energy consumption.
Ms Tausend, what issues are you concerned
with on the DIN committee?
The focus is on preparing a guideline for accurately
measuring CO 2 emissions produced by
freight and passenger transport services. By
following the guideline, companies’ reporting
about their carbon footprint will become more
comparable and transparent. So far, companies
have in principle been able to calculate much as
they have seen fit, with the result that usually
it was a case of comparing apples with pears.
Consequently, regulatory requirements have
no sustainable basis and the usefulness of the
carbon footprint for companies and customers
is questionable.
In what areas is the DIN committee looking
to improve comparability?
We are seeking to define standardized rules for
example for determining distances in air and sea
transport, calculation methods for groupage
and distribution traffic, consideration of empty
truck journeys or emission factors for biofuels.
To what extent does the work of the German
working group impact beyond national borders?
The CO 2 problems don’t stop at the borders.
The DIN committee is therefore also involved
in the development of a European standard for
measuring energy consumption and greenhouse
gas emissions in transport services by the European
Committee for Standardization, CEN.
Here, the international standardization process
is in full swing.
What is Dachser hoping to gain from this
involvement?
In addition to our social responsibility, we are
keen to improve and develop our CO 2 management
processes. But Dachser is not only focusing
on CO 2. We are also interested in the other
greenhouse gas emissions, such as soot particles
or nitrogen oxides. We aim to bring these factors
into the discussion.
When can the DIN committee be expected to
produce a result?
It is expected to publish the standard by the
end of 2012.
DACHSER magazine 05

FORUM: PEOPLE & MARKETS
Logistics market
On a rapid track to growth
In 2010 Dachser reported excellent operating figures. Bernhard Simon, head of the Dachser management
board, talks about markets and opportunities in 2011.
Mr Simon, the crisis is overcome,
in the economy all
signs are pointing to growth.
What about at Dachser?
In 2010 Dachser increased its
revenue by 19 percent to EUR
3.8 billion; this represents a
milestone in the history of the
company. The number of consignments
rose by 11 percent
to 46.2 million, weighing a total
of 35.5 million tonnes,
which is an increase of 21 percent. During
the same period our employee numbers went
up by ten percent to 19,250.
What do these figures mean in terms of
competition?
This jump in revenue of EUR 600 million in
total has once again put us ahead of the industry
average. According to Datamonitor,
growth in the logistics sector in Germany
was between five and six percent.
What are the key drivers of growth?
Dachser’s European Logistics business field,
i.e. European overland transport, recorded
growth of ten percent. Revenue in 2010
amounted to EUR 2.4 billion compared to
EUR 2.18 billion in the previous year. But
06 DACHSER magazine
Bernhard
Simon
the real engine of growth in
2010 was the Air & Sea Logistics
business field, where we
increased revenue from EUR
560 million to EUR 940 million,
representing growth of
68 percent on the previous
year. Our biggest strength lies
in the close dovetailing of the
European Logistics and Air &
Sea Logistics business fields.
What’s new this year?
Our network development this year is focusing
on the new system with three Eurohubs.
In 2011 two new Eurohubs, in Bratislava
and Clermont-Ferrand, will be linked
to the existing Eurohub in Überherrn
in the Saarland, which was
established in 2002. These will reduce
the number of cross docking operations
to the destination branch office
to one or at maximum two, meaning a
significant improvement in transport
capacity utilization and shorter transit
times. In this way we are optimizing our
economic and ecological efficiency.
How high is the investment volume?
We have earmarked around EUR 1.3 bil-
lion for investment over the next five years –
financed from cash flow. For 2011, we are
planning net investments of EUR 210 million,
which is EUR 86 million more than
last year. This will primarily be spent on extending
our logistics network in Europe and
around the world, in particular expanding
our branch offices. All of this will bring us
closer to fulfilling our mission to create the
world’s most intelligent combination and
integration of logistical network services and
in doing so optimize the logistics balance
sheet of our customers.
In brief
Dachser is the only logistics provider
to be included in the “Lexikon
der Deutschen Weltmarktführer”
(“Lexicon of German World Market
Leaders”). The newly published
697-page reference volume
lists around 800 German world
market leaders that excel through
inventiveness, creativity, flexibility
and process excellence.

DACHSER IN FIGURES
3.8
EUR 3.8 billion revenue
46.2 m tonnes:
consignments transported
35.5
35.5 m tonnes:
total weight
310
310 profit centres
19,250 employees
worldwide
1,750
1,750 new jobs
The key figures for 2010 are the
foundation for further robust growth
in the current business year
Load carriers
Famous boards
FORUM: PEOPLE & MARKETS
The europallet is writing history. For 50 years, millions of these wooden
load carriers have shaped European transport logistics.
Standards ensure dependability. And this is precisely where the europallet scores – thanks
to UIC standard 435-2. This describes the precise construction, dimensions, components
and load capacity of this transport medium. This designation is controlled and monitored
by EPAL, the European Pallet Association. The quality of the pallets is controlled by
the SGS (Société Générale de Surveillance), a worldwide independent inspection agency
that carries out unannounced random checks.
“Dachser handled approximately 45 million EU pallets within its network in 2010 alone,”
says Thomas Jäger, head of Dachser’s Containers & Dangerous Goods Management
department. “All stakeholders in the process chain therefore have to be aware that what
they are transporting is not just a piece of wood; it also represents a significant monetary
value.” Multiple use is therefore not only ecologically but also economically meaningful.
Today the pallets have many uses which are continuously adapted to the various processes,
for example in the high-shelf warehouse, for double-deck loading or for use with
Wood with format: the europallet
automatic conveyor systems. Because demands on the quality of these robust load carriers
are constantly increasing and the costs incurred for the exchange of packaging materials
are not borne equally by all stakeholders in the value chain (industry, logistics and retailers),
the independent service provider GS1 Germany has since the end of 2009 been conducting
an extensive analysis of the quality classifications and exchange systems within
the pallet industry. This project involves representatives from various industrial and retail
companies as well as logistics providers, including Dachser. One result is already clear: half
a century after its introduction, the europallet is here to stay.
DACHSER magazine 07

FORUM: DACHSER FACE-TO-FACE
Bernhard Simon meets ...
Marie-Christine Ostermann
What counts is quality, not quotas: the head of Dachser’s
management board spoke to Chairwoman of the German Association
of Young Entrepreneurs, Marie-Christine Ostermann, about women
in executive positions.
hh Ms Ostermann, women at the head
of major companies are still in the minority.
What has happened to emancipation?
Marie-Christine Ostermann: I truly believe
emancipation has come a long way. Especially
in family businesses. Among the
member companies in our Association of
Young Entrepreneurs up to 25 percent of the
top jobs are already held by women. That’s
not a bad development at all.
hh Why do women particularly manage
to assert themselves in family businesses?
M.-C. Ostermann: Because here there is
often a closer rapport with the management
level. For many women direct communication
forms the basis for juggling family and a
career and finding their individual life-work
balance.
hh Mr Simon, on the executive level,
logistics is still very much a male-dominated
world. What has so far prevented
women from entering?
Bernhard Simon: For a long time logistics
wasn’t first choice for women on the job market.
They didn’t see their way to the top as being
classically mapped out. In the meantime,
however, they are increasingly signing up for
vocational training and more and more
women university graduates are showing an
interest in our industry.
M.-C. Ostermann: Young women today
often have excellent qualifications, and when
given an opportunity to show what they’re
made of can often outperform their male
counterparts. The point is to choose study
08 DACHSER magazine
subjects that will pave the way to the top.
If you study art history, you’re less likely
to end up on the executive’s chair. You need
to study something like engineering or the
so-called MINT subjects (mathematics,
information technology, natural sciences,
technical engineering). As an MBA, entrepreneur
and chairwoman of the German
Association of Young Entrepreneurs I try to
set a good example and show that working
with more figures can in fact be fun.
hh Do women simply have to be better
men?
B. Simon: Surely that would be the wrong
approach.
M.-C. Ostermann: That would never even
have entered my head. I’m a woman, I’m
feminine and I’m proud of it. What’s far
more important is to be authentic, to have
backbone and to assert yourself. But there’s
absolutely no doubt that women are just as
capable of running a company as men. It
doesn’t make sense to ascribe this quality
to one gender or the other across the board.
hh What are we to think of quotas for
women against this background?
M.-C. Ostermann: An entrepreneur must
have the freedom to decide who to employ.
That’s not something for politics to decide.
A quota for women is definitely the wrong
approach. The role of politics should be to
create good conditions for family-friendly
workplaces. That means day care centres,
all-day schools and other child-care services.
This helps both employees and companies.
An exclusively politically motivated quota
helps no one.
B. Simon: Instead of a quota for women
what we need is an in-depth social discussion
of where we are heading. That starts
at the workplace. Even among colleagues,
the image and role of women needs to
be a topic. The important thing is not to
talk about women, but to talk with them.
What are your career goals? I have often
found myself sitting opposite highly
talented young employees who have admitted
to me that in future they intended
to dedicate themselves entirely to raising
A quota for women is definitely the wrong approach.
hh The role of politics should be to create good conditions
for family-friendly workplaces Marie-Christine Ostermann
their family and give up their career. They
had allowed parents, friends and their
whole environment to persuade them they
would otherwise be a bad mother. They
don’t want to be branded as egoistic career
women. This is where companies need to
get involved in the discussion and where
possible relieve some of the pressure young
women are under.

PERSONAL FILE
Marie-Christine
Ostermann
is managing partner of food wholesaler
Rullko Großeinkauf GmbH &
Co. KG in Hamm/Westphalia. The
33-year-old runs the family business,
which was founded in 1923,
alongside her father, Carl-Dieter
Ostermann. Rullko supplies the
canteen kitchens of hospitals and
homes for the elderly, generates
revenue of EUR 75 million a year
and employs a staff of 150. Since
November 2009, Marie-Christine
Ostermann has been Chairwoman
of the German Association of
Young Entrepreneurs, a forum for
young family entrepreneurs and
owner entrepreneurs up to the
age of 40.
Bernhard Simon
met Marie-Christine Ostermann
during the transport logistic trade
fair in Munich, where “Executive
Day” happened to be on the agenda.
The head of Dachser’s management
board was impressed by the
number of young women visiting
the Dachser stand to inform themselves
about the prospects for
success in logistics. The perfect
context for an intensive hour-long
discussion about women in executive
positions.
More and more women are
standing their ground
in company boardrooms
hh 14-hour day, rushing from one meeting
to the next, jet-setting around the
world – are terms like “part-time” and
“home office” compatible with the expectations
of a modern executive with a
sense of family?
B. Simon: There’s no reason why women
with a family shouldn’t also be able to do a
14-hour day. Just not every day of the week.
Where it starts to get tough is when executives
set themselves the goal to excel all the
time in both roles, in other words family and
career. That just doesn’t work. It simply produces
mediocrity – and at the end of the day
frustration all round. We don’t intend to lower
what we expect of our top executives; instead
we will look together to find intelligent
solutions for improving time management.
For example, where necessary, families could
club together to look after each other’s children.
It’s all about carefully managing the
little time available and delimiting tasks.
This way, time spent with the family and at
work becomes more valuable all round.
M.-C. Ostermann: Success also means that
as a society as a whole we need to become
more relaxed, learn to let go occasionally and
remind ourselves every now and then that
we are only human.
B. Simon: ... and demand that others do
the same. That’s part of life and being authentic.
At our head office in Kempten we
have a relatively high proportion of women,
which is something we actively promote.
And because we don’t have shift work, we can
plan for flexible workplaces. We have therefore
set up a crèche so that working mums
with babies can balance a job and a family.
With positive results: the birth rate in our
Instead of a quota for women what we need
hhis an in-depth social discussion of where we are
heading. That starts at the workplace Bernhard Simon
company has recently risen. Just one more
thing proving that demographic and labour
market policy goals can be achieved if the
basic conditions are right.
hh Ms Ostermann, who is your personal
“heroine” among female executives?
M.-C. Ostermann: All those women who
authentically and self-confidently cut their
own path in life. Such as the chairwoman of
the supervisory board of the Henkel group,
Simone Bagel-Trah: she holds down a top
job, is a mother of two and yet is always
herself. One example that inspires a lot of
confidence.
q
Read why goal orientation is not
everything on the ladder to success in
the full-length version of the interview at
www.dachser.com/discussion
DACHSER magazine 09

NETWORK: SOUTH AFRICA
On the threshold
to the future
Dachser is expanding its intercontinental network
in South Africa. The logistics provider is thus
establishing a foothold in an emerging market
that is increasingly finding its place on the global
logistics map.
hSouth Africa is where you’ll find the
Cape of Good Hope. Just like Hartmut
Duve. In 1979, a good thousand kilometres
north of here in Johannesburg, he
took the plunge and set up a small forwarding
company under the name of Jonen
Freight Pty. Ltd., having emigrated from
Hamburg to South Africa only a short time
earlier. To a land of unrest and political and
economic upheaval. Apartheid and the international
isolation that it engendered were
Detlev Duve,
managing director of
Jonen Freight Pty. Ltd.
10 DACHSER magazine
up for negotiation and after a phase of conciliation
ended in 1994 with a change of
government. Parallel to the South African
economy, forwarding business also began to
pick up. “When I joined my father’s company
in 1995, we already employed a staff of
ten,” remembers Jonen managing director
Detlev Duve. Along with democratization,
broad-based macro-economic reforms at the
time were helping to enhance the country’s
competitiveness and boost the economy.
With Dachser to
hh a globally integrated
logistics network Detlev Duve
VOICES
“Such a beautiful country, blessed
with fabulous attributes: nature,
wildlife, wine and spectacular
people who sometimes come
from far away.”
Pia Grønlund, freight forwarder, Dachser ASL
Denmark
“I associate South Africa with Robben
Island and Nelson Mandela,
who successfully staged his protest
against racism from there.”
Mireille Rubens, tender management Dachser
Netherlands
“The first thing I think of in connection
with South Africa is the
Football World Cup with Shakira
and her wonderful World Cup
hymn.”
Andrea Gonzalez, operations supervisor,
Dachser Chile S.A.
Jonen Freight opened an office in Cape Town
in 1997 and set up another branch in Durban
seven years later.
Today there are 133 staff on the payroll.
In February of this year, the Duve family
entered into a joint venture with the internationally
operating logistics provider, Dach

ser. “By becoming part of and integrated into
the Dachser organization we will in future
be able to offer our customers far more than
just regional competence – we will be giving
them access to a globally integrated network,”
says Detlev Duve.
Important transport hub
Internationality has become an important
factor at the Cape. “For us and many of our
globally operating customers, South Africa
South Africa’s ports open doors to attractive markets
is an attractive market and important international
transport hub,” says Thomas Reuter,
managing director of Dachser Air & Sea Logistics.
Since the country serves as a hub for
the neighbouring countries, almost all major
German companies have branches in South
Africa that supply the southern part of
Africa, he adds.
With the exception of the crisis year, the
economy has grown without interruption
since 1999, achieving an annual growth rate
of four percent. The biggest engine of growth
is the country’s natural resources, which
account for almost 78 percent of exports, 96
percent of which are handled via sea routes.
As a consequence the seven trading ports,
first and foremost Durban, Port Elizabeth
and Cape Town, play a key role in trade
between South Africa and partners in the
southern half of the African continent.
They are also pivotal for trade with Europe,
Asia, North and South America as well as
the East and West coast of Africa.
Integration promotes growth
The ports are linked to an extensive rail network
that also serves the emerging African
markets south of the Sahara. Additionally,
the country has around 754,000 kilometres
of developed road infrastructure, 9,600 kilometres
of which are paved national highways.
“When it comes to managing their goods
flows, customers expect top service at fair
prices,” Duve explains. Even at the Cape,
modern logistics providers in the meantime
need to offer more than straightforward
goods transport. “Holistic supply chain
management is what customers are looking
for.” Via Dachser’s majority shareholding in
NETWORK: SOUTH AFRICA
SHORTHAND
Republic of South Africa
Area: 1,219,912 km 2
Population: 49.3 million
Capital: Pretoria
Economy: mining, services,
wine growing, tourism, automotive
industry
Export goods: gold, silver, diamonds,
platinum, rhodium, palladium,
coal, wine and agricultural
produce
Jonen Freight Pty. Ltd., both family-run
enterprises are aiming to further develop
their activities on the attractive South
African market in future. “The integration of
our joint venture partner into the Dachser
network will enable us to offer existing and
new customers better services,” Reuter states.
Beyond this, Reuter also has his eye on another
development: recently, South Africa
was accepted into the club of elite “BRIC”
emerging countries (abbreviation for Brazil,
Russia, India and China) – which now calls
itself BRICS. By 2030 much of the world’s
trading volume will be handled via these
countries. This, at least, is the result of a study
commissioned by the auditing company Price
Waterhouse Cooper (PwC) and the Supply
Chain Management Institute of the European
Business School. According to the
study, the emerging economies are also becoming
increasingly active with their own
logistics infrastructure in developing countries
rich in raw materials. Given this background,
building up the Dachser network
in this region is definitely foresighted.
Already, transport volumes on the southsouth
route between South America and
Africa are showing double digit annual
growth. Hartmut Duves’ new venture at the
Cape was obviously not only a courageous,
but also a very smart idea. K. Fink
DACHSER magazine 11

COMPETENCE: ECOLOGY
Effective environmental protection is integral to Dachser’s
long-term corporate governance policy. But it can’t work without
professional environmental management.
hIt’s a compound with a profound impact:
CO2. Because carbon dioxide
isn’t just a natural constituent of the air
we breathe but also an extremely climatedamaging
greenhouse gas produced by combustion
processes, it is currently fuelling the
debate about emissions and conservation of
the natural atmosphere that is essential to
human survival. This also goes for logistics
with its ever expanding flow of goods.
“Ecology concerns everyone in the company,”
says Jens Müller, manager of Dachser’s
Network Management: Organization division.
“Everyone at Dachser should and can
contribute.”
With this end in view, the logistics provider is
currently building up its own environmental
management system within its network
management division, which is geared equally
towards customers and staff. For this,
Jens Müller and his team are consolidating
Dachser’s extensive know-how and all its
environmental activities. “Reliable reporting
is key if we are to measure the ecological
impact of our day-to-day activities for our
customers. With this in mind, we have established
concrete benchmarks and quantifiable
12 DACHSER magazine
Sarah Tausend, Nicole Sommerlatte, Thomas Jäger and Jens Müller (from left)
are responsible for Dachser’s environmental management
Looking more closely
corporate goals,” Müller explains. Measuring
and reducing CO 2 emissions is an important
task, but that’s by no means the end of the
story, he adds. “It’s simply not yet possible
to comprehensively measure CO 2 data in a
logistics network because the necessary standards
don’t exist. We are therefore working
to establish our own benchmarking system in
cooperation with the branch offices. This
will help us to be optimally prepared when
standards are defined.” Dachser managing
director Michael Schilling stresses: “Far more
decisive than the actual calculation of emission
values is in fact the degree of capacity
utilization of freight traffic”. If for example
a truck of the latest generation travels from
A to B with less than its full capacity, its ecobalance
will look much worse than that of a
Euro IV truck loaded to capacity. “Dachser’s
Jens Müller, division
manager Network
Management:
Organization at Dachser
environmental management has therefore set
itself the task to look more closely,” says
Schilling. “We monitor the internal supply
chain as well as the individual processes.”
“For Dachser,” Schilling adds, “this means
going back to our fundamental task to generate
freight services with good capacity utilization
and deploying state-of-the-art technology.
This is where we can apply our biggest
ecological lever.” Jens Müller adds: “Successfully
producing, holistic and integrated networks
help to preserve resources and actively
protect the environment and counteract climate
change.” Dachser managing director
Michael Schilling sets the course: “We’re
not just going to sit back and wait for standards
to be defined; in the meantime we are
working intensively on defining our own
concepts and measures.” M. Schick
hh Measuring CO2 is important,
but that’s not the end of
the story Jens Müller

Success
based on
principles
For over 90 years, Durable has
been optimizing the quality of our work
environment with office organization
and presentation systems. Innovations
are a constant growth driver.
h “Innovations, quality and design.”
Horst-Werner Maier-Hunke, managing
director and president of Durable Hunke
& Jochheim GmbH & Co. KG in Iserlohn,
has committed himself to these three principles.
With this, he is following on in the best
INFO
Durable Hunke &
Jochheim GmbH &
Co. KG
The office supplies manufacturer is
based in Iserlohn and has a staff of
around 570. It has production sites
in Gotha, Kamen-Methler and in
Szczecin/Poland. Durable is present
in markets in 80 countries around
the world.
F
www.durable.de
tradition of the family enterprise. The company
was founded in 1920 by Karl Hunke
and Wilhelm Jochheim, and originally produced
metal tabs for sorting documents. Today
the family business with a staff of around
570 is a leading European manufacturer of
office organization and presentation systems.
“Durable’s hallmark is sophisticated, stylish
yet understated design and clever and practical
solutions,” Maier-Hunke states. One of
the company’s key milestones of success was
and still is the invention of the Duraclip clip
file in 1959. This innovative plastic clip folder
was the first of its kind that enabled documents
to be filed without punching. Ever
since, Durable has been hailed as a pioneer
for plastic office supplies. In the meantime encompassing
some 2,000 products, the Durable
range includes product groups such as files and
folders, name badges, index systems, desktop
organization, computer accessories, information
and presentation systems, storage and
archive systems, cleaning and self-adhesive
products.
Global markets
As a globally oriented enterprise with subsidiaries
in the Netherlands, Belgium, Sweden,
France, Austria, the UK, the USA as
well as offices in Russia and Italy, Durable
has relied on Dachser as its logistics partner
since 1975. “Together we link Durable’s production
sites in Gotha, Kamen-Methler,
COMPETENCE: DISTRIBUTION LOGISTICS
Szczecin/Poland and the distribution centre/high-shelf
warehouse with 14,000 pallet
spaces in Iserlohn-Sümmern with global
markets,” explains Ulrich Wilhelm, international
sales manager at Dachser’s Dortmund
branch office. The key success driver
of logistics is the connection to Dachser’s
European network. Furthermore, via its Air
& Sea Logistics business field, Dachser also
handles regular container traffic to the
USA as well as worldwide air freight consignments.
The fact that in Dachser, Durable has a
family enterprise as a partner that has put
sustainability at the top of its agenda certainly
facilitates understanding on both
sides. Durable’s production, for example,
complies with the criteria of the international
DIN EN ISO 9001 standard and is
certified in accordance with DIN ISO 14001.
“We want to be successful, but not at the
expense of a peaceful, intact future world
worth living in,” says marketing manager
Horst Bubenzer. “These principles aren’t just
paper tigers; they are actively practised
throughout our enterprise. And have been
for many years.” This is just one reason why
the family-run company supports charities
such as SOS Children’s Villages in Kenya,
Nepal, Pakistan, Peru, Sri Lanka, Estonia
and at home in the Sauerland region.
Within the company the future above all
builds on innovations. Durable currently
holds around 80 patents and new ones are
being added all the time. For Maier-Hunke,
this rests on the underlying self-commitment
to continuously “find new niches”. Quite
simply as a matter of principle. M. Gelink
DACHSER magazine 13

COVER STORY
14 DACHSER magazine
Logistics is an accelerator
of corporate profitability.
In future it will be measurable

Measuring
success
With the help of innovative methods, Dachser
is making the value and profit maximizing
power of logistics services fully measurable.
The principal focus is on customer benefit.
h “If it weren’t for our customers, we
wouldn’t be here!” Sometimes the
truths on which corporate activity is based
are very simple. For Bernhard Simon, head of
the Dachser management board, the central
question remains: “What can we do to ensure
satisfied customers who keep coming back
to us?” Answers, he believes, have to be provided
by the whole enterprise – at all times
and across all levels of the hierarchy. This
approach was already embraced by US economist
Peter F. Drucker, who died in 2005. His
credo of modern management practice was:
“There is only one valid definition of a business
purpose: to create a satisfied customer.”
Dachser has formulated this objective in its
mission statement: “We create the world’s
most intelligent combination and integration
of logistical network services. We optimize
the logistics balance sheet of our customers.”
For the logistics provider this means continually
considering the customer’s needs and
seeking feasible ways forward together. “We
must meet the constantly changing demands
Bernhard Simon is
head of the Dachser
management board
COVER STORY
of the market flexibly and dynamically,” Bernhard
Simon stresses. “At Dachser, customer
orientation therefore means looking outwards
and listening carefully to our customers.” A
logistics provider, he believes, must be prepared
to leverage its know-how and innovative
concepts not only to reach the market,
but also, wherever possible, to help shape it.
“Those who are in it for their own personal
gain are likely to be the losers at the end of the
day,” Simon says. Corporate profitability is
measured in terms of returns – and this goes
for the customer as well as the provider. For
Dachser this means: “We optimize the logistics
balance sheet of our customers and hence
their satisfaction. This creates the basis for
corresponding returns – on the customer side
as well as for the service provider”.
This article illustrates how Dachser makes
successful logistics measurable and thus enhances
the result for the customer by describing
three measurement approaches for
comprehensive customer- and performanceorientated
management. �
We must meet the
hh constantly changing
demands of the market flexibly
and dynamically Bernhard Simon
DACHSER magazine 15

COVER STORY
Approach I:
Perfecting performance
hWe meet Professor Martin Göbl in
the Thomas Dachser Auditorium at
Kempten University of Applied Sciences.
The holder of a doctorate in Business and
Engineering, he has taught logistics and
business management here at the Faculty
of Business and Economics since 2006. A
group of students have just left the lecture
hall. On the board, cost calculations showing
ratios such as revenue, variable and fixed
costs, current and fixed assets, net profit,
asset turnover and return on equity offer up
clues as to what the lecture was about. The
fundamentals of business administration,
clearly. Accompanied by the all-important
question: What actually determines logistics
performance? For many years now, Professor
Göbl has been investigating how logistics
contributes to a company’s profitability.
Together with Dr Andreas Froschmayer,
manager of Dachser’s Corporate Development
division, he has been researching a
brand new management approach designed
to measure profitability factors in logistics.
“Performance is reflected in different dimensions:
effectiveness, efficiency, productivity
or profitability,” Göbl explains. The basis for
such an approach is an extended definition
of logistics. “Here not only the cost side, but
also the revenue side for internal and external
customers plays a role.” In their book
BOOKMARK
16 DACHSER magazine
Froschmayer, Andreas/Göpfert, Ingrid:
“Logistik-Bilanz – Erfolgsmessung neuer
Strategien, Konzepte und Maßnahmen”
By analogy with the corporate balance sheet, the
book addresses the profit maximizing power of
logistics for a company or a supply chain network.
Gabler Verlag, 2nd revised and expanded edition
2010, 214 pages. (Only available in German)
LOGISTICS
PERFORMANCE
Logistics is not only a cost driver; it also generates revenue
and produces satisfied customers. A scientific excursus.
“The Power of Logistics”, which is to be published
parallel to this article, co-authors
Froschmayer/Göbl present an overall concept
for a strategically managed logistics
system. “This focuses on the one hand on
providing information relating to revenuerelevant
performance indicators and on the
other hand on separate measurement of
logistics profitability as well as an evaluation
of the logistics system,” Dr Froschmayer
explains. “Bearing in mind that logistics aims
to create added value within the value system
for the company, logistics controlling also
has to consider cross-company aspects to enable
logistics changes across the value chain
to be evaluated.” Supply chain controlling is
therefore becoming an increasingly important
prerequisite in enabling companies to
provide profitable logistics.
Everyone calculates differently
But how can logistics performances be measured?
Service-specific characteristics are often
highly individual and hard to differentiate.
Thus for one customer it may be clearly specified
that the waiting period prior to unloading
at the ramp is included in the transport
time, while another customer may record this
as idle time. Invoicing or measuring transport
or storage costs vary in the same way. While
one customer or service provider calculates
Prof. Martin Göbl (l.) and Dr Andreas
Froschmayer at Kempten University
of Applied Sciences
according to distance in km and tonnage,
another uses postcode regions and transport
volumes. Different load carriers, types of load
and supplementary services also mean that
the actual warehousing performance is highly
diversified and difficult to compare.
“The goal of performance measurement in
logistics is therefore to support problem-solving
and decision-making processes in logistics
through empirically-conceptually acquired
information about logistics processes,” Professor
Göbl explains. This goes much further
than managing financial performance. In
Göbl, Martin/Froschmayer, Andreas:
“The Power of Logistics –
Strategy – logistics business plan”
This book for the first time discusses all valuecreation
areas that are influenced by logistics.
Gabler Verlag, 2011, approx. 350 pages
(German/English)

THE STRUCTURE OF SUCCESS
Throughput times
Delivery time
Flexibility and
responsiveness
No-claims and accuracy
of logistics processes/
Response time
Logistics costs/
revenue
Transport costs
Logistics personnel
costs
light of a business world characterized more
and more by globalization and the division of
labour, the authors see the role of logistics and
logistics managers as increasingly important
for a company’s overall profitability.
“Although logistics costs in retailing account
for approx. 16% and in industry approx. 7%
of total costs, differentiating logistics costs
within the company is often highly complex,”
Dr Froschmayer observes. This is confounded
by the problem that corresponding ratios
are usually only measured and communicated
at cost and not at performance level. An
effective performance measurement system
must therefore make clear which individuals
and segments need to adapt their level of
efficiency.
Knowing what’s expected
The prerequisite for this is knowing the expectations
of external and internal customers
concerning logistics. “Only then can we assess
whether these expectations have been
met – and the logistics performance is therefore
successful – or not,” Professor Göbl explains.
However, a supply chain is always
a highly intricate structure. “For many, logis-
Logistics
performance
Logistics
costs
tics is a classic basic requirement that is only
perceived when something goes wrong. A
good performance result is therefore frequently
taken for granted and not explicitly
acknowledged.” The question is, however,
what performance and excitement attributes
Many people
hh do not have an
accurate picture of the
logistics costs within their
own company
Dr Andreas Froschmayer
can be generated through logistics that may
even lead to competitive advantages. As key
parameters for customer satisfaction, goods
availability, freedom from damage, punctuality,
accessibility, modern equipment and
a service-oriented culture are frequently
named. Particularly important – especially
for the service provider – is to focus special
attention on the customer touch points along
COVER STORY
Logistics within the company
is more than a cost factor.
Strategically managed, it generates
revenue and produces satisfied
customers. This can lead to decisive
competitive advantages
Logistics
profitability
Source: Göbl/Froschmayer
“The Power of Logistics” and quoted
literature references
the so-called “line of visibility”, i.e. all situations
in which customers and service
providers come into contact with one another
and which are evaluated by the customer
intuitively without paying much attention.
For example, what is the position as regards
the vehicle fleet, what is the situation in the
warehouse, how friendly are the staff, how
do they deal with problems or complaints?
“An all-round successful logistics performance
can quickly be ruined by a slip-up in
delivery or an unfriendly word to a customer,”
Dr Froschmayer knows. “The last mile has
the greatest customer relevance.”
For logistics providers this translates into a
two-way responsibility for customer satisfaction:
on the one hand towards the consignor
and on the other towards the final customer.
“Logistics drives corporate profitability and
is therefore strategically important,” Professor
Göbl points out. When asked where logistics
is positioned along the value chain,
his answer is brief and to the point: “Everywhere.”
He therefore advises companies to
see things from a new angle. “Logistics is
not a cost driver; it generates revenue and
creates satisfied customers.” �
DACHSER magazine 17

COVER STORY
Approach II:
Satisfaction that pays off
hIt’s the overall performance that commands
Professor Dieter Truxius’ constant
attention. Perhaps that’s one of the reasons
why in his spare time Dachser’s chief
financial officer likes to play the bass guitar.
“The bass line determines the rhythm and
underscores the sound produced by the other
members of the band,” he says with a smile.
It’s the same within a company. “For a family
enterprise to perform well within a market-based
system, it needs to be able to grow
profitably using its own resources. In order to
do that, it is necessary to largely plough profits
back into the company,” Professor Truxius
says. Dachser’s shareholders reinvest almost
100 percent of the profits in the company. “At
Dachser, this is the base line for success.
Growth, after all, is the basis for our customer
orientation.” Overland transport logistics
in particular demands high fixed asset
investments, he adds. Even in the 2009 crisis
year, Dachser invested around 120 million
euros; some 80 percent of this in new business
premises and expansion of the network.
Customer proximity
At Dachser Air & Sea Logistics on the other
hand, appointing the right people is the
key factor. “Logistics providers don’t invest in
a fleet of aircraft or ships; instead,” the CFO
explains, “they organize the flow of world
trade by drawing on appropriate providers.”
In order to be as close as possible to customers
and their requirements, the country
organizations and branch offices work largely
autonomously as “enterprises within the
enterprise” across the three European Logistics,
Air & Sea Logistics and Food Logistics
business fields. “At Dachser,” Professor Truxius
says, “management systems are therefore
organized decentrally with each branch office
bearing responsibility for its operating re-
18 DACHSER magazine
INVESTMENT
& FINANCE
Customers’ appetite for information about logistics
services has grown significantly. At Dachser, successful
performance in investments as well as controlling is
therefore top of the agenda.
Prof. Dieter Truxius,
managing director of Finances
at Dachser
sults.” Controlling within the internationally
operating logistics provider is organized accordingly,
he says.
“Quarterly results, or indeed even monthly
results, would come much too late for us. We
rely on the daily results from each single
branch office in order to obtain informative
monthly results.” To meet these requirements,
Dachser, in cooperation with SAP, has
introduced a new, uniform basis for controlling.
Introduction in all 45 branch offices
across Germany has not happened with a big
bang, but step-by-step since autumn 2009.
Worldwide integration is scheduled to be
completed by 2013.
Contrary to commercial management, for
its forwarding software the logistics provider
relies entirely on solutions developed inhouse,
such as the Domino or Mikado standard
applications. “These are not based on
rigid systems,” Professor Truxius is keen to
point out. “Rather, through ongoing further
developments and staff training, we also integrate
changing customer requirements and
ensure that the quality assurance of workflows
reflects the latest standards.”
Calculating profitability
According to Professor Truxius, customers’
appetite for information about logistics services
has grown significantly. For example,
IT penetration at Dachser is growing continuously,
both in operations and in invoicing.
One central topic for Dachser in this context
is customer profitability analysis.
Customer expectations in this respect are,
however, very different. Describing the demands
made on Dachser, Professor Truxius
says: “Some prefer a flat rate that covers all
services in one lump sum, while others want
a detailed calculation itemizing the individual
processes, for example in the warehouse”.
Unlike a physical product, preparing quotations
in the services sector is a highly specialized
task. “It requires us to precisely identify
and itemize for the customer the many partial
performances we render. A complex matrix
very soon emerges.” A contract logistics
project like that implemented for tesa, for example,
(cf. edition 1/2011) can encompass
anything up to 100 individual processes. This
complexity usually needs explaining to customers.
And the calculations have to be as exact as
possible. The individual processes in the
warehouse are for the most part calculated
down to the last cent. At the end of the day,
it’s the sum of individual process steps that
determines the price. Even the slightest error
can have a devastating impact on the balance
sheet. This is one reason why Dachser is keen
for controlling to be the responsibility of the
local branch offices. “Kempten defines the
system,” Professor Truxius explains. “Concrete
implementation is the job of operational
controlling in the branch offices – this
definitely has a positive effect on the quality
of the performance.” There it is again, the
finance manager’s “bass line”. At the end of
the day what matters most to him is that the
instruments are in tune with each other.
“That’s what our customers expect of us.”

Approach III:
Knowing what’s important
Quality management plays a key role at Dachser.
This is based on a wide variety of evaluations and ratios,
thus for the customer turning a service into
a precisely calculable product.
hJens Müller must have been born with
more than his fair share of dauntlessness.
This is the only way to explain the imperturbability
with which Dachser’s Network
Management: Organization division manager
within European Network Management
& Logistics Systems applies himself to channelling
the ever increasing flood of information
over the past few years relating to logistics
services and processes and turning it to
advantage for customers. The constructs he
and his team are establishing at Kempten
head office for the European Logistics business
field are supported by a wide variety
of evaluations and ratios, as well as analyses
What counts
hh is having the right
information at the right time
Jens Müller
and corresponding IT tools. A similar form
of quality management is being implemented
across all of Dachser’s other business fields.
“The value of a logistics performance is expressed
for example in terms of delivery
quality, transit times, possible damages and
delivery obstacles,” Müller explains. Dachser
has defined fixed target values that are constantly
monitored via deviation analyses. A
standardized product range is a basic prerequisite
for defining quality ratios. An example
in the European Logistics business field
is the entargo product family, which stands
for a standardized range of services and ensures
uniformly high quality standards – both
nationally and internationally. Depending on
requirements, customers can select services
with a focus on predefined transit times (tar-
QUALITY
gospeed), predefined delivery dates (targofix)
or flexible deliveries at fair prices (targoflex).
Centralized quality controls
In order to make such service promises measurable
for the customer, Dachser employs
uniform software standards and central IT
databases. “This allows us to monitor all processes
centrally while applying uniform
benchmarks,” Jens Müller explains. Part of
this database-supported centralized quality
control is the “ActiveReport” tool. This allows
both the service departments in the Dachser
branch offices and customers themselves to
quickly and directly obtain information
about delivery obstacles. “This way, we make
quality transparent,” Müller says.
Having said that, Dachser’s network manager
and his team seek to restrict the mass of
information so that only relevant information
is monitored. “If an order is going according
to plan, there’s no sense in triggering
unnecessary administrative processes,” Jens
Müller explains. “Intelligent and cost-effective
quality management also means only
concentrating on those factors that are relevant
for problems between target and actual
performance.” Against this background, the
principle of “the right information in the
right place at the right time” plays a key role
at Dachser. Because as process architect
Jens Müller knows, a capacity for sustainable,
customer-oriented logistics means knowing
what’s important. M. Schick
Jens Müller, division
manager Network Management:
Organization at Dachser
Read here how to turn logistics
F
services into products
www.dachser.com/entargo
COVER STORY
DACHSER magazine 19

FOOD LOGISTICS: AUSTRIA
Building on trust
With new network structures and a mix of strong partners,
Dachser Food Logistics is driving imports and exports to and from
Austria forward. All to the benefit of its customers.
h Ice
tea and fruit juice, energy drinks
and confectionery from Austria are as
familiar sights on supermarket shelves in
Germany as cookies from Hanover, coffee
from Bremen or sausages from Nuremberg
are in Austrian retail outlets. According to the
Federal Statistical Office, in 2010 almost
three billion euros worth of food and beverages
were exported from Germany to Austria.
Conversely, around one third of Austrian food
exports made their way to Germany. Austria
is also one of the highest-tonnage import and
20 DACHSER magazine
export routes for Dachser Food Logistics.
Reason enough to reorganize its own network
structures in the Alpine republic.
“In the food sector, Dachser is successfully
relying on a mix of strong partners and its
own country organizations,” explains Alfred
Miller, managing director of Dachser Food
Logistics. Following entries into the Czech
Republic in 2006 and Hungary in 2008, his
business field is now expanding into Austria.
While the two eastern European countries
are served entirely by Dachser’s own organi-
zation in both the chilled and ambient food
segments, in Austria a different solution was
chosen. With good reason: by contrast with
the more recent EU states, Austria has a saturated
market with in many cases long-term
business relations. “As a food logistics
provider with decades of experience we know
how important trust is, especially in the food
sector,” Miller says. “With our southern
neighbours, we have to work hard to earn
that trust by convincing them of our performance.
I am confident we will succeed.”

Dachser partner
Hans Brummer (centre)
and his team
Synergies for expansion
The company has already succeeded in entering
the market in the European Logistics
sector. Dachser has been represented with
its own organization in this business field
since 2003. Now a similar model is to be introduced
for non-temperature-controlled,
i.e. ambient foods. The existing transport
network of seven locations already serves
the entire country with daily deliveries and
collections of dry goods. Last year, a largescale
project lasting several months was
dedicated to reorganizing the workflow
structures and IT systems. The result:
Dachser Food Logistics was introduced as a
new sector and foodstuffs were completely
separated from food-incompatible goods
along the entire transport flow. This new
structure is ideal because it is supported by
Alfred Miller, managing
director of Dachser’s Food
Logistics business field
Dachser’s position as a logistics provider
which is able to service all market sectors and
is not restricted to being a pure refrigerated
goods logistics provider, also giving rise to
synergies that can be utilized for expansion.
Smooth transition to Dachser of full-coverage
fine distribution to Austria for such prestigious
customers as Wrigley and Moët has
already been accomplished. Since January of
this year, the meanwhile fully trained sales
organization has been approaching Austrian
suppliers of ambient foodstuffs. In terms
of volume, this segment offers the greatest
growth potential for Dachser Austria.
Manufacturers and distributors of wine,
fruit juices, spirits or baking ingredients can
contract Dachser to collect their consignments
– whatever their size – on a daily basis
and deliver them to their customers all over
Europe. Depending on the departure and
the target region, a consignment takes only
one to two days from the consignor’s ramp
to the retailer or restaurateur in the primary
export market of Germany.
One decisive competitive advantage is
Dachser’s outstanding quality, which ensures
that thanks to separate loading and a strict
New ambient services:
Dachser’s Hörsching branch office
FOOD LOGISTICS: AUSTRIA
From experience
hh we know how
important trust is, especially
in the food sector Alfred Miller
hygiene management system with HACCP
(Hazard Analysis and Critical Control
Points), foodstuffs are transported correctly
at all times. Within the Dachser network,
every consignment can be traced via the
Internet at package level and on request
Dachser will send automatic e-mail notification
of delivery deviations. Interface scanning
and the implemented routines for return
collection and delivery stops, plus a recall
crisis management group, ensure that recalls
can be executed speedily, regardless of
whether the consignment is on its way to
Pomezia, Eindhoven or Sattledt.
Exclusive partnership
The second pillar of the Austrian model is
the new exclusive partnership with Austria
specialists Brummer Logistik. Dachser now
transports temperature-controlled consignments
from or to the regions east of Tyrol
in cooperation with the logistics provider,
which is headquartered in Neuburg near
Passau. The geographical location close to
the German-Austrian border permits optimum
links to the European network and
record transit times in both directions of �
DACHSER magazine 21

FOOD LOGISTICS: AUSTRIA
traffic. Shipments to and from Tyrol and
Vorarlberg will be handled by Dachser’s
Neufahrn and Memmingen branch offices
in southern Germany.
Run in the second generation by Hans
Brummer, family-owned Brummer Logistik
is an acknowledged specialist in chilled and
frozen food logistics to and from Austria
with a fleet of over 100 modern refrigerated
trucks. Like Dachser, Brummer operates
with state-of-the-art IT systems and has
high quality standards: all requirements of
the stringent IFS (International Food Standard)
Logistics and the EU food safety
regulations are implemented daily by the
company’s 200 staff members.
High level of service
The system decides on the basis of the respective
temperature range stated in the consignment
data whether a shipment destined
for Austria falls into the chilled or ambient
category and channels the goods flow into
one of the two systems accordingly. “Our
IN DIALOGUE
22 DACHSER magazine
Ultramodern infrastructures
Dachser and Brummer Logistik
have launched a new cooperation.
Managing partner Hans Brummer
talks about goals and prospects.
Mr Brummer, what led you to go into partnership
with Dachser?
Well, there’s one fairly obvious reason and that is Dachser’s
high shipment volume to Austria. These additional volumes will
allow us to organize our routes more effectively. After all, distribution
to Austria is one of our company’s core competences.
On the other hand – when it comes to organizing our imports
to Germany – access to the Dachser network allows us to distribute
the part loads and groupage consignments received
from Austrian consignors more flexibly in Germany. Dachser’s
high level of network density and retailing competence definitely
bring us advantages in terms of transit time and service. And
our customers reap the benefit.
cooperation with Brummer allows us to
benefit from their high import volumes to
Germany and the high level of service for
deliveries within Austria,” Alfred Miller says
of the collaboration with Brummer, which
took effect from May 2011. “Our overall
concept for Austria unites retailing competence,
food safety and IT know-how with
synergistic growth. In the more sensitive
area of perishables logistics, however, we
will continue to rely on local expertise,” Miller
says. “The new constellation allows us
to create the prerequisites to sustainably
strengthen our market position both within
Austria and on the Germany-Austria transport
route.” R. Soldner
Dachser Food Logistics and
Brummer leverage mutual consolidation
synergies to the benefit of customers
both in Germany and Austria
And what do you throw into the balance?
Dachser benefits first and foremost from our excellent reputation
in the market. We are acknowledged specialists for temperature-controlled
logistics to and from Austria and have an
ultramodern fleet of our own, powerful IT systems and superbly
qualified staff. Dachser and Brummer have a lot in common:
we both have a high commitment to quality, set store by
proximity to our customers as well as rapid and transparent
processes.
How do you view the future strategic cooperation?
Brummer is an owner-run family enterprise with a lean structure,
straightforward processes and short decision-making chains.
Continuity – like at Dachser – is an important component of
our corporate culture. I am proud that we will in future be part
of Dachser’s European food network, a network that can
boast probably the most modern infrastructures in Europe.
Not only that, we also – in a double sense – speak the same
language and treat one another with trust and openness.
For me personally, that is very, very important.

When the living room
grows too small
First his wife wasn’t too enamoured with the extensive
construction work going on in the living room,
then the spray cans of choice were no longer to be
had. And finally his hands grew stiff in the winter
months because it was so cold in the garage. None
of this deterred Roland Zitzmann. Resolutely he
reconstructed a 1:87-scale model of Dachser’s Kornwestheim
branch office, where he works in Food
operations management (nightshift). He was given a
helping hand by his own and by children from the
neighbourhood and the result is as spectacular as the
construction time: “over five years and 5,000 hours.”
What am I?
Take part and win in “What am I?”, DACHSER magazine’s new prize
competition. If you think you know what the picture is showing, then send
us your answer by 22.07.2011 to: gewinnspiel.kempten@dachser.com
Racing chair
? ?
Hello – oh there you are! I didn’t see you
SCRAPBOOK
It’s official: the fastest bureaucrat comes from
Luxembourg. At the German championship in Bad
König-Zell/Odenwald, Pierre Feller took the title
in the discipline “fastest office chair rider”, covering
the 200-metre racetrack with built-in jump at speeds
of up to 35 km/hour in 26.95 seconds. Organizer
René Karg revealed how the winner had
got in training at the office: “The way
he leant back was simply sensational.”
But just as in real life, it wasn’t
only speed that was rewarded:
the design prize went to
Heiko Winter from Zell, who
convinced the jury with his cowboy
style – he had adorned his
office chair with a horse’s head
and saddle.
at first. But then how could I with everything
spinning around me? Forgive me if
I keep my cap on with all this dust around.
But when the lights are red there’s time
to catch my breath. Speaking of which: my
main job is to hold my breath. So you can imagine how
much pressure I’m under every day. But I’m not complaining.
I actually quite enjoy everything constantly
revolving around me. Oh, the lights have turned green.
I have to go; it would be nice if you were to check me
up from time to time.
Solution from 1/2011:
What you could win: Three high-quality
“Olympic” inflatable dinghy sets with aluminium
paddles from friedola living. And to ensure pumping
it up is a breeze, your prize of course also includes
an electric pump. To find out more about the
family-run enterprise, now in its fifth generation,
go to www.friedola.com
The correct solution was “europallet”.
The winners are:
Kelly Masselink, NL-Losser
Svena Schaschko, Uhingen
Westwood Kunststofftechnik GmbH,
Ralf Prößdorf
Take part
and win in the
DACHSER prize
competition
The judges’ decision is final. We use your personal data exclusively to determine the winner and dispatch any prizes. Your personal data will not be sold to third parties or made generally available on
the market in any way. If you do not agree to your name and/or place of residence being published in the event that you win, please inform us when you enter.
DACHSER magazine 23

WITH US YOU’LL FIND
MANY REASONS TO
CALL THE ATLANTIC
A POND.
DACHSER has been ensuring smooth connections with the U.S.
market since 1972. We integrate the European transport network
through air and sea logistics and warehousing, offer you
comprehensive services from a single source and provide as much
flexibility and transparency as possible throughout your supply
chain. The result: pure efficiency and an ocean which doesn’t seem
that big anymore.
DACHSER Air & Sea Logistics
www.dachser.com