NETWORKERS - dachser.sk

EDITION 4/2010
magazine
SUSTAINABILITY
Dachser receives the
GreenIT Best Practice Award
INSPIRATION
Paving the way for
freedom of thought
THE WORLD OF INTELLIGENT LOGISTICS
NETWORKERS
The high art of
intelligent connections
“In the Beginning was Freedom” –
Painting by musician and
philosopher Jolly Kunjappu

SNAPSHOT
“To go somewhere,
you must have a destination –
and get started.”
Globetrotter Michael Martin has been
travelling the world’s last white spots for
the past 30 years. It all started when as
a schoolboy he undertook a moped tour
of Morocco; nowadays he criss-crosses
the world by motorbike, camel and dogsled,
in pursuit of pictures and stories for his
lectures, books and films.
F
02 DACHSER magazine
www.michael-martin.de

FORUM
People and markets: 04
Air & Sea Logistics for global markets,
truck market in flux and
Dachser’s new platform in Copenhagen
Dachser face-to-face: Paving the
way for freedom of thought –
Bernhard Simon meets Jolly Kunjappu 08
NETWORK
United Kingdom: A kingdom
for integrated logistics 10
COMPETENCE
Sustainability: GreenIT Award
for Dachser IT systems 12
Social responsibility: How education
in India creates a better future 13
History: Around the world in 80 years –
A success story with prospects 20
COVER STORY
Network competence:
Growing with the challenges 14
Co-authors wanted:
The Dachser serial 23
F Our DACHSER
eLetter is packed with even
more information.
To find out more, visit:
www.dachser.com/eletter-en
10
13
14
20
CONTENTS
Imprint
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, Martin Neft, Aljoscha Kertesz Publisher: BurdaYukom
Publishing GmbH, Konrad-Zuse-Platz 11, 81829 Munich, Germany, Tel.: +49 89 30620-0, Fax: -100 Managing director: Dr-Ing. Christian Fill Project manager BurdaYukom: Marcus
Schick Design: Ralph Zimmermann Photos: all photos Dachser except Jörg Reuther (p. 2), age-fotostock/LOOK (pp. 3, 10), fotolia (p. 11), iStock (pp. 4, 5, 11), Robert Martin (p. 12),
Thorsten Jochim (pp. 16–18), HPKristensen (pp. 14–18), Illustration: Ralph Zimmermann (p. 9) Printer: AZ Druck und Datentechnik GmbH, 87437 Kempten, Germany Circulation:
38,000/51st 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
Market development
Growing with our
customers
The crisis as an opportunity: Thomas Reuter, managing director
of Dachser Air & Sea Logistics, talks about how especially in times of crisis
customer-oriented logistics brings markets closer together.
Mr Reuter, how did the crisis
impact the air and sea freight
market?
Last year, we experienced the
worst recession since the Second
World War. This also had
a severe impact on international
goods flows in our increasingly
globalized markets.
While air freight carriers had Thomas Reuter
to absorb losses to the tune
of some ten billion US dollars, shipping lines
suffered shortfalls of double that amount.
How did Dachser manage to position itself
in this situation?
Dachser Air & Sea Logistics bore up relatively
well. We had to cushion a drop in the volume
of consignments of a moderate five percent and
losses in terms of container TEUs (Twentyfoot
Equivalent Units) of around four percent.
We thus performed significantly better than
the market as a whole.
How come Dachser did better?
We exercised cautious judgement and reduced
expenses, while at the same stepping up
04 DACHSER magazine
our sales efforts. Furthermore,
despite the crisis, we continued
to expand our network. Last
year, Dachser Air & Sea
Logistics, among others,
opened a national company in
Bangladesh. We managed to
boost new business above all in
consumer electronics and the
automotive sector, and while
we weren’t able to fully recover
losses from existing customers, we did
manage to keep them within tolerable limits.
We reported an overall drop in earnings, but
we didn’t slip into the red like other companies.
What do air and sea freight customers expect
from a long-term, global perspective?
The focus is always on a seamless transport
system, full-coverage service and personal customer
care. Close proximity to our customers
helps us to establish an excellent market position.
Our advantage is that across the Dachser
network, entrepreneurs within the enterprise
stand for “Intelligent Logistics” everywhere in
the world. This means our customers will
always find a reliable and competent local
Air freight on an upswing
Taking off after the crisis:
air freight business picks up worldwide
+28.4%
+10.1%
+21.7%
Development from January to August 2010
International
freight
Domestic freight
worldwide
Total
Source: ACI
partner wherever they are. In this, we believe in
very open communication in which we address
problems head on and work together with our
customers to find solutions.
What role does the global Dachser network
play in all this?
For Dachser’s ASL customers, being able to
draw on one-stop logistics services nowadays
plays an increasingly important role. When a
consignment is dispatched from Asia or the US
to a destination in Europe, customers need to
know that Dachser’s logistics network will
ensure a smooth transition from air and sea to
overland freight services. This is what constitutes
our USP.
What goals are you focusing on for Dachser
Air & Sea Logistics?
We are aiming for new market shares, for example
in consumer electronics and renewable
energies. In this, we continue to target the rapidly
growing markets in countries like China,
India and Brazil. But even more important
than market shares are value-driven growth
and globally standardized production
processes. That’s where our focus lies.

Air& Sea
For the Alexander Maersk, getting from A
to B as quickly and as inexpensively as possible
is not the only thing that counts. Sailing
under the Danish flag, the container ship is
just as intent on following an environmentally
compatible course. Having retrofitted
the vessel with an exhaust
gas recirculation system, the
shipping line AP Moeller-
Maersk and MAN Diesel
have now realized one of the
ambitious goals set by the
Danish maritime initiative The
Green Ship of the Future, launched
in 2008. Together with 15 other business
and scientific partners, their aim is to reduce
carbon dioxide emissions by 30 percent and
FORUM: PEOPLE & MARKETS
Rotterdam
New gateway to the world
Dachser now offers worldwide sea freight services to and from the Netherlands
via one of the world’s biggest ports. Together with its joint venture
partner Seacon, Dachser’s Air & Sea Logistics business segment has opened
a sea freight office in Waddinxveen near Rotterdam. Offering a complete
package of overland, air and sea freight services, as well as warehousing
solutions, the new facility opens a new gateway to Dachser’s European and
global network.
Shipping
All signs point
to green
emissions of nitrogen oxides and sulphur
oxides by as much as 90 percent. But time
is short: the International Maritime Organization,
IMO, has stipulated that shipping
lines must reduce nitrogen emissions by 80
percent by 2016. In their efforts to do so,
developers are focusing their attention on the
large two-stroke engines used on ocean-going
container vessels and tankers. Thomas S.
Knudsen, head of MAN Diesel’s Low Speed
business unit, sees the Green Ship project
as blazing a pioneering trail: “With ‘The
Green Ship’ of the Future we are going a step
beyond normal measures to halt climate
change and protect the planet.”
For more information, go to
F www.greenship.org
DACHSER magazine 05

FORUM: PEOPLE & MARKETS
Truck market
Breakdowns
are unacceptable
Right of way for efficiency: At the International Motor Show,
IAA Commercial Vehicles, in Hanover at the end of September,
manufacturers and fleet operators directed their focus on the “Total
Costs of Ownership” (TCO) of a truck.
“Drivers are interested above all in vehicle comfort, drivability
and performance,” explains Ron Borsboom, director of product
development at DAF Trucks in Eindhoven, the Netherlands.
For product developers, fuel-efficiency and reducing CO 2 emissions
are therefore currently the key issues. “More than anything, vehicles
these days have to be reliable,” Borsboom says. “It is simply no
longer acceptable for vehicles to break down.” The developers’
planning is almost entirely dictated by legislation, with standards
in Europe (EURO) and the USA
(EPA) defining the framework. “15
years from now we are aiming for
a 97-percent reduction in nitrogen
oxides and a 95-percent reduction
in particulate matter. And all this
with lower fuel consumption as well,”
Borsboom adds.
At the IAA, Georg Pachta-Reyhofen,
CEO of MAN Commercial Vehicles,
gave a small demonstration of this
future. The spectacular Concept S
vehicle study boasts an air drag coefficient
of just 0.3, equalling the performance
of modern passenger limos
and saving up to 25 percent in fuel
and CO 2.
06 DACHSER magazine
Right of way for trucks in Europe
This is where the rubber hits the road: transport
solutions by truck are gaining in importance
Road Rail Waterway Figures in percent
1990
2005
2030
Hungary
Man of the year:
Engelbert Liegl
A high-calibre jury has nominated Engelbert Liegl,
managing director of Liegl & Dachser, “Man of the Year
2010” among Hungarian forwarders.
Every year, the logistics journal Navigátor appoints
the “Man of the Year” on the Hungarian
forwarding scene. In 2010, the prestigious award
went to Austrian-born Engelbert Liegl. The
44-year-old managing director of Liegl &
Dachser follows 12 Hungarian award winners
as the first non-Hungarian to be honoured
by the high-calibre expert jury. The jury was
especially impressed by Liegl’s achievements within the scope of
the Liegl & Dachser joint venture launched in 1999, referring to
the company’s outstanding dynamic development under his management
during the past few years and the high quality and
service standards associated with the brand. In its explanation, the
jury pointed out that under the management of Engelbert Liegl,
Liegl & Dachser had become a leading logistics provider in the
Hungarian market and enjoyed a high level of brand recognition
and respect throughout Europe. Even in the crisis year 2009, the
jury concluded, Liegl & Dachser had continued along its path of
growth and achieved excellent results, ranking fifth at national
level in terms of revenue.
58.4 27.9 13.7
72.5 16.0 11.5
74.4 15.0 9.6
Source: EEA
In brief
Together with its Australian
partner company Mainfreight
and Korean Air, Dachser Air
& Sea Logistics transported
a glass plate measuring
almost 14 metres by 3 metres
destined for the external
façade of a building in
Sydney from Munich to
Sydney in a spectacular feat
of air freight logistics. This
is the largest glass plate ever
to be carried by air. Dachser
had already set a record
two years earlier when
it transported glass plates
of a similar size.

INTEGRATION
Vive la chance
Intelligent growth: this motto is
also shared by Dachser France.
As part of Graveleau’s ongoing
integration into the worldwide
Dachser network since 1999, the
logistics provider is setting new
milestones with the introduction of
the swap body system in France
and the opening of the new Euro-
Eva-Maria Marcour
hub in Clermont-Ferrand scheduled
for August 2011. Eva-Maria
Marcour, who with her team
has accompanied the integration
process since the outset, sees this
development confidently: “We
meanwhile have several thousand
well-trained employees in 40
branches across France. In 2011,
five additional branches will receive
training. The main language
is French; the Domino IT system
permits seamless processes within
the European network, with
connections to 750 different countries
across Europe.” Since 2005,
Dachser has been coordinating
such integration measures within
the scope of its “WIN” project,
which in addition to France also
encompasses Poland, Belgium,
Portugal as well as the Maghreb.
“With this,” Marcour says, “we
are opening the door to new customers
and markets.”
Family and globalization
receive high scores
Young people in Germany value their family.
This is one of the results from the 16th Shell
Youth Study. The study reveals that more
than three quarters (76 percent) of youths believe
a family is essential to living a happy life.
In times when the demands of school, training
and first job are increasing, the majority of
young people say they get support and
emotional stability from their family. Over
90 percent of young people have a good
relationship to their parents. 84 percent
of youth connect globalization with
the ability to travel, study or work
anywhere in the world. However,
worldwide integration is also
increasingly associated with
economic prosperity. In 2006,
in other words before the
economic and financial crisis,
only 37 percent made this
link, with 53 percent in 2010. At the same time,
however, globalization is also more frequently associated
with environmental damage.
Copenhagen
Network hub
FORUM: PEOPLE & MARKETS
In September, Dachser
celebrated the opening of
its new Copenhagen logistics
centre on a 70,000square-metre
site in Hvidovre.
The head office of
Dachser Nordic A/S represents
an investment of
20 million euros and employs
a staff of 95. The
logistics centre has a 4,100square-metre
transshipment hall for industrial goods with 41 loading bays. The administrative
and technology building covers 3,000 square metres. “This investment will
strengthen our presence in Denmark and Scandinavia. Our customers appreciate
the combination of regional competence and a closely meshed pan-European logistics
network with intercontinental connections,” says Dachser managing director
Michael Schilling.
DACHSER magazine 07

FORUM: DACHSER FACE-TO-FACE
Bernhard Simon meets ...
Jolly Kunjappu
“It’s only Rock ‘n’ Roll” – this famous
Rolling Stones’ hit featured guest musician
Jolly Kunjappu. Here, the Indian musician,
painter and philosopher speaks to Dachser
management spokesman Bernhard
Simon about how companies are inspired
by emotions and enthusiasm.
hh Mr Kunjappu, as an artist and philosopher,
freedom of thought is your main
theme. Why is it we often find it so hard
to give free rein to our thoughts?
Jolly Kunjappu: When we come into this
world, we have no idea what freedom is all
about. We simply act and don’t question it.
Somewhere along the line that changes.
After all, we don’t live in isolation, but
in an environment determined by norms:
within the family, in society, at the workplace.
Discovering the inherent freedom we are
born with is a long and difficult process.
But it’s a necessary one, and one that can help
us advance – both as individuals and as a
society.
Bernhard Simon: And also as companies.
I’m often asked what’s behind our name “Intelligent
Logistics”. Can we actually talk
about a company being intelligent? No. But
because it’s made up of a large number of
people, I can give them the freedom to think
about themselves and others. This implies
more than just doing a job well. Intelligence
comes from doing it differently and making
it distinguishable from others. It’s therefore
08 DACHSER magazine
important to continuously reconsider what
freedoms we can create to enable the power
of thought to be set free that will shape
Dachser’s future.
J. Kunjappu: People shouldn’t be inhibited
in their freedom of expression. If they are
afraid of being chastized for expressing
their thoughts freely, they’ll stop doing it.
Creativity and innovation can therefore only
flourish in a liberal society. In totalitarian
systems, this simply doesn’t work.
Every individual bears self-responsibility. That goes
hh for inspiration as well. The result is a multiplier effect –
because inspiration is contagious Jolly Kunjappu
hh Does freedom have a direction?
B. Simon: Freedom always has the direction
of achieving a shared goal. The adage “freedom
is the freedom of the original mind” still
applies. Therefore, I must direct my thoughts
in such a way that I not only satisfy my own
ego, but I also give the associational idea a
chance to develop.
J. Kunjappu: If I have taken a decision to
work for a company, then my freedom must
also bear fruit for that company. Only when
every single member of staff, from the managing
director down to the janitor, understands
freedom this way can it become an
active process.
PERSONAL FILE
Jolly Kunjappu
is an entrepreneur, musician,
painter and philosopher. Born in
India, he came to Germany in 1970.
The world-class percussionist
received a golden “It’s only Rock
‘n’ Roll” LP as a guest musician
with the Rolling Stones and composed
ballet music for renowned
opera houses. His “Dancing to
Freedom” painting on a fragment
of the Berlin Wall is today a
protected monument. The master
of marketing and management
shares his global experience as
an inspiring performance speaker
and coach.
F
www.kunjappu.com
Bernhard Simon
is spokesman for the Dachser
management. The corporate
culture of the internationally
operating family enterprise focuses
on its stakeholders and ongoing
cross-cultural exchange as the
lynchpins of successful market
positioning.

hh Mr Kunjappu, to be successful companies
need creativity, gratification and
inspiration. How does one generate such
a culture?
J. Kunjappu: A company has to show an interest
in the wellbeing of its employees. They
need to be able to find their identity. The way
to achieve this is through respect, recognition
and trust. And the mission must be important
enough to give each individual the feeling
they are part of the overall development.
hh No one can be a constant source of
inspiration within the company. What
about the daily grind, the normal routine...
B. Simon: Of course not every day is the
same. We have to take life as it comes.
With all its ups and downs. It’s therefore just
as important to find inspiration in the small
everyday things. For example, by constantly
cooperating with colleagues and staff on
solutions that I might never have come up
with on my own. It’s the small things, the
continuous thought processes, that give rise
to creativity and innovation, not the big,
one-time events.
J. Kunjappu: Some employees believe inspiration
should come from the top. But that’s
not the management’s main task. Every individual
bears self-responsibility. That goes for
inspiration as well. The result is a multiplier
effect – because inspiration is contagious.
hh Does inspiration need its own communication
culture?
J. Kunjappu: Communication is decisive. In
the past it was important that an employee
did his job. Today, he not only has to do his
job, he must also constantly help to define
and develop the job profile. That has con-
sequences: there is no work-life balance, only
a life balance. Everything I do is part of my
life and enriches me. One day this may be
work, the next playing football or mountaineering.
I don’t make such distinctions. I
don’t like the whole “after-work” concept. The
business before pleasure attitude gets us
nowhere. No, I enjoy myself while I am working.
And afterwards as well. Put the whole lot
together and what you get is inspiration.
B. Simon: Understanding each individual
as an integral part of the company means you
won’t get the desired results if you separate
business from pleasure. At Dachser, our
goal is to see everyone as the individuals they
are. That’s part of our culture and the basis
for our success. We therefore invest a great
deal of energy in creating places and events
to facilitate contacts and personal exchanges.
This lays the foundation for decisions that
we could never reason so holistically from
the top down.
hh Mr Kunjappu, you made music with
the Rolling Stones, one of the most successful
bands in the world. What can we
learn from Mick Jagger and Co.?
J. Kunjappu: The Rolling Stones have been
making music for the past 45 years. And
they’re unbeatable. They are still the number 1
and the most highly paid band in the world.
The secret of their success is relatively simple
and can serve as a model for companies:
Mick Jagger, Keith Richards and Co. have
been a fantastic team for what feels like forever.
As individuals, they couldn’t be more
different, and yet nevertheless they are a perfect
foil for one another. Lots of people can
sing, but when Mick Jagger gets up on stage,
he has an amazing presence; he radiates pas-
Entrepreneurs also have to inspire
hhenthusiasm. Especially when it comes to convincing
people that today’s recipe for success may no longer
work tomorrow Bernhard Simon
FORUM: DACHSER FACE-TO-FACE
sion, energy, confidence and assertiveness.
He is pure enthusiasm and a perfect strategist.
That’s what makes the difference.
B. Simon: Entrepreneurs also have to inspire
enthusiasm. Especially when it comes to
convincing people that today’s recipe for success
may no longer work tomorrow. We continuously
have to change, even if the prospect
fills us with dread. If Dachser hadn’t done
this over the past 80 years, we wouldn’t be
here today, and couldn’t meanwhile proudly
claim to be the organizer of “Intelligent
Logistics” worldwide.
q
Branding
needs passion:
Mick Jagger, Keith
Richards & Co. are
the living example
Read about the success strategy
that gets the Rolling Stones
“enterprise” still filling stadiums today in
the full-length interview at
www.dachser.com/discussion
DACHSER magazine 09

NETWORK: UNITED KINGDOM
10 DACHSER magazine
In the kingdom
of global trade
When it comes to success, the UK takes its
cues from soccer and relies on the luck of the
bold. As the country emerges from the crisis,
it is getting ready for logistics’ finest hour.
And some keen competition. Dachser has the
winning line up.
hWas the ball in or not? Geoff Hurst’s
shot in the 1966 World Cup final
against Germany bounced off the crossbar,
hitting or just crossing the line. The referee
gave the goal, paving England’s way to
World Cup victory. Ever since then, Wembley
Stadium has been synonymous with
passion, determination and the luck of the
bold. British virtues through and through.
In 2003, the stadium was pulled down and
two years later the new Wembley Arena
opened its doors: twice as big, four times as
Nick Lowe,
Managing Director
Dachser Ltd.
high – predestined for new legends. For if
there’s anything the Brits are more passionate
about than their soccer, it’s their continuous
reforms. And there have been plenty
of those in the history of the Empire.
Take, for example, the shift from an industrial
society to one based on services. In the
19th century, the notorious island fog was
joined by black clouds of soot over Liverpool,
Birmingham and Manchester. Heavy industry,
the coal, iron and steel industries and
textiles manufacturing were the archetypical
VOICES
“I associate the UK with beer,
soccer, very black humour
and driving on the ‘wrong’ side
of the road.”
Harri Märki, IT Coordinator, Dachser Regensdorf,
Switzerland
“The Greenwich Meridian doesn’t
only divide the eastern and western
longitudes. It’s also the starting
point for the discovery of new
horizons by James Cook, Robert
Falcon Scott, the Beatles and
Pink Floyd.”
Dmitry Elokhov, Operational Director,
Dachser Russia
“When I think of the UK, I think of
fish ‘n’ chips, St. Andrews Old Golf
Course and superstars like David
and Victoria Beckham.”
Wanda Lam, Vertical Industries Business
Development Manager, Dachser Greater China,
Hong Kong
In contract logistics we can offer
hh considerably more than others. This is where
a lot of potential for the future lies Nick Lowe

engines of industrialization for the whole of
Europe. Globalization was still largely unheard
of, although throughout the Empire
with its Commonwealth it had already become
a centuries-long reality. As a seafaring
nation, England developed a prospering
overseas market for British products and controlled
international trade. This was followed
in the 20th century by the long, slow decline
of heavy industry. Other nations had caught
up, the technological lead dwindled away.
Time for change. The cradle of industrialization
gradually became a nation of vendors.
The services sector enjoyed steady
growth and in the meantime accounts for
73% of the gross domestic product, compared
to just 12.4% for the manufacturing industry.
Today, more than three quarters of the working
population in the UK are employed in
the services sector.
This structural change has also impacted
the logistics industry, which has long been an
important sector of the British economy.
Every year, 2.3 million employees in 200,000
companies generate revenue in excess of
107.3 billion euros. “Competition in our
business is fierce“, confirms Nick Lowe,
managing director of Dachser Ltd. “Especially
in our core businesses, European
Logistics and distribution within the UK,
we are very well-positioned on the market.”
The field of contract logistics is also being
further developped. “Here we can offer considerably
more than others. This is where a
lot of potential for the future lies.”
In flux: the UK is
on the move
The Kempten-based logistics provider has
been active in the British market since
1975 and is a driver of continuous change.
In 1982, for example, a new facility was
opened on the Brackmills Industrial Estate
in Northampton. In 1999, the company responded
to growing demand for external
warehousing and value-added services by
opening a new warehouse on the same industrial
estate for contract logistics. This
was followed in 2005 by the new branch
in Dartford, just south of London, thus
paving the way for sustained success.
But, as in nearly every other branch of the
economy, this success suddenly slipped out
of sight at the end of 2008. With London
being one of the world’s key financial marketplaces,
the crisis on the financial markets
and in the economy hit the UK harder than
its European neighbours. Economic output
in 2009 plummeted by five percent. While
Dachser Ltd. cut costs during this lean spell,
it did not reduce warehousing capacities or
its staff count. “Our strategy was fully in
line with the entire Dachser group,” Lowe
says. “When the economy started to pick up
again this year, we were therefore in an
optimum position to implement our longterm
growth plans.”
Emerging from the crisis
with a record
Although the debt-ridden country is only
slowly recovering from the adverse consequences
of the crisis, Nick Lowe is already
anticipating a record year for Dachser Ltd.
“We are expecting shipments within Europe,
as well as to and from North Africa, to be up
by 22%. 140,000 tonnes and 305,000 shipments
– that’s our best performance yet.” And
that’s not even counting the assets from the
Leach acquisition. Dachser took over the
logistics and transport business of JA Leach
Transport Ltd., based in Rochdale near
Manchester, in April and is in the process
of integrating it into its own network. This
provides Dachser Ltd. with its own location
in the north-west of England, which optimally
complements the two branches in
Dartford and Northampton.
“The integration of the new location is fully
under way. By January 2011, we are also expecting
standardized IT systems to be up
and running.” For Dachser country manager
Lowe, the successful integration will have
fully occurred once the staff, business part-
NETWORK: UNITED KINGDOM
SHORTHAND
United Kingdom
Geography: Covering an area of
just under 245,000 square metres,
the island nation is a union of the
formerly independent countries
of England, Scotland, Wales and
Northern Ireland.
Government: The UK is a parliamentary
monarchy with
Queen Elizabeth II as its head
of state since 1952.
Population: With around 60 million
inhabitants, the UK is one of the top
three most highly populated countries
in the EU and is a founding member
of NATO and the United Nations.
Economy: In the crisis year 2009,
economic performance plummeted
by five percent. For 2010, moderate
growth of up to 1.5 percent is
forecast.
ners and customers are all fully accommodated
and comfortable within the Dachser
world. The integration process is the task of
a project team, with support from the head
office in Kempten as well as from other branches
in the Dachser network. The timing appears
to be auspicious. In the second quarter
of this year, the British economy recorded its
strongest growth in nine years. Between
April and June, the gross domestic product
increased by 1.2% compared to the previous
quarter. This awakens renewed sporting ambitions.
In the latest representative “Logistics
Strategy Survey”, 237 interviewed entrepreneurs
place “customer service” and the “search
for alternative markets” right at the top of the
to-do list. The signs of the times are pointing
to change – just like at Wembley. K. Fink
DACHSER magazine 11

COMPETENCE: SUSTAINABILITY
Winning
IT systems
High distinction for sustainable
and innovative IT: Dachser wins prestigious
GreenIT Best Practice Award 2010.
hIn early November, Dachser was invited
to Berlin where it was awarded
the “GreenIT Best Practice Award 2010”
in the category “energy-efficient IT systems”.
Dachser received the award for combining
various different innovative concepts
to produce a sustainable and effective overall
solution:
1. Energy-efficient
data centre
Dachser’s new data centre offers several innovations:
In case of fire an argon fire
protection system removes the oxygen from
the air, not only saving supply energy. As
the inert gas argon is in any case a normal
component of the mixture of gases that we
know as “air”, this has no adverse impact on
the environment. In addition, the data centre
12 DACHSER magazine
At its new data centre, Dachser combines
various different innovative concepts to produce
a sustainable overall solution
is only cooled to 24°C rather than the usual
20°C, reducing energy consumption by
15%. For high-performance servers the
logistics provider uses water-cooled racks.
The energy-optimized data centre is configured
to have separate warm and cold aisles
and was constructed with a 100cm-high
raised floor with flow ducts, notice-ably
improving cooling efficiency.
2. Use of Network Clients
(NCs)
The data centre was only needed in the
first place because when traditional work
stations were replaced there was a move away
from Personal Computers towards Network
Clients. Today Dachser has around 7,000
NCs in use. These compact devices only
require a tenth of the energy consumed
by a PC. This saves the company 920,000
kWh of electricity and at the same time
significantly reduces the amount of waste
generated from electronic and electrical
equipment.
3. Use of waste heat for new
head office building
Thanks to two heat exchangers, the waste
heat from the data centre is collected and
used to heat the head office building completed
in 2010. This contributes 300 kW,
which is up to 50% of the energy required to
heat the entire building. The remaining 50%
is harvested by Dachser using geothermal
probes. The result for the logistics provider is
a reduction in its annual CO 2 emissions of
144 tonnes and significant savings on the cost
of heating from fossil fuels.
“Sustainability is firmly enshrined in
Dachser’s corporate values,” says Michael
Schilling, managing director of European
Network Management & Logistics Systems
at Dachser. “By combining various
different techniques we have been able to
generate both environmental and economic
benefits for the business, in the interests
of sustainability,” says Stefan Selbach, manager
of Dachser’s Information Technology
division. W. Reinthaler
Secretary of State Cornelia Rogall-Grothe,
the German Government’s Commissioner for
Information Technology, and Stefan Selbach,
manager of Dachser’s Information Technology
division, at the GreenIT award ceremony.

Giving children a future
In the Indian state of Uttar Pradesh, Dachser
plays an active role in education and sustainable
development. Spokesman Bernhard Simon
on encouraging people to develop self-initiative.
hMr Simon, the first phase of the joint
aid project sponsored by Dachser and
terre des hommes has recently drawn to a
close. Are you satisfied with the results so far?
Our initial aim was to reduce the number of
school dropouts in the 30 villages we support.
This was way above the national average, especially
among girls. That goal has been achieved.
Many more than the originally envisaged 7,000
children have so far successfully completed
their schooling. Now it is a question of leveraging
this education as a basis for sustainable
development.
What is the main challenge for the second
phase of the project?
We can only succeed in motivating today’s
school-leavers, in turn, to encourage their own
children to pursue their education for a better
future if we can stabilize the emerging new social
fabric. This is what we are now focusing on
in the second phase, while at the same time promoting
an awareness of the local environment.
What does sustainability mean for the
project?
We have to accept that people who in the past
have not had the opportunity to participate
in prosperity are now also quite rightly entitled
to claim a greater share of it, with all the
resources and consumption of resources this
implies. Our task now is to smooth the way and
to the best of our ability accompany this process
with our knowledge about sustainable development.
This is why, in addition to the social
dimension, we are increasingly incorporating
environmental aspects, for example energy
supply or solar-powered light.
How does the Indian aid project reflect
Dachser’s philosophy?
A mother from India once asked me why we
were supporting her village. I replied that 80
years ago, my grandfather, Thomas Dachser,
showed vital entrepreneurial self-initiative
when he founded our company. His ambition
at the time was to take his fate into his own
hands and ensure that even in difficult situations,
we should be able to feed our families and
provide for their future. Bringing this certitude
and this strength, which remain the driving
forces of our company to this day, to India is
what links Dachser and terre des hommes in
this aid project.
What event has most moved you on your
project visits?
Meeting the lady mayor of one of the villages,
a very remarkable and courageous woman.
Together with her husband, the former mayor,
COMPETENCE: SOCIAL RESPONSIBILITY
she had embraced politics in an effort to
drive her country’s future forward. She was
particularly committed to combating corruption
and in the process had made many
enemies. In one dispute that turned violent,
her husband was stabbed. She had continued
fighting for the cause, became mayor herself
and smartly created structures to ensure the
sustained development of her village. She
became a role model throughout the region
and beyond for what it is possible to achieve
through dedication.
INFO
Targeted aid
Dachser’s aid project in cooperation
with the international children’s
relief organization terre des
hommes has guaranteed regular
schooling for numerous children in
Uttar Pradesh since 2005. To date,
25 schools have been provided
with educational materials and
sanitary facilities. Two vocational
training centres have also been
set up, aimed at preparing 1,500
girls and boys for a working life.
The second phase of the project
began in October 2010. It will run
for five years, over which time
Dachser will contribute a total of
EUR 400,000.
DACHSER magazine 13

COVER STORY
14 DACHSER magazine
Integrated in a worldwide
network: Finn Skovbo
Pedersen, managing director
of Dachser Nordic A/S

At home
in the network
Dachser’s European network is growing. This goes for
Scandinavia, too. Dachser Nordic A/S now benefits from the
myriad opportunities a Europe-wide network presents.
The three national companies have accepted the challenges
of in-depth incorporation to enable them to offer their customers
the added value of an integrated network.
hComing home is a very special feeling.
Family members who have to regain
their footing at home after living and working
abroad for many years know this feeling
only too well. An element of this is also implicit
in the continuous growth of Dachser’s
European network over the past few years,
which has been aimed at establishing optimal
interaction, active exchange and mutual understanding.
The path to achieve this has
been smoothed by similarities rooted in our
respective background, mentality and goal
COVER STORY
orientation. This has given rise to the steady
integration of a number of forwarding companies
into Dachser’s European network over
the past ten years, most of them – like
Dachser – family-owned companies. “We
have entered a whole new world,” says �
DACHSER magazine 15

COVER STORY
In Scandinavia, new long trucks
already have right of way
The networkers from Dachser’s head office
in Kempten: Thomas Schmalz, Jörg Herwig
(front from left), with Christina Müller,
Wolfgang Janda and Silvia Bauer (back from left)
Dachser Nordic managing
director Pedersen at
the Copenhagen head office
Finn Skovbo Pedersen, managing director
of Dachser Nordic A/S, which incorporates
the national companies in Denmark, Sweden
and Norway. Up until five years ago, he was
director of Haugsted, one of the oldest forwarding
companies in Denmark. Dachser
acquired 100% of the shares in the renowned
family enterprise in March 2005. Back then,
the Kempten-based company had already
been active in the Danish market for several
years. Haugsted brought 238 employees, 11
locations in Denmark, Sweden and Norway
and some 2,000 customers into the new
venture. The move to Dachser catapulted the
import and consolidated goods specialist
to a new level of logistics. Haugsted became
part of an internationally operating logistics
provider with full-coverage systems freight
services and state-of-the-art IT logistics.
Nerve-racking transition
Pedersen describes the run-up to the
takeover as “pretty nerve-racking”. At the
time, there was a fair amount of upheaval in
the logistics sector. “Whenever one of our
partners was bought out by a third party –
In more and more
hh logistics markets,
a full-coverage, where possible
seamless service for
many countries is expected
Prof. Peter Klaus
which happened quite a lot – we quickly
had to find someone to take their place or
make sure we already had another partner up
our sleeve,” Pedersen recalls and explains:
“We struggled to ensure our customers stayed
with us and didn’t go with the partner.”
What’s more, the market was making ever
higher demands on technology, including
“Tracking & Tracing”, which would have
forced Haugsted to make major investments.
“A lot of companies,” Pedersen remembers,
“wanted to take us over at the time.”
But it was Dachser that proved to be the
partner of choice. Above all because of its extensive
European network. The Kemptenbased
logistics provider had more than 750
different national connections within Europe

on its books. Whether a delivery needed to
be made from Denmark to Portugal, from
Ireland to Bulgaria, or even from France
to Estonia: “In all 28 countries, we follow
standardized procedures that have been
jointly approved,” stresses Wolfgang Janda,
manager of the European Logistics Network
Management/Production division at
Dachser. “Our uniform IT system has been
installed in 17 European countries.” The
other countries work according to the same
IT standards and are integrated via interfaces
into the standardized data interchange.
“The information flow runs in both directions,”
Janda explains, enabling Tracking &
Tracing data to be accessed from anywhere.
“Wherever in Europe a customer places an
order, the consignment is transported from
customer to consignee. The respective data
are transmitted to our data interchange
centre in Kempten and from there to the
receiving terminal.”
A unique spirit
These possibilities convinced Haugsted to
look to its own future within this strong network.
In a first step, a detailed status analysis
paved the way. Next, bilateral teams developed
a target concept. At Dachser, the rules
for this integration process are clearly defined.
It should take place within the scope of
an intensive, honest dialogue between all
stakeholders, with one coach never instructing
more than three people at a time. The
philosophy behind this is clear. It is not about
imposing Dachser’s systems at all costs. This
integration approach is appreciated in particular
by family-run companies, where from
experience mutual understanding plays an
important role. Like this, Dachser sows the
seed for the unique Dachser spirit, the
Dachser DNA. A positive experience for all
stakeholders was made in 1999 for example,
with the partner integration in Hungary,
followed in 2003 by a merger in Austria.
In subsequent years, integration of the partner
in Slovakia was on the agenda, in 2005
in Denmark, Sweden and Norway, one
year later in the Czech Republic and in 2009
in Romania.
Uniform rules
“In more and more logistics markets – from
groupage via CEP and numerous special
markets – a full-coverage, where possible
seamless service for many countries is
INTERVIEW
Managing complexity
COVER STORY
The network offers many opportunities. Jens Müller,
Network Management Organization division manager
at Dachser, talks about how high standards and
clear rules create efficient logistics.
What challenges does a pan-European network pose for a logistics
provider’s organization?
Those out in the lead in Europe need clear rules. Our homogenous structure
gives us advantages over group companies and forwarding cooperations.
With entargo and groupline, we can offer our customers standardized products.
Uniform processes and streamlined quality management increase efficiency
just as much as high building standards.
What prerequisites must customers fulfil to enable them to reap the
benefits of the network?
One of the key factors is long-term partnerships: Customers should be open
to innovative developments, especially in information logistics. This includes promoting
transparency. Successful projects are based on trust.
How will a cross-border flow of data change logistics processes in
the future?
Optimized data flows lead to additional synergies and – fully in line with the
idea of sustainability – to better utilization of transport capacities. This does not
prioritize making logistics faster, but more efficient. Concentrating on essentials
makes complexity manageable. This stems the flood of data and directs it into
the right channels.
Under the lead management of Jens Müller, the teams headed by Ingo Müller,
Thomas Jäger and Elmar Fünfer develop innovative and complex solutions within
Dachser’s pan-European network.
expected,” explains Peter Klaus, today a
lecturer at Boston University and author of
the definitive annual study “Top 100 in
Logistics”. The academic, who in 2009 was
admitted to the “Logistics Hall of Fame”,
sees two reasons for this: one of them being
the declining importance of political and
language barriers in Europe and worldwide.
The second is “the trend away from storing
products in regional and national warehouses,
in favour of central logistics centres”.
Michael Schilling, managing director of
Dachser’s European Network Management
& Logistics Systems business unit, observes
a similar trend. “An increasing number of
customers manage their procurement logistics
via our network,” Schilling says. �
Dachser Nordic A/S’s new head office
in Copenhagen, Denmark
DACHSER magazine 17

COVER STORY
18 DACHSER magazine
Major customers with
hh Europe-wide operations
are looking for logistics providers
with pan-European networks
Michael Schilling, managing director of Dachser’s European
Network Management & Logistics Systems business unit

Finn Skovbo Pedersen,
managing director of
Dachser Nordic A/S
“Many major companies see this as a way
of making their logistics processes leaner and
concentrating them at a single point.” The
consequence, he says, is that major Dachser
customers with Europe-wide operations
have fewer and fewer logistics managers in
each individual country. “These customers
are looking for logistics providers with pan-
European networks.”
Thinking outside the box
In Denmark, one of the first network integration
steps taken was the introduction of
Dachser’s proprietary Domino transport
management system, which is used in 17
European countries and offers a high level
of security and reliability. This makes communication
problems between different systems
a thing of the past. Another advantage
is that Domino offers customers transparency
from collection right through to shipment
delivery. “Our employees had to completely
change their way of thinking,” Pedersen says.
Today, Dachser Denmark works according
to exactly the same standards as the rest of the
group. Whereas in the past Haugsted collected
goods twice a week from each of its
50 partners, they suddenly had to cope with
a completely different line management.
That had consequences. Haugsted’s partner
network collapsed. Almost overnight, the
50 partners had become competitors, because
Dachser’s European network took over their
tasks.
The customer profile also changed radically.
The Danes parted from customers in the
field of long steel goods, which had been
combined with Haugsted’s consolidated
freight services. “It no longer fits in with
Dachser’s groupage system,” Pedersen says.
Haugsted’s export business also used to be
weakly positioned. Today, Dachser Denmark
delivers palletized goods for final customers
to, among others, DIY stores across Europe.
Famous Danish durable goods designer
brands such as Bodom, Menu or prestigious
Our employees had
hh to completely change their
way of thinking Finn Skovbo Pedersen
Royal Copenhagen porcelain are transported
by Dachser Europe-wide to the point of
sale. Around one quarter of all Dachser
Denmark’s deliveries are destined for Sweden
and Norway. Many of the shipments are
made up of Danfoss heating thermostats
that are supplied to France and Spain.
Five years after the extensive integration
process, Pedersen takes stock: Dachser
Denmark has meanwhile managed to build
up a national network on a scale that hadn’t
existed previously. Although a few of the
238 staff members left the company in the
early days, the workforce has in the meantime
grown to 320. Two years ago, a terminal with
an area of 4,300 square metres and 43 loading
bays was opened in Kolding, Denmark –
already a Dachser location before the integration.
While five years ago the facility handled
13,000 consignments per month, in the
meantime that volume has jumped to 36,000.
Moreover, in September a new terminal with
an area of 4,200 square metres and 41 bays
was inaugurated in Copenhagen. Here, too,
the number of monthly consignments has
risen from 8,000 five years ago to around
27,000 today. In addition to Dachser Nordic’s
administrative departments, the 3,000 square
metres of office space also accommodates
the Air & Sea Logistics business segment.
And: “In terms of customer satisfaction, we
are out there with the best,” Pedersen says
enthusiastically.
A favourable position
with customers
The standards practised at Dachser in Denmark
since 2005 apply across the entire
pan-European network – in the meantime
28 countries including Serbia, Bosnia and
Bulgaria. Three Eurohubs represent important
nerve centres within the network from
where markets in central, western and eastern
Europe are served: in Überherrn/Germany
since 2002, in Bratislava since 2008 and from
July 2011 in Clermont-Ferrand/France (see
COVER STORY
On route to Europe: integration brings
markets closer together
also page 7). Dachser also operates 129 terminals
of its own, as well as 101 partner locations
in Europe, for example the family-run
company Azkar in Spain and Fercam with
more than 30 locations in Italy.
“We have almost 6,000 of our own swap
bodies and over 1,000 of our own trailers in
operation across Europe,” Janda says, explaining
further strengths of the pan-European
network. Thanks to double-deck loading,
the box vehicles provide a high degree of
load security. This was one more reason that
convinced the Danish family enterprise,
Haugsted, to opt for integration into
Dachser’s extensive European network and at
the same time for a new entrepreneurial environment,
thus paving the way to a positive
future. “With increasing Europeanization
and globalization,” says logistics expert Professor
Peter Klaus, “companies able to offer
high-quality and efficient international services
without a doubt have greater development
potential.” S. Machens
DACHSER magazine 19

NETWORK: CORPORATE HISTORY
Phileas Fogg was in a hurry.
In Jules Verne’s novel, he
travelled around the world in
80 days. Dachser has followed
the same route – but over
a period of 80 years.
Landmarks of success.
20 DACHSER magazine
Around the world
in 80 years
By separating boxes from trucks, Dachser
paved the way to future-pointing logistics

h 15
September 1950. Etienne Westling,
aged 27, opens Dachser’s new
export department in Kempten. His first
order is to dispatch a parcel from Pfronten to
Zurich. In the subsequent months, more and
more international orders follow, with destinations
in Sweden, the Netherlands, Belgium
and the UK. In Germany, it’s the time of
the “economic miracle”. The upswing is reflected
in growing exports to countries
around the world. Dachser’s journey round
the world begins.
By 1953, Westling already has enough work
to keep a staff of 12 busy. Not only is the
size of the department increasing, but so are
tonnages. For example, 3,000 tonnes of steel
are transported from southern Germany to
Finland, or church bells from Kempten to
Hamburg, and from there by ship to Rio
de Janeiro. It’s during this boom period
that intercontinental business also takes off.
In 1951, Dachser is the first air freight forwarder
to open a 25-square-metre office at
Munich Riem airport. This is soon followed
through Dachser’s newly established air
transport service by a second office in
Stuttgart in 1954 and a third in Frankfurt a
year later.
Containers conquer the world
Transport services increasingly determine the
pulse of the economy. Two giant, unassuming
metal boxes change the world: swap bodies
and containers. At the end of the sixties,
Dachser develops the swap body system featuring
removable transport units attached to
trailer chassis, and up to 1971 introduces it
across the company. This makes it possible to
speed up and lower the cost of transport operations.
Separating boxes from trucks is
almost as important for overland transport
as the introduction of sea freight containers
is in shipping. Their triumphant success begins
in Germany on 6 May 1966, when the
first container ships dock at the port of
Bremen and, soon after, in Hamburg. Just
one year later, almost all Dachser branches
operate regular container freight services
to and from Hamburg. From now on, the
destination is the world. Many shipments are
destined for the US, where on 1 January
1970, Dachser opens its first office in New
York. One by one, new branches are established
across the United States. Today, there
are ten in all. Development of the American
market is still ongoing. In 2010, Dachser
Father
of success:
Thomas Dachser
is present with 15 locations of its own in
Brazil, Mexico and Chile. Swap bodies and
sea freight containers continue to spur the
markets today – both in Europe and overseas.
Thus in 2010 Dachser also introduces its
swap body system in France, where it has
been little used to date, giving one of
Europe’s key logistics markets a powerful impulse.
Globalization box
According to experts, the containerization of
international goods flows has not yet peaked.
Container ships are becoming bigger and
bigger, port basins deeper, demands for onward
forwarding of consignments higher.
Globalization without containers is unthink-
Flexibility is everything: swap bodies
and containers are the way forward
NETWORK: CORPORATE HISTORY
able. They are the medium of globalization –
about which French economist Alain Minc
comments in an interview with the German
news weekly “DIE ZEIT”: “Globalization
is to our economies what gravity is to physics.
You can’t be for or against it – you simply
have to live with it”. Containers have not
only brought about a sea change in oceangoing
and overland transport culture, they
are also instrumental in the emergence of a
worldwide system of production and consumption.
This fact is underscored by
Alexander Klose, author of the book “The
Container Principle”: “They are the heart of
logistics, which since the 19th century has
become integral to all areas of society”. Today,
Dachser’s Air & Sea Logistics business segment
(established in 1995) currently has a
staff of nearly 3,000 who handle everything
that needs to be moved by air and sea.
Trust in the network
On its journey round the world, Dachser by
and by establishes its own locations in Europe
and later in other regions of the �
DACHSER magazine 21

NETWORK: CORPORATE HISTORY
world. The secret of success lies in leveraging
the knowledge of experts in the respective
countries to quickly understand the local
markets and integrate them into the existing
network. Integration soon becomes the magic
word – not by taking the sledgehammer
approach, but by building stable, trust-based
relationships among staff, with customers
and across the core business segments. This
leads to the company establishing branches
in Switzerland in 1963, and in the Netherlands
and the UK in 1975. Dachser has been
active in Hong Kong since 1976; since 2003,
the logistics provider has become an internationally
renowned brand
in China and Taiwan
and currently operates 15
branches in the Greater
China region.
Striking out in new directions
has been a constant
throughout the company’s
history. After the fall of
the Iron Curtain not only
triggers growth in Germany,
but also brings about
European expansion to the
countries between the Baltic
and the Black Sea, it soon becomes clear that
the extension of the roadmap will follow. It
lies in the nature of the business that the walls
in the minds of logistics providers fall sooner
than elsewhere. Dachser is therefore the
first logistics provider to set up new branches
all over eastern Germany and open its
22 DACHSER magazine
own national companies in Russia, Poland,
Slovakia, the Czech Republic, Hungary and
Romania. Across the entire region, the
Kempten-based company expands its services
through joint ventures or partnerships.
New branches also spring up in western
Europe, for example in France and Portugal,
to the North in Denmark, Sweden and
Norway, as well as in North Africa and on
the other side of the world in India,
Bangladesh and Thailand.
Culture of inner strength
In the course of the past 80 years, the company
has gained an invaluable wealth of
experience. This will continue to stand the
logistics provider in good stead when it
comes to developing future locations in key
markets or collaborating fairly and reliably
with its partners. The basis for this are
common strategies, values and an intensive
exchange of information, experience and
resources. Business historian Paul Erker
believes Dachser fosters a “culture of strength
and self-reliance that has given the company
the confidence to risk taking decisions and
routes which have sometimes been diametrically
opposed to the received wisdom and
Air and sea freight bring continents
and markets closer together
mainstream trends in the industry.” Dachser
takes its time over this, sometimes a long
time. This is one reason why Dachser is considered
a master of integration by many in the
world of logistics.
People forge connections
On a journey round the world, is it not only
decisive in logistics to be structurally, technologically
and qualitatively abreast of the
times. Even more important are passion and
curiosity that go beyond national borders,
as well as openness and respect for other
cultures. This is also about people and contacts.
The Lis, Meiers, Smiths, Duponts,
Gonzales’, Chens, Rodrigues’ and Nováks –
in other words all those people who around
the world keep the network running and continue
to build on it – have for the past 80
years helped Dachser to further develop its
services around the globe. Travel educates:
“Intelligent Logistics” as Dachser’s claim
states. The story continues. M. Neft
To discover more milestones in
F Dachser’s corporate development, visit
www.dachser.com/history

Sabrina –
freightful hearts
The highway to happiness has many exits – and DACHSER magazine’s exciting
serial. The story so far: En route for Italy, attractive trucker Sabrina experiences
a rollercoaster of emotions. First, her boyfriend Carlo proposes, then the encounter
with his mysterious brother. High time to disclose his secret ...
Episode 4 by Michael Nieding from Berlin.
C �
arlo had never lied to her before... “Are you out of your senses?” he barked at her.
“That man is no brother of mine!” He spat out the words, almost as if just
pronouncing them caused him pain. “Not any more,” he added, heavily. His eyes
filled with tears. Sabrina had never seen her little scheduling manager so crestfallen.
“Suppressed memories,” the thought shot through her head. She took him
in her arms. His closeness comforted her, and gave them both strength for what was to come.
Carlo took a deep breath: “You are the first and the only person I have ever confided in like
this.” His voice faltered. “I haven’t been entirely honest with you. I didn’t have a very easy childhood.
We were made to work in our parents’ fields from a very early age; we couldn’t attend
school. That just wasn’t normal in Columbia, where I come from.”
He betrayed us all
“But what has your childhood got to do with this man? Is he your brother or isn’t he? And
what does he mean by the truth?” Sabrina was confused. Question upon question. A kiss,
wet with tears, interrupted her torrent of words. “I’m just as taken aback as you are,” Carlo
whispered, as if trying to make sure that Franco, or whatever the name of the man in trenchcoat
was, couldn’t catch what he was saying. “I can’t even tell you why I made you stop. Yes,
he is my brother, at least in the biological sense. But since he ran off with all our family’s
possessions and drove us into poverty, I can no longer call him my brother. He betrayed us
all! And now here he stands, helpless and yet just as arrogant as ever.” Carlo’s feelings changed
by the second, from surprise to anger, then to melancholy and back again to anger. He
pulled himself away from her.
...and Franco was grinning
“Carlo.” Gently, Sabrina took him by the arms and pulled him close. “I’m sure there’s an
answer to the puzzle. Let’s go and talk to him.” Carlo gnashed his teeth. “Oh alright then.”
Sabrina seemed almost able to sense with her hands how hard this decision was for him.
Together they walked over to the man, who was now standing next to his convertible,
grinning at them. But there was no laughter in his eyes...
Final episode:
Who will come
up with the best
happy end?
ENTERTAINMENT
How will it end? DACHSER magazine is looking for authors for the grand finale of our serial.
Write a happy end to our serial and send it by 21.01.2011 to entertainment@dachser.com.
Discover your talent as a writer! Runners up and alternative story lines will be published under www.dachser.com/serial.
The best final entry will receive 200 euros. The entire serial will be published on the Dachser website in February 2011.
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.
By participating, you agree to your story being published. If you do not agree to your name and/or place of residence being published, please inform us when you enter.
DACHSER magazine 23

WHEREVER YOU’RE
GOING: WE’RE
ALREADY THERE.
DACHSER European Logistics
For us Europe isn’t just Budapest or Madrid, it also means places
like Oberstdorf, Schengen and Szegedin. With a distance of
866,000 km in our own groupage network and 3,710 daily services,
we make sure that your company can reach the whole European
economic area via fixed-schedule deliveries.
Reliably. Efficiently. Daily.
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