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The transaction between Itella Logistics and Russian NLC finalized

Itella Logistics’ acquisition of leading Russian warehousing operator NLC (National Logistic Company) has officially closed.
The acquisition agreements were signed at the end of April this year. The closing of the acquisition took place after the passage of all necessary procedures and obtaining merger approvals by Russian FAS (Federal Antimonopoly Service). Finalization of the transaction allows Itella Logistics to start the integration process with NLC, and to develop the new Itella-NLC brand in the Russian market.
The acquisition is an important step in implementing Itella Logistics’ business strategy in Russia and consolidates its position in the international market. -The deal will reinforce the position of Itella Logistics as one of the strongest logistics operators in Northern Europe and make it a one of the market leaders in the rapidly growing Russian logistics market. Itella Logistics will provide and develop further logistics services throughout Russia via its extensive logistics centre network and transport connections, Mr Vertanen, Head of Itella Logistics Business Unit commented.

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DHL Romania offers highest growth opportunities after Cargus integration

After more than two years of talks over the acquisition of Cargus, DHL Romania will begin to make joint decisions on behalf of both companies.

According to estimates, DHL and Cargus will operate an over 80 million-euro business together, double the business volume of the players behind them (Fan Courier and TNT), based on the budgets announced by the companies at the beginning of the year.

On the other hand, Cargus had a gentlemen’s agreement with the owners, negotiating the sale exclusively with DHL. Cargus, one of the leading domestic courier companies was worth 50 million euros at the time of the deal, according to sources on the market, a value its officials did not confirm. The sale-purchase contract included a number of conditions such as dropping Cargus’ partnership with GeoPost and keeping the Cargus brand. As Sharp explained, working out the final details was actually the most difficult moment of the negotiations.

The two companies are now awaiting the approval of the Competition Council and have already set their first joint budget – an increase of 30 pct in 2009. In addition, management consultant Baron & Associates has been hired to help integrate Cargus.

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DHL invests USD 210m on central Asia hub

DHL has invested a total of USD 210 million to expand its Central Asia Hub capacity in Hong Kong, which is scheduled to be completed by 2013.

DHL in a statement said that the company has completed its USD 110 million Central Asia Hub expansion, which has doubled its size to 35,000 sqm and is expected to handle 40 million shipments this year.

It said with the expansion, the highly automated facility has a throughput of 75,000 pieces per hour (pph) of flyers and conveyable shipments, an increase of 114 per cent compared to the 35,000 pph throughput capacity before the expansion.

DHL said currently, over 60 per cent of express cargo processed by the facility is intra-Asia Pacific shipments and is expected to continue to grow alongside rising intra-regional trade.

With over 40 per cent market share and USD 2.2 billion invested in the region, it said the facility will provide the core backbone to further enhance its services and extend its market-leading position in the Asia Pacific.

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DHL set to offer tailor-made services to retail, pharma and IT

DHL plans to restructure its high growth Asia-Pacific operations to provide customised solutions through an integrated structure for sectors as varied as retail, pharma and IT, as growing demand underscores business needs to avail logistics services under one roof.

DHL Global Forwarding, part of the DHL group, has realigned the Asia-Pacific region into two buckets — North Asia Pacific and South Asia Pacific — for greater customer focus.
The North Asia Pacific region covers Greater China, Japan and Korea, while the South Asia Pacific covers the South East Asia region, South Asia (including India) and the South Pacific (including Australia). Through this restructuring DHL hopes to provide better customer service, accommodate future growth and focus more on distinct regional priorities.

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trans-o-flex extends European network capacity

trans-o-flex has invested EUR 13 million in a new centre in Herford in eastern Westphalia, boosting capacity in the company’s domestic and European distribution network.

The new sorting centre, which has three times the capacity of the old facility on the site, became operational on August 30th.

According to head of operations, Wolfgang Weber, the new facility represents several steps forward in the implementation of the company’s sustainability strategy:

– 100% of the electricity used in the centre comes from completely CO2-neutral hydroelectric sources.
– Forklifts are powered by three-phase AC motors, which required fewer charging phases.
– Special door seals reduce heat loss in the winter months
– Rainwater is pre-treated and then drains into the groundwater

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Aramex opens new logistics facility in Bahrain

Aramex has announced the opening of a new TAPA-certified 4,000 m2 logistics centre in the Bahrain International Airport Free Zone.

The infrastructure investment underlines Bahrain’s increasing role as a supply chain solutions hub, led by its important geographic position within Aramex’s regional network, connecting by land to Kuwait, Qatar and KSA.

Aramex’s customs clearing process at key land border checkpoints that streamlines procedures and the new facility’s location in the airport’s Global Logistics Services (GLS) zone will help to ensure quick turnaround for cargo being shipped between the aircraft and warehouse.

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UPS won't refund surcharge (U.S)

Bowing to high fuel prices, UPS will change its policies on parcel service guarantees next month and no longer include the fuel surcharge in its refunds to customers.
The shift effective Sept. 2 means UPS will only refund the basic charge and whatever other accessorial charges were included in the bill, including pickup and special service charges.
“While nothing changes the ability of our customers to request a refund of shipping charges, we do still make the delivery,” a UPS spokesman said. “So since we still make the delivery, including fueling the truck to get it there, we are going to stop refunding the fuel surcharge fee.”
UPS adds 10.25 percent to its ground parcel bills as a fuel surcharge and will raise that rate to 10.5 percent Sept. 1. The fuel surcharge for air and international package shipments is 34.5 percent.

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Airlines to lose USD 5.2 billion in 2008 – Slowing Demand and High Oil to Blame

IATA announced a revised industry financial forecast that would see the global airline industry post losses of US$5.2 billion in 2008 based on an average crude oil price of US$113 per barrel (US$140 for jet fuel).
“The situation remains bleak. The toxic combination of high oil prices and falling demand continues to poison the industry’s profitability. We expect losses of US$5.2 billion this year,” said Giovanni Bisignani, IATA’s Director General and CEO.
Fuel
“While there has been some relief in the oil price in recent months, the year-to-date average is US$113 per barrel. That’s US$40 per barrel more than the US$73 per barrel average for 2007, pushing the industry fuel bill up by US$50 billion to an expected US$186 billion this year,” said Bisignani. Fuel is expected to rise to 36% of operating costs, up from 13% in 2002.
Demand
IATA also announced industry traffic data for July which showed a continued slowing of demand.
July year-on-year passenger demand growth fell to 1.9% – the lowest in five years. Capacity increased by double that – 3.8% – indicating that service cuts are not keeping pace with the fall in demand. This pushed the load factor for the month to 79.9%, a drop of more than 1% compared to July 2007. The surprise of July was a 0.5% drop in passenger demand by Asia-Pacific carriers partly attributable to a change in Chinese visa requirements but also showing that economic weakness is spreading to previously robust economies.
Cargo demand in July contracted by 1.9% compared to 2007. Asia-Pacific carriers – the largest players in the cargo market – were hit hard with a 6.5% drop in demand.

As a result of the weaker economic outlook, IATA significantly revised downward its traffic forecast for domestic and international markets combined. Passenger traffic is now expected to grow on average by 3.2% (was 3.9%) and air freight volumes by just 1.8% (was 3.9%). This is only half the pace of expansion seen in 2007 and is boosted by the stronger growth seen at the start of the year. Strong traffic growth allowed the industry to partly absorb the rise in fuel costs from 2003-2007. This is no longer the case.
Regional
“While some regions will show small profits, the negative impact of the industry crisis is universal,” said Bisignani.
– North American carriers are expected to post losses of US$5.0 billion in 2008 making them the hardest hit by this industry crisis.
– Asia Pacific is expected to see profits shrink from US$900 million in 2007 to US$300 million this year.
– European profits will tumble seven-fold from US$2.1 billion in 2007 to US$300 million in 2008.
– Middle Eastern profits will drop by US$100 million to US$200 million.
– Latin American and African carriers will see losses deepen to US$300 million and US$700 million respectively.
2009
IATA announced its initial outlook for 2009. The difficult business environment is expected to continue. Most economies are expected to deliver even weaker economic growth next year, which will negatively impact air travel and freight. With an expected oil price of US$110 per barrel (US$136 for jet fuel) and continued weak growth (2.9% tkp), industry losses are expected to continue at US$4.1 billion. The 2009 fuel bill is expected to rise, as hedging offers less protection, to US$223 billion comprising 40% of operating expenses.
Change
“While we expect the bottom line to improve by about US$1 billion next year, the industry will be US$4.1 billon in the red,” said Bisignani. “This crisis is re-shaping the industry in more severe ways than the demand shocks of SARS or 9.11. When fuel goes from 13% of your costs to 40% in seven years with an increased cost implication of US$183 billion, you simply cannot continue to do business in the same way. Fundamental change is needed,” said Bisignani.
“Airlines have reduced non-fuel unit costs by 18% since 2001. Airports and air navigation service providers must join the effort. Efficiency gains are criti

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