Tag: Courier/Express/Parcels

TNT Romania expects 30% growth in 2007

Posted by | Feb 26, 2007 | |

TNT has budgeted a turnover worth about 33 million euros for this year, counting on rising international exchanges with EU countries.

“For 2007, we expect to witness a growth of at least 30% in the wake of investments we will operate and owing to the development of international delivery services, which will see spectacular growth in the following years.

At the same time, a series of multinationals are starting to develop significant production facilities in the area, which will trigger positive chain reactions for the domestic partners of these companies,” stated Bogdan Enache, country manager with TNT Romania.

TNT, part of Dutch TNT Express group, operates international and domestic courier services. However, international shipments account for 85-90% in the companies turnover.

TNT last year generated a turnover exceeding 25 million euros, witnessing growth of almost 25% year-on-year. At the same time, the companies gross income advanced by 30%, to some 5 million euros.

TNT is retaining its position on the market through massive investments in infrastructure, traffic lines and connections, and through the opening a new operations centre in Henri Coanda Airport (Otopeni).

TNT will further invest in the development of sorting centres in Timisoara, Cluj-Napoca and Brasov, and also in the development of its services network. Though it started out as a company that delivered small parcels, it has continually expanded its service network.

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DHL and MIT-Zaragoza forge logistics research agreement

Posted by | Feb 26, 2007 | |

DHL has concluded an agreement with the MIT-Zaragoza International Logistics Program to discover and develop innovative solutions for international supply chains. The MIT-Zaragoza International Logistics Program is a partnership between the Massachusetts Institute of Technology (MIT) and the Zaragoza Logistics Center in Spain.

The collaborative venture has already launched research projects in three key areas: in-transit visibility, reverse logistics, and postponement strategies.

The three research projects now underway typify the venture’s focus on real-world issues for international supply chains. The in-transit visibility project is determining where and how to generate value from the capability to track the whereabouts and condition of assets in “real-time” while they are moving through the supply chain. The reverse logistics project is investigating ways of optimizing the logistics for both warranty- and repairprograms used by manufacturers in various industries and for regulations such as the WEEE Directive for end-of-life products. The third project is identifying which products, industries, and locations benefit most from a postponement strategy where value-added services, such as product differentiation or assembly, occur closer to the consumer rather than at off-shore facilities. Initial results for the projects are expected in the summer of 2007.

The partnership has already obtained financial support from the EU and from InnovAragón, an initiative of the government of Aragón in northern Spain.

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DHL Express Hungary To Invest 17.8 Mln Euro in Logistic Centre

Posted by | Feb 26, 2007 | |

DHL Express Hungary, the local arm of German express delivery group DHL, will invest 4.5 bln Hungarian forints (USD23.5 mln/17.8 mln euro) in the construction of a logistic centre in Budapest, Hungary’s Economy and Transport Ministry said on February 21, 2007.
The new logistic centre, due for completion by July 2007, will take up a three-hectare plot in Busdapest district of Ferencvaros, DHL Express Hungary CEO, Martin Struder, said.

The centre will create several hundred of jobs, added Struder.

DHL Express Hungary revenues rose 25 pct year-on-year to 9.3 bln forints (USD48.6 mln/36.8 mln euro) in 2006, from 7.5 bln forints (USD39.2 mln/29.7 mln euro) in 2005. The company’s customers exceeded 15,000 as at end-2006.

Struder and the Hungarian Economy and Transport deputy minister Abel Garamhegyi attended the ceremony on the foundation stone’s laying.

DHL Express is a subsidiary of German postal services group Deutsche Post.

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TNT fourth-quarter update

Posted by | Feb 26, 2007 | |

Dutch mail company TNT NV said on Monday its fourth-quarter operating profit rose 11.3 percent, but its shares fell as some analysts called the 2007 outlook disappointing.

TNT, which sold its logistics and freight management units last year, said earnings before interest and tax (EBIT) rose to 355 million euros (USD465 million), in line with an average forecast of 351 million euros in a Reuters poll of 10 analysts.

TNT group revenue rose 7.6 percent to 2.767 billion euros, compared with an average analyst forecast of 2.81 billion euros.

The company announced a new share buyback of up to 400 million euros which is due to start after a shareholders’ meeting in April and proposed a dividend of 0.73 euros per share, an increase of almost 16 percent, roughly half of which was due to past share buybacks.

TNT shares fell 1.8 percent to 33.69 euros by 1033 GMT. The DJ Stoxx industrials index was up 0.4 percent.

TNT said it expected its mail division to report revenue growth in the mid single-digit percentage range for 2007 and an EBIT margin of around 17 percent, down from 18.7 percent in 2006. Lower-margin mail operations outside of the Netherlands are expected to show 25 percent revenue growth.

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How technology delivers for UPS

Posted by | Feb 26, 2007 | |

Not so long ago, UPS drivers worked off maps, 3-x-5 note cards, and their own memory to figure out the best way to run their routes. That changed in 2005 when UPS began to implement a USD600 million route optimization system that each evening maps out the next day’s schedule for the majority of its 56,000 drivers. So sophisticated is the software that it designs each route to minimize the number of left turns, thus reducing the time and gas that drivers waste idling at stoplights.

UPSs innovation is an example of how technology can help companies capture institutional knowledge about their customers. Before, when a truck loader or driver walked out the door, the package- loading techniques or route tips they’d developed over the years usually walked out with them. Now that knowledge is accessible in a central system. That eases the burden on substitute drivers and shortens the training time for new ones, lessening the chances of a lapse in customer service. In November alone the company’s drivers logged 3 million fewer miles than they did the year before.

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