Tag: Courier/Express/Parcels

Industry awaits TNT’s logistics sell-off

Posted by | Dec 12, 2005 | |

The decision of TNT to put a ‘for sale’ sign on the majority of its worldwide logistics activities has prompted a series of questions from industry observers and analysts.

Much of the speculation revolves around the identity of likely potential buyers and whether the logistics business will be sold as one entity or hived off in pieces to several purchasers.

There are also questions about the timing of the move by the Netherlands-based mail, express and logistics group, and the reasons behind it.

Announcing its decision largely to withdraw from logistics during next year, TNT stated last week that a strategic review of its businesses had concluded that the group’s strength lay in designing, implementing and running de- livery networks in the mail, express and freight management sectors.

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TNT Middle East grows vertical markets business

Posted by | Dec 12, 2005 | |

TNT Express is growing its vertical markets business by focusing on key Middle East sectors including oil and gas, telecoms, IT, electronics, banking and retail. Newly-appointed National Major Account Manager, James Edgeworth, will spearhead the company’s vertical markets division. Edgeworth, who has worked for TNT for over five years in various senior level sales positions, will focus on driving and growing the company’s customer base and market share in its key vertical sectors. ‘TNT is now servicing these sectors with specialist key account managers who have industry knowledge and a better understanding of our clients’ business,’ said Bryan Moulds, Country General Manager, TNT UAE. ‘This structure is already in place in Europe and the Middle East is now large enough to adopt the same specialised segment strategy. Our dedicated team of specialists will improve order to deliver cycle times and help customers reduce the total supply chain costs.’

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Losing logistics gives a logic to TNT business

Posted by | Dec 12, 2005 | |

No sooner had TNT announced it was pulling out of logistics, than its chief executive moved swiftly to dispel the impression that the company had been bullied into action. Peter Bakker told the Financial Times: “I want to take away the impression this is a knee-jerk reaction to pressure. We are convinced that we have now a business logic that works.” However Mr Bakker, who has been under pressure on a number of fronts, revealed that US investors had been talking to the company about a share buy-back for two years. And he conceded the rising trend in investor activism. “Of course shareholders are more vocal and shareholder activism doesn’t go unnoticed. That forces management to look at all angles to create value. But I do not believe that should lead to reactions. Shareholders are best served by management teams that can create value.”

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DHL to increase investment in Pakistan

Posted by | Dec 12, 2005 | |

DHL has reaffirmed its commitment to Pakistan with plans to upgrade its business activity and investments. The company has already announced it would invest up to dollars eight million in Pakistan in the next three years, including the construction of a new state-of-the-art airport ‘Airside Facility in Karachi’ and upgrading of its service centres. Speaking at a press conference here on Tuesday, DHL Express – Asia Pacific Chief Executive Officer Scott Price said, “DHL sees bright prospects in the region and particularly in Pakistan becoming a major hub for industrial growth. There has been significant business growth in the region and Pakistan’s investment-friendly policies have started to attract international attention. ” “In recent months, there have been clear indications of strong macro-economic fundamentals in Pakistan. At the same time, the region is seeing very buoyant levels of intra-Asian and international trade,” he added.

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Carvell leaves post haste

Posted by | Dec 11, 2005 | |

There is a mystery over the timing of the resignation of Paul Carvell, the chief executive of delivery firm Business Post. He quit after the company issued two profits warnings in three months. But why didn’t Carvell step down in November when Business Post issued its last warning?

Perhaps he fought to stay and had to be persuaded by chairman Peter Kane, whose family owns nearly 40 per cent of the shares. Kane has intimated that Carvell wasn’t pushed, but whatever the truth, the three-week time lag between the November profits warning and the departure of Carvell has been cause for concern.

Some investors have convinced themselves that the delay was due to the fact that the company found that trading conditions deteriorated further in the last 21 days, and that there could be another profits alert around the corner. On the basis of three profits warnings and you are out, Carvell had no choice but to go.

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