Tag: Europe

Russian Post breaks into Europe

Russian Post has launched the direct postal exchange between Kaliningrad and Warsaw, which is to reduce the international mail delivery time several times. Besides, an agreement simplifying visa granting to RF and EU citizens has been enforced, so the project might make it easier for Russian citizens to receive invitations from Polish partners.

Russian Post has launched the direct automobile transport communication between Kaliningrad and European between Kaliningrad and Warsaw. The given issue was resolved by Kaliningrad Region Governance on cooperation with the RF Ministry of Foreign Affairs, Ministry of Communication and the Federal Customs Service.

Till recently the European mail was first sent through Kaliningrad to Moscow, where it had to go through customs clearance. Under the given conditions the international mail went back to Kaliningrad only in 20-25 days. In the immediate future the international mail delivery terms are to be reduced to 7-10 days, while in the future, when the regular mail routs are implemented, to 3-5 days.

The international mail customs clearance will be held in Kaliningrad main sorting center, one of the Federal Unitary Enterprise Russian Post Departments. After the given procedure the mail set for free float will be delivered by a firm forwarder exactly to the addressee. If the mail or package is to be paid for then it will be sent to corresponding post-offices to be paid for by the addressee. Private individuals and entities will be able to send the international mail through post offices.

The direct mail exchange between Kaliningrad and EU is to ease the free float of goods, services, finance, facilitate to free economic activity and make the region more attractive as a special economic zone, Kaliningrad Region Governance Press Service says.

The main international mail users in Kaliningrad Region are private individuals and entities of Russia, Poland, as well as other foreign countries, including foreign diplomatic missions accredited in the region.

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CPL – CEP industry needs more innovation, better customer service

Globalization, the internet, customer service and innovation are the key challenges facing the CEP industry, according to speakers at the Courier and Parcel Logistics Summit held in Barcelona this week.

Expanding international networks, how to leverage leading-edge technology and respond to increasingly global sourcing, production and supply now characterized the sector at a key juncture in its development, a lively first session of the summit on Tuesday heard.

Speaker Colum Joyce, CEO of KBOR Research, spelling out the opportunities and challenges the industry faced, provocatively said express operators seemed “self-satisfied” with their business models. “The industry faces unprecedented challenges and unprecedented opportunities. Globalization wouldn’t exist without the express industry. As it has matured, though, it has decreased in flexibility, leading to commoditization (which) has led to poor profits, falling differentiation and reduced innovation,” Joyce said.

During a panel discussion, UPS strategy vice-president, Frank Sportolari, rejected the notion that the express industry was not responding to customer needs. “I would not say we are self-satisfied. What we have is satisfied customers. We are creating demand, responding to demand and creating global commerce.” FedEx vice-president for central and eastern Europe operations, Michael Mühlberger, agreed with his UPS rival. “Whenever there is a need, we will react to it,” he said.

Peter van Laarhoven, group director strategy at TNT Express, began the session, saying the carrier was looking to expand in eastern Europe, Turkey and South Africa. On Russia, he was more hesitant. “It’s a very big but very difficult market,” van Laarhoven told delegates. TNT’s key focus was on expanding its networks to capitalise upon growth opportunities and optimising its capital structure to provide sufficient funding for a combination of acquisitions, dividends and share buy backs.

Sportolani outlined UPS’ growth strategy, the key strands of which were to build up its leadership position in the US and continue international expansion, particularly in Europe. UPS would increasingly provide comprehensive supply chain solutions, leverage leading-edge technology and pursue further strategic acquisitions.

Mühlberger said the industry was faced with several large trends, one of which was the way in which the value of goods was increasing. Although air cargo is only 3 pct of worldwide freight in weight terms, it represents 40 pct of the total value. Mühlberger said that countries had to provide greater access to goods, services and information if the international express market was to grow as rapidly as forecast. In an Access study by FedEx, Hong Kong and Singapore were the most open trading countries, while the US languished in 12th place, he pointed out.

GeoPost board member Hans Fluri said the DPD parcels network was now No.2 in Europe, behind only DHL, with some EUR 3 billion in sales revenues. The company’s classic international service was growing at 20 pct per year and, since DPD has no requirement to buy aircraft, it was able to provide a Germany-China service at 30-40 pct cheaper than the big integrators, he said. The CEP industry was changing significantly, Fluri told participants. “We have to live up to the expectations and desires of our customers. Worldwide sourcing, producing and supply raise demand for international standard and express shipments,” he stressed.

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Capgemini and DHL assess evolution of business after-market services strategy

Research published today by Capgemini, in partnership with DHL Exel Supply Chain, reveals that after-market service revenues, as a percentage of total company revenue, are set to rise by 50 pct over the next five years. After-market services include exchange, return and repair logistics for the engineering and manufacturing, and hi-tech industries. On average, manufacturing companies are already harvesting 25 pct of their profits from this area. Putting the after-market service at the heart of the company’s product strategy has resulted in considerable investments in optimizing the after-market supply chain.

The large majority of E&M companies today are already experiencing profit margins between 10 and 50 pct in service management. However, E&M companies are expecting even larger profit margins in the next five years.

Roy Lenders, Global Vice President for Logistics and Fulfilment, Capgemini, added:
“Today’s findings reveal that whilst the hi-tech industry is considered a front runner in service logistics developments, it is still five years behind the engineering and manufacturing industry in terms of globalization. But the latter are encountering more difficulties in delivering consistent service and in meeting the service level expectations of their customers. While hi-tech companies are aiming to provide short response times only where necessary and moving to cost efficient service modes where possible, E&M companies are facing ever increasing business requirements. Global reach and consistency are a core focuses in this industry, more than in hi-tech.”

Jacob Verhagen, Vice President, Sales and Marketing, Global Service Logistics, DHL Exel Supply Chain, stated: “This study reveals the extent to which our manufacturing customers are increasingly viewing service management and service logistics as a differentiating factor in setting themselves apart from their competitors. After building an effective service supply chain over the years they are now using this as a vehicle for service differentiation. In an increasingly complex operating environment, centralized supply chain management is a hot topic in most of our customers’ boardrooms and now is a high priority as a core part of business.”

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