Logistik

Dr.
Andre Kreie
September 2017
Kuehne Foundation
 Support for training, further

education, scholarships and
research in the fields of transport
and logistics
 Support for medical sciences,
humanitarian, charitable and
cultural projects
September 2017
-2- © Dr. André Kreie
The Kuehne Foundation has five key areas
Kuehne Logistics
Improvement of Logistics Education and Research
University (KLU)
LEARN International Program for Advanced Education in

Logistics
Humanitarian
Improvement of humanitarian logistics processes
Logistics
Medical Projects Reduce and cure of allergies
Cultural Projects Support of music and culture festivals
September 2017
Kühne Logistics University (KLU)
 Is a private, independent,
state-recognized university
 Is dedicated to teaching and
research in logistics as a
core element of globally
organized management
 Portfolio will cover the whole
spectrum of university and
executive education
 Research Center on
Humanitarian Logistics
September 2017
Professorships and Centres
Professorship of Logistics Management at the Federal Institute

of Technology (ETH)
Prof. Dr. Stephan M. Wagner
Professorship and Kühne Centre for Logistics Management at

WHU – Otto Beisheim School of Management
Prof. Dr. Stefan Spinler, Prof. Dr. Carl Marcus Wallenburg
Professorship for International Logistics Networks at CDHK

at Tongji University
Prof. Sidong Zhang
Centre of Excellence “International Logistics Networks” at

Berlin Institute of Technology (TU)
Prof. Dr. Frank Straube
German Academy for Foreign Trade and Transport (DAV)

Dr. Andre Kreie
At BVL-Campus in Bremen, Germany/German Logistics Association
(BVL)
September 2017
Three regions for LEARN
Europe
Horn of
Africa
Asia
September 2017
Regional Platforms and Partners
Europe (Schindellegi)
HELP Logistics AG, registered 2014
Middle East (Amman)

HELP Logistics LLC
registered August 2016
Eastern and Southern Africa

(Nairobi)
HELP Logistics Ltd
registered October 2016
Asia (Singapore)
Kuehne Education Center Ltd, registered June
2015
September 2017
- Center for Allergy Research and Education
5 Research Areas
 Allergies and the environment
 Prevalence and prevention of allergies in children
 Innovative diagnostics and therapies
 Mechanisms of severe allergies
 Therapies and rehabilitation
3 Target Groups for Education

 General practitioners
 Specialized allergologists
 Students
September 2017
Cultural Projects
Examples of previously funded events...

Elbphilamony
Church Day – Kulturkirche St. Katharinen
Music Summer Zürichsee
Baden-Baden Gala
Nibelungen Festival Worms
Salzburg Festival – Young Singers Project
Lucerne Festival
Harbour Front Festival
Foundation Hamburg State Opera
and many more....
September 2017
Dr Andre Kreie -9- © Dr. André Kreie
Prof. Dr.-Ing. Josef Decker - CV
Current Positions
 Professer and Dean International University of Applied Sciences (IUBH),
Bremen, Germany (> 5 years)
Work experience
 Professionally trained business manager
 Professional work experience as consultant in the automotive industry, in
public administration and in supply chain management
 Development of supply chain management programs and university degrees
for different universities and the German Logistics Association (BVL)
Academic Background
 Academic education in the area of „Physics“ (Diploma), and „Supply Chain
Management“ (Ph.D.)
 International trainer for numerous logistics and management trainings
Status September 28th, 2017

- 10 - © Josef Decker, André Kreie
Dr Andre Kreie - CV
Current Positions
 Project Manager with Kuehne Foundation (> 2,5 years)
 Vice-Dean at German Foreign Trade & Logistics Academy, DAV (> 4 years)
Work experience
 Professionally trained logistician with the global logistics company DSV
 Professionaly work experience as a freight forwarder with DSV and as a
logistician with the DIY-Chain OBI, in Germany
 Total work experience including international deployment >5 years
Academic Background
 Academic education in the area of „Business Management and Economics“
(B.A. eq), and „Logistics and Supply Chain Management“ (M.Sc. and Ph.D.)
 Training (>3,800 hours) in Europe, Central Asia, Asia, and Africa

Logistics Globalization – Opportunities and challenges
September, 27th, 2017
Bandung

Overview
Globalisation
Trends,
opportunities,
and challenges
Logistics
strategies

A soccer ball – a global product

A soccer ball – a global product
8
2
1
6
Leverkusen, Grmany
Scheinfeld, Germany Uffenheim, Germamy
9
3 Osaka, Japan
4
Herzogenaurach, Germwny
Suwaon, South Korea
1. Scheinfeld, Germany
Neu Delhi, Indiea
2. Leverkusen, Germany 5
3. Suwaon, South Korea
4. Neu-Delhi, India
7
5. Haiphong, Vietnam Haiphong, Vietnam
6. Osaka, Japan
7. Sriracha, Thailand
Sriracha, Thailand
8. Uffenheim, Germany
9. Herzogenaurach, Germany

World economy development
Many parties are involved in global supply chains
18 180
16 160
14 140
12 120
10 100
8 80
6 60
4 World Gross Domestic 40

Product
2 20
[1.000 bn US$]
0 0
2000 2005 2010 2015 2020 2025 2030
Sources: IHS Global Insights (trade), OECD statistics (GDP), UN Department for Economic and Social
Affairs (Population), ICS International Chamber of Commerce, 2013 Status September 28th, 2017
Quelle: HHM – M. Lindner
Development
Development of world trade
of world trade
World merchandise trade
in bn US $
WTO, 2016

Global economy
Visions and Clichés of regions of the world concerning emerging countries

China – Factory of the World
United Arabi Emirates – Russia und Brasil –

Hub of the World Resources of the World
India –
Eastern Europe – IT-/Services Factory of the World
Factory of Europe

Reasons for globalisation – cost reduction
Transport and communication costs

Index 1930 = 100,
Seafreight
Seafreight
Airtransport
Telecommunication

Globalisation will lead to further increase of
transport
Source: World Business Council for Sustainable Development - Mobility 2030 report

Overview
Globalisation
Trends,
opportunities,
and challenges
Logistics
strategies

Development of logistics
1970ies 1 Separated Classical understanding of logistics: transport, handling,

functions warehousing
2 Linking of separated Classical logistics + Cus-

1980ies functions cross sectional functions tomer
3 Cus- Logistics integrates functions Cus-

Process chains
1990ies tomer into process chanins tomer
4 Value chains Cus- Logistics integrates companies Cus-

tomer into value chains tomer
5 Cus- Loistics integrates value chains Cus-

2000nd Global networks
tomer into global networks tomer
6 Reconfiguration of Cus- Integration of dynamically changing Cus-

2010 ff. global networks tomer network configurations on a global level tomer
7 Digitalisation and Cus- Logistics 4.0 integrates people and Cus-

Internet of things tomer machinery in worldwide networks tomer
extended on basis of : Baumgarten / Walter, 2003

Networking, complexity and technologies are most
important trends
Key Logistics Trends
91%
90%
85% 85%
80%
80% 78% 78%
76%
70%
59%
60%
50%
39%
40%
30% 28%
20%
BVL, 2013

Many parties are involved in global supply chains
4th Party Logistics Provider (4PL)
Logistics 3rd Party Log. Contract Express,

Forwarder Service Prov. Provider (3PL) Logistics Prov. Parcel,
Production Courier
n tier 2nd tier 1st tier Original Retailer Custome

Supplier Supplier Supplier Equipment r,
Manufacturer End User
(OEM)
Supply Chain Management / Logistics (Source:Wimmer, 2015)
Logisctics is integrating and coordinating the parties in supply networks!

Wimmer, 2015

According to different products and different markets
SC‘s can be categorized into different groups…
Low Demand High Demand
Uncertainty Uncertainty
Low Supply
Uncertainty
Efficiency/Lean Responsive
Reliability and cost orientation to fulfill Responsive and speed to fulfill
High Supply
Uncertainty
Risk Hedging Agile

Reliable, flexible and on-time to fulfill Responsive and flexible to customer needs
Source: KPMG,2016

Worldwide car production – shifting to the markets
e.g. BMW
BMW, Rudloff, 2015

e.g. BMW
85% German production

Units
55% German
Units
production
BMW, Rudloff, 2015

e.g. Daimler
Units
Units
BMW, Rudloff, 2015

Global Freight Routes

Globalisation will lead to further increase of
transport
RWI/ISL Container Handling Index
2010=100
http://mylogistics.net/2016/06/24/rwiisl-containerumschlag-index-welthandel-erneut-
ruecklaeufig/#prettyPhoto, 27.6.2016

Seafreight
Technological developments – ship size
www.largestships.com/wp-content/uploads/2013/12/biggest-container-ship-evolution.jpeg;
www.allaboutshipping.co.uk: DNV GL highlights trends in the container and bulk shipping.
November 2014.

MSC Oscar (19224 TEU)
TUHH, 2015

© Bild Hamburg Jahn, 2015
Seafreight
Market development
https://crucialperspective.com/global-container-shipping-outlook-2017/, 21.9.2017
Seafreight
Market development – New alliances
New alliances since april 1st, 2017:
2M: Maersk line incl. Hamburg Süd, MSC, HMM (via Slot Charter in pacific region)
Ocean alliance: CMA CGM incl. APL, Cosco Container Lines, Evergreen, OOCL
The alliance: „K“-Line, NYK, MOL, HAPAG Lloyd incl UASC, Yang Ming, ZIM (via
cooperation in atlantic region)
Problems:
• Start of services, Loads had been carried to specific ports
• Ports are specified, but Terminals within the ports not
• Hinterland operators face problems because of that
• Founding of alliances and integration of other partners at the same time
• Special safety agreements from customer side requested
DVZ, No. 26, March 31, 2017

Seafreight
Market development – New alliances
Atlantic Trans Pacific
Andere Andere
5% 2M 9% The Alliance
The Alliance
33% 20% 29%
2M
49%
Ocean Alliance Ocean
13% Alliance
42%
Far East
5%
The Alliance Ocean Alliance 2M Andere 23% The Alliance Ocean Alliance 2M A
38%
34%
The Alliance Ocean Alliance 2M Others
DVZ, No. 26, March, 31, 2017

Mega Ships: Handling Peaks in Container
Terminals
Quelle: Hamburger Hafen und Logistik AG (2014), S. 17.

Seafreight – Challenges and strategies at the
terminals
Intelligent Logistics Space – e.g. Port of Hamburg
• Driver less transport of containers

• High level IT-Integration
• High efficiency due to standardized
processes
• Competitive market approach
acc. to terex, Planet-Wissen, 2015

Railfreight from Asia to Europa
Basic information:
9288 km, Moskau to Wladiwostok 140

km/h max.
14 -18 days

Example Kühne & Nagel, LCL
• Customers fromAutomotive, high-

tech, fashion
• Eastbound available, too
• Enhanced’ container seals,
• GPS tracking,
• real-time monitoring of temperature,
humidity, pressure and light
exposure,
• 45 ft reefer container are available
for temperature-sensitive goods
• Fully transparence of transport
status due to KN Login Portal
February 2017, New Service by KN Eurasia • More than 50 collection points in
Launch of LCL service from Wuhan (China) to China incl. Shenyang, Chongqing,
Posznan (Poland) and Hamburg/Duisburg Chengdu and Zhengzhou
(Germany) • Block train service to Turkey
14-18 days available, too
http://www.railwaygazette.com/news/single-view/view/china-to-europe-less-than-container-load-service-launched.html, 21.09.2017 Status September 28th, 2017
Example UPS (March 2017)
Rail service UPS from/to China (LCL, FCL)
Advantages:
65 % cost savings compared to
airfreight
Connections from: Services: 40% time saving compared to
Changsha, Chongqing, Customs, temperature seafreight
Suzhou and Wuhan, control, GPS tracking, 25 times less CO2 than airfreight
recently added to FCL, LCL Less nitrogen oxide, sulphur
Zhengzhou and Chengdu. dioxide, non-methane hydrocarbon
than maritime transport
http://www.railwaygazette.com/news/news/europe/single-view/view/ups-adds-six-cities-to-china-europe-rail-freight-network.html, 21.09.2017 Status September 28th, 2017
One Belt One Road (OBOR) – Silk road economic belt
(一帶一路 / 一带一路,)
Basic information:
Official start in 2013, Invest ca. 1,100 bn US$, finished in 2049, up to 65

countries directly involved, Investments by silk road fond and AIIB (Asian
Infrastructure Investment Bank)
Goals of the initiative:

• Stabilisation of the western part of China, especially the borders to the mid asian
countries
• Development of China‘s western parts, especially the region Xinjiang
• Diversification of focus, not only Pacific region
Concrete projects:
• International airport and goods handling area in Korgas, Xinjiang
• Central Asia – china gas pipeline
• Railway Angren - Pop

A goods train starting in Zhengzhou to Europe
http://www.faz.net/aktuell/wirtschaft/wirtschaftspolitik/mammutprojekt-der-welthandel-soll-ueber-chinas-seidenstrasse-rollen-15012993.html, 21.9.2017

https://de.wikipedia.org/wiki/One_Belt,_One_Road#/media/File:One_Belt_One_Road.png, 15.09.2017

6 defined corridors
1.China – Mongolia – Russia

2.New Europe-Asia landbridge
3.China – Central Asia – West Asia
4.China – Pakistan
5.Bangladesch – China – India – Myanmar
6.China – Indochina – Pensinsula
https://de.wikipedia.org/wiki/One_Belt,_One_Road#/media/File:One_Belt_One_Road.png, 15.09.2017 Status September 28th, 2017

Airfreight
„Global airfreight demand increases by 13%,

freight capacity grew by 5.2%“
IATA, May 2017
Airfreight trends are an indicator for global

economic trends
All regions, with the exception of Latin

America, reported year-on-year double-digit
increases in demand in May 2017.

The challenge - complexity
Complexity of product spectrum

1 Series
6 Series 5 Series X3
Overall complexity
Z4
7 Series
2001 2002 2003 2004 2005
Complexity of functions of 1 Series
products
6 Series 5 Series X3
[fx]
Z4
7 Series
2001 2002 2003 2004 2005
Variety of productsl
Source: Bereich Logistik, TU Berlin

Today – the everywhere business
and the smart world
Purchasing as stores,
Until 1990
printed catalogues
Factory POS Home
Self delivery,
Supplier Retailer Parcel services Private Customer
Mobile
Outlet Mobile Parcel

station
Home
POS
Today
Factory Outlet Lock

box
Show- Mobile
Mobile
room
Outlet
Buying everywhere, delivering everywhere

and the smart world
Foto © BillionPhotos.com

and the smart world

Climate change and global logistics
Marine ice concentration

Climate change and global logistics
North East Passage

- Reduction time: from 28 days
to 15 /17days

Sustainable global transport – giving the choice to the
customer
Sustainability
Cost Time CO2
Airfreight
Truck Plane Truck
Shanghai-Airport Frankfurt-Airport
Seafreight
Truck Ship Truck
Shanghai-Port Antwerp-Port
Railway
Truck Rail Truck
Beijing Brest
Air/Vessel
Truck Ship Truck Plane Truck

Shanghai-Port Dubai-Port Dubai-Airport Frankfurt-Airport
acc. to DB Schenker, Wütz, 2010

Sustainable global transport – Risk have to be
dealt with
Political
Financial Risk identification
Risk-
Risk response
Climate change control manage- Risk quantification Technological
ment
Risk response
Natural desaster development Terrorism

Overview
Globalisation
Trends,
opportunities,
and challenges
Logistics
strategies

Strategies of the companies show the importance of
integration
Key Logistics Strategies

94%
91% 89%
90% 85%
80% 78%
69% 70%
70%
60%
50%
50% 44%
43%
40%
30% 24%
20%
10%
BVL, 2013

Integrated (logistics) services by
German Post - DHL
Plan Laying the foundation for an effective
and efficient supply chain.
• Supply chain analysis and design
• Lead logistics provider (LLP) services
• Environmental complicnce
Make Manufacturing the product

• Industrial projects transportation
• Inbound to manufacturing
• In-plant logistics
• Contract manufacturing
Deliver Getting it where it needs to be

• Transportation and distribution management
• Service parts logistics (3PL)
• Home delivery (Last mile)
• E-Fulfilment
• In-store logistics acc. to DHL, 2017

German Post - DHL
Source Bringing it all together
• Procurenment services
• Raw materials warehousing
• Raw materials transporting
• International supply chain management
(SCM)
Store and
customize
Getting it ready to sell
• Finished goods warehousing
• Assembly and packing services
Return
Bringing it back when it’s not needed
• Reverse logistics
• Environmental compliance
acc. to DHL, 2017

DB Schenker (a Deutsche Bahn Company)
World leading provider of Integrated Logistics Services
• 94,000 employees worldwide

• 2,000 offices
• Tailor-made products for Industry
• International teams
• Modules as basis for individual solutions
• Huge amount of value addes services (VAS)
“DB Schenker is one of the world's leading

providers of integrated logistics services,
offering land transport, air and ocean freight as
well as comprehensive logistics solutions and
global supply chain management from a single
source”
acc. to DB Schenker, 2017

Kühne + Nagel Integrated Logistics
www.kuehne-nagel.com
SOLUTION
RESULTS
Kuehne + Nagel’s solution has been a success.
The client still uses multiple forwarders, brokers and warehouse providers but the true end-
to-end visibility now identifies the gaps between hand-offs and includes them in schedules
or removes them through devising opportunities for efficiencies. Most important, the marked
improvements have been appreciated by the client’s own customers who are now able to
share the enhanced visibility.
Facts & figures
Net Promoter Score improved more than 30 points since the change
SKU analysis shows almost 30% reduction in inventory
Reduced global transportation cycle by 19+ days with preferred carrier routing & virtual
cross-dock
79% decrease in annual demurrage fines
Multi-million dollar savings identified through freight consolidation, mode & carrier selection
and weight break analysis.
This engagement continues to be highly successful and beneficial for all stakeholders — the
client, Kuehne + Nagel, the subcontractors, and of course the client’s own customers. th
Status September 28 , 2017
Perhaps the best indication of its success is that the client has extended its range three
About Kühne + Nagel integrated logistics
• Kuehne + Nagel is the world’s foremost Lead Logistics provider, strategically operating
in 7 Logistics Control Centres, globally distributed.
• Focused on creating lean, agile and demand-driven supply chains.
• KN ControlTower: a Kuehne + Nagel Integrated Logistics product providing

managed logistics services tailored to meet the needs of our customers.
• The customers’ end-to-end supply chain needs managed through one single point of
contact for increased visibility, efficiency and the opportunity to focus time and resources
on their core business.
• Industry-specific expertise with global reach and local market knowledge.
• Logistics/supply chain management that uses the 3PL expertise and operational
excellence of the KN Group.
acc. To: https://www.kn-portal.com/integrated_logistics/integrated_logistics_overview/, 15.09.2017

Integrated Logistics by Kühne and Nagel

About Kühne + Nagel Integrated Logistics

To sum up
• Globalisation is going on. But the game is changing
• Global Integration is an important strategic success factor,

especially in logistics
• Dealing with complexity as well as technological competence

are challenges today and in the future!
• The digital transformation offers business opportunities but

challenges, too


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Dr.

 Support for training, further

LEARN International Program for Advanced Education in

Medical Projects Reduce and cure of allergies

Cultural Projects Support of music and culture festivals

Professorship of Logistics Management at the Federal Institute

Prof. Dr. Stephan M. Wagner

Professorship and Kühne Centre for Logistics Management at

Prof. Dr. Stefan Spinler, Prof. Dr. Carl Marcus Wallenburg

Professorship for International Logistics Networks at CDHK

Prof. Sidong Zhang

Centre of Excellence “International Logistics Networks” at

German Academy for Foreign Trade and Transport (DAV)

Middle East (Amman)

Eastern and Southern Africa

3 Target Groups for Education

Examples of previously funded events...

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

4 World Gross Domestic 40

Status September 28th, 2017

Visions and Clichés of regions of the world concerning emerging countries

United Arabi Emirates – Russia und Brasil –

Status September 28th, 2017

Transport and communication costs

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

1970ies 1 Separated Classical understanding of logistics: transport, handling,

2 Linking of separated Classical logistics + Cus-

3 Cus- Logistics integrates functions Cus-

4 Value chains Cus- Logistics integrates companies Cus-

5 Cus- Loistics integrates value chains Cus-

6 Reconfiguration of Cus- Integration of dynamically changing Cus-

7 Digitalisation and Cus- Logistics 4.0 integrates people and Cus-

extended on basis of : Baumgarten / Walter, 2003

Status September 28th, 2017

Status September 28th, 2017

4th Party Logistics Provider (4PL)

Logistics 3rd Party Log. Contract Express,

n tier 2nd tier 1st tier Original Retailer Custome

Supply Chain Management / Logistics (Source:Wimmer, 2015)

Logisctics is integrating and coordinating the parties in supply networks!

Status September 28th, 2017

Risk Hedging Agile

Status September 28th, 2017

BMW, Rudloff, 2015

Status September 28th, 2017

85% German production

BMW, Rudloff, 2015

Status September 28th, 2017

BMW, Rudloff, 2015

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

Status September 28th, 2017

New alliances since april 1st, 2017:

DVZ, No. 26, March 31, 2017