Your

reputation
is ours

DHL
Worldwide
Express
Corporate
Report 2000
 ture and move informa-

Measuring our success

Evolving an e-business:
every day in more than
ket, 64,000 employees

635 cities, delivering to

more than 80,000 des-

Owning time: We cap-

serving more than one

competitive advantage
customers can’t afford
years. To date, it owns
With 39% of the inter-

explains how and why

Company’s turnover is
the pioneer and indus-

tion, fast – a source of

Service’ in Asia Pacific

DHL shares its experi-

DHL is acknowledged

DHL has always been

3.3 billion over three
in excess of 5 billion

world’s largest private

252 aircraft as well as
228 countries, DHL is

Five reasons why our

stations and 35 hubs.

by more than figures.

national express mar-

Contacts: Where you

try leader. It operates

managing one of the

focused companies.
18,576 vehicles and

Pat Lupo, Executive

Bosnia &

telecoms networks

Logistics Solutions.
as one of the most
linking DHL’s 3,002

For example, it has

won ‘Best Express

Integrated Express
Outpacing change:
for 14 consecutive

for our customers.

and it has a capital
Herzegovina

million customers

ahead of the rest.

commitment pro-

Chairman of DHL

Proving the offer:

1983

global customer-

not to use DHL.

Paving the way:

Malta

Social Impact:
1983

tinations.The

can find us.

Croatia

gramme of
1983

Contents

Page 14

Page 16

Page 22

Page 26

Page 28
Hungary

Page 2

Page 7
1984

ences.
years.
Czech Republic
Sweden
1990
1978

in
Austria
Poland
1980
1997
Italy Georgia
Albania 1984
1978
Dominican 1992
Cyprus India Guam
Bahamas Republic Tunisia
1981 1980 1970
1980 1980 1999 The Russian
Ukraine
Switzerland Federation
Turks & Caicos 1991
1978 1984
Islands
Lithuania Israel
1982
Liechtenstein 1991 1997 Sri Lanka
Maldives
Aruba 1987
Greenland Latvia Lebanon 1983 1980
1982 Azerbaijan
1992 Denmark
Curaçao 1991 1979 1984 Pakistan
1979
1980 Yugoslavia Jordan 1982 Korea
Norway Nepal
Iran China 1977
Bonaire 1983 1980 Kuwait 1981
1977 1975 1986 Malaysia
1982 Finland 1980
Virgin Islands St Kitts Monaco Kazakhstan 1973 Solomon
1982 Philippines
UK1981 1982 1982 Saudi Arabia 1991 Thailand Islands
Greece 1971
USA1982 1976 1973 1984
Puerto Algeria Bahrain Indonesia Japan
1978
Rico 1994 1981 1973 1972
Macedonia Yemen
1980 Bangladesh Republic of
Jamaica Germany 1982
Bermuda 1990 Qatar 1980 Singapore Nauru
1981 1977
1980 Estonia Armenia 1984 1972 1985
The Netherlands 1991 Bhutan
Montserrat 1984
Cuba 1975
1982 Bulgaria United Arab 1990 Vietnam
1990
Luxembourg Emirates 1977
1985 1988
1981
packages quickly and efficiently.
delivering and able to track your

Anguilla Antigua
Iceland Belgium Romania Cambodia
1982 1982 Turkmenistan
1982 1978 1991 1990
1984
Guadeloupe Andorra
Turkey Tuvalu
Wherever you are so is DHL –

1982 1979
1981 Uzbekistan Fiji 1991 Kiribati
1984 Hong Kong
France 1973 1987
Dominica 1972
1975
1982 Oman
Mongolia Tonga
United 1979
Martinique 1991 1982
Haiti Kingdom Rwanda
Cayman 1982
1981 1974 1987
Islands Moldova
USA Cook
Guernsey 1995
1969 1980 Burundi Islands
Barbados & Jersey Brunei
1985 1986
1981 Faroe 1974 1983
Islands
Hawaii Spain Taiwan
1992
1969 Canada 1979 1973
1977 Ireland
1974

Portugal
1981

Canary
Islands
1979

Slovenia Slovakia
Belarus
1983 1993
1993

Ivory
Cape Verde
Coast
1982
Guatemala 1980
1982
Burkina
El Salvador Guinea-Bissau Fasso
1985 Somalia
1982 1983
1985
The Gambia
Belize Ghana Djibouti
1986
1983 1984 1985
Senegal
1982 Togo Eritrea
Seychelles
Honduras 1983 1986
Guinea Republic 1983
1983 Benin Tanzania
Peru 1984 1984
Nicaragua 1989
1982 1981 Mali
Sierra Leone Mozambique
Colombia 1987 1986 1985
1978 Niger Swaziland
Morocco
1987 1990 1985
Costa Rica
Ethiopia
1983 Liberia Nigeria
1986
1983 1979
Kenya Madagascar
American Brazil Säo Tomé & Príncipe
Ecuador Mauritania 1980 Mauritius Myanmar
1990 1986
Samoa 1978 1995
1982 1982 1982
1990 Chad Malawi
Panama 1984
St Vincent French 1987 Island of Reunion
Mexico 1981
Equatorial Guinea Uganda
1976 1982 Guiana 1986
1990 1986
1983
Zimbabwe
St Lucia Cameroon
Suriname 1980
1988 1981 Macao
1983 Egypt
Trinidad Gabon 1984
1980 Comoros
& Tobago 1981 Papua New
Sudan 1987
1980 Guinea 1973
Guyana Congo 1986 Australia
1981 New Caledonia
Grenada 1982 Lesotho 1972 Niue
Bolivia 1981 Western
1983 1982 Angola 1986 Samoa 1991
Argentina 1984 Zambia Vanuatu 1990
Uruguay New Zealand Tahiti
1979 Namibia 1986 1984
1980 1973 1986
1988 Botswana
Venezuela Paraguay
Chile South Africa 1983
1978 1981 Map courtesy of Origin Publishing
1980 1978
Central African Republic
1983
 ture and move informa-

Measuring our success

Evolving an e-business:
every day in more than
ket, 64,000 employees

635 cities, delivering to

more than 80,000 des-

Owning time: We cap-

serving more than one

competitive advantage
customers can’t afford
years. To date, it owns
With 39% of the inter-

explains how and why

Company’s turnover is
the pioneer and indus-

tion, fast – a source of

Service’ in Asia Pacific

DHL shares its experi-

DHL is acknowledged

DHL has always been

3.3 billion over three
in excess of 5 billion

world’s largest private

252 aircraft as well as
228 countries, DHL is

Five reasons why our

stations and 35 hubs.

by more than figures.

national express mar-

Contacts: Where you

try leader. It operates

managing one of the

focused companies.
18,576 vehicles and

Pat Lupo, Executive

Bosnia &

telecoms networks

Logistics Solutions.
as one of the most
linking DHL’s 3,002

For example, it has

won ‘Best Express

Integrated Express
Outpacing change:
for 14 consecutive

for our customers.

and it has a capital
Herzegovina

million customers

ahead of the rest.

commitment pro-

Chairman of DHL

Proving the offer:

1983

global customer-

not to use DHL.

Paving the way:

Malta

Social Impact:
1983

tinations.The

can find us.

Croatia

gramme of
1983

Contents

Page 14

Page 16

Page 22

Page 26

Page 28
Hungary

Page 2

Page 7
1984

ences.
years.
Czech Republic
Sweden
1990
1978

in
Austria
Poland
1980
1997
Italy Georgia
Albania 1984
1978
Dominican 1992
Cyprus India Guam
Bahamas Republic Tunisia
1981 1980 1970
1980 1980 1999 The Russian
Ukraine
Switzerland Federation
Turks & Caicos 1991
1978 1984
Islands
Lithuania Israel
1982
Liechtenstein 1991 1997 Sri Lanka
Maldives
Aruba 1987
Greenland Latvia Lebanon 1983 1980
1982 Azerbaijan
1992 Denmark
Curaçao 1991 1979 1984 Pakistan
1979
1980 Yugoslavia Jordan 1982 Korea
Norway Nepal
Iran China 1977
Bonaire 1983 1980 Kuwait 1981
1977 1975 1986 Malaysia
1982 Finland 1980
Virgin Islands St Kitts Monaco Kazakhstan 1973 Solomon
1982 Philippines
UK1981 1982 1982 Saudi Arabia 1991 Thailand Islands
Greece 1971
USA1982 1976 1973 1984
Puerto Algeria Bahrain Indonesia Japan
1978
Rico 1994 1981 1973 1972
Macedonia Yemen
1980 Bangladesh Republic of
Jamaica Germany 1982
Bermuda 1990 Qatar 1980 Singapore Nauru
1981 1977
1980 Estonia Armenia 1984 1972 1985
The Netherlands 1991 Bhutan
Montserrat 1984
Cuba 1975
1982 Bulgaria United Arab 1990 Vietnam
1990
Luxembourg Emirates 1977
1985 1988
1981
packages quickly and efficiently.
delivering and able to track your

Anguilla Antigua
Iceland Belgium Romania Cambodia
1982 1982 Turkmenistan
1982 1978 1991 1990
1984
Guadeloupe Andorra
Turkey Tuvalu
Wherever you are so is DHL –

1982 1979
1981 Uzbekistan Fiji 1991 Kiribati
1984 Hong Kong
France 1973 1987
Dominica 1972
1975
1982 Oman
Mongolia Tonga
United 1979
Martinique 1991 1982
Haiti Kingdom Rwanda
Cayman 1982
1981 1974 1987
Islands Moldova
USA Cook
Guernsey 1995
1969 1980 Burundi Islands
Barbados & Jersey Brunei
1985 1986
1981 Faroe 1974 1983
Islands
Hawaii Spain Taiwan
1992
1969 Canada 1979 1973
1977 Ireland
1974

Portugal
1981

Canary
Islands
1979

Slovenia Slovakia
Belarus
1983 1993
1993

Ivory
Cape Verde
Coast
1982
Guatemala 1980
1982
Burkina
El Salvador Guinea-Bissau Fasso
1985 Somalia
1982 1983
1985
The Gambia
Belize Ghana Djibouti
1986
1983 1984 1985
Senegal
1982 Togo Eritrea
Seychelles
Honduras 1983 1986
Guinea Republic 1983
1983 Benin Tanzania
Peru 1984 1984
Nicaragua 1989
1982 1981 Mali
Sierra Leone Mozambique
Colombia 1987 1986 1985
1978 Niger Swaziland
Morocco
1987 1990 1985
Costa Rica
Ethiopia
1983 Liberia Nigeria
1986
1983 1979
Kenya Madagascar
American Brazil Säo Tomé & Príncipe
Ecuador Mauritania 1980 Mauritius Myanmar
1990 1986
Samoa 1978 1995
1982 1982 1982
1990 Chad Malawi
Panama 1984
St Vincent French 1987 Island of Reunion
Mexico 1981
Equatorial Guinea Uganda
1976 1982 Guiana 1986
1990 1986
1983
Zimbabwe
St Lucia Cameroon
Suriname 1980
1988 1981 Macao
1983 Egypt
Trinidad Gabon 1984
1980 Comoros
& Tobago 1981 Papua New
Sudan 1987
1980 Guinea 1973
Guyana Congo 1986 Australia
1981 New Caledonia
Grenada 1982 Lesotho 1972 Niue
Bolivia 1981 Western
1983 1982 Angola 1986 Samoa 1991
Argentina 1984 Zambia Vanuatu 1990
Uruguay New Zealand Tahiti
1979 Namibia 1986 1984
1980 1973 1986
1988 Botswana
Venezuela Paraguay
Chile South Africa 1983
1978 1981 Map courtesy of Origin Publishing
1980 1978
Central African Republic
1983
 applying next generation technology
“The Web brings consumers, suppliers and manufacturers
closer together than ever before, yet goods still have to
be delivered to the end-user. DHL is naturally of great interest
to all ‘dot-com‘ companies.” Patrick Lupo, Executive Chairman

Adding customer value through

DHL, January 2000.

Discussing business: Pat Lupo talks

to Mike Yuille, Managing Editor
EuroBusiness magazine at DHL’s
Information Technology Centre,
London, England.

2 DHL Worldwide Express Adding customer value through

Corporate Report 2000 applying next generation technology
 Service to Japan, Hong

Commerce, written by
USA Postal Monopoly

and Arabic languages.

and helps prevent the
The Expansion of the

Hillblom, is published
is between the West

Kong, Singapore and

international express
Its first courier route

delivery company to
DHL is founded and

Australia is initiated.

handle both English

to Cover Electronic

having a monopoly
covering electronic
customs clearance
introduce on-board

DHL founder Larry

DHL1000, the first

begins operations.

word processor to
US Postal Service
Coast of America

couriers making

DHL introduces
DHL is the first
and Hawaii.

commerce.
quicker.
1969

1970

1972

1976

1978
Since DHL created the Today, international trade is moving at a pace never anticipated when we
international express first started this business. The express distribution industry has been able
industry 30 years ago, to meet the corresponding growth in customer demand because of a
it has changed unique combination of factors.
considerably. What have
Firstly, a huge transport infrastructure now exists to move goods
been the main drivers?
speedily.
Secondly, there has been a tremendous liberalisation of the barriers
to trade, encouraged by economic groupings around the world.
Finally, the explosion in new technology has helped bring each
component of the supply chain together – from order entry, to
manufacturing, assembly and distribution.

DHL has played a We set our mission to build an expedited distribution network around
major role in facilitating the world, using the best people and technology available. And that we
international trade. How have achieved with more than 64,000 colleagues working in more than
has it done this? 200 countries.
We were the first in our industry to enter virtually every emerging
market – for example, having been in Russia and China from the early
1980s. Our international reach remains unrivalled, and today we do
business in 228 countries. We have a leading 39% share of a market
which is growing in shipment terms at 10% a year. We have built an
integrated global infrastructure of aircraft, vehicles, data systems, and
more than 64,000 people working around the clock in DHL hubs, service
centres, and warehouses.
Our physical infrastructure interfaces completely with our private
telecommunications network.
Our pioneering technology has revolutionised logistics. Look, for
example, at the time saved by using data interchange with customs to
allow goods to clear customs electronically while still in the air or to track
a package on its journey to virtually anywhere in the world.

Where does DHL now While we’ve seen double-digit growth globally, we’re continuing to invest
expect to see highest in markets where we expect even higher levels of expansion – in emerging
levels of growth? markets such as China, OECD countries where economic growth is strong
and in certain parts of Latin America.
Also, Asia looks strong, as investors took advantage of the economic
downturn by investing in new plant capacity. So today, new sources of
express distribution business are blossoming there.

3 DHL Worldwide Express Adding customer value through

Corporate Report 2000 applying next generation technology
 European hub in Brussels,

ensuring that its business

– still the largest express

and customs procedures

DHL succeeds in getting

is free from postal tariffs

track and trace system –

establish a joint venture

making DHL the largest

Chinese government to
allowing it to ship time-

Italian postal monopoly

customer in the world.

industry sorting centre

sensitive documents.

DHL signs an historic

challenges the postal
monopoly in the US,

monopoly on letters

agreement with the

outside of the USA.

DHL challenges the

LaserNet – the first

DHL opens its first

between DHL and

the French postal
DHL successfully

IBM System 36
DHL introduces

and delays.
abolished.

Sinotrans.
1979

1983

1984

1985

1986

1987
How do customers Fast, efficient supply chain management is the key to our service. Many
benefit from using customers are multinational manufacturers of computer, electronic,
DHL, and how are automotive or pharmaceutical products, operating in highly competitive
you responding to global markets. They need to serve their own customers quickly and
their future needs?
efficiently and control the cost of inventory.
So, our offer of wide-scale distribution with express delivery for their
orders is essential to them.
Our use of leading-edge technology has always added value – we were
one of the earliest companies to use the Internet for data file transfer, for
example. Today we are pioneering the use of Wireless Application Protocol
technology to give our customers more flexibility in monitoring the
progress of their shipments.
Such electronic tools allow us to seamlessly integrate our infrastructure
into customers’ supply chains, to ensure expedited delivery of their goods.
By storing their spare parts in regional DHL distribution centres, customers
can achieve a close-of-business order with a next morning delivery,
anywhere in the world! That’s an awesome promise, which adds value
to our customers’ brands.
Customers can save on working capital by regionalising inventory, using
our technology to precisely manage stock. But business needs are changing
fast. Customers now want more information about shipments, the complete
end-to-end supply chain and easy paperless billing. They want different
services, from time-definite overnight express to day-certain ground
distribution. In response to these needs, we continue to develop all the
elements of our service: technology, infrastructure, transport and people.

How is DHL using the The Web is bringing consumers, suppliers and manufacturers closer
Internet to better service together than ever before. Yet goods still have to be delivered, so logistics
its customers? is really the centrepiece of twenty-first century e-commerce. DHL is
leveraging the Internet in various ways.
Existing customers with their own order processing and shipment
management systems can be linked to DHL via the many e-commerce
applications we offer, such as EDI or Easyship.
Meanwhile, the new Internet-based trading companies are creating
a whole new sector in our client base. Our logistics services are naturally
of great attraction to the new ‘dot-com’ companies. We do a lot of work
with these businesses, such as Amazon.com, to develop what we call
‘click and ship’ programs using our own application interfaces and
telecoms network, DHLNet.
And of course, we’re constantly developing our own new e-commerce
tools such as DHL Connect, Easyship 2000 and Webship.
Then we have our own private Intranet network, DHL WorldNet, which
helps us work together within DHL to facilitate shipment movements
more efficiently.

4 DHL Worldwide Express Adding customer value through

Corporate Report 2000 applying next generation technology
 HM Customs at London
alliances with Lufthansa

cutting clearance times

global communications

of inventory anywhere
DHLNet, a high-speed

opportunity to provide
next morning delivery
Centres (ELCs) giving
establishing strategic

Cargo, Japan Airlines

market leadership by

DHL sets up its first

becomes the model

for other countries.
computer link with
shipment tracking,

DHL establishes a

Heathrow Airport
network used for

and Nissho Iwai.

Express Logistic

by up to 50%. It
DHL extends its

customers the
is established.

in the world.
1988

1990

1990

1991
And as one of the earliest innovators of e-commerce applications using
Internet-standard TCP/IP protocols, we’ve had an e-commerce strategy
for several years. A recent survey we did shows that many businesses
still do not, so in this report we’ve decided to share our experience of
e-commerce. We’re also going to help customers by launching a new DHL
website (www.dhlmasterclass.com) which will help them develop their
own e-commerce strategy.

How is DHL developing Our next big step will be the completion of a global electronic Hub by the
its technology? end of 2000.
This e-Hub is in response to our customers’ need for more information.
What the e-Hub does is carry packets of data about individual shipments,
which customers can access at any time, so allowing them to accurately
track their shipments.
We’re also linking DHL electronically with more and more of our
suppliers and customers to create a constant exchange of data between us.
We’re investing in a lot more bandwidth, so the Web-based interfaces
with customers will be even faster. And so, by converging our physical
supply chain with electronics, we will further improve our customers’
supply chain management processes while reducing their costs.

What about We’re investing in new centres to consolidate existing markets, as well
infrastructure? as open new ones. For example, we have a new express Hub opening
in April 2000 at East Midlands airport in the UK. As one of the largest
‘sub-hubs’ in Europe, it will complement our other distribution centres in
Bergamo, Brussels, Cologne, Copenhagen and Vitoria.
We’re spending over 1 billion on 44 new Boeing 757 aircraft to
add to our fleet in Europe. We’ll have around 94 dedicated aircraft in
total – giving us a European fleet some six times larger than our
nearest competitor.
We’ve invested in Asia, with new Hubs and distribution centres. We
opened a new Gateway in Malaysia recently, and we are also expanding
our Hub in Hong Kong with our recently announced partnership with
Cathay Pacific. We’re about to open new facilities in Indonesia and
Singapore too and are also expanding in China, having just opened
new facilities in Beijing and Shanghai. We are investing over 125 million
in Japan in new service and distribution centres, vehicles, machinery and
IT equipment.

5 DHL Worldwide Express Adding customer value through

Corporate Report 2000 applying next generation technology
 Kuwait after the Gulf War.

Deutsche Post becomes

1.3 billion to purchase

Hub in Cincinnati, Ohio.

757s, means DHL now

launched for the newly

DHL becomes the first

Special service ‘ECX’ is

automatic sort system

is introduced at DHL’s
re-establish service to

a shareholder in DHL.

a new fleet of Boeing

operates the quietest

for its Hub and airline
air express company

operations at the US
to receive ISO 9002

air express network

and most advanced
express network to
DHL is the first air

corporate website
formed European

An investment of
DHL launches its

A state-of-the-art
Single Market.

www.dhl.com

Brussels Hub.

in the world.
1991

1993

1995

1996

1996

1998

1999
How does DHL’s strategic They have some remarkable strengths, and we look for them to provide
partnerships with its complementary services to help us offer customers a unique one-stop shop.
shareholders Deutsche The airlines provide world-class logistics services. If customers want
Post, Lufthansa and ground distribution throughout Europe, that’s where our friends at
Japan Airlines help build
Deutsche Post come in. They have been busy building a pan-European
customer value?
ground distribution service, which will be completed shortly.
We’re also building relationships with a dozen of the world’s post
offices. For the first time, they will be able to offer co-branded express
document delivery by using DHL. So, DHL de facto becomes the world’s
express mail service.

DHL continuously wins Even with the advances of technology, the power of DHL will always
customer performance be the quality of our people and our service culture. We have more than
awards, how do DHL’s 64,000 employees around the world, all with a clear mission statement
employees make such to fulfil our customers’ requirements. They’re technically skilled in resolving
a difference to your
complicated logistics problems for customers, globally.
customers?
We also place an emphasis on training, on everything from IT skills
to customer relations, to ensure the consistent quality of our service.

How well is DHL placed As we continue to build our infrastructure and provide an increasingly
for the future as the sophisticated service, I am confident that we will continue to be the world
world’s leading air leader – and innovator – in fulfilling the express delivery needs of our
express business? customers.
The infrastructure is all in place. And there is no doubt that we’re also
a ‘next generation’ technology business. The really exciting thing is that
e-commerce is helping us bring everything together a lot more effectively
than ever before.

6 DHL Worldwide Express Adding customer value through

Corporate Report 2000 applying next generation technology
The strength of DHL lies in its global reach, innovative use of
technology and the dedication of its people. Our ability to deliver
a consistently high quality service is sustained by a global
programme of investments in infrastructure and strategic
alliances with world-class partners.

Companies use DHL because we

make their lives easier through…

7 DHL Worldwide Express Making your lives easier

Corporate Report 2000
 Worldwide
Document Express
For urgent international
documents that must
be there on time.
Worldwide Parcel
Express
The sure and simple
way to ship dutiable
international goods
and know they’ll arrive
safely and on time.
European Union
Express
Overnight delivery of all
documents and parcels
travelling from one
EU country to another.
Import Express
Import Express is
a cost-effective and
simple way to give
customers more control
over deliveries from
their suppliers.
Insurance
DHL can provide you
Services providing with insurance cover
for shipping valuable
the fastest pick-up and goods.
24-hour
delivery worldwide Customer Service
DHL maintains 24 hours
a day, seven days a
week, 365 days a year
customer service
in many countries.
 Jumbo Box
An innovative and
simple way to ship
goods weighing
between 10–25kgs.
Strategic Inventory
Management
A total communications,
delivery, storage and
return network for
emergency spare parts
which combines DHL’s
core Express Delivery
Service with Call Centre
Services, Spare Parts
Centres, Sprinter
Couriers and Integrated
IT Systems.
Direct Express Inventory
Stocks are centrally
managed in a single
Express Logistics Centre
where products can be
configured to meet
specific end-user
requirements by
specially trained DHL
staff prior to despatch.
Customers benefit from:
reduced inventory costs;
a reduction in obsolete
inventory; improved
inventory availability
and flexibility.
Repair Return Inventory
DHL pro-actively
manages the inventory
and co-ordinates the
type of service required
to replace, exchange
and repair defective
parts and products.
Solutions that Repair Return Inventory
offers more effective
give customers a physical and information
flows in all aspects of
competitive advantage the repair and return
process.
Worldwide Medical
Express
New packaging solution
for shipping perishable
pharmaceuticals such
as clinical trial supplies.

Technology helping us to be
the most efficient and innovative
express logistics company
DHL Extranet
Online access to
inventory, service, and
shipment status details
in real time.
DHL Connect
A software application
that simplifies shipment
processing and is
continuously updated
with real-time information.
DHL Winship
A Windows-based,
easy-to-use shipping
software for occasional
to regular shippers.
Customers can arrange
pick-ups, print
airwaybills and customs
documentation,
and track shipments.
DHL VoiceLink
An Interactive Voice
Response (IVR) system
enabling customers to
track shipments, receive
proof of delivery faxes,
request pick-ups and
order supplies at the
touch of a button.
DHL e-Track
An e-mail tracking
service enabling
customers to track up
to 100 shipments at
any one time by simply
sending the airwaybill
numbers to
track@dhl.com giving
worldwide access to
the whereabouts of
shipments at any time.
Wireless Application
Protocol technology
DHL’s pioneering use
of Wireless Application
Protocol technology
gives customers
unrivalled flexibilty to
track the progress of
their shipments
through any Wireless
Application Protocol
enabled GSM network.
Investments in people,
technology and transportation
to offer winning solutions

Global investment
programme
DHL currently has
a global capital
commitment
programme of over
3.3 billion including:
Aircraft
A capital commitment
of over 1 billion to
acquire 44 B-757
replacement aircraft
for the European fleet.
Hubs/sorting centres
Over 450 million
being spent on
expanding or developing
new hubs at East
Midlands airport in the
UK, at Frankfurt/Main
and Cologne/Bonn
airports in Germany,
at Singapore’s Changi
airport, Hong Kong’s
Chek Lap Kok airport,
at Cincinnati in the
United States and in
Buenos Aires, Argentina
to service the Mercosur
region of Latin America.
Japan
125 million for a
major infrastructural
investment programme
in DHL Japan, including
new service and
distribution centres,
vehicles, machinery
and IT equipment.
Partnerships developing
alliances and partnerships to
provide a complete service

Deutsche Post
Europe’s largest postal
company and DHL’s
strategic partner proving
success through
co-branding of services.
Lufthansa
An award-winning
partnership that
continues to offer
customers innovative
shipping solutions.
Japan Airlines
DHL and JAL work
together to provide
combined express and
general freight services
to Japanese companies
around the world.
Vietnam Vietnam Jordan Nepal Fiji Nepal

Kuala Lumpur

Lebanon Egypt France Ireland Czech Russia Island of Gabon Slovenia Angola Algeria Ukraine Cameroon Ivory Coast
Republic Reunion

Cyprus Bangladesh Australia Indonesia Italy Hungary Mali Botswana

Pakistan Papua New Malaysia New Zealand Germany Switzerland Luxembourg Congo

Americas
Guinea

Bangladesh Brunei Myanmar Yemen Syria Mexico Canada Yugoslavia Guinea Malawi

US Macedonia Madagascar

Internet
Egypt Zambia
Saudi Arabia
Kuala San Francisco, London,
Lumpur, California, UK
Malaysia USA
United Arab Bahrain
Emirates

Hong Kong Network

Bahrain Kuwait Denmark Sweden

DHLNet
DHL manages one of the largest
Bahrain private telecoms networks in Finland Norway Ghana Turkey Ivory Coast Zimbabwe Zaire Nigeria

the world – using Frame Relay

technology, it's the backbone
that interconnects all our
operation centres worldwide
and provides the information
Kenya Senegal Poland Kenya Mauritius
Europe/Africa
that helps us to move and London

manage your shipments

on a global basis.
London

Asia-Pacific
Colombia
Singapore Florida, Brussels, London

USA Belgium
Venezuela Venezuela
Thailand Sri Lanka Belgium Belgium Denmark

India China Netherlands Portugal Belgium England Germany Spain

Argentina Costa Rica

China China Netherlands Spain England Netherlands Germany Spain

Honduras El Salvador
China Singapore Network Austria South Africa Germany Italy

Taiwan Guatemala Nicaragua

Israel Germany Italy

Korea Japan
most precious
Saving today’s

China Philippines Japan Bulgaria Russia

China Philippines Philippines Estonia Latvia

commodity

Estonia Malta

Uruguay Panama Florida Burkina Faso Kazakhstan

Brazil Chile Peru Ecuador Iceland Gambia

– time

Croatia Greece

Morocco Benin

Mozambique Lithuania Niger Albania Tanzania Romania Uganda Togo

Vietnam Vietnam Jordan Nepal Fiji Nepal

Kuala Lumpur

Lebanon Egypt France Ireland Czech Russia Island of Gabon Slovenia Angola Algeria Ukraine Cameroon Ivory Coast
Republic Reunion

Cyprus Bangladesh Australia Indonesia Italy Hungary Mali Botswana

Pakistan Papua New Malaysia New Zealand Germany Switzerland Luxembourg Congo

Americas
Guinea

Bangladesh Brunei Myanmar Yemen Syria Mexico Canada Yugoslavia Guinea Malawi

US Macedonia Madagascar

Internet
Egypt Zambia
Saudi Arabia
Kuala San Francisco, London,
Lumpur, California, UK
Malaysia USA
United Arab Bahrain
Emirates

Hong Kong Network

Bahrain Kuwait Denmark Sweden

DHLNet
DHL manages one of the largest
Bahrain private telecoms networks in Finland Norway Ghana Turkey Ivory Coast Zimbabwe Zaire Nigeria

the world – using Frame Relay

technology, it's the backbone
that interconnects all our
operation centres worldwide
and provides the information
Kenya Senegal Poland Kenya Mauritius
Europe/Africa
that helps us to move and London

manage your shipments

on a global basis.
London

Asia-Pacific
Colombia
Singapore Florida, Brussels, London

USA Belgium
Venezuela Venezuela
Thailand Sri Lanka Belgium Belgium Denmark

India China Netherlands Portugal Belgium England Germany Spain

Argentina Costa Rica

China China Netherlands Spain England Netherlands Germany Spain

Honduras El Salvador
China Singapore Network Austria South Africa Germany Italy

Taiwan Guatemala Nicaragua

Israel Germany Italy

Korea Japan
most precious
Saving today’s

China Philippines Japan Bulgaria Russia

China Philippines Philippines Estonia Latvia

commodity

Estonia Malta

Uruguay Panama Florida Burkina Faso Kazakhstan

Brazil Chile Peru Ecuador Iceland Gambia

– time

Croatia Greece

Morocco Benin

Mozambique Lithuania Niger Albania Tanzania Romania Uganda Togo

“Many of our clients have after-sales service commitments
to their customers where having a spare part with their local
engineer in time for him to meet his service commitment,
is a source of real value added. By combining our Express
Logistics and Strategic Parts Centres, our global transportation
infrastructure and telecommunications network, and state-of-
the-art software and systems we can provide integrated
express logistics solutions which give these clients a competitive
advantage and save them time and money.” Rob Kuijpers,
Chief Executive Officer DHL, January 2000.

advantages of integrated
The new agenda:
express logistics

Rob Kuijpers visits DHL facilities in

Turkey and Portugal

16 DHL Worldwide Express The new agenda: advantages

Corporate Report 2000 of integrated express logistics
 often resulting in waste.

programme has paid off,

programme that actually

‘Colour Your World‘ With

be blueberry, tomorrow

the product on demand

allows consumers to be
colour everywhere, GE

A year of collaboration

fickle, they can colour

GEP stock, and ships
of the world’s largest

as the end result is a

challenged with how

the quantity needed,

GE Plastics and DHL

the advent of colour,

to GEP sites in Asia-

today, the ‘in’ colour
thermoplastic resins

allows GEP to order

a minimum quantity
it may be raspberry.
to keep up with the
demand, efficiently.

Centre holds select

whereas previously
for computers may
For example, while
Plastics (GEP), one

had to be ordered,
Pacific. The model
Express Logistics
of pigments, was
manufacturers of

DHL’s Singapore
and consumer

to launch this

their world.
In any market-driven economy, supplying customers with what
they want, when they want it, is the bare minimum required of
any serious business. But as product development, diversity and
accessibility has accelerated beyond all predictions, and as the
business world has become increasingly competitive, delivering
that promise has taken on a more challenging reality.
In today’s global market, competitive advantage is gained by offering
customers flexibility: supplying products and services 24 hours a
day, 365 days a year; cutting production lead times and call response
times to a minimum; offering customised solutions; securing global
standards of consistency. Yet profitability has to be bolstered by cost
management: minimising capital held in warehouses; eliminating
wastage through obsolete stock; maximising economies of scale
through global sourcing and supply.
For the world’s highest performing and successful companies,
managing the supply chain has become a critical success factor.
The innovative, the pioneers of new industries, as well as
established market leaders are all focusing on this factor in their
path to success. It is a management challenge that has come out
of the back room and into the boardroom: how to achieve increased
flexibility on the one hand, and to maintain and build on profitability
on the other.
Many of these high achievers have found that this challenge can
be met in partnership with another industry pioneer, another market
leader; in partnership with a company that understands innovation
Above DHL’s Network of Strategic and has the will to beat the competition. Many have established
Parts and Express Logistics Centres
around the world enables us to help Integrated Express Logistics solutions with DHL Worldwide Express.
our customers meet their service
commitments. Proactive logistics strategy
Below DHL Call Centres form The international air express industry is reported to be one of the
an integral part of many of our major beneficiaries and enablers of today’s global economy. But as
Integrated Express Logistics market leader DHL has proven it’s more than just global reach that
solutions.
counts. Over the past decade, DHL has developed an entire
Integrated Express Logistics Strategy, to sustain its customers’
competitive edge through smart supply chain management.
Seeking to sustain its own market leadership, DHL has set itself a
challenging task; its aim is to set the worldwide standard on what
third- and fourth-party logistics partners can achieve.
Since the early 1990s, DHL has invested in building an extensive
network of Express Logistics Centres (ELCs), Strategic Parts Centres
(SPCs) and Call Response Centres (CRCs). It stretches across Europe,
Africa, the Middle East, the Americas, and Asia-Pacific, keeping
a global supply chain in continuous motion. Our facilities provide
off-site warehousing, product customisation and configuration,
distribution and after-sales services, including product repair.
Underpinning the physical infrastructure is the invisible network
of data management systems, which connects suppliers to the
marketplace, right through their production and distribution chain.

17 DHL Worldwide Express The new agenda: advantages

Corporate Report 2000 of integrated express logistics

Above DHL’s Express Logistics
Centres are large warehouses
equipped with state-of-the-art
technology and racking systems.
Below Data capture is critical to
monitoring the progress of
shipments.
18 DHL Worldwide Express The new agenda: advantages
Corporate Report 2000 of integrated express logistics
efficiency and reduction
Express’, a programme
result. The programme
of transit times are the
dealerships within the
GM refers to as, ‘Asia
In January 1999, DHL
Distribution Centre in
GM’s Regional Parts
(GM) launched what
and General Motors
improved customer
that provides direct
helped GM provide
delivery of urgently
successful and has
Singapore to GM’s
needed parts from
service in a highly
Asian automotive
region. Improved
General Motors:
has been highly
‘Asia Express’
competitive
market.
Inventory management software and Internet-based
communication mean that customers can connect to these so-
called ‘virtual warehouses’ at any time to check their stock position
and place orders.
Having recognised these capabilities DHL customers have set us
new challenges, to eliminate stock wastage and to achieve global
consistency on logistics performance. Across the globe, we have
risen to the challenge. DHL express logistics solutions are now
synchronised into customers’ production locations and schedules.
Once a vision, now a reality, DHL customers gain time without
increasing costs.
From precision instruments to trucks, from diagnostic medical
equipment to telecommunications, from retail fashion to banking,
DHL is the invisible factor, delivering integrated express logistics
solutions. For companies such as American Express, Boston
Scientific, Ericsson, Honeywell, Lucent, Nokia, Philips, Siemens,
Sony, Sun Microsystems, Visa and Volvo, DHL provides the
infrastructure, technology and resource to enable them to meet
their service commitment, be it for samples, spare parts or important
documents. Working with DHL can optimise stock levels and
delivery, regardless of origin or destination. A rapidly increasing
number of customers from DHL’s Global Account Programme and
other major international customers are already exploiting DHL’s
proven expertise in supply chain management.
In Brussels ELC alone, DHL handles the upgrading, repair and final
configuration of Stratus and Fujitsu computers, InFocus projectors
and Johnson & Johnson medical equipment. Spare parts and product
replacement contracts have been in place for some years with
EMC 2 and HP. In Singapore, DHL offers emergency replacement
visa cards for Asia-market clients. And across the USA, DHL has
developed seamless information and communication interfaces
with American Express, which expedites card production and
secure delivery to clients.
Reduced lead times and costs of distribution
Companies in hi-tech, high-value sectors of telecommunications,
computer networks and components, precision instruments and
the semi-conductor industry, have been some of the first to exploit
the potential of DHL’s logistics capabilities. The highly competitive
nature of these industries require them to offer fast time to market,
global accessibility and consistency, and after-sales service
performance. At the same time, companies seek to mitigate the
risks of holding large inventories and obsolete stocks. And, with
sales exploding, they need a partnership which can cope with the
demands of expansion.
In 1999, telecommunications giant, Ericsson, was experiencing
difficulties in stabilising turnaround times and costs for its hardware
services distribution in the Americas. Although well established in
the marketplace, the company had identified three major problem
areas – transport, administration and customs handling – all
of which caused unacceptable delays to product movement.
Ericsson sought a new solution and came to DHL.
In a ten-week pilot in Chile and Argentina, directed by Ericsson’s
Business Unit, Ericsson Services , a mini-logistics network was
established around two Regional Repair Centres in the US and
Mexico. Standard operations procedures were established and
each part of the process was carefully timed and measured from
 the moment the shipment left the customer in the local market,
through customs, to the Regional Service Centre and back. The
results were immediate and positive, with lead times reduced by
up to 50% and cost of transportation reduced by 30%.

Tougher service contracts for mission-critical providers

Computer hardware and systems providers are facing the problem
of market differentiation. Their product has become such a
commodity that more and more business-critical systems are
operated on desktops or even laptops.
Silicon Graphics Inc (SGI) is the world’s leader in high-performance
computing technology, providing systems that deliver advanced
computing and 3-D visualisation capabilities to scientific,
engineering and creative professionals and enterprises. After a
period of rapid expansion in individual markets, SGI faced the need
to develop global management information on essential data such
as inventory levels, parts performance, and stock levels required to
meet after-sales service agreements. In addition, SGI customers
had individually tailored service contracts, which led to
inconsistency across the markets. Utilising its existing network of
ELCs and SPCs, DHL offered SGI a new vision of total supply chain
management and information visibility through a structured service
offering. The Brussels ELC secured Next Day Pan-European
fulfilment, with a network of SPCs providing a four-hour response
to meet SGI mission-critical spares requirements. The total solution
relies on DHL’s Track & Trace system, inventory and call data from
the Logistics Systems, made accessible through the latest
methods of web-enabled technology.

SGI Main The success of the Pan European contract has inspired SGI to
SGI Repair
Depot USA further extend the scope of the programme to Central and Latin
America, Asia-Pacific and the Middle East.
Repaired Defective
items items
Call Response
Pan-regional markets raise logistics stakes
ELC
Centre/ELC Pick-Pack Globalisation has also been a major contributor to the growing trend
& delivery
request
Overnight
replenishments
Overnight
deliveries
of outsourcing supply chain management, as global fulfilment is
Order Order
and
returns
now considered a task too complex to be handled in-house. In the
Confirmation Transmission entertainment industry, global companies are recognising the
SPC
opportunities afforded by express logistics companies to deliver
Same day deliveries goods quickly and cost-effectively on a pan-regional scale.
Market leader Sony Music supplies entertainment in the form of
SGI
End-user request
Customers (Engineers) CDs and cassettes to meet the ever-changing tastes of music
lovers. Since1993, Sony has realised considerable service
enhancement and cost benefits in its Central America region, by
Above Many leading companies rely contracting the logistics of international distribution to DHL. DHL
on DHL to deliver their time-critical now handles all shipments between Sony’s regional office in Costa
shipments.
Rica and subsidiary companies in Panama, Nicaragua, El Salvador,
Below Diagram showing how DHL Honduras and Guatemala.
manages SGI’s shipment and data
flows. Sony Music focuses 90% of its resources on attracting top artists to
its labels and then launching them. The company requires a logistics
partner that can operate to specific arrival times so that goods meet
customer demand in different markets simultaneously in order to
maximise that pan-regional marketing investment. At the same
time, DHL can offer expertise in customs processes, solid security
performance of goods in transit, and a package of inventory controls
that caters for fast turnaround of product.

19 DHL Worldwide Express The new agenda: advantages

Corporate Report 2000 of integrated express logistics

Above DHL works through the night
to ensure that shipments are sorted
and processed ready for next-day
delivery.
Below DHL can supply an on-site
courier to manage the despatch of
time-critical shipments for
customers.
20 DHL Worldwide Express The new agenda: advantages
Corporate Report 2000 of integrated express logistics
selected DHL’s Express
clock, the ELC provides
is highly valued by both
as a contributing factor
in Miami to be the hub
consolidation of orders
Logistics Centre (ELC)
of market penetration.
materials into and out
Operating around the
Sun-DHL relationship
of Latin America and
parties and regarded
return and shipment
for movement of its
and documentation,
Sun Microsystems
Sun Microsystems
to the companies’
configuration. The
testing, repair and
impressive record
the Caribbean.
Establishing the benchmarks for the future
The rapid development of computing, telecommunications, and
audio-visual technologies has stimulated tremendous growth in
the semi-conductor industry. Already valued at over 200 billion,
and projecting 15% annual sales growth, it is an industry that best
demonstrates in practice the major trends in global logistics.
Companies are increasingly global – in terms of sourcing,
purchasing and sales achievements. Their supply chain generally
relies on independent providers, which have been chosen on their
ability to provide totally customised and integrated solutions.
Information technology has emerged in every process and practice,
controlling and tracking supply and demand, reporting and
projecting performance and trends. The manufacturing cycle for
semi-conductors is complex, with several processes of production
and assembly taking place in different locations. Once made,
semi-conductor components are required to fit into specific
production chains for countless hi-tech customers. Thus, on-time
delivery influences complete manufacturing processes at both
ends of the supply chain. Suppliers need to know where every
component of every product is, every hour of the day.
There are economic advantages to be gained from global sourcing
and supply, but they can only be realised if there is a tried and
tested distribution and logistics system in place. High-quality
product performance is not enough – it has to be matched with
utterly reliable supply chain management.
Lucent Technologies Microelectronics Group supplies high-
specification semiconductor components to top electronic and
communications manufacturers around the world. Lucent believes
that logistics and service are the competitive differentiators of the
next decade and it seeks to eliminate inventory entirely from the
logistics pipeline. When Lucent appointed DHL in 1996 to handle
global logistics, it embarked on a collaboration in which DHL acts as
an extension of Lucent’s own logistics organisation. As a global
supplier, DHL has replaced the 40 separate logistics processes and
51 independent suppliers of the past. In the four years since, the
collaboration has produced a solution whereby Lucent components
can be delivered anywhere in the world within 48 hours.
For a company such as Lucent, collaboration with DHL maximises
the benefits that air express can offer to solve global logistics

Results sent to host’s company
Single/bulk sample
collection kits
6,000 independent researchers or doctors, across Europe and Africa,
who have signed up for the trial
21 DHL Worldwide Express
Corporate Report 2000
Clinical Trials Centre
DHL sample transport Individual blood/tissue/
urine samples
Above Delivering that all-important
package on time.
Below DHL provides the vital link
for Quest in ensuring that samples
are delivered and returned on time.
The new agenda: advantages
of integrated express logistics
Hawaii, has been a DHL
co-workers they’ll have
makes employees at all
Matson has 12 offices
delivers a service that
customer since 1969.
Matson locations feel
business documents,
a containerised cargo
including computers,
service running from
keeps the flow of all
relationship of trust
and secure system.
the shipments they
Matson Navigation,
Pacific Coast. DHL
across the US and
confident in telling
the West Coast to
moving in a timely
parcel shipments,
DHL consistently
Thirty years later,
correspondence,
need overnight.
Building a
issues. Yet realising the vision, demands exceptional transparency
between the two teams. Shipments are tracked by integrating
DHL’s global track and trace service with Lucent’s own logistics
information system.
When time isn’t only money
While high value, hi-tech and telecommunications industries are
at the forefront of supply chain management solutions, they are
not alone in facing the challenges of time-sensitive logistics.
When companies are dealing with medical supplies and diagnostic
test equipment the risks of failure have implications that go
beyond commercial interest. Managing the supply and distribution
in this industry can make a difference to the health and well-being
of patients.
Quest Diagnostics, the former Clinical Trials Centre of SmithKline
Beecham, is a driving force in clinical research, as it develops and
moves new drugs from research into hospitals and pharmacies all
over the world. The company co-ordinates drugs testing amongst
6,000 doctors in Europe, using Diagnostic Specimen Collection Kits,
and generates in excess of 100,000 time-sensitive consignments
per year of human samples, such as blood or tissue specimen.
Dealing with several local carriers and a complex set of customs
regulations, Quest was experiencing problems and inconsistencies
in its delivery process, which cost time and money in lost or
delayed test specimens. Also, once a Collection Kit had been sent
out, there was no control system for its return for analysis and
Quest had no pre-alert of its arrival back at the laboratory. In 1996,
Quest decided to rationalise its entire distribution strategy and
conducted a trial with DHL to achieve improvements in timings,
reliability and data quality. DHL created a Test Services solution,
which included all outbound and inbound distribution processes,
special customs requirements, pre-prepared paperwork and
handling instructions. DHL also designed an in-house track and
trace system for Quest called Shipment Process System. After a
dramatic improvement in reliability, process times and information
provision, as well as significant cost saving, Quest appointed DHL
as its sole express partner.
Your reputation is ours
DHL has built a business against a backdrop of global
commercialisation and technological innovation. Today, in addition
to logistics, the pervasiveness of the Internet and the emergence
of e-commerce have given rise to a new type of DHL partner. In
such a pioneering industry, just as every failure is noted, every single
on-time delivery contributes to the uptake of this new way of doing
business. Leaders in online business, such as Amazon.com, rely on
DHL to deliver their orders across the globe, and in so doing, are
nominating their partners in the future of this dynamic business.
Totally integrated customer-supplier relationships are surely
dependent upon high performance, with fixed targets, clear
accountability and strict reporting. Advanced information
technology systems force transparency between the two parties.
Yet working together with our customers to find groundbreaking
solutions, DHL has achieved a shared sense of mission and open
communications. The most successful partnerships, as with
Lucent, with Quest, with Amazon.com, with GE Plastics, are based
on mutual respect, common cultures, and display a large element
of trust.
 DHL values its employees, acknowledging their efforts
and investing in their future. We also take our environmental
and social responsibilities seriously and are committed to
supporting humanitarian projects around the world.
“Médecins sans Frontières (MSF) operates in difficult situations
at the centre of the world’s trouble zones. We rely on DHL
to transport vital supplies to support our humanitarian efforts
wherever we are working around the world.” Mr. Bruno Corbé,
Director of Logistics, MSF.

In 228 countries, 365 days a

year, we are responsible for
all our actions

22 DHL Worldwide Express Responsible for our actions

Corporate Report 2000
 Employees Our people set
us apart from our competitors,
they are DHL

DHL continues to be
ranked by independent
assessors as one
of the world’s most
customer-focused
companies. In 1998
DHL was awarded
the Téléperformance
‘Telephone of the
Decade’ special prize,
awarded to the most
perennial companies
in terms of quality
call treatment. In
1999 we went on to
earn first place in the
‘Téléperformance
Grand Prix for Customer
Service’ in Australia,
Austria, Belgium,
Finland, Singapore
and Sweden.

awards.
region proudly display their
DHL’s Asia-Pacific Middle East
1999 Employees of the Year in
 Environment Meeting
strict international noise
parameters is just one of our
corporate responsibilities

DHL Dubai was the first

company in the Middle
East to earn ISO 14001
for environmental
practices. DHL is
extending this standard
to all its hubs.
DHL’s new fleet of
Boeing 757s will more
than meet existing
international noise
limits.
Our floating distribution
centre in Amsterdam
relieves traffic
congestion and saves
12,000 litres of fuel
a year.

One of DHL’s new B-757 aircraft.

Communities We measure
our business by more than

Right DHL helping distribute

aid during the Kosovo crisis.
Photo courtesy of CNN.
the bottom line

Right Guy Collette, DHL’s

Director of Corporate Affairs,
presenting a cheque for the
United Fund of Belgium to
the Honourable Paul Cejas,
Ambassador of the United States
of America in Belgium.

Right Médecins sans Frontières

relies on DHL to get vital relief
aid to its front line volunteers.
Photo courtesy of MSF.
 and a worldwide standard
get faster and bandwidth

infrastructure for business.

dollars every year will be

fewer vendors will mean

continual improvements
Internet, especially B2B

using the Internet as an

of encryption will mean
driven by growth in the

delivery of more, richer

greater interoperability.

greater possibilities for

More IT standards and
exchanges, prompting
hundreds of billions of

Growth in IT reliability
Microprocessors will
twenty-first century
E-commerce worth

data and facilitating

wider enabling the
look out for in the

logistics services.
huge demand for

in service quality.
Ten things to
The Internet has accelerated the
ability of businesses to service existing
and emerging markets more effectively
and more responsively. DHL shares
its experiences in addressing
these challenges.
Evolving from traditional to e-commerce to an
e-business organisation
DHL has close to two million customers globally and 250,000 hits
per week on its corporate website. The business opportunities
of the Internet are being adopted at different speeds by different
customers and regions worldwide. Establishing a balanced
approach to the transition from a traditional (non-Internet ) business
to being an e-business is more than an issue of what is the best
type of website to offer to the customer. DHL believes that the
solution is the education and managed transition of all functions
of a business to integrate new technology and processes in
a manner appropriate to the business’s strategic objectives.
www.dhlmasterclass.com

www.dhlmasterclass.com/?evolution.html

E-commerce Accessible
critical market

ss
ne
usi
b
ng
vi E-businesses
ol
E-commerce Ev
emerging
importance

PrE-businesses
E-commerce
no-importance

Traditional
Proprietary Proprietary Internet technologies –
technologies technologies + full back office integration
Internet – low back
office integration

Customer relationship management

In any rapidly changing business environment it is essential to
manage the expectations and quality of service and support to the
market. Serious flaws in this area have emerged in relation to the
management of service consistency and customer care. This section
provides interesting research and guidance from DHL and other
sources that will assist in avoiding problems in this critical area.
www.dhlmasterclass.com/?crm.html

26 DHL Worldwide Express www.dhlmasterclass.com

Corporate Report 2000
 Trade will become more

communication barriers.

euro and other common

bring down international

an acceleration of cross
Transport, both ground-

Machine translation will

of the Internet, and that

border trading in goods

global, leading to more
through small personal

The emergence of the

currencies will prompt

Political requirements
goods being shipped
financial transactions

customs barriers will

will mean there will
access the Internet

wherever they are.

be more regulation
become faster and
miniaturisation will

devices and make

and air-based, will

mean people can

over ever greater

The growth in

and services.
distances.

remain.
quieter.
Selling chain management
Where businesses can effectively manage the relationship with their
customers in a changing business environment, the role of the sales
force, sales efficiency and management becomes a key competitive
differentiator. This is especially true when your competitors are only
a mouse click away. In this section suggestions are provided, from
DHL experience, as to how sales chain management can be efficiently
and effectively developed in support of your e-business strategy.
www.dhlmasterclass.com/?sales.html
Logistics and fulfilment
Once the sale is made, the fulfilment is the next challenge for a
business. Customer satisfaction with the fulfilment of their e-orders
has proven to be a constant source of e-business concern. In this
section DHL suggests a programme of planning and implementation
that allows an existing or emerging e-business to plan for flexible,
consistent fulfilment of their customer orders.
www.dhlmasterclass.com/?logistics.html
Supply chain management
Any business is dependent on the reliability of its suppliers for the
provision of goods and services to its customer base. These suppliers
provide the product that is represented and sold to the customer.
Ensuring that supply matches demand at all times in a cost- effective
manner, is essential to e-businesses. In this section we look at the
effective management of the supply chain in support of e-businesses.
www.dhlmasterclass.com/?supply.html
Translating e-strategy to e-business
Most companies are in some way preparing or operating an
e-strategy in support of their drive to exploit the opportunities of the
online market. This section looks at the challenges in implementing
an e-strategy in a manner that results in the evolution of a business
to an e-business in a business-driven and managed way.
www.dhlmasterclass.com/?strategy.html
Major reasons for failure
In this section we look at failure. The successful transition from
a traditional to an e-business is not guaranteed. Here we illustrate
some examples and provide guidance as to positioning your
e-strategy to successfully develop an e-business.
www.dhlmasterclass.com/?failure.html

27 DHL Worldwide Express www.dhlmasterclass.com

Corporate Report 2000
Addresses Global Co-ordination Centre DHL Worldwide Network NV/SA
De Kleetlaan 1, Diegem-Machelen 1831
Belgium
www.dhl.com Phone 32 2 713 40 00
www.dhlmasterclass.com Fax 32 2 713 50 00

DHL International Limited

Asia-Pacific Far East
DHL Worldwide Express
23F Shui On Centre, 6-8 Harbour Road
Wanchai, Hong Kong
Phone 852 2582 2626
Fax 852 2802 0303
South East
DHL International (Singapore) Pte Ltd
No 1 Tai Seng Drive
Singapore 535215
Phone 65 288 9422
Fax 65 288 9733
Middle East
DHL International
Bahrain International Airport
PO Box 5741
Muharraq, Bahrain
Phone 973 335005
Fax 973 323301

International Americas Canada

DHL International Express
6205 Airport Road, Bldg. B, Suite 400
Mississauga L4V 1E1
Ontario, Canada
Phone 1 905 673 2230
Fax 1 905 673 7888
Latin America
DHL Regional Services Ltd
6360 NW 5th Way, Suite 103
Fort Lauderdale, FL 33309
USA
Phone 1 954 493 9404
Fax 1 954 493 7349
Mexico
DHL Int’l de Mexico, S.A. de C.V.
Av. Hangares No. 540, Col. Federal
Mexico, D.F. 15700
Mexico
Phone 52 5 345 2000
Fax 52 5 345 2285

Europe/Africa DHL Worldwide Network NV/SA

De Kleetlaan 1, Diegem-Machelen 1831
Belgium
Phone 32 2 713 40 00
Fax 32 2 713 50 00

DHL Worldwide Express, Inc.

USA DHL Airways Inc.
333 Twin Dolphin Drive, Redwood City
CA 94065
USA
Phone 1 650 593 7474
Fax 1 650 593 1689

28 DHL Worldwide Express Addresses

Corporate Report 2000
 Gilles Saussier p25
Addison, London
Communications

Walter Tjantelé
MSF Photos by
Roger Job p22
DHL Investor

Photography
Published by
March 2000

Design
‘DHL Worldwide Express’
(abbreviated in this report to DHL)
is composed of (1) DHL International
Limited (also referred to in this
report as ‘the Company’), its principal
operating subsidiary DHL Worldwide
Express BV and other DHL
International Limited group
subsidiaries, affiliates and agents
which serve only locations outside the
United States of America, its
territories and possessions; and
(2) DHL Worldwide Express, Inc.
(abbreviated in this report to DHLD),
its principal operating subsidiary
DHL Airways, Inc. and other DHL
Worldwide Express, Inc. group
subsidiaries, affiliates and agents
which serve all locations within the
United States of America and its
territories and possessions.

© DHL International Limited 2000.

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