TUNKU PUTERI INTAN SAFINAZ SCHOOL OF ACCOUNTING

BKAM 3063 OPERATION AND PROJECT MANAGEMENT

FIRST SEMESTER 2022/2023 (A221)

PROJECT 2: THE IMPLEMENTATION OF SUPPLY CHAIN

MANAGEMENT IN THE INDUSTRIAL REVOLUTION 4.0 (IR4.0) ERA

PREPARED FOR:
DR. MUHAMMAD ROSNI BIN AMIR HUSSIN

PREPARED BY: GROUP A7

ATTENDANCE MATRIC
NAME
NO. NO.

A12 KIRUPAASHREE A/P RAMESH 273254

A1 KHOR SELLY 270201

A3 LIN YI XUAN 271328

A38 NURAZILA BINTI JAMIL 280943

A39 NURAIN BINTI ABDUL JAMIL 281049

A42 NURUL NABILA BINTI LUKMAN 289775

SUBMISSION DATE: 15 JANUARY 2023

 Table of Contents

1.0 Company Background ...................................................... 1

2.0 Implementation of Supply Chain ....................................... 2

2.1 Introduction on Supply Chain ................................... 2

2.2 Supply Chain Industrial Revolution 4.0 in DHL ............ 5

2.3 Factors Contributed to Supply Chain IR 4.0 in DHL ..... 10

2.3.1 Huge Size and Resources of DHL .................. 10

2.3.2 Objective to Increase Customer Satisfaction .. 11

2.3.3 Replace Traditional Data Collection ............... 13

3.0 Benefits and Challenges of the Implementation of the Supply

Chain Management in DHL in the IR4.0 Era ....................... 14

3.1 Benefits of the Implementation of the Supply Chain

Management in DHL in the IR4.0 Era ........................ 14

3.1.1 Improve Warehouse Management ................ 14

3.1.2 Greater Visibility and Accuracy ..................... 16

3.1.3 Reduce Delivery Time and Increase Efficiency 16

3.2 Challenges of the Implementation of the Supply Chain

Management in DHL in the IR4.0 Era ........................ 18

3.2.1 Financial Constraints ................................... 18

i
 3.2.2 Lack of Skilled Workers ............................... 18

3.2.3 Difficult to Integrate Existing Systems .......... 19

4.0 Conclusion .................................................................... 19

5.0 References .................................................................... 21

6.0 Appendix ...................................................................... 25

ii
1.0 Company Background

DHL is a German logistics and supply chain company. It is

headquartered in Bonn, Germany. DHL provides a comprehensive

range of logistics services, including domestic and international

package delivery, international express, road, ocean, and air

transport, e-commerce shipping and fulfilment solutions, as well as

industrial supply chain management (Bansal, 2021). DHL serves the

automotive transportation, chemical, consumer, energy,

engineering, and other sectors (Craft, 2022). DHL was founded in

1969 in San Francisco, United States, and expanded its service

worldwide in the late 1970s. Adrian Dalsey, Larry Hillblom, and

Robert Lynn, three young shipping executives, formed DHL. The trio

started a company that would revolutionize the express industry by

combining the first letters of their last names into the acronym DHL

(Reference for Business, n.d.).

DHL is the largest express service provider in the world, with

operations in more than 220 nations and territories worldwide. With

over 44 years of logistics expertise, DHL will ensure that customers'

goods reach their destination quickly and safely. Customers can be

assured of DHL's high-quality services, including express pickup and

delivery.

1
 Individual clients can choose from a variety of international

shipping services offered by DHL Express. These services are offered

through various channels, including DHL Express Services Points

throughout the country, requesting shipment pickups by phone and

creating express shipments online, making it more convenient than

ever for customers to ship their items. Moreover, in terms of air

freight, road transport, and international express, DHL leads the

global market. Additionally, it is number one in the world in contract

logistics and maritime freight. DHL provides a wide range of

customized solutions, from document delivery to supply chain

management (UKEssays, 2018).

2.0 Implementation of Supply Chain

2.1 Introduction on Supply Chain

The supply chain is the network of all the individuals, organizations,

resources, activities, and technological advancements involved in the

production and distribution of a product. All the process, from

obtaining raw materials to delivering the finished product or service

to the consumer, is included in the supply chain. The supply chain

will involve various companies, all of which will contribute to meeting

the needs of the end customer. A number of crucial processes are

included in the supply chain, including acquiring raw materials,

2
processing those resources into basic components, assembling those

components to create finished products, order fulfilment, product

delivery, customer support, and return services. As a result, supply

chains aim to satisfy customer demands.

There are a variety of supply chain model alternatives, and the

one chosen will depend on the organisational structure and the

demands of the sector. A few examples of approachable models

include flexibility, quick chain, and continuous flow. The traditional

continuous-flow supply chain model can be used successfully by

companies that produce comparable goods with little variance. The

product must be extremely popular and need little to no modification.

The absence of variation allows managers to shorten manufacturing

lead times and maintain strict inventory control. To avoid production

bottlenecks in a continuous flow approach, managers must routinely

replenish raw supplies. Additionally, a company that markets its

products in accordance with current trends benefits the most from a

rapid chain model. In order to capitalise on the current trend,

companies using this strategy must launch their products quickly.

From concept to prototype manufacturing to consumer, they must

move quickly. One business that makes use of this supply chain idea

is fast fashion. The next model is a flexible model, which is frequently

employed by businesses that create products for special occasions or

3
the holiday season. These companies frequently see little to no

demand for their products, followed by rapid rises. Their adaptable

business approach enables them to start production quickly and shut

it down successfully as soon as demand begins to decline. They must

accurately predict their demands for labour, stocks, and raw

materials if they want to be profitable (Hayes, 2022).

In order to maximize the efficiency of the process, supply chain

management (SCM) is the management of all operations aimed at

satisfying the end consumer. SCM contributes strategically to the

organization and can give the business a competitive edge. SCM,

then, is the management of resources as they migrate from supplier

to manufacturer to wholesaler to retailer to consumer. The planning,

design, manufacturing, inventory, and distribution processes

necessary to create and market a company's products are also

controlled centrally by SCM.

The Fourth Industrial Revolution, also known as Industry 4.0,

theorises that technology, industries, and social patterns and

processes will change quickly in the 21st century as a result of rising

interconnectedness and intelligent automation. Industry 4.0

solutions are being implemented in supply chain management to

optimise the entire chain. Industry 4.0, the economy's shift toward

4
digitization, provides the foundation for logistical 4.0, which aims to

transform the sector and offer solutions that lower costs while

boosting production. Consequently, the employment of digital

technologies increases performance because supply chain

management is a complicated and dynamic process.

2.2 Supply Chain Industrial Revolution 4.0 in DHL

Customs and border protection, customer resource management,

and temperature-controlled logistics are all provided by DHL Supply

Chain. In a supply chain, freight transportation starts when raw

materials arrive at the warehouse and concludes when a customer's

purchase is delivered to their door. The products can be stored in

warehouses until needed. It prevents income declines and price

increases. Because of the cyclical nature of product demand, the

supply chain requires warehouses. There are numerous options for

temporary storage in distribution centres. These services include

handling, distribution, shipping, and order fulfilment. For supply

chain management to reduce risks from distributors, shippers, and

third-party logistics providers, customs and insurance are crucial.

Manufacturing and transportation are streamlined through supply

chain solutions. Consumable and weather-sensitive goods are

handled under temperature control (TCL) at exact levels. Finally, the

5
creation of supply chain value depends on effective customer

resource management. Customer satisfaction, loyalty, and retention

increase profit margins (Jenkins, 2022). Refer to Appendix B for an

overview of the DHL process in the Asia Pacific and

regional/countries.

The process of DHL's supply chain services is shown below,

together with logistics and value-added services (DHL, 2023).

Figure 1: Overview of DHL Supply Chain Process & Services.

In an effort to keep up with the times, DHL Express is updating

its system. The logistics sector is one that stands to benefit greatly

from digitalization. To put it simply, this is Industry 4.0. This concept

is brought to the logistics industry in Logistics 4.0. Improving supply

chain operations through automated material flows and resource

6
utilisation is known as Logistics 4.0. It is related to the Fourth

Industrial Revolution, or Industry 4.0. Technology like data analytics,

robotic sorting, picking and packing, and aerial drone inventory

inspections are revolutionising this sector. By eliminating the need

for human intervention and automating critical processes, DHL

Express is better able to satisfy customer demands and enhance the

customer experience (DHL, 2021).

Industry 4.0 provides numerous benefits to the DHL supply

chain. To maintain its leading position in the industry, DHL Express

has optimised its supply chain and digitised its logistical operations.

Over €2 billion has been invested in digital transformation projects

by Strategy 2025 to enhance the consumer experience. It has

multiple programmes in place to do away with time-consuming

logistics operations. The corporation employs artificial intelligence

(AI) and machine learning (ML) at its advanced quality control centre

(AQCC) to monitor shipments and discover potential delays. DHLBot,

a robot arm powered by artificial intelligence, can handle more than

1,000 small packages per hour, which is 40% faster than

conventional methods. Robots with autonomous mobility, equipped

with sensors and artificial intelligence-driven obstacle avoidance

systems, can fulfil urgent requests in a timely manner. Customers

are informed of shipment delays and given options for receiving their

7
orders using chatbots and On-

Demand (ODD) internet

portals. There is now greater

transparency, lower error

rates, and higher overall

productivity because of

technological advancements in

the supply chain. This graphic

displays DHL's ongoing digital

evolution (DHL, 2021).

In 2020, DHL Supply

Chain launched a Microsoft

Cloud software platform with

Blue Yonder to standardise

warehouse robotics.

DHL Supply Chain, a

division of Deutsche Post DHL

Group, launched a "plug &

play" robots platform with

Microsoft and top AI-driven

Figure 2: The Notable Digital

Transformation Projects in DHL

8
digital fulfilment supplier Blue Yonder. The robotics platform gives

DHL's customers more robot system options.

New warehouse automation technologies demand less

integration and programming. Azure's cloud and IoT services are

popular. The Madrid DHL Supply Chain facility has successfully

implemented the new platform, showing how it can streamline and

speed up robotic technology integration into a warehouse

management system. However, the platform allows consumers more

options for selecting and integrating robotics suppliers. Blue Yonder's

Luminate Platform, which powers the robots, uses machine learning

(ML) to optimise warehouse operations.

DHL's distribution centres could swiftly implement Blue

Yonder's Luminate Platform, a cloud-based software as a service.

"DHL sites may now bring on a robotics provider fast to boost its

resource capacity and support its workforce," says Girish Rishi, CEO

of Blue Yonder, given high season labour shortages. One participant

called this a true partnership between all stakeholders. DHL Supply

Chain, Microsoft, and Blue Yonder have partnered to improve

warehouse management and operational excellence for a variety of

industrial customers by combining their strengths in customer-

centric contract logistics, secure global cloud computing, and

9
seamless end-to-end supply chain integration. DHL Supply Chain's

company-wide digitalization strategy comprises the new software

platform, robotics, wearable gadgets, and data analytics. It

accelerates the widespread adoption of innovative technology (DHL,

2020).

2.3 Factors Contributed to Supply Chain IR 4.0 in DHL

2.3.1 Huge Size and Resources of DHL

As the leader of the world's largest logistics sector, DHL will compete

in a market with challenging world. DHL is a large company with vast

resources, especially in the warehouse. DHL delivers more than 1.8

billion parcels annually. Supply Chain Management (SCM) can be

defined as the process of obtaining inputs from suppliers, processing

those inputs into products, and finally providing those items to the

target consumer. Being a large company, if DHL does not execute

the supply chain efficiently, it may result in wasted labour, service

redundancy, and missed deadlines that lead to substantial expenses.

In order to enable a practically smooth flow of goods, information,

and knowledge throughout the system, SCM must enable interaction

and communication within a supply chain system.

Autonomous planning supported by Industrial Revolution 4.0

enables businesses to better control the whole value chain.

10
Implementing digital solutions to the data process speeds up the

process, lowers mistake rates, and improves chain-wide visibility.

Warehouse robots are being used by innovative businesses to

enhance order fulfilment and better manage inventory while staying

a step ahead of their competitors. By reducing the time and resources

needed to move things about the warehouse floor, warehouse

robotics empowers human workers to focus on more difficult tasks

like packaging and shipping orders. Investing in warehouse robotics

improves efficiency and inventory management effectiveness even

though the business has huge resources as DHL. In order to ensure

high levels of accuracy in order fulfilment and warehousing

operations, DHL uses warehouse robotics to precisely automate the

handling, picking, sorting, and resupply of products. As a result, DHL,

as a large company in the industry, will gain several benefits from

supply chain IR 4.0. Refer to Appendix A for DHL’s robotic picking cell

named ARM’S REACH (DHL, 2022a).

2.3.2 Objective to Increase Customer Satisfaction

In order to meet the expectations of its highly demanding consumers,

DHL, as a large company with a short product life cycle, needs to

implement a supply chain IR 4.0 to business. According to the study

in India from Adelli (2017), 20 % of the customers responded that

11
their overall experience of accessibility and responses through

Telephone is Excellent. Next 20 % say it is very good. Good being

awarded by 40 % of the customer. The final 20 % were not so

satisfied, so they said that the service was fair.

Figure 3: Data analysis from study on customer satisfaction in India

(Adelli, 2017)

DHL's objective is to improve customer satisfaction by

providing excellent service through on-time delivery, which is a

crucial strategy that all businesses must prioritise. The importance of

providing outstanding customer service cannot be overstated since it

can influence a customer's decision to stick with your company or

look abroad. Whether they are intended or not, delivery delays are

frustrating to deal with. During COVID-19, further delays also affect

the timing, frequency, and quality of the delivery. It also affects

supply chain issues, which are becoming more frequent these days.

Therefore, DHL has a strategy to eliminate slack waiting times in their

12
warehouses to provide on-time deliveries to customers. Supply chain

IR 4.0 is the optimum implementation for the warehouse to ensure

customer satisfaction. It is because it provides accurate information

quickly on product deliveries.

2.3.3 Replace Traditional Data Collection

The transition of the economy to digitalization is known as Industrial

Revolution 4.0. Meanwhile, Logistics 4.0 is known as the result

produced when applied to the logistics sector. This is where game-

changing technologies, such as data analytics, robotic sorting,

picking and packing, and drone inventory inspection, are brought to

use. These technologies assist in automating jobs, predicting

disruptions, and streamlining crucial procedures. DHL's application of

digital technologies increases performance and creates visibility

across the supply chain in the complex and dynamic field of supply

chain management. Time-consuming operations are automated

using robots, drones, automatic sorters, and flyers. Big data and

predictive analytics enable persistent monitoring and alert users to

the problem.

In the prior period, DHL used traditional data-gathering and

planning processes which are simplistic analytic tools and manual

data-gathering methods. It takes a lot of time and effort to record

13
and analyse data just using manual pen-and-paper systems. A

company's ability to forecast demand precisely or identify possible

problems is also constrained by neglecting to take into account other

operations. With the use of artificial intelligence (AI) and machine

learning algorithms, advanced analytics allows for the analysis of a

variety of internal and external elements when predicting future

orders. More accurate predictive analysis is possible by taking into

account data from suppliers, buyers, and carriers, as well as more

general global events that affect the flow of products, such as the

COVID-19 pandemic or economic crises.

3.0 Benefits and Challenges of the Implementation of the

Supply Chain Management in DHL in the IR4.0 Era

3.1 Benefits of the Implementation of the Supply Chain

Management in DHL in the IR4.0 Era

3.1.1 Improve Warehouse Management

During the industry 4.0 era, warehouses operated autonomously. It

provides the ability to automatically handle the main tasks carried

out in the warehouse, such as ordering, tracking, and picking orders,

managing inventory, and managing space. By having the smart

warehouse in DHL, DHL picks, sorts, and tags products in the

warehouse using AR (Augmented Reality) and IoT (Internet of

14
Things). All of this was accomplished with the assistance of Vuzix

smart glasses, and their employees were able to work hands-free in

warehouses by utilising the benefits of augmented reality. The end

result was a reduction in picking costs of up to 65% and 20% in

shipping costs. Besides, DHL increased picking process efficiency by

25% with the aid of augmented reality (Patil, 2020). In addition, the

automation of both planning and physical activities improves the

efficiency of the DHL supply chain. Robots handle the material, such

as pallets and boxes, as well as individual items, throughout the

entirety of the warehouse operation, from receiving to putting away

to picking, packing, and shipping. Sensors can follow shipments in

real-time and precisely anticipate how long a shipment will take to

arrive. This real-time tracking guarantees prompt pickup and

delivery. Data from all of a warehouse's components are acquired in

real-time when the Internet of Things (IoT) integration is used in

warehouse management. Adopting RFID sensors tagged to products

allows them to be tracked from the moment they move into the

warehouse to when they are shelved or moved and finally dispatched.

By tracking and measuring changes in weight, when packages are

added or removed from smart shelves, data is wirelessly transmitted.

Data from each of these sources are regularly updated in an

inventory database, increasing process transparency (DHL, 2022c).

15
3.1.2 Greater Visibility and Accuracy

In the Industry Revolution 4.0 era, DHL can track the entire supply

chain in real-time, including the precise location of products that are

being ordered, are being transported, or are being stored. Using a

combination of supply chain partner updates and IoT data, advanced

solutions can even track inventory. Through real-time tracking, DHL

is able to get information on shipments across the whole supply chain

and display it on a single dashboard from multiple devices, resulting

in improved accuracy, traceability, and efficiency. This makes it

possible to identify potential disruptions early and deal with them

right away (DHL, 2022b). For example, by having end-to-end

visibility of global supply chain operations, DHL is able to provide its

customers with information ranging from shipments entering the

warehouse to final delivery in real-time through MySuppyChain,

resulting in increased supply chain efficiency (DHL, 2018).

3.1.3 Reduce Delivery Time and Increase Efficiency

In the era of Industrial Revolution 4.0, the supply chain will be more

efficient, decreasing delivery times to a few hours. As a result of

forecasting techniques and predictive analytics, supply chains will be

able to include market trends, weather, holidays, and other factors

when predicting customer demand. With advanced analytics, such as

16
the use of machine learning algorithms and artificial intelligence (AI)

in DHL's supply chain, a range of both internal and external factors

can be considered to determine future orders. Taking into account

data from carriers, customers, suppliers, and larger global events

that have an impact on the flow of products, such as the economic

crises or the COVID-19 pandemic, improves the accuracy of

predictive analysis (DHL, 2022c). Forecasts are made weekly, and in

the case of extremely fast-moving products, even daily rather than

on a monthly basis. Additionally, DHL's Resilience360 technology,

which uses machine learning algorithms and artificial intelligence (AI)

to analyse big data, may give customers information about potential

disruptions in the supply chains. It is possible to protect supply chains

while simultaneously enhancing their effectiveness through the

gathering and analysis of data that contribute to activities continuing

uninterrupted, and customer satisfaction can be permanently

attained (Witkowski, 2017). DHL provides evidence that using big

data analytics improves operational effectiveness. As a result, big

data analytics that utilise data on traffic, weather, and driver

characteristics can improve logistics, result in improved efficiency,

accelerate the delivery of goods, and reduce delivery times for DHL.

17
3.2 Challenges of the Implementation of the Supply Chain

Management in DHL in the IR4.0 Era

3.2.1 Financial Constraints

Adopting IR 4.0 will be costly for the company when company

excessively invests in IoT adoption since the IoT devices have been

introduced into the value chain, and it will be the biggest hurdle for

shippers, freight forwarders, and logistics managers. Typically, items

with IoT devices like trucks, pallets, and containers can be costly,

and this item is fundamental to the modern 'smart factory' and key

to smarter logistics management (DHL, 2022b).

3.2.2 Lack of Skilled Workers

Industrial Revolution 4.0 is supported by the expansion of

digitalization, but it is difficult for a company to have skilled

employees that can solve complex problems to ensure the

effectiveness of daily operations and to increase competitiveness.

When the company has a lack of skilled employees, it will face the

biggest challenges when the employees cannot complete their tasks

on time, which will affect the operation and company productivity. To

make it even worse, a lack of communication in foreign languages

contributes to low-efficiency rates (DHL, 2022b).

18
3.2.3 Difficult to Integrate Existing Systems

The company using a newer system can bring all improvement to a

halt, but it is challenging for a company to integrate existing

technology into the newer system because existing technology needs

to connect with digital infrastructure, legacy systems, and data silos,

and it will contribute to the issue if the company failed to ensure each

component promotes connectivity and visibility across the network

(DHL, 2022b).

4.0 Conclusion

This report allows us to understand the whole concept of the supply

chain, from its definition to its successful implementation in an

organization. A supply chain is a network of all individuals, resources,

organizations, activities, and technological advances involved in the

production and distribution of a product. The entire process, from the

acquisition of raw materials to the delivery of the finished product or

service to the final consumers, is included in the supply chain with

the aim of satisfying the needs of the customer.

In the case of DHL, supply chain management has been

implemented in IR 4.0. DHL is updating its systems and improving

supply chain operations through automated material flows and

resource utilization, Logistics 4.0. Besides, we can conclude that

19
DHL's enormous size and resources, the goal of improving customer

satisfaction, and replacing traditional data collection are factors that

have contributed to DHL's supply chain IR 4.0. DHL's implementation

of supply chain management in IR 4.0 has several benefits, including

improved warehouse management, increased visibility and accuracy,

reduced delivery times, and increased efficiency. However, despite

these benefits, DHL faced several challenges in implementing the

supply chain in IR 4.0. These include financial constraints, lack of

skilled workers, and difficulty integrating existing systems.

Therefore, DHL should overcome all these challenges to meet the

needs of its customers and succeed in its supply chain

implementation. In conclusion, this report provides a comprehensive

and clear explanation of how DHL implemented its supply chain in IR

4.0 and the importance of supply chain management.

20
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Adelli, R. (2017). A Study on Customer Satisfaction in DHL.

Anveshana’s International Journal of Research in Regional

Studies, Law, Social Sciences, Journalism and Management

Practices, 2(07), 26–31.

http://publications.anveshanaindia.com/wp-

content/uploads/2017/12/A-STUDY-ON-CUSTOMER-

SATISFACTION-IN-DHL.pdf

Bansal, R. (2021). DHL Company Profile, Logo, Establishment,

Founder, Products, Customer Service Details and More. Deshi

Companies. https://deshicompanies.com/company-

profile/dhl-company-profile-logo-establishment/

Craft. (2022). DHL. Craft. https://craft.co/dhl

DHL. (2018). DHL Supply Chain Introduce End-to-End Supply Chain

Visibility. DHL. https://www.dhl.com/global-

en/home/press/press-archive/2018/dhl-supply-chain-

introduces-end-to-end-supply-chain-visibility-platform.html

DHL. (2020). DHL Supply Chain Launches Software Platform with

Blue Yonder on Microsoft Cloud to Accelerate Implementation

of Warehouse Robotics Through Standardization. DHL.

https://www.dhl.com/global-en/home/press/press-

archive/2020/dhl-supply-chain-launches-software-platform-

21
 with-blue-yonder-on-microsoft-cloud-to-accelerate-

implementation-of-warehouse-robotics-through-

standardization.html

DHL. (2021). How Digitalisation Has Transformed DHL Express’

Operations. DHL. https://www.dhl.com/discover/en-au/news-

resources/digitalisation-transformation-

operations#:~:text=The data analytics prowess of,and its

projected routes mapped.

DHL. (2022a). Logistics 4.0: How Is DHL Transforming Its Operations

With Digitalisation. DHL. https://www.dhl.com/discover/en-

ph/business/market-intelligence/Logistics-4-0-How-is-DHL-

Transforming-its-Operations-With-

Digitalisation#:~:text=Industry 4.0 is the shift,to inspect

inventory%2C are applied.

DHL. (2022b). Overcome Common Logistics 4.0 Challenges. DHL.

https://www.dhl.com/discover/en-

au/business/productivity/overcoming-logistics-challenges

DHL. (2022c). What Exactly is Logistic 4.0 All About. DHL.

https://www.dhl.com/discover/en-au/news-resources/what-

exactly-is-logistics-4-0-all-about

DHL. (2023). DHL Supply Chain – The World’s Leading Contract

Logistics Provider. DHL. https://www.dhl.com/us-

22
 en/home/supply-chain.html

Hayes, A. (2022). The Supply Chain: From Raw Materials to Order

Fulfillment. Investopedia.

https://www.investopedia.com/terms/s/supplychain.asp

Jenkins, A. (2022). Supply Chain Management vs Logistics:

Differences, Similarities and Roles. Oracle NetSuite.

https://www.netsuite.com/portal/resource/articles/erp/supply

-chain-management-vs-logistics.shtml

Patil, D. A. (2020). The Study of Industry 4.0 And Its Impact On

Supply Chain Management. International Research Journal of

Engineering and Technology (IRJET), 7(8).

https://www.irjet.net/archives/V7/i8/IRJET-V7I8337.pdf

Reference for Business. (n.d.). DHL Worldwide Express - Company

Profile, Information, Business Description, History, Background

Information on DHL Worldwide Express. Reference for

Business.

https://www.referenceforbusiness.com/history2/17/DHL-

Worldwide-Express.html

UKEssays. (2018). The History And Background Of DHL Information

Technology Essay. UKEssays.

https://www.ukessays.com/essays/information-

technology/the-history-and-background-of-dhl-information-

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 technology-essay.php?vref=1

Witkowski, K. (2017). Internet of Things, Big Data, Industry 4.0 –

Innovative Solutions in Logistics and Supply Chains

Management. Procedia Engineering, 182, 763–769.

https://doi.org/10.1016/j.proeng.2017.03.197

24
6.0 Appendix

Appendix A: DHL’s robotic picking cell named ARM’S REACH

Appendix B: Overview of DHL Process in Asia Pacific and

Regional/Countries

25