CorD Special Edition: Transportation & Logistics 2017

Transportation & Logistics Opportunities And Risks In Current Confrontation Of Immense Changes

INTERVIEW

Great Potential To Further Develop Logistics We have started and are planning significant infrastructure projects in all transport sectors, which will make Serbia a regional transit hub and attract investors in logistics

MIODRAG POLEDICA Secretary of State, Ministry of Construction, Transport and Infrastructure

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he Ministry of Construction, Transport and Infrastructure is carrying out all the necessary activities to provide developed and reliable railway infrastructure. Since 2015, 257 million euros has been invested in rebuilding 138 kilometres of railway trunk lines.

• How will major transport infrastructure projects impact on the pace of growth in the Serbian construction sector and related industries in 2017?

- The effects of the investment are primarily reflected in the increased speed

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of trains, from 40-50 km/h to 100-120 km/h, increased capacity of the renovated tracks and increased safety of the railway transport. As a result, the number of passengers to some destinations and the volume of international freight transport have increased. The best evidence of the latter is the growing number of container block trains, operated by Chinese shipping and logistics company COSCO, from 254

There is huge potential for new investments in logistics, but for that to be realised it is necessary for the entire region to have good quality and efficient infrastructure connections trains in 2016 to 388 just in the January–September 2017 period. It’s fair to assume that there may be twice as

many trains of this type this year compared to last year.

The accelerated construction of motorways has led to a constant increase in the number of vehicles on our motorways from year to year. For example, in 2014 there were 37 million vehicles, in 2015 there were 39 million vehicles, in 2016 there were 43 million vehicles, and by the end of 2017 up to 40 million vehicles are expected on Serbian motorways.

• What are your estimates regarding the volume and the value of works next year and the trends in the Serbian construction industry?

- Regarding the railway sector, the plan is to launch works on 143.4 kilometres of tracks in 2018, marking a project worth 372.4 million euros. The works that have started on 104.3 kilometres in 2017, worth 633 million euros, should also

continue. Bearing in mind that infrastructure development projects may last a few years and involve many domestic construction companies, the high funds that will be invested in the project will circulate on all levels, which will impact on the development of the construction sector and, consequently, the Serbian economy.

Regarding the construction of new motorways in 2018, construction works will continue on the Belgrade bypass (Ostružnica-Bubanj Potok section), 19.5 kilometres long, and on the 31-kiloemtre-long Preljine–Požega section of the E-763 (Corridor XI).

• What will be the total revenue from transport in 2017?

- According to the business plans of railway companies Serbia Cargo a.d. and Serbia Train a.d., the estimated total revenue from transport in 2017 will be 11.5 billion dinars. Of course, this is an estimate –total revenues and expenses will be known at the end of 2017.

Similar to other countries, passenger transport is subsidised by the state.

Our national freight transport company, Serbia Cargo, operated from its establishment to August 2015 without government subsidies, and all its profits were paid into the national budget.

With regard to road transport, there are around 1,200 registered private international road transport companies in Serbia. According to some estimates, their total annual income is around 80 billion dinars.

In the railway sector, the plan is to launch works on 143.4 kilometres of tracks in 2018, marking a project worth 372.4 million euros. The works that have started on 104.3 kilometres in 2017, worth 633 million euros, should also continue There are no opening benchmarks for these two chapters, which proves that our legislation in this area is good.

• What do you expect from the application of the Transport Commu-

nity Agreement now that all countries in the region have signed it?

- Considering that the Transport Community Agreement will allow for an increase in investments in transport infrastructure and its phased harmonisation with EU legislation and standards, the necessary preconditions for the establishment of a single regional transport market will be created. There will be numerous benefits, such as mutual integration of the transport markets of the signatory countries into a single market and its integration into the transport market of the EU, simplified administrative procedures when moving from one customs area to another, in accordance with the provisions of the Agreement concerning customs cooperation between the EU and each signatory country, and more efficient use of the funds of international financial institutions and the EU, in the spirit of expansion of TEN-T (basic and comprehensive) to the territory of the Western Balkans.

In addition, Serbia has officially applied to be the home of the Secretariat of the SEE Transport Community, and, with the support of all regional stakeholders, we hope Belgrade’s application to be successful.

• How prepared is Serbia for EU Accession Negotiation Chapters 14 and 21?

How likely is it for these chapters to be opened soon?

- The Ministry of Construction, Transport and Infrastructure has drafted the texts for Chapter 14 – Transport policy, and Chapter 21 – Trans-European networks, which are currently being harmonised with the European Commission.

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• How do Serbia’s priorities in this area fit in with the plans to connect the region on the infrastructural level and establish a customs union?

- Considering everything the Serbian Government is doing to become a member of the EU as soon as possible, this agreement has shifted the interests of transport towards the interests and objectives of EU transport policy and the convergence of the entire region in terms of honouring EU transport principles.

The establishment of the Customs Union would mean the abolishment of all internal customs tariffs and quotas, enabling the free movement of goods and thus making the region a more favourable environment for investment and more attractive to multinational companies.

The economic development of the region requires a well-developed transport network. Serbia recognised this a long time ago, while other Western Balkan countries have joined under the Connectivity Agenda over the past couple of years. In addition to their need to realise infrastructure projects, it is equally important for Serbia and the countries of the region to work together to remove non-physical barriers, as is the case with the initiative to establish joint border stations with all neighbouring countries.

• Experts say that we need logistics centres, goods terminals and intermodal transport systems to connect our businesses and our market with the European transport network and ports on the Adriatic, Aegean and Black Seas. How high on the Ministry’s agenda are these goals?

- Because the Ministry of Construction, Transport and Infrastructure follows global and European trends and tendencies with a view to reducing emissions of harmful gases, and it supports environmentally friendly modes of transport, intermodal transport is one of the ministry’s priorities.

The Development Strategy for Rai, Road, Water, Air and Intermodal Transport 2008-2015 was used as the basis for improving intermodal transport and developing logistics centres in Serbia. Strategically speaking, it is possible to develop logistics centres along Corridors X and VII,

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The accelerated construction of motorways has led to a constant increase in the number of vehicles on our motorways from year to year at the point of their intersection and in the regions located along these railways.

So, international and/or regional logistics centres will be developed on multimodal Corridors X and VII, in major regional economic hubs like Belgrade, Niš and Novi Sad, while national and local logistics centres will be developed in the gravitational zones of regional and business centres.

• What does this mean for the first intermodal terminal with a logistics centre in Batajnica, the building of which has been repeatedly announced for years?

- Intermodal transport will make it possible for the commodities to get to their end-users in Serbia faster, better and at a lower price, as is the case in the developed world. This is why we launched a project with the aim of building the first logistics centre in Batajnica near Belgrade, with an intermodal

terminal at its heart. The terminal will be a place where road and rail transport intersects, where freight trains from Adriatic ports and European centres arrive, and where containers are loaded and unloaded, stored and distributed to end-users by road, covering a radius of 100 to 150 kilometres. The entire logistics centre would operate according to the basic logistics principles “door to door” and “on time”. This will help reduce the share of logistical costs in the price of goods in Serbia to the European average. The share of logistical costs like transport, storage and stocking in the total price of goods in the EU is 10 to 12 per cent, while in Serbia it can be as much as 20 to 25 Per cent.

In the near vicinity of the intermodal terminal there should be a logistics zone, sprawling over nearly 70 hectares. It is estimated that dozens of companies could be grouped in the logistics zone, which means creating a 1,000 jobs.

• How developed is the Serbian private logistics sector and how competitive is it on the market?

- I think the Serbian private logistics sector is developed and has excellent scientific and educational bases in our higher education, especially in the Transport School of the University of Belgrade. There are many logistics companies, both foreign and domestic, which successfully provide their clients with a wide range of logistics services in water, road and rail transport, contractual and integrated logistics, and customs representation.

• How much foreign investment is there in logistics? What is your estimate of the potential of the Serbian market to attract investments in logistics?

- Bearing in mind the geographical position of Serbia, I think there is huge potential for new investments in logistics.

However, for that to be realised it is necessary for the entire region to have good quality and efficient infrastructure connections and to simplify transport and logistics procedures. ■

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CORPORATE DRAGANA ŠKRBIĆ, SUPPLY CHAIN DIRECTOR AT NELT GROUP

Logistics Of The Future “The most important decision for the future is to constantly employ talented people and continuously educate our employees,” says Dragana Škrbić, supply chain director at NELT Group, speaking to CorD

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stablished a quarter of a century ago, NELT today represents a role model in domain of distribution, logistics and trade marketing. NELT defined logistics as one of the strategic pillars, besides distribution, Nelt brands and start-ups. “We’ve dealt for a long time with distribution logistics, warehousing and warehouse manipulation, freight forwarding, delivery and the organisation of international and domestic transport.

Our logistics sector today employs 1,400 people in seven markets,” explains Škrbić.

According to her, Nelt has organised operations through 17 distribution centres, where high quality standards and innovative technologies are applied.

“Having opened and expanded the first private intermodal terminal in Belgrade, we also became a member of the European Food Network (EFN) and gained the status of an Authorised Business Entity in Serbia, leading to simplified customs clearance procedures and guaranteed safety and security in the supply chain. We have also established operations in Montenegro, acquiring an 80 per cent ownership stake in one of this market’s logistics leaders, Montenomaks Control and Logistics, and plan to continue developing at a similar pace in the future”,says Dragana Škrbić.

• NELT opened and expanded the intermodal terminal, through which it ensured connections with European ports. Is intermodal transport as highly valued in Serbia as it is elsewhere in Europe?

- The opening of the railway logistics

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terminal ensures secure and economical connections with Adriatic and Greek ports, but also northern European ports. Cooperation has also been established with large shipping companies – COSCO, CMA CGM and MAERSK – which recognised Nelt’s Intermodal Terminal as the logistical hub of the Balkans, thanks to its excellent location and infrastructure. In July 2015, the Government of the Republic of Serbia adopted the Regulation on stimulus measures aimed at improving combined transport, which was defined as entering into force as of 1st January 2018. We believe the state will stay the established course on this topic, which is of great importance to the development of business flows.

In the logistics segment of Nelt's business, this year we accomplished the cooperation with over 120 new clients and managed 24% higher revenues than planned • You mentioned membership in the European Food Network. What kind of significance and impact does this membership have on the company?

- Establishing cooperation with company DACHSER, which is one of the 15 leading global logistics providers, and the European Food Network, which it heads, is an important step in the development of Nelt’s logistical operations in the

Balkans. This cooperation enables weekly deliveries of food products from all over Europe to Serbia, Macedonia, Montenegro and Bosnia-Herzegovina via NELT’s logistical and distribution channels. We have become one of the 13 partners of the European Network the only transportation network that offers regular groupage shipments of food from Western Europe to Serbia, according to the regime from 0 to 4°C. This network covers 34 European countries and has available about 1.74 million square metres of storage space and about 10,500 refrigeration vehicles.

This partnership is also motivated by the end goal of offering the market a viable alternative to existing solutions.

• Alongside everything you’ve mentioned, what else is included in the company's investment plans?

- By the middle of next year, we will invest 15 million euros in the development of new services on the markets where we operate, construct over 20,000m2 of warehouse and office space in Belgrade and Sarajevo, and expand our fleet of vehicles. After completing implementation of ‘Pick by Voice’ technology in our warehouses in the Western Balkans, we will continue implementing new software solutions in inventory and transport planning. We are also planning to develop service logistics in Macedonia and Bosnia-Herzegovina, where we have already started working on the ground. ▪

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CORPORATE NENAD ZDRAVKOVIĆ, DIRECTOR OF SALES AND BUSINESS DEVELOPMENT AT MILŠPED

Logistics Move Life And Connect People

“Milsped’s example is one of many, with presence in each of regional countries and opportunity to extend market without intermission of politics on defined business activities and future plans,” says Nenad Zdravković, Director of Sales and Business Development at Milšped, speaking in this interview for CorD

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ounded 23 years ago, Milšped is today among the leading companies in the region dealing with warehousing, transport and customs representation. Company employees and management are particularly proud of the number of integrated services they boast in the domain of warehousing and distribution. Nenad Zdravković sees this segment of operations as one of the advantages of his company, explaining why it is more profitable for a company to store their goods with Milšped than to invest in their own warehouse.

- One part of the argumentation for entering the warehouse of a logistics provider instead of investing in one’s own capacities is the professionalisation of the process. Collating the needs of different clients is Milšped’s greatest strength, along with the greater flexibility of our warehouse system. Quite simply, we adapt to changes easily and quickly, due to independence that enables us to work with more clients. What is especially good are reduced logistical costs, due to constant optimisation of space and resources in response to varying demands, while we are contractually obliged towards our clients to introduce KPI reports and monitor all logistics parameters.

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• You do business globally and are among the top players in the region. To what extent does political turbulence in the region impact on your business?

- As you stated in the question itself, Milšped is now a multinational company operating in international frameworks and is part of global logistics with vision to extend operations and market, with focus on EU countries.

Political turbulence and culture in region are changing continuously, all depends of internal circumstances and necessity of daily politic, as a part of

The applying of technological innovations in our company’s everyday operations is precisely why our clients place their trust in us unique environment in last 20 years (or more). I believe, that true business overcame this political conditions many years ago. Milsped’s example is one of many, with presence in each of regional countries and opportunity to extend market without intermission of politics on defined business activities and future plans. Our clients treat region as one unique market, open for their op-

erations and people of similar requests, habits and culture.

As we would like to say, Logistics move life and connect people. We truly believe in our motto, and this is one the reason of our presence in region, without boundaries from the perspective of a logistics company.

• To what extent does your domain of business monitor technological innovations that the companies using your services must adapt to in order to survive?

- As a leader in logistical services in the region, we base most of our services on the use of modern ICT solutions: Telematics and GPS systems in the field of transport, RF networks and terminals in warehousing, PDAs and RoutePlaning systems in distribution etc. Considering that electronic data exchange is something without which modern business in our industry cannot be imagined, we have a lot of experience in this segment and currently have over 250 customer engagements around the world. Something we are currently working on that is very interesting is digital collaboration platforms with clients, in order for us to provide – in addition to data exchange and document exchange – advanced graphical tracking of shipments in real time. ■

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CORPORATE DARKO BABIĆ, GENERAL MANAGER DHL

Logistics Company For The World Our customers need efficiency and cost control, incorporated with excellent quality of service

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y 2025, DHL transportation must have 70 per cent of our own first and last mile services, with clean pick-up and delivery solutions e.g. by bike and electric vehicle. Deutsche Post DHL Group will reduce all logistics-related emissions to net zero by 2050.

• DHL has available the largest logistics capacities for delivering packages as express shipments around the world. To what extent has efficiency increased in previous years thanks to the use of new technologies?

- In our 2020 Strategy we have defined our vision as being “The logistics company for the world”, stating that our mission is “Excellence. Simply delivered”. Innovation is alive and well in Deutsche Post DHL. Our two innovation centres, in Germany and Singapore, are places where customers, academics, partners and logistics experts meet to discuss the future of

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transportation and logistics, inspired by visions and the latest trends, combining ideas and new technologies to service the growing needs of our customers. And their need is efficiency and cost control, incorporated with excellent quality of service. We are in the service industry and without solutions to satisfy the demands from various industries we will not realise

The two DHL innovation centres, in Germany and Singapore, are places where the future of transportation and logistics are discussed, inspired by visions and the latest trends, combining ideas and new technologies to service the growing needs of our customers our strategy. For example, in supply chain and logistics we are looking into how we can find the best use of

IOT, robotics and drones for timecritical deliveries, “smart glasses” for warehouse assembly-lines and product picking. DHL has invested a great deal of time and money into the development of delivery drones, and over the last few years has run several trials targeting isolated communities on small islands and in mountainous regions. Its latest autonomous effort involves not a flying machine, but rather a ground-based robot by the name of PostBOT. If you’re a mail delivery worker, the good news is that PostBOT isn’t out to replace you, rather it wants to act as your buddy, accompanying you on your rounds, carrying all the mail and, importantly, freeing up your hands so you can more easily deal with letters and packages on the move. In Germany we already have ‘packstations’ to simplify our customers’ lives.

We have looked beyond efficiency and set clear strategic goals in corporate social responsibility.

• Is Serbia in a position, in terms of its infrastructure, to be able to keep pace with DHL’s standards and procedures worldwide?

- DHL in Serbia is integrated into DHL’s network, systems and procedures. When a new product is introduced, it is our duty to our customers to deploy it locally. Our customers are aware of our capabilities worldwide, browsing the internet or using the service abroad, so their obvious question is “When can I use this benefit in Serbia?”. For us, this is a matter of complying with local legislation and having the resources and infrastructure on our market to introduce the latest transport and logistics developments.

The best example is the e-commerce revolution that is taking place all around the world. Consumers in Serbia are not observers, but rather active participants, both as buyers and sellers.

• How significant is e-Commerce to your operations?

- Whenever discussion turns to the involvement of the internet or digitisation in the lives of Serbian citizens, I can only think of the hundreds of daily shipments that are imported with goods bought online.

E-commerce increased our inbound volumes in Serbia by 30 per cent last year and contributes 25 per cent of our total outbound parcel business.

Our sales reps are talking to customers all around Serbia on a daily basis, helping them set up their online shops for international shipping. Such is the demand from SMEs in Serbia that we are planning educational workshops for e-commerce in many Serbian cities, together with the Ministry of Trade, Tourism and Telecommunications and the Chamber of Commerce & Industry of Serbia. Entrepreneurs want and need this sales channel.

• World trends support the claim that new technologies and responsibility towards clients will be decisive factors in the growth of your sector. What is DHL doing on that front?

- The answer to this question is education. We have developed a learning and development programme for our employees that enables every single employee to perform as a Certified International Specialist. This knowledge platform, incorporated in our Focus 2020 strategy, has done wonders in terms of motivating DHL staff and embedding

With all the transformation of work caused by the implementation of technological innovations, we will still need people. And we need to educate them – both our employees and our customers our customer-centric culture. More than 100,000 employees of DHL Express worldwide have been trained over the years, which enabled staff empowerment through knowledge. I am really excited about this programme, as I was one of the first managers to attend training sessions in the UK and I witnessed the positive effect on the daily work of our employees in both the EU and Serbia.

• The Serbian Government has announced that digitisation and e-Commerce will be priorities in the period ahead. What are the high priority economic sectors from your perspective and where do you see DHL in that?

- Implementation is the key word.

There is demand with entrepreneurs, both small and medium-sized, on this subject, and we see that the Government has recognised it and is ready to act. Digitisation will definitely have a positive impact on our business. Digitisation and e-commerce will impact on all segments of industry. Look at the numbers of social media users and their understanding of the positive impacts of real time two-way communication. The Millennials are known for their increased use and familiarity with digital technologies and contemporary communication tools. If companies are not prepared to engage in these conversations, well they are in for a surprise. Not only will they fail in terms of revenue and profit, but their reputation will also come into question.

DHL in Serbia looks into these subjects very seriously.

• DHL Serbia marked 25 years of operations in the country last year. You deserve great recognition not only for achieving this anniversary, but also for persisting in fighting for DHL, despite objective and subjective difficulties, to achieve the status it has today. Which stages of DHL Serbia’s development proved decisive?

- The transport and logistics industry is challenging and rewarding. An individual player without a team is unthinkable in our line of work. The success of DHL in Serbia is a result achieved by all employees that have been and remain part of our success story. I am sincerely thankful to all of them for their high motivation to make our company in Serbia what it is today. ■ WORLD MARKETS AND OPPORTUNITIES

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INTERVIEW

Pionires Of Critical Express ALEKSANDAR MILIN General Manager at Express Cargo

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ompany Express Cargo d.o.o. (Ltd.) was founded in 2002 and deals with the transportation of parcels around the world. It offers clients a top service in the field of international air, water and road transport, complete importexport services, customs brokerage and door-to-door delivery, as well as offering some other specific services...

• Your company is recognised in Serbia as a leader in its field, which is also supported by the award received from the Chamber of Commerce & Industry of Serbia. Since the company’s establishment 15 years ago, how long was required for you to reach the high market position you hold in your field today?

- We are very proud of the recognition from the Chamber of Commerce & Industry of Serbia for SMEs that we received on the occasion of our anniversary, but alongside that it should also be noted that in 2013 we received recognition from Quintiles Laboratories. This award is presented for the high-quality delivery of services, and we

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This master of agricultural engineering, top man at a transport company specialised in delivering sensitive shipments, pioneer of dry ice transportation, owner of a distillery and co-owner of a restaurant, considers that work must have various forms in order for life to be high quality received it because we have been dealing successfully for 15 years with the specialised transportation of sensitive shipments and easily perishable goods.

Market position is something that’s built upon every day, and after many years, or after our 15 years, we can say that we are satisfied with our status, but that we are going further. It is particularly important to point out that, in addition to the basic work, we also set some new standards in coop-

We could realistically say that we are also pioneers in “cold transport”, a special type of goods transport under strictly controlled conditions, to which we pay great attention, working in an extremely professional and high-quality way, and in all of that we cooperate to a great degree with scientific institutions. Apart from that, we are also the first to transport goods using dry ice

eration with scientific institutions, impacting on the positioning, for example, of cold transport chains, which is increasingly in demand, while in addition to that we also improve our activities generally.

• How much have market conditions changed in the last decade and a half, including when it comes to increased competition?

- As in any other business, market conditions change, globalisation continues at an unbridled pace, with working also diversifying in our area. Through diversification giants are created, which conquer markets in different ways and fight with the competition, through truthfully not always in a fair and professional way.

Nevertheless, I consider that quality is the only argument and the only proper way to fight with the competition, and thus earn the market one deserves. As for expansion, for now I don’t think that my company should become big, because alongside this business I also want to develop in some other directions.

• Your work is practically connected to the entire planet. To what extent do political changes, instability, serious crises and even wars pose a challenge to transport works, regardless of type and scope?

- It is true that transport is like the flow of the bloodstream, that it moves everywhere, and that literally the entire planet, or at least a major part of it, is our market. Changes have become ever more frequent over recent years, such that you never know what can happen and disrupt the completion of a job you’ve started.

These constant obstacles are indeed a challenge, but believe me when I say that there used to be more of them. After a certain period on the job we can all say “I’ve seen it all and it all happened”, but that’s often not the case. We are always surprised by some new problem, but it is also a challenge to resolve it and move on.

All in all, the great experience we have, coupled with quality staff ready to work under pressure and to deadlines and obligations, ensures we always find a solution.

• If you had to note your company’s top asset, whether that’s a particular type of service or transportation, what would you say and why?

- We were pioneers in the transport of blood and blood plasma samples under special temperature conditions and samples for research in the pharmaceutical industry, and we still deal with that very successfully. Our activities fall under the category of “critical express”, and in order for us to deal with this area we had to obtain a series of licenses and permits that are issued by state bodies. Furthermore, the equipment we possess and the vehicles we work with are also specific and specially equipped, and it is also mandatory for us to have specially trained staff.

Express Cargo has just been granted a license for a public customs warehouse, so it will operate via a public customs warehouse that will be registered to accept and dispatch medicines, with a special temperature regime – and that’s what makes our company attractive to clients, because we are constantly introducing innovations, offering something we think they will need.

We constantly strive to gain some new

licenses, because for us they also mean new markets, new clients and new jobs. The continuous improvement of services and working methods is definitely something that distinguishes us from others.

• If we focus on clients, could it be said that certain types of services attract the most interest?

- When it comes to our clients, we are happiest that we have many permanent ones, who have cooperated with us for many years, which testifies to the fact that they are

Express Cargo has also spent the last four years working as a ground cargo handling agent for Cargo Lux, for which we transport goods by road throughout the region from a hub in Budapest, in the hope that we will be able to “relocate” it to Belgrade certainly satisfied with our work. The greatest interest is certainly in critical services or dedicated transport. However, I think that we achieved our comparative advantage the most in this way, because we do not rely absolutely on domestic clients and most of our portfolio comprises foreign clients.

• As the head of the company, are you among those people who delegate obligations and have trust in your colleagues, or do you belong to the other group of managers who believe in themselves the most and have a need to control even the less important details?

- Before I opened my own company, I

worked at a German firm and there, like everyone else, I had to pass through every position, in order to oversee the entire process and see the difficulties and specificities of every workplace in the whole company. So, I set up the same concept when I founded my own firm. I pay a lot of attention to rewarding and motivating people, for them to progress and move forward, but everyone must start from the initial courier position. As for me personally, the idea is that I do not need to participate in all operations and every process, but rather

my main role, as the general manager, is to bring work. And it is the duty of operatives to do that work efficiently and effectively.

• It is less known that you have broad interests that also encompass some other spheres. In addition to managing your company, you also deal with rakija brandy production and are the co-owner of a restaurant. Is that an additional business, a hobby or a form of relaxation?

- No matter how satisfied and successful I am in this transport business, I didn’t want to neglect my basic education in agricultural technology, which is why I opened my own distillery six years ago, where I convert my newly acquired knowledge from my master studies into high-quality brandy.

Thanks to my work taking me around almost the entire world, I have enjoyed culinary specialities everywhere. Due to my desire to bring those flavours to Belgrade, I became the co-owner of a restaurant. I consider that it's better to have something you can enjoy besides work, which exhausts us all, so I think I would recommend this kind of hobby-business to everyone. ■ WORLD MARKETS AND OPPORTUNITIES

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CORPORATE TAMARA ĐORĐEVIĆ LAZIĆ, DIRECTOR, ROYAL EXPRESS D.O.O.

Royal Approach “Our logo, slogan and vehicles distinguish themselves among the competition, and our couriers are truly the best ambassadors of our business mission,” notes Tamara Đorđević Lazić, Director of ROYAL EXPRESS, with pride

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oyal Express is a relatively new company on the courier market.

However, in just a few months it succeeded in achieving that which many companies try for years to achieve, and now has more than 2,000 clients and over 19 distribution centres in Serbia. Speaking to CorD, company director Tamara Đorđević Lazić explains why the courier service is still essential in the “digital era” of the 21st century.

- Benjamin Franklin once said that time is money and he was undoubtedly right.

The truth is that if courier services today depended only on lovers of handwritten words or nostalgic urges to cultivate the beautiful tradition of sending letters, their existence would be absolutely unsustainable. Contemporary man has developed a need to express availability and for information and goods to travel, and in accordance with that, society is set the serious task of enabling that to happen.

With this in mind, we enable clients to transport the most varied types of goods, from documents to packages of various sizes with different contents and values.

Due to the expansion of internet and TV sales, as well as the demands and habits of numerous individuals and businesses, our target group is diverse in all parameters.

We are proud to state that we achieved tremendous success in just a few months.

With 19 centres in Serbia, we have real-

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ized optimal coverage of the region. We have signed over 2,000 contracts with clients, have over 320 employees and have implemented the latest technology and methodology. On a weekly basis we accept and deliver more than 50,000 items. We are in the process of obtaining the ISO: 9001 Certificate, while we’ve enabled our employees to participate in a number of training courses aimed at improving their abilities and developing a range of business, communication and strategic skills.

When it comes to the slogan “More than speed!”, our clients often add “More than service!”. Testifying to everything I’ve said is the fact is that we have been nominated by the prestigious “Belgrade Victor” event for a prize in the “Rising Brand” category.

We have over 260 new vehicles that have undergone all necessary controls and we strictly obey all rules and safety regulations • One of the key global issues on many fronts today is security. How do you ensure security in this segment of the business you deal with?

- Security is one of the basic postulates of our operations. We have over 260 new vehicles that have undergone all necessary controls. We strictly obey all rules

and safety regulations. Care for the environment is extremely important to us. We have an impressive number of vehicles running on methane, and this number is continuing to grow. During the next year we are also planning to gain the Standard ISO: 14001 Certificate, which relates to environmental protection.

• It is interesting that the company name contains the word “Royal”. What is its meaning from the perspective of your business?

- Everything that includes the epithet “Royal” in the title represents a commitment to a “royal approach”, a clear vision, optimal service and originality that gradually, but inevitably, ensures positioning at the very top of the market. This type of responsibility is the spiritus movens for developing companies that are striving to be recognisable for the quality of all the services they provide. Our company is no exception.

From the very beginning, we knew what we wanted to offer our clients, and that has never, for even a moment, been below the criteria that links us to “royal”.

Being recognisable means having an enviable advantage. Our logo, slogan and vehicles distinguish themselves among the competition, and our couriers are truly the best ambassadors of our business mission. ▪

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CORPORATE MARJANA DOBNIKAR, MANAGING DIRECTOR, FENIKSŠPED

Regional, And Global Feniksšped plays in the “first global league”. Testifying to the veracity of this statement is the fact that, during times of global economic turbulence, Expeditors International from Washington, which Feniksšped is part of, holds a firm position among the so-called “magnificent seven”. Confirming this thesis is growth of 0.8 per cent at a juncture when others are recording losses

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t was twenty years ago that Feniksšped became the exclusive agent of this global freight forwarding company, which has over 330 offices and 17,000 employees operating in more than a hundred countries.

The history of Feniksšped supports the thesis that, regardless of where you are from, responsibility, commitment and seriousness in business are recognised globally. The company was founded in Slovenia way back in 1991, with the majority owner being the Post Office of this former Yugoslav republic that is today an EU member, and Ljubljana Airport.

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WORLD MARKETS AND OPPORTUNITIES

Despite the fact that competition among freight forwarders is very fierce, in Serbia this company succeeded in “animating” more than 200 satisfied customers in just three years. Since 2014, with its office in Belgrade, Feniksšped has been providing a service in all transport domains – from air transport, marine, road and rail, all the way to multimodal, including warehousing and logistics, as well as customs brokerage services.

Although it has only been present on our market for a few years, it has already proven its reliability, in working with a large number of small and

medium-sized enterprises, but also some “big” players like NIS Jugopetrol and RTB Bor. When asked if Belgrade was chosen due to its geographical position or other reasons, the managers of Feniksšped in Belgrade answer simply: “in our business everything is important, but the most important thing is to be professional and reliable. We are relatively new to the Serbian market and our priority is to prove that we are worthy of trust in competition against serious players with a tradition in this part of the Balkans.” ▪