Our orange world in 2004
Locations and Highlights 2004 4
WeissLand Central and Eastern Europe
WeissLand United Arab Emirates
WeissLand China, Hong Kong
Annual Report Gebrüder Weiss Organisation
History – Heidegunde and Paul Senger-Weiss (1968 – present day)
Central and Eastern Europe
Air & Sea
Corporate Marketing & Sales, Industry-Specific Solutions
Gebrüder Weiss Parcel Service
Gebrüder Weiss Addresses
Gebrüder Weiss – Partner Profiles
Partner Profile Daikin
Partner Profile Schneider Electric
Partner Profile Elky
Partner Profile Bosch
. 1.1 Gebrüder Weiss in Full-Scale
A Real Stiastny: Valued at Two Million Euro The path to efficient logistics solutions at Gebrüder Weiss is one thing more than anything else: an intensive communication process between the customer and our experienced logistics specialists. Analysing processes, conceiving ideas, presenting, discussing, rejecting, correcting and combining them … until the right solution has been found. A solution that optimises the entire process and at the same time takes all of the details into consideration. Our logistics specialists are therefore project specialists as well. They know how to moderate groups. How conflicts can be utilised and turned into something positive. And how ideas are visualised. It is not unheard of that an idea sketched on one of Harry Stiastny’s (logistics manager) flip charts will end up saving a company EUR 2 million. Logistics solutions that keep their promise.
Locations and Highlights 2004
Germany Employees: 154 Locations: 6
Austria Employees: 2.415 Locations: 51
New Targets after
being undertaken to other new
the EU Expansion
member states. Rather than twice
GW Memmingen has been travel-
a week, journeys are now made
ling directly to the Czech Republic
three times a week to Poland, Slo-
and Hungary on a daily basis since
vakia and Slovenia.
10 May. Direct transports are also
Alternation of Generations at
Senger-Weiss retired from the
GW: Handing over the Reigns
management board after 36 years
With the symbolic handing over of
of leading GW, and in turn joined
the reigns by Heidegunde Senger-
the supervisory board. The new
Weiss to the new Chairman of the
management board consists of the
Management Board Wolfgang
previous board members Wolf-
Niessner, the passing down of the
gang Niessner and Peter Kloiber,
company through the generations
along with the “Gebrüder Weiss”
has been successfully completed.
[the Weiss brothers] Wolfram and
As of the start of the year, the mar-
ried couple Heidegunde and Paul
xvise Expands in Austria
GW one of the Top Ten Employ-
GW Graz Set to Grow The hand-
After Vienna and Lauterach, xvise
ers in Austria In its May issue, the
ling and storage areas have
opened a new branch in Graz on 1
“trend” magazine announced
become insufficiently small, whilst
July, in order to be able to provide
“Austria’s Best Employers”.
customer requirements have in-
fast and effective logistics support
Gebrüder Weiss was placed at the
creased. The expansion of the
in southern Austria, as well as in
ninth position and was awarded a
GW Graz logistics centre and a
the new EU member state Slove-
special award for the “promotion
re-organisation of the existing
nia. “By expanding in order to
of older employees”. A total of 56
storage operations have been
incorporate a third location we are
large and medium-sized compa-
now even more flexible when it
nies and organisations took part in
comes to customer service and
the competition. The companies
GW Linz Environmentally
support,” commented Harry
and their management were
Certified GW introduced an envi-
Stiastny, managing director of
assessed on the basis of employ-
ronmental management system
xvise innovative logistics.
ee interviews regarding credibility,
according to ISO 14001 and had it
respect, fairness, pride and team
externally certified using the ex-
ample of the Linz branch. Without exception, all GW branches must adhere to the regulations.
Switzerland Employees: 151 Locations: 7
GW Switzerland Restructured
GW Altenrhein Expands
Since 1 January, GW Switzerland
The GW Altenrhein branch has
has been managed by Roland
expanded to an operational area
Gander, who previously was the
of 2,500 m2. It is now 5,500 m2,
manager of the Gebrüder Weiss
with 4,000 racking slots available,
Lauterach branch and is now
of which 2,900 (over an area of
responsible for all of Switzerland,
2,500 m2) can be heated. This has
Vorarlberg (Austria) and South-
created further opportunities for
development resulting in an increased market presence in the warehouse and distribution logistics sectors.
All of the employee figures are average values for the financial year of 2004 (consolidation not taken into account). Only the main branch locations are shown on the map due to the lack of space. All locations however are included in the country description (incl. customs offices, logistics centres, representative offices, etc.).
Italy Employees: 2 Locations: 1
Locations and Highlights 2004
WeissLand Central and Eastern Europe
The Czech Republic Employees: 261 Locations: 7
GW Brno is Relocating The
inevitable. On 1 October, the GW
increased demands from the mar-
team relocated into the new build-
ket and customers, along with the
ing at Modrice Central Trade Park
cramped conditions in the previ-
where there is approximately
ous buildings located at Slatina
2,000 m2 of storage space, as well
Turanka 56, made the relocation of
as a highly modern office that
the Gebr端der Weiss Bruenn
accounts for a further 450 m2.
branch to larger premises
Hungary Employees: 138 Locations: 2
Slovenia Employees: 18 Locations: 1
GW Dunaharaszti Offers Two
Quantum Leap in Export Inten-
New Destinations Hungaroweiss
sive market pushes have had the
Dunaharaszti has increased its
effect that the GW team, under the
direct transports to two new desti-
country manager Alfred Gastgeb,
nations at the beginning of 2004.
has been able to increase its vol-
Now loads are transported to Arad
ume of export-shipments by 150%
(Romania) and to Kiev (Ukraine)
in 2004 compared with the previ-
GW Connects Zagreb and Ljubl-
route is very significant for GW
jana As of 1 May there are now bi-
Zagreb and Ljubljana, as the
weekly direct services operating
trade relations between Croatia
between Ljubljana and Zagreb.
and Slovenia are expanding rather
Groupage freight is transported,
partly from Slovenia, as well as transit cargo from other European Union countries. This new traffic
Croatia Employees: 31 Locations: 3
GW Zagreb Moves Into New
been relocated there. Two new
reference customers have also
It has been since April that the
been acquired for the areas of
GW team has handling areas and
import clearance, warehouse
offices that conform to the
logistics and national distribution.
4,000 m 2 EU standard. The entire warehouse of Siemens Croatia and the Siemens Archives have
Serbia and Montenegro Employees: 5 Locations: 2
New Locations in Serbia and
inhabitants. At the headquarters in
Montenegro GW has been ope-
Novi Beograd full and partial loads
rating in Serbia and Montenegro
are being processed. In Subotica
since May. The opening of two
all forwarding services except for
new branches in Belgrade and
airfreight, sea freight and railway
Subotica symbolises a growth in
shipments are being offered.
the market area of more than 100,000 km2 including eight million
Slovakia Employees: 51 Locations: 4
New Management for GW Zilina
well as several years of experience
The GW branch in Zilina (Slovakia)
in the forwarding business. At GW
employed a new manager on 1 Janu-
he will be responsible for sales in
ary: Robert Mrvis has a degree in
Northern and Central Slovakia.
traffic and control engineering, as
Bulgaria Employees: 36 Locations: 5
Romania Employees: 36 Locations: 3
Airfreight now on the List too
own local staff. In the initial stages,
At the beginning of the year, GW in
GebrĂźder Weiss is working togeth-
Bucharest, Romania, introduced
er with the forwarding company
the processing of air shipments,
Go-Trans â€“ a Romanian company
both in exports and imports, to
based at the Otopen Airport with
their range of services with their
Locations and Highlights 2004
USA Employees: 31 Locations: 5
WeissLand United Arab Emirates
United Arab Emirates Employees: 11 Locations: 1
Weiss-Rohlig Opens in Dubai
LLC in Dubai. The Vorarlberg
In October, a new branch was
logistics organisation is expanding
opened in Dubai together with our
its international network with
partner Rรถhlig & Co. The Al Man-
Dubai, which is located at an
soori Group is the local business
important geostrategic location.
partner of the Weiss Rohlig U.A.E.
WeissLand China, Hong Kong
China and Hong Kong Employees: 164 Locations: 12
Weiss-Rohlig Office in Shanghai Expanded Austriaâ€™s Vice Chancellor Hubert Gorbach opened a new office of the Weiss-Rohlig joint venture in Shanghai on 6 November, as part of an official celebration. In spite of a tight tour schedule, the Vice Chancellor and Minister for Infrastructure and Transportation did not miss the opportunity to personally look around the newly opened premises on Hubin Road in Shanghai. An acute lack of space in a location that is developing extremely dynamically was the reason for upgrading the size of the premises.
Singapore Employees: 17 Locations: 2
The air conditioner manufacturer Daikin was in the process of re-structuring and looking for a global partner to be its sole logistics service provider. It found this partner in GW. Mario Renner and Michael Fischlein have been inseparable ever since. Well, almost.
Daikin is based on the Campus 21 Industrial Estate in Brunn am Gebirge, Austria. One of these office blocks adorned with countless company logos that follow one after the other, including cafes intermittently dispersed and a McDonald’s restaurant. Inside the office, Mario Renner, representative of GW Vienna, and Daikin’s sales planning manager Michael Fischlein greet one another like old friends. One of them, Mario Renner, is blonde, blue-eyed and athletic. His favourite food is pasta. His partner, a German, who has remained in Vienna since finishing his studies here, has dark hair, brown eyes and a smile like Tom Cruise. His favourite food is – pasta! It all began two years ago. Daikin Central Europe, an affiliated company of Daikin Europe, one of the leading manufacturers of air conditioning systems with head-
quarters in Ostend (Belgium), decided, after placing a tender, to assign the warehousing and distribution of its goods to GW. The tender was the result of quality problems encountered with the competing company, as well as the general plan to no longer deliver to Eastern Europe from the headquarters in Ostend, but rather via its own warehouse. “We were looking for a global partner,” explains Michael Fischlein. “Daikin Central Europe, which operates in eleven different countries, was to be supported by a single service provider in the future.” The tender consisted of the following requirements: a central warehouse as well as regional warehouses in Eastern Europe, tracking and tracing systems, electronic communication and transports. “Our logistics supervisor Jean Dimanche and myself looked through all of the presentations that were submitted, inspected the warehouses offered, compared prices and recommended Gebrüder Weiss to the headquarters in Ostend.” Ostend gave the OK – GW won acceptance of the tender. “I found out on my 36th birthday,” recalls Mario Renner who is responsible for the Daikin project, still enthusing about the special gift he had received that year. A decisive factor in the acceptance of the tender was the fact that the GW locations fit in with the Daikin
Thanks to H&M and Zara for fitting out our „models“. Stylist: Evelyn Nothnagl.
“We solve problems by discussing them.”
Michael Fischlein, Sales Planning Daikin
Mario Renner, Sales Manager GW Vienna
concept, almost as if they had been tailor-made for this purpose. GW was also able to play off its regional strengths particularly well. The DACE central warehouse was then established in Vienna. The entire demand planning is controlled from here for the other four regional warehouses in the Czech Republic, Slovakia, Hungary and Romania. With regard to information technology, the entire stock management controlling is carried out for all of the locations via the GW ELK warehouse logistics software. This only started in full force in the middle of May 2003 with the switch from the previous competing company to the new partner GW and the opening of the central warehouse in Vienna. “The two of us loaded 17 trucks together by hand!” reminisces Michael Fischlein, recalling the day that he and Mario Renner – not as smartly dressed as they usually are for once – joined the warehouse workers. An activity like that is a bonding experience! But the main reason why this business partnership works so well is the direct personal contact that the duo – completely in tune with one another – have so excellently fostered from the outset. “We solve problems by discuss them,” says Mario Renner. Michael Fischlein adds: “The flow of information is very important to us!” Do you both have daily contact with one another then? Mario Renner: “No, it’s not that bad!” Michael Fischlein: “Neither of us would be able to cope with that!”
Jean Dimanche, Logistics Supervisor Daikin
Air conditioning system by Daikin, Hotel de France, Vienna
Daikin Europe was founded in Ostend, Belgium, in the early 1970s. Currently, 80 per cent of the systems sold in Europe are also produced in Europe. In 2004, Daikin Europe, with 1,800 employees, recorded a turnover of EUR 1.134 billion, making it the leading company in the European air conditioning system industry. The new Daikin Central Europe office in Brunn am Gebirge near Vienna takes care for increased proximity to its customers in the local market with 10 employees. 70 employees at this location are in charge of customers in the Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Serbia and Montenegro, Bosnia-Herzegovina, Macedonia, Croatia and Slovenia. Daikin undertakes procurement transports, as well as warehousing and delivery to Eastern European markets with GW. In the peak season, in July 2004, 352 delivery orders were finalised with 2,689 items. Daikin Airconditioning Central Europe Handels-GmbH Austria Department Campus 21, Europaring F12/402 A-2345 Brunn am Gebirge, Austria Phone: +43/2236/325 57, Fax: +43/2236/325 57-900 E-Mail: firstname.lastname@example.org
Gebrüder Weiss Holding AG Annual Report 2004
The financial year 2004 has been a very successful one for Gebrüder Weiss. Sales, added value and the result of operations were even better than those in an already very pleasing year in 2003. The unusual challenges such as the introduction of road pricing in Austria, and the EU expansion on 1 May were overcome – thanks to well-directed planning. Both the services provided and the “orange network” were expanded; an increase in quality and customer satisfaction could be measured. As in previous years, a substantial investment has taken place. The number of employees has increased and Gebrüder Weiss was selected as one of the best employers in Austria. The planned passing on of the overall organisation to the next generation at the top management level also took place. In the field of infrastructure there were significant changes. First and foremost, the clarification of the location issue in Vienna needs to be highlighted. The old plant in St. Marx was successfully sold and an area south of Vienna amounting to more than 100.000 m2 was acquired at the
Net Sales 708.3
607.2 573.9 555.2 499.5
318.7 283.8 SFY 2001
same time. A total investment of EUR 50 million was released for the establishment of the new terminal in Maria Lanzendorf. Completion is planned for the middle of 2006. This will provide a concentration of logistics, land, air & sea transport activities for the first time in the Eastern Austria region. Optimum working conditions and the improved use of synergies will also ensure the GW’s future capacity to compete. Once 100% of the logistics zone of Tyrol in Hall had been acquired, a modern handling terminal could be set up and put into operation in this area. The foundation for a new logistics facility near to the intermodal terminal was laid in Wels/ Pernau, which has strengthened the organisation’s sustained presence in one of the most important markets in Austria. A larger parcel facility in Sulz/Vorarlberg has been invested in as well. The capacity in Graz, Austria, has been expanded, and land and property taken over as a leasehold and freehold for the Maria Saal/Carinthia branch. Real estate bordering the Passau branch was acquired and a budget for rebuilding and upgrading the terminal was approved. In Brno, Czech Republic, the opening of a new facility took place. The construction work was started in Senec/Slovakia and the relocation to Zagreb completed. A countrywide organisation was founded in Serbia and Montenegro with headquarters in Belgrade and an operating platform in Subotica. Another focal point was in the development of personnel. A new program for recruiting and qualification of trainees and high potential employees was introduced to complement the vocational and advanced training that is already in place. This is designed to clearly communicate that Gebrüder Weiss allocates the appropriate level of importance to the “human factor” in the service provided.
GW-Management Board 2005: F.l.t.r. Wolfram Senger-Weiss, Wolfgang Niessner, Peter Kloiber, Heinz Senger-Weiss.
Another initiative is designed to strengthen the international exchange of staff and experiences. Surface transports – national and international – have made a magnificent contribution once again. The strengthened networking of individual Gebrüder Weiss sites was achieved in the same manner as the consolidation and expansion of international partner relations. A further harmonisation of standards is also being strived for in order to stabilise productivity and quality at the highest level. Significant progress was made with the integrated introduction of the new forwarding software. Slovakia’s, Slovenia’s, the Czech Republic’s and Hungary’s entry into the EU has completely altered these countries’ requirements. The simplified handling procedure – resulting from the abolition of customs clearance – is pitted against increased demands regarding transit time, loadingfactor and communication. Local GW organisations were carefully prepared for this new situation as part of the EU-FIT programme. Further intensive efforts will be required however to achieve the agreed on medium-term targets. Particular mention should again be made of the parcel service that was able to defend market and quality leadership in Austria in 2004 under the DPD brand.
Already in previous years GW has set clear emphases regarding logistics. This trend was strengthened still further over the course of the reporting year. Increased demand was accommodated with individual, client-oriented solutions. Significant outsourcing projects could be realised for internationally renowned customers. The IT applications for procurement, warehouse and distribution logistics that were developed in-house have been very widely accepted.
Distribution of Added Value to Business Segments Courier, express and parcel services 17%
National transports 11%
International surface transports 33% Air & Sea 11% Customs 5%
Heidegunde Senger-Weiss, Wolfgang Niessner.
In general, GW was able to strengthen its reputation as an innovative and financially successful company, which several awards and prizes have confirmed. GW’s takeover of E.T. Logistics should also be mentioned in this context, which has led to the successful introduction of tectraxx (“Solutions” for customers in the high-tech or telecommunications sectors) for repair logistics. The partnership with the Bremen ocean freight forwarding company Röhlig & Co has been strengthened further in 2004. The joint venture Weiss-Rohlig in China has put the A-licence in operations, providing it with significantly better opportunities in this fast-growing market. At the end of the financial year, Weiss-Rohlig China was operating in 11 branches already and was employing 130 staff members. Weiss-Rohlig in Hong Kong and Singapore is also developing very positively. The setting up of a GW organisation at an early stage in this difficult but fastgrowing market has meant that we have been able to gain customers and market shares – even in the face of “global players”. The founding of Weiss-Rohlig in Dubai has created an organisation led by GW that is located in this important hub in the Middle East. After the installation of five Weiss-Rohlig bases in 2003, the USA has reported growth according to the plan and has provided for future growth.
management board – Wolfgang Niessner, Peter Kloiber, Wolfram and Heinz Senger-Weiss – took place at a celebration that had an excellent atmosphere in the presence of the GW top management. The management board – on behalf of the entire workforce – expressed their special thanks to the outstanding entrepreneurs and married couple Heidegunde and Paul SengerWeiss for their extraordinary achievements that have made GW into a leading Austrian company of European importance. Continuing this work and securing the independence and character of Gebrüder Weiss for future generations will be no easy task. A word of thanks shall go to the shareholders, supervisory boards, customers, partners, and friends of the company for their support, as well as to all of the GW employees for their dedicated commitment and hard work.
Lauterach, 8 June 2005
Heidegunde Senger-Weiss After 36 years of service at the helm of Gebrüder Weiss, Heidegunde and Paul Senger-Weiss acted on their previously announced decision to transfer from the operative management board to the supervisory board, taking effect at the end of the year. The handover to the newly formed
. 1.1 Gebr端der Weiss in Full-Scale
Stamped At a closer look it is clear that some of our employees are given a stern stamping on a regular basis. This is because a strong logistics network is necessary before your goods can be shipped securely and efficiently around the world. A network consisting of high-performing local partners. A network in which partners also work excellently with one another. Such a network is not built up by telephone or e-mail. Personal relations form the basis for this network. And that means a passport full to the brim with stamps for some GW employees. It is as simple as that. And so complicated. So that you, as a GW customer, have somebody all around the globe who is working with personal dedication to transport your goods. Highly personal global transport solutions.
Farewell – Off into the Future 36 Years of Gebrüder Weiss with Heidi and Paul Senger-Weiss
At the end of 2004, Heidi and Paul Senger-Weiss transferred from the operative management board to the supervisory board. A retrospective look over an eventful and successful period through which they have guided our centuries-old family-run company. In the last 36 years, Gebrüder Weiss has undergone various positive developments. One key to its success has been that Heidi and Paul Senger-Weiss have never lost touch with reality, or their belief in the future, and have always remained humble: “We know that we have to work hard on a daily basis with the help of all of our employees’ personal dedication in order to achieve every new success – just as much today as in the past.” In May 1968, Ferdinand Weiss, who managed the company from 1921 through a particularly difficult time, died unexpectedly. He assigned the responsibility of running the familyrun company to his daughter Heidi, who was just 27 years old at that time. A little later she was able to share this responsibility with her husband Paul Senger-Weiss. At that time, Gebrüder Weiss was an approved, financially stable Austrian domestic general freight carrier that was represented in almost all of the federal states. Foreign traffics were largely limited to the processing and clearance of import vehicles. GW used foreign hubs for exports and had only started to become active in airfreight. “And then there was GW Hamburg, our gateway to overseas,” recalls Paul Senger-Weiss, thinking back to a period three and a half decades ago. With the help of competent managers – a change of generation was nevertheless well due – the married couple Senger-Weiss implemented a series of changes that had a very large impact on the company under their management. In
1972, the OHG (general partnership) became a GmbH (limited company). Finances and capital resources were newly stuctured. Internationalisation The internationalisation of transport networks was a very significant step. In 1970, GW Dornbirn started the first European direct groupage transport by truck from Rotterdam to Vorarlberg (Austria). Shortly afterwards, own truck connections were established with the UK, Germany and Scandinavia and extended to the entire Austrian network. At present, a dense network of synchronised transports directly connects all of the important European business centres with the six key Austrian economic regions. The density and geographical size of the network has made GW into a leading freight forwarding company in Europe. The company also invested strongly in the overseas sector. Transport connections with the Middle East, Japan (at that time on the “TransSiberian Railway” as well), the USA, Canada, Africa and especially Nigeria that was booming at that time, as well as a global airfreight network were all established in the 1970s. By the beginning of the 1980s, the proportion of the GW organisation’s international business in Europe and overseas already amounted to approximately two-thirds. It was essential at that point to establish a network of competent, mainly long-term partners that were just as strongly anchored in their own countries as GW was in Austria. New Locations The company resolutely pressed ahead with the reorganisation and expansion of its branch network. The branch offices that were lost after 1945 in Switzerland and Southern Germany were re-opened. New locations had to be
Ferdinand Weiss dies unexpectedly. His daughter Heidi takes over the responsibility of running the company, together with her husband Paul.
The beginning of the internationalisation of transport networks.
The OHG (general partnership) becomes a GmbH (limited company). Finances and capital resources are newly structured.
The first electronic data processing system is installed for the accounting department in Vorarlberg.
Heidi and Paul Senger-Weiss, 1968.
established everywhere in Austria, preferably on freehold land and most importantly with good transport infrastructure – not just to main road networks but also to railway connections. In the 1970s and 1980s, the Austrian branch network was completely reorganised. There is only one single GW branch still remaining that existed in the same location in 1968 – in Feldkirch. After 1970, construction took place in Linz, Wels and Feldkirch; in 1973, an outpost of the Dornbirn branch began its operations in Lauterach; by 1978, a new facility in Innsbruck was completed; then, in 1980, the branch in Graz. In 1981, the longed-for terminal at the Wolfurt cargo station was integrated into the GW network – after ten years of negotiations with Austrian National Railways. GW Bregenz made way for the building of the Bregenz Festival Hall. In the same year the colleagues in Vienna occupied their new facility in St. Marx. And in 1985, a new transshipment terminal in Linz was opened that was highly modern at that time and still counts as one of the best terminals available within the organisation. Simultaneously a new, larger terminal was completed in Lauterach for the Dornbirn branch. This is where the company headquarters then relocated to – after 400 years in Fussach and 110 years in Bregenz. In July 1985, the new headquarters were officially opened in the presence of the Federal President Dr. Rudolf Kirchschläger and the head of the Vorarlberg government Dr. Herbert Kessler. In 1986, the start of operations in the Salzburg terminal brought the Austrian branch network to completion.
All of these locations have been continuously expanded and modernised ever since, in line with the development of the business and true to the GW philosophy: “Investment according to a calculable demand rather than an uncertain future.” Two large terminals – the LZT in Hall in Tyrol and the logistics centre at the Wels intermodal terminal – have been realised very recently, thanks above all to Paul Senger-Weiss’ negotiating skills. Expansion of WeissLand in Europe The regionalisation of the company took place in a target-oriented way in countries where there were no respective agents. From the end of 1989 onwards, after the fall of the Iron Curtain, GW began to expand into neighbouring countries to the CEEC as a fullscale freight forwarder with its own terminals. After the founding of the company in Hungary in 1989/90, own sister companies opened in Prague, Bratislava and Slovenia during the financial year of 1991/92. Branches in Croatia, Romania, Bulgaria and Serbia and Montenegro followed suit after the turn of the millennium. The branch networks in the new Weiss countries have been expanded on a continuous basis. Overseas Expansion Paul Senger-Weiss recognised the economic potential of China as early as in the mid-1970s and initiated the first contacts with the Middle Kingdom. He travelled to China together with his wife and a small business delegation in 1978 – the year of the horse. It nevertheless took until the next year of the horse in 1990 to realise the organisation’s first office
Paul Senger-Weiss initiates first contacts with China.
The proportion of the company’s international business amounts to approximately 70%.
After 400 years in Fussach and 110 years in Bregenz, the GW headquarters relocates to Lauterach. The new terminal is officially opened with large-scale festivities.
The first integrated logistics solution is realised for a large customer. The new branch in Salzburg completes the Austrian network.
there. But GW was one of the first European forwarding companies to open their own offices in Shanghai, and a little later in Qingdao. A company takeover in Hong Kong followed suit. The overseas network of the GW organisation witnessed a strong surge in development with the founding of the “Weiss-Rohlig” joint venture between GW and the Bremen forwarding company Röhlig in 1999, with locations in Singapore and eight other sites in China. 2003 saw the establishment of an organisation in the USA (5 self-owned locations). In 2004, another location followed in Dubai, the transport hub of the Middle East. An important milestone was also reached this year in China: Having implemented with the A-licence, GW in China has become an authorised full-scale freight forwarder with over 150 employees working in a total of eleven locations! Technological Modernisation In 1972, GW made the decision to invest in a modern, electronic data processing system. In the following year, the Vorarlberg accounting department had the fortune to receive an electronic computer wit punchcard storage, which – economical as ever – was shared with an industrial company. GW thereby became one of the first forwarding companies in Austria to invest in modern technology, and especially in software development and specialised staff. “We have maintained our leading and innovative position in the IT field of our business sector ever since,” say Heidi and Paul Senger-Weiss with pride. The electronic network of all locations of the GW organisation was completed as early as 1990. And by 1997, the GW organisation was already providing its customers with shipment information via the internet. In 1999, GW secured its leading position in the European forwarding business in the webbased logistics management sector with the founding of its subsidiary inet-logistics. New Products in the Transport Sector Heidi and Paul Senger-Weiss have also established trends in the last 36 years in the development of new forwarding service products. At the beginning of the 1980s, swap trailers were used to set up scheduled cargo traffics for the first time within the GW network and with forwarding agents on
1988 Start of the DPD parcel service (known at that time as APS). Breakeven point attained after ten months.
an international level, with fixed departure times and transit time guarantees. This laid the foundation for all other forwarding products – from Weiss24 to Orange on Time. “The pioneering achievements in the parcel sector in Austria were undoubtedly a direct hit,” says Paul Senger-Weiss, recalling the 2 May 1988, the day the DPD (APS at that time) was implemented – the first 24h parcel service to serve all of Austria. After just ten months, this service, along with two other forwarding companies as partners, reached the break-even point of 5,000 parcels a day. “And at that time in the industry nobody had reckoned with us entering into a joint venture. But we are still successfully operating as the joint market leader in the Austrian DPD parcel service sector. This is due above all to the excellent quality of the service, such as the consistent video surveillance in all of the terminals.” Logistics Solutions and Industry-Specific Consolidation Our dedication to providing logistics solutions that are tailor-made for customers also proved to be an important step for the future. Even in 1986, when the term “logistics” was unfamiliar to most people, GW took over both the warehousing and transport management for a large customer in Vorarlberg, successfully realising an integrated logistics solution. The organisation invested in the establishment of logistics expertise on a very large scale in the years that followed, both in the terminals themselves and especially in the know-how of employees. In cooperation with the young board members, industry-specific solutions such as leisure & sports and automotive logistics were created, the business unit for high-tech logistics tectraxx was established and the business consultancy xvise innovative logistics was founded. Staff Training In 1988, Heidi and Paul Senger-Weiss set up the Ferdinand Weiss Fund – the financial basis for an ambitious, internal training programme – because they attached great importance to the training and advanced training of employees. In this way, a radical training reform was introduced from apprenticeship training to regular employee training courses, right through
Expansion into Eastern Europe begins after the fall of the Iron Curtain.
First office in the Far East is opened in Shanghai.
GW is one of the first forwarding companies in Austria to be certified according to ISO 9001.
Caesura: Austria’s entry into the EU means the loss of customs business. GW is forced to cut jobs on a large scale. The forwarding industry-specific AUSPED labor establishment is brought into being.
Heidi and Paul Senger-Weiss, 2004
to the Orange Future Project (a qualified trainee programme) that was started in 2004. This implementation has proven very successful and has contributed to GW being selected as one of the “Best Employers in Austria” based on employee interviews carried out by an independent institute. During the 36 years in which Heidi and Paul Senger-Weiss have managed the company, they have provided the drive for continuous upward financial growth without any larger acquisitions or mergers. The distinctive GW identity was therefore able to make its mark throughout the entire company. In this way, the small Austrian forwarding company of 1968 has grown into the internationally operating logistics company of 2004 in the European WeissLand “from Basel to Bucharest” with its global connections. And all this, even though “difficult times” have been encountered on more than one occasion during these many years. In the middle of the 1970s – the first oil shock – there was a massive economic slump. The volume of shipments in the Vorarlberg textile industry shrunk in some cases by 75%! Wars at the beginning of the 1990s in the Persian Gulf and in former Yugoslavia meant the complete breakdown of important transport routes. But the largest slump to hit the GW organisation was certainly Austria’s entry into the EU in 1995. GW lost almost half of its turnover and the basis for many employees’ livelihoods with the abolition of the customs clearing business, which had been very important to the organisation up until then. This was the only occasion in the history of GW that
jobs had to be cut on a large scale. Paul SengerWeiss’ own personal commitment resulted in the AUSPED labor establishment being brought into being for all employees affected throughout the entire forwarding industry. Well-Prepared Generation Change. Over the past seven years, Heidi and Paul Senger-Weiss have been investing much time and effort into the preparations for a change of generation within the organisation. For this purpose, the management board was extended to four persons in 1997. And in 2002, the family holding company was set up as a family owned AG (public limited company), long-term stipulations under company law were met and the future management board members began the adjustment period in their new job. On 1 January 2005, Heidi and Paul Senger-Weiss placed the operative responsibility for GW “in competent and reliable, younger hands.” The management board is now occupied by the chairman (CEO) Wolfgang Niessner, Peter Kloiber and the Senger-Weiss sons Wolfram and Heinz. Changes also took place in the regional and branch management, as well as in important central functions. The company philosophy, influenced by Heidi and Paul Senger-Weiss, which has been summarised in the values of the Orange Way for GW, will however remain the same in the future and secure continued success as an independent, family-run company that is a transport and logistics market leader in its region.
The internet shipment information system ISIS is introduced. SAP is also implemented in the organisation’s finance departments before the turn of the millennium.
The family holding company becomes an AG (public limited company). The trainee programme “Orange Future” is launched.
Heidi and Paul Senger-Weiss transfer to the supervisory board and assign the responsibility for running the company to the new chairman Wolfgang Niessner, Peter Kloiber and their two sons Wolfram and Heinz Senger-Weiss.
Elke Obertautsch, Owner of Elky Matratzenerzeugungs GmbH
When Elke Obertautsch met Markus Ebner – one of the two GW Maria Saal managers – she doubted whether GW could solve her distribution problem. The goods that she sells are bulky, awkwardly shaped and anything but “easy to handle”. The meeting point is the South Shopping City mall, in a café next to the “Leiner” furniture store. Elke Obertautsch has an appointment there afterwards. This elegant lady from Carinthia, a Southern province of Austria, is the owner of Elky Matratzenerzeugungs-GmbH. She took over the family business ten years ago – from one day to the next and as a mother of three children. “I was thrown in at the deep end. But a great team and the operation’s manager supported me a great deal when I first started.” Based in St. Michael in the South of Carinthia, the saddler and lorimar workshop founded in 1927 has grown in the last seven decades into a highly modern company that produces mattresses and reclining furniture which stand for quality, flexibility and innovation. The company delivers around 30,000 mattresses every year together with Gebrüder Weiss.
“We had a problem with our previous logistics partner,” explained Elke Obertautsch, recalling the start of the partnership between her company and GW one and a half years ago. “Mattresses were being damaged and soiled during transhipment, and were then delivered to customers in this state. The customers were reacting accordingly. They were quite annoyed, as you would expect.” Elke Obertautsch contacted GW Maria Saal and described her problem. “It was then that I met Markus Ebner, a dynamic young man, who responded by saying: I can’t believe that! There must be a way to sort this out!” Transporting mattresses is no easy task – this type of cargo is bulky and requires special handling. And the larger the cargo is, the more difficult it is to handle. Mattresses cannot simply be lifted from a truck by a forklift and dropped off in the warehouse. They have to be handled by hand. In other words: a high level of physical exertion is required from those employees handling the mattresses. GW Maria Saal found a solution: a domestic distribution for Austria, specially designed for Elky Matratzenerzeugungs-GmbH and incorporating special handling methods.
“We have a new line of business. Mattresses!”
Mattresses from Elky
Kurt Hofer, GW Maria Saal Warehouse Manager
The WDG (WeissDirektgut) system used has made it possible for GW Maria Saal to deliver approximately half of the mattresses from the production plant to the customer with just one handling process at the very most. The other half is forwarded via the national distribution system Weiss24. How could Kurt Hofer, the warehouse manager of GW Maria Saal, forget the day that Markus Ebner announced: “We have a new line of business. Mattresses!” He also let him know that they were talking about an average of 400 mattresses a week. “Good grief,” sighed Kurt Hofer, “so large and so heavy! And so many of them.” But even the largest and most difficult-tohandle king-size mattresses do not get the better of Kurt Hofer. “I have developed a special method of handling,” he says proudly. “Five men are involved in the unloading of the truck. One inspects the delivery receipt and ticks it off on their list, while the other four carry the mattresses out of the vehicle and place them in their designated storage places.” A rotation system means that everyone has its turn at carrying and ticking off. Special transporting machines have also been developed in Maria Saal that can grip up to ten mattresses at a time, thereby shortening warehouse distances when reloading. In this way, employees handling the goods
do not run out of steam and the mattresses are no longer “dragged” along the floor. Elke Obertautsch is satisfied with the fact that the instances of damage have been reduced to practically nil in a distribution of approximately 30,000 mattresses a year.
Founding of a saddler and lorimar workshop in Southern Carinthia, at the foot of Mount Petzen, by Engelbert Skias
Relocation of the company, which had since
The mattress brand name “Elky” is introdu-
grown in size, to St. Michael near Bleiburg. ced, named after Elke Obertautsch (maiden name Skias). 1994
Elke Obertautsch takes over the company.
Under the management of Elke Obertautsch and her daughter Ariane, the Elky Matratzenerzeugungs-GmbH has grown into a production plant of mattresses and reclining furniture that is run in the most modern way.
Elky Matratzenerzeugungs-GmbH A-9143 St. Michael 11, Austria Phone: +43/4235/2541, Fax: +43/4235/2865 E-Mail: email@example.com
The Future of GebrĂźder Weiss
A long history and the success of the present both form the basis for our future goals that I am very pleased to present you here: 1. Independent and cooperative Today GebrĂźder Weiss is one of the largest companies in Austria that is 100 per cent familyowned. This independence will be retained for a long time to come because it forms a part of our identity and our success. At the same time, we will continue to remain open to enter into any form of partnership. 2. Expansive and determined We want to strengthen and expand our position in Central and Eastern Europe, as well as in selected overseas markets. As a regional player with global connections we want to challenge global competitors with our expertise, quality, flexibility and individuality. 3. Dependable and market-oriented Our short-term goal is a seamless organisation to ensure that we are perceived by customers and partners as a homogeneous, predictable company to an even greater extent. Operational excellence and consistent market orientation should put us in the pole position. 4. Structured and personal The highest level of productivity is needed, especially in national and international groupage services. We will be optimising our processes accordingly, for example with the introduction of the barcode project throughout the entire system. Despite the importance of technical aspects we will only gain a competitive advantage with the help of individual employeesâ€™ professionalism and the culture lived within the company.
5. Traditional and innovative GW has long since grown beyond its role as a carrier and freight forwarder, although these activities continue to represent a solid foundation for our success. We will continue to develop and enforce existing instruments for procurement, warehousing, distribution and contract logistics, in order to provide distinguished customised solutions for complex logistics requirements. 6. Focussed and reliable We are the best logistics service supplier in our geographical operating area, the number one address in when it comes to expertise, quality and service. An adequate yield on turnover enables our power to invest. The GW brand can be trusted; it stands for the best cost-performance ratio and the reasonable use of resources. Sustainability is more than just a buzzword to us. Please continue to accompany and support us along the *orange way.
Wolfgang Niessner Chairman of the Management Board
. 1.1 Gebrüder Weiss in Full-Scale
Beam me up! Warning: Those who look closely will increasingly find armed employees in our handling areas. Who ensure that over 6,000 tonnes of goods in our national distribution systems reach their recipients on a daily basis. Anything from parcels to machines weighing two tonnes. Throughout the entire network, within 24 hours. Our premium products “Orange on Time” and “Secure” allow this process to take place even quicker and more securely if necessary. We are continuously developing our transport processes to ensure that such systems function cost-effectively and at a high level of quality. We use modern identification technology where applicable and are researching today the technology of tomorrow. We already have the “laser guns”. But it will take a while before there is a beaming system available. Efficient distribution with system.
Confidence in our own Strengths
New Year’s Day 2004 was awaited with trepidation by Walter Konzett in the “WeissLand” product management: After months of intensive preparation, the Austrian road pricing system went into operation on 1 January. “No one knew at that point if the road pricing system would be a success or if we would all be plunged into a huge toll chaos,” recalls Konzett. “But apart from a few small inconsistencies with the operating company Europass due to dysfunctional “go boxes”, it was a smooth, technical start. As in the previous year, 2004 saw intensive work on the continued development of a seamless logistics organisation from Basel to Bucharest. Intelligent grouping of shipment flows paired with some significant increases in volume has meant that a clear increase in the level of service has been able to be achieved on many routes. The organisation offers their customers a strong network in this European future region, with over 400 transports running between GW terminals every day. Konzett strongly highlights the development in Hungary in particular: “Dunaharaszti has established itself in the past year, alongside Vienna, as an important platform for shipments in the direction of South Eastern Europe. The promotion of the organisation’s traffic routes was, of course, accompanied by massive efforts on the market. The marketing and distribution campaign “ICD Intra Corporate Destinations” that was initiated in 2003 was pressed ahead more intensively in 2004. “With a growth rate of over 18% across the entire organisation, we have exceeded our company targets by far in comparison with the previous year,” says the product manager, clearly pleased at this success. But he qualifies his enthusiasm: “I am nevertheless not entirely satisfied, as the growth rates vary greatly from branch to branch. And I still recognise potential in some locations and countries that needs to be tapped into!”
Gebrüder Weiss demonstrated its pioneering spirit in the case of EU expansion: The express service “Orange on Time”, which is already established in Austria, was introduced in selected post code areas of the new EU states Slovakia, the Czech Republic, Hungary and Slovenia on 1 May 2004. “The abolition of customs borders has made transport logistics easier. We have taken advantage of this opportunity in order to be able to offer our customers faster and qualitatively better transport products with exact forwarding times from, to and between these countries,” says Konzett. Fresh ideas were introduced to the field of domestic distribution by the product management in 2004. These systems – primarily in Austria of course, but also in CEE countries to an ever-greater extent – form the backbone of the GW organisation. High shipment volumes are pitted against very low margins in this hard-fought market. Whilst this had been accepted in a way as a matter of course for many years, Konzett, upon becoming product manager, also set himself and his team ambitious targets for profitability and quality in this sector. “In terms of quality, we have the best distribution system, and sometimes undersell ourselves.” The product management therefore intensified the teamwork within the domestic workforce even more in 2004. A real team has resulted, “with which we can operate in a fast and flexible way.” Innovation: Three volume scanners have been brought into operation in the terminal, with which the volume information of shipments can be checked and corrected if necessary. “Our confident negotiating of prices has also meant that although the shipment volumes are slightly down, we are finally seeing a return on investment – albeit a very small one,” says Konzett enthusiastically.
A System comes into Blossom – “Distribution Austria” for Gardena The name Gardena is well known to all greenfingered people. This internationally leading manufacturer of intelligent yet simple products for the planning, design and maintenance of gardens and houses, with headquarters based in Ulm (Germany), distributes its goods in Austria with Gebrüder Weiss and DPD. “We collect the shipments by truck from the distribution centre in Ulm on a daily basis. Upon arrival in our Wolfurt terminal, the delivered goods are then checked using barcode scanning against the shipment list that has already been sent by long-distance data transmission. The individual shipments are then fed into various systems according to their size and priority,” says Thomas Forster, project manager, explaining the work processes used for Gardena. All GW domestic transport systems are put into use here, depending on the size and priority of the shipment.” Normal shipments are carried out using Weiss 24 and Weiss Direkt, whilst normal parcels are distributed via the DPD (“Direct Parcel Service”). “And we use the premium products Orange on Time and Primetime for urgent cargos,” adds Forster. Over 2,000 tonnes were distributed in total in 2004. The extreme peaks in shipment volumes present a particular challenge. “When the lilies of the valley spring up and the gardening season begins in earnest it is all systems go here!” says Forster, smiling benignly. A special security system has been developed together with the customer to ensure that the level of quality remains high, even during stressful periods. The Gardena distribution centre in Austria receives status reports about all shipments on a daily basis. And if there happen to be any problems anywhere, GW Gardena will inform the customer immediately. A comprehensive quality report is compiled on a monthly basis. QS meetings also take place four times a year where gardening specialists discuss opportunities for improvement with GW. “There is real teamwork between the Gardena logistics centre in Ulm, their distribution team in Korneuburg and the entire Gebrüder Weiss team – from truck drivers to managers. Excellent cooperation between companies forms the basis for the top quality of this service,” adds Forster.
Central and Eastern Europe
Embodying the Golden Stars
Important events are often foreshadowed. This was certainly the case when it came to the expansion of the EU. Long before 1 May 2004, the hopes, expectations and often fears could be clearly sensed on both sides – from both the citizens of the “old” EU countries and those who were to become part of this large European community from this date onward. The entry of ten new member states only affected four countries within the Gebrüder Weiss organisation however – Slovakia, Slovenia, the Czech Republic and Hungary. Perfect Preparation. “We anticipate an increase in productivity as a result of the abolition of customs clearance and a reduction in administrative paperwork. But we are also expecting an increase in competition,” explained Vladislav Hamouz, manager of Gebrüder Weiss in the Czech Republic, several weeks before his country’s entry into the EU. His colleagues in the other three countries about to become EU member states also had similar expectations. Their entry into the European Union was therefore thoroughly prepared: Core teams were installed in all four countries that developed solutions in cooperation with CEE experts from the entire GW organisation and representatives from several Austrian branches so that Gebrüder Weiss could continue to build on its prominent position in Central and Eastern Europe. “The basic idea behind our efforts was to establish cooperation between all country organisations involved, with their various strengths and potentials,” explains Thomas Moser, regional manager of Danadria. Thanks to these preparations, the entry into the EU went off without a hitch for these four GW organisations. “We had many customers and therefore relied on a great deal of income from customs clearing. In spite of this, the entry has not been as bad for business as we had expected. The transition was also made easier
for us because we have acquired a new large customer as a result of the EU expansion,” sums up Anna Mrazova, manager of the GW in Slovakia. Countries were hit by one bitter blow, however, in addition to all the challenges that went along with 1 May: The abolition of customs clearing and the resulting loss of the respective revenues meant that several redundancies have had to be made in almost all branches. In spite of the EU entry, Hungary managed to make a quantum leap in the development of export shipments in the last financial year, under the country manager Alfred Gastgeb. He summarises the achievements of his forwarding and distribution team: “An increase of almost 150% within the timeframe of a year is a pleasant reward for the very intensive efforts that have been made on the market.” An increase in shipment volumes has meant that Hungary has been able to establish scheduled cargo and encounter traffic to an ever-greater extent – thereby increasing its productivity even further. In the Czech Republic, efforts were focused on the development of a domestic distribution system. “We have altered our pricing system slightly and have really been able to book a resounding success on the market as a result. We have managed to increase shipment volumes by over 80% compared to the previous year,” enthuses the Czech manager, Vladislav Hamouz. New in WeissLand: Serbia and Montenegro. The expansion of “WeissLand” has been taking place quite separately from the expansion of the EU, with the opening of Gebrüder Weiss in Serbia and Montenegro. The country branch is managed from Belgrade. The administration department and disposition terminal for part and full loads are also based there. An 800 m2 bonded warehouse has gone into operation in Subotica,
performing all the operative work of a full-scale freight forwarder. At the same time, direct groupage transports between Vienna and Belgrade, and Dunaharaszti/HU – Belgrade/SCG have been launched. Infrastructure established further. The dynamic business development of Gebrüder Weiss in Central and Eastern Europe naturally requires constant investment in the organisation’s infrastructure. Much has been done in this respect in almost all of the countries in 2004. For example, the Zagreb (Croatia) branch was relocated to a new terminal with approximately 500 m2 of office space and a new warehouse (3,600 m2) with its own bonded warehouse and ramps. “An absolute premiere on the Jankomir Business Estate,” enthuses the Croatia manager Jadranka Eisenwagner. A new handling terminal was opened in Zilina (Northern Slovakia), which enables distribution in Central and Eastern Slovakia within 24 hours. The warehouse in Bratislava was simultaneously converted into a three-shift operation. And in December a new handling terminal was also opened in Kosice (Eastern Slovakia). Warehouse capacity was increased in the Czech Republic with the relocation of the Brno branch. In Romania, the warehouse in Bucharest was extended by 1,000 m2 and a sales office installed in Brasov. Expansions are planned for 2005 at GW Hungary and in Slovakia.
. 1.1 1:1
Gebrüder Weiss in Full-Scale
Groundbreaking “Follow the customer” is a basic principle of the GW business strategy. For you, this means that Gebrüder Weiss will always provide you with efficient transport and logistics solutions wherever your procurement and sales markets are located. Romania today, the Ukraine tomorrow … Perfect logistics – wherever you need it.
Partner Network with the Highest Standards Project Profile
Curtain up: European Distribution Solution for Gardinia, Isny The introduction of road pricing in Austria as of the beginning of the year, the “Sword of Damocles” German toll from 1 January 2005 and the entry of ten new countries into the EU are the key events that essentially stand out when looking back at the Systemmanagement Europe in 2004. The foreshadowing of the introduction of the toll got the SME management team Ulrike Schwarzenberger and Oskar Woisetschläger straight to work: “There were large changes for us here and the amount of work that we had to invest was enormous – ultimately, agreements had to be re-negotiated with each agent individually,” explains Woisetschläger. The topic of EU expansion was a load off their mind. On 1 May 2005, the EU was simultaneously expanded by a further ten states. This, according to Woisetschläger, makes the work for their team considerably easier: “On the one hand, we naturally had to accept large income losses from the field of customs clearing. On the other hand, access to contracts, shipments and the entire handling process has been made significantly easier.” The SME team is proud of its current agent network that has been continuously expanded since 2003. The Eastern “WeissLands” form the focus of interest here. The agent-ship with DTC in the Nuremberg region has, for example, now been extended to Croatia and the Czech Republic. Romania and Bulgaria are working with Davies Turner for the first time and Firstlogistics has also become a new agent for Luxembourg and the bordering German region. Woisetschläger and Schwarzenberger are satisfied: “Our agent network is of the highest standard at the moment, thanks, above all, to the good work of our predecessor, the SME manager Hermann Wögerer.”
Shielding consumers from the light and from view, from Venetian blinds to traditional curtains, and interior design of brand quality – that is the world of Gardinia Homedecor GmbH, with headquarters based in Isny, Allgaeu (Germany). The Gebrüder Weiss team in Memmingen ensures that these products reach specialist dealers and DIY stores in Italy, Switzerland, Greece, Belgium, the Netherlands, Sweden and Austria on schedule. “Our customers expect a befitting level of quality from our products at competitive prices, both from our standard and premium ranges. Transit time and flexibility are crucial factors here, as we are in competition with many smallscale, regional manufacturers, particularly in the made-to-measure segment. The logistical challenge here is to meet the customers’ requirements and to adapt logistics costs to the varying seasonal volumes at all times,” explains Stefan Frech, logistics manager of Gardinia Homedecor GmbH. “Gardinia products are extremely fragile when being transported, and are often quite bulky,” comments Toni Hagg, manager of GW in Memmingen. “But we have been able to devise transit processes together with Gardinia and our forwarding partners/agents in the countries involved so that even these fragile goods reach their consignees across Europe without suffering any damage.” In spring 2004, GW Memmingen took over the internal transports between the production plants and the eleven company-owned distribution centres within Germany for Gardinia. This also involves the handling of empties and returned goods. “We sometimes work here with very tight schedules of less than three hours of transshipment time. A communications network with Gardinia was absolutely necessary to ensuring the maximum level of quality,” Hagg describes the project. The transmission of data regarding shipments that exceed 8,000 every year now takes place via the web-based GW system “iOrder”.
Air & Sea
Personal Service across the Globe
The entire Air & Sea sector within the orange organisation looks back at an impeccable financial result – as the chairman responsible for this division, Heinz Senger-Weiss, can be justly pleased at such an extremely successful 2004. Revealing one of the secrets of this success, he says: “The identification of our Air & Sea employees with their team is equally strong. The dynamics that are created from the globalisation force of the world economy acts as a continuous source of motivation for the Air & Sea team.” The USA is still a very young market for the GW Air & Sea sector. The five Weiss-Rohlig offices in Chicago, Los Angeles, Miami, New York and Houston were opened in mid-2003. “After an excellent start – we had already reached our break-even point by the end of 2003 – the aim for 2004 was to expand our business in the USA. Having tripled our volumes of shipments in comparison to the previous year, we have managed to exceed the targets that we had set ourselves. The idea of sending employees from European GW countries to work in the USA also has arisen. “Our people in the United States are familiar with the distinctive features of forwarding on both sides of the pond. This know-how results in efficient process flows and our customers value this very highly,” says Senger-Weiss, enthusing about the positive development in US business. Development also formed the focus for activities in the Air & Sea offices in Central and Eastern Europe. Senger-Weiss elaborates on this: “Having put our efforts predominantly into getting operations in CEE countries onto the right track in previous years, we have spent the past year concentrating on developing the sales organisation. Air & Sea sales offices were, for example, established in Bratislava, Ostrava, Bucharest and Zagreb. Senger-Weiss is not entirely satisfied with the development of business in Hungary and Croat-
ia: “Even though the financial figures at the end of the year show a clear upward trend, 2004 was a tough time for both countries and there are still changes to be made here.” The Air & Sea sector reports show very pleasing business figures in all other CEE countries. A noticeable growth in sea freight is especially worth mentioning here. We have built up a first-class knowledge of the Adriatic ports Koper and Rijeka in the last few months and customers are keen to take advantage of this,” comments the young Air & Sea executive on this pleasing development. GW in China is currently on a dynamic course of expansion. Nine offices are now in operation under China manager Walter Schneider, since Weiss-Rohlig was ennobled to an authorised freight forwarder with the coveted A-licence. China has now developed into one of the fastest growing areas of the entire organisation,” says Senger-Weiss enthusiastically. It was therefore the appropriate time in 2004 to connect the Chinese GW organisation with GW systems such as SAP. Besides its focus on the core areas of air and sea freight, Weiss-Rohlig was also able to increase its project work significantly: “We have firmly established ourselves as a recognised major player on the market for both on-shore and off-shore project transports.” Weiss-Rohlig offices in the Guandong province, managed from Hong Kong, are also on a steep upward course. The Pearl River Delta is the fastest growing economic area in the world and Weiss-Rohlig’s locations in Hong Kong, Guangzhou and Zhanjiang are partaking in this trend to an over-proportionally high degree. The financial starting position for 2004 was quite difficult for Weiss-Rohlig Singapore. The dedicated team there has nevertheless been able to report a positive development for the financial year.
“We have felt the effects of the ever-growing Weiss-Rohlig organisation in the USA very clearly in the past year in Asia. We can now offer our high standard of service on the Pacific route as well, and there is a very large demand for this on the market,” says Senger-Weiss. In the established Air & Sea markets of the Gebrüder Weiss organisation in Switzerland, Southern Germany and Austria, the wider prevalence of Gebrüder Weiss’ sea freight expertise was one of the main focuses of work in 2004, as in the previous year. These efforts have been successful, as the executive of Air & Sea has since announced: “Up 10% in 2003, growth of more than 15% in 2004 – slowly but surely we are being seen by the market for what we really are. A team of experts that specialise in meeting customers’ personal needs and that offer perfect transport services both in the air and on water.” The highlight of the financial year was the opening of the new Weiss-Rohlig branch in Dubai. The Al Mansoori Group is the local partner of WeissRohlig U.A.E. LLC Dubai. Weiss-Rohlig is represented there by Jochen Humpeler, a long-standing employee with international experience. “The Arab peninsula and the Gulf states are extremely interesting logistics markets with an equally high potential for development. This new location opens up a wealth of opportunities for us,” says Heinz Senger-Weiss of this latest addition to the orange organisation.
Sustainable Transport Concepts – Hilti and GW Air & Sea The Hilti organisation is a global partner for professional construction workers. Hilti increases its customers’ productivity by providing them with products and services at the cutting edge of technology. This offer incorporates drilling and demolition product lines, as well as products for direct fastening, diamond coring and cutting, anchoring, fire protection and foam systems, installation, measuring, screw fastening, cutting and sanding. These Hilti products are partly manufactured in two plants in China – in Zhanjiang for the past few years already and in a new plant in Shanghai since autumn 2004. Transports from China to Europe, the USA or other locations in Asia are organised by Gebrüder Weiss/Weiss-Rohlig. “We have opened our own transport office in Zhanjiang especially for Hilti. Having our own employees on site simply enables more flexible and uncomplicated customer support,” says Joe Lässer, responsible GW project manager, explaining this investment. Hilti products are transported both by ship and – in the case of urgent shipments – by aeroplane. A processing guide has been developed for this purpose together with Hilti, in which the exact process flows and responsibilities are determined for all transport cases. In this way, optimum processing quality is guaranteed. Hilti also places large demands on the flexibility of the GW organisation. “Making volume predictions is difficult on a booming market. It is therefore not an unknown occurrence for Gebrüder Weiss to have to organise an air shipment of twenty tonnes within the space of just a few days,” explains Gottfried Schatzmann, Head of Transport Strategies & Sourcing. “The people at GW give 100% when working for Hilti and that is how we manage to pull off such quick shots!”
. 1.1 Gebr端der Weiss in Full-Scale
European Central Control Office Viewed up close, efficient European logistics for some of our employees is about a steering wheel, a gear lever, quite a lot of buttons and over 100,000km a year somewhere between Lisbon and Kiev, Oslo and Palermo. Viewed at a distance, European logistics at Gebr端der Weiss is an alliance of the best regional and national forwarding agents. Commitment and local know-how give GW that small but significant competitive edge over global transport companies. The interlinking of information systems and a dense network of over 830 regular truck services between Gebr端der Weiss and its partners / agents make sure that your goods are well taken care travelling through Europe. More commitment to Europe.
The Benefits through Individuality
Gebrüder Weiss has been providing intelligent logistics solutions for many, many years. The aim of the System Management Logistics brought into effect at the end of 2003 is to consolidate this expertise on a company-wide level and to build upon this expertise at a faster pace. This initiative is managed by Harry Stiastny. “I have often pushed myself to the limit in these last twelve months,” smiles Stiastny, recalling the various stressful moments of the past year. “But it has been worth it: We have brought warehouse employees from individual locations together to form one team; we have analysed storage processes and have been able to implement improvements very quickly in some cases; we have been able to standardise the first processes, and so on. Yes, I think we’ve managed to make a lot of positive progress in the area of logistics in our first year!” This is what a positive annual report should sound like. One of the main activities of the System Management Logistics was the “Logistics Solutions Initiative”. “The aim of a traditional forwarding company is to stand its ground on the market by means of highly systemised transport processes tailored to maximum efficiency, as well as cost and quality leadership. Gebrüder Weiss is positioned in this field in the best possible way with sea and air freight, as well as surface transports. We are convinced that the real benefit for logistics customers is with individual solutions. The challenge is to recognise the real needs and problems posed by our customers and to devise tailor-made logistics solutions based on these. Indepth knowledge of the processes involved on the customer’s side is required here,” explains the logistics chairman Peter Kloiber. A member of staff responsible for logistics solutions has been appointed in all of Gebrüder Weiss’ major branches as an initial, crucial step in 2004.
Some GW offices have even set up an own profit centre as a direct consequence of this. As in Vienna, for example. “By doing this, we are able to offer our customers real added value. The market rewards us for this: Our solutions segment is reporting growth rates in double figures,” says Jürgen Bauer, the regional manager responsible for logistics solutions. Warehouse management is one of the key elements of many logistics projects. In order to significantly increase performance in this important segment within the GW organisation, the System Management Logistics has initiated the “Profit” project. In 2004, the “Profit” team has analysed many warehouses in detail, from the work on tenders right through to the start of operations. Based on the findings, they have developed warehouse logistics guidelines and a toolbox and distributed these throughout the GW organisation. Staff training in warehouse logistics has also been greatly intensified. “In the second half of the financial year 2004 we have already seen that the processing of warehouse projects is being executed in a much more rapid and precise way in most GW branches,” says the system manager Stiastny in his initial summary. Some warehouse locations, such as in Memmingen or Lauterach, have been reorganised to control processes without the need for any paperwork in 2004, in an initiative that has resulted from analysis made within the framework of the “Profit” project. The simplification of warehouse systems within the GW organisation has been completed as far as possible in 2004, with the implementation of the modern GW warehouse management software ELK in Croatia, Slovakia and Romania. The foundation has therefore been laid for state-of-theart warehouse logistics, even in CEE countries.
Result Doubled tectraxx is a real “added value” service provider within the GW organisation. Its customers are provided with far more than a traditional transport and warehouse service. The services on offer range from software updates to the adoption of individual production steps, and from the digitalisation of files to the repairing of mobile telephones. And because these services are in such high demand on the market, 2004 can be booked as a sensational year for the GW hightech logistics company tectraxx. “We took over the new 4,000 m2 terminal in Wiener Neudorf in October 2003,” recalls tectraxx manager Walter Fischer, “and by January 2004 we had to more than double the size of our premises in the south of Vienna by a further 5,000 m2.” tectraxx’s financial result has also doubled in 2004. “Valueadded logistics really does have added value,” Fischer can report. In September 2004, tectraxx succeeded in taking over “et-logistics” – a company that specialises in logistics and repair services for mobile telephones. “The integration of the mobile telephone repair centre in particular has meant that we have been able to expand our range of services dramatically, almost overnight. In logistics we have been able to realise huge synergies with this acquisition. We are planning to press on with our course of expansion at double the pace in 2005,” says Fischer, looking optimistically to the future.
Prefa – As strong as a Bull “The roof, as strong as a bull.” This is how the Austrian group Prefa advertises for its aluminium roofing and cladding products. But Prefa’s strength lies not only in its roofs but also in its high-quality service. And the role of Gebrüder Weiss here should not be underestimated. Prefa was forced into a comprehensive restructuring of its distribution logistics as a result of the continuous increases in volumes and the cramped conditions in its Marktl base (Lower Austria). Warehousing, which had previously been divided into three different locations, was therefore consolidated into one large building approximately 3,500 m2 in size at the GW location in Poechlarn. IT applications and data file unit connections to enable the fully electronic processing of stock management have also been installed, and requirements have been met for fine structured distribution. “We have therefore been able to retain our ability to deliver at all times,” says Bernhard Schartmüller, the branch manager of GW Poechlarn. The largest challenge faced was the high level of service quality: If the customer places an order before one o’clock in the afternoon then the goods are delivered to him by the following working day. “Working together with them was both an exciting and very pleasant experience – we all really pulled together,” enthuses Schartmüller, recalling the good working relationship with the Prefa team.
Corporate Marketing & Sales; Industry-Specific Solutions
“2004 was a very active and successful year for us,” says the CMS manager Thomas Riesterer. In summary he concludes: “We were pleased with the positive number of new business ventures and customer projects on the one hand and were able to build on the professionalism of our sales work on the other.” This includes the setting up of a key account management, amongst other things, which is intended to ensure the decentralised sales activities and support of large, international customers. “There is, of course, still a lot to be done here. We are working with an initial group of customers at the moment to refine the system. An increasing number of customers should become familiar with the benefits of the new system in the coming months,” says Riesterer. The motivation and consistent training of customer advisors can also be seen as a central theme that has dictated several other measures implemented in 2004. These include, for example, the training of customer advisors in GW’s own “orange academy” and the participation in “sales days” that are staged every year together with the corporate communications department. The organisation’s entire sales team comes together here at the beginning of the new financial year to agree on the main areas of strategic focus for the coming year by presenting targeted product information, sharing individual experiences and fostering personal contacts. Or the constant monitoring of the organisation’s marketing campaigns via different channels, or the analysis and utilisation of campaign results using the CRM tool “Applix”. This is one of the most important tools for the sales team: “Employees throughout the organisation in various different countries have therefore taken part in Applix training workshops in 2004. To this end, we trained a coach to provide her with the necessary qualifications to lead the workshops. Many employees are already working with this
tool, but many subtle elements of this sophisticated programme, which has been especially geared towards our needs, continued to remain unfamiliar – this has all changed in 2004!” says Riesterer enthusiastically.
On the Go across the Globe “International efforts to acquire customers, particularly in the OEM and tier 1 sectors” characterised 2004, according to the product manager of automotive logistics, Kurt Pichler. He and his team are specialised in supply chain management solutions for the automotive and supplier industry – from procurement to production and distribution, right through to the after sales service. “We are in the midst of an extremely aggressive pricing war at the moment; the reduction of costs throughout the entire supply chain is the top priority. This has made it all the more important for us to hold on to our existing markets and expand. Our target markets consisted first and foremost of selected CEE countries where Gebrüder Weiss was already represented: Bulgaria, Romania, Slovakia, the Czech Republic and Hungary.” He is particularly pleased with the new “spare parts distribution overnight” business field, which has been initiated with great success in Hungary. Initial successes have also been made in the area of e-auctions. “The results of these successes will only become noticeable in 2005 though,” says Pichler, looking to the future. “Our international marketing programme is generating a substantial degree of awareness on tight budgets. We are now expecting to see the positive results of this. But we have to tackle each new challenge as it comes.”
Impressive Home Game for GW “The sportswear industry continues to enjoy a healthy rate of growth, and the major brand leaders such as Adidas, Reebok, Nike, Salomon and Puma account for around half of the global market,” reveals Klaus Bannwarth, the product manager of leisure + sports logistics, outlining his exciting line of work. He is understandably proud of the fact that his team has been able to establish itself in this international league: after all, distribution for three of the major players on the global market is carried out in CEE countries by – you got it: Gebrüder Weiss. The potential for growth, particularly in Eastern Europe, looks extremely promising: “Sportswear manufacturers’ main focus – distribution and production locations – and the focus of our organisation are perfectly in line with one another,” says Bannwarth. This resulted in the signing of a contract with Adidas in November 2004, securing distribution in CEE countries and Austria, as well as added-value services for retail customers in Austria. Gebrüder Weiss is also supporting the snowboarding and skateboarding specialist Burton, based in Innsbruck, as well as Salomon since 2004. New customers include Atomic and Alpina International.
Michael Pechotsch, Transport Manager Zone Central and Eastern Europe – CIS Schneider Electric
Schneider Electric has helped GW Hungary to establish its network in Eastern Europe. And GW Hungary has in turn enabled the French corporate giant to send shipments directly to Eastern European countries. This has led to the development of an energetic relationship between the two partners. “That man there forced me to undertake a consolidated transport to the Ukraine on 16 January 2004. And guess who didn’t have a shipment? Schneider Electric, that's who!” Alfred Gastgeb, Manager of GW Hungary, leans back in his chair, crosses his legs and lights a cigarette. Just as the jovial tone of the conversation suggests, in Michael Pechotsch he has found not only a competent contact person but also a real partner. The Transport Manager responsible for the Central and Eastern Europe region of the Schneider Electric Group is based in Vienna and has been working for the company since 1997. He is the proud owner of a huge collection of cookbooks and has the physical presence to go with it. For this reason alone he is well suited to his partner Alfred Gastgeb – a giant of a man who despite his rather placid character can nevertheless become very energetic when he wants to. “A partnership like the one we enjoy is a rare thing indeed! GW was also the first service pro-
Alfred Gastgeb, Country Manager GW Hungary
Laurent Simon, International Transport Project Manager Schneider Electric
vider that Schneider Electric joined forces with which wasn't based in France.” Schneider Electric has been operating logistics services together with GW for around eight years now. “We started with domestic distribution,” Alfred Gastgeb recalls. “The company contacted us regarding international transportation in 1999.” The shipments from France were transported to Eastern Europe via GW in Vienna. In 2001, a regional distribution centre was set up in Hungary, and two years later distribution to Hungary began. GW took over the export shipments in January 2003 – although still via Vienna at that point. But just a month later the first trucks were rolling out to Romania and Bulgaria directly from Hungary. Under the management of Laurent Simon, International Transport Project Manager of Schneider Electric in France, the TIP – Transport Improvement Project – was brought into being in 2003. “In 2003, it occurred to us to start operating a regional distribution centre,” Michael Pechotsch reports. “We needed a strong, onsite logistics partner for this. Our main criteria were: the prospective partner must be well organised, must have its own branches in Eastern Europe and must be able to provide a constant flow of information.” The invitation to tender was placed in March 2004; the decision was made in August. And on November 1
“We’re expanding. Both of us!”
Vienna Twin Towers, a Schneider Electric Austria reference project
the contract was officially awarded. GW won the tender, “because,” according to Alfred Gastgeb, “we met all the requirements.” Michael Pechotsch adds: “We decided to set up the main distribution warehouse for Eastern Europe in Hungary and to send shipments to Eastern Europe from there.” The route from France to Budapest is travelled on a daily basis. From Budapest, GW now sends shipments in the form of groupage transports to the Czech Republic, Poland, Slovakia, Bulgaria, Romania, Greece, Slovenia, the Ukraine and, of course, Austria. “We are planning to expand into Croatia in the mid-term; Serbia and Montenegro become part of the program in the near future,” says Michael Pechotsch. Together with Schneider Electric, GW Hungary has been able to build up strong networks with other Eastern European countries. “They provided us with the basic business for the departures. This in turn has provided us with the opportunity to acquire other new clients.” And Michael Pechotsch is convinced: “GW contributed to our growth in the zone and the real potential of this partnership is: We're expanding. Both of us.” “But what was that about the first truck to the Ukraine? Not a single shipment from Schneider Electric!” jests Alfred Gastgeb, puffing smoke around the room. His partner casts him a fairly blasé glance: “So what? You travel there twice a week now anyway! With us!”
An elevator rises, a subway train leaves its platform, a factory production line starts up, light is turned on at home … Electricity is at the centre of our daily life, and so is Schneider Electric. Its mission is to give the best of the New Electric World to everyone, everywhere, at any time. As the recognised global leader in automation and electricity management, Schneider Electric provides comprehensive solutions for four core markets: Energy & Infrastructure, Industry, Buildings and Residential, with and around its 3 leading global brands – Merlin Gerin, Square D and Telemecanique, its strong local brands and its specialist brands. In 170 years of existence, the fields of activities of the company moved from the iron and steel industry, heavy machinery, and ship building in the 19th century to electricity and automation management in the 20th century. In May 1999 the Group was renamed Schneider Electric, to more clearly emphasise its expertise in the electrical field. With 84,866 employees, 192 industrial sites spread over 130 countries and sales of EUR 10,365 billion Schneider Electric is unparalleled in terms of breadth, strategic fit and related services. Schneider Electric, Vienna subsidiary Biróstrasse 11, A-1239 Vienna, Austria Phone: +43 161 054 630, Fax: +43 161 054 65
Logistics Advisors on a Growth Spurt 2004 at xvise was characterised by expansion. This, of course, has taken place alongside a calender full of appointments with internal and external consulting projects. “Our know-how is in great demand – from external customers and, above all, from Gebrüder Weiss. There was hardly any time left over then to deal with the work on the market,” says Harry Stiastny, explaining his dilemma at the turn of the year 2003/04. “We therefore opened an office in Vienna at the beginning of the year and recruited a new member of staff responsible for sales and marketing, thereby laying the foundation for more intensive market work.” A very unusual method of selling has been developed together with the GW advertising department corporate communications. “Without revealing too much: we act on a very individual level from the first contact onwards. An excellent rate of contacts to initial visits confirms the success of this unusual form of new business,” says Stiastny. Although xvise advisors were primarily working on GW-internal contracts at the beginning of the year, this trend had swung firmly in the other direction towards external projects by the middle of the year. In order to meet the increased resources requirements, xvise opened a new consulting office in Graz in June 2004 and is continuously on the lookout for first class logistics advisors. Stiastny sets a high standard for potential new xvise employees: “We only take the best, even though the selection process is so time-consuming.” When pressed further regarding information about the projects, the xvise manager does not give too much away: “Logistics forms a core element in the running of a company these days. It almost always involves issues relating to the
competition. And we don’t discuss it in public.” The capacities of xvise in 2004 were drawn on, to a very large extent, by Gebrüder Weiss in Vienna, for the planning of the new location in Maria Lanzendorf. The dimensions of this internal consulting project are enormous. The new terminal is the largest single investment in the history of the GW organisation. “We are aiming to massively increase the handling and warehouse productivity in Maria Lanzendorf by taking advantage of innovative, automated technology,” says Stiastny.
Internationally Prized The dicall team and their manager Gudrun Scharler look back over 2004 with contentment, both with regards to the development of the business and in terms of the national and international recognition that its call centre is receiving. Quantitatively, the number of inbound and outbound customers doubled in comparison to the previous year. Various new customers have also been acquired in the field of training. When it comes to quality, dicall doesn’t need to be shy about any comparisons. The GW call centre won the Teleperformance CRM Grand Prix for the third time in a row. As the only participant, the dicall team managed to achieve a score of over 90 % – the highest scale in the sixteen-year history of the award. Gudrun Scharler was also awarded the coveted CAt Award in Berlin as part of the international convention “Callcenter World”, and was thus selected as the Austrian Callcenter Manager 2004. dicall cleaned up once again at the ACCE (Annual Callcenter Exhibition) in Seattle: Gudrun Scharler picked up the “Global Callcenter Award 2004”, the most prestigious, international award for call centre managers.
Clearly Grown Up In its fifth year of existence, the GW affiliate inet-logistics has clearly come of age. It operates as an internationally successful provider of web-based logistics software, which is making its mark on the market thanks to its practical focus. Oswald Werle, the managing partner of inetlogistics, is satisfied with this performance: “eLogistics is gaining more and more publicity. Many companies are beginning to realise the enormous potential and are planning or starting their first projects in this direction.” Consequently, he estimates the opportunity for growth of inet-logistics to be very large in the next five to ten years. The logistics server®, the modular and integrated solution for the planning and processing of logistics processes spanning between different companies, is presenting itself as a modern and sophisticated technology as well. Eight integrated modules (transport planning, transport management, procurement logistics, distribution logistics, repair logistics, management of loading equipment, freight cost clearance, document management) are available to customers, which can be flexibly combined with one another depending on the task at hand. Several awards, including the “AKJ eLogistics award” and the “eco ASP Award 2004”, provide proof that the logistics server® is not only used by experts but also honoured by those who are not quite so deeply involved in the business side. Close cooperation with customers yields positive results. Firstly, follow-up orders were made by various companies, including HILTI, Novartis and the Swiss Post Office. Secondly, new customers have also been acquired with Migros (CH), Veritas (D) and Magna Drivetrain (A).
Migros – High-Tech for Pallets 780 suppliers, including GW-owned production terminals, approximately 590 supermarket branches, 7.6 million loading equipment from Euro pallets to synthetic packaging to skeleton boxes, 250 million movements of loading equipment every year – the figures alone are impressive. The challenge faced by Migros, the market leader in the Swiss retail business and one of the 500 largest companies in the world, was equally great. They turned to inet-logistics: the entire procurement, sorting, repair and cleaning work, as well as the inventory management and scheduling of replacement equipment were to be controlled centrally from Zurich and supported by a web-based information and scheduling system. Just nine employees control the entire inventory management, scheduling, reporting and invoicing since the completion of the project. The administration of loading equipment, whose heart is the information system of inet-logistics, is connected to the Migros central system via interfaces, where the replacement equipment is scheduled according to need, and where suppliers are classified and invoiced. “The system significantly reduces administration costs, and increases transparency in all movements of loading equipment, creates shortened transit times and increases availability, and provides cost transparency,” sums up Michael Böckle, product manager of inet-logistics.
10 Million Espresso Their number can be counted on one hand, but the sheer knowledge attained is almost impossible to measure: The five-man team that supports the Gebrüder Weiss Rail Cargo manager Walter Dolezal combines experience of over eighty years. The previous year began for them with large plans – the introduction of road pricing in Austria was expected to cause an increase in the switch from the roads to the railways. “These expectations did not turn out to be correct,” sums up Walter Dolezal. He is nevertheless proud of the figures achieved: “Increased acquisition efforts have resulted in an increase in dispatched tonnage of 14 % to 862,000 tonnes in comparison to the previous year. “This is equivalent to 20,000 four-axle lorries and therefore 40,000 (saved) truck transports,” the Rail Cargo manager explains. Cross-trade transports accounted for a large proportion here, i.e. transit transports that are organised from the Rail Cargo office in Vienna, but do not have anything to do with the Austrian railway network. Dolezal is particularly pleased with the most recent development: Transports to Greece have been carried out in 2004 for the very first time. Anything else worth noting? This team can report a fair bit here, be it the fifteen used trucks that were transported from Slovakia to Antwerpen in one single train for shipment to Africa, or the 700 tonnes of raw coffee that is imported from German sea ports every month (!). “You can make 10 million cups of espresso with that amount,” Dolezal has elaborated.
Largely Visible The success of the express parcel service “primetime” that has been operating in parallel with the normal DPD/GWP organisation since 2001 can be clearly seen. Literally: Because the new warehouse in Leopoldsdorf that has been especially built for primetime takes up an area of 1,000 m2. “It is specially designed to meet the needs of primetime and therefore not only provides us with sufficient space but also with capacities for the coming years – which will hopefully be just as successful,” explains the primetime general manager Andreas Winkelmayer. The figures alone prove how well the service has managed to establish itself on the market: “In 2004, we were able to achieve a massive volume increase of over 400 per cent. This means that we are transporting over 1.5 million parcels throughout the entire system each year,” says Winkelmayer. primetime’s specialisation in the complex market of pharmaceutical shipping does contribute much to its success – experience is the big plus point. Various additional services were also introduced in 2004, such as SMS notification, i.e. the informing of the recipient about delivery dates, etc. by text messaging, once the parcel has been collected from the sender, or the refinement of the C.O.D. process with SAP support. “We are front-runners in our industry with the transfer of C.O.D. payments being made on the following working day at the latest,” says Winkelmayer enthusiastically. ISO certification is also planned for 2005 to retain these high quality standards.
Gebrüder Weiss Parcel Service
The Gebrüder Weiss parcel service (GWP) operates the DPD parcel system in six Austrian provinces and has been a very successful part of the GW organisation for many years. The GWP general manager Ewald Müller can look back and comment on 2004 without any cause for concern: “We are very pleased with how business has gone in the past year, even if annual growths are no longer in double figures.” The GWP was able to increase its turnover from EUR 84 million to EUR 89 million whilst the quantity of parcels in the system grew from 28 million parcels to a total of 29 million during the same period. In order to ensure that this success continues in the future, 2004 has seen intensive investments made in the most varied areas of GWP. Such as in security equipment used in its warehouses, for example. “There have been a growing number of property offences and parcel losses throughout the entire courier, express and parcel segment for a while now. In 2004, we equipped all of our warehouses with modern video surveillance systems – the first company on the Austrian parcel market to do so – in order to counteract this trend,” explains Müller. These systems survey each and every one of the 29 million parcels that pass through the warehouses every year, without exception. Since these cameras have gone into operation there are almost no losses in the DPD/GWP warehouses anymore. “A pleasing spin-off of this system is the fact that the general quality of the handling process has become nearly perfect,” says the GWP manager, extolling the positive effects of the investment. In order to cope with the growing parcel volumes, whilst retaining the organisation’s accustomed level of quality, depot 628 in Kalsdorf near Graz and depot 627 in Sulz/Vorarlberg were both
expanded and technologically improved. More than EUR 2.5 million were invested in this construction work in total. GWP made an investment of an entirely different kind in 2004 in the area of human resources development. “Since June 2004, we have been training 15 young, dedicated individuals in our ‘Future Power Team’,” Müller explains, referring to the first trainee programme ever in the Gebrüder Weiss parcel service. Participants are being prepared for possible managerial and specialist careers within the company in intensive “handson” stages and several different workshop units. The programme came to an end in June 2005. Müller has nothing but praise for the ‘Future Power Team’: “I am deeply impressed by the wealth of ideas and the quality of work that our trainees produced.” October 2004 saw an interesting addition to the international DPD product range: since then, C.O.D. has been possible with parcels shipped to Germany. Handling takes place in a normal system with normal transit times. Collection is possible in cash up to a limit of EUR 2,500 or by cheque up to a limit of EUR 5,000. “Customers particularly like receiving the money from us just three days after delivery. That is an industry record!” stresses the GWP manager. No wonder C.O.D. payments amounting to over EUR 560,000 were processed with this new service within the timeframe of just a few weeks.
Würth The Würth Group is the largest direct selling company in the field of assembly and fastening services. The company consist of 288 sales companies in 80 different countries. Würth has customers from the building and metal trades, building services and the motor and commercial vehicle trades, as well as from small and medium-sized industry. Würth achieves an annual turnover of over EUR 96 million in Austria with more than 550 employees. Over 2,500 parcels are shipped each day. This figure can also be significantly higher in the peak construction season. Würth placed a new tender for its parcel shipment and chose DPD as its new parcel partner. The decisive factors in this choice were, above all, the quality of the service provided, IT expertise and the flexibility to adapt to specific customer requirements. The implementation of Würth shipments in the operative process of DPD took place in the form of a joint project. Würth’s specific requirements were met by DPD’s intelligent use of ITtechnology and their operative flexibility. For example, employees at Würth who are responsible for forwarding receive actively a list of inventory differences, not just track & trace reports, via data transmission. If parcels are unclearly marked or the address label – for whatever reason – not readable, Würth customer services will be informed and the matter will be clarified without delay. This important DPD customer has also had its own shipment consolidation service established for him, meaning that Würth customers will receive delivery of all of their ordered goods at once.
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GebrĂźder Weiss in Full-Scale
Best Time 90cm per second. 24 hours transit time. 29 million parcels per year. 100 % areawide coverage. 100 % closed circuit camera surveillance. You will find all this at DPD, the leading parcel service in Austria. And primetime is also available to you for your special parcel requirements. From express delivery right through to consistently documented â€œhand-to-handâ€? service. Leading parcel logistics.
Approximately 2,500 PCs and notebooks in the orange organisation perform their services on a day to day basis so that users can carry out their daily work in a faster, more efficient and above all networked way. In today’s world, the service provision in an international company such as Gebrüder Weiss is inconceivable without a functioning IT network. This fact is also shown in the name of a new area that is responsible for the smooth running of these processes: Since the beginning of 2004 the former “Information Technology” department is now called “IT Services” – the name shows its assignment and responsibility. Approximately 95 employees are organised according to business areas. In line with the organisation, the teams are called “Surface Transport”, “Logistics”, “Air & Sea”, “Administration”, and “IT Infrastructure”. Specialist departments then deal with basic technologies such as partner connections or the extensive electronic archive. Another important area is user support: PC and Notebook users rely on “their” electronic tools to function perfectly on a daily basis after all. Amongst the various projects that IT Services dealt with in 2004, several examples should give an impression of the main activities: in 2004, the “magic threshold” of half a million parcels shipped via iOrder was reached. “And we are anticipating an even larger number in 2005!” says Wolfgang Brunner, responsible for the area of Logistics, with confidence. The warehouse logistics applications ELK and WAMAS that have been developed for electronic warehouse inventory management and connection with other devices such as scanners, etc. are now equipped for the future and migrated to the most up-todate Hewlett Packard operating systems. ELK has also been installed in the GW branches in Hungary, Slovakia and Romania.
The largest project in IT Services with a running time of several years was the rollout of the new surface transport application CIEL, which was successfully introduced in the Vienna branch and in several different subsidiaries and countries in 2004. “We have been making preparations for the ‘Barcode’ project at the same time, and have been able to gain experience with the customer Hewlett Packard and in the partner project EuroExpress,” explains Klaus Heim, who was responsible for the successful rollout of CIEL. IT Services has ensured that the organisation’s computer network, the “GW nerve centre and system”, is now even more robustly protected against malfunctions with the realisation of a redundant connection. Romania has been connected to this network, whilst the Logistics Zone Tyrol and the new warehouse in Pernau in Upper Austria have been equipped with the basic infrastructure. Communication between the organisation’s headquarters in Lauterach and the largest branch Vienna St. Marx has been significantly improved with the installation of a video conference system. “At the moment we are preparing for the relocation of our data processing centre in Lauterach to Telekom Austria in Bregenz in mid2005. From the coming year onwards, we will therefore have access to a cutting-edge data processing centre infrastructure. “The Lauterach branch will be using the space that becomes available,” says Artur Kalb, the infrastructure manager, revealing a short outlook for the upcoming financial year.
Georg Huber Bosch Hallein Dispatch Manager
Bosch Hallein changed their logistics service provider in 2003, in line with the Kai Zen notion of “continuous improvement”. This marked the beginning of the partnership between the GW customer consultant Oliver Hajek and the Bosch dispatch manager Georg Huber – two young men that have something in common: they listen.
“It was January 2002. That was when I met the right partner at the right time. Georg Huber.” Oliver Hajek, a quiet, amiable Bavarian, is a valued part of GW Salzburg after fifteen years as an employee there. He has one thing in common with his business partner, the dispatch manager of Bosch Hallein: the ability to listen. “We had many one-on-one discussions about how GW envisages working together with Bosch Hallein,” says Georg Huber, looking back at the first meeting with the Gebrüder Weiss customer consultant. With his concept for Bosch, Oliver Hajek was able to convey that a long-term partnership is possible with GW, a serious and innovative company. During the tender, Gebrüder Weiss stuck out from the other service providers. “In all respects,” says
Georg Huber, “even in the IT field. That was extremely important, because our partner has to be networked in terms of IT on an international level in such a way that all requirements within the scope of logistics services can be optimally realised.” “We brought ‘inet’-logistics on board,” says Oliver Hajek, giving some of the credit to the GW subsidiary. Cooperation started in February 2003 with distribution and procurement in Germany. GW’s first task was 200 routing orders within 48 hours. GW also had to ensure that the changeover from the old to the new service provider was completed in just one week. “We managed it within four days,” recalls Oliver Hajek. The number of transports increased, surface transports were soon expanded with EuroExpress and DPD, and in autumn 2004 airfreight to the USA was introduced. “We talk openly about problems regarding quality and work to find a solution together. Only by communicating like this – which we both expect from each other – can we make further progress. Solving quality problems is a top priority for Bosch, due to the fact that their products are sensitive and the result of long, drawn-out development work. “We demand from our logistics service provider that our products arrive at their destination on time and in a clean and undamaged state.”
“A minor change that had a major effect”
Oliver Hajek, Sales Manager GW-Salzburg
GW has since taken on the Stuttgart traffics as well. Hajek describes how he and Georg Huber recognised an opportunity for optimisation and implemented it at the last minute by listening to one another: “It was a minor change that had a major effect.” Products were originally being delivered to the production area at Bosch Stuttgart on the following day at 11 o’clock. “There must be a way of making this quicker and cheaper,” thought Georg Huber and consulted Oliver Hajek about it. They found the perfect solution: Trucks are now loaded with groupage freight at GW and only travel to Bosch Hallein at 6 o’clock in the evening. The strictly arranged loading space is then loaded with Bosch products and these are delivered directly to the assembly line at the Bosch plant in Stuttgart within six hours (SHIP TO LINE). The truck then delivers the normal groupage freight to the forwarding agent, who then distributes the shipments. The effect of this change: inventories have been reduced, the transit time has been improved and the handling steps simplified. The use of the warehouse has also been optimised and – particularly importantly – Bosch saves 20% on costs. The result of this little adjustment to the transport process: “In the period from 2003 to 2004 we have saved 350 journeys!”
Bosch Austria: Bosch in Austria is a regional branch of the Bosch Group, which is majority-owned by the non-profit-making Robert Bosch Stiftung GmbH, has 242,400 employees and an annual turnover of approximately EUR 40 billion (status: January 2005). The founder’s plant is based in Stuttgart, whilst more than 900 people are employed at the site in Hallein. Main business fields: Injection technology for combustion engines; electric machines (starters, generators, small motors); systems for active and passive vehicle safety (ABS/ASR/ESP, brakes, lights); mobile communication products (car radios, navigation and driver information systems); Facts and Figures (Bosch Group World): Turnover growth: 10%; research and development expenditure: 2.9 billion Euro; patent applications: 2,800; apprentices: 6,300; production sites: 260. Bosch AG – Machinenbau Hallein Friedmann Maier Strasse 7, A-5400 Hallein, Austria Phone: +43 6245 792, Fax: +43 6245 792 121
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Gebrüder Weiss GmbH MAKOM Bundesstraße 110 A-6923 Lauterach Austria Project Management Wolfram Senger-Weiss, Johannes Angerer Graphic Design Dalpra & Partner, René Dalpra, Joachim Zettl, Matthias Steu Photography Clemens Kois, Michael Stelzhammer, Adolf Bereuter Copy Editor Sternkopf Communications Printed by Buchdruckerei Lustenau We would like to thank everybody who was involved in creating this annual report. We are very grateful for the support we received, especially what regards photography.
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