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lnudr No. 2 2009

RenĂŠ Falch Olesen: This is how we get global accounts Page 8


We have almost finalised our successful integration of ABX Logistics. With each passing day, we’re pleased to see how we have increasingly become one single organism – combining our two companies was a good idea for many different reasons. The actual synergy we have achieved has surpassed our expectations, and the overall network fully complies with DSV’s goal of becoming a global transport company. In so doing, we now appeal to the Global Accounts segment, i.e. customers with great international turnover potential, to a much greater extent than previously. The consolidation that has taken place in the transport sector has definitely occurred in other sectors as well and our tender requests have skyrocketed recently. With one of the world’s most well-developed global transport networks and standardised CRM systems, DSV is



one of the few companies capable of meeting the transport and logistics needs of large multinational clients. This has prompted our organisation to get ready to meet this rising demand. The processing of tender requests has been professionalised so our success rate vis-à-vis global customers will reflect a new, even stronger DSV. Further details of our efforts to win global accounts are found elsewhere in moves. At the same time, we present the objectives for DSV’s entry in the South American continent. DSV is enthusiastically joining forces with one of this continent’s most successful transport companies to jointly develop our business on the continent. By contrast with the rest of the world, Central and South America are less impacted by the financial crisis, and the initiative will not only complete our network, and thus generate additional synergy, but it will also open up interesting growth opportunities in the individual countries. The global economic crisis is still rampant, and DSV is also affected by declining volumes and greater caution in the financial markets. It is important to emphasise, however, that DSV is a strong, sound company with better results than most of our competitors. Even so, in recent months there

has been some speculation in the market concerning DSV’s level of borrowing. This has put unnecessary pressure on our share price, which is not in the interests of our shareholders. For this reason DSV’s management and board have decided to increase the company’s share capital by issuing new shares with a right of pre-emption to existing shareholders. This will reduce the company’s liabilities compared to earnings to a level that will establish security and clarity about DSV’s future. I am convinced that the capital infusion will eventually create added value for DSV’s shareholders. Added value is also what we create when unconventional methods pave the way for further earnings. Our Swedish organisation has sent all of its employees out to hunt for new customers – a customer lead generates points which employees can ultimately redeem for a trip or similar. The initiative will now be broadened to include other groups, all of whom will work as agents for DSV and generate greater market shares. An interesting, creative idea that you can read more about in this issue of moves, which also provides fresh, hand-drawn perspectives on crisis management! Happy reading! Best regards, Jens Bjørn Andersen


Expansion DSV will pave the way for expansion in Central and South America by opening offices in the most important countries within two years.

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Hunting The hunting season (for customers) has opened in Sweden. Everyone can participate in supplying sales reps with new customer leads – and splendid prizes are available if a tip generates new business.

Ready for growth Global customers have discovered DSV’s unique network. Now the organisation has to be tuned to compete with the biggest players.


Shared Service Germany has gathered twelve accounting departments under the same roof and reaped enormous benefits: transparency, better quality and management, stronger management and faster cash flow.


Every nook and cranny Lean has made its entrance at DSV, and the Lean manager hopes each department will produce one lean specialist.

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Crisis management Your competitors are quiet, so now is the time to get your money’s worth from your advertising budget. Petr Chocholaty, the Czech Republic, shows a way out of the crisis.

Eco-friendly initiatives pay off Just because it’s good for the environment doesn’t mean it has to cost more. In Sweden, customers can buy eco-friendly freight services – and save money at the same time!


Focusing on sales Sales reps in Asia are ready to make a quantum leap: new applications are tightening discipline and keeping the focus on sales.

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Joint venture in Central and South America The acquisition of ABX Logistics in 2008 gave DSV its own offices in countries like Chile, Argentina and Venezuela. Now this network will be expanded throughout Central and South America (from Mexico southwards) in a partnership with the Los Inkas Group, which, through a number of different companies including the Golden Logistics transport company, has been active in South America for forty years. “Collaborating with the Los Inkas Group and Golden Logistics significantly enhances our position and possibilities in the region,” says Jørgen Møller, CEO, DSV Air & Sea. Local familiarity decisive Jørgen Møller makes no secret of the fact that Central and South America (LATAM) are a region where familiarity with customs and traditions is decisive for successfully expanding a business. “With Los Inkas as our partner, we get the experience in the region and the knowledge of how to operate that we need. In addition, Golden Logistics is a company with the same high standards we’re striving to achieve: we know they run their business in a sensible, orderly fashion,” he says, emphasising that this common approach to corporate culture is the basis for successful collaboration.



Less affected by the crisis The aim of this recently concluded joint venture agreement, which will operate under the name “DSV-GL”, is to become one of the most important transport companies in LATAM, with special focus on air freight, sea freight and project management. “We anticipate a high level of activity in the project market with oversize and overweight goods. Central and South America have an active oil and gas industry and mining industry, as well as a rapidly growing alternative energy market. The area has not suffered the same adverse effects of the financial crisis as the rest of the world, so we also have great expectations for ordinary air and sea freight,” says Jørgen Møller. Ideal partner A decisive factor for the Los Inkas group was DSV’s world-wide network, comprising representative offices in 55 countries, that will generate additional business for LATAM. “A joint venture with DSV means new global possibilities for our customers in Central and South America. DSV is also an ideal strategic partner for the Los Inkas Group’s subsidiaries,” says Peter Buerger, chairman for Los Inkas.

A joint venture between the Los Inkas group and DSV Air & Sea paves the way for DSV’s expansion into Central and South America. The aim is to own and run offices in the most important countries within two years.

Christian Ryser, CEO for DSV-GL, adds: “Our collaboration will boost the strengths of both organisations and give us a unique platform from which to provide our transport services. It will be a huge advantage for our customers in the region,” he says. New offices DSV-GL just opened the doors of a shared office in Santiago, Chile, which will also serve as the headquarters of the new operation. In Peru, the collaboration will be based on the existing Golden Logistics set-up, while DSV-GL will found a new company in Argentina, where ABX Logistics (DSV) has had its own operations up to now. The next step will be the opening of a new shared office in Venezuela where ABX Logistics has also been represented, and entry into Columbia is also on the drawing board. “We regard the finding of a partner who shares our values and has the same level of ambition as we do as a breakthrough for our plans to expand in Central and South America. Our clear strategic goal is to have an extensive network in the region within two years, and we intend to use this network to operate offices in the most important countries,” says Jørgen Møller.

The goal of the newly established joint venture, DSV-GL, is to operate offices in the biggest countries in Central and South America within two years.

German origins Inversiones Los Inkas S.A. is a group of varied companies that have been actively operating in South America for the past forty years. The parent company is family operated and has German origins. The current chairman is Peter Buerger, son of founder Herbert Buerger. The companies operate in the transport and logistics sector and cover a wide range of services. With a presence in Argentina, Chile, Ecuador and Peru, the activities include shipping and port offices, loading and unloading, freight transport, transit storage/ ordinary storage, refrigerated storage, 3 PL, etc. From now on, the transport activities will be managed by DSV-GL.

“DSV is the ideal strategic partner for the companies in the Los Inkas Group,� says Peter Buerger, chairman for Los Inkas.

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In Sweden, employees, customers and suppliers are hunting for Custer, a shady character wearing a trench coat and a felt hat, lurking among smart business people and elegant women.



With tongue-in-cheek and a computer game on the website, DSV Sweden is now trying to get everyone to participate in the hunt for new prospective customers. Whether you are employed at DSV, a driver or a haulier is not crucial: everyone can become an agent and win points for tipping off the company about prospective customers. One point equals 9 eurocents, which can be collected and used for buying trips and the like in a “prize booth”. It’s possible to earn more than 20,000 points for a tip that results in a new customer for DSV. 3,500 new tips The Swedes call the new bonus programme ‘Get Custer’. So far, it has generated more than 3,500 new tips, and Henrik Holm, Managing Director, DSV Road AB, does not hesitate to term the initiative as a huge success. “We’ve received far more tips about new prospective customers than our sales reps could have ever generated. So far, our expenses for the bonus programme, website and prizes have paid for themselves several times over in the form of new customers, and thus bigger market shares,” he says. Addictive In order to train the agents to get “Custer” (whose name is suspiciously close to the word “customer”), DSV Sweden has developed a game at the website,, where participants can train their attention and accuracy. Beware, however: the game is addictive and people with a mania for gambling or the young at heart risk wasting a morning or afternoon trying to get a high score in this entertaining agent game. But besides the fact that DSV Sweden risks having its employees spend all their time shooting away at Custer, don’t they also risk paying their employees twice for simply doing their job, i.e. getting new customers for DSV? “Sales reps and other market-related positions can’t earn points. The programme initially targets all other employees, including drivers and hauliers,” says Henrik Holm. Structured system for new leads “Many people hear about tips here and there, but never pass them on. Or

they might jot down a tip on a piece of paper, put it in their pocket – and then forget about it. We use ‘Get Custer’ to make sure we have a structured system for receiving customer leads from all our employees. The system is linked to our Sales Force application so incoming leads are automatically transferred to our sales force, who can pursue the tips. After this, the ‘agents’ can follow online the developments of a tip they’ve submitted,” explains Henrik Holm. New contracts At present, more than 260 people have signed up for the Swedish ‘Get Custer’ agent programme, which has so far resulted in 370 customer visits and 26 new customers for a total turnover of EUR 1.37 million. An additional 64 quotes have been issued but not yet accepted. “We’ve paid for our entire investment in this packet in no time, so it just keeps on rolling,” says Henrik Holm, who, if the leads from employees start to dry up, will also make the programme available to suppliers, customers and others. “We’re also considering the possibility of offering it to sports clubs and associations as a way of raising money for a trip, for instance. They could easily supplement newspaper routes and flea markets by sending in tips to us about prospective customers in their parents’ circle of friends and earn money at the same time,” he says, expressing a secret ambition to eventually make ‘Get Custer’ available to everyone in Sweden. “That would give us nine million agents!” he says. Cheap leads Although ‘Get Custer’ may seem like a controversial initiative, it unquestionably generates the cheapest customer leads a transport company could wish for. According to Henrik Holm, the normal cost of a company name and phone number is about EUR 1.4 – 1.8 each, while a ‘Get Custer’ tip is rewarded with about EUR 0.50, including the name of a contact at the company. “These are the cheapest leads we could get, and they’re much better than the ones we’ve paid money for in the past,” he says. In return, an agent can make a lot of money if a tip results in a visit to

the customer, the submission of a quote and the finalising of a contract. Depending on the turnover, each tip that results in a DSV customer can bring in up to 20,000 points for the agent, and a number of agents have already had good scores. Super agent with 100 to 150 leads One of the company’s top scorers is 24-year-old Thomas Nilsson, a shipping agent working on the Finland routes in Jönköping. Thomas Nilsson had never tipped off DSV about customer prospects before, but after the launch of ‘Get Custer’, it became a sport for him to send in leads to his employer. Thomas benefited from using the internet, but also received a number of tips from drivers, and has also drawn on his personal knowledge of several companies that weren’t already DSV customers. This resulted in 100 to 150 tips, which have so far translated into two new contracts (with Intra Mölntorp AB and G. Larssons Mekaniska Verkstad AB), and several quotations are being considered. Following on the net “I withdrew a gift certificate for EUR 640 which I intend to use on a trip this summer. It’s a nice extra supplement to my salary,” Thomas Nilsson explains. He’s interested in seeing whether any of his other tips lead to additional bonuses. A couple of thousand points are still on his account, and a few more successes could make his agent account pay for his travelling on a regular basis. “That would be splendid!” says Thomas Nilsson, who keeps close tabs on how his tips are developing: “You can go on the internet and follow how far they’ve moved through the system, like whether a customer visit has been made, whether an offer has been sent, things like that. It’s quite interesting to watch and it’s one of the reasons so many people are using it,” says DSV’s expert agent.

24-year-old Thomas Nilsson of Jönköping is one of the top scorers in the ‘Get Custer’ bonus programme. His next summer holiday will be paid for by his prize.

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Following the consolidation and expansive growth of recent years, DSV has grown into one of the select few that can attract “global accounts”, i.e. customers with major international sales potential. This has called for structural reorganisation to facilitate a smoother operating Global Accounts organisation across divisions and national borders. “Sometimes we need to forget that we are different countries and divisions. Even if a tender concerns a particular group of countries which may, in principle, deal with the tender themselves, it may make more sense to compose a team of individuals based on their skills relating to handling the enquiry,” says Managing Director René Falch Olesen, DSV Road Ltd., who has been appointed front figure in DSV’s newly established Global Account organisation. René Falch Olesen elaborates: Grouped by skills “Not everyone can be equally good at handling each segment. And therefore we use the notion of target segments to group countries and individuals by expertise. In case of oil and gas, for instance, there are some seven countries with expertise in this field, and it’s not necessary to involve the other countries concerned. The customers expect to deal with experts when discussing solutions to their logistics and transport assignments, and by




As an increasing number of customers demand a single supplier for their all their transports around the world, the volume of tenders has soared. DSV is meeting this challenge by streamlining the organisation for collaboration across national borders and divisions.

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deploying our expertise in both the sale and implementation phases, we manage to efficiently spread knowledge throughout the organisation,” says René Falch Olesen. Need for streamlining The new organisation, Global Accounts, consists of a fiveperson steering committee: Jens Bjørn Andersen, Jørgen Møller, Søren Schmidt, Anton van Beers and René Falch Olesen. The steering committee is authorised to make decisions across all groups and countries if deemed necessary due to time constraints or other reasons. Under the steering committee is the Global Account Board with three members from the Air & Sea division (from Europe, Asia/Pacific and the USA, respectively), one from Road in Europe, one from Solutions and Thomas Kamper from Global KAM (Key Account Management), who will ensure streamlined and standardised reporting and performance, i.e. the product set-up offered to customers by DSV. “The global need to streamline supply chain processes has intensified. This makes it crucial for us to meet customers with standardised product packages without making more promises than we can keep.

Otherwise, it will just generate bottlenecks and frustration,” says Thomas Kamper, Global KAM, and gives examples of the content of the product packages offered by DSV to global accounts: Track & Trace, KPI (Key Performance Indicators) reporting, and tariff updates on a specially designed website where the customer can access all information, invoices and statistics, etc. 50 solutions are enough “We used to be heavily influenced by what the customers wanted. If we have 50 different possible solutions on the shelf, then it’s daft to offer the 51st or say ‘yes’ if a customer wants a 52nd. It

“The customers expect to talk to experts about meeting their logistics and transport needs,” says Managing Director René Falch Olesen, DSV Road Ltd., who has been appointed front figure in DSV’s newly established Global Account organisation.

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presentations, etc. “The important aspect is that everyone involved in the task, all over the world, can access whatever updated information is available at any time of day,” he explains.

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makes more sense to explain to the customer why our solution is the best for everyone involved,” he says. Toolbox While being responsible for the product package offered to customers, Thomas Kamper has also packed the contents of the toolbox that can be accessed by employees in all countries involved in servicing the customer. The toolbox contains all the necessary information about the agreement that DSV has made with the client, including the external and internal processes related to the task. “This also includes a definition of the product, IT, invoicing and reporting, access to PowerPoint

Maximising creativity The new Global Account organisation ensures that DSV can swiftly and professionally process any tenders received. Rather than send requests to each of DSV’s 60 countries, the Global Account Board has a direct infrastructure of key individuals in each country, or to Tender Prioritisation Groups specialising in the specific tenders. This means that customers experience a swift response to their queries and get a highly competent solution to boot. When it comes to performing the tasks, DSV’s new CRM systems support more centralised tender and Global Account management, because CRM provides the requisite insight and dialogue between the countries concerning tariff levels and setups. “This is basically a question of professionalising our quotation procedures and our handling of global accounts to free up maximal creativity in the solutions. It’s useless being a tender factory spitting out a lot of

offers that, at worst, are merely used as benchmarks,” says René Falch Olesen. Increasing number of tender requests One aspect of the professionalisation efforts is also that Global Accounts always attempts to set up a meeting with the customer before detailing the offer. “We invest ever more energy in global tenders because of the consolidation seen within the transport industry, which has made DSV one of the few global participants with a pan-European network of its own – a consolidation that has also taken place in other industries and trades. This means that there are far more global requests for tenders today than before. But it is important not to waste time on those who are perhaps not actually interested in playing with us. The basis for serious quotations is that we arrange an initial meeting with the customer and have the necessary time to organise an optimal, creative solution,” says René Falch Olesen, adding: “Our success doesn’t depend on how quickly and efficiently we respond to tender requests. It depends on whether we respond to them efficiently and specify our results. And, if we do not win the project, at least we need to get some feedback from the customer as to why we didn’t land the order. Then maybe we can do a better job next time,” he concludes.

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What crisis? Marine Logistics, Stavanger – DSV’s new priority area – is quite unperturbed by the crisis. Oil still has to be pumped up and platforms still have to be serviced, crisis or no crisis. Yet getting your foot in the door of this sector takes special talent.







24/7 The Project Department’s office at Stavanger Airport houses five employees, two of whom concentrate on oversize goods, i.e. everything from diesel engines to winches for Stavanger’s comprehensive oil and gas industry. The three other employees


Complicated process Although it may seem like shooting fish in a barrel, it is obviously just as difficult for Tor Bolme to visit these prospective customers. A visit can easily take a couple of working days. And the shipping companies are not prone to changing transport supplier overnight. Cultivating Norwegian shipping companies is a complicated process because they seem just as unwavering and staunch as the scenery along this harsh, trackless west coast. But it can be done. “You may not return home with a new contract in hand, but I believe they’ll come round because our product is simply in a class by itself,” Tor Bolme

says, when moves meets him and his colleague Rikke Himmelstrup Petersen, Project Forwarder and team leader for Marine Logistics, DSV’s new priority area in Stavanger.


Imagine you have your customers almost all to yourself. No competitors come knocking on the door because it’s simply too complicated and time-consuming to pay visits to the Norwegian shipping companies in outof-the-way places. “The other day, I went to Ålesund (west coast of Norway) to visit a number of prospective customers. Seven shipping companies are located in Ålesund and surrounding islands, and getting there is measured in terms of hours both on land and at sea. None of the seven shipping companies had been visited by a transport company in more than six months!” says Tor Bolme, Project Manager in DSV Air & Sea AS, responsible for sales in Stavanger’s Project Department.

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focus all their efforts on one customer: Solstad Offshore ASA. This shipping company has 26 specialised vessels at its command, each equipped to perform different tasks relating to the extraction of oil and gas at sea: platform maintenance, the transporting and laying of cables and pipes, relocating deep-sea platforms, excavation and crane ships, and more. DSV is responsible for making sure these vessels are operating at all times. If a crane barge, in the process of servicing an oil-rig platform, breaks down, this can cost up to USD 100,000 a day. In this context, an expense of EUR 11,250 for chartering a plane to fly in a spare part is a minor expense. “We’re on the job 24 hours a day,” Rikke H. Petersen explains, telling how she had to leave a New Year’s party to go directly to work on 1 January 2009. A crane had just broken down, and Rikke chartered a plane to fly the spare part out to the crane barge. “This is also what makes the job incredibly interesting and stimulating. No two days are ever alike,” she says. Demanding assignment It may be a little hard to understand how a shipping company with 26 ships can be a full-time job for at least three shipping agents, responsible for making sure the ships are constantly wellsupplied, primarily with spare parts. But this is not a situation where Solstad’s 26 ships are bobbing at anchor just off the coast at Stavanger. The ships are out on

Solstad Offshore ASA ( has 26 different ships at its command, specially equipped to perform a wide range of different jobs at sea. All of the ships were built at Norwegian shipyards. assignment in places like Brazil, the Gulf of Mexico, Egypt, Malaysia, the Congo and Angola, which makes it, in Rikke’s own words, a “very demanding job.” “Forwarding goods to these countries takes lots and lots of paperwork. Everything has to be approved over and over. Invoices and packing lists for Brazil must be completed in both Portuguese and English, and all goods have to be classified in Brazil’s customs system – before being shipped from Norway,” Rikke explains, adding that she has been at the Stavanger office for one year. She is fascinated by the rugged countryside and the unique Norwegian personality that comes to the fore in several ways: Not one of Solstad’s 26 specialised ships was built in China, South Korea or Japan. All come from Norwegian shipyards in out-of-the-way places along the rocky west coast – and this is not because they cost less, either. They might be better; but they are Norwegian at any rate, and a basic characteristic of every Norwegian is being partial to local products, which is more important than most other factors. Staying where they are This charming national character trait is

also what makes Norwegian shipping companies so hard to reach: they were established by the former fishermen who lived on the out-of-the-way islands, and none of them would ever dream of moving from their native soil just to make it easier for anyone – neither customers nor a transport company, for that matter – to get in touch with them. “Those are the terms you have to deal with out here,” says Tor Bolme, who sometimes feels a little like a lonely cowboy travelling through the wild west of Norway in pursuit of new conquests. He often travels with Thomas Kongsted, from the Danish Project Department, to present the customer with DSV’s ultimate weapon in the struggle to rope in the shipping companies: a newly developed ordermanagement system where at the push of a button a customer lets DSV take over its logistics and situational follow-up in terms of both suppliers and customers. “It’s a fantastic product that impresses most of the shipping companies up here, and which I’m convinced will mean we’ll soon be able to welcome yet another shipping company to our

midst,” says Tor Bolme, optimistic about the future. “We haven’t felt the financial crisis yet – quite the contrary. We receive just as many queries and contacts as before. We’re submitting quotes for jobs one and two years into the future, and oil-rig platforms have to keep operating regardless of how long the crisis lasts,” he says.

Tor Bolme and Rikke Himmelstrup Petersen by the Stavanger waterfront welcoming one of Solstad’s Norwegian-built ships.

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Management Managing a company is like leading a caravan of camels through the desert: you have to cross the desert and you have to find an oasis. Otherwise you will probably die. En route you face many hardships, embarrassments and problems, such as sandstorms, seasickness, disorientation, etc .

Process blindness and discipline Become more disciplined. Analyse your internal processes and procedures. Try looking at them from new angles. Don’t be afraid to challenge your usual way of doing things and defining new ways. Don’t get bogged down by tradition.

Use technology to improve your performance Wherever possible, try to utilise all the technology available to you that can make your life easier, improve your efficiency and make you more attractive to your customers. Measure your performance in terms of selected KPIs on weekly basis.

Economise – control your expenses, don’t just cut down on them Cutting costs is a short-term solution which can save some money, but can also limit your development possibilities. Hard times can help you to find new ways of being efficient. Many suppliers are willing to re-negotiate terms. You’ve got nothing to lose by trying.

Text and idea: Petr Chocholaty Drawings: 12 mMiroslav o v e s Slejska

Promote All your competitors are silent because they are cutting costs. Let your customers, competitors and employees know that you are still alive and well, optimistic and ready to meet the needs of all your customers. Advertising is more cost-effective in hard times than in good.

Cash is king You must be able to collect money from your customers well enough in advance to be able to meet your obligations (wages, rent, freight, etc.). This is paramount.

Listen to your customers Discover your customers’ needs and try to understand their expectations. Fulfil their demands. Satisfied customers are your best marketing.

Share visions and information Share as many ideas and as much information as possible with colleagues and employees so everyone knows your goals and targets and how to achieve them. Vague directions can lead to uncertainty and can waste energy within the company. Focus on your employees, because rewarding interpersonal relationships will be repaid many times over when good times return.

Winner mentality This is like a game so enjoy it. You probably won’t have a chance to play this exclusive game again. Try to win it. You will definitely lose if you don’t believe you can win. Crises and barriers exist only in our minds or in the newspapers.


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Adrenaline junkie and freight forwarder Petr Chocholaty from DSV in the Czech Republic is the man behind the cartoon ”How to make it through the crisis.” ”Things needn’t be so boring!” he says. Petr Chocholaty detests normality and is loathe to do what is expected of him. And in fact, according to the humble Czech country manager, it was also a pure fluke that his career as a freight forwarder got off the ground. A classmate from the University of Transport in Slovakia set up his own company and was therefore on the look-out for a ”dependable partner who was neither too dumb nor too smart by half”. Quote: Petr Chocholaty (who is prone to insert a smiley after his often surprising utterances). Playing on the network As with so many other successful European forwarding companies, the Czech company of EuroFreight Logistics then became part of DSV. And so, what was supposed to be a perfectly standard article in moves about a company in the organisation that is highlighted as being particularly ”innovative and clever at playing the great network” becomes instead a little cartoon about getting through the financial crisis unscathed. And only with tricks and ruses is any snippet of information successfully wormed out of the manager, Petr Chocholaty, who would much rather put his employees in the limelight: No wish to be showcased ”I’m not the sort of person who enjoys being showcased. I’d like to think it over during the weekend. But as you no doubt know, success is not about any one



particular person, but about the people around you”, Petr Chocholaty wrote in his first e-mail to moves, which was keen to paint a portrait of both him and the company. The result of the weekend’s deliberations was the cartoon on the previous page spread. Not that that’s going to deter us from harping on the questions posed by the cartoon: Why a cartoon and why bedouins in a desert? ”Because it’s different, and because the desert landscape setting somehow matches the situation”, says Petr Chocholaty, who attended a school of draughtsmanship when young but has nevertheless chosen to get an acquaintance to wield the pen. The words - i.e. the crisis management guide - were penned by his good self, however. Adaptive behaviour How has the crisis affected business in the Czech Republic? ”Customers’ actions have changed significantly. Previous agreements are no longer valid and customers are going through every price and quote with a fine toothcomb. They are far more cost-conscious than before and ready to switch suppliers in order to save mere peanuts. That’s why our strategy has been to adjust our behaviour and our pricing in the hope of securing as much business as possible. We have started taking measurements of our success ratio – gauged by the difference

between offers sent out and agreements signed, both by country and by customer. We are analysing the feedback and using it to provide more qualified followup in the traffic divisions”, says Petr Chocholaty, who actually thinks it’s much more fun jumping off cliffs and challenging fate in more or less deathdefying extreme sports: ”I pursue adrenaline sports such as paragliding and kiteboarding. I have no choice really, seeing as freight forwarding is so boring”—followed by a smiley.

In 2008 DSV Road a.s had an annual turnover of EUR 36.5m (31.6m in 2007). The company has 180 employees. The largest customers are Skoda (part of the Volkswagen Group), Lindab, Automotive Lighting, Kompan, Mattel, Fibertex, Valeo, Ingersoll Rand, Mary Kay, Next, Plzensky Prazdroj (famous Czech beer). The majority of the company’s traffic consignments are destined for Germany, making it their biggest destination. The second-biggest from the Czech Republic is to Denmark, on the back of the former collaboration when the company in the Czech Republic co-operated with Leman and later with Dan Transport. The amalgamation with ABX has not had any major consequences in the Czech Republic, since ABX had no branches in the country. However, in the Czech Republic, DSV has benefited from new volumes from ABX in Spain and from Italy.

Petr Chocholaty loves adrenaline sports: � I have no choice really, seeing as freight forwarding is so boring!� m o v e s


Shared Service Centre:

High quality – low costs DSV has been busy acquiring companies in Germany, both large and small, and each with their own accounting and finance department. Now 12 accounting departments have been merged into one – and the cash flow is under control.

A company of DSV’s dimensions must keep the quality of its published figures in tow. After acquiring some fifteen German transport and shipping companies (Bachmann, Transitas, Häring, Erwin Steinle, Victoria, Rudolph, et al.), DSV had almost just as many accounting departments for keeping track of incoming and outgoing payments, reports and payrolls. And it was all rather confusing. “I spent the first six months down here reacting to emergencies,” says Nicolai Knudsen, CFO at the DSV Shared Service Centre in Bremen. Nicolai started working in Bremen three and a half years ago, the last three of which he and his team spent gathering no less than twelve accounting departments at the new centre. Lack of transparency For instance, all countries must reconcile outstanding accounts with each other. But instead of reconciling with one office in Germany, a total of eight different Road accounting departments had to be consulted. Which gave rise to many problems. “At the same time, many of the accounting departments simply didn’t have the quality required by a company



of our size,” he says. Many companies regarded it as standard procedure not to know the financial result of a given month until several months later. Some people thought they had earned a profit of a million EUR, but had actually generated a loss that month. “We submit a report to the stock exchange every quarter, and these figures have to accurately reflect our actual situation,” Nicolai Knudsen states, satisfied with the far greater transparency he has achieved for the company’s reporting system. Creative systems “We must be able to see precisely where we’re earning money and where we might be losing it. Many of the previous companies booked all their costs from haulier companies on one account in the finance system. But we book all our shipping costs for a consignment in the shipping system. Otherwise it’s hard to run a business. Without control you can’t make the right decisions,” Nicolai asserts. Another problem he resolved was that many companies were run by the owner who didn’t keep up with the transactions. As a result, they lost much of the overall view in the

frequently very creative business systems. Better quality and control DSV has saved huge amounts by cutting costs through centralising. Roughly 40%, according to Nicolai Knudsen, who emphasises that the quality of the figures and overall management are the main advantages of the new Shared Service Centre in Bremen, now supplemented by another Shared Service Centre in Willich, near Düsseldorf. The latter centre gathers

Nicolai Knudsen moved to Bremen with his wife Jeanette three and a half years ago. Nine months ago, their son Daniel was born. “It’s wonderful to relax at home with my family in my spare time,” says the 37-year-old CFO.

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8 15 95 8 21 HR, IT, joint procurement and Business Process Management at one facility and also handles the managing of lorries, forklifts, and trailers, thus saving “a lot of money”. “We coordinate all this in Germany at one central location, and if a deficiency arises, we contact Søren Lund (Equipment Manager, Group Equipment).” Nicolai Knudsen also emphasises the great savings made through the joint purchasing of things like company cars, telephony, office machinery and photocopiers.

Financial quality and control have been streamlined in Germany where 12 accounting departments have been merged into one.

external suppliers right away because they had a personal relationship with them. To DSV fast cash flow is a matter of course. “To us, it’s not enough to write the amount due for payment at the bottom of the invoice. We don’t benefit from this money until it’s been paid into our account. We have to pay dividends to our shareholders; we need funds for acquisitions, and we have to pay off our debts. So if we don’t have the money in the bank, we have to borrow it from the bank instead – and pay interest, which is money out the window,” explains Nicolai Knudsen, and hits the point home by stating: “At the same time our share price is calculated on the basis of cash-flow-based models so it’s crucial to collect the money right away.”

12345678901234567890 123456789012345678901234567890 12345678901234567890 12345678901234567890123456789 12345678901234567890 123456789012345678901234567890 23456789012345678901234567890 123456789012345678901234567890 12345678901234567890 1234567890123456789012345678 12345678901234567890 123456789012345678901234567890 23456789012345678901234567890 123456789012345678901234567890 12345678901234567890 Stayed in the local area The reason DSV decided to establish the two centres in Bremen and Willich was that Bremen didn’t have all the know-how. All of the companies, including DSV Germany, have had these functions to a greater or lesser extent, but “one man with five different titles can’t shoulder an entire group,” as Nicolai Knudsen puts it. On the other hand, some people had expertise in economy-of-scale from Frans Maas, acquired by DSV in 2006. To avoid having to relocate almost thirty employees to Bremen, the decision was made to keep the department in the local area, so the departments in Bremen now have 75 employees, while 30 are busy with other joint functions in Willich.

Better cash flow Today DSV Germany has established a service department whose catchwords are quality, management – and fast cash flow. In the past, many of the companies pretended to be banks by extending far too much credit to their customers. By contrast, they would pay their

Fine-tuning The Shared Service Centres in Bremen and Willich gather all the administrative facilities for all German divisions, including the payments of wages to the some 4,000 employees. As the executive responsible for these processes, Nicolai Knudsen is currently in the process of integrating the ABX functions to ensure that the group has top-ranking visibility and quality throughout Germany. “We’ve taken a giant leap forward by establishing the Shared Service Centres, as they’ve given us an appreciably better overview of our business than we’ve ever had before. Now we can start fine-tuning our activities in Germany and be assured that the figures on which they’re based have the quality required,” says Nicolai Knudsen.

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Best practice -- my way

Lean in DSV must be disseminated to the entire organisation so that each department will possess the skills equivalent to one Lean agent.

After 18 months of applying Lean in DSV, savings running into the millions have been recorded on the books. The goal is “best practice” throughout, but individual considerations are being taken.

To Preben Hildebrandt, DSV’s Lean Director, it is vital that the new ideas and “correct ways of doing things” are introduced in a way that makes each employee feel he/she has a personal influence on the change, thereby assuming ownership of the good idea: “This will ensure that it keeps working after we leave. If we force best practice down people’s throats without considering their own experience and working methods, they will resist it and go back to their old ways when we’re out of the picture again,” he says and recites an old doctrine from his student days: “involvement = ownership = lasting change.” Here to stay Lean came to DSV in Denmark with Preben Hildebrandt 18 months ago. The organisational trimming has so far resulted in a new department with a total of seven “slimming experts” who together have harvested more than EUR 4 million in the Danish organisation. The savings mainly relate to working hours, but the figure also includes savings on stationery, postage, vehicles, etc., and there is still a long way to go. “We have completed twenty processes in Denmark, which equals about half the total Danish organisation. But the work does not end when everyone has completed a Lean procedure. Lean is here



to stay, and we have merely picked the low-hanging fruit first,” says Preben Hildebrandt, who has a vision of Lean being a way of life in all departments and employees. LEAN Academy Towards this end, DSV has established a LEAN Academy to continuously train employees in how to incorporate Lean into their work procedures. The academy can train employees across professional boundaries and positions in the work hierarchy. This also means that a lowerranking employee can easily become more of a Lean expert than his or her supervisor. “All this helps to emphasise that Lean grows out of the healthy, performanceoriented organisation and that it’s not just a fancy idea from above,” explains Preben Hildebrandt. He adds that a certain basic knowledge of the Lean mechanisms will always be required at managerial level, however. The academy does not operate out of physical premises. Everything is virtualised, just like the projects taught – or completed – which are specifically designed for the student’s respective department. Thus, there are no textbooks but only practical “pilots” which will translate into very specific initiatives. “We get instant results,” says Preben Hildebrandt.

Blue belt in Lean DSV’s LEAN Academy borrows its degree titles from the world of martial arts. Like in karate and jujitsu, the first step in the Lean training results in a white belt. Then the Lean agent is awarded the yellow, green and finally the blue belt. When you hold a blue belt from DSV’s LEAN Academy, you may implement processes in all three divisions which entail savings for suppliers, customers and the respective countries of at least EUR 100,000. Finally, you can go all out to become a Master Blue-Belt, but this then also gives you the right to update your CV with expertise in implementing Lean with a focus on “wholes and synergies across several organisations and throughout the value chain.” Housewife Lean “We jestingly refer to our current efforts as Housewife Lean.” It’s Lean phase 0. But we’ve got to crawl before we can walk. The academy means that we can start training the trainers, who can then pass on their training. This helps to promote Lean throughout the organisation and makes it a way of life for all employees without our assistance,” says Preben Hildebrandt and refers to Toyota which has practically been credited with inventing Lean and has now used it in practice for 50 years. “It never stops!”

Rules of the game Lean in DSV abides by certain rules even though to Preben Hildebrandt it is essential for employees to define new and better ways of doing things: bookings must be made electronically so that the consignment is in the system, and the shipment planning must be electronic to allow for the setting up of an electronic file accessible to all, no matter where they are – even at home. And the billing must be made automatically. “It requires a high level of data discipline, but ensures that we have an electronic filing where everyone can access the system at any time. It’s far more flexible in terms of illness and holidays than paper-based solutions,” says Preben Hildebrandt. Greater flexibility “Flexibility and standardisation are essential. The more we can standardise the routine processes, the more time we free up for other essential functions, such as customer service, higher quality and additional sales. Operating the cash register is no fun it itself. It just has to run full speed ahead!” he says and elaborates: “At the same time, standardising routine tasks enables an employee to manage the same type of function in several departments, contrary to the current situation where the Export department

sometimes has idle periods at midday while the Import department or administrative employees are rushed off their feet with work. And that’s a real waste of time,” he says. More skilled – also laterally “When we become more flexible, we are less vulnerable. We can help each other to become more competent – also laterally,” says Preben Hildebrandt and sketches some figures on a piece of paper: Three employees with individual

tasks and individual peak hours during the day/week. One is busy in the morning and afternoon, the other at midday and at the end of the day, the third does almost nothing on Wednesdays but is swamped with work on Fridays, etc. By helping each other, we raise the quality and reduce pressure-related errors. “We must become far better at moving employees and tasks to where the demand arises,” Preben Hildebrandt concludes.

Lean at DSV

“Lean never stops. We can always learn more,” says Preben Hildebrandt, who introduced Lean to DSV 18 months ago.

Preben Hildebrandt and his seven Danish Lean agents have focused on Denmark in their first 18 months of existence, cutting costs for more than EUR 4 million. At the same time, the Lean agents have sparred with the other Scandinavian countries on Lean projects. The Norwegian organisation thus has five part-time Lean agents who have already teamed up with the Danish Lean organisation and implemented three projects with total savings of EUR 362,000 in 2009. Finland has also decided to embark on their Lean journey with the help of the Danish organisation. The first projects will be implemented by the summer of 2009. Concurrent with this, Sweden has set up a Lean organisation of its own with six agents. Fifty to seventy-five percent of the savings are allocated to the budgets, and the rest are used for development and “A Little Better Day.” 19 m o v eEvery s

Protect the environment and save money!

About DSV ECO DSV ECO is offered to both new and existing customers and can be offered whenever DSV Road AB can improve the productivity of the transports so they reduce the environmental impact. After booking, DSV has up to five workdays in which to plan the pick-up of the goods. After this, the normal agreements and delivery deadlines apply. DSV ECO can be booked for full loads and partial shipments alike. For domestic transports, there is a minimum of 1,120 kg of goods or 4 cubic metres. For goods shipped outside Sweden, the calculated weight/ volume must be above 2.5 tonnes or 7.5 cubic metres. Goods will not be picked up until DSV has notified the sender of this, usually the day before pick-up. DSV ECO can be combined with other extra services offered by DSV, except for services entailing any type of time guarantee. See current discounts on



By taking advantage of DSV ECO, our customers can do something to help the environment and save transport costs at the same time. Sweden is the first to offer this new product.

Henrik Holm, Managing Director, DSV Road AB: “Protecting the environment and reducing carbon emissions are given a much higher priority in Sweden than in most other countries.�

If the customers are willing to give DSV up to five days to pick up the goods, the environment will benefit and there will be a discount on the invoice. The concept is called DSV ECO. The fact that environmental considerations and savings go hand in hand is common sense that any householder, male or female, can vouch for. A 40-watt bulb uses less electricity than a 60-watt bulb. A delicate wash costs less than a hot wash, etc. But when it comes to organic products and eco-friendly activities in the business community, the normal procedure so far has been to add to the price. Two per cent, for instance, which can be used to plant a tree in Africa or buy an electric car, once enough “green taxes” have been earned. “This type of agreement is widespread and certainly well-intended,” says Thomas Susé, Group Environmental Manager, DSV A/S, adding: “But it’s a little unclear how much these initiatives actually help the environment. A lorry transport emits just as much carbon dioxide in the course of two hours of driving as it takes a small, newly planted tree in Africa forty years to consume. So the question is, how much does the environment really benefit from such schemes?” he says. Customers participate in environmental protection DSV Road in Sweden is blazing new trails in its attempts to reduce the environmental impact of its transports. For DSV’s customers, there should be money to save by choosing the most environmental form of transport.

Because these same mechanisms will lead to reduced transport expenses: by maximising the loading of lorries and taking the most direct route. In brief, DSV ECO, as the concept is called, is based on the customer being willing to give DSV up to five days from the date of ordering to pick up the goods, in return for a discount of 3% to 7% of the invoice amount. “We’ve asserted for a long time now that economy and the environment go hand in hand. Optimising the loading of lorries and driving the most direct route possible have the immediate effect of reducing emissions and lowering costs. To encourage our customers to actively help protect the environment, we now offer to share the savings with those customers who can live with the terms of DSV ECO,” explains Henrik Holm, Managing Director in DSV Road AB. Big gains for everyone Although it may sound like DSV has to fork out to pay the customers who can accept that DSV takes up to five days after the booking to pick up the goods, the business looks bright to Swedish environmentalists. This is because there are big savings – and with that environmental gains – to be had by thoroughly planning the packing of vehicles and routes. This is naturally an area that DSV is well-qualified to tackle, by virtue of the group’s large volumes, but with the active participation of

the customers, the transports can be planned so they reap even bigger benefits than before. If 10% of all the transports in Sweden were converted to DSV ECO, this would improve the capacity utilisation of these transports by 5%, equivalent to “donating” 20 extra vehicles to DSV Sweden. Putting the environment on the agenda “We start by reviewing our customers’ transport flows in the markets where we offer DSV ECO. Sometimes everything can become DSV ECO. In other instances, only a few transports are suitable,” says Henrik Holm, who has noted great interest by customers to make an effort for the environment and save money at the same time since the launch in early March. It’s no coincidence, either, that the initiative originates in Sweden: “Protecting the environment and reducing carbon emissions are given a much higher priority in Sweden than in most other countries. More and more companies are demanding environmental considerations and sustainable behaviour from their suppliers, and they are also willing to pay more for it,” explains Henrik Holm, who as a natural consequence of this, seeks to reduce the negative environmental impact of the transports. When an economic gain can be achieved at the same time, it looks like a recipe for success.

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Peter Minor, CEO in Asia, has boosted average earnings by focusing sharply on the sales reps’ work.

Time for sales – not just servicing The times when a sales rep could get by servicing three good accounts are a thing of the past. The Asian organisation is now bringing sharp focus to bear on sales – every day. – DSV’s online CRM sales application – is currently being rolled out in Asia. In the course of the weeks ahead, the rest of the 250 sales reps in DSV’s eleven countries in Asia will be trained in the use of, which aims to increase growth and earnings. The roll-out of comes exactly one year after DSV China launched a newly developed sales program named “QdQ” (Quality, direction, Quantity). Now both and QdQ are being disseminated throughout the Asian organisation, and the two systems go hand in glove: “ enables us to further improve the planning of our sales reps’ time. Eighty percent of the principles in QdQ are based on the same ideas as, and together these two systems will substantially



strengthen our sales organisation,” says Peter Minor, CEO in Asia. Individual customer assessments The principles underlying both QdQ and involve rendering customer relations visible. And rendering the sales reps’ work visible. “We want to get more out of the resources we’re expending on sales because it takes the same amount of time to cultivate a big or small customer,” says Peter Minor, as he describes how Asian sales reps use QdQ to assess each customer lead on the basis of a point system where sales reps have to answer ten questions concerning the task in front of them: Size of the shipment? Is this a simple forwarding job or does it entail supplychain synergies through value-added

services? Are we already familiar with the customer? What are the terms of payment? Are we selling to countries where we’re represented by DSV so we also make a profit on the final destination? Questions like these generate 0, 1 or 2 points, and the customer has to achieve 14 before a sales rep continues pursuing the job. “This type of management has generated an excellent response in China over the past twelve months. It has reduced the processing time it takes to land the customer, improved the quality and boosted our average earnings,” says Peter Minor, adding that the sales reps are far better equipped to land an agreement with the customer concerned as a result, simply because it clarifies how the customer and DSV can maximise their synergies together.

Intended to help sales reps The introduction of means that from now on, sales reps will be assessed in terms of results to a much greater degree than previously. Every morning, they will be able to use their computer dashboards to see their results and see their ranking in the hierarchy, i.e. whether they are one of the top scorers or come in dead last. A number of people have objected that this restricts flexibility and the possibility of working more freely because all tasks are visible from now on. Peter Minor does not dispute this: “We’ll probably have to bid adieu to some of the sales reps we employ today. They may not be able to cope with this trend, but we have to do it to boost our average earnings in the company and increase our circle of customers,” he says, explaining: “Just like we’re continuously evaluating our suppliers and operational staff, we have to assess our sales personnel in terms of their performance, too. Not to ‘use it against them’ but as an aid to finding out where sales reps need assistance in the process. If they pay visits to a lot of customers and send out a lot of quotes, but never land an order, we can go in and see why this is so, for instance. Perhaps a sales rep needs supplementary training or coaching on how to succeed in closing a deal. Or maybe we just have to adjust a few parameters, like price, so a sales rep can perform his or her job as efficiently as possible,” says Peter Minor. Selling – not servicing From now on, sales reps will no longer be responsible for ongoing contacts and servicing of existing customers. “In the past, we’ve accepted long periods going by where sales reps in reality never brought in new customers to the company, but merely serviced three key accounts, for instance, which they had landed five years earlier. But accounts like those are not supposed to be serviced by sales reps. The business should handle that. That’s what Key Account Management and Service are for, and they can do a far better job of servicing the customer and generating added sales in the process. They can do this better than the sales rep can, who

Group IT is responsible for rolling out, i.e. DSV’s CRM system, all over the world. At the time of writing, 1,250 sales reps in DSV are active users. Because of the big distance, Henrik Schou, Section Manager, Customer Management in DSV Group IT, spent a lot of time preparing the roll-out in Asia: “It’s important to discuss how the sales reps will react to having their work made more visible. It’s gone well in Asia,” says Henrik Schou, who attributes the success to the local management which set aside two days to adapt the IT solution, together with Group IT, a solution which includes dashboards and the layout of sales reports, etc., for the Asian organisation. “Our success depends on how the individual countries back this up. has enormous potential, and it’s important that we get the requisite time and attention of management to get in touch with all the employees and that the sales reps start to use the system right away. Otherwise, much of the training will be worthless,” explains Henrik Schou of Group IT, who was responsible for the roll-out in Hong Kong and China. The rest of the roll-out in the remaining nine countries will be handled by Patrick Diesing, from Hong Kong, who was trained by Group IT to handle the training, backed by remote support from Group IT in Denmark. Toby Raworth, the architect of QdQ (China’s salesstimulation application) has also joined CRM Forum – a group of key people from the business whose tasks include determining the direction for developing CRM. In parallel with the roll-out in Asia, will also be implemented in India, Bangladesh, the United Arab Emirates, Australia and New Zealand.

may be out visiting customers and travelling half the time, and therefore isn’t able to service customers efficiently,” says Peter Minor. Customers belong to the company Peter Minor also wants to do away with the notion that sales reps “own” their customers. The customers belong to the company, and if the sales rep gets a new job, this should not affect the working relationship with the customer. “We’re far too vulnerable when sales reps keep the customers as their personal remit. Added sales and other activities relating to the customer landed by the sales rep must continue to be credited to him or her, but a sales rep must be assessed by the number of new customers brought in to the business and not by how well he or she performed a few years ago,” Minor says, sending a kind thought to his colleague in China and the architect of QdQ, Toby Raworth, General Manager of Sales, who provides some “good answers” to the questions raised in connection with the launch of the new sales methods. “Unavoidably some people will see this as a restraint on their development potential, but in reality it actually does the opposite, and Toby excels in explaining this to the sales reps. We’re not aiming to pressure the individual sales rep, but to support their sales effort and guide them to be more successful,” says Peter Minor, who is convinced that QdQ, together with, will boost the company’s Asian sales reps into a premier league.

Sales reps in eleven Asian DSV countries will be able to follow their own performance – and that of their colleagues – on their computer screen using customised dashboards. m o v e s


News Belgium given AEO status DSV Road NV has qualified for AEO status (Authorised Economic Operator) in Belgium. The reason for giving AEO status to companies complying with specific safety and security conditions is to speed up and streamline the customs-clearance process. After 9/11, the inspection of goods by customs officials has tightened. Consequently, the EU introduced AEO, an acceptance of a company’s security profile, after which the company can trade with goods far more efficiently with only a minimum of inspection at border and customs clearance. DSV Road NV is the ninth company in Belgium to achieve AEO status, but the first road transporter to get the seal of approval – which is seen as a big competitive edge. Stock picking by voice Together with Primark, its key account retailer customer, DSV Ireland has introduced Pick by Voice (a voice-controlled stock-picking system) at the customer’s two warehouses of 60,000 m². Using handsfree two-way communication between stock employees and DSV’s stock-management system, the employees no longer have to use paper-based lists and/or hand-held scanners – freeing up both hands to do the physical picking. Pick By Voice recognises no less than six different languages and ensures greater productivity, precision and safety for warehouse employees in performing their jobs. Primark sells quality clothing at low prices through 187 department stores in Ireland (under the “Penneys” brand), the Netherlands, Spain and the United Kingdom. New route to the Åland Islands DSV has received permission to make return transports from the Åland Islands. Before this, DSV provided daily traffic with general cargo between Borås, Sweden, and the Åland Islands, but the lorries had to return empty. The newly acquired trade licence makes the route even more profitable – and ecofriendly – as the lorries can return loaded with goods to Sweden.

Th!nk to Japan DSV Air & Sea in Norway has successfully transported two electric Th!nk cars to Japan. Th!nk Technology AS was responsible for all the technical details relating to the cars, which were classified as hazardous goods due to the cars’ batteries. The cars departed from Norway on a lorry with Lufthansa and continued by air freight from Frankfurt to Narita Airport. When they arrived, they were both picked up in a lorry and delivered well before the deadline. Now DSV Air & Sea AS can look forward to conveying an additional fifteen of these small, eco-friendly cars to Japan. Mitsui enlarges its terminal DSV Solutions in Germany has constructed a new terminal in Bad Sobernheim for Mitsui Chemicals Europe GmbH in connection with the reorganisation of the company’s logistical processes. After the first phase last year, involving the construction of a new warehouse covering 6,000 m², rising demand has required the facility to be enlarged by an additional 4,000 m². DSV organises all logistics and transport for Mitsui from Bad Sobernheim including the management of the terminal, international distribution and supplies to and waste removal from the factory. MITSUI CHEMICALS EUROPE GmbH specialises in adhesives for film, bottles, containers, pipes, tubes and much more besides.

Publisher: DSV A/S. Editor: Mads Wedderkopp. Send content suggestions to, tel.: +45 24606369 Distribution enquiries: Staff: Global Marketing, Other recipients: Helle K. Hansen, Photos: Mads Wedderkopp, Jasper Simonsen. Layout: Jacob Thesander. Translation: ad Astra Translators. Printed by: Scanprint.



moves 2 2009  

DSV magazine

moves 2 2009  

DSV magazine