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Global Contract Logistics Report 2016

Global Contract Logistics Report 2016

The themes adopted for this year’s Global Contract Logistics report may at first sight seem diverse and eclectic: innovation, technology, risk, sustainability and ethics. However, together with price, availability and service, each one of these value features has now become fundamental to competitive advantage in the modern supply chain and logistics industry.

These factors now form a complex matrix of values which managers need to take into account when making informed decisions on their production and logistics options.

The industry has moved on considerably over the past decade. The ability to demand – or provide – low-cost and efficient services is no longer sufficient to meet the requirements of customers, consumers or indeed other stakeholders – such as regulatory authorities, non-governmental organisations or even media. Although the days when decisions were made solely on price and service are far from over, there is evidence that at a ‘blue chip’ corporate level at least, other value dimensions (such as ethics, sustainability or risk) have now become front and centre in the outsourced decision-making process.

In terms of value creation, it would also be a mistake to view each of these factors in isolation. Best practice in the supply chain industry requires the development of a holistic management approach which goes to the very core of corporate strategy. For example, an approach which ensures that suppliers comply with ethical labour and environmental policies requires the technology to provide the requisite visibility of supplier practice. This indirectly provides managers with the capabilities to make decisions to mitigate all types of supply chain risk, which consequently has a beneficial impact on the bottom-line. At the same time as this, the company creates a positive culture which can improve employee morale and motivation.

It would be a mistake to see these additional value features as either separate from the business of making profits, or, as many in the industry still do, a ‘necessary evil’ which ultimately provides some sort of marketing benefit but at a cost to efficiency. As this report deals with in some detail, those companies which embrace sustainable environmental practices and ethical behaviour are the ones which will ultimately create the most value. Although there may be short-term costs associated with implementing best practice, for example in green warehousing or by refusing to pay bribes in emerging markets, such an approach will deliver longer-term profitability, not least due to enhanced reputations and the creation of a strong management and employee ethos.

The so-called ‘triple advantage’ of bottom line benefits created through the strategy of ‘people, planet and profits’ is underpinned by innovation and technology. New business models have the potential to reduce levels of inefficiency in the industry, reducing costs, both financial and environmental.

The logistics industry has been pilloried over the years by many manufacturers and retailers for its lack of innovation. Now is the opportunity for logistics companies to show they are not only responsive to developments in the market, but actually driving many of these changes.


About the authors
1.0 Introduction
1.1 Key findings
1.2 Foreword
2.0 Contract logistics market overview
2.1 Contract logistics introduction
2.2 A recap of trends impacting the market
2.3 Mergers and acquisitions in the contract logistics market
2.4 Innovation in the supply chain
2.5 Risks and the future of contract logistics
2.6 SWOT analysis of the contract logistics market
3.0 Technology in contract logistics
3.1 IT applications in the supply chain
3.2 Investments in supply chain technology
3.3 Visibility in the supply chain
3.3.1 Case study: Visibility in the supply chain
3.4 The four stages of disruption
4.0 Ethical and sustainable supply chain strategies
4.1 Ethical and sustainable supply chain strategies overview
4.2 Profits, planet & people – The ‘triple’ advantage
4.3 Environmental issues in the supply chain and logistics
4.4 Government policy and transport emissions
4.5 Road Freight
4.5.1 Europe
4.5.2 United States
4.5.3 Case study: Telematics in Road Freight
4.6 Air cargo
4.7 Rail and intermodal
4.8 Shipping
4.9 Warehousing
4.9.1 Case study: IDI Gazeley and Porsche
4.9.2 Case study: Return on Investment – ‘Green and gold’
4.10 Retail logistics
4.11 Ethical supply chains
5.0 Contract logistics market analysis by vertical sector
5.1 Contract logistics market analysis by vertical sector overview
5.2 Global contract logistics market size by vertical sector
5.3 Supply chain dynamics: Automotive manufacturing logistics
5.3.1 Production concepts in automotive logistics
5.3.2 Different types of inbound logistics operations
5.3.3 Automotive contract logistics and vehicle production
5.3.4 Automotive contract logistics and the ‘vehicle parc’
5.4 Supply chain dynamics: Consumer goods and retail logistics
5.4.1Consumer packaged goods (CPG) sector
5.4.2 Regionalisation of supply chain geographies
5.4.3 Durable goods
5.4.4 Consolidation services
5.5.5 Retail trends
5.5.6 Retail contract logistics and retail sales
5.5.7 Retail sales by country
5.4.8 Retail sales growth by country
6.0 Market size and forecasts
6.1 Market sizing definitions and methodology
6.2 Global contract logistics market growth 2015
6.2.1 Global contract logistics market forecast 2015-19
6.2.2 Global contract logistics market size by region
6.2.3 Leading global contract logistics providers
6.3 Africa contract logistics market growth and forecast 2015-19
6.3.1 Africa contract logistics market size by country 2015-19
6.4 Asia Pacific contract logistics market growth 2015
6.4.1 Asia Pacific contract logistics market forecast 2015-19
6.4.2 Leading Asia Pacific contract logistics providers
6.4.3 Asia Pacific contract logistics market size by country
6.4.4 China, Japan and India contract logistics growth and forecast 2015-19
6.5 Europe contract logistics market growth and forecast 2015-19
6.5.1 Leading Europe contract logistics providers
6.5.2 Europe contract logistics market size by country 2015-19
6.5.3 Central & Eastern Europe contract logistics market growth 2015
6.5.3.1 Central & Eastern Europe contract logistics market forecast 2015-19
6.5.3.2 Russia, Turkey and other CIS contract logistics market growth and forecast 2015-19
6.5.4 Western Europe contract logistics market growth and forecast 2015-19
6.5.4.1 Western Europe contract logistics market growth and forecast by country 2015-19
6.6 Middle East contract logistics market growth and forecast 2015-19
6.6.1 Middle East contract logistics market size by country 2015-19
6.7 North America contract logistics market growth 2015
6.7.1 North America contract logistics market forecast 2015-19
6.7.2 Leading North America global contract logistics providers
6.8 South & Central America and the Caribbean contract logistics market growth and forecast 2015-19
6.8.1 South & Central America and the Caribbean contract logistics market size by country 2015-19
7.0 Financial review
7.1 Contract logistics financial performance review
7.2 Financial breakdown by geography and vertical
7.3 Logistics margin analysis
7.3.1 Contract logistics market comparisons
7.4 Comparison of capital intensity ratios
8.0 Profiles of major contract logistics providers
8.1 Agility
8.2 APL Logistics
8.3 CEVA
8.4 DB Schenker Logistics
8.5 DHL Supply Chain
8.6 DSV
8.7 Fiege Logistik
8.8 Kuehne + Nagel
8.9 Panalpina
8.10 Penkse Logistics
8.11 Rhenus
8.12 Ryder
8.13 SNCF Logistics
8.14 Toll Global Logistics
8.15 UPS Supply Chain Solutions
8.16 XPO Logistics
8.17 Yusen Logistics
9.0 Appendix
9.1 Technology in contract logistics appendix: M&A activity
9.2 Contract logistics market analysis by vertical sector appendix: Data
9.2.1 Contract logistics market analysis by vertical sector appendix: Retail sales – Europe
9.2.2 Contract logistics market analysis by vertical sector appendix: Retail sales – Asia Pacific and North America
9.2.3 Contract logistics market analysis by vertical sector appendix: Retail sales growth – Europe
9.2.4 Contract logistics market analysis by vertical sector appendix: Retail sales growth – Asia Pacific and North America
9.3 Global contract logistics market size data
9.3.1 Africa contract logistics market size data
9.3.2 Asia Pacific contract logistics market size data
9.3.3 Caribbean contract logistics market size data
9.3.4 Central America contract logistics market size data
9.3.5 Central & Eastern Europe contract logistics market size data
9.3.6 CIS and Turkey contract logistics market size data
9.3.7 Middle East contract logistics market size data
9.3.8 North America contract logistics market size data
9.3.9 South America contract logistics market size data
9.3.10 Western Europe contract logistics market size data
9.4 Top 10s by region by total revenues
9.5 Contract logistics margin comparisons data
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