Product Type: Market Research Report
Published by: Transport Intelligence, Ltd.
Published: October 2007
Product Code: R636-48Description Consolidation in the global logistics industry is continuing at a breakneck pace. Over the past ten years no sector has been untouched by mergers and acquisitions and even the biggest companies are not immune from potential takeover.
A host of well-established names have disappeared as the most aggressive players have built scale operations in an attempt to offer customers global services. A handful of mega-businesses now dominate their sectors including Deutsche Post, Schenker, UPS, Kuehne + Nagel and FedEx. Brands such as Exel, AEI, Airborne, Menlo Worldwide Forwarding, Fritz, SembLog etc are now consigned to history.
There is no sign that the seemingly endless volume of deals will come to an end, with consolidation continuing in the European, US and Asia Pacific markets. This trend has been helped by an influx of private equity capital which according to a survey contained in Global Logistics Strategies 2007 now backs a third of all deals.
However not all deals are successful. Even the biggest operators can have trouble integrating acquisitions, and the risks - and costs - involved can be huge. Becoming big for its own sake is not a good enough reason to embark on an expansion strategy. Companies increasingly need to demonstrate to stakeholders that M&A will add to the economic value of their organisation.
Global Logistics Strategies 2007 provides a detailed analysis of all the major trends in the industry and includes an in-depth survey of the major deals which have occurred in the last year. It also includes profiles of the corporate development strategies of all the major logistics players.Table of Contents - 1.0 About Transport Intelligence
- 2.0 Key trends driving logistics M&A
- 2.1 Introduction
- 2.2 A consolidating market
- 2.3 Imperatives for consolidation
- 2.3.1 Globalisation
- 2.3.2 Liberalisation of markets
- 2.3.3 Product differentiation
- 2.3.4 Service Portfolio
- 2.3.5 Out-sourcing
- 2.4 Options for growth
- 2.4.1 Organic growth
- 2.4.2 Alliances
- 2.4.3 Joint Ventures
- 2.4.4 ‘Piggybacking’
- 2.4.5 Is acquisition worthwhile?
- 2.5 Acquisition strategies
- 2.5.1 ‘Blockbuster’ deals
- 2.5.2 Evolution strategies
- 2.6 The emergence of the mega-carrier
- 3.0 The key logistics segments
- 3.1 Post Offices
- 3.2 Railways
- 3.2.1 Europe
- 3.2.2 North America
- 3.3 Freight forwarders
- 3.4 Parcels networks
- 3.5 In house logistics companies
- 3.6 Airlines
- 3.7 Shipping lines
- 3.8 Road Freight
- 3.8.1 Europe
- 3.8.2 North America
- 4.0 Acquisition survey
- 4.1 Deals by Target Company Function
- 4.2 Deals by Target Company Country Location
- 4.3 Contract Logistics: Deals by Target Company Country Location
- 4.4 Deals by Target Company Region Location
- 4.5 Cross Border Deals: Most Internationally Acquisitive
- 4.6 Largest deals in 2006
- 4.7 Largest deals by value
- 4.7.1 Contract Logistics
- 4.7.2 Shipping
- 4.7.3 Airlines
- 4.7.4 Ports
- 4.7.5 Express & Mail
- 4.8 Deal value by year
- 4.9 Deal volume by year
- 5.0 Company Profiles
- 5.1 Agility
- 5.1.1 Brief Profile
- 5.1.2 Strategy
- 5.1.3 Acquisition programme
- 5.2 CEVA
- 5.2.1 Brief Profile
- 5.2.2 Strategy
- 5.2.3 Logistics Acquisition Programme
- 5.3 Christian Salvesen
- 5.3.1 Brief Profile
- 5.3.2 Strategy
- 5.3.3 Acquisition update
- 5.4 DPWN
- 5.4.1 Brief Profile
- 5.4.2 Strategy
- 5.4.3 Acquisition programme
- 5.5 DSV
- 5.5.1 Brief Profile
- 5.5.2 Strategy
- 5.6 FedEx
- 5.6.1 Brief Profile
- 5.6.2 Strategy
- 5.6.3 Acquisition Programme
- 5.7 Fiege Logistik
- 5.7.1 Brief Profile
- 5.7.2 Strategy
- 5.8 Geodis
- 5.8.1 Brief Profile
- 5.8.2 Strategy
- 5.9 Kintetsu
- 5.9.1 Brief Profile
- 5.9.2 Strategy
- 5.10 Kuehne + Nagel
- 5.10.1 Brief Profile
- 5.10.2 Strategy
- 5.10.3 Acquisition programme
- 5.11 Nippon Express
- 5.11.1 Brief Profile
- 5.11.2 Strategy
- 5.12 Norbert Dentressangle
- 5.12.1 Brief Profile
- 5.12.2 Strategy
- 5.13 NYK Logistics
- 5.13.1 Brief Profile
- 5.13.2 Strategy
- 5.14 Panalpina
- 5.14.1 Brief Profile
- 5.14.2 Strategy
- 5.14.3 Logistics Acquisition Programme
- 5.15 Penske
- 5.15.1 Brief Profile
- 5.15.2 Strategy
- 5.16 Ryder
- 5.16.1 Brief Profile
- 5.16.2 Strategy
- 5.17 Schenker
- 5.17.1 Brief Profile
- 5.17.2 Strategy
- 5.17.3 Acquisition programme
- 5.18 Schneider
- 5.18.1 Brief Profile
- 5.18.2 Strategy
- 5.18.3 Acquisition list
- 5.19 Toll Holdings
- 5.19.1 Brief Profile
- 5.19.2 Strategy
- 5.20 TNT
- 5.20.1 Brief Profile
- 5.20.2 Strategy
- 5.20.3 Acquisition programme
- 5.21 UPS
- 5.21.1 Brief Profile
- 5.21.2 Strategy
- 5.21.3 Acquisition programme
- 5.22 Wincanton
- 5.22.1 Brief Profile
- 5.22.2 Strategy
- 5.22.3 Acquisition list
- 6.0 Appendix: European Logistics Strategy Survey
- 6.1 The Sample
- 6.2 Trends
- 6.3 Trend Analysis
- 6.3.1 Globalisation / Expansion
- 6.3.2 Consolidation
- 6.3.3 Pricing
- 6.3.4 Product differentiation
- 6.4 Survey Results
- 6.4.1 Globalisation / Expansion
- 6.4.2 Mergers & Acquisitions
- 6.4.3 Pricing
- 6.4.4 Product Differentiation
- 7.0 Contact Transport Intelligence
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