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Home > Business/Finance > Diversified Services > Shipping & Logistics
Global Logistics Strategies 2007
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- 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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