2010 Third-Party Logistics Study Fast-Moving Consumer Goods Industry

8/2/2019 2010 Third-Party Logistics Study Fast-Moving Consumer Goods Industry

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2010 Third-Party Logistics Stdy Findings of the 15th Annal Stdy

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2010 C. John Langley, Jr., Ph.D., and Capgemini. All Rights Reserved. No part of this document may be reproduced, displayed, modified ordistributed by any process or means without prior written permission from Capgemini. Rightshore is a trademark belonging to Capgemini.

This report presents an excerpt of the2010 15th Annual Third-Party Logistics Study addressing supply chain

and logistics issues affecting the fast-moving consumer goods market. TheAnnual Third-Party Logistics Study

documents the growth and evolution of the third-party logistics (3PL) industry and each year, takes an in-depth look

at special topics and vertical markets. The study team sought a deeper understanding of the challenges facing the

high-volume, low-margin fast-moving consumer goods industry, as well as the strategies that fast-moving consumer

goods shippers and 3PLs are using to manage issues such as reducing costs, perfect order fulfillment and rapidly

sensing and responding to changes in consumer demand. The study results are based on four streams of research:

a web-based survey, desk research, focus interviews with industry experts and a facilitated shipper workshop, and

include perspectives from both shippers and third-party logistics providers.


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more cautious, less loyal shopper has emere ithe lobal recessio, challei cosumer oos

mauacturers a their supplier a retailer partersto become more ema-rie a resposie.

alue-coscious customer is particularly challeior proucers o ast-moi cosumer oos, eieas proucts replace or use up i a short perio otime such as trey apparel, toiletries, a roceries that are o-urable a sol irectly to the ecosumer. With lare olumes a low maris,ast-moi cosumer oos compaies (fg)must respo quickly to elier i-ema, o-treproucts to shoppers whe a where they wat them,to aoi etti stuck with uesirable merchaise.

TOP LOGSTCS CONCRNSts ot surprisi that mauacturers o ast-moi

cosumer oos cite a lo list o hih-prioritycocers or their supply chais. euci loisticscosts is the pereial umber oe oal across alliustries i the Annual 3PL Study(Figure 18), butother priorities speak to the particular challeeso the ast-moi cosumer oos cateory,iclui perect orer ulillmet (87%) rapilysesi a respoi to chaes i cosumerema (83%) a shortei ew prouct time-to-market a supply chai iteratio (81%).

f-vng

n gdDemanding Consumers Increase Supply Chain Pressures

FIGURE 18

euci Loistics osts is a op ocer or fg ompaies

% of FMCG Shippers Who ThinkThat This is Relevant

% of FMCG 3PLs Who RecognizeThis as an Issue for Customers

Reducing Logistics Costs98%99%

87%88%

87%88%

83%86%

82%81%

81%82%

81%84%

66%76%

65%68%

63%67%

Shortening New Product Time-to-Market

and Supply Chain Integration

Ensuring Perfect Order Fulfillment

Improving Shipment Density / Load Utilization

Rapidly Sensing and Responding to

Changes in Consumer Demand

Building Sustainability into the Supply Chain

Having a Supply Chain Disruption / Mitigation

Strategy in Place

Accommodating Sales Promotions

Gathering and Utilizing In-Store Data on Products

Growing Market Share in Emerging Economies

Source: 2010 15th Annual Third-Party Logistics Study

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weish mauacturer rilame osmetics, orexample, eliers irect-to-cosumer withi 24 to 48hours o whe the orer is place; i some marketsthat meas home eliery or eliery to oe home obehal o seeral customers, while other markets aorpickup at a kiosk or serice ceter. hats challeithe mauacturer to icrease orer accuracy a

work to aoi out-o-stocks while copi with the costsicurre by operati so may eliery moels.

fast-moi cosumer oos mauacturers areacti o rowi lobal awareess o the ee tomitiate the eirometal impact o mauacturia loistics processes, with 82% placi priority obuili sustaiability ito the supply chai. gree

is o loer leai ee or pioeeri; it is ow aormal part o a compays operatios, rii theee or mauacturers a others to eelop cohesiea comprehesie earth-riely sourci strateies.

mproi shipmet esity a loa utilizatio is oeo these strateies (87%), eabli mauacturers tomaximize use o shipmet capacity to reuce emissios,

waste capacity a potetially costs as well. LimiteBras Loistics erices, or example, cotiues to

work o ew coiurat ios o its carto proportios toit as much merchaise ito cotaiers as possible.

ustaiability is a maate to o a better job i theloistics area, says oe fg executie, whosecompay has bee testi hybri electric eliery trucksa worki to comply with emeri sustaiability

reulatios i jurisictios such as alioria. Becauseoly 160 to 170 miles is the usual leth that ourproucts trael to et to their ial estiatio, itsiicult or us to take aatae o multimoalalteraties, like truck/rail or truck/ship, he says.

3PLS AND SHPPRS SHAR PRSPCTfortuately, ast-moi cosumer oos mauacturersa the 3PLs that sere them are remarkably alie itheir assessmet o these top cocers. hese results seemto imply a much closer areemet betwee the two roupstha there miht hae bee te to itee years ao.

he oly sliht eiatio occurs i accommoatisales promotios, where 3PL respoets are more

likely to cosier this a top priority tha shipperrespoets (76% s. 66%). Perhaps this is ue toast-moi cosumer oos compaies ote heayreliace o promotios; or may i this cateory,much o the busiess is promotioal, so the ietoryspikes promotios create are simply busiess as usual.

itioally, accommoati the spikes i olumeeerate by a promotio requires spee, isibility a coectios. e shipper says brii their 3PLsito the plai o promotios allowe a extra seto has a eyes beeicial to etti proucts to thesheles aster. ur 3PLs assist i expeiti shipmets

throuh chai ocea moes to airreiht or cross-ocki at the estiatio to reuce hali time.

While ast-moi cosumer oos shippers a3PLs may aree o the issues, they iew ieretlythe role 3PLs ca play i aressi them. Figure19 reeals what issues ast-moi cosumer oosshipper respoets see 3PLs helpi them tomaae, ersus the types o issues 3PLs thikshippers will implemet alo with them.

fast-moi cosumer oos shipper respoets areclosely alie o their iew o 3PLs role i helpi

to improe shipmet esity/loa utilizatio, reuceloistics costs, a put a supply chai isruptio/mitiatio stratey i place, as well as o perectorer ulillmet a sustaiability projects.

ustaiability is ery importat to our compay,says frits voortma, director, orporate upplyhai at frieslaampia. We will be comiout with ew, improe sustaiability prorampost-merer a we will expect 3PLs to help.

Bringing 3PLs intothe planning of

promotions allowedan extra set of handsand eyes beneficialto getting products tothe shelves faster.

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But shippers are less likely tha 3PLs (46% s.62%) to see 3PLs playi a role i shortei ewprouct time-to -market a supply chai iteratio.his is aother area that, like sales promotios,requires spee, isibility a a stro shipper-3PL coectio; issues o trust a collaboratio may alsobe at play. hippers likely see a oal o shortei ewprouct time-to-market as a broaly cross-uctioaleort that requires the shipper to maae actiityamo iteral uctios (rom esi to prouctioto loistics to sales to marketi) a exteralparters, iclui the 3PL, says a leai retailer.

he isparity see earlier i sales promotio occursaai here, with just 42% o shipper respoets

seei a role or 3PLs, while 60% o 3PLs see oe.t oe fg shipper, or example, creatio o a3PL joit eture with a sister compay meas hih-

elocity a hih-olume a presumably more

heaily promote oos are hale iterally, while3PLs are use or ot-core busiess, such as prouctsthat are low olume or ot ast moi, or wherethe compay has ot mirate to ew systems.

But others rely o 3PLs precisely or the excesscapacity emae by this like promotios. forexample, rilame osmetics, which couctsas may as 40 promotioal campais each yearor each o the eiht uropea coutries beisere rom its Warsaw d, shares its orecast

with its 3PL a year i aace to joitly pla labora other ees. his joit plai certailybris us beeits i the warehouse operatio,says gokha akmak, Loistics aaer, global.

trasport this is more i icult where weee to sometimes i up to three times morecapacity. he 3PL assists to the bri i morecapacity, worki with other compaies.

FIGURE 19

fg hippers a 3PLs ee 3PLs apabilities dieretly

% FMCG Shipper Respondentsby Type of Issue 3PL is

Seen as Helping to Manage

% FMCG 3PL Respondentsby Type of Issue 3PLs Think

Customers Will Implement with Them

Improving ShipmentDensity / Load Utilization

Reducing Logistics Costs

Having a Supply Chain Disruption /

Mitigation Strategy in Place

Building Sustainability

into the Supply Chain


Shortening New Product Time-to-Market and Supply Chain Integration


Rapidly Sensing and Responding

to Changes in Consumer Demand

Gathering and Utilizing

In-Store Data on Products

Growing Market Share in

Emerging Economies

Improving ShipmentDensity / Load Utilization

Reducing Logistics Costs

Having a Supply Chain Disruption /

Mitigation Strategy in Place

Building Sustainability

into the Supply Chain


Shortening New Product Time-to-Market and Supply Chain Integration


Rapidly Sensing and Responding

to Changes in Consumer Demand

Gathering and Utilizing

In-Store Data on Products

Growing Market Share in

Emerging Economies

74%

69%

68%

65%

62%

46%

42%

35%

32%

29% 26%

76%

73%

70%

70%

65%

62%

60%

43%

34%


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COLLABORATNG ON COSTSdespite the priority place o reuci loistics costsa the airly close alimet i how ast-moicosumer oos shipper respoets a 3PLs seethe 3PLs role i helpi to reuce loistics costs,shippers are ioli 3PLs i cost-reuctio strateiesless ote that oe miht expect (Figure 20).

Improved Distribution Center Processes: eekistrateies to improe warehouse processes aattai better KPs is the most-use cost-reuctiostratey (87%) by ast-moi cosumer oosshipper respoets. Beerae istributor Be .Keith ompay, or example, is usi its warehousemaaemet system to better track mapowera hours a is brii i temporary workersto aress spikes i olume. Howeer, just 53%o shipper respoets are implemeti dprocess improemets i partership with a 3PL,espite the act that 73% o this roup outsources

warehousi to a 3PL. e possible iterpretatiois that these process reorm eorts are ocusemore ote o those warehouse operatios retaieiterally rather tha those outsource.

Renegotiated Rates for Logistics Services: hihumber o shipper respoets use reeotiatio orates as a metho to reuce loistics costs (86% orloistics serices a 74% or warehouse serices).hippers also hae the opportuity to use 3PLs tohelp them reeotiate rates with other supply chai

eors, but more tha hal o the respoetso ot report oi this. his coul mea thatthese eotiatios are oe-sie, or shippersquestio 3PLs capabilities or aailability or thisserice. t is possible that joit eotiatios coulrie icrease sais a improe collaboratioa relatioships betwee the parties.

Improved Forecasting and Inventory Visibility: reat umber (83%) o ast-moi cosumer oosshipper respoets are seeki to improe orecastia ietory isibility to reuce costs, but a limiteumber o respoets hae implemete solutios

with 3PLs (16%). duri iteriews seeral shippers a

3PLs ote the icrease importace a reliace oreliable orecasti a isibility; this requires icreasecollaboratio a trust amo 3PLs a shippers torie improemets. e shipper commets, We

FIGURE 20

fg hippers ost-se ost-euctio trateies dot lways

ole 3PLs

Improved Distribution Center Processes

Method Used% of Methods

Implementedwith 3PL

Improved Forecasting and Inventory Visibility

Redesigned Supply Chain Network

Renegotiated Rates for Warehouse Services

Switched to Multimodal Transport

Implemented or Improved Logistics-Related Information Technology

Tools or EnablersInstituted Internal Training Programs to Encourage

Cost-Effectiveness / Lean Behaviors

Rationalized or Decreased the Number of SKUs

Improved Returns Management / Reverse Logistics Policies

Employed More Fuel-Efficient Transport

Increased Outsourcing

Improved Pallet Distribution and Reclamation Process

Improved Direct Store Delivery Processes

Transitioned from Direct Store Delivery to Customer

Warehouse Delivery

Leveraged a Multi-Vendor Consolidator

Renegotiated Rates for Logistics Services

Improved Shipment Density / Load Utilization

87%

53%86%

48%

83%16%

80%56%

75%32%

74%46%

74%62%

73%40%

68%

30%67%

11%

60%43%

59%59%

59%48%

52%44%

45%35%

42%38%

36% 47%


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uersta the importace o improe orecastia isibility a cotiue to iest i iitiaties thatrie prouctiity a operati improemets. curret project will improe orecasti a ietory

isibility across our trai parters a eable usto improe isibility a aailability o prouct toour 3PLs or scheuli a moemet o oos.

ome 3PLs a carriers are looki to push shippersor more shari o orecasts to ee out the peaksa trouhs that put extra costs ito the supplychai. he recet ecoomic crisis a subsequetshipmet recoeries put icrease pressure o 3PLsa carriers who either sat o empty space or sat

with too much caro to moe. certaity leas toicrease costs i the supply chai or both shippersa 3PLs. 3PLs are axious to work with shippers toicrease their orecasti isibility a accuracy ahae starte looki at implemeti rewar/pealtysystems to achiee a more reliable supply chai. he

challees we are seei ow use to be eiet oershorter a more aticipate peaks (or example,summer peak seaso, hristmas or hiese new

ear). his year there has bee a more tial capacity

challee, says oe 3PL proier, which is causicarriers a 3PLs to cap commitmets a cosierpealizi siiicat short shipmet/o-shows.

Redesigned the Supply Chain Network: hree-quarterso ast-moi cosumer oos shipper respoets areemployi supply chai etwork reesi to reuceloistics costs, but just 32% are oi so with a 3PL. forexample, to support its retail operatios, LimiteBras oers 3PL serices to other retailers areati

olume to more tha 40 oes arou the a ismaximizi its use o a eliery aet etwork. Limiteis also icreasi shipmets ito aaa to support thecompays rowth i the aaia market. t may bethe case that shippers ot iew their 3PLs as haithe strateic or expertise ecessary to carry out thistype o iitiatie.

terestily, 3PLs perceie themseles playi a muchlarer role i ast-moi cosumer oos shipper

respoets loistics cost reuctio eorts. Figure 21reeals what methos 3PLs beliee their shippercustomers are usi to reuce costs a the percetaeo those eorts implemete with a 3PL.

FIGURE 21

3PLs Perceie hemseles Playi a uch Larer ost-euctio ole

Improved Distribution Center Processes

Method Used% of Methods 3PLs

Think Shippers Will

Implement with Them

Improved Shipment Density / Load Utilization

Renegotiated Rates for Warehouse Services

Redesigned Supply Chain Network

Improved Forecasting and Inventory Visibility

Switched to Multimodal Transport

Increased OutsourcingInstituted Internal Training Programs to Encourage

Cost-Effectiveness / Lean Behaviors

Improved Returns Management / Reverse Logistics Policies

Improved Direct Store Delivery Processes

Employed More Fuel-Efficient Transport

Leveraged a Multi-Vendor Consolidator

Rationalized or Decreased the Number of SKUs

Improved Pallet Distribution and Reclamation Process

Transitioned from Direct Store Delivery to CustomerWarehouse Delivery

Renegotiated Rates for Logistics Services

Implemented or Improved Logistics-Related Information

Technology Tools or Enablers

86%70%

79%72%

77%73%

73%71%

72%68%

71%74%

70%59%

68%75%

67%

65%65%

52%

60%68%

57%71%

53%61%

50%62%

48%51%

46%56%

44% 64%


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his stuy has cosistetly ou that trust issuesimpee the proress o 3PLs a shippers towarmore strateic a collaboratie relatioships,a that pheomeo coul be at work here.3PLs hae the resposibility to emostratetheir capability to take o a more strateic rolea coice users to accept them as strateicparters. the 2009 Third-Party Logistics Studyschapter o upply hai rchestratio, 38% oshipper respoets sai 3PLs lack the busiessexpertise that woul coax them to icreaseoutsourci to 3PLs. Both sies hae to be reay.

s a retailer iole with both ast-moi cosumeroos compaies a 3PLs put it, hippersoutsource what they caot o well i.e., theirproblems. hey wat the 3PL to make the problems

o away. o the extet the problem requires skills,assets a techoloy that the shipper oes othae, the relatioship ca work. But to the extetthe problem is a uerlyi ecoomic or marketcoitio, the problem is still there, but lessimmeiate to the shipper ia the outsourci.

FMCG AND TOTAL LANDD COSTfast-moi cosumer oos shipper respoetsare slihtly more likely tha the oerall 3PLsurey respoet base to use total lae cost

calculatio extesiely i their busiesses. s withthe oerall populatio, these users most oteuse spreasheets or total lae cost calculatio,ollowe by iterally eelope tools.

Howeer, amo those who use L miimally or o otuse L calculatio at all, their reasos or ot oiso ier. While just 31% o miimal/o-users rom theoerall respoet base o ot o so ue to a lack osuiciet time or aalysis, 61% o ast-moi cosumeroos shipper respoets cite this, the biest reasoor o-use, perhaps relecti the hih-elocity atureo this ertical, where ecisios must be mae withi ashorter perio o time tha spreasheet-base aalysis

woul permit. Lack o aailable ata is the larestobstacle or oerall users, a problem experiece equallyby ast-moi cosumer oos shipper respoets.

TRANSPORTATON AND WARHOuS SHARNGome shippers are shari trasportatio a warehousecapacity to reuce loistics costs a improe sustaiabil-ity. Figure 22 illustrates the arious types o shariiitiaties a requecy o use.

Warehouse shari is the most commoly use stratey,with 28% o ast-moi cosumer oos shipperrespoets eai i this practice with supply chaiparters, 26% oi so with other fg compaies,

FIGURE 22

ay fg hipper espoets are ertaki rasportatio or

Warehouse hari

With Supply Chain Partners

Primary Shipping (Long Haul)

With Other FMCG Companies With Non-Competing Users

Supply Chain Scorecarding

Secondary Shipping (Freight to Customer)

Warehouse Sharing

Planning, Forecasting and Replenishment

Multimodal Shipping

28% 26% 19%

26% 17% 12%

26% 24% 12%

19% 12% 12%

38% 6% 4%

39% 9% 9%


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a 19% with o-competi shippers. ome othis shari, howeer, may be attributable to the useo 3PLs who maximize their assets by maitaiimultiple customers ietory i oe acility, rathertha a arraemet mae at the shippers irectio.

e retailer otes that the oraizatios 3PL selectio oroutsource istributio operatios i cosier the 3PLsother customers as a potetial beeit. Howeer, o theextet that cost sais were the result o shari resourcesmaae throuh a 3PL, we woul expect that the 3PL

woul preer ot to ully share that iormatio, as theleerae o share resources is part o their proit moel.

hippi is also a popular place or resource-shari. ecoary shippi (reiht to customer)is the most wiely use, a the most likely to be

uertake with aother ast-moi cosumeroos compay. Primary shippi (lo haul) isslihtly less use, ollowe by multi-moal shippi.

We collaborate o trasportatio with other, buto-competitie, oo a beerae mauacturers-- ot commili, but shari laes, says oe fgmauacturer. t seems to work or us a or thoseparticipati. Howeer, the compay has resiste othersoertures to share warehouse space. We eel it asmore touches (a cost) to the supply chai, he as.

bout hal those shippers a 3PLs who hae atrasportatio or warehouse shari arraemet

work with a 4PL to carry out the arraemet.

While two-thirs o those iole with warehousetrasportatio shari iitiaties hae recoizecost sais, the leel o sais has bee limite(58% are less tha 5%), 13% saw o sais, a21% o ot kow the sais. his woul suestthat KPs ee to be improe or supplemeteto capture results rom this type o iitiatie. KPsuse i the past to measure the supply chai are otecessarily the oes that will bri success i theuture. Figure 23 reeals a breakow i the leel osais experiece by those ast-moi cosumeroos shipper respoets that saw a sais.

FAST-MONG CONSuMR GOODS:KY TAKAWAYS

he hih-olume, low-mari ast-moicosumer oos mauacturer must becomemore ema-rie to sere a less loyal, morecautious post-recessio shopper wheeer a

whereer they are motiate to buy. hosepressures are putti perect orer ul illmet(87%), rapily sesi a respoi to chaesi cosumer ema (83%), a shorteiew prouct time-to-market a supply chai

iteratio (81%) at the top o their list o supplychai priorities alosie reuci loistics costs.fast-moi cosumer oos mauacturersa the 3PLs that sere them are closely aliei raki top cocers, relecti 3PLs soliuerstai o their customers busiesses.

But they hae some ieri iews o the role 3PLsca play i helpi shippers aress these cocers.hippers wat 3PLs to help improe shipmetesity/loa utilizatio, reuce loistics costs aestablish a supply chai isruptio/mitiatio

stratey, but they cosier them less ote or oalssuch as shortei ew prouct time-to-market asupply chai iteratio. hippers are also ioli3PLs i cost-reuctio strateies less ote tha oemiht expect, with the biest aps i improeorecasti a ietory capabilities, ratioaliziKs a reesii the supply chai etwork.3PLs see their role as much larer i these aother serices. he trust issues that hae cosistetlyslowe the eolutio o shipper-3PL relatioshipsmay be a actor i these aps. ome shippers haeteste shari warehousi a trasportatioas a ree a cost reuctio stratey, withmost reporti sais o less tha 5%.

FIGURE 23

ore ha Hal the aisLeels xperiece throuhhari re er 5%

7 to 10%

14%

More Than 10%

14%

Less Than 1%

6%

1 to 3%

16%

3 to 5%

36%

5 to 7%14%


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his 2010 15th Annual Third-Party Logistics Study, baseo research coucte i mi-2010, examies thecurret state o the lobal market or 3PL serices,a explores i epth issues surroui total laecost calculatio. he report also iestiates supplychai issues a 3PL usae i two ertical markets,Lie cieces a fast-oi osumer goos.

he 2010 3PL Studyiclues our streams o research:a web-base surey, esk research, ocus iteriews

with iustry experts a a acilitate shipperworkshop. urey results are base o resposesrom a siiicat umber o 3PL proiers as well as1,133 3PL users a o-users rom a broa rae oiustries a eoraphies. aitioal to the ast-moi cosumer oos results preset i this report,here are some iis rom the complete stuy:

he 2010 3PL Studyairms that shippers rearloistics a supply chai maaemet as key to

their success, a may creit 3PLs with helpithem to achiee critical serice, cost, a customersatisactio oals. he oerall percetae oreeues shippers irect to outsourci o loisticsserices was lower tha i recet years, but othersicrease use o outsource loistics serices. Whileshippers report a arrowi o the apabilitygap the ierece betwee shippers iew othe extet to which is a ecessary elemet o3PL expertise, a their satisactio with 3PLs capabilities a ew oe is emeri betwee theratis that shippers a 3PL s assi to ariousaspects o the 3PL-shipper relatioship, particularlyreari 3PLs ability to elier ioatio.

the 2009 Third-Party Logistics Study, 64% o shipperrespoets cite total lae cost (L ) reportia aalysis the sum o all costs associate withmaki a elieri proucts to the poit wherethey prouce reeue as a critical 3PL capability. eti The 2010 Studyjust 23% o 3PL respoets reporteextesiely proii L aalysis/reports to theircustomers. oi to sophisticate L capability

requires -leel leaership, process chae asystems trasormatio or both shippers a 3PLs.

Prouct iterity a compliace requiremets, aiheretly complex trai parter ecosystem, aemai customer serice a cost requiremetsare just a ew o the challees shippers a 3PLsare aci i the $1.2 trillio lie sciecesiustry. fully 62% o lie scieces shippers citeesuri prouct quality as a siiicat challeea rak quality proceures hihly (70%) as aserice they wat 3PL s to proie, althouh just 45%

o 3PL s curretly proie them. he sometimescritical ature o lie scieces proucts accetuatesthe ee or lexible a resposie supply chais.

s ecoomic coitios improe its time to cosier therole 3PLs playe i helpi shippers weather the recetecoomic storm. crease use o outsourci a hihsatisactio leels suest that 3PLs ca certaily takesome creit or their customers results; ow its time toocumet the lessos leare. e is that wheshippers or 3PLs hesitate to share ieas o a strateic oroperatioal ature, they put up hurles that are eryiicult to clear. he uture rowth a eelopmet othe 3PL sector epes o both parties to approachtheir relatioships with a ope a collaboratie spirit.

Bthed

Findings of the2010 15th Annual Third-Party Logistics Study

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For additional copies of this publication or for more information

about the study, please contact any of the following:

C. John Langley Jr., Ph.D.

Professor of Supply Chain Management

Georgia Institute of Technology

Atlanta, Georgia, USA

T: +1 404 894 6523

[email protected]

Dan Albright

Vice President

Capgemini Consulting


T: +1 404 806 2169

[email protected]

Jim Morton

Managing Consultant

Capgemini Consulting


T: +1 404 806 5057

[email protected]

Dennis Wereldsma

Global Distribution Sector Leader

Capgemini Nederland B.V.

Utrecht, the Netherlands

T: +31 30 689 6076

[email protected]

Michael Alf

Vice President, Head of Sales Asia Pacific

Capgemini Australia Pty Limited

Melbourne, Australia

T: +61 3 9613 3378

[email protected]

Sven Hoemmken

Senior Vice President

Global Head of Sales

Panalpina Management Ltd.

Basel, Switzerland

T: +41 61 226 [email protected]

Tina Boetsch, Ph.D.

Senior Manager

Corporate Supply Chain Manager Development

Panalpina Management Ltd.Basel, Switzerland

T: +41 61 226 1111

[email protected]

Nicholas Wyss

Senior Vice President

Global Head of Industry Vertical Retail & Fashion

Panalpina Management Ltd.

Basel, Switzerland

T: +41 61 226 1111

[email protected]

Patrick GethVice President

Corporate IV Manager Healthcare & Chemicals

Europe, Middle East, Africa and CIS

Panalpina Welttransport GmbH

Frankfurt, Germany

T: +49 6105 937 0

[email protected]

Chris Saynor

CEO, eyefortransport

T: 1800 814 3459 ext 7529 (from USA)

T: 1866 996 1235 ext 7529 (from Canada)

T: +44 20 7375 7529 (from Rest of the World)

[email protected]

Katharine OReilly

Senior Vice President - Research

eyefortransport

T: +44 (0)20 73757207 / 1800 814 3459 ext 7207

[email protected]

2010 Third-Party Logistics Study Fast-Moving Consumer Goods Industry

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