Case Analysis of Dhl

From the above example it is clear that Brook controlled DHB solely and without any interference from any one. He had few of the employees as his allies in the wrongdoings. If anyone tried to interfere then they were threatened or were thrown out of the organisation.

Deutsche Post DHL is one of the world’s biggest employer. The company employs around 500,000 people worldwide. In 2015, the company was awarded as Top Employer Global for globally creating the ideal conditions for its employees for their personal and professional development. The only company was DHL Express which was recognized on all the continents for working conditions and employee development. The global workforce at Deutsche Post DHL is 497,745 employees at the end of year 2015. Out of these, the employees in Europe are 326,979 (38.7 per cent are female employees and 61.3 per cent are male employees). The Headquarter of DHL is also in Germany with a workforce of nearly 209,000 employees. In Asia, there are less employees as compare to Europe. There are 73,843 employees in Asia and out of them, 28.8 per cent are female employees and 71.2 per cent are male employees. It has been mentioned in the corporate responsibility report 2015 that at the end of reporting year, the company has recruited 8,900 more workers more as compare to the last year (DHL D. P., CR Report 2015, 2016, pp. 40-47). Ms. Melanie Kreis (Corporate Board Member HR, Deutsche Post DHL) has mentioned in an interview with The Economic Times, DHL has achieved the fourth position as an employer in India. The company has planned to employ 15 per cent more people in India to compete with its competitors like amazon, flipkart etc. About 21,000 employees are working in the four divisions (DHL Global Forwarding,

Studying FedEx, UPS and their competitive relationship in the decade from mid - 80's to mid - 90's gives a good insight for the companies' and industry's future. The two companies have different strategic goals and are operating in the same industry but in different main markets: FedEx is working on "producing outstanding financial returns" and focuses on the overnight air market while UPS is looking for "earning reasonable profit" and its core business is the two-day ground delivery. However, by 1981, the two companies started to have a strong sense

Services: A host of services are provided to suit the needs to different businesses. Overnight shipping and next-morning delivery are most popular amongst other services like next-afternoon delivery and second day service. Same-day and early-next morning services are even costlier. Shipment volumes have risen over the decade

The threat of new entrants is very unlikely for UPS. This would be an intimidating market to attempt to infiltrate with UPS and its trailing competitors. Whereas the lack of new entrants is a key advantage, the threat of substitutes in place of other industries products is very high. As mentioned before, UPS has three major competitors that offer similar products at a similar price. This is an area that management has to constantly evaluate. UPS evaluates what they have to offer the customer verses their other delivery needs counterparts and the customers have a no bargaining power whatsoever. If the customer is unhappy with the service or the pricing, UPS acknowledges that DHL and the FedEx will be waiting with open arms to assist them and attempt to win their loyalty. The bargaining power of the suppliers is also very low due to cut throat competition. If low prices are what the customer wants and they can easily take their business elsewhere, UPS must try to maintain reasonable fees to keep the customers happy as well as be profitable. With examining four out of five forces, we can assume that the rivalry among current industry competitors is intense and management must be aware of what each competitor has up its sleeve at any given time. UPS has successfully managed to defray a lot of their costs by having such a successful website. Customers can do a number of things on the website from their home without having to call and

Outsourcing the warehousing functions: In this option, all warehousing actions will be outsourced to Global Logistics (GL) and distribution will start from main warehouse at

Airborne Express the current underdog in the express mail business has been able to compete with market leaders due to innovation and optimization strategy. The company built on cutting cost and emphasizing reliability now faces pressure from the leaders UPS and FedEx to change their pricing strategy. This change from standard rate pricing to distance-based pricing puts Airborne in a dilemma in which they must choose to match the competition which will make them lose what sets them apart in the market or stay with the current strategy. Changing will increase their flexibility and could open them up to new consumers while staying the same

Change is going in the organization. With the help of theories I can easily visualize

FedEx has not fared as well as UPS in financial performances. FedEx¡¦s total revenue has grown 60% from 1996 to 1999 while their net income has doubled in the same period. FedEx¡¦s acquisition of RPS will challenge UPS for the ground delivery business and affect the sustainability of UPS¡¦s advantage in the ground deliver business. FedEx has been competing well in the higher-end, high-service segment of the package delivery market. Although, digitations of documents and emergence of electronic signatures is threatening the express business which FedEx has the advantage over UPS.

M&L Manufacturing makes various components for printers and copiers. The company supplies these items to a major manufacturer. The company also distributes these and similar items to office supply stores and computer stores as replacement parts for printers and desktop copiers. In all, the company manufactures about 20 different items to distribute. The two markets (the major manufacturer and the replacement market) require somewhat different handling. Product for the major manufacturer can be shipped in bulk. However, the products for the retail segment must be packaged individually which requires additional handling and expense. Instead of using forecasting for production planning the operations manager decides which

United Parcel Service (UPS) was founded in 1907 as a messenger company, and has built upon that core service offering for the last 105 years. The company describes its business as "enabling commerce around the globe" (UPS.com, 2012). They are the world's largest package delivery company, managing the flow of goods, funds and information. UPS operates in more than 200 countries around the globe.

In case of tools handling, the tools will be send to the respective assembly stations in the form of kits and the tool which requires for a particular job will

They want to build relationships between other countries and their customers is a good thing. Another good thing is that they want to hire people in that country and place that know it better and have lived there because they would know where everything is and who lives there and needs what. Some bad things though is since they have so many staff workers across the world that those business could be inefficient and they could lose their relationship with the people and places and even countries. Then DHL could start losing their high ranked reputation and lose a lot of business with customers and other types of companies such as boeing and then they could even go bankrupt or out of business for good.

The selected business functions that outsource to a third party has become a common practice in the corporate world. The function of logistics is often to outsourced and providing logistics service companies have evolved into providing a vast range of logistics functions including inventory management, transportation services and warehousing services. The companies which provides logistics services on contract to other companies are known as Third Party Logistics Providers ( 3PLs).

The biggest part of DHL 's businesses run in intracontinental and intra-Europe. DHL gain good position also in Pacific Asia, where has around 40 per cent of logistic market. DHL has only 7 per cent in US and where face to competition with major competitors FedEx, UPS and on this market also US Postal Service. DHL lost their customers during the complex air and hub consolidation investing millions of dollar in this market and this market will be not profitable until 2009.