Strategic Logistics Management PDF

Strategic Logistics Management Business models of logistics companies (II/II) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 1  Learning objectives In this lecture, you should learn …  the definition of contract logistics  how...

Strategic Logistics Management Business models of logistics companies (II/II) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 1  Learning objectives In this lecture, you should learn …  the definition of contract logistics  how to define tender management  how the business models of different players in transport chains are structured WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 2  Agenda 4. Business models of logistics companies 4.1 Goals and elements of a business model 4.2 Business models of logistics service providers 4.3 Contract logistics 4.4 Business models of different actors in transport chains WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 3  4. Business models of logistics companies > 4.3 Contract logistics Contract logistics is a demanding, interdisciplinary and the fastest growing area of logistics The term contract logistics refers to the long-term provision of complex logistics service packages by freight forwarders and other logistics service providers. In this context, several basic services such as transport, storage, handling, (partial) assembly and packaging as well as simple production or assembly services are combined in a customer-specific manner. Thus, the service provider becomes a system supplier for logistics services. 1 Contract logistics is an essential and rapidly growing segment of logistics:  Contract logistics generates about 40% of the total turnover of the German logistics sector2  Until 2015, the worldwide market for contract logistics has grown annually by approximately 6 to 8%3 1) Wrobel/Klaus (2009) and Krieger (2012) 2) Klaus/Kille (2006) and Klaus/Kille/Schwemmer (2011) 3) DB Schenker (2011) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 4  4. Business models of logistics companies > 4.3 Contract logistics Contract logistics is experiencing a global growth +4.9% +11.7% 121 +4.9% 32% 13.3 8.7 CAGR 96 3% 4% 37% 101 +22.0% 27% 80 31% Eastern Europe 43 12% and CIS +9.7% +9.1% 16 6% Western Europe 4.2 6.5 69 2% 2% 17% China +18.0% Africa / Near and 43 North America Middle East 17% 9.4 4.1 3% +9.7% 2% +7.7% 6.8 10.8 India 3% 3% Distribution of global growth Rest of Asia / Australia 375 Middle / South 100% = 115€ billion 259 America America APAC Map Legend: 22% 50% In billion €, 2010 / 2015; % of the global contract logistics market 2010 2015e EMEA = Europe, Middle East and Africa Worldwide EMEA APAC = Asia-Pacific 28% Source: DB Schenker (2011) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 5  4. Business models of logistics companies > 4.3 Contract logistics In addition to main functions of transport, handling and storage, contract LPs are increasingly offering value added services Services of contract logistics providers Value- Transport Handling Storage adding services Information Coordination Financial Other services services services services e.g., key figures, e.g., replenishment e.g., dept collection e.g., quality credit assessment responsibility for inspections, article shelf-filling in retail picking, packing, pre-assembly, return management WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 6  4. Business models of logistics companies > 4.3 Contract logistics The following characteristics apply to contract logistics  Employees and organisation come to the foreground Characteristics of contract logistics as a particular service are the Uno-Actu principle (production = consumption) and external factor dependency (there is no service without customer involvement).  Knowledge based on experience must be supplemented by organisational structures that support methodological knowledge and learning processes In the core processes of customer acquisition, customer implementation and customer operation, people and their experience (references) are of great importance. In contract logistics, this knowledge is difficult to store in databases. Experienced, motivated, long-serving employees are the guarantee for lasting knowledge.  Knowledge must be transferable to new customers, other target segments and new/other employees, including those from other departments e.g., service engineering (service libraries)  Contract logistics is a trusted good Source: Mill Coert (2012) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 7  4. Business models of logistics companies > 4.3 Contract logistics Contract logistics in practice from the supplier's perspective using the example of Ekol Logistics 150 trucks per week from Warehouse with 60,000 Kassel, Mannheim and pallets storage spaces Gaggenau supply JiT's truck for Henkel production in Aksaray (Turkey) 50-person IT team, enables a complete tracking of goods in the textile industry (barcode on every textile, every hook, every box) Transport by truck Transport by rail Transport by deep sea ship  Company was founded in 1990 as a transport service provider  By 2011 the company had developed into a contract logistics service provider  Turnover 2021: € 616 million Source: DVZ (2011) and Ekol (2021) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 8  4. Business models of logistics companies > 4.3 Contract logistics Contract logistics in practice from the customer‘s perspective using the example of BMW Leipzig 4. Pre-assembly 1. Goods receipt area The doors for the BMW 3 Series are pre-assembled in the Supply Centre East. A logistics service provider (LSP) supplies the During this process, BMW assembly workers take the required parts from assembly line at BMW in Leipzig with 1800 containers standing behind them. The LSP's task is to always refill these boxes. individual parts and controls transport of empty So-called line runners unload the parts from the AGV vehicles and take the empty pallets. BMW's material planners assign time slots boxes with them. These are then returned to the suppliers. for suppliers and inform the LSP which goods will be delivered at what time. Contracting provides more flexibility, outsourcing of professionals can bring 5. Supply of the better cost-efficient solutions, LSPs can provide better solutions at a assembly line cheaper price then BMW itself To ensure that all 2. Storage area parts are always After unloading, the available in transported goods are production, both checked to ensure that LSP employees and they are complete and line runners observe undamaged via the assembly and conveyor lines to order automated warehouses replenishments. - and directly to the Some parts are assembly line if installed so quickly required. Small parts that the line runners are sorted into the are constantly busy shelves with a forklift with replenishment. truck. Therefore, they are on the road a lot, averaging 18 km a day. If parts break 3. Sequencing warehouse during assembly, The LSP delivers 280 components in sequence; thus directly into the they are replaced by assembly process in the required order. With the aid of parts lists, the so-called parts the employees take the desired parts from the sequencing hunter. warehouse and sort them into containers, which are transported to the assembly site by an automated guided vehicle system (AGV) Source: LOGISTICS (2007) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 9  4. Business models of logistics companies > 4.3 Contract logistics The relationship between customer, logistics service provider and end customer Creates tender Customer End customer (contractee) No contractual relations LSP (contractor) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 10  4. Business models of logistics companies > 4.3 Contract logistics Sub-processes of tendering and vendor selection from the perspective of the contractee and the contractor Contractee processes Preselection of Negotiation/ Internal data Creation of the Provider providers/confi- if applicable collection tender selection for LOI dentiality rules e-auction Contractor (logistics service provider / forwarder) processes Analysis of the Risk Calculation/ Negotiation/ tender assessment Submission of if applicable LOI Signing documents (accompanying the quotation e-auction Go/No-Go process) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 11  4. Business models of logistics companies > 4.3 Contract logistics Tender management: Evaluation of the request Implemen- tation Questions that LSPs should ask themself when evaluating a tender Is it a renowned company that we should definitely acquire as a customer? Does the company operate in an expanding market segment with positive economic development ? Are we sure that the customer is really looking for a (new) service provider? Does the tender serve merely as a benchmark? Do we already work successfully for companies with a similar task, so that we can show a good reference? Can we achieve the objectives that the client is pursuing with the tender? Do we have a suitable competitive solution? Does the task fit into our strategy? Do we have the necessary resources? Which networks are required, can we offer locational advantages? In which fields can we adapt existing know-how? How costly are the investments for new developments and is it worth the effort from the customer's point of view? Is there a resilient decision-maker contact on several hierarchical levels of the company? Who are the competitors? WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 12  4. Business models of logistics companies > 4.3 Contract logistics Process steps of tender management: Description of the request exemplified by Hornbach 1. Principles and objectives of tenders 1. Initial situation 2. Objective of the Hornbach store supply 3. Service packages, service prices and scale of discounts 3. Procedure and dates 1. Service packages 4. Further provisions 2. service prices 1. Responsibility of the provider 2. Binding nature of the tender specifications 4. Terms of contract 3. Completeness and binding period 1. Legal bases and regulations 4. Presentation logistics service provider 2. Guarantee and quality assurance 3. Transport processing 5. Individual offers and total offer 4. Subcontractors 6. Pricing 5. Accompanying documents 2. Services, functions and quality standards 6. Liability and insurance 1. General conditions 7. Contract term and termination 1. Delivery areas 8. Monitoring rights and tracking/tracing 2. Product structure and loading aids 9. Confidentiality and secrecy 2. Handling of scheduled services 10. Price fixing and billing 1. Scope of services 11. Obligation to rationalise and advise 2. Loading in distribution centers 12. Settlement of disputes and place of jurisdiction 13. Contract amendments 3. Delivery and unloading in stores 14. Assignment of claims 4. Return transport of goods and empty pallets 5. Means of transport 5. Enclosure 3. Time slot 1. Locations and delivery areas 1. Delivery 2. Site plans and central warehouses 2. Time window for collection 1. Central warehouse Lehrte 3. Loading and delivery outside of weekly 2. Central warehouse Bornheim schedules 3. Seasonality 4. Malus regulation 4. Offer price lists 4. Other services 1. Service package 1: Delivery area 1 1. Qualification of employees 2. Service package 2: Delivery area 2 5. Questionnaire on vehicle equipment 2. Information and communication 6. Checklist for the submission of tenders 3. Interfaces WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 13  4. Business models of logistics companies > 4.3 Contract logistics Process steps of tender management: Internal project processing Implemen- tation  Objective − Define who (subcontractor vs. own resources) will do what (product/service) and how (process) − Define Unique Selling Proposition − Preparation of an offer  Procedure 1. Kick-off meeting of an interdisciplinary team - employees with different professional backgrounds - to benefit from the widest possible range of experience and knowledge (transport planning and design, process and resource planning, warehouse planning and design, system development, human resources, legal and financial management) Content: − Detailed analysis of customer requirements, cost estimations (prices, investment costs), analysis of liability and insurance conditions, contract periods, personnel takeovers, IT specifications − Decision GO or NOGO − If „Go“: Decision to develop a new solution or adapt an existing solution Output: Development of a project plan, definition of milestones and responsibilities 2. Development of the solution approaches Contents: Definition of target processes, IT concept alternatives, revenue mechanics (pricing, accounting types), Output: Concept alternatives 3. Preparation of a bid Content: − Sign off procedure: Internal presentation of concept alternatives, evaluation of operational feasibility, evaluation of bid prices − Decision for an alternative and adjustments if necessary Output: Product offer Source: Müller/ Ermel (2007) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 14  4. Business models of logistics companies > 4.3 Contract logistics Process steps of tender management: Submission of quotations Implemen- tation  Objective − Validation by customers and reaching the next round  Procedure 1. Submission of the offer presentation to the customer Content: − Disclosure of calculations  Trust building − Review of the submitted offers by the customer and selection Output: Invitation to the offer presentation 2. Presentation of offers to customers Content: − Open dialogue, in which important content of the offer can be questioned in detail and personally − On the part of LSP, in addition to the project team, representatives of the implementation and contract management team also participate to ensure security in all relevant issues Output: Reaching the next round Source: Müller/ Ermel (2007) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 15  4. Business models of logistics companies > 4.3 Contract logistics Process steps of tender management: Conclusion of contract Implemen- tation  Objective − Conclusion of contract  Procedure 1. Contract negotiations Content: − Adaptation of the contents of the offer such as final pricing, regulation of the transfer of personnel − Final concessions by service providers are made here Output: LOI (Letter of intent) 2. Preparation, negotiation and conclusion of a contract Content: − Contractual determination of the agreed solution within the framework of a contract (the contract itself is not bound to any particular form and can be composed of individually combinable contract types such as rental agreement, contract for work, forwarding contract etc.) − It is important to integrate the aspect of adaptation and change management in order to take away the fear of losing control from the costumer (e.g., Open Book procedure during the implementation phase, which enables contractual adjustments as a result of unexpected events) Output: Conclusion of contract Source: Müller/ Ermel (2007) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 16  4. Business models of logistics companies > 4.3 Contract logistics Process steps of tender management: Implementation Objective  Operational implementation of the project Procedure 1. Formation of the project team Control circuit Members of contractee and contractor − Consists of representatives of the management and operational level Joint Decision- Project Manager making & definition of Project Manager − The number and type of areas affected Contractee responsibilities and Contractor depends on the complexity of the milestones project − Integration of subcontractors (software Project tasks Calculation Legal IT Personnel Processes Building integrators, construction companies) Task force 2. Design of an implementation plan & enactment of implementation budget  Content: Time management, cost management, quality management, risk management  Output: Definition of the implementation process 3. Operational implementation of the project WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 17  4. Business models of logistics companies > 4.3 Contract logistics Efficiency killers in the tender process from the perspective of the industry I/II Industry Make-or-buy Market research, Conception selection decision, kick-off sending the list (5 to 10 meeting request providers) Calculate monetary volume, send out invitation to tender  Poor data quality  No further explanations/  Inexperienced project incorrect information managers  Lack of cost and quality  Faulty/incomplete  Internal power targets performance description struggles  Anonymous shipping  Delayed return of  Incorrect or optimistic  Too wide or narrow necessary content from project costing distribution (mass the departments  Not all expert mailings, shopping colleagues involved search engine) BVL/Schmidt (2013) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 18  4. Business models of logistics companies > 4.3 Contract logistics Efficiency killers in the tender process from the perspective of the industry II/II Industry Industry checks/ Negotiation and selection compares offers and (letter of intent, service Draft contract creates shortlist provider can start up) (2 to 3 service providers) On-site visits, queries  Offer with service level/terms of  Philosophies do not payment not as match requested  Poorly planned time  Location, processes, IT  Service provider frame are not suitable does not  Whipped presentations  Incompetent negotiation understand tender teams  Concealed offer prices BVL/Schmidt (2013) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 19  4. Business models of logistics companies > 4.3 Contract logistics Efficiency killers in the tender process from the perspective of service providers I/II Service provider Acquisition, Creates own offer, Review of offers (data, trade-fair visits, Evaluation project management order of magnitude) customer care starts  Sham tendering  RFI remains idle/ processing times too  Non-acceptance of the  Non-transparent pricing  Resource- long tendering platform  Response times too long intensive  Puckish inquiring  Unavailability of capacity  Incorrect assessment of research  Meaning is not  Implausibilities or the tender (relevance,  Planning ahead recognised insufficient completeness) of the market  Management data/description  Loss of project members committees involved too late BVL/Schmidt (2013) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 20  4. Business models of logistics companies > 4.3 Contract logistics Efficiency killers in the tender process from the perspective of service providers II/II Service provider Provider adapts offer in Presentation terms of content and (negotiations, Contract Review price adjustments)  Question of the transfer of business according to  Overloaded, technically too §613a BGB  Tool for calculations/ complex, unclear  Contract descriptions scenarios missing presentation deviate from the  No capacity for enquiries  Time overrun specifications  Wrong team composition  Unnecessary discussions about liability limits BVL/Schmidt (2013) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 21  4. Business models of logistics companies > 4.3 Contract logistics available bonus Excursion: Tender management in rail freight material! (end of transport slideset) Effective tender management is essential for a full-service logistics provider. Transport contracts in Optimising utilisation of overland transport are the own network assigned via tenders  Putting out tenders is the  Tenders guarantee access to common form of assigning a wider range of relations overland transports  Imbalances in the existing  Rail-based transport options transport network/routes are integrated increasingly could be optimised into overland transport  Rail potentials will primarily tenders (usually intermodal be found in containerised solutions) transports Tender management  Establishment of a tender management for rail-based offers as an important flanking part of the strategy  Tender management (TM) ensures the maximum depth of added value for our customers  Modification of the processes is necessary  Critical success factor: interaction with existing TM units in the DB Schenker Group Source: Guest lecture, Mr. Höppner, DB Schenker Rail AG on 23 January 2014 WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 22  4. Business models of logistics companies > 4.3 Contract logistics Excursion: Tender management in rail freight transport Tender management is based on standardised and rationalised processes and structures RFQ* time = Process LT* >1 4.4 Business models of different actors in transport chains Business models of different actors in transport chains Road Water Air Rail Railway Deep sea Carrier Cargo airline undertaker carrier (RU) Sea freight Air freight Intermodal Forwarder forwarder forwarder operator WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 25  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains The business model of a (road freight) carrier I. Product / market combination  Product − Regular and occasional transport / local and long-distance transport − Road train, semi-truck, various swap bodies with unique characteristics (e.g., for refrigerated or fresh goods transport, heavy goods transport or transport of bulk goods)  Market − Intra-continental, intra-European or national/regional transport II. Configuration and implementation of value-added activities  Configuration − Highly specialised company (high assets, standardised service)  Implementation − Road freight transport from source to destination (including time and route planning, payment of tolls or other user charges, ensuring driving and rest periods, roadworthiness of vehicles, driver qualifications) III. Revenue mechanism  Direct − Transactions according to the used quantity (number of loading units transported and distance travelled) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 26  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains The business model of a (road freight) forwarder I. Product / market combination  Product − Full loads, part loads or groupage  Market − Intra-continental, intra-european or national/regional transport − Door-to-door II. Configuration and implementation of value-added activities  Configuration − Orchestrator (asset-light concept, individual service) or in their own name (high assets)  Implementation − (Ad hoc) purchase of traction services from carriers − (Ad hoc) purchasing of additional services e.g. from warehouse or terminal operators III. Revenue mechanism  Direct − Transactions according to used quantity (number of transported loading units) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 27  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains Business model of a deep-sea carrier I. Product / market combination  Product − FCL and container provision − Door-to-door (Carrier's Haulage) − Pier-to-Pier (Merchant's Haulage)  Market − Defined by Tradelines − Main markets: Intra-Asia Tradelane, Asia-Europe, Asia-America II. Configuration and implementation of value-added activities  Configuration − Specialised company (high asset commitment, standardised service); container ships/container equipment  Implementation − Sea transport from source to destination with their own and chartered vessels in the form of a liner business III. Revenue mechanism  Direct − Transactions according to the used quantity (number of containers transported) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 28  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains Business model of a sea freight forwarder I. Product / market combination  Product − FCL and LCL − Door-to-door  Market − Along the Tradelanes with door-to-door focus (operation of existing connections in order to make use of shipowners' transport chains) II. Configuration and implementation of value-added activities  Configuration − Orchestrator (asset-light concept, individual service)  Implementation − Capacity agreements with shipowners III. Revenue mechanism  Direct − Transactions according to the used quantity (number of containers transported) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 29  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains Business model of a cargo airline I. Product / market combination  Product − Freighter-only traffic vs. Combination Carrier (Cargo and Belly Load)  Market − International hub-and-spoke network (no direct flights) vs. door-to-door II. Configuration and implementation of value-added activities  Configuration − Specialised company (high assets, standardised service)  Implementation − Air transport from source to destination with their own and chartered aircraft in the form of an airline business III. Revenue mechanism  Direct − Transactions according to the used quantity (number of transported loading units) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 30  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains Business model of an air freight forwarder I. Product / market combination  Product − The organisation of air transport chains involving other players (cargo airlines, handling agents, etc.) with different services and transport times  Market − Door-to-door II. Configuration and implementation of value-added activities  Configuration − Orchestrator (asset-light concept, individual service)  Implementation − Agreements on capacity with the cargo airlines III. Revenue mechanism  Direct − Transactions according to the used quantity (number of transported loading units) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 31  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains Business model of a railway undertaking (RU) I. Product / market combination  Product − Block trains and usually including traction and track fee (from source to destination)  Market − Intra-continental, intra-European or national/regional transport II. Configuration and implementation of value-added activities  Configuration − Highly specialised company (high assets, standardised service)  Implementation − The organisation of rail transport incl. train track/energy purchasing (transhipment station, KV terminal, Railport) III. Revenue mechanism  Direct − According to driven trains (no risk of capacity utilisation on the service but the equipment) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 32  4.4 Business models of logistics companies > 4.4 Business models of different actors in transport chains The business model of a CT Operator I. Product / market combination  Product − Continental CT: Terminal-to-terminals (Door-to-door) − Maritime CT: Pier-to-door or door-to-pier transport with rail transport for main carriage and trucking as the last mile  Market − Continental or maritime transport II. Configuration and implementation of value-added activities  Configuration − Orchestrator (assets-light, individual service) − Specialised companies (asset-heavy operators with a car fleet and their terminals, standardised service)  Implementation − Purchase of terminal services from terminal operators − Purchase of traction capacity from RUs III. Revenue mechanism  Direct − Transactions according to the used quantity (loading unit: container, swap body and changeable semi-trailer) WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 33  Additional material Reference Type Language Topic Link chapter https://www.youtube.com/wa Video 4 EN KPMG Supply Chain Segmentation tch?v=lRTVN9Qw_FE Praxisnahes BWL-Studium: Interview https://www.youtube.com/wa Video 4.2 EN / DE zur Vorlesung von Lisette Nap zum tch?v=Q3Hgw6JszcE Thema Tender Management Video 4.2 DE Was ist ein Logistikdienstleister? https://youtu.be/bmlAL5SFi-4 https://www.youtube.com/wa Video 4 EN KPMG Supply Chain Segmentation tch?v=lRTVN9Qw_FE Praxisnahes BWL-Studium: Interview https://www.youtube.com/wa Video 4.2 EN / DE zur Vorlesung von Lisette Nap zum tch?v=Q3Hgw6JszcE Thema Tender Management Why Uber And Amazon Are Going https://www.youtube.com/wa Video EN After Truckers tch?v=b9S3BibG9Yk WiSe 2024/25 | Department of Law and Economics | Chair of Management and Logistics | Prof. Dr. Ralf Elbert | 34