From: Subject: Global 3PL Growth Taking Off Date: Fri, 15 Jun 2007 12:22:35 -0700 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C7AF47.DB4F88F0" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3138 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C7AF47.DB4F88F0 Content-Type: text/html; charset="Windows-1252" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.logisticsmgmt.com/index.asp?layout=articlePrint&articleID=CA6451287 Global 3PL Growth Taking Off <<=20 Return to Main Page | Print

From the=20 pages of Logistics Management

Global 3PL Growth = Taking=20 Off
By John Paul Quinn -- = 6/1/2007

The relentless, aggressive growth and expansion of the global=20 third-party logistics (3PL) industry, now estimated at $390 = billion,=20 continues to make the running of the bulls in Pamplona look like a = stroll=20 in the park.

For 2006, in the U.S. alone, 3PL gross revenues grew by $9 = billion to=20 $113 billion=97a 9.5 percent increase over the previous year, = according to=20 consultants Armstrong & Associates, Inc. (Stoughton, Wis.). = Earnings=20 before taxes were up 8.6 percent and net income margins gained 5.4 = percent=20 for the year.

These are the kind of numbers that other sectors of the = logistics=20 industry=97and most other industries and businesses=97only dream = about. But=20 for U.S.-based 3PLs, 2006 represented a somewhat disappointing = slip below=20 the double-digit increase in total turnover they=92ve enjoyed over = the last=20 decade, a slight decline which is being attributed largely to the = stalling=20 of the domestic economy in the last quarter of 2006.

Significantly, the 3PL sector with the highest gross revenues = and=20 percentage of growth was international transportation management, = which=20 was up 17.7 percent in 2006 to $42.4 billion. Sources agree that = the=20 greatest profit potential for 3PLs will lie in international = markets as=20 manufacturers=92 continue offshore outsourcing and the = consequential=20 requisite expansion of globalized supply chains continue to = increase.

=93Most of the growth in the 3PL arena will come from doing = business=20 abroad, and we don=92t see that changing anytime soon,=94 says = Evan Armstrong,=20 president of Armstrong & Associates. =93The international = management=20 transportation segment had a net revenue gain of 18 percent last = year. If=20 you break down the global 3PL market in terms of gross revenue, it = comes=20 to $139 billion for Europe, $37 billion for Japan, and $30 billion = for=20 China, with the rest comprising other geographic areas and = individual=20 countries,=94 adds Armstrong. =93Most major global players saw = their=20 significant gains in the Asia/Pacific to U.S. trade lanes.=94

This will be the 3PL growth model for the foreseeable future, = according=20 to most observers, but it is not an easy market to break into. It = is both=20 demanding and unforgiving, and both shippers and 3PLs have to keep = this in=20 mind.

=93Despite the best efforts of customs authorities in many = countries to=20 'electronify=92 the import-export process, regulatory issues are = becoming=20 more and more complex, largely driven by security concerns,=94 = observes=20 Brooks Bentz, partner at consulting firm Accenture. =93Shippers = know that=20 it=92s manifestly more economic and efficient to have this handled = by a 3PL,=20 because documentation and customs clearance are specialized=20 disciplines=97but these services demand a high level of = specialized=20 experience.=94

According to Bentz, the 3PL company seeking to expand its = operations=20 overseas has to establish its presence, staff the organization = with local=20 professionals, and demonstrate its core competencies in the given = foreign=20 marketplace. If they expect to get the shipper=92s business, they = have to=20 understand the psychology and the mindset of the people on the = ground as=20 well as the intricacies of various country-specific commercial and = regulatory issues.

The 900-kilo=20 Panda

Global = Estimates of 3PL=20 Revenues - 2006
($Billions)
 
Gross Revenue
Net Revenue
ITM
Contract Logistics
U.S.
114

53
42
72
Europe
139
68
41
98
Japan
37
17
7
30
China
30
15
10
20
Other Asia Pacific
18
9
6
12
Other Americas
24
12
8
16
Other
29
14
10
19
Totals
391
188
124
267
Source: Armstrong & = Associates =

With a fifth of the world=92s population and a virtual lock on = most of=20 the planet=92s manufacturing outsourcing, China will remain the = major focal=20 point of global 3PL expansion efforts for some time to come. The = country=20 has been tagged by one analyst as =93the 900-kilo panda.=94

Here again, industry sources have some cautionary observations. = As the=20 country=92s economy has grown, so have labor rates and = inflationary=20 pressures. This has caused a number of U.S. and European = manufacturers to=20 seek lower cost production sites elsewhere in Asia, for the most = part in=20 Vietnam and India.

But the Chinese government is taking steps to improve what is = probably=20 its greatest liability=97an antiquated road and rail = infrastructure network=20 that has for the most part limited foreign production investment = to=20 coastal areas and port cities.

=93In terms of rail transport,=94 notes Bentz, =93the system = isn=92t designed=20 for today=92s commerce. It has no national structure like Europe = or the=20 U.S., and the emphasis is on passenger operations. On the freight = side,=20 China is where the U.S. rail industry was in the 1950s. This means = 'loose-car railroading,=92 mixed merchandise freight, and bulk = commodities,=20 and nowhere near the needed volume of high-speed high-capacity and = dedicated intermodal trains needed to move product. This can = offset the=20 inherent cost advantages and labor savings if you can=92t move the = goods=20 efficiently,=94 he adds.

But progress is being made with major construction work under = way on=20 roads, and a new legislative initiative allowing foreign ownership = of=20 Chinese companies. Most sources indicate that joint venture = arrangements=20 with local investors/partners are still the most advisable for the = near=20 term.

=93Whatever the infrastructure drawbacks and provincial border = hindrances=20 in moving goods,=94 says Armstrong, =93given the sheer size of the = country and=20 its extraordinary GDP growth potential, if any 3PL in North = America with=20 global aspirations doesn=92t develop a presence in China they will = be=20 missing out on a tremendous opportunity.=94

Hot prospects: India = &=20 Vietnam

3PL Segment Net Revenue Growth=20 Rates
 
YOY
1995-2006
CAGR
2007 Growth = Estimate
Domestic Transportation Management = (DTM)
12.00%

18.00%
10-12%
International Transportation Management = (ITM)
17.70%
21.40%
12-15%
Dedicated Contract Carriage (DCC)
8.00%
11.00%
6-8%
Value-Added Warehousing/Distribution = (VAWD)
9.70%
18.20%1
8-9%

YOY: Year over year
CAGR: Compounded annual = growth=20 rate
Source: Armstrong & Associates=20 =

A number of observers believe that Vietnam will be a major = beneficiary=20 of Western producers seeking lower cost manufacturing as China=92s = economy=20 continues to strengthen. With one of the highest literacy rates in = Asia,=20 and with two-thirds of its population under 30 years of age, the = country=20 offers considerable advantages to both manufacturers and 3PLs = seeking to=20 establish local operations.

The caveat here is that Vietnam has no deepwater ports, = necessitating=20 intermediary ocean transport via smaller vessels to Hong Kong or=20 Singapore, requiring shippers and 3PLs to build in extra time for = delivery=20 to their final destinations.

India, with a population just over a billion and a = well-educated=20 workforce, suffers from virtually the same infrastructure problems = as=20 China. Its half-century-old rail networks are designed to carry = workers=20 from the countryside into cities, not manufactured products to the = next=20 link in the supply chain.

To rectify this, substantial investments will have to be made = in track,=20 cranes, and other yard and dockside ancillary equipment, and = modern=20 terminal facilities will be required to move large volumes of=20 containerized cargo efficiently.

On the inland side, according to Armstrong, Indian 3PL = operations are=20 still quite fragmented by North American standards. While a number = of=20 international players have established profitable = freight-forwarding=20 businesses, Western-style, value-added warehousing and = distribution=20 operations are virtually non-existent. And while many = multinationals are=20 anxious and ready to go to India to occupy a 150,000-square-foot = box to=20 handle local needs, currently they can=92t find one to meet their=20 requirements.

Meanwhile, Russia and its former client states in Central and = Eastern=20 Europe represent a significant growth opportunity, but their=20 infrastructure problems are in many cases exacerbated by a lack of = political stability, causing shippers and 3PLs to move more = cautiously=20 than they would in Asia.

A number of observers single out the Czech Republic as the = growth=20 potential bellwether for the region. With its skilled workforce,=20 industrialized production base, less complicated investment = regulations=20 than those in many Western European countries, and its favorable=20 geographic position, it could become the natural hub for low-cost = and=20 efficient distribution throughout the Continent.

Cutting Edge 3PL Players

When asked to single out a handful of 3PL companies that = continue=20 to take innovative steps to grow their international = businesses,=20 Armstrong & Associates developed this short list:

  • C.H. Robinson remains the most = profitable 3PL=20 provider, expanding its European and Asia/Pacific = transportation=20 operations, and it is now handling over 150,000 TEUs a = year=20 internationally.=20
  • Penske is expanding its operations in = South=20 America, especially in Brazil, breaking out of its = traditional=20 automotive niche into various high-tech sectors. They = already=20 handle logistics for Samsung, Ford, and GM in South = America.=20
  • Agility is the new name of the = post-merger=20 combined operations of PWC Logistics and GeoLogistics, and = it has=20 set its sights on North America as its next target of = opportunity,=20 recently opening its first offices in the U.S. The company = has=20 exceptional freight-forwarding and international = transportation=20 capabilities in Europe and Asia, especially the Southeast=20 corridor, including Singapore, Malaysia, and Thailand.=20
  • BNSF Logistics, with revenues close = to $200=20 billion, is focusing on developing an international = presence,=20 particularly in the Asia/Pacific markets, where its unique = rail=20 transportation capabilities could be just what the = infrastructure=20 needs.=20
  • ATC Logistics & Electronics, = continues to=20 be a standout among the smaller, niche players, constantly = adding=20 customers and maintaining good margins while offering its=20 repair/refurbishment and reverse logistics services.=20 =

= << Return to = Main=20 Page | Print
 
   =A9 2007, Reed = Business=20 Information, a division of Reed Elsevier Inc. All Rights Reserved. =

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PADDING-LEFT: 10px; PADDING-BOTTOM: 10px; = PADDING-TOP: 10px; BACKGROUND-COLOR: #fff } .googleafsline1 { FONT: bold 11px Arial, Helvetica, sans-serif; TEXT-DECORATION: = underline } .googleafsline2 { FONT: 11px Arial, Geneva, Helvetica, sans-serif; COLOR: #000000; = TEXT-DECORATION: none } .googleafsvurl { FONT: bold 11px Arial, Verdana, Helvetica, sans-serif; COLOR: #008000; = TEXT-DECORATION: none } #googleafs A { COLOR: #003366 } #googleafs A:hover { COLOR: #336699 } .googleafsch { CURSOR: hand } #reednetwork { PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: = 0px; PADDING-TOP: 0px; TEXT-ALIGN: center } #reednetwork H5 { PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 5px; MARGIN: = 0px; COLOR: #3399cc; PADDING-TOP: 5px; TEXT-ALIGN: center } #reednetwork UL { PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: = 0px; PADDING-TOP: 0px; LIST-STYLE-TYPE: none } #reednetwork LI { PADDING-RIGHT: 0px; DISPLAY: inline; PADDING-LEFT: 0px; PADDING-BOTTOM: = 0px; MARGIN: 0px; FONT: 10px/15px arial, sans-serif; COLOR: #666666; = PADDING-TOP: 0px; TEXT-ALIGN: center } #reednetwork LI A:link { FONT: 10px/15px arial, sans-serif; COLOR: #666666; TEXT-ALIGN: center; = TEXT-DECORATION: none } #reednetwork LI A:visited { FONT: 10px/15px arial, sans-serif; COLOR: #666666; TEXT-ALIGN: center; = TEXT-DECORATION: none } #reednetwork LI A:hover { TEXT-DECORATION: underline } .ihtfw { COLOR: red } #articleNavBox { FLOAT: right; WIDTH: 338px; TEXT-ALIGN: right } .articleNav { BORDER-RIGHT: #cbd0d8 1px solid; PADDING-RIGHT: 0px; PADDING-LEFT: 0px; = FONT-SIZE: 8pt; FLOAT: right; PADDING-BOTTOM: 0px; MARGIN: 10px 0px; = BORDER-LEFT: #cbd0d8 1px solid; WIDTH: 330px; COLOR: #333333; = LINE-HEIGHT: 11pt; PADDING-TOP: 0px; FONT-FAMILY: Arial, Geneva, = Helvetica, sans-serif; BACKGROUND-COLOR: #f7f7f7; TEXT-ALIGN: left } H3.articleNavHeader { PADDING-RIGHT: 4px; PADDING-LEFT: 8px; PADDING-BOTTOM: 3px; MARGIN: = 0px; FONT: bold 10px/1.3 Verdana, Arial, Helvetica, sans-serif; COLOR: = #4a86bd; PADDING-TOP: 3px } H3.articleNavHeader A { PADDING-RIGHT: 0px; PADDING-LEFT: 0px; PADDING-BOTTOM: 0px; MARGIN: = 0px; FONT: bold 10px/1.3 Verdana, Arial, Helvetica, sans-serif; COLOR: = #4a86bd; PADDING-TOP: 0px } H3.articleNavHeader A:hover { FONT: bold 10px/1.3 Verdana, Arial, Helvetica, sans-serif; COLOR: = #4a86bd; TEXT-DECORATION: underline } #talkBackNav { PADDING-RIGHT: 0px; BORDER-TOP: #cbd0d8 1px solid; PADDING-LEFT: 0px; = PADDING-BOTTOM: 3px; MARGIN: 0px; PADDING-TOP: 0px; BORDER-BOTTOM: = #cbd0d8 1px solid } #talkBackNav UL { PADDING-RIGHT: 3px; PADDING-LEFT: 10px; MARGIN: 0px; PADDING-TOP: 5px; = LIST-STYLE-TYPE: none } #talkBackNav UL LI { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #000000 } #talkBackNav UL LI A { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #000000; = TEXT-DECORATION: none } #talkBackNav UL LI A:hover { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #4a86bd; = TEXT-DECORATION: underline } #relArticlesNav { PADDING-RIGHT: 0px; BORDER-TOP: #cbd0d8 1px solid; PADDING-LEFT: 0px; = PADDING-BOTTOM: 3px; MARGIN: 0px; PADDING-TOP: 0px } #relArticlesNav UL { PADDING-RIGHT: 3px; PADDING-LEFT: 10px; MARGIN: 0px; PADDING-TOP: 5px; = LIST-STYLE-TYPE: none } #relArticlesNav UL LI { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #000000 } #relArticlesNav UL LI A { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #000000; = TEXT-DECORATION: none } #relArticlesNav UL LI A:hover { FONT: 10px/1.5 Arial, Helvetica, sans-serif; COLOR: #4a86bd; = TEXT-DECORATION: underline } .bookmarkLinks { PADDING-RIGHT: 0px; DISPLAY: inline; PADDING-LEFT: 0px; FLOAT: left; = PADDING-BOTTOM: 6px; PADDING-TOP: 0px; TEXT-ALIGN: center } .bookmarkLinksBtm { PADDING-RIGHT: 6px; PADDING-LEFT: 0px; FONT-SIZE: 12px; PADDING-BOTTOM: = 10px; PADDING-TOP: 15px; TEXT-ALIGN: right } .cascadeBox A { DISPLAY: block } ------=_NextPart_000_0000_01C7AF47.DB4F88F0--