DHL Express increases fleet capacity with converted Boeing 767-300 Freighters

DHL Express continues modernizing growing fleet by adding four B767-300F
State-of-the-art aircraft support Strategy 2025 goals of reducing emissions
Bonn,Seattle - DHL Express, the world's leading express service provider and Boeing, the world's largest aerospace company, announced today that DHL Express will add four 767-300 Boeing Converted Freighters (BCF) as part of the logistics company's efforts to continue modernizing and growing its fleet with cost-efficient and reliable freighters.

This step is part of DHL's effort to modernize its long-haul intercontinental fleet in order to fly eco-friendlier and more cost-efficiently. The aircraft are converted from passenger to freighter configuration by Boeing to fit the needs of DHL Express and meet the rising global demand for express services.

"We are excited to introduce additional B767 freighters to the DHL Express air network", explains Geoff Kehr, SVP Global Air Fleet Management DHL Express. "We have operated the 767-300F model across our global fleet for many years and look forward to continue investing in the platform by adding more 767-300BCFs. The freighter type offers a proven versatility and we appreciate the opportunity to further enhance efficiency while simultaneously improving our environmental footprint. This brings us closer to our Strategy 2025 goals and ensures we deliver the best quality service possible to our customers."


The world's most efficient medium wide-body twin-engine freighter, the 767 Freighter Family, boasts the lowest direct operating costs, best payload to weight ratio and allows airlines to develop new opportunities in the long-haul, regional, and feeder markets. The 767-300BCF has virtually the same cargo capability as the 767-300F production freighter with approximately 50 tonnes structural payload at a range of approximately 3,000 nautical miles (5,556 kilometers) and 412,000 pounds (186,880 kilograms) maximum takeoff weight.

"Boeing is committed to delivering the freighter capacity that DHL needs to succeed as one of the most trusted logistics and express cargo leaders in the world," said Ihssane Mounir, Senior Vice President of Commercial Sales and Marketing, The Boeing Company. "We are delighted that they choose Boeing platforms to optimize their operations. Boeing has received 51 orders and commitments for the 767-300BCF to date."

DHL Express is employing innovative solutions and technologies. In its 2025 strategy, it expects further growth of cross-border e-commerce trade and, as a result, increased demand for intercontinental delivery expertise. Therefore, the goal is a well-connected global network whilst reducing carbon emissions and fuel consumption to benefit the environment, partners and customers alike. Since 2019, DHL Express has also added 14 top-of-the-line fuel-efficient Boeing 777F to replace older 747-400s. DHL Express operates over 260 dedicated aircraft with 17 partner airlines on over 3.000 daily flights across 220 countries and territories.




Deutsche Post DHL Group and Resilience360 support the WFP-led Global Logistics Cluster in monitoring supply chains for the worldwide COVID-19 response

The cloud-based platform Resilience360 visualizes supply chain risks and contributes to the Global Logistics Cluster's support to humanitarian organizations in reacting to potential disruptions in real-time.
A fast transport of relief supplies to Africa is especially important in times of humanitarian crisis like COVID-19, because frontline health workers urgently need protective equipment.

Deutsche Post DHL Group (DPDHL) and Resilience360 are providing the Global Logistics Cluster, which is led by the United Nations World Food Programme (WFP), access to Resilience360 (R360). R360 offers a comprehensive suite of supply chain risk management solutions. The Global Logistics Cluster is part of a humanitarian cluster system and provides coordination, information management and shares assets through the facilitation of access to common logistics services, including for humanitarian organizations working to deliver relief supplies to the front lines of the pandemic as quickly as possible. Disruptions to supply chains caused by COVID-19 has made this process a more complicated - but all the more essential task. Therefore, DPDHL, in collaboration with R360, is supporting the Logistics Cluster in monitoring supply chains for the transport of humanitarian and health cargo.

”We are proud of having supported the United Nations with our disaster management program GoHelp since 2005. As part of our responsibility towards the humanitarian community we now provide our core competency in logistics to support in the response to COVID-19”, said Monika Schaller, Executive Vice President of Communications, Sustainability & Brand at Deutsche Post DHL Group.

“The Global Logistics Cluster aims to avoid duplication of efforts and ensure the optimal use of resources for all humanitarian organizations. This support from DHL will facilitate sharing of time-critical information with humanitarian organizations, showing them where certain incidents occurs and allowing them to adapt accordingly”, said Bruno Vandemeulebroecke, Deputy Global Logistics Cluster Coordinator.

Besides a visualization of incidents worldwide, a COVID-19 Intelligence Center is available via R360

With the information from the cloud-based Software as a Service platform R360, the Logistics Cluster is able to visualize humanitarian supply chains. This enables them to determine what risks a supply chain may be impacted by, so that contingency plans can be put in place, if necessary. R360 also recently launched a specific COVID-19 Intelligence Center to give an overview of air, sea and land border traffic restrictions, as well as lockdown measures implemented worldwide. This provides both humanitarian organizations and companies with real-time intelligence to adapt to the impact of the coronavirus crisis on supply chains and get vital aid to where it is needed.

About the Disaster Response Team (DRT)

The DRTs are part of DPDHL Group's GoHelp disaster management program, which it has operated in partnership with the United Nations (UN) since 2005. Through this partnership, the Group provides the UN and national disaster management agencies with pro bono access to its core logistics expertise, and the logistics skills of more than 500 specially-trained employee volunteers worldwide who can deploy within 72 hours after a natural disaster.

Since the partnership was launched, the DRTs have completed more than 45 deployments for different natural disasters in over 20 countries - most recently the team - assisted Costa Rica National Emergency Commission (CNE) with setting up a distribution center to manage incoming COVID-19 related supplies and provided logistical support following devastating tropical cyclone in the Bahamas.

In addition to the DRT deployments, the Group's Get Airports Ready for Disaster (GARD) initiative - also part of the GoHelp program - trains airport management in high-risk regions to be better prepared should disaster strike.



Transition to a new normal: DHL and logistics expert Prof. Richard Wilding publish White Paper on post-corona supply chains

Supply Chain Leaders are moving from an era marked by procurement for cost to an era marked by procurement for resilience
Changes in consumer behavior require adjustments to transport flow and warehouse networks
New ways of working will disrupt established processes, providing fresh impetus to digitalization and automation initiatives

Together with Richard Wilding, professor of Supply Chain Strategy at Cranfield University in the U.K., DHL has released a white paper envisioning possible changes in supply chains following the current pandemic. By analyzing the impact of COVID-19 on key supply chain drivers, the paper provides several strategies and actions to set up supply chains of the future. Based on real cases, the paper outlines possible scenarios for how the logistics industry could transition to a new normal from the current pandemic status quo.

"With the easing of restrictions and the unfreezing of the economy in many regions of the world, it is time to establish a first retrospective summary on the resilience of global supply chains," says Katja Busch, Chief Commercial Officer, DHL, and Head of DHL Customer Solutions & Innovation. "For us as logistics experts, it is important to analyze the challenges and experiences across industries during this crisis and to envision how resilient supply chains can be in the future so that we may best advise our customers. As a world leader in logistics, we have the insights and the expertise to accurately evaluate the situation."

Looking ahead, industries and supply chains will not be the same post-coronavirus as they were before. While today only the outlines of the exact formation of that new normal can be seen, industries will not immediately move into a post-corona phase and return to business as usual. With scientists searching diligently for a vaccine against the disease and many businesses are still managing the crisis, any iteration of normalcy is still a distant goal. In the meantime, an interim phase - the pre-new normal - will bridge the gap between lockdown and the new normal. Obviously, some industries were hit harder by the pandemic than others and thus will recover more slowly. However, the various implications for businesses, supply chains, and supply chain leaders can be subsumed under four categories: Resilience issues, Demand-related issues, Transportation & Warehousing-related issues and Workplace-related issues.

"The photographs and TV images were stark. Long before countries went into lockdown, their supermarket shelves were stripped bare. Pasta, toilet paper, rice, painkillers, canned tomatoes, flour - all gone. Factories and distribution have a delayed reaction to extreme fluctuations in demand. In the end, fear of lockdown-induced supply chain disruption was no longer the trigger. People were panic-buying because other people were panic-buying," explains Richard Wilding, professor of Supply Chain Strategy at Cranfield University. "As in every crisis, the strengths but also the weaknesses of the system become visible. To become better, it is important to learn from such emergency situations. In the new normal, if your supply chain is the same as the one that you had pre-coronavirus, you're probably doing something wrong."

In a pre-new normal world, supply chains will be re-shaped to make them more resilient. For instance, the fact that both manufacturing and warehouse locations were equally affected by regional lockdowns and varying regulations, will result in more distributed manufacturing, storage, dual sourcing, re-shoring, and near-shoring in the future. Instead of focusing solely on tier 1 suppliers, supply chain leaders will have to take a closer look at tier 2 and tier 3 suppliers as well to check if they are able to keep up with the flow of goods. Furthermore, the demand will be more volatile and consumer tastes may erratically fluctuate, increasing the need for flexible and alternative transportation flows and warehouse networks. While online shopping will be more prevalent and direct-to-consumer sales will increase, other retail channels and industries will be disrupted. These are just some of the facets that influence modern supply chains.

Finally, configuring post?coronavirus workplaces to meet social distancing and sanitation guidelines will also affect the work styles in both warehouses and offices. For remote working, information systems will need to be robust and capable of supporting a distributed workforce by providing access to appropriate data and systems. Warehouse processes need to be adapted to the new standards, such as one-way systems, distributed picking faces, or socially distanced packing areas. Just as procuring for resilience will become an increased focus, remote working will disrupt established processes, providing fresh impetus for digitalization and automation initiatives.



A.P. Moller - Maersk to acquire European specialist KGH Customs Services

The acquisition of KGH Customs Services will further strengthen A.P. Moller - Maersk’s logistics and services offerings by creating a solid platform for growth in customs services in Europe.

A.P. Moller - Maersk announces that it has reached an agreement with Bridgepoint Development Capital to acquire KGH Customs Services (KGH), a Sweden-based specialist in trade and customs management services in Europe. This will further enhance Maersk’s capabilities as an integrated container logistics company, offering end-to-end supply chain solutions to its customers.

With its specialised expertise across freight modes (air, ocean, land) and deep knowledge in selected industries, combined with innovative technology, KGH will significantly improve Maersk’s overall offering within customs services. KGH has a strategy focused on digital solutions and technology as an enabler for a more seamless customer experience, which also corresponds with Maersk’s own digital transformation journey.

Vincent Clerc, CEO of Ocean & Logistics at A.P. Moller - Maersk sees KGH as a perfect fit to Maersk offerings within logistics and services as well as another key building block in its strategic ambitions.

“There are no end-to-end solutions without customs clearance. With KGH, we will not only be able to strengthen our capabilities within customs services and related consultancy, but also reach more of our customers in Europe through a larger geographical footprint and digital solutions that will enhance our ability to meet our customers´ end-to-end supply chain needs. We achieve all this in one go instead of having to build our expertise through multiple acquisitions,” says Vincent Clerc, CEO of Ocean & Logistics at A.P. Moller - Maersk.

Based in Gothenburg, Sweden, KGH is a well-known and respected partner to a wide range of authorities, providing valuable consulting and advice, most recently in the connection with Brexit, as advisors to various authorities in the EU and the UK. KGH has in the past years achieved double-digit annual growth resulting in a revenue of approximately SEK 890m in 2019 (USD 95.5m), recurring EBITDA of approximately SEK 160m (USD 17.2) and an EBITDA margin of approximately 18 percent. KGH has 775 employees and a yearly business of 1.98m clearances.

“With Maersk, we will have a long-term home with a company that share our values. By joining forces, we will be able to continue to build on the great success our teams have achieved, and at the same time play a key role in a combined entity providing a range of different services within the transportation and logistics industry. Customs services is an essential part of our customers’ end-to-end needs which we in unison with Maersk will be able to provide with seamlessness and global reach,” says Lars Börjesson, CEO of KGH Customs Services.

The acquisition of KGH makes Maersk an attractive partner for its customers operating in individual countries, as well as for those looking to combine several geographies under one service provider. With the acquisition of KGH, Maersk will have a solid platform for growth in customs services in Europe with own setups operating in 22 European countries with a total of 2.38m clearances on a yearly basis, 960 specialised employees and a combined turnover of SEK 1.02B (USD 109.4m).

Maersk will acquire KGH for a consideration of SEK 2.6B (USD 279.0m) on a cash and debt free basis equivalent to a multiple of 16.3x 2019 EBITDA before synergies, excluding an earn-out component contingent on future Brexit performance. When ramped up, annual EBITDA synergies from the combination are expected to amount to approximately SEK 50m-75m (USD 5.4m-USD 8.0m).

The closing of the acquisition is subject to customary regulatory approvals. Until then, Maersk and KGH remain two separate companies and thus will do their business as usual.


DB Schenker’s new logistics service for the battery industry

Expert scenarios forecast that by 2030 there will be more than 130 million electric vehicles on the roads globally. While power and availability of batteries are key to of this transport shift, manufacturers face new challenges managing the logistics around their supply. Transport, return and recycling are highly complex due to their classification as dangerous goods and strict legal requirements for transporting and warehousing batteries. DB Schenker has now launched a new and dedicated service that combines individual national and international regulations concerning battery types and transportation modes.

Jochen Thewes, CEO of DB Schenker: “Batteries are the main drivers of the ongoing electrification of the world. With our global network, we can cover the whole logistics spectrum to create reliable solutions for safe and customized battery transport and storage. We believe that e-mobility will be a key driver towards a more sustainable future. With our new service dedicated to battery logistics, we are proud to be a facilitator of this game-changing development.”

As a fully integrated service provider, DB Schenker offers all modes of transport, as well as custom-made solutions for the complete life cycle of batteries. This includes the inbound temperature-controlled transport of materials to production sites plus the outbound transport of finished goods in approved and labelled dangerous-goods packaging.

In accordance with environmental standards, DB Schenker also enables the storage of batteries separate from other combustible goods. Lithium batteries in particular are always kept in dry and well-ventilated areas.

Furthermore, dust-free warehousing, after-sales services and all relevant transport documentation can be realized. Additional reverse logistics include the recycling or disposal of batteries according to national legislation and in close cooperation with selected partners, inclusive of damaged or defective batteries.

Rainer Kiefer, EVP Global Sales of DB Schenker: “Over many years we have gathered a deep expertise in the automotive, electronics and semiconductor industries. We are now combining our know-how and skills in a cross-industrial solution. Given our profound experience, we are also happy to offer consulting and training to companies with requirements for their battery supply chains”.

By combining Full Truck Loads, individual solutions and special agreements, DB Schenker’s land transport business unit is already able to cover 98 percent of the demand for ground services for hazardous cargo, including batteries. Ocean freight transport of batteries can be combined with land transport infrastructures to meet the highest standards for comprehensive door-to-door supply chain solutions.

As air freight is the fastest option to move goods to their destinations, DB Schenker is continuously working on the acceptance of battery transports on important routes. Over 100 of DB Schenker’s own operational air freight sites around the world offer FSR-A standards (Facility Security Requirements) which is the highest level of security certification in the industry.

Thanks to access to the vast network of DB Cargo, intermodal railway transport connections link battery production sites in Europe and China with final customers in various European countries. DB Schenker’s multimodal solution enables lower transport costs compared to air freight and shorter lead times compared to ocean freight. Beyond rail transport, the service range includes pre- and on-carriage by truck, transshipments via terminals and railports and various additional activities such as quality monitoring, documentation and customs clearance.




DHL Greenplan - the best way: Logistics experts launch powerful algorithm for individual route optimization

New solution for fully dynamic route planning and optimization helps lowering CO2 emissions
Data-driven approach based on historic traffic patterns and travel times
Greenplan algorithm exceeds efficiency of existing planning tools and saves up to 20 per cent costs

Greenplan, a DHL financed start-up company, is launching a powerful algorithm for optimizing delivery routes and stop sequences in logistics. The algorithm leverages the full potential of smart routing, using all information and data available to optimize transport routes in an entire delivery area, while existing solutions are dealing with smaller sub-areas to cope with complexity. In doing this, Greenplan sets a new benchmark. It bolsters the industry's efficiency and sustainability efforts without making compromises on the quality of planning. The algorithm was developed by scientists from the University of Bonn in cooperation with DHL logistics experts. Greenplan supports customers with their road freight business and last-mile deliveries as well as field service providers with their service schedules.

"We at Greenplan want to help make the industry more efficient and sustainable. With our smart and powerful algorithm, we are tackling the complex task of efficient route planning by offering a precise and reliable solution that can be integrated into existing systems," explains Dr. Clemens Beckmann, CEO at Greenplan. "In contrast to nearly all tools on the market, Greenplan - for the first time - calculates routes according to historic traffic information available on street-level. This, in turn, enables our customers to save up to 20 per cent costs compared to standard route optimization solutions and to lower their carbon footprint accordingly, simply by reducing kilometers driven."

Customer needs are constantly changing: The growing e-commerce market fuels demand for same-day deliveries while the contract logistics market increasingly looks at just-in-time processing. The Greenplan algorithm is equipped for such cases and capable to digest not only the targeted addresses but also individual delivery time windows on shipment level. By considering time-of-day-dependent, street-specific travel times, Greenplan also finds the optimal starting time of delivery tours. These improved tours increase the predictability for customers and appear natural to drivers. The solution also supports contingency planning in case of incomplete data availability and considers system-relevant variables such as different loading types or adherence to regulations. These features offer a robust solution that is adaptable to a variety of issues or customized changes.


Greenplan empowers customers to drive their own green strategies by enabling CO2 emission reductions through shorter distances and fewer tours. Greenplan not only provides visibility on the estimated carbon footprint based on planned delivery routes, it also considers emissions per vehicle type to plan the most CO2-efficient routes. Moreover, the algorithm is capable of considering specific parameters for electric vehicle fleets, like range limits per vehicle. Altogether, the smart algorithm leads to decreased costs and lower CO2 emissions for the same delivery work. This helps not only logistics companies, but also supports field service providers who need to plan schedules of their workforce.

Logistics is a highly fragmented industry that delivers a multitude of solutions for individual processes. To realize the full potential of capacities and optimize resource management, Greenplan teamed up with the Research Institute for Discrete Mathematics at the University of Bonn to engineer a new smart algorithm capable of meeting customers' unique business needs, while still ensuring short computing times.



Sustainability at Kuehne+Nagel: Ten-year targets clearly exceeded

The Kuehne+Nagel Group has published its Sustainability Report 2019. The company sets out its performance in the areas of environment, social and governance (ESG). The report follows the structure of the Global Reporting Initiative as well as the 17 goals for sustainable development of the United Nations.

Dr. Detlef Trefzger, CEO of Kuehne+Nagel International AG, says: "Sustainability is a social responsibility and is the duty of every individual. Following the successful completion of our environmental goals set ten years ago, we are now starting the next phase of our sustainability strategy. With our Net Zero Carbon programme, we are taking responsibility for sustainable logistics, hand in hand with our customers and partners".

The KN Green environmental programme initiated in 2010 was completed at the end of last year. All targets were reached or exceeded. Over the last ten years, Kuehne+Nagel was able to reduce the CO2 emissions of its own locations by an impressive 27%. The share of renewable energies in total electricity consumption was 18% and the recycling rate over the ten-year average was 77%. By the end of 2019, the area equipped with LED lighting technology corresponded to around 3.8 million sqm.

With Net Zero Carbon, Kuehne+Nagel has launched a sustainability programme for the next ten years. Kuehne+Nagel is playing a pioneering role in the logistics industry with this programme. By the end of 2020, the company's own CO2 emissions (Scopes 1 and 2 of the greenhouse gas protocol) will be neutral; by 2030, this will be extended to all transport by suppliers such as airlines, shipping lines and haulage companies (Scope 3). Net Zero Carbon leverages three fields of action: detection, reduction and compensation of CO2.

Kuehne+Nagel is a member of the SXI Switzerland Sustainability 25, the most important sustainability index in Switzerland. In addition, the company was awarded the prestigious EcoVadis Gold status.


DHL introduces first Eastbound block trains from Germany to China

New rail connections from Ludwigshafen and Neuss to Xi'an
With two new block trains and targeted transit time of 12 days DHL Global Forwarding is meeting demand for alternative transport modes and speeding up transit times to Asia
Bonn - In response to heavy customer demand, DHL Global Forwarding, the freight forwarding specialist of Deutsche Post DHL Group, introduced two new block train connections from Germany to China at the end of May. A new connection serving from the KTL terminal on the BASF site in Ludwigshafen travels via Poland, Belarus, Russia, and Kazakhstan to the destination terminal in Xi'an, the capital of the Chinese province Shaanxi. In addition, an express train connection has been deployed between Neuss and Xi'an via Kaliningrad reducing the transit time to 12 days. With these connections, DHL Global Forwarding's rail network is further expanding and providing customers access to faster lead times to Asia covering both less-than-container-load (LCL) and full-container-load (FCL). The implementation of complete block train routes from Europe to China reflects the growing demand for imports and speed to deliver to Asian countries complementing DHL's already existing block trains from Xi'an and Chengdu to Europe.

"In the last years, we observed an increasing demand for rail service products to and from China," explains Thomas Kowitzki, Head of Chinarail, Multimodal at DHL Global Forwarding Europe. "Their cost-effectiveness, short transit time, and lower CO2 emissions compared to other transport modes make them an attractive alternative. To offer our European and global customers the right transport mode to grow their businesses between Europa and Asia, we continuously seek to expand our network of connections, capacities, and service speeds. The use of logistics services and infrastructure of KTL terminal in Ludwigshafen is another step towards an even more connected world and to more resilient supply chains."

"The Rhine-Main region around Ludwigshafen as a European gateway and important source of volume is an ideal starting point for our transports," adds Max Siep, Head of Business Development/Network Management Chinarail of DHL Global Forwarding Europe. "Ensuring that more customers can benefit from the reliability, speed, and climate-friendliness of our rail products, we are expanding the service to more departures and - at the same time - gradually improving the transit time."

The new Germany-to-China rail services have been established in cooperation with long-term partner RTSB GmbH, Friedrichsdorf, Germany. The block trains are loaded with goods from all over Europe and transported over 9,400 km to the central hub for train services in Xi'an, where DHL distributes the cargo within China and to neighboring countries like South Korea, Japan, and Vietnam. The new routes also shorten transit times for customers in other European countries like Benelux, France, Iberia, and UK.

DHL Global Forwarding's expansion of its intermodal network and expertise emphasizes the core of Deutsche Post DHL Group's corporate "Strategy 2025 - Delivering excellence in a digital world". The Group's purpose remains to connect people and improve their lives by enabling trade and helping businesses to grow.



Next-Generation Wireless: Trend Report explores the future of IoT in logistics

New Trend Report reveals latest industry trajectory and innovations, introduces a world where everyone, everything, everywhere is connected

Recent industry survey by DHL reveals 60% of logistics professionals have inadequate supply chain visibility. 75% plan to implement at least one Next-Generation Wireless technology in the near future as part of their visibility strategy
Next-Generation Wireless continues to fuel digital transformation and launches logistics sector into the future of full visibility, wide-scale automation, and predictability

DHL has released "Next-Generation Wireless in Logistics", a new Trend Report that offers a comprehensive look at the evolution of wireless networks and the future of the Internet of Things (IoT) in logistics. The report summarizes logistics industry perspective and recent numbers, paving the way to a common understanding of different wireless technologies by showcasing examples and envisioning future possibilities for next generation wireless.

Connecting Everyone, Everything, Everywhere

Even before the current COVID-19 crisis, wireless communication technology was making headlines. Much of the recent interest has focused on 5G mobile data networks that are being rolled out in many countries. 5G promises a host of benefits for end users, businesses, and telecommunications systems operators alike, including higher speeds, greater capacity, and tailored services for a new generation of smart connected devices.

Beyond 5G, progress across a wide range of different wireless communication technologies is now creating new opportunities for logistics to improve visibility, enhance operational efficiency, and accelerate automation. Well-known technologies like WiFi and Bluetooth, and lesser-known technologies like Low Power Wide Area Networks (LPWAN) and Low Earth Orbit (LEO) Satellites have been enhanced for industrial use. These next-generation wireless technologies will enable the next step in the communication revolution, moving towards a new world in which everyone and everything can be connected everywhere.

Building a fully connected future for logistics

In a recent survey of 800 supply chain leaders conducted by DHL, 60% of respondents stated that visibility of their supply chain is currently inadequate. The top three key challenges among the respondents are achieving true end-to-end visibility, lack of a single centralized platform to drive IoT initiatives, as well as fragmented data collection from inherently heterogeneous supply chains. The top three priorities identified shaping visibility strategies are end-to-end transportation visibility, inventory visibility, and the implementation of supply chain data analytics. 75% of respondents reported they intend to implement at least one next-generation wireless technology in the near future to achieve their visibility goals.

"After having transformed asset-light industries, the digital revolution is now rapidly changing more asset-heavy industries, from automotive and manufacturing companies to healthcare providers," says Markus Kückelhaus, Vice President Innovation & Trend Research, DHL Customer Solutions & Innovation. "Our own sector, logistics, will be both a major beneficiary of the IoT-enabled digital revolution and an enabler of it. Although some parts of the logistics industry are already smart and connected, next generation-wireless is set to usher in the next wave of IoT in logistics." In a future where everyone and everything is online everywhere, three key things will become possible for the logistics industry:

Total Visibility: Every shipment, logistics asset, infrastructure, and facility will be connected thanks to widely available networks and inexpensive high-performance sensors. This will enable highly efficient automation, process improvement, swifter and more transparent incident resolution, and - ultimately - the best service quality for both B2B and B2C customers.
Wide-Scale Autonomy: All autonomous vehicles, whether indoor robots or logistics vehicles on public roads, rely on ultra-fast, reliable wireless communication to navigate and traverse their worlds effectively. While these solutions are on the rise today, next-generation wireless will be one key enabler driving their widespread use and moving the world to autonomous supply chains.
Perfecting Prediction: With so many things online, the volume, velocity, and variety of data that we collect will triple the big data already being generated today. The continued progress of machine learning systems and artificial intelligence paired with the ultra-low latency of next generation-wireless means that data-driven prediction systems for forecasting, delivery timing and routing may no longer be constrained by latency and performance of wireless networks.
While much of the forecast growth will be achieved using technologies that are already familiar to many of us, truly universal connectivity will require approaches that can offer new capabilities, including higher capacity, greater reach, faster speeds, better energy efficiency, and lower costs.

"Large-scale connectivity is an extraordinary technological and social success story. While IoT is not new in logistics, with 20 billion connected devices already in use globally, this story is still only just beginning. A myriad of technologies are simultaneously advancing at a rapid rate, which are also cost effective and increasingly ubiquitous. They are now becoming more accessible which suddenly opens up vast opportunities for the development of applications and use cases at an unprecedented rate," explains Matthias Heutger, SVP, Global Head of Innovation & Commercial Development, DHL. "Our Trend Report illustrates each of these next-gen wireless technologies, and outlines and compares them, their limitations as well as practical application. Furthermore, we highlight how the potential associated with these technologies is fast becoming a fundamental part of the supply chain of tomorrow."

Next-generation wireless is a broad portfolio of technologies that promise to deliver against those diverse - and often competing - objectives. DHL's Trend Report includes a specialized section on how the latest wireless technology works, highlights some innovative projects underway in the industry, and provides implementation guidelines for supply chain organizations.




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