- Deutsche Post DHL Group

Strengthening DHL in the Americas
Capital Markets Presentation; November 2003
Agenda
„ DHL Americas Strategy
„ Growth through Acquisition
„ Integration Progress
„ The New DHL
2
Agenda
„ DHL Americas Strategy
„ Growth through Acquisition
„ Integration Progress
„ The New DHL
3
Scale drives profitability in the U.S.
U.S.
U.S. ROS/RMS
ROS/RMS
25%
Operating Margin
1,000M
UPS
15%
Airborne
5%
FedEx
DHL 2000
-5%
DHL 2001
0.01
0.02
0.05
0.1
0.2
0.5
1
2
5
Relative Market Share (By Volume)
DHL
DHL must
must increase
increase scale
scale substantially
substantially (5-10x
(5-10x pre-merger)
pre-merger)
4
Increasing scale requires share growth across
the domestic product set
US
US Express
Express Shipping
Shipping Market
Market (2002)
(2002)
Other
DHL
100%
Other
16.0
USPS
80%
60%
ABF
UPS
10.5
21.1
ABF
Other
USPS
FedEx
FedEx
2.9
Other
ABF
USPS
UPS
UPS
DHL
40%
20%
Total = $50.5B
ABF
UPS
FedEx
USPS
FedEx
0%
Domestic overnight (1) Domestic deferred (2)
Ground
Export (3)
(1) Incl. envelops/ letters and packages
(2) Packages only
(3) Packages and Documents
5
We considered the full range of strategic options
in early 2002
Wingspan Summary
Stabilize
Stabilize
U.S.
U.S. business
business
„ May provide
moderate savings
but does not remedy
the U.S. strategic
weakness in express
− Coordination with
Danzas
− Outsourcing of Air
linehaul
Retrench
Retrench
„ Not viable; Would
undermine the
strategic viability of
DHL globally
Aggressively
Aggressively
grow
grow Express
Express
Invest &
compete
Buy
Global
Global Merger
Merger
„ Highly attractive, but
„ not achievable today
„
„ Airborne
Airborne due
due diligence
diligence was
was pursued;
pursued; but
but put
put
on
on hold
hold in
in 2001
2001
„
„ Decision
Decision was
was made
made to
to proceed
proceed with
with the
the
“make”
path
“make” path
−− Terra
Terra approved
approved by
by DPWN
DPWN in
in July
July 2002
2002
Lateral
Lateral growth
growth
„ Attractive growth
adjacencies exist
− E.g., logistics
„ But does not
address the issue of
express business
scale
−− New
New product
product offering
offering successfully
successfully
launched
launched
„
Airborne
„ Airborne deal
deal returned
returned in
in early
early 2003
2003
−− Deal
Deal closed
closed in
in mid-August
mid-August
6
We are now executing on our strategy
4
Broadening the
Platform
Current Priority
3
Focused
acquisitions
2
Protection &
growth of Express
1
Strengthening of
base
2001-2004
2002-2005
„ Leveraging our integrated
capabilities
„ Expansion of logistics offering
„ Improved financial
results
„ Basis for future growth
Loomis
Loomis in
in Canada
Canada
Airborne
Airborne in
in the
the USA
USA
„ Additional growth
„ Improved product
portfolio
Project
Project Terra
Terra
Mexico
Mexico 2X
2X
„ Stabilization of core
business
„ Cost reduction by
economies of scale
2002-2005
2004-2006
PIP
PIP Programs
Programs
STAR/Danzas
STAR/Danzas
7
We have taken numerous actions over the past
year to strengthen our business
Senior
Senior
Mgmt.
Mgmt.
„
„ Hired
Hired three
three new
new executives
executives to
to support
support the
the new
new DHL
DHL (Marketing,
(Marketing, Human
Human
Resources,
Resources, Integration
Integration Management)
Management)
Airborne
Airborne
„
„ Airborne
Airborne returned
returned in
in early
early 2003
2003
„
„ Acquisition
Acquisition closed
closed mid-August
mid-August
Terra
Terra
„
„ Successful
Successful business
business launch
launch of
of ground
ground network
network and
and domestic
domestic bundled
bundled product
product
set;
Drove
us
to
address
key
operational
gaps
(e.g.,
salesforce
capabilities,
set; Drove us to address key operational gaps (e.g., salesforce capabilities,
customer
customer IT
IT solutions,
solutions, C-view)
C-view)
Danzas
Danzas
„
„ On
On track
track to
to achieve
achieve substantial
substantial savings
savings next
next year
year
Canada/
Canada/
Loomis
Loomis
„
„ Loomis
Loomis integration
integration on
on schedule;
schedule; DHL
DHL now
now #3
#3 in
in Canada
Canada
LatAm
LatAm
„
„ Upgraded
Upgraded management
management team
team in
in Mexico
Mexico
„
„ Completed
Completed LatAm
LatAm Five
Five Year
Year Plan
Plan
8
Agenda
„ DHL Americas Strategy
„ Growth through Acquisition
„ Integration Progress
„ The New DHL
9
Airborne acquisition rationale
DHL is committed to building a sustainable #3 position in the U.S. market
„ The U.S. market is big and it’s growing
„ Global customers need DHL to serve them here
„ Global competitors are increasingly dominant here
While DHL is strong in international, it is subscale in domestic products
„ Lack breadth and depth of domestic products and services
The Airborne acquisition provides DHL with the opportunity to gain scale
in the domestic market
10
The acquisition allows DHL US to improve
margins with greater scale
U.S.
U.S. ROS/RMS
ROS/RMS
25%
Operating Margin
1,000M
UPS
15%
DHL/Airborne
Airborne
5%
FedEx
DHL 2000
-5%
DHL 2001
0.01
0.02
0.05
0.1
0.2
0.5
1
2
5
Relative Market Share (By Volume)
11
The acquisition provides DHL US with a
complementary product set
Large customer
annual revenue
100%
$1.9B
$420 M
Domestic
80%
60%
Domestic
International
40%
20%
International
0%
Airborne
DHL
12
Significant cross selling opportunities exist in the
largest accounts
Shared National/Global Accounts
3Com
Chevron
GM
Proctor & Gamble
TRW
AT&T
CocaCola
GSK
Proquest Co
UBS Warburg
ABN AMRO
Compaq
Hoffman La Roche
Raytheon Co
AMEX
Dell
IBM
Reed Elsevier
Union Bank
of California
Amtrex
Dupont
Schering Plough
Apple
Eagle USA Airfreight
Lucent
Technologies
B of A
Eastman Kodak
Merck & Co
Seagate
Technologies
Bank of NY
EDS
Merril Lynch
Siemens
United
Technologies
Bausch&Lomb
First Data
Mettler Toledo
Solectron
Baxter
Fluor Daniel Corp
Microsoft
Sprint
Verizon
Ford
NCR
Symantec
Bertelsmann
Fortune Brands
Nestle USA
Prudential
Boeing
GE
PPG, Palm
Thermo Electron
Wells Fargo
Carlson
Geologistics
Services
Perkin Elmer
Time Warner
Xerox
Pfizer
Toyota
Bear Stearns
United News
& Media
VIA Xerox
Wachovia
13
Agenda
„ DHL Americas Strategy
„ Growth through Acquisition
„ Integration Progress
„ The New DHL
14
There are six key sources of value
New
New
Organization
Organization
Commercial
Commercial
Opportunity
Opportunity
Capture
Capture
„ Put in place top-level „ Build a combined
organization design
product offering
(Level 1, 2 and 3):
„ Harmonize pricing
− Structure
strategies and
− Decision rights and
discount structures
processes
„
Build a coordinated
− Job descriptions
channel strategy
„ Layout plan to migrate
„ Bring together two
to new org design
salesforces and
„ Identify candidates
upgrade capabilities
for top positions and
„
Create integrated
leadership supply
customer service
„ Manage transition
to a common culture „ Minimize customer
defection during
integration
Integrate leadership
team and strengthen
combined
organization
Drive growth from
combined customer
base and product
portfolio
Ground
Ground
Operations
Operations
Rationalization
Rationalization
Network
Network
Optimization
Optimization
IT
IT Integration
Integration
Corporate
Corporate
Services
Services
„ Develop strategy for „ Design near-term
(2 year) network
company employee
optimized for
vs. contracted courier
aggregated volume
force
(and future growth)
„ Rationalize
„ Determine short-term „ Combine G&A
system “workorganization and
arounds” to support
processes
combined operations
− Finance
for next 6-12 months
− Legal
− HR
„ Map out top-level
overlapping PUD
„ Design new IT
− Real estate
migration plan to
and Service Center
organization and take
− Procurement
combine two networks
network market-byout redundant costs
− Other
market
„ Integrate air linehaul „ Build long-term plan to
„
Capture
scale
ops, gateways and
„ Design integrated
migrate to common
purchasing
benefits in
links to cooperating
ground operations
platform and apps
procurement
airlines
− Set processes and
(where appropriate)
procedures
„ Manage facility
„ Integrate ground
− Agree on metrics
closures and transition
linehaul ops, including
and targets
regional sub-hub
operations
Realize scale-driven
cost savings and
service
improvements
Build a world-class,
low cost network
platform for future
growth
Upgrade smoothly
to integrated IT
platform
Upgrade support
functions while
leveraging scale
15
DHL Americas executive team
COO, DHL Air & Ocean, NA
Hans Toggweiller
CEO, DHL Americas
John Fellows
COO, DHL Air & Ocean, LA
Samuel Israel
EVP Sales
Randy Clark
EVP Marketing
Dick Metzler
EVP Bus. Dev.
Rich Corrado
EVP Operations
Fred Beljaars
EVP Finance & CFO
Mary Wood
EVP HR
Scott Northcutt
SVP Latin America
Rafael Couttolenc
General Counsel
Dave Anderson
SVP Corp Services
Doug Turner
SVP Integration
Dick Bostdorff
EVP IS & CIO
Steve Bandrowczak
16
Temporary "Shadow Organization"
CEO – DHL Express
America
John Fellows
Sales
Mktg
Bus Dev
Ops
CFO
HR
IT
Clark
Metzler
Corrado
Beljaars
Wood
Northcutt
Bandrowczak
Sales
function
lead
Mktg
function
lead
Bus Dev
function
lead
Ops.
function
lead
Finance
function
lead
HR
function
lead
IT function
lead
CEO - DHL Air &
Ocean NA
Hans Toggweiller
Corp
Services
Turner
Corp.
Services
function
lead
Legal
IMT
Anderson
Bostdorff
Int.
function
lead
IMT core team
17
Cross-functional integration team is mobilized
„
185+ dedicated employees working across function teams with an additional 50
employees assisting in expert capacity
„
60%/40% mix of DHL to Airborne participation
100%
51
80%
Airborne
31
30
30
15
Sales
Bus.
Dev.
IS
HR
Total= 185+
14 11 3
60%
40%
DHL
20%
0%
Operations
Corp. Mktg. Intl.
Serv.
Fin.
Note: Includes only resources >=50% committed for >= 3mths.
18
Commercial opportunity is being captured
„
Launched national account retention program
(which covers 50% of the combined company revenues)
„
Integrated Field and National Account Sales management
„
Multiple customer wins
Customer
DHL/ABF/Joint
Annual Revenue
Dell
ABF
$ 100M Tl‘l/$25M New
RR Donnely
ABF
$ 30 Million
Carnival
Joint
$ 8 Million
West Marine
ABF
$ 7 Million
Zales
ABF
$ 6 Million
Icon Labs
Joint
$ 3 Million
NuSkin
DHL
$ 3 Million
Underwriter Labs
Joint
$ 2 Million
Precise Mailing
DHL
$ 1 Million
19
Ground Operations is capturing cost savings
Pickup and Delivery integration will result in $50-70M annual savings
Temp
300
Customer Service
Var Supplies
250
$237M
200
Other Ops
PPUD
Vehicle
$237M
Mapped to IC
150
Additional
IC Costs
($47M)
100
Couriers
Mapped to CO
50
0
$150M
$50-70M
annual
savings
By Function
By Service
Center Type
CO couriers
($103M)
Future
Note: Savings calculations are based on current average Airborne IC costs; expected marginal costs will provide even greater savings
20
Americas Data Center is supporting growth,
integration
Expanded, consolidated Americas Information Services Data Center
„ Global eCommerce Development Center
„ Worldwide Communications Control Center
Short-term
Short-term IS
IS milestones
milestones on
on track
track
Salesforce
„ C-view
SFA tool
Pricing
approach
PC-based
shipping
solution
„ Single pricing „ SwiftShip
approach
shipping solution
(zones, tools,
processes, etc.)
Air/Ground
Network
„ Single ground
network
Customer
service
contact
Website
„ Single phone „ Single
number
website
offering full
„ Two air networks
functionality
and hubs;
(e.g.,
coordinated traffic
track/ trace)
and data flow
Invoice/
bill
„ Single invoice
„ Multiple billing
systems feeding
single A/R system
21
Three things typically go wrong in failed
integrations
Core
Core business
business performance
performance
deteriorates
deteriorates
„ Management team distracted
by the deal
„ Customers defect due to
competitor action or
deteriorating service
„ Focus on obtaining cost
savings leads to revenue
declines
Lose
Lose key
key management
management
„ Acquiring company tends to
one of two extremes in
handling new people:
Transition
Transition process
process fails
fails
„ Overly complex, lengthy
process
− Blizzard of details
− Hands-off approach, with
little communication leading
to anxiety and uncertainty
„ Key value drivers not clearly
recognized or emphasized
− Aggressive intervention,
with wholesale replacement
of acquiree’s people by
“trusted” staff
„ IT doesn’t deliver on time/on
spec
„ Key risk factors not identified
„ Widespread departure of top
performers can occur under
both scenarios
Maintain
Maintain relentless
relentless focus
focus on
on
base
base business
business revenue
revenue
Retain
Retain key
key executives
executives and
and
managers
managers
Focused,
Focused, swift,
swift, disciplined
disciplined
integration
integration
22
Integration roadmap
“Day 1”
“Day 100”
I.
Mobilize
Duration:
II.
Design the New Company
III.
Make it Happen
Oct-Dec
~1 Year
September
Key
„ Clarify integration
Activities:
initiatives and plan
„ Identify key leaders
& organize top mgmt
„ Complete new org structure and
announce “Top 100” leadership
„ Create detailed integration plans to
capture synergies
„ Finalize cost synergy targets and
„ Develop synergy
build into annual plan
estimates & set targets
„ Rapidly implement “Quick Wins”
„ Scope, resource &
(target $20+M savings in 2003), e.g.:
launch initiative teams
„ Manage & track base
business
Set the Stage
− PUD
„ Combine organizations
„ Execute against
detailed integration
plans
„ Accelerate synergy
savings & share
growth
„ Articulate progress
towards new vision
− G&A
Plan the Integration
& Start Acting
Capture the Value
23
CVG Hub core outbound weight
CVG
CVG Hub
Hub Core
Core Outbound
Outbound Weight
Weight (Weekday)
(Weekday)
Avg. Lbs/Day
1,400,000
Previous Year
Most Recent Year
1,200,000
1,000,000
800,000
-2.3%
-4.8%
-2.6%
1.5%
6.3%
8.8%
8.7%
9.9%
11.6%
9.2%
13.8%
11.4%
600,000
400,000
200,000
0
Nov 01- Dec 01- Jan 02- Feb 02- Mar 02- Apr 02- May 02- Jun 02Nov 02 Dec 02 Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03
Jul 02- Aug 02- Sep 02- Oct 02Jul 03 Aug 03 Sep 03 Oct 03
24
29-Jul
Prior Year
Current Year
15%
10%
5%
-5%
0%
-10%
-15%
-20%
-25%
13-Jan
6-Jan
30-Dec
23-Dec
3-Feb
10-Feb
17-Feb
24-Feb
2-Mar
9-Mar
16-Mar
3-Feb
10-Feb
17-Feb
24-Feb
2-Mar
9-Mar
16-Mar
27-Jan
Five Day Rolling Average (Year/Year % Change)
20-Jan
20%
27-Jan
Core + Transcon
20-Jan
13-Jan
6-Jan
30-Dec
23-Dec
9-Dec
16-Dec
Average
Q-T-D
1,184,625
1,063,868
11.4%
16-Dec
2-Dec
25-Nov
18-Nov
06-Nov-03
9-Dec
2-Dec
25-Nov
11-Nov
4-Nov
28-Oct
Average
M-T-D
1,169,005
1,053,095
11.0%
18-Nov
11-Nov
4-Nov
21-Oct
14-Oct
7-Oct
30-Sep
23-Sep
Same day
1,206,572
1,078,346
11.9%
28-Oct
9-Sep
16-Sep
Avg Last 4
21-Oct
Current Year
14-Oct
7-Oct
30-Sep
23-Sep
2-Sep
26-Aug
19-Aug
12-Aug
5 Day Avg
1,169,896
1,053,095
11.1%
16-Sep
9-Sep
Prior Year
2-Sep
26-Aug
5-Aug
29-Jul
22-Jul
Today
1,169,518
1,052,200
11.1%
19-Aug
12-Aug
5-Aug
25%
8-Jul
% CHG
15-Jul
2003
2002
22-Jul
1-Jul
24-Jun
17-Jun
10-Jun
3-Jun
27-May
20-May
13-May
6-May
29-Apr
22-Apr
15-Apr
8-Apr
1-Apr
Pounds
Sort Date:
15-Jul
8-Jul
1-Jul
24-Jun
17-Jun
10-Jun
3-Jun
27-May
20-May
13-May
6-May
29-Apr
22-Apr
15-Apr
8-Apr
1-Apr
Percent
CVG Hub core outbound weight
CVG Hub Core Outbound Weight
Average
Calendar
Y-T-D
1,090,588
1,010,111
8.0%
1400000
Five Day Rolling Average
1300000
1200000
1100000
1000000
900000
800000
700000
Core + Transcon
25
0
20.2K
21.2K
19.0K
19.1K
29.9K
27.6K
25.6K
23.0K
18.8K
18.7K
21.1K
17.7K
16.0K
17.2K
15.7K
23.0K
26.3K
30
16.7K
19.3K
20
14.6K
12.9K
11.4K
13.5K
10.5K
10.1K
9.4K
9.4K
8.6K
8.3K
8.2K
6.8K
6.8K
5.7K
10
Week Ending
3/29
4/5
4/12
4/19
4/26
5/3
5/10
5/17
5/24
5/31
6/7
6/14
6/21
6/28
7/5
7/12
7/19
7/26
8/2
8/9
8/16
8/23
8/30
9/6
9/13
9/20
9/27
10/4
10/11
10/18
10/25
11/1
Oct Targ.
Nov Targ.
Average daily packages
40K
37.2K
600
500
400
300
200
100
0
Number of shipping customers
Ground volume trend
– Represents One Time Release Volumes not Ongoing
Note: Number of customers is maximum number of customers shipping ground on any day of the week
26
Revenue statistics
9/6
9/13
9/20
9/27
10/4
10/11
10/18
10/25
Avg.
Bus. Case
lbs/package
10.2
12.0
11.9
11.5
12.5
12.3
12.2
11.1
11.7
12.0
Revenue/pkg
$6.36
$6.50
$6.55
$6.60
$6.46
$6.35
$6.39
$6.05
$6.39
$5.70
Revenue/lb
$0.62
$0.54
$0.55
$0.57
$0.52
$0.52
$0.53
$0.54
$0.55
$0.48
lbs/package
11.0
10.6
10.0
11.2
10.8
10.4
11.5
10.4
10.8
8.0
Revenue/pkg
$16.79
$16.04
$15.63
$16.58
$15.97
$16.44
$17.08
$16.16
$16.33
$10.08
Revenue/lb
$1.52
$1.52
$1.56
$1.47
$1.48
$1.59
$1.48
$1.56
$1.52
$1.26
GROUND
2ND DAY
27
Agenda
„ DHL Americas Strategy
„ Growth through Acquisition
„ Integration Progress
„ The New DHL
28
Loomis acquisition made DHL #3 in Canadian
domestic market
Canpar
Total = US$ 2,765M
Same Day ROW
ICS Courier Midland
Canada Post
TNT
US Same Day
$533M
$174M
ROW
Others
Others
ICS Courier
Tiger Courier
Same Day Right-O-Way
Midland Courier
Percent of Revenue per Lane (2001)
ICS Courier
$2,058M
100%
Others
Canpar (4%)
UPS (8%)
80%
DHL/Loomis (9%)
60%
40%
20%
FedEx (12%)
Past (99-01) Growth Rate:
Estimated (01-03) Growth Rate:
DHL/
Loomis
(20%)
Canada Post (20%)
FedEx (47%)
Purolator (30%)
(owned by Canada Post)
0%
Revenue split - Air vs. Ground:
TNT
(10%)
Purolator (11%)
UPS
(20%)
UPS (22%)
DHL/Loomis (3%)
Domestic
Air
16%
USA
Ground
84%
4.3%
4.2%
Air
50%
Ground
50%
5.1%
6.2%
FedEx
(35%)
Int'l
Air
100%
Purolator
(6.2)
Note: Market
share in
parenthesis
Source:Infobase
Marketing:
Canadian Next
Day or Later
Delivery Market
Study, 03/02;
DHL Canada
04/02; Canpar
Company
Information,
03/02; Loomis
Annual Report
05/02 and
Individual
Company
Interviews, DHL
SD
29
US Market – Three Become One
„
„ Founded
Founded in
in 1969
1969
„
„ Presence
Presence in
in more
more than
than 220
220
countries
and
territories
countries and territories
„
„ 71,000
71,000 employees
employees
„
„
„
„
17,000
17,000 vehicles
vehicles
226
226 gateways
gateways
„
„ World’s
World’s No.
No. 11 in
in international
international
express
express market
market
„
„ Founded
Founded in
in 1946
1946
„
„ 27,000
27,000 employees
employees and
and
dedicated
contractors
dedicated contractors
„
„ 15,000
15,000 vehicles
vehicles
330
330 shipping
shipping depots
depots
19%
19% express
express market
market share
share in
in
US
US
„
„ Focus
Focus on
on Fortune
Fortune 500
500
companies
companies
„
„
„
„
„
„ Founded
Founded in
in 1815
1815
„
„ Active
Active in
in 150
150 countries
countries
„
„ 44,000
44,000 employees
employees
„
„ 430
430 terminals/
terminals/ warehouses
warehouses
„
„ Market
Market leader
leader in
in global
global
airfreight
and
TOP
airfreight and TOP 33 market
market
position
position in
in ocean
ocean freight
freight
30
Strength of Future Portfolio
+
Excellence in
International product
offering
+
Strength in Domestic
products and services
Leader in worldwide
Freight and Logistics
solutions
31
U.S. Market Opportunity
The new DHL will be a strong competitor in the expedited door-to-door
delivery of small packages and documents
„ Combined entity has scale and resources to compete more effectively
„ Will bring stronger competition through improved services and a stronger brand
„ DHL U.S. will target the under-served medium-sized business segments previously not
targeted by Airborne
U.S.
U.S. Air
Air Express
Express Delivery
Delivery Market*
Market* (Shipments)
(Shipments)
FedEx 46%
DHL 21%
UPS 33%
*Source: Colography Group U.S. Domestic and Export Air Traffic and Yield Analysis for 3QYTD 2002
(1) Incl. International Express freight
32
An expanded product offering to fulfill all our
customers shipping needs
1
2
3
4
Overnight
Overnight
Deferred
Deferred
Ground
Ground
Export
Export
„
„ Domestic
Domestic
„
„ Services
Services
„
„ Domestic
Domestic
„
„ Services
Services
−− Same
Same day
day
−− Guaranteed
Guaranteed next
next
day
day delivery
delivery by
by
8:30
8:30 am,
am, 10:30
10:30
am,
am, noon,
noon, and
and
3:00
pm
3:00 pm
„
Transport
„ Transport
−− Guaranteed
Guaranteed 2nd
2nd
day
delivery
by
day delivery by
3:00
3:00 pm
pm and
and
5:00
5:00 pm
pm
„
„ Transport
Transport
„
„ Domestic
Domestic
„
„ 1-5
1-5 business
business days
days
(depending
(depending on
on
distance)
distance)
„
Transport
„ Transport
„
„ Delivery
Delivery originating
originating
from
from the
the U.S.
U.S. to
to
international
international
destinations
destinations
„
Transport
„ Transport
−− Primarily
Primarily air
air
−− Air
Air
−− Ground
Ground
−− Ground
Ground
„
„ Cheapest
Cheapest option
option
(vs.
Overnight
(vs. Overnight &
&
Deferred)
Deferred)
−− Air
Air
−− Ground
Ground
* DDA&O services include: Air Freight, Ocean Freight, Domestic Heavyweight, Industrial Projects,
Customer Program Management, Warehousing, Distribution and Logistics Outsourcing
33
DHL facilities throughout the nation
Gateway
(Seattle, WA)
Hub (Prov., RI)
Gateway (NY, NY)
Hub (Allentown, PA)
Gateway
(Chicago, IL)
Gateway
(San Francisco, CA)
Main hub/Gateway(Cincinnati, OH)
Main hub (Wilmington, OH)
Hub
(South Bend, IN)
Hub
(Roanoke, VA)
Hub
(Fresno, CA)
Hub
(Columbia, MO)
Gateway
(Los Angeles, CA)
Americas information services (Scottsdale, AZ)
Customer relations center (Tempe, AZ)
DHL facilities
Former Airborne facilities
Hub
(Atlanta, GA)
Hub (Waco, TX)
National billing center
(Houston, TX)
Hub(Orlando, FL)
Corp. office (Ft. Laud., FL)
Gateway (Miami, FL)
* DDA&O has 79 facilities and 10 distribution centers in the US
34
DHL is increasing its brand awareness
35