G-ILS - Transportation Management Sales System: March 2011

Friday, 11 March 2011

TMSS Elevator Pitch

TMSS is the world's first sales and process management system for freight forwarders. Based on advanced technology, TMSS optimizes pricing and route decisions to increase your profit margins and improve customer experience; and as one unified platform for all sales and logistics functions, TMSS provides a clear view of all business processes, improving efficiency and giving you a cutting-edge advantage in the global transportation market.

Introducing the first integrated sales and freight process management for the transportation industry

TMSS is the first sales and freight process management system for freight forwarders that provides one coherent, easy to use platform for all sales, management functions and positions within the freight and logistics company.

Pricing & Route Optimization

First and foremost TMSS is an easy to use, intuitive, tool for producing optimal pricing and route quotes within minutes.

Combining an innovative pricing engine with UI-based geo-location system and a repository of relevant information (including historical data and third-party rates), TMSS enables you to provide fast and accurate quotes with a click of a button.

The result: increased profit margins for you, improved purchasing experience for your customer.

Clear Visibility across All Company Functions

TMSS provides clear visibility across the freight & transportation process and one unified platform for all relevant functions within the company: from sales representatives, customer services, through branch and regional managers, logistics personnel, to finance and corporate management.

For example, agents uses TMSS in different parts of the globe in order to receive comparative optimized data on prices, sales opportunities, sales leads, pipeline, loss and gain customers will achieve a substantial improvements on pricing and routing decisions.

Workforce and Site Management

Providing a clear view of customers business and sales processes, TMSS enables freight forwarders to establish consistent sales & business practices and deploy them worldwide across different sites, agents and locations.

CRM Functionality

TMSS contains all the capabilities of a Customer Relationship Management tool geared specifically to the shipping industry, alongside with innovative tools to help you keep track and stay in touch with customers.

One of several innovations is our Opportunity Network Identifier (ONI), which gathers customer information from social & professional networks as well as websites and interacts with popular Web 2.0 applications such as Linkedin. TMSS also has a built-in chat function that enables you to stay in touch with customers, colleagues and partners whenever you need to.

Business Intelligence

TMSS contains BI utilities, such as KPI and balanced scorecards (BSC), to help keep track of business performance and support business decisions.

Connectivity

TMSS connects directly to third-party providers such as airlines, shipping lines, trucking (domestic) companies, as well as 3^rd party suppliers for constant input of vital information including prices and schedules. TMSS also has built-in connectivity to leading ERP systems, and will in future interface with external business solutions.

Cloud-Based

TMSS is a cloud-based service working in the SaaS (software as a Service) model, with Service Level Agreements (SLA) to ensure quality and uptime.

As a cloud-based service TMSS provides all its benefits, such as easy web-based, access from anywhere in the world, fast implementation with no installation required, easy centralized management, quick scalability and more.

Security

TMSS is built on a robust foundation based on virtualization technology, with top-of-the-line security guaranteed by our Service Level Agreements.

Our security features include:

Geographically distributed Servers.
Controlled connectivity from specific IP addresses
Encryption of stored data
Clear demarcation between customers

The Challenge

Freight forwarding is one of the largest verticals in the world, with a total global spending of 3.3 Trillion Dollars in 2010. Although a widely divergent field, varying from multi-billion dollar carriers to small logistics providers, freight forwarders do share distinguishable modes of work: complex logistics spanning countries, languages and currencies, supply-chains linking multiple third-party agents, and specialized documentation processing, to name a few.

However, until today, transportation companies did not have a sales process management freight dedicated systems specifically geared for their needs; a system that provides the functionalities of CRM, yet extends to freight, transportation and management, providing clear directions, vision and controls across the sales management and logistics process.

Freight Forwarding Market Report 2006

Freight Forwarding Market Report 2006
Description:
We estimate that, in 2005, the UK international freight-services market was worth around £19.76bn, of which £15.43bn was attributable to freight forwarding. Freight forwarding is defined to include related warehousing, storage and customs-clearance activity. It supports the international freight-services market, which includes international freight transport operations by road, air, sea and rail. Largely because of improvements in transport efficiency, demand for such freight services has increased less than proportionately to growth in gross domestic product (GDP). However, over the 5-year review period (2001 to 2005), growth experienced by the freight-forwarding sector exceeded growth in the freight-transport sector as a whole. Recent influences supporting the growth of the freight-forwarding sector have included the trend towards outsourcing of non-core business activities by many firms across the commercial spectrum, the growing complexity of regulation affecting international trading relationships, and an increasing awareness of security considerations. All of these factors have made it more beneficial for clients to use the services of a professional forwarder, but other developments, which have reduced the regulatory burden on shippers and transport operators alike, have lessened the benefits of using these specialists. Noteworthy among these has been the progressive deregulation of transport markets within and between the member countries of the EU, with the dismantling of customs barriers between member countries removing the need for many of the specialist services formerly provided by the freight forwarder. Other influences affecting the sector in the recent past have included the need to comply with many onerous regulations, including those concerning terms and conditions of employment, which have had a disproportionate impact on the many smaller freight forwarders operating in the sector. Road transport remains the dominant mode for international freight transport, but sea freight showed the highest growth over the review period, with receipts from cross trades showing a particularly large increase. Although the share of air freight is small in terms of tonnage carried, it represents a much higher share in terms of the value of items carried and the service provided. The international rail-freight sector performed well below its potential over the period, largely as a result of disruption to services caused by asylum seekers at the SNCF-operated rail-freight terminal near Calais in 2002 and continuing issues regarding the quality of service to clients.Independent forecasts of the development of the UK economy indicate that it will continue to experience steady if modest economic growth over the period to 2010, with inflation and unemployment continuing at relatively low levels. This, together with further market globalisation, an increased awareness of security and environmental issues, and the continuing development of IT applications to enhance the value of the freight-forwarding product, suggest a favourable environment for the continued growth of the sector.
Contents:
Executive Summary 1. Market Definition REPORT COVERAGE MARKET SECTORS Freight Forwarding Transport Principals International Road Transport International Sea Transport International Air Transport International Rail Transport MARKET TRENDS Globalisation Market Liberalisation Changing Customer Needs ECONOMIC TRENDS Population Table 1: UK Resident Population Estimates by Sex (000), Mid-Years 2001-2005 Gross Domestic Product Table 2: UK Gross Domestic Product at Current and Annual Prices (£m), 2001-2005 Inflation Table 3: UK Rate of Inflation (%), 2001-2005 Unemployment Table 4: Actual Number of Unemployed Persons in the UK (million), 2001-2005 Household Disposable Income Table 5: UK Household Disposable Income Per Capita (£), 2001-2005 MARKET POSITION The UK Table 6: UK Freight Forwarding Services as Part of the UK Transport, Storage and Communications Sector by Value at Current Prices (£m and %), 2001-2005 Overseas 2. Market Size THE TOTAL MARKET Table 7: The Total UK Market for International Freight Services by Sector by Value at Current Prices (£m), 2001-2005 Figure 1: The Total UK Market for International Freight Services by Sector by Value at Current Prices (£m), 2001-2005 Table 8: The Total UK Market for International Freight Services by Value at Current and Constant 2000 Prices (£m and index 2000=100), 2001-2005 BY MARKET SECTOR Freight Forwarding Table 9: The UK Freight Forwarding Sector by Value at Current Prices (£m and %), 2001-2005 Transport Principals International Road Freight Table 10: The UK International Road Freight Sector by Value at Current Prices (£m and %), 2001-2005 International Sea Freight Table 11: The UK International Sea Freight Sector by Value at Current Prices (£m and %), 2001-2005 International Air Freight Table 12: The UK International Air Freight Sector by Value at Current Prices (£m and %), 2001-2005 International Rail Freight Table 13: The UK International Rail Freight Sector by Value at Current Prices (£m and %), 2001-2005 International Trade Table 14: UK International Trade in Goods by Value (£m), 2001-2005 3. Industry Background RECENT HISTORY Transport Liberalisation CURRENT INDUSTRY STRUCTURE NUMBER OF COMPANIES Table 15: Number of UK VAT-Based Enterprises in the Freight Forwarding and Other Transport Agencies Sector by Turnover Sizeband (number and %), 2006 Table 16: Number of UK VAT-Based Enterprises in the Freight Forwarding and Other Transport Agencies Sector by Turnover Sizeband, 2001-2005 EMPLOYMENT Table 17: Number of Employee Jobs in the Supporting Transport Activities Sector in Great Britain (000), September 2001-2005 REGIONAL VARIATIONS IN THE MARKETPLACE Table 18: Number of UK VAT-Based Transport Enterprises† by Employment Sizeband and Population Distribution by UK Region (number and %), 2005 HOW ROBUST IS THE MARKET? LEGISLATION Insurance Mediation Directive UK-US Extradition Treaty Employment Legislation Safety Legislation KEY TRADE ASSOCIATIONS British International Freight Association (BIFA) European Association for Forwarding, Transport, Logistics and Customs Services Freight Transport Association International Federation of Freight Forwarders Associations Other Trade Associations and Professional Bodies 4. Competitor Analysis THE MARKETPLACE MARKET LEADERS Table 19: The Top Ten Companies in the UK Freight Forwarding Market by Turnover (£m and %), 2004 Allport Ltd Company Structure Current and Future Developments Financial Results DHL Global Forwarding (UK) Ltd Company Structure Current and Future Developments Financial Results EGL Eagle Global Logistics (UK) Ltd Company Structure Current and Future Developments Financial Results Exel Freight Management (UK) Ltd Company Structure Current and Future Developments Financial Results GeoLogistics Ltd Company Structure Current and Future Developments Financial Results Kamino Logistics Group Ltd Company Structure Current and Future Developments Financial Results Kuehne + Nagel (UK) Ltd Company Structure Current and Future Developments Financial Results Nippon Express (UK) Ltd Company Structure Current and Future Developments Financial Results Panalpina World Transport Ltd Company Structure Current and Future Developments Financial Results UPS SCS (UK) Ltd Company Structure Current and Future Developments Financial Results Other Companies OUTSIDE SUPPLIERS Suppliers to the Transport Sector Fuel Suppliers Vehicle Suppliers Suppliers of Equipment and Engineering Services Suppliers to the Ancillary Transport Services Sector Table 20: Suppliers to the Transport Sector (% of total output), 2004 MARKETING ACTIVITY 5. Strengths, Weaknesses, Opportunities and Threats STRENGTHS WEAKNESSES OPPORTUNITIES THREATS 6. Buying Behaviour CUSTOMER CHARACTERISTICS PURCHASING SECTORS Table 21: Purchasers of the Output of the Transport Sector (% of total output), 2004 7. Current Issues ROLE OF THE FORWARDER LEGISLATIVE AND REGULATORY ISSUES Insurance Legislation Employment Legislation The Employment Act 2002 Minimum Wage Legislation Road Transport Directive The Employment Equality (Age) Regulations 2006 Safety Legislation EU Policies Competition Policy UK-US Extradition Treaty THE ENVIRONMENT Sustainable Mobility Emissions Trading TECHNICAL ISSUES Technical Responses To Environmental Concerns Importance of the Internet to Forwarders Freight Management Systems CORPORATE ACTIVITY Kuehne + Nagel Panalpina Allport 8. The Global Market GLOBAL MARKET BACKGROUND Trends in World Trade Table 22: World Exports of Merchandise and Commercial Services by Value ($bn), 2003-2005 Regional Trade Table 23: GDP and Merchandise Trade by Global Region (annual % change at constant prices), 2004 and 2005 Influence of Natural Disasters on International Trade Influence of Terrorist Acts FREIGHT FORWARDING SECTOR Background Segmentation by Mode of Transport Air Freight Table 24: Market Shares of Global Air Freight by Value (%), 2004 Ocean Freight Table 25: Market Shares of Global Ocean Freight by Volume (%), 2004 Other Transport Modes Constraints on International Trade THE FUTURE Removal of Barriers to International Trade General Agreement on Trade in Services EU Transport Policy 9. Forecasts INTRODUCTION Demographics Table 26: Forecast UK Resident Population by Sex (000), Mid-Years 2006-2010 Economic and Social Background Table 27: Forecast UK Economic Indicators (% and million), 2006-2010 FORECASTS 2006 TO 2010 International Freight Services Table 28: The Forecast UK Market for International Freight Services by Value at Current and Constant 2000 Prices (£m and index 2000=100), 2006-2010 Figure 2: The Total UK Market for International Freight Services by Sector by Value at Current Prices (£m), 2006-2010 Freight Forwarding Table 29: The Forecast UK Freight Forwarding Market by Value at Current Prices (£m), 2006-2010 Transport Principals Table 30: The Forecast UK International Freight Transport Sectors by Value at Current Prices (£m), 2006-2010 International Road Freight International Sea Freight International Air Freight International Rail Freight MARKET GROWTH Figure 3: Growth in the UK Market for International Freight Services by Value at Current Prices (£m), 2001-2010 FUTURE TRENDS Globalisation Competition Prospects An Enhanced Role for the Forwarder? Environmental Concerns Security Other Developments 10. Company Profiles Allport Ltd DHL Global Forwarding (UK) Ltd Exel Freight Management (UK) Ltd GeoLogistics Ltd Kamino Logistics Group Ltd Kuehne + Nagel (UK) Ltd Panalpina World Transport Ltd UPS SCS (UK) Ltd 11. Consumer Confidence METHODOLOGY KEY FINDINGS THIS QUARTER THE WILLINGNESS TO BORROW Confidence Rebounds Table A: The Average Amount Consumers Are Willing to Borrow in Order to Purchase Expensive Items at Current and Constant November 2004 Prices (£ and £bn), August 2005-2006 Fewer Adults Wish to Borrow Table B: The Number of Adults Willing to Borrow in Order to Purchase Expensive Items (000 and %), August 2005-2006 SPENDING FROM SAVINGS Strong Recovery in Spending from Savings Table C: The Average Amount Consumers Are Willing to Spend from Savings in Order to Purchase Expensive Items at Current and Constant November 2004 Prices (£ and £bn), August 2005-2006 Savings Grow in Relative Importance Table D: The Average Amounts Adults Are Confident Spending to Purchase Expensive Items (£ and %), August 2005-2006 12. Further Sources Associations Government Publications Other Sources Bisnode Sources
Companies Mentioned
- Allport Ltd - DHL Global Forwarding (UK) Ltd - EGL Eagle Global Logistics (UK) Ltd - Exel Freight Management (UK) Ltd - GeoLogistics Ltd - Kamino Logistics Group Ltd - Kuehne + Nagel (UK) Ltd - Nippon Express (UK) Ltd - Panalpina World Transport Ltd - UPS SCS (UK) Ltd
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Trends in the Global Freight Forwarding Industry

freight forwarding market has been a major beneficiary of an increasingly globalised world economy. The development of extended supply chains, integrating manufacturers, suppliers and retailers on a worldwide basis, has led to significant year-on-year growth in international trade volumes. Freight forwarders revenues - and profits - have surged and this has resulted in structural changes to what for many years was a conservative and stable industry.
These changes have included an unprecedented level of mergers and acquisitions from which a small number of global players has emerged. Many long standing brands have been subsumed: MSAS, AEI, Emery, Danzas, ASG, Wilson, Circle, to name but a few. In their place have evolved mega-carriers such as DHL Global Forwarding, Schenker, UPS Supply Chain Solutions and Kuehne + Nagel. As with the rest of the logistics market, private equity is also starting to play a major role in the sector’s development.
The levels of profitability in the market, its growth prospects and the asset light nature of freight forwarders’ business models have made the sector highly attractive to investors. The industry’s attribute of counter-cyclicality - that is, its ability to increase margins in times of economic downturn - gives it an advantage over other segments of the logistics market.
This is not to say that there are no clouds on the horizon. A cooling US economy would have serious repercussions on trans-Pacific and trans-Atlantic trade, although the growth of intra-Asian volumes would go some way to mitigate this. In addition, freight forwarders have a poor reputation with some customers for being a low value adding resource, providing a range of commoditised, cost based services. Major challenges remain in overcoming these negative perceptions

What information does Global Freight Forwarding 2007 contain?
UPS Supply Chain & Freight: Six Year Revenue and Profits
Global Freight Forwarding 2007 contains a comprehensive overview of all the major trends and developments affecting the industry. The report looks in detail at the structure of the industry, examining in turn each of its constituent parts.
A major section of the report contains tables, graphs and analysis of the latest trade figures, examining the origin and destination of goods flows, by country, region and product type.
The report also includes the results of two recent usage and perception surveys undertaken by Transport Intelligence polling 300 shippers and freight forwarders. These identify, amongst other things, how forwarders must improve their service offering if they are to better align with their customer needs.
As with all Transport Intelligence reports, Global Freight Forwarding 2007 provides a range of market size and forecasts using a uniquely comprehensive methodology. In addition it provides market share for the leading players and ranking of the largest total, air and sea freight forwarders.
Finally, the report contains profiles of all the leading companies in the market providing financial, operational and strategic insight of the key players.
Market share, size and forecasts
Market share in the Air Freight Forwarding Sector
Global Freight Forwarding 2007 includes market sizes, growth rates and forecasts broken down regionally (North America, Latin America, Europe, Middle East, Africa and Asia Pacific) as well as by air, sea and customs brokerage sectors.
In addition, the report contains an exclusive and wholly independent source of market share figures. The report ranks the leading players in the total freight forwarding market as well as those in the individual air and sea freight sectors.
A major section of the report looks at the trade flows of goods using the latest published data. It identifies the major export and import markets, and the key trade flows by product.
Extensive shipper and forwarder surveys

Global Freight Forwarding 2007 contains two extensive surveys made up of 300 respondents. All parties involved in the industry, representing all the major companies - both shippers and forwarders were surveys. The survey provides the latest insight into usage behaviour and perception of shippers; expected volume growth; the best rated freight forwarders and lists many of the key challenges which face the industry.
Company profiles
Geodis & TFM: Combined operations in Asia Pacific
The report contains profiles of all the leading global freight forwarders. Information on these companies includes:
Background;
financial data and analysis;
operations; services;
latest news and strategic development.
Companies include: Schenker/Bax Global; DHL Global Forwarding; Kuehne + Nagel, Panalpina; Expeditors, UPS SCS; EGL; Nippon Express, Geodis, Agility, Kintetsu WE and UTi Worldwide

Transport & Logistics companies

Innovation G-ILS

Innovation

G-ILS Innovation is the successful exploitation of many combined new ideas. These innovation will improve the way the industry do things and the individuals decision making: these innovations will allow a business to remain competitive and maximize its profits; We believe these ideas will create an entire paradigm shift. Evidence shows that businesses that have the awareness to continually improve evaluate and successfully exploit their ideas and processes are more likely to survive and prosper in the competitive global economy.
G-ILS will be delivering added value; high quality information and directive The complete modules will eliminate tremendous amount of frustrating and problematic issues within the industry, covering sales, customer services, pricing, multimodal proposals, margins, and high level of KPI’s;
• Business Intelligence;
• Complete Business rulings;
• Various Customer Data allocations;
• Activities module;
• Profiling & Opportunities module;
• Internal Proposal module;
• External Proposals module;
• Standard Operating procedures;
• Marketing;
• a. Intelligent Engine;
• b. Optimization Engine;
• c. Campaign Engine;
• d. Marketing Centre;
• Event Management (Business Intelligence);
• Service measurement (Complete BI);
• Administrator;
• a. Pricing;
• b. Customers;
• c. Suppliers;
• d. Customers match Engine;
• Reports;