Case Study von DHL Consulting: Market Entry Wine Logistics

Eine Figur mit Menschenkörper und Weinglas als Kopf richtet ihre Krawatte. Das Glas wird aus einer Weinflasche gefüllt.

In dieser Case Study, bereitgestellt von DHL Consulting, unterstützt du bei der Fragestellung, ob und wie DHL Global Forwarding in den Weinlogistikmarkt eintreten sollte.

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Case Study von DHL Consulting

DHL Consulting ist eine unabhängige Management- und Supply-Chain-Beratung. Als Inhouse-Beratung übernimmt DHL Consulting Projekte für die DHL Group. Zusätzlich beraten die Mitarbeitenden externe Kunden bei strategischen Logistik-Herausforderungen. Weitere Infos zu Einstieg und Karriere bei DHL Consulting

Hinweis: DHL Consulting führt Case Interviews auf Englisch durch. Damit du dich bestmöglich vorbereiten kannst, ist auch die folgende Case Study auf Englisch.

Hintergrundinformationen

Hintergrundinformationen ausklappen
  • DHL Global Forwarding is a forwarder that transports bulk shipments in containers on airplanes or ocean freighters/container ships or in trucks from point A to point B
  • DHL so far has very few customers in this industry segment and is approaching the market relatively opportunistically, i.e., selectively on customer request
  • The global consumption of Wine has been growing moderately and is expected to reach 25bn liters in 2013; the CAGR 2008 -3 is ~1.5%
  • The outbound logistics market is primarily driven mid to small sized, partially family owned forwarders

Aufgabenstellung

As part of a strategic review, DHL (BU: Global Forwarding) is considering whether to focus on selected niche logistics markets. One of the niche markets being considered as a potential opportunity is the wine logistics market. Inhouse Consulting has been hired to define a strategy for the wine logistics market.
Problem statement: DHL expects the DHL Consulting team to provide a recommendation on whether and how DHL should enter the wine logistics market.

  1. Structuring: What options would you look at if you were to evaluate how DHL should enter the wine logistics market, and how would you rate each option given your market knowledge?
  2. Quantitative Analysis: Make a rough calculation on how much profit a company transporting 100 mn liters of wine in a given year makes. Use the following Graph to calculate.
  3. Recommendations: What logistics requirements might a wine producer/exporter have that should be translated into a service by a logistics provider?

Musterlösung

Vergleiche hier deine Überlegungen zu den Fragestellungen eins bis drei mit der Musterlösung von DHL Consulting.

Lösung 1. Fragestellung

Lösung 2. Fragestellung

Lösung 3. Fragestellung

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Weitere Fallstudien zum Üben

Potential answers regarding the advantages and disadvantages of the Make, Buy, and Joint Venture options

Structuring re. opportunities and risks

Opportunities

  • Revenue
    • Additional revenue out of stable/slightly increasing market
    • X-selling potential with existing customer e.g., from FMCG sector
    • Large volume spirit/beer may also be given to DHL due to image as big/global player
  • Profitability
    • Increased volume with shippers, may help to reduce overall rates in negotiation
  • Strategic
    • New industry niche, increases diversification of existing business
    • May increase network reach/capabilities

Risks

  • Competitive
    • DHL to enter in competition with shippers (=most important providers)
  • Organizational
    • May require different sales approach (WS mostly SMEs/Family Owned Enterprises)
    • Depending on org model
      • Difficult Steering of JV with FOE, potential loss of important employees/customer
      • Integration effort into existing operations
  • Revenue
    • Image of DHL world wide (“generic”) logistics provider may endanger revenue with SME wine/spirit producer

Structuring re. 4C

  • Customers, Competitors, Capabilities, Costs

Structuring re. Porters 5 Forces

  • Bargaining power of supplier/ customers, threat of substitutes, threat of new entrants, competitive rivalry

Structuring re. Business Case

  • Revenue, costs

Structuring re. Value Chain

  • Value chain of forwarding (warehousing, linehaul transportation, customs, distribution, VAS e.g., insurance)