Containerflotteneinsatz am Beispiel einer Linienreederei. April 2015

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1 Containerflotteneinsatz am Beispiel einer Linienreederei April

2 Agenda 1. "New" Hapag-Lloyd 2. The challenge of Container Imbalances 3. Dealing with Imbalances at Hapag-Lloyd 2

3 Hapag-Lloyd is one of the world s leading container shipping companies 1) Pro-forma inclusion of CCS in ) Excl. CCS Hapag-Lloyd at a glance Pure play container shipping company Headquartered in Hamburg, Germany Founding member of Grand and G6 Alliance 191 container ships with TEU 1 million nom. cap Transport volume of 7.7 million TEU in ) Container Inventory 1.6 million TEU Approx. 19,100 customers around the world 2) Employing 10,949 staff worldwide 3 Source: Company information

4 Size matters Strategic Rationale Top #4 in global carrier ranking 1) (TTEU) 1. Maersk 2, MSC 2, CMA CGM 1,610 New #4 Combined Company Evergreen 5. COSCO Hapag-Lloyd CSAV 238 One of top carriers in Latin America 2) One of top carriers on Transatlantic 2) Combined HL + CSAV ~15% Combined HL + CSAV ~22% Others ~85% Others ~78% 4 1) By fleet capacity, source: MDS Transmodal Oct 2014 plus internal data, only vessels >399 TEU 2) Based on FY13 data, source: IHS Global Insight Oct. 2014, plus internal data and company calculation

5 Network of Hapag-Lloyd Services 119 Services operated Worldwide Europe Asia / Oceania: 13 Services Europe North America (incl. IRT North Europe): 21 Services Intra Asia: 19 Services Latin America: 28 Services Africa / Med: 13 Services Asia / Oceania North America: 25 Services 5

6 Unsere Containertypen Standard Reefer Spezial 20' 40' General Purpose Container High Cube 40 High Cube 45 General Purpose Container 20' Refrigerated Container 20' 40' Open Top Container 20' 40' Hardtop Container 20' Ventilated Container 40 Refrigerated Container High Cube 40 Refrigerated Container 20' 40' Flat Collapsible 20' 40' Platform 6

7 Agenda 1. The "New" Hapag-Lloyd 2. The challenge of Container Imbalances 3. Dealing with Imbalances at Hapag-Lloyd 7

8 Hapag-Lloyd further optimized its cost base in 2014 Transport expenses reduced by -32 USD/TEU 1) Transport expenses [EUR m] Transport expenses per TEU [USD/TEU] Transport expenses [USD m] 7,952 7,669 8,053 1) 6,182 5,773 6, FY ,395 Raw materials and supplies -38 Port, canal and terminal 24 Chartering, leases and container rentals % 6, % 5, % 5,886 Container transport costs Maintenance/ repair/ other 6-10 HL (12M) 1,359 CCS (1M) ) -2.3% FY ,363 CCS (1M) HL (12M) 1) Incl. CCS (1M) of USD 231 million 8 Source: Company information

9 Container Imbalance Unsere Herausforderung den richtigen Container zur richtigen Zeit am richtigen Ort dem Kunden in der gewünschten Qualität und Kostenbewusst zur Verfügung g zu stellen. 9

10 Growth Is Mainly Driven by Asian Tradelanes Volume Development of Main Tradelanes (mteu in 2015; in brackets: growth rate 2015 vs. 2014) 15.2 (+5.7%) 4.2 (+2.1%) 13.8 (+4.5%) Fa ar East 7.3 (+4.1%) North America (incl. Mexico) 2.9 (+1.2%) 2.7 (+1.3%) 21( 2.1 (+0.8%) 08%) Europe (incl. Med) 1.5 (3.4%) 67(+62%) 6.7 (+6.2%) Far East Intra Asia excl. Oceania 37.7 (+6.5%) 2.6 (+1.5%) Far East 3.2 (+5.7%) 1.2 (+2.9%) Latin America Global Container Trade 134 (+4.8%) 10 Source: IHS Global Insight January 2015

11 Container Imbalance Wie definieren wir den Begriff IMBALANCE? Definition iti Grundsätzlich: Ungleichgewicht von Ladung KPI in der Containerschifffahrt: Import Export Begründung Strukturell Unterschiedliche Flüsse von Gütern Unausgeglichene Transportvolumen/-gewichte Saisonalitäten z.b. Ernteperioden, Kleidung (Jahreszeiten), Feiertage (Chinesisches Neujahrsfest, Weihnachten) Beispiel Nordamerika IMB:

12 Die Produktivität ist eine Messgröße zur Steuerung der Containerflotte Phasen und deren Einfluss auf die Produktivität Export Ursprung See Import Destin. Depo ot Voll Leer Depo ot 12

13 Agenda 1. The "New" Hapag-Lloyd 2. The challenge of Container Imbalances 3. Dealing with Imbalances at Hapag-Lloyd 13

14 Equipment Organisation Unser Organisation im Überblick Zentrale Container Steering Hamburg Regionen EQ Management South America EQ Management North America EQ Management Europe EQ Management Asia Landesgesellschaften EQ Teams within Operations EQ Teams within Operations EQ Teams within Operations EQ Teams within Operations 14

15 Deficit Action Planning Ein Optimierungstool unterstützt uns bei der optimalen Leercontainerverteilung Empty Costs (Activity) Base Data Network / Schedules / Terminals / Depots / Available Equipment Forecast Mo Tu We Th Fr Sa Costs + Import - Export Forecast MT Allocation Optimizer Booking Proposals User Responsibility EMPTY Allocation responsibility to maintain allocation of > All vessels 15

16 Example: What would you do to solve the Deficit in Bremerhaven (DEBRV)? Deficit Action Planning: System Capabilities Initial Situation Illustrative Example HHLA2 +10, M=10 $ =200 BLG6 +/- 0 $=40 T T $ =50 DEHAM +15 D $ =100, C =5 $ =150, C= 10 D DEBRV -20 D/T: Depot/Terminal +/- : Surplus/Deficit $ : Costs (Handling, Transport, ) C: Entitled Empty Capacity M: Minimum Stock Alternative action: $= 200 Base Route Deficit Action 16

17 Example: System Proposal 1/4 Action 1 Deficit Action Planning: System Capabilities Optimization Result (1) Deficit Action: Quantity=10 Illustrative Example HHLA2 +10, M=10 $ =200 BLG6 +/- 0 Departure Arrival MoT Costs DEHAM DEBRV Rail 1500 $=40 T T $ =50 DEHAM +15 D $ =100, C =5 $ =150, C= 10 D DEBRV -20 Decisions: Load + Discharge, Alternative action (1) D/T: Depot/Terminal +/- : Surplus/Deficit $ : Costs (Handling, Transport, ) C: Entitled Empty Capacity M: Minimum Stock Alternative action: $= 200 Base Route Deficit Action 17

18 Example: System Proposal 2/4 Action 2 Deficit Action Planning: System Capabilities Optimization Result (1) Deficit Action: Quantity=10 Illustrative Example HHLA2 +10, M=10 $ =200 BLG6 +/- 0 Departure Arrival MoT Costs DEHAM DEBRV Rail 1500 DEHAM +5 D $=40 T $ =100, C =5 $ =150, C= 0 T (2) $ =50 D DEBRV -10 Decisions: Load + Discharge, Alternative action (2) Deficit Action: Quantity = 5 Departure Arrival MoT Costs DEHAM HHLA2 Truck 200 HHLA2 BLG6 Vessel 500 BLG6 DEBRV Truck 250 D/T: Depot/Terminal +/- : Surplus/Deficit $ : Costs (Handling, Transport, ) C: Entitled Empty Capacity M: Minimum Stock Alternative action: $= 200 Base Route Deficit Action 18

19 Example: System Proposal 3/4 Action 3 Deficit Action Planning: System Capabilities Optimization Result Illustrative Example (1) Deficit Action: Quantity=10 HHLA2 +10, M=10 $ =200 BLG6 +/- 0 (3) Departure Arrival MoT Costs DEHAM DEBRV Rail 1500 DEHAM +/- 0 D $=40 T $ =100, C =0 $ =150, C= 0 T $ =50 D DEBRV -5 Decisions: Load + Discharge, Alternative action (2) Deficit Action: Quantity = 5 Departure Arrival MoT Costs DEHAM HHLA2 Truck 200 HHLA2 BLG6 Vessel 500 BLG6 DEBRV Truck 250 D/T: Depot/Terminal +/- : Surplus/Deficit $ : Costs (Handling, Transport, ) C: Entitled Empty Capacity M: Minimum Stock Alternative action: $= 200 Base Route Deficit Action (3) Alternative Action: DEBRV, Quantity = 5, $=

20 Example: System Proposal 4/4 DEHAM +15 D $=40 HHLA2 +10, M=10 T Final Situation $ =200 $ =100, C =5 $ =150, C= 10 Deficit Action Planning: System Capabilities BLG6 +/- 0 T (2) $ =50 D (3) DEBRV -20 Optimization Decisions: Load + Discharge, Alternative action Result (1) Deficit Action: Quantity=10 Illustrative Example Departure Arrival MoT Costs DEHAM DEBRV Rail 1500 (2) Deficit Action: Quantity = 5 Departure Arrival MoT Costs DEHAM HHLA2 Truck 200 HHLA2 BLG6 Vessel 500 (1) BLG6 DEBRV Truck 250 D/T: Depot/Terminal +/- : Surplus/Deficit $ : Costs (Handling, Transport, ) C: Entitled Empty Capacity M: Minimum Stock Alternative action: $= 200 Base Route Deficit Action (3) Alternative Action**: DEBRV, Quantity = 5, $=1000 Costs = 3450 $ solving surplus/deficit it of total t scenario simultanuously. l Alternative actions considered as steering opportunities. 20

21 21 Thank you for your attention! ti

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