orange_globe_2_2012_englisch

The Power of South America A new campaign highlights GW’s considerable range of activities in South America.

Page 3

02/2012

A jaguar leap

Best in Class

South America is “in”: many of the subcontinent’s countries are gaining attention with their high growth rates.

Pages 4/5

GW Air & Sea’s minimum standards ensure top service quality for global transport.

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The Air & Sea Magazine from Gebrüder Weiss

orange globe – editorial

orange globe forwarder’s abc Quality service created around the customer The most reliable energy provider, the most punctual train, the best customer service team: quality is what makes the difference in many aspects of daily life. Everywhere you look figures are being calculated, evaluated and (provided they’re positive) communicated – especially in the service sector. Exceptional quality is often taken for granted.

However, there is a difference between a quantitative and a subjective evaluation of quality. This means that you can go beyond all expectations when providing a service and yet the customer can still be unsatisfied. Perhaps you didn’t contact the customer early enough. Or maybe a call centre employee was too direct.

There’s no doubt about the importance of having established criteria for quality. This also includes tools which allow you to record and analyse quality. But for all the theoretical processes, there is one aspect that should not be neglected: closeness to the customer. An understanding of quality based solely on facts and figures will not do the customer justice. That’s why we should always ask ourselves: what does this particular customer want and need?

The aim is thus to be able to measure performance whilst not losing sight of the specific customer’s needs and demands. And that’s something we endeavour to achieve.

Based on our many years of experience, and the results of customer surveys, we have created a set of minimum standards which we would like to be able to deliver seamlessly across our global network. For you, this means that regardless of whether you are handling transport within Europe, from Asia or to the USA, you can be sure that everything will be done in accordance with these basic requirements. And these minimum standards of course apply to the region at the heart of this issue: South America.

I hope you enjoy reading this issue. Best wishes,

Good to know More information about our South American sector LATAM Airlines Group. Created through a merger of the Chilean LAN Airlines and the Brazilian airline TAM Linhas Aéreas. This new consortium, the largest airline in Latin America and one of the biggest in the world, now includes operators in Brazil, Chile, Peru, Argentina, Columbia and Ecuador.

Siscomex. Brazil’s foreign trade is based on a sophisticated web-based registration procedure. Siscomex is one of the most modern IT systems and plays a major role in reducing bureaucracy and speeding up the customs clearance process.

Guarulhos & Viracopos. An important airport in São Paulo. Viracopos is the first choice for a number of Brazilian importers due to its use of simple, reliable processes and handling systems. And as the country’s biggest passenger airport, Guarulhos is usually the most affordable option.

Ex Tarifário. In Brazil, it is possible to apply for a socalled ‘Ex Tarifário’ procedure for specific types of goods (primarily investment products), whereby the import taxes are significantly reduced. One requirement is that there is no Brazil-based supplier providing the same good. Duration: 3 to 4 months.

Açu Superport. The planned construction of this deepwater harbour in the north of Rio de Janeiro is, in terms of investment, one of the largest harbour construction projects in Latin America. Work is set to begin this year.

DJAI. Since February 2012, Argentinian importers have had to register all imports with the country’s tax authorities (AFIP) via a sworn declaration (DJAI). A good can only be imported if the authorities don’t raise any objections.

Viewed critically

Dedicated to South America In order to ensure GW’s South American campaign actually bears fruit, the project will require employees who are not only passionate but, above all, experienced. Hanno Schulz, Human Resource Development, knows what is important when it comes to in-house training.

Heinz Senger-Weiss, Board Member

If you want to build a ship, don’t drum up the men to gather wood, prepare tools, divide the work and give orders.

Instead, teach them to yearn for the vast and endless sea.

Antoine de Saint-Exupéry (1900–1944)

GW Air & Sea Contact Gebrüder Weiss GmbH Bundesstraße 110, A-6923 Lauterach T +43.5574.696.2207 F +43.5.9006.2609

air-sea@gw-world.com www.gw-world.com

We’ve taken this well-known management strategy and simply adapted it for our purposes; awakening such longing and passion for a region as lively, fiery and multifaceted as South America is hardly a difficult task. Still, a love for sun, sea and samba certainly won’t help us find our way through the region’s maze of import regulations, customs stipulations, special dispensations, and so on. With this in mind, we deliberately tried to place a great deal of emphasis on fact and skill when looking at the qualifications of employees for our South American campaign.

We already have quite a few South America specialists on board here at Gebrüder Weiss. The main aim of our training programme was thus to expand our team and to enable our employees to gain a greater understanding of South American business. For this purpose, we organised two-day training sessions for selected specialists from the whole of Europe – from Switzerland to the Black Sea. These sessions enabled employees from our Sales and Operation teams to network and to learn from one another, as well as to gain a certified qualification as South American business experts. The main focus was on order processing, including the region’s special customs regulations and the procedures that went with them. Participants used special case studies to not only practice and test their knowledge of specific import regulations, but to simultaneously learn the best way to deal with any cultural differences. The result: Service Excellence.

Similar training sessions are also being launched in Asia, and we’re even working with our partners in South America to continuously improve the way we do business together.

And, dear customer, I have to admit that once you know how it works, even the complicated world of South American business can suddenly become simple. And that’s what we’re here for, after all!

orange globe – topic

“¡Hola!” screeches Sam the toucan as he energetically jumps from branch to branch. This bird, native to the rainforests of Latin America, has been rather busy of late. This feathered ambassador has the job of accompanying GW’s employees and customers to and from South America.

A comprehensive network, certified employees and yearround market presence.

GW is your reliable partner for all South American transports.

The Power of South America

G

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South America’s dense coverage and good market position create the ideal basis for the SAM arm of GW’s campaign. Six highly experienced partners operate 35 Optimum basic branches in ten countries, employing just under H AMERIC T U conditions for sea 650 people. “Röhlig, our joint venture partner, A O S freight has offices in Chile as well as Argentina, BoliWeissLand operates its own via, Paraguay and Uruguay. For many years weekly sea freight transports we have been working with premium partfrom Hamburg, currently deliners in Brazil, Columbia, Peru, Venezuela vering to Santos, Navegantes, and Ecuador,” explains Bertram Johler.

Rio de Janeiro (all Brazil), As competent specialists in local transBuenos Aires (Argentina), Carport and logistics, they can guarantee tagena (Columbia) and Valpaquality and a reliable service on site whilst raiso (Chile). We also offer LCL motivated GW employees in Europe and Asia I A partial load consignment shipping are accompanying customers as they enter the MP A C S A M for all other South American destiglobal market – a world full of opportunities. nations via the GW-EU hub in Antwerp. ConSophisticated air freight solutions solidated shipment services are currently being developed Attractive air and sea freight solutions, which (just like all in Asia and beyond. The framework requirements are also GW Air & Sea regions) also adhere to the minimum service suitable for complete FCL containers. “South America is a standards (more on pages 6 and 7), will help set the stage core market for Röhlig. It means the company possesses for the company to become ‘South America’s best service the right know-how and volumes,” states Johler. “That’s provider’. In terms of air freight, Gebrüder Weiss is able something that we, as a partner, can also benefit from.” to specifically offer a sophisticated HUB/consolidation Johler added that GW can also offer competitive prices. solution for the entire WeissLand via its Air & Sea termiSAM transport already on the up nals in Vienna and Wolfurt. “We offer over 20 of our own The planned South American journey seems to be on ex Frankfurt air freight consoles,” explains Johler. Between course.

Preparation work on the SAM campaign began one and three groupages are handled per week depending at the beginning of 2012 and Bertram Johler already had on the destination, and particular attention is given to direct some good news to report by the time the campaign flights without stopovers in Madrid or Miami. Guaranteed was set to be launched: “Our South American sector is space for consignments and low purchase rates are, definitely on the up. Transports from the WeissLand were according to the route manager, what makes group freight up by more than a third in the first half of the year; air freight a particularly attractive option for small consignments, volumes have even increased by over 70 per cent.” The ensuring reliable delivery during the high season. project leader mainly attributes this growth to strategic rate purchasing and increased awareness within the company: Those who want more flexibility can make use of the “An active exchange between employees that goes beyond air freight transport being offered in WeissLand from local borders and continents has brought quick results.” airports such as Zurich, Innsbruck, Prague, Budapest, etc.

“These airports have a higher frequency and their processes are more simple than those used for HUB solutions,” explains Johler. “Special Rate Agreements with our core carriers, KLM, Air France and Martinair, means we can also

SIA *A

The mere thought of South America is enough to conjure up all manner of images: from hot samba rhythms during colourful carnival season, lush green coffee plantations, tropical rainforests and the Amazon, to herds of cattle in remote locations and the exquisite skills of the region’s football teams. Gaining far less coverage, however, is the rapid economic development that has been going on in this part of the world over the past few years.

‘South America’s best service provider’

EUROP E

Around 630 people at 35 locations in ten different countries form Gebrüder Weiss’ strong South American team. The team’s job is to draw attention to GW’s SAM campaign (launched in summer 2012), not only within the company itself but also on the market.

offer good rates from local airports.” Consignments can of course also be dispatched via the classic South American specialist airlines – Ibera, TAP and LATAM. “We can, for example, offer a direct connection to Viracopos airport in São Paulo on almost the same terms as a flight to the nearby airport of Guarulhos. This allows our customers to benefit from much faster and secure handling.” In comparison to Guarulhos, standing times are prevented and storage costs subsequently reduced.

Three continents, enormous potential Today South America is seen as a promising growth market. GW is seeking to harness its potential and to open the market up to its customers. With this as a starting point, a large-scale marketing campaign was launched in July 2012. It was the first campaign in GW’s history to link a total of three continents. “Alongside our active sales in WeissLand and in Asia, our aim is also to support and motivate our South American partners so that they are able to effectively exploit the European and Asian markets,” explains Bertram Johler, Route Manager South America, and also project leader of the SAM campaign. According to Johler, the aim is to position GW on all three continents as a reliable provider of complete transport and logistics services to and from South America.

In the coming weeks and months, the main emphasis will be on collectively broadening the company’s knowledge of South America in order to be prepared for future developments and growth in these emerging markets. Employees will regularly receive e-mail updates from Sam the toucan containing important information and new developments, and training seminars will be organised for specialists.

Customers will receive e-mails containing information about new advertising material and, finally, they will be able to find out more about the possibilities of working with GW on the South American market in a personal meeting.

orange globe – focus

Copper and gold, iron ore and lithium, oil and gas, soya beans and tropical wood – South America is truly blessed when it comes to raw materials. So it comes as no surprise that people are giving in to the allure and that foreign investors are knocking at the door. But South America has wised up and is no longer just letting resources go for a pittance.

A jaguar leap In these times of economic depression there are still a number of countries on the subcontinent garnering attention with growth rates that have long been the stuff of dreams in other parts of the world.

South America is ‘in’ – and it’s got big ambitions.

Brazil, the continent’s leading nation, has long been trying to break free of its image as an up-andcoming developing country.

At the moment Roberto Lavagna is very much in demand.

After all, Argentina’s former finance minister does have plenty of first-hand experience of how to get a failed state back on its feet. And good advice doesn’t come cheap, especially in these times of the never-ending euro crisis.

Brazil Area: 8.5 million km², almost half of South America Capital: Brasília Population: 196.65 million GDP: USD 2,478 billion (2011) Economic growth: 2.73 % (2011) Argentina Area: 2.78 million km², second largest country in South America Capital: Buenos Aires Population: 40.76 million GDP: USD 445.99 billion (2011) Economic growth: 8.87 % (2011)

In 2001, Argentina found itself in a similar situation to Greece. Then came what today is often referred to as the ‘mother of all bankruptcies’. The Argentinians could no longer service their debt. Having their currency tied to the US dollar, amongst other things, was what brought the country to ruin. The subsequent German president Horst Köhler (at that time president of the International Monetary Fund) was even more astonished when Lavagna, despite the apparent hopelessness of the situation, decided to halt all funding from the IMF and declared that the country would rather go its own way financially.

It was a decision that seems to have paid off, despite the odds. From 2003 until the end of last year, the economy of the country that lies on the Rio de la Plata has grown steadily. Argentina has also paid off all of its debt to the IMF – something that Brazil has also managed to do over the same period.

Brazil’s finest hour The expression for a new era. Nowadays it is not concern that the world feels when it looks to South America, but expectation. The countries on this continent are enjoying relatively good economic development. The dictatorships that heavily influenced the subcontinent throughout the 1980s have given way to democracy. But not all that glitters is gold. Poverty, social inequality, unemployment, high

inflation and environmental damage are still as prevalent as they ever were, but at least there are also plenty of positives.

Over the next four years Brazil will experience its finest hour as it is set to host a string of global events. In 2013 the Worth Youth Day will take place in Rio de Janeiro, in 2014 the footballing elite of this record-winning nation will stage the World Cup, and the icing on the cake will come in 2016 with the Olympic Games, also set to take place in Rio. It is no wonder that Brazil is currently doing all it can to show the world that it is no longer a developing country and that it has taken a massive leap forward to becoming one of the most influential industrial nations. According to the German Foreign Office, approximately 35 billion euro are set to be invested in Rio alone by 2014.

Perfect conditions for another economic growth spurt?

Last year Brazil managed to overtake Great Britain, making it the sixth largest economy in the world. Some say it won’t be long before the country leapfrogs France. However, Brazil is still lacking some key factors to be on a par with the European standard of living. At around 12,600 US dollars, the per capita income is still way below the richest countries.

A triple economic miracle At the beginning of the 90s, Fernando Henrique Cardoso took Brazil’s ruined economy, reformed it and revived it – first as finance minister and then as president. He also incorporated a debt limit, something that proved to be a courageous and visionary move. His successor, Luiz Inácio Lula da Silva, continued in this vein and went to great lengths to ensure the generated wealth was distributed more fairly. Globalisation expert Nicholas Lemann from the New Yorker magazine claims that Brazil has even managed to generate a triple economic miracle: high economic growth, political freedom and falling inequality between the different demographic groups. So it makes sense that the country is becoming an increasingly attractive option for foreign investors. In 2011, the country’s direct foreign investment reached a new record high of USD 66 billion.

The ‘Cordillera Occidental’ high-land desert in Bolivia impresses with its surreal landscape.

Brazil is the carthorse of South America. It generates a clear export surplus, has the highest level of industrialisation and has huge agricultural potential to boot. The country is also very rich in raw materials such as iron ore, or wood from the Amazon.

A promising land with a wealth of resources It’s true that most of this subcontinent’s countries are practically overflowing with natural resources. Bolivia is investing in natural gas and its enormous lithium deposits in the largest salt flat in the world, the Salar de Uyuni.

Tapping this resource should give the country the means to pull itself out of poverty. Chile, whose economy grew by 6.3% in 2011 (the biggest growth rate in over 14 years), is investing in copper from the Atacama desert. According to a study from 2010, Venezuela’s oil reserves are almost twice the size of those of Saudi Arabia. And it was only around six years ago that new oil deposits were found off the coast of southern Brazil, at a depth of over 5,000 metres. That’s why the state-run company Petrobas wants to invest 225 billion dollars in its offshore fields by 2015.

What’s more, the intention with four new refineries is to ensure that the country can export the refined product and not just raw oil.

Soft commodities is another sector which has experienced a real boom in recent years. Soya beans are relentlessly gaining ground – and not just in Argentina.

An increasing number of cattle farmers are now turning to soya beans in the land of gauchos as cattle farming is no longer profitable for many of them. There are experts who believe that soya was Argentina’s saviour after the country’s financial collapse. At that time, international prices shot up and the Argentinians state made a substantial profit through high export tariffs. In addition, Argentina had spent years subsidising energy and fuel prices, implementing trade barriers and, more recently, nationalising institutions – a move that was heavily criticised. In 2011 industrial production increased by 6.5% compared to previous years. The driving force behind this was primarily the country’s fast growing car sector.

Eyes on Asia Nowadays, when it comes to economic activities, the South Americans are increasingly focusing their attention on Asia. Peru and Chile are already members of APEC (Asia-Pacific Economic Cooperation) and China has now overtaken the USA as Brazil’s biggest trading partner. This Far East country, which, aside from rare earth elements, hardly has any natural resources and yet needs them to feed its constantly growing economy, is particularly interested in the rich natural resources found in South America.

For all the potential the South American subcontinent has, there is still plenty of room for improvement in a range of sectors, for example in terms of infrastructure. That’s why an initiative for the integration of the regional infrastructure of South America (IIRSA) was launched in 2000.

Change is afoot

The breathtaking panorama of the Chilean capital of Santiago de Chile.

The IIRSA is a project of gigantic proportions. The aim is to use nine (originally twelve) large transport routes to promote domestic trade on the subcontinent as well as make exporting easier. In addition to this, there will also be roughly 500 local projects. Brazil, a country with no direct access to the Pacific, will be eagerly awaiting the planned

east-west road and rail route in particular, as this will significantly reduce the transport times to China. A road linking the Brazilian Atlantic port of Santos with Chile’s Pacific ports was recently completed. And another classic ‘west to east’ route is currently under construction. Expansion of the Panama Canal is set to benefit the countries on the west coast of South America in particular. Work is due to be completed by 2015.

Mercosur was founded in 1991 to create a common South American market. However, there are still some countries in South America who are yet to join. As well as traditional rivalries, such as the one that exists between Brazil and Argentina, another stumbling block is the fact that members are forbidden from forming bilateral free trade agreements. That is why countries such as Uruguay are considering leaving the agreement. In addition, it took member states until August 2010 to agree on the removal of tariff barriers.

Although Mercosur doesn’t work perfectly, the subcontinent’s twelve countries have gone one step further by forming the Union of South American Nations (UNASUR).

A level of integration comparable to the EU should be reached by 2025 including a common currency, parliament etc. Change is afoot in South America.

orange globe – interview

orange globe – reports

Off the beaten track

Preparation work for Gebrüder Weiss’ new SAM campaign is what led Erich Fuchs to Brazil and Ecuador. Once there, the Sales Manager from the Vienna Air & Sea Terminal was able to see for himself just what potential the South American market has to offer.

Mr Fuchs, your first stop was Brazil.

What did you do there?

I landed in São Paulo where I was warmly greeted by our Brazilian colleagues and immediately taken to the first meetings. That’s when I realised that customers in South America take plenty of time for logistical discussions and that a forwarder is a highly regarded profession. I also realised that establishing good personal relationships is essential for lasting business relations.

Did you notice the much talked about ‘laid-back Brazilian attitude’?

Not when it came to business! It was quite the opposite. Despite the long commute, workers still see four to six customers a day. And that’s not as easy as it sounds when you consider that the distances between the individual offices of our partner Figwal can only be covered by air in some cases. Alongside our partners’ agility, one thing that really impressed me was Brazil’s economic potential.

Do you see new opportunities opening up for transport and logistics providers?

Infrastructural developments are being planned in Brazil, mainly due to the World Cup in 2014 and the Olympics in 2016. These changes will bring a significantly higher volume of traffic to the region in the coming years.

During your trip you managed to pay a visit to Quito, the highest capital in the world. What did you learn from your stay in Ecuador?

Joint customer meetings with our local partners showed that customers have a great deal of interest in air and sea freight solutions. We managed to score quite a few points with our extensive consultations and presentation of the global GW network. Gebrüder Weiss’ long tradition and history as a business played a big part in helping us gain people’s trust.

Now that you’re back in Europe, what’s your verdict on the region?

There’s no question about it: the market in South America has huge potential for GW and our customers within the global network, albeit off the beaten track.

The SAM campaign we officially launched during the summer has already delivered positive results. We are now seeing increases of 35% and 43% in consignments to South America from WeissLand and from Asia respectively!

Our employees – working in South America on your behalf.

Leading the pack with top quality service

Best in Class Putting our experience into practice: GW Air & Sea’s minimum standards are anything but theoretical quality specifications.

They ensure more transparency, proactive information, faster processing times and an even higher degree of reliability exactly where customers and partners need it most.

Quality has always been a core element of Gebrüder Weiss’ ethic. In the early 90s the transport and logistics company had its entire service range certified in accordance with the internationally recognised ISO standards. Since then, a great deal of energy has gone into continuously improving and maintaining the high level of quality delivered across the entire company. An awareness of quality, but also of the environment and sustainability, has led to growth of a strong, effective system which, most notably since the beginning of the millennium, has paved the way for GW to become a top quality service provider.

A milestone in service development The 2006 ‘Orange Dragon’ campaign marked a service quality milestone for GW Air & Sea. The campaign involved implementing a range of service standards for transport to and from China. Delivering this excellent level of service enabled the organisation to reach its ambitious goal of becoming the best Chinese service provider in WeissLand.

Taking this model as a starting point, and with the aim of getting one step ahead of the global competition in terms of service quality, GW Air & Sea has now implemented a set of general basic standards throughout WeissLand. This means that customers can be sure that all air and sea freight transport will be operated in line with certain minimum requirements; the latest marketing campaign is set to also take this service commitment promise across to South America.

Easy access to pricing details, proactive information, an efficient and clear invoicing system, and an immediate response to customer requests: these are essentially the core aspects that are particularly important to GW’s customers and its partners when it comes to business collaboration. “That is why we decided to implement minimum standards across the board – from the initial quote, receipt of the order, handling and billing, to the complaints and damages procedures – to ensure we are able to deliver a basic level of service,” states Klaus Wimmer, Quality Management Officer at GW Air & Sea.

When developing these minimum standards, Air & Sea not only used the expertise of its regional managers, quality management specialists and key account supervisors, the company also focused on the specific requirements and needs of customers. “Customers often judge our services differently to how we perceive them ourselves,” acknowledges Wimmer.

Satisfied customers equals happy forwarders “Our customers only ever see Gebrüder Weiss as a whole,” says Klaus Wimmer, “and each time we communicate with the customer, be it one of our customer supervisors, clerks or even drivers, we help shape this overall image.” These basic standards should seek to create and confirm the company’s positive image, both for existing as well as new customers. “Our aim is to ensure that our customers see us as a competent and reliable partner – one that shows personal commitment.” By doing this, Wimmer claims, the company will be able to establish a good connection with the customer, thus building the foundations for a long-term partnership. As the saying goes: “satisfied customers equals happy forwarders!”

The significance of quality and customer satisfaction is cemented in GW’s company values: the orange way of Service Excellence “Our aim is to impress customers. The basis of our daily work is thus exceptional quality of service. With seamless organisation, which extends beyond international borders, we have created optimum conditions. Our employees excel with their competence and solution-orientated approach. We constantly strive to improve and proactively shape our future.”

orange globe – news

Direct from Shanghai to Santos GW is now offering a consolidated container service from Shanghai, China to Santos, Brazil, which means it can link one of Asia’s most prosperous economies with the most important sea ports in Latin America. Weekly Hapag Lloyd departures ensure fast, efficient and smooth handling of LCL general cargo. The consolidated containers are packed

by GW employees in Shanghai and transported to Santos without any need for transhipment.

Gebrüder Weiss is introducing minimum standards for WeissLand Air & Sea, once again leading the way in its role as the ‘Best in Class’.

GW Air & Sea’s minimum service standards Quote delivery

Export documents

• Daily prices within 2–4 hours of receipt of enquiry.

If it is clear upon receipt of enquiry that this time frame cannot be adhered to due to coverage or other issues, the customer must be contacted immediately and a new, more realistic deadline for the quote should be agreed upon.

• General quotes should be delivered according to the customer’s request or within a maximum of 3 days.

• Sea freight B/L within 8 hours after B/Ls from shipping company/consolidator have been received > B/L draft version for L/C consignments or special agreement with customer before final order is sent to the customer for verification > Original B/L to be sent via post (registered), Seaway B/L sent via e-mail to the customer > Each should include realistic transit time information (average transit time, estimated departure/arrival times = E.T.D./ E.T.A. etc.)

• Air freight AWB sent within 8 hours after consignment has been dispatched > in written form via e-mail > with realistic transit times (average transit time, E.T.D./E.T.A. etc.)

Quoting layout • Clear and comprehensible • Should include a clearly defined description of services (duration, E.T.A, etc.)

Receipt of order Import & export • A reply should be sent to the customer in written form within 30 minutes of receipt of the order and, if this is the first transport order, should include general terms and conditions.

Award winners: Wolfgang Niessner & GW This year, CampdenFB magazine, in collaboration with Société Générale (one of France’s biggest business banks), awarded the first ever ‘European Families in Business Awards’ – and GW had two good reasons to celebrate. Chairman Wolfgang Niessner was chosen as ‘Top Non-Family Director of the Year’ and Gebrüder Weiss made it into Europe’s top five companies in the ‘Top Family Businesses’ category.

Customer invoices • • • •

Easy to understand Clear and concise Transparent Written in accordance with customer’s individual requests and quote

Romania: growth market

Flight/ shipping data

Cases of loss/damage & complaints

• Should be e-mailed to customer within 8 hours

• Process immediately • Contact customer/partner 1–2 hours after receipt of complaint acknowledging that complaint has been received and is being processed

Import documents • Should be sent in written form via e-mail in accordance with agreement made with customer • Air freight: 8 hours after delivery data has been received • Sea freight: no later than 8 hours after the B/L document has been received

Since 2009 GW has invested roughly 22 million euro in this Black Sea nation. The money has helped build a logistics terminal in Bucharest, develop several other sites and been used to purchase plots for future development. The growth rate in Gebrüder Weiss’ Romanian division is roughly 20 per cent. The development of an extensive network within the country, with the aim of being able to provide 24-hour operation, should ensure the continuation of this positive development.

orange globe – inside

“A good feeling” Röhlig in Chile, Argentina, Uruguay, Bolivia and Paraguay, Figwal in Brazil, Magnum Logistics in Columbia, Flota in Peru and LogunSa in Ecuador: we present to you Gebrüder Weiss’ South American partners.

Orange Globe asked some of these forwarders and logistics technicians to explain just what it means to be part of the global Air & Sea network: What is it like to work within this international group and how do you find the interaction with colleagues in Europe and Asia? What cultural differences have you noticed? What can GW customers expect from you and your team on site? And in what ways would you like this network to benefit your own national organisations?

When it comes to prompt service, competitive rates and finding a European partner that is firmly rooted in the market, our customers enjoy working with Gebrüder Weiss.

We here at Röhlig Chile love the cultural differences between partners. It enables us to learn a great deal about the culture and tradition of our partners whilst simultaneously sharing our lifestyle with them. This shared experience brings us closer together – both personally and professionally. At Röhlig Chile, service not only means meeting the customer’s requirements; it means surpassing them. We have a multicultural office with employees from five different nations. We know how to work with different markets, have experience in all kinds of logistics services, are proactive in our approach and use it to create an advantage for our customers. What’s more, we also operate an ‘open door’ policy so that everybody has a platform for their ideas and thoughts.

Anthony Roe Managing Director, Röhlig Chile

We are proud to be part of this network; in it we have found a competent and committed group of people. At Gebrüder Weiss, the main emphasis always lies on gradually developing and improving trade lines. And although the transport volumes between WeissLand and Columbia are not extremely high, we are now working more closely together with Europe than we were before. Cultural differences are not an issue; our European colleagues understand our needs, and we theirs. We at Magnum have a strong team of 360 people working in seven cities. Our aim is to help companies develop and simplify their logistics. Today we are one of the top ten forwarders in our country.

Andres Arango CEO, Magnum Logistics Columbia

Leading local partners on site – GW’s South America network.

I’ve been working for Röhlig for ten years, both in Hamburg and in Buenos Aires. I have always enjoyed being part of an international network such as Gebrüder Weiss. The knowhow, expertise, tools and opportunities which are made available to us through this group play a decisive role in our country in terms of sales. The new South American campaign has given us the chance to enter into an even more in-depth cultural exchange with certain Asian countries with which we had less interaction previously. In return, our colleagues in Asia and Europe will be able to gain a greater understanding of Argentina and Latin America. When it comes to handling transport, our customers basically expect a professional, individually tailored, speedy and efficient service – not only in terms of our solutions but also in terms of customer communication. As soon as they know that our global network will provide a service that is safe and reliable, they are sure to put their trust in Gebrüder Weiss time and time again.

Gabriela Contarino Route Manager Europe, Röhlig Argentina

Imprint: orange globe, customer magazine of Gebrüder Weiss GmbH. Owner, editor, publisher: Gebrüder Weiss GmbH, Bundesstraße 110, 6923 Lauterach, Austria. Content Manager: Michael Büchele, T +43 5223 206 441. Editor: Silke Lechner, T +43 5223 206 449. Production: Raimund Fink.

Design: Dalpra & Partner, Götzis. Design of other language versions: Markus Grabher, grabherdesign.com. Printing: Buchdruckerei Lustenau

It’s really important to be part of an international network.

The support, service and dedication of our colleagues at Gebrüder Weiss is extremely professional. For us, as a medium-sized business, this backdrop gives us an additional competitive edge over our competitors. The way we work together will change with time. If both sides deliver 100% dedication, the result will be a business that continues to grow. Right now in Asia we are seeing just how big an impact the development of specific trade lanes can have; our order volumes in the region have increased significantly over the past few months. Röhlig Uruguay is ISO certified and specialises in the handling of air freight, sea freight and HGV transport. Our customers can be sure they will receive the best individual service. That’s why we’re listed as one of this country’s top five leading transport services providers.

Nelson Saturno Managing Partner, Röhlig Uruguay