Where are all those big brown United Parcel Service trucks I used to see all the time all over American streets? I remember asking myself this exact question several years ago when I first moved to Barcelona. UPS had become such a fixture in my mind's eye that it was a bit of a culture shock to not see the square vehicles as often as I previously had.
Eventually, I grew used to seeing DHL envelopes, MRW delivery vans parked on the side streets, and other companies' logos moving products around the region. I stopped dwelling on the who's who of the local market's logistics. Until last week.
Last week, a few business headlines flashed across my screen, and the old question about the company's European presence popped back into my head. This time, I thought, "Ah, fun. Logistics just got more interesting here."
UPS announced that it was buying Dutch-based TNT Express in an all-cash deal valued at about $6.9 billion. It's a sweet deal for TNT Express -- UPS is paying $12.61 per ordinary share for TNT, a 53.7 percent premium over the company's unaffected share price of $8.24.
But it's an even sweeter deal for UPS for a couple reasons. One is that it will have bigger slice of the European express delivery market. And, two, because of TNT Express' business inroads, UPS will strengthen its existing operations in fast-growing Latin American and Asia Pacific countries, namely Brazil and China.
Here's a snapshot of what the numbers could look like, once regulators approve the bid, according to a statement from TNT Express:
The transaction will create a combined entity with more than €45 billion ($60 billion) in annual revenue;
UPS estimates that the transaction will deliver an annual run rate of approximately €400 to €550 million ($525 to $725 million) of pre-tax cost synergies achieved by the end of year four after closing; and
Following the transaction, around 36 percent of the combined group’s revenue will be generated outside the United States, up from 26 percent today at UPS.
The Motley Fool [log-in required] and the BBC -- citing research from various research organizations and company data -- sketched out these likely scenarios for express and normal package delivery:
The acquisition will increase UPS's share of European express deliveries to around 17.3 percent from the current 7.7 percent...This will also bring it closer to Deutsche Post's DHL unit, which holds 17.6 percent market share, and leave FedEx with a measly 3.3% share in the European region.
In terms of package delivery from Asia-Pacific to Europe, DHL is the dominant player, with more than 30 percent market share, followed by FedEx which has 25 percent...Both UPS and TNT have individually lagged behind the competition. However, as the two firms join hands, their combined market share of 28 percent will make them the second-biggest in the region and pose a serious challenge to DHL for the top slot.
In the bigger scheme, what does it mean? For electronics companies, increased competition will most certainly lead to more competitive pricing. For Europeans, the landscape is going to be shuffled as a major US player claims a bigger stake in local operations. And for me, it's like a little piece of home literally arrived on my doorstep.
This means that UE market is still attractive to foreign businesses. However according to this article, EU antitrust regulators don't like the way UPS and other logistics companies are breaking EU antitrust rules. UPS would have to abide by EU laws if the company really want to do business there.
One other issue to consider is that the various segments of the economy are being consolidated by the biggest companies. There are certain economic ends that can benefit from scale and one of this is logistics, which may explain UPS' action.
That's an interesting development becuase FedEx is usually considered a premium service, and UPS has a variety of 2nd and 3rd day deliveries that are less expensive. You may see more people and businesses willing to wait a day or two in order to save freight costs.
This is something which is going to afflict the Industry as a whole going ahead as the World Economy slows down.
Good thing is that this move will enable consolidation especially in the rapidly Shrinking Market of Europe.
Thanks to Austerity Europe will struggle to see much growth going ahead and this UPS/TNT merger will ensure one less competitor for UPS in a shrinking market.
Consolidation is inevitable ,especially for the Smaller players.
So this was the reason. Some days ago I saw a UPS van close to where I live, and for half a second I was surprised. Then I just forgot about it. Surprised because I hadn't seen one in ages. Now thanks to your blog I know what was that UPS van doing in Finland. :)
@Barbara - From what I read, that sounds like the intention. Take some of the best practices in the US and export them here. Hopefully it will be as effective.
This seems like a sweet deal for UPS. If, as some readers suggest, TNT's service could use an upgrade, I think UPS is up to the task. My last dealings with UPS were exceptionally good--they beat their delivery dates by several days. Whatever they are doing here in the US, they are doing right, and if they can duplicate it in Europe I thinks you'll see an improvement.
I sure hope the UPS acquisition of TNT improves the service provided by TNT. Having used TNT a few times over the years I have always found their service somewhat lacking.
A new report shows that most of the worrisome issues that the supply chain industry has been dealing with for years are not new, but there are some new concerns that need answers. Here’s a look at what keeps supply chain professionals up at night.
When it comes to shipping supplies from China to Europe, trains might be the most cost-effective way companies have available to them. DHL is looking to jump on that bandwagon.
For many dealing with the enormous task of tracking,
reporting, and resolving issues associated with
potential counterfeit parts, there is a collective
hope that 2013 will bring clearer guidance on what
needs to be done by whom and when.
A necessary foundation for moving efficiently at real-time speed, supply chain analytics is still very much at the beginning stages of development at many companies.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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