埃森哲全球空中货运报告.ppt

1、June 2001,Air Cargo: A Global Industry in Transition,Privileged and Confidential: Not to be reproduced without prior written consent of Accenture,2,Contents,About Accenture Industry Structural Evolution Significant Anticipated Developments Key Strategic Focus Areas,3,Contents,About Accenture Industr

2、y Structural Evolution Significant Anticipated Developments Key Strategic Focus Areas,4,About Accenture .,$10 billion global management and technology consulting organization More than 70,000 people in 46 countries Delivering a wide range of specialized capabilities and solutions to clients across a

3、ll industries Bringing innovations to improve the way the world works and lives Building a network of businesses to meet the full range of client needs - consulting, technology, outsourcing, alliances and venture capital,5,Accenture is the preeminent provider of business solutions to the transportat

4、ion industry - we are leaders, not followers,Our Transportation Industry Practice,A transportation client industry team comprised of more than 600 professionals worldwide A core team of partners and managers charged with developing and maintaining our expertise in freight and passenger transportatio

5、n Recent clients have included 10 of the 18 largest railroads in the world 4 of the top 5 air-express companies Most of the top 20 airlines in the world Many of the top ocean carriers,Services Provided or Topics Addressed in Recent Work with Transportation Clients,Corporate Strategy Mergers, Acquisi

6、tions, Alliances and Partnerships Marketing and Sales Customer Relationship Management Sales and Distribution Revenue Management Human Performance Staffing/Recruiting Service Delivery Knowledge Management MRO Strategy and Technology Equipment Management Network and Service Design Procurement,IT Effe

7、ctiveness and Planing eCommerce Strategies IT Strategy IT Outsourcing IT System Design IT Implementation ERP Financial Systems Planning Supply Management HR/Payroll BPM Outsourcing Finance/Accounting IT HR/Payroll,Our global airline practice serves major airlines around the world, including most of

8、the largest carriers,Current and Recent Accenture Airline Clients,Aeromexico Air Canada Air France Alitalia American Airlines British Airways British Midland Continental Airlines Delta Air Lines DHL Federal Express Garuda Indonesia,Iberia KLM Lufthansa Northwest Polar Air Cargo Qantas SAS Singapore

9、Airlines Southwest Airlines United Airlines United Parcel Service Virgin Atlantic Airways,7,Contents,About Accenture Industry Structural Evolution Significant Anticipated Developments Key Strategic Focus Areas,8,Industry growth prospects are very strong as a result of increasingly global commerce an

10、d an accelerating need for faster delivery,Projected annual air cargo volume growth at around 6 percent over the next 20 years significantly exceeds the projected growth of other modes of transportation,- Airbus -,- Boeing -,9,Despite strong projected growth, this is a difficult industry,Complex ind

11、ustry structure - with competitors of varying motivations,Capital intensive,Highly unionized,Seasonal,Fuel price sensitive,Subject to international regulation and politics,Dependent upon publicly-controlled entities for critical functions,Lack of management tools due to historical under-investment i

12、n IT,Limited pricing and contractual discipline,Multiple hand-offs - with varying “standards” of performance,High degree of customization versus standard products,Uncertainty about pending and future M prevention of split shipments; ability to prioritize shipments in the cargo center more effectivel

13、y, improved ULD management,Rationale,Business case is not yet strong enough Investment in technologies is significant Economics are difficult to determine for bar-coding; not yet appealing for RFID and IR Lack of international standards prevents significant investment in RFID technology,Challenges,B

14、ar Coding,Infrared,RFID,Package,ULD/Pallet,35,Many carriers will outsource cargo ground handling operations to third parties,Many carriers will outsource their handling operations to one of a few large ground handling specialists - foregoing the opportunity to utilize ground handling as a source of

15、competitive advantage,View,Outsourcing can relieve many carriers of the administrative burden associated with ground operations Most carriers cannot afford to make the investments required to modernize operations in all facilities across their network Scale economies will enable third parties to pro

16、vide services at lower unit costs than many proprietary operations,Rationale,A number of contract cargo handling operations are associated with a particular carrier - often a competitor of potential customers Outsourcing ground operations is a tacit admission that ground handling will not be used as

17、 a source of competitive advantage,Challenges,36,Multi-carrier cargo alliances are poised to change the structure of the industry,If the developing multi-carrier cargo alliances are successful in their deep harmonization of products, sales, operations, and IT, they will forever change the structure

18、of the air cargo industry - converting todays fragmented industry to a bloc structure,View,Alliances will achieve tremendous negotiating leverage with forwarders when they can offer a global, integrated network All carriers will ultimately be forced to join a major alliance,Rationale,Membership Gove

19、rnance Financial terms Regulatory issues Product design Pricing Customer-facing activity Network design,Challenges,SkyTeam Cargo,New Global Cargo,Ground handling SCM and D2D strategy IT integration/ synchronization,37,Multi-carrier alliances will face tremendous challenges in developing a unified gl

20、obal network,Right mix of partners Route structure Route authorities Fleet Ground facilities Process and timing of admitting additional carriers,Membership,Organizational structure Centralized vs. distributed Sales & Marketing Ops Admin Basis for decision-making authority and issue resolution,Govern

21、ance,Features Standards Product portfolio,Product Design,Design/rationalization O/Ds Frequencies Aircraft Ground facilities Modification priorities,Network,Responsible organization Standards Processes Technology,Ground Handling,Branding Marketing Sales & account management Booking Billing Claims Cus

22、tomer service,Customer-Facing Activity,Linkages of legacy systems vs. development of new platform Degree of commonality required Benefits of a single platform Divorce implications Basis of joint investment Which applications? CRM Booking Capacity management Revenue management Tracking & tracing Acco

23、unting Performance reporting,IT Integration/ Synchronization,Approval for joint operations and collaborative activity,Regulatory Issues,Revenue and cost divisions Joint investment Cross-ownership,Financial Terms Among Partners,Pricing/tariff structure Discount authority Escalation/reduction mechanis

24、m and authority,Pricing,In-house operations Partnership with selected forwarder(s) SCM offerings,SCM and Door-to-Door Strategy,38,Cargo alliances will likely operate with common IT applications and a common IT organization,Cargo alliances will likely select or develop common IT applications - and wi

25、ll create captive technology organizations to manage their IT needs,View,The true benefits of a cargo alliance can only be realized if the alliance partners are operating with common information Connecting the legacy systems of participating carriers would be both difficult and expensive Most cargo

26、legacy systems need to be updated Several carriers could amortize the cost of new technology - and realize the synergies of the alliance at the same time,Rationale,Development of the business case for the creation of a shared IT organization Political and control issues Selection, design, and develo

27、pment of new, common IT platform and applications Source and composition of new organization management and staff Appropriate degree of third party participation in the new organization,Challenges,Alliance Management Board,Carrier,Carrier,Alliance Technology Organization,Carrier,Carrier,Alliance Sal

28、es Organization,Alliance Ground Organization,39,Despite speculation to the contrary, membership of multi-carrier cargo alliances will likely align with existing passenger alliances,Cargo alliances will ultimately be built upon passenger alliances with few exceptions,View,Although freight flows do no

29、t always align with passenger flows, the benefits of forming cargo alliances with existing passenger partners will outweigh the attractiveness of separate cargo relationships Planning and management of belly capacity will require alignment of passenger operations,Rationale,Passenger alliances were n

30、ot developed with cargo in mind - not all alliance partners are poised to contribute effectively to a cargo alliance Cargo alliance partners must avoid straining passenger alliance relationships in their selection of initial cargo alliance partners,Challenges,Air France Korean Delta Aeromexico Czech

31、,SkyTeam,Sky Team Cargo,Air Canada Air New Zealand All Nippon Ansett Australia Austrian British Midland Lauda Air Mexicana,Star Alliance,New Global Cargo,Thai Tyrolean United Varig Lufthansa Singapore SAS,Aer Lingus American British Airways Cathay Pacific Finnair Iberia LanChile Qantas,oneworld,KLM

32、Northwest,KLM-NWA,40,Freighter capacity will play an integral role in the development and ultimate success of global alliances,Freighter capacity will be required to support the delivery of true time-definite express products on many key lanes and to enable operations to cargo-friendly, non-passenge

33、r locations All-cargo carriers will join global cargo alliances,View,Despite current freighter economics, significant dependable capacity will be essential to the strength of the alliance offering - and the ability of the alliance to secure exclusive commitments from forwarders Improved industry eco

34、nomics in an alliance scenario will more easily justify investment in freighter capacity More significant volumes of express products will enable significant returns on freighter investment and operation,Rationale,Developing a broader network strategy based on freighters and belly capacity - among p

35、artners with and without freighter experience Determining when and how to deploy the freighters - geographically, by product, by customer, etc.,Challenges,Scheduled Polar (19) Fine Air (14) Cargolux (10) NCA (9),All-Cargo Carrier Freighters,Charter/ACMI Atlas(37) Kitty Hawk (34) ExpressOne (27) Ever

36、green (20) Gemini (14) Amerijet (12),Lufthansa (24) Korean (17) Air France (12) Northwest (10) EVA Air (9) Singapore (9) Martinair (9),Combination Carrier Freighters,JAL (9) China Airlines (8) Cathay (7) Varig (7) Saudi (5) LanChile (3) KLM (2),41,Significant Anticipated Carrier-Forwarder Interactio

37、n Developments,Carrier-forwarder interactions will become increasingly automated - and will involve multiple channels Vertical alliances will become more prevalent and more exclusive Future vertical alliances will be much deeper than the present “partnerships” - and will be designed around products

38、Carriers will attempt to participate in D2D services with or without a partnership with an existing forwarder,Significant Anticipated Carrier-Forwarder Interaction Developments,Shipper,Forwarder,Forwarder,Consignee,Carrier,Integrated Carrier,2,1,3,4,5,42,Carrier-forwarder interactions will become in

39、creasingly automated - and will involve multiple channels,GF-X or a similar industry-wide clearinghouse will likely develop into a preferred medium for booking and other services Carriers will continue to develop Internet booking applications Todays CCSs will either be incorporated into tomorrows so

40、lution or will become extinct,View,Potential benefits (administrative simplification, more accurate rating/billing, more responsive customer service) are very compelling GF-X is developing a strong following Use of individual carrier web sites for e-booking will be too cumbersome for most forwarders

41、 CCSs have a large installed base, but limited functionality,Rationale,Changing entrenched forwarder behavior Internet usage for any business activity is extremely limited for most forwarders and agents around the world Catch-22 of carrier and forwarder participation Overcoming the “industry solutio

42、n” syndrome Developing capabilities to accommodate volume bookings, single source of tracking & tracing,Challenges,CCS,Enhanced Call Centers & O/L Service Centers,Marketplace/ Clearinghouse,Carrier e-Booking,43,Vertical alliances will become more prevalent and more exclusive,Forwarders and carriers

43、will work much more closely than they do today to create additional value - even if it means adversely affecting relationships with other carriers/forwarders Vertical alliances will probably remain limited until horizontal alliances become more established,View,Hand-offs cause performance issues and

44、 inefficiencies that cannot be overcome by individual companies or by industry-wide efforts Carriers do not have necessary skills to serve shippers directly Forwarders lack sufficient control of lift to offer enhanced services to shippers,Rationale,Creating exclusive services versus negotiating slig

45、htly better rates Pleasing the shipper versus pleasing forwarders and carriers Competing with integrated carriers versus other carriers and forwarders,Challenges,BAX Global Danzas AEI Expeditors Hellmann Kuhne &Nagel,MSAS Panalpina Schenker Geologistics UTi,Kuhne & Nagel,Panalpina,44,Future vertical

46、 alliances will be much deeper than the present “partnerships” - and will be designed around products,Some carriers and forwarders will develop partnerships that feature exclusive door-to-door products which resemble the offerings of the integrated carriers Partnerships will involve harmonization of

47、 networks, ground operations, sales, customer support, and IT,View,Vastly different levels of automation in the supply chain among carriers, forwarders, and others will drive the need for common IT platforms and standard processes - creating looser linkages will not work,Rationale,Obtaining sufficie

48、nt commitment of partners to develop network and technology to support specific products Developing effective branding and sales channels,Challenges,Retail Parcel Express,LentonGroup,45,Carriers will attempt to participate in D2D services with or without a partnership with an existing forwarder,Carr

49、iers will participate - actively or passively - in operations that touch the shipper directly To accomplish this, carriers will form partnerships, develop operations in-house, or participate in third-party start-ups,View,Carriers will recognize the value creation limitations imposed by A2A service C

50、arriers cannot afford to be completely dependent on existing forwarders to define the future of the industry in terms of shipper offerings Historically, carriers have not had the network coverage to be able to approach individual shippers with a viable offering - but this is changing,Rationale,Devel

51、oping a strong business case Managing reaction of forwarder community Obtaining/develop required forwarding skills,Challenges,VarigLog - Varig Road Feeder Fleets - KLM, Lufthansa,In-House Operations,Integres - United NextJet - United, American,Start-Up,Investment/Acquisition,46,Significant Anticipat

52、ed Forwarder Developments,Forwarders will more actively seek control of assets on key trade lanes Forwarders will offer a broader range of SCM services - to the extent that forwarders and 3PLs will become indistinguishable Forwarders will have to tailor much more to the needs of the consignee versus

53、 the shipper Forwarders will make better mode and carrier selections - and manage multi-modal shipments better - through more sophisticated TMS applications Forwarders will be able to help shippers quickly develop accurate landed cost calculations and delivery times as they contemplate business tran

54、sactions Forwarders will offer supply chain visibility across modes and carriers that are far superior to todays tracking and tracing Forwarders will play a more active role in eCommerce fulfillment Forwarders will adopt more standard approaches across locations to realize the true benefits of the n

55、etworks they have created Forwarders will take a more sophisticated approach to managing their vast work forces through enterprise work force management and incentive management applications,Significant Anticipated Forwarder Developments,Shipper,Forwarder,Forwarder,Consignee,Carrier,Integrated Carri

56、er,3,1,2,4,5,47,Forwarders will more actively seek control of assets on key trade lanes,Large forwarders will develop much more significant control of assets in conjunction with carriers and chartered aircraft More active involvement with assets will extend beyond traditional peak season chartering and allotments Some forwarders may approach aircraft charters jointly,View,Major forwarders will attempt to develop unique products in lanes under-served by scheduled passenger service - products that warrant a premium from the shipper community,Rationale,Establishing critical mass to ju