Mr. Allgeier, what is the greatest challenge you and your team currently face?
The most dominant trend in the automotive aftermarket logistics sector is one that currently affects everyone: digitization. One of the key issues is how we can utilize the increasing volumes of data available to us. For example, so as to optimize warehousing strategies. You have spare parts that are classified as fast movers, meaning they are always in high demand and subsequently pass through the warehouse very quickly. At some point, possibly as a result of a measure imposed by the manufacturer, they turn into slow movers. If you undertake a structural evaluation of these trends, it is easier to adapt the assignment of space in a warehouse accordingly.
What role do 3D printers play, which have become somewhat of a perennial issue?
For us as aftermarket logistics providers, it could result in auto dealers, who previously received supplies from us, printing out spare parts themselves. But it could also be that the 3D printer is based at one of our locations. Of course, you can simply sit back and speculate about what is going to happen. Or you can deal with the issue, as we are doing, and become involved in innovative projects. As a result, you are prepared when manufacturers or suppliers make inquiries and can even approach customers with offers. What is particularly important to me is that we should focus on seeing these trends as an opportunity and on positioning ourselves in a timely manner.
E-mobility is another one of these trends. What implications does it have for your work?
I’m absolutely certain that e-mobility will be introduced on a massive scale! Initially, this spells bad news for the aftermarket sector. By definition, electric vehicles don’t have carburetors or cylinder heads and by and large require fewer spare parts than automobiles with a combustion engine. However, I’m convinced that conventional and electric engines will continue to coexist for a long time so the need for spare parts is actually expected to increase in the next ten years. But here, too, the motto should be to take action! We were very quick to develop know-how in battery logistics, a sector that is very complex and quite opaque in terms of regulations.
Where are the fundamental challenges you face?
Apart from the suppliers, in the aftermarket segment our primary customers are the manufacturers. If we exclude the premium segment, spare parts are the most profitable business for manufacturers. Furthermore, the recipients of the spare parts, by which I mean the authorized dealers in particular, exert considerable pressure on the manufacturers. Both aspects underline the importance of the logistics behind this business as well as the quality standards imposed upon them. The industry is governed by a zero defect philosophy. Additionally, our work is affected by the enormous model variety on the part of the manufacturers.
Despite that, how do you ensure that everything runs smoothly?
We as automotive contract logistics experts focus on three key areas. Apart from aftermarket, these are production supply and CKD/SKD – and we can boast acknowledged experts in all three sectors. We are continually working in close partnership with our customers, and as a result, we are very familiar with their requirements. Although we might not have a specialist in every one of our national organizations, there is always someone on hand to provide support when there is a call for tender in a smaller market. That is what distinguishes DB Schenker’s global network! Not forgetting: within the framework of the global excellence program, “Go-for-Performance,” we have made continual improvements to our service at many locations.
For more information on DB Schenker’s automotive logistics solutions please click here!
More than 10,000 orders per day: DB Schenker runs spare parts warehouses around the world – on behalf of many major automobile manufacturers and suppliers
Video: DB Schenker
“The market was waiting for this”
The Collection Point network developed by DB Schenker in Finland is a parcel service tailor-made for the requirements associated with the e-commerce boom. Antti Jarva talks about the expanding solution from which he, as the manager, even benefits himself
“Like raw eggs”
Transporting pharmaceuticals is one of the supreme disciplines in logistics. Silke Reinhardt, Global Quality Manager Healthcare, explains why the task is becoming ever more complex – and how DB Schenker is strengthening supply chains through the “GDP Compliance” program
“Consistent world-class quality for our customers”
“Go-for-Performance” decisively pushed forward DB Schenker's Contract Logistics segment. Board Member Tom Schmitt fills us in on the global excellence program that was initiated by himself and Program Director Jonas Mehrhoff and realized by teams all over the world
“Holistic view is crucial”
DB Schenker customers always have a contact person – regardless of what the order may be. Customers requiring further independent advice can turn to DB Schenker Consulting. Managing Director Linda Borgenstam talks about the business concept
“Partner in strategic development”
Singapore ranks among the world’s hotspots, not least for contract logistics providers. What does DB Schenker offer its customers in the city-state? Norman Mummery, who was responsible for the Contract Logistics business in the APAC region for more than three years and who was recently appointed Head of Contract Logistics Global Operations, gives us his insight