DHL Express Competitive Advantages

Anderson B.

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DHL Express Competitive Advantages

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DHL Express, competitive advantage, United Parcels Services

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Abstract

DHL Worldwide Express is a good example that helps illustrate the dynamics of the international air express industry and how the market is growing in the Middle East and Asia Pacific regions (Diego, 1999). It demonstrates how DHL and its competitors have embraced latest technologies, reviewed their regional operations and invested in equipment's and facilities. The reason behind this is to achieve a competitive advantage aimed at providing effective and efficient services to customers. DHL is a market master of the global air express industry. According to DHL official website (2014), it has an international network that links more than 635, 000 cities in 228 countries. In addition, DHL has more than 60, 000 employees. It was founded in 1969 and within that time, it has grown to be a recognized name in the express delivery sector. DHL has a renowned high-speed telecommunications network that is built on internet protocols (Christopher & Ruth, 2009). Currently, its internet applications process more than forty percent of all shipments and take care of ninety percent of all shipment tracking requests. The company's management team is now considering how to attain competitive advantages and make it sustainable. Low price services and low-cost operations, as well as the quick delivery and collection, are the main aspects in this business. The major international competitors include United Parcels Services (UPS), Federal Express (FedEx) and TNT Express Worldwide (Diego, 1999).

UPS came into the market in 1907. It has been a leading global freight provider having access to almost all kinds of aircraft and vehicles around the globe. On the other hand, FedEx came into the market in 1971. In comparison, DHL and FedEx have fewer employees than UPS but their service region is almost equal.

Introduction
DHL Worldwide Express
Competitive Advantages
Analysis
UPS, FedEx and DHL
Conclusion

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[...] References Christopher Jereb, Ruth Kuchem, Werner Sohn, (2009) "Shed light on the black box: how Deutsche Post DHL achieved global transparency over payroll processes", Strategic HR Review, Vol Iss: pp.23 - 31 Coltman, Gattorna, & Whiting, S 2010, 'Realigning Service Operations Strategy at DHL Express', Interfaces pp. 175-183 David Ferguson, (2011) "CSR in Asian logistics: operationalisation within DHL (Thailand)", Journal of Management Development, Vol Iss: 10, pp.985 - 999 DHL Competitive Advantages. (n.d.). DHL. Retrieved October from http://www.dhlbusiness.com/dhl-ventajas-competitivas?lang=en DHL official website, Retrieved October from http://www.dhl.com/en.html Diego, R. (1999), The international express industry in Western Europe. [...]

[...] In addition, DHL has more than employees. It was founded in 1969 and within that time, it has grown to be a recognized name in the express delivery sector. DHL has a renowned high- speed telecommunications network that is built on internet protocols (Christopher & Ruth, 2009). Currently, its internet applications process more than forty percent of all shipments and take care of ninety percent of all shipment tracking requests. The company's management team is now considering how to attain competitive advantages and make it sustainable. [...]

[...] In addition, it has more than employees. According to the official website of TNT, it operates in more than 200 countries with more than 2300 depots. In reference to the official websites of FedEx and UPS, both companies offer different kinds of insurance policy. The UPS risk management department can offer auto liability insurance for its consumers. FedEx also offers a similar service. TNT, on the other hand, states that it is willing to accept claim request in the incidence of an accident (Thomas Nationwide Transport, 2014). [...]

[...] It is estimated that DHL Express operates close to deliveries globally. Unlike the other companies in the industry, DHL Express seeks to be a business consultant as opposed to being just a vendor (David, 2011). DHL has also put in place technology administration and management E-Tools that are essential in supporting their operations and ensuring efficiency in serving their clients (Kostecki, 1998). In addition, they provide a wide portfolio of services and products to their clients. DHL Express ensures that it focuses on hiring personnel in the regions they operate to create significant relationships with their clients. [...]

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