戴勒姆-克萊斯勒集團(tuán)物流展望

1、Daimler Chrysler Logistics Rail Outlook,Marc A. Brazeau Manager, North American Logistics Integration DaimlerChrysler Corporation,2,2020/10/14,C H R Y S L E R G R O U P,Procurement 5.8% last year alone. Intermodal opportunity: strengthening economy truckload capacity service improvements,The Transpo

2、rtation sector represents 8% of total rail freight revenue Rail and intermodal provide a cost effective alternative to traditional transportation for the automotive industry,+5.8%,DCX Parts & Materials Transportation,2002 Logistics Expenditures % of Spend,70,000 part shipments per day Daily, we unlo

3、ad 7700 truckloads 140 rail cars,+30% from 2001,Network Optimization Chrysler Group,Value-added partnerships provide strategic solutions Collaboration of multiple service providers (Ryder, CSX, Union Pacific, TFM) provides lower cost alternative unique to DCX. Over 50 direct suppliers plus RILC mate

4、rial launched on stack train. 18% savings: $14.2 million.,Collaboration of Strategic Partners,North and Southbound Stack Train,DCX Finished Vehicle Logistics,2002 Logistics Expenditures % of Spend,Ship 11,000 vehicles per day Over 2.5 million vehicles in 2002. 75% of all vehicles move via rail durin

5、g their route from manufacturing point to dealer,+6% from 2001,Critical Factors for Vehicle Delivery Process,Technology,Standardized Launch Planning Increased Carrier Base Extended Enterprise,CAPS Modeling VIN Vision VIN Logic,Route Optimization Asset Planning Performance Measurement,Supply,Speed to

6、 Market & Reliability, Visibility Process Control & Continuous Improvement Visibility, Responsiveness & Customer Satisfaction,Capacity vs. Demand,Industry volumes in North America are projected to increase by 7% per year from 2003 to 2007 Introduction of trucks, SUVs and crossover vehicles will impa

7、ct rail car supply There is a widening gap between railcar requirements and available supply,Asset Management,Improve transit time to reduce the gap between equipment capacity and demand,Make necessary capital equipment expenditures to increase capacity of bi-levels and Q2 cars,Railcar Capacity vs.

8、Demand,Network Optimization Chrysler Group,Ocean movement of finished vehicles from Mexico to east coast ramps Damage frequency reduced Transit time maintained Cost savings provided of $1.6 million per year,Quality - Damage Prevention,In 2002, Railroads paid $142.4 million for loss and damage 38.8 %

9、, or $55.2 million is attributed to transportation equipment,2002 Loss & Damage Payments,by Commodity,Coal, Ore,Minerals,3.3%,Food Products,11.6%,Chemicals,5.6%,Misc. Mixed,18.1%,Farm Products,8.7%,Transportation,Equipment,38.8%,Metal Products &,Machinery,3.9%,Lumber, Wood &,Paper Products,10.0%,US

10、Auto Market Forecast,Effectively Track Funding,Source: Eno Transportation Foundation,Hurdle rate of 10% for rail capital programs seems conservative Automotive commodity draws on capital: Line expansion Terminal capacity Asset Management Impact on captive shippers: Subsidizing modal competitive comm

11、odities Reduced leverage,Investment Pyramid,Suggests that investment is needed to satisfy volume capacity Must consider the range of commodity needs Public funding needs to be tied to: Open access Co-production Commodity parity,Grade crossings, branch & commuter lines,Corridor capacity, intermodal &

12、 terminals,Automotive Freight Corridors,Assessment of freight corridors: Report example 2: Chicago gateway connections Report example 3: Northeast congestion Report example 5: Detroit Mexico corridor Automotive requirements: Terminal & yard capacity Regional line capacity Dimensional clearances Plan

13、 for growth,Possible Futures,No Growth: Widens the gap between captive and modal competitive customers Promotes internal commodity subsidies Would force the development of lower cost alternatives Constrained Investment: Could address stop-gap capacity measures Focus would continue to be on supportin

14、g modal competitive commodities Wouldnt support asset renewal Base Case: Would maintain current rate structure Most likely result in current service levels In light of shippers targets wouldnt eliminate the on-going need to pursue service alternatives Aggressive Investment: Promote effective capacity growth Support co-location/co-production projects Explore technological improvements,The Bottom Line,Investment must satisfy railroads, shippers, and public interest Yard & terminal capacity must be expanded to satisfy volume increases Projects must