KNAPP AG achieves record fiscal turnover
KNAPP AG has improved on last year's record turnover to report an all-time high of approximately €380 million for the year up to March 31st, 2013.
The Austrian-owned group’s workforce also rose by 200 as the warehouse logistics specialist enhanced its market position in its core business areas of pharmaceuticals, fashion, general retail & lifestyle, food retail and tools & spares.
With partnerships alongside leading businesses including Hugo Boss and Celio, KNAPP’s systems have held a strong presence in Austria for 60 years, and 2012/13 saw the company’s most significant successes to date – turnover for the fiscal year increasing by 16 percent.
"We are looking back at a very successful business year with many new references and exciting innovations,” said Gerald Hofer, KNAPP’s Chief Executive Officer. “In addition, we are extremely pleased about the highest operating results in company history and have set the course for success in the future with our strategy programme for 2020."
Priding itself on innovation, the group invested more than six percent of its turnover on R&D, while further investment has also gone into its facilities within Austria, in terms of expansion and additional locations.
Looking forward and the company has already set out its plans for the 2013/14 fiscal year as the 2020 plan begins in earnest.
"The new year started positively from the very beginning," Hofer continued. "In the future we want to have a strong focus on food retail. We offer special solutions for this sector: for example, a fully automatic KNAPP sorting solution is in operation at Trinkgut, a subsidiary of Edeka, that ensures that 100,000 beverage cases are automatically registered, sorted and made ready for dispatch to beverage producers every day."
DHL Claim Multi-Sector Collaboration Key to Fighting COVID
Since January, global logistics leader DHL has distributed more than 200 million doses of the COVID vaccine to 120+ countries around the globe. While the US and UK recently rolled out immunisation plans to most citizens, countries with less developed infrastructure still desperately need more doses. In the United Arab Emirates (UAE), which currently has one of the highest per-capita immunisation rates, the government set up storage facilities to cover domestic and international demand. But storage, as we’ve learned, is little help if you can’t transport the goods.
This is where logistics leaders such as DHL make their impact. The company built over 50 new partnerships, bilateral and multilateral, to collaborate with pharmaceutical and private sector firms. With more than 350 DHL centres pressed into service, the group operated 9,000+ flights to ship the vaccine where it needed to go.
With new pandemic knowledge, DHL just released its “Revisiting Pandemic Resilience” white paper, which examined the role of logistics and supply chain companies in handling COVID-19. As Thomas Ellman, Head of Clinical Trials Logistics at DHL, said: “The past one year has highlighted the importance of logistics and supply chain management to manage the pandemic, ensure business continuity and protect public health. It has also shown us that together we are stronger”.
Multisector partnerships, DHL said, enabled rapid, effective vaccine distribution. While international scientists developed a vaccine in record time—five times faster than any other vaccine in history—manufacturers ramped up production and logistics teams rolled out distribution three times faster than expected. When commercial routes faced backups, logistics operators worked with military officers to transport vaccines via helicopters and boats.
In the UAE, the public-private HOPE Consortium distributed billions of COVID-19 doses to its civilians as well as other countries in need by partnering with commercial organisations such as DHL. For the first time, apropo for an unprecedented pandemic, logistics companies made strong connections with public health and government.
“While the race against the virus continues, leveraging the power of such collaborations and data analytics will be key”, said Katja Busch, Chief Commercial Officer DHL and Head of DHL Customer Solutions & Innovation. “We need to remain prepared for high patient and vaccine volumes, maintain logistics infrastructure and capacity, while planning for seasonal fluctuations by providing a stable and well-equipped platform for the years to come”.
How Do We Sustain Immunisation?
By the end of 2021, experts estimate that we need approximately 10 billion doses of vaccines—many of which will be shipped to areas of the world, such as India, South Africa, and Brazil, that lack significant infrastructure. This is perhaps the greatest divide between countries that have rolled out successful immunisation programmes and those that have not. As Busch noted, “the UAE’s significant investments in creating robust air, sea, and land infrastructure facilitated logistics and vaccine distribution, helping us keep supply chains resilient”.
Neither is the novel coronavirus a one-time affair. If predictions hold, COVID will be similar to seasonal colds or the flu: here to stay. When fall comes around each year, governments will need to vaccinate the world as quickly as possible to ensure long-term immunisation against the virus. This time, logistics companies must be better prepared.
Yet global immunisation, year after year, is no small order. To keep reinfection rates low and slow the spread of COVID, governments will likely need 7-9 billion annual doses of the vaccine to meet that mark. And if DHL’s white paper is any judge of success, multi-sector supply chain partnerships will set the gold standard.