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Strong Mega-Trends will create unprecedented opportunities for Transport and Logistics Companies

Strong Mega-Trends will create unprecedented opportunities for Transport and Logistics Companies

For the total of realignments that faces the sector of transports and logistics, a line powerful big-tendency it will create unprecedented occasions for the entry in new markets and the redefinition of existing enterprising models. The intensity of capital and the geographic cover of companies of transports and logistics will award the decisions that are based in reality the market in which they attempt, from city in city and from way in way. It is the suitable moment for the executives of sector in order that their strategy corresponds in the challenges and it exceeds the expectations of market.
In him McKinsey they examined the attribution of capital of 264 eisigmenon companies of transports and logistics from the all world, for a period of ten years, locating motive forces of creation of value in eight sectors of this sector and concretely in enterprises: air, buses, exchanges, postal CEP (courier, expres and parcels), railway, marine transports, lorries, and conventions logistics. The basic discoveries of study were following:
The output of capital of sector of transports and logistics is more inferior than the requirements of investors. At the last ten years, the companies in her sample McKinsey have created a medium total output for the shareholders of (TRS) his order 7,2%, percentage much lower than the cost of capital of sector that is 10,5 %. Even if the sample produced on average increase of income in a complex annual rythm of growth of order 3,6%, against the ependedymenon capital of sector (ROIC), 7,5% was lower in combination most other sectors.
Even in their lower output sectors, the achieved enterprises parichan precious courses for that they seek a street of economic efficiency. The damage that it suffered the 60% total of companies of sample represents 3,5 times the profit that they had 40% the companies that were in the top. However, individual “victors” in each sector have the possibility of creating value, usually making bold strategic movements for the aid of margins and the efficiency of capital. A example here they are the big new orders of planes from Easyjet and Ryanair in a koresmeni market of endo-European air transports, a bet that has been gained. And the two companies have continuous growth, via his «clean sheet», strict control of cost and the productivity of constant, that is profited by the big handings-over and most hours of flight per day.

His improvement ROIC is nodal for the overshooting of scepticism of investors for this sector and the increase of assessments. The expectations of market for the transports and logistics are on average lower than those for the indicator S&P 500. Despite the make that the expectations of growth are feeble, one poor ROIC increases the units of assessment in 11 roughly (opposite 13,5 for S&P 500). The enterprises of transports and logistics in order to they escape from this situation it should they face comparatively low ROIC. This it should they are in the epicentre of each strategy that aims in the creation of value.
The strategies of success concern the bigger part the seven big-tendency that shapes the sector of transports and logistics. The appearance of more megaloypoleon and new regional thylakon growth they change always the localities where the companies of transports and logistics can cultivate their growth. The common (shared) transports and the innovator technology will create new competition, but also new markets. The companies will face the challenge of comprehension of way with which the digital revolution will influence their enterprises and will check their own digital metamorphosis. The technological progress will require from this companies they make conscious choices with regard to the intensity of their asset and their investment program, in order to they avoid the traps. The rapidly altered regulating and geopolitical environment from the other, will require intelligent approaches for the management of exterior relations in the complex landscapes stakeholders.
Finally, the increase of variability of demand and surges will require bigger strategic flexibility from what in the past.