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Growth Strategies & Trends in the Spanish FMCG Supply Chain


Description: "Growth Strategies & Trends in the Spanish FMCG Supply Chain" is a unique market research report based exclusively on the findings of interviews conducted with key supply chain professionals within the sector. The research identifies outsourcing dynamics and new business opportunities quickly and cost efficiently to help you target future new business wins and achieve your overall business development objectives, profitably.

Following thorough research of industry opinion, it was decided to undertake an extensive series of primary interviews. The target of these interviews were companies whose supply chain was considered integral to the strategy of their company and annual revenue generated was at least €100.0 million per annum. These interviews were then conducted across a number of industry sectors, namely Automotive, Industrial, Healthcare, Retail & FMCG. The reason for this target audience? Profitability.

Whilst key or large value accounts yield large revenues, there isn't always the opportunity for large margins, in fact within the current business climate the logistics providers' margins are more under threat than ever before. This threat is greatest from your largest customers, as major manufacturers and retailers continue experiencing a tougher economic climate.

Within the mid-tier market there exists a mass of opportunity for providers to recognise a healthy margin, providing logistics services deemed critical to the success of many mid-market players. The catch however is that smaller, mid market clients don't trust that they will get the service or attention from larger providers, even though like many of their larger competitors, they are dependant on end-to-end, globalised solutions. Companies are operating with a larger degree of inefficiency than is necessary by utilising multiple providers to meet their overall objectives. This is a golden opportunity for solutions providers, one that is being ignored by too many, to not just secure new business but also generate profit through adding value to the logistics operations of these companies by recognising efficiency in their supply chains.

What will this report provide you?

This series of reports will assist your account and strategic marketing teams to maximise your opportunities within this potentially lucrative sector by focusing on the current logistics activity, operations, opinions and strategies of manufacturers and retailers, as well as their thoughts and plans for the future, including:

- Existing logistics spend, services and geographic coverage;
- Current 3PL satisfaction levels, service provision and contract details;
- Supply chain operations - DCs, fleet sizes and attributes, RFID etc;
- Future service requirements, logistics strategies and planned developments


Contents: CHAPTER 1 EXECUTIVE SUMMARY
Introduction
Logistics Expenditure and Outsourcing
Current Threats and Future Requirements

CHAPTER 2 INTRODUCTION
2.1 The Aim of This Report
2.2 Report Structure
2.3 Growth Strategies and Trends in European Logistics
2.4 Research Methodology and Sector Definitions
Table 2.1: Sector Definitions
Table 2.2: Sector Definitions (continued)

CHAPTER 3 LOGISTICS EXPENDITURE AND OUTSOURCING
3.1 Introduction
3.2 Logistics Expenditure
Table 3.3: Sector Logistics Expenditure, 2004
Chart 3.2: Sector Annual Logistics Expenditure, 2004
Table 3.4: Sector Annual Logistics Expenditure, 2004
Chart 3.3: Industrial Sector Logistics Expenditure by Geography, 2004
Table 3.5: Industrial Sector Logistics Expenditure by Geography, 2004
3.3 Outsourcing Logistics Operations
3.3.1 Outsourcing Responsibility
Table 3.6: Budget Responsibility within Manufacturers, 2005
3.3.2 Outsourcing Rates
Chart 3.4: Sector Logistics Outsourcing Rates, 2005
Table 3.8: Sector Logistics Outsourcing Rates, 2004
3.4 Outsourced Serviced vs. In-house Operations
Chart 3.5: Manufacturers Maintaining Operations In-house, 2005
Table 3.9: Manufacturers Maintaining Operations In-house, 2005
3.4.1 Reasons for Outsourcing
Table 3.10: Major Reason for Outsourcing Logistics Operations, 2005
3.4.2 Reasons for Maintaining In-house Operations
Chart 3.6: Major Reason for Maintaining In-house Logistics Operations, 2005
Table 3.11: Major Reason for Maintaining In-house Logistics Operations, 2005
3.5 Number of Logistics Providers Employed
Chart 3.7: Sector Logistics: Number of 3PLs Employed, 2005
Table 3.12: Sector Logistics: Number of 3PLs Employed, 2005
3.6 Selection Criteria for Logistics Providers
Table 3.13: Selection Criteria When Employing a Logistics Provider, 2005
Chart 3.8: Selection Criteria When Employing a Logistics Provider, 2005
Table 3.14: Selection Criteria When Employing a Logistics Provider, 2005

CHAPTER 4 CURRENT THREATS AND FUTURE REQUIREMENTS
4.1 Introduction
4.2 Supply Chain Operations
4.2.1 Warehouse and Distribution Centres
Chart 4.9: Warehouse and Distribution Centres in the Sector, 2005
Table 4.15: Warehouse and Distribution Centres in the Sector, 2005
4.3 Current Threats in the Supply Chain
Chart 4.10: Current Threats in the Sector, 2005
Table 4.16: Current Threats in the Sector, 2005
4.4 RFID Implementation
Chart 4.11: RFID Implementation in the Sector, 2005
Table 4.17: RFID Implementation in the Sector, 2005
4.5 The Next Five Years
Chart 4.12: Future Logistics Requirements in the Sector, 2005
Table 4.18: Future Logistics Requirements in the Sector, 2005

CHAPTER 5 APPENDIX




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