This essential report looks at the following key areas:
- Characteristics of CPG logistics
- Supply chains of the biggest CPG companies
- CPG market size and logistics costs
- CPG in developed and emerging economies
- Logistics service provider profiles.
What insights will you gain from Global CPG Logistics 2015?
- Identify the key market players- including overview of their supply chains and geographic operations coverage.
- Which LSPs service the CPG sector?
- What services are provided by the top LSPs? Who uses them? Also included is an overview of geographic coverage of operations and company financial information (including percentage of revenue from CPG activity).
- A comparison of emerging and developed markets- helping you identify risks and opportunities.
What are the key findings?
- North America spending 6.8% of total sales on logistics, whilst Europe spends just over 10.5%
- Markets in the emerging economies have much higher cost bases- possibly twice that or the US
- Perception that the CPG sector in developed economies offers little growth however some companies continue to grow at pace.
- Not all emerging economies have the same market needs- requirements for products in China vary to those required in Brazil
- One obstacle to growth of CPG in emerging markets is the poor efficiency of logistics. Transport is often expensive and high quality warehousing can be scarce.
- Growth of CPG in emerging markets is a major opportunity for those with the capital to acquire large and complex distribution centres.
What are the opportunities?
The report shows that the CPG sector is relatively stable in the developed world but that changing channels of consumption are providing scope for new service offerings and solutions to be implemented. Meanwhile in emerging markets, the under-developed logistics capacity of many markets has developed a substantially increased demand for more sophisticated logistics services to cater for growing demand for CPG.
Who should buy Global CPG Logistics 2015?
Global CPG Logistics 2015 is specifically written to provide comprehensive and easily accessible strategic information to those already involved or with an interest in CPG logistics as well as:
- Global manufacturers
- Supply chain managers and directors
- Banks and financial institutions
- Consultants and analysts
- Marketing and knowledge managers
- All C-Level executives
1.1 Key findings
2.0 CPG Logistics
2.1 Characteristics of CPG
2.1.1 Implications for logistics
2.2 Supply chain management in the CPG sector
2.2.1 Typical supply chain structure
2.2.2 Interfacing with major retailers
2.3 Branding and logistics
2.4 CPG development and innovation
3.0 Supply chains
3.2 Procter & Gamble (P&G)
3.10 Reckitt Benckiser
4.0 CPG market size and logistics costs
4.1 The size and state of the CPG market
4.2 CPG cost profile
4.3 CPG logistics cost
4.3.1 CPG logistics cost profile examples
5.0 CPG markets
5.1 CPG commodity trade
5.1.2 Soaps and domestic cleaning
5.1.3 CPG foods
5.2 CPG in developed economies
5.3 CPG in emerging economies
18.104.22.168 Case study: P&G in Brazil
22.214.171.124 Case study: Unilever and Alibaba
126.96.36.199 Case study: India P&G and DHL Supply Chain
6.0 Logistics provider profiles
6.1 CPG LSP locations – Multi-client facilities
6.2 CPG LSP locations – CPG manufacturer-owned facilities
6.4 DB Schenker
6.5 DHL Supply Chain
6.7 Kuehne + Nagel
6.9 XPO Logistics (formerly known as Norbert Dentressangle)
6.10 Other providers operating in Asia Pacific
6.10.1 Toll Global Logistics
6.10.3 Kerry Logistics
6.10.4 Global Logistic properties (GLP)
6.11 Other providers operating in Europe
6.11.1 FM Logistic
6.12 Other providers operating in the Middle East and Africa
6.13 Other providers operating in the Americas
7.1 Top 10 importers and exporters
7.1.2 Soaps and domestic cleaning
7.1.3 CPG foods
- DB Schenker
- DHL Supply Chain
- FM Logistic
- Global Logistic properties (GLP)
- Kerry Logistics
- Kuehne + Nagel
- Procter & Gamble (P&G)
- Reckitt Benckiser
- XPO Logistics (formerly known as Norbert Dentressangle)