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DHL reports partnership, revenue surge amid controversy

By Hpanchal on May 9, 2012

Frank Appel, CEO of Deutsche Post DHL, shed more light on this projection, pointing to DHL’s increasing presence in critical markets. “Given the somewhat subdued global economic environment, our successful start into the year is clear evidence for us continuing to build on our strengths,” he said in a statement. “The efficiency improvements we have achieved in recent years and our unmatched position in the world’s growth markets have prepared us well for continuing on our profitable growth path.”

Asia and the Americas were key regions for the integrator during the first three months of 2012. According to a press release, these markets contributed greatly to the more than €3 billion revenue reported in DHL’s Express division during the first quarter.

To prepare for even more growth in the Americas, DHL announced in March that it’s expanding its presence at Cincinnati/Northern Kentucky International Airport, which has served as its U.S. cargo hub since 2009. The integrator is currently investing $47 million to construct a new, 17,930-square-meter sorting facility at CVG, in addition to renovating its current facilities at the airport.

DHL Express CEO Ken Allen said that the CVG hub, which handles more than 2 million shipments each month, is key to DHL’s growth strategy. “This investment in our Americas hub is being made to support current growth, but also the significant mid- to long-term potential we see in international express volumes to and from the Americas,” he said in March.

The integrator also anticipates increased freight volumes in and out of Europe and Asia, as evidenced by the March 27 launch of an around-the-world, express flight connecting Hong Kong, Los Angeles and Leipzig. The new route will benefit from DHL’s extra Boeing 777F capacity, provided by the multiyear deal the integrator inked with Southern Air in November.

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Comments

Submitted by Frank Squire on
Amazing information about DHL's domestic U.S. division because prior to the germans buyout of DHL, CVG international airport had been the domestic hub even prior to 1990 when i was hired not 2009 after the germans abandoned ILN Wilmington OH (the ABX facility) after a staggering 9.6 billion dollar loss directly related to the Airborne purchase. I was there to open the new sort facility in CVG, I also sat in ILN for over 9 hours waiting to be loaded on day one of the ILN sort facility, where on-time performance was non existent for 3 weeks after the initial opening day. You FAIL to mention how DHL Express, under GERMAN ownership, closed down the ILN facility leaving 8000 of the 12000 residents out of work and totally destabilizing the city and infrastructure with a cowardly move back to CVG. Quality airlift is non existent as they have opted for the cheapest labor and over 7 subcontactors to move the freight. I/WE ARE DHL, WE BUILT THE COMPANY AND HELPED MOVE IT INTO THE 21st century. Ask around what happened to DHL AIRWAYS, the real US domestic arm for DHL WORLDWIDE EXPRESS. Then again, the real story will never be printed and the misinterpretation of DHL Express will fester into the cancer it has become!

Submitted by This Guy on
A Cowardly move back to CVG?...After the operation had been consolidated into one building of that facility. Why would they continue to stay at a facility that was hemeraging money after the disaster that the integration caused in the first place? As unfortunate as the situation was for the community I hardly think that the move back to CVG was cowardly. Clearly the fees of landings and take offs and any other CVG fees was better for business than maintaining the total upkeep of the ILN facility which as you know, had been consolidated into one building. Also, "DHL's domestic U.S. division"? There is no "domestic" U.S division. It is the U.S. division.

Submitted by Annalisa on
A Cowardly move back to CVG? After the operation had been coielondatsd into one building of that facility. Why would they continue to stay at a facility that was hemeraging money after the disaster that the integration caused in the first place?As unfortunate as the situation was for the community I hardly think that the move back to CVG was cowardly. Clearly the fees of landings and take offs and any other CVG fees was better for business than maintaining the total upkeep of the ILN facility which as you know, had been coielondatsd into one building.Also, DHL's domestic U.S. division ? There is no domestic U.S division. It is the U.S. division.

Submitted by j on
great job united states using a non us company like fedex or ups for this

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