intralogistics in Germany CeMAT 2011 l country for


transports of freight and raw materials from West to East, North to South and vice versa. This unrivalled central location inevitably increases the significance of


intralogistics. Almost 60% of the


2010: €260 billion with 720,000 employees), in the German logistics sector, as well as in the engineering industry (sales volume 2010: €174 billion with 912,000 employees). The intralogistics sector serves all major German industries with innovative equipment and products. It provides operators all along the supply chain with a high degree of availability as well as rationalisation and savings potential without neglecting ecologic as well as economic sustainability and social responsibility. This is why no other industry currently receives as much attention on a global level as intralogistics.


With the new emerging logistics requirements, the significance of intralogistics continues to grow both in Germany and abroad. This is supported by the growing number of incoming orders correlating with the sales development of the industry, however, also by a balanced ratio of domestic and foreign business. The export rate of German manufacturers of intralogistics products is just above 50%.


Due to its geopolitical location in the centre of Europe, Germany is a transit


customers of German intralogistics manufacturers are located in the 27 EU countries.


With a share of approx. 15% in German intralogistics exports to BRIC countries (Brazil, Russia, India, and China), the importance of these threshold markets for Germany is growing significantly. In addition, countries such as Saudi Arabia have gained importance for German manufacturers of intralogistics products due to their constant and crisis-resistant import behaviour. The increasing share of exports to these countries proves that the German manufacturers continue the trend towards a healthy distribution structure, also to markets outside of Europe. Hence, the German intralogistics industry was in a better position for mastering the economic crisis of 2009 than its international competitors.


China has become the most important market for Germany. In 2010, the People’s Republic became the most important buyer of German intralogistics products. German companies exported products and systems with a value of €946m to China; which is 43% above 2009. This put China for the first time into the leading position as a market for German


intralogistics


products; in 2009 it was still in third place after the US (2010: €702m) and


France (2010: €658m).


In 2010, the BRIC countries showed the highest growth rates for


intralogistics products from Germany. The increase in German intralogistics exports to Brazil is also


www.PressOnShD.com May 2011 ShD 23 Left:


Germany’s most important


customers. Source: National Statistical Office, VDMA.


Below: Personnel


development in Germany. Source: DeSTATIS, VDMA.


Left:


Incoming orders and turnover - Domestic &


Foreign; Volume, seasonally


adjusted; Index: 2005 = 100; Source: VDMA.


Below:


Germany’s favourable geographic


location favours its intralogistics industry.


remarkable, with a growth rate of 133% over 2009 to €414m. Exports of German intralogistics to Russia increased by 39% and to India by 31%. These numbers do not include the locally created value by German intralogistics companies.


Despite the sales decline in 2009 and 2010, the number of employees in the intralogistics industry in Germany has almost remained stable. This is attributable, in part, to working-time accounts being made more flexible, to


short-time work and the instruments of temporary employment in Germany, as well as to company policies. With these initiatives, which were supported by the German government and implemented by the industry, massive layoffs in Germany could be avoided. And this is why, at the first sign of an economic upswing, a qualified workforce was available to react quickly to the demands of the market. This helped to significantly cushion the crisis and to strengthen Germany’s competitiveness during and after the crisis. ●


www.vdma.org


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