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M&A Analysis and Research on Logistics Industry of China

Abstract:

1. Profile of China 's logistics industry

Modern logistics in China has metamorphosed culture introduction in 1980s to pilot program of logistic and distribution centre built-up in early 1990s and evolved into full-fledged industry by the end of 1990s. China 's logistic industry has been experiencing fast growth driven by sustainable national economic expansion. In 2006, total volume of logistics in China has been RMB 59 trillion growing 17% over last year. This sector has been developed in a physically sound way under improved infrastructure and external environment. Added value has reached to RMB 1.4 trillion in 2006 up 12.1% over last year. The transportation fee has been RMB 2.1 trillion increasing 12.1 %. The increase can be seen in inventory and delivery service along with 16.7% of custodial fees. Over all scale of logistics has been stepped up. Logistic cost and its share in GDP have decreased. Demand and supply in logistics remain moderate. Delivery, processing and packaging has been on the high plateau with fast growth.

Nowadays, only 1% of registered logistics companies took comprehensive approach in their service though there existed 700,000 of them. They can be classified into two categories: majority ones stay on express mail and goods distribution and freight forwarders, transport or storage by the rest. The cost has been doubled than industrialized ones in that many productive companies have their own logistics. As contagious effect, growing-number of companies has engaged on outsourcing of logistics which boosts integration and healthy development in logistics industry.

2. Motives of M&A in China 's logistics industry

A. logistics industry features more links. Its business should be carried out with holistic approach from marine, land and air, which calls for participation into more links.

B. the logistics is of scale. From market demand, the price can be above its average cost only though sizable market scale. On the other hand, nationwide network is a must for logistics industry since its business proves stretch out home and broad. By doing so, receiving, storage, sorting, transport and delivery can move smoothly.

C. logistics companies should step into international arena based on networks. The development and efficiency of modern logistics should be addressed with modern logistics network featuring rational structure, favourable arrangement, complementary function and high efficiency. It involves network of infrastructure, information and business running. Optimised resources are concerned most within network.

3. M&A trend in China 's logistics industry

Number of sector factors this industry: logistics integration among main stream sectors such as automobile, home appliance, FMCG and distribution while strikes strategic relationship with big logistics companies. Therefore, industrial integration among main stream sectors and cooperation with them should focus on expanded outlets accessible to customers nationwide which is the beginning of integration from up to is down.

It's inevitable for M&A sweeping through the whole sector. We believed that foreign participation has brought in dynamics in China 's logistics industry as followed:

A. Diversification in trend. With national economy expanded. Diversified model through M&A comes at critical juncture when economic development zones among localities required export and import logistics with leapfrogging growth. By taking over similar companies or department, firms can mobilize merchants, information and capital. The former ones have been achieved integration of logistics and Logistics Business as boosted efficiency and lower cost.

B. strong momentum of M&A by state owned logistics over private ones. The threat has been felt by state owned logistics with foreign counterparts stepped in. We believes state owned logistics among others China Railway Express Co., Ltd, China Post Logistics Co., Ltd. and Civil Aviation Logistics, will combine their strong points in collaborative manner through outpouring efforts in taking over private one so as to push forward the image-building campaign.

C. more foreign exclusives have appeared in China with the door of logistics and logistics industry was widely open since December 2005. China 's logistics marketing channels have been grabbed away by foreign ones through acquisition and cooperation.

Logistics companies at home and broad have viewed expansion, networks nationwide and leapfrogging development as their ultimate goal under fierce competition. Therefore, M&A in this sector is in the next stage. The scenario that number of big companies and foreign express gurus standing shoulder by shoulder will come as consequence of domestic competition in this sector. It's overriding for domestic companies to grow stronger within occupied market by newcomers.

Contents:

Chapter 1 Profile on study
Section 1 Background for study
Section 2 Study contents
Section 3 Study methodology
Section 4 Study team
Section 5 Study conclusion
Chapter 2 The Current Development of Logistics Industry Worldwide between 2006 and 2008
Section 1 the Character of development in logistics industry worldwide
Section 2 Demand and supply of logistics industry worldwide
Section 3 Competition of logistics industry worldwide
Section 4 Development in major nations and regions worldwide
1. Europe 
2. America 
3. Japan 
Chapter 3 Status Quo and Development Trend in China¨s Logistics Industry 
Section 1 the Development of China¨s logistics industry between 2006 and 2008
Section 2 Development scale of China¨s logistics industry between 2006 and 2008
Section 3 Competition of China¨s logistics industry between 2006 and 2008 
Section 4 Development trend China¨s logistics industry between 2007 and 2010
1. Major development trend in China¨s logistics industry
2. Trend forecast of China¨s logistics industry
Chapter 4 China¨s Logistics Industry in Categories
Section 1 Fast delivery 
1. Profile on fast delivery industry and its character
2. Market scale and competition between 2006 and 2008
Section 2 Express
1. Profile on express industry and its character
2. Market scale and competition between 2006 and 2008
Section 3 the Third party 
1. Profile on third party logistics and its character
2. Market scale and competition between 2006 and 2008
Chapter 5 Policy Environment on China¨s Logistics Industry 
Section 1 Macro-economy
Section 2 Industrial policy
Chapter 6 Strategic Factors Exerting Influence on China¨s Logistics Industry
Section 1 the Risk analysis on China¨s logistics industry
1. National logistic management 
2. Macro-economy
3. Network for transportation 
Section 2 the Existing problem in logistic industry 
Chapter 7 Possibility of Regional M&A in China¨s Logistics Industry  
Section 1 Yangtze River Delta
1. Demand for regional logistics between 2007 and 2010 
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics 
4. M&A trend and feasibility of regional logistics
Section 2 Pearl River Delta
1. Demand for regional logistics between 2007 and 2010
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics
4. M&A trend and feasibility of regional logistics
Section 3 Bohai Sea Region
1. Demand for regional logistics between 2007 and 2010
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics
4. M&A trend and feasibility of regional logistics
Section 4 Central region 
1. Demand for regional logistics between 2007 and 2010
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics
4. M&A trend and feasibility of regional logistics
Section 5 Western region 
1. Demand for regional logistics between 2007 and 2010
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics
4. M&A trend and feasibility of regional logistics
Section 6 Northeast region 
1. Demand for regional logistics between 2007 and 2010
2. Development character and industrial pattern in regional logistics industry
3. Regional competition and major player among regional logistics
4. M&A trend and feasibility of regional logistics
Chapter 8 The Status Quo of China¨s Logistics Industry 
Section 1 Background of M&A in China¨s logistics industry 
Section 2 the Status quo of China¨s logistics industry
Section 3 Case study of M&A in China¨s logistics industry
Section 4 M&A trend of China¨s logistics industry
Chapter 9 Stumbling Stone on M&A in China¨s Logistics Industry
Section 1 Foreign policy 
Section 2 Capital 
Section 3 Marketing 
Section 4 Technology 
Chapter 10 Case Study of Foreign logistics Industry 
Section 1 UPS purchased Menlo affiliated to CNF
1. Background and motives in M&A 
2. Procedure and solution 
3. Core value and integrated strategy 
Section 2 DHL purchased BlueDart
1. Background and motives in M&A
2. Procedure and solution
3. Core value and integrated strategy
Section 3 A.P. Moller-Maersk Group purchased P & O Nedlloyd Ltd.
1. Background and motives in M&A
2. Procedure and solution
3. Core value and integrated strategy
Section 4 Deutsche Post purchased Exel
1. Background and motives in M&A
2. Procedure and solution
3. Core value and integrated strategy
Chapter 11 M&A Trend in Foreign Logistics Companies 
Section1 Development of foreign logistics companies in china
1. Investment 
2. Targeted area for investment 
3. Market performance 
4. Product mix 
5. Investment trend 
Section 2 Maersk Logistics 
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend 
Section 3 UPS
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 4 Ingram Micro
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 5 Kerry Logistics
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 6 Deutsche Post
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 7 TNT 
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 8 DHL 
1. Investment in China
2. Core competitiveness 
3. Investment and M&A trend
Section 9 HANJIN
1. Investment in China
2. Core competitiveness  
3. Investment and M&A trend
Chapter 12 Case Study of M&A in China¨s Logistics Industry 
Section 1 China Railway Parcel Express Co., Ltd. and China Railway Express Co., Ltd,
1. Motives and value 
2. Procedure of M&A 
3. Solution and lesson 
4. Integration strategy 
Section 2 CNPL integrated with EMS
1. Motives and value 
2. Procedure of M&A 
3. Solution and lesson 
4. Integration strategy
Section 3 Tielong Container Logistics Co., Ltd.and Shaba Railway
1. Motives and value 
2. Procedure of M&A 
3. Solution and lesson 
4. Integration strategy
Section 4 SINOTRANS CONTAINER LINES CO., LTD. purchased Hong Kong Hongguang (Holding) Co., Ltd 
1. Motives and value 
2. Procedure of M&A 
3. Solution and lesson 
4. Integration strategy
Chapter 13 Major Player in China¨s Logistics Industry 
Section 1 China Shipping Logistics Co., Ltd 
1. Delivery capability 
2. Market network 
3. Major customer  
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility 
Section 2 P.G. Logistics Group Co., Ltd 
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 3 Cosco Logistics 
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 4 SINOTRANS CONTAINER LINES CO. Ltd. 
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 5 ZCGF
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 6 Zhong Tie Express Transport
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 7 ZJS Express
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 8 China Merchants Logistics 
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 9 S.F. Express
1. Delivery capability 
2. Market network 

3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 10 Shentong Express 
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Section 11 TianTian Express
1. Delivery capability 
2. Market network 
3. Major customer 
4. Competitiveness 
5. Corporate finance 
6. Strategy along with M&A and feasibility
Chapter 14 Possibility of M&A in China¨s Logistics Industry 
Section 1 Industrial chain in logistics 
Section 2 Possibility between logistics and aviation companies 
Section 3 Possibility between logistics and rail road companies 
Section 4 Possibility between logistics and postal companies 
Chapter 15 Possibility of M&A in China¨s Logistics Industry at Different Spectrum 
Section 1 Possibility of big companies 
1. ZJS Express
1.1 Corporate strategy 
1.2 Bottleneck of corporate development 
1.3 Possibility of M&A 
2. Shentong Express
2.1 Corporate strategy 
2.2 Bottleneck of corporate development 
2.3 Possibility of M&A
3. EMS
3.1 Corporate strategy 
3.2 Bottleneck of corporate development 
3.3 Possibility of M&A
4. Civil Aviation Logistics
4.1 Corporate strategy 
4.2 Bottleneck of corporate development 
4.3 Possibility of M&A
5. TianTian Express 
5.1 Corporate strategy 
5.2 Bottleneck of corporate development 
5.3 Possibility of M&A
6. S. F. Express
5.1 Corporate strategy 
5.2 Bottleneck of corporate development 
5.3 Possibility of M&A
Section 2 Possibility of M&A in medium and small size companies 
1. ZEC
1.1Possibility of M&A 
1.2 Value of M&A 
2. Pony Express
2.1Possibility of M&A 
2.2 Value of M&A
3. China Carrying United Express 
3.1Possibility of M&A 
3.2 Value of M&A
4. Lubang Express Co., Ltd 
4.1Possibility of M&A 
4.2 Value of M&A
5. Beijing Bangde Logistics Co., Ltd 
5.1Possibility of M&A 
5.2 Value of M&A
6. Pudong Logistics
6.1Possibility of M&A 
6.2 Value of M&A
7. ITO
7.1Possibility of M&A 
7.2 Value of M&A
8. Shenzhen Huayuntong Logistics Co., Ltd 
8.1Possibility of M&A 
8.2 Value of M&A
9. DSF Logistics 
9.1Possibility of M&A 
9.2 Value of M&A
10. Beijing Baifu Eastern Int¨l Transportation Co., Ltd 
10.1Possibility of M&A 
10.2 Value of M&A
11. Xiamen Xinwei Air Express Co., Ltd
11.1Possibility of M&A 
11.2 Value of M&A
12. Feikangda Express Service Ltd.
12.1Possibility of M&A 
12.2 Value of M&A
12. Shanghai Xunda Express Company
13.1Possibility of M&A 
13.2 Value of M&A
14. Airborne Express Company
14.1Possibility of M&A 
14.2 Value of M&A
15. Guiyang Chengmei Logistics Express 
15.1Possibility of M&A 
15.2 Value of M&A
Chapter 16 M&A Risk in China¨s Logistics Industry 
Section 1 Channel integration 
Section 2 Development strategy 
Section 3 Market fluctuation 
Section 4 Customer management 
Chapter 17 Recommendation of M&A in China¨s Logistics Industry

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