DHL Global Forwarding CEO Talks M&A Strategy – Key Insights from SCD

Recommendation: pursue a measured set of merger and acquisition deals to strengthen ports, maintenance hubs, and freighter capacity, while selling non-core assets to fund aircraft support and saloodo-enabled digital flows in the world logistics network.

In the next 24 months, target 2–3 regional acquisitions valued at 120–180 million USD each, designed to consolidate access to key ports and maintenance centers, with 40–60 million USD in annual sale proceeds to reallocate to freighters and aircraft maintenance, enabling 6–8 additional rotations per quarter.

Operational changes should prioritize maintenance efficiency and utilization: extend maintenance intervals for a pool of 12 wide-body aircraft, achieve 15% shorter turnaround times at selected ports via modular handling, and reduce dwell times by 5 days through saloodo-enabled scheduling and real-time visibility.

These moves demand close collaboration with partners across the world, and the role of internal teams is to deliver these targeted changes at scale while maintaining outstanding service, with executive support that tracks cost, schedule adherence, and risk looks across a 12-month horizon.

Driving these changes yields incremental annual revenue in the tens of millions, with margin improvement of 2–3 percentage points and maintenance cost reductions reaching 10–12% in targeted hubs. The sale of non-core units should be funded by saloodo-enabled logistics automation and aircraft upgrades, ensuring a stronger role for these assets in the world’s saloodo-powered network.

DHL Global Forwarding: CEO Talks M&A Strategy

Recommend initiating a disciplined mergers and acquisitions program, targeting mid-size cross-border logistics assets in Europe, with belgium as the first anchor to secure capacity and momentum.

Centricity about customer needs shapes the target profiles: prioritize ecommerce-driven networks, time-critical supply chains, and regional products to maximize return on capital.

Screening and due diligence must be tight: screen 30 targets in europe within a 60-day window, with ROIC hurdle around 12-15% and potential capacity uplift of 20%.

Delivery plan includes appointment of an integration lead, mapping synergy domains, migrating IT platforms, and unifying warehousing with aligned service levels.

Operational blueprint focuses on ecommerce fulfillment, cross-docking, last-mile options, near-shoring opportunities; create scalable solutions across the network.

Belgium anchor: belgium-based facility with 100k square feet, capacity to add 25k pallet positions; synergy savings of 8-12% per year; first-year gains come from network optimization.

Market context highlights a wind of demand in europe; customers expect reliable supply; massive ecommerce growth requires resilient logistics networks; this plan leverages record performance in existing networks.

Governance and execution rely on dedication from most teams, with a clear appointment of cross-functional oversight; results include improved capacity, enhanced products, and a stronger regional footprint, driving long-term value.

M&A Strategy Vision: What Drives DHL’s Approach

Vision centers on disciplined capital allocation, regional consolidation, and a scalable network design to drive long-term value after market shifts. The approach prioritizes bolt-on acquisitions in high-potential markets and a consolidated hub layout to lift efficiency and resilience across several years, looking for different solutions that support work in complex supply chains.

Driving capacity gains across pacific and arabia corridors rely on a mixed fleet including aircraft and freighter assets, supported by a network that enables faster cross-zone movement and reduces cycle times.

Execution of bolt-on activity follows a disciplined screening, with appointment of local leaders to own P&L in key markets and a phased integration to protect margins and capture synergies.

This will ensure strong returns: the program targets multi-million-dollar savings and capacity gains, supported by standardized supply planning, repeatable processes, and robust solutions across multiple regions and years.

The outlook accommodates changes in trade patterns, with a focus on different regional models and a grateful customer base that benefits from reliable service across pacific, arabia, and related routes.

Target Markets and Synergies: Prioritizing Regions and Sectors

Prioritize africa and arabia as primary targets, expanding ship capacity and the dhls platform with extensive solutions to support ecommerce growth and high-volume ship movements. Build a robust, end-to-end backbone that scales from first-mile to last-mile, delivering the most competitive performance while maintaining cost discipline across years.

In africa, focus on corridors that connect coastal gateways with inland markets, targeting consumer products, agro-commodities and healthcare goods. Use digitalization to shorten cycle times and provide real-time status to customers. Inventory held at moored hubs reduces delays and adapts to wind conditions, while maintaining strong cross-dock throughput.

arabia segment emphasizes high-value shipments for energy, industrial equipment, pharma and electronics. Rely on rapid air options to satisfy after hours demand and create premium customer programs supported by a streamlined customs workflow to sustain outstanding service levels. Align capacity with demand signals to capture first-mover advantages in time-sensitive sectors.

Cross-region synergies arise from a unified ecommerce trail across channels, enabled by a single platform and digitalization backbone. Consolidate warehousing, returns handling and last-mile support to deliver a seamless customer journey in africa and arabia, while leveraging regional flights networks to maximize most efficient routes around peak seasons and back haul utilization.

Execution metrics focus on a record on-time delivery rate, elevated capacity utilization and reduced backlogs, with targets set for each year. Track customer satisfaction, solutions scalability and ecosystem partnerships, and adjust investments in automation and training to sustain outstanding growth for the next years.

customer experience drives execution, with emphasis on predictable transit times and proactive exception handling.

Due Diligence Checklist: Financial, Operational, and Legal Focus

Financial diligence driving decision quality starts with a three-year P&L deep-dive. Demand line-item disclosures for revenue by service, cost of services, maintenance spend, and capex allocation. Validate working capital cycles with aging data, receivables, payables, and vendor terms. Require a forecasted cash conversion that aligns with the planned expansion, using a baseline of revenue around 250 million and EBITDA near 60 million, with maintenance and fleet-related capex totaling roughly 40 million annually. Use tpm23 as the measurement framework to monitor milestones and trigger due-diligence holds when variances exceed 10%. For a regional player with aspirations in Arabia and adjacent markets, stress-test FX, fuel, and contract inflation to reveal the most impactful levers. The financial view should be tied to customer mix, contract maturity, and channel diversification that drive free cash flow.

Operational diligence looks at fleet age, maintenance cycles, and the reliability of the logistics network. Verify aircraft utilization, maintenance intervals, and life-extension plans; confirm spare-parts availability with a 90-day supply plan and a 6–8 week lead time for critical components. Map the regional footprint and intermodal flows: air, rail, and trucking links that connect hubs to customer sites. Assess several performance metrics: on-time performance, maintenance backlogs, and incident rates. Evaluate roles of operators and maintenance teams; ensure clear authority lines and escalation paths. Validate maintenance budgets against actuals; track changes in maintenance regimes and upgrades that may affect near-term cash needs. The aim is to maintain service levels while driving cost efficiency. Highlight near opportunities in Arabia and neighboring routes.

Legal review confirms licensing validity, permits, and regulatory registrations for aviation and rail activities in Arabia and neighboring regions. Scrutinize major customer and supplier agreements for change-control, termination, and data-privacy obligations. Audit litigation exposure, ongoing disputes, and warranty commitments. Verify employment terms, union and contractor arrangements, worker classifications, and non-compete covenants. Ensure sanctions screening and anti-bribery controls are in place.

Integration planning centers on driving synergy capture while protecting current service commitments. Define an ideal governance model with clear decision rights and a release plan for asset transfers, contract migrations, and system deployments. Assign owner roles for joining teams, with held milestones and gates for each stage. Map near-term priorities: consolidate back-office functions, standardize SOPs, and harmonize customer interfaces across companys footprint. Establish a KPI set that tracks cash impact, fleet utilization, and customer retention, leveraging innovation in data analytics to shorten ramp times. Soon these actions leading to a smoother transition.

Risk, reporting, and ongoing diligence: Establish continuous monitoring with weekly dashboards covering liquidity, maintenance burn, and regulatory risk. Ensure auditors and legal counsel participate in a periodic release of findings; maintain a transparent log of changes; prepare a 90-day audit package for senior leadership. Using a regional lens, track Arabia-specific regulatory changes and labor rules; keep a watch on changes to sanctions that could affect operators.

Integration Roadmap: Milestones, Timeline, and Change Management

Recommendation: implement a phased integration with a 24-month horizon, anchored by three gating milestones and a dedicated change-management office to drive customer-centric outcomes across regional networks. Ensure executive sponsorship is held by the most senior operations leader and that the appointment of change leads occurs within the first 60 days.

1. Baseline governance and principle setting: form a cross-functional steering group, hold initial design workshops, and define decision rights and escalation paths to ensure rapid, decisive actions. Align on most critical customer requirements and set a 12-month target for first measurable improvements in throughput and on-time delivery.
2. End-to-end process harmonization: map flows across sales, forwarding, logistics, and maintenance; standardize operating procedures; implement common KPIs; establish a single data model to drive consistent execution across aircraft, freighters, and ground teams. Target a 15% reduction in cycle time in the first year.
3. Network and asset integration: consolidate hubs, optimize freighter routing, and synchronize maintenance planning for aircraft and moored assets. Drive cross-border flows across Africa and the Pacific corridor, improving capacity utilization and reducing idle time on key routes.
4. Systems convergence and data integrity: migrate ERP, WMS, and TMS to a unified platform, enable API-driven data exchange, and institute data-cleaning standards. Ensure a 90% data accuracy rate within six months of go-live in pilot markets and expand to all markets by year two.
5. Enablement and stabilization: execute a rigorous change-management program with hands-on training, targeted communications, and stakeholder engagement. Implement appointment-based readiness checks, strengthen customer-facing processes, and track adoption through a centricity-focused scorecard to confirm improvements in customer satisfaction and service levels.

2. 0–3 months: kickoff, governance setup, and capability mapping; appoint change leads; complete risk register; establish a 6-week training plan and a rapid-release pilot schedule for high-priority routes.
3. 4–9 months: pilot in several markets, including Africa and Pacific nodes; deploy common SOPs; integrate core data feeds; achieve early gains in throughput and visibility; validate maintenance coordination for freighters and related aircraft.
4. 10–18 months: broader rollout across remaining markets; finalize network alignment and asset scheduling; standardize performance reporting; realize cost-to-serve reductions and improved asset utilization.
5. 19–24 months: stabilization and optimization; sunset legacy systems; lock in long-term governance; extend best practices to suppliers and operators; measure customer experience gains and prepare for next growth phase.

Change-management plan focuses on capability uplift and stakeholder trust. Actions include leadership alignment sessions, a structured training cadence, and frequent, transparent communications to customers and partners. Emphasize enhancements through every touchpoint, supported by a strong logistics backbone and a commitment to delivering reliable service across air and ground operations. Leverage direct feedback to adjust processes and maintain a grateful, collaborative posture with operators and suppliers, ensuring supply continuity through all transitions.

Risk, Compliance, and Regulatory Considerations in Global Deals

Recommendation: Establish a proactive regulatory-diligence playbook that starts during negotiations and remains active after signing. Deploy automated screening, a central data store, and governance gates to protect licenses and reduce post-close delays.

• Regulatory mapping: catalog jurisdictions, licensing needs, and port-specific rules; build a decision matrix to determine whether licenses, permits, or antitrust clearances may be required in each market.
• Sanctions and export controls: screen counterparties and end-use requirements; assign risk tiers; require red flags to trigger rapid governance review within 24–48 hours.
• Customs, tariffs, and origin: implement correct tariff codes, verify origin criteria, and ensure preferential agreements are used when eligible; document value declarations and incoterms to prevent penalties and delays at entry points.
• Data protection and cross-border transfer: map personal data flows; select transfer mechanisms such as standard contractual clauses; confirm data-storage locations and breach-response commitments with service providers.
• Antitrust and competition: assess potential concentration effects; prepare filings if regulator thresholds exist; include divestiture options in deal design where required.
• Operational risk controls: set incident-response playbooks for cargo loss or mislabeling; require standard operating procedures for port handling, container mooring, and cargo verification checks at loading and unloading points.
• Third-party risk: evaluate agents, carriers, and customs brokers; implement ongoing screening, audit rights, and mandatory training on compliance requirements.

1. Phase 0 – Preparation: inventory jurisdictions, review licenses, and map ports and customs offices involved.
2. Phase 1 – Diligence: screen counterparties, verify origin, and confirm product classifications and end-use restrictions.
3. Phase 2 – Integration: align processes across teams, implement dashboards, and test reporting and remediation workflows.
4. Phase 3 – Sustainment: monitor, audit, train, and continuously improve controls; refresh risk registers and regulatory calendars annually.

Implementation delivers measurable value: reduced delays at entry points, lower risk of fines, and clearer governance for post-close integration, supported by regular board-level risk reviews and concrete remediation plans for any identified gaps.

How to Start a Conversation: Contact Us for M&A Inquiries

Begin with an essential one-page brief that defines objective, regional footprint, and how the proposal will impact customer experience across products. The ideal outreach avoids such generic statements and focuses on concrete metrics, timelines, and market context so the review accelerates and supports innovation.

Frame the period and scope: outline a 60- to 90-day diligence window, plus a 12- to 18-month integration plan. In the message, include a high-level look across the years ahead and note any announced milestones that set expectations for the pacific region. This structure helps manage stakeholders, holds accountability, and keeps discussions focused on tangible outcomes.

Value context: specify the share of portfolio or revenue that could be affected, with scale in million USD where relevant. Mention changes across supply, rail, and ship operations, as well as ecommerce channels, to help triage outstanding issues and drive results. If any announcements refer to December milestones or changes, highlight them to align with seasonal release plans and market windows.

Engagement setup: identify regional roles across product management, operations, and commercial teams, and describe how the collaboration will look across internal functions and external partners. Clarify governance, the cadence of reviews, and how the release of information will be coordinated to prevent delays.

Contact and process: provide a secure form or designated inbox for inquiries, plus a direct phone option for urgent conversations. Include a concise executive summary, expected timelines, and the internal tag tpm23 to track progress. Ensure the message communicates what will be discussed in the first call and what documents should be prepared to accelerate the evaluation.