A. Company & Market Outlook
To begin, how would you describe the current state of the logistics market from your perspective as Country Manager?
The logistics market is currently in a phase of profound transformation. Alongside ongoing cost pressure, geopolitical uncertainty and regulatory requirements, we are seeing accelerated digitalization and a noticeable period of consolidation, both of which are fundamentally reshaping the market.
For logistics providers, this means operating in an environment where efficiency, transparency, and resilience are more critical than ever. At the same time, we are navigating a transformational phase in which long-term investments in technology, networks, and sustainability must be balanced with day-to-day operational excellence.
These combined dynamics make the current market challenging but also strategically very relevant for our customers and for the future of logistics.
Looking ahead, what major trends do you believe will shape the industry over the next three to five years?
We see digitalization, sustainability and network resilience as important trends. Customers increasingly expect transparency, speed and simplicity across the entire supply chain. With the recent launch of the ‘DACHSER Platform’, we are taking an important step in this direction. It creates a single digital entry point for our customers, improving visibility, efficiency and simplicity. At the same time, the industry will continue to evolve towards more resilient and flexible networks, enabling logistics providers to respond faster to changing market conditions and customer needs.
Are there any market developments that you feel are still underestimated or overlooked by the industry?
Logistics is people business. No matter how advanced our systems or networks are, without skilled and committed people we simply cannot deliver. The ongoing shortage of drivers and qualified logistics professionals is therefore one of the most underestimated challenges which our industry is facing today.
B. Company Strategy & Future Development
What are the strategic priorities your company is focusing on right now?
Our strategic priorities are centered on delivering high-quality, integrated logistics solutions while continuing to transform for the future. Over the past year, DACHSER has remained fully committed to its long-term growth strategy which is strengthening our network, enhancing service quality and expanding our digital capabilities. This focus includes investments in core areas such as network development, digitalization and end-to-end services.
How do you balance long-term transformation with the day-to-day operational pressures of the logistics business?
We balance this by combining strong entrepreneurial responsibility at our branches with the strength of one integrated network. Our local teams operate close to our customers and markets, which allows us to respond quickly to daily operational challenges. At the same time, we are fully embedded in a standardized, company-wide network that provides stability, shared systems and common strategic direction.
Can you share one initiative or investment that you believe will significantly
influence your company’s future?
One initiative that will significantly influence our future is @ILO, our digital twin for cross docks within DACHSER. @ILO mirrors our transit terminal in the digital world and allows us to simulate, analyse and optimize processes more effectively. It enhances planning accuracy, improves visibility and supports better decision-making in both daily operations and strategic projects. For our customers, this means greater faster reactions, even higher reliability and more efficiency while for our employees it provides better tools to manage complexity and operate more efficiently.
C. Innovation, Digitalization & Technology
Digital transformation is reshaping logistics. Which technologies do you see as
most impactful for your operations?
Digital transformation in logistics is driven by several technologies, including integrated platforms, advanced data analytics, AI and automation. Artificial intelligence is currently one of the most topical developments and it has become an essential part of modern logistics operations.
AI at DACHSER is used as a digital assistant that supports our teams in areas such as forecasting, planning and process support, while responsibility and decision-making remain with people. When combined with our integrated systems and logistics expertise, these technologies help to create more stable processes and better informed decisions across the network.
How do you ensure that innovation translates into real value for customers and
employees?
For us, innovation never starts with the tool, but with the bottleneck. We first identify where processes can be improved and then evaluate which technologies we need. We start small, test solutions well and only scale them once they are proven and stable.
Because our branches operate in a highly standardized way, new concepts must work 98% in practice before being rolled out across our global network. This disciplined approach support quick fixes and ensures that innovation delivers lasting value for both customers and our teams.
Is there a recent digital or automation project you’re particularly proud of? What results have you seen so far?
I would again have to mention @ILO, the digital twin. This is in many ways a great innovation that will have a huge impact on the future of logistics for us.
D. Sustainability & ESG, CSRD & Lean & Green
Sustainability is becoming a competitive factor. How is your company integrating
ESG, CSRD, Lean & Green into its strategy?
Sustainability is not treated as a separate topic at DACHSER, but as an integral part of how we manage and develop the company. ESG objectives and CSRD requirements are embedded into our governance, reporting and decision-making processes, ensuring transparency and consistency across the network.
What concrete steps are you taking to reduce emissions or improve resource
efficiency?
A good example is our DACHSER Emission-Free Delivery concept, which is already implemented in 25 European cities, where we use electric trucks and cargo bikes to deliver the inner cities with zero local emissions. At the same time, we are continuously improving efficiency through optimized transport planning, higher load factors and intermodal solutions.
Do you see sustainability as a cost, an opportunity, or both?
Sustainability is both a challenge and an opportunity. While it requires investment and disciplined implementation, it also drives efficiency, innovation, strengthens customer relationships and supports long-term competitiveness.
E. Workforce, Skills & Leadership
The logistics sector faces a talent shortage. How are you addressing this challenge?
The shortage of drivers and skilled logistics professionals is one of the most pressing challenges for our industry. We address this by investing consistently in training, development and long-term career paths. Just as importantly, we focus on creating a stable and comfortable working environment with good guidance and structures, modern tools, transparent communication and a strong culture.
Which skills do you believe will be most important for the logistics workforce of the future?
Beyond technical and operational skills, the most important quality will be a strong willingness to learn, to stay curious an in being resilient. Logistics is evolving swiftly and people must be open to learn and work with new technologies, new ways of working and constant change. You can handle that more easy with a high level of resilience.
From a leadership perspective, what principles guide you in navigating uncertainty and rapid change?
Our leadership approach is guided by clear principles: providing direction and clarity, taking ownership, strengthening collaboration and empowering people to act responsibly. Especially in times of uncertainty, authenticity, trust and the courage to drive change are essential. When we as leaders create a clear framework and trust our teams, the organization can adapt and move forward with confidence.
F. Collaboration & Ecosystem Development
How important are partnerships whether with clusters, startups, or research institutions for your company’s innovation and growth?
Partnerships are important, particularly in an environment like Luxembourg where logistics is not always the primary topic on the agenda. Clusters and collaborative platforms play a crucial role in bringing stakeholders together, creating visibility for the sector and exchange between industry, research and public institutions. This cooperation helps ensuring that logistics remains innovative, competitive and well represented.
What types of collaboration do you believe the logistics ecosystem needs more of?
There is clear value in collaboration in areas that are not competitively sensitive. This includes joint work on standards, skills development, sustainability initiatives and pilot projects that help the industry move forward as a whole.
How can our cluster better support your company and the broader industry?
By continuing to act as a neutral platform that connects companies, startups and policymakers. Facilitating knowledge sharing, especially on new trends, supporting innovation and strengthening cooperation.
G. Customer Expectations & Service Evolution
How have customer expectations changed in recent years and how are you adapting to them?
We carefully listen to our customers and try to respond to their needs. Customer expectations change very quickly due to the dynamic market developments.
We adapt by staying close to our customers, offering integrated solutions and continuously improving how we communicate and deliver across our network our wellknown very high quality.
What does “excellent customer experience” mean in logistics today?
Excellent customer experience today is defined by resilience and reliability. Customers want supply chains that continue to perform even when conditions getting worse or just change. Being able to scale volumes up, adapt quickly and still deliver quality consistently is essential. In this sense, flexibility is not only about ad-hoc solutions but about having strong, well-structured networks that customers can rely on in any situation.
Are you seeing new customer segments or demands emerging?
We see growing demand from customers with complex supply chains who require tailored solutions, as well as from industries that place higher expectations on transparency, reliability and efficiency.
H. Future Opportunities & Vision
Where do you see the biggest growth opportunities for your company in the coming years?
The biggest growth opportunities lie in integrating our logistics services even more closely across transport, warehousing and value-added solutions. By ensuring that these services work seamlessly together across our network, we can support customers with scalable, end-to-end solutions that adapt to changing supply chain requirements. Especially in Luxembourg we will start to concentrate also on the cosmetics sector in future as we have a special business solution for that.
Are there new business models or innovations you believe will redefine logistics?
Already mentioned earlier, but @ILO will redefine logistics.
What excites you most about the future of your company and the industry?
What excites me most is the opportunity to actively shape the future of logistics. Despite all the challenges, logistics has never been more relevant. With a powerful team of committed people, a strong network and the right investments, we can continue to give our customers the competitive edge they need.