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Logistics Outsourcing in Brazil by Adriana Rossiter Hofer, Ph.D. & Richard D. Armstrong September, 2008 Phone: +1-800-525-3915 Website: www.3plogistics.com Email: [email protected] ABOUT ADRIANA ROSSITER HOFER, Ph.D. Adriana Rossiter Hofer, Ph.D. (University of Maryland) is a visiting professor in the Department of Marketing and Logistics at the Sam M. Walton College of Business, University of Arkansas. Adriana’s research interests include logistics outsourcing partnerships and supply chain collaboration. Her research has appeared in the Journal of Air Transport Management and several conference proceedings. Prior to pursuing her Ph.D., Adriana worked as an engineering consultant specializing in the design, privatization, and concession of transportation infrastructure. Adriana was born and raised in Brazil. ABOUT ARMSTRONG & ASSOCIATES, INC. Armstrong & Associates, Inc. is a supply chain market research and consulting firm specializing in 3PL market research, provider benchmarking, strategic planning, mergers and acquisitions, logistics outsourcing, centralized transportation management programs, and supply chain systems evaluation and selection. Armstrong & Associates publishes Who’s Who in Logistics and Supply Chain Management – The Americas and Who’s Who in Logistics and Supply Chain Management - International. Recent research papers include Warehousing in North America - 2008, Hanging Tough – U.S. and Global – 3PL Financial and Acquisition Results for 2007 and Projections to 2010, and Trends in 3PL/Customer Relationships. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopied, recorded or otherwise, without the prior permission of the publisher, Armstrong & Associates, Inc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Armstrong & Associates delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such, Armstrong & Associates can accept no liability whatsoever for actions taken based on any information that may subsequently prove to be incorrect. 2 ©Copyright 2008 Armstrong & Associates, Inc. Introduction Brazilian logistics keeps gaining momentum. It is estimated that logistics expenditures account for approximately 12% of Brazil’s gross domestic product (GDP), a figure that is higher than many other Latin American countries. The amount of freight that is managed by carriers and third-party logistics providers (3PLs) continues to increase. In addition, the portfolio of services offered by these firms has expanded and includes more specialized and strategic services. Due to competition of global 3PLs and rising customer expectations, industry standards continue to rise. Brazilian 3PLs are also moving towards new ways of doing business. They are striving to build more collaborative and long-term relationships with customers. As a result, many are able to improve customers’ operations. At the same time, Brazilian logistics providers face many challenges on various fronts. While users of 3PLs are generally satisfied with their outsourcing relationships, the majority still contract only basic transportation and warehousing services. Users are reluctant to outsource more strategic functions. Inefficient infrastructure, lack of intermodalism, poor balance in the national transportation matrix, and tax distortions also pose difficulties for 3PL operations. Despite these challenges, there are many opportunities and initiatives for improvement. Governments at national and state levels have been working together with the private sector in order to improve logistics infrastructure. Logistics professionals are building professional networks for the exchange of best practices and knowledge. As the market for logistics outsourcing grows, services are becoming more comprehensive, and there are an increasing number of programs for infrastructure development. In a nutshell, Brazil is an expanding market for logistics outsourcing. Overview of the Brazilian 3PL Market Third-party logistics, measured by the growing number of 3PLs1 and their revenues, is a dynamic industry in Brazil. Reported revenues increased over four times in the last five years. Total revenues are estimated at $14 billion (25 billion Brazilian Reais)2 for 2007. Total logistics costs for Brazil are estimated at $140 billion (245 billion Brazilian Reais). An estimated, 75% of 3PL revenues are reported yearly to the Center for Logistics Studies (CEL/COPPEAD)3 at the Federal University of Rio de Janeiro. In 2005, 133 3PLs reported. 1 In this report, a 3PL provides a minimum of transportation services and may provide value-added warehousing, etc. 2 Exchange rate, 1 Brazilian Real = 57 Cents 3 CEL/COPPEAD studies are now developed at the Logistics and Supply Chain Institute (ILOS). 3 ©Copyright 2008 Armstrong & Associates, Inc. Figure 1: Evolution of Total Revenue and Number of 3PLs – 2000-2005 (In billions of Brazilian Reais - R$) 140 25.000 133 124 120 118 114 112 20.000 107 21.327 100 80 16.433 15.000 60 10.000 10.241 40 5.000 20 6.023 4.733 3.399 0 0.000 2000 2001 2002 2003 2004 2005 Number of 3PLs Total Revenue Source: CEL/COPPEAD The median 3PL revenue reported was $91 million (160 million Brazilian Reais) in 2005. We estimate median revenue grew to $105 million for 2007. The cumulative annual growth rate was 38% for years 2000-2005. By comparison, the median revenue of North American 3PLs is $165 million with average total revenues of $687 million. Figure 2: Revenue Evolution for 3PLs – 2000-2005 (In millions of Brazilian Reais – R$) 180 160.25 160 139.26 140 120 100 91.43 80 60 52.83 38.17 40 31.76 20 0 2000 2001 2002 2003 2004 2005 Source: CEL/COPPEAD 4 ©Copyright 2008 Armstrong & Associates, Inc. The median number of 3PL employees is 700. The revenue per 3PL employee in Brazil is $32 thousand. In the U.S., the revenue per value-added warehousing and distribution (VAWD) 3PL employee is about three times as much with a range of $84-$106 thousand depending on industry vertical emphasis and prevalence of reverse logistics services being offered. The mean earnings before interest and tax (EBIT) margin for U.S. based VAWD 3PLs runs 5.5 – 6%; net income margins are 3.5 – 4% depending on the year. We do not have comparable margin information for Brazil. Figure 3: Median Number of Employees – 2001-2006 800 700 670 679 600 605 500 400 407 407 348 300 Number of Employees of Number 200 100 0 2001 2002 2003 2004 2005 2006 Source: CEL/COPPEAD In the following table, we provide a list of major Brazilian 3PLs. Specific 3PL profiles are reproduced in Appendix A for some of these providers. A listing of over 100 3PLs is given in Appendix C. CVRD tops the list of the largest providers in Brazilian logistics. CVRD is the world’s largest iron ore miner and supplier. Part of its logistics operations were spun off into Log-In Logística which underwent an initial public offering (IPO) in July, 2007. 5 ©Copyright 2008 Armstrong & Associates, Inc. Table 1: Largest Brazilian Logistics Providers Gross Revenues Provider (R$ Millions) Market Share Companhia Vale do Rio Doce (CVRD)* 3,200 14.5% MRS Logística 2,515 11.4% América Latina Logística (ALL) 2,400 10.9% Aliança Navegação e Logística 2,200 10.0% DHL 2,000 9.1% Júlio Simões Transportes e Serviços 952 4.3% Martin-Brower 799 3.6% Ceva 763 3.5% Tegma Gestão Logística (Coimex) 716 3.3% Rapidão Cometa 561 2.5% Luft 500 2.3% Santos Brasil 488 2.2% Armazéns Gerais Columbia 483 2.2% Gafor 400 1.8% Wilson, Sons Logística 386 1.8% Log-In Logística 326 1.5% Transportadora Binotto 299 1.4% Schio 250 1.1% Cargo Logística Integral (CSI) 222 1.0% Usifast Logística Industrial 205 0.9% Grupo Beta 200 0.9% Gefco Logística do Brasil 199 0.9% Penske Logistics do Brasil 181 0.8% Localfrio – Armazéns Gerais Frigoríficos 170 0.8% Transportadora Americana 150 0.7% Cesa Logística 144 0.7% Quick Operadora Logística 115 0.5% Movicarga/Célere 100 0.5% McLane 85 0.4% Conseil Logística e Distribuição 80 0.4% Gtech Transportes & Logística 78 0.4% Standard 77 0.3% TDS Logística 66 0.3% Grupo TPC - Operador Logístico 65 0.3% Metropolitan Logística 65 0.3% Exata Transportes e Logística 59 0.3% Marimex 59 0.3% Delta Records 55 0.2% Fly Express 47 0.2% Multilog 46 0.2% Telefônica Gestão de Serviços (TGESTIONA) 45 0.2% Intermaritima 42 0.2% AGR/Rodasul 39 0.2% Santa Rita Logistic 35 0.2% Grecco Logística 33 0.1% MBB Comércio e Serviços 33 0.1% Syn da Amazônia 32 0.1% Petrolog Serviços e Armazéns Gerais 25 0.1% AGM Logística e Ger. Docum. 21 0.1% Support Cargo 15 0.1% Total 22,026 100.0% *Revenues of CVRD are solely in logistics. 6 ©Copyright 2008 Armstrong & Associates, Inc. Description of 3PL Services Offered and Contracted Background and services offered. Brazilian 3PL service offerings are dominated by value-added warehousing and distribution (VAWD), dedicated contract carriage, and consulting. There are a growing number of sophisticated VAWD operations in Brazil. For example, the sites visited by Armstrong and Associates (Appendix B) were very similar to U.S. operations. As in the U.S., many logistics providers have emerged from carriers that expanded their services. Trucking companies have traditionally performed the transportation services between manufacturers, wholesalers, retailers, and general warehousing companies. But since the early nineties, the structure of commercial supply chains started to change. With lower or in many cases eliminated trade barriers, Brazilian manufacturers faced new and fierce competition from an influx of national and international products. As a result, firms were forced to review operations and cut costs.
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