1. Welcome to CEVA Logistics

2. 2
• Revenue – €7,2 billion
• Over 49,000 employees
• 1,000 locations in > 160 countries
• 10 million square meter combined
storage space
CEVA: Merger of TNT Logistics and EGL
4th largest global supply chain company

3. Our vision is to become the most admired
company in the supply chain industry

4. What do we stand for?
Vision
CEVA will be the most admired company in the supply chain
industry exemplifying Unity, Growth and Excellence
Foundations
• UNITY: One company – one team
• GROWTH: Outperform market growth
• EXCELLENCE: Perfection is our goal
Mission CEVA – making business flow
Values
• Passionate about customers
• Energetic and eager
• Performance driven
• Successful
• Agile and responsive
• We promote and value diversity
• Value people
• Supply chain masters
• Integrity and respect are our way of life

5. Our integrated end-to-end service portfolio
Manufacturing
support
Inbound
Logistics
Warehousing &
Distribution
Centers
Outbound
Logistics
Aftermarket
Services
Final Mile
Solution
Integrated supply chain management

6. Balanced sector portfolio
Automotive
28%
Technology 20%
Consumer and Retail 23%
Industrial 17%
Other 5%
Energy 7%

7. What we offer
Contract Logistics
End to end Solutions
Freight Management
Consulting and Solutions Design
Operations Excellence
Smart Solutions

8. Contract Logistics versus Freight Management
based on Benelux data
Contract Logistics (CL) Freight Management (FM)
Employees ± 1,500 (excl. temp) ± 270 (excl. temp)
Customers 50-100 > 1,500
Warehouse area ± 480,000 sqm ± 16,000 sqm
Typical customer KPI’s Inventory Accuracy On Time Performance
BD/sales project 6-12 months 1 day – 3 months
Contract duration Avg. 10 years 80% without contract
Operations vs. Office 80/20 20/80
Based on the numbers of October 2013

9. OCEANFREIGHT (FM)
15 May 2014Title of Presentation9
Global Container Traffic in 2010:
152,100,000 TEU
(8,450 Maersk Triple-E`s or 18.5 million
cargo planes)

10. AIRFREIGHT (FM)
15 May 2014Title of Presentation10
About 3% of all intercontinental cargo
flows is shipped by air
1,100 of the worlds biggest cargo planes together,
have a total load capacity of ~ 82,500 metric tons.
This equals 50% of the tonnage of 1 single Maersk
Triple-E Class Vessel.

11. Impression of the Warehouse (CL)

12. Impression of the operation

13. Our LEAN approach
• Structured continuous improvement program eliminating waste
• Introduced at CEVA in 2004 and being constantly improved since
• Empowering employees to actively engage in problem solving
• Robust training program at all levels; e.g. our supervisors are trained in Kaizen (the Japanese
term for changing for the better) and use this methodology to solve specific problems in their
areas.
Lower costs Higher quality Shorter lead time
• Eliminating waste
(over-processing,
inventory, rework,
waiting etc.)
• Effective scheduling
and tracking
• Streamlining processes
• Standardize work
• Built in quality
• Quality focus
(performance
management)
• Reducing buffers
• Reducing batches
• Reducing cycle times
The LEAN culture is fully embedded and delivering benefits across all CEVA sites around the world

14. Excellence in Operations:
Site Classification Assessment
• CEVA has one of the most robust site classification
systems in the logistics industry allowing us to
consistently deliver Operational Excellence across
the world
• With 22 measurable excellence standards, every
function within our facilities is evaluated - from
Human Resources and Finance to Freight
Management and transport
• Applied for each of CEVA’s 1,000 sites worldwide
• Through these metrics we constantly monitor our
progress and strengthen our performance driven
culture.
45
Showcase
sites
over 480
Basic+
sites
Developing
Basic
Advanced
Showcase
Operations
Excellence
progression
Approx. 95% of operations in the
logistics industry fall under the Basic
and Developing category
Where we are:

15. Site Classification
Best practices (5S program)
Sort
Sanitise
StandardiseStraighten
Sustain

16. Site Classification
Best practices (Continuous improvements /kaizens)
Supervisors achieve improvements by using the kaizen method
Kaizen geimplementeerd
PLAN
DOCHECK
ACT