Trucking and Control Brochure

Trucking and Control

the missing link.

Trucking and ControlConcept

© 2011 VDH vormgeving

“Think Big, Act Small”Geert Vos - managing director

Business Plan TRUCKING AND CONTROL - page number 1

Content01. Preface page 302. Introduction page 3 02.01 General company description

02.02 Mission 02.03 Vision 02.04 Core values 03. External analysis page 10 03.01 The market 03.02 Profitability 03.03 The customer 03.04 Competition 03.05 Threats 03.06 Opportunities 04. Internal analysis page 15 04.01 Organization 04.02 Market share and positioning 04.03 Marketing 04.04 Sales 04.05 Strengths 04.06 Weaknesses 05. Operational page 19 05.01 Facilities 05.02 Drivers 05.03 Financial administration 05.04 Communication and administration 05.05 Management information system 05.06 Stock management 06.06 Licenses and certificates 06. Strategy page 23 06.01 Short-term goals 06.02 Long-term goals 06.03 Future opportunities 06.04 Timeline 06.05 Future organization 07. Budget page 25

2 Business Plan TRUCKING AND CONTROL - march 2011

Liverpool

Transport by truck

Immingham

Rotterdam

NovaraBrescia

Transport by boat

Transport by train

EXAMPLEof an intermodal

transport chain


Preface01.01

Introduction02.01

Preface.

This document has been prepared as a business plan for Trucking and Control

bv, as a supporting document for the Trucking and Control presentation.

It will provide insight into Trucking and Control activities for others such as the

government, transport organizations and financial institutions.

General company description.

Trucking and Control bv is a transport company that focuses on the missing

link in the intermodal transport chain. When goods are transported intermodal,

the goods travel from, for example, X in the UK to Y in Italy. This means the

container is loaded in X, travels to a nearby port, for example XX. Then, the

container is put on a ship and transported to a port in the Benelux (XXX).

There, it is loaded onto a train on which it travels to a railway station in Italy

(YY). From the train station to the recipient (Y) of the container the transport is

once again handled per truck.

These two trucking parts are the missing links. The intermodal transport companies

do well with arranging the train and ship transports, but the trucking is an issue.

There are a limited amount of train stations and ports, but an unlimited amount of

loading and discharging locations, since the customers can be located anywhere.

Because the intermodal logistics companies cannot cover every region with their

own trucks and because the demand for transport fluctuates heavily, they often

employ third parties for the trucking. These companies are mostly not specialized,

not well equipped and not able to keep control over the missing link.


THE VOLVO FHreliably takes your cargo anywhere


Introduction02.01

The problem with these third party companies, often driver/ owners, is that they

have to handle some key aspects of intermodal transport:

01. Direct customer contact. The truck drivers directly communicate with the

customers at both ends of the chain. There are no guarantees that the truck

driver will behave as the intermodal supplier desires, or that he in any way

represents the hiring company.

02. These drivers are not specialized in handling tankcontainers. They deal with

regular boxcontainers and some of them also handle loose freight. With

tankcontainers proper control is more important than it normally is, because

handling a tankcontainer requires more knowledge and mishandling can lead to

high costs. For example, damages, rest loads, ullage problems or cleaning.

03. The drivers control the most important parts of the chain: loading, discharging

and cleaning. This is a big responsibility to leave in the hands of not state of

the art drivers.

To solve this issue, we are providing intermodal transport companies with an

alternative: Trucking and Control. We have our own drivers and trucks that are

specialized in handling tankcontainers and specific procedures like the interchange.

Our specialists are trained to look and act professional when dealing with customers.

They have also received training in dealing with food and chemical safety standards.

We provide professional and reliable trucking solutions for intermodal transport

companies. In addition, this means that our customers no longer have to worry

about dealing with these driver/ owners, they simply call us. In addition, we can

also arrange their planning. All the companies have to do is let us know what needs

to be picked up where and its destination. This allows for two major advantages:

the companies do not require a big staff for the trucking part. In addition, Trucking

and Control is able to keep control over the tankcontainer, the cargo and the

administrative aspects; we control our customers’ costs.


“ Everyone loves progress, as long as it does not require change”

Randy Vos - executive secretary


Introduction02.02

Year 125 trucks

Year 245 trucks

Year 375 trucks

Mission.

Trucking and Control aims to grow to a fleet of 75 vehicles in the first 3 years

while servicing to customers in the EU.


BRAND NEW VOLVOS

with EURO 5 engines are

environmentally friendly

and economical


Introduction02.03

Introduction02.04

PARkING SIGNOur core values come back in

everything we do. Even our

parking signs!

Vision.

We want to be the missing link for the intermodal transport sector.

Core values.

The core values of Trucking and Control are quality, reliability and modernity.

We aim to breathe these values in everything we do.


External analysis03.01

THE MARkET IS RECOVERING

Truck sales are shooting

back up after the crisis

The market.

The market consists of intermodal transport companies. The transport market

is highly susceptible to fluctuations in the economy because a change in the

economy directly means that there is a huge alteration in the volume to be

transported.

Consequently, when the economic crisis struck the transport sector was greatly

affected and many companies took severe hits. Many driver/ owners had a rough

patch and companies had to reduce their fleet size and their traffic managers. Now

that the economy is getting better, companies need to expand their fleet and hire

new staff. This is a giant opportunity for Trucking and Control.

% change year-on-year

Commercial Vehicle Registrations > 3.5t in 2009



JAN09-10

FEB09-10

MAR09-10

APR09-10

MAY09-10

0

15,000

30,000

Units

-60%

+0%

-20%

-40%

+60 %

Percentage

+40 %

+20 %

JUN09-10

JUL09-10

AUG09-10

SEP09-10

OCT09-10

NOV09-10

DEC09-10

JAN10-11



Profitability.

In the transport sector, 15% of companies earn well, 60% of companies

barely manages to get by and the remaining 25% is fighting for survival. The

difference between these companies is their core business, their organization

and their cost control.

Our core business is professionalizing the missing link in the intermodal transport

chain. We have one office to cover the entire EU, supported by superb information

and communication systems to keep full control over our operations, fleet and costs

as well as over our customer’s cargo.

Because of this we will achieve high profitability and be part of the aforementioned

15% of well-earning companies.

IN THE TRANSPORT SECTOR only the most efficient earn well

Earn Well

Fighting for survival

Barely manages to get by15%

25%

60%




The customer.

Our customers are intermodal transport companies with a focus on the ones

that transport liquids, such as Itco members.

These companies would like nothing better than to not work with unprofessional

partners anymore because they could cause them big amounts of stress and work.

Competition.

Our direct competitors are tiny companies, often even owner/ drivers.

As these small and mostly unprofessional businesses are creating the problem in the

transport chain that our concept is designed to solve, we do not expect difficulties or

fights for market position.

TANkCONTAINERSThis is what our trucks will be hauling

around Europe




Threats and opportunities.

ThREATs

Customer competition scare

The main threat is that our customers might be afraid that we will become a

competitor for them and steal their customers. This is not our goal in any way, but

we will have to convince our prospects of this. We are willing to give them written

guarantees that we will not enter their line of work.

Customer aversion to change

Prospects are used to working in a certain way. Our concept changes the way of

working which will invoke resistance internally.

scarceness of skilled and professional drivers

Currently there is a shortage of good drivers which will only increase in the future

as drivers get older and retire. Less and less young western Europeans adapt the

profession because laws made it less popular and harder to make good money.

OppORTUNITIEs

Lack of professionalism in intermodal tankcontainer trucking

Transport sector growth

The world is currently recovering from the crisis. This greatly increases the demand

for transport.

‘Green’ trend

Intermodal transport is better for the environment than classic transport, because

a boat or train is less polluting than a truck. As such, there are currently some

companies willing to pay a premium for intermodal transport as they are putting

effort into being green. While this premium does not directly affect us because

our customers receive it, the green trend does increase demand for intermodal

transport.

GEERT VOS managing director

ANTOINE HOL planner

ROB SMIT fleet manager

RANDY VOS executive secretary

DRIVERS

OUR ORGANIZATION

is small and thus efficient



Internal analysis04.01



Organization.

The trucking and control organization is ran by a handful of employees in

the startup phase. Geert Vos is our managing director and an experienced

businessman in the transport sector.

Randy Vos is a process and system design specialist with a management BBA. He

will be our executive secretary. Rob Smit is an experienced fleet manager perfectly

suited for the same role in Trucking and Control. Antoine Hol will be our planner.

Antoine and Rob will together manage our drivers.

Market share and positioning.

since we are professionalizing a niche market, our competition consists of

mostly smaller companies and owner/ drivers. As such, we will be able to take

a leading position in the first years of business.

Marketing.

The intermodal transport sector is a small niche, where every company knows

all others. As such, there is no need for us to advertize in any way.

The name Geert Vos and to a lesser extent Rob Smit will open any door. To illustrate

that we do not need marketing: before our website was online, before our office

was opened, before we contacted any suppliers, rumors spread across the sector

about Geert Vos entering the transport sector once again. No amount of marketing

can realistically compete with this kind of buzz.

GEERT VOS managing director

ANTOINE HOL planner

ROB SMIT fleet manager

RANDY VOS executive secretary

DRIVERS




Sales.

We want to build long-term relationships with our customers.

To sell our product we will visit prospects with a business pitch book, very similar

to this document. This book will then be used to present our concept to a prospect

and he can keep the book for review later on. In addition we are looking at the

possibilities for the development of a tablet app that can assist in our concept

presentation. This would be like an interactive presentation, built similar to our

website.

PROFESSIONALITYis extremely important to us,

especially in sales




Strengths.

EXpERIENCE

Our staff is very experienced in the field of intermodal transport.

This allows for easier lead generation based on the name Geert Vos and the

acquaintances of Rob Smit. Their reputation also allows us to attract many

experienced and skilled drivers. This is great because of the expected decrease in

supply, as it allows us to deal with the threat of the upcoming driver scarcity.

polish drivers through Ambacht plus.

Ambacht Plus is a certified temporary employment agency specialized in Polish

people. Ambacht Plus is not only our neighbor, but the shares are owned by Geert

Vos. Our connection to Ambacht Plus allows us to select the best Polish drivers from

a large pool of potential drivers. Because of their knowledge of the agency business

combined with their experience with Polish staff it is possible to employ temporary

Polish drivers through them at low but legal rates.

Central organization

Trucking and Control is a compact, centralized organization. Modern communication

and automation tools enable us to exert great control over our fleet, drivers and

costs in most European countries.

Weaknesses.

start up

Because we are a startup company, we will suffer from startup losses. We need the

capital to instantly reach critical mass.


OUR OFFICEThese few well equipped

workstations keep our operation

running and our overhead low


Operational05.01

Operational05.03

Operational05.02

Facilities.

The Trucking and Control office is located in Oss, Noord Brabant, The

Netherlands. This location is convenient because it is close to the main

supplier of drivers, our strategic partner Ambacht plus. This will allow us to

communicate directly with the Ambacht plus employees and management

team. In addition, in the case that any translation issues might arise, Ambacht

plus employs several polish secretaries that can provide assistance.

The facilities are an office and a meeting room. The office is suitable for up to five

working stations. If we want to expand our facilities there is ample space readily

available.

Financial administration.

Our financial administration will be controlled by FLYNTh accounting.

Drivers.

Our drivers will be selected on experience and training level so they can handle

tankcontainers properly. Every driver will have to be ADR certified so they can

all transport dangerous cargo.

Developing a proper training structure will guarantee the quality of our drivers;

we will select the best drivers to mentor inexperienced drivers and we will use

their expert opinions to improve our communication procedures or other quality

improvements. New drivers will only be allowed to drive alone after their mentors

have deemed them skilled enough. There will be regular meetings between the fleet

managers and the mentor drivers.

The driving time laws will be respected, to keep our drivers happy, healthy and

rested, keeping damage risks at a minimum and reducing absence due to illness.

We believe that being a good, social employer increases driver motivation and

consequently productivity and efficiency.


Office

€DYNAFLEET

allows us to control our whole fleet

from one central office


Operational05.04

Operational05.05

THE ONBOARD COMPUTERSof Dynafleet give us expert insight

into performance and costs from

a distance

Communication and Administration.

We will use Dynafleet to communicate remotely with our trucks and to keep

control over our fleet.

Dynafleet allows us to look at exact fuel usage, driving times, vehicle positioning

and instant messaging. It displays exact fuel consumption, allows us to compare

and thus optimize driving styles, signals discrepancies in fuel levels and shows in

which way fuel consumption can be reduced per vehicle. The positioning shows

location, speed, cargo type and allows our planners to immediately see the closest

vehicle when an order comes in. It offers instant messaging at a set cost, allowing

us to cheaply communicate with our vehicles anytime, anywhere. Their driver times

module will allow us to monitor driver times meticulously.

Their driver times module also allows us to use DynaWatch, a wage extension for

Dynafleet, developed by Logicway. This module gives us exact information on the

time spent on any action and combines that with the Dutch laws on transport sector

wages (CAO), providing us with excellent insight into personnel costs and allowing

us to correct driver wages when necessary. It also allows us to compare driver

efficiency for loading and unloading, cleaning, etcetera.

Management information system.

Dynafleet gives us all the information we need, allowing us to analyze

our vehicle and driver movement in great depth. We will analyze this data

biweekly.


Operational05.06

Operational05.07

Stock management.

Trucking and Control has contacts at BAs.

We will lease our trucks from BAS and they will provide for us in case of any

unexpected in- or decrease in the required amount of leases. This allows us to

marginalize the effects of demand fluctuations.

Licenses and certificates.

To be successful and emphasize our core value quality we will obtain the

following certificates:

• ISO 9001-2008

• HACCP-2006

• SQAS

• GMP B4.1

• SCOPA

Our trucks and drivers will be ADR certified, allowing them to transport dangerous

cargo.

TRUCkSwill be provided for

by our strategic partner BAS


Strategy06.01

Strategy06.02

Strategy06.03

Short-term goals.

We aim to reach 75 vehicles in 3 years.

Long-term goals.

We want to keep good control over our fleet, drivers and costs so we can stay

centrally organized in one location.

Instead of growing in one location, we want to expand by starting up a new unit

which is set up identically in another part of Europe, for example the north of Spain,

for the Mediterranean area and later on Eastern Europe or Turkey with another unit.

Future opportunities.

When we are satisfied with our systems, organization

and profitability, we may look into providing

interchange guarantees for our customers. For a

price, of course. We can offer this guarantee at a

good price because our drivers are specifically trained

in handling tankcontainers keeping damages low.

Tankcontainers allow us to expand in other areas of business as well. We could, for

example, start renting out containers or refurbish them.

GuaranteedQuality


GLOBETROTTER CABINS

provide our drivers with a comfortable

working environment


Office costs

2011

2012

2013

Vehicle costs

Fuel costs

Driver costs

Turnover


Strategy06.03

Timeline

Timeline.

With our goal of increasing our fleet to 75 vehicles in 3 years, our turnover

increases rapidly.

Consequently our fuel costs, driver costs and vehicle costs increase rapidly as well.

Because of our efficient and centralized approach, our office costs stay low.


“ If you treat a person like an idiot he will act like one”

Rob Smit- fleet manager


Strategy06.05

kEEPING OUR ORGANIZATION SMALLkeeps us efficient

Future organization.

We aim to keep our organization small.

This allows for short communication lines and low overhead costs per driven

kilometer, increasing profitability. Good communication and planning systems allow

for efficient control over our fleet where others waste time and money.

Organization growth

Fleet growth

First year

Second year

Third year

THE BIGGER THE COMPANY GETSthe less efficient it becomes


Budget07.01

Budget 2011.

For privacy reasons the data on this page are fictitious.

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“ Graphic design is about visualizing information”

Stefan van der Heijden - VDH graphic design

Trucking and Control bv

Visiting addressReggestraat 235347 JG Oss

PO boxPostbus 1975340 AD Oss

T 0412 696789F 0412 638130

[email protected]

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