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
Business Plan TRUCKING AND CONTROL - page number 3
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.
4 Business Plan TRUCKING AND CONTROL - march 2011
THE VOLVO FHreliably takes your cargo anywhere
Business Plan TRUCKING AND CONTROL - page number 5
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.
6 Business Plan TRUCKING AND CONTROL - march 2011
“ Everyone loves progress, as long as it does not require change”
Randy Vos - executive secretary
Business Plan TRUCKING AND CONTROL - page number 7
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.
8 Business Plan TRUCKING AND CONTROL - march 2011
BRAND NEW VOLVOS
with EURO 5 engines are
environmentally friendly
and economical
Business Plan TRUCKING AND CONTROL - page number 9
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.
10 Business Plan TRUCKING AND CONTROL - march 2011
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
Commercial Vehicle Registrations > 3.5t in 2010
Commercial Vehicle Registrations > 3.5t in 2011
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
Business Plan TRUCKING AND CONTROL - page number 11
External analysis03.02
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%
12 Business Plan TRUCKING AND CONTROL - march 2011
External analysis03.03
External analysis03.04
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
Business Plan TRUCKING AND CONTROL - page number 13
External analysis03.05
External analysis03.06
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
14 Business Plan TRUCKING AND CONTROL - march 2011
Business Plan TRUCKING AND CONTROL - page number 15
Internal analysis04.01
Internal analysis04.02
Internal analysis04.03
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
14 Business Plan TRUCKING AND CONTROL - march 2011
16 Business Plan TRUCKING AND CONTROL - march 2011
Internal analysis04.04
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
Business Plan TRUCKING AND CONTROL - page number 17
Internal analysis04.05
Internal analysis04.06
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.
18 Business Plan TRUCKING AND CONTROL - march 2011
OUR OFFICEThese few well equipped
workstations keep our operation
running and our overhead low
Business Plan TRUCKING AND CONTROL - page number 19
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.
20 Business Plan TRUCKING AND CONTROL - march 2011
Office
€DYNAFLEET
allows us to control our whole fleet
from one central office
Business Plan TRUCKING AND CONTROL - page number 21
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.
22 Business Plan TRUCKING AND CONTROL - march 2011
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
Business Plan TRUCKING AND CONTROL - page number 23
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
24 Business Plan TRUCKING AND CONTROL - march 2011
GLOBETROTTER CABINS
provide our drivers with a comfortable
working environment
Business Plan TRUCKING AND CONTROL - page number 25
Office costs
2011
2012
2013
Vehicle costs
Fuel costs
Driver costs
Turnover
24 Business Plan TRUCKING AND CONTROL - march 2011
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.
26 Business Plan TRUCKING AND CONTROL - march 2011
“ If you treat a person like an idiot he will act like one”
Rob Smit- fleet manager
Business Plan TRUCKING AND CONTROL - page number 27
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
28 Business Plan TRUCKING AND CONTROL - march 2011
Budget07.01
Budget 2011.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Business Plan TRUCKING AND CONTROL - page number 29
Liquidity07.01
Liquidity 2011.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
30 Business Plan TRUCKING AND CONTROL - march 2011
Budget07.01
Budget 2012.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Business Plan TRUCKING AND CONTROL - page number 31
Liquidity07.01
Liquidity 2012.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Budget07.01
Budget 2013.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Liquidity07.01
Liquidity 2013.
For privacy reasons the data on this page are fictitious.
CHARTPorum eaquam, quis vent
nonseque oditati.
TABELPorum eaquam, quis vent
nonseque oditati.
FuelTurnover Office costsDriver costsInvest Tires
2011 2012 2013 2014
Example of a tabel with fake content
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
Fake text 1.000 1.000 1.000 1.000 1.000 1.000
“ 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