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Nexia Ebner Stolz

Economic Sectors

Transportation / Logistics

The glo­ba­liza­tion of the eco­nomy, a ro­bust ex­port sec­tor, ra­pid growth in on­line and mail or­der com­merce, and chan­ges in cu­st­omer ex­pec­ta­ti­ons have en­su­red high growth ra­tes for the Ger­man ship­ping and lo­gistics sec­tor in the past. But to­day this de­ve­lop­ment is of­ten coun­tered by ri­sing cost pres­su­res, per­sis­tent com­pe­ti­tion and in­cre­asing re­gu­la­tion. Lo­cal mar­kets have co­ale­sced into plat­forms in­vol­ving com­pe­ti­tors who ope­rate world­wide. This com­pe­ti­tive si­tua­tion, to­ge­ther with sky­ro­cke­ting en­ergy and ship­ping costs and high cu­st­omer ex­pec­ta­ti­ons for ser­vice, puts spe­cial pres­sure on pri­ces and per­for­mance.

Speed and re­lia­bi­lity, tracking in­for­ma­tion and RFID (ra­dio fre­quency iden­ti­fi­ca­tion), as well as spe­cia­li­zed ser­vice in ac­cep­ting mer­chan­dise and hand­ling re­turns, are the per­for­mance fea­tures by which ship­ping and lo­gistics com­pa­nies’ qua­lity is jud­ged to­day. Not just the ship­ping ac­tivity its­elf, but or­ga­ni­zing di­verse lo­gisti­cal ser­vice pro­ces­ses is now part of a lo­gistics com­pany’s core busi­ness. Ex­pec­ta­ti­ons from soft­ware and the IT in­fra­struc­ture are high.

In ad­di­tion, eco­no­mic de­ve­lop­ment in the trans­por­ta­tion and lo­gistics sec­tor is in­cre­asin­gly being in­flu­en­ced by a con­stantly chan­ging le­gal en­viron­ment, most si­gni­fi­cantly be­cause of Eu­ro­pean re­gu­la­ti­ons. The need to in­vest in in­fra­struc­ture and new (en­viron­men­tally fri­endly) tech­no­lo­gies will grow in the com­ing years.

The lo­gistics in­dus­try’s es­ta­blis­hed skills and tech­no­lo­gies of­fer many com­pa­nies a chance to le­ver­age ad­di­tio­nal earning po­ten­tial, th­rough a fo­cu­sed in­vest­ment in their own busi­ness mo­del. Many com­pa­nies still have sub­stan­tial po­ten­tial for sa­vings, es­pe­cially in lo­gistics, or more ac­cu­ra­tely, in the supply chain. So lo­gistics is a con­side­ra­ble “earnings le­ver,” be­si­des being a com­pe­ti­tive fac­tor.

To meet the spe­cia­li­zed needs of the trans­por­ta­tion and lo­gistics sec­tor, at Eb­ner Stolz we have mul­ti­di­sci­pli­nary teams of ex­pe­ri­en­ced ac­coun­tants, au­di­tors, tax ad­vi­sors, cor­po­rate con­sul­tants, IT ex­perts and at­tor­neys, who have not only the ne­cessary le­gal tools but spe­cia­li­zed know­ledge in trans­por­ta­tion law. Ship­ping and lo­gistics com­pa­nies who ope­rate ab­road can also pro­fit from our in­ter­na­tio­nal net­work (­

Our services at a glance

  • Sin­gle-en­tity and con­so­li­da­ted an­nual fi­nan­cial state­ments (Ger­man Com­mer­cial Code, IFRS)
  • IT con­sul­ting
  • Risk ma­nage­ment
  • Spe­cia­li­zed tax ad­vice, es­pe­cially va­lue ad­ded tax mat­ters when ex­chan­ging ser­vices with cli­ents ab­road, in­vol­ve­ment of sub­con­trac­tors
  • Ship­ping and sto­rage law
  • Out­sour­cing
  • Draf­ting con­tracts
    • Lo­gistics agree­ments
    • Soft­ware li­cense agree­ments
    • Sub­con­tracts
    • Ge­ne­ral terms and con­di­ti­ons
  • Cu­st­oms and for­eign-trade law
  • Ship­ping in­surance law
  • Re­view of com­plaint claims
  • De­ve­lop­ment and op­ti­miza­tion of lo­gistics con­cepts
    • Pro­cu­re­ment lo­gistics (in­bound)
    • Warehouse ma­nage­ment
    • (Multi-stage) dis­tri­bu­tion lo­gistics
    • Lo­gistics out­sour­cing / backsour­cing
  • Supply chain ma­nage­ment
    • Sour­cing stra­te­gies and con­cepts
    • Op­ti­miza­tion and de­ve­lop­ment of a supplier port­fo­lio
    • Op­ti­miza­tion and de­ve­lop­ment of sys­te­ma­tic con­trol tools

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