Wirtschaftsforum: Mr. Müller, as the Chief Digital Officer, you are the man of the future at Berger Logistics. Where does a company come from that is such a successful player and thought leader in a market with large heavyweights and many small companies?

Joachim Müller: Originally, we were a traditional transport company that also moved towards weight-optimized lightweight construction for trucks in the 1990s – an area that continues today in a sister company and is so important for the CO2 issue. With the entry of Red Bull in 2006, the energy drink company came on board as a shareholder and is also our biggest customer. This shapes us now, as we have developed along the global growth of this company. We always had to be ready for change, and so today we cover the entire breadth of logistics: Smart Logistics, Supply Chain Management, and also Event Logistics.

Wirtschaftsforum: Has Berger Logistik been better able to navigate through crises due to this inherent adaptability?

Joachim Müller: That was certainly a good foundation. Covid was the trigger for crisis mode and turned supply chains upside down. It has had a lasting impact on the market – which also had its benefits because there was a value shift. In the current era, where things happen that no one can predict, reliability, adaptability, and stability now count in our industry and have replaced the sole focus on speed. If you can deliver these values, you don't have to join the 'rat race' in price wars, because that's not sustainable.

Wirtschaftsforum: And that's your approach too? You focus on these new values?

Joachim Müller: Yes, because that's exactly what suits us and that's how we've always done it. Just being fast and cheap is definitely passé today. We handle logistics from trucks to ships, all in combo. In doing so, we've implemented high quality standards, going deep into our clients' supply chains. Our motto is also 'impossible is nothing'. We gladly take on complicated projects and have proven ourselves globally in difficult regions. This strengthens our position, and the large corporations are aware of our relevance in the world market as a medium-sized player with tradition that is simultaneously setting the pace for the future. And the customers see that, of course.

Wirtschaftsforum: You are setting the pace for the future at Berger Logistik and currently setting the course for the coming years of the company. And for you as CDO, this future is particularly digital. Can you elaborate on that for our readers?

Joachim Müller: Gladly. Our plan can be described in a pyramid. At the bottom for me is the mandate 'Fix the Core': It is important to know that many IT systems in logistics still date back to the 2000s, with today's AI capabilities there are real innovation gaps present. So, we need to step in there – and do so promptly. Currently, we are optimizing processes and data, my goal is to have the entire landscape replaced and largely automated within a year. Second level then 'Evolve the Business': With the digital foundation, we address topics like real-time management and visibility of transportation modes and regions for our clients, all precisely calculated – by the way, including CO2 emissions, which we are already doing now.

At the top of the pyramid then: Engage in changing the industry. Co-design, for example, in the supply chain due diligence act, where we can support our customers with data, technology, and services. Here we also see, perhaps in partnerships, new services that do not yet exist.

Wirtschaftsforum: That is a comprehensive approach. Could you please elaborate on the CO2 issue, which is so important for your industry?

Joachim Müller: We think of the issue from the inside out and are in the process of minimizing our CO2 footprint as much as possible. We already rely on HVO fuel as a diesel alternative, even have our own gas station, and are also thinking in terms of rail. This creates credibility. Our customers need to keep their CO2 emissions low, in tenders it is always asked about, it is already monetized today and will become more expensive. We can extensively support our customers, a 60% reduction is definitely possible here.

Wirtschaftsforum: You are thinking ahead and that in a global context. Three years ago, Berger Logistik secured market entry into the USA by acquiring Super T Transport Inc. and is now also represented there with Berger Logistics U.S. Inc. Is this also part of the future for you?

Joachim Müller: The entry into the US market is a milestone in the company's history. We have acquired a high-quality fleet in an extraordinarily attractive growth region, which has future potential. In addition to regional expansion, however, we continue to focus primarily on new services and quality. Regardless of our geographical setup, the most important strategic themes for the future remain further CO2 reduction and visibility optimization. Our customers go wonderfully with this, they know that quality comes from us and also experience us as a very approachable logistics company. This is a good basis for successful change management.