The McKinsey Quarterly

2005

• February 2005 

  Logistics in emerging markets

  Streamlining the flow of goods within an existing infrastructure often makes more sense than expanding it.

2003

• November 2003 

  The hidden value in airline operations

  In other process-, labor-, and capital-intensive industries, superb operators win. Why should airlines be different?

• May 2003 

  Growing pains for logistics outsourcers

  The customers’ demands are outpacing the logistics providers’ ability to meet them.

• February 2003 

  French and German trucking: IT for the long haul

  Continued consolidation is needed but won’t be enough—only IT-enabled innovation can help road freight companies enjoy productivity growth rates like those of the late ‘90s.

2002

• November 2002 

  Hyped hopes for Europe's low-cost airlines

  Europe’s most successful no-frills carriers are making a lot of money. But as they mature, they will have problems expanding.

• August 2002 

  CRM in the air

  Airlines can capture more value and hang on to more of their customers by focusing, once again, on their CRM programs.

• June 2002 

  Rethinking the aviation industry

  New strategies could help the business recover—but will also put more pressure on established players.

• May 2002 

  Freight expectations

  Freight transportation companies have moved slowly to keep up with modern business practices. Risk and revenue management could provide the boost the industry needs.

2000

• December 2000 

  Getting India’s railways on track

  To sustain India’s rapid growth, the country’s railroads must become more efficient—and the best way could be restructuring, not privatization.

• August 2000 

  Best practice in logistics

  IT systems are as common as forklifts in modern logistics. “Best practice in logistics” describes a report showing that the best logistics services providers and their customers, going beyond the tracking of shipments by computer, are investing in highly integrated systems across internal and external supply chains.

1998

• May 1998 

  European freight forwarders: Which way to turn?

  So far, deregulation has destroyed profits in this essential sector. But markets are growing and three distinct customer needs are emerging. Here’s a plan for turning around incumbents.

1997

• November 1997 

  Deregulation on track? The transformation of European rail

  Several industry structures are possible. Railroads need to shape, adapt, choose a niche, or sell out.

• August 1997 

  Europe’s best airline network managers may have won an unassailable lead

  Some European airlines have mastered the hub-and-spoke techniques pioneered in the United States. Others haven’t even started to learn. For them, the sun may already have set.

• February 1997 

  Europe’s airlines choose between two ticket distribution strategies

  Back when protected national airlines dominated their home markets, they had little reason to improve their internal distribution or relationships with external distributors. Their world has changed. Airlines must change with it.

1996

• November 1996 

  Trends in the US airline ticket distribution

  Cost pressures, changing customer demands, and new technology could herald a dramatic change in the way airline tickets are distributed in the next three to five years. Travel agents have most to lose given their market dominance and reliance on ticket sales for much of their revenue.

1995

• November 1995 

  Facing low-cost competitors: Lessons from US Airlines

  First understand sources of advantage: input costs, product and process design. Then ask, will they sustain growth in new markets? Four options: withdraw, compete, co-exist, or cooperate.

• August 1995 

  Can Russian aerospace rise again?

  How bad is it? Some companies are making razor blades. One million, mostly unpaid, engineers. But an emerging commercial market offers hope. Can the players work with Western suppliers?

1994

• November 1994 

  Is there a future for Europe’s airlines?

  As deregulation bites, Europe’s airlines must decide where their strengths lie—or risk being grounded.