Hull Competitive Assessment by IBM-PLI Commissioned by Hull Citybuild : Hull Competitive Assessment by IBM-PLI Commissioned by Hull Citybuild Hull, September 12, 2006
Slide2 : Introduction
International Trends and Hull’s Position
Project Objectives and Approach
Results So Far: IBM-PLI Perspective
Slide3 : Introduction
Slide4 : IBM-Plant Location International (IBM-PLI) is a global service offering within IBM Global Business Services exclusively specialised in global location strategies
Objective, unbiased and independent from government authorities and real estate interests
Unrivalled experience as dedicated corporate location consultant :
Over 45 years active in this consulting area; over 2,000 corporate projects conducted
Multinational, multi-cultural and multilingual team of location experts in key practices in Belgium USA and India
Access to functional, regional and industry specialists in major locations around the world
Truly from strategy to implementation
Experience with all types of facilities
Understanding of corporate needs for their location strategies offers unique expertise for preparing tailored advice to economic development organizations Plant Location International: a global IBM service offering
Key Practices for Global Location Strategies : Americas Asia EMEA Key Practices for Global Location Strategies Main hubs Regional centers Global Delivery
Examples of corporate clients for location advisory services * multiple assignments, only most recent names used : Compaq Computer*
Concert (AT&T/BT
Corning*
Daikin*
DHL*
Delphi
Deutsche Bank*
Diageo
Digital Equipment
Disney
Dow Chemical*
Dresdner Bank
Du Pont
Duty Free Shoppers*
Eastman Chemical
Eaton
ECT*
Eli Lilly
EMC
Energizer
Engelhard
Ericsson
Esco
ExxonMobil*
FMC
Fokker
Ford Motor*
Franklin Mint
GAP
GATX
Genencor
General Electric*
General Instruments General Motors*
Gillette*
GlaxoSmithKline*
Goodyear/Dunlop*
Guardian
Haagen-Dazs
Heinz*
Henkel
Hercules
Hertz
Hewlett-Packard*
Hitachi
Hoechst
Holcim*
Holiday Inn
Hoogovens
HSBC
IBM*
ICI
ICON
Idemitsu
IFF
Indspec
Ingersoll Rand
Intel
International Paper
James Hardie*
John Deere*
Johnson & Johnson*
Johnson Controls*
JP MorganChase*
JVC
Kellogg Kimberly Clark*
Kodak*
Kone
Kraft Foods
Kuwait Petroleum
LA Gear
Level 3
Levi Strauss
Little Tikes
Lloyds
Lufthansa
Mary Kay Cosmetics
Master Foods
Mattel*
Medtronic*
Merck*
Meritor
Microsoft
Mitsubishi
Mobil Plastics
Monsanto*
Motorola
Nashua
National Instruments
National Semiconductor
NEC
Nestlé*
Netscape*
Nike*
Nissan
Norske Skog
Nortel
Novartis* ABB
ABN-AMRO*
AGFA*
AlliedSignal
Alza*
American Express
Amgen
Anglo-American
Anheuser-Busch
AstraZeneca*
Avaya*
Aventis*
Avery Dennison
Avis*
Baxter*
Bayer*
Bekaert
BF Goodrich*
Biogen
Borg-Warner
Bose*
Boston Scientific*
BP Amoco*
Bristol Myers Squibb*
BAT
Cadbury Schweppes
Campbell Foods*
Caterpillar
Chiquita
Citibank*
Claire’s
Coca Cola
Colgate Nuon
Owens Ollinois
Paramount
Pepsico*
Phillip Morris*
Philips*
Procter & Gamble*
PricewaterhouseCoopers*
Prudential Investment
Quintiles
Radnor
Ralston Purina
Raychem
Raytheon
Reader’s Digest
Reckitt & Colman
Reuters*
Rohm & Haas
Rothmans
Rubbermaid
Sabena
Samsung*
SAS Airlines
Saville Systems
Schering
Scott Paper
Shell*
Shire Pharmaceuticals
Siemens*
Sigma Coatings
SKF
Smiths Food
Solvay Sony*
Standard Chartered Bank*
Sun Electric
Sun Microsystems
Swissair
Tandem
TDK
Technicolor
Telia
Telxon
Tetra Pak*
Texas Instruments
Toshiba
Toyota*
TPG Group
UBM
Unilever*
Union Carbide
United Biscuits
United Technologies
UPM-Kymmene
Vaillant
Visteon
Volvo
Warner Lambert
Wellman
Westvaco
Whirlpool
WL Gore
Woolworth
WordPerfect
Xerox
Xircom Examples of corporate clients for location advisory services * multiple assignments, only most recent names used
Examples of clients for inward investment and economic development * multiple assignments : Albania Foreign Investment Promotion Center
Antilles Government of Aruba Government of Curaçao
Australia Invest Australia*
City and Port of Brisbane
DSRD New South Wales°*
Invest Victoria*
Austria Austrian Business Agency*
Vienna International Airport
Azerbadjan Port of Baku
Belgium Brussels Airport
Flanders Foreign Investment Office*
Office for Foreign Investm. Wallonia*
Port of Antwerp*
Canada Invest Canada
Montreal International
Province of Quebec
Cape Verde Promex
Caribbean Carribean Inward Investment Office
China Xi’an Pharma Park, Shaanxi
Costa Rica CINDE*
Czech Rep. CzechInvest*
Denmark Copenhagen Capacity*
Invest in Denmark*
Djibouti Government of Djibouti
Estonia Port of Tallinn
Ethiopia EIA Ethiopian Investment Authority
France Ile de la Réunion Ile de France, Paris Invest in France/Datar*
Nord-Pas de Calais Developpement* Port of Bordeaux Port of Le Havre*
Germany Frankfurt Airport
HWF Hamburg
IIC (former East German States)*
Nordrhein Westfalen*
Saxony Economic Development Corp* Spain Port of Barcelona
PromoMadrid
Suriname Government of Suriname
Sweden Confederation of Swedish Enterprises
ISA Invest in Sweden Agency*
Switzerland Canton of Schaffhausen
Tanzania Tanzania Investment Centre
Thailand Industrial Authority Esate of Thailand
Tunisia Government of Tunisia
Trinidad & Tobago Port Authority of Trinidad & Tobago
Un. Arab Emirates Jebel Ali Port Authority, Dubai
United Kingdom:
England Advantage West Midlands*
East Midlands Development Agency*
MIDAS Manchester*
North West Development Agency* UK Trade & Investment*
- Scotland Edinburgh IFC
Scottish Development International*
Northern Ireland Invest Northern Ireland*
- Wales Welsh Development Agency*
USA Commonwealth of Pennsylvania*
Greater Jamaica, NY
Great Baltimore Alliance, MD
Greater Phoenix Economic Council*
Greenville, SC
Maryland DBED*
Michigan EDC
Research Triangle Park, NC*
State of Florida
State if Illinois
Toledo, OH
International Asian Development Bank*
organisations European Commission* OECD*
UNCTAD*
WAIPA*
World Bank/MIGA* Ghana Ghana Investment Promotion
Guadeloupe Port of Guadeloupe
Hong Kong Trade and Investment Bureau
Hungary ITD Hungary
India Government of Gujarat SEZ
Positra SEZ
Ireland Enterprise Ireland*
IDA Ireland*
Israel Israeli FEPZ
Italy PROMOS Milan
Sviluppo Italia*
Kuwait Kuwait
Luxembourg Ministry of Transport
Malaysia Port Klang
Mexico Industrial Port Development Board
Morocco Government of Morocco
Port of Casablanca
Namibia Namibia Investment Centre
Netherlands Airport Amsterdam-Schiphol*
Airport Maastricht-Aachen
Netherlands Foreign Investm.Agency*
Ports of Amsterdam and Rotterdam
Philippines Cagayan
Poland Industrial Development Agency
PAIZ Polish Inward Investment Agency*
Special Economic Zones (various)
Portugal AIP Regio Norte
Embassy of Portugal/ICEP*
Puerto Rico Instituto de Fomento
Russia Moscow
St. Petersburg
Saudi Arabia APEC
General Investment Authority
Singapore Ministry of Finance
PSA Port of Singapore Authority*
Singapore Econ. Development Board*
South Africa COEGA
Trade and Investment South Africa Examples of clients for inward investment and economic development * multiple assignments
Slide8 : Roel Spee EMEA and Asia-Pacific Leader
Office: + 32 2 416 5928
Mobile: + 32 475 915 832
E-mail: roel.spee@be.ibm.com
Gene DePrez
Americas Leader
Office: + 1 973 726 4621
Mobile: + 1 201 874 8152
E-mail: gdeprez@us.ibm.com IBM-Plant Location International (IBM-PLI)
Global Location Strategies
Web-site: www.ibm.com/bcs/pli
Slide9 : 2. International Trends and Hull’s Position
- Slight decrease of global investment in 2005 : - Slight decrease of global investment in 2005 Source: IBM-PLI – Global Investment Locations Database, GILD Evolution of number of projects
- Top 15 countries account for 70% of overall recorded investment - Most developed countries show increase - Strong years for France, Poland and Vietnam : Top ranking destination countries by number of projects - Top 15 countries account for 70% of overall recorded investment - Most developed countries show increase - Strong years for France, Poland and Vietnam Source: IBM-PLI – Global Investment Locations Database, GILD
- USA still by far largest generator of cross border investment - Developed economies relative stable : Source: IBM-PLI – Global Investment Locations Database, GILD Top ranking origin countries by number of projects - USA still by far largest generator of cross border investment - Developed economies relative stable
- Business Services gain further importance - Industry sectors show decrease in foreign investment - Overall, same sectors remain in top 15 : Top ranking sectors by number of projects - Business Services gain further importance - Industry sectors show decrease in foreign investment - Overall, same sectors remain in top 15 Source: IBM-PLI – Global Investment Locations Database, GILD
- Investment in new manufacturing plants is decreasing - R&D investment is fairly stable : - Investment in new manufacturing plants is decreasing - R&D investment is fairly stable Source: IBM-PLI – Global Investment Locations Database, GILD Number of projects
Slide15 : - USA, China and India hold top positions in most key sectors - France and UK also good top 5 performers Source: IBM-PLI – Global Investment Locations Database, GILD Top recipient countries in strongest FDI sectors, 2005
- UK remains on top in Europe, but is challenged by France - Eastern Europe reinforcing its position : - UK remains on top in Europe, but is challenged by France - Eastern Europe reinforcing its position Destination countries by number of projects Europe Source: IBM-PLI – Global Investment Locations Database, GILD
- Eastern Europe attracts most manufacturing, but France leads - UK now number 3, with market share decreased to 11% : - Eastern Europe attracts most manufacturing, but France leads - UK now number 3, with market share decreased to 11% Europe - 2005 Source: IBM-PLI – Global Investment Locations Database, GILD Share of manufacturing projects by destination country
- UK attracts most R&D, followed by other main economies - Eastern Europe gradually increasing its share : - UK attracts most R&D, followed by other main economies - Eastern Europe gradually increasing its share Europe - 2005 Source: IBM-PLI – Global Investment Locations Database, GILD Share of R&D projects by destination country
Slide19 : Source: IBM-PLI – Global Investment Locations Database, GILD - Within the UK, London/Southeast shows strongest performance - Yorkshire and Humberside relative small player Market share of UK regions for inward investment projects, 2003-2005
Slide20 : Source: IBM-PLI – Global Investment Locations Database, GILD - Success of London/Southeast driven by services projects - Non metropolitan areas hardly compete Market share of UK regions for services projects, 2003-2005
Slide21 : Source: IBM-PLI – Global Investment Locations Database, GILD - UK regions compete strongly for manufacturing - Yorkshire and the Humber not among the leaders Market share of UK regions for manufacturing projects, 2003-2005
Slide22 : Source: IBM-PLI – Global Investment Locations Database, GILD - Scotland successful in R&D; London/Southeast also strong - Yorkshire and the Humber scores weak Market share of UK regions for R&D projects, 2003-2005
Slide23 : Slight decrease in global investment in 2005
Europe is recovering and shows slight increase of inward investment; UK had a very strong year, but is challenged by France
UK growth is driven by services and concentrates on Southeast/London
Yorkshire and the Humber scores relatively poor for inward investment
Many low cost regions have become very acceptable if not good quality business environments (e.g. Eastern Europe, Viet Nam)
Global competition for investment is a reality
MNCs have the option to seek talent pools anywhere in the world (global resourcing)
Developed and developing economies compete more and more for same projects
Offshore destinations in turn begin exporting jobs
India and China already in top list of countries of origin of foreign investment
Emerging markets are becoming key target for inward investment into UK and other developed countries Conclusions on International Investment Trends
Slide24 : 3. Project Objective and Approach
Slide25 : Hull is undertaking a rationalization of economic development efforts
Need to identify competitiveness and local strengths & weaknesses
Using external assistance that provides insight in what companies really need and how economic development should respond to these needs
International Economic Development Council (IEDC) provides consulting via global network of experts; strong experience with US economic development
IBM-Plant Location International (IBM-PLI) offers unique understanding of corporate location decision making Background and objective
Slide26 : Work program in two parts:
IBM-PLI Competitive Assessment of Hull
Not via a detailed competitive positioning analysis, but an initial assessment of competitive strengths & weaknesses based on location requirements of companies
Objective to identify a selected number of potential target sectors/activities
Providing input for next step by IEDC
IEDC Action Plan
Visit by IEDC Team of experts based on selected target sectors/activities
Further assessment of potential and development of actionable recommendations
Overall approach
IBM-PLI’s Approach: Typical Steps in a Location Selection Process : De-select less attractive locations:
Many location options
High level, quick analysis
Based on desk research
Focus on key cost & quality drivers
Confidential
High level business case Select best location solution:
Detailed analysis of many factors
Forward looking
Field work to understand dynamics and identify pitfalls
Assess implementation risks
Interviews and negotiations
Full business case
Few locations only (short list) IBM-PLI’s Approach: Typical Steps in a Location Selection Process
Slide28 : Location benchmarking from an investor’s perspective is required to assess competitive position and uses the same methodology as the shortlisting process by investors
Objectives are:
Understand competitiveness
Create awareness
Get longlisted and shortlisted IBM-PLI’s approach Competitive positioning from investor’s point of view
Slide29 : IBM-PLI’s approach Cost-quality maps help to identify value proposition
IBM-PLI’s approach Investor or Demand driven Competitive Assessment : DEMAND
Investor SUPPLY
Competing
locations SUPPLY
Your
location Key questions for competitive assessment:
Is there are market of potential investors?
Do we have the right product? Does our location meet the needs of these investors?
And is our location competitive? IBM-PLI’s approach Investor or Demand driven Competitive Assessment 1 2 3
Slide31 : Competitive assessment in 3 steps:
What Hull has to offer:
High level analysis of Hull’s competitive strengths and weaknesses on the basis of key location requirements of investors.
Demand side - overview of investment trends
Analysis of investment trends, as input to identify potential target sectors
Possible target sectors and activities:
Comparison to competitor and best practice locations in order to identify key strengths and weaknesses and to assess the opportunities of Hull for each sector IBM-PLI’s approach
Slide32 : Tasks performed in Feb-April 2006:
Desk research
Preparations of interviews with stakeholders
Interviews with stakeholders (6-7 March 2006)
Further desk research
Report IBM-PLI’s approach
Slide33 : 4. Results So Far: IBM-PLI Perspective
Slide34 : Focus on the main drivers and location criteria from an investor’s point of view
SWOT analysis on each of the following factors:
1. Human capital
2. Education and R&D
3. Infrastructure
4. Attractiveness of the city
5. Costs
Assessment of key sectors in the “as-is-situation” A. What Hull has to offer
Slide35 : Local skills base in the region is presented in a fragmented way
Investors focus on regions (labour markets), rather than cities
Regional approach is required in marketing the Hull workforce to investors.
Brain drain is a strong constraint in current offer of local talents
New inward investment is needed to fill the skills gap, but investors will not come if those skills are not available
Job creation for highly qualified staff needs to start from inside the region
More attractive living and work environment is needed to encourage talents to stay
The longer term objective is to increase attractiveness for inward investors as well
A. What Hull has to offer: 1. Human Capital
Slide36 : Hull’s regional education is rated of high quality and various strong research capabilities exist (Logistics, Wound Care, …)
Educational strength is relatively unknown
Cooperation between regional educational institutes and local business community is not perceived as optimal
Hull should increase visibility and further develop linkages with the local business community.
Both the College and the University should be an integral part of the regional workforce strategy
A. What Hull has to offer: 2. Education and R&D
Slide37 : Hull has ambition to develop into a digital hub
ICT infrastructure in Hull is not better than elsewhere in UK or internationally.
Investors see high quality ICT infrastructure and services as a ‘must have’
Hull first needs to invest in state-of-the-art ICT infrastructure and develop high quality e-services
Further definition of precise improvement needs is required
A. What Hull has to offer: 3. Infrastructure: ICT
Slide38 : Sea ports are a key asset for Hull’s regional economy: Strong position and capacity for growth; vital links to Rotterdam; congestion in Southeast ports
Opportunity to divert traffic from south to the Humber and create wider function
However, cargo frequently just passing through, without added value
Humber ports presented as separate options, no joint marketing
Humber ports should market themselves as one integrated port area
Focus on becoming a gateway for the UK as a whole, not just the North
Sufficient opportunity to develop greenfield sites close to ports
Road connection from port to hinterland has constraints
Accessibility by air is weak, despite 3 regional airports
Rail infrastructure is underused but needs improvement
Potential to develop distriparks where logistics activities are concentrated
Various infrastructural improvements are required however A. What Hull has to offer: 3. Infrastructure: ports and hinterland connections
Slide39 : Hull suffers from a weak or lack of image, both nationally and internationally, and recent improvement efforts are relatively unknown.
Perception is that of a traditional manufacturing and port city.
Young people still leaving city for career elsewhere
Joint regional and city marketing required to change perception
Ongoing efforts to make Hull an attractive city to work and live: waterfront, hotel offer, leisure and entertainment, housing, etc.
Market the region’s central location as gateway to the UK, not the North
A. What Hull has to offer: 4. Attractiveness of the city
Slide40 : Business costs in the region are very competitive in a UK context and relative to Western European locations.
When competing with Eastern Europe or Asian locations, Hull/UK is less competitive from a cost point of view
Use cost competitiveness as location advantage where relevant, but avoid too strong emphasis as unique selling point
A. What Hull has to offer: 5. Costs
Slide41 : A. What Hull has to offer: 6. Main sectors in the “as-is-situation” Despite decline of manufacturing UK/Europe, Hull still has important strengths in manufacturing (food, chemicals, steel, healthcare, engineering)
Hull’s manufacturing base has remained relative stable, increasing its relative employment share within the UK
However, most mobile manufacturing sectors are threatened by relocation. Less mobile sectors such as the chemicals sector tend to be more stable.
Existing manufacturing strengths need to be nourished
After care services need to ensure that key industries remain successful in the region, and even further expand where opportunities exist
Innovation in existing industries needs to be stimulated; adding value and diversification increases the competitiveness of existing sectors and decreases the probability of relocation.
Slide42 : The UK still is an attractive country for foreign direct investment (FDI), especially within a European context.
A lot of inward investment is driven by market access. Services is growing; manufacturing declining.
Manufacturing is shifting to low cost locations (mainly in Eastern Europe and Asia), who are quickly becoming good quality business environments.
For Hull, “after care” or “business retention” services will be crucially important, not just to protect key companies from moving away but also to identify new investment potential
New (sub-)sectors that are gaining importance are in life sciences, micro-electronics technologies and renewable energies.
B. Demand side : Overview of investment trends
Slide43 : Various target sectors may offer future opportunities for Hull. Important is to aim at a balance between traditional sectors where local strengths exist and new emerging sectors with longer term growth potential
As some of the traditional sectors are threatened by delocalization, a professional after care strategy is considered crucial
Following target sectors with opportunities were selected for further analysis:
Value added logistics
Healthcare and biomedical technologies
Renewable energies
In addition, opportunities for Hull as a second tier location for shared services centres were analyzed. C. Possible target sectors and activities:
Slide44 : Traditional sectors in Hull are in need of a pro-active after care service.
These are not the key sectors to focus on in an inward investment strategy, since no large numbers of new greenfield investment projects are expected.
Such after care strategy first of all aims at protecting existing jobs, but also should help with identifying opportunities for new investment (expansion, attraction of suppliers, etc) from the moment they arise.
Good relationships with existing companies can make those a generator of new leads for inward investment and an active participant in marketing the region.
After care strategies also help in improving the local business environment, and in further developing local clusters C. Possible target sectors and activities: Aftercare strategy
Slide45 : Hull has very strong potential to develop and position the region as a logistics hub, in particular for the UK market.
Transportation and distribution has obvious links with the ports of Hull and the Humber
Value added logistics is considered one of the growing activities in Europe
Linkages exist with traditional industries in the area
Opportunities exist for intensifying the links with Rotterdam
Opportunities to develop and market the region as an entry point to the UK
UK/Ireland likely to remain geographic market with dedicated distribution centres and channels
Growing importance of Chinese investment in Europe offers an interesting link for Hull (initial presence of Chinese logistics projects)
Opportunities to develop dedicated parks near ports for logistics activities (distriparks) C. Possible target sectors and activities: Value added logistics
Slide46 : Points of attention to support this target sector are:
Road/rail links to the hinterland
Links with airport, offering opportunities for express couriers and multimodal transport
Logistics Institute direct engagement with business community, leading-edge research, education, consultancy and technology transfer
Particularly focused on skills development
State-of-the-art ICT infrastructure
Focus on regional centres, rather than on international/pan-European centres
Promotion of Hull/the Humber as gateway to the UK market (not the North)
Develop value proposition which shows logistics hub opportunity combined with strong cost competitiveness
Competition mainly to come from other UK regions, but none is positioning itself very strongly as logistics hub or gateway to UK C. Possible target sectors and activities: Value added logistics
Slide47 : Biomedical healthcare offers opportunities for growth:
Long healthcare tradition in the region and hence skills availability
Existing key industry with strong potential for innovation
Strong biomedical healthcare research capabilities
Specific strengths in experts areas, such as wound care
Possibility for market driven investment (ageing population, large customer base)
Large homogeneous population (for medical trials)
UK track record and perception as a leading life sciences location
Presence of key players (Smith and Nephew, Reckitt, Seven Seas) as ambassador for the region
C. Possible target sectors and activities: Biomedical Healthcare
Slide48 : Points of attention for developing biomedical healthcare are:
Internationally, no specific unique competitive advantages exist that will easily attract biomedical investor’s attention for the region
Perception as a biomedical research base is not strong internationally
Most potential is likely to come from further developing local areas of expertise (such as wound care), stimulating spin offs, cooperation with business community
Intensify cooperation with other centres of excellence in similar research
Improvement of attractiveness of Hull is required to attract/retain talents
Select key accounts in healthcare for after care service, with objective of business retention but also new business generation and investment
Financial support for new start ups
Competition for this sector is internationally very strong, hence the recommendation for an initial indigenous growth strategy focusing on unique areas of expertise C. Possible target sectors and activities: Biomedical Healthcare
Slide49 : Renewable energy offers an opportunity in a new emerging sector
Huge growth potential generally across Europe
Ensuring a balance between existing strengths and new emerging sectors
Underutilized potential in the UK
Links with traditional agricultural society
Links with the long energy tradition in the area
Resource availability
Advantages of the ports related to growth in biomass trade
UK’s international recognition for various sub-sectors (biomass, wind)
C. Possible target sectors and activities: Renewable energy
Slide50 : Points of attention for growing the renewable energy sector are:
Sector still is in pioneering phase; UK potential underutilized: opportunity for Hull to take a leading position
Public acceptance may be an issue; political support needed
Regional accessibility is key; infrastructure needs to be improved
Partnership with universities and research centres required to further develop technologies
Further research should be conducted to analyze the potential of various sub-sectors (bio-fuel, marine power, etc.).
Competition for this sector will be both domestic and international, but Hull has opportunity to be a player from early stages on C. Possible target sectors and activities: Renewable energy
Slide51 : For new inward investment in shared services centres Hull will face strong competition, both within the UK and internationally
Some potential exists for domestic back offices
As part of an After Care strategy, Hull should try to identify potential new projects with existing investors in the region, as existing sites are frequently a strong candidate for such operations (co-location)
An intensive pro-active marketing approach focused on new inward/foreign investment is not recommended C. Possible target sectors and activities: Shared services centres
Slide52 : Objective: perform a high level competitive assessment and identify potential target sectors, based on investor’s realistic location requirement and current competitive environment
Three potential target sectors have been selected for further investigation:
Hull should seek a balance between focusing on traditional sectors where local strengths exist and emerging sectors with long term potential
Key issue will be to start with local initiatives to improve business environment and industry strengths, and gradually increase attractiveness for inward investors
A pro-active after care strategy is recommended for working with existing key industries
This document will be used as input for a subsequent IEDC Team visit and action plan Summary
Slide53 : Roel Spee EMEA and Asia-Pacific Leader
Office: + 32 2 416 5928
Mobile: + 32 475 915 832
E-mail: roel.spee@be.ibm.com
Gene DePrez
Americas Leader
Office: + 1 973 726 4621
Mobile: + 1 201 874 8152
E-mail: gdeprez@us.ibm.com IBM-Plant Location International (IBM-PLI)
Global Location Strategies
Web-site: www.ibm.com/bcs/pli