On the 1st of May 1887 Arthur Hartrodt established his own freight forwarding business in Hamburg. He was then 30 years of age. Born in Antwerp of German parents, he grew up in Rotterdam and for a number of years he was employed by his father's company F. Hartrodt & Co which had been established in 1872, also as a freight forwarding business.
It was the right time for the establishment of a forwarding business. After the Franco-German War 1870/71 the German economy was showing strong growth and in all world markets was going into competition with other European countries, in particular the U.K. Consequently in seaports there was a real need for services of companies which took care of goods being delivered on board punctually and reliably, of documents being made out correctly and of all activities ancillary to the actual transport being performed faultlessly.
Right from the beginning a.hartrodt concentrated on the international business, especially sea export shipments. There have never been any activities on the domestic market. At the time of registration of business the staff - besides Mr. Hartrodt - consisted of only 1 shipping clerk, 1 bookkeeper and 1 messenger, it increased however rapidly as the firm quickly acquired the reputation of absolute trustworthiness and efficiency. Instrumental in this certainly was Mr. Hartrodt's business strategy, viz. 'Consignee selling. This has become quite usual nowadays and is practiced by many companies, in the 19 th century; however, it was something absolutely new. Also before the First World War sales terms in most cases were fob or ex works, consequently the freight payer had the right to determine through whom his merchandise was to be shipped.
Was it not an obvious step to contact overseas importers and to solicit their shipments? The services offered definitely resulted in advantages for the client abroad, viz. monitoring and co-ordination of transports from Germany and later on also from other European countries, uniform handling procedures and transparent costs. Considerable propaganda by letters of introduction, newsletters, freight information and sailing lists was made in overseas countries. On top of that the founder made it his business to establish a personal relationship with customers at home and abroad. After frequent trips to England, Mr. Hartrodt first visited Australia in 1892 because the fifth Continent even in those early days was one of the most important markets of the young firm. Throughout his lifetime and even as an elderly gentleman the founder traveled to overseas countries and acquired many friends in Vi- parts of the world. The concept just described seems to be very simple, but it certainly should not be overlooked that traveling before the first world war was much more cumbersome and above all time consuming, and it entailed also considerable physical effort and discomfort.
It soon became obvious that one place of business, namely Hamburg, was not adequate to cope with the ever growing traffic, so that already in 1891 a branch office in Bremen was established followed shortly afterwards by an office in Rotterdam.
In pre-war years a considerable portion of cargo was shipped by sailing vessels, which gradually were replaced, by cargo steamers, which - compared with today's size - were tiny and also had fairly long transit times.
The German hinterland already had an excellently established railway system, which was also used for transportation of cargo to the seaports, whiles local cartage, of course, was arranged by horse carts.
Communication between freight forwarders and their principals cannot be compared with modem systems. Letters were written by hand and copied by a press. Naturally the same also applied to all other documents. When the firm was founded there was no telephone system available as yet, only in the nineties of the 19th century the first telephones were installed in Hamburg offices.
As already mentioned the founder and all his successors paid special attention to a top service and part of it was to have the shipping documents available at the port of destination, when the carrying vessel arrived. As airmail facilities did not exist Bills of Lading had to be dispatched in "ship's bag", so they practically accompanied the cargo. It was a little easier in areas where mail or passenger vessel services existed. In such cases it was necessary that the documents reached a mail steamer, which arrived at destination earlier than the cargo vessel. Office work had to be organized in such a way that the documents either were ready for delivery to a mail ship already in Hamburg or to be dispatched in time to reach her in Rotterdam or Antwerp. All this could only be achieved by regularly working overtime, and the apprentices got a few pennies for the tram so that they could arrive at the Central Post Office before Closing time. Incidentally: UP to the 1950s there was no payment for overtime in the German forwarding industry!
The successful development of the business during the time between the beginning of the century and the First World War led to further expansion of the firm of a.hartrodt. At that time business with Great Britain was of great importance and consequently it was a logical step to establish a branch in London. This happened in 1900 in partnership with G. E. Ohl who became Managing Director of the English company. The new venture operated under the style of G. E. Ohl & Co until 1910 when it was renamed a.hartrodt after the death of Mr. Ohl.
Also in Antwerp 1905 an "Agence Maritime" was established under the style of a.hartrodt. In 1910 a.hartrodt ventured into another continent. In that year an affiliated company under the name of Casa a.hartrodt was opened in Buenos Aires, and it was to play an important role in the history of the company. Other important events were the appointment of Charles Happel Inc. as agent in New York and the delegation of Mr. Robert Dundas-Smith of the London office to Sydney, Australia. When he arrived in Sydney the world war had broken out so that for years he could not do anything for a.hartrodt. After the war, however, He/his Company respectively, again became representatives of a.hartrodt, and his family is still financially and personally connected with the present company of a.hartrodt (Australia) Pty. Ltd.
For a few years before 1914 a.hartrodt also became a ship owner and carrier. In 1907 the steel barque "Cupica" (1 21 0 tons) was bought, having been built in 1888 by J. C. Bigger in Londonderry.
The ship was renamed "Gretchen Hartrodt" after the first daughter of Mr. Hartrodt. She was under the command of Captain C. Cadsen and sailed to Australia - in competition to the Australia Conference. For this reason the ship was loaded at T?ng, Schleswig Holstein, a small North German Harbor, which did not have the status of a "Conference Port". Consequently shipments from T?ng were no infringement of the Conference conditions. Freight rates were extremely cheap. The lowest rate quoted was sh 4/6 per freight ton of 40 cbft or 1016 kg and the highest 15 sh. The "Gretchen Hartrodt" made several voyages under the a.hartrodt flag. Transit time of the 1 st voyage was 83 days from Europe to Melbourne. In Australia the ship loaded coal for Chile and from there Nitrate for Europe. The first beginning of a "Round the World Service"? Who knows? This excursion into the world of ship owning companies still has a nostalgic touch; commercially it was bad business. Nevertheless the Australia Conference was so concerned about these activities that they offered to pay a.hartrodt 50,000 Gold Mark for discontinuing the service. This was accepted and the vessel in 1911 was sold to a Norwegian company. Finally she flew the Canadian flag and was sunk by a German submarine in 1917 off the coast of England.
In 1912 the firm celebrated its 25th anniversary and Arthur Hartrodt had every reason to look back with pride and into the future with confidence. On the occasion of the jubilee a.hartrodt made Rudolph Thode a partner. He had worked for a.hartrodt in executive positions since 1896 and was to influence the development of the company for many years to come.
The size and importance of the company was also documented by the promotion of some proven staff members to managerial positions.
Only two years later the steady growth was abruptly terminated by the outbreak of the 1914-1918 war.
In 1914 Arthur Hartrodt and his family traveled to Buenos Aires. He planned to take over the management of the Argentinean Company for one year and to further build up the South American business. The war changed everything. Whiles his family managed to return to Germany in 1915 via Holland, Mr. Hartrodt had to remain in Buenos Aires and did come home only in 1920. During the war years he successfully attempted to build up business within South America and to develop traffic between North and South America until 1917 when the entry of the United States into the war practically finished that business. Nevertheless during the war years valuable connections were established in South America, which helped the company in post war years. Meanwhile the management of the company in Germany was solely in the hands of Mr. Thode. With great effort business was kept going by shipping to neutral countries, particularly to Scandinavia.
Today it is usually forgotten that the blockade by the Allied Powers was continued after the war and that trade with foreign countries was virtually impossible. Australia e.g. permitted imports from Germany only after 1920.
Economical difficulties were increased by inflation which began in 1920 and which became a totally new and bitter experience. Thanks to the strong involvement in external trade the company was in a relatively good position and had considerable revenue in foreign exchange. Thus it could pay a small part of the salaries in hard currency, and also make a contribution in foreign exchange to a new office building in Alstertor 1, Hamburg. a.hartrodt moved into new offices there in 1922 and stayed in that location for almost 50 years.
Thanks to many good connections abroad but also to the support from 1923-1939 customers in the European hinterland it was possible to rebuild the business fairly quickly during the twenties and to regain the previous importance. a.hartrodt as a forwarder had an absolutely leading position in the trade with Australia and South America whereas in Germany the backbone of the business were shipments of musical instruments consumer goods of all kinds and optical instruments. The most important trade was the piano business. At that time many thousands of German pianos were exported to overseas countries, in particular also the cheaper brands which were predominantly manufactured in Saxony and Berlin. There was hardly a piano manufacturer in Germany who was not an a.hartrodt customer. The senior partner Mr. Hartrodt just loved this business, which gradually faded out when radios came onto the market. Nowadays most of the ordinary pianos are made in Far Eastern countries and only high-class instruments are exported from Germany, mostly by airfreight. The company again had to weather stormy times during the worldwide depression in the early thirties, which had very adverse effects on German exports and led to a considerable decrease in business so that also part of the staff had to be dismissed. There was a turn for the better after 1933, and up to the beginning of World War 11 the company did enjoy some good years.
Mr. Hartrodt visited clients in all parts of the world until he finally died in 1936 on a business trip to Brazil. Provisions for the succession had been made in time. Already in 1922 the son-in-law of Mr. Hartrodt, Dr. Wilhelm Wenzel and the son-in-law of Mr. Thode, Dr. Johannes G?ing, had joined the company. Both became partners in 1937, the 50th anniversary of the company.
World War almost delivered 1939-1948 the final blow to the company. All monies abroad were lost, business was practically dead, most members of the staff and the management was conscripted by the armed forces. In the first years of the war there still was some transport activity left via the Transsibirian Route and to Spain, Portugal and Scandinavia but also this became less and less as the war progressed. In the "3rd Reich" everything was rather well organized and this was to the advantage of a.hartrodt and other seaport forwarders. Those companies that had lost their former business were employed as shipping agents for the armed forces and had to organize the transport of provisions, ammunition etc. Thus a.hartrodt was in charge of traffic to Norway and together with another Hamburg forwarder opened a small office in Aarhus/Denmark.
During the air raids on Hamburg the office at Alstertor was badly damaged so that temporarily other office space had to be used. All archives were destroyed. The end of the war seemed to be synonymous with the end of the company but somehow it managed to stay afloat. Anything that promised some revenue was handled like clearing ruins and wreckage, performing messenger services and arranging storage of military goods in barges.
a.hartrodt was also entrusted with the distribution of CARE parcels. The acquisition of this business again was due to the overseas connections; there still were many friends who had kept faith with the company. Very slowly exports started again and one looked into the future with a certain degree of optimism. Thus in 1946 again the first apprentices were employed. Altogether however the first post-war years were a dreadful time. The liquidity was so strained that salaries could not be paid monthly (which is normal in Germany) but only in intervals of 2 weeks.
The currency reform in 1948 changed all this abruptly. Exports received an enormous impetus and services for the handling of it were in demand again. It was not easy though to rebuild the business. Hamburg had lost most of its hinterland, new business connections had to be established or the relationship with those clients who had moved to Western Germany from the East had to be rebuilt. All the address material was gone and it proved particularly difficult to resume contact with customers overseas. In this connection it should be remembered that in the first years after the war it was forbidden to use airmail, communication was only possible by surface mail and this considerably hampered the competitiveness of the German industry. The company owes it to the excellent memory of some of its employees that contact with old clients could be re-established relatively early, and, of course, the overseas agents helped a lot - they had all remained loyal to a.hartrodt. It should be mentioned here that during the war Casa a.hartrodt in Buenos Aires was closed by the Argentinean Government, and naturally all funds which a.hartrodt had abroad, were confiscated (and never rectitude). Many members of the pre-war-staff were killed in action; others were still prisoners of war and returned only years later. It thus became quite a problem to find qualified personnel for the fast growing business.
A lot of overtime had to be worked in the fifties, all departments worked late hours every day of the week and frequently also on Sundays.
Nevertheless all those who were part of the team in those days remember the time with pleasure. There was a spirit of enthusiasm and a feeling of achievement, and success became soon visible. Business to Brazil and Australia developed most rapidly and in 1951 the grandson of the founder, Mr. Konrad Wenzel, went on the very first of his many missions to Australia and New Zealand. The tradition of keeping in personal touch with the customers in overseas countries was carried on.
In 1949 the branch office in Bremen was transformed into an independent company, which Mr. Heinz Pevestorf joined as a partner.
The inland offices in Germany also played a major part in the reconstruction of the business. They did not exist before the war, but it soon became obvious that proximity to the clientele was more necessary than formerly. Thus in the course of years offices were opened in Cologne, Duesseldorf, Wuppertal, Frankfurt, Stuttgart, Nuremberg and Hanover. The development of the export trade made it also imperative to establish branches in other European countries and thus in 1960 the owners decided to establish associated companies in Rotterdam and Genoa. Due to growing competition the business had also to be protected overseas by the establishment of a.hartrodt owned and managed offices. In 1957 a first step was made, by delegating Mr. Henning Harders to Australia. 1958 a.hartrodt (Australia) was registered in Sydney, N.S.W. Also an effort was made to get a better hold over the South American traffic and shortly after foundation of the firm in Australia Mr. Liedloff was delegated to Santiago de Chile. In ocean traffic the a.hartrodt activities still focused on general cargo. In the course of time the composition and structure of the cargo underwent changes. Due to a lack of foreign exchange in many countries and later also due to competition from the Far East, shipments of consumer goods decreased. Machinery, electrical equipment, tools and suchlike merchandise substituted them. The mixture of cargo keeps changing from time to time. Exchange valances also influence it. If the DM is weak, usually there are more exports of consumer goods, if it is strong there are less whereas capital goods are not so sensitive to currency fluctuations. Also the airfreight business commenced in the fifties. It was started with very primitive means and at first airfreight shipments were handled in the Hamburg City Office. It soon became obvious, however, that Frankfurt was developing into the Central German Airport and consequently also our Frankfurt branch office started handling airfreight. As this part of the business was growing in importance all the time gradually more airfreight stations were opened in Stuttgart, Duesseldorf, Hanover, Munich and finally in Saarbr? a.hartrodt at first was a member of the "Hamburger Luftfrachtkontor" and later of the "Deutsches Luftfrachtkontor". With growing volume conflicts of interests arose and so a.hartrodt consolidations were built up. Today all-important airports of the world are served by own consolidations whereby Frankfurt in most cases acts as the Gateway Station.
The sixties on the one hand were marked by further steady expansion of the company, on the other hand by the internal structure and the retirement of the older generation. After the death of Mr. Pevestorf in 1961 the Bremen Company was transformed into a Kommanditgesellschaft, a partly limited company under the German law. Mr. Schulz and Mr. Holzmann were appointed joint general managers in Bremen.
1961 Dr. G?ing died and on the occasion of the 75th anniversary on the 1 st of May 1962 Mr. Konrad Wenzel became a partner. In 1965 Mr. Joachim van Tienhoven, son-in-law of Dr. G?ing, joined the company as a partner. On the 31 st Dec 1968 the senior partner, Mr. Rudolph Thode, retired and one year later Dr. Wilhelm Wenzel also resigned because of old age.
In the course of the expansion of the airfreight organization the offices in Frankfurt, Stuttgart and D?orf received the legal status of Branch offices.
The structure of the business again changed considerably during the sixties. The South American traffic deteriorated in view of the bad economical situation in most countries there, on the other hand business in Australia and New Zealand grew steadily. 1963 a Melbourne branch office was established under the management of Mr. Joachim Braasch, who in 1966 relieved Mr. Henning Harders as Managing Director of the whole Australian organization. Later on offices were established in Fremantle, Brisbane and Adelaide, so that a.hartrodt is now represented in the capital cities of all Australian states with the Exception of Tasmania.
In Buenos Aires after the closure of Casa a.hartrodt during the war the company had appointed a representative. To strengthen its market potential in 1969 a.hartrodt Argentina S.R.L. was founded. In the same year a Representative Office was opened in Johannesburg which later on was transformed into a.hartrodt (South Africa) (Pty) Ltd. with a branch office in Cape Town. An important step was the opening of an office in Tokyo in 1971, because the Japanese and other Far Eastern markets grew in importance all the time. Of course more offices were established over the years but it is not so important to go into too much detail now. Suffice to say, that at this point in time a.hartrodt is represented in most of the important markets either by its own offices or by reliable agents with whom co-operation of many years exists. Only one foundation in Europe should be mentioned, because this was the continuation of a very old tradition. It was already reported that before the 1 st War a.hartrodt had its own company in London. This was closed immediately after the outbreak of the war and as a successor the company of C. W. Hartrodt & Co Ltd. was established under the management of Mr. C. W. Hartrodt, who was a cousin of the founder and a British subject. Neither after the first nor after the second war did a.hartrodt succeed in acquiring shares in that company and so it became necessary to look for other partners. Such a partnership resulted from the relationship with a client of many years standing, the Confirming House of S. H. Lock & Co Ltd. Thus in 1969 a joint venture was established under the style of hartrodt Lock Ltd. First General Manager was Mr. J?Klupiec who is now Managing Director of a.hartrodt (Australia) Pty. Ltd.
The sixties were also remarkable for the beginning of a business, which has become very important for the company, the transit traffic from Eastern European countries.
There is a certain political background to this. Already in the fifties the City State of Hamburg pursued the so-called "Policy of the Elbe". At a time when contacts with Eastern Block countries were extremely unpopular with the Federal Government, members of the Hamburg Senate and of the Port Authority traveled to Prague in order to acquire cargo for Hamburg. They had success and transit traffic became very important for Hamburg.
This statement is also correct as far as a.hartrodt is concerned. It required tireless work of many years to develop regular traffic but eventually the effort proved worthwhile. In particular shipments from Hungary, Bulgaria and Rumania, but of course also from countries such as Austria and Switzerland have played an important role ever since.
On the 6th May 1966 the first container vessel of the Sea Land Inc. arrived in Bremerhaven. This was the starting point of a development which decisively influenced the events of the next 1 0 years and which led to radical structural changes in the world of shipping. There was perplexity in many places. The prospects of container traffic were judged skeptically even by experts.
Whereas Bremen grasped the chances of this new means of transport and rapidly extended the terminal in Bremerhaven, the policy of the port of Hamburg was rather hesitant and later on great efforts had to be made to catch up with the Bremen lead. Also amongst seaport forwarders opinion was divided. Some saw a catastrophic development; others - probably the majority - saw new possibilities especially for Container Group age Services.
The top management of a.hartrodt right from the beginning was of the opinion that the "Box" would not disappear from the market and acted accordingly. Even before the official introduction of container services to Australia a.hartrodt shipped group age containers on conventional vessels. Not without problems though, because the Australian trade unions insisted on stripping the containers on the wharf, and threatened with strike actions if a.hartrodt was to do otherwise.
Thus one of the main advantages of containerization viz. better protection against pilferage - went by the board, but also these difficulties were overcome within a relatively short period of time.
Also in the beginning of the seventies groups of forwarders were formed who co-loaded and jointly operated group age container services to North America. a.hartrodt is one of the founders of the so-called "Group of Six" which for 17 years now has been carrying through group age services to many places in the USA and Canada.
Another relocation also became necessary. a.hartrodt purchased an office building at H?damm 35 in Hamburg and moved there in 1971. Also the internal structure of the company had to be examined. The business had reached a volume, which was out of context with the style of a partnership with unlimited personal liability of the partners. On account of these considerations it was resolved to transform the firm into a Private Limited Company (GmbH & Co) under the German law. This took place on the 31st of December 1972. First shareholders were Konrad Wenzel, J. S. van Tienhoven, Arthur Wenzel and Meta Hake, Joint Managing Directors K. Wenzel and J. S. van Tienhoven.
The Bremen Company became a branch office.
In the 1970s there was quick progress in containerization. Gradually traffic to Australia, New Zealand, Far East and South Africa was containerized and finally the container entered the trade also in South America and the Middle East.
The shipping scene changed dramatically in that the conferences lost their predominance. In all markets, which formerly were dominated exclusively by conferences, there appeared "Outsiders" which by no means were "fly by nights" but potent carriers. Their service was hardly, if at all, inferior to that of the conference. Seaport forwarders had to re-think. At all times it had been their task to offer their clients the best shipping possibilities at lowest possible rates, but as long as it was only feasible to work with the "cartels of the seas", the conferences, there were only small differences in prices. In the new situation no forwarder could afford to use exclusively either conference or non-conference. The price/efficiency ratio had to be checked much more closely, all possibilities had to be investigated to come up with the most favorable quotation. Unfortunately this, with some clients at least, led to the attitude, that only the price was important and that service and reliability were minor considerations.
The demands made on the seaport forwarder by the exporting and importing industries have grown steadily since the beginning of the seventies, in particular with regard to information and communication. All this caused high expenditure and it became indispensable to exploit all means of rationalization.
Electronic Data Processing made this possible and a.hartrodt shared and influenced all EDP developments in the transport sector. This led to enormous changes in the internal organization. Not only the staff had to be familiarized with EDP, also the forms and documents, the completion of documents and of course the accounting systems changed entirely. Nowadays all European offices and many overseas a.hartrodt companies are equipped with EDP and use it to the largest possible degree - a "conventional" operation is hardly feasible anymore. No doubt EDP has brought great advantages, but it required and requires permanent investments, which tie up substantial funds.
For the sake of interest it should be mentioned that the introduction of EDP did not meet with any resistance from the staff. Older clerks of course were somewhat skeptical; the younger people accepted the new development with a kind of enthusiasm. The screen became a status symbol for a department, and those who were not linked yet to the system, could hardly wait the day when they would be "on", too.
Within the a.hartrodt Group there was no standing still in this period either. New offices in Milan, Reggio Emilia, Bologna, Barcelona, Antwerp and Dublin strengthened the European organization. In overseas countries a.hartrodt companies were founded in Auckland, Wellington, Christchurch, Singapore, Kuala Lumpur, Osaka, New York, Los Angeles and financial participation were acquired in Bangkok and Manila.
The airfreight business grew steadily in volume and importance. Also here there was a similar development as in ocean traffic: The tariffs stipulated by the IATA became waste paper, on the basis of supply and demand rates were adjusted to the market situation. The ever-growing airfreight consolidations contributed to this evolution. Also A.hartrodt promoted the airfreight business with determination, more and more airports all over the world were served by a.hartrodt consolidations, all stations were equipped with EDP.
It is also remarkable, that a.hartrodt since 1964 has handled the airfreight shipments of the German Olympic team for all Olympic Games, which were held outside Europe: certainly evidence of reliability and efficiency!
1975 the Managing Director of A.hartrodt (Australia) Pty. Ltd. Mr. Braasch acquired a share holding in the company, after his return to Germany he was appointed Joint Managing Director on the l st of July 1976. In 1983 Mr. Jan van Tienhoven and Mr. Andreas Wenzel became shareholders in the company. After having managed the Singapore office for a number of years, Mr. Andreas Wenzel returned to Germany and was appointed Joint Managing Director on l st January 1985.
Many things have changed during the 100 years since the foundation of the firm; manpower has been replaced by machinery in numerous instances. In a service organization however man with his know-how, his experience and his creative capabilities will remain irreplaceable ' in many areas. Even for very simple jobs like messenger services he is still necessary. So his resourcefulness is very much more required where complicated quotations must be worked out, where the shipping of big projects has to be co-ordinated and where daily routine is essential to keep all parties happy.
Owners and staff of a.hartrodt have never looked upon themselves as mere recipients of orders but have always held the opinion that it was and is thinking in the interest of the customer and exhaustive consultant that makes one company better than another. This attitude is also reflected in staff policy. Apart from the fact that a.hartrodt has always taken pride in a thorough training of its apprentices - and it enjoys a very good reputation in that regard - the company also endeavors to offer its employees career opportunities within the framework of the organization. Most people in managerial positions in Germany and many abroad have started their career in a .hartrodt' office or have been in the employ of the company for many years.
Dealing with overseas countries requires knowledge of forwarding, which is beyond normal standards. The job of a freight forwarder is not restricted to e.g. arranging a transport from Hamburg to New York, he must also know customs regulations of the Country of destination and traffic requirements there, he must consider government regulations, particularly if ' the consignment does not remain in the Port of destination but has to be on-forwarded.
He is expected to be equally familiar with the negotiation of Letters of Credit as with collection of funds and dealing with foreign exchange. For this reason a.hartrodt has retained the Proven divisional system for the export departments: For all-important destinations there are departments with experts for the respective countries. Likewise specialists deal with imports and airfreight.
Since airfreight operations differ considerably from sea freight traffic. Already years ago, the Air cargo Division was made autonomous. One member of the Board has special responsibility for it and the General Manager Airfreight for Germany, Mr. Vietz is located in Kelsterbach (Frankfurt) and is responsible for co-ordination amongst the individual stations. Repeatedly it has been mentioned that the demands upon the Seaport Forwarder and the Forwarder in genera] are on the increase all the time. a.hartrodt (GmbH & Co) are confident that they can cope also in the 2nd century of their existence. The company offers its clientele a large variety of services:
- Group age Containers by sea and air for general cargo to all-important and relevant destinations
- FCL Services worldwide either from port to port or from door to door.
- Organization of Project shipments, in this context co-ordination of shipments from suppliers in different parts of the world.
- Handling of imports by sea and air from door to door.
- Customs Clearance
- World-wide Transport Insurance
- Individual customer related solutions of transport problems.
It is natural that one looks back on an anniversary, however the future should be kept in mind. The next years will bring more computer-related transport systems, world-wide communication will accelerate and lead to paper less systems, punctual deliveries - just in time will grow in importance more and more.
a.hartrodt (GmbH & Co) is focusing on these new developments. Also in the second century a.hartrodt (GmbH & Co) will make every effort to remain a reliable and fair business partner for their clients and friends in Europe and Overseas.