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Blue Dart Express Limited (BDE) began operations in November 1983. It is South Asias premier courier and integrated express package distribution company. The company is primarily engaged in the business of integrated air and ground transportation and distribution of time-sensitive packages in India and throughout the world.DHL Express (Singapore) Pte Ltd holds ~81% of the equity capital in BDE
KEY HIGHLIGHTS
Integrated air and ground transportation company BDE offers delivery of consignments to over 25,646 locations in India. As part of the DHL group, the company has access to the largest logistics network worldwide, covering over 220 countries, and offers an entire spectrum of distribution services including air express, freight forwarding supply chain solutions and customs clearance. The company has warehouses at 53 locations across India and bonded warehouses at 7 major metros Ahmedabad, Bangalore, Chennai, Delhi, Mumbai, Kolkata and Hyderabad. Unmatched delivery capability a unique business proposition
Promoter 81%
Volatility in prices of fuel may affect the logistics sector Constrain in infrastructure facility may affect the business
('000) 700 600 500 400 300 200 100 0 May-10 Nov-10 Mar-10 D ec -10 O c t-10
150 100
1-m 1 -9
3-m -8 -17
12-m 59 10
43 0
V olumes (R HS )
B L UEDA RT
NIFTY
COMPETITIVE POSITION
Peer Comparison
Revenue (Rs mn) EBITDA margins (%) PAT (Rs mn) PAT margins(%) Gearing (x) EPS (Rs/share) PE (x) P/BV (x) RoCE (%) RoE (%) EV/EBITDA (x)
n.m: Not meaningful
Blue Dart Express Ltd. Dec-09 9,096.7 11.8 610.2 6.7 0.0 39.8 25.6 4.4 20.6 14.1 22.6
Gati Ltd. Jun-10 9,334.5 9.3 95.0 1.0 2.1 1.9 28.2 1.6 7.5 4.1 10.8
Sical Logistics Ltd. Mar-10 7,249.8 5.0 -352.8 -4.9 4.3 3.7 19.9 0.8 0.2 n.m 31.2
Allcargo Global Logistics Ltd Dec-09 20,619.5 10.6 1,407.1 6.8 0.3 56.4 2.4 0.4 21.7 24.2 2.0
FINANCIAL PROFILE
Top-line down 7% y-o-y; margin and PAT also decline
K ey Financ ia l Indic ators Units R evenue R s m illion P er cent R s m illion P er cent P er cent P er cent P er cent Tim es P er cent P er cent E B ITD A m a rg ins P AT P AT m a rg ins R evenue g rowth E B ITD A g rowth P AT g rowth G ea ring R oC E R oE
De c -07
8,121.6 16.2 712.2 8.8 21.0 26.9 39.3 0.0 35.9 25.4
De c -08
9,779.4 13.0 779.6 8.0 20.4 -3.6 9.5 0.0 32.4 22.2
De c -09
9,096.7 11.7 611.9 6.7 -7.0 -16.2 -21.5 0.0 21.6 14.7
BDE registered a top-line growth of CAGR 5.8% from CY07-CY09, but topline for CY09 decreased 7% year-on-year (y-o-y) to Rs 9 bn, affected by decrease in volumes due to industry slowdown. Operating margin decreased by 130 basis points from 13% to 11.7%, on account of increase in employee, power and fuel costs. PAT decreased 21.5% y-o-y from Rs 779.6 mn in CY08 to Rs 611.9 mn in CY09. This was on account of decrease in operating profit, increase in interest and depreciation cost, as well as decrease in other income.
INDUSTRY PROFILE
Airline Services The airline services industry covers the scheduled commercial operations of Indian carriers on both domestic and international routes. It also includes the cargo operations of the carriers. The growth in domestic and international passenger traffic to a large extent on account of the advent of low fare carriers (LFCs), stable ticket prices and strong demand from corporate and leisure travelers. The domestic aviation market is highly competitive with presence of nine players. Increase in ticket prices happens but with a substantial lag to the increase in fuel costs. This affects the profitability of carriers. Indian carriers face severe competition from alternate modes of transport on domestic routes and large international carriers on international routes, which adds to the challenges faced by carriers. Logistics CRISIL Research has estimated the overall Indian logistics spend at Rs 2.7 trillion in 2008-09, which includes only primary transport modes and infrastructure, equivalent to around 8.2 per cent of the Gross Domestic Product (GDP). And if the secondary movement (from the hub to the various depots) is also included, this shoots up to 10.7 per cent, which is significantly higher than those of developed nations where it averages 5-7 per cent. Higher logistics spend as percentage of GDP can be attributed to the overall inefficiency in logistics operations, multiple tax structures, inadequate infrastructure and unorganised nature of the industry in India. With escalating competition and cost pressures, companies are increasingly focusing on their core competencies by outsourcing their logistics requirements to third party logistics (3 PL) players. The future of the Indian logistics industry is currently governed by three key factors viz. increasing domestic demand, reducing logistics cost and improvement in Infrastructure.
Dec-07 8,106.2 8,121.6 1,319.1 16.2 242.1 5.8 8.1 1,084.7 712.2 8.8 23.8 30.0
Dec-08 9,760.0 9,779.4 1,271.8 13.0 167.5 1.6 53.5 1,195.9 779.6 8.0 23.8 32.8
Dec-09 9,067.7 9,096.7 1,066.0 11.7 179.4 7.0 52.4 935.1 611.9 6.7 23.8 25.7
Dec-07 237.6 2,910.5 3,148.1 176.5 0.0 0.0 0.0 833.3 99.0 4,256.9 2,451.7 1,599.7 628.0 2,029.2 1,092.8 20.4 313.9 4,256.9
Dec-08 237.6 3,643.1 3,880.8 178.4 0.0 0.0 0.0 846.7 134.9 5,040.8 2,705.2 1,764.5 710.6 2,565.6 1,154.3 21.9 487.0 5,040.7
Dec-09 237.6 4,224.8 4,462.4 185.4 0.0 0.0 0.0 953.5 99.8 5,701.1 2,829.4 1,826.8 1,051.5 2,822.7 1,233.5 20.0 259.9 5,701.0
Cash flow from investing activities Equity raised/(repaid) Debt raised/(repaid) Dividend (incl. tax) Others (incl extraordinaries)
Cash flow from financing activities Change in cash position Opening cash Closing cash
n.m : Not meaningful;
QUARTERLY RESULTS
P rofit a nd los s ac c ount (R s m illion) No of Months R evenue EB ITDA Interes t D eprecia tion PBT P AT S ep-10 3 2,953.2 357.6 0.1 46.8 310.7 209.8 100.0 12.1 0.0 1.6 10.5 7.1 % of R ev S ep-09 3 2,371.5 293.5 0.1 43.7 249.7 164.9 100.0 12.4 0.0 1.8 10.5 7.0 % of R ev J un-10 3 2,782.3 414.8 46.4 368.4 256.2 100.0 14.9 1.7 13.2 9.2 % of R ev S ep-10 9 8,320.3 1,181.7 0.1 139.9 1,041.7 703.8 100.0 14.2 0.0 1.7 12.5 8.5 % of R ev S ep-09 9 6,575.7 735.7 0.1 133.9 601.7 395.8 100.0 11.2 0.0 2.0 9.2 6.0 % of R ev
Per c ent 40 30 20
Mar-09
D ec -08
D ec -09
Mar-10
J un-08
J un-09
S ep-08
S ep-09
J un-10
Mar-10 J un-10
NPM
Sales
Net Profit
Rs /s hare 14 12 10 8 6 4 2 0 Mar-08
EP S
Per c ent 25 20 15 10 5 0
Mar-08
D ec -07
D ec -08
Mar-09
D ec -09
J un-08
S ep-08
J un-09
S ep-09
S ep-10
S ep-10
Mar-09
D ec -07
D ec -08
D ec -09
Mar-10
J un-08
J un-09
S ep-08
S ep-09
J un-10
S ep-10
OPM
S hareholding P attern (P er c ent) Mar 2010 J un 2010 P rom oter 81.0 81.0 F II 0.8 0.7 D II 7.4 7.4 Others 10.8 10.9
Board of Directors Director Name Dec 2010 Sha s hi kumar Sa muel Ramdas 81.0 (Air Mars ha l)
Managing Director 0.9 Anil Jai Kri s han Kha nna (Mr.) 7.7 Ma lcol m Anthony Montei ro (Mr.) Managing Director 10.4 Clyde Chris topher Cooper (Mr.) Non-Executive Di rector Surendra Girdha rla l Sheth (Mr.) Roger Crook (Mr.) Chris topher Ong (Mr.) Sures h Sheth (Mr.) Sha ra d Upa s ani (Mr.) Non-Executive Di rector Di rector Alternate Director to Mr.Roger Crook Di rector Di rector
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