Global Freight Forwarder Company Part 2

     

13. Agility has expanded its business dramatically from its warehousing base in Kuwait. It is a Middle Eastern leader in integrated supply chain solutions and is organized into three major business groups. Global Integrated Logistics (GIL) is the largest generating approximately 65% of Agility’s revenues and having more than 14,000 employees. The majority of GIL’s revenues (just under 90%) are generated outside of the U.S. It has core competencies in freight forwarding, contract logistics/warehousing, project logistics, fairs & events, and supply chain management 3PL services. The Defense & Government Services (DGS) business group generated approximately 32% of Agility’s revenues and had a workforce of over 10,000 before 2010. It provides 3PL services tailored to governments, relief agencies and international institutions worldwide. These services include extensive warehousing and trucking operations in Kuwait to support U.S. Department of Defense distribution needs in the region. Another business unit is Investments which draws on local insights from Agility’s global network to identify real estate and private equity opportunities in Asia, Africa and the Middle East. Investments accounts for approximately 3% of Agility’s revenues. Hans Hickler, previous employed at APL and DHL, is now CEO of Asia and is expanding operations particularly in Southeast Asia and Vietnam.

     

 14. Hellmann Worldwide Logistics is a privately held German company which continues to be competitive against the big guys. It has good freight forwarding and contract logistics operations. Airfreight and Seafreight are over half of the business. Coverage in Asia and China is extensive. Its regional breakdown is Europe 53% (Germany 43%), Asia, 19%, the Americas 18% (U.S. 12%), and Oceania, Middle East, Africa 10  %.

    

   

15.  Pantos Logistics has a full set of tools including air and ocean freight forwarding, rail and road transportation in Korea, warehousing, customs, and express transportation. (DCC assets in South Korea only.) Customers include Korean based companies like LG and internationals like Philips. Pantos is a good international supply chain manager with a large freight forwarding base (1.6 million TEUs and 216,653 airfreight metric tons).

     

16. UTi's net revenues increased nearly 10% last year. UTi’s contract logistics and distribution operations are 54% of net revenues. UTi has strong forwarding operations in Asia with an emphasis on airfreight and a major drug distribution operation in South Africa. It is expanding its contract logistics operations in Asia particularly in India, which it has designated for major market expansion. UTi’s roots are in South Africa and it does very well in British Commonwealth countries.

     

17.      Toll’s revenues are 66% Australia based where Toll has one of everything in logistics. Toll’s mission is to be the most successful provider of integrated solutions to the Asian region providing customers with global reach. Its largest vertical industry is Retail/FMCG, which accounts for 33% of its revenues. Sixty percent of SembCorp was acquired in 2006 by Toll which owns Australia’s largest trucking and distribution operations. SembCorp is one of the largest logistics providers in Asia. SembCorp has extensive Asian operations (16 countries) and a sizeable joint venture (St. Anda) in China. Its revenues are split as follows: Northern Asia 53%, Southeast Asia 41% and Other 6%. In March 2008, Toll took over BALtrans, a large intra-Asian freight forwarder with operations to the United States and Europe. Toll has rebranded BALtrans as Toll Global Forwarding. In February 2010, Toll acquired Summit Logistics International to integrate it into Toll Global Forwarding and expand its capabilities in the Greater China to U.S. trade lane.

     

18. Damco is a third-party logistics provider specializing in customized freight forwarding and supply chain solutions. The company has 10,800 employees in over 300 offices across 90 countries and agents in 30 more countries. In 2011, the company had a net turnover of $2.8 billion, managed more than 2.5 million TEUs in ocean freight and supply chain management volumes, and air freighted more than 110,000 metric tons. Damco is part of the A.P. Moller - Maersk Group.

       

19.  Yusen does not have the kind of strong domestic base in Japan that characterizes Nippon and others. It has aggressively grown international markets and expanded through organic growth and acquisitions. It started in 2001 by combining purchases and adding a transportation and warehouse network to expanding contract logistics and airfreight operations. Contract logistics and distribution are strong in Europe. In the Americas, seven companies have been combined to create a broad suite of logistics services offered in North, Central and South America. Automotive, industrial and retail/consumer goods verticals are emphasized. Its automotive logistics includes roll-on/roll-off, JIT and parts distribution. Nippon Cargo Air is now an NYK owned entity and Americas has its own airfreight forwarding capability. Sister company, Yusen Air & Sea, is a major airfreight operation, particularly within Asia and recently set up a strategic agreement with Panalpina. Japan accounts for 27% of the business, Europe 24%, the Americas 22%, South Asia and Oceania 14% and East Asia 13%. Revenues for Yusen are split between air and ocean freight forwarding, warehousing, and domestic U.S. transportation management.

     

   

 20.   Geodis is France's largest provider of transportation and logistics services and is one of the top European 3PLs. With third-party logistics revenues of $5.9 billion and 12,000 employees, Geodis Group covers more than 120 countries worldwide through its subsidiaries including Geodis Logistics, Geodis Wilson, and Geodis Supply Chain Optimisation (which grew out of its December 2008 acquisition of IBM’s internal global logistics operations). Most of the Group’s revenue is European based and accounts for 60% of total revenue, Asia-Pacific accounts for 20% and the Americas account for the rest. Geodis Group’s service portfolio has significant coverage in Europe where it has five core businesses: groupage (parcel delivery/LTL express), truckload, contract logistics, freight forwarding and supply chain optimization. Freight forwarding is its largest business segment generating 36% of revenue, groupage is next at 25%, then contract logistics 15%, supply chain optimization 13% and truckload 11%. In Europe, Geodis’ industry segment 3PL revenue breakdown is FMCG/Retail 42%, Automotive 17%, High-Tech 16%, Industrial 11%, Healthcare 4%, Textiles 3% and Other 7%. Geodis purchased TNT’s freight forwarder (Wilson) in late 2006. Wilson added significant new coverage for Germany, China, Australia, New Zealand, North America and South America. Geodis is expanding its penetration in the North American market through acquisitions including IBM and One Source Logistics. There are 18 offices including two for its chemicals specialist operation, Rohde & Liesenfeld. It relies on a strategic alliance with International Paper’s xpedx.

     

     

21.  C.H. Robinson continues to be the most profitable tier-one 3PL regularly achieving net income margins greater than 20%. C.H. Robinson dominates domestic transportation management in North America. While 76% of Robinson’s net revenues are truck transportation related, it has solid domestic intermodal, international air and ocean, food sourcing, fuel card services and fuel management, and supply chain management. It has also been expanding its TMC operations which focus on large transportation network management. The TMC is now serving the Americas, Europe and Asia. Employees are highly incented to take care of customers. C.H. Robinson’s Canadian operations developed quickly and it has become a strong player with eight offices for freight brokerage, six for forwarding and three for produce. European operations have also been successful and profitable. They are a natural fit for Europe’s atomized owner-operator based companies. Asian operations continue to grow. Recently, Robinson acquired offices in India and continues to make careful purchases of companies with specializations and has access to the free cash flow to make more. C.H. Robinson's IT and business processes are tightly coordinated. Reporting capabilities provide good operating and profitability control. Ongoing modifications include much stronger and friendlier carrier/capacity management.

     

   

 22. Hyundai GLOVIS is part of the Hyundai Kia Automotive Group under its parent company Hyundai Motor Co., Ltd. It specializes in the automotive, industrial and chemicals vertical industries. About 12% of its logistics revenue is Korea-based. The rest is generated by its 14 branch offices. In 2011, it opened a branch office in Sao Paulo, Brazil.

   

   

23. Kerry Logistics' business portfolio encompasses contract logistics, international freight forwarding, warehousing, transportation, distribution, trading, merchandising and a wide variety of value-added services and is now managing over 26 million square feet of warehouse space, logistics centers and port facilities globally. Its Integrated Logistics division, mainly value-added warehousing and distribution, generates 43% of revenue and its International Freight Forwarding division generates 57%. Kerry Logistics handles 620,000 TEUs and 173,000 metric tons of airfreight annually. Kerry EAS Logistics, the brand name of Kerry Logistics in Mainland China, continues to provide high-quality logistics and solutions to customers in three major areas: freight forwarding, express parcel delivery and contract logistics.

     

     

24.  Sankyu is an asset based, Japanese 3PL with a strong presence in the Asian market as well as operations in Europe, USA and Brazil. Although Sankyu still does a significant amount of project logistics, the main revenue from its logistics division is from the automotive, chemicals, consumer goods and retailing verticals. Its Logistics business unit generates 54% of Sankyu's total company revenue.

       

25. DACHSER handled 49 million shipments in 2011 - 470,000 airfreight shipments and 321,000 less-than-containerload and containerload ocean shipments. Its largest business segment, DACHSER European Logistics, accounted for 61% of revenue in 2011. Its other business segments include DACHSER Air & Sea Logistics which accounted for 26% of its 2011 revenue and DACHSER Food Logistics, a specialist in warehousing and distribution in the temperature-controlled, non-frozen food segment in Germany, accounted for the rest. Nearly 60% of DACHSER’s 21,000 employees are based in Germany. DACHSER tends to be more modern and aggressive than many of its competitors.

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Global Freight Forwarder Company Part 1

Freight Forwarders help shipper and consignee run their business and fulfill their desire easily. Nowadays, shippers don’t need to think how to deliver the goods to their customer. Same thing also happed to customer, they don’t need to worry how they can fulfill their needs and desire in order to get their wants.

In logistics, freight forwarder is the common term that use by both shipper and consignee. They are the middleman or agent that settle and manage the movement of the product from producer to customer. Here we will list top 25 global freight forwarder companies with a little information about the company. 

1.      DHL Supply Chain (DSC) is the world's largest 3PL and contract logistician. Contract logistics revenues were 52% of its gross logistics revenues for 2011. Contract logistics revenues for Exel (DHL Supply Chain - Americas) are $4.1 billion with 456 warehouses and 111 million square feet of space. Exel/DSC has operations of virtually every kind on every continent. Current major initiatives involve expansion in pharmaceuticals and sustainability. DHL Global Forwarding (DGF) grew through the acquisition of highly respected companies like Danzas. DHL and Danzas are strong branches in Europe and Asia. DGF currently has 31 global carrier partners with 81 contracts on a multitude of trade lanes and more than 330 gateway facilities. Its annual volume is 2.7 million TEUs and its LCL is 2 million cubic meters. There are more than 45,000 weekly point pairs for LCL globally. DGF handles 2.2 million shipments annually. DHL's scope allows its customers to more easily adjust vendor supply chains.

 2.      Kuehne + Nagel is one of the world's leading logistics companies providing logistics services from more than 1,000 locations in over 100 countries. Its strong market position lies in the seafreight, airfreight, contract logistics and overland businesses, with a clear focus on providing IT-based integrated logistics solutions. With the addition of the ACR group, contract logistics operations more than doubled in 2006 and are 50% of net revenues. The industry breakdown for its contract logistics operations is: Retail 35%, Healthcare 22%, Technological/Telecom 18%, Chemicals 7%, Automotive 6%, Fulfillment 5%, Misc. 5% and Services 2%. Kuehne + Nagel’s North American logistics network totals 12 million square feet of space across 50 DCs. There are 11 DCs in Canada (located in Toronto, Montreal, Calgary, and Edmonton), 30 single- and multi-client DCs in the U.S., six facilities in Mexico, and four Mexican border locations for transborder/customs services. Americas business for Kuehne + Nagel is 15% of net revenues. Net revenue was $994 million in 2011 for the Americas with over 50% from freight forwarding. Kuehne + Nagel has developed its own land transport management and trucking network for Europe. In 2011, the globally operating Kuehne + Nagel maintained its growth momentum in a challenging market environment and achieved good results. Net earnings were slightly above the previous year and reached with CHF 606 million a new record high. Due to the consistent implementation of the selective growth program, Kuehne + Nagel outpaced the volume growth of the market in all fields of activity. The performances of the seafreight and airfreight business units were again the main pillars of success. In both areas, high internal productivity and strict cost management compensated for the costs of investments made in technology and product development and strengthening of niche segments. Kuehne + Nagel has built good global spare parts logistics and cold chain/pharmaceutical capabilities.

   3. DB Schenker made significant purchases from 2006 to 2008 to double the size of its operations. The purchases include BAX in 2006, Spain-Tir in 2007 and Romtrans in 2008. Romtrans was the largest forwarding company in Romania with $140 million in revenue and 1,500 employees. Operations go as far east as Georgia. Spain-Tir had over 700 trucks and 16 million square feet of warehousing space covering the Iberian Peninsula. BAX added significant North America and Asia capacity. The gross revenues were each over $2.5 billion – the Americas (6.5% of total revenue) and Asia (5.2% of total revenue). German operations, including Europe’s largest rail freight and trucking operations, are over 70% of total revenues. DB Schenker’s European trucking by land transport has over 24,000 employees/owner-operators and handled 96 million shipments in 2011. Russian and Eastern European operations are substantial. DB Schenker is significantly expanding its contract logistics operations. Dave Bouchard was added to lead the Americas effort. Detlef Trefzger leads global contract logistics and is spearheading expansion efforts. North American contract logistics operations are 42% Consumer Goods, 30% High-Tech, 16% Industrial and 12% Automotive.

     4. Panalpina is a top 10 freight forwarder. It handles more than 1.3 million TEUs per year, more than 800,000 metric tons of airfreight and about 1 million tons of non-containerized break bulk cargo. It has 242 sub-contracted warehouses in 150 countries and is consistently profitable. The life blood of Panalpina is its ongoing financial stability and transparency. Its gross profit runs greater than 20%, EBITDAs (earnings before interest, tax, depreciation and amortization), EBITs and net incomes consistently run among the industry’s best. Like all of the truly strong players, these results are clearly and straightforwardly reported for each financial period. Gross profit (net revenue) runs 46% for air freight, 30% for ocean freight and 24% for logistics. Panalpina concentrates on nine verticals/segments: Automotive, Chemicals, Consumer Retail, Fashion, Healthcare, High-Tech, Manufacturing, Oil & Gas, and Telecommunications. Telecom growth was major in 2007. Its Oil & Gas operations are primarily in project logistics, which accounts for 10% to 15% of Panalpina's revenues.

      5. CEVA Logistics is one of the world’s largest logistics companies and has been the world’s largest automotive 3PL. It has a heavy emphasis on manufacturing and is expanding operations in other sectors. CEVA’s industry sectors are Automotive 28%, Consumer/Retail 23%, Technology 22%, Industrial 16%, Energy 6% and Other 5%. CEVA operates in over 170 countries. The CEVA operations we have visited get top marks. CEVA is very good at value-added support activities. Its Matrix™ software suite reflects its range of logistics capabilities, including materials management. CEVA’s core services include fulfillment centers, high-velocity cross-docks, sub-assembly, sequencing, dedicated contract transportation, and network designs/redesigns. Its revenue is split between Contract Logistics (54%) and Freight Management (46%). The Americas account for 30% of its revenues, Asia Pacific 28%, Northern Europe 24% and Southern Europe, Middle East and Africa account for the rest. Private equity owner, Apollo Management, acquired EGL Eagle Global Logistics which was rebranded as CEVA Freight Management in 2007. EGL added global freight forwarding to match CEVA’s high quality value-added warehousing, materials management and other contract logistics capabilities. In 2008, CEVA introduced its Century Partnership Account Program for 100 of its key customers selected by its Executive Board. These accounts have a global scope and represent more than half of CEVA’s total business. Fiat, CEVA's largest customer, began moving many of its operations outsourced to CEVA back in house in the spring of 2011.

      6. Nippon Express covers Japan. It’s Japan’s largest domestic transportation company and its Pelican Express operation is the largest package operation in Japan. About 90% of Nippon's revenues are from domestic Japanese operations. Its international operations in forwarding and contract logistics are tied to its Japanese base. In addition to truck-based operations, Nippon provides harbor and ship transportation, air freight forwarding and warehousing. Its warehousing is tied to its freight forwarding operations.

     7. For many years, Sinotrans Limited was completely protected by People’s Republic of China law from direct foreign competition until recently. In some ways it is a very transparent company. About 80% of revenues are derived from freight forwarding. Sinotrans handled nearly 8 million TEUs of seafreight, 397,200 metric tons of airfreight and 14.6 million international express documents/packages in 2011. Sinotrans is a joint stock limited company incorporated in the People’s Republic of China on November 20, 2002 with China National Foreign Trade Transportation Corporation (“Sinotrans Group Company”) as its sole promoter. The Company was listed successfully on The Stock Exchange of Hong Kong Limited on February 13, 2003. The Group’s core services are freight forwarding and shipping agency services with support services such as storage and terminal services, marine transportation, trucking and express.

   8. Expeditors is the largest, best run North American-based freight forwarder. Net revenues have reached $1.9 billion and produce a gross margin of 31%. 2009 was a difficult year but revenues came back in 2010-11 exceeding 2008 levels. Net revenues are 37% airfreight, 40% customs brokerage and 23% ocean freight. U.S. and Asia business account for 80% of revenues. Expeditors is the largest forwarder/NVOCC in the Asia/U.S. lane. It handles over 890,000 TEUs per year globally. Nearly 50% are shipped from Asia to the U.S. Expeditors’ European operations are primarily in airfreight and constitute about 13% of revenues. Expeditors net revenues run 40% high-tech, 33% retail, 10% pharmaceuticals, 10% automotive, 5% furniture and 2% other. Expeditors limits its participation in value-added warehousing and distribution.

      9. Bolloré's logistics business consists of SDV, a quintessentially French transportation and freight forwarding company, which generates 57% of revenue and Bolloré Africa Logistics, a major stevedoring company in Africa, which generates the remainder of logistics revenue. Bolloré Africa Logistics, which has been in Africa for over 50 years, has 250 subsidiaries, about 22,000 employees and operates in 43 countries. SDV is ranked #1 in France by the IATA and #5 in Europe. It operates in 96 countries with a large footprint in Europe, Africa, Asia and the Americas. It has 15 branches in major U.S. cities.

      10. U PS is an 800 lb. gorilla of global supply chain services. Revenues for contract logistics were $2 billion in 2011. Net freight forwarding/NVOCC/customs brokerage revenues were $4.5 billion. UPS SCS had a profitable year in 2011. UPS SCS contributes $2 billion+ per year in package business to its big brother. UPS handles about 500,000 TEUs per year as a freight forwarder. Twelve percent of containers are LCL consolidations; 40% are Asia-U.S. Forwarding revenues are 60% air and 40% ocean. UPS has 1,400 employees involved in customs brokerage: 400 in Aiken, SC, 250 in Cleveland, OH, and 750 in Louisville, KY. UPS' DCC was built from the purchases of Rollins and Overnite. More than 95% of its power units are assigned to specific customers. Average length of trip is about 400 miles. UPS' DCC has on-site managers at 900 locations. Customer operations range from 10 to 100 trucks. UPS has redesigned its supply chain operations to concentrate on high-tech, medical and some retail/consumer goods customers. These operations are highly integrated between value-added and package delivery services. Revenues per employee run $175,000 to $180,000. In March 2012, UPS announced the purchase of Netherlands-based TNT Express, the largest European express carrier (18% market share). The purchase will complete a successful expansion by UPS into Europe and add a host of coverage in Europe, the Middle East, Africa and the Asia-Pacific. The sale price is estimated at $6.8 billion. For UPS SCS, the deal opens significant market opportunities particularly in spare parts and medical logistics.

      11.  DSV is primarily a non-asset operation. EBITS are 5.6%. Nearly half of its operations are European over-the-road, its Air & Sea division makes up about 41% and Solutions (logistics) accounts for the rest. The DSV Group is Denmark’s second largest supplier of transport and logistics services. The Group originates in the Nordic countries but has established its own operations in more than 60 countries in Europe, the Far East and the Americas. Via professional and advantageous overall solutions, a worldwide yearly turnover of €5.9 billion is realized by the Group’s 21,700 employees. ABX Logistics was acquired by DSV on October 1, 2008. ABX Logistics was included it DSV’s financial statements as of that date – under the Air & Sea division

       12.  Kintetsu World Express' (KWE) largest operations within its global network are in Japan and China, with over 100 offices located in each of those countries. Nearly 50% of its business is airfreight based. Ocean freight and logistics account for 41%. Globally KWE handles over 1.1 million metric tons of airfreight and over 550,000 TEUs of ocean freight annually. KWE has a host of strategic joint ventures and affiliated companies. Its primary verticals are automotive, high-tech, and healthcare. It has 138 logistics warehouses outside Japan, with 6.4 million square feet (warehouse space in Japan is over 2.6 million square feet). Fifty-eight of those warehouses are in China. Japan and China combined generate 62% of the business, the rest of Asia and Oceania generate 17%, North America 12%, Europe 6% and other regions account for the rest. KWE listens to the “Voice of the Customer” and promotes long-term collaborative business partnerships. It’s a quality management success story.

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Accessories services for transportation

Diversion and Reconsignment

Diversion means change in the routing of shipment and reconsignment means change consignee for a particular shipment, the term are used interchangeably.

Protective Service

Protective services are offered for goods that could be affected by environment. Such services include ventilation, refrigeration, and heating.

Special Equipment

Special equipment is extra charges are sometimes assessed for the use of equipment that meet special shipper needs.

Transit Privileges

Transit privileges facilitate the flow of goods that require some handling or processing at an intermediate point between origin and destination

Stop-off privileges

This type of transit privileges permits the shipper or receiver to stop a shipment to partially load and unload it at an intermediate point.

Split Delivery

Split delivery is an additional service provided by highway carriers. It permits an unlimited number of segments of a larger shipment to be delivered within the limits of specifics split-delivery area.

Pickup and Delivery

Certain carriers commonly quote rates on terminal-to-terminal basis. Additional charges usually apply for pickup and delivery services. These charges must be noted and included when comparing terminal-to-terminal rates with those of portal-to-portal services.

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World’s Largest Aircraft:Antonov An-225 Mriya

The Antonov An-225 Mriya is the world’s largest aircraft. It was designed for the transportation of the Russian Space Shuttle by the Antonov Design Bureau, which the headquarters in Kiev, Ukraine.  Mriya is Ukrainian word for “dream”). This aircraft capable to transport other oversize cargo or item. 

Since this is the largest aircraft, it bigger than a Boeing 747 and Airbus A380, longer and heavier than Hughes H-4 “ Spruce Goose”. The An-225 requires six turbo fan engines to keep its payload in the air.

The Antonov An-225 was originally designed to function as a Russian Space Shuttle carrier aircraft, assisting the Buran space shuttle of the Soviet Space Program with transport. The plans were first laid out by three Antonov Design Bureau in the early 1980s, but the first operational fight wouldn’t occur until December 21^st, 1988.

Only one An-225 was built, initial plans were to build several An-225, but the collapse of the Soviet Union in 1991 saw the cancellation of the Buran space program and the associated Antonov contracts. Despite this, a second craft was partially constructed but never finished.

By 1994, the lone An-225’s future was in doubt. Too expensive to operate, the engines were removed and it was placed in storage along with the second, unfinished An-225.

In 2000 the international need for the moving of strategic heavy equipment brough the An-225 back into service. Over the next five years demand for the Mriya’s services would row, in 2006 Antonov decided to finish construction of the second aircraft.

Mriya with Buran on its external store performed 14 flights with total duration of 28 hours and 27 minutes. They had been performed from the airfields located in various climatic zones of the USSR: in Gostomel, Akhtoubinsk, Baikonour, Borispol, Vnukovo, Yelizovo, Ramenskoye, Chkalovskaya, Khabarovsk. However, after collapse of the USSR, financing of Energiya-Bouranprogramme was terminated and the project stopped. 

Modernization of the AN-225 was started. The aim was use of the airplane for transportation of commercial cargoes. The decision had been taken due to many applications sent to Antonov Airlines for transportation of cargoes heavier than the AN-124-100 Ruslan’s payload. Than Mriya passed certification tests and on May 23, 2001, Aviation Register of Interstate Aviation Committee (AR IAC) and Ukraviatrans issued type certificates to the AN-225. Since that till present, the airplane has been performing commercial transportations in the fleet of Antonov Airlines, transport subdivision of ANTONOV Company.

     The aircraft has the spacious cargo compartment with length of 43,32 m, width of 6.4 m and height of 4.4 m,that allows carrying a variety of cargoes inside. For instance,

·         sixteen standard aeronautical containers of UAC−10 type;

·         50 cars;

·         Single piece of cargoes up to 200 t (turbines, generators, dump trucks −etc.)

In February 2010, Mriya transported large-size construction machinery (bulldozers, trucks, tractors, loaders) for liquidation of aftermath of earthquake on Haiti. Cargo weighing 108 tons was delivered from Tokyo (Japan) to Santo-Domingo (Dominican Republic) by order of government of Japan, and after it by ground – to Port-au-Prince, the capital of Haiti. They chose Mriya taking into account necessity of urgent delivery.  Its spacious cabin only could contain such a large cargo.

On March 25, 2011, the AN-225 Mriya delivered to Japan humanitarian cargoes, generators and technique with total mass of 140 t. The AN-225 landed in Narita airport (Tokyo). The flight had been performed by order of French government.

Specifications (An-225)

General characteristics

• Crew: 6
• Length: 84 m (275 ft 7 in)
• Wingspan: 88.4 m (290 ft 0 in)
• Height: 18.1 m (59 ft 5 in)
• Wing area: 905 m² (9,740 sq ft)
• Aspect ratio: 8.6
• Empty weight: 285,000 kg (628,317 lb)
• Max takeoff weight: 640,000 kg (1,410,958 lb)
• Fuel capacity: 300000 kg
• Cargo hold – volume 1,300m³, length 43.35m, width 6.4m, height 4.4m
• Powerplant: 6 × ZMKB Progress D-18turbofans, 229.5 kN (51,600 lbf) thrust each

Performance

• Maximum speed: 850 km/h (528 mph; 459 kn)
• Cruising speed: 800 km/h (497 mph; 432 kn)
• Range: 15,400 km (9,569 mi; 8,315 nmi) with maximum fuel; range with maximum payload: 4,000 km (2,500 mi)
• Service ceiling: 11,000 m (36,089 ft)
• Wing loading: 662.9 kg/m² (135.8 lb/sq ft)
• Thrust/weight: 0.234

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