Service Concept Report. Logistics Centres

Size: px
Start display at page:

Download "Service Concept Report. Logistics Centres"

Transcription

1 Service Concept Report for Logistics Centres In co-operation: EUROPEAN REGIONAL DEVELOPMENT FUND Baltic Sea Region INTERREG III B Community Initiative concerning Transnational Co-operation on Spatial Planning

2 2

3 Foreword This report is under the management of FDT Association of Danish Transport Centres (Kent Bentzen and Tobias Hoffmann) and is known as the Service Concept report. It is part of the scheme under the Baltic Sea Region InterReg IIIB programme and part of the NeLoC Work Package 2 work. The report has been developed and written by FDT Association of Danish Transport Centres in co-operation with DGG Deutsche GVZ-Gesellschaft (Steffen Nestler and Thomas Nobel) and NTU Nordic Transport Development (Lars Bentzen). The report consists of 6 chapters. Aalborg 7 January 2004 For further information, please contact Kent Bentzen or Tobias Hoffmann: FDT Association of Danish Transport Centres Roerdalsvej 201 P.O. Box 8412 DK-9220 Aalborg Tel.: Fax: fdt@ntu.dk 3

4 4

5 Table of Contents Foreword... 3 Table of Contents... 5 Chapter 1 Summary... 6 Chapter 2 Introduction What is a Service Concept? Demarcation Logistics Centre definition Methodology Objectives of the Service Concepts report Structure of Service Concept descriptions Aim of the report Content of the report...20 Chapter 3 Trends in the Logistics Industry Chapter 4 Preconditions from practice Chapter 5 Service Concepts Supporting services for Logistics Centre companies Integrated Service Concepts City logistics Reduction of environmental impacts by optimising transport Dry Port rd Part Logistics th Part Logistics Reverse Logistics Human Resource Management in Transport and Logistics Train Shuttle Handling dangerous goods as a service concept in a Logistics Centre...48 Chapter 6 Conclusion and Recommendations NeLoC Partners

6 Chapter 1 Summary One of the main differences between conventional industrial sites and logistics centres is besides the access to more than one transport mode - the existence of a neutral management unit that assists the Logistics Centre tenants in their operational performance. These services provided or organised by the Logistics Centre management to the Logistics Centre tenants and in some cases also to external companies form one of the basic success factors of the logistics centre development and operation. Following this approach, the partners of the 2 nd work package of the NeLoC project have identified, collected and analysed relevant service concepts in existing Logistics Centres, seaports and other logistics entities across the Baltic Sea Region. In accordance with the Logistics Centre definition and the concept description a Logistics Centre mainly consist of Small and Medium sized Enterprises (SME), which basically operates on commercial level. There are also interested parties such as public authorities (e.g. costumer service, veterinary authorities etc.) in the Logistics Centres, which objective is to service the Logistics Centre operators more or less nonprofitable. This bipartition of physical operators in the Logistics Centre means that the focus on Service Concepts can be divided into several concepts, which have different objectives for the overall concept frame. The concept is based on a synergy effect (win/win situations), where a clustering of different operators/actors can supplement each other - even with the paradox of full competition in the market and off course within the Logistics Centre. In order to determine the scope of this report it is just as important to state what the report not will comprise. This Service Concept Report will not contain any services, which solely is based on ICT solutions. The authors will refer to the NeLoC Work Package 3, which is handling the new innovative ICT solutions in networking Logistics Centres. The aim of this Service Concept Report is to show concrete implemented Service Concepts in a Logistics Centre, which can reinforce the identified results from the NeLoC Best Practice Handbook on Networking Logistics Centres in the Baltic Sea Region i.e. to transport goods in a more efficient and productive way considered aspects such as: Consolidation of goods transport Reduction of congestion of the European roads Reduction of CO 2 -emission European Policy Level 6

7 It is essential to promote the vast spectrum of existing and new innovative business solutions, which the favourable opportunities are given in a Logistics Centre. In order to optimise and above all utilise the benefits of service concepts there are some preconditions from practice, which have to be considered. Practical experience in existing Logistics Centres has shown that focussing on these preconditions from practice the degree of success will increase significantly. Typical preconditions from practice are: Logistics Centre Management Hub and Spoke system Corridor development Economics of scale Catchment areas These preconditions from practice influence the strategic level and the operational level of the Logistics Centre. Isolated the management of the Logistics Centre company will play a major role in conceiving new commercial opportunities. Therefore it is of great importance in finding a dynamic and innovative person as managing director, hence the broad tasks in a Logistics Centre. One of the basic service characteristics of Logistics Centres is the provision of a professional and competent management body for the Logistics Centre. Therefore the establishment of a Logistics Centre company is common in most of the Logistics Centre locations. In addition to these preconditions from practice, service concepts for Logistics Centres have been identified as follows: In addition to the excellent transport links and the special organisation, Logistics Centres offer cost savings for provision of essential amenities (electricity, telecommunication etc.) and allow the provision of facilities that might otherwise not be economic feasible to install. The Logistics Centre Management is also obliged to focus on strategic initiatives and hereby work with corridor development, analyse and enhance catchment areas and consider an effective hub and spoke system. One of the obvious advantages of a Logistics Centre is the utilisation of the transport cluster. By having different actors / operators in the immediate Logistics Centre environment the opportunities for new products / possibilities improve upon the traditional transport companies. Another relevant service concept is the pattern summarized as city logistics. City logistics are transport- and logistics services in urban areas, which specially are directed towards an increased efficiency of the inevitable urban conveyance of goods 7

8 and synchronous, a minimisation of environmentally inconveniences not only talking about air pollution, but also noise nuisances, risks for accidents, visual inconveniences and congestion. The above-mentioned scheme of city logistics is in direct correlation with the general approach to reduce the environmental impact of freight transport, which is also one of the objectives of Logistics Centres. Improved planning and earlier ordering of goods are spheres assessed to hold potentials for improvement. However it is a must that contractors and builders get presented for incentives for improved planning, either in the form of demands made from the clients or in the form of increased profits. Another potential for improvement is current exchange of information among the involved parties regarding flexibility of time schedules as pressed time schedules are a substantial obstacle to optimised route planning. For historical reasons, most ports in Europe are located in city centres, which demands an effective and safe goods transport with a minimum of environmental strain. Simultaneously the ports of Europe demand space and facilities for loading, unloading, storage, and terminals. Traditionally extending the port areas with filling docks and dam, new sea areas solves the space problem. The increasing problem with transporting goods to and from the port through the city has together with the expensive costs of establishing new docks etc. created conditions to establish Hinterland Terminals or Dry Ports, which almost can handle all the port related activities. The development of Dry Ports is therefore an essential possibility to promote sustainability and effectiveness of goods transport in sea related Transport Chains. The 3 rd part and 4 th part logistics service has grown significantly through the last decade. The 3 rd part logistics is now a normal part of operating European logistics centres, whereas 4 th part logistics comprises service providers independent of own assets (e.g. warehouses, fleets). In the network approach the exchange within a logistics service relationship involves not only an economic, physical, technological, legal and knowledge exchange between firms but also a social exchange where trust and communication are vital. These dimensions are interacting. However, trust between firms seems to be especially important when there is much at stake for the firms. Therefore, conditions in Logistics Centres support the collaboration of companies in 3 rd and 4 th part logistics. European Transport and Logistics Operators focus mainly on commercial logistics services in the forward logistics flow. Few operators and logistics centres have yet embraced the manifold of opportunities there exist in reverse logistics. The proliferation of used products; restrictive new environmental legislation and the focus on efficiency are forcing the actors in the supply chain to think of new solutions in the 8

9 area of so called reverse logistics another relevant service concept for Logistics Centres. Human resource management has also been identified as a highly relevant service concept. In particular in contract logistics, processes become more complex and can reach far beyond transport, transhipment and warehousing. There is a high demand for qualification in IT applications necessary to support contract logistics and SCM processes. Therefore qualification of personnel becomes more and more a competitive factor. There is an increasing demand for qualification both on management (e.g. decision to choose the right IT solution) and on operational level. Usually smaller and medium companies cannot afford to provide own permanent training resources. Furthermore, permanent training demand exists for topics like dangerous goods handling, quality management and environmental management. Finally peak demands exists for staff, e.g. through seasonal imbalances which are different between Logistics Centre tenants. There are three feasible approaches in human resources development in relation to strengthen the Logistics Centres operation and their users: Transport & Logistics relevant courses for Logistics Centre tenants and related actors, Provision of training facilities in the Logistics Centre and Staff Pooling. In general this service concept report has shown that there are several new and innovative concepts for services that can be used by/in: Logistics Centres Logistics Centre-like entities (e.g. ports or combi-terminals). Some of the service concepts are known and quite widespread in Western Europe and others are only implemented in few cases. In the descriptions it is elaborated how and under which conditions they can be used. The concepts are described shortly to show the opportunities, but naturally real implementation will need more in-depth description and guiding than was possible in this context. The service concepts described are all contributing actively to the EC White Paper objectives on better balance between the modes and an increased focus on the users. These policy objectives will impose large impact on all transport and logistics operators in the coming years due to changes in framework and market conditions (e.g. the German Maut, local and national restrictions). In the Baltic Sea Region this will encompass a concrete demand from the market on new and innovative service concepts. 9

10 Chapter 2 Introduction As already stated in the NeLoC Best Practice Handbook 1 there has been a progressive freight traffic growth all over Europe. Due to this the European freight transport sector faces considerable problems and challenges and therefore new solutions are necessary. On the one hand, handling these problems requires strong initiatives including traditional solutions, i.e. increasing investment in road, rail network, etc. On the other hand, these solutions are highly costly and time consuming. Because of this, new types of solutions aiming at a more efficient use of the existing infrastructure arise. In the NeLoC Best Practice Handbook it was identified that Logistics Centres are very important alternatives to the existing transport solutions. The intermodal aspect will in the future provide the necessary changes in accordance with the broad agreed European policy enunciated e.g. in the Commission s White Paper. 2 This Service Concept report will not focus on these policy actions, because they are well described in the Best Practice Handbook. This Service Concept Report will focus both on the theoretical as well the practical aspects concerning services, not only in the Logistics Centre Company but also in the entire frame of Logistics Centres 3 - i.e. that the operational level in Logistics Centres will be able to see this report as a toolbox with inspiring ideas for the further development and especially exploitation of the opportunities in the frame of a Logistics Centre. Why focus on Service Concepts? There are several reasons on focussing on Service Concepts in this report. First of all these services were not described in the Best Practice Handbook even though they are natural and essential steps/products in the further development of a Logistics Centres and secondly, lots of things are changing in the transport and logistics sector after the tragic incident in New York on 9/ and hereby also Logistics Centres. One of the subsequent results of this occurrence are new boundaries concerning the handling of dangerous goods, surveillance of areas in ports, etc. These facts have to be taken in 1 Networking Logistics Centres in the Baltic Sea Region 2 European Transport Policy for 2010: Time to decide 3 See figure 2: Organisation of a Logistics Centre on page 7 10

11 consideration when planning and implementing new innovative business solutions for Logistics Centres. 2.1 What is a Service Concept? In order to grasp the idea of this Service Concept report it is of great importance to define a Service Concept and in general to emphasize the objectives and strategies of a Logistics Centre. The general strategy-characteristics in Logistics Centres are: To create physical integration of transport by road, rail, inland waterways and sea (and in the best case air); To achieve economies of scale through co-operation internally and co-operation with other Logistics Centres; To create a freight concentration by providing the basis for establishing efficient international transport links; To create a development environment for the transport sector; To replace part of the fixed capital in the transport enterprises with a floating capital base. These strategies are one of the results found in the Best Practice Handbook and they are the foundation of Service Concepts and thus also the driving force in creating increment for Logistics Centres. 4 In relation to this the service concepts are strategic level concepts that could or have already shown interesting and positive results. The Service Concept definition: A Service Concept is an activity in the handling of goods, which in principal has the purpose to create increment (value added) directly or indirectly related to the Logistics Centre operations. Figure 1: Service Concept definition In accordance with the Logistics Centre definition 5 and the concept description a Logistics Centre mainly consist of Small and Medium sized Enterprises (SME), which basically operates on commercial level. There are also interested parties such as public authorities (e.g. costumer service, veterinary authorities etc.) in the Logistics Centres, which objective is to service the Logistics Centre operators non-profitable. 4 The general interpretation of the Logistics Centres concept appears in section See section in this report 11

12 This bipartition of physical operators in the Logistics Centre means that the focus on Service Concepts can be divided into several concepts, which have different objectives for the overall concept frame. The figure below is illustrating the entire frame of Logistics Centres. Logistics Centre Operation and maintenance of facilities/ buildings Development and implementation of new activities/facilities Independent Business Units - General cargo terminal - Distribution Centre - Storage hotel - Container terminal - Cold store terminal - Combi terminal - Technical equipment - Service centre - Computer & communications centre - Transport research & training - Hazardous goods store - Assembly & Packaging Transport Companies - Carters - Forwarders - Shipping firms - Shipbrokers - Stevedores - Hauliers - Rail operator - Shipowners - Air freight - Terminal operator Added Value Services - Customs - Port - Post service - Veterinary authorities - Weigths and Measures Dept. - Insurance & Legal - Bank - Trailer rental - Filling Station - Repair facilities - Welfare facilities Figure 2: Organisation of a Logistics Centre When focussing on Service Concepts the entire frame is important. Without going into detail about the organisation of the Logistics Centre (see section 2.1.2) the upper blue box comprises the Logistics Centre Company and the three blue boxes below contain different activities within the concept frame. 12

13 The concept is based on a synergy effect (win/win situations), where a clustering of different operators/actors can supplement each other - even with the paradox of full competition in the market and off course within the Logistics Centre. The synergy effect is illustrated below: Logstics Centre Effectiveness Synergy effect Normal correlation Services Figure 3: Synergy effect The figure describes the theoretical correlation between the Logistics Centre services and their effectiveness. In terms of reality fully implemented Logistics Centres have proven the theoretical aspects. Hereinafter, the Service Concepts comprises the following characteristics: Value added (directly derived from products offered within the frame of the Logistics Centre or a mix of different factors in the earlier mentioned lower boxes) Non-technical (indirect services that influence the total success of the Logistics Centres i.e. processes that indirectly optimise the economy, strengthen the further development with e.g. new buildings and facilities (amenities)). 13

14 One of the main important issues in Logistics Centres is based on attracting (relevant 6 ) goods - more freight volume often means greater commercial opportunities. In regards to this the general trends and tendencies will be further described in chapter Demarcation In order to determine the scope of this report it is also important to state what the report will not comprise. Firstly, this Service Concept Report will not contain any services, which solely is based on ICT solutions. The authors will refer to the NeLoC Work Package 3, which handles the new innovative ICT solutions in networking Logistics Centres. Secondly, this Report will not appear as an exhaustive description of all aspects concerning Service Concepts in Logistics Centres. Only the most obvious and suitable tasks are mentioned Logistics Centre definition One of experiences learned from the Best Practice Handbook is the diversity of conception in understanding the scope of a Logistics Centre. To ensure coherence and transferability because of the widespread use in different countries, a common definition of (physical) Logistics Centres was developed in the Best Practice Handbook: 6 By mentioning relevant goods: bulk is one of the exceptions. 14

15 A Logistics Centre is a centre in a defined area within which all activities relating to transport, logistics and the distribution of goods - both for national and international transit, are carried out by various operators on a commercial basis. The operators can either be owners or tenants of buildings and facilities (warehouses, distribution centres, storage areas, offices, truck services, etc.), which have been built there. In order to comply with free competition rules, a Logistics Centre must be open to allow access to all companies involved in the activities set out above. A Logistics Centre must also be equipped with all the public facilities to carry out the above-mentioned operations. If possible, it should include public services for the staff and equipment of the users. In order to encourage intermodal transport for the handling of goods, a Logistics Centre should preferably be served by a multiplicity of transport modes (road, rail, deep sea, inland waterway, air). To ensure synergy and commercial cooperation, it is important that a Logistics Centre is managed in a single and neutral legal body (preferably by a Public-Private-Partnership). Finally, a Logistics Centre must comply with European standards and quality performance to provide the framework for commercial and sustainable transport solutions. Figure 4: Logistics Centre definition Where the most common characteristics of a Logistics Centre are: The usual Logistics Centres are built on private-public partnership basis, initiated by national and / or local authorities. The reason for this is that experience shows that the Logistics Centres make a significant contribution to the territorial and economic development of the area they are located; The Logistics Centres are often established by and in interaction with Municipalities, Ministries of Transport, EUROPLATFORMS E.E.I.G, domestic and foreign private investors and financial institutions; The Logistics Centres unite all the activities related with transport and logistics; Based on competition principles the Logistics Centres are open for private and public transport as well as enterprises and companies; Consolidation of different companies serving and/or using transport services through synergy effect increase the economical and productive performance of the companies and at the same time increase their economy of scale; 15

16 The Logistics Centres supply users with the most advanced IT infrastructure and solutions, which usually are exorbitant barriers for the individual company. The Logistics Centres constitute intelligent transport systems, where services are provided based on advanced technologies, i.e. EDI, communication and information systems; Normally the Logistics Centres are located in a ha territory, however, depending on the activities the size can reach ha; An important feature is the Logistics Centres tendency to co-operate nationally and internationally and hereby create efficient transport chains and network solutions for optimal cargo flow and distribution. There are already established several Logistics Centres in Europe, that on present stage are in the process of working as a network. For the transport and logistics companies the existence of a close co-operation within organised Logistics Centres will increase the opportunities of planning international transports and optimising the usage of transport equipment and resources. Thereby Logistics Centres obtain a rationalised profit. The Logistics Centre concept implies that a long distance international transport is planned in a competitive, but close cooperation between the transport and logistics companies. Nevertheless, it secures that the transport equipment is optimally utilised and the final distribution of goods are taken care of locally. At the present time, there is no standard of the Logistics Centre features, however analysis 7 has shown some vital characteristics necessary for the successful function and performance, such as: Multimodal: linkage of different transport modes for quick transhipment; Openness: open for public and private companies to locate in and/or utilise the centre s facilities; Multifunctional: all functions included in transport and logistics are represented through: carriers, forwarders, agents, stevedores, brokers, custom brokers, authorities (port, custom, etc.). Handling freight: a wide variety of facilities for freight handling, i.e. distribution, container combi and cold storage terminal; storage hotels, etc.; Handling electronic information (IT): access to telematics systems related to the transport, administration and supply chain; Intersectional: intersectional through close and integrated relations to the business sectors, which are serviced with transport and logistics solutions; Cost sharing: sharing storage facilities, IT-systems, service development and knowledge; 7 E. g. FV-2000 etc. 16

17 Services: filling stations, washing facilities, packaging, customs clearance, research activities. A very crucial factor for the development of Logistics Centre is that the management of the centre is separated from transport, logistics and other service operations. The EU-project FV estimated that locating several enterprises in a Logistics Centre leads to higher extent of the cost sharing and reduction of the expenses as well as more differentiation within the services and more effectively utilisation. Moreover, such a co-operation between companies located in a number of commercially and geographically well-placed Logistics Centres can create a smooth functioning logistics chain. The integration of the Logistics Centres will - in accordance to the above-mentioned facts be demonstrated by the establishing of a Baltic Sea Region Forum on Logistics Centres (LC-Forum) The idea of the LC-Forum is to enable and support that transport and logistic business can play a major role within a renewed integrated freight network at Baltic Sea Region wide level, i.e. by focussing on Logistics Centres and intermodality on business level as well as on political level. 2.2 Methodology This Service Concept Report is one the products of the NeLoC project. The main focus is on Service Concepts in the Transport and Logistics sector in accordance with the Service Concept definition of added value 9. Into this context Logistics Centres become one of the focal points on the Baltic Sea Region transport scenario, as well as the major integrating element between modal services and accessories charges services, which essentially need equipped infrastructures on the main road and railroad traffic lines. Logistic synergy developed in the Logistics Centre is a key factor for the improvement of intermodal transport and hereby also highly relevant when focusing on the individual service concepts. This methodology paragraph comprises four sections: Objectives of the Service Concept report Structure of Service Concept descriptions 8 FV-2000: Quality of Freight Villages Structure and Operations 9 Se page 6 17

18 Aim of the Report Content of the Report This division is intended to give the reader an insight of the development of this Service Concepts report Objectives of the Service Concepts report The overall objectives of this report is to plan and prepare a report comprising innovative Service Concepts for sustainable and effective Logistics Centres network activities i.e. collecting, clustering and structuring information on Service Concepts, which can be exploited within the frame of a Logistics Centre and in accordance with the logistic synergy. The fulfilment of the task was divided in the following four subtasks: 1. Development of Service Concept Report structure and content 2. Gather and analyse service concepts and opportunities from Logistics Centres 3. Describe and develop innovative and sustainable logistics and intermodal transport solutions 4. Recommendations of innovative Service Concepts for effective and sustainable Logistics Centre network activities This separation is solely a planning tool to split the working process in phases. Based on the four points in the objectives section the following steps were taken in order to show the developing process. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 First structure and content of the Service Concept report was decided Information on individual Service Concepts was identified and collected The information was analysed The first version was prepared New structure was developed simultaneously with new findings Finalisation and printing of the Service Concept report. 18

19 2.2.2 Structure of Service Concept descriptions There have been several discussions on how to approach the identified Service Concepts in chapter 5. After discussions the most suitable and comprehensive way to explain the individual concepts was under this frame. First of all, it was assessed to address a problem in the goods handling processes in order to define the need for the new innovative solutions. Based on the problem definition a description of the Service Concepts has been developed through an iterative process. Furthermore it was assessed that previous experiences not only established in connection with a Logistics Centre - could be relevant in order to determine the success within the frame of a Logistics Centre. This structure will give the receiver of this report a readable overview of the Service Concepts and it will make him/her able to read them as individual tools in developing new innovative business solutions in a Logistics Centre Aim of the report The aim of the Service Concept Report is to show concrete feasible Service Concepts for a Logistics Centre. The report also intends to reinforce the identified results from the NeLoC Best Practice Handbook on Networking Logistics Centres in the Baltic Sea Region i.e. to transport goods in a more efficient and productive way considered aspects such as: Consolidation of goods transport Congestion of the European roads CO 2 -emission European Policy Level It is essential to promote the vast spectrum of existing and new innovative business solutions, which the favourable opportunities are given in a Logistics Centre. As mentioned in the demarcation this Service Concept Report is not an exhaustive study of all Service Concepts i.e. that the authors are well aware of different aggregation levels both horizontal and vertical - of the Service Concepts, which results in a weighing and differentiation of Service Concepts included. The selected Service Concepts in this report are a small extract, but assessed to be the most important for the time being. Naturally, time will increase the demand of new innovative business solutions in the transport and logistics sector. Generally, the Service Concept Report is prepared as a toolbox where the individual Service Concepts can be read independently. 19

20 2.2.4 Content of the report In this paragraph an overview of the remaining content will be given. Chapter 3 comprises a description of the trends and tendencies in the logistics industry. The link with this chapter is to show the coherence between the development in the industry and how they influence the Service Concepts. In Chapter 4 the Logistics Centre preconditions from practice of both macro and micro level are influencing the Service Concepts. Chapter 5 comprises a presentation of the individual Service Concepts identified during the working process. In Chapter 6 the conclusions and recommendations are presented. 20

21 Chapter 3 Trends in the Logistics Industry The increasing competition respectively cost pressure caused by the deregulation and globalisation of markets is one of the key driving factors for the development of the logistics industry. Furthermore, reduced product life cycles and a high variety of products generate additional challenges for logistics processes - from purchasing of individual components to the delivery to the final product. The reduced level of value creation per producer and the high diversification of the production process lead to increasing goods flows with a tendency to smaller consignments and higher values of the goods carried. One major objective of modern supply chain management (SCM) is to reduce the inventory throughout the logistics chain in order to reduce the related costs and eliminate weak points in the chain. Production and trade companies tend to concentrate on their core business and to subcontract secondary processes like transport, warehousing up to packaging and labelling. This outsourcing trend is still ongoing and a significant market potential for so called contract logistics is forecasted for the coming years. Whereas the growth rates for conventional transport and warehousing are about 2 to 5 % p.a., the market for SCM and integrated logistics solutions is expected to grow between 15 and 20 % annually in the next years. The high level of qualitative and quantitative requirements leads to concentration and cooperation (horizontal und vertical) between logistics service providers (forwarders, carriers, warehouse operators etc.) as the market requires a one stop shop which provides all services required. The objective of horizontal co-operation is to reach a sufficient geographical coverage of the transport and warehousing network in order to react on the multiple location structure (national and international) of the shippers. Traditionally this is being carried out through cooperation networks with corporate identity and standards profiles. Vertical collaboration reflects on the increasing demand for integration of the logistics service provider into value creating processes, which are not meant to belong to the core business of the client. This leads to production-like functions like assembling, preparation for retailing or maintenance. These functions also require specialised equipment and qualification of personnel, i.e. higher efforts in investment and higher risks for utilization of facilities, as contract 21

22 runtimes are usually significantly shorter than the depreciation periods of the facilities. Therefore logistics service providers tend to specialize in certain fields like refrigerated or dangerous goods handling and offer these services also to other logistics companies. On the other hand, multinational logistics integrators offer the entire spectrum of supply chain management - horizontally through a global network of facilities and vertically through a highly specialized, integrated and IT supported package of services. Therefore every approach among those logistics centres - to improve collaboration between small and medium companies (SME) of the transport and logistics industry supports the position of these companies in a highly competitive market. In order to fulfil the increasing performance requirements of their clients, logistics service providers need sufficient facilities. First of all, logistics facilities have to have efficient traffic connections. This aspect refers in particular to access to motorways and roads for city delivery. The importance of rail and shipping connections depends on the quality of intermodal services as well as on the specific requirements of the logistics chain (e.g. size of consignments). However, investors in logistics facilities see access to intermodal terminals either as a present bonus in order to increase the flexibility in terms of transport modes or as a future option against the background of increasing traffic density and user costs (road pricing) on major road links. Furthermore, a tendency for specialized configuration of logistics facilities like warehouses or cross-docking hubs can be indicated. This refers in particular to the height of warehouses, flexible shelves, telecommunication and IT. The facilities are preferably located in places with low conflict potential (e.g. 24 hour operation possible). Reduced contract runtimes and simultaneously increasing complexity of logistics services (capacity provision, capital commitment) require flexible investment and operation models for logistics facilities ( overflow solutions for peak requirements, shared facilities etc.). Last but not least, the availability of qualified personnel and accessibility (public transport) plays an important role especially for those facilities with a high labour intensity like distribution centres for retailers with manual picking of individual items. Consequently, successful service concepts for logistics centres have to reflect on the trends in the logistics industry as described above. The general approach for these concepts is to create attractive commercial conditions for existing and potential new Logistics Centre tenants, which can be used for the development and implementation of sustainable transport solutions, e.g. through an intensified use of intermodal transport. Therefore, Logistics Centre service concepts need to meet the balance between interests of both the users from the private industry on the operational level and the public sector as provider of the infrastructure. 22

23 Chapter 4 Preconditions from practice In order to optimise and above all utilise the benefits of service concepts there are some preconditions from practice, which have to be considered. This chapter deals with these preconditions from practice and is supposed to give the reader a holistic picture of the driving forces in a Logistics Centre. Practical experience in existing Logistics Centres has shown that focussing on these preconditions from practice the degree of success will increase significantly. The preconditions from practice can be divided into individual descriptions, but will in this report appear sporadic described in order to emphasise the holistic picture of the profound study. However, the preconditions from practice are 10 : Logistics Centre Management Hub and Spoke system Corridor development Economics of scale Catchment areas These preconditions from practice influence the strategic level and the operational level of the Logistics Centre. Isolated, the management of the Logistics Centre Company will play a major role in conceiving new commercial opportunities. Therefore it is of great importance to find a dynamic and innovative person as managing director, hence the broad tasks in a Logistics Centre. One of the basic service characteristics of Logistics Centres is the provision of a professional and competent management body for the Logistics Centre. Therefore the establishment of a Logistics Centre company is common in most of the Logistics Centre locations. One favourite legal construction is the limited company (preferably in a Public-Private-Partnership), which offers advantages in terms of limited liability, flexibility in terms of membership and administration. The Figure below indicated some of the typical Logistics Centre development and management tasks: 10 There could be more preconditions from practices, but the authors have demarcated and assessed the mentioned as most important. 23

24 Development tasks Coordination of the Logistics Centre implementation Influence on the Logistics Centre settlement structure Characteristics Moderation between the interests and objectives of the public and private sector concerning the Logistics Centre Industrial mix (transport, warehousing, contract logistics, production, wholesale) Size of enterprises (SME to be considered) Organisation and coordination of cooperative activities Implementation of Logistics Centre-typical supplementary service spectrum Technical and organisational support Identification of synergies between tenants Pooling resources (cooperative purchase etc.) Freight traffic reduction (e.g. city logistics) Make-or-buy decision, either through settlement of external service providers or through Logistics Centre internal cooperative investment and operation e.g. Logistics Centre traffic guidance system to be integrated in the city traffic sign system Public relations / marketing External networking with other Logistics Centres Strategic work Non-commercial promotion of the Logistics Centres concept (in the sense of sustainability) Commercial location marketing National and cross-border Permanent Temporary alliances (for individual logistics projects) Corridor development Analyse and enhance catchment areas Create Hub and Spoke system Figure 5: Logistics Centre Management tasks The figure indicates the importance of a good Logistics Centre Management. Most of the described tasks are on operational level, which directly will benefit the transport operators, business units etc. in the Logistics Centre. The transport operators and 24

25 other service companies will achieve economics of scale through the shared framework conditions - e.g. communication centre, IT facilities etc. 11 On the other hand the Logistics Centre Management is also obliged to focus on strategic initiatives and hereby work with corridor development, analyse and enhance catchment areas and consider an effective hub and spoke system. Corridors and catchment areas Corridors are the linking spaces required to make networks function efficiently. By reserving space for the infrastructure of the different modalities in close physical proximity, it is ensured that regions / Logistics Centres / ports are connected. Interregional and national corridors represent the set of necessary and available infrastructure link. These corridors comprise the spatial reservations from the links that interconnect transfer points (logistics centres) within regions. The interregional and national corridor offers space to those links of the transport networks that are part of the national backbone network (e.g. parts of TEN-T). The national backbone network is a combination of the infrastructure for domestic freight transport, international connections and feeder connections. Corridor development is especially feasible on local / regional level for the single logistics centre. It is important that the Logistics Centre actively participates in the discussions and fixing of the needed corridor development especially on local level. Local corridors refer to specific routes or paths that can be designated for use by certain freight vehicles and their egression. Development of local corridors can be defined in terms of different levels (routes, infrastructure and spatial reservations). The designation also can be temporary (for a certain amount of time) or permanently. The development of local corridors can combine necessary prohibitions (agreed route bans) or restrictions on entry to a designated area (agreed local area ban). This bargain should also result in a guarantee of a high level of access to certain freight using areas. Based on the corridor development the Logistics Centre should be able to provide and offer the most opportune route from the Logistics Centre to the relevant freight destination within especially urban areas (e.g. shopping areas). The development of local corridors is a process of several interested parties: 11 Se also 5.1.1: Supporting services for Logistics Centre companies 25

26 Authorities Transport Operator Corridor Development Consignee Transport Buyer Figure 6: Corridor development In relation to this, EUROPLATFORMS E.I.G.G is initiating a new project based on the corridor development. The objective of this new project is to analyse new nodes in the Trans European Network: Logistics Centres and intermodal terminals. To this special focus on corridors the development of catchment areas should be a part of the integrated development of a Logistics Centres. In the development there should be a concrete focus on the regional situation and the vertical and horizontal catchment areas. Hub and Spoke system The Logistics hub and spoke network can be used for designing infrastructure networks. There are two types of hub and spoke networks: 1. The traffic junction, where both the access and egress links to and from the hub in order to consolidate traffic flows. This type gives no additional value for the transport process. In several occasions it might even create congestion and other counter-productive processes. 2. The Logistics Centre Hub uses cargo densities in the hub to optimise the cross docking and vehicle consolidation process. This type needs a Logistics Centre, where cargo can be transhipped from one vehicle to another, allowing the 26

27 number of traffic moves to be reduced. In this type other modalities are also feasible. Figure 7: Traffic Junction Traffic Junction Some Logistics Centres-like initiatives has focused on the type 1 hub and spoke logistics network Traffic Junction, which creates problems for the initiative, because no value is added to the transport chain i.e. it creates no benefits for either users or suppliers. Hub and Spoke Logsitcs Network Figure 8: Hub and Spoke Logistics Centre On the other hand this type of systemisation of transport will add value to the transport chain. 27

28 Chapter 5 Service Concepts There are special opportunities within a Logistics Centre that benefits from the commercial clustering of transport companies and transport related activities. These special opportunities are emphasised in this chapter. Supporting Services Integrated Service Concepts City Logistics Environmental transport Dry Port 3 rd Part Logistics 4 th Part Logistics Reverse Logistics HRM Train Shuttle Dangerous goods 5.1 Supporting services for Logistics Centre companies In addition to the excellent transport links and the special organisation 12, Logistics Centres offer cost savings for provision of essential amenities (electricity, telecommunication etc.) and allow the provision of facilities that might otherwise not be economic feasible to install. Types of supporting services are: Truck service and support facilities; Customs clearance facilities; Centralised waste disposal; Centralised landscape maintenance; Enhanced security systems; Public transport connections; Additional commercial services (shops, restaurants etc.) 12 See Figure 2 on page 10 28

29 These facilities are previous described as non-technical service - i.e. processes that indirectly optimise the economy, strengthen the further development with e.g. new buildings and essential amenities. 5.2 Integrated Service Concepts One of the obvious advantages of a Logistics Centre is the utilisation of the transport cluster. By having different actors / operators in the immediate Logistics Centre s environment the opportunities for new products / possibilities improve upon the traditional transport companies. The tri-partition of the Logistics Centre organisation is in this context particular interesting: Independent Business Units - General cargo terminal - Distribution Centre - Storage hotel - Container terminal - Cold store terminal - Combi terminal - Technical equipment - Service centre - Computer & communications centre - Transport research & training - Hazardous goods store - Assembly & Packaging - Etc. Transport Companies - Carters - Forwarders - Shipping firms - Shipbrokers - Stevedores - Hauliers - Rail operator - Shipowners - Air freight - Terminal operator - Etc. Added Value Services - Customs - Port - Post service - Veterinary authorities - Weigths and Meassures Dept. - Insurance & Legal - Bank - Trailer rental - Filling Station - Repair facilities - Welfare facilities - Etc. Figure 9: Logistics Centre tri-partition By combining activities from the boxes two things can happen: 1. New products can arise and be offered, or (and developed into) 2. Existing products can be utilised better in a Logistics Centre, either through economic consolidation or utilisation of core competences. 29

30 A good example is 3 rd Part Logistics 13 : 3rd Part Logistics = Warehousing + ICT + Outsourcing Figure 10: Example on integrated service concepts Even though this figure is very simple it illustrates the ideas of integrated service concepts. Off course 3 rd Part Logistics also is relevant outside a Logistics Centre, but the main point is that the opportunities within the Logistics Centre frame generates added value due to the transport cluster of different activities. 5.3 City logistics Today a lot of different transport operators serve city centres, where each transport operator is optimising and consolidating their own transports. In order to meet the transport costumers demands concerning lead-time and frequents the transport operators often serve a big catchment area with many stops on a single route. This transport pattern causes many driven kilometres pr. freight unit and implies great transport work in the urban areas. By adding up the total results of all transport operators deliveries in the catchment area the whole picture reveals a sub optimisation. The uncoordinated transport is also one of the main sources for causing environmental problems in the central urban areas. The transport operators use of vans and lorries are heavy polluters with CO 2 -emission and synchronous are the vans and lorries paradoxically a necessary basis for the further development of urban life. The importance of an active and living city centre with needs for continuous supply of goods to shops; restaurants etc. must not be diminished. Based on the above-mentioned divergence concerning the increased attention on the traffic created environmental problems, the conception of city logistics throughout the years gained considerable access all over Europe. Throughout the last 10 years city logistics has become a concept with large impact on solving logistics problems in urban areas. 13 Will be described individually in section

SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME. Terms of reference

SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME. Terms of reference SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME 3 rd Call for Proposals Terms of reference Efficient access to a SEE coordinated multimodal freight network between ports and landlocked countries

More information

The Training Material on Multimodal Transport Law and Operations has been produced under Project Sustainable Human Resource Development in Logistic

The Training Material on Multimodal Transport Law and Operations has been produced under Project Sustainable Human Resource Development in Logistic The Training Material on Multimodal Transport Law and Operations has been produced under Project Sustainable Human Resource Development in Logistic Services for ASEAN Member States with the support from

More information

usage of these types of fuels with production price far higher then diesel and petrol, is also a measure. We can say that in Bulgaria there are

usage of these types of fuels with production price far higher then diesel and petrol, is also a measure. We can say that in Bulgaria there are TRANSPORT The basic goals of the national transport policy are focused on sustainable development of the road and railway infrastructure of national and international importance, improvement of the transport

More information

Inland intermodal terminals and freight logistics hubs

Inland intermodal terminals and freight logistics hubs Inland intermodal terminals and freight logistics hubs INTRODUCTION Transport planning and land use management are intricately engaged in the spatial design of nodes and links from origin to destination

More information

One-stop logistics. creating added value for the whole supply-chain. Foto: Stig-Âke Jönsson

One-stop logistics. creating added value for the whole supply-chain. Foto: Stig-Âke Jönsson One-stop logistics creating added value for the whole supply-chain Foto: Stig-Âke Jönsson Frode Laursen the Nordic leader Over the last decades, Frode Laursen has developed from being a small, national

More information

ALICE Working Groups Descriptions. WG1: Sustainable Safe and Secure Supply Chains. Vision. Mision. Scope: Research and Innovation Areas and Challenges

ALICE Working Groups Descriptions. WG1: Sustainable Safe and Secure Supply Chains. Vision. Mision. Scope: Research and Innovation Areas and Challenges ALICE Working Groups Descriptions WG1: Sustainable Safe and Secure Supply Chains The vision of the WG is to do more with less and ensuring safety and security in the supply chains thereof contributing

More information

ANNEX. 06020101 - Removing bottlenecks and bridging missing links; 06020102 - Ensuring sustainable and efficient transport in the long run;

ANNEX. 06020101 - Removing bottlenecks and bridging missing links; 06020102 - Ensuring sustainable and efficient transport in the long run; ANNEX 1. BUDGET 1.1. Budget heading 06020101 - Removing bottlenecks and bridging missing links; 06020102 - Ensuring sustainable and efficient transport in the long run; 06020103 - Optimising the integration

More information

Full-time MSc in Logistics and Supply Chain Management

Full-time MSc in Logistics and Supply Chain Management Full-time MSc in Logistics and Supply Chain Management Course structure and content 2016-2017 The course has been developed to produce expert logistics and supply chain professionals who can take the skills

More information

How To Analyse And Evaluate The Weastflows Project

How To Analyse And Evaluate The Weastflows Project Sustainable Logistics for Europe Analysis and Evaluation of Freight Transport Flows in a Global Perspective Mid-Term Evaluation Report Economic, Environmental, Societal Project Impact Analysis Workpackage

More information

LOGISTICS STUDIES IN LUXEMBURG

LOGISTICS STUDIES IN LUXEMBURG LOGISTICS STUDIES IN LUXEMBURG Over the past few years, Luxembourg has continuously improved its positioning as an intercontinental logistics hub in Europe especially for contract, air and rail freight-based

More information

REVIEW OF CURRENT STATE OF EUROPEAN 3PL MARKET AND ITS MAIN CHALLENGES

REVIEW OF CURRENT STATE OF EUROPEAN 3PL MARKET AND ITS MAIN CHALLENGES Computer Modelling and New Technologies, 2008, Vol.12, No.2, 17 21 Transport and Telecommunication Institute, Lomonosova 1, LV-1019, Riga, Latvia REVIEW OF CURRENT STATE OF EUROPEAN 3PL MARKET AND ITS

More information

CORE OBJECTIVES (LTE)

CORE OBJECTIVES (LTE) 1.1 Policy, Regulations & Basics a) Transport policies b) Regulatory framework c) Relevant laws, regulations and ordinances, customs and tariff rules d) Standards and codes of practice e) Design manuals

More information

Chapter 1 Introduction to International Logistics

Chapter 1 Introduction to International Logistics Chapter 1 Introduction to International Logistics Book: International Logistics: Global Supply Chain Management by Douglas Long Slides made by Ta-Hui Yang 1 Outline What is logistics? What is the goal

More information

FOLLOW-UP ZURICH PROCESS:

FOLLOW-UP ZURICH PROCESS: FOLLOW-UP ZURICH PROCESS: CONCLUSIONS OF LEIPZIG 2012 Ministerial Conclusions On 30 November 2001, in the presence of representatives of the European Commission and of the Council of Ministers of Transport

More information

European Strategy 2050 TEN-T Methodology: Italian TEN-T network proposal

European Strategy 2050 TEN-T Methodology: Italian TEN-T network proposal TEN-T Italian Transport Programme European Strategy 2050 TEN-T Methodology: Italian TEN-T network proposal Green Corridors in the TEN Network 6-7 September 2011 TRENTO Ministero delle Infrastrututre e

More information

Stakeholder views on transport corridors and intermodal transport solutions

Stakeholder views on transport corridors and intermodal transport solutions Stakeholder views on transport corridors and intermodal transport solutions Associated Professor Leif Gjesing Hansen Dept. of Development and Planning, Aalborg University gjesing@plan.aau.dk Abstract This

More information

Case Study. Reconfiguration of the Supply Chain Structure. www.bestlog.org. European Commission

Case Study. Reconfiguration of the Supply Chain Structure. www.bestlog.org. European Commission Case Study Reconfiguration of the Supply Chain Structure European Commission 1 CASE STUDY THE PLATFORM If transport continues to grow at the same rate as the economy, this will become both an economic

More information

DEVELOPING A CONCEPTUAL FRAMEWORK OF INTERNATIONAL LOGISTICS CENTRES

DEVELOPING A CONCEPTUAL FRAMEWORK OF INTERNATIONAL LOGISTICS CENTRES DEVELOPING A CONCEPTUAL FRAMEWORK OF INTERNATIONAL LOGISTICS CENTRES Jun Du, Logistics and Transport Research Group, Department of Business Administration, School of Business, Economics and Law at University

More information

SOFTWARE. CONSULTING. SOLUTIONS. Smart IT Solutions

SOFTWARE. CONSULTING. SOLUTIONS. Smart IT Solutions SOFTWARE. CONSULTING. SOLUTIONS Smart IT Solutions 2 Content 3 4 6 8 10 11 12 14 15 dbh Logistics IT AG Key Competences and Overview Customs & Foreign Trade Solutions for Customs Clearance in Europe Compliance

More information

Service Portfolio. Solutions in the High Seas THINKING AHEAD - MOVING FORWARD

Service Portfolio. Solutions in the High Seas THINKING AHEAD - MOVING FORWARD Service Portfolio Solutions in the High Seas # 1 2 Custom Made Solutions Our Value Proposition Founded in 1871 as a family business, we are proud of our independence, our continuity, and our entrepreneurial

More information

2009-3. The Preservation of Local Truck Routes: A Primary Connection between Commerce and the Regional Freight Network

2009-3. The Preservation of Local Truck Routes: A Primary Connection between Commerce and the Regional Freight Network 2009-3 The Preservation of Local Truck Routes: A Primary Connection between Commerce and the Regional Freight Network July 2009 This Goods Movement Challenges and Opportunities Report was prepared jointly

More information

COMMISSION STAFF WORKING DOCUMENT. A call to action on urban logistics. Accompanying the document

COMMISSION STAFF WORKING DOCUMENT. A call to action on urban logistics. Accompanying the document EUROPEAN COMMISSION Brussels, 17.12.2013 SWD(2013) 524 final COMMISSION STAFF WORKING DOCUMENT A call to action on urban logistics Accompanying the document COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN

More information

Yusen Logistics (Italy) S.p.A. A Company Profile

Yusen Logistics (Italy) S.p.A. A Company Profile Yusen Logistics (Italy) S.p.A. A Company Profile Yusen Logistics Global - Mission Statement Mission Contribute to global economic development and maximize corporate value by earning the trust of our customers

More information

A Greener Transport System in Denmark. Environmentally Friendly and Energy Efficient Transport

A Greener Transport System in Denmark. Environmentally Friendly and Energy Efficient Transport A Greener Transport System in Denmark Environmentally Friendly and Energy Efficient Transport Udgivet af: Ministry of Transport Frederiksholms Kanal 27 DK-1220 København K Udarbejdet af: Transportministeriet

More information

DANISH DISTRICT ENERGY PLANNING EXPERIENCE

DANISH DISTRICT ENERGY PLANNING EXPERIENCE MOWAT ENERGY, A RESEARCH HUB AT THE MOWAT CENTRE, AT THE REQUEST OF THE ONTARIO MINISTRY OF ENERGY FUTURE INNOVATION IN ENERGY PLANNING: A SPECIAL SESSION TO ADVISE ON ONTARIO S LONG-TERM ENERGY FUTURE

More information

Documentation on Noise-Differentiated Track Access Charges Information on Status, Background and implementation

Documentation on Noise-Differentiated Track Access Charges Information on Status, Background and implementation Documentation on Noise-Differentiated Track Access Charges Information on Status, Background and implementation Documentation on Noise Differentiated Track Access Charges: Executive Summary > Railway noise

More information

Cefic Position on Intermodal Transport Network Development

Cefic Position on Intermodal Transport Network Development Summary Cefic Position on Intermodal Transport Network Development June 2014 The goal of the European Union to shift 30 % of road transport to intermodal means is very ambitious. The chemical industry

More information

Our ANswers FOr AutOmOtive LOGistiCs

Our ANswers FOr AutOmOtive LOGistiCs Our ANswers FOR automotive LOGISTICS You expect dynamic response and intelligence from your logistics provider. We are that provider. Your management of complex supply chains must run perfectly. The same

More information

Making Rail the Smart Solution. Commercial Capacity Community. capability statement

Making Rail the Smart Solution. Commercial Capacity Community. capability statement Making Rail the Smart Solution Commercial Capacity Community capability statement Making Rail the Smart Solution OUR COMMITMENT To deliver a reliable, economical and efficient freight service. To provide

More information

Logistics / Supply Chain Management. Industry Overview and Statistical Profile

Logistics / Supply Chain Management. Industry Overview and Statistical Profile Logistics / Supply Chain Management Industry Overview and Statistical Profile September 2005 Background Productivity is about far more than old-fashioned concepts of a plant's unit-per-labour costs. As

More information

Multi-Modal Logistics Hub (MMLH) in Yanbu

Multi-Modal Logistics Hub (MMLH) in Yanbu Multi-Modal Logistics Hub (MMLH) in Yanbu 2nd RCYCI Forum program 5 January 2016 Agenda Multi-Modal Logistics Hub (MMLH) study outcome in 2014 Education and employment requirements in MMLH Current status

More information

HAMBURGER HAFEN UND LOGISTIK AG ANALYSTS CONFERENCE

HAMBURGER HAFEN UND LOGISTIK AG ANALYSTS CONFERENCE HAMBURGER HAFEN UND LOGISTIK AG ANALYSTS CONFERENCE 31 MARCH 2008 Hamburger Hafen und Logistik AG DISCLAIMER The facts and information contained herein are as up to date as is reasonably possible and are

More information

Index. D Domestic logistics enterprises direct financing, 30 economic recovery, 29 network placement, 30 31

Index. D Domestic logistics enterprises direct financing, 30 economic recovery, 29 network placement, 30 31 A Agricultural products logistics acceleration, infrastructure construction, 115 116 circulation modes direct distribution, 110 111 processing & sales, 111 self-marketing, 109 wholesale market, 109 110

More information

Container Corporation Of India Professional Knowledge Digest

Container Corporation Of India Professional Knowledge Digest Logistics Logistics is generally the detailed organization and implementation of a complex operation. In a general business sense, logistics is the management of the flow of things between the point of

More information

Position Paper Cross Border e-logistics

Position Paper Cross Border e-logistics Position Paper Cross Border e-logistics A Need for Integrated European E-Logistics Solutions www.ecommerce-europe.eu POSITION PAPER 3 Table of contents Summary Summary & Recommendations 3 Introduction

More information

COMPLIANT LOGISTICS FOR THE OIL & GAS INDUSTRY

COMPLIANT LOGISTICS FOR THE OIL & GAS INDUSTRY COMPLIANT LOGISTICS FOR THE OIL & GAS INDUSTRY Content We understand 67% WE UNDERSTAND YOUR REQUIREMENTS We understand Today s energy market is more dynamic than ever, with demand expected to keep rising

More information

Curriculum for Bachelor s Degree Programme in Procuct Development and Technology Integration. September 2011

Curriculum for Bachelor s Degree Programme in Procuct Development and Technology Integration. September 2011 Curriculum for Bachelor s Degree Programme in Procuct Development and Technology Integration September 2011 Table of Contents The purpose of the curriculum is: 4 1. The purpose of the educational programme

More information

To separate a composite load into individual shipments and route to different destinations.

To separate a composite load into individual shipments and route to different destinations. Term: Definition: 3PL The transportation, warehousing and other logistics related services provided by companies employed to assume tasks that were previously performed in-house by the client. Also referred

More information

Business Policy of CEZ Group and ČEZ, a. s.

Business Policy of CEZ Group and ČEZ, a. s. Business Policy of CEZ Group and ČEZ, a. s. Contents: Introduction 1. CEZ Group mission and vision 2. Scope of business of CEZ Group 3. Business concept Guiding principles Trade Generation Electricity

More information

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28 Content Part I: Principles of Supply Chain Management Chapter 1 Supply Chain Management An Overview 3 Part II: Supply Chain Planning & Design Chapter 2 Supply Chain Integration 17 Chapter 3 Demand Forecasting

More information

Larnaca Urban Sustainable Development Strategy

Larnaca Urban Sustainable Development Strategy Larnaca Urban Sustainable Development Strategy USUDS LARNACA - ACTION PLAN Larnaca undertook a thorough process of diagnosis of the city which formed the base for the identification of the future vision

More information

Incoterms Incoterms EXW ex works Seller ex works ex factory ex mill ex plant ex refinery ex site ex warehouse EXW

Incoterms Incoterms EXW ex works Seller ex works ex factory ex mill ex plant ex refinery ex site ex warehouse EXW INCOTERMS Incoterms, promulgated by the International Chamber of Commerce, is an acronym for International commercial terms, and provide a standard set of definitions for trade terms (also known as delivery

More information

Value Creation Through Supply Chain Network Optimization To Address Dynamic Supply Chain

Value Creation Through Supply Chain Network Optimization To Address Dynamic Supply Chain Value Creation Through Supply Chain Network Optimization To Address Dynamic Supply Chain A Thought Paper on Supply Chain Network Design & Optimization Services from the Business Consulting Group Introduction

More information

From Smart Mobility to Supply Chain Management and Back. Ton de Kok School of IE

From Smart Mobility to Supply Chain Management and Back. Ton de Kok School of IE From Smart Mobility to Supply Chain Management and Back Ton de Kok School of IE Agenda Smart Mobility Supply Chain Management Transport Management Synthesis and outlook 2 Smart Mobility Objective Given

More information

Appendix I. Description of Work

Appendix I. Description of Work 1 3 March 2011 Appendix I including Annex 1A Description of Work A feasibility study for an LNG filling station infrastructure and test of recommendations Project period: 02.05.2011 31.03.2012 Trans-European

More information

Logistics Interoperability Model. Version 1

Logistics Interoperability Model. Version 1 Logistics Interoperability Model Version 1 Issue 1.0, August 2007 Logistics Interoperability Model - Version 1 Document Summary Document Item Current Value Document Title Logistics Interoperability Model,

More information

FINAL WORKSHOP Wildau

FINAL WORKSHOP Wildau INtegration in the intermodal goods Transport of non EU states: Rail, Inland/coastal waterway Modes INTERREG IIIB CADSES Neighbourhood Programme 4 th Call FINAL WORKSHOP Wildau Introduction of the INTERIM

More information

The deployment of public transport innovation in European cities and regions. Ivo Cré, Polis

The deployment of public transport innovation in European cities and regions. Ivo Cré, Polis The deployment of public transport innovation in European cities and regions Ivo Cré, Polis About Polis What is Polis? Network Exchange of experiences 65 European cities & regions European Initiatives

More information

Strategy. Strategy for Lorry Parking Provision in England

Strategy. Strategy for Lorry Parking Provision in England Strategy Strategy for Lorry Parking Provision in England Contents 1 Introduction 1 2 Strategic Objectives 3 3 Action Plan 5 4 Action Plan Matrix 17 Disclaimer: While the Department for Transport (DfT)

More information

A Brief Introduction to Logistics

A Brief Introduction to Logistics A Brief Introduction to Logistics A Brief Introduction to Logistics The international freight market has a wealth and variety of transport providers to meet the needs of international trading companies

More information

BOLOGNA LEPZIG Business Case BOLI

BOLOGNA LEPZIG Business Case BOLI Work Package 4: Programming and Testing Cloud Computing in Logistics BOLOGNA LEPZIG Business Case BOLI 01.01.2012 // WP4 Description // IPBO The Business Case at a Glance Multimodal transport service involving

More information

Urban consolidation centres A viable business model and their role in electric powered city logistics

Urban consolidation centres A viable business model and their role in electric powered city logistics Urban consolidation centres A viable business model and their role in electric powered city logistics Hans Quak Oslo September 15 th 2 nd Innovation in Urban Freight International Workshop City perspective

More information

Automated underground transportation of cargo

Automated underground transportation of cargo Automated underground transportation of cargo the 5th transportation alternative for the transport of goods in congested urban areas www.cargocap.com W H At I S C A r G O C A P? the Problem Barely 150

More information

London International Shipping Week. 10 September 2015

London International Shipping Week. 10 September 2015 London International Shipping Week 10 September 2015 Session 3 13:15 14:45 The role of governments in a global maritime industry: Should governments lend their support and how can they participate in growing

More information

Market Efficient Public Transport? An analysis of developments in Oslo, Bergen, Trondheim, Kristiansand, and Tromsø

Market Efficient Public Transport? An analysis of developments in Oslo, Bergen, Trondheim, Kristiansand, and Tromsø TØI report 428/1999 Authors: Bård Norheim and Erik Carlquist Oslo 1999, 63 pages Norwegian language Summary: Market Efficient Public Transport? An analysis of developments in Oslo, Bergen, Trondheim, Kristiansand,

More information

International Logistics: Course Introduction & Objectives

International Logistics: Course Introduction & Objectives Introduction to International Logistics International Logistics: Course Introduction & Objectives Yemisi Bolumolé, Ph.D. Assistant Professor of Logistics University of North Florida, Jacksonville (International

More information

10 ideas for the future of Europe s digital economy SMEs as the engines of digital change

10 ideas for the future of Europe s digital economy SMEs as the engines of digital change 10 ideas for the future of Europe s digital economy SMEs as the engines of digital change The creation of the European Digital Single Market is a crucial condition for a successful digitalisation of our

More information

Communication «A sustainable future for transport Towards an integrated, technology-led and user friendly system» CEMR position paper COM (2009) 279/4

Communication «A sustainable future for transport Towards an integrated, technology-led and user friendly system» CEMR position paper COM (2009) 279/4 COUNCIL OF EUROPEAN MUNICIPALITIES AND REGIONS CONSEIL DES COMMUNES ET REGIONS D EUROPE Registered in the Register of Interest Representatives of the European Commission. Registration number: 81142561702-61

More information

O I L & G A S L O G I S T I C S

O I L & G A S L O G I S T I C S OIL & GAS LOGISTICS OIL & GAS LOGISTICS THE OIL AND GAS INDUSTRY DEMANDS THE HIGHEST STANDARDS IN LOGISTICS MANAGEMENT. THE COMPLEXITY AND SCALE OF THE PROJECTS, IN SOME OF THE WORLD S MOST DIFFICULT

More information

Transvision Waste Planner

Transvision Waste Planner Transvision Waste Planner Improving waste collection and transport efficiency TRANSVISION WASTE PLANNER facilitates major cost savings and impressive CO 2 emission reductions in your waste collection and

More information

QUALITY IN EVERYDAY WORK. Quality Guide for the Teacher Education College Version 2.7

QUALITY IN EVERYDAY WORK. Quality Guide for the Teacher Education College Version 2.7 QUALITY IN EVERYDAY WORK Quality Guide for the Teacher Education College Version 2.7 Updates: Organisational change 1.1.2009 JAMK s mission and vision 5.1.2010 Planning and development discussion practices

More information

Case Study. Mercadona and Renfe: Intermodal Collaboration Distribution. European Commission

Case Study. Mercadona and Renfe: Intermodal Collaboration Distribution. European Commission Case Study Mercadona and Renfe: Intermodal Collaboration Distribution European Commission 1 THE PLATFORM If transport continues to grow at the same rate as the economy, this will become both an economic

More information

BENDEKOVIC, J. & SIMONIC, T. & NALETINA, D.

BENDEKOVIC, J. & SIMONIC, T. & NALETINA, D. IMPORTANCE OF MARKETING STRATEGY FOR ACHIEVEMENT OF COMPETITIVE ADVANTAGE OF CROATIAN ROAD TRANSPORTERS BENDEKOVIC, J. & SIMONIC, T. & NALETINA, D. Abstract: Much attention was not given to marketing and

More information

Policies and progress on transport access, including access for the rural population and low-income households

Policies and progress on transport access, including access for the rural population and low-income households Transport Policies and progress on transport access, including access for the rural population and low-income households The newest long-term strategy of the Ministry of Transport and Communications Finland,

More information

RELIABLE LOGISTICS FOR THE WIND INDUSTRY

RELIABLE LOGISTICS FOR THE WIND INDUSTRY RELIABLE LOGISTICS FOR THE WIND INDUSTRY Contents We understand WE UNDERSTAND YOUR REQUIREMENTS We understand You are in an enviable position. Having grown an average of 25% p.a. over the last decade,

More information

Review of Services producer price indices for Freight transport by road Industry description for SNI group 60.240

Review of Services producer price indices for Freight transport by road Industry description for SNI group 60.240 Review of Services producer price indices for Freight transport by road Industry description for SNI group 60.240 Camilla Andersson Rolf Björnsson Mical Tareke Services producer price indices, Price Statistics

More information

Planning and Design for Sustainable Urban Mobility

Planning and Design for Sustainable Urban Mobility 1 Planning and Design for Sustainable Urban Mobility 2 1 UrbanizationUrbanization Rapid pace, largely uncontrolled growth, taking place mainly in developing countries 3 Global Urbanization Trends World

More information

Sustainable urban mobility: visions beyond Europe. Brest. Udo Mbeche, UN-Habitat

Sustainable urban mobility: visions beyond Europe. Brest. Udo Mbeche, UN-Habitat Sustainable urban mobility: visions beyond Europe 2 nd October 2013 Brest Udo Mbeche, UN-Habitat The Global Report for Human Settlements Published every two years under a UN General Assembly mandate. Aims

More information

Shipping, World Trade and the Reduction of

Shipping, World Trade and the Reduction of Shipping, World Trade and the Reduction of United Nations Framework Convention on Climate Change International Maritime Organization Marine Environment Protection Committee International Chamber of Shipping

More information

LOGISTICS AND E-COMMERCE. The impact of E-commerce on logistics real estate

LOGISTICS AND E-COMMERCE. The impact of E-commerce on logistics real estate LOGISTICS AND E-COMMERCE The impact of E-commerce on logistics real estate May 2013 Copyright 2013 CBRE. All rights reserved. Information herein has been obtained from sources believed to be reliable.

More information

HAMBURGER HAFEN UND LOGISTIK AG

HAMBURGER HAFEN UND LOGISTIK AG HAMBURGER HAFEN UND LOGISTIK AG ANALYST CONFERENCE ON 2013 FINANCIAL YEAR RESULTS Hamburg, 27 March 2014 Hamburger Hafen und Logistik AG Agenda Chairman of the Executive Board Annual Financial Statements

More information

Empowering Logistics with Intelligence

Empowering Logistics with Intelligence Empowering Logistics with Intelligence Logit One NV Frank Knoors, Managing Director Logit One NV Introduction Document: Logit One General_v1.0x Summary.pptx Version: E2 Date: 03-03-2015 2 Empowering Logistics

More information

Commercial Property Features List 2016

Commercial Property Features List 2016 January Logistics & Supply Chain Award Winners Issue: Special Feature Supply Chain Strategy: Sales & Operations Planning Logistics Operations: Intermodal / Rail Freight Information Technology: Big Data

More information

Trade & Transport Corridors. European Projects & Initiatives

Trade & Transport Corridors. European Projects & Initiatives Trade & Transport Corridors European Projects & Initiatives Trade Corridors A concept in evolution WORLD BANK Assisting land-locked countries which depend on overland routes to access sea-ports for international

More information

SUPPORTING LOGISTICS DECISIONS BY USING COST AND PERFORMANCE MANAGEMENT TOOLS. Zoltán BOKOR. Abstract. 1. Introduction

SUPPORTING LOGISTICS DECISIONS BY USING COST AND PERFORMANCE MANAGEMENT TOOLS. Zoltán BOKOR. Abstract. 1. Introduction SUPPORTING LOGISTICS DECISIONS BY USING COST AND PERFORMANCE MANAGEMENT TOOLS Zoltán BOKOR Department of Transport Economics Faculty of Transportation Engineering Budapest University of Technology and

More information

ELA Standards of Competence on the Supervisory/Operational Management Level

ELA Standards of Competence on the Supervisory/Operational Management Level ELA Standards of Competence on the Supervisory/Operational Management Level 2.0 Basic Supply Chain Concepts 2.0.01 Explain the scope and role of component activities within the supply chain 2.0.02 Map

More information

DEVELOPMENT STRATEGY FOR INLAND WATERWAY TRANSPORT IN THE REPUBLIC OF CROATIA (2008-2018)

DEVELOPMENT STRATEGY FOR INLAND WATERWAY TRANSPORT IN THE REPUBLIC OF CROATIA (2008-2018) REPUBLIC OF CROATIA MINISTRY OF THE SEA, TRANSPORT AND INFRASTRUCTURE DEVELOPMENT STRATEGY FOR INLAND WATERWAY TRANSPORT IN THE REPUBLIC OF CROATIA (2008-2018) April, 2008 Contents page 1 Introduction.

More information

2 Integrated planning. Chapter 2. Integrated Planning. 2.4 State highway categorisation and integrated planning

2 Integrated planning. Chapter 2. Integrated Planning. 2.4 State highway categorisation and integrated planning 2 Integrated planning Chapter 2 Integrated Planning This chapter contains the following sections: Section No. Topic 2.1 Introduction to integrated planning 2.2 Transit s Integrated Planning Policy 2.3

More information

QUALITY IN EVERYDAY WORK

QUALITY IN EVERYDAY WORK QUALITY IN EVERYDAY WORK Quality Guide for the Teacher Education College Version 2.5 Updates: Organisational change 1.1.2009 JAMK s mission and vision 5.1.2010 Planning and development discussion practices

More information

ROAD SAFETY GUIDELINES FOR TAH ROAD INFRASTRUCTURE SAFETY MANAGEMENT

ROAD SAFETY GUIDELINES FOR TAH ROAD INFRASTRUCTURE SAFETY MANAGEMENT I. GENERAL ROAD SAFETY GUIDELINES FOR TAH ROAD INFRASTRUCTURE SAFETY MANAGEMENT ANNEX III B i. The setting up and implementing of appropriate management procedures is an essential tool for improving the

More information

E-logistics platform for the support of small and medium seized enterprises

E-logistics platform for the support of small and medium seized enterprises TRANSBALTIC SEMINAR E-logistics platform for the support of small and medium seized enterprises Poznań 10 June 2010 ELECTRONIC LOGISTICS PLATFORM R&D Project www.epl.net.pl PROTOTYPE OF AN Electronic Logistics

More information

Shipping, World Trade and the Reduction of

Shipping, World Trade and the Reduction of Shipping, World Trade and the Reduction of International Chamber of Shipping CO DO P HA 18 United Nations Framework Convention on Climate Change International Maritime Organization UNFCCC Must Support

More information

Route Planning and Optimization

Route Planning and Optimization Route Planning and Optimization ORTEC Transport and Distribution An Advanced Planning Solution for route planning, dispatch and execution PROFESSIONALS IN PLANNING The Challenges Our solution The transport

More information

Course equivalencies for Aarhus School of Business Denmark

Course equivalencies for Aarhus School of Business Denmark Course equivalencies for Aarhus School of Business Denmark I. ACCOUNTING 6579 International Financial Accounting = ACCT 499t Jr/Sr Business Elective Contents: To work in an international environment it

More information

Mexico Shipments Made Simple. Third-party logistics providers help streamline the U.S. Mexico cross-border process WHITE PAPER

Mexico Shipments Made Simple. Third-party logistics providers help streamline the U.S. Mexico cross-border process WHITE PAPER Mexico Shipments Made Simple Third-party logistics providers help streamline the U.S. Mexico cross-border process WHITE PAPER Introduction With the cost of manufacturing rising in Asia, many companies

More information

No. Name of Legislation Applicable Issues and Requirements Demonstration of Compliance 1. Health and Safety at Work Act 1974

No. Name of Legislation Applicable Issues and Requirements Demonstration of Compliance 1. Health and Safety at Work Act 1974 The Police Treatment Centres Health and Safety Legal Compliance Register No. Name of Legislation Applicable Issues and Requirements Demonstration of Compliance 1. Health and Safety at Work Act 1974 2.

More information

The session s speakers

The session s speakers Welcome to Special Interest Session 37 Joint measures to reduce carbon emissions Moderator Professor of Maritime Transport Management and Logistics, University of Gothenburg The session s speakers Lennart

More information

LOGISTICS INTEGRATION OF SUPPLIERS FROM INDIA IN SUPPLY CHAINS OF GERMAN MANUFACTURERS

LOGISTICS INTEGRATION OF SUPPLIERS FROM INDIA IN SUPPLY CHAINS OF GERMAN MANUFACTURERS LOGISTICS INTEGRATION OF SUPPLIERS FROM INDIA IN SUPPLY CHAINS OF GERMAN MANUFACTURERS REQUIREMENTS AND KEY ACTION FIELDS UNDER AN INDUSTRY 4.0 PERSPECTIVE Dr.-Ing. Tobias Hegmanns Delhi, September 3 rd

More information

Unifying the Private Fleet with Purchased Transportation

Unifying the Private Fleet with Purchased Transportation Unifying the Private Fleet with Purchased Transportation Achieving Lower Costs and Higher Service via Dynamic, Omni-Mode Integration of Private Fleet with For Hire Operations Sponsored by: The Descartes

More information

Maximising supply chain throughput with existing infrastructure

Maximising supply chain throughput with existing infrastructure Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is

More information

The technology, experience. and expertise to solve. logistics challenges and. move products from origin. to destination, anywhere. in the world.

The technology, experience. and expertise to solve. logistics challenges and. move products from origin. to destination, anywhere. in the world. The technology, experience and expertise to solve logistics challenges and move products from origin to destination, anywhere in the world. MAGELLAN Transport Logistics A complete solution to all your

More information

Optimizing the Restaurant Industry Supply Chain SM. since 1990. Supply Chain Solutions. Redistribution Services. Warehousing and Storage.

Optimizing the Restaurant Industry Supply Chain SM. since 1990. Supply Chain Solutions. Redistribution Services. Warehousing and Storage. Optimizing the Restaurant Industry Supply Chain SM since 1990 Supply Chain Solutions Redistribution Services Warehousing and Storage Promotions Premiums Fulfillment Logistics and Transportation 4 6 8 10

More information

Prefeasibility Study for the High Speed Line HU-RO Border Bucharest - Constanta Description and Objectives

Prefeasibility Study for the High Speed Line HU-RO Border Bucharest - Constanta Description and Objectives Prefeasibility Study for the High Speed Line HU-RO Border Bucharest - Constanta Description and Objectives Timisoara - 13 th of September 2012 1 The European Vision for Railway Transport The European Commission's

More information

TransBaltic. Deployment of ICT toolbox supporting companies in optimal modal choice. TransBaltic

TransBaltic. Deployment of ICT toolbox supporting companies in optimal modal choice. TransBaltic Towards an integrated transport system in the Baltic Sea Region Deployment of ICT toolbox supporting companies in optimal modal choice Institute of Logistics and Warehousing Poznan, Poland Leszek Andrzejewski

More information

Strategic port development: identifying a development approach for small and medium-sized ports

Strategic port development: identifying a development approach for small and medium-sized ports Denne artikel er publiceret i det elektroniske tidsskrift Artikler fra Trafikdage på Aalborg Universitet (Proceedings from the Annual Transport Conference at Aalborg University) ISSN 1903-1092 www.trafikdage.dk/artikelarkiv

More information

Shipping, World Trade and the Reduction of

Shipping, World Trade and the Reduction of Shipping, World Trade and the Reduction of United Nations Framework Convention on Climate Change International Maritime Organization International Chamber of Shipping COP 19 WARSAW UNFCCC Must Support

More information

Contents. List of figures List of tables. Abbreviations

Contents. List of figures List of tables. Abbreviations Contents List of figures List of tables Preface Abbreviations xv xxi xxiii xxix PART 1 CONCEPTS OF LOGISTICS AND DISTRIBUTION 1 Introduction to logistics and distribution 3 Introduction 3 Definitions 4

More information

COMMISSION STAFF WORKING DOCUMENT Accompanying the document

COMMISSION STAFF WORKING DOCUMENT Accompanying the document EUROPEAN COMMISSION Brussels, 14.5.2013 SWD(2013) 174 final COMMISSION STAFF WORKING DOCUMENT Accompanying the document Communication from the Commission to the European Parliament, the Council, the European

More information

FRE FRE IFT IFT S.A.

FRE FRE IFT IFT S.A. FRE FREight Transport Information Technology Solutions Intermodal Freight Terminal System IFT S.A. FRETIS/IFT Presentation of the eleven interconnected and integrated modules of the FRETIS / IFT software

More information

Transportation Policy and Design Strategies. Freight Intensive. Level of Freight Presence

Transportation Policy and Design Strategies. Freight Intensive. Level of Freight Presence Appendix G Transportation Policy and Design Strategies CONTEXT SENSITIVE SOLUTIONS To address the need to describe freight systems which account for the population distress which may result, an analysis

More information