INNOVATIVE SOLUTIONS FOR CITY LOGISTICS DEMONSTRATION AND VIABILITY RESULTS

Transcription

1 INNOVATIVE SOLUTIONS FOR CITY LOGISTICS DEMONSTRATION AND VIABILITY RESULTS Hans Quak Susanne Balm Bineke Posthumus TNO, Transport and Mobility, Delft, The Netherlands Matthias Bruening Fraunhofer, Berlin, Germany ABSTRACT City logistics is crucial for the well-being of a city, but the negative impacts of transport activities reduce the quality of life. Various actors initiate solutions, from different perspectives and in different regions. As a result, the field of urban freight transport is dominated by small scale, local demonstrations of which the outcomes are considered to be only appropriate within a specific context. Above all, the subsidised demonstrations do not have long-term potential due to the lack of thought on their business models. To make a solution really work in practice a viable business model is required. By using the Business Model Canvas as a heuristic framework, this paper discusses the business aspects that need to be considered when scaling up logistics solutions. The findings are based on the results of the CITYLOG project. Within CITYLOG, three innovative concepts for city logistics are developed and tested. The concepts include logistics-oriented info mobility services, vehicle technologies and a modular pack station for parcel (B2C) and shop (B2B) deliveries. The solutions are tested differently in three cities. The first results from the test sites in Berlin and Turin are used to discuss the transitions that are required to implement the solutions on a larger scale. The demonstrations clearly show improvements on operational efficiency, flexibility and environmental impact. However, in order to realise this, the business models of the pilot organisations demonstrate that change is required in terms of operational activities, resources and partners. Furthermore, as the value proposition towards the customer does not directly improve, negative changes in the cost structure, such as investment costs need to be compensated by sufficient operational efficiency to scale the solution. 1. INTRODUCTION 1.1 Urban freight transport issues Urban freight transport, or city logistics, is usually recognized for its unsustainable impacts on the quality of life in cities. Urban freight transport activities add to congestion, noise nuisance, visual intrusion, deterioration of local 1

2 air quality and CO 2 emissions (Quak, 2008). Although it is widely acknowledged that city logistics activities are crucial for a city to function in the first place, as a location where people, goods, and services come together, a more efficient urban freight transport system could reduce its negative impacts. Besides, urbanization increases, and as a result the demand for urban freight transport activities grows as well (Cherrett et al., 2012). These issues in city logistics are not new phenomena. Solutions and policy reactions often focus on decreasing the negative impacts of urban freight transport, rather than on developing a more efficient urban freight transport system. And, since many of these phenomena are felt at a city level, many solutions and regulations that have been tried and demonstrated, are only concentrated on limited regional scale. As a result, the outcomes are considered to be only appropriate for the demonstrated city and not applicable to other cities or regions. Large scale implementations of city logistics solutions are scarce. In addition, the approach of different actors that initiate solutions differs. Local authorities initiate solutions and policy measures from a regional perspective, whereas carriers operate on a geographical larger scale. As a result, carriers face all kind of local regulations and solutions that differ per region, which make their activities less efficient. Often these solutions require, or even depend on, the cooperation of carriers, even though the solutions increase their operational costs (see for example the use of time access windows and vehicle restrictions, Quak and De Koster, 2007; 2009). At the same time, many of the solutions that are initiated by carriers are not noticed at a city level (Quak, 2012). Another important aspect is that demonstrations are often subsidised with government funding, either local, national or European. As long as the value of the benefits for each actor is unclear, no one is willing to continue the solution with its own investments. As a result, demonstrations barely move to long-term improvements. To summarize, the urban freight transport field is dominated by small scale, local demonstrations and solutions. The interchanging of experiences and lessons learnt is difficult because of the different perspectives of actors and the difference of local issues. Next, many solutions are not financially viable and successful business models are lacking (see Quak, 2012). Therefore, city logistics related problems remain, and we can conclude that the solution for urban freight transport issues has not been found yet (see for example Quak, 2008, 2011). 1.2 Trends: e-commerce Next to these familiar urban freight transport issues, there has been a spectacular increase in the number of home deliveries over the last decade. This adds to the problems logistics service providers already experience in city logistics, since the percentage of successful home deliveries is relatively low. As a result, it is very difficult to operate these activities as efficient and sustainable 2

3 as desirable. Receivers are often not at home during time of delivery and the carrier has to visit the address a second, or even a third time not to mention the returns that carriers have to collect, due to e-commerce sales. Hence, at this moment home deliveries require in general additional transport activities, which increases the unsustainable effects of city logistics activities. 1.3 No silver bullet So, the silver bullet for city logistics problems does not exist, as the various urban freight transport issues differ considerable, as well as the stakes of the different actors (Quak, 2011). Many initiatives tend to focus primarily on one objective, and ignore the required changes that have to be made to make the solution actually work. To make a transition in urban freight transport practices, a viable business model is required. Quak and Tavasszy (2011) make a first attempt to use business models to describe the required transition for the introduction of an urban freight consolidation center. TURBLOG (2011) also looks into the business models of urban freight transport initiatives. In this paper we first discuss the solutions that are developed in CITYLOG. Next, we show the results of actual demonstrations of the CITYLOG solutions in practice from Berlin and Turin. The results are provided by two logistics service operators who have tested the concept of the modular pack station for several weeks. Finally, by using the Business Model Canvas as a heuristic framework, we discuss the business aspects that need to be considered when scaling up the logistics solutions. The CITYLOG European project, started on January 2010, is a focused research collaborative project co-funded by the European Commission under the Seventh Framework Programme, Theme 7, Sustainable Surface Transport. The CITYLOG project is supported by EUCAR, the European Council for Automotive R&D. 2. CITYLOG SOLUTIONS The CITYLOG main objective is to increase the sustainability and the efficiency of urban delivery of goods (see Zucotti et al., 2011). CITYLOG recognizes the issues mentioned in the introduction, which are: the lacking solutions to make the urban freight transport system more efficient, the development of viable business models taking in account all stakeholders, and the increase of the success rate of home deliveries. In the CITYLOG project three solution directions are developed and tested in practice: 1) logistics-oriented infomobility services including an optimized pre-trip planner, a new type of navigation system based on enhanced maps and a last mile parcel tracking service to avoid unsuccessful deliveries, 2) innovative vehicle solutions and 3) the mobile container or modular pack station for parcel deliveries. In the following sections we describe these three solutions in 3

4 more detail as well the practical applicability of the solutions in the demonstration areas. 2.1 Logistics-oriented infomobility services Figure 1 shows the overall CITYLOG architecture that is used for the four ICT tools that are developed in the project: The optimized pre-trip planner allows the operator to consider not only the optimal route but also real time traffic data and traffic restrictions policies defined by the public authorities; The commercial vehicle-targeted enhanced maps include specific map attributes for urban freight delivery like for example vehicle restrictions for trucks and vans. Maps attributes will consider both physical constraints and traffic restrictions defined by the public authorities; The logistic-oriented dynamic navigation services manage in real time the traffic information as well as the ad hoc map attributes; The last mile parcel tracking matches the vehicle position information and the dispatched notes in order to inform the final addressees about the expected delivery time (see also Zucotti et al., 2011). Figure 1: CITYLOG overall architecture. The four ICT tools proposed for the logistic-oriented redesign are connected to ensure wider benefits (Zucotti et al., 2011) 4

5 2.2 Innovative vehicle solutions; the transhipment concept The idea of the innovative vehicle solutions is to use the most suitable vehicle in the city (where large trucks are not allowed) as well as outside the city (where depots are located). The solution requires different vehicles for different tours, and transshipment operations at a location in between. Figure 2 and 3 shows the process of CITYLOG s transhipment solution. In CITYLOG the freight bus, the delivery van, and the load units have been developed. The innovative load units have extensible legs for easy transshipment between the vehicles. The concept allows the carrier to use a high capacity truck to and from the border of the city, whereas the smaller vans can be used to ensure final delivery inside the city centre. As a result, a reduction in the impact of urban freight transport on congestion and pollutant emissions can be expected. To make this solution work in practice the transshipment operation should not cost too much time and handling, since this increases the costs per delivery (see also reasons for failure of urban consolidation centers, Browne et al., 2005). Figure 2: Overall process of CITYLOG s transshipment solution Figure 3: CITYLOG s transshipment solution in practice (freight bus, load unit and delivery van) 5

6 2.3 The BentoBox The BentoBox is developed in CITYLOG as a mobile pack-station with removable trolleys. The use of the BentoBox de-synchronizes the delivery process. As a consequence, interaction between the operator and final customer is no longer required. The operator can move the parcels during non-peak periods into the city centre, whereas the final user can take the parcels or entire trolleys at a different, preferred time, without waiting to meet the staff of the express courier. The BentoBox can also be used as a consolidation hub for the operator. The BentoBox consists of two elements: a fixed docking station containing a user interface and control unit and a chassis divided in six modules in which a moveable and transportable trolley can be locked (see Figure 4). Figure 4: Impression of BentoBox CITYLOG demonstrates different applications of the BentoBox in different cities. The next section elaborates on the results of two different situations. 3. CITYLOG DEMONSTRATIONS As the CITYLOG project runs until December 2012, not all outcomes of the demonstrations are available yet. In this contribution, we discuss two BentoBox demonstrations, i.e. Berlin and Turin. In the Berlin test the BentoBox is used as a 6

7 consolidation hub for parcel deliveries. In the Turin test, the BentoBox is placed in a shopping mall to serve shop deliveries. More results on the demonstration of the telematics solutions, the transshipment concept and the BentoBox in Lyon will become available at the CITYLOG website (see Berlin: the use of the BentoBox The BentoBox has been tested in Berlin by Messenger Transport + Logistik GmbG (Messenger). Messenger, a city courier services, transports items from documents to EURO-pallets. Their vehicle fleet consist of cars, bikes and cargo bikes. Messenger has many point-to-point deliveries in dense urban areas. Figure 5: fleet Messenger: cargo bike, light commercial vehicle and the BentoBox. Messenger tested the BentoBox during two months in the test area Steglitz / Friedenau (Figure 5). The area has a high concentration of retailers and smallscale tradesmen. Two cargo bikes and two light commercial vehicles were involved in the test scenario. Courier drivers used the BentoBox as a consolidation hub for the collection and delivery of shipments to and from the customer. The integration of the BentoBox in the operation lead to a de-coupling of the delivery process. Instead of point-to-point delivery, parcels could be temporally placed in the BentoBox. In this way, more movements become suitable for bike couriers (see Figure 6). Urban area Berlin Urban area Berlin car car Test site area bike Initial situation BentoBox situation Figure 6: Integration of BentoBox in delivery process of parcels(before and after) 7

8 For assessment of BentoBox testing in Berlin qualitative and quantitative data has been collected during the test operation. Questionnaires were distributed before, during and after the test, reflecting drivers and management s points of view. Quantitative data was collected using GPS tracking devices that record the car, bike and cargo bike couriers position every second. The GPS information was sent to a local server via GSM. The data on positions, times and routes is used for the calculation of environmental and traffic related effects. The first questionnaire (t0) was directed to all involved drivers after a detailed description of the BentoBox and the planned delivery scenario, but before their first contact with the BentoBox prototype. The aim of this first questionnaire was to receive as much as possible results related to the initial delivery concept instead of focused on the BentoBox prototype s hard- and software. Most of the questions distributed appeared again two months later in the last questionnaire (t2) which was distributed after finishing the field test. With this the drivers estimations before the test could be compared to their experiences during the test. The questions focused on the usability of the BentoBox itself, usability of the delivery scenario, resultant movement in service quality, possible deficits of the concept and the prototype as well as possible room for improvement. The bike couriers as well as the car courier drivers answered rather sceptical before the test while they answered much more approvingly after the test (see Figure 7). The majority of all interviewees rated the operation of the BentoBox as fast, uncomplicated and intuitive. The appraisal of the operational concept of the system increased over the test period. Inclusion in delivery concept uncomplicated Appliance uncomplicated and intuitive Questioning t0 Questioning t2 Increased number of shipments for bike couriers Level of appraisement Figure 7: Rating of BentoBox inclusion and appliance by courier drivers and management before and after test operation (Berlin test site) 8

9 Before the test several drivers described doubts concerning uncomplicated inclusion of the BentoBox in the courier service delivery concept. These doubts decreased during the test. The main concern mentioned regarding the BentoBox delivery concept relates to the additional handling time. Fast delivery is one of the essential demands to courier services. After the test period drivers as well as management confirmed that service quality was not impaired by the new delivery concept. There were no delays or wrong deliveries caused by the BentBox. The use of the BentoBox makes substitution of distances driven by car by means of bike couriers possible. Only extremely huge or heavy shipments are not suitable for delivery by cargo bike. The reduction in kilometres driven by car has a direct effect on the environmental impact of the delivery in terms of noise, CO 2 and local emissions. In addition, results are experienced in terms of operational efficiency. First, because the BentoBox enables more efficient bundling of shipments. And second, because bike couriers are faster than cars in dense and congested areas. However, as resulted from the questionnaire, additional handling time is experienced due to the required activities with the BentoBox. During the test operation a total 657 shipments was stored in the BentoBox. The number of shipments which were delivered in the test area was nearly equal to the number of collected shipments. 3.2 Turin: the use of the BentoBox The BentoBox has been tested in Turin by TNT for approximately six weeks. The BentoBox was placed in a shopping mall for B2B services (see Figure 8). Four customers of TNT, with a shop in the mall, were involved in the test. Instead of direct delivery and pickups by a TNT driver, the shop owners collected their parcels from the BentoBox at a daily basis. Figure 8. BentoBox for B2B deliveries in a shopping mall The TNT driver transported the six trolleys up the elevator and down the corridor every day in the morning, and returned them back to the depot in the afternoon. The customers had individual usernames and passwords for access to the BentoBox. Face to face interaction with the driver was therefore no longer required. The customers received a pre-alert from the TNT depot by about the shipments that were sent that day. In the afternoon, the customer received an 9

10 SMS from the BentoBox software to inform that the parcel was collected by the operator. For assessment of BentoBox testing in Turin also two kinds of data were collected during the test operation. Similar to the Berlin test site, several questionnaires were distributed before, during and after the test, reflecting drivers, management s and customers points of view. The quantitative data source included daily protocols about the collection and handling activities. The questionnaires were completed by drivers, back office employees (who communicated with the customer by ), and the final customer. During and after the test the majority of involved persons rated the application of the new delivery scenario using the BentoBox as useful. The level of appraisal even increased during the test. The location of the BentoBox inside of the mall was identified as one of the most important factors for successful implementation of the BentoBox for B2B services. The location of the BentoBox is a crucial point for different reasons. First, the location of the BentoBox affects the time that is required for handling activities by the driver. Second, the longer the handling time, the more pedestrians and vehicles that are disturbed by the parked delivery van. This also leads to additional exhaust gas emissions produced by accelerating vehicles passing the delivery van. On the other, customers need the BentoBox to be as close to their shops as possible to avoid long walks with the trolleys. The majority of interviewees confirmed the advantage of the Bentobox concept with regard to traffic disturbance caused by parked delivery vehicles. The advantage in terms of time savings for the TNT driver were also confirmed. The shop owners considered the increased flexibility with usage of the BentoBox advantageous. Because the drivers placed the filled trolleys in the BentoBox at the beginning of their delivery route customers can receive their parcels earlier rather than having to wait for the driver, and they have more flexibility in arranging the collection of parcels as they do not have to be present at the time of delivery. A disadvantage of the use of the BentoBox is that shop owners are reluctant to carry heavy trolleys around the shopping mall. Just as with the test operation in Berlin the majority of all interviewees rated the appliance of the BentoBox as fast, uncomplicated and intuitive (see also Figure 9). 10

11 Figure 9: Rating of BentoBox inclusion and appliance by drivers, customers and urban administration before, while and after test operation (Turin test site) 4. TRANSITION AND NEW BUSINESS MODELS REQUIRED The presented test results from Berlin and Turin show that the BentoBox is usable to make store deliveries or as consolidation storage for courier services. However, more is necessary to make this solution work in practice, beyond the CITYLOG project. First of all, next to the evidence provided in the demonstration that the BentoBox is technical and operational feasible, there should also be a well-foundd business model behind the concept. In this section we discuss the business model changes that need to be taken into consideration when further integrating the Bentobox in the business model of the pilot organizations. In the CITYLOG project, the business models are explored through the use of the Business Model Canvas by Osterwalder and Pigneur (2009). The model initially consists of nine building blocks (i,e. partners, activities, resources, value proposition, customer relationships and segments, cost and revenues streams) which together make up a complete business model. The business model of Osterwalder assumes that the goal of an organisation is to generate revenue streams. However, when it comes to urban logistics, societal and environmental impacts are of great concern as well. For example, the reduction of pollution, noise, congestion and traffic accidents. When applying the business model canvas to urban logistic concepts a tenth building block is added to the model (TURBLOG, 2011) to capture those externalities. As shown in figure 10, the customer is on the right half side of the model, as well as the channels and relationships that are required for a product/service to reach the customer. The partners, activities and resources that are needed to make a 11

12 product/service are on the left side. The cost structure represents all the costs incurred by the organisation to run the business model with the key partnerships, activities and resources. The revenue streams describe how the business model generates money for the organisation. In the middle is the most important element, namely the product/service that is of value to the customer. Also in the middle, are the externalities of the logistic concept. These are of value to stakeholders of the logistic chain but normally not transmitted through prices (TURBLOG, 2011). Figure 10: Urban Logistic Business Model Canvas (TURBLOG, 2011) The structure of the Business Model Canvas helps to analyse which part of the business model will change when an innovation is implemented in an organisation. This also provides first insights into the financial feasibility of the solutions. The Business Model Canvas is applied to the BentoBox concept as demonstrated in Berlin en Turin. Assumptions for large scale implementation are taken into account. 4.1 Business Model results Berlin Customer, channels and relationships The Bentobox does not directly change the amount of customers or the customer segments. Also the customer itself does not experience major adjustments in the service itself nor in the relationship with Messenger. The only change that the customer encounters is related to the channel it is reached. When the BentoBox would be implemented on large scale, relatively more customers receive their packages by bike courier instead of a commercial vehicle. It is estimated that a weekly volume of approximately 500 shipments can be delivered by the bike courier service in combination with the BentoBox. It is not expected that this will have a large impact for the customer. Hence, the right side of the business model 12

13 of Messenger does not change significantly when the BentoBox would be implemented on large scale. Value Proposition and externalities Messenger focuses on customer oriented, high quality city logistic services at reasonable prices. The management of Messenger expects improved service quality through implementation of more BentoBoxes within the urban space as bike couriers are much faster in urban areas. In addition, the decrease in the use of commercial vehicles lead to less congestion and emissions. These effects are externalities but may also be added to the value proposition of Messenger in terms of: high quality and environmental friendly delivery. Therefore, the value proposition of Messenger would be strengthened when implementing the BentoBox. Activities, resources and partners The implementation of the BentoBox would lead to significant changes at the left side of the Business Model Canvas. Messenger estimates there is potential to integrate a total of six BentoBoxes in Berlin to be able to deliver the bike courier service to its customers. Hence, different storage locations will need to be found for the BentoBoxes. One would be located in the city center, near the Postdamer Platz, where Messenger has a high amount of shipments. Messenger furthermore estimates that it can use about five BentoBoxes around the center of Berlin. However, since the volume in their own network is too low to make use of the full capacity of the boxes, these have to be used together with other companies (i.e. new Partners). The main resources of Messenger would also change. As each BentoBox location extents the range for bike couriers, more cargo bikes will be needed, while the use of cars could be further minimized. Additional handling activities are required to use the BentoBox. Also, the planning process and routes change as the BentoBox locations are added as consolidation address. Cost structure and revenue streams The main costs related to the concept are the investment costs of the BentoBoxes, cargo bikes and vehicles. Other costs include training courses for the couriers, rent for the location, adjustment of the planning software, and insurance costs. These investments are relatively high for a single courier. In terms of operational costs, time savings are perceived. Messenger expects that around 40% of the shipments in the city center could be bundled by integrating the BentoBox in this area. Based on the potential of bundling, the amount of transported shipments per hour per courier would increase by 20%. Collaboration with partners can lead to even more possibilities of bundling and further improvements on the costs structure. Furthermore, the substitution of car kilometers by bike kilometres, reduces the use of fuel. The revenue streams do not directly change, since changes on the customer side are limited. 13

14 Concluding, the implementation of the BentoBox in the business model of Messenger would lead to significant changes in terms of the operating business and requires a relatively large investment for a single party. The customers of Messenger would not experience a major change, though it may give Messenger a more environmentally friendly image. The direct benefits of the BentoBox are likely to be found in a decrease in costs. 4.2 Business Model results Turin Customer, channels and relationships In Turin, the business model canvas was specifically analysed for the B2B part of TNT. The BentoBox concept changes the channel by which the TNT customers are reached. At the delivery of parcels, face-to-face contact is no longer required as the BentoBox is located at a central point in shopping malls. In terms of relationships, the customers are informed on the delivery and collection by an and SMS service on a daily basis. Value Proposition and externalities In terms of service level, the advantage of the BentoBox concept is that customers have more flexibility in the collection of parcels. On the other hand, the collection requires more effort for the customer as it does not take place directly at the shop, but at a different location in the shopping mall. Whether the increased flexibility outweighs the value of direct delivery is influenced by the weight, size and frequency of the delivery and the distance between the receiver and the BentoBox. Because of the change in the activities performed by the operator and the time of activities (i.e. shift prior to rush hour), traffic is less disrupted by the parked TNT delivery van. This leads to externalities that are of value to traffic participants, inhabitants and for the accessibility of the area. Activities, resources and partners The activities performed by the TNT operator change. Instead of direct delivery per shop, the driver places the trolleys in the BentoBox. This may decrease the lead time per delivery, as the courier requires less time for the final delivery of the packages to the individual shop owners in the shopping mall. The TNT back office would have to integrate the SMS/ -service in their activities. In terms of resources, TNT would require BentoBoxes at shopping malls with a sufficient amount of TNT customers for the consolidation of parcels. Furthermore, it would require an updated software system for the information service for the customer. If there are not enough TNT customers in one shopping mall for the consolidation of parcels, partners may be required for the investment, location and security of the BentoBox. Cost and Benefits The main costs related to the concept are the investment costs of the BentoBox. Other costs include training courses for the users, rent for the location and 14

15 insurance costs. Time savings are perceived as the driver does not need to visit each shop separately. Revenue streams are not expected to change. Shop owners are not willing to pay for the increased flexibility at it does not outweigh the increased effort that is required for the collection of parcels. Concluding, the implementation of the BentoBox in TNT would especially lead to changes at the right side of the Business Model Canvas, i.e. at the customer who can pick up his parcels at any time instead of having the parcels delivered by a courier. The (positive/negative) value of this flexibility depends on the effort it needs to pick up the parcel at the BentoBox. In terms of operational activities, the courier service would change from direct customer delivery to consolidated delivery at a central location in the shopping mall, which means a decrease in lead time. Furthermore, the back office of TNT would have to integrate the SMS/ -service. Whether the investment and operating costs outweigh the time savings in lead time needs to be further analyzed. Else, partners may be needed to share the costs. 5. CONCLUSIONS The CITYLOG innovations appear to provide solutions to several challenges in city logistics. When actually putting the solutions into practice in the pilot organizations, some elements of their current business model will change. Consequently, a new business model should be developed. When this new business model is developed, attention should be given on how to achieve the business model change. The demonstrations show changes for the required activities, resources and partners, as well as for the associated cost structure. The challenge is to see how negative changes in the cost structure, such as investment costs, are compensated. First test results of the CITYLOG pilots demonstrate a positive impact on operational efficiency and externalities. The value proposition towards the customer is however, not directly (or substantially) improved in both situations. The revenues streams are therefore not expected to compensate an increase on the cost side. This paper s results clearly demonstrate that the actual challenge in city logistics solutions and policy are not to find operational or technical feasible solutions, but to find financial viable solutions. Finding incentives for stakeholders that do not have a direct (financial) incentive or stake, such as receivers, in solutions seems necessary in order to come to a financial viable solution. Concluding, we are one step further in the analysis of the business models of the small scale city logistics solutions. We found out where the main challenges lie, now we need to focus on more detailed analysis of these challenges and the corresponding solutions. By 15

16 not only thinking of the technical, but also the business aspects of a pilot, chances of scaling up logistics innovations increase. BIBLIOGRAPHY Browne, M., M. Sweet, A. Woodburn and J. Allen (2005) Urban freight consolidation centres. Transport Studies Group, University of Westminster, London. Cherret, T., Allen, J., McLeod, F., Maynard, S., Hickford, A., and Browne, M. (2012) Understanding urban freight activity key issues for freight planning, Journal of Transport Geography, Osterwalder A, Pigneur Y. (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Published by John Wiley & Sons, Inc., Hoboken. New Jersey Quak, H.J. (2012). Improving Urban Freight Transport Sustainability by Carriers, in E. Taniguchi and R. G. Thompson (eds.), Procedia - Social and Behavioral Sciences, 39 pp Quak, H.J. (2011) Urban freight transport: the challenge of sustainability, in C. Macharis en S. Maria Melo (eds.) City Distribution and Urban Freight Transport Multiple Objectives, 37 55, NECTAR Series on Transportation and Communications Networks Research. Edward Elgar Publishing, Cheltenham. Quak H.J. and Tavasszy, L.A. (2011) Customized solutions for sustainable city logistics; The viability of urban freight consolidation centres, in: J. van Nunen et al., (eds.) Transitions towards sustainable mobility, , Springer, Berlin. Quak, H.J. and De Koster, M.B.M. (2009) Delivering goods in urban areas: How to deal with urban policy restrictions and the environment, Transportation Science, 43 (2), Quak, H.J. (2008) Sustainability of Urban Freight Transport Retail Distribution and Local Regulations in Cities. ERIM, Rotterdam (ERIM Ph.D Series Research in Management 124, TRAIL Thesis Series T2008/5). Quak, H.J. and De Koster, M.B.M. (2007) Exploring retailers' sensitivity to local sustainability policies. Journal of Operations Management, 25 (6), TURBLOG (2011) Transferability of urban logistics concepts and practices from a worldwide perspective. Deliverable 2: Business Concepts and models for urban logistics. 16

17 Zucotti, S., Corongiu, A., Forkert, S. F., Nasr, A., Quak, H. and Torres, C. (2011) Integrated infomobility services for urban freight distribution IEEE Forum on Integrated and Sustainable Transportation Systems June 29 - July 1, 2011, Reed Messe Wien. 17