March 2015 Volume 17 Number 3 www.ciltuk.org.uk
Transport and the decentralisation debate Where do we go from here? See page 12
Stronger Together
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Viewpoint
Let’s blow our own trumpet on 16th April
2014 was the year when the European Supply Chain Day was held for the first time. The idea is that businesses involved in logistics and transport use the day to raise awareness within the broader population of the value that logistics and transport brings to our everyday lives. On the day businesses all across Europe will be inviting members of the public to participate in a range of activities designed to promote interest in logistics, transport and the supply chain. During 2014 events were held in more than 10 countries throughout Europe and the day provided a unique opportunity to explain to the general public and particularly young people what logistics is and the career opportunities that are available. We very much welcome all ideas for events and activities and encourage as wide a range of participation as possible. For example in 2014 Jaguar Land Rover visited a primary school and talked to 90 7-9 year olds about the importance of the logistics industry, CILT Young Professionals forum invited industry speakers to talk to Uxbridge College business students and Kuehne +Nagel created a fun video which answered the question ‘What is Logistics?’ using poetry. The date for this year’s event is 16th April and I encourage you all to participate in raising the profile of your profession by engaging with European Supply Chain Day. We can help you with ideas on how to participate which may include inviting people into your local depot or reaching out to schools and colleges to talk about the importance of logistics, transport and supply chains. All events held anywhere in Europe are being recorded on a continental map to enable everyone to see how big this year’s event will be. It is often said that our profession is little known and under appreciated and few of us will disagree. European Supply Chain Day is however an initiative designed to help correct this lack of understanding as it is designed to introduce, enlighten and excite people about logistics and the supply chain. It is also a great opportunity for us to extol the virtues of our profession in order to attract future recruits. Let’s not miss this opportunity to help ourselves. Steve Agg FCILT, Chief Executive, CILT
For further information visit www.ciltuk.org.uk/supplychainday or contact Bill Acres FCILT, European Supply Chain Day champion. Email: [email protected] @SteveAgg
www.ciltuk.org.uk 1 MARCH 2015 VOLUME 17 Number 3 Contents
Institute reports
12 Letting loose on 24 Runway expansion devolution options What next for transport CILT’s response to the in the UK? Airports Commission’s consultation 16 Apprentice Affiliate membership 34 CILT and the First The Institute launches a new World War membership grade for Profiling George William apprentices Graham Allen
18 Busmark 44 Traveline Cymru Anthony Kendrick interviews Showcasing the winning Adrian de Courcey about the entry for Passenger Transport launch of CILT’s newest Best Practice at last year’s benchmarking club CILT Annual Awards
22 Transport Manager CPC David Parry reports on the recent success of CILT’s CPC courses 28
Opinion
28 Anglo-Japanese Rail 50 Step into the future Exchange Programme 2014 of logistics Exchanging strategy with Ian Roper comments on the Japan converging trends that are changing logistics 36 Yodel’s New Year resolution 54 The fate of the haulage Dick Stead FCILT offers industry his view on how the home Gideon Hillman asks: delivery industry needs Is your logistics operation to adapt determining the fate of the haulage industry?
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News digest From the worlds of logistics and transport
Beverley Bell to become next CILT President in the UK
Beverley Bell FCILT, Senior Traffic Commissioner for and has been an enthusiastic Vice-President, as she Great Britain, will take up the one-year presidency champions the causes of both passenger transport from Jim Spittle FCILT when he passes the honour and freight.’ at an inauguration lunch to be held in London on Beverley Bell began her career in private law practice 8th May. She has been a Fellow of the Institute for before establishing her own practice in 1990, Above: Beverley Bell will nearly 10 years and a Vice-President for the past specialising in criminal and transport law. She was take up the one-year two years. appointed Traffic Commissioner for North-West presidency from current England in April 2000 and Senior Traffic Commissioner President Jim Spittle Commenting on her appointment, she says: ‘It is both for Great Britain in June 2012. In these roles, she an honour and a privilege to be given this opportunity works closely with the Department for Transport to represent the logistics and transport profession (DfT), Driver and Vehicle Standards Agency (DVSA), during such an exciting period of growth and other government agencies and the industry to development.’ champion safe, fair and reliable passenger and Outgoing President Jim Spittle FCILT says: ‘I am goods transport. Her responsibilities as a Traffic delighted that Beverley Bell has accepted our Commissioner involve the licensing of the operators invitation to become the Institute’s President Elect. of HGVs and buses and coaches (PSVs), the registration She is an extremely well-respected professional of local bus services, granting vocational licences and through her work as Senior Traffic Commissioner taking action against drivers of HGVs and PSVs.
BBC Northampton visits ‘Business on the Move’ demonstration
The CILT-sponsored board game Business on the Move has been played at Windmill Primary School, Northampton. Students from Years 5 and 6 took part in playing the game and understanding the process behind delivering and shipping goods to and from British businesses. Nine year-old Rebecca spoke to BBC Northampton, which covered the event: ‘As soon as we got the hang of it, I found it really fun. I’ve learned that there is a lot more than just going into a shop and buying the goods. They have to deliver to England before sending it to the shop. It’s a lot more than I first realised.’ Lynn Mentiply MILT, Regional Officer and Team Leader, CILT, said: ‘The children need to learn these skills as it creates the awareness that goods need to be supplied and manufactured in a certain way and it helps to Above: Children of Windmill Primary School and Transport Trainer play Business on the Move enhance knowledge in that area. It raises awareness of what jobs are available for them in the sector. There are thousands of jobs across the sectors and even at this young age children will start to think about what position they want to be in when they’re going to be in future employment.’ Head Teacher Michelle Ginn said: ‘It’s been fantastic for them to apply their maths skills. There’s been a lot of teamwork and turn-taking and the children are learning how to deal with financial management and are taking responsibility for their decisions. Most importantly, there’s a much wider world out there and we are seeing and learning that a lot more goes on behind the scenes in getting the goods to the store.’
4 FOCUS MARCH 2015 Sponsored content CILT Transport Trainer Dave James CMILT has joined CILT as its new Transport Trainer. He will primarily be focusing on helping with the FORS training, in addition to Driver CPC and Road Transport Manager CPC. He has already designed an additional course, which has been approved by the Joint Approvals Unit for Periodic Training. Dave James has over 30 years’ experience of working in road transport. Formerly of TNT, he was working as a C+E driver before becoming the company’s Learning and Development Officer in 2006, shortly before the Driver CPC was introduced. Contact: Dave James. Email: [email protected]
Election year Multimodal 2015 In what will be a busy year for elections, CILT is required to hold its own to elect directors, who are also trustees of the CILT has teamed up with Multimodal, the UK and Ireland’s charity, in September. More information on the election, the leading logistics and transport show, to put together a role of director/trustee and guidance on how to participate series of interactive workshops highlighting examples of will be published in due course. There will be an official supply chain best practice. The seminars take place at communication to members in June and formal notice in Multimodal 2015 on 28th April at the NEC Birmingham, at Focus no later than the June issue to ensure that the the beginning of the three-day exhibition and conference. Institute complies with the required notice and timescales. Over 250 transport and supply chain exhibitors will be showcasing innovative solutions to an expected visitor Duncan Snook – Director of Finance and Company audience of over 7,500 supply chain decision-makers. Secretary, CILT
‘We are looking forward to a lively three days of networking and business opportunities for visitors and exhibitors, as well as some informative debate and useful training sessions,’ said Robert Jervis, Multimodal Show Director. ‘Multimodal is the premier event in the UK and Ireland’s freight industry calendar and a must-attend for anyone looking for innovative solutions to help run slick supply chains.’
The CILT seminar day will cover topics including the challenges of omni-channel for retail, understanding supply chain finance, and moving freight by rail, as well as an introduction to the CILT’s Vision 2035.
Speakers from blue-chip companies including Boots, Waitrose, and DB Schenker will share their insight and experience during three days of panel debates and workshops. Additional streams will be hosted by the Freight Transport Association (FTA), as well as the Loadstar and Multimodal, on 29th and 30th April.
Exhibitors from across the supply chain spectrum will include Canute, Port of Tyne, Freightliner, IAG Cargo, DHL and Wincanton.
Registration is now open using an online system connected to LinkedIn profiles, which enables visitors and exhibitors to organise one-to-one meetings and easily contact suppliers and peers who are attending the event.
A full list of the topics and speakers is available, website: www.multimodal.org.uk
Further information and details of Multimodal Awards and VIP dinner and other networking events, website: www.multimodal.org.uk
www.ciltuk.org.uk 5 YOUR INSTITUTE
Chartered Fellows and Members recently elected
The following members have been elected to Jayne Meyrick, Principal Consultant, i-Transport LLP Chartered Fellowship and are now entitled to use Kayode Onasile, Assistant Dedicated Base Manager, the post-nominals FCILT: Intels Nigeria Limited New: Silvester Bwetabure, Supply Chain Support Jonathan Moser, Director, Lateral Logistics Ltd Services Manager, Uganda Telecom
Hayat Syed, Operations Manager, Medina Edward Johnson, Logistics Supervisor, BCM Transport Ltd International
Joseph Scerri, Deputy Group CEO, Loqus Giuseppe Saieva, Senior Lecturer – Maritime Jacqueline O’Donovan, Managing Director, Operations, Southampton Solent University O’Donovan Waste Disposal Ltd Nicola Butt, Programme Leader, Southampton Stuart Wallace, Divisional Director – Scottish Solent University Operation, Forth Ports Ltd Jason Renshaw, SO2 G4 LOG, Royal Signals Upgraded: Martin Mirimo, Procurement Consultant, Public Alexander Hewes, Director Warehouse Operations Sector Procurement Solutions Limited & Logistics, Scotts & Co David James, Road Transport Trainer, CILT Andrew Marshall, Operations Manager, Accord Lift Services Ltd Caleb Danladi, Chief Officer Marine, Nigeria LNG Ship Management David Baker, Partner, Baker Rose Consulting LLP June Powell, Director of Compliance, Freight John Fryer, Head of Transport, Glasgow 2014 Transport Association Kartik Shah, Logistics Projects Consultant, Simpleks Upgraded: Surendra Wanza, Senior Delivery Planning Manager David Watson, Senior Transport Planner, JMP (interim), Transport for London Consultants Limited Gary Thomas, Director, Lloyd Morgan Group Ltd James McLean, General Manager, Hellmann Worldwide Logistics The following members have been elected to Chartered membership and are now entitled to use Lee Esslemont, Senior Materials Co-ordinator, the post-nominals CMILT: Dana Petroleum Ltd
New: Mark Taylor, Warrant Officer Airportability, HM Forces (RAF) David Paget, Director, Xativa Training Ltd Jeremy Wall, Duty Operations Manager Engineering, Eliot King, Senior Consultant, Hydrock Consultants Ltd London Underground Ltd Hayden Taylor, Senior Transportation Engineer, Ian MacDonald, Transport Manager, Babcock Jacobs UK Limited International Group Martin Mirimo, Procurement Consultant, Public Sector Procurement Solution Ltd Phillip Durbin, DES NBCD-COB-BLC-W-LOT, Defence Equipment & Support Amardeep Sagger, Director, Road Star Deliveries Ltd David MacKenzie, Head of Supply Chain Daniel Smith, Senior Transport Planner, Jacobs UK Ltd Programmes, BT Ian Birtle, Officer Commanding, HM Forces Aliyu Tata, Senior Staff Development Officer, Nigerian Ian Gater Institute of Transport Technology
6 FOCUS MARCH 2015 5 April 14 - 16th NEC BIRMINGHAM BIGGESTThe UK’s Commercial Vehicle Show
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Bill Acres FCILT announced as European Supply Chain Day Champion
Bill Acres FCILT has been announced by CILT as its Champion for activities in the UK on European Supply Chain Day, which this year takes place on 16th April. He will be encouraging organisations and individuals to get involved, and visiting as many events as he can on the day. He says: ‘I am thrilled to be involved in such an exciting initiative for our profession. I look forward to building on the Above: Crosby High School wants to run its own home to school transport service success of last year’s events and championing the cause to ensure that more business and individuals take advantage of Calling all transport consultants the opportunity to get involved this year. If you are planning to organise your own event, which I would urge you to do, then Crosby High School wants to run its own home to school please let us know at the Institute and we will assist you to transport service and is looking for a consultant to prepare make your event a success.’ a fully costed business plan. CHS is a secondary school which provides special education for 146 pupils. Bill Acres has been an active member of the Institute for over 31 years. He runs Acres & Acres Supply Chain Consulting Ltd. Currently independent transport contractors (commissioned and paid for by Sefton MBC) collect and Further information, website: www.ciltuk.org.uk/supplychainday returned pupils to their own home using coaches and taxis, employing their own escorts.
The school wants to do things differently by providing a I am thrilled to be involved in service that is designed to help pupils to become more such an exciting initiative for our independent, and the business plan will reflect this. Having prepared and costed the plan the consultant would then be profession. involved in negotiations with the Council.
The new model may not initially be welcomed by parents, and the launch of the new service will have to be handled very sensitively. The contractor will be required to draw up a consultation programme and may be required to be involved in discussions with parents.
Expressions of interest are invited which should include:
• A description of how the contractor would undertake the work required
• How many days would be required for each phase of the work
• Experience the contractor has of this type of project
• Consultants’ CVs
• Costs per day
Further information about the task, contact: Nick Thompson, Chair of Trustees. Tel: 0151 284 8195. Email: [email protected]
Submissions should arrive by Friday 3rd April and be addressed to: Sandra Redwood, Business Manager Finance. Email: [email protected] Above: Bill Acres FCILT has been announced by CILT as European Supply Chain Day Champion
8 FOCUS MARCH 2015 FORS accreditation fees
The FORS Community Partnership (FCP) has announced • Regular news and bulletins details of the pricing structure established to roll out the • Offers and discounts from FORS associate suppliers award-winning scheme nationally. This follows the announcement that Transport for London (TfL) has awarded FORS operators working in London will have access to the FORS concession to the FCP, comprising of AECOM, CILT funded CPC training for HGV drivers, safety training for van and Fleet Source. drivers and best practice workshops for managers,
FORS is an award-winning scheme encouraging the adoption For new operators to the scheme annual registration starts of best practice across all fleet operations. FORS members at £65 for a company with one vehicle, plus the cost of an have access to a range of exclusive benefits including the annual audit. Companies with their own internal audit opportunity to secure business with organisations that specify capability can be approved to certify their own depots to accreditation standards, improve safety, reduce environmental the FORS standard. impact and save money. It is committed to raising professional John Hix, Community Partnership Concession Director, standards and by establishing the scheme nationwide the FORS, says: ‘TfL has fully funded FORS for the past seven industry will benefit from a recognised national benchmark years and established the scheme as a benchmark standard for all fleet operations, raising standards across the UK. for industry. The scheme is now being offered across the UK and a funding model has been created to facilitate the All new companies joining FORS will pay an annual continuing growth of the scheme to improve and develop subscription fee based on their fleet size and an audit fee the benefits it offers whilst becoming financially sustainable.’ based on the number of operating centres they wish to have accredited. Companies that are already FORS accredited will Steve Agg FCILT, Chief Executive, CILT, says: ‘The FORS be charged for the annual renewal, although this charge will Community Partnership has established a fair and sustainable be waived or reduced in the first year, depending on the pricing structure to ensure that all fleet operators are company’s renewal date. encouraged to join the award-winning scheme. We recognise the importance of developing a national All FORS operators will have access to: benchmark for all and have demonstrated our commitment to professional development in ensuring that all operators • Advice, guidance and campaign toolkits have access to FORS.’ • Performance management tool Further information, website: • E-learning modules www.fors-online.org.uk/cms/fors-cost/
Driverless car review launched by the UK Government
Changes to the Highway Code and the MOT test will of motoring in the most fundamental of ways and be necessary to accommodate driverless cars on the delivering major benefits for road safety, social roads of the UK, a Department for Transport (DfT) inclusion, emissions and congestion.’ report has revealed. The Government wants the UK to The Government is providing £19 million to launch become a world leader in driverless technology and four driverless car schemes in Milton Keynes, will publish a code of practice that will allow the Coventry, Greenwich and Bristol. testing of autonomous cars to go ahead. It has promised a full review of current legislation by the summer of 2017 that will consider whether a higher standard of driving should be demanded of automated vehicles.
It will also look at who would be responsible in the event of a collision and how to ensure the safety of drivers and pedestrians.
The report acknowledges that true driverless cars may be some way off and that current tests of the technology will need to include a qualified test driver to supervise the vehicle.
Claire Perry, Transport Minister, says: ‘Driverless vehicle technology has the potential to be a real Above: The Government is providing £19 million to launch four driverless game-changer on the UK’s roads, altering the face car schemes in Milton Keynes, Coventry, Greenwich and Bristol
www.ciltuk.org.uk 9 YOUR INSTITUTE
CILT Transport & Logistics Safety Forum to launch road safety film
The Institute’s Transport & Logistics Safety Forum is to launch the need to work together in improving road safety, with an its film: Our Vehicles, Our Safety, Our Responsibility: Improving emphasis on influencing business to place safety at the top of Road Safety for Vulnerable Road-Users, at a high-profile their business agenda. conference of the same name in Bedford on 31st March. Confirmed speakers include: Steve Agg FCILT, Chief Executive, The film was 14 months in the making and has been created CILT; Jim Spittle FCILT, President, CILT; Beverley Bell FCILT, to highlight the need for good road safety practice. Sponsored Senior Traffic Commissioner; Peter Shipp, Chairman, Road by DHL, Transport for London, Travis Perkins, Skanska, Road Operator Safety Council; and other leading transport and Operations Safety Council, Wincanton, Wilson James and AA logistics experts. Adrian Walsh, Director, ROADSAFE, will chair DriveTech, it is a unique and creative way for leading transport the event. and logistics companies to work together in raising safety The conference is aimed at senior leadership and is by awareness. invitation only. The conference aims to raise the awareness across leading Further information or to register your interest, passenger and freight transport and logistics companies for email: [email protected]
New rules for London HGVs
Transport for London (TfL) has announced new regulations aimed at protecting cyclists and pedestrians for HGVs. The plan was announced recently at the second London Road Safety Conference. In consultations, over 90% of respondents approved of the proposals.
From 1st September, all lorries on the capital’s non-motorway roads must be fitted with side guards to stop cyclists being Hitachi Rail brings training carriage to the Port of Tyne dragged under the wheels, and Class V and VI mirrors to improve visibility. Of the 14 cyclist deaths in London in 2013, A training carriage for the Hitachi Rail Europe plant in nine involved HGVs. TfL aims to reduce road deaths in London Newton Aycliffe, County Durham rolled off the 229m-long by 40% before 2020. vehicle carrier Höegh London and into the Port of Tyne recently. Mayor of London Boris Johnson says: ‘Improving the safety of London’s roads is a top priority. We know that a large The part-assembled train carriage will become Hitachi number of cyclist deaths and serious injuries involve a plant’s training unit. It was built at Hitachi’s factory in relatively small number of trucks and lorries that are not fitted Kasado, Japan, and was transported from Kobe, Japan, with basic safety equipment. Such vehicles are not welcome travelling 52 days and 12,880 nautical miles to reach the in the capital.’ Port of Tyne’s Höegh Northern Terminal. The 26m long carriage will be stored at the Höegh Northern Terminal, one of three car terminals at the Port of Tyne, until it is transported to Hitachi’s training facility
The part-assembled train carriage will become Hitachi plant’s training unit
10 FOCUS MARCH 2015
YOUR INSTITUTE
Letting loose on devolution
With a momentous Scottish referendum The outcome of the Scottish independence referendum in September last year was dramatic. result leading to national debate about Towards the end of the long, drawn-out campaign and as the opinion polls narrowed, politicians on both local decision-making across Britain and sides made ever bigger promises about new powers that would be enshrined for the Scottish government a highly unpredictable General Election and people. As we know, full independence was around the corner, the Institute is giving rejected by some margin (55% to 45%), but not before pro-Union politicians promised more powers and a serious consideration to what more continued guarantee of central funding through devolution might mean for transport retention of the Barnett Formula to Scotland. The sheer level of support in favour of independence provision across the different parts of the in the referendum sent seismic political shockwaves south of the border. Prime Minister David Cameron UK – and it wants your views to help wasted no time in moving forward the prospects for shape its recommendations. greater devolution. He announced that Lord Smith of Kelvin would oversee the process to take forward the devolution commitments, and by the end of November the Smith Commission published its report. As well as granting the Scottish Parliament complete power to set income tax rates and bands and to receive half of all of the VAT raised in Scotland, it also made some transport related recommendations:
• That Scotland will have control over Air Passenger Duty (APD) charged on people flying from Scottish airports
• That the Scottish government will be allowed to invite a public sector operator to bid for future rail franchises in Scotland
However, one limit or safeguard (depending on your viewpoint) is that the Scottish and UK governments Left: The CILT report: A Vision for will ensure that devolution is not detrimental to Transport Planning showed clear support UK-wide critical infrastructure. It is still unclear what, for devolution of transport responsibilities through the creation of a National Spatial if any, parts of the country’s transport infrastructure Planning Strategy might be covered by this clause. Equally, the Westminster government made it plain the day after the referendum that other parts of the UK would also SECTOR HIGHLIGHTS be given greater say over their own affairs, including votes on English issues by English MPs at Westminster, and that the further Scottish devolution measures would only take place at the same pace as change south of the border.
The conundrum now for politicians is to determine the pace of and nature of this change and to deliver
12 FOCUS MARCH 2015 on their promises. While there is Above: The Westminster government made it plain the questions such as: the right division of consensus for change, there is a General day after the referendum that other parts of the UK central vs local government responsibilities; would also be given greater say over their own affairs Election coming and there is widespread the appropriate allocation of resources; disagreement (for party political reasons) the overall strategic role for central about how greater devolution and government; the impact of more decentralisation should be delivered. decentralisation; whether Wales should The uneasy pre-September pro-Union have similar powers to Scotland; and consensus on devolution has now been how much control of transport funding blown away, as evidenced in the should be given to the regions and exchanges between the main political nations. leaders at Westminster and by the The CILT report: A Vision for Transport increasing differences between the views Planning, published in late September expressed by Scottish politicians of all 2014, sets out a clear and comprehensive Below: It is recommended that Scotland will have political persuasions and their colleagues blueprint for how transport planning and control over Air Passenger Duty (APD) charged on in London. people flying from Scottish airports provision should be delivered in the next There has also been the Government’s response to the Silk Commission set up to look into further devolution for Wales. The main elements were the devolution of stamp duty, landfill tax, an extension of borrowing powers for infrastructure purposes and conferring on the Welsh National Assembly powers to vary income tax by 10 pence on each rate. This is all well and good; but where does this leave transport and the Institute’s perspective? Over the past two years, CILT has sought to establish a view about devolution of transport responsibilities and the right balance of governance between national governments and the regions and nations. This has covered
www.ciltuk.org.uk 13 YOUR INSTITUTE LETTING LOOSE ON DEVOLUTION
The Institute is giving serious consideration to what more devolution might mean for transport provision across the UK
20 years. The report focuses on how the question of how devolution and responsibilities. Currently, there are UK can benefit from transport planning’s decentralisation are applied. Does one combined authorities and Local unique influence. It also showed clear size fit all or should there be variable Enterprise Partnerships with limited support for devolution of transport geometry? responsibilities – mainly for transport in responsibilities through the creation of pursuit of economic development – but, In England, things are even less clear, a National Spatial Planning Strategy in a devolved context it is likely that with multiple forms of local government. produced with input from all relevant spatial and environmental planning would There is no devolved Assembly, but a central government departments that need to be included, as well as the ability variety of local government tiers. There affect transport. This strategy would then to consider the changing demographics are Metropolitan type counties operating set the lead for local authorities that have and population movements. Hence, the in the large urban conurbations; significant decentralised powers to fund recommendation in CILT’s A Vision for emerging city regions such as Bristol and and control transport systems, and to Transport Planning last autumn for a Bath, Southampton and Portsmouth, and develop complementary plans to the National Spatial Planning Strategy. national strategy. These could cover its the East Midlands Triangle; and successful major impact on national economic standalone cities such as Brighton, How should devolution or performance to combating climate York and Oxford. decentralisation be best applied? The change, creating pleasant, vibrant answer is probably not in the same way Also present are the English shire streets and improving public health. everywhere, but it is clear that different counties and district authorities that have types of jurisdiction might lead to However, since the referendum result their own distinct identities, but that may unintended consequences – for example, and the Smith Commission, the national be much less equipped or willing to move the same road running from Wales into debate has moved on a pace and the towards a combined authority model of England might be designated differently Institute needs to respond. In order to devolved decision-making in transport. in each country and receive different help it develop the most up-to-date levels of care and investment on either thinking, it needs your help to answer It must be asked whether any of these tiers of government are able to adopt a side of the border. a number of key questions. Should the strategic approach to transport provision result in Scotland together with The proposed granting of APD powers to and whether they have the right tools to devolution promises mean that Wales the Scottish Parliament is already causing do so. There is little doubt that larger should now be granted similar powers, angst for Newcastle airport, which fears bodies such as Transport for Greater and if so, what responsibilities might be its local expansion plans could be put in Manchester are well-equipped, but even transferred down to not just the Assembly jeopardy if people vote with their feet to when county and district councils work but also to local authorities in Wales? If take cheaper flights from Scottish together, they may well be constrained in that happens, what should the funding airports, were the Scottish government to either people, knowledge or modelling settlement be – for instance, should abolish APD. Equally, if Scotland takes up tools to develop optimum transport Wales be entitled to similar Barnett the chance given to it by the Smith solutions. Formula-style arrangements as applied Commission to let future rail franchises in Scotland? Are good governance In major English metropolitan areas, that include a public sector bidder, that arrangements for Scotland and Wales also CILT’s proposals for City Regions could will lead to different tendering models applicable to England? Then there is the act as the basic platform for devolving applying around the UK and be an added
14 FOCUS MARCH 2015 complication for bidders who may feel Where might all this change lead the The Institute intends to refine its views there is an inbuilt bias in favour of the transport profession? It could have now on the best way forward for local public sector bidding entity. unpredictable consequences. There are devolution in transport, especially as the outcome of the forthcoming General Then there is the question of funding. many highly skilled transport planners Election is so uncertain. The CILT’s Public It can be argued that the move to greater who these days work mainly for a number Policies Committee (PPC) is now local say in transport decision-making of consultancies; but would greater examining this in order to produce a was enshrined in the Localism Act of devolution help or hinder them, and what paper setting out options, suggestions 2011, which gave local authorities new would be the impact of devolution on and recommendations for future powers to determine local planning and developing the next generation? transport governance that could inform housing choices. To support this, a Local Finally, if the national policy-makers central and local policy-makers. It is keen Growth Fund was established to replace decentralise and devolve transport, it to obtain the views of members across all that part of DfT funding that is allocated could be argued that giving local areas the Institute’s Professional Forums and to local transport spending on, say, greater powers also makes the from all its Regions, to ensure the paper’s local road improvements. articulation of a national transport options and recommendations are high However, these are not the same as strategy even more essential. Might giving quality and will resonate with policy-makers proper locally determined funding high levels of subsidiarity to nations and once submitted. This is an opportunity arrangements and effective local regions lead to potentially expensive to contribute. Raise it in your Forum decision-making is not greatly enhanced duplications and contradictions in discussions and/or send in your views unless it comes with these powers. to the Institute. national transport outcomes, especially in Future devolution settlements will a country of relatively small geographic almost certainly need to include properly area like the UK? How should a national devolved funding arrangements that strategy stipulate effective guidance to could range from business rates, council SEND YOUR VIEWS ensure a coherent approach to, say, the tax, changes to road taxing or use of VAT. development of airports, the way roads Send your views to Daniel Parker-Klein, While the Northern Powerhouse agenda Head of Policy, CILT. announced by the Chancellor last are designated, or to variance in the Email: [email protected] summer has urged Greater Manchester role of public and private sectors in the to adopt a Mayoral system (like London) provision of rail and bus sectors without from 2017, and the formation of Rail trampling on local aspirations? The North and Transport for the North are Scottish and Welsh administrations have substantial examples of subsidiarity, local developed or are developing national Below: There is little doubt that larger bodies such as Transport for Greater Manchester are well-equipped, but authorities still lack substantive funding transport plans, yet for England this is even when county councils work together, they may well powers. conspicuously absent. be restrained to develop optimum transport solutions
www.ciltuk.org.uk 15 YOUR INSTITUTE
Apprentice Affiliate Membership
A new membership grade is being launched to support apprentices through the early stages of their career.
CILT is launching an Apprentice Affiliate membership national, regional and local sector-specific events grade to help companies’ apprentices develop by that will allow apprentices to meet experienced being part of a professional body. The Institute also professionals in their chosen field. wants to develop this grade to benefit employers, The package will allow the apprentice to plan and since encouraging more companies to employ record their CPD progression online. They will also be apprentices could help fill the skills gap and inspire the next generation of transport and logistics able to access extensive member support through the professionals. Careers Section of the Institute website, including advice and guidance for qualifications, training and In the 2013/14 academic year, there were 440,000 career progression. apprenticeship starts in the country. Data released in January 2015 revealed that between August and Other benefits include unlimited access to the largest October 2014 there was a 28% increase in specialist collection of logistics, supply chain and apprenticeship vacancies posted online. transport information, as well as legal and compliance information, access to the monthly journal, a weekly Skills Minister Nick Boles says: ‘Apprenticeships deliver sector-specific newsletter and social media work for young people and adults, enabling them to interaction through LinkedIn, Twitter, Facebook and earn while they learn in a real job, gaining a real qualification and a real future. They help businesses Google+. There is also the chance to be nominated grow their own talent. Currently, more than 100,000 as a CILT Apprentice of the Year. employers in England offer apprenticeships in The Apprentice Affiliate membership grade is to be 200,000 locations, covering over 170 industries and launched to coincide with this year’s National 1,500 different job roles.’ Apprenticeship Week, which will run from 9th to For a fee of just £25, apprentices can take advantage 13th March and will celebrate apprenticeships and of annual electronic membership. Joining as an the positive impact that they have on individuals, Apprentice Affiliate provides access to over 350 businesses and the wider economy.
Supporting national apprenticeships week 9th-13th March 2015
Contact Membership Department Apprentice membership to find out more: T: 01536 740104 Join your professional body today for £25 E: [email protected]
16 FOCUS MARCH 2015 What will you be doing this European Supply Chain Day?
16th April 2015
PROMOTED BY
www.ciltuk.org.uk/supplychainday YOUR INSTITUTE Busmark: CILT’s new benchmarking club for the bus and coach sector
AUTHOR Anthony Kendrick SECTOR HIGHLIGHTS
Right: Travel de Courcey operates a fleet of 150 vehicles and now employs more than 300 people
The Institute’s new benchmarking club specifically designed for the bus and coach industry will help to drive up standards across the board, in addition to providing invaluable data about the sector. Steering group member Adrian de Courcey FCILT spoke to Focus about Busmark and the issues facing the industry.
18 FOCUS MARCH 2015 The Busmark steering group is comprised of operator, academic and Institute Key benefits officers, and is proud to present a new • Key performance indicator benchmarking – identify areas for improvement, as benchmarking and best practice well as gain confidence from knowing your areas of strength exchange club dedicated to driving • Best practice exchange – learn from the experiences of other organisations improvement in the bus and coach that are committed to improvement from showcasing, discussion and sector. Adrian de Courcey FCILT, CEO, benchmarking Travel de Courcey, is one of the lead members of the group, and he explained • Network with the very best – benchmarking attracts positive, likeminded and the reasons for creating the Busmark engaged organisations focused on business improvement club, which recently held its first meeting • Gain key facts and figures to champion the excellent credentials of buses and at Reading Buses: ‘Busmark is the only coaches – useful for business development activities and informing and benchmark club for the bus industry and lobbying key stakeholders it’s supported by many leading operators. • Demonstrate your commitment to driving improvement in your business and It’s not about improving one company at across the industry the expense of another; it’s about improving standards and performance Adrian de Courcey says: ‘Our industry our industry, including free wi-fi as across the industry. The club presents a plays a vital role in all our local standard on many services, an increasing credible way for operators of all sizes to communities, not only providing number of hybrid and electric vehicles learn best practice and for the industry as employment opportunities and getting and cashless payment solutions, etc and a whole to improve.’ Signed up members passengers to and from school and work, Busmark should help us argue our case to Busmark include Arriva, Travel de but also supporting local charities. We better.’ Courcey, GHA Coaches, Plymouth have a very low profile and don’t shout As a forerunner to Busmark’s launch, Citybus and Reading Buses reflecting about what we do, which means that CILT sent out a snapshot survey to some the mix of leading multinational and we are often misunderstood by local and national stakeholders. In today’s 150 bus and coach operators. Adrian de independent companies. Courcey says: ‘Our response rate was ever-changing political climate, Busmark 23.5%. We produced analysis from the The composition of the steering gives us critical industry data from survey showing the number of committee has a blend of highly companies of all sizes, which we can use companies playing a big part in the competent MDs from respected bus to argue our case better with everyone, community. There were a lot of criteria in from local authorities to national companies of various fleet sizes, who the survey, including operational excellence, politicians at Westminster. collectively share a commitment to the health and safety, commercial criteria, pursuit of operational excellence. ‘The simple truth is that we as an industry insurance and social responsibilities, and need to be better at engaging with all the fact we had such a strong response Within the Busmark benchmarking club, stakeholders and Busmark will give us shows that there is a demand for this. operators are supported by fellow club the analysed and credible information I’m sure Busmark will be very valuable members and dedicated CILT staff, as allowing us to have a meaningful for all concerned.’ well as Austin Birks, Chair, CILT Bus & discourse with key stakeholders. From Benchmarking attracts positive, likeminded Coach Forum, and John Carr, passenger my own limited interaction with and engaged people from respected transport benchmarking specialist. politicians, I’m often surprised about how organisations and it is hoped that the Adrian de Courcey is quick to praise his little they are aware of the considerable club will give the sector an array of solid colleagues on the steering committee: levels of investment and technology in data that it can use to its advantage. 'Austin Birks, John Carr, Martijn Gilbert, Alex Perry and Richard Hall all have significant industry experience and innovative mindsets’.
Inspired by the success of Logmark, the benchmarking club for the logistics sector, Austin Birks and the members of the steering committee felt the bus industry was in desperate need for a platform for the bus and coach industry’s voice to be heard. The initiative was launched with a view not only to helping individual operators, but also assisting the industry as a whole to fight its Above: Adrian de Courcey believes: ‘Every company does everything differently, so there are no real standard case better. benchmarks. There aren’t any industry surveys that go across all the companies.’
www.ciltuk.org.uk 19 YOUR INSTITUTE BUSMARK
Above: Left to right: Richard Hall (London United), Alex Perry (Arriva), Chris Ruane (CILT), Adrian de Courcey (Travel de Courcey), Daryl Chesney (CILT), Katie ‘Take a look at Busmark, make a Workman (CILT), John Carr (Industry Academic), Austin Birks (CILT), Martijn Gilbert (Reading Buses). contribution and sign up, because The creation of the club comes at a perfect from what I’ve seen Busmark has the time, when the industry is finding business potential to transform the industry as tough as ever. Adrian de Courcey says: ‘A recent TAS partnership survey showed fundamentally in our favour.’ that many companies in our industry fail to Adrian de Courcey FCILT achieve the necessary profit margin to invest in fleet renewal and new technology. Parts of our industry could face a very difficult future, with increased austerity Adrian de Courcey continues: ‘Unlike in have companies, who outside of the measures after the General Election. It is a very difficult balancing act to maintain a other industries such as road haulage and meeting are deadly competitors, but high level of capital investment when there aviation there are very few standard inside they were open in sharing and is such uncertainty regarding future income all parties were focused on the mantra: benchmarks across our industry. The aim streams from local and national “We all face the same issues, so let’s get of Busmark is simply to replicate the government.’ better as one to deal with them.” considerable success of Logmark across Discourse was so open that there were Government legislation has been cited the bus and coach industry.’ a lot of opportunities for that light-bulb as the biggest single challenge that the Logmark is one of the most respected moment to come into your head.’ industry faces and as the Bus Service and established benchmarking clubs within the CILT suite. It has been in operation for 13 years and when Adrian de Courcey attended a meeting with its members his eyes were opened to the benefits that this kind of programme can offer: ‘The meeting was very insightful and the benefits through the sharing of industry best practice were all too clear. I left the meeting with a strong belief that the benchmarking programme could be transformational in helping to raise standards across our own industry.’
He cites two main takeaways from the meeting: ‘It hit me how open in sharing The creation Busmark comes at a perfect time, when the industry is finding business they were. Data is confidential, but at the as tough as ever same time issues are openly shared. You
20 FOCUS MARCH 2015 Operators Grant (BSOG) keeps getting reduced and Local Authority funding cut, Busmark’s first meeting more and more bus services are seeing The Busmark steering group held its first committee meeting at Reading Buses. their funding cut to a level where they Hosted by steering group member Martijn Gilbert, CEO, Reading Buses, who are no longer viable: Adrian de Courcey gave an excellent presentation on the company that is now Reading’s 10th says: ‘The industry is crying out for largest employer. The group enjoyed a site tour that included the company’s stability. Business is as tough as it ever own bio-gas station and its new high-tech control room, launched to manage has been and if the Government keeps the fleet’s 3,407 timetabled journeys a day. reducing funding we will end up with isolated communities and fewer It seemed wholly appropriate that the Busmark Benchmarking Club should companies. Bus companies often provide come of age in Reading. This town was ranked as the UK’s top place to live and a vital link for the most disadvantaged in work for the second consecutive year in the PWC and Demos Good Growth for our communities and a number of Cities index 2014, and we trust that the Busmark Club will enjoy similar growth independent economic surveys have and success. demonstrated through the multiplier effect the significant value for money we ‘The industry has already made a now employing more than 300 people, create and generate for local communities.’ transformation and there’s a quantum with a fleet of 150 vehicles across three leap in terms of what we now provide. separate depots. The company has won What next for Busmark? Buses are now fitted with wi-fi, leather a number of awards including Bus Adrian de Courcey says: ‘If Busmark is to seating, green technology and tracking Operator of the Year, Coach Express be a success it needs as many operators systems and we’re beginning to be a lot Operator of the Year, Business of the as possible on board. We will be more customer-focused industry, and Year and was recently recognised in a launching this year and we need good together with Busmark that will only survey produced by the London Stock quality members on board and more continue to grow and develop in years Exchange, HSBC and The Daily Telegraph good quality data. We hope to use this to come.’ as one of the Top 1,000 Companies to data in meetings to improve performance Inspire Great Britain. It supports local and standards across industry.’ About Adrian de Courcey charities, including Zoe’s Place, a Aside from a successful launch for Adrian de Courcey FCILT is CEO, hospice that provides home-from-home Busmark, he hopes that post-election Coventry bus firm Travel de Courcey. environments for babies and infants who the Government will be proactive in The company dates back 42 years and have life-limiting or life-threatening supporting the bus industry and that over that time has grown significantly, conditions. the conversation will change from cost-cutting to forming a partnership to improve the standards across the industry, as well as looking at how it can further develop local communities and benefit local economies. With the Busmark club ready to launch, he is positive that the data, conversation and ideas it creates will help to generate a bright future for the sector: ‘In the long term, the industry has a great future. There’s increasing congestion and concerns over traffic pollution and this is the only industry that can genuinely tackle those problems. On top of this, there is a surge of modal shift, from private car ownership to buses and that will only continue to increase.
Above: Travel de Courcey support Zoe’s Place, a hospice that provides home-from-home environments for babies and infants who have life-limiting conditions
www.ciltuk.org.uk 21 YOUR INSTITUTE
Transport Manager CPC
David Parry, Transport Training Manager, CILT, talks us through the specialist training on offer at the Institute and the outstanding results achieved in 2014.
The Institute’s training programmes and offers the course six times a year. There are eight study modules, in which and courses provide practical knowledge Bespoke exams can be arranged to suit the emphasis is regulatory and of the most up-to-date tools and the needs of the business or training compliance based. The qualification techniques in logistics and transport, provider. examines the candidate through written and are designed to help improve job answers to 20 short-answer questions, Everyone involved in road haulage performance and support individual followed by completion of three from and passenger transport who operates career development. For transport a choice of four case study questions. vehicles for hire and reward must professionals, there are courses covering The course notes are regularly updated highway design and maintenance, how demonstrate evidence of professional by a team of transport CPC specialists. to be an expert witness or carry out a competence. This qualification is for The results speak for themselves: the traffic survey, Certificate of Compliance transport managers or those who aspire pass rate in 2014 reached 90% and never courses for transport managers and to this role who will therefore have fell below 75% on both the road haulage periodic training for professional drivers, responsibility for holding an and passenger courses. which are designed to meet the organisation’s O-Licence or must Other transport compliance courses requirements stipulated by the demonstrate their professional include refresher training for CPC Department for Transport (DfT). competence in meeting Operator holders and VOSA-accredited Licensing requirements. (Holding a CPC The Certificate of Professional in-company compliance auditing. is one of the conditions an applicant Competence (CPC) for Transport must satisfy for the Transport Managers in Passenger Transport and Commissioner to grant an O-Licence.) Road Haulage offered by the Institute includes a range of subjects related to The transport training section of the the business of road and passenger Institute’s Professional Development transport. A requirement for the granting department offers a range of of a standard Operator Licence qualifications in passenger and road (O-Licence) for freight and passenger haulage for transport managers. Courses operations is that the licence-holder are offered in Corby, London and either holds, or has access to the Aberdeen, in company or through services of someone who holds, a CPC. distance learning. The Transport Manager Current legislation imposes restrictions CPC has been developed within the on the number of O-Licences and industry by those with relevant specialist vehicles on which an external associate knowledge. Experienced and qualified CPC holder can be named. trainers take participants through each The CPC is a qualification issued on step of this industry-recognised behalf of all EU national transport qualification. The fee includes Learner departments (DfT in the UK). CILT is Affiliate membership of CILT for the Above: Transport Trainer Manager Dave Parry can boast an Awarding Organisation for the CPC duration of the course. a pass rate of over 90%
SECTOR HIGHLIGHTS FURTHER INFORMATION
Further information and to enquire about training for you or your organisation, contact: Professional Development Team. Email: [email protected]
22 FOCUS MARCH 2015 Transport Manager Training 2015 CILT and IRTE have joined forces to offer their specialist Transport Manager Training including CILT’s Transport Manager CPC, CPC Refresher and Certificate of Compliance.
ABERDEEN CORBY CENTRAL LONDON CPC Road Haulage CPC Road Haulage CPC Road Haulage Operations Operations Operations
Course: 30-31st & 23-27th March Course: 16-20th & 30-31st March Course: 18-22nd & 27-28th May Revision day: 1st April Revision day: 9th April Revision day: 29th May Exam day: 10th April Exam day: 10th April Exam day: 12th June
CPC Passenger CPC Passenger CPC Passenger Transport Transport Transport Course: 27-28th & 18-22nd May Course: 23-27th March & 7-8th April Course: 30-31st & 16-20th March Revision day: 29th May Revision day: 9th April Revision day: 1st April Exam day: 12th June Exam day: 10th April Exam day: 10th April
visit www.transportmanagertraining.org.uk email [email protected] call 0333 0110 522
Raising Standards Together
Membership included. See website for details. YOUR INSTITUTE
Runway expansion options
Above: After a thorough assessment of the consultation, CILT has concluded that the Heathrow runway options are better from an overall transport perspective
Left: The Institute is confident that the UK aviation sector can grow within the legislated carbon emission targets
CILT has responded to the Airports Commission’s
SECTOR HIGHLIGHTS consultation on options for a new runway with the recommendation that Heathrow is the best option, but impact must be capped.
24 FOCUS MARCH 2015 The Airports Commission’s 12-week the benefits of the Gatwick option are The issue of airport-related road traffic consultation on options for a new also greater than the impacts, the should also be monitored closely. If it runway, which presented the Institute recommends that this option increases in any one year, the Institute Commission’s analysis of the proposals should be retained for the longer term, recommends that this should be shortlisted last year – two for expansion but with land and infrastructure followed by a reduction in passenger at Heathrow and one proposal at safeguarded. numbers in future years. Gatwick – received over 50,000 Paul Le Blond, Chair, Aviation Forum, The Institute is confident that the UK responses. Chaired by Sir Howard Davies, CILT, said: ‘The Heathrow options are aviation sector can grow within the the Airports Commission is expected to clearly superior to Gatwick in terms of legislated carbon emission targets and publish full details of the consultation in their business case and airline recommends that any additional runway summer 2015, alongside its final report. preference, though significantly worse in capacity should include ring-fenced slots The consultation invited detailed terms of a number of environmental for regional access to London, as part of consideration of each proposal and impacts.’ includes analysis of the cost of each a co-ordinated and continuously proposal, the effect on communities of Acknowledging that exceeding local air updated airport strategy for the whole noise, property loss and construction, quality limits, aircraft noise impacts and of the UK. This strategy should integrate and the economic benefits and airport-related road traffic is a risk with with other transport modes and fit with environmental impacts. the Heathrow option, the Institute wider economic, environmental and recommends that if local air quality limits social policies. After a thorough assessment of the are exceeded at sites directly associated consultation, CILT has concluded that with the airport, then reduction in future the Heathrow runway options are better years’ aircraft movements should follow, FURTHER INFORMATION from an overall transport perspective, until air quality improves. Similarly, in the simply because the airport is closer to The full response is available, website: case of aircraft noise impacts, aircraft http://bit.ly/consultationresponse the centre of gravity of the population movements should be capped to ensure and economic activity. Recognising that a significant reduction in the impact.
www.ciltuk.org.uk 25 YOUR INSTITUTE
Membership recognition scheme
We continue our 50 years Mark Chamberlain CMILT – 1995 – 1995 Derek Stuart FCILT – 1965 John Dolan CMILT membership Robert Whitehouse CMILT – 1995 – 1995 40 years Ian Bradfield CMILT recognition scheme Susan Lewis CMILT – 1995 – 1975 Sir Peter Hendy FCILT Adrian McMullan CMILT – 1995 in listing those – 1975 Robert Monroe FCILT Christopher Tarry CMILT – 1995 celebrating their Gary McBride CMILT – 1975 William Bird CMILT – 1995 Don Foster CMILT – 1975 Phillip Bowen CMILT – 1995 membership Edmund Akehurst CMILT – 1975 Gradimir Stefanovic CMILT – 1995 Angus Munro CMILT – 1975 Andrew Kinroy CMILT – 1995 anniversary in George Nelson CMILT – 1995 30 years Ken Rowles CMILT – 1995 March 2015. – 1995 Philip Gibbs FCILT – 1985 Peter Jones CMILT – 1995 John Elliot FCILT – 1985 Simon Flatau CMILT – 1995 Richard Iles FCILT – 1985 Maurice Kennedy CMILT Andrew Drewett MILT – 1995 NB: The list of members who are Philip Oxley FCILT – 1985 Dale Hurd MILT – 1995 celebrating the anniversary of Paul Godier CMILT – 1985 Roy Whittall MILT – 1995 belonging to the Institute for 20, 30, Anthony Strudwick CMILT – 1985 – 1995 40 and 50 years was compiled on Jonathan Weeks FCILT – 1985 Jonathan Denton MILT – 1995 10th February 2015 and includes Jerry Stewart MILT – 1985 Paul Chambers MILT – 1995 those members who qualify up to Alan Barry MILT – 1985 Robert Moore MILT – 1995 31st March 2015. James Colclough MILT 20 years Neil Gwyther MILT – 1995 David Uttley MILT – 1995 Stephen George – 1995 – 1995 Geoffrey Lewis Our congratulations also go to the following – 1995 Peter Elwin FCILT members who join those listed in our – 1995 Stephen Harley FCILT previous issues: Paul Minter FCILT – 1995 John MacDonald FCILT – 1995 20 years – 1995 William Kelly FCILT Timothy Evans MILT –1994 Andrew Brown FCILT – 1995 Nicholas Vane CMILT – 1995 30 years Terence Murphy CMILT – 1995 Stuart Mayhead FCILT – 1980
SECTOR HIGHLIGHTS
Inevitably, some of our records inherited from those organisations that have combined over the years to become today’s Chartered Institute of Logistics and Transport might be incomplete. If you have been a member of the Institute with any of the legacy bodies for 20 years or over, or you know of another current member you believe has been overlooked, please let us know.
26 FOCUS MARCH 2015 Open for entries
Have you or your team achieved excellence? To submit your entry, visit ciltuk.org.uk/awards
Celebrating the very best in logistics and transport
Free to enter Available to non-members 13 project-specific categories Recognising outstanding projects and individuals Open to organisations of all sizes
01536 740151 [email protected] ciltuk.org.uk/awards #CILTAwards OPINION
Anglo-Japanese Rail Exchange Programme 2014
28 FOCUS MARCH 2015 Once transfer and check-in times are taken into account, the Shinkansen is not only the In November 2014, Tom Painter participated more frequent, but also the faster means of travelling between Tokyo and Osaka in the annual Anglo-Japanese Railway Exchange Programme as a guest of the Central Japan Railway Company (CJR).
JNR was created in 1949 as part of the JNR’s financial collapse after 1964 cannot reconstruction of Japan following the end be attributed solely to the Tokaido of the Second World War. The Tokaido Shinkansen. Instead, the most likely Shinkansen was constructed over five explanation is that, as with British Rail, it years. On its inauguration in 1964, it was never clear what the state objectives linked Tokyo to the principal cities of for JNR were. The government repeatedly the Kansai region – Osaka, Kyoto and blocked the company’s requests for Nagoya – and cut 2.5 hours off the capital, so it had to borrow from other previous journey time. It reached sources, such as the World Bank. This 100 million passenger journeys in under might not have brought the business to three years, and the billionth passenger its knees had JNR had greater control journey occurred in May 1976. over its costs and its revenues. However, This success prompted the development JNR needed parliamentary approval to of further Shinkansen lines – see Figure 1 change its fares, and without the ability – and generated enormous benefits for to use fare revenue to pay off its loans, the rail network in general. JNR JNR began the slide into bankruptcy. discovered that the transfer of express Matters reached a head in the 1980s, services to the Shinkansen created as JNR’s spiralling debt caused political capacity on the conventional line for and public opinion to shift towards additional local services. Consequently, privatisation. In November 1986, the eight even though most communities in the pieces of legislation required to privatise Kansai region did not receive their own JNR were enacted, and on 1st April 1987 Shinkansen station, they benefited from CJR began operating as one the six the construction of the new line. successor companies to JNR. Financial losses Rail privatisation Despite the Tokaido Shinkansen’s CJR is one of more than 100 passenger popularity, its construction coincided with railway companies operating in Japan – see JNR posting its first annual loss. It is Figure 2. While there are similarities to the tempting to conclude that it was the cost UK situation, the two rail industries were of the Tokaido Shinkansen that started the privatised in very different ways. JNR was process that eventually led to JNR’s divided into six vertically integrated bankruptcy in 1987. regional monopolies (JR Freight is the The Tokaido Shinkansen did cost exception, as it transports goods across considerably more than anticipated, and the nation irrespective of railway company Shinji Sogo, then President, JNR, was boundaries’ while the UK embarked upon forced to resign in 1963 after the cost of a model of horizontal integration, with the new route ballooned from JPY190 operations, infrastructure and rolling billion to JPY380 billion. However, the stock divided up between separate line achieved profitability in its first year companies. of operation, which enabled the In order to upgrade the Tokaido amortisation of the initial investment Shinkansen line speed from 200kmph within 10 years. The scheme also helped to 270kmph, it was necessary to develop AUTHOR JNR to maintain other areas of the new rolling stock, redesign civil Tom Painter network, as profits from the new line structures, cast a new timetable and SECTOR HIGHLIGHTS were used to subsidise less lucrative remodel the operation of the route. routes. By the time JNR was privatised, It would not have been possible to the Tokaido Shinkansen had assumed achieve this on time and within budget JPY5 trillion of debt from JNR, more than had CJR not had complete control over 10 times its book value of JPY470 billion. the process.
www.ciltuk.org.uk 29 OPINION ANGLO-JAPANESE RAIL EXCHANGE PROGRAMME 2014
Figure 1: Shinkansen routes, 2014 Role of the state CJR and its fellow JR companies face some of the same constraints as their British counterparts. Both countries saw privatisation as a means to reduce the influence of politicians and civil servants, and neither country has been able to resolve the inherent tension between the railway as a public service and as a commercial entity.
In Britain, the symptoms of this problem are well documented, but they are less so in Japan. On privatisation in 1987, there was a concern over the viability of the other JR companies, given that the revenues from the Tokaido Shinkansen had historically been used to cross-subsidise the many unprofitable routes. As it was to become the sole preserve of CJR, the politicians decided to create the Shinkansen Holding Corporation (SHC) as a separate company.
The SHC acted as a Japanese equivalent of Railtrack; it owned all the Shinkansen routes and each JR Figure 2: Passenger railway companies operating in Japan company had to pay an access charge. Profit adjustments were reflected in the respective access charges, meaning that JR West and JR East had to pay less to run their trains than CJR. The SHC was eventually disbanded, but a form of profit adjustment remains. Consequently, fares on the Tokaido Shinkansen are artificially high, as CJR has to ensure it makes sufficient fares revenue to make a favourable return after the profit adjustment.
An obvious solution to the problem of subsidising unprofitable lines would be to oversee route closures, but the political will for this is absent. Furthermore, there are inconsistencies in the transport policies of the Japanese government. Prior to privatisation, ministers decided not to build any more Shinkansen lines. Three years after the break-up of JNR this policy was reversed, and the operator had to bear part of the resultant financial burden. Similarly, by asking the Shinkansen to subsidise unprofitable routes by keeping fares artificially high, competitors such as the airlines Figure 3: CJR operation have been encouraged into the market.
Increasing capacity CJR operates the Tokaido Shinkansen, as well as 12 conventional lines, located predominantly in the Nagoya area – see Figure 3. This means that in effect it operates two completely separate rail systems run on different gauges. Conventional lines form 1,418km out of the total network route of 1,970km.
Almost two-thirds of Japan’s GDP is produced in the area served by CJR, and the company has a catchment area that includes three-fifths of Japan’s entire population. Given that the Tokaido Shinkansen connects some of Japan’s most prosperous and populous areas, it is unsurprising that this line accounts for the vast majority of the company’s fare revenue (87.2%). This is despite the line accounting for only 28% of the company’s route.
30 FOCUS MARCH 2015 Looking more closely at revenue CJR also has an extensive portfolio of reveals that while 75.6% comes from non-railway interests – for example, at Nagoya transportation, CJR also has an extensive and Shin-Yokohama stations, CJR owns real portfolio of non-railway interests – for estate in the form of office, shop and hotel example, at Nagoya and Shin-Yokohama complexes stations, CJR owns real estate in the form of office, shop and hotel complexes.
The Shinkansen is able to drive CJR’s turnover because it has an unprecedented ability to move people between some of Japan’s most populous and prosperous areas. A standard hour has 15 paths in each direction, and each day there are 323 booked departures on the Shinkansen. As each set has a capacity of 1,323 seats, 19,845 people can be carried in each direction every hour.
The Tokaido Shinkansen consists of three different types of service: Nozomi are long-distance express trains and call at only the major stations between Tokyo and Osaka, though many Nozomi trains continue on to JR West tracks, and terminate at stations including Okayama and Hakata; Hikari trains are semi-fast; and Kodama services stop at all stations – see Table 1.
Timetabling
In some respects, the timetable development process for the Shinkansen is familiar to a UK audience. There is a nationwide timetable change in March, and services have performance and engineering allowance added into the schedules. However, while in the UK the emphasis is on selling as many seats as possible and limiting supply to the extent that the majority are expected to be sold, full trains are contrary to the Japanese mindset, as they create passenger inconvenience and are perceived as uncomfortable.
CJR proactively monitors ticket sales and reservations. Passengers begin to consider a train full when it reaches 83% capacity, at which point CJR planners start to schedule additional services on reserved paths. It has plenty of spare drivers, conductors and rolling stock ready to be stepped up, so can adjust the number of services every hour every day to satisfy demand.
Coming from a rail industry where the variable costs of running additional trains are high, this approach seems very wasteful, and not commercial. However,
www.ciltuk.org.uk 31 OPINION ANGLO-JAPANESE RAIL EXCHANGE PROGRAMME 2014
number of departures. This is most likely being driven by price; the Shinkansen is the more expensive mode of transport to each destination.
CJR’s response to the competition from the air industry has been very much focused on the timetable, and there has been less innovation than might be expected in respect of the more commercial aspects of the product. The Shinkansen has been able to grow its ridership by increasing the number of fast Nozomi trains. By having fewer slower stopping services, more effective use is made of line capacity.
When your trains run comfortably, safely (no passengers fatalities have ever been recorded on the Tokaido Shinkansen) and punctually (0.9-minute delay per train was the annual average for 2013/14), one does wonder whether any marketing is required. Certainly, the Japanese could Japanese railway companies are vertically Above: The Shinkansen has been able to grow be forgiven for looking at the amount integrated, meaning they own track, its ridership by increasing the number of fast of advertising in the UK rail industry and Nozomi trains signals, rolling stock and stations. The concluding that this is to compensate fixed costs of these assets are very high, for an unreliable and expensive service. but they do not change in proportion to However, the airlines are a real threat to the activity of the business. This means CJR’s prospects, so it is surprising that that the variable costs of running not more is done around advertising and additional services on the Shinkansen are to make train travel more accessible. very low in proportion to the fixed costs. Despite all its technological Consequently, each additional Shinkansen sophistication, the Tokaido Shinkansen service only needs to carry 100 passengers still uses a paper ticket system. Not only to break even. Below: In some respects, the timetable development process for the Shinkansen is familiar to a UK that, but also passengers can require up Competition audience to three tickets to travel: a standard ticket,
The Tokaido Shinkansen has little rail competition. Instead, it is the domestic air industry that poses the biggest threat. Once transfer and check-in times are taken into account, the Shinkansen is not only the more frequent, but also the faster means of travelling between Tokyo and Osaka. Consequently, the railway enjoys 85% of the 128,000 passengers-a-day market between the two cities. In fact, the Shinkansen has the greater share of the market on all routes except for that to Fukuoka. This is despite the airlines enjoying a journey time advantage over the railway to Okayama and Hiroshima.
However, when the figures are subjected to greater scrutiny, it is evident that, apart from the Osaka route, the airlines are more than holding their own. They have been able to grow their market share beyond their proportion of the overall
32 FOCUS MARCH 2015 Above: Passengers begin to consider a train full when it reaches 83% capacity, at which point CJR planners start to schedule additional services on reserved paths an express upgrade and a seat reservation. Efforts have In Japan, CJR was able to enjoy the advantage of been made to introduce a form of smartcard, known JNR having invested JPY1 trillion a year until 1980. as EX-IC, which enables passengers to purchase The facilities inherited by CJR were modern and well tickets and make reservations online. This is exclusive maintained, so it was able to focus on what private to the Shinkansen, so any passengers wishing to railway companies do best: operating trains. connect with conventional-line trains would need to CJR also has the advantage of being vertically use a separate card at the conventional line ticket integrated. The quality of a railway is typically judged gates, even if transferring to another CJR line. on its punctuality, reliability and capacity, and these are dependent on the infrastructure and the timetable. In conclusion CJR has full control over both, whereas in the UK a TOC is dependent upon Network Rail, and the In most cases, only governments can afford to infrastructure provider’s priorities are not always construct new railways, but they are perhaps not best aligned with those of its customers. placed to run them, being distant from the passengers, insulated from external pressures and averse to CJR relies on the punctuality, reliability and capacity change. The ideal model therefore is for the state to of the Shinkansen to generate patronage, rather than pay for the construction of the infrastructure, then competing on price. This has allowed the airlines to hand over to an operator. seize a foothold in the market, and they have begun to grow their market share at the expense of the What happened in the UK upon privatisation was the Shinkansen. It will be fascinating to see how CJR exact opposite of this ideal. Railtrack inherited a responds. Victorian system that had been starved of investment and was in dire need of reconstruction. Unsurprisingly, Note. The author wishes to thank Adrian Shooter, it failed to deliver these enhancements within a who co-ordinates these exchange visits. functionally separated railway and without any stable About the author objectives, leading to infrastructure and maintenance being effectively nationalised in the shape of Tom Painter is Business Development Manager, Network Rail. Chiltern Railways.
Table 1: Tokaido Shinkansen capacity growth
1964 1987 1993 2003 2005 2009 2014 Nozomi 0 0 1 7 8 9 10 Hikari 1 6 7 2 2 2 2 Kodama 1 4 3 3 3 3 3
www.ciltuk.org.uk 33 YOUR INSTITUTE
CILT and the First World War
FIRST WORLD Focus WAR continues its profiles of members of the Institute who CENTENARY played an important role in the First World War.
George William Graham Allen DOB: 12th January 1891 General education: Clifton College, Bristol (1905–09) Experience upon becoming an Associate Member of the Institute of Transport: Managing Director – Oxford Steam Plough Company, later John Allen and Sons (Oxford) Ltd (1913–20); Deputy Assistant Director of Transport – Third Army (1916–17); Engineer – Tank Corps (1917–18); Chief Technical Staff Officer – Tank Corps (1918–19) George Allen became an Associate Member of the Above: At Cambrai in 1917, George Allen was responsible for manoeuvring 150 tanks to their start line at night Institute of Transport on 17th February 1920 and was connected with road transport his entire life. His lines. He claimed on his membership form that this experience prior to the First World War saw him take experience was an: ‘exceptional opportunity to study charge of the family business, John Allen and Sons and deal with major road transport problems.’ (Oxford) Ltd. The company was largely occupied with road work and contracting, and the manufacturing In 1917, he became Chief Technical Staff Officer to and maintenance of plant for use in this and the Tank Corps at the War Office. Tanks had been similar work. introduced in 1916 and he was a natural candidate for the Tank Corps, due to his engineering expertise. He After leaving higher education, George Allen tried to became Workshop Officer, responsible for the testing join the army, and went to Woolwich in the hope of and repairing of tank engines. At Cambrai in 1917, he becoming a military engineer. However, the Royal was responsible for the successful manoeuvring of Engineers rejected him and he returned to civilian 150 tanks to their start line at night. He later took life. He travelled to Africa for a year, helping a friend Above: George Allen charge of the Technical Section of the Tank Corps. His to build a bridge in the Orange Free State. became Managing time at the front ended when he was gassed in 1918. Director of John Allen When the war began, he was again unsuccessful in and Sons (Oxford) Ltd When the war ended, George Allen returned to the finding a place in the army; the Oxfordshire Light in 1913 family estate in Oxfordshire and resumed the role of Infantry had more volunteers than it needed and, director of the family business. He first became a again, the Royal Engineers turned him down. He director when his father was hired by the Government finally found a niche in the motor battalion of the to organise the ploughing of land to grow food, as Army Service Corps. For the first years of the war, he U-boats attempted to starve Britain. He died on oversaw the taking of supplies and ammunition up to 24th November 1940. the line before acting as the assistant to the Director of Transport, Third Army, while in France. One trip at night his convoy of trucks advanced so far along a road that they found themselves behind German With help from The International Knowledge Centre, CILT’s hub for world-leading resources in all areas of logistics, transport and the supply AUTHOR chain, we have been able to find an extensive list of members who played a major role throughout Anthony Kendrick the war. Alongside the abundance of journals and SECTOR HIGHLIGHTS texts that can be found in The Knowledge Centre at Corby, two historical membership application files have provided incredible nostalgia and also details of an array of members who applied to become part of the Institute shortly after the First World War.
34 FOCUS MARCH 2015
OPINION Yodel’s New Year resolution
Dick Stead FCILT, Executive Chairman, Yodel, explains what really happened in the run up to Christmas and why he believes the home delivery industry needs to change.
Online shopping changed forever in 2014. What happened? No one expected it: not the analysts, not Cast your mind back to November. the retailers, not the parcel carriers, not the Everyone in the sector had done their media, not consumers. It broke the mould homework and prepared for peak, as it is and put immense pressure on the whole known by retail and delivery veterans. sector. The cause? Black Friday combined Everyone felt tentatively ready for a bumper with Cyber Monday. Once seen as a fad year. Christmas shopping predictions made imported from the USA, Black Friday by Experian and IMRG1 as late as became a huge event in the retail calendar 25th November anticipated online spend to and it is here to stay. set new records at a colossal £555 million. Over this manic sales period, customers For our part, we had started planning were enticed by bargain deals, often with 11 months earlier, in January 2014. As a promise of next-day delivery. The scale usual, we invested heavily in a detailed of the orders taken in this short period Christmas operations plan, and were set exceeded the pick, pack and despatch to increase resources to match retail capacity of many retailers, and it surpassed forecasts. By peak, we had boosted the the next-day delivery capacity of the UK workforce with over 5,000 additional parcel market. Inevitably, promised delivery members of the team, putting over dates were missed, leading to customer 700 additional vehicles on the road and frustration and dissatisfaction. procuring 13 further sites to handle the Unfortunately, what followed next was a increase in parcel volume. This same level national media frenzy. Headlines warned of planning had worked quite successfully that presents would not be delivered for the previous two years and we felt before 25th December, despite Black Friday confident we could deliver another and Cyber Monday occurring three weeks good Christmas. before Christmas Day. This was hugely Then Black Friday hit. The very sound damaging for the retailers and parcel and respectable estimates that have served carriers and caused undue concern for the industry so well for years were customers waiting for presents to be exceeded by 46% on 28th November. delivered. All in all, it was a wholly AUTHOR Not £555 million, but £810 million was unsatisfactory position for the industry Dick Stead FCILT spent online – in one day. Similarly, sales and consumers alike. SECTOR HIGHLIGHTS for Cyber Monday, 1st December, also What is clear is that we cannot put the exceeded original forecasts by over 10% sales genie back in the bottle. The changes with £720 million spent, compared to will continue and accelerate, which is why estimated figures of £650 million.2 The the whole industry needs to transform. economic and industry models that the
36 FOCUS MARCH 2015 By Christmas Eve, Yodel had delivered ahead of schedule over 388,000 parcels that were not due until after Christmas
www.ciltuk.org.uk 37 OPINION YODEL’S NEW YEAR RESOLUTION
and shape of parcels had decreased dramatically meaning vehicles that normally carried 1,000 parcels were often carrying more than triple that. We transported this extra volume into our network, but could not possibly process and deliver it all in line with customer expectations. To put it another way, we took 600,000 additional parcels that could not have been delivered if we had not stretched our network to deliver it. These 600,000 orders would have had to be rejected if we had said no to the retailers. However, there were inevitable consequences of helping to deliver these additional items. We built a backlog of parcels and had to take early action to clear them. We were only able to do so by implementing a brief one to two-day suspension of collections from retailers. Deliveries to consumers continued. The suspended collections were brought whole sector trusts were smashed. I will Above: Over the Black Friday weekend Yodel took in back into our network as soon as the more than 600,000 parcels say it again: no one saw it coming. backlog had cleared to manageable levels.
The factors behind this shift were varied, It was a bold but necessary move and but arguably could not have been we recovered in just a few days. By anticipated. Firstly, advance notification of Christmas Eve, we had not only delivered promotions, coupled with a mild winter, on our promises, but also successfully delivered ahead of schedule over meant that shoppers waited before they 388,000 parcels that were not due until started buying presents and investing in after Christmas. their winter wardrobes, resulting in low parcel volumes during November. The Where the industry goes in 2015 flash sales then triggered a huge and unprecedented spike in parcel volumes Fast forward to today. The industry has dusted itself down, but it is clear that being thrown at the carriers over the 2015 requires a different strategy, and not Black Friday and Cyber Monday weekend just for Yodel. This is bigger than just one compared to 2013. parcel carrier. We have experienced a Also, marketers kept pushing next-day step change in the way we shop online delivery in order to offer the best deal in and the entire industry is working to a historically tough market, despite ensure Christmas 2015 is a success. knowing their promises could not be met. A number of practical steps need to be This led to the consumer dissatisfaction Below: Yodel invested heavily in a detailed Christmas taken. First, the carriers – in unison – and the industry wants to avoid. operation plan and increased resources to match retailers need to work closely to predict retail forecasts Despite what was written at the time, volume and manage consumer we kept our operations going, delivering over 15.5 million parcels between 1st and 24th December – a year-on-year increase of 11%. On Yodel’s busiest day, 1st December, over 1.2m parcels were delivered to customers across the UK, over 40% more than our peak day in December 2013.
Importantly, over the Black Friday weekend we took in more than 600,000 parcels over and above the forecasted level, despite operating a distribution network designed to handle forecast volumes. How did this happen? The size
38 FOCUS MARCH 2015 expectation better. We also need to work In the same way, there needs to be a The Yodel New Year resolution is simple. with industry analysts to understand fully range of delivery options to deal with We refuse to be busy fools, running what 2015 and beyond may bring. non-time-critical deliveries. The key faster, working longer and pushing our point is that customers need to know Second, 2015 requires more transparency teams harder for little or no commercial about the true costs of delivery. If exactly what service they are paying for return and reduced customer satisfaction. consumers are keen on the concept of and will get at the time the order is The entire industry has some strategic massive short-term sales and want placed. Just as important, the retailers decisions to make and I for one am next-day delivery at the same time, it have to have a very high confidence that determined to do so as far in advance of needs to be paid for. As Andy Street, their delivery partners can deliver the Christmas 2015 as possible. The planning service the consumer has bought. John Lewis, said, consumers’ expectation has already started, because I fully expect that online delivery should be no more Honesty, transparency and a fair price 2015 to be another record year. expensive than buying it in a shop will are vital. have to be tackled. We also need to understand the UK’s About the author I agree with this view. Without change next-day delivery capacity is finite and Dick Stead FCILT is Executive Chairman, we will end up with an unsustainable not to sell beyond it. Therefore the independent parcel carrier Yodel. delivery industry. At present, many industry as a whole needs to find a retailers are absorbing all or part of the method of spreading volatile parcel delivery costs and in turn are squeezing volumes to match the industry capacity, REFERENCES the carriers. Consumers expect an ever while delivering a high-quality service shorter delivery window at lower and that meets everyone’s requirements. 1. Experian and IMRG report issued on lower prices. The equation simply will That might mean that 48 and 72-hour 25th November 2014: ‘Manic Monday to not balance. services become the standard during outstrip Cyber Monday with 151 million peak periods, and next-day deliveries, visits to online retail sites and £676.5 Customers deserve choice. If they want where required, are available only at a million spend’ to pay for a same-day delivery, the premium price that reflects the true costs 2. IMRG report: www.imrg.org/imrg-black- industry needs to provide affordable and of providing this service at times of friday-cyber-monday-poll-december-2014 profitable services to meet those needs. extreme volume.
www.ciltuk.org.uk 39 YOUR INSTITUTE
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CENTRAL SOUTHERN EASTERN London Region – Study Tour – Toronto 25-29 May 2015 Thames Valley Peterborough & Cambridge Location: Toronto Update on Reading Station Master Plan and John Lewis: Changes in Distribution Booking: For more information and/or to show the new Green Park Station 18th March 18.00-20.00 (Reg 17.30) your expression of interest please contact Peter 9th March 18.45-20.00 (Reg 18.15) Speaker: David Simpson, Operations Gordon CMILT, Treasurer, CILT London Region Manager – Commercial Support, John [email protected] Speaker: Scott Witchalls CMILT, Partner, Peter Lewis – Peterborough; Bruce Harryman, Code: LR0334 Brett Associates Senior Manager, Network Planning, John Location: Reading Town Hall, Blagrave Street, Lewis Distribution Heathrow Reading, West Berkshire, RG1 1QH Location: John Lewis, Queensgate Centre, Booking: Online or through Membership Services. Peterborough, PE1 1NL South West Trains: 2015 and beyond Code: TVG0318 CPD hours: 1 Booking: Online or through Membership 10th March 18.30-20.00 (Reg 17.45) Services. Please note the delegate list for Speaker: Phil Dominey, Stakeholder Manager, this event will be vetted. Member: free; CYMRU-WALES South West Trains Non-member: £12 Location: Holiday Inn, Sipson Road, West Code: PCG0001 CPD hours: 1.5 The Cymru Wales National Transport and Drayton, Middx, UB7 0JU Logistics Awards – Call for Entries Booking: Please note booking is not required 12th June 12.45-15.30 (Reg 12.00) LONDON for this event. Code: HG0321 CPD hours: 1 Location: Assembly Room, City Hall, Cardiff, London Region Supply Chain Network CF10 3ND Event – Supply Chain Metrics that Matter Railfreight: A UK Success Story Booking: For further information on categories 16th March 19.00-20.30 (Reg 18.00) 14th April 18:30-20.00 (Reg 17.45) or sponsorship contact Margaret Everson Speaker: Lora Cecere, Founder and CEO, Supply Speaker: Julian Worth CMILT, Chair, CILT Rail Code: WR0329 Chain Insights Location: Central London Freight Forum Booking: Please contact Kirsten Tisdale: Location: Holiday Inn Sipson Road, West EAST MIDLANDS [email protected] (put Supply Chain Network Drayton, UB7 0JU in the comments box). Please note the delegate Booking: Please note booking is not required Derbyshire list for this event will be vetted. for this event Rail Logistics Within the UK Aggregates Code: LRS0322 CPD hours: 1 Code: HG0322 CPD hours: 1 Industry 23rd April 14.00-16.00 (Reg 13.30) The Wey and Arun Canal – Why it was built and its present restoration Speaker: Chris Swan CMILT, Senior 18th March 18.30-20.00 (Reg 17.45) Manager – Rail and Shipping, Lafarge Tarmac Speaker: Jim Philips, Vice Chair of the Wey Location: Lafarge Tarmac, Tunstead House, & Arun Canal Trust Buxton, Derbyshire, SK17 8TG Location: Greenwich University Booking: Online or through Membership Services. Booking: Online or through Membership Please note the delegate list for this event will Services. There will be a networking reception be vetted. with wine & nibbles after the event. Code: DG0304 Code: LR0338 CPD hours: 1
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40 FOCUS MARCH 2015 NORTH EAST The Greater Manchester CILT Annual South West Community Cycles Dinner 2015 14th April 18.00-19.30 (Reg 17.30) One North and the Northern Hub – Will it Bring 26th March 20.00-23.00 (Reg 19.00) Speaker: Alyson Tannahill, Project Director, Benefits to Freight and Logistics? Speaker: Alex Hynes, Managing Director 12th March 18.00-20.30 (reg 17.15) South West Community Cycles Northern Rail; Jim Spittle FCILT, President, CILT Location: Pollokshaws West Railway Station, Speaker: Professor Colin Bamford FCILT, Location: Renaissance Hotel, Blackfriars Street, 2092 Pollokshaws Road, Glasgow, G43 1AT Associate Dean, University of Huddersfield Manchester, M3 2EQ Business School; Peter Nears FCILT, Strategic Booking: Book online or contact Membership Planning Director, Peel Holdings Management Booking: Book via Peter Morgan, Services. Ltd; Ian Brown CBE, Director of Policy, Railfuture Tel: 0161 445 8709 or Code: SR0354 CPD hours: 1 Email: [email protected] Location: Cantor Building, Sheffield Hallam Member: £35.00; Non-Member: £35.00; University, Arundel Street, Sheffield, S1 1WB Retired Member & Student: £30.00. SOUTH EAST Booking: To book your place, please contact Code: GMG0338 John Hardey Tel: 01142 307145; Kent Group Email: [email protected] Code: NER0302 CPD hours: 2 Merseryside & Warrington The Honda RC2 11V – A look at the best race bike ever? It was all in the metal. Visit to Northern Rail's Allerton Train 4th March 19.30-21.00 (Reg 19.00) NORTH WEST Maintenance Depot Speaker: Neil Spalding, Journalist and owner of 14th April 16.30-19.00 (Reg 16.00) Cheshire Sigma Developments Speaker: Craig Harrop, Client and Stakeholder Location: Holiday Inn Ashford North A20, Manager West; Graham Burke, Manager, Allerton Abbey Logistics Group – Site Visit Maidstone Rd, Hothfield, Ashford, TN26 1AR 5th March 18.30-20.30 (Reg 18.00) TMD Booking: Online or through Membership Services. Speaker: Karl Hudson, Operations Director, Location: Allerton Train Maintenance Depot, Code: KTG0334 Abbey Logistics Group Ltd Woolton Road, Liverpool, Merseyside, L19 5NA Location: Abbey Logistics Group, Lees Road, Booking: Book online or contact Membership Knowsley Industrial Park, Liverpool, L33 7SE Services. Places are strictly limited to 12 Steering and Suspension Developments Booking: Online or through Membership Services. Code: MWG0324 CPD hours: 1.5 24th March 19.30-21.30 (Reg 19.00) Code: CHG0317 CPD hours: 1.5 Speaker: Jake Barrett and Wayne McCluskey, SCOTLAND ZF Services Encirc Glass Visit Location: Lookers of Maidstone, Bircholt 11th April 10.00-12:30 (Reg 09:30) Dundee Museum of Transport Road, Park Wood Industrial Estate, Maidstone, 3rd March 18.00-20.00 (Reg 17.30) ME15 9YN Speaker: Brian Harrison, Warehouse and Transport Manager, Encirc Logistics Speaker: Jimmy McDonnell, Chairman, Dundee Booking: Online or through Membership Services. Location: Encirc Logistics Ltd, Ash Road, Elton, Museum of Transport Code: KTG0335 Cheshire, CH2 4LF Location: Dundee Museum of Transport, Unit 10 Booking: Online or through Membership Market Mews, Market Street, Dundee, DD1 3LA The History of R.Wynn & Sons, Heavy Haulage Services. Please note, the delegate list will be Booking: Book online or contact Membership 8th April 19.30-21.30 (Reg 19.00) vetted. Services. Speaker: John Wynn, Director, R Wynn & Sons Code: CHG0318 CPD hours: 2 Code: SR0357 Location: Holiday Inn North, Maidstone Road, Hothfield, Ashford, TN26 1AP Greater Manchester Group Stirling: The Transport Opportunities of Booking: Online or through Membership Services. Scotland's Smallest City Code: KTG0336 University Transport Economics Seminar 17th March 18.00-20.00 (Reg 17.30) Series: Transport Politics, Policies and Persuasions. Seminar 5: Bus Rapid Transit Speaker: Ken Thomson CMILT, Vice-Chairman, Ship Model Store at the Historic Dockyard 4th March 17.30-19.00 (Reg 17.15) CILT Scotland Chatham Location: The University of Stirling, Stirling, 15th April 14.30-16.30 (Reg 14.00) Speaker: Louise Porter, NGT Programme FK9 4LA Manager, West Yorkshire Combined Authority Speaker: Curator of Ship Models Booking: Book online or contact Membership Location: Samuel Alexander Building (use Location: The Sail & Colour Loft, The Historic Services. Ackers Street entrance, off Oxford Road), Dockyard, Church Lane, Chatham, Kent, ME4 4TE University of Manchester, Manchester, M13 9PL Code: SR0351 CPD hours: 1 Booking: Online or through Membership Services. Booking: Please note booking is not required for Code: KTG0337 this event. Code: GMG0336 CPD hours: 1 Gatwick
Greater Manchester Logistics Projects London Buses – Past, Present and Future 17th March 18.30-20.30 (Reg 18.00) 17th March 19.00-20.30 (Reg 18.30) Speaker: Richard Banks, Transport Strategy Speaker: Mike Weston CMILT, Director of Buses, Officer & Tim Morris, ITS Engineer, Transport for Transport for London Greater Manchester Location: Harlequin Theatre, Warwick Crescent, Location: The Rain Bar, 80 Bridgewater Street, Redhill, Surrey, RH1 1NN Manchester, M1 5JG Booking: Online or through Membership Services. Booking: Online or through Membership Code: GTG0324 CPD hours: 1 Services. Code: GMG0337 CPD hours: 1.5
www.ciltuk.org.uk 41 YOUR INSTITUTE
Sussex Humanitarian Logistics – Have you thought Transport & Logistics Safety Forum about taking part? Second Generation UK Tramways 13th April 18.45-20.00 (Reg 18.15) Our Vehicles, Our Safety, Our Responsibility; 3rd March 19.00-20.45 (Reg 18.30) Improving road safety for venerable road users Speaker: Nick Murdoch MILT, Global Head of Aid Speaker: John Baggs FCILT, Consultant/Owner 31st March 10.00-14.00 (reg 09.15) & Relief Services at DHL Global Forwarding JAB Services UK Location: Millbrook Proving Ground, Bedford, Location: Reading Town Hall, Blagrave Street, Location: Room 313, Cliffe Building, Sussex Downs Bedfordshire, MK45 2JH Reading, West Berkshire, RG1 1QH College, 1 Mountfield Road, Lewes, BN7 2XH Booking: Please note this is a free, by invitation Booking: Online or through Membership Booking: Online or through Membership Services. only event. For further information, or to register Code: SG0325 CPD hours: 1.5 Services. interest, please contact Ana Walker; email: Code: TVG0317 CPD hours: 1 [email protected] Aligning Supply Chains & Logistics Code: TLSF0005 CPD hours: 2.5 5th March 19.00-20.30 (Reg 18.30) YOUNG PROFESSIONALS Speaker: Jim Spittle FCILT, CILT President PTRC Location: Room 144 Jubilee Building, University The 13th Annual CILT Young Professionals' of Sussex, Brighton, BN1 9SL Conference Successful Planning Applications for Transport Booking: Online or through Membership 31st March 09.30-16.30 (Reg 09.00) Practitioners Services. Parking available in campus car parks Speaker: Emma Ross MILT, Shift Manager, 5th March free of charge in the evening Tesco; more speakers to be confirmed Location: Manchester Code: SG0330 CPD hours: 1.5 Location: Royal Society of Edinburgh, 22-26 George Street, Edinburgh, EH2 2PQ Design, Construction and Maintenance of The Highways Agency/DfT A27 Feasibility Booking: Booking form available online Highway Drainage Systems Study 2014 – The Working Group Approach Code: YPF0304 17th March 14th April 19.00-20.45 (Reg 18.30) Location: London Speaker: Peter Phillips CMILT, Asset Team Manager, The Highways Agency CILT INFORMATION SERIES OPEN DAY Transport Modelling for Non-Modellers Location: Room 313, Cliffe Building, Sussex 24th-25th March Downs College, 1 Mountfield Road, Lewes, BN7 2XH The Knowledge Centre Open Day Location: Manchester Booking: Online or through Membership Services. 5th March 10.30-12.45 (Reg 10.15) Code: SG0326 CPD hours: 1.5 Speaker: Peter Huggins MILT, Knowledge For further information about all of the Centre Manager, CILT above PTRC events please contact SOUTH WEST Location: CILT UK, Earlstrees Court, Earlstrees [email protected] Road, Corby, NN17 4AX Devon & Cornwall Booking: Online or through Membership Services. Resilience of the Railway to the South Code: N0325 West – Dawlish One Year On 17th March 18.15-20.15 (Reg 18.00) CORPORATE ROUND TABLE Speaker: David Crome, General Manager West, First Great Western; Mike Gallop, Director Route Overcoming global trade barriers – An integral Asset Management (Western), Network Rail part of your supply chain strategy Location: Plymouth Lecture Theatre, Portland 21st April 09.30-16.30 (Reg 09:00) Square Building, Plymouth University, PL4 8AA Speaker: Charles Barber FCILT, Director, Trade Booking: Online or through Membership Compliance Advisory Service Kuehne + Nagel; Services. Sarah Day, Senior Consultant, Ernst & Young; Code: DCG0320 CPD hours: 1.5 Steve Cock, Founder and Director, The Customs Consultancy; Chris Couzins-Short, Managing Director, Tudor Rose International; Adele Waite, WEST MIDLANDS European Logistics Director, Lantec UK Ltd; Phil Lavin, Sales Manager AEB (International) Ltd Staffordshire Location: Mallory Court Hotel, Harbury Lane, International Study Tour – Wuppertal, Germany Leamington Spa, Warwickshire, CV33 9QB 11th-19th July Booking: Booking form available online. Please Location: Wuppertal, Germany note, the delegate list will be vetted. Booking: For further information contact: Code: COR0318 Andrew Dartnell FCILT, CILT West Midlands Region Vice-Chair and Staffordshire Group Chair SUPPLY CHAIN SECTOR tel: 01889 560195, Mob: 07974 588052 or email: [email protected] The Final Project Scale UK Conference Scale: Code: STG0312 How To Secure A Step Change In Agri-Food Logistics 16th April 09.00-17.00 (Reg 08.30) Location: Cranfield University, Bedford MK43 0AL Booking: For further information about Project Scale please visit: www.projectscale.eu Code: ABC0390 CPD hours: 5
42 FOCUS MARCH 2015 Transport & Logistics Safety Forum Conference
Premiere of Transport & Logistics Safety Forum film
Our Vehicles, Our Safety, Our Responsibility Improving road safety for vulnerable road users
Tuesday 31st March 2015, 10.00-14.00 (Reg 09.30) Millbrook Proving Ground, Bedford Aimed at senior leadership (freight & passenger), attendance is free but by invitation only. For further information or to register your interest please contact [email protected]
Sponsored by: YOUR INSTITUTE Case study: Traveline Cymru
The CILT Annual Awards champion the very best projects and individuals in the transport and logistics profession. Over the coming months, leading up to the Annual Awards for Excellence 2015, we will be profiling in Focus some of last year’s outstanding winning entries. Last year, the winning entry in the Passenger Transport Best Practice category was: Our fares journey, submitted by Traveline Cymru.
Traveline Cymru is the Welsh Government’s public transport information service providing journey planning, routing and timetable information for all bus, coach and rail services in Wales. We do this via a bilingual website, a bilingual call centre and mobile services, including bilingual apps for smartphones and tablets, a text service and mobile website. Our goal is to provide the travelling public in Wales with the information they need to make journeys by public transport, community transport, walking, cycling and park and ride. The range of services offered through various channels allows customers to access the information when and where they need it, be it at home, at work or on the move.
Demand for public transport information in Wales is growing at a very high rate. The emergence of digital and mobile technologies means that users now Above: From around 80 local bus service providers, only three have refused to supply data, and expect the very latest up-to-date information at most local authorities have supplied the data they have available, demonstrating significant buy-in to the reason for the project their fingertips and while on the move. This trend is evidenced in Table 1.
Total information provided increased by 29.3% in 2013, mainly driven by demand for tablet and phone apps that were non-existent five years ago. Now more than ever, people are demanding information on the move, AUTHOR not just at the planning stage. Graham Walter CMILT SECTOR HIGHLIGHTS The situation: how much is that journey, please? All our services are developed only after carefully researched customer expectations and input via consultations and focus groups. Annual customer
44 FOCUS MARCH 2015 Table 1: Information volume and modal distribution, 2009–13
Information delivery mode 2013 total 2013 share by mode 2012 total 2011 total 2010 total 2009 total
Calls answered at contact centre 152,283 3.9% 176,037 224,236 300,408 319,529 Texts 150,530 3.9% 151,432 174,271 146,885 106,558 Tablet/phone apps 1,401,615 35.9% 739,382 143,511 67,206 13,296 Website-derived info 2,198,412 56.3% 1,953,449 1,471,299 1,154,686 998,378 Fares via web/app 3,475
Total info provided 3,906,315 3,020,300 2,013,317 1,669,180 1,437,761 satisfaction reviews are carried out by an offered dynamic bus fares via a journey of stretching ourselves and our suppliers, independent organisation and customer planner to its customers. The reasons for and an opportunity to provide added feedback is constantly monitored. In this included: value to our bus operator partners. 2010, the company was ready to procure • Too hard to do, never been done before Management therefore decided that it new IT systems to underpin all of its was unacceptable to continue to offer an information collation and distribution • No industry-standard format incomplete service, and so, in early 2010 activities. During the customer focus • Perceived reluctance of bus operators added a fares module to the major groups held then, it became apparent that to publish and share fares procurement described earlier. In doing the need to offer the cost of a journey, as so, the company thus committed itself well as times and route details, was one • Not seen as a priority – at the time, to what would become the most of the most important things customers many did not see passengers as wanted. customers time-consuming, complex, frustrating and difficult project it has yet to experience. • In autumn 2010, we consulted bus No funding available for systems operators as part of a regional road show. development The task They told us, to our surprise, that they • System suppliers reluctant to get Having established in 2010 that bus would support the project by sharing with involved operators were comfortable with sharing us their fares information. At that time, In contrast, we saw the development fares, we next secured an agreement with the only way that bus fare information of an effective fares module as essential the IT/systems supplier to build a fares could be provided via the call centre was for a customer-orientated business, module into our main procurement. In if agents were in possession of typed an opportunity to lead the way, a early 2011, the Welsh Government agreed tables from operators. stepping-stone to some form of future to help fund the project as it was by then Via the website we could only provide cross-ticketing arrangements, a means committed to an All Wales Smartcard. static information about generic rider-type tickets and linking people off to operator websites – hardly fitting our aim of being a one-stop shop. Despite this, the fares page on the website was amongst the top visited pages on the site.
In our customer satisfaction surveys, reasons many customer gave for not being 100% satisfied with the Traveline Cymru services were centred on the lack of proper fares information. These comments included: ‘Great source of information but would be better if they could tell me how much’, ‘Cannot find prices’, ‘When can we see fares?’ and ‘Wish site told me bus fares’. To our customers it was like going around a supermarket with no goods priced, or booking a holiday flight online knowing where and when you were going, but not how much it would cost.
Research among other information providers established that none of the other Traveline regions in the UK or Above: Travline Cymu’s goal is to provide the travelling public in Wales with the information they need to make Transport Direct or any other website journeys by public transport, community transport, walking, cycling and park and ride
www.ciltuk.org.uk 45 YOUR INSTITUTE CASE STUDY: TRAVELINE CYMRU
Right: In October Other significant technical and data-related hurdles 2013, Welsh needed to be overcome, but by May 2013 the first bus Government Minister for Transport Edwina fares data was visible on our website journey planner Hart launched the and to call centre agents. Rail fares data was added addition of fares to the in June 2013, and all known fares information added Traveline Cymru to the apps by late autumn. By the time of the formal services at Newport University launch, 100% of rail fares were visible and around 65% of bus.
In October 2013, Welsh Government Minister for Transport Edwina Hart launched the addition of fares to our services at Newport University. The event took the form of a presentation and live demonstration by team members. Addressing industry representatives, our stakeholders and media, Edwina Hart said: ‘Being able to access timetable and fare information from one place will make using public transport easier and more convenient. The Welsh Government is supporting projects like this to encourage more use of public transport to improve access to jobs and services and reduce reliance on the car.’
We produced a short how-to film showing customers how to obtain fares from the website that can be found online.
By early 2011, we had also liaised with colleagues in Problems along the way and lessons learned ATCO representing the transport officers of Wales’ local authorities, and with the Traffic Commissioner All projects encounter an element of delay and for Wales. There was no interest from other Traveline mission creep, and this one was no exception. regions in the cost-saving opportunities of a joint Probably the biggest issue was that we did not know development. what we did not know. There was no one to learn from, no case study, no book on the shelf marked Delays to the technology underpinning the module ‘how to do fares’. meant it was summer 2011 when a full-time member of staff was appointed to help us construct the data For that reason, we were always a little unsure about methodology, and work with our software provider to just long the project would take and, to an extent, refine the systems to our needs. This person also how much it would cost. We are grateful not to contacted operators and local authorities, arranging have faced too much pressure around those issues. visits to explain the process. This was as much a Constant communication and updates to all hearts-and-minds exercise as it was a data-gathering stakeholders proved invaluable and we found, as long exercise. as we regularly said what was happening, they were We had to establish a format to receive the fares content. information so that it could be processed effectively The problems we experienced fall into the following and loaded into our systems. Not all operators categories: produce their fares tables and ticketing information in the same format and this proved to be a major Supplier/technical challenge for us and our systems supplier. There was lack of clarity from the outset of what was From early 2012, the fares tables then needed to be required from our software developers in order to pre-processed. This was a major exercise, because ensure that we could deliver fares effectively. This was of the largely historical nature that operators had new ground for them and it is fair to say both parties constructed their fares stages, the names of which underestimated the scale of the task. often bore no relationship to bus stop names, so most fare stages needed to be correctly identified and Unlike timetable data, there is no standard format for linked to known bus stops before being uploaded to the exchange of fares data and the various ticket the system. At this stage, any zonal day-rider type machines used by operators in Wales do not have tickets needed to be included. This data then needed an export type to be read externally to the company. to be checked and approved by operators before This meant we received data in all types of formats being distributed on to our live services for the public from handwritten tables to Excel files, email, PDFs to see. and printouts.
46 FOCUS MARCH 2015 The primary learning is that issues Finally, there were times when it would The fares project is important to the experienced by our supplier have forced have been a lot easier to throw in the organisation because it has helped us us to rethink the best way to manage and towel and admit defeat, rather than fight mature, proved our competence in a exchange data. This will lead to improved on through technical, logistical and challenging area, led to a reappraisal of data flow for our end-user customers, financial barriers. The entire staff deserve internal process and served as a catalyst operators and local authorities. credit for not wavering, and working for other process improvements, all of together to overcome the many issues which means we can offer a better We know it was preferable to acquire a so that we can provide a better service service at a lower overall cost to the proven off-the-shelf package rather than to our customers. public purse. rely on any software provider saying they can develop a fit-for-purpose solution. Result: the outcomes and where This has been the single most technically However, there was no such thing we are now complicated project that Traveline Cymru available at the time and so we had to has embarked upon. Management and pay the price via a prolonged and overly At the time of writing, 83% of bus fares staff have taken on significant learning for technical project collaborating and are visible to customers. This includes all the future and other business processes even guiding the supplier. the larger operators meaning that most have benefited as a result. journeys searched for will have an Fares data associated adult and child single and The original aim has been achieved, return fare associated, plus any known meaning that passengers and potential The fare tables provided were often old rider tickets. We have recently introduced passengers can now find out how much and had rarely changed. This caused a mechanism for counting the number of their journey might cost, at the same time issues because there were fare stages times a fare is sought on the website and as planning it. A simple but basic offering either no longer in use, or that formed apps to measure how often fares are previously unavailable. part of a route no longer served. Stage enquired about. names were often historical, making We are now being challenged to offer matching a stage name to a bus stop At the call centre, the agents now have scenarios for solving the through nearly impossible without local accurate and up-to-date information on ticketing/inter-operator ticketing/single knowledge. In some cases, the point their PC screens, shortening enquiry ticketing issue; the experience and where a fare stage changed on a route times for customers. learning from the fares journey means was not recorded, and existed only as Customer feedback via our website has we are better prepared to accept the knowledge passed from driver to driver; been encouraging; there has been just challenge. at times we found disagreement amongst one complaint about inaccuracy and We would particularly like to highlight the drivers as to where the fare changed. none about incompleteness. importance of good communication, The positive is that this exercised has The marketing team are actively collaborative working and fully involving helped cleanse data for operators and promoting fares availability via the partner organisations. Special thanks must the company, improving the customer website and social media. go to Stephen Wren, Stagecoach in experience. Other organisations have started to take Wales, and Rita Walker, Flintshire County From around 80 local bus service an interest in provision of fares, which Council, for their time and support. providers, only three have refused to can only be good for all customers, not supply data, and most local authorities just those in Wales. About the author have supplied the data they have Graham Walter CMILT is Managing available, demonstrating significant It was anticipated that 95% completion Director, Traveline Cymru. buy-in to the reason for the project. was attainable by autumn 2014. Fares data has become part of our overall data Human processing, in addition to timetables, We needed more people than planned route tracking, and bus stop plotting. in order, not just to add new data, but also maintain existing data as and when Overview and summary timetable and fare table changes were Public transport information provision has made. The frequency of minor operator come a long way in the last five years, yet changes to routes and timetables makes to many impartial observers looking in, it hard to ensure that the fares remain some fundamental issues remain. Why valid and calculated correctly. Changes to can’t I find out the cost of travel? Why entire networks as a result of revised bus can’t I book that journey on my phone? funding mean that the eventual goal of Why do I need more than one ticket? 95% done often slips and seems almost impossible. Some or all of these issues have now been addressed, but when we started our Management of data as a whole became fares journey in 2010 that certainly was Above: Traveline Cymru is the Welsh Government’s a more complex task and led to a total not the case, and a basic issue such as public transport information service providing journey reappraisal of the entire data team cost of travel was, we were told, an planning, routing and timetable information for all bus, function. insurmountable hurdle. coach and rail services in Wales
www.ciltuk.org.uk 47 20% discount if you The Spring Training book 2 places at any of the courses Programme from PTRC listed below * Applicable on standard fee bookings only
MARCH 2015
17th – 18th, Design, Construction and Maintenance of Highway Drainage Systems, London Aimed at both managers responsible for highway maintenance and construction budgets and recent recruits to highway maintenance and design teams; this course provides delegates with a solid grounding in the various design and construction approaches to the WYV]PZPVUVMLɈLJ[P]LHUKTHPU[HPUHISLOPNO^H`KYHPUHNLHUKYLSL]HU[SLNPZSH[PVUHUKN\PKHUJLHWWSPJHISL[V[OPZHYLH 24th – 25th, Transport Modelling for Non Modellers, Manchester Is transport modelling something of an unknown quantity that you need to know more about? This course provides an indispensable introduction for anyone from a non-modelling background, and is designed for those managing transportation projects that involve an LSLTLU[VMTVKLSSPUN 26th, An Introduction to Road Safety Audits, Manchester With the publication of the much anticipated revision of the DMRB Road Safety Audit Standard HD 19/03 expected this Autumn, this timely one day course will provide those responsible for highway schemes with an overview of the road safety audit process and J\YYLU[TL[OVKZMVYYLK\JPUN[OLYPZRZVMPUQ\Y`VUV\YYVHKZ
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or call the Events Team on 020 7348 1970 or email [email protected] Education and Research Services Ltd in association with CILT(UK) ADVERTISEMENT FEATURE THE HEALTH AND SAFETY EVENT
Don’t miss the safety event of the year
The new Safer Logistics Seminar Theatre • The Chartered Institute of Logistics & Circle is run for logistics professionals and Feature Area will play a key role at Transport (CILT) has awarded the who share safety experience under The Health and Safety Event, taking place seminar programme with three hours ‘Chatham House’ rules. from 24-26 March 2015 at the NEC. of CPD (continuous professional • Gain knowledge from event development) credits, so you can boost The aim of Safer Logistics Seminar partners – the Fork Lift Truck your career by attending the event. Theatre is to encourage those in the Association (FLTA), the United Kingdom supply chain sector to take a proactive • Tim Meese, Head of Health & Safety Warehousing Association (UKWA), approach to safety, tackling safety hot Projects, Alcumus will take a two-pronged and the Food Storage and Distribution spots in warehousing and logistics. approach to the management of Federation (FSDF). health and safety in the road haulage Highlights include: • You can get in touch with sponsors sector, focusing on both On road risk Alcumus, Toyota Material Handling UK • Beverage giant Heineken will share its (defensive driver training); and Off road and A-Safe at the show. experience of encouraging engaged risk (falls, slips and trips, load security, and motivated forklift operators, which struck by transport). • You can also visit three co-located has helped the company build a safer exhibitions – Maintec 2015, Facilities • Ruth Waring FCILT & Managing working environment. Warehouse Area Management 2015, and Cleaning 2015, Director, Labyrinth Consulting will Manager Graham Andrews will also meaning there will be LOADS to see at tackle Preventing Loading Bay explain how working with Toyota the exhibition halls. Material Handling UK has reduced Drive-Aways, drawing on knowledge repair costs at its Hereford cider plant gleaned through the Labyrinth www.healthandsafetyevents.co.uk/ by a remarkable 95%. Consulting Safety Circle. The Safety registerMidlands.asp
www.ciltuk.org.uk 49 OPINION
Step into the future of logistics
Converging trends are changing logistics. While we cannot predict the innovations in tomorrow’s world, future warehousing systems will be an autonomous part of a much wider supply chain meta-system. So it is good practice to make logistics as device independent as possible.
The warehouse of the future is not an inert shell passively holding ‘stuff’; it is a dynamic, fast-moving and increasingly complex web of processes. It is constantly evolving to meet changing commercial requirements and demanding precise, sophisticated, real-time control.
This transformation is being brought about by a number of converging technological and societal trends. The most obvious is the rise in e-commerce.
Before the recession, e-commerce implied, for manufacturers, the automation of transactions through systems such as EDI, or for retailers, the use of the internet as an additional marketing and promotional channel. There seemed to be few implications for the physical supply chain. What has happened, with startling rapidity, is that retail consumers and business buyers have moved the entire cycle from research and sourcing to ordering Above: Social media has undermined demand – and therefore and payment on to the internet. In the process, production – forecasting; a product can trend overnight, without warning distinctions between retail and business customers, and between retailers, wholesalers and manufacturers have become increasingly blurred, with significant implications for warehouse and fulfilment systems.
First, e-retailing has changed customer expectations. They now expect next-day or even same-day delivery AUTHOR at a time and to a place of their choice; they no longer Ian Roper recognise the concept of minimum order quantities; and they expect returns options at least as efficient as SECTOR HIGHLIGHTS the initial fulfilment. That is as true of trade customers as it is of individual consumers. Indeed, for firms such as builders’ merchants the distinction has effectively disappeared.
50 FOCUS MARCH 2015 E-commerce has had other effects, too. Together with trends such as social media, it has in many sectors dramatically shortened product life cycles. Fashion goods needed to be on display in a high street store for weeks or months before a sufficient proportion of the potential customer base had a chance to see them, but in the age of the smartphone many consumers will have made their decision within hours of the launch, and are already looking for the next big thing. At the same time, social media has undermined demand – and therefore production – forecasting; a product can trend overnight, without warning. E-commerce has had another important effect, in that effortless comparisons of prices and features at a global level have commoditised an increasing range of goods. Competition is now based on service levels, and in particular the speed and accuracy of execution of fulfilment. This, too, impacts on the warehouse and its systems.
Putting these trends together, what do we see? In the If the value of goods will support it, a solution to Above: The intelligence first place, the optimal geography for warehousing the space problem and to the need for speed and may be on the and distribution may have changed; a large regional shelving or the fork accuracy will lie in a greater degree of automation. warehouse located to optimise scheduled truck-load truck or the transit Carousels and other storage systems can use the packaging as opposed deliveries to major retailers may not be what is full height of a building. Automated storage systems to the RFID tag required to serve a more diffuse market. However, in themselves necessarily run a form of warehouse many parts of the country there is a shortage of sheds management system, and it is important that these (no one was building speculatively in the recession), integrate with the overall warehouse system. so relocation may not be an option. Technological aids to picking efficiency and accuracy, Nor may resizing, for the same reason. Many based on voice, light or other technologies, also warehouse operations now have to accommodate require seamless integration. It is possible to create significant new activity such as break bulk, pick, pack automated systems with a significant degree of and despatch, and probably returns receipt and flexibility in their physical layout, and it is likely that processing. The new activities need a lot of space, the warehouse system will work periodically with appropriate racking and shelving to hold individual simulation systems to verify the optimum layouts items, with easy access for picking, and more space for automated and manual processes. for packing and despatch operations. Packing materials themselves require storage space. These operations tend to be more labour intensive, so there are implications for office space, rest rooms and the like, so the warehouse space has to work differently and smarter. For warehousing systems, the new environment has suddenly become much more complex. Systems now have to deal with many more transactions and at least to some extent at the individual item level. Goods may change identity from being part of a pallet load to part of a case, to an individual piece, and then working the other way as they become part of a larger mixed consignment for delivery.
The warehouse system has either to manage – or link seamlessly with other systems that manage – picking and packing, and other production-type activities involving final assembly, configuration and customisation. The returns cycle is a challenge in itself. In some sectors, up to 50% of goods come back and it is imperative that they are dealt with quickly and appropriately. Packaging forms a significant class of product to be managed through the warehouse.
www.ciltuk.org.uk 51 OPINION STEP INTO THE FUTURE OF LOGISTICS
Outside the warehouse, management and fulfilment down to the last mile and the More likely, at least in urban areas, are control systems need to be working hand last minute, providing the systems autonomous delivery vehicles – vans that in hand with the systems of suppliers and involved are working under a realistic set navigate and drive themselves. Computer manufacturers on the one hand and of constraints. control could help optimise routing and couriers and customers on the other. The Internet of Things will also see an improve fuel efficiency through better Again, we are looking at a massive even greater deployment of tracking and driving, but probably the biggest attraction increase in transaction volumes with tracing technologies throughout the is that a human passenger (who you need suppliers, customers and carriers. supply chain. A much more fine-grained to load and unload, ring the doorbell, Complexity is also increased by different visibility of the supply chain becomes install the freezer or whatever) might not fulfilment service level options, from possible, not just that the goods have left need a full commercial licence. Given the weekly milk round to overnight courier. the Chinese factory, but also that they are national shortage of drivers, that could be Warehousing and distribution will in a specific container on a specific ship an attractive proposition. continue to evolve. The much-hyped at a specific point in the Malacca Straits Internet of Things is becoming a reality, or in a particular van at Leicester Forest In conclusion one in which robots – from domestic East services; not only location, but also freezers through intelligent warehouse condition – a full history of temperature, The warehousing systems of the future racking to containers, trucks and humidity, magnetic fields, acceleration – that will be an autonomous part of a much production machines and all the is, the shock of being dropped – or wider supply chain meta-system (actually, whatever condition is deemed important. associated systems – are in constant a part of many different meta-systems communication. This does not have to involve RFID tags owned by different customers, at item level, because the intelligence may manufacturers or carriers). Through This has a number of implications. be on the shelving or the fork truck or the First, end-user consumption or other seamless integration with these systems, transit packaging. Structured data is not requirements, such as delivery the warehouse system will know the imperative. It is possible to use analytic time/location, can be flagged up the location, condition and time of arrival of systems with video feeds – for example, to supply chain to warehouse and goods inward. It will plan their disposal, monitor stocking levels on shelves and manufacturer effectively in real time. and when and to what extent bulk is to initiate replenishment. That could manifest This demands an ever more rapid and itself as some form of wearable technology be broken. It will create and implement agile response, from amending demand – for example, the shelf-stacker could walk picking, packing and despatch activities forecasts to redirecting goods, which may past taking video and then receive based on sales and order data, which already be in transit. In this context, the replenishment instructions all through itself is being updated in real time as ubiquity of mobile communications and internet-enabled spectacles. customers refine their requirements – that GPS will allow much tighter control of Social and environmental concerns have is, change their minds. That will involve not diminished with the recession. integrating directly with whatever Customer concern on the provenance appropriate levels of automation have and impact of the goods they buy been installed and also with the human continues to grow and can be addressed workforce through a variety of technologies. in part by the sort of tracking outlined The warehouse system will work with above. Warehouse and logistics transport management systems to businesses will also be under pressure to allocate jobs to the appropriate delivery improve performance, and not just from channels. In parallel, the warehouse regulators; major firms are also achieving system will be managing packaging their environmental goals in part by working with warehousing and logistics materials, as effectively another product partners in areas such as packaging use, range, and manage the returns of goods fuel efficiency and cold store and packaging. performance. All of this is in near real time, so a large Finally, what of delivery? In 2014, there part of the system’s work will run entirely was considerable excitement over the automatically, with requirements for possibility of delivery drones. There is no human management by exception technical difficulty here – for a few flagged up. While we cannot know the hundred pounds, you can build your own future of technological innovation, a drone capable of taking a webcam to good warehousing system will, as far as 500ft. However, it is not obvious how a possible, be device independent. Easy. drone would deliver to the sixth floor of a block of flats, and the prospect of large About the author numbers of drones flying around the urban airspace will surely attract Ian Roper is Divisional Director, Supply repressive legislation. Chain Solutions (SCS), Access Group.
52 FOCUS MARCH 2015 01536 740104 [email protected] www.ciltuk.org.uk
Delivering big savings CILT Members can claim up to 40% tax relief on Membership fees.
As CILT is an HMRC approved professional body, if you are a UK tax payer and you pay your own membership subscription fee, you might be entitled to claim tax back on your membership fee.
Don’t miss out! Contact your local tax office for further information, visit www.hmrc.gov.uk or www.ciltuk.org.uk/taxrelief
Stronger Together OPINION
Is your logistics operation determining the fate of the haulage industry?
The driver shortage is being described as the biggest issue facing the road haulage industry today, due to the total driver numbers decreasing each year. The Road Haulage Association (RHA) has quite rightly focused on how the industry can be made more attractive to newcomers by suggesting Government funding for vocational training to ease the cost to the individual of obtaining an LGV licence. Gideon Hillman FCILT assesses the frustrations of drivers and how these can be eased. Many transport fleet operators are thinking of how to retain existing drivers, as well as attract new ones; but is anyone asking why the number of drivers is declining so rapidly? Is the industry really that unattractive?
Some believe that vocational training should lead to a professional qualification, which with periodic updates AUTHOR should supersede the Driver CPC process. Vocational Gideon Hillman FCILT training (and a subsequent professional qualification) is a good way forward, but only if the industry is made SECTOR HIGHLIGHTS more attractive to encourage people first to take the course, second to use the qualification to join the industry and third, and most important, to stay in the industry.
54 FOCUS MARCH 2015 Whilst not all of the issues above can be solved instantly, there are things that businesses can do at an operational logistics level to relieve pressure on the drivers and, in fact, the entire logistics operation. What I observe regularly with many of the companies that I visit is that lack of planning and process for order picking, consolidation, despatch and transport planning. Far worse than a lack of any process or procedures is the lack of compliance with the existing processes and procedures that are supposedly in place, and worse still the non-compliance is neither monitored nor managed.
Above: Transport resources and the infrastructure Lack of process at the loading/unloading supporting them need to be periodically reviewed point directly delays drivers, the very Left: Drivers are being put under increasing pressure people who then receive the complaint at to deliver on time, thanks to the demand of distribution the point of delivery or collection for centres either being late or with the wrong order. It is not surprising that the job as a driver, which is impacted by so many other parts frustration due to the inefficiency and of the logistics and transport operations, hassle at the loading and unloading all of which are out of the driver’s control, points – that is, warehouse and depot is perhaps not as popular as we want it operations. to be. It is down to companies to put it right The way we do business has through improved transport and logistics changed operations process, planning and In recent years, the routes to market management. Most of the operational available to retailers and wholesalers issues have evolved and not perhaps had have expanded and evolved beyond all recognition compared to, say, 10 years ago, with the internet being the biggest single contributor to change. Consumers can now place orders 24/7 from a far greater range of sellers for the same or similar product, all competing on price and delivery lead-times. In turn, sellers place greater demands on suppliers and logistics operations throughout the supply chain. Whether they are in-house and/or third-party logistics does not matter. As distribution Some may say that pay rates vs hours, centres are put under increasing pressure driver rest facilities, road congestion all to meet customer demands in shorter contribute to driver dissatisfaction, which delivery windows, drivers are put under they probably do to some degree. increasing pressure to deliver on time. As However, I do not believe that pay is the vehicles wait to be loaded and unloaded, key problem, providing the rates are fair with frequent delays, drivers are put under and competitive. There are HGV Class 1 further pressure. Even the announcement by Transport Minister Claire Perry that vacancies being advertised at between the Government plans to raise the speed £16 and £20 an hour. limit for lorries travelling on dual Having spoken to a number of drivers, carriageways from 50 to 60mph will not the most common complaint seems to alleviate pressure on the drivers. It might be not the actual driving and hours (both even increase pressure, as they could of which they were aware of when on potentially do more delivery drops on entering the job), but the downtime and a route.
www.ciltuk.org.uk 55 OPINION THE FATE OF THE HAULAGE INDUSTRY
Above: Gideon Hillman the attention they need, as the sole focus has been to Above: The inefficiency at loading and unloading points is one of the most believes that plans to satisfy the consumer whatever the cost. I keep hearing: common complaints of drivers raise the speed limit for lorries will not ‘Our business isn’t broken. We get our product out the alleviate the pressures door and delivered to the customer, but we feel we Transport resources and the infrastructure that on drivers could probably do it better.’ In most cases this is true supports them, including the warehouse and and the doing it better is exactly the point. distribution centre processes, need to be periodically reviewed to reflect customer service levels, sales Do not plan to fail volumes and product portfolio changes. If you are using transport and operations planning and modelling If the order cut-off time for same day despatch is tools (either for daily planning or strategic transport 17.00hrs, then that is the order cut-off time, because network design), then allow for a lower efficiency that determines the order picking routines, percentage, as if you base your plans on calculations consolidation, marshalling, vehicle loading and at 100% efficiency you will be planning to fail. departure times and subsequent delivery times in the current logistics operation. If orders are frequently Correctly planning your logistics network operations, taken later than the current cut-off time, then change implementing the right processes to meet your plans, the cut-off time to reflect that. This will then be the managing the compliance to those processes and point in time from which the rest of the logistics and showing appreciation to the job your drivers do will all distribution operations can be planned accordingly. play a part in determining the fate of the transport and Once the logistics network is planned against different haulage industry. criteria, the pick, pack and despatch operations and processes need to be changed to ensure they meet About the author the distribution requirements. Gideon Hillman FCILT is a logistics professional with Any plan needs to have some flexibility built into it, 24 years’ experience. He is Managing Director, Gideon so make allowances for admin/paperwork and vehicle Hillman Consulting, and a member of the Supervisory checks at the beginning and end of shift times for drivers, Board for the United Kingdom Warehousing and be realistic on travel, rest and load/unload times. Association (UKWA).
56 FOCUS MARCH 2015 www.lrn2015.org.uk
Work involving resource efficiency and sustainability in relation to supply chain management and logistics operations
20th Annual Logistics Research Network (LRN) Conference Wednesday 9th September – Friday 11th September 2015 University of Derby CALL
The LRN Conference welcomes researchers and practitioners FOR from diverse logistics and supply chain areas, in all sectors, to PAPERS publish their research work and industrial case studies.
Authors wishing to prepare a paper for the conference are invited to submit a 500-word abstract for consideration
Abstracts should be sent to [email protected] by noon on Friday 3rd April 2015
For further information and abstract guidelines please visit: www.lrn2015.org.uk ADVERTISEMENT FEATURE FORTEC
Service through technology
Below: The race for the top is the race for the Chris Dennigan, Business Improvements & best technology which will provide the customer Performance Manager for Fortec has almost 20 years with clear communication channels experience in the transport industry embracing both the pallets and parcels sectors. He has been with Fortec for three years. In this article he explains his belief that ‘service through technology’ is the way forward for the pallet distribution sector and indeed, the transport industry in general. Elements of our industry have suggested that it is impossible to keep pace with technology. However, I am convinced that whether you are involved in the parcels or pallets sectors, the one common denominator we share is a responsibility to make it as easy and seamless as possible for customers to use our services. This is a vital part of customer retention. Historically in the network environment parcel companies have been at the cutting edge of IT innovation and whilst the pallet networks have been increasingly improving service levels they are arguably still behind the parcels sector in their technology offering. Today, however the dynamic is changing with customer expectation becoming more demanding and rightly so. Many companies use both parcels as well as pallets for their distribution solutions and they expect the same value added service experience as a given from both whether it be technology communication, tracking, proof of delivery or a pro-active call to say there is a delivery problem – technology is the driver of all these key service features. Indeed a number of parcel carriers have now taken the technology offering one stage further with pre-alerts, text delivery, one hour ETAs both for B2B and B2C customers. We have no option however, but to go where the customer demands. The race to the top is in reality the race for the best technology which both underpins the operation and provides the customer with clear communication channels, providing total transparency at every stage of the delivery process. The positive is that technology is actually getting cheaper and this has enabled networks to invest substantially in complete technology packages, not only POD capture but the total operation including vehicle planning and routing etc. The days of pen and paper and it will be there by 5pm don’t work.
58 FOCUS MARCH 2015 Websites have also evolved beyond the role of being Measurement of how effective technology is working online brochures. The future will be to maximise for both the operator and the end customer is critical websites as the first interface with the customer and and requires the support of robust customer service to become more transactional with built in channels departments to measure the customer’s experience. for orders through credit card payments and even to Technology is now driving service levels and this is move to a ‘live chat’ environment with customers an essential part of the measurement criteria. to assist them with their enquiries. Technology also helps to cement long term Real-time PODS are a fundamental part of the relationships. Customers don’t really like to change customer transaction. The challenge in the future is carrier as it is expensive to move and technology about effectively communicating with the customer can influence them in order to tie them in. before the actual POD transaction takes place, so that Customers who send pallets or parcels or a combination we can provide an ETA and tracking through the hubs of both are seeking an integrated technology solution. as well as real-time discrepancy management, so the They do not want to use three or four different customer can see at 8am if he has an issue with his despatch systems or networks – they are today really or her delivery. looking for a one-off or single solution. There is now increased demand by customers to take The challenge is how do you create integrated orders up to 9 and 10pm at night and have visibility systems for customers so it almost seamlessly routes from the next morning about the next day delivery of their despatch to wherever it needs to go? However, their goods. The key for pallet networks is all about as the cost impact of technology development pre-alerting volume and how we effectively continues to fall the industry must invest. communicate volumes and patterns. Indeed, at Service through technology is undoubtedly the way Fortec we are increasingly becoming established in forward. Technology is today a key selling point in the markets where technology is demanded as a key race to win business and an effective means of cost feature of the relationship such as hi-tech, pharma, control. The smarter the technology offering, the high value goods and wines and spirits. better the chance of the business win and retention. We have got to make the customer experience as Making the customer experience as near to perfection seamless as possible. To achieve that you have to have as possible is the ultimate goal and as a result the benefits a variety of technological solutions and tools. in terms of the customer relationship are endless.
Left: The customer experience needs to be as seamless as possible and to achieve that a variety of technology solutions and tools must be used
www.ciltuk.org.uk 59 YOUR INSTITUTE
Continuing professional development
People development Professional development short courses 2015
CPC Corby Corby Dangerous goods safety advisor Road haulage operations Revision day 16th–20th March, 30th–31st March 4th March New: Passenger transport operations Exam 23rd–27th March, 7th–8th April 5th March Optional revision day 9th April Sales and operations planning 3rd–4th March Exam 10th April Demand management 11th–12th March London Passenger transport operations Warehouse management 16th–20th March, 30th–31st March 21st–22nd April Optional revision day London 1st April Lean yellow belt Exam 8th–9th April 10th April Facilitator skills programme Aberbeen 21st–22nd April Road haulage operations 23rd–27th March, 30th–31st March Effective manufacturing 28th–29th April Optional revision day 1st April Inventory control 30th April–1st May Exam 10th April
Professional skills online • Making budgeting work in the real world • Managing through a recession The Institute has added more courses to its flexible online learning portfolio. Learners can take their own Professional skills route through a variety of topics covered in each • Communicating complex ideas course. They can learn at their own pace through • Customer service a variety of activities designed to accommodate a • Effective communication skills range of learning styles. The courses can be accessed • Negotiation skills through the Members’ area of the website and can be • Networking skills studied over a period of three months from the date • Problem solving of first login. Each course should take about three • Project management hours in total and costs £70 per person. • Social media for professionals Subjects covered are: Managing yourself and others Business thinking • Leadership skills • Business performance management • Managing high-performing teams • Key performance indicators • Managing workload
60 FOCUS MARCH 2015 Centre spotlight questionnaire
Centre name: Transport Training Academy experience in training, health and safety and people management from her previous life working for a national Centre contact: David Coupe FCILT and construction and civil engineering company. Rachael Scanlin CMILT Lee Stewart, Head of Teaching, Learning and Quality, qualified Which CILT(UK) qualifications are offered as an assessor in 2009 specialising in warehouse and storage by your organisation? and performing manufacturing operations. He has a vast range CILT(UK) Level 3 Certificate of Professional of relevant qualifications, including PTLLS, IAG, Certificate in Above: David Coupe Competence for Transport Manager (Road Environmental Health and Internal Quality Assurance, and he is FCILT, Transport Haulage) (VRQ). also an ITSSAR instructor/examiner. He joined the academy in Training Academy 2013, having previously working for Co-operative Bank in a What pre-course guidance is given? variety of roles for over 25 years, the last 17 years as a senior Thorough initial information advice and manager in its Manufacturing department. guidance (IAG) is provided to all candidates Our highly skilled team of instructors and training advisors not to ensure that the courses they only have a wealth of experience within the training industry, are planning to undertake are relevant and but also years of experience working within the sector in which applicable to their learning aims. we deliver. Our support staff have been selected based on What method of study is used? their in-depth knowledge and experience of the day-to-day Above: Rachael Scanlin operations, administration, quality and audit expectations within Our course is classroom based and CMILT, Transport the funded and commercial training sector. Training Academy instructor led. How important to you feel professional qualifications are in How long has the organisation been a CILT(UK) centre? the logistics and transport sector? Transport Training Academy was established in December We feel that any qualification is paramount not only to the 2004 and organisation has been a CILT(UK) centre since future sustainability and professionalism, but also the January 2015. perception new recruits have of the industry as a viable career What is your professional experience? choice.
David Coupe established Transport Training Academy in What other relevant training courses do you offer? December 2004. Previous to this he worked in the transport We have a vast portfolio, including LGV licence acquisition, all and haulage industry for 30 years. He has worked at all levels, disciplines of fork lift trucks, ADR, Driver CPC and health and including as a multi-drop driver on 7.5t vehicles, delivering long safety courses. We also offer NVQs and apprenticeships in all and wide loads, and a number of years of international areas of logistics – for example, warehouse and storage, traffic deliveries. He is a full CPC holder, DSA registered LGV instructor planning and driving goods vehicle. and one of seven senior SAFED instructors. What future developments are planned within your Rachael Scanlin joined the team in 2011 and has over 15 years’ organisation in relation to logistics and transport experience within the logistics training industry. She possesses qualifications? a wealth of knowledge of the industry’s training requirements, whilst also realising the operational constraints that the industry We constantly review and develop our courses in line with faces. She was involved in the initial think tanks for the Driver updated legislation and we are always working to develop CPC with the DSA and is an advocate of driver development. new courses for the ever-changing face of the industry’s She is passionate about the need for equality within the requirements. Although currently we only offer the Level 3 industry and also the need to make the industry a viable career Certificate of Professional Competence for Transport path for the younger generation. She is an active member Manager (Road Haulage), we will be looking into offering of Woman in Logistics. other Institute courses.
Who are the key logistics and transport personnel in your What advice would you give to someone who is considering organisation? entering the logistics and transport profession?
Suzanne Ogilvie, Training & Compliance Manager, joined Learn, develop yourself and enjoy it. It is a fantastic sector to the academy in 2012 and brought with her over 20 years of work in, with a variety of job opportunities and career choices.
www.ciltuk.org.uk 61 YOUR INSTITUTE
Awarding organisation
Congratulations! The following learners have recently been awarded the Chartered Institute of Logistics and Transport qualifications/awards:
CILT(UK) – IOM Level 3 Certificate in Operations Fritz/CILT Certification in Humanitarian Medical Management Logistics Practices
Vince Hussey Do It Musarurwa Centre: CILT DLC Centre: Logistics learning Alliance
CILT(UK) – IOM Level 5 Diploma in Operations Fritz/CILT Certification in Humanitarian Supply Chain Management Management)
Christopher Mardula Norbert Kivunzyo Centre: Darlington College of Technology Centre: Logistics learning Alliance
CILT(UK) Level 5 Professional Diploma in Logistics and Fritz/CILT Certification En Logistique Humanitaire Transport Kantangar Temadji; Christophe Mwanabwana Tiffany Sabin; Paul Sparks; Sarad Thapa; James Anderson; Jonathan Walsh; Taju-Deen Mohammed; Peter Williams; Scott Centre: Logistics learning Alliance Baird; Richard Birch; Andrew Rorke; Christian Orr; Matthew Homewood; Paul Bunn; Matthew Brooks; Richard Smith; Mark Williams; Scott Devenay Centres: Global Horizon Skills, NIRTC
CILT(UK) Level 3 Certificate in Port Operations
The CILT(UK) Level 3 Certificate in Port Operations provides • Port Operations examines the roles of port and customs knowledge and understanding of the types and functions of authorities and how goods are moved under regulations, ports and terminals and their management, operation and conventions and other general and trading agreements and maintenance. It includes global, international and national the associated documentation; the unit also provides an freight movements, types of goods and vessels, port and area examination of port development and planning requirements, controls, physical and human resource requirements, port support and ancillaries and associated infrastructure consignments, unitisation and consignment monitoring. requirements and environmental considerations The qualification also seeks to provide learners with a complete set of management skills. Who this the qualification is for
This qualification leads on from the CILT(UK) Level 3 Award in This qualification is aimed at team leaders, supervisors or Port Operations. If this has been previously completed, then to first-line managers. It is suitable for individuals working in achieve the Level 3 Certificate only two mandatory units have the logistics and transport profession, or at least for those to be taken: Business Theory; and Business Application. who have an awareness or understanding of the field.
Content How long does it take? The qualification is comprised of three mandatory units: The guided learning hours for the full qualification are 240, which comprises 80 hours per unit. The registration • Business Theory gives learners the ability to understand and period, during which a learner should complete the use theory from such elements as marketing and product qualification, is two years. positioning, managing information, reporting to finance and aspects of legality Further information, contact: The Awarding Organisation. Tel: 01536 740170. Email: [email protected] • Business Application contains a wide spread of information Website: www.ciltuk.org.uk covering key management practices and theory across line or functional management through to business planning, motivations and the art of managing people
62 FOCUS MARCH 2015 Above: A site visit during the course
Road safety engineering training in Kenya
According to the World Health Organization (WHO), financed a two-week road safety engineering and approximately 1.24 million people die every year road safety audit course. The aim of the course was on the world’s roads, and another 20 to 50 million to establish a core of road safety professionals that sustain non-fatal injuries as a result of road traffic could form a basis on which road safety could be crashes. delivered and developed into the future in a sustainable manner. Road traffic injuries are estimated to be the eighth leading cause of death globally, with an impact In November 2014, John Dooley and Jamie Castle, similar to that caused by many communicable Mott MacDonald, developed and delivered the diseases, such as malaria. They are the leading course to 15 professionals from a selection of cause of death for young people aged 15–29 years, Kenyan government agencies. The course was and as a result take a heavy toll on those entering developed specifically to address the safety issues their most productive years. Current trends suggest in Kenya and was delivered in Nairobi. This that road traffic injuries will become the fifth approach ensured that the course content was leading cause of death by 2030. relevant for local conditions and enabled those who attended to apply their learning immediately Economically disadvantaged families are hardest without the need to adapt. The course involved hit by direct medical costs and indirect costs, theoretical and practical elements to help the such as lost wages, that result from these injuries. learners understand the practical implications of At the country level, road traffic injuries result in the topics covered. considerable financial costs, particularly to developing economies. Indeed, road traffic injuries The course was endorsed and certified by CILT. are estimated to cost low and middle-income The endorsement required the candidates to be countries between 1% and 2 % of their gross examined to ensure they had benefited from the national product, estimated at over $100 billion course and had gained new knowledge. This a year. endorsement will enable those who attended to use the certificates as proof of the quality of Kenya is severely affected by road safety issues. training provided, if they decide to become road Official statistics show that annual 3,000 people safety auditors in the future. lose their lives due to traffic crashes. The WHO estimates that the true figure could be as high as The course was extremely well received and 13,000. One of the key issues that needs to be requests have been made by the participants for addressed is a lack of road safety knowledge an advanced course and other requests have been amongst government professionals that requires received to hold the course again. Proposals are all road safety issues to be addressed by foreign currently being drafted for the Cabinet Secretary consultants. As part of a three-year project to help for Transport to present the relevant certificates build capacity on the roads sector in Kenya, the EU of attendance.
www.ciltuk.org.uk 63 YOUR INSTITUTE
Nations, Regions & Groups
Central Southern Region
Thames Valley Group
Tricia Allinson, West Berkshire Training Consortium also gives him the confidence and self-esteem that (WBTC), outlined to the Group the good work that the comes from being a valued member of a team. enterprise does for young prospective logisticians in To date, he has undertaken training and gained the Thames Valley. WBTC was established as a charity recognised certification with a Fork Lift Truck (FLT) in 1983 by the local chamber of commerce, local Operating Licence, and Certificates of Competence in council and other stakeholders, to support young Dangerous Goods and Manual Handling, and Basic people from deprived backgrounds into work. Fire Safety. As well as undertaking storage, handling Although no longer a consortium in the true sense, and distribution work within the Calor Centre the organisation retains its charity status, limited by operations area, he routinely operates the depot’s guarantee, and is governed by its original principles range of FLTs, interacts with and serves customers, and ambitions – that is, to improve the job opportunities and helps the Depot Manager compile and produce for young people in its local community. WBTC helps weekly management reports. As well as working young people get the start they need to develop their within the bounds of the depot, he accompanies careers by helping them gain work experience, learn Calor delivery drivers and joins the sales force team valuable skills and achieve industry-recognised answering customer queries and orders by telephone. qualifications. It has close ties with the Institute’s Central Southern Region. In recognition of Calor’s work with Sam Wimbridge, Andrew Stout and his team have been awarded the As a result of Tricia Allinson’s brief presentation, WBTC Certificate of Excellence for investment in Andrew Stout, Group Secretary, and Centre Manager, training. Andrew Stout highly recommends the Reading Calor depot, contacted WBTC and offered to scheme to all logistics employers: ‘Not only have take on a work placement student. Sam Wimbridge I enjoyed the experience, but I have also found it joined Calor in September 2014 and is due to stay immensely rewarding to help Sam get off on the with the company until Easter. He works two days a right foot and get a good start in our profession.’ week and undertakes a wide range of work experience that not only teaches him how to manage Chris Markey FCILT – Chairman, Thames Valley many of the challenges that are faced in logistics, but Group
Above: Left to right: Abi Openshaw HR Training Assistant, Calor Gas Ltd; Samuel Wimbridge Work Placement; Andrew Stout MILT, Manager, Reading Calor Centre; Tricia Allinson, West Berkshire Training Consortium; Fiona Blows, Sam Wimbridge’s tutor; and Mary Hawkins, Assistant, Calor Centre
64 FOCUS MARCH 2015 East Midlands Region
Derbyshire Group Road safety and driver behaviour
A lively event hosted at Kuehne + Nagel Drinks Richard Skipworth, General Manager, NDC, then gave Logistics, Derby, saw Tony Foster, Group Chair, on the group a tour, explaining the operations within the hand to present a membership recognition certificate facility and its capabilities. The NDC covers 600,000ft2 and badge to John Huddlestone, who has been a and has a 75,000-pallet capacity – and bear in mind member of the Institute for 40 years. that this is for a single customer. Some 80 million cases had been throughput since April 2014. This was followed by a presentation by Astrid van der Burgt CMILT, National Road Risk Manager, Kuehne + Thanks go to Kuehne + Nagel for being a wonderful Nagel. She spoke about the company’s campaign: host. Drive Safe, Drive Home, which looks at how driving works and the reasons for having accidents. Using a behaviour-based model for the campaign, she explained the three phrases of learning to drive to the group. This led to an explanation on how driver behaviour could be changed by understanding personal tendencies that impact on a driver, such as impulse control, lifestyle factors and personality – for example, lifestyle factors might include sleep patterns, in that sleep deprivation can lead to poor performance, tiredness and bad moods.
The role of front-line managers was also discussed in terms of how they can be key influencers of driver behaviour and safety performance by outlining the costs of risky behaviour to the self – for example, losing one’s life or job – and the costs to work – for example, wear and tear or damage to vehicles.
Astrid van der Burgt went on to present the company’s plans to rectify driver behaviours and make improvements. Various interventions are used to support drivers and measurements ensure that through to a planned programme there is a clear and Above: Tony Foster, Group Chair (right), presented a membership demonstrable benefit to the number and cost of recognition certificate and badge to John Huddlestone (left), who has claims against the company. been a member of the Institute for 40 years
The role of front-line managers was also discussed in terms of how they can be key influencers of driver behaviour and safety performance by outlining the costs of risky behaviour to the self
Download the Focus App to your device, and simply click on any link. For more information see www.ciltuk.org.uk/focus
FURTHER INFORMATION
Find out more about Nations, Regions & Groups: www.ciltuk.org.uk/AboutUs/NationsRegionsGroups.aspx
www.ciltuk.org.uk 65 YOUR INSTITUTE
Forums
UK Air-Rail Update 2015
CILT supported this conference organised by the obtaining approval for rail links, including Waterfront Conference Company and hosted by Parliamentary Bills, Development Consent Orders, DLA Piper at its London offices. The conference was Transport & Works Act orders and planning chaired by Jolyon Drury FCILT, Chairman, Public applications. Policies Committee, CILT, and was timed to coincide The afternoon sessions were an opportunity for the with the work of the Airports Commission, which is promoters of the Commission’s shortlisted options now considering responses to its consultation on to describe their rail access plans, and for some of the options for additional runway capacity. CILT’s the operators to discuss their contributions: Steve response to the Commission had been submitted Costello, Heathrow Hub, put forward the option of a the previous week. new hub station on the Great Western Main Line and All the speakers noted the importance of rail access sought to counter the Commission’s rejection of this in the Airports Commission’s deliberations, but there option; Simon Earles, Heathrow Airport, noted its were, of course, a number of different perspectives. strategy of multiple rail access points, but also During the first session, Rebecca Roberts-Hughes, disagreed with some of the Commission’s forecasts Airports Operators Association, provided a UK of rail usage; Howard Smith, Crossrail, noted progress overview, while Paul Le Blond FCILT, International on this project, which is due to be fully open to Air Rail Organisation and Aviation Forum, CILT, Heathrow by 2019; Hugh Sumner led a discussion compared the UK options with a number of on the Gatwick option, noting the additional capacity international examples. Chris Rowley, Network already planned for rail access; and David Innis, Govia Rail, described how airport access fitted into its Thameslink Railway, promised some improvements long-term planning process. to come soon for Luton and Gatwick airports.
The second session began with Peter Fry, HS2 Ltd, The final session was an open panel with questions describing the relationship of HS2 to airports, with from the delegates. The Airports Commission is now plans for Heathrow, Birmingham and Manchester. considering the many submissions to its consultation Then Alastair Andrews, Manchester Airports Group, and preparing its final report, due for publication after spoke of the overall rail strategy for Manchester the General Election. Rail access will be a key element airport, including the recently opened Metrolink, and in the final report and the subsequent Government the opportunities for improved rail access at Stansted. deliberations and CILT members will no doubt The session concluded with a very helpful description continue to contribute their unique, objective and by Howard Bassford, DLA Piper, of the options for experienced perspective to this debate.
66 FOCUS MARCH 2015 Annual CILT Young Professionals' Conference
Tuesday 31st March 2015, 09.30-16.30 (Reg 09.00) Royal Society of Edinburgh, 22-26 George Street, Edinburgh, EH2 2PQ
• Hear expert topical speakers cover a wide-range of topics • Network with fellow young professionals in your industry • Attend the largest CILT Young Professionals’ event of the year
Costs: Non-member: £96.00 Member: £48.00 Full-Time Student: £12. Prices inclusive of VAT
Full line-up announced shortly. Book your place now! Visit: http://bit.ly/YPForum
Thursday 9 July 2015, 11:30-17:00 (Reg 11:00) Coombe Abbey, Brinklow Road, Binley, Warwickshire, CV3 2AB
Speakers include: • Dave Newton CMILT, Transport Strategy Director, Transport for Greater Manchester • Christopher Davies, Head of Supply Chain Operations, Airbus Operations Ltd • Louise Coward, Senior Research Adviser, Passenger Focus • Hugh Williams, Managing Director, Hughenden Consulting • Isabella Austin, Winner of the CILT Young Manager of the Year Award 2014 Costs: • Early bird discounts are available until 5pm 30 April 2015 • Early Bird Discount Member: £40.50 + VAT • Early Bird Discount Non Member: £48.50 + VAT • Full Time Student: £25.00 + VAT
SCALA’s Annual Logistics Debate will be occurring in the evening after this event, we are pleased to offer attendance to the debate at the discounted price of £75 + VAT
In association with the SCALA’s Annual Logistics Debate 2015
Book your place now! Visit: http://bit.ly/YPForum
www.ciltuk.org.uk 67 ONLINE DIRECTORY Directory of Service Providers
Supply chain software
The global leader in supply chain design technology, services and solutions
Logistics consultancy
Training
Logistics and distribution software
A unique combination of international Complementary Services: trade operations & supply chain Import/export operations International logistics management support that uncovers Customs regulations cost & risk reductions that many miss Customs duty/tax minimization International trade compliance Conveniently Provided: Competitive Consultancy Ongoing tailored support NEW: AEO security & customs status & benefits
www.gtlcsupport.co.uk [email protected] +44 (0)203 3717679
68 FOCUS MARCH 2015 Logistics and distribution software
These are samples of some of the advertisers who have their full company profile on our new Online Directory of Service Providers. To find out their services and expertise simply go to http://www.ciltuk.org.uk/Membership/ServiceProviderDirectory.aspx
www.ciltuk.org.uk 69 APPOINTMENTS
Focus on appointments
Don’t miss the very latest vacancies: http://ciltuk.org.uk/Careers/LogisticsandTransportJobs.aspx
Advertise in this section Contact: Nicky Peacock 01536 740153 [email protected]
Search & Selection | Permanent Recruitment | Interim Management | Supply Chain Consulting
Logistics Director Global Logistics Manager UK National role Leicester
£200,000pa + benefits £75,000pa + car + bonus + benefits package This is of one the largest food businesses in the UK. It supplies leading Global manufacturer requires an experienced Logistics Manager to oversee retailers and operates in a time-critical, margin-sensitive environment in an and develop their global logistics infrastructure which is contracted out to a industry that has undergone considerable change. Its operations are advanced number of regional and local 3PLs. You will have day-to-day responsibility for and have received significant capital investment, thus the focus is on a budget of £80 million and develop the short and long-term operating incremental change and process improvement. The complex end-to-end plans for the regions. The role incorporates the full life-cycle of supplier supply chain operates from facilities and Distribution Centres across the UK; identification through tender evaluation to contract implementation and you with a mix of in-house and third-party warehousing and transport operations. will be responsible for the on-going development of the suppliers. As part of its on-going business optimisation programme a Logistics Director The successful candidate will support day-to-day relationships with all is now sought to manage the day-to-day operation as well as to lead a logistics service providers including price negotiation and operational issue significant business transformation programme across the supply chain. management and resolution. You will ensure suppliers adhere to KPI's and This position will require you to delve into the daily activities of the business, manage compliance and monthly reporting whilst supporting new business develop a road map for a new direction and implement best practice working integration and acquisitions and driving CI initiatives and projects. High levels solutions. Client relationships are strong but you will be required to work of financial acumen combined with an in-depth procurement expertise need to closely with partners to drive efficiencies and solidify these relationships. be demonstrated. You will have the analytical skills to identify the pinch points We seek candidates with considerable experience at executive level who have in the global network and devise strategies to resolve them. strong backgrounds in operations management within a food manufacturer, In summary, you will have at least 5 years experience in a similar level retailer, wholesaler or food service company. Critical to your success will be position, possess strong commercial and sector specific contract your considerable experience of leading large logistics estates as well as a documentation expertise and have an in-depth understanding of the proven track record of leading business change. Forward your CV to management and development of an international network of logistics service [email protected] suppliers. CVs to [email protected] Ref: J6112 Ref: J6181
Grange Park Court, Roman Way, Northampton NN4 5EA For further opportunities log on to Telephone: 01604 876345 3 Lancaster Court, Cressex Business Park, Coronation Road, High Wycombe, Buckinghamshire HP12 3TD www.bis-henderson.com Telephone: 01494 620160
Cert No. 9742 Partner ISO 9001
70 FOCUS MARCH 2015 Search & Selection | Permanent Recruitment | Interim Management | Supply Chain Consulting
Head of Retail and Consumer Goods Sector Contract Manager South West or London West London
Salary to attract the best candidates £65,000pa + benefits A leading procurement and supply chain consultancy seeks an energetic, driven Carrying a high degree of accountability and autonomy, this highly visible position and innovative sector leader with strong experience of the Asian market. This role will play an important role within the sector and Division. The site represents a major has full responsibility for the Retail and Consumer Goods sector and is part of the company’s growth strategy and will be an extremely high profile accountable for strategy, growth and execution within the business. You will take undertaking due to the mix of customers it will service. The role’s main purpose is responsibility for the business development cycle of procurement and supply to provide leadership and operational direction to deliver cost effective operations chain services and procurement software; from identification of target organisations, with outstanding levels of customer service. You will need the skills and ability to generating breakthrough ideas and conceptual frameworks to helping solve client demonstrate operational excellence to current and future customers. You will be a problems through to closing deals and growing accounts. You will be an effective proven hands-on operator with consummate leadership skills and your desire to leader and act as a role model in developing staff across this growing organisation. deliver exemplary customer service will be complemented by your drive and Strong Degree essential. If you are a confident presenter with sound commercial enthusiasm that ensure exceptional results from a multi-disciplined team. Building a gravitas and excellent financial acumen who likes to be ‘where the action is’ then successful management team and promoting succession planning will be crucial. please send your CV to [email protected] CVs to [email protected] Ref: J5973 Ref: J6177
Warehouse Systems User Manager Sales Executive – Sea/Air Freight Milton Keynes UK – flexible
To £80,000pa + benefits £50,000-£60,000pa + car + commission – OTE £100k plus A warehouse systems and automation expert is sought to support the IT team of a This well-established business has a strong global network of their own offices. high-profile site. Being the technical interface you will support the operation on Their emphasis is Far East inbound freight, utilising the Middle East as a hub to mix day-to-day issues and contribute to developing a longer term system strategy; air and ocean service offerings. Candidates must be highly motivated self-starters delivering IT changes by supporting design approval, testing and release. You will with finely tuned time management skills. You will have a natural entrepreneurial flair design and deliver configuration changes to the WMS and design, review and coupled with the ability to switch between hunter and farmer modes. Essentially, you interrogate the WCS; collecting and prioritising operational requirements and will have the capacity to establish strong business relationships with existing and turning them into technical specifications. We seek a practical individual with a prospective UK customers. You will be adept at developing and presenting solutions realistic approach to solutions design who is able to create options that take into to them and have the capacity to be involved in complex tender processes. A account the associated risks to the operation and indeed, the business as a whole. strong knowledge of the UK freight forwarding market place is sought. First class You will be an excellent communicator who is able to deal with internal and written and oral communication skills are to expected along with high levels of IT external stakeholders across all levels including operations, suppliers and senior proficiency. Flexibility to travel within the UK and overseas is required. CVs to management. CVs to [email protected] [email protected] Ref: J6192 Ref:: J6179
Business Systems Manager General Manager UK & Europe Jeddah
£60,000-£80,000pa + car allowance + bonus £50,000pa + ex pat package Rapid growth is the current key challenge for this fashion retailer with an extensive This major shipping agency also operates a highly successful clearing and store portfolio across the international arena. Consequently, numerous development forwarding division along with a modern container repair and storage depot. Being projects are currently being undertaken or are planned. The successful candidate part of a wider group they have the advantage of being able to offer clients access will be a key member of the logistics team and will need to be a systems literate to a wide range of related services to include air-cargo, LCL, storage and cargo logistician who can drive the change agenda and work with the technical teams. consolidation and re-distribution. A commercially oriented manager is sought to Candidates need excellent retail logistics IT knowledge encompassing WMS, take ownership of the business with a focus on developing the commercial strategy WCS, upstream and global transport management and ERP applications. Ideally, in order to drive further growth. A solid operational background in Shipping your experience will have been gained within a large-scale, fast moving logistics Agency, Maritime Services and Logistics is vital. Moreover, you must be able to centre. We seek a self-starter who can work on their own initiative; an individual demonstrate a balance of strong operational understanding with success in who can make decisions, communicate across all levels and drive projects in this business development. Ideally you will have knowledge of the Middle East market fast paced dynamic environment. Flexibility to travel is essential for this role. place. Strong IT literacy is essential including a proficiency in systems such as Forward your CV to [email protected] Softship, MS Office and SAP. CVs to [email protected] Ref: J5585 Ref: J6172
www.ciltuk.org.uk 71 APPOINTMENTS
Supply Chain Bus Station Director Solutions Supervisor of Fleet Manager
CEO Consumer Food & Retail
Looking to fill a vacancy? To discuss your advertising needs, call us today
Nicky Peacock 01536 740153 [email protected]
72 FOCUS MARCH 2015 Raising standards with distance learning Contact the Professional Development Department for further information today 01536 740166 [email protected] www.ciltuk.org.uk
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