DOCSLIB.ORG

Achieving High Performance in the Post and Parcel Industry Accenture Research and Insights 2015 Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Achieving High Performance in the Post and Parcel Industry Accenture Research and Insights 2015 Contents Achieving High Performance in the Post and Parcel Industry Accenture Research and Insights 2015 Contents Foreword 3 Executive summary 4 State of the industry 5 High performer highlights 8 Defend the core business 8 Invest in the parcels opportunity 10 Diversify selectively 12 Being digital 14 Strategic priorities 18 On the horizon 20 Research methodology 22 2 Foreword The last mile is under attack. In a Traditional players be warned: strategies seismic market shift, we have moved are being upended. Historically, density from integrators and postal companies has been king as post and parcel players competing for market share, to extensive worked to fill their vast networks and experimentation and significant venture grow volumes. Now, flexibility matters— capital for last-mile delivery start-ups. perhaps far more than network size. Non- Ironically, these start-ups are powered traditional players can scale their networks by the same technology that is fueling up and down rapidly to suit market the parcels eCommerce boom—better conditions, shedding excess capacity when smartphones connected by faster they no longer need it and drawing on networks and driven by lower cost cloud extra capacity to meet high demand. Such platforms. Digital is at their core, which agile competitors can cherry pick where means these players can respond in a and when they serve, riding the waves of way that is inherently nimble, consumer- volatility that business-to-consumer parcel centric and flexible—aspects that volumes dictate. Brody Buhler traditional players struggle to maintain. Global Managing Director Digital is the powerhouse. Our analysis While these resultant new business Accenture Post and Parcel models are experimental, they can have shows high performers in the post and a dramatic impact in a world of big bang parcel industry are taking advantage of disruption. “Wait and see” is simply not digital technologies, such as mobility an option. and analytics, to accelerate the pace of change, enable new competition, inspire This situation is fed by fast-changing new consumer expectations and, perhaps retail models focused on speed. Retailers most importantly, drive growth in parcel such as Google and Amazon1 are building volumes. Now, more than ever, it is nearby fulfillment centers. Traditional important to not only embrace digital brick-and-mortar businesses have entered but to be digital. Yet as our new digital the fray, recognizing that their stores performance index and 2015 research are effective local fulfillment centers. In shows, being digital is no easy task for this way, a network is far less important post and parcel organizations. than effective last mile delivery and retailers are readily embracing the I am excited by the opportunities of these speed and features provided by these changing times. With the right digital new models. Large retailer Macy’s, for investments and bold moves, our research example, has partnered with Deliv to offer shows post and parcel organizations can fast, local deliveries from their stores.2 compete effectively in the marketplace. This demand for speed is also creating These early successes offer evidence shorter, bigger peak periods, where the that it is possible for post and parcel capacity of existing networks is simply organizations to not only navigate the overwhelmed for short, but important digital transformation necessary for time frames. With retailers adapting long-term survival, but also to thrive in their shipping models and eCommerce the new eCommerce-driven marketplace. creating significant changes to customer I look forward to discussing these findings expectations and demands, it is small with you in the coming months. wonder parcel delivery is under threat. Brody Buhler 3 Executive summary In last year’s postal report we identified Being digital On the horizon that high performers maintain three strategic priorities: defending the core Digital is clearly a game changer, Internet of Things (IoT) business, growing the parcels opportunity, whatever the industry. Successful digital The IoT has the potential to create and diversifying selectively across their investments so far are primarily focused new sources of revenue―not only by retail, logistics and delivery networks. on managing costs and improving embedding digital technologies within the They execute these priorities within the productivity. Now, the focus needs to organization, but also by extending into a context of being a digital organization.3 In turn toward investments that generate broader digital ecosystem of customers, 2015, our top five performers—Singapore revenue. We created the Accenture partners and connected products. Post Post, bpost, Posten Norge, UPS and Poste post and parcel digital performance and parcel organizations could use the Italiane—are employing these successful index to evaluate companies according IoT to create new data-driven businesses strategies to place them ahead of the rest. to their current digital capabilities and identify the gaps required to make digital and unprecedented improvements in the customer experience. High performer highlights “business as usual.” Drones Defending the core business Strategic priorities As we have seen in the media, Despite its steady decline, mail is still Our research shows there are three over the past 18 months there has the largest revenue generator for most critical areas on which post and parcel been a significant increase in drone post and parcel operators and a critical organizations should focus to deliver experimentation, with rapid progress source of cash for future investment. high performance. First, they need to in applications for autonomous drones High performers continue to defend seek out monetization of the digital (unmanned aerial vehicles) in logistic their core business to deliver strong opportunity, going beyond productivity operations. Irrespective of autonomous mail profitability. They invest in product and cost cutting to profitable digital drone delivery becoming a reality, innovation to add value and slow mail solutions that drive topline growth. drone applications are becoming more volume declines. Second, they need to implement mainstream—and could play a key strategies that address new retailer role in other solutions post and parcel Investing in the parcels opportunity and consumer demands while achieving companies will need, such as monitoring High performers show they can grow some of the same nimble scalability delivery conditions. parcel revenues through capturing market as the new market entrants to win the share and smart pricing. They continue battle for the last mile. Finally, they to exploit parcel revenues by rigorously must recognize that eCommerce-driven, focusing on improving the profitability cross-border transactions present both of B2C deliveries, while at the same time an opportunity and a challenge, reducing stimulating the growth of higher margin transaction complexities and investing B2B deliveries. to deliver an international strategy that addresses market entry, product LOGISTICS Diversifying selectively features and competitive position. High performers are growing their DELIVERY logistics business; eight out of the top DIVERSIFY SELECTIVELY 10 post and parcel organizations choose RETAIL logistics as a core diversification strategy. They also adopt a commercial mind-set GROW THE PARCELS OPPORTUNITY and business-oriented culture which tends to be catalyzed by privitization; 60 percent of high performers are DEFEND THE CORE BUSINESS privatized, versus only 10 percent of the bottom 10 performers. BE A DIGITAL ORGANIZATION The four dimensions of a post and parcel high performer 4 State of the industry Now in its ninth year, the Accenture in-depth analysis of the post and parcel industry explores the market’s latest trends and opportunities. The following factors are influencing the Figure 2. Mail revenue versus mail volume growth: 2012 to 2014 post and parcel industry: Mail revenue CAGR 2012-2014 Bubble size indicates 2014 revenues in US$ Mail volume decline is reaching 12 Growing revenue Growing revenue a plateau India Post 10 declining volume and volume From 2013 to 2014 mail volumes declined 8 by a mere 1.6 percent and have declined SingPost globally at a compound annual growth rate 6 Austrian Post of negative 2.6 percent since 2010 (Figure 1). 4 All countries are experiencing a decline in 2 transaction mail while direct marketing mail CTT CPC USPS is more stable and growing in some regions. 0 Posten Norge Indeed, postal organizations have effectively Posti RMG -2 DPDHL maintained or grown mail revenues, Poste Italiane Australia Post primarily through price increases (Figure 2). -4 NZ Post There are interesting regional differences; SwissPost -6 PostNL some operators such as DPDHL or Swiss Post La Poste Declining revenue -8 Post Nord saw minimal to no declines, while other Declining revenue and volume growing volume countries, such as Italy and the Netherlands -10 with Poste Italiane and PostNL respectively, -12-11 -10-9-8-7-6-5-4-3-2-10 12345 lost mail volumes at troubling rates. Some postal operators have launched regional Mail volume CAGR 2012-2014 cross-border mailing products, adding Note: CAGR: Compound Annual Growth Rate volume from other countries to help create Source: Annual reports; Accenture analysis successful, sustainable mail businesses. New entrants are only threatening the traditional players’ market share in countries that have historically lower mail service quality. As a result, competitive erosion appears to largely be within each organization’s control. Figure 1. Evolution of mail volume (in aggregate) Annual mail volume, in millions, and year-on-year mail volume growth/decline, in percentage Compound Annual Growth Rate (2005-2010) Compound Annual Growth Rate (2010-2014) -4% -2.6% 400,000 -2.5% 1.6% -3.8% -9.6% -5.5% 350,000 362,243 353,235 359,040 -2.2% -4.7% 345,520 -1.8% -1.6% 300,000 312,519 295,270 288,734 275,142 250,000 270,101 265,707 200,000 150,000 100,000 50,000 2014 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 0 Note: 1. Sample size 19 postal organizations included; 2.
Load more

Recommended publications
  • Research for Tran Committee
    STUDY Requested by the TRAN committee Postal services in the EU Policy Department for Structural and Cohesion Policies Directorate-General for Internal Policies PE 629.201 - November 2019 EN RESEARCH FOR TRAN COMMITTEE Postal services in the EU Abstract This study aims at providing the European Parliament’s TRAN Committee with an overview of the EU postal services sector, including recent developments, and recommendations for EU policy-makers on how to further stimulate growth and competitiveness of the sector. This document was requested by the European Parliament's Committee on Transport and Tourism. AUTHORS Copenhagen Economics: Henrik BALLEBYE OKHOLM, Martina FACINO, Mindaugas CERPICKIS, Martha LAHANN, Bruno BASALISCO Research manager: Esteban COITO GONZALEZ, Balázs MELLÁR Project and publication assistance: Adrienn BORKA Policy Department for Structural and Cohesion Policies, European Parliament LINGUISTIC VERSIONS Original: EN ABOUT THE PUBLISHER To contact the Policy Department or to subscribe to updates on our work for the TRAN Committee please write to: [email protected] Manuscript completed in November 2019 © European Union, 2019 This document is available on the internet in summary with option to download the full text at: http://bit.ly/2rupi0O This document is available on the internet at: http://www.europarl.europa.eu/thinktank/en/document.html?reference=IPOL_STU(2019)629201 Further information on research for TRAN by the Policy Department is available at: https://research4committees.blog/tran/ Follow us on Twitter: @PolicyTRAN Please use the following reference to cite this study: Copenhagen Economics 2019, Research for TRAN Committee – Postal Services in the EU, European Parliament, Policy Department for Structural and Cohesion Policies, Brussels Please use the following reference for in-text citations: Copenhagen Economics (2019) DISCLAIMER The opinions expressed in this document are the sole responsibility of the author and do not necessarily represent the official position of the European Parliament.
    [Show full text]
  • 207 Final COMMISSION STAFF WORKING DOCUMENT
    EUROPEAN COMMISSION Brussels, 17.11.2015 SWD(2015) 207 final COMMISSION STAFF WORKING DOCUMENT Accompanying the document Report from the Commission to the European Parliament and the Council on the application of the Postal Services Directive (Directive 97/67/EC as amended by Directive 2002/39/EC and Directive 2008/6/EC) {COM(2015) 568 final} EN EN Contents 1. INTRODUCTION AND BACKGROUND ................................................................ 4 1.1. Postal Services in the Digital Age ..................................................................... 4 1.2. The Postal Services Directive ............................................................................ 5 1.3. Purpose and Scope of the Fifth Application Report and Staff Working Document .......................................................................................................... 6 2. APPLICATION OF THE POSTAL SERVICES DIRECTIVE 2008/6/EC ............... 8 2.1. Transposition and Application of Directive 2008/6/EC .................................... 8 2.2. Regulation of Postal Services ............................................................................ 8 2.2.1. National Regulatory Authorities .......................................................... 8 2.2.2. Authorisation and Licensing Regimes ............................................... 10 2.3. The Universal Service: Basic Postal Services for All ..................................... 13 2.3.1. Designation of Universal Service Provider(s) ................................... 13 2.3.2. Services
    [Show full text]
  • Sujuvampi Arki Postin Strategia 2018-2020 Postin Ja Logistiikan Palveluyhtiö
    Sujuvampi arki Postin strategia 2018-2020 Postin ja logistiikan palveluyhtiö Paketit ja verkkokauppa Postipalvelut Rahti ja kuljetus Sisälogistiikka Logistiikkapalvelut Elintarvikelogistiikka Kotipalvelut Varastopalvelut Ohjelmistoratkaisut Venäjällä ja Baltiassa 2 Postin strategia 2018-2020 Toimintaympäristömme on voimakkaassa muutoksessa 1. Kaupan murros kiihtyy. Verkkokaupan kasvu kasvattaa pakettiliiketoimintaa. 2. Kilpailutilanne pysyy haastavana logistiikassa ja postipalveluissa. 3. Kirjeiden määrä vähenee lähivuosina yhä dramaattisemmin. 4. Digitalisaatio mahdollistaa uudet palvelut ja muuttaa kuluttajien odotuksia. Uudistettu postilaki. Kahden vuoden työehtosopimus posti- ja 5. logistiikka-alalla. 3 Postin strategia 2018-2020 Muuttuva kuluttajien käytös kasvattaa verkkokauppaa ja pakettipalveluja 4 Postin strategia 2018-2020 Postin ja logistiikan kilpailu kiristyy ja kansainvälistyy Ylivoimainen asiakaskokemus elintärkeä kaikissa liiketoiminnoissa Rahti ja Kirjeet ja toimitusketju- Buyer Supplier lehdet ratkaisut Paketit Palvelupisteet Ecosystem 5 Postin strategia 2018-2020 Postin liiketoiminta on historiallisessa käännekohdassa Kirjeposti ja lehdenjakelu …mutta toisaalta paketit, vähenevät… logistiikan palvelut ja uudet palvelut kasvavat Uudet palvelut Logistiikka KÄÄNNE- KOHTA Postipalvelut 2010 2015 2020 2025 6 Postin strategia 2018-2020 Asiakkaidemme arki muuttuu – kotona, töissä ja kanssakäymisessä Nopeus ja Palvelujen Oma aikakäsitys – saatavuus ja hyvinvointi nopeampi hetki sijainti Kuljetus – kuka omistaa Työelämä & tulevaisuudessa
    [Show full text]
  • Russian Foreign Minister Lavrov Visits Armenia
    NOVEMBER 16, 2019 Mirror-SpeTHE ARMENIAN ctator Volume LXXXX, NO. 18, Issue 4611 $ 2.00 NEWS The First English Language Armenian Weekly in the United States Since 1932 INBRIEF State Department ARAM ARKUN PHOTO Paylan in Turkey Parliament Discusses Opposes Turkey Genocide Sanctions, Genocide ISTANBUL (Armenpress) — Armenian member of the parliament of Turkey Garo Paylan deliv- Resolution ered a statement on the recognition of the Armenian Genocide during the parliamentary debate of the 2020 state budget draft, his Office By Nick Wadhams told Armenpress, on November 8 . “Before 1915 Armenians were living on these WASHINGTON (Bloomberg) — The lands – in Isparta, Mersin, Adana, Trabzon, Trump administration opposes Turkey Tigranakert, Bursa, and one in every five in this sanctions adopted by the House last week country was Armenian, but now we even can’t as well as a resolution condemning the fill a stadium if we gather. Of course, we didn’t Armenian genocide, arguing that the two evaporate. A great disaster took place, which, initiatives risk further straining relations unfortunately, we deny with an abjuration policy with a key NATO ally, a senior State and refuse to talk about it for already 104 years. Department official said. “Look, other parliaments talk about that, but The administration is concerned that the we say let them not talk. Let the material relat- sanctions — passed 403-16 in the House Ruben Vardanyan congratulates Mirza Dinnayi at Yerevan’s Freedom Square ing to this region be talked about in this region. last week in response to the Turkey’s mili- If there is a parliament in the world that should tary offensive in northern Syria — will tie its Mirza Dinnayi’s Aid to Terror Victims talk about it, that is Turkey’s Grand National hands and cut off options to resolve US Assembly because we are the sons of these concerns about Turkey’s actions, said the Recognized with Aurora Prize lands,” Paylan said.
    [Show full text]
  • New Delivery Reality for Post & Parcel | Accenture Canada
    THE NEW DELIVERY REALITY Achieving High Performance in the Post and Parcel Industry 2016 CONTENTS FOREWORD STATE OF THE POST AND PARCEL INDUSTRY HIGH PERFORMER HIGHLIGHTS BEING A DIGITAL ORGANIZATION POST AND PARCEL PRIORITIES FOREWORD It’s now a decade since Accenture started day delivery ofered broadly and at no cost to the producing these annual reports about the post and consumer. But it’s here and it begs the question— parcel industry and I can confidently say that the what next? industry isn’t just surviving, it’s stronger than ever. All of this change points toward a very diferent Many mail businesses are profitable; many more are delivery landscape—one in which digital plays a far making a real success of parcels delivery. And while more important role. This delivery reality demands digital technologies can disrupt, their potential to more speed and features at less cost. It relies on deliver innovation-led growth is where the next wave data used in new ways to fundamentally alter long- of success will be found. standing practices and models. Faced with what’s happening in retail, delivery, and marketplaces, that But these organizations must act fast. New technology change really can’t come soon enough. and capabilities are driving real changes in the way consumers behave and their expectations. They are I’ve spent 18 years in the postal industry and I can also creating new competitors that use their digital honestly say there’s never been a more exciting foundations to smash through previous barriers time to be a post and parcel player.
    [Show full text]
  • Report on Postal Definitions ERGP Report on Key Consumer Issues
    ERGP CN I (20) 8 – Report on Key Consumer Issues Cxcohcx ReportERGP on Postal Report Definitions on Key Consumer Issues Definitions TABLE OF CONTENTS 25 June0 2020 ERGP CN I (20) 8 – Report on Key Consumer Issues TABLE OF CONTENTS 1. Introduction .......................................................................................................................... 3 1.1 Background ................................................................................................................. 3 1.2. Working method ............................................................................................................ 7 2. Market evolution and consumer expectations ........................................................................ 8 2.1 Market trends & figures .............................................................................................. 8 2.2 What are the customers’ needs? ................................................................................ 15 2.3 Examples of changes applied by operators ................................................................. 18 2.3.1. Last mile delivery options .......................................................................................... 19 2.3.2. Tracking .................................................................................................................... 22 2.3.3. Improving postal services and other solutions ............................................................ 22 2.3.4 Environmentally friendly postal operators ................................................................
    [Show full text]
  • Posti Group Corporation Financial Statements Bulletin 2020
    POSTI GROUP CORPORATION FINANCIAL STATEMENTS BULLETIN, FEBRUARY 17, 2021 AT 9:00 A.M. (EET) Posti Group Corporation Financial Statements Bulletin 2020 POSTI GROUP CORPORATION FINANCIAL STATEMENTS BULLETIN, FEBRUARY 17, 2021 AT 9:00 A.M. (EET) Posti Group 1–12/2020: Adjusted operating result improved significantly, driven by rapid and flexible scaling of operations Posti Group Corporation Financial Statements Bulletin 2020 October–December Financial highlights • Net sales grew by 16.0% to EUR 455.9 (392.9) million. • Adjusted EBITDA was EUR 64.1 (34.0) million, or 14.1% (8.7%) of net sales. • EBITDA increased to EUR 56.0 (32.8) million, or 12.3% (8.4%) of net sales. • The adjusted operating result improved to EUR 33.5 (4.4) million, representing 7.3% (1.1%) of net sales. • The operating result improved to EUR 25.4 (-2.8) million, representing 5.6% (-0.7%) of net sales. January–December Financial highlights • Net sales grew by 3.1% to EUR 1,613.6 (1,564.6) million. • Adjusted EBITDA was EUR 186.5 (152.3) million, or 11.6% (9.7%) of net sales. • EBITDA increased to EUR 177.6 (140.6) million, or 11.0% (9.0%) of net sales. • The adjusted operating result improved to EUR 66.1 (36.2) million, representing 4.1% (2.3%) of net sales. • The operating result improved to EUR 55.0 (18.5) million, representing 3.4% (1.2%) of net sales. • Net debt to adjusted EBITDA was 1.2x (1.1x). • The Board of Directors proposes to the Annual General Meeting that a dividend of EUR 31.3 million, i.e.
    [Show full text]
  • New Delivery Reality for Post & Parcel | Accenture Singapore
    THE NEW DELIVERY REALITY Achieving High Performance in the Post and Parcel Industry 2016 CONTENTS FOREWORD STATE OF THE POST AND PARCEL INDUSTRY HIGH PERFORMER HIGHLIGHTS BEING A DIGITAL ORGANIZATION POST AND PARCEL PRIORITIES FOREWORD It’s now a decade since Accenture started day delivery ofered broadly and at no cost to the producing these annual reports about the post and consumer. But it’s here and it begs the question— parcel industry and I can confidently say that the what next? industry isn’t just surviving, it’s stronger than ever. All of this change points toward a very diferent Many mail businesses are profitable; many more are delivery landscape—one in which digital plays a far making a real success of parcels delivery. And while more important role. This delivery reality demands digital technologies can disrupt, their potential to more speed and features at less cost. It relies on deliver innovation-led growth is where the next wave data used in new ways to fundamentally alter long- of success will be found. standing practices and models. Faced with what’s happening in retail, delivery, and marketplaces, that But these organizations must act fast. New technology change really can’t come soon enough. and capabilities are driving real changes in the way consumers behave and their expectations. They are I’ve spent 18 years in the postal industry and I can also creating new competitors that use their digital honestly say there’s never been a more exciting foundations to smash through previous barriers time to be a post and parcel player.
    [Show full text]
  • 2017-18 Inside Posteurop EN
    PostEurop 2017–2018 Contents Introducing PostEurop � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �1 Forewords � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 2 Foreword from the Chairman � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �2 Message from the Secretary General � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3 Mission, vision, and strategy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 4 Mission � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 Organisational framework � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 Vision � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 Strategy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 PostEurop’s Recent Activities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Achievements
    [Show full text]
  • Complete Control with Centralized Payment Transaction Solution
    Case Posti Group COMPLETE CONTROL WITH CENTRALIZED PAYMENT TRANSACTION SOLUTION Katriina Järvenpää, who is responsible The OpusCapita Payment Factory solution for financial development projects at handles major of Posti Group companies’ Posti Group, is very satisfied. System payment processes centrally and in a problems are now a thing of the past and the Group’s new payment trans- controlled way. action software solution is functioning “Problems were reported all the time, dealt with all our special requests and smoothly on its own. The OpusCapita and payment transaction experts had provided help every time we have needed Payment Factory solution handles ma- to spend a great deal of time and effort it,” says Järvenpää. jor of Posti Group companies payment solving these problems.” processes centrally and in a controlled Payment transaction way. When Järvenpää was later faced with experts play a key role the transition to SEPA, she decided to Posti was, of course, already famil- Let’s return to the fall of 2011 for a mo- take action and look for a flexible and iar with OpusCapita’s services. Opus- ment. The Posti Group’s payment trans- efficient solution to help improve Posti Capita’s financial management services action system was heavy and multi- Group’s payment transaction processes. center was already responsible for Posti dimensional, and had become more The solution was provided by Opus- Group’s accounts payable, accounts re- and more challenging to manage over Capita’s centralized payment transac- ceivable, general ledger and payment the years. tion software that has been a big hit transactions. The payment transaction with everyone.
    [Show full text]
  • Altfuels Altfuels Magazine Is a Altfuels Publication of Altfuels MAGAZINE Communications Group
    AltFuels AltFuels Magazine is a AltFuels publication of AltFuels MAGAZINE Communications Group AltFuels #19 / DECEMBER 2018 NGVAFRICA LITHUANIA Scania helps launch first CNG truck pilot project With the logistics company Vlantana and natural gas infrastructure developer SG dujos Special report: NGV Africa United States Nigeria energy company goes green Californian waste collection fl eets with natural gas powered trucks speed up transition to NGVs 2 GAS VEHICLES REPORT 2018,December THE GVR AltFuelsAltFuelsGAS VEHICLES REPORT 2018, December #19 3 MAGAZINE DECEMBER 2018 Summary 36.- New hydrogen fuel cell buses expected to arrive in Korea 04.- NGV European News 08.- The Italian NGV Industry 10- Spanish port system’s fi rst natural gas 37. - Californian waste collection fl eets speed up station opens in Barcelona transition to NGVs 12.- Finnish fl eet operators lead transition to 38.- Pennsylvania allocates $2.6M to support CNG and LNG vehicles alternative fuel projects 14.- European Parliament admits role of biogas 40.- EPA recognizes Kansas initiative that to decarbonise mobility produces biogas for vehicle use 17.- LNG Section 41.- Houston transit operator achieves 10 million 22.- H2 Transport miles with CNG buses 42.- New partnership boosts LNG use in high- horsepower applications NGVAFRICA 43.- Hydrogen-powered making-pizza pickup truck exhibited in Las Vegas 24.- Nigeria energy company drives greener with CNG truck fl eet 24.- New collaboration plans to boost Egypt’s A global voice in the service of ecology and economy, AltFuels Magazine is a publication of NGV station network AltFuels Communications Group, publishing 25.- Tanzania wants to deploy 800 CNG buses in house and fairs-conferences organizer, whose website is www.ngvjournal.com.
    [Show full text]
  • Posti Group Oyj: Integrated Cost Optimization of Parcel and Ecommerce Supply Chain
    Aalto University MS-E2177 SEMINAR ON CASE STUDIES IN OPERATIONS RESEARCH: FINAL REPORT Posti Group Oyj: Integrated cost optimization of Parcel and eCommerce supply chain Veli Kangas Jussi Leppinen Juuso Leskinen Tuomas Suominen (PM) June 6, 2020 Contents 1 Introduction 2 1.1 Background . .2 1.2 Motivation . .2 1.3 Objectives . .3 2 Literature Review 4 2.1 Scheduling and Vehicle Routing Problems with Time Windows . .5 3 Data & Methods 7 3.1 Parameters and decision variables of the MILP . .8 3.2 Objective function . 10 3.3 Constraints . 11 3.4 Description of the route model . 12 3.5 Solution method and validation . 13 3.6 Data flow and parameter values . 14 4 Results 16 4.1 Results for the baseline model . 16 4.2 Results of the route model . 21 4.3 Other investigations . 22 4.3.1 Widening the machine sorting window . 22 4.3.2 Effect of transportation unit cost . 23 4.3.3 Effect of late delivery penalty cost . 27 5 Discussion 28 5.1 Reflections on the literature . 28 5.2 Assessment of the results . 29 5.3 Bonus problems from Posti . 30 6 Conclusions 32 References 33 A Self assessment 35 A.1 Overall assessment . 35 A.2 Success factors . 36 A.3 Lessons learned . 36 1 Chapter 1 Introduction 1.1 Background Logistics is concerned with the organization, movement and storage of material and people. The term logistics was first used by the military to describe the activities associated with maintaining a fighting force in the field and, in its narrowest sense, describes the housing of troops.
    [Show full text]