Intermodal Freight Transport & Logistics Best Practices

Intermodal Freight Transport
& Logistics Best Practices
Content
Promit cases
BRAVO “improving corridor quality and efficiency with BRAVO”........................................................................................ 4
COCA COLA Drikker AS “Intermodal transport on long distances”................................................................................... 7
COSMA “Container Operation System for Management and Administration of small and medium sized terminals”............ 10
HUPAC “Shuttle network with international integrated traction on transalpine corridors” .................................................. 13
NARCON “Innovative railway answer to the growing international transport needs” ......................................................... 16
PORT INFOLINK “Streamlining the transport chains in the port of Rotterdam with Port Infolink” ....................................... 19
RETRACK “unique collaboration between private railway companies”............................................................................. 22
RHINECONTAINER “Tight collaboration on the Rhine with service level agreements”....................................................... 25
RODER & UN RO-RO GROUP OF COMPANIES: “an innovative approach for sustainable intermodal transport”................ 28
SHORT SEA XML ....................................................................................................................................................... 31
STORAENSO “System traffic”...................................................................................................................................... 34
VOLVO “The “8” and “EuroBridge” ............................................................................................................................... 37
Supported by:
2
Introduction
This compendium of intermodal freight transport & logistics best practices has been selected and published by the
European Intermodal Association, which is the ‘voice’ of intermodal transport.
Sources: PROMIT ‘promoting innovative intermodal freight transport’; BESTLOG ‘logistic best practices’, VIACOMBI
‘the gateway for transport intermodality’, all three projects funded by the European Commission, in addition to a
number of specifically labelled EIA ‘Intermodal Award’ winners. Neutral Jury: EU Commission, EU Parliament, various
single EU transport associations.
New cases can be added at a later stage. Contact EIA or its research partners to find out how your company could
be included, or the conditions for winning an Intermodal Award.
Sustainable mobility has been at the heart of EIA’s EU Transport policy, promotional and communications activities
since its foundation. All transport modes and industries from port to hinterland are welcome,
with the aim of developing smart and profitable logistics solutions.
(Nr. 1)
(Nr. 1)
3
Bravo
Improving corridor quality and efficiency
4
(Nr.1)1)
(Nr.
Improving corridor quality and
efficiency with BRAVO
Starting Point
Main Achievements
Solution
x Drastic modal shift
x 90% punctuality for trains
x 99.9% reliability for documents transport
The Brenner Corridor is one of the mostly used
European freight corridors both by road and rail, which
is transiting the sensitive Alpine region. With an
objective to raise the volume of environmental-friendly
combined rail-road transport and increase rail’s market
share on the Brenner corridor, in 2002, all stakeholders
of this industry from Austria, Germany and Italy
committed themselves towards the Ministries of
Transport of the countries to the “Action Plan Brenner
2005”. This plan contains a set of measures required to
organize and ensure the short- to medium-term
upgrading of the level of service provided and improve
competitivenes in combined transport on this corridor.
Main Innovations
x Coherent open corridor management
scheme
x Interoperable rail traction
x Comprehensive quality management system
including quality agreements
x Advanced monitoring and customer
information system
x Extended & innovative intermodal services
including time table tool
x New technology to capture conventional
semitrailers
Motivation
x Improving intermodal capacity on a strongly
used corridor
x Stabilising and improving quality and
efficiency of intermodal transport to be more
competitive against road
x Establishing the basis for long term growth of
intermodal transport
Main companies involved
x KombiConsult and Hacon
x CEMAT, Ferriere Cattaneo, Hellas Transport,
Intercontainer Austria, Interporto Bologna
Lokomotion, ÖBB, Railion, Rail Cargo
Austria, Rail Traction, Trenitalia, UIRR
Implementation date
x 2006/2007
Transport/Geographical
characteristics
Coherent open corridor management
scheme:
This open corridor management scheme includes (1) an
improvement and intensification of cooperation between
the railway undertaikings and infrastructure managers,
(2) an improvement of communication and data
exchange to optimise the interfaces between parties
involved, (3) an introduction of an overall quality system
and a removal of operational bottlenecks.
Interoperable rail traction:
This interoperable rail traction involves multi-current
locomotives including train path re-scheduling,
simplification and harmonisation of locomotive approval
procedures (certification).
Punctuality
90%90%
(with(with
maxmax
tolerance
of 15ofmin)
Punctuality
tolerance
15 min)
Reliability
traintrain
delay
of 180
ReliabilityMaxMax
delay
of min
180 min
(related
to 10%
of non
punctual
trains)
(related
to 10%
of non
punctual
trains)
Flexibility
of regular
trains
up toup
48tohours
priorprior
departure
FlexibilityCancellation
Cancellation
of regular
trains
48 hours
departure
without
extraextra
charge
without
charge
Interim
time-table
modifications
within
threethree
months
after after
Interim
time-table
modifications
within
months
submittal
of request
submittal
of request
Customer
timetime
monitoring
of every
traintrain
CustomerRealReal
monitoring
of every
information
information
Reporting
of ETA
Reporting
of ETA
Co-ordinated
international
reporting
system
Co-ordinated
international
reporting
system
Rolling
rate rate
of employment
of agreed
wagon
set set
Rolling 95%95%
of employment
of agreed
wagon
Stock
Stock
Documents
99,9%
rate rate
of reliability
of transport
of accompanying
Documents
99,9%
of reliability
of transport
of accompanying
documents
documents
x Transalpine Corridor via Brenner
x Intermodal rail on various distances
5
Comprehensive quality management
system:
This includes a standard quality agreement and a
quality manual. Within the quality manual processes are
described in a standardised way. The following quality
indicators have been identified as relevant: punctuality,
reliability, flexibility, customer information, rolling stock
and documents. Quantitative goals have been defined.
Advanced monitoring and customer
information system:
x The quality management system has been
implemented and a continues monitoring and
improvement is necessary. The quality has
improved significantly on the Brenner Corridor.
The train monitoring system has been demonstrated.
Such an application
x seems to be technical and operational feasible.
x The megatrailer pocket wagon 3000 are tested
since May 2006. They seem to be technical and
operational feasible. They can improve the
flexibility and are fully compatible.
x During the BRAVO project a substantial increase
in intermodal transport could be reached.
This system provides regular information of train
position on the entire train journey, event-based
information as irregularities and their impact (estimated
time of arrival, estimated time of availability).
7,5
Scheme on extended & innovative
intermodal services including time
table tool:
6,0
+ 16 %
7,0
6,5
+ 16.2 %
This component included the analysis of the time table
requirements and the implementation of an adapted
and extended timetable.
5,5
+ 13.5 %
5,0
4,5
4,0
2003
2004
2005
2006
Main benefits
New technology to capture
conventional semitrailers for
unaccompanied intermodal transport:
This includes adaptations at the wagons and simple
construction of additional handling equipment without
additional large scale infrastructure. The approach was
an integration in existing terminal procedures.
Results and experiences
The experiences of the implemented measures are very
positive: The following results could be achieved:
x Improvement of train path allocation process and
increase of capacity for freight trains (also by
development of Intermodal rail train schedules)
x Increase of efficiency by interoperable rail
traction (but infrastructure investment are
needed on some parts of the corridor), the
advantages of interoperability are higher
productivity, higher flexibility, reduction of travel
time, reduction of shunting costs, higher service
reliability and reduction of utilisation of border
station.
6
The BRAVO project had the following benefits:
x Quality improvements relating to reliability
(maximum delay time 180 min. for trains, 90%
punctuality)
x flexibility for time-table shifts
x 99.9% reliability for transport of documents
x Customer satisfaction increases through
customer information system
x Increase on intermodal transport (Modal Shift:
5,92 to 6,86 million gross tonnes from 2005 to
2006)
x Benefits for environment and traffic on Brenner
road
Main success factors
The success of the project followed from these points:
x corridor approach
x main operators of the corridor joined the project
x focus on quality and customer satisfaction
No rivalry but close cooperation in the corridor due to a
bottle neck, which was unfamiliar and challenging for
all.
More Information
Project Website www.bravo-project.com
Contact:
Rainer Mertel
KombiConsult GmbH
Ludwig-Landmann Str. 405
60486 Frankfurt
Germany
Tel. + 49 69 79505-140
Fax. +49 69 79505-209
e-mail: [email protected]
Coca-Cola Drikker AS
Intermodal transport on long distances
7
Starting Point
Coca Cola Drikker AS
Intermodal transport on long
distances
Coca-Cola company was established in Norway in
1937. In the years after World War II the company
made arrangements with different breweries for
producing and bottling Coca-Cola products in Norway.
At the end of the 1990’s there was a disruption between
Coca-Cola Company and its collaborating partners. As
a result Coca-Cola Company opened it’s own
production plant at Lørenskog near Oslo in 1998; the
largest bottling plant for soft drinks and water in
Norway. With this new plant it was time to restructure
and reorganise the logistics for distribution of CocaCola Company’s products in Norway.
Coca-Cola Drikker AS (CCD), established in 1996, is
responsible for sales, production and distribution of
Coca-Cola products in Norway. The company is the
largest supplier of non-alcoholic beverages in Norway.
Main Achievements
x
x
x
75% of total distribution to northern Norway
goes intermodal
€ 600.000 cost savings per year
Exploitation of synergies of Coca Cola and
Mack Brewery logistics network
Coca Cola’s Supply chain to northern
Norway
The distance from north to south in Norway is in a
straight line equal to 1755 km. In addition the Northern
part has a rather low population density. The
distribution to this region seemed very suitable for
intermodal transport, about 96% goes intermodal.
Main Innovations
x
x
Flexible transportation concept, using
slower and cheaper modes where possible
and more expensive and quick
transportation where required.
Shippers collaboration creating a win-win
situation for both parties
Motivation
x
x
Optimal trade off between transport price
and services offered, taking into account
location decision and durability of the
products
Promote CCD’s environmental
engagement by using green transport
Main companies involved
x
x
x
x
Coca Cola Drikker
Mack Breweries
Logistics Service Provider
Shipping agency
Implementation date
x
The concept is evolving since 1998
Transport/Geographical
characteristics
x
Road, rail, sea transport in Norway
Shippers collaboration
The distribution of soft drinks from the warehouse in
Tromsø to the customers (grocery trade, kiosk, petrol
stations and service market) in northern Norway is
8
outsourced to Mack Breweries that accomplishes the
distribution together with their own products, mostly
beer. Coca–Cola Drikker AS orders are picked together
with products from Mack Breweries for each customer.
Distribution is carried out by truck and goes directly to
the customers without involvements of wholesaler’s
distribution networks.
In addition about 75% of the volume for northern
Norway (22.5 mln litres) is license-produced by Mack
Breweries in Tromsø and 25% (7.5 mln litres) is
produced at Lørenskog.
Mode selection
CCD had three options to go from their production
location in Lørenskog to its warehouse in Trømso.
1. Intermodal road-see-road (1899 km)
2. Intermodal road-rail-sea-road (1633 km)
3. Road only (1639 km)
Benefits and costs
The products to be transferred from the Coca-Cola
Drikker AS plant (Lørenskog) to the warehouse
(Tromsø) are divided into three groups dependent on
the products durability.
x
“Slow-movers” are products with long
durability. These products are via road-searoad leg.
x
Short duration products are transported by
road-rail-sea-road leg.
x
Urgent transports to prevent from selling no
are transported by truck. This happens
occasionally in summertime.
Coca Cola gaines almost € 600.000 per year through
using “slower” and less expensive transport modes
where possible.
CCD cooperates with a shipping agency for the sea
transport and with a forwarder for the selection between
option 2 and 3.
CCD gives the forwarder and shipping agency
information on what kind of product has to be
transferred. The forwarder and shipping agency then
organise the transport. Service requirements as
transport time, temperature, number of shipments a
week and transport volumes are set by CCD. For the
truck only transport the forwarder uses either its own
trucks or trucks on fixed contract. The departure of the
sea transport from Bodø to Tromsø is coordinated with
arrival of the freight train from Oslo. The service is
offered once a week.
Contract agreements
The main contract with the forwarder and shipping
agency is lasting for 3 years, but on the background of
changes in the market (volume, price etc.) the service
requirements are negotiated and settled for one year at
the time. The forwarder and shipping agency coordinate
the shipments from Coca-Cola Drikker AS with
shipments from other customers that have Tromsø as
destination.
Strenghts and weaknesses
The solution of CCD has the following strengths:
x
Single point of contact per supply chain
x
Seamless transport solutions
x
Coca Cola does not run the risk of
underutilization of the transportation assets
CCD considers the following weaknesses:
x
Low frequency and long transport time for sea
transport
x
Lower punctuality of sea transport due to
weather conditions. Coca Cola solves this by
using license production in Tromsø
More Information
Contact:
TOI: Olav Eidhammer ([email protected])
Coca Cola Drikker AS: Idar Brunvoll
Product
by
durability
Slow-movers
Short duration
Urgent
transport
Total
9
Mode
RoadSea-Road
Road-RailSea-Road
Road only
Transport
distance
(km)
Transport
time (hours)
1899
168
1633
40
1639
25
Volumes,
a year,
Mln. litres
Logistic
costs,
€/1 000
litres
Logistic
costs,
€ x1.000/
year
5.000
123,30
617
1.050
218.50
229
0.250
6.300
240.0
60
928
Cosma
Container Operation System for
Management and Administration
10
COSMA
Container Operation System for
Management and Administration of
small and medium sized terminals
Situation
The circumstances which led to the development
of this system are based upon the unique needs
of the target group: SME-terminals do not have
large resources for IT-staff to maintain software
programs and adapt data according to fast
changing layout of the yard with restricted
ressources. Furthermore, a unique trimodal
operation of each terminal makes the situation
worse. Available programs that time were highly
complex, rather expensive and too inflexible for
the target group.
Main Achievements
x
x
x
Support of daily tasks at container
terminal management
Transparency of each working process
Ability to work on modern intermodal
container terminal
Solution
Build around a fixed kernel offering basic
functionality,
different
specifications
are
implemented and can be used independently.
Main Innovations
x
x
x
x
Integration of all surface transport modes
into one single software program from
scratch
o
Rail
o
Road
o
Vessel (IN, DS, SSS)
Sizeable application according to customer
needs by means of a modular system
Integration of a fully automated crane
control
Any stored information can be displayed
using 3D-Visualisation at any time
Motivation
x
x
x
Support the user for fulfilling his daily tasks
at container terminal management
Offer a system for SME’s with their special
technical and organizational requirements
at an attractive price
Implement a system for different surface
transport modes without prejudice
Main companies involved
x
ISL and ordering customer
Management:
x
x
x
x
Planning:
x
x
Implementation date
x
2004 - 2007
Transport/Geographical
characteristics
x
x
Implementation is available worldwide
through modular language
Used in Germany today with German User
interface
booking of containers
management of master data
information about containers
analyzing container movements
general booking information according to
various criteria
y
evaluation of current container
er type etc. stock
optionally differentiated by arrival time,
ship owner or container type etc.
Visualisation:
x
x
design of any container
stacking area including
any container slot
show
current
slot
allocation in 3D at any
time
11
Objective:
Effective management and administration of a
terminal gets challenging proportional to its
throughput. In order to be aware of the current
status the working process should be transparent
and the operator should have anytime access to
each part of information needed to conduct the
business. This system delivers the variety of
information needed as soon as data is fed in from
different sources.
The three main parts are:
total overview on all containers, a view into a
single container stack level is provided. With just
one mouse click onto one slot within the 3D
model, the user receives detailed information
about the single container just selected.
Container management
The administration of the vessel arrivals facilitates
the preparation for future vessel discharging and
loading processes. Loading lists that are already
forwarded to the terminal before a vessel arrives
are processed by the COSMA system, which
makes it possible to enter the expected container
movements as a so-called advance booking. This
makes it possible to prepare the pre-stacking of
the export containers for a definite vessel, which
reduces the duration of the vessel services, and
speeds up the booking procedures after the
vessel services.
With the aid of advance bookings, booking lists
can be generated and used for a smooth
operation in the terminal stacking area.
Quay side and land side (differentiated between
truck and rail operation) container import and
export movements are booked separately. This
makes it easy to generate lists containing the
actual data needed by terminal operators,
shipping agents, forwarders etc..
Results and experiences
x
x
Main benefits
x
A Uniform proceeding is used in each
booking mode.
x
The ability to work with external data is
implemented.
x
A sophisticated container storage strategy
reduces costs due to reduction of
unnecessary moves
Evaluation
As all terminal specific processes are handled by
the same system, a detailed evaluation of these
processes is possible. Consequently, the
complete operation process becomes transparent
and the terminal operator gains access to
information about e.g. the actual container stock
at any time, optionally differentiated between
import and export containers, which are ordered
by arrival time, container type, order number or
shipowners.
With the COSMA system it is not only possible to
retrieve any information about each container
stacked on the terminal like container
identification, weight, destination, size and
content, but it also provides general booking
information analysed according to various criteria
Stacking area administration
In addition to the specific functions for container
booking, the COSMA system contains a complete
stacking area administration. With COSMA, it is
possible to design any container stacking area
including each container slot.
The stacking area plan is used to show the
current slot allocation in 3D any time. Apart from a
12
COSMA increases the complete yard
utilization, handling speed and overall
productivity
The Graphical User Interface allows
intuitional use of the system
Main success factors
x
The software had to run on existing
hardware. Special attention was drawn to
o Data processing
o Visualisation
o Bandwidth of Data exchange
More Information
Project Website
(including movies of the 3D-animation)
http://www.cosma.isl.org/ (German)
http://www.cosma.isl.org/index.php?lang=en (English)
Contact:
Marcus Engler
Institut für Seeverkehrswirtschaft und Logistik
Universitätsallee 11-13
28359 Bremen
Germany
Tel. +49 421 22096-25
Fax. +49 421 22096-55
e-mail: [email protected]
Hupac
Shuttle network with international
integrated traction on transalpine corridors
13
(No. 10
Hupac shuttle network with
international integrated traction on
transalpine corridors
Starting Point
The Hupac Group is a European wide intermodal
operator with a share capital of 13 million EUR and a
turnover of almost 300 million EUR. The company
operates a shuttle net for continental and maritime
inland servicesand a Rolling Motorway Service.
Intermodal transport faces quality and efficiency problems. On border crossings usually staff and equipment
(traction) had to be changed due to national regulations
and procedures. This was cost and time consuming and
the split of responsibilities between the national railways
had a negative impact on the efficiency and quality of
the intermodal transport chain. The railway market
liberalization in Europe lead to new opportunities to
organise and operate the railway main haul.
Main Achievements
x
x
x
x
x
x
Strong an reliable intermodal network
Improvement of overall system
performance
Increase of quality
Simplification of transport procedures
Reduction of interface points
Quick reaction in case of irregularities
Main Innovations
x
x
x
x
x
International Integrated Traction
Tendering process for railway services
Comprehensive intermodal network
One stop shopping
Tracking and tracing
Motivation
x
x
x
Need to increase productivity, efficiency
and quality
Solve problems at border crossings
Need to improve the customer service
Main companies involved
x
x
HUPAC
Railways as SBB Cargo, Railion,
Rail4Chem, Ferrovie Nord Cargo,
Trenitalia Cargo
Targets
x
Direct Shuttle train connections with the most
important European ports, consumer and
production areas
x
Strong and reliable network for transport
operations in combined traffic
x
One Stop Shopping for the customers due to
efficient logistical solutions
x
Increasing productivity by integrated traction
x
Tracking and tracing services
x
Punctuality over 90%
x
Operation without subvention of the
government for the use of the railway lines
HUPAC Shuttle Network:
Since 1990 Hupac builded up a European intermodal
shuttle network with 3 services in combined transport:
x
Continental services: Terminal-to-terminal
transport connections between Europe's major
economic areas.
x
Maritime inland services: Inland transport
from/to ports in the Mediterranean and in the
North Sea additional delivery services, also
called maritime land bridge.
Implementation date
x
x
x
Since 1990: shuttle network development
and extension
2003/2004: Tendering process for railway
services
2005: International Integrated traction
Transport/Geographical
characteristics
x
x
Intermodal rail/road trasnport
Transalpine corridor
x
Accompanied combined transport: Hupac also
offers a Rolling Highway service for fast
transalpine connections.
Today there are more than 110 trains a day connecting
intermodal terminals.
14
CESAR stands for “Co-operative European System for
Advan-ced Information Redistribution”. It is the European
customer information system with information servicees,
booking services and tracking and tracing services.
Results and experiences
The results and experiences of the HUPAC shuttle
network development and integrated traction are very
positive. The HUPAC intermodal volumes increased in
the last years.
International Integrated Traction:
2005 was the first year with international integrated
traction which means that there is only one operator
and one interface between HUPAC and the operator.
Every traffic relation of the HUPAC Shuttle Net and
Rolling Highway services has been entrusted to a single
railway company, from origin to destination. For each
relation, HUPAC has selected the most advantageous
railway company, both in terms of costs and of overall
service quality.
The adjustment from national to international integrated
traction is tantamount to a revolution on the European
rail landscape. The rate of punctuality has seen further
improvement and it was possible to increase
productivity.
Whilst in 2007 the punctuality rate of the trains rose by
4 % from 71 to 75%, Hupac is abiding by its interim
target of 80% punctual trains for 2008.
With the integrated traction Hupac take part in the
modal shift which is a high prioritised political goal of
the Swiss government. In 2006 612’000 trucks could be
shifted from the road to intermodal transport.
Main benefits
With the integrated traction Hupac reaches competition
between the railway operators. The benefits of a single
railway company on a shuttle connection are:
Terminal Infrastructure/Equipment:
HUPAC use mostly its own operated terminals (today
10). At these terminals HUPAC can handle every type
of containers which is used in general in intermodal
transport. Hupac is using partly own resources containning railway wagons, main line locomotives and shunting locomotives. Hupac invests in own resources
mainly to be independent.
x
utmost simplification of transport procedures
x
the reduction and possibly the removal of
interface point
x
improvement of overall system performance
x
clear increase in quality and productivity
x
quick reaction in case of irregularities.
Main success factors
x
Market liberalisation and competition between
the railways
x
Strong intermodal service provider who takes
the initiative
x
Increase of productivity by integrated traction
IT-Applications:
x
HUPAC introduced its GPS based system e-train in
2006. Trains are equipped with a GPS sensor. So the
positions of all trains are known. This data goes into a
software platform called GOAL (Global Application for
Logistics). Goal is also connected to CESAR.
Performance in conformity with the market
(Reliability, flexibility for extra trains, product
development, innovative rolling stock, IT)
x
Harmonisation of technical systems.
More Information
Irmtraut Tonndorf
Communication Manager, Hupac Intermodal SA
Viale R. Manzoni 6
CH-6830 Chiasso
Tel. +41 91 6952936
Fax +41 91 6952801
mailto: [email protected]
15
Narcon
Innovative Railway Answer to the
Growing Intermodal Transport Needs
16
NARCON – Innovative Railway
Answer to the Growing Intermodal
Transport Needs
Main Achievements
x
x
x
Modal shift of 200.000 trucks - equal to
30.000.000 trucks-km per year to rail
Wagon rotation average 20 trips per month
(EU average around 3 trips/month)
65% utilization of trains
Main Innovations
x
x
x
x
‘Vertical shunting’ method
Special wagon pool
Day A/B delivery time and availability
of daily departure/arrival in
programmed timetable
Quality management system
Motivation
x
x
x
x
x
x
Increasing economy / traffic flows
Large infrastructure works on the Ring
of Antwerp and motorways network in
Ardennes
Expected traffic jams in and around
Brussels and Antwerp
Improving intermodal capacity on
existing corridor
Improving customer service and
flexibility
Contributing to sustainable mobility
Main companies involved
x
x
B – Cargo (Belgian railways / freight)
Inter Ferry Boats (IFB), TRW, H&S
ContainerlLine ,
Implementation date
x
2004/2005
Geographical characteristics
x
x
x
Belgium
Intermodal rail on domestic and
international distances
End-haulage by private terminals offering
road / logistics to Germany, France, Lux.
Starting Point
(No. 6)
NARCON stands for ‘National Rail Container
Network’ and is based on planning train
connections between container terminals in
and out of the port of Antwerp, using fixed
wagon sets allowing an optimal rotation of the
wagon park. It combines various players
(railways, terminals, intermodal operator,
ports, stevedores,…) in a reliable and
intermodal transport chain.As the volume of
containers handled in the port of Antwerp has
been growing constantly, while large
infrastructure maintenance works had
growing negative impact on motorway
networks, an alternative solution was
searched and found in creating Narcon.
Solution
Daily programmed train shuttles between the
Hinterland and the main Antwerp docks are
provided. Transhipment is being done at a
main hub (also serving as buffer for
fluctuations on maritime side) via vertical
shunting by moving the containers while the
wagon sets stay together. Especially the day
A/B delivery time between a specific dock in
Antwerp and inland terminal is very attractive.
Port-hinterland network & capacities
Antwerp is one the leading railway ports in
Europe, with a rails over 1.000 KM of tracks
interconnecting the docks and the industrial
areas. Terminal Mouscron is perfectly located
for further road delivery to the region of Lille
and even to Paris. France and the hinterland
of Reims can be served by the terminal of
Châtelet-Charleroi. Road delivery via Athus
up to final destinations around Strassbourg
and Karlsruhe is possible. Total annual
system capacity: 24 trains/day X 5 days/week
X 50 weeks/year = 6.000 trains/year.
Meanwhile IFB added some direct shuttles,
but the basic system stays valid.
Vertical shunting method
Arriving at the main hub from the inland
terminals or docks, containers are moved by
gantry cranes from one wagon to another
wagon. This system allows working with fixed
wagon sets, which both guarantees a
respected transit time as well as a better
wagon rotation.
17
Fixed shuttle train compositions
Results and experiences
The system is based on fixed shuttle train
compositions out of a fixed Narcon-pool of 4axxle 60’wagons. All maritime containers of
type 20’, 40’ and 45’ are accepted. Each train
connection (per direction of traffic) is based
on a fixed set of 27 4-axled wagons, for an
equivalent of maximum 81 TEU and 1600
TBR (gross ton weight). Based on the above
figures, Narcon offers at the start a total
yearly capacity of 243.000 TEU, and mid
2008 a capacity of 300.000 TEU
The experiences of the business concept are
positive:
Special wagon pool
B-Cargo has created a special wagon pool of
about 400 4-axled wagons. Each wagon
makes approx. 20 trips per month. Knowing
that the rotation average of railway wagons in
Europe is around three trips a month, this is a
magnificent result! Damaged wagons are
immediately replaced in the pool.
Day A/B delivery time and availability
of a daily departure/arrival in a
programmed timetable
The quick delivery time is one of the major
arguments that convinced the customers of
the efficiency of the Narcon-concept: the
containers leave on departure side as late as
possible in the evening of day A and arrive on
the destination terminal as early as possible
in the morning of day B. Delivery between
main hub and other terminals or warehouses
can also be assured by truck.
Roles, responsibilities and partners
Several customer relations are present in the
global context of the Narcon-services: BCargo sells its traction package to the
intermodal operator IFB, who provides a total
logistic package (rail traction, terminal
handling, truck delivery, administration,
monitoring) to the inland terminals. These
terminals sell on the transport organisation to
their final customers as part of the total sales
concept. Most worldwide known shipping
lines are daily users of the Narcon system:
Maersk, MSC, K-Line, Norasia, OOCL, CMACGM, Grimaldi Group, CSCL, COSCO,
Hapag Lloyd, etc.
18
x
x
x
x
x
By the end of 2005 the system had
doubled its transport result. The 6000
programmed trains have circulated. Mid
2008, Narcon is transporting 20.000
TEU/month
In the period 2005- 2008 a significant
evolution has taken place: the domestic
intermodal traffic has increased up to
80% of the total intermodal volume.
Narcon now represents 47% of this
domestic transport volume. The system
foresees a positive future development.
The system of fixed wagon sets allows an
optimal rotation of the wagon park. The
utilisation degree of the trains reaches an
average of 60 to 65%, guarantying the
necessary flexibility.
Narcon proves that rail and road can
perfectly fit together.
Main success factors
The success of the project followed from
these points:
x
x
x
Focus on quality and customer
satisfaction
Constructive approach of all involved
companies
Support of Belgian Government. A
subsidy envelope of 30 million € (in
total, for all operators) per year has
been granted to the intermodal
operators
More Information:
www.interferryboats.be
[email protected]
* Winner ‚Intermodal Award‘ (EIA) 2005
Port Infolink
Streamlining the transport chains
in the port of Rotterdam with Port Infolink
19
Streamlining the transport chains in
the port of Rotterdam with Port
Infolink
Starting Point
The port of Rotterdam is the largest sea port In Europe
and one of the busiest worldwide with a wide number of
intermodal transport chain actors interacting within the
port. In projects “Vrachtbeurs” and “PROMISE”
customers and government of the port demonstrated
the need for the development of a Port Community
System (PCS). In response Deltalinqs, Customs
(Douane) and the Port Authority of Rotterdam founded
Port Infolink in August 2002. The port community
system covers the whole spectrum of transport modes
that meet at the port enabling modal integration from
ship line to hinterland by short sea, barge, rail and road.
Solution
Port Infolink’s scope of work distinguishes three layers:
The primary objective of Port Infolink is the
optimization of the processes in the transport chains
that run through the port of Rotterdam by means of
on-line information and communication services to
boost the efficiency levels of its customers. This
port-wide ICT platform is an essential instrument for
streamlining the transport chains in the port of
Rotterdam.
x
On the organisational layer are the (shipping)
agents and forwarders. Port Infolink provides
services for all main players in the port and
supports import and export flows of all freight
transport.
x
The physical layer consists of shipping
companies, terminals, depots, ships, barge, rail
and truck operators.
x
On the facility layer are the Port Authority of
Rotterdam, Customs, veterinary inspection,
insurance companies and banks. Port Infolink
supports governmental reporting (B2G) and
important B2B processes.
Main Achievements
x Port Infolink has shown in the last 5 years to be
able to grow to 3000 users in and around the
port sending approximately 1.25 million
messages every month.
Services for all key
actors
in the
port
Services
for all
key
actors
in the port
logistics
x The PCS assists in overcoming the problems
related to the exchange of information, e.g.
different standards used, between the
intermodal transport actors thus facilitates the
information flows, produces significant cost
savings to its users and boosts the efficiency of
the intermodal transport chain
Organisational
Organisational
The Board of Directors consists of directors from big
market players, Customs and Port Authority. Port
Infolink is an independent enterprise with the Port
Authority of Rotterdam being the sole shareholder.
Port Infolink is a market-driven service provider with
a port-wide focus. The organisation has three
compact departments:
x
Marketing and Sales;
x
Product development;
x
Operations.
Implementation date
Forwarder
Forwarder
Agent
Agent
Ships
Ships
Shipping
Depot
Terminal
Trains
Shipping
line
Depot
Terminal
Trains
line
Trucks
Physical
Physical
Trucks
Facilitary
Organisation
Port infolink supports import
Port and
infolink
supports
import
export
flows
from all freight
and export flows from flows
all freight
flows
logistics
Facilitary
Port Authority
Rotterdam
Customs
Port Authority
Rotterdam
Port infolink supports auhority
notices (B2G) and the main
B2B processes
Port infolink supports auhority
notices (B2G) and the main
B2B processes
Veterinary
inspection
Customs
Bank
Veterinary
inspection
Bank
Port infolink develops
generic applications, not
company specific
Port infolink develops
generic applications, not
company specific
The Port Community System enables all the links within
the port of Rotterdam’s logistics chain to efficiently
exchange information with one another.
The Port Community System comprises of three basic
parts:
x
Information and communication services;
x
A platform that contains all the facilities that are
commonly used for all the services;
2002 to present, on-going development
20
x
A central database where all the information that
is exchanged through Port Infolink by the
customers (companies and government bodies)
comes together.
Within the platform itself, a distinction is made between
three kinds of tools:
x
Domain tools that are specifically geared to the
port, such as, for example, reference tables
containing vessel names. All the Port Infolink
services make use of these tools;
x
Generic tools with general basic functions – such
as security, authorization, management and
‘logging’ – that make sure the various services of
Port Infolink (continue) to run properly;
x
Implementation
tools
that
provide
the
cornerstones for the realization of new services.
x
Statement harbour dues
x
Transport order
These PCS services benefit the market via a variety of
cost reductions:
x
Decrease of costs in engagement;
x
Decrease of costs in ICT management;
x
Decrease of labor costs, as a result of less
mistakes that need to be corrected;
x
Overview in the operational processes;
x
Better management information;
x
Increase productivity and decrease of labor
costs;
x
Improved services to customers;
x
Improved accessibility for the users;
x
Decrease of phone and fax costs;
x
Decrease of paper costs;
x
Increase number of checks;
x
Quicker scheduling of containers;
x
Re-use of data;
x
Minimal interruptions of the logistic process;
x
Quicker working and cost efficiency;
x
Better use of hinterland transport capacity;
x
Quicker turn-around time in the port;
x
Better overview of the state of the process.
Main benefits
Added value for businesses:
x
enhanced efficiency
x
lower costs
x
higher service level
x
better planning
x
quicker turnaround times
x
fewer mistakes
Added value for society:
x
x
Results and experiences
The following services have been implemented
(November 2007) :
¾ Agent infolink: services for cargo handling agents
¾ Authority infolink: services for government agencies
¾ Barge infolink: services for barge sector operators
¾ Customs infolink: services for customs
¾ Depot infolink: services for container depots
¾ Forwarder infolink: services for forwarders
¾ Rail infolink: services for rail operators
¾ Road infolink: services for road transport
¾ ShipLine infolink: services for shipping lines
¾ ShortSea infolink: services for shortsea shipping co.
¾ Terminal infolink: services for terminals
In close consultation with the port business
community, Port infolink constantly aims to expand
and improve its services. The following services were
under development:
21
x
Cargo information - Bulk
x
Notification waste disposal
x
Notification dangerous goods
Multimodal transport becomes more competitive,
potentially leading to a reduction of environmental
harm.
Competitiveness of Rotterdam as mainport in The
Netherlands and related employment, economic
growth, etc.
Main success factors
x
Strong logistics knowledge which enables Port
Infolink to be accepted by the community.
x
Active and intense consultation of the actors in
the port community, in order to develop only those
messages that are considered important by the
various actors.
x
Neutral position and confidentiality and security of
data.
x
The system is available 24 hours per day, 7days
per week for all parties involved.
More Information
Contact:
Mr Marten van der Velde
Tel: +31 (0) 10 252 22 00
Fax: +31 (0) 10 252 22 50
E-mail: [email protected]
Web-site : www.portinfolink.com
Retrack
Unique collaboration between
private railway companies
22
Starting Point
RETRACK, unique collaboration
between private railway companies
The European Union’s (EU) transport policy aims for a
transport system that meet society’s economic, social
and environmental needs. The EU stimulates comodality, i.e. the efficient use of different transport
modes in a transport system on their own and in
combination. This offers the best guarantees to achieve
simultaneously a high level of mobility and
environmental protection.
Unless this attention, the European rail freight transport
market still has a slower growth rate than the overall
European transport market, mainly because the offered
rail freight operations by existing incumbent operators
are fragmented and in general not reliable. The
European Commission is stimulating the development
and demonstration of new intermodal rail freight
solutions as an effort to revitalize rail freight transport
and improve its market standing.
Main Ambitions
x
x
x
To develop, demonstrate and implement
an innovative and viable rail freight service
along an East-West axis in Europe
One year pilot, 3 Roundtrips per week
Single leg 80 hours
Main Innovations
x
x
x
Unique collaboration between private
railway undertakings
Seamless door-to-door transport
Innovative ICT solutions include a virtual
European Train Control Centre and a
Customer Information centre
Connecting two main ports
Rotterdam and Constantza are two important European
mainports. Rotterdam grows approximately 10% per
year. Constantza is much smaller but even realized a
growth of 39% in 2007. Good hinterland connections
are crucial for further growth. A rail freight service
connecting both ports would provide enormous
opportunities
Motivation
x
x
x
x
Improving the competitiveness of small and
medium-sized European railway
undertakings (time, cost, service quality)
Improving the interoperability between
railway undertakings
Braking down communication barriers
Enhancing collaborative SCM
Main companies involved
x
x
x
x
Forwarder: Transpetrol
Private railway : Rail4Chem, LTE, CER,
SERV Trans
Research : TNO, TOI, Newrail, TCI Rohling
ICT: Soptim
Implementation date
x
2009/2010
Transport/Geographical
characteristics
x
Rail corridor Rotterdam to Constantza
Solution
The RETRACK project is applying an innovative rail
freight service concept to the movement of rail freight
across Europe. This is being achieved through the
design, development and implementation of a
commercial viable trans-European rail freight service
along the rail corridor between Rotterdam, The
Netherlands and Constantza, Romania on the Black
Sea. The solution will be tested in a pilot that will be
running for one year, thereafter being commercially
viable.
23
Result
Network approach
A sustainable new market tested rail freight service,
which fits into the Supply Chain Management
requirements of the users, supported by innovative IT
solutions allowing for seamless door-to-door transport.
Retrack evolves from a single corridor approach into a
network approach. The Retrack partners collaborate
with trainoperators in France (Raillink) and Germany
(Hupac) to combine their networks, creating a more
stable cargo flow from west to east and thus sharing
risks of underutilization of assets
Main challenges
x
x
x
x
x
x
x
x
x
Several border-crossings - threats to time,
punctuality and reliability
Dealing with infrastructure bottlenecks and highcost of network fees
Integration of individual partner’s business
processes
Standardisation of individual operator’s service
quality
Dealing with financial risks and internal and
external competition pressures
Transport safety, and liability for cargo damages
Application of ICT technology for venture’s service
management
Efficient data exchange and commercial data
security
Fulfilment of European legal and social
requirements
Virtual European Train Control Center
Collaborative business model
To realize interoperability between the railway
undertakings a virtual train control center is developed
allowing for IT based data exchange (Orders, planning
data, production data) in real time and on a strategic,
tactical and executive level
The IT system will include services for collaborative
Supply Chain Planning and Execution, Supply chain
event management as well as a customer information
center with proactive messaging in case of delays and
other exceptions.
The most suitable model for the start of the RETRACK
service appears to be an anchor model, in which a few
anchor customers commit themselves to reserve the
majority of the train capacity. These anchor customers
are forwarders, representing their customers. The spare
capacity can be used to apply yield management.
Transpetrol plays a key role as anchor customer and is
working on sharing the commercial risk with other train
operators like HUPAC and Raillink, who can also offer
cargo for the RETRACK service, functioning as feeder
services to the RETRACK service.
SCM
SCM
SCP
SCP
Strategic
Strategic
Tactical
Operational
Executive
Tactical
Operational
Executive
Collaborative
Strategic
Collaborative
Strategic Planning
Planning/
Planning
PlanningProduction
Production Planning/
Planning
Month
Month
-Alert
-Alert
Management
Management
-Order / Procure
-Order / Procure
Scheduling
Scheduling
Opt.Opt.
Resource
Allocation
Resource
Allocation
-Solve
-SolveProblems
Problems
Week
Week
Day
Day
SCE
-Proceed
SCE
-Proceed
-Transport
-Transport
-Reaction
-Reactionon
on
changes
changesin
in
Planning
Planning
More Information
Contact:
Coordinator: Arnaud.Burgess @TNO.nl
Commercial: [email protected]
Project Website: www.RETRACK.eu
24
-Dispatch
-Dispatch
Hour
Hour
SCMSCM
= Supply
Chain
Management
SCP = Supply Chain Planning
= Supply
Chain
Management
SCEM
= Supply
Chain
Event
Management
SCEM
= Supply
Chain
Event
ManagementSCE = Supply Chain Execution
SCP = Supply Chain Planning
SCE = Supply Chain Execution
SCE
SCE
-Exception
-Exception
Handling
SCEM
Handling
SCEM
Capacity
Planning
Capacity
Planning Available-to-Promise
Available-to-Promise
YearYear
SCEM
SCEM
Rhinecontainer
Tight collaboration on the Rhine
with Service Level Agreements
25
Starting Point
Rhinecontainer
Tight collaboration on the Rhine
with Service Level Agreements
Since 1978 RHINECONTAINER maintains a regular
scheduled container service between the Benelux ports
and several Rhine and Main ports. In a regular
schedule 21 barges and barge combinations are being
exploited. RHINECONTAINER offers her customers a
quick and frequent intermodal transport alternative to
and from the rhinebank terminals.
Via seven strategically located container terminals of its
partner Wincanton (Neuss, Frankfurt, Mainz, Worms,
Mannheim, Stuttgart and Karlsruhe), and by several
"free terminals" (Emmelsum, Emmerich, Duisburg,
Düsseldorf, Bonn, Wörth, Kehl, Strasbourg,
Ottmarsheim, Basel, etc.) Rhinecontainer can offer
trimodal (barge, rail, and road) services from several
terminals in the Hinterland.
Main Achievements
x
x
x
Quick, reliable and frequent intermodal
transport to and from inland terminals
along the Rhine/Main
Collaboration between many actors
Steps forward in a very conventional sector
Main Innovations
x
x
Use of Service Level Agreements (SLA)
Implementation of KPI’s
Motivation
x
x
x
Undercapacity in the Main Ports
Unreliable transshipment times in main
ports
Customers require reliable and frequent
services, which they can incorporate in
Just-In-Time concepts
Main challenges
Main challenges
Main companies involved
x
x
x
x
x
x
Rhinecontainer
Wincanton
DeCeTe (Duisburg)
H & S Container Line GmbH
Container Allianz Niederrhein (CAN)
Haeger & Schmidt International
Implementation date
Since 1978, Contract with DeCeTe including SLA
implemented in 2007
Transport/Geographical
characteristics
x
Inland Waterway transport between
Benelux ports, Rhine and Main ports
Due to enormous increase in container traffic and lack
of transshipment capacity in the sea ports, there are
congestion problems at the sea terminals. Since priority
is given to deepsea, inland barges are confronted with
unreliable and sometimes long waiting times.
Solution
Rhinecontainer therefore tries to cooperate with both
deepsea and inland terminal operators to cope with the
congestion in ports, exploiting dedicated lines from for
example the ECT terminal in Rotterdam (contracted by
a Service Level Agreement (SLA)) to the Hinterland and
agreements on fixed terms at the APM terminal in
Rotterdam, through Maersk Line. Besides these specific
operational agreements, Rhinecontainer has strategic
partnerships with terminal operators to better guarantee
26
the service availability and quality of service in the
German terminals.
x
x
Service Level Agreements
Together with H & S Container Line GmbH,
Rhinecontainer signed a contract with DeCeTe
Duisburg for a container barge service between the
terminal and the ports of Antwerp (18 000 TEU) and
Rotterdam (70 000 TEU). The contract incorporates a
dedicated service from DeCeTe to ECT according to
strict Service Level Agreements. Goal of this SLA is to
improve the total service, with the difficult operational
circumstances in the seaports in mind.
x
x
x
Efficient operation, through low transit times and
less idle capacity
Less risk as the SLA provides some guarantees
and more control on the work process/chain.
Quality improvements because of the KPI
Market share increases from the sector in total
transport
Modal shift as barge transport regains popularity.
This contract differs from the “normal” short-time
agreements. It works as a framework, in which parties
cooperate and record commitment in reciprocal rights
and obligations. Special about the SLA is that it
explicitly considers several Key Performance Indicators:
frequency, information exchange, timing of information
exchange and sailing schedule. The second element of
the SLA considers price agreements.
Main barriers and problems
The barriers for collaboration on the Rhine are:
x
Contradictions in national legislations form an
institutional barrier. The paperwork, which is
required on board, for example differs in Belgium
and The Netherlands. Besides international
differences, national authorities also lack
consistent policies on some occurrences.
x
The competitive situation at the hinterland
terminals hinders cooperation
x
The non-cooperative attitude among larger barge
operators and holdings.
x
Insufficient chance to form partnerships.
Evaluation of the KPI’s is done on the basis of
prescheduled evaluation moments. These meetings
give partners the opportunity to reconsider the definition
and progress on the indicators. The Rhinecontainer
contract is regarded a pilot, and does not yet include
penalties and rewards.
Benefits
The benefits of strategic alliances, operational
cooperation and the new services are:
x
Improvements of the port-to-door service which
can be offered to customers
x
The supply of intermodal (barge, rail, road)
solutions to their customers (supply chain focus)
x
Diminishing of the problems resulting from
congestion at terminals in seaports
x
Scheduled services with reliable frequency,
because of combined load and destinations
27
Main success factors
Following factors are critical for success:
x
Willingness to cooperate among large companies,
both internally (chain partners) and externally
(competitors), increases
x
Change in culture: the sector is rather
conservative, resulting in outdated strategies and
business processes. Customers require integrated
intermodal services where actvities along the
corridor are well connected.
More Information
Marcel Hulsker, Rhinecontainer
Tel: +31 78 625 15 55
E-mail : [email protected]
Roder & RO-RO Group
of companies
An inovative approach for sustainable
intermodal transport
28
RODER & UN Ro-Ro group of
companies: an innovative approach
for sustainable intermodal transport
Main achievements
x
x
x
Modal shift of 4 billion ton-km per year
from road to intermodal solutions
A total benefit of 77.4 million Euros
created environmentally and socially on
one round trip scale
90% utilization of trains
Main innovations
x
x
x
x
x
x
Starting point
UN Ro-Ro group of companies are service
providers in the field of Short Sea Shipping
established for the purpose of providing Ro-Ro
services from Turkey to Italy. Towards the end of
1992, the conflict in former Yugoslavia reached
such a high level that it was no longer possible for
Turkish vehicles to transit through this territory.
Alternative transit routes (through Romania and
Hungary) were introduced, but they were not
adequate due to the bad road conditions, long
waiting time at border crossings and huge
amounts of road charges. Faced with the reality of
being incapable to trade with the rest of Europe,
these set of constraints were been shared by
various decision makers who were seeking
alternative solutions.
Solution
Creation of sustainable intermodal lines, which
enables regular transshipping of heavy goods
vehicles from Turkey to Europe through the ports
of Turkey and Trieste, Italy.
Customisation of vehicles prior to their
destination
Electronic lodging of customs transit
declarations
Transfer of semi-trailers
Integration of air + bus transport for the
drivers
Web tracking of vehicles on board
A State of the art Ro-Ro terminal: Pendik
Motivation
x
x
x
x
Increasing economy / traffic flows
Conflicts in former Yugoslavia
Improving customer service and flexibility
Contributing to sustainable mobility
Main companies involved
x
x
Roder IKT.ISL.
UN Ro-Ro group of companies
Sustainable mobility: adding value
The Project supports the general objectives of
sustaining mobility with reduced congestion,
reduced environmental impact and enhanced
safety while creating added value for users in
terms of operational and depreciation costs.
Implementation date
x
1994
Transport/geographical
characteristics
x
x
Intermodal line Pendik/Ambarli/Cesme
(TUR)-Trieste (ITA)
Europe
Web tracking of vehicles on board
Through a web site, it is possible to track the
vehicles on board of the vessel at all times. This
is very important, not only from the transport
operators’ view, but also for shippers particularly
seeking just in time deliveries for their operations.
29
Integration of air + bus transport for
transfer of drivers
The transfer of vehicles over to Trieste is realized
in an un-accompanied type of environment.
Therefore, there is a need for transferring the
drivers over to Trieste so they would be able to
pick up their vehicles once these are berthing. By
doing so, the driver is effectively saving a total of
approximately 4 days; providing a social added
value for their morale where they can spend the
time at their company headquarters. The system
can really be considered as to employ all
transport modalities available.
Transfer of semi trailers
In this mode of transport, tractor units are located
in both ports whereby, only the semi-trailers are
boarded onto the vessels. The semi–trailers are
then coupled with the tractor units located on
either side, and moved onto their final destination
as complete units. The complete units are no
longer boarded, enabling to increase the capacity
of the vessel significantly by up to 20%. This
provides the added advantage for cutting down on
operational costs, as reducing the capital
investment on trucks. Today, almost 57% of the
vehicles boarded onto the vessels are composed
of semi–trailers
* Graphical representation of how the line is
developed over a period of a decade since 1994
Terminal Pendik
The Pendik Ro-Ro terminal was put into operation
in May 2005 and plays a vital role in the
enhancement of the intermodal lines. This
moved the traffic away from the city and provided
a much ambitious and effective service. The
terminal has an open area of 110.000 sq. meters
capable of accommodating 1000 vehicles for
export and import. It is equipped with the Gamma
Ray device enabling the detection of human
smuggling, illicit and dangerous material. Five
tugging vehicles are employed on the sites which
are used for the tugging of semi- trailers to and
from the vessels.
Results and experiences
x
Modal shift of 4 billion ton-km per year from
road to an to an Intermodal environment
x
A total benefit of 77.4 million Euros created
environmentally and socially
x
90% utilization of trains
x
Integration of all transport modalities
x
58.3% of the Turkish vehicles utilizing the
Ro-Ro route represent half of the exports of
the country
x
Experience in transferring of more than
180.000 vehicles and additional cargo
Main success factors
x
x
x
x
Customisation of vehicles prior to
their arrival in Trieste
Once vehicles are boarded onto RoRo vessel, the
customs documents relevant to vehicles are sent
to Trieste two days prior to the arrival of the
vessel. The most of the vehicles’ customs
formalities are completed well before their arrival.
The vehicle is ready to go once it has
disembarked from the vessel. A considerable time
is saved through this means serving the purpose
of Just in Time concept. All customs formalities
and agency works are carried electronically.
Constructive approach of all involved
companies
Truckers become ‘stakeholders’ of RoRo
vessels
Focus on quality and customer
satisfaction
‘Green thinking’
More information
x
x
www.roder.org.tr / [email protected]
Phone: 0090- 212 – 3771377
* Winner ‘Intermodal Award’ EIA – edition 2005
30
Shortsea XML
31
Shortsea XML
The core objective of Shortsea XML is to introduce a common messaging solution which has
the potential of reducing overall costs by 1020% thereby increasing the competitiveness of
shortsea shipping when compared to road.
Shortsea XML supports network of shippers,
carriers, ports, intermediaries and IT providers
who are working together to develop information exchange in logistics and maritime business.
Starting Point
Shortsea shipping entities need to harmonize the
exchange of data with parties in the transport
chain to become more efficient. Customers demand up-to-date information and quick response
time. The parties also need to report efficiently to
authorities in each different country.
Seaborne transport chains involve many parties.
The transport administration costs represent 2030% of the total costs. Access to information can
be limited, resulting in slow response time to customers. Transport units can be utilized better if
opportunities were more visible. Shippers demand
increasingly electronic integration with their transport providers.
EDI is widely used in deep sea and, to some extent, feeder shipping. Different lines have adopted
different EDI versions. Authorities in various EU
countries are adopting different reporting solutions. Some countries have defined their own
transport XML solutions.
Solution
Main Achievements
Building on existing standards and working
with a range of European partners, Shortsea
XML is established as the next generation of
business process integration. This will deliver
enhanced flexibility and ease of use for all parties (irrespective of size) in the door-to-door
transport chain.
The processes of scheduling, booking, operations and status form the core of the message
suite.
Main companies involved
It –Suppliers Seagha, Softship, viaMichelin,
Shippers, transport buyers Borregård, Norske Skog, Take Cargo
Lines Colorline Cargo, Containerships, DFDS
Lysline, Sea Cargo, NCL
Shortsea Promotion Centers Sea and Water,
SPC Finland, SPC France, SPC Netherlands,
SPC Norway
Standardisation organisations Copas, NorStella, SMGD
Ports Risavika Port, Port Infolink, Portnet, Port
of Bilbao
Authoritory Norwegian Coastal Administration
Shortsea XML is a new message procedure designed to streamline the administration processes
within shortsea based logistics chain. The recommended messages – based on XML technology – comprise the core processes of scheduling,
booking, operations and invoicing. Implementing
these new standards within a supply chain will
help to reduce costs, cut administration, streamline process and, ultimately, improve the competitiveness of shortsea transport.
Messages
All documentation, messages and samples can be
downloaded from the website
www.shortseaxml.org
The Shortsea XML Schedules is used for distribution of ship schedules from the shipping lines to
its customers and partners. The receiver is normally an agent, a forwarder, a shipper, a transport
portal or a trailer operator. The sender is normally a shipping line or its agent.
The first version: Shortsea_XML_Schedule_1.2.
32
Shortsea XML Booking is used for booking of
Cargo Consignment or Equipment (Containers,
Trailers etc) for short sea Port-to-Port or Door-toDoor shipment. The Transport Buyer is normally
an agent of a deep sea line, a forwarder, a shipper or a trailer operator. The Transport Provider is
normally a shipping line or its agent.
Current version: Shortsea_XML_Booking_1.2.
Shortsea XML Manifest is suitable for both small
and large organisations. The Shortsea
XML Manifest message is used for manifest
documentation of cargo
Shortsea XML Status is suitable for both small
and large organisations. The Shortsea
XML Status message is used for distribution of
cargo status.
First version: Shortsea_XML_Status_1.2.
Main benefits
-
Simplify and streamline administrative processes
Reduce administrative errors
Improve transparency
Improve customer service
Save man hours and free-up staff
Improved data quality
The following parties benefit from Shortsea XML:
shippers lines and agents, terminals and stevedores, transport partners (road haulers, railroad
and barge operators) and authorities (port, customs and safety).
XML Web Services
The ESN Web Services will include a number of
items. They will be available on the central ESN
web site and the web site of each country. The
Web Services include:
x
Shortsea Directory
x
Port-to-Port Schedules
x
Door-to-Door Schedules
x
Enquiries
More Information
Results and experiences
The Shortsea XML project has delivered a suite of
standard based messages covering the core
business processes related to scheduling, booking, cargo documentation (manifest), and status
reporting.
The Shortsea XML message library has been designed specifically for users and providers of
shortsea transport. It is flexible and easy to
use. The XML schemas are written to comply with
UN/CEFACT’s global standards and have been
developed using UN/CEFACT Core Component
Library.
Shortsea XML can be used to exchange the data
between the parties in the transport chain: Consignments, Cargo Items, Packaging, Equipment,
Services, Transport Leg, Transport Mean, Dangerous Cargo, Charge Items, Terms, Customs
Information, and Status.
Shortsea XML can be used for:
33
x
Feeder, Door-to-Door and Industry Shipments
x
Unitized Cargo and Break Bulk
x
Full Container Load and Less than Container
Loads.
x
Container and Ro-Ro carriers
Initiative was made by the members of the European Shortsea Network ESN. NorStella has been
the lead Partner and have coordinated the project.
The projected ended 15. September 2008, but a
Usergroup has been established to continue the
development and promotion work. One of the
tasks will be to produce an invoice message
based on UN/CEFACTS Cross Industry Invoice.
See www.shortseaxml.org for more details.
For further information please contact ShortSea
XML at [email protected] or
Project Manager Mariann Sundvor at [email protected] or [email protected]
The following IT providers offer their services
Chainlab Norway Port IT, Dakosy Hamburg Port
IT, Gyptis Marseille Port IT, Intris Antwerpen Logistic IT, Norstella Oslo Norway Logistic IT, Port
inforlink Rotterdam Port ITPragma Maritime Oslo Norway Port IT, SMDG Rotterdam Liner IT, Logistic IT, Softship Hamburg Liner ITTranswide Brussels Logistic IT
StoraEnso
System traffic
34
Starting Point
System Traffic
Stora Enso is an integrated paper, packaging, and
forest products company, producing publication and fine
paper, packaging board, and wood products. The main
production facilities for the European market are in the
Nordic countries. In the mid 1990ies, the company
started a drive to, at the same time, improve the
environmental performance and reduce cost of logistics
operations.
Solution
In order to achieve a customer demand-driven, quick
response logistics operation, Local Distribution Centres
have been established close to customers. To service
the distribution centres, an integrated logistics solution
using the Port of Gothenburg as the main hub was
established.
Main Achievements
x
x
x
x
Concentrating cargo flows – reducing cost
Transferring … tons from road to rail and
Short Sea Shipping
Reducing lead times
Improved environmental performance
Main Innovations
x
x
x
x
Density of cargo using the Stora Enso Cargo
Unit (SECU) and special rail wagons
Cargo handling concept and technology in
ports with capacity equivalent to 250-400
TEUs per hour
Vessel designs supporting efficient cargo
handling
Vessel technology reducing emissions
Motivation
x
x
x
Reducing the environmental impact of
transport and distribution
Reducing logistics cost
Reducing the lead times
Density of Cargo
Density of cargo is one factor in achieving low cost of
transport. To achieve the desired density of cargo, and
to automate a number of the handling operations in the
supply chain, the Stora Enso Cargo Unit (SECU) was
introduced. The SECU is a weather protected RoRo
cassette ISO certified for 93,5 gross tonnes, with
dimensions 3,6x3,6x13,8 m, and adapted to Sweden’s
new and larger rail profile “C”. There are two types of
SECUs, one for manual loading and one for automatic
loading.
Main companies involved
x
x
Stora Enso
Green Cargo, Wagenborg, Cobelfret, B&N
Nordsjöfrakt , ports of Gothenburg,
Zeebrügge, Tilbury, Immingham, Kotka, Ajos,
Oulu and Lübeck
Implementation date
x
x
Concept development : 1996-1999
Implementation period: 2000-2006
Transport/Geographical
characteristics
x
x
Linking the Nordic countries to the Continent
and UK
Intermodal – road, rail, waterborne
Improved Quality
A side effect of using the SECUs, specifically using
automatic loading and unloading of the boxes, is
increased paper quality. The total number of times the
paper rolls need to be handled is reduced, hence the
possibilities for inflicting damage during transport.
35
Unique Vessels
All vessels used in these operations are based on the
concept designed in the EU project IPSI. The cargo
holds are completely rectangular and accommodates
very efficient cargo handling, including automatic
loading and unloading – using RoRo.
The vessels may efficiently transport different types of
load units: SECUs, trailers and a variety of containers
and other cargo that may be placed on RoRo cassettes.
these. This includes equipping the SECU with smart
tags and each paper roll is given a unique identity.
Careful planning results in proper utilization of transport
resources and smart tags ensure proper tracking and
tracing.
Very cost effective
A number of projects have been carried out to analyse
the cost of transport from the Nordic countries to
customers on the continent. In the first phase of
implementation (serving only the Swedish mills) the
following graph shows significant cost benefits for the
Stora Enso solution.
50
Traditional sideport and breakbulk technology
45
StoraEnso
40
Traditional RoRo solution
35
USD/ton
30
25
20
Even though the vessel cost is higher than the cost of
container handling, time in port for these vessels is
significally shorter than for container feedering vessels.
Hence, the cost of moving one container may well be
lower using this solution than using conventional
container feedering.
The vessels have also installed equipment for selective
catalytic cleaning exhaust gases. The result is a NOx
reduction down to 0,10 gram per kilowatt-hour for the 5
vessels in operations, measured at the third certification
by the Swedish Maritime Administration.
More than 250 TEUs per Hour
Cassettes and SECUs are being loaded and unloaded
using translifters and tractors.
Including extra
transport and
distribution
terminal
15
10
5
0
0
2
Transport to POL
4
POL
Handling
6
8
10
Vessel transport
12
14
POD
Handling
Results and experiences
The Stora Enso System Traffic solution has been fully
operational (5 ships) long enough to draw the
conclusion that it is a great success. Despite the fact
that Stora Enso is using the large boxes, SECUs, the
port terminals and the ships are generic and can
support any cargo that can be placed on RoRo
cassettes. The system is robust and reliable and has
proven to provide a solution for the short sea shipping
operation that should be a model for future EU
developments in the area of Motorways of the Sea.
Main benefits
In summary, for Stora Enso, there have been three
major benefits:
Measurements in the Port of Gothenburg show cargo
handling capacity equivalent to 250-400 TEUs per hour.
The cost of the ramp and the necessary equipment
needed for achieving this performance is approximately
20% of the cost of a container crane with a capacity of
30 TEUs per hour.
The harmonized vessel cargo hold and ramp design
facilitates automatic cargo handling using automatically
guided vehicles with a potential capacity of more than
1100 TEUs per hour.
Integrated management of the
complete supply chain
Alongside the development of the development of the
physical logistics operations, Stora Enso has
continuously developed their systems for managing
36
x
Improved frequency and reliability
x
Lower cost
x
Improved environmental profile in transport
Main success factors
x
x
x
Strategic decisions made by Stora Enso
Development of an integrated standardised
solution.
Willingness to innovate.
More Information
Contact:
Karin Nordell
Stora Enso Logistics
Asgatan 22
SE-791 80 Falun
Sweden
Tel. + 46 1046 150 00
Fax. + 46 23 294 38
e-mail: [email protected]
16
Volvo
The “8” and “Eurobridge”
37
Starting Point
The ”8” and “EuroBridge”
Volvo’s factories are recognised as “peripheral” in
relation to customers. This result in a distance handicap
compared to other vehicle manufacturers. Transport
efficiency is decisive to compensate for the distance
handicap. When staring the activities, Volvo already
had a premium, sustainable operation. The cost,
however, was not optimal and the environmental impact
could be reduced.
The “8”
Main Achievements
x
x
x
The “8” operates two trains per day in each direction:
x
Olofström- Gothenburg-Olofström
x
Olofström/Umeå-Ghent-Olofström/Umeå
Organising efficient rail operations through 5
countries (with different languages), with 5 rail
operators and no transparency between them,
governments demanding return on rail
infrastructure investments, several unions of
transport workers,
Robust solution by having two operations
working in parallel, the EuroBridge acting as a
back-up for the “8” when required.
1 100 truck movements from Gothenburg to
Norway have been removed.
Main Innovations
x
x
x
Harmonisation of rail operations in 5 countries
with different cultures and languages
Common quality handbook for the complete
operation used by all operators
Organisational set-up and use of KPIs that
have resulted in very reliable services (95%
reliability in arrival times).
Motivation
x
x
Reducing logistics cost
Reducing the environmental impact of
transport
Main companies involved
x
x
x
Volvo Logistics
Rail: Green Cargo, Railion Denmark, DB
Cargo, Railion NL, SNCB
SSS: DFDS Tor Line.
Implementation date
x
Volvo Logistics acts as the manager of the supply
chain. Volvo logistics then interacts with Green Cargo,
who has the complete responsibility for organising the
rail transport activities from origin to destination.
Fully operational since 2002
Transport/Geographical
characteristics
x
x
Linking the Sweden to Belgium
Intermodal – road, rail, waterborne
Winner ‘Intermodal Award’ EIA
– edition 2005
38
with very little warehousing, this parameter is
very important.
Quality
Two essential quality criteria are used:
x
Reliability of the service in time
x
Quality of cargo delivered (the same condition in
origin and destination).
The measured reliability in time is 95%, despite difficult
weather conditions, the need to organise rail transport
in 5 countries (with different languages), governmental
demand for return on rail infrastructure investments,
and involving many unions of transport workers.
The approach to secure the quality of the cargo
delivered has been to develop procedures for damage
prevention, where the transport service providers have
been involved with the Volvo Damage Prevention at the
Risk Management department.
x
Robustness achieved by having redundancy
between a rail-based operation and one using
short sea shipping.
x
Low cost through high utilisation of transport
resources
Main benefits
The benefits of the Volvo Logistics transport solution
(The “8”) may be summarised as follows:
x
The solution is reliable with precision better
than 95%
x
Using the “8”, the round trip time between
Olofström and Gothenburg was reduced from
30 hours to 20 hours, including terminal
handling time.
x
Using the “8”, the round trip time between
Gothenburg and gent reduced from 90 hours
to 64 hours, including terminal handling time.
x
Compared to road only transport, the solution
is less environmentally harmful
x
The solution is flexible and able to handle
fluctuations in volumes (carrying different
number of wagons)
x
The solution has a significant potential for
expansion
EuroBridge
Transport between Gothenburg and Ghent is crucial to
Volvo’s operations. As a consequence, Volvo has an
additional independent service between these locations,
the Short Sea Shipping operation EuroBridge offered by
DFDS Tor Line. When necessary, the EuroBridge may
function as a backup for the “8”.
EuroBridge
Results and experiences
The two systems have been operating successfully for
a number of years. EuroBridge functions well as a backup for the “8” when required.
x
It is a good showcase for efficient intermodal
solutions
In addition, the EuroBridge has been developed to
increase the reliability of service and has reduced the
lead time from Gothenburg to Gent from 42 to 36 hours.
The extra time has enabled service Brevik in Norway
once a week with card form Gent. In 2004, 8804 cars
were transported from Gent to Brevik using EuroBridge.
Earlier these cars were first transported to Gothenburg
and then to Norway using trucks. As a result of the new
schedule of EuroBridge, 1100 truck movements from
Gothenburg to Norway were eliminated.
Main success factors
x
The solutions would not have been developed without
Volvo Logistics’ initiative and determination. This is
another example where innovative transport solutions
are not created by transport service providers, but by
their customer.
Key performance indicators (KPIs) are used extensively
by all participants in the operations.
A single security handbook covering the complete
operation from Ghent to Gothenburg was achieved,
used by all companies involved.
The main strengths of the solution are efficiency,
reliability, robustness and low cost of operation.
39
x
The efficiency measured in reduced lead
times.
x
The reliability (95% in relation to the time
schedule) for a just in time production set-up
x
x
Strategic decisions and persistence from Volvo
Logistics
Willingness to adapt in all participating rail
operators
Organising the operation with clear door-todoor responsibilities
More Information
Contact:
Gina Hernefjord
Volvo Logistics Corporation
76100
ARH9
SE-405 08 Gothenburg
Sweden
Phone: +46 31 661780.
E-mail: [email protected]