cilt uk focus magazine for january 2015

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January 2015 Volume 17 Number 1 www.ciltuk.org.uk

Britain’s first Bio-Bus The new sustainable bus fuelled by human and food waste – See page 12

Stronger Together

YOUR INSTITUTE

Viewpoint What price oil… As I write the price of Brent crude has fallen to $59 a barrel which is a price last seen in 2009. As we all know the factual reporting of these numbers is fairly straightforward but the interpretation of what it actually means for us is less clear. Should we not all be unrestrained in our joy as the demon that is the ‘high price of oil’ is wrestled to the ground and tamed? Well, apparently not. We in the UK and in other ‘consumer’ countries around the world may enjoy lower prices for fuel and most other commodities eventually but the producer nations are feeling the pinch as they have built their economies around an oil price of $120 a barrel or more. This of course means real pain for some countries but it also impacts investment capability across the world and may well provoke destabilising influences on global markets and their supply chains. The oil price challenge will be significant for the world as 2015 progresses but it isn’t the only subject that logistics and transport professionals should be focused on. It is of course a UK general election year and whatever colour(s) the new government carries their economic policy will affect us all. Will all of the rail and road investments announced over the past couple of years survive any new government’s inevitable spending review? What will be the long awaited recommended decision for airport expansion and what will devolution and the decentralisation of powers from Westminster mean for all modes of transport in the UK? Add to this the impacts of changing consumer behaviour brought about through an increasing array of shopping and delivery options and there is much to occupy anyone planning or operating transport and logistics activity for freight, services and passengers. This is not to forget the skills shortage in our industries which continues to be a significant and growing problem that must be addressed this year. 2015 is certain to be another busy and exciting year for everyone in logistics and transport! Steve Agg FCILT, Chief Executive, CILT

@SteveAgg

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JANUARY 2015 VOLUME 17 Number 1

Contents Institute reports 10 CILT Fellows’ Lunch Record-breaking attendance at the recent CILT Fellows’ Lunch 22 PTRC’s HS2 conference Edward Funnell attends PTRC’s recent HS2 themed conference 26 CILT and the First World War Captain Phil Waterhouse CMILT tells the story of the Gedge Medal 40 CILT Level 3 Certificate in Road Passenger First Line Management The Institute launches its new Bus and Coach qualification 50 Logistics Simulation Forum We report the latest developments from the CILT Logistics Simulation Forum

Case study 12 GENeco’s Bio-Bus The UK’s first bus powered by human and food waste

Opinion 16 Cycle in the City Paul Davison reports back from a recent cycle safety and cycle logistics seminar 44 Parcel shop and locker networks Frank Proud delivers his verdict on the importance and growth of parcel shop and locker networks

16 Report 30 Transport for Greater Manchester Jon Lamonte discusses the latest transport developments in the North West of England with CILT members

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EDITOR Melanie Stark [email protected] +44 (0)1536 740159

EDITORIAL ASSISTANT Anthony Kendrick [email protected] +44 (0)1536 740117

LOGISTICS & TRANSPORT FOCUS The Journal of The Chartered Institute of Logistics and Transport (UK) is published by The Chartered Institute of Logistics and Transport (UK). Earlstrees Court Earlstrees Road, Corby, Northants NN17 4AX. Tel: +44 (0)1536 740159 Fax: +44 (0)1536 740103 Email: [email protected] Web site: www.ciltuk.org.uk EDITORIAL BOARD Editor, Chief Executive, Chairman of Publications and Knowledge Management Committee. ADVERTISING ENQUIRIES Advertisement Manager Nicky Peacock [email protected] Tel: +44 (0)1536 740153 DESIGN & LAYOUT Flying Studios Ltd Tel: +44 (0)1480 477006 PRINT Buxton Press Ltd Tel: +44 (0)1298 21 2000

30 Regulars 1 Viewpoint Steve Agg looks to what promises to be an exciting and busy year for transport and logistics 4 News digest The worlds of logistics and transport in focus 36 Programme What’s on in your area?

Institute 62 Professional development Continuing Professional Development; Qualifications and CPC 64 News from the Regions and Groups All the latest from your Region

Recruitment 70 Appointments Logistics and transport career opportunities targeted at members of the Institute

COPYRIGHT The Chartered Institute of Logistics and Transport (UK) 2014. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the Publisher. The Chartered Institute of Logistics and Transport (UK) does not accept responsibility for any statements made or opinions expressed in any articles, paper, correspondence or reports published in the Journal of the Institute. Acceptance of advertisements does not imply recommendation by the Publisher. By submitting an article you agree to the Institute’s Qualified Rights agreement published at: www.ciltuk.org.uk/ContactUs/Advertisin gandSponsorship/RightsAgreement.aspx REGISTRATION Registered in England. The Chartered Institute of Logistics and Transport in the UK. Number: 2629347 Charity Registration Number: 1004963 ISSN: 1466-836X TRADEMARK (TM) indicates a trademark of The Chartered Institute of Logistics and Transport (UK). PRICE £15.00 (free to members)

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YOUR INSTITUTE

News digest From the worlds of logistics and transport Royal Mail launches 3D printing trial

Above: Royal Mail has begun a trial with 3D printing specialist iMakr

Royal Mail has begun a trial with 3D printing specialist iMakr to gauge customer interest in the growing technology. The pilot is running at the New Cavendish Street delivery office, near Oxford Street. Customers will be able to purchase a range of ready-to-print items from MyMiniFactory.com and royalmail.com/3d to be printed and delivered by Royal Mail. Alternatively, they can bring in their own designs to print in the delivery office or at the iMakr store. The adoption of 3D printing technology is one of the fastest growing areas of IT and the shipment volume of these printers is expected to grow by 95% between 2012 and 2017. However, analysts predict

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just 2.3 million 3D printers will be sold worldwide in 2018. The majority of printers are predicted to be in use for prototyping in large industrial firms with consumer take-up lagging around 5–10 years from mainstream adoption. Currently considered embryonic technology and used by industrial companies to produce components and parts, it is being swiftly embraced by SMEs and consumers to create prototypes, models and customised items. Further information, website: www.royalmailgroup.com/royal-mail-launches-3dprinting-trial-imakr#sthash.tVlJhrgm.dpuf

Introducing Paul Brooks FCILT, the new CILT International President Paul Brooks became International President, CILT, on 1st January 2015, and he is keen to stress that as he takes over from Dorothy Chan it will be business as usual. He believes a real stepping-stone towards more closer working under the Institute’s global brand has been the emergence of the three key areas of strategy: growth, capability and governance. During the last two years, CILT International has focused on building greater capability and increasing the visibility of core global developments: the growth of Women in Logistics and Transport, and the strengthening of the Young Person’s International Committee. Paul Brooks believes it is now time to combine all of these strengths in a clear growth agenda: ‘Growth for any organisation will only come from being truly relevant to the individuals who can see a clear value in the products and services that the organisation offers.’

In his new role, he will be focusing on ensuring that each country is seen as fully supporting its members with a range of services: ‘The desire to have greater education at all levels of our supply chain, logistics, transport and transport planning communities is at the heart of our drive for excellence in all that we do. CILT has a growing range of partnerships in countries that do not have formal membership presence. We need to increase our visible presence in every country or market that members deem important to their global success. ‘I am proud to be taking on the role of President in 2015 and know that the friendships I have built across all territories and branches will stand me in good stead when we need to work together to drive our challenging growth agenda. There are so many committed and experienced people giving so much to our global Institute I intend to help them achieve as much as we are able to and create foundations for an even more enduring and exciting future.’

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Chartered Fellows and Members recently elected The following members have been elected to Chartered Fellowship and are now entitled to use the post-nominals FCILT: New: Anthony Smith, Chief Executive, Passenger Focuse Upgraded: Julian Nicholson, Senior Manager, Deloitte MCS Ltd Phillip Waterhouse, DACOS Logistics Strategy and Capability, HM Forces (RN) Emma Forde, Associate, Arup Brian Park, Chief of Staff (dsfa), HM Forces (RN) Jennifer Fernando, Associate Head of Department – Aviation, Coventry University Said Salhi, Professor, University of Kent Tim Phillips, Chief Executive, Freightex The following members have been elected to Chartered membership and are now entitled to use the post-nominals CMILT:

Douglas Craig, Operational Logistics Manager, HM Forces (Army) Gavin Wicks, Senior Transport Planner, ARUP

Trevor Bracken James Vincent, Executive Officer, HM Forces (Army)

John Osei-Ansah, Chief Executive, Carter Global

Eliseo Vilalta-Perdomo, Senior Lecturer Operations and Logistics Management, University of Lincoln

Lee Perry, Passenger Operations Manager, LB of Tower Hamlets

Gary Ramsden, Principal Lecturer, University of Lincoln

Paul Holland-Crump, Head of Change, Unipart Group

Upgraded: Cheryl Owen, Travel Plan Officer, Cardiff Council

Paul Turner, Senior Engineer (Transportation), Capita Property & Infrastructure

Allen Bennett, Operations Delivery Manager, Amey plc

Perry James, Depot Manager, Huisman International UK Ltd

Andrew Carnell, Senior Transport Planner, JMP

Rajeshkumar Makwana, Principal Engineer, WSP

Marian Coombs, Network Management Team Leader, Transport for London

Steven Timson, Transport Planner, Jacobs

Stephen Phelps, Logistics Manager, Vale

Ewan Scrymgeour, Fleet Engineer, First Glasgow

New:

Michael Barratt, Principal Engineer, TfL Buses

Scott Rogers, SO1 A4 CON & CAP, HM Forces (RAF)

Paul Brocki, Training Quality Consultant

Anthony Hammond, Logistics Manager, Erinys

Graham Holder, Transport Co-ordinating Warrant Officer, HM Forces (Army)

David Humphreys, Operations Manager, BAE Systems David Martin, Transport Manager, Forest Garden Limited Jeremy Hughes, Supply Chain Manager, Tsubakimoto Chain UK

University of Derby’s Annual Logistics Week: Last Mile Logistics 23rd–27th February 2015 The University of Derby’s Annual Logistics Week is an event that promotes engagement and interaction with companies such as CEVA Logistics, DHL, Norbert Dentressangle, Alliance Boots and Kheune & Nagel. Logistics Week, organised by the Centre of Supply Chain Improvement, is one of a number of ways CILT supports the sector, and members are invited to events taking place on 26th February – 17.00 hrs – visit the University Employability Hub and find out how the hub supports your business • 17.30–18.45 hrs: networking buffet with businesses and guests who share your interest in logistics • 18.45–19.00 hrs: welcome by Professor Martin Christopher • 19.00–19.30 hrs: presentation by Neil Ashworth, Chairman, CILT • 19.30–20.00 hrs: Peter Louden, Chief Operating Officer, Doddle, presentation: Last Mile Logistics: From Concept to Live There is also opportunity to exhibit stands and talk to students on the day. Further information and to register for the full week’s agenda, website: www.derby.ac.uk/logistics-week

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Employability needs skills in numeracy and literacy Crossrail is building 21km of twin-bore tunnels under London to deliver the new railway

Patrick Cross FCILT has worked in industry and also mentored and lectured at colleges and universities for many years. There are concerns that basic skills and abilities in numeracy and literacy are on the decline, and he has now written a book based on his classroom and workplace experiences: Employability: Tips for a brighter future. This 338-page book highlights some 200 keywords and concepts, giving explanations and examples of each with quizzes to test the reader’s ability in applying them effectively – for example: What really is the difference between planning and scheduling? How can we understand the application of measures of efficiency and effectiveness in the workplace if their true definition is misunderstood? This book will be useful for anyone from age 16-plus, who is studying or working in any subject where numeracy and literacy skills need to be strong.

Colin John Reynolds CMILT We are sad to announce that Colin Reynolds CMILT (5th August 1949–22nd November 2014) has passed away. He was a dedicated member of the Institute for 43 years.

Crossrail tunnel progress Crossrail is building 21km of twin-bore tunnels under London to deliver the new railway, 90% of which are now complete. The fourth of the five tunnel drives was finished in October when tunnel boring machines (TBMs) Jessica and Ellie completed their journeys from Limmo Peninsula, near Canning Town, to Victoria Dock in east London. This achievement completes the Crossrail tunnels in east and south-east London, which stretch from Plumstead to Whitechapel and between Stepney Green and Stratford. There is now only one tunnel drive remaining. TBMs Elizabeth and Victoria began their journey from Whitechapel in October and will arrive in Farringdon this year. In total, 250,000 concrete segments have been required to build the tunnels. The last was produced during summer 2014 in Chatham, Kent. TBMs excavate the earth and fit these segments as they go to create the tunnel structure. The new tunnels in the central section will connect to the existing rail network, creating the new route from Reading and Heathrow in the west to Abbey Wood and Shenfield in the east. Even when the tunnels are structurally complete the work will continue, as stations are fitted out and railway systems and power are installed.

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YOUR INSTITUTE

Sponsored content: The Only E-Commerce Congress Designed Specifically For Supply Chain Professionals, Focusing 100% On Fulfilment Strategies Specific To E-Commerce & Omni-Channel Operations

With e-commerce sales in Europe anticipated to reach over £131.3 billion by year’s end, one of the biggest challenges this fast growing sector is facing is how to adapt their e-commerce and omni-channel supply chain and fulfilment operations to meet rapidly changing customer delivery expectations. To help with this, leading retailers including Tesco PLC, John Lewis Partnership, Wickes, ShopDirect.com, among others, will be meeting at the inaugural E-Commerce & Omni-Channel: Supply Chain & Fulfilment 2015 (28th–29th January, London) for the first e-commerce congress designed specifically for supply chain professionals. Led 100% by retailers, speakers at the congress will be discussing solutions for optimising demand management, inventories, 3PL relationships, transportation and distribution for e-commerce and omni-channel operations. Hear Expert Insight From 20+ Leading E-Commerce & Omni-Channel Retailers, Including... • Howard Pearson, Head Of Supply Chain Development, Tesco PLC • Duncan Kendal, Divisional Supply Chain Director, Wickes • James Harper, Head Of Customer Fulfilment, ShopDirect.com • Serge Van Der Hooft, CEO, Beate Uhse Group • Colin Turner, Senior Programme Manager: Supply Chain Development, John Lewis Partnership • Richard Beukeboom, Head Of E-commerce, Spar • Ewald Van Den Hout, Senior Advisor To VP Retail Operations, Albert Heijn • Olaf Vreeburg, COO, Head Of Operations, HelloFresh.com • Steve Roberts, Head Of IT, Boohoo.com Visit The Website & Save* Up To 20% On Group Registrations: www.ecommerce-supply-chain.com or contact the team: + 44 (0) 800 098 8489 or [email protected]

Institute Corporate Member Red Forge releases Axalert™ System Red Forge Ltd has recently announced the arrival of its Axalert™ Excel – Axle Load Indication System, which has been designed specifically for use on rigid vehicles ranging from 7.5t to 32t gross. It has undergone full type approval testing and has achieved VCA approval in accordance with regulation 10.04, thus enabling it to be installed during the build stage of vehicles prior to registration. It will replace Axalert™ 20/20, which is to be decommissioned, and will include tonnage readout for front axle, rear axle/rear axle combinations and gross vehicle weight on a single screen on an in-cab display. It will also have a graduated bar graph display showing when maximum loadings are approached, as well as warning messages and an audible overload alarm. Further information, contact: Red Forge Sales Department. Tel: 01527 526112.

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Final UK SCALE Conference: achieving supply chain sustainability for food and drink companies For many years, success in business has been measured using one metric, the bottom line; but we live in a fast changing world. World population is currently 7 billion and by 2050 it is forecast to be 9.6 billion. The demand this will put on food and the subsequent escalation of food prices is self-evident. Combine this with increasing fuel prices, a transport network groaning under pressure of overload and consider the impact of extra production, extra miles and extra emissions on the environment and it seems obvious that a radical change in food and drink logistics is required: a change that will lead businesses to include environmental and social performance alongside economic factors when calculating success – that is, the triple bottom line. Whilst many companies choose to accept this view for the long term, others see an immediate move towards sustainability as a trade-off, with an improvement in sustainability impacting negatively on profit; but is there no point where all factors can be optimised to create a win-win scenario? Step Change in Agri-food Logistics Ecosystems (Project SCALE) believes there is. This three-year project, working across north-west Europe, is demonstrating the business benefits of improving environmental and social performance whilst remaining economically competitive. Partly funded by INTERREG IVB North-West Europe, the five

partners in the project – Cranfield University, DHL, EFFP, University of Wageningen and University of Artois – have been working together to deliver new tools and frameworks that the agri-food sector can use to secure a step change in operational supply chain practices. These are being piloted across a range of food networks to demonstrate how the new approaches can deliver real commercial benefits. The results from this three-year project will be presented at Project SCALE’s final UK conference: SCALE: Securing a Step Change in Agri-Food Logistics, on 16th April 2015 at Cranfield University, run in partnership with CILT’s Transport Food Logistics and Environment & Sustainability Forums and the Food Storage & Distribution Federation. It will include the key findings of the project, highlighting the barriers to success as well as the commercial opportunities created. Delegates will be given free access to the tools and frameworks developed by the project that help with benchmarking and understanding where supply chain improvements can be made, models to help support supply chain collaboration and to help companies simulate a range of supply chain scenarios to reduce risk and aid decision-making. There will also be opportunities to network with other like-minded businesses throughout the day. Further information, website: www.projectscale.eu

CILT launches 2015 training directory The Institute’s Professional Development Directory 2015 offers more qualifications and training than ever before. In today’s competitive market, it is increasingly important to stay ahead of the game and continuous professional development enables you to keep up to date with the latest developments. This new directory is designed to meet the needs of professionals working in the transport and logistics sector, with over 150 pages of professional advice, courses and workshops, including in-company training programmes, qualifications and workshops relevant to transport and logistics. The new directory sees the launch of the CILT Level 3 Certificate in Road Passenger First Line Management, a brand-new qualification designed for the bus and coach sector. The CILT Professional Development Directory 2015 is available to view online. Website: www.ciltuk.org.uk/TrainingCPD/ ProfessionalDevelopmentDirectory2015.aspx Further information about any course or to discuss a programme exclusively for your organisation, at a date and location to suit you, contact: Professional Development. Tel: 01536 740166. Email [email protected]

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YOUR INSTITUTE

Record-breaking attendance at the CILT Fellows’ Lunch

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Right: Over 200 guests attended the recent CILT Fellows’ Lunch

Left: Jim Spittle FCILT, President, CILT, welcomed guests to the Fellows’ Lunch

Over 200 guests attended the recent CILT Fellows’ Lunch at the Millennium Gloucester Hotel, London. This event is hailed as the networking opportunity of the year and is attended by many of the leading professionals in transport and logistics.

Jim Spittle FCILT, President, CILT, delivered a warm welcome to guests and was pleased to inform those in attendance that CILT membership is currently growing at a rate of 3.6%, the highest growth in the past 10 years. He reminded guests of his three presidential themes: CDP, mentoring and membership growth. He announced the launch of the latest Professional Development Directory and stressed the importance of career development. He also announced the relaunch of CILT’s mentoring scheme, which will take place early this year. Neil Ashworth FCILT, Chairman, CILT, also delivered good news and informed guests that the Institute finished the last financial year with a modest surplus. He said the last year had been very successful and we are starting the New Year in good shape. A raffle held at the event raised over £2,000 for the Aspire, the CILT Careers Foundation. Crichton Miller was the lucky winner of a seven-night stay with Resort Vacation.

SECTOR HIGHLIGHTS

FURTHER INFORMATION Further information about CILT events, see website: www.ciltuk.org.uk/Events.aspx

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CASE STUDY

UK’s first bus to run on human and food waste

Above: GENeco’s Bio-Bus will help to improve urban air quality by producing fewer emissions than traditional diesel engines

SECTOR HIGHLIGHTS

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The UK’s first bus powered on human and food waste has taken to the road, and engineers believe it could provide a sustainable way of fuelling public transport, cutting emissions in polluted towns and cities. Here we take a look at the 40-seater Bio-Bus, which runs on gas generated through the treatment of food waste that is unfit for human consumption and sewage.

GENeco has become the first company in the UK to start injecting gas generated from food waste and sewage into the national gas grid network and at the same time installed a gas refuelling plant for the bus. The gas is generated at Bristol sewage treatment works at a plant run by GENeco, a subsidiary of Wessex Water. Mohammed Saddiq, General Manager, GENeco, says: ‘Through treating sewage and food that is unfit for human consumption, we’re able to produce enough biomethane to provide a significant supply of gas to the national gas network that’s capable of powering almost 8,500 homes, as well as fuelling the Bio-Bus. Gas-powered vehicles have an important role to play in improving air quality in UK cities, but the Bio-Bus goes further than that and is actually powered by people living in the local area, including quite possibly those on the bus itself. Using biomethane in this way not only provides a sustainable fuel, but also reduces our reliance on traditional fossil fuels.’ The Bio-Bus can travel up to 300km on a full tank of gas, which takes the annual waste of around five people to produce. Using the annual waste generated from one bus-load of passengers would provide enough power for it to travel a return journey from Land’s End to John O’Groats.

All aboard the Bio-Bus The first passengers to get on board the Bio-Bus were visitors to the UK who were commuting from Bristol airport to Bath. Bath Bus Company, part of the RATP Dev UK group, which is operating the service, says the bus is greener for the environment.

Collin Field, Engineering Director, says: ‘Up to 10,000 passengers are expected to travel on the A4 service in a month, which is available not only for airport travel, but also local journeys along the route through Saltford, Keynsham, Brislington, Knowle and Hengrove. This represents RATP Dev’s involvement in the latest of a number of initiatives to gain experience of alternative fuels, with sister companies also experimenting with different alternatives. The information we gain will be shared with other group companies across the UK and Europe. The timing of this initiative could not be more appropriate [the City of Bristol is European Green Capital in 2015]. With so much attention being directed towards improving air quality generally, the public reaction to the appearance of this bus on a service between a World Heritage City and an airport will further focus on the potential for this particular fuel.’

Top: The Bio-Bus can travel up to 300km on a full tank of gas, which takes the annual waste of around five people to produce Above: GENeco has installed a gas refuelling plant for the bus

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CASE STUDY BIO-BUS

Bristol sewage treatment works treats around 75 million m3 of sewage waste and 35,000t of food waste, collected from households, supermarkets and food manufacturers, every year. Through anaerobic digestion, 17 million m3 of biomethane is generated a year at the Bristol plant, then a new plant injects the gas into the grid. Charlotte Morton, Chief Executive, Anaerobic Digestion & Bioresources Association (ADBA), says: ‘GENeco’s Bio-Bus is an excellent demonstration of biomethane’s unique benefits, decarbonising areas other renewables can’t reach. A home-generated green gas, biomethane is capable of replacing around 10% of the UK’s domestic gas needs and is currently

the only renewable fuel available for HGVs. The bus also clearly shows that human waste and our waste food are valuable resources. Food that is unsuitable for human consumption should be separately collected and recycled through anaerobic digestion into green gas and biofertilisers, not wasted in landfill sites or incinerators. The Bio-Bus will also help to demonstrate the true value of separate food waste collections, which are now obligatory in all other regions, to the Government.’ The Bio-Bus has received backing from a number of businesses including its manufacturer, Scania, and Roadgas, CNG Services Ltd, Dampney’s Agri Environmental, Trant, Grontmij and AIR Decker.

Through treating sewage and food that is unfit for human consumption, Geneco is able to produce enough biomethane to provide a significant supply of gas to the national gas network that’s capable of powering almost 8,500 homes, as well as fuelling the Bio-Bus.

The 40-seater bus runs on gas generated through the treatment of food waste that is unfit for human consumption

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OPINION

AUTHOR Paul Davison SECTOR HIGHLIGHTS

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Cycling in the city: decarbonising urban delivery and collection

Paul Davison reports back from a well-attended and engaging seminar where leading professionals discussed the latest developments and initiatives in cycle logistics. A recent seminar in Newcastle-upon-Tyne attracted leading academics, prospective cycle delivery companies, cycling experts and local authority officers to the Great North Museum. Over 50 delegates came together and discovered the latest initiatives, research and operations in the field of urban deliveries, cycle safety and cycle logistics. The event was hosted by The Transport Operations Research Group (TORG) and funded by the Engineering and Physical Sciences Research Council (EPSRC) SECURE project. CILT’s Environmental and Sustainability Forum and Cycling Forum, with the ITS UK Freight Interest Group, combined with Newcastle University to showcase some of the most recent and relevant research findings on debarbonising urban deliveries.

Hannah White, Freight & Fleet Programmes Manager, Transport for London (TfL), highlighted that HGVs represent 4% of driven road miles in London and are involved in 55% of cycling fatalities

Guests were welcomed by Professor Margaret Bell, who introduced the series of presentations and gave an overview of the EPSRC-funded SUE2 4M project. This collaboration between the Newcastle, De Montfort, Sheffield, Leeds and Loughborough Universities focuses on measurement, modelling, mapping and management in order to create an evidence-based methodology for understanding and reducing urban carbon footprint. Margaret Bell outlined a number of quick wins for transport, including public transport interchanges, use of local shops and switching to bicycle or walking, in addition to medium and long-term solutions. www.ciltuk.org.uk 17

OPINION CYCLING IN THE CITY

Above: Cycle safety has risen up the agenda in the UK due to the number of fatal high-profile collisions between cyclists and goods vehicles in London Left: There is a considerable amount currently being invested in cycling infrastructure in urban areas and national parks

The morning session was introduced by Richard Armitage, Chair, CILT Cycling Forum, and focused on research and initiatives aimed at making it practical for more people to cycle, more often.

Improving the safety of cyclists Cycle safety has risen up the agenda in the UK due in part to the number of fatal high-profile collisions between cyclists and goods vehicles in London. Efforts to resolve the issue have received political backing and financial support for associated programmes and initiatives. Crucially, these initiatives have been led 18 FOCUS JANUARY 2015

by leading companies and senior figures from the construction logistics sector. Hannah White, Freight & Fleet Programmes Manager, Transport for London (TfL), described the Construction Logistics and Cyclist Safety (CLOCS) Programme. She highlighted that HGVs represent 4% of driven road miles in London and are involved in 55% of cycling fatalities, indicating that this is an issue that clearly needs to be addressed. The CLOCS Programme was detailed: improving vehicle safety; addressing the safety imbalance in the construction

industry by ensuring road safety is considered as important as health and safety on site; and encouraging wider adoption of best practice across the construction logistics sector through taking best-in-class examples and developing a common national standard. The current initiatives and research underway to improve cyclist safety were discussed, including Loughborough University’s Field of View research, TRL’s vehicle safety technology research and AECOM’s operating conditions research and recommendations.

Driver training and vulnerable road-users It can often be difficult for non-cyclists to relate to the experience of cyclists on our roads, particularly for HGV drivers, with their elevated seating and the large dimensions of their vehicle being in stark contrast to the exposed position of those on two wheels. Many cyclists do not appreciate the difficulty HGV drivers have in seeing them and other vulnerable road-users, particularly when they are in blind spots.

The course includes a practical and theory element and is JAUPT certified to count towards the Driver Certificate of Professional Competence (CPC). The practical module allows drivers to get on bikes and get a cyclist’s view of the road, which gives better understand of blind spot areas and potential conflict that can happen between HGVs and cyclists. Mike Page reported that driver feedback to the training course has been positive and drivers have commented that they have a better understanding of vulnerable roadusers.

Cycling investment and exposure to pollution There is a concern that cyclists could be exposing themselves to increased levels of vehicle pollutants on the road network. Whilst there has been increased investment in cycling infrastructure, there has been limited research into the extent of the factors that influences cyclists (and non-cyclists) to use this infrastructure.

Above: There is a concern that cyclists could be exposing themselves to increased levels of vehicle pollutants on the road network

To explore these issues, presentations were given by Jamie O’Hare and Anil Namdeo, Newcastle University. Jamie O’Hare’s presentation related to his research investigating: Journey quality and personal factors in cycling behaviours across social groups. There is a considerable amount currently being invested in cycling infrastructure in urban areas and national parks. The DfT National Travel Survey shows that between 2003 and 2013, there was significant growth in trips made by male cyclists, while trips by female cyclist have declined on the whole. The research project aims to explore the impact of journey quality and personal factors using quantitative research methods. It will segment across socioeconomic groups and act to inform early stage appraisal.

Mike Page, AECOM, gave a presentation on: Promoting the safety of vulnerable road-users and the Safe Urban Driving Course, which is fully funded by TfL for operators registered on the Fleet Operators Recognition Scheme (FORS). The course aims to encourage HGV drivers to empathise with cyclists, be aware of the risks of the road, understand assertive cycling and outline actions to minimise risk.

Anil Namdeo’s presentation related to his research project: Exposure of cyclists to air pollution. The project provides an analysis of cyclist exposure to pollution on a commuter route in Newcastle. Data was collected on the routes using GPS and PM10 monitors, which were analysed to see the difference in exposure for a number of variations, including route type (dedicated cycle path, shared road, and kerbside cycle lane) and seasonal, spatial and temporal factors.

Delivering by bike in the UK The afternoon session was introduced by Catherine Weetman, Vice-Chair, CILT Environment & Sustainability Forum, and focused on emerging trends in cycle logistics. She looked at the experiences of successful cycle logistics operations and the possible changes in the urban environment that are needed for them to thrive. Cycle logistics is becoming increasingly common means of transport goods in many European countries and in the UK, with specialist cycle logistics firms and traditional logistics companies now using specialist cargo cycles for particular operations. The day before the seminar, Gary Armstrong, Outspoken Delivery, a cycle delivery company operating in Cambridge and Glasgow, delivered a workshop on how to set up a cycle logistics business at the Cycle Hub in Newcastle. He opened the afternoon session with his experience of setting up and managing a cycle logistics company. The presentation included staff profile, key clients, the types of bike employed in the delivery of consignments, potential issues and the key features that make Outspoken a successful delivery company. Richard Armitage, Founding Director, European Cycle Logistics Federation (ECLF), delivered a presentation on: Cycle logistics across Europe. He outlined research showing there is the potential to shift over half of motorised trips relating to goods transport to bicycle in European cities. He described the unique selling points of cycle logistics: cost effective, fast, reliable, flexible, secure, professional, environmentally friendly, local and a positive image. The ECLF had recently been represented at Eurobike 2014, the huge global cycling show. Richard Armitage had joined a panel discussion at the Eurobike Academy, where he asked the cycling industry to assist in the search for the perfect cargo bike, including such features electric assist, immobilisers and standardised parts.

Planning’s role in cycle logistics There are a number of measures that local and national government could implement to encourage and facilitate low-carbon logistics operations. The planning system plays a pivotal role in shaping our towns and cities and www.ciltuk.org.uk 19

OPINION CYCLING IN THE CITY

Right: The optimum locations for cycle logistics and lowcarbon freight operations are compact urban areas with little disparity between bike and vehicle journey time

therefore can help deliver environments conducive to the successful introduction of cycle logistics operations.

Below: Cycle logistics is becoming an increasingly common means of transport goods in many European countries, and in the UK, with specialist cycle logistics firms and traditional logistics companies now using specialist cargo cycles for particular operations

Paul Davison, Sustainable Freight & Logistics Consultant, AECOM, addressed: Planning for zero or low-carbon deliveries in urban centres. He described how urban areas can facilitate cycle and low-carbon deliveries, the infrastructure that can support these initiatives and how they can be delivered by sympathetic planning and urban design. The optimum locations for cycle logistics and low-carbon freight operations are compact urban areas with little disparity between bike and vehicle journey time. There are a number of measures that can further help to improve the advantage of cycling and other low-carbon methods over other vehicles in urban areas, including traffic restrictions, traffic free zones, land for micro-distribution centres, charging points and priority lanes.

Paul Davison also highlighted that planners have a significant role to play in supporting low-carbon deliveries and that it is important to recognise that infrastructure and measures required can be distinct from general cycling.

Challenges for operators Establishing and managing a cycle logistics operation can present significant challenges. Important factors in its success include having the right equipment, efficient approaches to deliveries and consignment integrity. On behalf of DHL, which supported the event, Richard Armitage and Gary Armstrong gave a presentation on: Decarbonising urban logistics: the challenge for operators. DHL is currently operating 55 cycle logistics urban delivery routes across 40 European cities at varying levels of development. DHL uses a number of different types of cycles for deliveries, including city bikes, e-parcycles and e-tricycles. Richard Armitage also discussed the optimum bike, which has features such as optimum storage, high security solutions, maximum load capacity without speed compromise, reliability and good-value purchase and maintenance cost.

In conclusion The event proved to be a hugely successful day, well attended by delegates from across Europe. Each presentation elicited interesting questions and created vibrant discussion and all those who attended furthered their knowledge of cycling and cycle logistics. It is hoped that the subject will be revisited in due course to help maintain the momentum that cycle logistics has developed.

About the author Paul Davison is Freight and Logistics Consultant, AECOM, and was awarded CILT North West Young Freight Manager of the Year in 2014.

20 FOCUS JANUARY 2015

Transport Manager Training 2015 CILT and IRTE have joined forces to offer their specialist Transport Manager Training including CILT’s Transport Manager CPC, CPC Refresher and Certificate of Compliance.

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Course: 2-3rd Febuary & 12-16th January Revision day: 4th February Exam day: 6th February

CPC Passenger Transport

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Course: 27-28th & 18-22nd May Revision day: 29th May Exam day: 12th June

Course: 27-28th & 12-16th January Revision day: 5th February Exam day: 6th February

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visit www.transportmanagertraining.org.uk email [email protected] call 0333 0110 522

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YOUR INSTITUTE

Local benefits of high-speed rail The debate on a north–south high-speed railway line is slowly shifting. Although there is still plenty of debate about the merits of the scheme itself, more attention is now being paid to the potential socioeconomic benefits that high-speed rail can deliver to local communities. A one-day conference recently hosted by PTRC enabled delegates from across the country listen to some high-quality speakers who provided some well-informed insights into how the country might benefit from being more joined up. Edward Funnell reports for Focus.

AUTHOR Edward Funnell FURTHER INFORMATION See page 25 SECTOR HIGHLIGHTS

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Anyone spending time in northern England at the moment can see the how the region’s economy and society are changing. Certainly there remain considerable areas of deprivation and some former industrial heartlands remain very rundown, but many of its cities are bright beacons of change. New office blocks push upwards, new clusters of commerce, research institutions and housing, as well as renovation and renewal, are very evident; so how best to join up the country and help rebalance the economy so that it is more evenly spread? Proponents and opponents of a new north–south high-speed line have locked horns for several years in sharp argument about its merits or otherwise, culminating in the second reading of the Parliamentary Bill on HS2 in April 2014. In the event, and despite opposition from some well-known opponents on all sides of the House of Commons, the bill was carried by a majority of more than 400. Fast forward to November and the conference organised by CILT and PTRC: HS2: building in the benefits at local level, was a dispassionate and reasoned insight and discussion instead of the usual ‘yah-boo yes or no’ debate. It achieved this by cleverly moving the debate on from if the new line should be built to when and how best in an HS2 or even HS3 world the socioeconomic benefits for a vast area of Britain could be maximised.

Richard Threlfall outlined how in 1975 less than 40% of people lived in urban areas and that by 2025 the figure would be more than 55%

The conference attracted around 80 delegates who heard and joined in discussion with a range of experts, including transport planners and leaders from the worlds of urban development, management consultancies, Local Enterprise Partnerships, Passenger Transport Executives and the rail freight sector. Each demonstrated how its regions and sectors are planning and preparing for the arrival of HS2 as part of regional economic and spatial plans and the key ingredients in making a success of HS2.

With proceedings deftly handled by conference chairman Richard Brown, former Chief Executive, Eurostar, the day was kicked off by Transport Minister Robert Goodwill. He argued that Britain had a proud record of building new products, but that HS2 is the biggest and would help rebalance the British economy. As he put it: ‘Nothing else will provide Britain with the space it needs to grow and prosper, and nothing else will offer the same benefits for our cities and regions.’

Above: Richard Brown, former Chief Executive, Eurostar, chaired the conference Centre: Jim Steer advised that while a railway is not a strategy ‘HS2 will deliver success because it will join up all modes and bring together people and their professional expertise’ Far left: Minister Robert Goodwill argued that Britain had a proud record of building new products, but that HS2 is the biggest and would help rebalance the British economy

www.ciltuk.org.uk 23

YOUR INSTITUTE LOCAL BENEFITS OF HIGH-SPEED RAIL

Left: Robert Goodwill referenced how HS2 will create 2,000 apprenticeships and heralded the opening of the new National College for High Speed Rail in Birmingham and Doncaster

Next up was HS2 advocate and former CILT President Jim Steer. He advised that while: ‘a railway is not a strategy’ (to borrow the argument from Professor Ridley CBE FCILT), HS2 will deliver success because it will join up all modes and bring together people and their professional expertise. In so doing, it would, he argued, drive up productivity and help regional economies. He cited the current lack of long-distance commuting in the Midlands and the north and felt that a new line would break this down. In other words, the new line would help generate a Golden Triangle effect between Birmingham, the north-west and West Yorkshire, especially if the He referenced how HS2 will create 2,000 apprenticeships and heralded the opening of the new National College for High Speed Rail in Birmingham and Doncaster. He argued that the new line would encourage an economic focus and stimulus away from London to the regions as part of helping to rebalance the economy. He cited how the regions are already preparing for the new line, especially in Phase 1 whose construction is due to start in around two years’ time. Birmingham’s Local Enterprise Partnership is currently developing an HS2 strategy to help create 14,000 jobs, working through a special development company, Curzon, comprising Birmingham City Council, Greater Birmingham and Solihull Local Enterprise Partnership, HS2 Ltd and the Government. Robert Goodwill also asserted how HS2 coincides with a regional transport investment role, the Chancellor’s Northern Powerhouse strategy with its focus on creating economic growth through £15 billion-worth of investment in rail and roads, support for local universities, developing skills and creating special clusters of commercial excellence in a range of industries and professional sectors. All this would help ensure HS2’s fabric is driven into the local economy, he said. Right: David Joy outlined the transformative effects of building or renovating a major gateway station like St Pancras can be, where, he said: ‘Outstanding public realm has helped to create the place’

24 FOCUS JANUARY 2015

Chancellor’s aspiration for an east–west high-speed line is also built. As he put it, high-speed rail would: ‘support a pattern of sustainable development across Britain’ to achieve its three objectives of more capacity, increased connectivity and a rebalanced economy. A number of experts provided insights into economic trends that transport planners would have to bear in mind in the planning and delivery of HS2 and beyond. Andrew Carter, Centre for Cities, outlined how transport is the vital ingredient in linking workers to jobs, helping companies find the best people from the widest talent pool and connecting businesses. Good transport links were a vital ingredient in that, he argued. This theme was also picked up by Richard Threlfall, Partner, KPMG, who outlined how in 1975 less than 40% of people lived in urban areas and that by 2025 (shortly after the new line is due to open), the figure would be more than 55%. He argued that there is no reason for the north not to be as prosperous as the south, but that journey times by rail and road in the north were suppressing the level of growth the region’s potential. He reiterated how KPMG’s 2012 analysis for HS2 Ltd indicated a north–south line would provide an economic uplift of £15 billion a year for the country, despite some unfair ridiculing in parts of the media.

Delegates were bombarded with useful argument, data, insights and plans, and were able to participate in an open and informative Q&A panel sessions. The supporters of high-speed rail were probably left wondering why they had not based their original arguments less on the speed benefits and rather more on economic benefits and connectivity. Equally, doubters of high-speed rail would surely now find it harder to disagree with the benefits it delivers. That was the overriding strength of this conference; it was refreshingly unifying in moving the debate on and demonstrated that no matter how much it may cost to build a new line, it will bring strong social and economic dividend for a great swathe of middle and northern England and beyond.

FURTHER INFORMATION PTRC, a company within the Chartered Institute of Logistics and Transport, is the leading organiser of training for the transport industry in the UK and a key player in global project-related training. For more information, website: www.ptrc-training.co.uk/events.php

It was then the turn of practitioners and policy-makers themselves to talk about impacts. David Joy, CEO, London and Continental Railways, outlined the transformative effects of building or renovating a major gateway station like St Pancras can be, where he said: ‘Outstanding public realm has helped to create the place.’ The station is now a destination, not just a terminus, and the whole King’s Cross area is now a major magnet for major businesses, bringing investment into local areas and salaried employees with local spending power that benefits local communities. Building on that, David Hoggarth, Head of Development, West Yorkshire Combined Authority, said that HS2 eastern section delivers some of the highest business case ratios and that the two key priorities of the Combined Authority are: • To maximise the economic and capacity benefits of HS2 • To increase connectivity and integration with local transport – local rail services, a better airport link to Leeds-Bradford airport and a new trolleybus service under development, as well as local commercial and housing developments and regeneration that would follow While many of the benefits of passengers and people are often at the forefront of high-speed rail discussions, Maggie Simpson, Executive Director, Rail Freight Group, illustrated how HS2 should provide real growth opportunities for the freight sector and help attract freight away from roads, but that the needs of rail freight operators need to be enshrined in the HS2 Bill. For HS3, rail freight opportunities could really help link major ports like Liverpool, Tees, Hull and Immingham where rail freight has a significantly higher than average market share. www.ciltuk.org.uk 25

YOUR INSTITUTE

CILT and the First World War FIRST WORLD WAR CENTENARY

The Gedge Medal: a memorial to naval logistics heroism On 6th August 1914, the Royal Navy suffered its first loss of the First World War. More than two weeks before the British Expeditionary Force lost its first soldier on the fledgling Western Front, some 130 people were killed when HMS Amphion sank in the North Sea, with the European war barely 30 hours old. Amphion was the second of three Active class scout cruisers, small, lightly armed and armoured, but relatively fast and agile, serving as the eyes of the fleet. It had only been in service 18 months and was assigned to the Harwich Force as one of the guardians of the southern North Sea, Thames estuary and approaches to the Strait of Dover. On 5th August, it left Harwich to sweep the North Sea with a destroyer flotilla. Already at sea by the time the British force headed out was a former North Sea ferry, Königin Luise, determined to drop mines to block the shipping lanes to Britain’s capital. Late that morning, the German ferry was spotted and intercepted by destroyers Landrail and Lance, whose 4in guns fired the first British shots of the conflict. When Amphion entered the fray, more than 15 4in guns were pummelling the German steamer, which rolled over after a couple of hours. Amphion moved in to pick up survivors and rescued 56 of the 130 men aboard, before the force continued its patrol. The ships soon found fresh pickings, another steamer very similar to the makeshift minelayer and flying the German naval ensign, the Reichskriegsflagge. The destroyers closed in to attack, unaware they were about to send the German Ambassador and his staff to the bottom of the North Sea. Amphion’s captain, Cecil Fox, realised the mistake and ordered the destroyers to break off, but they did not. Cecil Fox steamed in with Amphion, putting himself between his destroyers and the steamer, the St Petersburg, in an act of chivalry.

AUTHOR Captain Phil Waterhouse CMILT SECTOR HIGHLIGHTS

26 FOCUS JANUARY 2015

With the action over, he decided to return to Harwich, but in doing so he sailed across the line of mines laid by the Königin Luise. Shortly before 07.00 hrs on 6th August, the Amphion ran over one, with horrific results. The blast tore apart the forward section; every man save one on the fo’c’sle guns was killed, and most of the German prisoners that were being held in the bow. Just before the explosion, 19-year-old Stoker 1st Class Herbert Street had been enjoying a break with his fellow stokers, among them a fellow Lyme Regis native, Thomas Gollop. The latter took rather longer to finish his mug of cocoa than his shipmate, which saved his life. Herbert Street was killed in the blast; Thomas Gollop survived.

The blast also killed the Royal Navy’s first officer casualty, Staff Paymaster Joseph Gedge, Amphion’s accountant. Subsequently, in his name a medal was introduced at Oxford University and within the Royal Navy Supply Branch, and a science block was erected at his former school in Leatherhead, a project backed by the Commander-in-Chief of the Grand Fleet in 1914, Admiral Jellicoe. As for Amphion, she was going down by the bow. Cecil Fox ordered his men to abandon ship and his destroyer to close in to pick up survivors. They did so remarkably calmly and quickly. Within 18 minutes of hitting the mine, every survivor had been taken off. The captain was the last man off. The lifeless ship continued to float and move. It drifted back into the minefield and struck a second mine, triggering her forward magazine and an explosion far more fearful than the first. Debris was flung around the North Sea, hitting some of the rescue boats. A 4in shell crashed on to the deck of HMS Lark, killing two men just plucked from the Amphion, plus a German PoW. More than 130 Britons died in the loss of the three-year-old cruiser, while at least 18 of the 56 German sailors rescued also perished. Her wreck now lies on the bed of the North Sea some 30 miles east of Orford Ness and is a protected war grave. The survivors landed at Harwich. According to a newspaper reporter who watched them being helped ashore, they bore terrible burns, as if they had been peppered with acid: ‘The scene here is like that which follows a colliery explosion.’ The first dead – four British, four German – were buried with full military honours at Shotley Cemetery in Suffolk on 8th August 1914. Such casualties would soon be dwarfed by losses in France, but even in the first month of the war, not one day passed without a member of the naval service dying, often of illness. A few drowned and most lost their lives in action. The fact that Joseph Gedge was a ‘pusser’ was not lost on the fledgling logistics branch. In 1928, the members of the Royal Naval Accountant Officers’ Dining Club subscribed: ‘a sum of £260 to institute a prize to be competed for annually by junior Supply Officers’. Their orders stated:

Top: HMS Amphion Above: Any serving Logistics Officer of the Royal Navy or the Royal Navy Reserve will be aware of the existence of the Gedge Medal and what it stands for

‘The award will take the form of a gold medal and a prize of books, the value of the latter being the sum remaining over from the annual interest after deducting the cost of the medal. The medal will be known as the Gedge Medal, in commemoration of Staff Paymaster Joseph T Gedge, RN, who was killed on 6th August, 1914, when HMS Amphion was sunk by a mine, and who was the first British Officer of all the fighting services to be killed during the 1914–18 war. The family of this officer have consented to the use of the name. The medal and prize will be awarded annually to the officer who has passed the examination for the rank of Lieutenant (Supply) at the first attempt www.ciltuk.org.uk 27

YOUR INSTITUTE CILT AND THE FIRST WORLD WAR

Above: Captain Phil Waterhouse CMILT

and has obtained the highest aggregate of the total maximum marks in these examinations during the current calendar year. Officers granted permanent commissions from the lower deck are also eligible for the award. In the event of two or more officers obtaining the same number of marks, the award will be made to the officer who obtains the higher total of marks in the papers Secretarial and General Work and Pay and Cash combined. Officers of the Commonwealth Navies who compete at the same examinations as officers of the Royal Navy, will be eligible for the award.’ Ask any serving Logistics Officer of the Royal Navy or the Royal Naval Reserve and he or she will be aware of the existence of the Gedge Medal and what it stands for. Since its inception in 1928, 80 officers of the branch have been awarded the medal, which is struck every year to ensure its uniqueness. Those that sit in judgement and award the medal, have been successful, too; of the 80 Gedge Medals awarded, 47 of its recipients have gone on to the rank of Admiral. The medal is awarded at the Defence Maritime Logistics School (DMLS) Annual Awards Ceremony,

which is attended by Steve Agg, CEO, CILT. Such is the prestige of the Gedge Medal that it is always presented by the Chief Naval logistics Officer, currently Vice-Admiral David Steel CBE. Note. The author acknowledges the help of Richard Hargreaves, Navy News, in writing this feature.

About the author Captain Phil Waterhouse CMILT joined the Royal Navy in 1982 as a Junior Seaman and was promoted to the Officer Corps in 1988. He has spent the majority of his career at sea as a Logistics Officer in HMS Bulldog, Coventry, Beaver, Fearless, Ocean, Edinburgh and Bulwark. Key assignments ashore have included Deputy Fleet Logistics Officer, Commandant, Defence Maritime Logistics School, Project Manager for the defence change project Management of the Joint Deployed Inventory (MJDI) and the Logistics Branch Career Manager. He is currently Deputy Assistant Chief of Staff Logistics Strategy and Capability at the Navy Command HQ. He is Royal Navy Senior Representative on the CILT Defence Supply Chain Forum.

CILT and the First World War

Your Institute has published a number of features acknowledging the role of transport and logistics during the First World War To view all CILT centenary commemorations, please visit: www.ciltuk.org.uk/News/LatestNews/FirstWorldWarCentenary.aspx

28 FOCUS JANUARY 2015

www.lrn2015.org.uk

Achieving Low Carbon Logistics: Trends, Challenges and Opportunities

20th Annual Logistics Research Network (LRN) Conference 2nd-4th September 2015 University of Derby The LRN Conference welcomes researchers and practitioners from diverse logistics and supply chain areas, in all sectors, to publish their research work and industrial case studies. Authors wishing to prepare a paper for the conference are invited to submit a 500-word abstract for consideration Abstracts should be sent to [email protected] by noon on Friday 3rd April 2015 For further information and abstract guidelines please visit: www.lrn2015.org.uk

CALL FOR PAPERS

REPORT

More people than ever before can now include Metrolink as part of their commute thanks to a historic £1.5 billion investment in creating new lines that, together, will treble the size of the original 1992 network

30 FOCUS JANUARY 2015

Transport for Greater Manchester Jon Lamonte FCILT, Chief Executive at Transport for Greater Manchester (TfGM) delivered this speech to the CILT Greater Manchester Group in 2014. He discussed the latest transport developments and achievements in the North West of England and looks toward what will be a challenging yet exciting year for TfGM. For those of us interested in cities and the transport systems that make them work, we are at a pivotal time that is likely to shape the direction for the next decade. At the heart of the debate is the question of how we can sustain the immense economic power of London, whilst also unleashing the great potential of the other great cities of the north; and as every piece of analysis has shown, right up to the BBC’s series: Mind The Gap, two key ingredients are consistently brought to the fore: the power of connectivity to expand economies and the unique potential on offer here in Manchester. This is our business now as Transport for Greater Manchester (TfGM), drawing together all strands of the connectivity picture – from cycling to freight and from highways management – to truly integrated public transport. We need it all to work for our vision of growth in Greater Manchester to come about. Of course, this isn’t new for us. We have long focused our efforts on getting public transport connections right for the local economy. As a result, more people than ever before can now include Metrolink as part of their commute thanks to a historic £1.5 billion investment in creating new lines that, together, will treble the size of the original 1992 network.

AUTHOR Jon Lamonte FCILT FURTHER INFORMATION See page 34 SECTOR HIGHLIGHTS

Earlier this year, we opened the line through Oldham town centre to great celebration, as well as opened Rochdale’s town centre line in. The Metrolink expansion has been the biggest transport project in the country outside London and, yes, it has presented several challenges, but we need only look at patronage to measure its success: more people than ever before are using the tram – more than 28 million journeys a year. That’s thousands of car journeys off our roads each day; and it’s a similar story on the trains, with year-on-year growth in patronage recorded over the past decade. But what we want to secure is greater control over our railways – local knowledge being used to oversee local services – and that’s where Rail in the North comes in. www.ciltuk.org.uk 31

REPORT TRANSPORT FOR GREATER MANCHESTER

multi-operator and multi-million. Our job is to make all those disparate elements work together as one: what you as our customer simply sees as your A to B.

We’re working with our counterparts at city and town halls across the north to devolve decision-making down from Whitehall so that we can make the very best use of our railways. It’s an ambitious proposal, but the timing is absolutely right if we’re going to maximise the benefits of the Northern Hub programme: a programme that’s bringing more capacity, more services and shorter journey times, thanks to the electrification of key routes. What we need now, of course, are the electric trains to run on them and, as part of Rail in the North, we’re in discussions with the DfT regarding the wider rolling stock deployment plan. It is vital that a decision on this issue is made soon if the network is going to successfully meet the continued growth in demand, which will only increase further as the Northern Hub and electrification projects are finished. Our bus network has a crucial role to play in keeping the economy moving in the right direction, and we are continuing our commitment to giving real priority to good commuter services through the Cross City Bus and Leigh Busway projects that are now in delivery. However, there is a bigger challenge for us to develop new ways of supporting the bus network at a time when our ability to fund subsidised services is under huge pressure. Our focus has to be on working closely and collaboratively with the commercial operators, who run 80% of the network themselves, as the financial landscape changes, and, fundamentally, that’s a great example of what we do, where we fit in; we connect the dots. Our transport network is multimodal, multi-agency, 32 FOCUS JANUARY 2015

Above: Transport for Greater Manchester’s bus network has a crucial role to play in keeping the economy moving in the right direction

Below: John Lamonte says: ‘As Transport for Greater Manchester, we know that local transport is only part of the picture. On our highways network, the congestion challenge has not gone away.’

There’s no better example of that than get me there, our smart ticketing programme. We’re making good progress on delivering what will be one of the most complex back office systems of its kind the world, but one of the simplest to use for customers. At the same time, we’re progressing with plans for a multimodal, real-time information system, capitalising on the increasing prevalence of mobile technology and ongoing investment in broadband and wi-fi. Our approach to connecting the dots is already having some success, but we need to go much further if the technology is not going to expose shortcomings in the current extent of integration across our public transport system. This will need the sustained commitment of many partners to ensure

that our commuters can access the same flexibility of travel that they will have enjoyed in the capital. As Transport for Greater Manchester, we know that local transport is only part of the picture. On our highways network, the congestion challenge has not gone away. You may have seen headlines stating that Greater Manchester was the most congested region outside London. We came second to London on congestion, but then we have the fastest growing economy in the UK outside London. Indeed, the President and Chief Executive of traffic information suppliers Inrix was quoted as saying: ‘So goes traffic, so goes the economy.’ One of the knock-on effects of the pace of our economic growth has been busier roads, with more people living, working and travelling in and around the region. That’s a trend we need to break: transport conditions that don’t stifle the economy, but that let it thrive. We’re meeting that challenge head on through a Above: TfGM now manages more than 2,200 sets of traffic signals, of which around 1,200 are at junctions and more than 900 are at pedestrian crossings Left: ‘I mention that because safer roads are vital to progressing our ambitious active travel agenda, which is delivering fantastic new cycling facilities, including dedicated routes and high-quality hubs for parking, and promoting the health benefits of making cycling and walking part of the daily commute’

combination of improved public transport and road-based measures. We’re investing billions in our transport network, more than anywhere outside London. Tackling congestion on our roads is an obvious starting point. TfGM now manages more than 2,200 sets of traffic signals, of which around 1,200 are at junctions and more than 900 are at pedestrian crossings. Making sure they are able to manage demand as efficiently as possible is essential to supporting the flow of traffic.

In several instances, we use smart systems that optimise and vary signal timings based on the amount of traffic that is actually using them. This can improve a junction’s capacity by up to 15%, and we’ll upgrade more junctions to this level as funding becomes available. We’ve had success in securing funding from the Government’s Pinch Point Fund scheme to help districts to deliver several new and improved junctions across Greater Manchester. That’s ensured, for example, how traffic will flow into and out of major, strategic development sites has already been considered and, indeed, has been built in from the start. We are also working with the Highways Agency to look at how we can manage the overall highway network better. Let’s look at the Inrix statistics that fed media coverage: six of the eight Greater Manchester routes highlighted were just off motorway junctions, so there is a major interaction between the Strategic www.ciltuk.org.uk 33

REPORT TRANSPORT FOR GREATER MANCHESTER

Above: Another factor that influences congestion is road works. One of the key aims of the Greater Manchester Road Activity Permit Scheme, which launched in April 2013, is to reduce delays and congestion caused by road works, ensure more reliable journey times and to give greater visibility of planned works to all.

Route Network and the local road network at all motorway junctions. Up to 80–90% of traffic is using our motorway to access the city centre and other local economic centres. That’s why we are working closely with the agency to develop its route-based strategies, such as on the Trans Pennine corridors to Sheffield and Leeds. Another factor that influences congestion is road works. One of the key aims of the Greater Manchester Road Activity Permit Scheme, which launched in April 2013, is to reduce delays and congestion caused by road works, ensure more reliable journey times and to give greater visibility of planned works to all. A major Local Sustainable Transport Fund programme is also now underway to improve journey times for all road-users while also giving buses priority at key junctions. Over the next 18 months, we will be making improvements to signalling at 650 key junctions of the 1,000 plus junctions in Greater Manchester. This will make journeys more reliable for all road-users, and will benefit those bus operators who are signed up to fitting more of their buses with automatic vehicle location (AVL) technology to let the signalling system know when to give them a green light. I’m also pleased to say that the fantastic work being done by the Greater Manchester Road Safety Partnership means that our roads are getting safer. Draft results for the year ending October 2013 show that there has been a 14% reduction in reported injury accidents and a 13% reduction in reported casualties of any severity. I mention that because safer roads are vital to progressing our ambitious active travel agenda, which is delivering fantastic new cycling facilities, including dedicated routes and high-quality hubs for parking, and promoting the health benefits of making cycling and walking part of the daily commute.

If we look a little further into the future, the role of transport grows all the more. Of course, the dominant feature on our planning horizon is HS2, which has a unique potential to address the economic geography of the country, establish our city region as a continental growth pole and provide the catalyst for the next level of connectivity standards here. HS2 is essential for freeing up the conventional rail network for both passengers and freight, easing congestion on our trains and motorways and, in turn, boosting economic growth. Of course, at national, regional and local levels, it supports growth by helping businesses to connect with one another and improving access to major commercial opportunities, helping the north to prosper and reach its full economic potential. Our focus now is on ensuring that the right conditions are put into place to maximise the impact of HS2. This will require new models of working across the rail sector to accelerate delivery wherever possible and, crucially, to ensure that we secure a rail facility at Piccadilly that remains fit for purpose into the second half of the century. It also provides the focus for determining our local connectivity priorities, shaping our views on mass transit and integration priorities that we aim to set out in a new Local Transport Plan later in the year. Freight is the other potential beneficiary of HS2. We see enormous potential for the logistics sector through the advent of Atlantic Gateway and the development of the Airport City World Logistics Hub, alongside the continued growth of our major business parks. We have commissioned a cross-agency review of this potential to establish a clear view on how it can best be realised in partnership with the private sector and government. The challenge ahead of us is significant, but the prizes could be transformational. To meet this challenge, we need professionals in transport, well qualified, well trained, capable of understanding and solving tomorrow’s transport problems, across all sectors. That’s where CILT can really add value, by blending the very best of the talent around us and developing the next generation to come. Potentially, even in the face of austerity, this is a great time for the Institute in the north-west, where challenges will exist for you.

About the author Jon Lamonte FCILT is Chief Executive, Transport for Greater Manchester.

FURTHER INFORMATION

Jon Lamonte’s speech was first delivered at the CILT Greater Manchester Group Dinner in March 2014. SAVE THE DATE

Jon Lamonte FCILT will be speaking at the 2015 CILT Annual Logistics Conference on 18th June 2015, for further information, see website: http://ciltuk.org.uk/Events/NationalEvents/AnnualLogisticsConference.aspx

34 FOCUS JANUARY 2015

YOUR INSTITUTE

Programme Register your email address to be kept up to date with Institute events: 01536 740104

[email protected]

CENTRAL SOUTHERN Hampshire & Dorset The Warehouse Network: Optimising the design of a key supply-chain component 28th January 18.45-21.00 (Reg 18.30) Speaker: Harald Hamley FCILT, Central Southern Regional Officer & Chairman, CILT Awards Scheme, CILT Location: Sir James Matthews Building, Southampton Solent University, 157-187 Above Bar Street, Southampton, SO14 7NN Booking: Please note booking is not required for this event. Code: HDG0317 CPD hours: 1.5

Thames Valley The History of Airport Planning & Development in the South East from the Mid 1970's 12th January 18.45-20.00 (Reg 18.15) Speaker: Paul Le Blond FCILT, Director, Paul Le Blond Consulting Ltd Location: Reading Town Hall, Blagrave Street, Reading, RG1 1QH Booking: Online or through Membership Services. Code: TVG0315 CPD hours: 1

Swindon Stonehenge Visitor Centre Project – The Logistical Challenges 27th January 18.45-20.00 (Reg 18.15) Speaker: Kate Davies, General Manager, Stonehenge Visitor Centre Location: STEAM, Museum of the Great Western Railway, Fire Fly Avenue, Kemble Drive, Swindon, SN2 2EY Booking: Online or through Membership Services. Code: SWG0304 CPD hours: 1

CYMRU – WALES The Cymru Wales National Transport and Logistics Awards – Call for Entries – Deadline 30th April 12th June 12.45-15.30 (Reg 12.00) Location: Assembly Room, City Hall, Cardiff, CF10 3ND Booking: For further information on categories or sponsorship contact Margaret Everson: [email protected] Code: WR0329

EAST MIDLANDS Derbyshire Road Safety and Driver Behaviour 13th January 18.30-20.00 (Reg 18.00) Speaker: Astrid van der Burgt CMILT, National Road Risks Manager, Kuehne + Nagel Ltd; Richard Skipworth, General Manager, KNDL Derby NDC Location: Kuehne + Nagel Drinks Logistics, Fernhook Avenue, Derby Commercial Park, Derby, DE21 7BH Booking: Online or through Membership Services. Please note the delegate list for this event will be vetted. Code: DG0303 CPD hours: 1.5

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36 FOCUS JANUARY 2015

See your company name here... and here...

and here...

and here...

Reach all members of CILT by sponsoring Programme – the place where all members go to find out what is on in their region Contact Nicky Peacock Tel: 01536 740153 Email: [email protected]

EASTERN Peterborough & Cambridge John Lewis: Changes in Distribution 18th March 18.00-20.00 (Reg 17.30) Speaker: David Simpson, Operations Manager – Commercial Support, John Lewis – Peterborough; Bruce Harryman, Senior Manager, Network Planning, John Lewis Distribution Location: John Lewis, Queensgate Centre, Peterborough, PE1 1NL Booking: Online or through Membership Services. Please note the delegate list for this event will be vetted. Code: PCG0001 CPD hours: 1.5

LONDON FORS & TfL 14th January 18.30-20.00 (Reg 17.45) Speaker: TBC Location: Graduate Centre, London Metropolitan University, 166-220 Holloway Road, N7 8DB Booking: Online or through Membership Services. Code: LR0332 CPD hours: 1

Heathrow Researching the History of Airport Policy For South East England 13th January 18.30-20.00 (Reg 17.45) Speaker: Paul Le Blond FCILT, Director, Paul Le Blond Consulting Ltd Location: Holiday Inn, Sipson, West Drayton, UB7 0JU Booking: Please note booking is not required for this event. Code: HG0319 CPD hours: 1

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NORTH EAST Humber First Hull Trains 26th January 18.30-20.00 (Reg 18.00) Speaker: Keith Doughty, Service Delivery Director, First Hull Trains Location: Logistics Institute (Nidd Building), Hull University, Business School, University of Hull, Hull, HU6 7RX Booking: Online or through Membership Services. Please note the delegate list for this event will be vetted. Code: HMG0315 CPD hours: 1 The Vulcan XH558 Experience! 9th March 18.00-20.00 (Reg 17.45) Speaker: The Vulcan Experience Tour Team Location: Robin Hood Airport Doncaster Sheffield, First Avenue, Doncaster, DN9 3RH Booking: Online or through Membership Services. Members/Adults £12.00; Over 65's £7.50. Code: HMG0317 CPD hours: 1

South Yorkshire The Sheffield City Region – Lessons learnt and future direction 13th January 18.30-20.30 (Reg 18.00) Speaker: David Hewitt, Sheffield City Region Executive Team Location: Cantor Building, Sheffield Hallam University, 153 Arundel Street, Sheffield, S1 2NU Booking: Please note booking is not required for this event. Code: SYKG0321 CPD hours: 1.5

West & North Yorkshire Employer & School Activity Engagement Day 14th January 10.00-15.00 (Reg 09.30) Speaker: Andy Page, Director, Business on the Move Designer; Pat Smedley, Director, Business on the Move Designer; Isobel Colley, Senior Officer, Curriculum Provision Quality & Engagement, Wakefield Council; Kirsty McKenzie, Marketing Manager, Potter Logistics (Employer/School contact for Business on the Move); Patrick Henry CMILT, Chairman, CILT West & North Yorkshire Group & Made in China Delivery Programme Managers; Sue Chapman CMILT Location: Chesneys Centre, Regent Street, Featherstone, Wakefield, WF7 5EW Booking: Via the event organiser Patrick Henry, email: [email protected] for further information and/or confirm your place on the team! Please note the delegate list for this event will be vetted. Code: WNYG0313 CPD hours: 2

NORTHERN HOME COUNTIES An Introduction to Rail Freight 28th January 19.00-20.30 (Reg 18.30) Speaker: Ralph Goldney FCILT, Managing Director, RailFreight Consulting Location: Network Rail, The Quadrant, Elder Gate, Central Milton Keynes, Bucks, MK9 1EN Booking: Online or through Membership Services. Code: NHCR0315 CPD hours: 1 The Croxley Rail Link 26th February 18.30-20.30 (Reg 18.00) Speaker: Richard Boutal, Major Projects Group Manager, Highways Operations and Strategies, Hertfordshire County Council Location: AECOM, 66-77 Victoria Street, St Albans, Hertfordshire, AL1 3ER Booking: Online or through Membership Services. Code: NHCR0314 CPD hours: 0.5

NORTHERN IRELAND CILT Northern Ireland Annual Gala Dinner 2015 26th February 19.30-01.00 (Reg 19.00) Location: Titanic Suite, Titanic Belfast, 1 Olympic Way, Queens Road, Titanic Quarter, Belfast, BT3 9EP Booking: Online or through Membership Services. Member/Retired Member: £65.00 + VAT; Non-Member: £85.00 + VAT; Table of Ten: £750.00 + VAT Code: NIR0309

NORTH WEST Cheshire Backhouse Jones – Legal Update 4th February 18.30-20.00 (Reg 18.00) Speaker: Scott Bell, Solicitor, Backhouse Jones Solicitors Location: B&Q Contract, DX Freight, Aston Lane North, Whitehouse Indstrial Estate, Preston Brook, Runcorn, WA7 3BN Booking: Online or through Membership Services. Please note the delegate list for this event will be vetted. Code: CHG0316 CPD hours: 1 Abbey Logistics Group – Site Visit 5th March 18.30-20.30 (Reg 18.00) Speaker: Karl Hudson, Operations Director, Abbey Logistics Group Ltd Location: Abbey Logistics Group, Lees Road, Knowsley Industrial Park, Liverpool, L33 7SE Booking: Online or through Membership Services. Code: CHG0317 CPD hours: 1.5

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Greater Manchester Group Bus Infrastructure Development in Greater Manchester: Cross-City Bus and the Leigh-Salford-Manchester Guided Busway Projects 20th January 18.30-20.30 (Reg 18.00) Speaker: Anthony Murden CMILT, Project Manager, Transport for Greater Manchester Location: The Rain Bar, 80 Great Bridgewater Street, Manchester, M1 5JG Booking: Online or through Membership Services. Please note there is no wheelchair access for this event. Code: GMG0333 CPD hours: 1.5 University Transport Economics Seminar Series: Transport Politics, Policies and Persuasions. Seminar 4: DriveSafe – Cameras and Courses 4th February 17.30-19.00 (Reg 17.15) Speaker: Lee Davies, Drive safe manager, TfGM Location: Samuel Alexander Building (use Ackers Street entrance, off Oxford Road), University of Manchester, Manchester, M13 9PL Booking: Please note booking is not required for this event. Code: GMG0334 CPD hours: 1 The DWF lecture: Innovation in Supply Chain and some of the Legal Challenges 17th February 18.30-20.30 (Reg 18.00) Speaker: Matthew Yates, DWF Location: 1 Scott Place, 2 Hardman Street, Manchester, M3 3AA Booking: Online or through Membership Services. Please note the delegate list for this event will be vetted. Code: GMG0335 CPD hours: 1.5 The Greater Manchester CILT Annual Dinner 2014 26th March 20.00-23.00 (Reg 19.00) Speaker: Alex Hynes, Managing Director Northern Rail; Jim Spittle FCILT, President, CILT Location: Renaissance Hotel, Blackfriars Street, Manchester, M3 2EQ Booking: Booking is via Peter Morgan, Tel: 0161 445 8709 or Email: [email protected] Code: GMG0338

and here... and here... and here... and here...

www.ciltuk.org.uk 37

YOUR INSTITUTE

Merseryside & Warrington Visit to Liverpool City Watch Control Room 10th February 18.00-20.00 (Reg 17.30) Speaker: Phil Brean, Team Manager Location: City Watch Control Room, Georges Dock Building, Pier Head, Liverpool, L3 1DD Booking: Book online or contact Membership Services Code: MWG0322 Visit to Liverpool City Watch Control Room 10th February 19.00-20.30 (Reg 18.30) Speaker: Phil Brean, Team Manager Location: City Watch Control Room, Georges Dock Building, Pier Head, Liverpool, L3 1DD Booking: Book online or contact Membership Services Code: MWG0323

SCOTLAND The Story of Brewing in Scotland 13th January 18.00-20.00 (Reg 17.30) Speaker: Allan McLean, Vice-chairman, The Scottish Brewing Archive Association and Editor, The Association's Journal Location: The Royal Over-Seas League, Over-Seas House, 100, Princes Street, Edinburgh, EH2 3AB Booking: Booking is not required for this event and a light buffet will be provided. Code: SR0358 CPD hours: 1.5 The CILT Scottish Region Annual Political Event 27th January 18.00-20.00 (Reg 17.30) Speaker: Councillor Lesley Hinds, Convenor of Transport & Environment Committee, City of Edinburgh Council Location: Royal Scots Club, 29 Abercromby Place, Edinburgh, EH3 6QE Booking: Online or through Membership Services. Code: SR0348 CPD hours: 1 Swiss Railways 10th February 18.00-20.00 (Reg 17.30) Speaker: Malcolm Bulpitt, Editor, Swiss Express Location: First ScotRail, Atrium Court, 50, Waterloo Street, Glasgow, G2 6HQ Booking: Online or through Membership Services. A light buffet will be provided. Code: SR0349 CPD hours: 1.5

Cranleigh Freight Services 20th January 19:00-20:30 (Reg 18:30)

Speaker: Ann Faulds, Senior Partner, Dundas & Wilson CS LLP Location: Dundas & Wilson CS LLP, Saltire Court, 20 Castle Terrace, Edinburgh, EH1 2EN Booking: Online or through Membership Services. A light buffet will be provided. Code: SR0350 CPD hours: 1.5

Speaker: Becky Young, Group Sales & Marketing Manager, Cranleigh Freight Services Location: Harlequin Theatre, Warwick Crescent, Redhill, Surrey, RH1 1NN Booking: Online or through Membership Services. Code: GTG0322 CPD hours: 1

Dundee Museum of Transport 3rd March 18.00-20.00 (Reg 17.30) Speaker: Jimmy McDonnell, Chairman, Dundee Museum of Transport Location: Dundee Museum of Transport, Unit 10 Market Mews, Market Street, Dundee, DD1 3LA Booking: Online or through Membership Services. Code: SR0357

SOUTH EAST

Transport for London – River Services 17th February 19.00-20.30 (Reg 18.30) Speaker: Andrew Thompson, General Manager, TfL London River Services Location: Harlequin Theatre, Warwick Crescent, Redhill, Surrey, RH1 1NN Booking: Online or through Membership Services. Code: GTG0323 CPD hours: 1 London Buses – Past, Present and Future 17th March 19.00-20.30 (Reg 18.30)

Kent Volvo Car Safety Systems and Future Technologies 11th February 19.30-21.30 (Reg 19.00)

Speaker: Mike Weston CMILT, Director of Buses, Transport for London Location: Harlequin Theatre, Warwick Crescent, Redhill, Surrey, RH1 1NN Booking: Online or through Membership Services. Code: GTG0324 CPD hours: 1

Speaker: Gary Tacey, Lead Technical Trainer, Volvo Cars Location: Lipscomb Volvo, Forstal Road, Maidstone, ME20 7XA Booking: Online or through Membership Services. Code: KTG0333

Sussex The Retail Revolution – How the digital explosion is transforming retail logistics 6th January 19.00-20.45 (Reg 18.30)

MotoGP and Racing Motorcycles 4th March 19.30-21.00 (Reg 19.00) Speaker: Neil Spalding, Journalist and Owner, Sigma Developments Location: Holiday Inn Ashford North A20, Maidstone Road, Hothfield, Ashford, TN26 1AR Booking: Online or through Membership Services. Code: KTG0334

Speaker: Andy Banks FCILT, Supply Chain Vision and Planning Manager, Waitrose Location: Room 313, Cliffe Building, Sussex Downs College, 1 Mountfield Road, Lewes, BN7 2XH Booking: Online or through Membership Services. Code: SG0323 CPD hours: 1.5

Steering and Suspension Developments 24th March 19.30-21.30 (Reg 19.00)

Technological Developments in London Buses 3rd February 19.00-20.45 (Reg 18.30)

Speaker: Jake Barrett, Garage Scheme Developer; Wayne McCluskey, Training Manager, ZF Services Location: Lookers of Maidstone, Bircholt Road, Park Wood Industrial Estate, Maidstone, ME15 9YN Booking: Online or through Membership Services. Code: KTG0335

Speaker: Phil Margrave FCILT, Engineering Director, The Go-Ahead Group plc Location: Room 313, Cliffe Building, Sussex Downs College, 1 Mountfield Road, Lewes, BN7 2XH Booking: Online or through Membership Services. Code: SG0324 CPD hours: 1.5

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38 FOCUS JANUARY 2015

Gatwick

Scotland's Transport: A Lawyer's Perspective 24th February 18.00-20.00 (Reg 17.30)

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Second Generation UK Tramways 3rd March 19.00-20.45 (Reg 18.30) Speaker: John Baggs FCILT, Consultant/Owner JAB Services UK Location: Room 313, Cliffe Building, Sussex Downs College, 1 Mountfield Road, Lewes, BN7 2XH Booking: Online or through Membership Services. Code: SG0325 CPD hours: 1.5

SOUTH WEST Devon & Cornwall Managing Complex Supply Chains in the Health Sector 20th January 18.15-20.00 (Reg 18.00) Speaker: Andrew McMinn, Chief Procurement Officer, Plymouth Hospitals NHS Trust Location: Mast House, Plymouth University, Shepherds Wharf, 24 Sutton Road, Plymouth, PL4 0HJ Booking: Online or through Membership Services. Code: DCG0317 CPD hours: 1.5 Smarter Logistics Using Rail 17th February 18.15-20.15 (Reg 18.00) Speaker: Jeff Screeton, MD, 5-PL Location: Plymouth Lecture Theatre, Portland Square Building, Plymouth University, PL4 8AA Booking: Online or through Membership Services. Code: DCG0319 CPD hours: 1.5 Resilience of the Railway to the South West – Dawlish One Year On 17th March 18.15-20.15 (Reg 18.00) Speaker: David Crome, General Manager West, First Great Western; Mike Gallop, Director Route Asset Management (Western), Network Rail Location: Plymouth Lecture Theatre, Portland Square Building, Plymouth University, PL4 8AA Booking: Online or through Membership Services. Code: DCG0320 CPD hours: 1.5

WEST MIDLANDS Birmingham & Coventry

Staffordshire

Outsourcing & Procurement Forum

Restoring the Uttoxeter Canal – Update 6th January 18.30-20.30 (Reg 18.00)

Outsourcing Life Cycle Master Class: Step 2a – Procurement & Contract 5th February 09.00-14.00 (Reg 08.30)

Speaker: Steve Wood, Chairman, The Cauldon & Uttoxeter Canals Trust Location: The Ashley Centre, Staffordshire University, Leek Road, Stoke-on-Trent, ST4 2DF Booking: Online or through Membership Services. Code: STG0316 CPD hours: 1 The Norton Bridge Flyover Project 3rd February 18.30-20.30 (Reg 18.00) Speaker: David Lawrence, Engineering Manager, Network Rail Infrastructure Projects Location: The Ashley Centre, Staffordshire University, Leek Road, Stoke-on-Trent, ST4 2DF Booking: Online or through Membership Services. Code: STG0317 CPD hours: 1.5 International Study Tour – Wuppertal, Germany 11th-19th July Location: Wuppertal, Germany Booking: For further information contact: Andrew Dartnell FCILT, CILT West Midlands Region Vice-Chair and Staffordshire Group Chair tel: 01889 560195, Mob: 07974 588052 or email: [email protected] Call for interest: Interest to be confirmed by 30th October 2014. Code: STG0312

SUPPLY CHAIN SECTOR Food Logistics Forum

Speaker: Chartered Institute of Purchasing and Supply; Lynn Parnell FCILT, Senior Consultant, Logistics Partners Wright Hassall Solicitors; Joe Fogg MILT, Business Development Director, Arvato; Charles Davis FCILT, Vice President, AT Kearney Ltd Location: Wright Hassall, Olympus Way, Leamington Spa, CV34 6DF Booking: Online or through Membership Services. Members: £25.00; Non-Members: £45.00 Code: OP0305 CPD hours: 4

PTRC On-Street Parking 20th January Location: London On-Street Parking 21st January Location: Manchester The Principles of Traffic and Transport 20 Week Evening Lecture Series 22nd January Location: Jacobs, London Successful Planning Applications for Transport Practitioners 22nd January Location: Manchester

The Final Project Scale UK Conference Scale: How To Secure A Step Change In Agri-Food Logistics 16th April 09.00-17.00 (Reg 08.30)

Public Inquires and Appeals 28th-29th January

Location: Cranfield University, Bedford MK43 0AL Booking: For further information about Project Scale please visit: www.projectscale.eu Code: ABC0390 CPD hours: 6

Planning Public Transport 11th-12th February

3D Printing – Beyond the Hype 10th February 10.30-12.30 (Reg 10.00) Speaker: Dr Greg Gibbons, Additive Manufacturing, IIPSI, University of Warwick Location: International Institute for Product & service Innovation (IIPSI), WMG, University of Warwick, University Road, Coventry, CV4 7AL Booking: Online or through Membership Services. Code: BCG0318 CPD hours: 1.5

See your company name here... Contact Nicky Peacock Tel: 01536 740153 Email: [email protected]

Location: Manchester

Location: London Risk, Liability and Project Delivery – Essential Legislation for Highways and Transport Practitioners 25th-26th February Location: Manchester For further information about all of the above PTRC events please contact [email protected]

and here... and here... and here... and here...

www.ciltuk.org.uk 39

YOUR INSTITUTE

SECTOR HIGHLIGHTS

The Level 3 Certificate in Road Passenger First Line Management has been developed for bus drivers and technicians

40 FOCUS JANUARY 2015

CILT(UK) Level 3 Certificate in Road Passenger First Line Management The Institute has launched its Level 3 Certificate in Road Passenger First Line Management, aimed at those already employed within the sector and those preparing to join it. It has been developed to give drivers and technicians the knowledge and skills they need to become supervisors or junior leaders.

The CILT(UK) Level 3 Certificate in Road Passenger First Line Management is designed to provide Learners with detailed and specific coverage of the road passenger environment, in particular, local bus service operations and to progress them in their further professional development. The Learners will be introduced to the concept of leadership and the importance of the role played by the most important component of passenger transport, delivering the customers’ needs and expectations in a courteous, safe and timely manner. It is available to study through a range of methods, including distance learning, classroom teaching and blended learning. The CILT(UK) Level 3 Certificate is aimed at road passenger drivers/technicians aspiring to become supervisors, inspectors, team leaders or junior leaders, and those already involved in these positions, and It is also recommended for anyone making a career change. The qualification is comprised of three mandatory units: • Road Passenger Company Operations Candidates will take a detailed look at the operation of road passenger

transport, looking into the history and regulations that have shaped the operations that we know today. They will also study operational practices, such as creating bus services, scheduling drivers and working with local authorities, in addition to looking at the legislation that controls and regulates the road passenger transport industry. • Road Passenger Company Finances This unit takes a look at the finances behind road passenger transport business, including sources of income, the data generated and information required internally and externally. Candidates will learn the purpose of supplying information where required, as well as their role in controlling costs, achieving targets and contributing to the profitability and success of the business. • Managing People in our Road Passenger Company Candidates will learn how to achieve the best performance from staff while maintaining a dedicated and motivated workforce that consistently deliver a good quality of service.

CILT is continuing to develop two further qualifications for the Bus and Coach sector, including a qualification for a supervisor/junior leader to gain the knowledge to become a manager, and another for a manager to acquire the knowledge and skills to become a director. Sir Peter Hendy CBE FCILT, Commissioner of Transport, Transport for London, says: ‘I am delighted to endorse the proposed three-stage training for bus staff. The industry has many talented people working in it who would benefit from qualifications with national endorsement and that of the leading professional institute. What is proposed will make a significant impact not only on them, but also on the quality of the product offered by the industry.’ Beverley Bell FCILT, Senior Traffic Commissioner, says: ‘It is absolutely vital that there is a recognised qualification available to all that is widely respected across the industry. I applaud this initiative.’ FURTHER INFORMATION

Further information, contact: TAS Partnership Limited. Tel: 01772 204988 Email: [email protected]

www.ciltuk.org.uk 41

ADVERTISEMENT FEATURE TGW

Striking the balance between energy and performance in the automated warehouse

Above: Christoph Wolkerstorfer, managing director at TGW Mechanics said: ‘All dynamic axes are equipped with energy recovery units, which can save up to 30% less energy’

Automated warehouse solutions provider TGW strives to optimise energy consumption for its customers by integrating energy efficient devices and strategies into all of its solutions.

In addition, Warehouse Management System (WMS) strategies balance the performance of an installation with active power management technologies integrated at the controls level.

However, is there an inherent contradiction between high-speed performance and sustainable, energy efficient materials handling solutions? Christoph Wolkerstorfer, managing director at TGW Mechanics believes there needn’t be.

Even during ramp-up, TGW strives for optimisation. There are several options such as automatic speed reduction of the storage and retrieval machines and the conveyors as soon as the performance decreases. Automatic shutdown of areas of the installation that are temporarily inactive provide another opportunity for savings particularly in the conveyor systems.

‘Finding the right system solution is a multi-dimensional task with many influencing factors,’ says Christoph. ‘To find the most efficient one, TGW’s Solutions Design department analyses the most efficient processes of a logistics solution. By calculating energy consumption, a forecast of future costs is possible and with this comes the opportunity to proactively implement energy saving strategies right from the start.’ It begins with product development and sourcing the right materials to create a sustainable product. Where possible TGW utilises reusable and recyclable resources such as steel and aluminium for improved sustainability. Lightweight construction reduces the moving masses, which translates into lower energy consumption and lower costs for drives – especially in automated storage and retrieval technologies.

Above: The KingDrive® is TGW’s most energy efficient conveyor solution

42 FOCUS JANUARY 2015

‘Optimum energy management is key,’ continues Christoph. ‘To achieve this, all dynamic axes are equipped with energy recovery units, which can potentially save up to 30% less energy. To reduce energy consumption to an absolute minimum, we also implement a power management system to cut the energy peaks of a system and several energy saving modes at PLC level.’

2014 saw the launch of KingDrive®, TGW’s most energy efficient conveyor solution yet. The transportation line is segmented into small modules, which function independently and also as a unified entity. To ensure unnecessary energy isn’t wasted, intelligent communication between the rollers and the controls means that the required modules are only active when needed. When an installation is complete TGW continues to maximise energy efficiencies through its Lifetime Services division, which delivers planned preventive maintenance to preserve the energy efficient components. ‘Additional optimisation workshops help our customers to become familiar with their installation and show them how “green logistics” can be realised and sustained.’ As soon as the installation reaches a certain age, there may be a requirement for modernisation or retrofit. Replacements of IT and controls as well as well as software are important for the entire system and above all, energy management. New WMS strategies and the integration of energy regeneration modules into old systems bring the installation up to date and prepare it for a greener future. www.tgw-group.com

YOUR INSTITUTE

Membership recognition scheme

We continue our membership recognition scheme in listing those celebrating their membership anniversary in January 2015. NB: The list of members who are celebrating the anniversary of belonging to the Institute for 20, 30 and 40 years or more was compiled on 10th December 2014 and includes those members who qualify up to 31st January 2015.

40 years Michael Blackledge CMILT – 1975 Jeremy de Rose CMILT – 1975 Robert Coutts McWilliam CMILT – 1975 Keith Morris CMILT – 1975 Trevor Graham Roberts FCILT – 1975

30 years Kevin Paul Ambrose CMILT – 1985 Huw Thomas Barrington CMILT – 1985 Mark Barned Brown CMILT – 1985 Malcolm Patrick Cooper MILT – 1985 Stephen John Didsbury MILT – 1985 Dennis Harnden MILT – 1985 Graham Morris Laycock MILT – 1985 John McVey CMILT – 1985 Hugh Peter Meyer MILT – 1985

20 years Ronald James Burton CMILT – 1995 Michael Carney CMILT – 1995 Stuart James Condie CMILT – 1995 John Davies MILT – 1995

Robert Stanley Dorr FCILT – 1995 James Dunlop CMILT – 1995 Keith Evans FCILT – 1995 Peter Fortune MILT – 1995 Jon Felix Harris FCILT – 1995 Paul Harrison CMILT – 1995 Charles Stuart Horton FCILT – 1995 Andrew Maclver CMILT – 1995 Peter Roland Moore CMILT – 1995 Nigel Patrick Mudd CMILT – 1995 John Edward Potter FCILT – 1995 Glen Ringsell MILT – 1995 Jeremy Ross FCILT – 1995 Richard John Smith FCILT – 1995 James Courtland Swan MILT – 1995 Erl Buckley Wilkie FCILT – 1995

Our congratulations also go to the following members who join those listed in our previous issues: 20 years David Brian Short CMILT – 1988 Colin Sherwood CMILT – 1988 Keith Bridges MILT – 1989

SECTOR HIGHLIGHTS Inevitably, some of our records inherited from those organisations that have combined over the years to become today’s Chartered Institute of Logistics and Transport might be incomplete. If you have been a member of the Institute with any of the legacy bodies for 20 years or over, or you know of another current member you believe has been overlooked, please let us know.

www.ciltuk.org.uk 43

Parcel shop DPD

OPINION

Parcel shops are far less capital intensive to deploy and can be rolled out much more quickly

Parcel shop and locker networks As internet purchases continue to rise, the need for parcel shop and secure locker networks are becoming an increasingly significant feature in logistics operations. Frank Proud compares the two and delivers his verdict on the importance of these networks across Europe.

AUTHOR Frank Proud SECTOR HIGHLIGHTS

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Parcel shop and secure locker networks are being rolled out rapidly across Europe. They are fast becoming an essential part of the logistics operations that gets internet purchases into the hands of consumers, while also remaining a key element of spare parts logistics operations. In a recent study1, we estimated that there are now almost 100,000 such locations across the continent, generating a total revenue approaching €500 million. However, rollout has not been even across

all countries. By far the largest number of locations is in Germany. France, the UK and the Benelux countries are also well served, while southern and Eastern European countries have far fewer sites. Parcel shops, which are staffed locations most commonly found in convenience stores with long opening hours, are far less capital intensive to deploy and can be rolled out much more quickly. They far outnumber locker banks, which are generally found in locations that have long

Both types of outlets usually have a data link – often in real time – to update the system of the network operator or parcel carrier when an event, such as a delivery or collection, has occurred. This means that the operator is able to know, for example, which lockers are empty or full and how many parcels are at a given parcel shop at any time, and hence where there is spare capacity in the network. Data capture is usually via a handheld scanner in the case of a parcel shop or a scanner built into a locker control panel. Access to lockers is often controlled through a PIN sent to a customer by email or SMS following a booking transaction carried out on a website and/or a smartcard provided to

registered users. Locations can increasingly be used to send as well as receive parcels. The main costs for all networks include: the development of a robust and secure operational system to consolidate and manage data on transactions and deliveries; the work required to build up the network from identifying suitable locations; making approaches to and having negotiations with site owners; through to setting up lease arrangements and dealing with legal issues. For locker networks, the costs can be substantial: a typical locker bank with around 50 doors and a control unit might cost from around £5,000, implying an average cost of the order of £100 per locker space. Arrangements must also be put in place to service the lockers and carry out repairs and maintenance. For parcel shops, the cost of the local set-up, which typically includes a scanner, label printer and POS marketing materials, as well as training for store staff, is far lower, but ongoing training in multiple locations with potential for high staff turnover imply that ongoing costs might be higher than for lockers.

Network operators The networks are operated by parcel carriers for their own use and other independent parties, who generally open them to be use by a range of carriers. DHL has the most locations, due to its large networks of Packstation lockers and parcel shops in Germany. It is followed by Otto, which owns the Hermes and Mondial Relay operations. Through these it has built a very large parcel shop presence in Germany, where it markets itself as the main alternative to the post office, and has significant networks in several other countries. DPD and now UPS, following its 2012 acquisition of the Belgian-based network, Kiala and subsequent rollout of the model to the UK and Germany, both have extensive parcel shop networks spanning several countries. InPost, part of the Polish Integer.pl Capital Group, the principal domestic mail competitor to the post office in its home country, has grown rapidly to become the main non-carrier network. In 2012, it announced plans to build a pan-European network of electronic parcel lockers, aiming to have continent-wide coverage with 16,000 locker banks by 2016.

Secure locker bank DHL

access hours and a reasonable level of security – for example, railway stations, supermarket car parks and petrol station forecourts. However, the volumes of parcels handled by the two types are more similar. Locker banks, such as the DHL Packstation network in Germany, typically have a much higher capacity: 50 or even 100 doors per locker site is not unusual; a parcel shop in a small and busy convenience store would struggle to cope with such a volume.

Secure Locker banks, such as the DHL Packstation, are being rolled out rapidly across Europe

www.ciltuk.org.uk 45

OPINION PARCEL SHOP AND LOCKER NETWORKS

By May 2014, it had deployed lockers to more than 3,500 locations in 20 countries, including 1,100 in Poland and 1,000 in the UK. Other independent players include UK-based ByBox, which is increasing its focus on the consumer segment, Pickpoint of Germany and the international franchise operation MBE. Online retailer Amazon is also building up a network of lockers and recently obtained access to a portfolio of attractive sites inside London Transport tube stations. Two notable names are not prominent on the list of parcels carriers operating large-scale networks: FedEX has service point locations in the USA and elsewhere, but has so far largely stayed out of the area in Europe, in deference to its focus on the premium business-tobusiness segment; and TNT Express has involvement through a partnership with InPost in Italy but not, so far, elsewhere.

Locker manufacturers Most of the lockers in use and being deployed have come from four manufacturers. KEBA, based in Austria, has the largest installed footprint, followed by Logibag, with InPost now growing rapidly. KEBA’s leadership stems from the company’s KePol parcel locker system having been used by Deutsche Post for its Packstation network and it has since been adopted by several other European postal operators. LogiBag, based in France, is now owned by ByBox. InPost lockers are being used in its own network rollout, as well as by some external customers. The fourth main manufacturer is TZ Limited, based in Australia, which has provided lockers to Poste Italiane, as well as customers in Australia and Asia. Amazon is believed to source its lockers from a Chinese supplier.

Benefits of parcel shops and locker networks The networks have succeeded because they have potential to offer benefits to a range of different parties through a combination of increased convenience and lower cost. For consumers, they can offer a better and quicker way to get a parcel than a pure home delivery service. Given that, as a result of longer working hours, increased female participation in the labour force and more single-person households, only 44% of potential online customers say that they are normally at home to accept packages, traditional morning delivery slots lead to a high proportion of failed home deliveries and hence delay in the consumer receiving the item. The network is increasingly being used as the primary delivery destination in a click-and-collect model. However it can be also be used as backup to a failed delivery, giving a more convenient option than the traditional card through the letterbox that necessitates a journey to a depot, often situated in a distant industrial zone, to collect a parcel. Networks may also lead to a reduction in the delivery cost charged to the consumer, as some of the benefits of overall system cost savings are shared. They are also increasingly

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being used to facilitate returns, with many e-retailers now making specific arrangements with networks, sparing their consumers a lunchtime post office queue and, in many cases, the cost of the return. Companies with field service engineers can derive benefits – for example, reduction in operating cost by eliminating the need for an engineer to go to a depot each morning to pick up necessary spares, hence speeding up the return of spare parts from the field to where they needed to go (such as a spares warehouse or repair centre) and providing flexibility to make operational changes, such as rescheduling of jobs and hence pickups between engineers, which is sometimes desirable to cut down travel time or make best use of available skills. Parcel carriers derive clear operational benefits. In particular, the networks significantly reduce costs by transforming a series of fragmented home deliveries into a single consolidated drop and pickup at one location. They are also likely to lead to a reduction in the number of failed deliveries and consequent redelivery attempts, and hence consignee complaints. E-retailers have the potential to negotiate for a reduction in their transport costs by obtaining a share of the benefits of parcel delivery cost savings. Perhaps more importantly, they stand to benefit by increasing sales if consumers who would otherwise be deterred from ordering due to home delivery issues do so because of the collection option. Research done by the parcel shop network, Collect+, suggests that 26% of people are put off ordering online because they don’t want to wait in for a delivery. Operators of both types of networks argue that location hosts will benefit from increased footfall and hence incremental sales by hosting a locker bank or parcel shop. Retailers hosting Collect+ outlets are paid 35p per parcel processed with average volumes leading to revenue of £673 per year from the activity. Collect+ believes that having the parcel shop allows the host store to generate three times as much revenue from in-store purchases by Collect+ customers. This would lead to average additional revenue of £2,712 per store. Finally, there are potential benefits for the environment. Assuming that the consumer does not make a dedicated car journey to pick up the item, delivery to a collection point usually requires fewer miles than a home delivery and eliminates multiple delivery attempts following a failure. A 2009 study by the Flanders Institute for Logistics suggested that home delivery created 1.19 kg of CO2, whereas collection from a parcel shop or locker only 0.24 kg.

History Given this range of benefits to so many parties, it is perhaps surprising that the networks have not become mainstream more quickly. Locker and parcel shop networks existed in the 1990s, with most of the features of those that are currently being rolled out.

However, operators have struggled to find the right business model to enable profitable rollout of networks. Implementation issues, such as integration of systems with inflexible, legacy parcel carrier systems, have often proved to be challenging. Some logistics and parcels companies have dragged their heels out of fear that the networks could be disruptive to their existing processes and hence their profitability. Furthermore, acceptance by consumers has taken time to build. Around the turn of the millennium, the dot.com and e-commerce boom gave additional impetus to the development of networks, with their potential to be the solution to the last mile problem of home delivery a key attraction. Several networks were created at this time, including some that have been successful, such as Kiala (now owned by UPS), ByBox, Deutsche Post’s Packstation network, Pickpoint (also in Germany), Pick-up Services and Mondial Relay (both in France). However, many of the early networks did not make it. BearBox and Business Direct have both been subsumed into the ByBox network, having failed to raise the necessary funding to reach profitability. RelayStar, a parcel shop network started by Texaco to use its forecourts, was then sold to Caterpillar Logistics and has since disappeared. Collectpoint, a UK parcel shop network with a consumer focus, did not reach profitability and exited the market. Many of the networks that thrived did so by shifting their focus to business-to-business customers, such as field engineers, rather than consumer deliveries. There were two main factors that favoured the business-to-business

segment: first, it offered higher rates per parcel than consumers were willing to pay; and second, it provided tangible cost savings for an easily identifiable customer – the operator of the field force.

out networks on the part of the leading parcels carriers and post offices and also independent operators such as InPost and ByBox. However, some challenges remain, such as customer acceptance and availability of suitable sites.

The consumer segment initially proved harder to crack to a large extent because, while many parcel carriers and retailers felt that the model offered benefits, it was not clear how either these benefits, or the costs of rolling out a network, should most equitably be shared between retailer, carrier and the consumer.

Other than in Germany and Benelux, use of parcel shops and lockers by consumers is at a relatively early stage of adoption. Consumers elsewhere in Europe may prove less keen on the formats and hence adoption levels may not reach the levels achieved in Germany and Benelux.

Lockers and parcel shops also faced concerns regarding perceived security weaknesses in their models. As parcel shops were rarely able to provide a secure, locked cage or storeroom in which to keep parcels, potential for losses was seen to be an issue. Locker systems were felt to be vulnerable to fraudulent claims/theft because they were unable to provide a proof-ofdelivery signature. For the most part, those concerns have now been addressed to enable networks to be rolled out. The rapid growth in internet shopping has doubled in virtually all European countries over the last five years, which means that the consumer segment is now believed to account for the large majority of volumes.

Finding more good-quality sites is an issue for both network types. At the moment, parcels remain a relatively small, incremental activity for those convenience stores that take them, but there is a limit to the number that a given store can handle without it affecting space and staffing requirements, and hence the cost base and nature of the host business. Increased demand may well lead to greater competition between networks for the best sites, enabling hosts to negotiate higher payments. Similarly for lockers, increased usage will inevitably require not just more, but also bigger sites, with those that work well for banks of 40–50 lockers not necessarily being able to accommodate several hundred.

Prospects

About the author

Parcel shop and locker networks look set to continue to increase in scale and importance across Europe. Continued internet retail growth appears the most important driver, with trends such as click-and-collect driving demand for alternative delivery destinations. There is clearly a willingness to invest in rolling

Frank Proud is Managing Director, Apex Insight, a research and consulting firm with a focus on the logistics sector. Over the last 25 years, he has advised many parcels and logistics groups, as well as investors in the sector. Website: www.apex-insight.com

Increased demand may well lead to greater competition between networks for the best sites, enabling hosts to negotiate higher payments. REFERENCES 1. European Parcel Shop and Locker Networks, May 2014

www.ciltuk.org.uk 47

ADVERTISEMENT FEATURE LONDON BOROUGH OF REDBRIDGE

Operator Training – Excellence Rewarded Public Authority Corporate Member, London Borough of Redbridge, is celebrating success at the coach and bus industry’s premier awards event after being named winner of the 2014 routeONE award for operator training. Held on 5th November at the Hilton Birmingham Metropole Hotel, the award recognises excellence and confirms London Borough of Redbridge as among the best in the country. Attended by 790 industry guests, the routeONE Awards is now in its 10th year and is firmly established as the number one event in the coach and bus industry calendar. ‘Excellence is the by-word and the aim, as always, is to identify and reward the best operators and people in the coach, bus and minibus sectors,’ said Awards Chairman Mike Morgan. The Awards judging panel comprised five highly experienced industry experts, and celebrities Tim Vine and Steph McGovern presented the trophies.

London Borough of Redbridge Operator Training Award ‘Our winner has an impressive training portfolio that has expanded from the original core Driver CPC... and it has quantifiable results to demonstrate how its strong commitment to training both internal and external customers, has had a significant impact on the business. In particular the judges commend its incident prevention training.’

Safe urban driving course

The keynote speaker will be Mr Nick Denton, Traffic Commissioner for London and the South East The event, now in its fifth year, will offer delegates an impressive line-up of industry speakers (including IRTE, DVSA, Transport for London and FTA) addressing the current and future compliance challenges faced by fleet managers, whether operating Freight, Passenger, Vans and/or Grey Fleet vehicles. Attendances continue to grow, year on year – as attendees enjoy excellent networking opportunities with fellow transport professionals from both the public and private sectors, opportunities to identify and share best practices and to visit an impressive number of on-site exhibitors.

For more information on the range of operator training services offered by the London Borough of Redbridge, contact Amerjit Sahota, Head of Passenger Transport on tel 0208 708 5001.

The event will conclude after a buffet lunch and tour of the Council’s ATF workshops, and attendees will be awarded 4 hours of Continuous Professional Development (CPD).

Meeting the transport challenges of 2015 and beyond

Due to the demand in places last year, unfortunately some would-be attendees were disappointed... so book early to reserve your place.

The London Borough of Redbridge and the Chartered Institute of Logistics and Transport will hold their next annual compliance event on Wednesday 18th February 2015 at Ilford, East London.

Contact: Eddie Cross, Head of Engineering Services on [email protected]

48 FOCUS JANUARY 2015

www.redbridge.gov.uk/transport

Above: The London Borough of Redbridge was named the winner of the 2014 routeONE award for operator training

BOOK YOUR SPACE NOW

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Contact: Nicky Peacock Tel: 01536 740153 Email: [email protected]

YOUR INSTITUTE

Tony Bridgeman, Stage Intelligence, presented: Improving cycle hire logistics using simulation

Logistics Simulation Forum Leading supply chain professionals discussed the latest developments in transportation simulation at the recent CILT Logistics Simulation Forum event.

The Logistics Simulation Forum held its fourth event entitled: Transportation simulation: a decision support tool for network design, marking its first year.

SECTOR HIGHLIGHTS

50 FOCUS JANUARY 2015

Professor Richard Wilding OBE FCILT, Chair, Supply Chain Strategy, Cranfield School of Management, opened the proceedings, stating that we need to consider simulation’s impact on logistics and supply chain management. Strategy can be analysed as a hierarchy: corporate strategy at the top, leading to competitive strategy, leading to supply chain strategy. Supply chain strategy is comprised of supply chain process redesign, network design, supply chain information systems design and supply chain organisation design. We need to make more use of simulation in all these processes.

A simulator is used to test scenarios – for example, delivery van driver performance, shift patterns, break changes and network expansion – and the service is optimised with regular updates. The outputs are then sent to the client for action. The complexity of the system arises from the flow of people and bikes from origins to destinations and keeping acceptable levels of bike stock. Anyone needing to hire a bike should be able to find one available at a docking station and there should be an empty slot for the return of the bike at the end of the hire. Stage Intelligence is helping the logistics service providers with the number of bikes to be moved between stations.

The most important elements in simulation are process design and network design. In these areas, there is a tendency to make decisions by the seat of the pants and there is a lack of analysis before implementation. Network design also impacts on process design, as well as information systems and organisation design, and these interactions may also not be fully considered. Supply chains are complex adaptive systems that do not reach stable equilibrium, so simulation before re-engineering reveals areas of uncertainty and leads to clearer, fuller results. Boundaries are needed around the environments being modelled and simulated, and a simplification of reality should be created to give indications of major impacts as a decision support system, rather than attempting to model everything exactly, which would be impractical. In such supply chain modelling, it is critical to design resilience into future proposals so as not to build in inherent risks. Tony Bridgeman and Dr Lin Li, Stage Intelligence, presented: Improving cycle hire logistics using simulation. Stage Intelligence has developed a simulation tool that uses genetic algorithms

Above: Stage Intelligence has developed a simulation tool that uses genetic algorithms to get round the need to schedule; it is a self-positioning hire cycle within the central London area in the right place at the right time to meet customer expectations during the day Below: Dr Nicky Yates, Lecturer in Logistics and Supply Chain Management, Cranfield University, was amongst those delivering presentations

Dr Nicky Yates, Lecturer in Logistics and Supply Chain Management, Cranfield University, presented: A discrete event simulation of the analysis of harvesting, transportation and processing systems of a seasonal vegetable production operation. This project involved a vegetable harvesting and processing operation with an inherently complex operation, with a short harvesting time (weeks) and a short harvesting and processing window (hours). Simulation offered a low-risk solution to testing improvements for the client and allowed quantification of the impact of breakdowns and line assignments, particularly relevant due to the time sensitivity of the product. Simulation also allowed the prediction of a new product introduction to the line and an increase in throughput. Notably, the results highlighted that multi-product environments add significant complexity, which in this case is detrimental to efficiency. The afternoon concluded with participants’ discussing the application of simulation and Dr Rowley invited suggestions for the events to be held in 2015.

(artificial intelligence) to get round the need to schedule. It is a self-organising learning system for positioning hire cycles within the central London area in the right place at the right time to meet customer expectations during the day. Demand varies daily due to, for example, what day it is, the time, the weather and whether a special event is taking place, such as a concert.

FURTHER INFORMATION

Further information on joining the Forum, to suggest ideas about the types of simulation applications to be discussed or volunteer to present at an event, contact: [email protected] Website: www.ciltuk.org.uk

www.ciltuk.org.uk 51

ADVERTISEMENT FEATURE KUEHNE + NAGEL

Spirit Pub Company: Unlocking Supply Chain Synergies in Partnership with Kuehne + Nagel Limited

Above: Spirit Pub Company awarded Kuehne + Nagel a 10 year open book agreement to manage the food supply chain to the 800 pub estate

In May 2012, Spirit Pub Company set out to create an industry leading, dedicated, consolidated multi-temperature and reverse logistics solution. The first step was to award Kuehne + Nagel a 10 year open book agreement to manage the food supply chain to the 800 pub estate including brands such as Chef & Brewer, Flaming Grill and Taylor Walker. The dedicated contract included supplier inventory management, distribution of 11m cases per annum, 152,000 square foot of warehouse space and is supported by 265 Kuehne + Nagel employees. At the outset of the journey, Spirit & Kuehne + Nagel mapped out what potential added value services the supply chain could bring in and the network was shaped to support the long term growth strategy. Key to Spirit realising its ambition was ensuring strong foundations were in place to establish an industry leading service to pubs and guests. 52 FOCUS JANUARY 2015

To reflect a true partnership approach, a shared culture is key. All sites are Spirit branded and regular business briefs are given that also extend to the company’s key suppliers. One example of the strong relationship is all Kuehne + Nagel Spirit contract employees are given discount vouchers every four weeks to use in any Spirit pub.

Consolidating the Supply Chain Spirit’s supply chain ambition was to provide a ‘one-stop shop’ delivery solution for all of its Managed and Leased pubs for food, goods not for re-sale and equipment. The aim being to develop a complete distribution service where pubs have one single port of call, receiving all of their food and non-food on one delivery as well as the ability of returning waste streams to depot via backhaul.

The consolidation of the supply chain began in earnest in 2012 and has seen Kuehne + Nagel assume responsibility of the procurement, warehousing and distribution of a number of non-food categories such as stationery, snacks, point of sale & merchandise. Building on this, Spirit has also moved its archiving storage and collection of internal post to Kuehne + Nagel. Using the Managed model, Spirit has launched a unique solution to its Leased estate providing individual publicans access to Spirit’s managed scale and infrastructure, providing products that could be supported by menu development and training. This has played a key part in the successful turnaround of the Leased business. All the de-coupling activity has resulted in a reduction of circa 49,000 deliveries, saving 76 tonnes of CO2 emissions per annum and it has also reduced Spirit’s overall cost base by 10%. The latest phase of consolidation has led to further de-coupling of the traditional hospitality supply chain by looking to use Spirit’s scale and supply chain infrastructure. This removes additional links by directly sourcing from manufacturers, giving Spirit greater control and visibility the moment a purchase is made, including air/sea freight costs and currency fluctuations. Already this approach has delivered success within various categories such as front and back of house equipment, furniture and areas of menu innovation reducing product and lifecycle costs by circa. 35%-40%.

Fleet Renewal In partnership with Iveco, Solomon and Frigoblock, Spirit has developed a unique hybrid vehicle and after a successful trial awarded a contract for the entire distribution fleet. This includes using technology that underpins Spirit’s social responsibilities, such as the Frigoblock refrigeration unit, removing the need for red diesel and utilising vehicle cameras to support driver performance & safety.

Final Mile The foundation of all the supply chain projects was Spirit’s multi-million pound investment in systems that enable pubs to order directly from Kuehne + Nagel. This removes the need for supplier involvement at the pub end, providing clearer two way messaging facilities. Other benefits include; greater visibility of stock at pub to ensure more accurate purchasing choices, and a completely paperless solution that triggers deliveries to be automatically uploaded onto the pub’s back office system once signed for via hand held technology. Also to increase driver productivity transport now operate a ‘drop and go’ system at all pubs so completely removing additional checks and significantly reducing driver dwell times.

Backhaul & VMI Spirit now utilises its distribution network to work with key suppliers to backhaul stock and offer VMI storage – currently 19 suppliers use these services which has not only decreased costs but improved product availability with the reduced lead times, especially at peak trading periods.

Waste With Spirit’s award-winning unique backhaul waste solution, it has continued to look at ways of recycling greater levels of commodities at pub whether by working on improved communications, behaviour or the launch of a credit system that rewarded pubs for recycling. The current commodities recycled include; hard & soft plastics, tin, food waste, glass, cardboard, paper and used cooking oil – totalling 14,812 tonnes per annum and diverting 94% of waste from landfill. Coupled with this is the implementation of buffet boxes for all meat to pub, delivered in a returnable media that is also collected by Kuehne + Nagel at point of delivery. This has seen a cost saving of £97k per annum and a reduction of 220,000 cardboard boxes.

A Sustainable Future Spirit & Kuehne + Nagel’s focus is now on how the supply chain and purchasing infrastructure can continue to innovate to not only deliver an increased range of products but also unlocking real value by reducing product life cycle costs. This activity underpins Spirit’s social responsibility values by collecting products that can be centrally repaired, refurbished or used for spare parts with the final option of ensuring correct disposal and benefiting from any residual value. Spirit has also created strong partnerships with its supplier base by working with WRAP and gaining funding for a supply chain project that looked at all key processes. The recommendations from the project have highlighted considerable potential savings. Through the ‘Community Spirit’ initiative, Spirit has a clear vision for sustainability with a focus on the key pillars of waste recycling, energy reduction and charity. All suppliers play a key part in making sure Spirit pubs create a positive impact on the local environment.

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ADVERTISEMENT FEATURE ROUTE GENIE

Will consumers hold the key to carriage in the future? One thing that is becoming ever-apparent is how retailers are increasingly frustrated with not having a consistent means of communication with which to communicate with their customers. When the online shopping process moves into the carriage management phase it can become a worrying mixed lottery of communication from a plethora of carriers. With some carriage management software options there is the choice to have a consistent retail communication from the point of online purchase, right through to the delivery to the door, via texts or emails for tracking. This is something that would be welcomed by retailers who, in an increasingly competitive online marketplace, cherish every brand opportunity to its fullest. Route Genie MD, Geoff Taylor, commented on the changing needs of retailers in the carriage process, ‘Some people are arguing that, like many other aspects of eCommerce, the future is very much in the hands of the customers who have pushed for more choice in the likes of delivery options and been served with a variety of new ways to order or collect their shopping.

Above: Carriage management software would be welcomed by retailers, allowing them to have consistent communication from the point of purchase right through to delivery at the door

The last-mile delivery issue is becoming the all-important talking point in the eCommerce supply chain and the carriers who deliver the items and products are becoming essential to placing retailers’ brands into the hands of their consumers; whether at home, a Click and Collect outlet or a collection locker.

54 FOCUS JANUARY 2015

I suspect carriage will be no different and perhaps we are heading towards a model that will see consumers choosing which carrier will deliver their parcel personally, removing the choice from the hands of the retailer altogether. This has many pros and cons to it. For the retailer it would mean the customer was happy, but would force them to work with the chosen carriers and neglect other relationships they have in place. This could have significant cost implications for their bottom line. For the carriers, this is a more complex area, as this would expose the quality of service across the board and create a new kind of competitive marketplace focused on raising the quality of service across the board, which cannot be seen as a negative. It’s a changing world, and changing at pace, with many aspects of the carriage management chain up for discussion, but it’s important that retailers choose the right path to ensure that their carriage management is future-proofed.’

01536 740166 [email protected] www.ciltuk.org.uk/elearning

Improving access to distance learning through CILT’s eLearning portal

Professional Skills Online Level 5 Professional Diploma in Logistics and Transport CILT and University of South Wales MSc International Logistics and Supply Chain Management

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Available online now

ADVERTISEMENT FEATURE TGW

Above: Headquartered in Wels, Austria, TGW currently employs around 2,000 people worldwide

TGW attracts top European talent to drive continued growth Automated warehouse solutions provider TGW has announced four senior appointments to help drive continued growth in its Northern European division.

Above: Steve Downes, TGW’s new Head of Solutions Design says: ‘I am looking forward to supporting TGW in its ambitious growth plans’

Above: Joakim Waern, Head of Sales, has been employed in line with TGW’s aim to become one of the top suppliers in the Nordic countries

56 FOCUS JANUARY 2015

Above: Noel Blake joins TGW as an Account Director working to ensure the company’s solutions are aligned to customer expectations

Above: Hans De Sutter who will be heading up sales in Benelux, said: ‘I am happy to be part of the team at this exciting time’

Headquartered in Wels, Austria, TGW currently employs circa 2,000 people worldwide. In 2013, TGW brought its operations in Benelux and the Nordics together with the UK to form TGW Northern Europe (NE). With customers including Asda, VF Corporation PUMA and Arla Foods, TGW NE continues to experience exponential growth, which has generated circa 65 new appointments in the past year alone. Most recently, Noel Blake joins TGW as an Account Director, having previously held a senior business

Left: TGW’s Northern European division continues to experience exponential growth, generating 65 new appointments in the past year

development role. Noel has an extensive engineering background and will be working closely with TGW’s design team to ensure the company’s solutions are aligned to customer expectations. Noel will be based at TGW’s Northern European headquarters in Market Harborough, Leicestershire, as will Steve Downes, TGW’s new Head of Solutions Design. Steve also brings with him over 10 years of engineering industry experience. ‘During my career, TGW has evolved from being a supplier of MHE equipment to providing fully integrated solutions for its customers,’ said Steve. ‘I’ve watched TGW’s UK team expand from only a handful of people to a 170 strong team in offices that are specifically designed with the needs of its

employees in mind. I am looking forward to supporting TGW in its ambitious growth plans.’ In the Nordics, Joakim Waern has taken up the role of Head of Sales. Stockholm-based Joakim has been selling automated solutions for over fifteen years. In line with TGW’s goal to become one of the top three suppliers in the Nordic countries, Joakim is keen to get started. Last but by no means least, Belgium-based Hans De Sutter will be heading up sales in Benelux. Hans brings with him significant industry knowledge and experience. Hans will be responsible for developing TGW’s business across the region. ‘I have always considered TGW as one of the leaders in our business,’ said Hans. ‘I am happy to be part of the team at this exciting time and hope to contribute to the growth of TGW NE in the coming years.’

www.ciltuk.org.uk 57

ADVERTISEMENT FEATURE CONTIPRESSURECHECK

ContiPressureCheck is a measurement system mounted inside each tyre and monitored on a screen inside the truck’s cab

ContiPressureCheck drives down fleet costs Punctures and tyre damage, if left untreated, often lead to breakdowns, a costly inconvenience for fleets with deliveries to make and targets to meet. In addition underinflated tyres reduce fuel efficiency by increasing rolling resistance and have a shorter service life. A key early indicator of damage is a drop in pressure and studies have shown that over 90 per cent of tyre failures are preceded by slow leaks, which even with a diligent maintenance schedule often go undetected. This is where the ContiPressureCheck tyre pressure monitoring system (TPMS) comes in.

58 FOCUS JANUARY 2015

ContiPressureCheck is a direct measurement system mounted inside each tyre and monitored on a screen inside the truck’s cab. The measuring device has integrated sensors, a data processor and communication system all housed in a rubber container that is glued to the inner surface of the tyre tread. This immediately detects any changes in air pressure or temperature and sends this data to the in-cab display enabling the driver to take immediate action to deal with the problem. In this way any problems can be caught and dealt with early on – enabling the punctured tyre to be repaired and refitted

in most cases and avoiding the risk of an emergency tyre breakdown and the costs and inconvenience this incurs. One fleet to recently experience the benefits of the ContiPressureCheck system was W J Roadmarkings. The company recently suffered a tyre failure on one of their older trucks not fitted with ContiPressureCheck, causing over £2,300 of damage and resulting in a day and a half of lost earnings. With half a million pounds invested in a new state-of-the-art hydro-blasting machine, the company needed to ensure the same thing wouldn’t happen. Transport and

Workshop Manager, Scott Logan, said: ‘We often work to tight schedules involving road or lane closures, so it’s important that the truck is in the right place at the right time. Suffering a tyre failure can be very disruptive and severely impact on our operations and we don’t want to let down our customers or road users.

With a fleet of over 300 trucks frequently operating in quarry and site conditions, the tyres used on these vehicles are particularly susceptible to punctures and damage.

‘We already have over a dozen systems either fitted or on order and we will progressively make this a standard feature on all of our trucks.’

Working closely with Continental, CEMEX fitted six trial units of the ContiPressureCheck system. Positive results came early in the trials with ContiPressureCheck picking up a leaking valve on a drive axle as soon as the system was installed on the truck and a puncture on a tank trailer being detected before any structural failure occurred.

Trials with Cemex UK, a global building solutions company and leading supplier of cement, ready-mixed concrete and aggregates, were similarly successful.

‘These two events alone proved that automatic tyre pressure monitoring is the way to go with its potential to improve safety, cost and downtime,’ says CEMEX

Regional Logistics Manager Carl Milton. ‘A significant number of our blow-outs are from slow punctures leading to overheating and tyre failure. Detecting these early will reduce expensive roadside repairs and disruption to customer service as well as improving safety for our drivers and other road users.’ Prevention is better than cure and maintaining vehicles and dealing with any potential issues before they arise is an important way of reducing fleet costs. With a number of fleets already experiencing the benefits of the early management Continental invites any companies interested in finding out more to get in touch.

W J Roadmarkings are one company who have benefited from using ContiPressureCheck

www.ciltuk.org.uk 59

ADVERTISEMENT FEATURE CHEP

CHEP collaborates with customers to cut transport costs and CO2 emissions truck. Under the collaborative transportation programme, upon completing such a delivery, the truck – managed by a third-party logistics service provider – collects empty pallets from a CHEP partner or collects quality-inspected pallets from the nearest CHEP plant for delivery to another CHEP customer. This process eliminates empty truck movements and reduces transportation costs.

Above: Eddie Stobart Limited is one of the nine logistics service providers involved in the collaborative transportation programme

Collaborative approach eliminates over 900,000 road miles from supply chain CHEP has announced that its collaborative transportation programme in the UK & Ireland has removed over 900,000 miles of truck haulage. This equates to a reduction in carbon dioxide emissions of 1,572 metric tons – the equivalent of CO2 emissions from the electricity used by 216 homes for one year1 – while delivering significant cost savings for its customers. Dapo Oke, Logistics Director for CHEP UK & Ireland, said: ‘The work we’ve done here is building on CHEP’s European-wide transport collaboration programme, and our customers are really starting to see the benefits that such close collaboration can achieve. This is particularly the case on pallet collections, deliveries and return flows, and more and more of our customers are getting involved in the programme and starting to reap the benefits.’ In a twelve month period from July 2013 to June 2014, CHEP UK & Ireland calculated that these collaborative initiatives saved an annualised 932,056 road miles across the supply chain, reducing CO2 emissions by 1,572 metric tons whilst generating significant savings for the partners involved. To date, 13 manufacturers, 11 retailers and 9 logistics service providers are participating in the programme, with many more set to follow. Typically, a CHEP customer delivers products to a retailer on CHEP pallets, then returns with an empty

60 FOCUS JANUARY 2015

A fundamental aspect underpinning the success of the programme is the level of collaboration that CHEP has managed to achieve from across the supply chain. William Stobart, CEO of Eddie Stobart Limited, one of the nine logistics service providers involved in the programme in the UK said: ‘Every organisation’s supply chain is different and unique, and each initiative varies in terms of size and scale, but ultimately the goal is to reduce transportation distances and empty road miles across their network, which benefits everyone involved, as well as the environment. We’re delighted to be one of the partners involved in the programme and look forward to building on the excellent results achieved thus far.’ CHEP is expanding efforts to bring more customers into the collaborative transportation programme, as well as looking to identify other opportunities for initiatives that create supply-chain cost savings and sustainability benefits for customers. ‘Through this kind of collaboration, CHEP is helping customers reduce costs and benefiting the environment through lower carbon emissions. CHEP aims to be a strategic partner by becoming a leading green brand, providing the best environmental supply-chain solutions in the logistics industry’, concluded Dapo Oke. For further information regarding the CHEP’s collaborative transportation programme please visit www.chep.com or contact Dapo Oke, who leads CHEP’s collaborative transportation programme in the UK and Ireland: [email protected]

REFERENCE

1. According to the Greenhouse Gas Equivalencies Calculator used by the United States Environmental Protection Agency

The Winter/Spring Training Programme from PTRC

20%

discount if you book 2 places at any of the courses listed below

JANUARY 2015 On-Street Parking Design London – 20th January, Manchester – 21st January Parking is one of the most contentious areas that transportation professionals can become involved in, consistently subject to intense public and political scrutiny. This course is designed to equip practitioners with practical skills needed to develop and implement evidence-based parking solutions, whilst avoiding common pitfalls.

Successful Planning Applications for Transport Practitioners, Manchester - 22nd January Are you involved in the development planning process? This course explores how the transportation issues associated with new developments are considered by local planning authorities, and guides practitioners through the key steps for ensuring that transport considerations contribute to a successful planning decision.

7YPUJPWSLZVM;YHMÄJHUK;YHUZWVY[>LLR,]LUPUN3LJ[\YL:LYPLZ London – Starts 22nd January, Dublin – Starts 20th January This course provides an indispensable introduction to the broad array of activities that transport planners undertake. Experienced practitioners impart their knowledge of each topic, providing insight into underlying principles and a wealth of hints and tips. While this course has been designed with new entrants to the profession in mind, more experienced transport planners that are looking to broaden their knowledge base will ILULÄ[MYVT[OPZJV\YZL

28th – 29th, Public Inquires and Appeals, Manchester /V^JVUÄKLU[KV`V\MLLSHIV\[[OLWYVZWLJ[VMWYLZLU[PUNL]PKLUJL\UKLYJYVZZL_HTPUH[PVU&;OPZJV\YZLHPTLKH[WYHJ[P[PVULYZLP[OLYMHJPUN [OLPYÄYZ[MVYTHSPUX\PY`VY^HU[PUN[VYLMYLZOZRPSSZWYV]PKLZOHUKZVUL_WLYPLUJLVMWYLWHYPUNHYVI\Z[JHZLHUKKLMLUKPUNP[\UKLYZJY\[PU`

FEBRUARY 2015 11th – 12th, Planning Public Transport, London Designed for anyone with an interest in public transport provision, this two-day course provides a comprehensive guide to operations planning, improved scheduling, market forecasting and economic appraisal methods for the development of bus and tram services.

[O¶[O9PZR3PHIPSP[`HUK7YVQLJ[+LSP]LY`¶,ZZLU[PHS3LNPZSH[PVUMVY/PNO^H`ZHUK;YHUZWVY[7YHJ[P[PVULYZ4HUJOLZ[LY The legislation affecting transport practitioners is wide ranging, with often serious consequences for non-compliance. Covering the main duties, powers and obligations placed on practitioners by UK legislation, this course provides an essential insight into the distinction between law and guidance and the risks that can arise from departing from this.

MARCH 2015 [O¶[O+LZPNU*VUZ[Y\J[PVUHUK4HPU[LUHUJLVM/PNO^H`+YHPUHNL:`Z[LTZ3VUKVU Aimed at both managers responsible for highway maintenance and construction budgets and recent recruits to highway maintenance and design teams; this course provides delegates with a solid grounding in the various design and construction approaches to the provision of effective and maintainable highway drainage and relevant legislation and guidance applicable to this area.

24th – 25th, Transport Modelling for Non Modellers, Manchester Is transport modelling something of an unknown quantity that you need to know more about? This course provides an indispensable introduction for anyone from a non-modelling background, and is designed for those managing transportation projects that involve an element of modelling.

APRIL 2015 *`JSPUNMVY;YHUZWVY[¶>LLR,]LUPUN3LJ[\YL:LYPLZ3VUKVU This 10/12 week course offers a comprehensive introduction to the technical, cultural, policy, equality and design issues associated with encouraging the use of cycling as mode of transport. It provides a solid grounding in the practical requirements of this mode of transport, and is an ideal course for anyone involved with the development and implementation of infrastructure and behavioural change projects.

29th, Successful Planning Applications for Transport Practitioners, London Are you involved in the development planning process? This course explores how the transportation issues associated with new developments are considered by local planning authorities, and guides practitioners through the key steps for ensuring that transport considerations contribute to a successful planning decision.

For further information about all our events, please visit www.ptrc-training.co.uk or call the Events Team on 020 7348 1970 or email [email protected]

Education and Research Services Ltd in association with CILT(UK)

YOUR INSTITUTE

Continuing professional development People development Professional development short courses 2015 CPC Corby New: Road haulage operations (incorporating national and international) 19th–23rd January, 29th–30th January New: Passenger transport operations (incorporating national and international) 12th–16th January, 27th–28th January Optional revision day 5th February

Corby Master planning 17th–19th February Developing a culture of continuous improvement 11th February Introduction to value stream mapping 10th February Inventory control techniques – London 10th–11th February

Exam 6th February

MRPII/ERP and supply chain management – an introduction 24th February

London New: Road haulage operations (incorporating national and international) 12th–16th January, 2nd–3rd February

MRPII/ERP and supply chain management – an overview 25th–26th February

Optional revision day 4th February Exam 6th February

Dangerous goods safety advisor 16th– 20th February Revision day 4th March Exam 5th March

Professional skills online The Institute has added more courses to its flexible online learning portfolio. Learners can take their own route through a variety of topics covered in each course. They can learn at their own pace through a variety of activities designed to accommodate a range of learning styles. The courses can be accessed through the Members’ area of the website and can be studied over a period of three months from the date of first login. Each course should take about three hours in total and costs £70 per person. Subjects covered are: Business thinking • Business performance management • Key performance indicators

62 FOCUS JANUARY 2015

• Making budgeting work in the real world • Managing through a recession Professional skills • Communicating complex ideas • Customer service • Effective communication skills • Negotiation skills • Networking skills • Problem solving • Project management • Social media for professionals Managing yourself and others • Leadership skills • Managing high-performing teams • Managing workload

Awarding organisation Congratulations! The following learners have recently been awarded the Chartered Institute of Logistics and Transport qualifications/awards: CILT(UK) Level 1 Award in Logistics and Transport

CILT(UK) Level 5 Professional Diploma in Logistics and Transport

Cataldo Venneri Centre: CILT(UK)

Robert Cels; Leanne Conley; Bob Tapuvae; Michael Collins; Gareth Martin; Michael Forbes; Rebecca Brannan; Agata Knuta; Robert Clifford; Jayne Cleminson; Ricky Chisling; Louise Waddell; Martin Burton; Simon Ackers; Alan Henderson; Kifita Kafuti; Kehinde Fayomi; Lukasz Siwiec; Yeganaden Nallagoinden; Begona Castello Morales; David Garratt; Kevin Ranjan; Galal Elbashir; Jackie Walker; Stephen Seddon Centres: Logistics Learning Alliance, Distance Learning College and Training, CILT(UK), L Rumsby Logistics Consultancy, Open University of Mauritius

CILT(UK) Level 2 Certificate in Logistics and Transport Christopher Mather; Niki Croft; David Ross; Bryan Eddie; Debbie Rolinson; David Horne; Vincent Berry; Lannair McArdle; Dominic Holden; Lauren Tait; Peter Couling Centres: Logistics Learning Alliance, CILT(UK), North East Scotland College, West Cheshire College

CILT(UK) Level 6 Advanced Diploma in Logistics and Transport CILT(UK) Level 3 Certificate in Logistics and Transport Andrew Holford; Emma Roberts; Andrew Mather; Trevor Kephart; Atila Szabo; Javier Echecon; Christine Trouve-Brown; Andrew Barker Centres: Logistics Learning Alliance, CILT(UK), Distance Learning College and Training

Jamie Jones; George Mitri; Miragha Babayev Centres: CILT(UK), Logistics Learning Alliance Fritz/CILT Certification En Logistique Humanitaire Laetitia Umunyama; Emmanuel Kwamangie Makofi; Dilou Ilunga; Yves Kitete Centre: Logistics Learning Alliance

CILT(UK) – IOM Level 3 Certificate in Operations Management Fritz/CILT Certification in Humanitarian Logistics Jason A’Court; Anthony Morgan; Christian Mills; Thomas Granger; Ryan Ginty; Christopher Miller Centres: Distance Learning College & Training, Dudley College

Babra Nakakeeto; Firas Abbas; John Ahago; Martin Mwangi; Nigar Adnan; Ronald Bastien; Andrea Fiori; Mohammed Kamara Centre: Logistics Learning Alliance

CILT(UK) – IOM Level 5 Diploma in Operations Management

Fritz/CILT Certification in Humanitarian Medical Logistics Practices

Paula-Jane Turner-Keddle Centre: Dudley College

Sonia Hernandez Morales; Mitchtilda Takaza Centre: Logistics Learning Alliance

CILT(UK) Level 3 Certificate in Global Logistics The CILT(UK) Level 3 Certificate in Global Logistics provides knowledge and understanding of current trade patterns and the structure and operation of global and multinational trade, business and supply chains. It includes economic, environmental, cultural, political and ethical issues, and moves on to address how global trade is regulated, constrained, controlled and monitored across all major modes of transport. The qualification also seeks to provide learners with a complete set of management skills.

• Global Logistics considers the options available for international businesses wishing to minimise any negative factors, including those associated with the environment and conducting global business; it also examines physical and human resource issues related to extended supply chain operation and control, including the quality assurance and development of technical and quality standards

This qualification follows on from the CILT(UK) Level 3 Award in Global Logistics. If this has been previously completed, then to achieve the Level 3 Certificate only two mandatory units have to be taken: Business Theory; and Business Application.

Who this qualification is for

Content

This qualification is aimed at team leaders, supervisors or first-line managers. It is suitable for individuals working in the logistics and transport industry, or at least for those who have an awareness or understanding of the field.

The qualification comprises of three mandatory units:

How long does it take?

• Business Theory gives learners the ability to understand and use theory from such elements as marketing and product positioning to managing information, reporting to finance and aspects of legality • Business Application contains a wide spread of information covering key management practices and theory across line or functional management through to business planning, motivations and the art of managing people

The guided learning hours for the full qualification are 240, which comprises 80 hours per unit. The registration period, during which a learner should complete the qualification, is two years. Further information, contact: The Awarding Organisation. Tel: 01536 740170. Email: [email protected] Website: www.ciltuk.org.uk www.ciltuk.org.uk 63

YOUR INSTITUTE

Nations, Regions & Groups North West Region Merseyside & Warrington Group Norbert Dentressangle Logistics site visit Right: Norbert Dentressangle operates in more than 26 countries across the world focusing on transport, logistics and freight forwarding

A group of 18 members and guests were welcomed to the Norbert Dentressangle Hardwick Depot in Warrington by John Mitchell, General Manager, and Alan Wormald, Deputy General Manager. The visit included a presentation about the operations of Norbert Dentressangle and a site tour of the distribution centre. John Mitchell began by explaining that Norbert Dentressangle operates in more than 26 countries across the world, focusing its activities on transport, logistics and freight forwarding. With annual revenues in excess of €2 billion, Transport is the largest of the company’s three operating divisions, just slightly ahead of Logistics. Both have a global reach that is enhanced by the growing Air & Sea Division. The company has extended its global presence through a programme of acquisition and organic growth over a 35-year period, including the acquisition of Christian Salvesen and TDG. The presentation also included an overview of the Hardwick operation, which has provided a dedicated warehousing service to Marks & Spencer since 1987. Since 2012, the operation has expanded from three sites to, at one point, a five-site RDC and EDC 64 FOCUS JANUARY 2015

operation employing 2,500 colleagues. Its rapidly evolving e-fulfilment operation has experienced double-digit annual growth since its inception in 2001. John Mitchell highlighted the awards and accreditations that the site holds, including ISO 9001 and 14001, OHSAS 18001, RoSPA Gold and IiP Silver status. He also gave an overview of the importance Norbert Dentressangle places on its people and the efforts that go into building a positive ‘we grow, you grow’ culture and engaged workforce. Finally, the group walked around the distribution centre and viewed the site’s operation. They were taken through the process from when stock first arrives at the site, to when it is stored in the warehouse, picked and then despatched to either retail stores or the e-fulfilment packing lines. There was also an opportunity to see the reverse logistics service that the operation houses, which includes a garment care service consisting of a steam tunnel and spot cleaners. Geoff Clarke, Group Chairman, who organised the event, thanked our hosts.

South East Region Gatwick Group Selhurst Traction and Rolling Stock Maintenance Depot The Southern Train Company kindly arranged for the Group to make a technical visit to Selhurst Traction and Rolling Stock Maintenance Depot, which is strategically situated to the north of Croydon, near Norwood Junction and adjacent to the lines running into the key Victoria and London Bridge terminals. The group were taken around the depot by Tony Francis and Darren Fitzgerald, who provided an excellent overview and detailed explanation of the working of the depot and its facilities. The timing of the visit was particularly opportune, as Rail Minister Claire Perry had launched the new Govia Thameslink Railway franchise a few days earlier. In addition to Thameslink, during 2015 the new franchise is due to take over the Southern and Gatwick Express operations, of which Selhurst forms part. At the start of the visit, the nearby electrical control room, which supervises the traction power supplies for a sizeable swathe of south London, was pointed out, along with the operational training establishment with its two simulators that were used during the conversion from slam door rolling stock on the local services. The depot covers an area of about 30 acres and operates a fleet of about 134 train sets, comprising Class 171 diesel Turbostars, Class 377 Electrostars and Class 455 electrical multiple units. Gatwick Express Class 442 sets are also maintained there. We were shown the three main buildings that were constructed between 1925 and 1986, but thanks to major refurbishment over the years they are in excellent condition. Train cleaning, heavy overhauls and inspections are carried out in the different buildings. We were able to see Class 377 units undergoing an interior and external refresh and a Class 442 set in the course of receiving overhauled bogies. Three overhauled bogies returned from Crewe by lorry during our visit. In the maintenance shed, the difference between Class 455 sets that had been through the refresh process recently and those that were still to be dealt with were clearly evident. In addition to cleaning, refilling water tanks and emptying toilet retention tanks, details of sanding equipment and its refilling produced some discussion. The importance of sand for additional adhesion during acceleration and braking was explained as was the slip/slide detection equipment fitted to the trains. Maintenance examinations take place after 7,500, 12,500 or 16,500 miles, depending on the type of unit.

Left: The Selhurst Traction and Rolling Stock Maintenance Depot covers an area of about 30 acres and operates a fleet of about 134 train sets

Trains in the Electrostar fleet average 120,000 miles a year, while Class 455 trains average 75,000 miles. All the trains operated from the depot are equipped with solid wheels, which are maintained in good condition using the Selhurst underfloor wheel lathe. Planned bogie overhauls are carried out after 650,000 miles. The different train fleets are leased either from Porterbrook or Eversholt or Angel Trains, with Porterbrook currently owning the largest proportion. Of particular interest to the Group was the section of the depot still called the AC sidings. These sidings were used from the early years of the last century until the late 1920s to stable the London Brighton and South Coast Railway’s fleet of 6.6kV AC overhead-powered electric trains that operated in south London at that time. The depot is now home to dual-voltage sets. In recent years there has been an increasing move to bring work in-house at Selhurst and to close a number of smaller local depots. This has resulted in the construction of a new paint shop there and the expansion of the stabling to the west of the main running lines. These facilities include secure test bays for the 25kV overhead-powered equipment on dual voltage Thameslink rolling stock, and are accessed by means of an impressive new bridge over the running lines. Other subjects covered during the visit were graffiti removal and Southern’s successful zero-tolerance approach; the effect of service perturbations on planned maintenance; the importance of materials availability for work planning; and the arrangements for the transfer of rolling stock and key spares between depots. The visit concluded with a well-deserved vote of thanks to our two guides. John Baggs FCILT – Chairman, Gatwick Group www.ciltuk.org.uk 65

YOUR INSTITUTE

Gatwick Group Wey & Arun Canal Trust The Wey & Arun Canal is the missing link between the Wey to the north and the Arun to the south. During a presentation by Jim Phillips, Vice-Chairman, Wey & Arun Canal Trust, the Group learned that the Wey was canalised during the time of Oliver Cromwell, while the Arun was made navigable in stages, between the 16th and 18th centuries, as far north as Newbridge, near Billingshurst. The linking of the two not only provided a through route between the Thames and the English Channel, but also greatly improved access to the intermediate parts of Surrey and Sussex, at a time when the local roads were very poor and transport was extremely expensive, particularly during the winter months. Despite some opposition from local landowners, construction of the canal was authorised by in Parliament through the Wey & Arun Junction Canal Act, 1813. The Act authorised the compulsory purchase of the land required to build the canal and gave the necessary powers for its operation. It was built in three years at a cost of £110,000 (10% above the estimate) and opened to traffic in 1816, which was a considerable achievement. Major logistics challenges had to be overcome in order to build the 23 locks and numerous bridges required through an area virtually devoid of decent roads. Each lock required 1,000 tons of stonework to be brought from quarries some distance away, while the navvies involved in building the canal by hand worked 65 hours a week and had to excavate a huge volume of material each day. Despite its impressive construction and the fact that it made it possible for one horse to move 50 tons of freight at 2mph, compared with the painfully slow progress of the enormous teams of oxen that had been used for transport previously, the canal was not a commercial success. Traffic consisted mainly of a mixture of South Wales coal brought by coaster to Arundel, and local timber, bricks, agricultural produce and lime. As the tonnage was generally much lower than had been predicted, it only enjoyed two profitable years in its relatively short history. These were 1838 and 1839, when it was being used extensively to convey construction material for the new railways, which would themselves lead to its demise. After some years of declining traffic, an Abandonment Act was passed by Parliament and it was formally closed in 1871. The former landowners to thus able to reacquire the land they had lost to the canal some years earlier, a fact that has complicated subsequent efforts to restore it.

66 FOCUS JANUARY 2015

Canal enthusiasts began to take an interest in the restoration about 100 years after its abandonment, and in 1971 volunteers formed the Wey & Arun Canal Trust to reopen the 23 miles of waterway from Shalford to Pallingham on the Arun. The condition of the canal at that time must have made it a somewhat daunting prospect. To the ravages of nature and natural erosion had been added the actions of individual landowners along the route, the infilling of road bridges and even the blowing up of one of the locks during the Second World War as a military training exercise. Nevertheless, over the years the volunteers have made slow but steady progress, resulting in the reconstruction of four locks, a major road crossing, a number of other bridges and an aqueduct. About four miles of the route have now been restored and are used for passenger trips using the Trust’s specially constructed narrow boats. The main obstacles to progress are the cost of the work and the difficulty in obtaining leases from the numerous landowners along the route – for example, the next bridge that will be required, near Dunsfold Aerodrome, has been estimated to cost £750,000, and individual locks cost about the same amount (or £400,000 if a mixture of volunteer and professional labour is used). The trust will not compromise on build quality and appearance, with considerable emphasis being placed on securing authenticity and durability. While some landowners have been very supportive, others have been less than co-operative or even obstructive. Over the years, complying with the statutory requirements has become more exacting and expensive – for example, Environmental Statements; monitoring protected species; restrictions on the use of certain materials; and the uncertainty created by the EU Water Framework Directive. Jim Phillips compared the whole process to that of building a mediaeval cathedral where you could not expect to see the work completed in your lifetime. Nevertheless substantial progress has been made and the work is now developing greater impetus. After a lively discussion, which ranged from such topics as the best material for constructing lock gates and the possibility of attracting commercial traffic as the canal reopens, to the cost of the various advance studies that are now required, a vote of thanks was proposed to Jim Phillips and warmly supported by all present. John Baggs FCILT

South West Region Bridgwater School Enterprise Day: ‘Business on the Move’ A group of around 60 students joined a team of logistics apprentices to play the CILT-sponsored board game Business on the Move. The event began with an introduction to the game by Kim Harrell, Logistics Tutor. As they played, the participants gradually developed a good understanding of what the logistics process is all about. They came to understand that every time they had received a new order they had to start off with a plane or a ship or they would have no way of transporting the goods to the rail station. They worked out that they had to buy a train to transport their goods from the plane or ship to that train and make their way to a railhead before they could buy a truck to collect the goods from the train on to that truck that could then deliver the order. After a few turns, the students did not need the help of the apprentices, and understood that they had to spend some of their £150,000 in order to make those deliveries to make that money back.

Feedback from the students confirmed that they had enjoyed the game and learned a lot about logistics. Comments included: ‘I have learned that when delivering, things don’t always go the way that you want;’ ‘Logistics is harder than I thought and there are many hidden costs that I didn’t know about;’ ‘Playing is not about winning;’ ‘I have learned to work in a team, to be patient and to plan ahead.’ Cara Ellis, Logistics Apprentice

Above: Students from Bridgwater School play the CILT-sponsored board game Business on the Move

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Keep in touch with us

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www.ciltuk.org.uk 67

ONLINE DIRECTORY

Directory of Service Providers Supply chain software

Logistics consultancy

Training

Logistics and distribution software

68 FOCUS JANUARY 2015

Logistics and distribution software

These are samples of some of the advertisers who have their full company profile on our new Online Directory of Service Providers. To find out their services and expertise simply go to www.ciltuk.org.uk/pages/directory

www.ciltuk.org.uk 69

APPOINTMENTS

Focus on appointments Don’t miss the very latest vacancies: http://ciltuk.org.uk/Careers/LogisticsandTransportJobs.aspx Advertise in this section Contact: Nicky Peacock 01536 740153 [email protected]

Search & Selection | Permanent Recruitment | Interim Management | Supply Chain Consulting

Head of Operations London

Procurement Consultants UK with frequent travel

£130,000pa + car + bonus

£35,000-£125,000pa dependant on experience

This leading retailer has a large store estate across the UK. Their loyal customer base is due to a reputation for product quality and excellent customer service. As a result of internal promotion, the company needs to recruit a new Head of Operations who will manage the entire end-to-end supply chain. This will include all elements of supply & demand planning, warehousing, store delivery and e-fulfilment. You will have a number of direct reports plus the management of third-party suppliers and in-house logistics functions. Your background will be in retail logistics & supply chain and it is important that you have exposure to both supply chain planning and physical logistics; ideally in a fast-paced, highly-seasonal business such as clothing, grocery or dot.com. More important is your ability to galvanise and lead a team spread over multiple locations and manage quickly changing priorities. You will have process experience in driving business transformation projects as well as reviewing logistics strategies. Clearly, a sound grasp of business finance and HR legislation is critical, as is a strong empathy with complex distribution IT systems. This represents an opportunity to “own” the entire supply chain of a well known retailer and would suit an individual with experience in a similar role or a Divisional Manager from a larger group looking to move into your first Operations Management position. CVs to [email protected]

Operating across a range of established and emerging industry sectors from aerospace to automotive and manufacturing to media, this leading procurement and supply chain consultancy provides a unique combination of deep market expertise and results-focused delivery. Their dedicated teams of experienced practitioners assure a globally consistent service and supported software solutions backed up by unparalleled on-the-ground knowledge. This is a chance to be part of a team that prides itself on creating competitive advantage and long-term sustainable benefits for clients. These focus on three main areas - Cost Leadership, Supply Chain Strategy and Sourcing Innovation. We seek candidates with experience in key sectors such as Aerospace and Defence; Automotive; Public Sector; Industrial and Manufacturing; Media and Technology or Oil and Gas/Energy. You will have experience of leadership in a corporate environment along with consulting or senior functional experience in Strategy Development; Programme Management; Procurement/Supply Chain; Organisational Transformation or Operational Management coupled with exceptional analytical abilities. You will be a strong negotiator and mediator who is a confident presenter and a practiced formulator of recommendations and solutions who has the capacity to influence across all levels. Educated to degree level essential. Please forward your CV to [email protected]

Ref: J6075

Ref: J5802

For further opportunities log on to

www.bis-henderson.com Partner

70 FOCUS JANUARY 2015

Grange Park Court, Roman Way, Northampton NN4 5EA Telephone: 01604 876345 Abbey House, 450 Bath Road, Heathrow, Middlesex, UB7 0EB Telephone: 0208 757 5600

Cert No. 9742 ISO 9001

Search & Selection | Permanent Recruitment | Interim Management | Supply Chain Consulting Head of Business Development – EMEA & LA London with regular travel

Supply Chain Manager

£80,000-£100,000pa + bonus + benefits

£50,000pa + benefits

Global freight forwarding and logistics provider seeks a dynamic commercial executive with a track record of developing key business in the freight forwarding/logistics arena. You will contribute to increased regional sales and profitability along with developing the sales strategy and culture across Europe, Middle East, Africa and Latin America. Candidates need a comprehensive knowledge of international freight forwarding (including air, ocean and road) operations. Knowledge of warehousing, distribution and packaging would be an advantage. Your strong interpersonal and communication skills will come to the fore when building and maintaining relationships and when exerting your personal influence to negotiate key accounts. You will be an experienced leader with excellent coaching and mentoring skills; guiding teams to maximise sales. International travel is to be expected. CVs to [email protected] Ref: J6054

UK retailer seeks a strong and highly experienced retail supply chain professional to join them at a crucial stage of their on-going development which involves the combination of an ambitious change programme and exciting growth. Delivering wide-scale improvements across the supply chain necessitates a need for strong management abilities and also skills in demand planning, forecasting, stock control, supplier management and S&OP. You will have previous experience of managing major change initiatives and large-scale improvement projects on time and to budget. Previous experience of implementing a new ERP system would be a distinct advantage. You can really put your stamp on this Supply Chain function not only through the delivery of the necessary improvements but also on the up-skilling of your team; developing them to new standards. Career progression opportunities will be available. CVs to [email protected] Ref: J6058

Senior Development Manager London or Yorkshire

Supplier Programme Manager Hampshire

£70,000-£75,000pa + benefits

£47,000-£57,000pa + benefits

West London

An online retailer with consistent global growth is keen to attract top talent to support long-term business goals. Capital projects will include fulfilment solutions, automation, returns hubs and the general expansion of the logistics infrastructure. We seek a self-starting individual with a can-do attitude and demonstrable experience of developing supply chains in a direct fulfilment retail logistics environment. Financial and project management proficiencies are key along with the capacity to build enduring supplier relationships. Ideally you will have a project management qualification and experience of managing high value projects and programmes. You will have exceptional analytical and problem solving abilities, an aptitude to communicate across all levels and first-rate leadership and influencing skills. Excellent IT skills are essential. Overseas travel is to be expected. CVs to [email protected] Ref: J5993

This is a challenging and varied role where you will use a mix of technical and business skills to drive suppliers and sub-contractors to excellence. Serving as the primary point of contact for suppliers, you will provide technical and business support to meet supplier performance targets; develop stakeholder relationships and evaluate performance throughout all contract phases. Fundamental to your success will be your in-depth Supplier Programme Management skills which will have ideally been gained within the Aerospace/Defence sector. Essentially, you will be a strong written and verbal communicator with the ability to influence internally and externally across all levels. Additionally, you will be highly numerate with strong analytical skills. A Degree is essential and MCIPS qualified candidates will have a distinct advantage. If you have the skills and experience we seek then forward your CV to [email protected] Ref: J6060

Head of Logistics and Warehousing Southampton

Transport Planning Manager Manchester

£70,000pa + benefits

£45,000pa + car

A strong and effective logistics professional is needed to lead and take ownership of the logistics function of an iconic company with a powerful brand name. You will oversee all day-to-day activities including responsibility for the warehousing and transport functions. Additionally you will lead all development-related work which will involve reconfiguration of warehouse facilities, strategic review of transport networks and assessment of warehousing management technology and systems. Your background will be in high volume distribution and include experience of WMS. You will need a good grasp of contemporary logistics methodologies, be a strong and effective leader and have the capacity to drive change without losing sight of a strong people engagement agenda. We are looking for an individual who can provide long term vision to the business as well as effective day-to-day leadership. CVs to [email protected] Ref: J6041

This is a significant retail business with a comprehensive national network of warehousing and transport operations. The distribution function is a combination of in-house and third-party operations with a very large national fleet. In this role you will manage a transport planning function with a dedicated team of Planners across multiple sites. Working closely with external service providers and logistics companies you will balance the needs of the internal fleet to provide an effective national solution. Your background will be in transport planning, ideally within the retail sector, but essentially in a fast-paced seasonal environment. A working knowledge of PARAGON would be advantageous. In addition to managing the day-to-day operation you will develop longer term transport strategies and plans and forward forecasts. If you have the skills and experience we seek please forward your CVs to [email protected] Ref: J6044

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APPOINTMENTS

Road User Director – Fixed Term Contract Location: London Salary: £67,000 (plus access to civil service pension arrangement) Passenger Focus is the independent public body set up by Parliament to protect the interests of Britain’s rail passengers and England’s bus, coach and tram passengers outside London. Subject to Parliamentary approval during 2015, Passenger Focus will take on a new role representing users of England’s strategic roads and become Transport Focus to reflect our broadened scope. We are now looking for a road user director to lead our road user work. This will be a fixed term contract of two years; although the term may be reviewed once legislation has been passed. The successful candidate will work across the organisation, focusing on road user issues on the Strategic Road Network. The post holder will have experience of proactively managing stakeholder engagement, projects and work themes and working very closely with colleagues. Experience of working with local and national media and public speaking is essential. Working closely with the chief executive, the successful candidate’s responsibilities will include: • Working in partnership with the chief executive to lead the development of Passenger Focus’s new road user responsibilities • Lead, coach and manage the road user team and co-ordinate the road user work streams • Drive the development, planning and delivery of relationships with local and national stakeholders • Formulate and communicate ongoing strategic objectives for the organisation and provide input into the business planning to ensure achievement of these objectives. This post will require extensive travel, including a requirement to work from Manchester some days each month and work unsocial hours in order to liaise with key external stakeholders, including the media. For more information on the role, full job description and information on how to apply, visit: www.passengerfocus.org.uk/about/careers If you are unable to access the information, please contact the HR Department via e-mail [email protected], or telephone 0300 123 2166. Closing date for receipt of applications is 12.00 noon 30 January 2015. Assessments will take place on 10 February 2015 in central London.

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Supply Chain Solutions Manager

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SITE CONTROLLERS NORTHAMPTONSHIRE | £COMPETITIVE + EXCELLENT BENEFITS It’s leading from the front rather than pushing from behind that gets the best out of people. That’s the secret of being a great Site Controller with Morrisons. We’re much, much more than just a food retailer. We’re the second largest food manufacturer in the UK and that means our logistics operation is unlike that of any other food business. We own most of our supply chain which means that we have industry leading control over cost, quantity, timing and availability, to the delight of all our customers. Logistics doesn’t come more cutting edge than this…big, fast and state of the art. We’re rolling out some of the most advanced systems right across the UK and now need two more Site Controllers who can coach, engage, mentor and motivate teams to go the extra mile to deliver excellence. If you’ve already proved yourself in managing a large logistics/warehousing team, have achieved results in IR negotiations and influenced people up and down the line to get right behind change and make it happen profitably, we should talk shop. You can find out about these roles at Morrisons.jobs also look out for an interview with one of our team in an upcoming issue. We are also looking for talented General Managers and HR Professionals. Go to Morrisons.jobs to register for job alerts or to discuss your potential future with Morrisons contact Carla Murray, Resourcing Manager: [email protected] - Telephone: 0845 611 6614. We are an equal opportunities employer and welcome applications from all sections of the community.

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