Connekt - Excel in Logistics UK

1

3

2

EXCELLEREN EXCEL IN IN LOGISTIEK LOGISTICS TOPSECTOR LOGISTIEK TOP SECTOR LOGISTICS

Highlights top sector logistics Direct logistics activities • Added value: • Employment: • Turnover:

55,0 billion euro 813.000 working years 125,8 billion euro

1 • • •

Transportation and handling Added value: 29,3 billion euro Employment: 433.000 working years Turnover: 67,8 billion euro

2 • • •

Storage and warehousing Added value: 14,4 billion euro Employment: 212.000 working years Turnover: 33,3 billion euro

3 • • •

Supply Chain Management Added value: 11,3 billion euro Employment: 168.000 working years Turnover: 24,7 billion euro

Indirect logistics effects • Added value: • Employment: • Turnover:

11,8 billion euro 121.000 working years 17,0 billion euro

4 • • •

VAL and VAS Added value: Employment: Turnover:

2,2 billion euro 34.000 working years 3,6 billion euro

5 • • •

Support activities Added value: Employment: Turnover:

9,6 billion euro 86.000 working years 13,3 billion euro

1

3

2

EXCEL IN LOGISTICS TOP SECTOR LOGISTICS

4

Excel in logistics

Top sector logistics

Excel in logistics Top Sector Logistics wants to unite and reinforce logistics in the Netherlands. This is necessary to sesecure the top European logistic position 2020. cure the top European logistic position byby 2020.

An ambition that we can only live up to if the government, the business community and knowledge institutes bundle their strengths. And if the Netherlands can promote itself sufficiently sufficiently in the area of knowledge intensive logistics. This means: devise, develop, demonstrate and apply on a large scale new logistics practices. But also: having sufsuffificient, highlyqualifi qualified personnel,attracting attractingforeign foreign cient, highly ed personnel, goods flows flows and amending restrictive legislation and regulations. In this way not only logistics, but all the sectors that make use of logistics services can take a major step forwards.

The possibilities exist. For instance, if we realise the Neutral Logistics Information Platform and at the the same make synchromodality transport same timetime make synchromodality the the transport standard. If we are then able to link together these two aspects, we will shorten elapsed times and reduce congestion, costs and the environmental impact. We must first first initiate extensive knowledge exchange between all of the parties involved. The government can help by reducing regulatory pressure and engaging in considering new forms of co-operation with the parties. I am positive about that. that.

Onother the other companies be prepared On the hand,hand, companies mustmust be prepared to share their knowledge. This is already happening to a degree. In recent years, shippers and transporters have run more than ten synchromodal pilots, which moved around 50,000,000 containers (80,000 TEU)

from the road to other means of transport. Another example of innovation in the top sector logistics is the development of Cross Chain Control Centers (4C), in which information and goods flows flows can be intelintelliligently linkedtogether. together. gently linked These are all important innovations that are also necessary to be able to accommodate the growth in transport in the coming years. Because this growth cannot just be handled by road transport. To Toprevent prevent excessive congestion of the road infrastructure and to achieve sustainability targets, we must also als employ other modes of transport including railways, inland shipping, short sea and pipelines.

The Netherlands has a reputation to keep. To do so we must prove ourselves with respect to our knowledge of logistics, innovative transport concepts and chain management. If we successfully achieve that, increasing numbers of foreign companies will establish themselves in our country and we will turn our logistics expertise into a valuable export product.

Aad Veenman Aad Veenman Figurehead of Top Team Logistics Chairman Top Team Logistics Chairman StrategicPlatform PlatformLogistics Logistics Chairman of Strategic More More information: information: www.topsectorlogistiek.nl www.topsectorlogistiek.nl

5

6

Excel in logistics

Top sector logistics

Contents Top Sectors

8

Top Team Logistics

9

Neutral Logistics Information Platform (NLIP)

10

Synchromodality

14

Trade Compliance and Border Management

18

Cross Chain Control Centers

22

Service Logistics

26

Supply Chain Finance

30

Core network

34

International Logistics promotion

36

Simplifying legislation and regulations

40

Human Capital Agenda

44

Knowledge and Innovation Top Consortium for Logistics (TKI)

48

7

Chairman Top Team Logistics Aad Veenman

NS Timo Huges

ECT Wando BoevĂŠ

Schiphol Group Peter van Laarhoven

Port of Rotterdam Allard Castelein

Philips Esther Liskamp

Formerly from Management of P&O Nedlloyd Rutger van Slobbe

VAT Logistics Ruud Vat

S E C R E TA R I AT Connekt Machteld Leijnse

Logistics Alliance Arthur van Dijk

Ministry of Infrastructure and the Environment Lidewijde Ongering Ministry of Infrastructure and the Environment Janine van Oost

Eindhoven University of Technology Jan Fransoo

Formerly from DHL/Exel, Memorandum of Agreement on Knowledge of Logistics Peter van der Meij Ministry of Economic Affairs Sjors Rozemeijer

TNO Lorike Hagdorn

10

Excel in logistics

NEUTRAL LOGISTICS INFORMATION PLATFORM (NLIP) The introduction of the Neutral Logistics Information Platform (NLIP) signals a breakthrough for logistics in the Netherlands. NLIP is an open ICT platform on which companies and authorities share information.

Top sector logistics

Based on this shared information, we can optimise the logistics flows. As a result, the government can improve the alignment of its processes. Even greater success can be achieved if we succeed in combining NLIP with synchromodality, whereby we employ the various modes of transport in an integrated transport solution.

Sharing data In NLIP, authorities and companies exchange not only logistics data, including the type and volumes of goods, destinations, expected and actual arrival times, but also information about road, rail and water congestion, and data concerning the release of goods or inspection results. It is the intention that all of these data, which improve the alignment of the parties in the chain, become available in NLIP.

“Breakthrough for the logistics sector�

Open ICT platform NLIP uses knowledge and experience from all existing and successful information platforms, including Cargonaut from Schiphol, Portbase from the Rotterdam and Amsterdam Port Authorities and Digipoort from the government. These platforms form the

basis of NLIP, which will be extended with new platforms. The new, integrated system will be an open ICT platform that will bring together all of the data concerning goods flows, including origin, destination and container numbers.

By bringing together these data, the arrival times become more reliable, more accurate information is known about the capacity and availability of transport resources (rail, water, road, short sea) and cargoes can be better bundled. The government also benefits greatly: for instance, the inspection activities of the various services can be better aligned and the companies can know the status of the cargo faster. The result: shorter elapsed time, more reliable arrival time, fewer transport movements and improved accessibility, lower costs and less environmental impact.

Single Window Trade and Transport The Single Window Trade and Transport (Dutch abbreviation: SWH&T) is a public private initiative and plays an important role in the support of NLIP. It must lead to reducing regulatory pressure and more effective and efficient government operations. Everything together leads to a considerable reduction in administrative regulatory pressure. The SWH&T supports data exchange between the business community and the government via a single central information point on the government side. The Single Window Trade and Transport control group consists of high-level representatives of Customs Authority, NVWA, IVW, EZ, Port of Rotterdam Authority, EVO, VNO-NCW, Schiphol and Directorate-General for Public Works and Water Management (Rijkswaterstaat).

11

12

Excel in logistics

Ideal situation in 2020 By 2020, we want ninety percent of all platforms in the Dutch supply chain to exchange logistics data via NLIP and all companies and authorities to communicate with each other in a standardised way via this platform. Owners of the shared data determine themselves who will get access to their data and under what conditions. Agreements will have also been made regarding the availability of data. The ownership structure of an open market platform is laid down in a Public Private Partnership (Dutch abbreviation: PPS. Where possible, obligatory data is supplied to authorities free of charge. A tariff structure has been developed for the exchange of other data. Market operators have developed numerous commercial apps, which are linked to NLIP that support among other things synchromodal planning.

Authorities have also developed apps, for instance, to better coordinate inspections.

Everyone benefits The entire logistics chain benefits from NLIP. From authorities to logistics service providers, from shippers to main ports, knowledge institutes and system suppliers. The success of NLIP stands or falls with cooperation, trust and openness. When all of the participating parties forward their information transparently, the Netherlands can once more occupy its leading position in the area of continental transport and be the Gateway to Europe.

For more information: www.nlip.org

Programme Mananager: Hans Zuidema (NLIP)

SECTOR • Representative: Rutger van Slobbe, Top Team/Strategic Platform Logistics • Secretariat: Machteld Leijnse (Connekt) leijnse@connekt.nl

• Programme Mananager: Hans Zuidema (NLIP) hans.zuidema@nlip.org

PRIVATE SECTOR • Machiel van der Kuijl (EVO) • Enno Osinga (Schiphol Group) • Ronald Paul (Port of Rotterdam) • Peter Sierat (TLN) • Liesbeth Slappendel (Fenex) • Albert Thissen (VRC) • Jan Waas (ECT) • Gijsbert Woelders (KLM)

PUBLIC SECTOR • Aly van Berckel (Ministry of Finance, Tax and Customs Administration) • Jan Hendrik Dronkers (Rijkswaterstaat) • Brigitte Zonneveld (Ministry of Economic Affairs)

CORE GROUP • Programme Mananager: Hans Zuidema (NLIP) hans.zuidema@nlip.org

PRIVATE SECTOR • Nanne Onland (Cargonaut) • Godfried Smit (EVO) • Iwan van der Wolf (Portbase)

PUBLIC SECTOR • Jos Ensing (Ministry of Finance, Tax and Customs Administration) • Dimitri Verhoeven (Ministry of Economic Affairs) • Ranko Visser (Rijkswaterstaat) FEEDBACK GROUP

• Programme Mananager: Hans Zuidema (NLIP) hans.zuidema@nlip.org

PRIVATE SECTOR • Wouter van Dijk (Port of Rotterdam) • Pito Dingemanse (Port of Amsterdam) • Menno Duin (VRC) • Bert van Grieken (VRC) • Maira van Helvoirt (LINC) • Wout van den Heuvel (TLN) • Nanne Onland (Cargonaut) • Marti van Pelt (Fenex) • Ben Radstaak (ACN) • Jouke Schaap (APMT) • Godfried Smit (EVO) • Pieter Verbaas (Frugiventa) • Jan Vreeburg (KLM) • Edwin Wenink (Flora Holland) • Iwan van der Wolf (Portbase)

PUBLIC SECTOR • Jos Ensing (Ministry of Finance, Tax and Customs Administration) • Dimitri Verhoeven (Ministry of Economic Affairs) • Ranko Visser (Rijkswaterstaat) • Jacques de Wit (Logius) KNOWLEDGE INSTITUTES • Yao-hua Tan (TU Delft)

14

Excel in logistics

SYNCHROMODALITY

If we want to continue to offer sustainable and efficient logistics services, then synchromodal transport is one of the most important logistics innovations that we must implement.

Top sector logistics

Synchromodality is multimodal transport where the shipper synchronously employs the available modes of transport, or leaves the decision of which mode of transport to use to the service provider. The service provider determines, within agreed limits, the mode of transport to use for which section of the route.

The goods arrive at their destination at the agreed time, with the mode of transport – rail, road, inland shipping, short sea, pipeline – no longer being important. In this way, goods flows can be optimally bundled and the available capacity better employed, which leads to more sustainable and often cheaper transport.

“Synchronising road, water and rail” Already 900,000 containers transported synchromodally In recent years, various synchromodal pilots have been carried out that have all been continued as services by market operators. Often these pilots showed that rail and inland shipping could be even better employed. More than 900,000 containers have already been synchromodally transported, with more than an additional 85,000 TEU being moved from the road to other modes of transport. This

has proved synchromodal transport as a concept.

Now, its enormous potential must be employed and obstacles to its use removed.

Examples of these obstacles are that the various modes of transport differ fundamentally in legal status and booking procedures. Another aspect is that the Neutral Logistics Information Platform, where the correct information can be found, is still in its infancy. The Top Team Logistics has established the Synchromodal Transport Steering Group and various working groups to change matters. The working groups, in which the market, authorities and knowledge institutes are represented, support companies in establishing pilots and research projects.

Also international cooperation Ocean shipping companies, seaport terminals, barge operators, inland shipping terminals and shippers, but also SME companies, are encouraged to execute their transport synchromodally. They do not get resources to do so but are supported when establishing the collaboration. They also receive support when developing and testing new business models and mechanisms for bundling volumes. In addition, we support projects whereby we integrate data and planning technology in control towers (ICT platforms that gather and analyse information about various goods flows). We also work on applying advanced planning tools in a wide area. After all, the greater the transport distance, the greater the profit. Therefore, we expressly seek to establish international collaboration.

The Top Sector Logistics wishes to further encourage the realisation of synchromodality by organis-

15

16

Excel in logistics

ing congresses, seminars, regional sessions and road shows and by developing brochures, websites, films and games.

Improved predictability We expect that the co-operative efforts of market operators will result in new sustainable synchromodal transport concepts. As part of the service provision, instruments have been developed to make it possible for transporters, shippers and infrastructure managers to exchange information. For instance ‘multimodal solvers’ and fully automated internet booking platforms. Because the transactions between parties will soon be extensively digitised, the performance of individual shippers and of the system as a whole will soon be better measurable and predictable. This will be facilitated by NLIP. Towards 3,000,000 TEU synchromodally We are on the right track. Various shippers and logistic service providers in the Netherlands increasingly offer synchromodal services. We are aiming to introduce a wide range of synchromodal solutions in the Netherlands that align with the European transport system. The objective is to realise an additional synchromodal volume of 3,000,000 TEU per year by 2020. This means an annual reduction of 200,000 trucks and with it a reduction of 20,000 tonnes of CO2 emissions.

For more information: www.synchromodaliteit.nl

• Representative: Wando Boevé, Top Team/Strategic Platform Logistics (ECT) • Secretariat: Machteld Leijnse (Connekt) leijnse@connekt.nl

• Programme Manager: Albert Veenstra (TNO) albert.veenstra@tno.nl

PRIVATE SECTOR • Rob Bagchus (ECT) • Jari de Bruin (Maersk) • Wil Versteijnen (GVT Group of Logistics) • Kees Verweij (Buck) • Edwin Wenink (Flora Holland)

PUBLIC SECTOR • Jan Bert Dijkstra (Ministry of Infrastructure and the Environment) • Stefan Satijn (GOLD regio) KNOWLEDGE INSTITUTES • Albert Veenstra (TNO)

WORKING GROUP PRIVATE SECTOR • Rob Bagchus (ECT) Chairperson working group Mindshift • Kees Verweij (Buck) Chairperson working group pilot projects

PUBLIC SECTOR • Paul Huijbregts (Dinalog) Chairperson working group Human Capital • Albert Veenstra, (TNO) Project Developer TKI

18

Excel in logistics

TRADE COMPLIANCE AND BORDER MANAGEMENT The Netherlands can only become the Gateway to Europe if the logistics regulatory pressure reduces. This means that there must be successful collaboration between the inspectorates (customs) and the business community. This will make supervision simpler, cheaper and more effective.

Top sector logistics

The Netherlands has to maintain its reputation with respect to trade facilitation. Simplifying international trade by reducing regulatory pressure is one of the main reasons for companies to use the Netherlands as their Gateway to Europe. The success of trade facilitation in the Netherlands is based on unique collaboration between the inspectorates (customs) and the business community. Top Sector Logistics will further develop this trade facilitation to enhance our position as the Gateway to Europe.

We will do so by developing innovative inspectorate concepts and by simplifying and streamlining procedures.

“Customs and the business community collaborate to arrive at more flexible logistics�

System supervision The aim of Top Sector Logistics is to ensure that by 2020 the Netherlands has become, for many companies, the country where they will have their entire European customs and inspection procedures arranged. There will then be a new supervision regime, based on system supervision. In the ultimate form of this supervision, declarations and physical inspections are unnecessary, they are replaced by a

supply chain visibility system. This means that companies demonstrate compliance with the rules and inspections occur based on a risk analysis. Such a system drastically reduces the transaction costs for companies that process many international transactions. This works two ways: both the authorities and the business community enjoy cost advantages while the quality of supervision improves.

Coordinated border management In addition, our objectives focus on shifting customs and inspection activities to places that are less disruptive for the logistics processes of companies. We want to have fewer traditional checks at the border itself or at international trade flow hubs, such as the Port of Rotterdam or Schiphol airport. Furthermore, we aim to reduce regulatory pressure by banning the stacking of inspections by the various government inspectorates. This must become possible by the implementation of NLIP and the Single Window Trade and Transport, the digital import and export data system. The various government agencies will collaborate in a structured way by exchanging data uniformly, digitally and in real time. The Consultation between Customs and Business Community (Overleg Douane Bedrijfsleven) acts as steering committee for Trade Compliance and Border Management.

19

20

Excel in logistics

21

STEERING COMMITTEE • Representative: Liskamp, Top Team/Strategic Platform Inspirator: EstherEsther Liskamp, Strategisch Platform Logistiek Logistics (Philips) (Philips)

• Secretariat: Lia Hsu (Connekt) hsu@connekt.nl

PRIVATE SECTOR PRIVATE SECTOR • Willemijn Gwanmesia (Fenedex) • Willemijn Gwanmesia (Fenedex) • Godfried Smit (EVO) • Godfried Smit (EVO)

PUBLIC SECTOR PUBLIC SECTOR • Frank Heijmann (Douane) • Frank Heijmann (Tax and Customs Administration) KNOWLEDGE INSTITUTES INSTITUTES KNOWLEDGE Yao-hua Tan Tan (TU (TU Delft) Delft) •• Yao-hua

STUURGROEP: OVERLEG DOUANE BEDRIJFSLEVEN S T E E R I N G CO M M I T T E E: C U S TO M S A N D B U S I N E S S • Chairman: Aly van Berckel (Ministerie van Financiën, Douane) • Chairman: Aly van Berckel (Ministry of Finance, • Secretariat: René Dodde (Douane) Tax and Customs Administration) hr.dodde@belastingdienst.nl • Secretariat: René Dodde (Tax and Customs Administration) hr.dodde@belastingdienst.nl PRIVATE SECTOR • Jos Bakker (EVO) • Edo Bosga (Fenedex) PRIVATE SECTOR • Wouter Brookman (VNO-NCW) • Jos Bakker (EVO) Willemijn •• Edo BosgaGwanmesia (Fenedex) (Fenedex) •• Wouter Dennis Heijnen (EVO) Brookman (VNO-NCW) Leon Kanters (VNO-NCW) •• Willemijn Gwanmesia (Fenedex) Hans Kienstra •• Dennis Heijnen(VNTO) (EVO) EstherKanters Liskamp Topteam/Strategisch Platform Logistiek •• Leon (VNO-NCW) (Philips) • Hans Kienstra (VNTO) • Esther Anouk de Morree (ORAM-VRC) Liskamp Top Team/Strategic Platform Logistics • (Philips) Eric van Nijf (TLN) • Anouk de Morree (ORAM-VRC) Marty van Pelt (Fenex) • Eric Nijf (TLN) Ben van Radstaak (ACN) •• Marty vanSmit Pelt(EVO) (Fenex) Godfried •• Ben Radstaak (ACN) Marco Tak (VRC) •• Godfried Smit (EVO) (Fenex) Dominique Willems • Marco Tak (VRC) • Dominique Willems (Fenex)

• Project Developer TKI: Gerwin Zomer (TNO) • Project Developer TKI: Gerwin Zomer (TNO) gerwin.zomer@tno.n gerwin.zomer@tno.nl PUBLIC SECTOR • Karin Burger (Douane ) • Robin Burgering (Douane) PUBLIC SECTOR • Lex de Goede (Douane) • Karin Burger (Tax and Customs Administration ) Frank Heijmann •• Robin Burgering (Douane) (Tax and Customs Administration) •• Lex Oscar Schouw (Ministerie van Financiën) de Goede (Tax and Customs Administration) JeffreyHeijmann van Slobbe (Douane) •• Frank (Tax and Customs Administration) • Oscar Schouw (Ministry of Finance) • Jeffrey van Slobbe (Tax and Customs Administration)

22

Excel in logistics

CROSS CHAIN CONTROL CENTERS

A good example of high-profile innovation in Top Sector Logistics is the development of Cross Chain Control Centers (4C). In a 4C, information flows are intelligently linked to goods flows.

They are control centers where state-of-the-art technology, advanced software concepts and supply chain professionals come together.

Top sector logistics

By exchanging data between the various logistic chains, in a 4C we can organise transport that transcends the chains. The larger volumes mean that there are, for instance, more opportunities to use rail and inland shipping as alternatives to road transport. Moreover, we can use the carrying capacity of trucks and ships better. This will not only lead to cost savings but also to improved accessibility in cities and the more sustainable handling of goods flows.

4C scope, internationalising the 4C activities, the application of 4C in various sectors and the development of plug-and-play tools.

Ambition Our ambition is to strengthen the Dutch position in chain management and chain configuration in a sustainable way. We do this by developing unique tools in the area of ICT, finance, planning and control for the joint management of multiple supply chains. The possibilities are there, because shippers increasingly centralise transport flows and coordinate them in a 4C. Moreover, the Netherlands has a robust starting position due to our knowledge infrastructure, the level of education in the sector and the ICT companies that are located here.

Successful initiatives A number of 4C research and demonstration projects have now started in various sectors, including the health, retail, construction and pharmaceutical sectors. The various links in the chain collaborate successfully. The first Cross Chain Control Centers have been successfully established.

Objectives By 2020, the Netherlands must have fifteen 4Cs that will represent a reduction of CO2 emissions of 50,000 tonnes. In addition, we aim to ensure that chain management activities of the 4Cs will have contributed 1.8 billion euro to the gross domestic product.

To achieve these objectives, we identified five sub-themes that the Top Sector will focus on: governance and business models, widening of the

“Chain management for cost savings and environmental benefit”

Fore more information: www.dinalog.nl

•• Inspirator: Jan Fransoo, Topteam/Strategisch Representative: Jan Fransoo, Top Team/Strategic Platform Logistics (Eindhoven University of Technology) Platform Logistiek (Technische Universiteit •

Eindhoven) Programme Management: Dinalog info@dinalog.nl

• Programmamanagement: Dinalog info@dinalog.nl

23

24

Excel in logistics

Top sector logistics

25

26

Excel in logistics

SERVICE LOGISTICS

In logistics, an important role is reserved for the maintenance phase of a product, for instance spare parts. We use the term Service Logistics for the logistics control from the ‘after-sales service’ of a product through to the end of the life cycle. This concerns all the logistics activities that are required to allow devices, machines and systems to operate optimally during their entire life cycle - up to and including reuse.

Top sector logistics

Increasingly, companies offer a service concept instead of a product. For instance, many users no longer own a copier, but pay per copy. The management of the maintenance of capital-intensive systems including aircraft, medical equipment and high-quality production machines is part of Service Logistics. There is a strong link here with the Top Sector High Tech.

Just in case Service Logistics focuses in the main on linking information flows to good flows, but then in the later phase of the life cycle of goods. Pre-sales logistics processes, including production and distribution, are characterised by the just-in-time principle, with large transport volumes and the high-speed turnover of stock. Service Logistics on the other hand is characterised by the just-in-case principle, with small transport volumes and a low-speed turnover of stock.

This principle requires the development of a specific knowledge area and the application of specific logistics control and ICT solutions.

More service business The innovative concepts that Top Sector Logistics envisage must lead to more service business, in which the Netherlands takes the lead. Furthermore, in this way we want to make a sustainable contribution to reducing emissions and energy consumption through the optimum use of spare parts and reuse of materials. All of this together must make the Netherlands more attractive to foreign parties as a country in which to invest.

The Netherlands leads The Netherlands has a strong starting position to realise the required innovations for high-quality Ser-

vice Logistics. Large companies, including ASML, DAF, IBM and Vanderlande, which have already strongly developed their after-sales service, operate their European or worldwide Service Logistics from the Netherlands. Some of these companies took an early lead in structuring complex service supply chains.

Dutch universities have also carried out international trend setting research in the area of Service Logistics. These parties have found common ground in the powerful Service Logistics Forum (SLF). This is a unique Service Logistics platform, which offers approximately fifty companies and three universities in the Netherlands the opportunity to exchange knowledge and expertise and to participate in research projects.

Circular economy Efficient Service Logistics contributes to sustainability. This is because if products have a longer life cycle and if products and spare parts are optimally reused, we will waste less material. The optimum structuring of Service Logistics chains also contributes to the reduction of CO2 emissions and the total energy consumption of the product. Furthermore, Service Logistics contributes to the circular economy.

We aim to have established Service Logistics Control Towers by 2020, where information regarding various good flows will be gathered and analysed. In addition, by the same year a fifteen percent reduction must have been achieved in the total cost of ownership of products.

For more information: www.dinalog.nl and www.servicelogisticsforum.nl

27

28

Excel in logistics

Top sector logistics

Jan Fransoo, Top Team/Strategic Platform • Representative: Inspirator: Jan Fransoo, Topteam/Strategisch Platform Logistics of Eindhoven) Technology) Logistiek (Eindhoven (TechnischeUniversity Universiteit • Programme Programmamanagement: Management:Dinalog Dinaloginfo@dinalog.nl info@dinalog.nl • Chairman Service Logistics Forum: Ben Gräve (Service Logistics Forum)

29

30

Excel in logistics

SUPPLY CHAIN FINANCE

Financing and delivery reliability are two major considerations among businesses in the logistics sector. The answer is more chain collaboration. Certainly when financing the added value realised in the chain is concerned. Supply Chain Finance is an excellent instrument here.

Top sector logistics

In the logistics chain, value is added to a product bit by bit. This added value is cashed in every time the next link in the chain pays. Sometimes, suppliers have to wait months for payment. In the Netherlands, around twenty billion euro in operating capital is locked up due to as yet unpaid invoices. Supply Chain Finance helps here. A well-known example is Vendor Managed Inventory, where the supplier manages the customer’s inventory. This eliminates considerable work at the ordering party, but also at the order entry of the supplier.

Rapid payment Currently, a second working method is emerging: supplier finance. Here, a third party arranges the rapid payment of the invoices. This can be a bank, but it can also be a new supplier. In this concept, both the supplier and the buyer enter into an agreement with the third party. The supplier is immediately paid after its invoice is approved. The buyer only pays the third party after expiration of the payment term. This makes new money available in the logistics chain that can be used for investment.

First meeting On the initiative of Top Sector Logistics, the first Supply Chain Finance Community meeting was held in November 2013. European representatives of the business community, science and financial institutes met at the Nyenrode business university to share best practices and exchange knowledge. Companies including Philips, Heineken and Vlisco expressed their views about and practical approach to Supply Chain Finance. In addition, we are working on research projects and are in consultation with the government to give an impulse to Supply Chain Finance.

New business activities The objective of Supply Chain Finance is that we strengthen the position of Dutch companies in their supply chain. In addition, Top Sector Logistics wants to develop the Netherlands into a worldwide centre of expertise for Supply Chain Finance, which will result in a fertile breeding ground for new business activities. Moreover, Dutch universities can acquire an international top position at this interface between Finance and the Supply Chain. Dutch authorities must take the initiative to introduce new standards related to the availability and exchange of information in the chain both within and outside of Europe. For instance concerning orders, invoices, packing notes and customs.

Measurable indicators Within Supply Chain Finance, we are working to establish a number of measurable indicators that we want to have realised by 2020. For instance, in 2020 we want at least fifty percent of the top 1,000 Dutch companies to participate in Supply Chain Finance programmes, or otherwise facilitate them. By that year, at least half of the small and medium enterprises must have access to Supply Chain Finance programmes. In addition, we aim to achieve at least one billion euros of new turnover in the sector, resulting from new activities and ventures in the area of Supply Chain Finance. And finally, by 2020 we want the Netherlands to be positioned as the leading global knowledge centre in the area of Supply Chain Finance.

For more information: www.dinalog.nl and www.scfcommunity.org

31

32

Excel in logistics

33 STEERING COMMITTEE Representative: Hagdorn, Top Team/Strategic Platform • Inspirator: LorikeLorike Hagdorn, Topteam/Strategisch Platform Logistics (TNO) Logistiek (TNO ) • Chairman: Michiel Steeman (Windesheim University of Applied Sciences) Sciences) Applied

• Project Developer TKI: Dinalog info@dinalog.nl

PRIVATE SECTOR • Enrico Camerinelli (Aite Group) • Charles Findlay (Friendly Technologies Limited) Hervé Hervé Hillion, Hillion, Say Say Partners) Partners)

KNOWLEDGE INSTITUTES • Robert Alard (Fachhochschule Nordwestschweiz) • Pieter Klapwijk (Nyenrode Business University) •• Michael Michael Henke Henke (Fraunhofer) (Fraunhofer) •• Alessandro Alessandro Perego Perego (Politecnico (Politecnico di di Milano) Milano) •• Simon eld University) Simon Templar Templar (Cranfi (Cranfield University)

WORKING WORKING GROUP GROUP FRAMEWORK AND METHODOLOGY • Leader: Erik Hofmann (University of St. Gallen) PRIVATE SECTOR SECTOR PRIVATE Tobias Schaad Schaad (Zanders) (Zanders) •• Tobias

KNOWLEDGE INSTITUTES KNOWLEDGE • Judith MartinINSTITUTES (University of St. Gallen) • Judith Martin (University of St. Gallen) WORKING GROUP MODELS AND INSTRUMENTS WORKING GROUP MODELS AND INSTRUMENTS

• Leader: Michael Henke (Fraunhofer) • Leader: Michael Henke (Fraunhofer) PRIVATE SECTOR PRIVATE SECTOR • Alwin Locker (Soltar AG) • Alwin Locker (Soltar AG) • Tobias Schaad (Zanders) • Tobias Schaad (Zanders)

KNOWLEDGE INSTITUTES • Robert Alard INSTITUTES (Fachhochschule Nordwestschweiz) KNOWLEDGE Luca Gelsomino (Politecnico diNordwestschweiz) Milano) • Robert Alard (Fachhochschule Paul Schoensleben (ETH Zurich) • Luca Gelsomino (Politecnico di Milano) • Paul Schoensleben Matthias Wandfluh (ETH Zurich) • Matthias Wandfluh (ETH Zurich) WORKING GROUP APPLICATION WORKING GROUP APPLICATION

• Leader: Hervé Hillion (Say Partners) • Leader: Hervé Hillion (Say Partners) PRIVATE SECTOR PRIVATE SECTOR • Enrico Camerinelli (Aite Group) • Enrico Camerinelli (Aite Group) • Charles Findlay (Friendly Technologies Limited) • Charles Findlay (Friendly Technologies Limited)

KNOWLEDGE INSTITUTES • Luca Gelsomino (Politecnico di Milano) KNOWLEDGE INSTITUTES PieterGelsomino Klapwijk (Nyenrode Business University) • Luca (Politecnico di Milano) Alessandro Perego (Politecnico di Milano) • Pieter Klapwijk (Nyenrode Business University) • Alessandro (Politecnico di Milano) Axel SchultePerego (Fraunhofer) • Axel Schulte (Fraunhofer) Simon Templar (Cranfield University) • Simon Templar (Cranfield University)

WORKING GROUP SCF ACADEMY WORKING GROUP SCF ACADEMY • Leader: Shaoxuan Liu (Shanghai Jiao Tong University) • Leader: Shaoxuan Liu (Shanghai Jiao Tong University) PRIVATE SECTOR PRIVATE • ThomasSECTOR Gaal (Nokia Siemens Networks) • Thomas Gaal (Nokia Siemens Networks) • Tobias Schaad (Zanders) • Tobias Schaad (Zanders)

34

Excel in logistics

CORE NETWORK

To handle transport flows correctly, it is important that there is a fully-fledged and effectively operating core network. Here we are talking about rail, road as well as waterways. Top Sector Logistics and the Ministry of Infrastructure and the Environment work together to envisage the appropriate development of a core network.

Top sector logistics

We distinguish two layers in the core network: a network that is important for international accessibility and a network that is important for national accessibility. The predecessor to Top Sector Logistics already provided advice on an international core network in 2011. This was included by the minister of Infrastructure and the Environment in the Structure Vision on Infrastructure and Space (Dutch abbreviation: SVIR). An investigation in 2012 established which connections of national importance must be added. Our advice was to apply a selective and objective approach based on expected volumes of goods transport for these additions.

Following agreement with the regions, the minister of Infrastructure and the Environment will use the core network as an additional reason to additionally invest or invest earlier in certain roads. It also plays a role in management and maintenance. For instance regarding the opening hours of bridges and locks.

“Better connections Rotterdam - Germany” Developing two corridors Two multi-modal goods corridors will be involved in the Long-range Programme Infrastructure, Space and Transport: the A15-Betuweroute-Waal corridor from Rotterdam to the east, and the goods corridor Rotterdam-Brabant-Limburg-Germany. The aim of Top Sector Logistics is to have developed these

goods corridors as part of the core network by 2020.

This will address not only the bottlenecks in the network but the entire area with an integrated approach to infrastructure and spatial planning. Moreover, not just a single transport mode but also the entire mobility system will be addressed. Furthermore, logistics innovations and sharing information (NLIP) will be a fully-fledged aspect of the accessibility solutions.

Better use The objectives of the development of a core network are diverse. For instance, a core network is in fact a condition for synchromodal transport. It contributes to the improved use of the existing capacity, including the use of multimodal hubs and transshipment terminals. It must offer sufficient alternatives from destination to destination for shippers of goods and result in improved delivery time reliability. The network becomes more efficient due to inland shipping and rail taking a greater share of goods transport.

With the effect being a reduction in CO2 emissions and increased use of the available carrying capacity.

In addition, urban areas can function better because connections improve.

• • • •

•• Inspirator: Lidewijde Ongering, Topteam/ Representative: Lidewijde Ongering, Top Team/Strategic Platform Logistics (Ministry of Infrastructure Strategisch Platform Logistiek (Ministerie van and the Environment) Infrastructuur en Milieu) Project Manager MIRT corridors: Zubal Gul (Ministry of Infrastructure Projectleider MIRT corridors: Zuhal Gul (Ministerie van and the Environment) Infrastructuur en Milieu) Client MIRT corridors: Birgit Gijsbers (Ministry of Infrastructure and Opdrachtgever MIRT corridors: Brigit Gijsbers the Environment) (Ministerie van Infrastructuur en Milieu)

35

36

Excel in logistics

INTERNATIONAL LOGISTICS PROMOTION

To turn the Netherlands into Europe’s top logistics hub, our country must become even more attractive to foreign companies. Therefore, Top Sector Logistics started an internationalisation campaign. To realise the objectives, various activities are required. The associated tasks were distributed at the end of 2013 and will be carried out in a large number of projects.

Top sector logistics

The Netherlands must not only be the logistics hub, but also the gateway to the European sales market for internationally operating companies. The Netherlands Foreign Investment Agency (NFIA), the Holland International Distribution Council (HIDC) and the Dutch Institute for Advanced Logistics (Dinalog) created a plan in which they propose creating a Logistics Project Team that will be responsible for promotion and acquisition abroad.

This project team must focus on the coordination of the activities abroad, the elaboration of acquisition plans and knowledge export. To achieve this, it will draw up an annual programme. A Foreign Promotion Board, consisting of interested parties including NFIA, Dinalog, authorities, the business community and Main Ports (Port of Rotterdam, Amsterdam and Schiphol Group), monitors the realisation of the ambitions and decides on activities and budgets.

The NFIA serves as the Logistics Team’s secretariat.

“The Netherlands uses its charms�

activities and as an attractive innovation and business climate for shipping and logistics companies.

Objectives Top Sector Logistics established three objectives for its internationalisation campaign. In the first place, we want to route more goods flows via the Netherlands. In addition, we want to ensure that foreign companies perform more logistics activities in the Netherlands by strengthening our control function. Then more new international business in international goods flows will arise that will not necessarily be routed through the Netherlands. And thirdly, we want to export our logistics knowledge and expertise.

Areas of attention Connection, Research & Strategy, Market & Account Approach and Communication & PR are the areas of attention for effective foreign promotion. This approach must lead to the Netherlands becoming the top European country in the World Logistics Performance Index by 2020. We aim for a thirty percent increase in the number of companies that establish themselves in the Netherlands for logistics reasons.

For more information: www.nfia.com/log_home_update.html.

Ambitions The Netherlands has the ambition to occupy a permanent top international logistics position. Not only with respect to handling the goods flows, but also as the chain director of (inter)national logistics

37

38

Excel in logistics

39

STEERING COMMITTEE Representative: vanTopteam/Strategisch Dijk, Top Team/Strategic Platform •• Inspirator: ArthurArthur van Dijk, Platform Logistics (Logistics Logistiek (LogistiekeAlliance) Alliantie)

•• Secretariat: Secretariat: Edgar Edgar Kasteel Kasteel (Netherlands (Netherlands Foreign Foreign Investment) Investment) Agency Agency ekasteel@arcusplus.com ekasteel@arcusplus.com •• Secretariat: of van Economic Affairs) Secretariat: Sjors Sjors Rozemeijer Rozemeijer (Ministry (Ministerie Economische S.P.J.Rozemeijer@minez.nl Zaken) S.P.J.Rozemeijer@minez.nl

PRIVATE SECTOR (Holland International Distribution Council) • Remco Buurman (Nederland Distributieland) • Enno Osinga (Schiphol Group) Ronald Paul Paul (Havenbedrijf (Port of Rotterdam) •• Ronald Rotterdam)

PUBLIC SECTOR (Ministry ofvan Infrastructure anden theMilieu) • Bart van Bolhuis (Ministerie Infrastructuur Environment • Henny Jacobs )(Netherlands Foreign Investment Agency) Henny Jacobs (Netherlands Foreign Investment Agency) •• Jan Pelle (Regionale Ontwikkelingsmaatschappijen) Jan Pelle •• Bas Pulles(Regional (RVO) Development Agencies) • Bas Pulles (RVO) KNOWLEDGE INSTITUTES KNOWLEDGE INSTITUTES • Willem Heeren (Dinalog) • Willem Heeren (Dinalog)

STUURGROEP: OVERLEG DOUANE PRIVATE SECTOR S T E E R I N G CO M M I T T E E: C U S TO M S A N D B U S I N E S S PRIVATE SECTOR •PRIVATE Mathijs SECTOR Benink (Nederland Distributieland) • Mathijs Benink (Holland International Distribution Council)

PUBLIC SECTOR •PUBLIC Edgar SECTOR Kasteel (Netherlands Foreign Investment Agency) Edgar Kasteel (Netherlands Foreign Investment Agency) •• Erik Bouwmeester (Ministerie van Infrastructuur en Milieu) • Erik Bouwmeester (Ministry of Infrastructure and the • Robert van der Hum (Ministerie van Buitenlandse Zaken) Environment) • Sjors Rozemeijer (Ministerie van Economische Zaken) • Robert van der Hum (Ministry of Foreign Affairs) • Sjors Rozemeijer (Ministry of Economic Affairs) KNOWLEDGE INSTITUTES • Liesbeth Staps (Dinalog) KNOWLEDGE INSTITUTES • Liesbeth Staps (Dinalog)

40

Excel in logistics

SIMPLIFYING LEGISLATION AND REGULATIONS

Top Sector Logistics wants to simplify and coordinate the complex legislation and regulations in the logistics sector. The current legislation and regulations obstruct the intended logistics innovations and have a negative influence on the Dutch investment climate.

Top sector logistics

For instance, the legislation regarding the establishment of companies, the handling of logistics processes and the decision-making concerning the physical infrastructure. In addition, more coordination is required between national, regional and local governmental organisations, for instance with respect to the issuing of licences.

The aim to simplify legislation and regulations builds on the existing collaboration between the Ministry of Infrastructure and the Environment and the Ministry of Economic Affairs. It is in line with the Customised Approach to Logistic Regulatory Pressure (Maatwerkaanpak regeldruk logistiek) programme initiated by the Ministry of Infrastructure and the Environment. Interested parties in the logistics sector identified a number of problem areas that confront them.

“Removing obstructions to growth and innovation�

According to advice issued by Actal dated November 2013, priority must be given to addressing three main areas associated with the greatest regulatory pressure.

Firstly, the legislation and regulations regarding modes of transport. The current rules focus on one

specific transport modality, while the sector would benefit from synchromodality. The rules should relate to the load to be transported, not the mode of transport.

Secondly, the supervision is of insufficient quality.

Logistics businesses indicate that supervision is too fragmented. For instance, there are different supervisors for the building, the working conditions, the administrative processes, the load and the mode of transport. Here as well, it would be better if supervision were to adjust to the logistics chain instead of sticking to the fragmented tasks and powers of authority.

Finally, the complexity of sector-specific regulations has increased. To such a degree that entrepreneurs are unable to understand the rules and therefore cannot comply with them. A frequently cited example is the Customs Act, which is truly outdated. It is true that Customs accepts exceptions, but these require numerous exemptions or permits.

Harmonise legislation Actal recommends arriving at a single legal structure with the logistics network at the centre. In any case, the legislative framework for road transport, inland shipping and rail transport must be harmonised. There must also be one digital transport document for all modes of transport. In addition, legal obstructions, which currently hinder international collaboration between supervising authorities, must be removed. The system supervision of the logistics sector must be uniformly organised and inspections must take place at quiet moments.

Finally, the customs legislation must be amended.

41

42

Excel in logistics

Counter function From 2015, Top Sector Logistics wants to fulfil a counter function in simplifying and coordinating the legislation and regulations. By then, a special complaints centre will have been established. There, interested parties can report the bottlenecks in the legislation and regulations that hinder sustainable growth and innovation and that are relevant for the logistics sector as a whole. A special team will then ensure that the bottleneck is brought to the attention of the responsible (government) bodies, including the Regulatory Pressure Control Group (Regiegroep Regeldruk), supervisory bodies but also regional or local governments. This team supervises the approach taken to arrive at a solution and feeds back the progress to the person who reported the bottleneck.

Ongoing research Between 2015 and 2020, Top Sector wants to have resolved fifty bottlenecks in the area of legislation and regulations. The final goal is a situation in which appropriate legislation and regulations exist, for both the current logistics activities and the development of new logistics service concepts, including synchromodal transport and NLIP. In the future, ongoing research will be carried out into the possible simplification and streamlining of legislation and regulations.

• Representative: Arthur van Dijk, Top Team/Strategic Platform Logistics (Logistic Alliance)

• Chairman: Birgit Gijsbers (Ministry of Infrastructure and the Environment)

PRIVATE SECTOR • Machiel van der Kuijl (EVO) • Jan Mahulete (Kühne & Nagel) • Marcel Punselie (Fenex, Sanders Fritom)

PUBLIC SECTOR • Corry Brooijmans (Netherlands Food and Consumer Product Safety Authority) • Arjen Doosje (Ministry of Infrastructure and the Environment) • Frank Heijman (Tax and Customs Administration • Jeroen Heijs (Ministry of Economic Affairs)

WORKING GROUP • Chairman: Marco Wieshahn-Vrijman (EVO) PRIVATE SECTOR • Frank van den Eijnden (TLN) • Dominique Willems (Fenex)

PUBLIC SECTOR • Cor van Blijswijk (Ministry of Infrastructure and the Environment • Joost Dieleman (Ministry of Economic Affairs) • Erik van Ede (Netherlands Food and Consumer Product Safety Authority) • Edwin Kleingeld (Ministry of Infrastructure and the Environment) • Louise Went (Ministry of Economic Affairs)

44

Excel in logistics

HUMAN CAPITAL AGENDA The Human Capital Agenda (HCA) is controlled by the Human Capital Table, which consists of representatives from the education sector, the business community and social partners. The Table has five working groups that are structured per sub theme:

1 Excellent and state-of-the-art education; 2 More high-quality employees; 3 Social innovation: improved deployment and retention of employees; 4 Stacking of knowledge; 5 Quantitative knowledge of the sector.

The availability of sufficient logistics professionals is an important condition for realising the ambitions of Top Sector Logistics. For this reason, a Human Capital Agenda (HCA) has been drawn up that is based on three cornerstones: promoting the intake of students in logistics study programmes, optimum interaction between education and the field and retaining employees for the logistics sector through social innovation of the sector.

Top sector logistics

More logistics professionals In recent years, the image of logistics has improved thanks to the national image campaign run by the ‘Nederland is Logistiek’ foundation. Moreover, education institutes promote their logistics studies with more emphasis and investments are being made in the development of Excellent and State-of-the-art education. A HBO Knowledge Agreement (for higher vocational education) and an MBO Knowledge Agreement (for intermediate vocational education) have been concluded, in which schools and logistics parties collaborate to strengthen the ties between education and companies. In particular at the university and college (HBO) level, a clear increase in the intake is visible. The HCA aims to ensure that between 2010 and 2020 the number of properly educated logistics professionals leaving the training centres and joining the sector will have risen by 50%.

Knowledge Distribution Centre The sector requires high-quality employees. Professionals that after their education enter the logistics sector must have thorough and up-to-date knowledge of the innovation themes. Here, the Knowledge Distribution Centres (KDC) play a key role. A KDC is a regional collaborative agreement for knowledge (MBO, HBO and university) and innovation, coordinated by the regional college, in particular the ‘Logistics HBO-lectorate’. These centres ensure the continuous interaction between the field and the education sector. There are currently six KDCs distributed over the country.

Regional expertise Every KDC individually focuses on one of the innovation themes. The added value of the ‘lectorates’ is that colleges will truly choose to focus on a regional specialisation. The Hogeschool Rotterdam is considering specialising in logistics related to port and building issues, Amsterdam is considering main port logistics. Venlo focuses on customs logistics, Breda on chain management, Nijmegen on care logistics and in Zwolle, a full-time lecturer in Supply Chain Finance started in November 2013. The KDCs are interconnected and together form one national Centre of Expertise with a digital knowledge counter. This creates a strong knowledge infrastructure in which we stack logistics knowledge and make it accessible to everyone.

Captivate, bind, retain Logistics employers must captivate, bind and retain their employees even more so than in the past. Certainly if we want to keep people from the new generations, who attach great value to opportunities for intellectual development and self-management. In order to attract and retain logistics employees, the working conditions, secondary working conditions and career perspectives must be improved. The HCA attempts to encourage and enthuse employers in the logistics sector for social innovation, among other things, by offering workshops and instruments.

For more information: www.kennisdclogistiek.nl/

45

• Representative: Peter van der Meij (Top Team/Strategic Platform Logistics)

• Secretariat: Jorg van Velzen (National Platform Science & Technology) j.vanvelzen@deltapunt.nl

PRIVATE SECTOR • Niek van den Akker (Chamber of Commerce, Syntens) • Caroline Blom (TLN) • Minke Jansma (Federation Dutch Labour Movement) • Johan Kerver (EVO) • Toon Kloet (NRTO) • Jeroen Meulendijks (VTL) • Ton Peters (ABU) • Frank Smeets (DB Schenker) • Tomas Tempelaars (JLN (Young logistic professionals Netherlands))

KNOWLEDGE INSTITUTES • Remco Overwater (Dinalog) • Douwe Grijpstra (Panteia) • Erik Hietbrink (STC-Group) • Hans Snijders (Netherlands Association of VET Colleges) • Jan Roelofs (The Netherlands Association of Universities of Applied Sciences) • Erik van der Laan (Erasmus University Rotterdam) • Dick van Damme (Amsterdam University of Applied Sciences, VLM) • Jan-Willem Meinsma (Windesheim) • Leo Kemps (NHTV) • Hans Aarts (National Platform Logistics)

P R O J E C T G R O U P E XC E L L E N T E D U C AT I O N • Chairman: Leo Kemps (DB Schenker) P R O J E C T G R O U P M O R E H I G H LY Q U A L I F I E D E M P LO Y E E S PRIVATE SECTOR • Jelle Boonstra (TLN) • Mieke Damen (Vlisco, VLM) • Johan Kerver (EVO) • Machteld Leijnse (Connekt) • Peter van der Meij (Top Team/Strategic Platform Logistics) • Tomas Tempelaars (JLN (Young logistic professionals Netherlands)) • Ton Peters (ABU) • Jorg van Velzen (National Platform Science & Technology) P R O J E C T G R O U P S O C I A L I N N O VAT I O N • Chairman: Niek van den Akker, Chamber of Commerce (Syntens) PRIVATE SECTOR • Caroline Blom (TLN) • Minke Jansma (Federation Dutch Labour Movement) • Johan Kerver (EVO) • Christiaan van Luik (TLN) • Jorg van Velzen (National Platform Science & Technology)

KNOWLEDGE INSTITUTES • Steven D’Hondt (TNO)

P ROJ E CT G RO U P P I L I N G U P K N OW L E D G E • Chairman: Remco Overwater (Dinalog) PRIVATE SECTOR • Jorg van Velzen (National Platform Science & Technology)

KNOWLEDGE INSTITUTES • Dick van Damme (Amsterdam University of Applied Sciences, VLM)

P R O J E C T G R O U P Q U A L I TAT I V E I N D U S T RY K N O W L E D G E • Chairman: Ton Peters (ABU) PRIVATE SECTOR • Hans Konings (VTL) • Tomas Tempelaars (JLN (Young logistic professionals Netherlands)) • Kees van Uitert (UWV) • Jorg van Velzen (National Platform Science & Technology) • Erik Volkers (Tempo Team) • Gera de Vries (VTL)

KNOWLEDGE INSTITUTES • Douwe Grijpstra (Panteia) • Leo Kemps (NHTV)

CENTRE OF EXPERTISE KDC PRIVATE SECTOR • Machiel van der Kuijl (EVO) • Peter van der Meij (Top Team/Strategic Platform Logistics) • Peter Sierrat (TLN) • Jorg van Velzen (National Platform Science & Technology)

KNOWLEDGE INSTITUTES • Hans Aarts (National Platform Logistics) • Dick van Damme (Amsterdam University of Applied Sciences, VLM) • Harry van den Hoff (Amsterdam University of Applied Sciences) • Huib de Jong (Amsterdam University of Applied Sciences) • Theo Joosten (HAN University of Applied Sciences) • Jan-Willem Meinsma (Windesheim) • Nico van Os (NHTV) • Jan Roelofs (The Netherlands Association of Universities of Applied Sciences)

C E N T R E F O R I N N O VAT I V E C R A F T S M A N S H I P PRIVATE SECTOR • Jeroen Meulendijks (VTL)

KNOWLEDGE INSTITUTES • Erik Hietbrink (STC-Group) • Hans Snijders (Netherlands Association of VET Colleges)

48

Excel in logistics

KNOWLEDGE AND INNOVATION TOP CONSORTIUM FOR LOGISTICS

To implement the research projects that are required to realise the Top Sector actions, the government, companies and knowledge institutes have joined forces in the Knowledge and Innovation Top Consortium for Logistics (TKI).

Top sector logistics

Since 2013, Dinalog, NWO and TNO have worked together as the Knowledge and Innovation Top Consortium (TKI) to boost innovation in the Logistics Top Sector. The objective of TKI Logistics is to realise private-public cooperation in the area of research in the logistics sector. The research is pure, applied and experimental. TKI Logistics also arranges the marketing and transfer of the knowledge, experience and results gained.

“Booster of innovation�

The TKI board determines a research programme every two years on the advice of the Programme commission, within the focus of the Top Sector Action Agenda. Within the established programmes that are launched via the TKI board, collaboration is achieved in various ways.

TKI Logistics focuses its substantive activities on five road maps defined by Top Team Logistics: 1 2 3 4 5

Synchromodal transport Cross Chain Control Centers Service Logistics Supply Chain Finance Trade Compliance and Border Management

In 2013, TKI Logistics established the first six projects from the TKI fee. In addition, Dinalog, TNO and NWO started and continued projects that fall within the top sector actions.

For more information: www.tki-logistiek.nl

49

Text De Nieuwe Lijn, Rotterdam Photography

Eric Bakker Marc Heeman Vincent van Dordrecht Claire Droppert

Design and production SD Communicatie, Rotterdam

Composition of Top Team Logistics Members of the Top Team Aad Veenman Chairman Top Team Logistics Wando BoevĂŠ ECT Allard Castelein Port of Rotterdam Arthur van Dijk Logistics Alliance Jan Fransoo Eindhoven University of Technology Lorike Hagdorn TNO Timo Huges NS Peter van Laarhoven Schiphol Group Esther Liskamp Philips Peter van der Meij Formerly from DHL/Exel, Memorandum of Agreement on Knowledge of Logistics Lidewijde Ongering Ministry of Infrastructure and the Environment Rutger van Slobbe Formerly from Management of P&O Nedlloyd

Disclaimer

N o part of this publication may be reproduced and / or made public in any way, without the prior consent of the publisher. The publisher cannot be held liable in any way for the contents or possible damage resulting from use of the published articles. In the event of a dispute, you will not be able to rely or call on the contents.

August 2014

Ruud Vat VAT Logistics Secretariat Machteld Leijnse Connekt Janine van Oost Ministry of Infrastructure and the Environment Sjors Rozemeijer Ministry of Economic Affairs

52

Excel in logistics

Connekt Ezelsveldlaan 59 2611 RV Delft Postbus 48 2600 AA Delft T 015 251 65 65 Info@connekt.nl www.connekt.nl @connektNL