LOGISTICS - Best Practice
LOGISTICS - Best Practice
LOGISTICS - Best Practice
GUIDE
A guide to implement best practices in logistics in
order to save energy and reduce the environmental
impact of logistics
(2nd edition, 2010)
CLECAT Secretariat
Brussels, November 2010
23. Freight Best Practice Fuel Efficiency Intervention Trials - How to Test and
Save ............................................................................................................ 39
24. Tesco Sets the Pace on Low Carbon and Efficiency (TESCO / Freight Best
Practice)..........................................................................................................39
25. Short Haul Rail Freight (Lafarge Cement Ltd / The Malcolm Group / Freightliner
Ltd / Freight Best Practice)...............................................................................40
26. Transportation of healthcare products by inland navigation (Baxter) ..............40
27. Shell Chemicals Europe and Bertschi AG network redesign............................40
28. Reconfiguration of the supply chain structure (IKEA)....................................41
29. Lovosice Inter-Modal Terminal (CD / Duss Terminal)....................................41
30. Sustainable outbound logistics for worldwide mobility (Mercedes-Benz,
Stuttgart-Untertrkheim)..................................................................................41
31. Optimal routing (DHL Global Forwarding / Australia).................................... 42
32. Optimising Load Fill Data Accuracy (Brakes)..............................................42
33. Maximising Case Fill By Rethinking 6 Pack Packaging Format (Pepsico).........42
34. Dynamic Routing System and Sustainable Biodiesel (Commercial Group/UK) ..43
35. Boots Supply Chain Improvement Programme (SCIP) (Alliance Boots/UK) ......44
36. IMPACT - Laundry Compaction and pallet optimisation project (Procter &
Gamble)..........................................................................................................44
37. Total Supply Chain - Minimising total supply chain costs (PepsiCo -Walkers/
UK) ............................................................................................................ 44
38. Improving vehicle fill on store deliveries (Somerfield / UK) ............................45
39. Pallet Optimisation Project (United Biscuits / UK) ......................................... 45
40. Project Lego - Double Stacking (Unilever / UK)............................................ 46
41. Optimising Load Fill for Quality Street (Nestl - Quality Street) ......................46
42. Review of Backhaul operations (Brakes / Location) .......................................46
43. Lifting roof trailer (Ceva / Location).............................................................47
44. Centralised transport planning (Ceva)..........................................................47
45. Efficiency Improvement (Gist).....................................................................47
46. Load planning software implementation (Procter & Gamble / USA) ................48
47. Load Security and Transport Collaboration (Nestl / United Biscuits) .............48
48. Over Sized Vehicle (Wincanton for Heinz).................................................... 48
49. Moving from a national to regional DC operation (Nestl / UK) ......................49
50. Axle /Gross Vehicle Weights (Nestl / UK)....................................................49
51. Customer Order Size (Nestl / UK).............................................................. 49
52. Working in Partnership Night Time Deliveries (Sainsburys / UK) ................50
53. Optimising Load Fill (Kimberly-Clark - Fiesta)............................................... 50
54. Reducing Packaging Reducing the Cube (Woods Brewery Lightweighting
Glass) ............................................................................................................ 51
55. Dynamic Daily Scheduling (Gist/ UK)........................................................... 51
56. Use of scheduling within the DHL network (DHL)......................................... 51
57. Technology used to manage the Primary Transport operation in a multicategory business (Nestl)................................................................................52
58. Reducing unnecessary shunt movements (Boots).........................................52
59. Developing Relationships (PepsiCo).............................................................53
60. Virtual Arrival (Intertanko)..........................................................................53
61. Managing Smaller, More Frequent Deliveries (Kimberly-Clark).......................53
62. Transport Collaboration (Kimberly-Clark)..................................................... 54
63. Consolidation of Internal Networks Project SHIRT (Nestl) .........................54
64. Modal shift for Sanofi-Aventis (DHL Global Forwarding / Germany) ...............55
65. Modal shift for Bosch Siemens Household Appliances (DHL Global Forwarding /
Germany)........................................................................................................55
66. Primary Network (NFT/Sainsbury)............................................................... 55
Preface
I. Introduction
The challenge to mitigate the consequences of human activities on the environment
has become one of the major concerns characterising and influencing todays
business world. The battle to preserve our environment has gained momentum over
the years and is now part of the policy of a growing number of enterprises. The
ongoing battle against climate change owing to GHG emissions has also come to the
fore in policy and business alike. These two different yet intertwined predicaments
have not failed to impact upon logistics activities, questioning some of the basic
principles of this discipline. Transport services appear to be one of the biggest
sources of CO2 emissions and some of the transport emissions are also pollutants.
This is however an industry, which is, on the one hand, indispensable for growth and
employment and yet on the other hand has enduring difficulties freeing its
dependence on fossil fuels .
This being said, logistics is not only transport: a more wide-range view on what can
be done to improve the environmental performance of logistics can contribute to our
industrys footprint in an area where legislation is finding it increasingly difficult to
step in.
The need to decrease emissions, but also to save energy and money, should be at
the heart of our companies thinking. Luckily these needs lessening emissions,
decreasing the use of energy and saving money are connected and may respond to
the same drivers: not only the logistics service provider, but also the transport user
are likely to benefit from savings that may be environmental as well as economical.
There is an abundance of possibilities and many companies have already found ways
to improve their business models with individual solutions, which have the potential
to be developed into best practices. Their experience is the source of the best
practice models that benefit and encourage others to do the same.
In other words we are not trying to re-invent the wheel in this booklet: we are trying
to disseminate the best practices that we have managed to collect from different
sources, and make them available to others, whether they are logistics service
providers or users. Whilst this may appear a minimalist approach, we believe it can
be extremely helpful in an area where sharing knowledge and know-how is crucial.
II.Aim of the exercise
case in road transport. Whether this is the result of a lack of best practices in
general, or whether CLECAT did not receive enough feedback on this point is not
completely clear at the moment. We have also tried to include best practice cases
that are not necessarily related to transport, they include the economical use of
heating/lighting/paper, the introduction of better recycling systems or more efficient
waste disposal, analysis of fuel consumption, optimised servicing, and journey
management.
Best practices work properly, if people apply them on a daily basis. As stated above,
this document is a living document, which will be circulated to CLECAT members
once the first edition is published. The majority of best practices, described in this
booklet are brief descriptions covering specifics like the aim, the time line and the
costs of the relevant best practice. The Best Practice Guide is envisioned as guidance
material and thus not as an exhaustive explanation or description. If more
information is required the CLECAT Secretariat will be more than happy to either
establish direct contact with the BP owners or provide more detailed information if
already available. Additional information is also readily available on the internet: the
relevant web addresses are provided beside the BP example.
As a starting point CLECAT has compiled a list in which areas best practices can be
found and are useful. The general list aims at providing food for thought for new
ideas and/or as incentive to report to CLECAT any positive achievements a company
has developed for its business. In the sections following, one can then find the
concrete best practices, divided into best practices divided into a Technical and an
Organisational/Workforce section.
At the end of this document you will find a short literature review with the most
relevant sources and further information.
of letting others benefit from other experiences. The addition of your best practice is
a business chance, not a danger to your business. The inclusion in this compendium
may result in a better or greener public image of your company, raising its profile
with possible future clients.
We therefore encourage both Members and third parties to send their feedback and
experiences to the CLECAT Secretariat (info@clecat.org) for possible inclusion in the
next editions. A short abstract, possibly with the results of the best practice and a
link, providing more information, would be enough. This only takes a few minutes
and will provide your company with great visibility.
III. General areas for improvement
1. Technology
There are various improvements in the area of technology, which can benefit a
company enormously. Sometimes best practices will only bring minor changes and
benefits in a business process, sometimes one can make heavy investments, which
although will only pay off after some/long time of usage, the savings will build up
over time and be very significant. Whether the amount of money saved from new
technology justifies the (sometimes big) investment in new machinery/software or
whether the economic benefits of introducing new technology sometimes remain a
risk, all are ideas best evaluated case by case. The environmental benefits on the
other hand are often clearly noticeable, but again it often remains unclear which are
the economic benefits, or even worse, which are the hindrances leading to the sad
equation good for the environment: bad for business. However, it can not be
stated often enough, and the best practices shown in this document confirm this
perception: many best practices that have had a positive impact on the environment
are also beneficial in their economic performance. This can happen either directly,
e.g. through less fuel consumption, or indirectly, e.g. because customers are looking
for a CO2 neutral transport and reward the positive efforts made by their service
provider by selecting their service over and above others.
The following paragraphs are a general introduction to this section on technology
and can maybe generate some further ideas in other areas.
Before starting with evaluating the benefits of any best practice, the company in
question should define for itself what is to be considered green in their perception.
As soon as it is clear what one wants to achieve, it is possible to research specific
best practices, which best suit the companys business needs. An analysis of the
company can help to see what effects one can measure directly and what can only
be measured indirectly. Transport related benefits will always be indirect, if a
company does not have its own fleet. It is a critical first step to take informed and
intelligent decisions.
On this specific point we wish to suggest that elements of environmental best
practice may be usefully introduced in the quality management of the company, even
before contemplating environmental standards such as ISO 14000 1.
Just to quote some of the most common measures that are advantageous in road
transport logistics, new kinds of radial tyres technology, with proper maintenance,
1
http://www.iso.org/iso/iso_14000_essentials
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can run over 100,000 kilometres on the original tread. Another option is retreadability, which means that truck tyres are produced so that they are capable of
being re-treaded two or more times with careful and observant maintenance. Not
only should a company be trying to reduce waste during production, it can also
recycle used tyres for energy production. After retaining re-treadable casings,
burning whole tyres in cement furnaces and power stations is becoming more
common overseas and particularly Australia - with tyres producing more power than
coal.2
A company has to keep its truck fleet up to date, because newer trucks will for
example feature the latest emissions-control technologies. With new software,
companies have the possibility to continually monitor engine performance.
Investment in new technologies will help reduce emissions and energy consumption
at the same time.
Another idea would be to have primarily team-driven vehicles, which would result in
fewer empty runs (by generating a lot more revenue per kilometre). For this strategy
to be successful there should be no imbalance between inbound and outbound
freight: this means that one of the greatest efforts should also be made to adjust the
commercial policy in order to archive this result. Transportation management
systems can help analyze identifying profitable/unprofitable routes.
On Route planning, please see section 3 below.
It is possible to use a weight-based calculation to determine the amount of carbon a
shipment emits and then offset that through the purchase of carbon credit, which
can be traded in certain credits exchange platforms. 3 CLECAT is closely monitoring
any related activity in the EU, which would introduce a harmonized method to
calculate the amount of CO2 emissions for a specific transport mode or quantity of
freight.
With the installation of alternative energy sources, e.g. solar photovoltaic4, solar
hot water, wind, ground source heat pump, and biomass systems, companies can
save energy/heating in their office buildings as well as in their warehouses. Offices
and warehouses that are built with modern eco-friendly criteria can make significant
cuts on the companys energy bill.
When evaluating facilities and vehicles, energy consumption data can help find
energy sources of energy waste, e.g. electrical equipment, which uses energy just by
being in standby mode.5 As it was noted above, the identification of a carbon
footprint is an important feature for conducting any kind of green business. There
are companies, who can deliver such a service 6, but it would be more attractive and
valuable to come to a European standard, instead of struggling with several
conflicting solutions.
See for example: http://findarticles.com/p/articles/mi_qa5356/is_199806/ai_n21423255/
8 steps to a greener supply chain
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See also Best Practice I.3.: FedEx plans to install the largest rooftop solar-electric system in
the US at its distribution hub in Woodbridge, N.J. This is the fifth solar power project for
FedEx and will produce 2.42 megawatt solar power.
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For general energy consumption data in the transport sector in the USA, see the
Transportation Energy Data Book: http://wwwcta.ornl.gov/data/tedb27/Edition27_Full_Doc.pdf
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E.g. http://www.carbonfootprint.com/index.html: aimed at helping small businesses all over
the world understand their impact on climate change
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2. Personnel
In the area of personnel there are various possibilities to enhance both the economic
and environmental performance at the same time. Thinking of logistics the most
notable and well known is driver education and training, which focuses on
making drivers aware of fuel-efficient driving, and contributes to enhancing the
safety of both driver and goods. This generates savings in the form of lower
insurance premiums, less energy consumption and better use of resources.
Examples of driver education measures can be found in the detailed best practices
below. Some examples for driver education: teaching drivers about tyre maintenance
and optimal tyre pressures etc. This contributes to lifting the current low levels of
tyre maintenance and prolonging the life-cycle of tyres. Driver training programmes
can give incentives to drivers who perform efficiently in achieving fuel economy
through reducing idle time and keeping speed limits within a certain range: engine
control modules can be used to set maximum speed limits, which again will help to
diminish waste of fuel and accidents.
Offices benchmarking tools can improve the work flow. A company should
calculate an ideal benchmark based on the type of office space, number of
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3. Smart/strategic logistics
A third area of possible improvements, in addition to technology and personnel, is an
area, which will be called smart or strategic logistics, i.e. the improved management
of the supply-chain. In the main section further down you will find various examples
of such smart logistics solutions. These have the great advantage over technology
that the costs are limited and they will often remain as an integral part of the
business process over a long period of time, while technology often has to be
replaced after some years to have the newest or best available technology. The
training of personnel is also producing long term effects, but personnel may leave
(with the training it has received) and starting from scratch become necessary, once
new employees are hired.
There are various ways to improve the management of the supply-chain. Some of
the following examples have been put into practice by companies with great success.
You will find more information of those success stories later in the document.
Route planning enables a company to identify less profitable (or more costly)
routes, whose planning can be optimized. In commercial Route Planning less
profitable routes can be abandoned to the competition, if no other solution is
available. Modern computer programmes, in addition with tracking and tracing
technology and reporting schemes, are able to calculate the best solutions and the
best routes. Identifying a non-profitable route is the first step to amending the
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http://www.loseyourexcuse.gov/docs/lyefacts.pdf
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situation. Here software can also help, but often a forwarder will need to look for
solutions without the help of management software, once the problem is identified
(e.g. find new customers to decrease empty running).
Intermodal solutions can bring great benefits, because they combine the best of
various modes of transport, possibly to improve the overall performance. When
carrying goods from A to B, it is generally advisable to look for alternative solutions
and compare them. It is thus possible to create geographical shortcuts in the trips
(e.g. in several places in the Mediterranean), decrease the dependency on fossil fuel,
whilst reducing greenhouse gas emissions. Transhipping cargo units may be costly
and this is the reasons why it is essential to cut on costs wherever possible, e.g. by
using the European Modular System at the end legs of intermodal trips.
Smarter city distribution is a planning system that enables forwarders to optimize
the use of urban infrastructure and allows them to put the specificities of city
delivery requirements to value. CLECAT has identified a series of public measures at
European level that would help accommodate freight transport in inner urban areas,
e.g. dedicated bus/HGV lanes, 24 hour delivery times, enhanced public transport use
for passengers, building of infrastructure for electric vehicles, hybrid technology in
busses and delivery vans, multi purpose city distribution centres, etc. At local level
some of these measures have already been tested and successfully put in practise.
As a forwarder, one should explore these possibilities, approach local policy-makers
and administrations and start collective negotiations in order to achieve better
managed freight transport even in city centres.
The Consolidation of cargo is one of the best techniques to cut costs and
emissions. It increases logistics service providers revenues whilst offering lower
costs to shippers and providing environmental advantages to all. Consolidation works
both in transit (groupage services) and when goods are standing still (third party
warehouses) Consolidation has only advantages: less freight traffic, less
environmental damages, better utilization of vehicle fleet, less space occupancy, etc.
The only problem is overcoming the ownership prejudice, which often makes ones
own warehouse, truck, van, aircraft look better than a shared one. There will be
Best Practices examples further on in this document about consolidations and their
advantages.
IV. Concluding remarks
CLECAT hopes to provide with this guide a tool for companies to improve their way
of doing business, primarily from an environmental point of view, but also from an
economic point of view. Best practices are an important tool to gain sometimes
small, but sometimes also big improvements that in the long run can be visible in a
companys balance at the end of the year.
While the term best practices implies that some source has the final answer to a
matter in dispute or disarray, one has to acknowledge that best practice, in the
sense it is used in this document (i.e. any kind of improvement in technology,
operation or workforce management, resulting in economic and/or environmental
benefits for the relevant company), should never be seen as a final solution, but
rather as one important step towards a constant improvement in the flow of business
operations. In this light we believe that sustainability best practices should be
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inserted straight into the quality management of our companies and become an
integral part of it.
The practitioner is best placed to evaluate a new measure and report on its success
for the benefit of its company and, by means of this or similar instruments, the
trading community, its customers and the environment at large. For this reason all
are encouraged to submit their experiences and suggestions, especially the very
rarely seen best practice examples in the area of air, rail and maritime transport
would provide a welcome and important addition to this Best Practice Guide.
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Method: The project owner decided to focus on the Mobile sludge drainage concept
and proposed this idea to its main client, Gislaveds commune (the local authority).
The authority approved the concept and the company opened negotiations with the
equipment supplier, Simon Moos in Denmark.
Costs: Equipping a truck with the Moos KSA system involved extra costs of about
SEK 517,000 ( 54,600).
Results: Driving distances, and thus emissions, have been radically reduced because
the tank does not need to be emptied so often. Also, among other positive results,
operating costs are approximately one sixth of those of conventional equipment
because of the reduction in driving distances.
Links/More information: IRU Best Practice Guide
13. Eco Guardian Lower Emissions and Fuel Consumption by a Comparative Trial of
Vehicle Technologies (J. W. Suckling Transport Limited)
Aim: The objective of the Eco Guardian project (stage 1) was to conduct a
comparative trial between two initially identical vehicles, one of which was then
equipped with particle filters and operated on ultra-low-sulphur diesel (ULSD). The
trial covered fuel consumption, emissions of the four main air pollutants (HC, CO,
NOx and particles) and the costs involved.
Method: The measure was verified twice, the first time immediately after
implementation (first test), the second time after six months in use (second test).
Costs: The cost of the tests amounted to ca. 35.500.
Results: Reduction in total costs through higher fuel efficiency. Fuel efficiency: The
Eco Guardian vehicle recorded an improvement of nearly 2% in fuel consumption
against the control vehicle. Emissions: The Eco Guardian vehicle recorded significant
reductions in emissions of all four air pollutants.
Links/More information: IRU Best Practice Guide
14. Water-saving Equipment and Use of Rainwater for Vehicle Cleaning (Metzger
Spedition GmbH)
Aim: High-pressure cleaners produce large volumes of wastewater.
Method: A new water-saving high-pressure cleaner was put into operation in 1996. It
has led to a significant reduction in water consumption and the associated costs. The
installation of water cisterns enables high-priced drinking water to be substituted by
rainwater (which is free of charge).
Costs: The price of the high-pressure cleaner unit was 2.820.
Results: The costs of drinking water and sewage disposal were reduced by more
than 50% for 1999 compared with 1995.
Links/More information: IRU Best Practice Guide
15. Reduction of Water Consumption (Transportes Campillo SA)
Aim: The goal was to reduce water consumption at the company site in Valencia.
Method: The following measures were taken: daily monitoring of the water meter;
monthly and yearly recording of water consumption; inspection of the plumbing
system; purchase of a high-pressure truck washing system; installation of a drip
watering system for the gardens outside the building; installation of toilets that use
less water for flushing
Costs: The cost of the high-pressure washing system was about 2.750. The drip
watering system for the gardens cost 3.365.
Results: the consumption of drinking water was reduced by nearly 50%, reducing
company costs by 800 per year.
Links/More information: IRU Best Practice Guide
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of air sealed within the multipack bag. Once a solution was found the number of
multipack bags within the case were reviewed and increased and travel tests trials
were undertaken to ensure any change would not impact on product quality. The
commercial teams then approached customers to get sign off of a change in number
of multipack bags within a case.
Costs: unknown
Results: Once signed off changes took place across the entire range driving efficiency
savings in several functions within UB. Case fill improved by between 15 and 25%
reducing the number of pallets distributed by 30,000 pallets per annum. This
generated a significant transport and pallet handling saving throughout the supply
chain as well as a packaging (cardboard) saving. In addition to the cost saving
benefits, the improved pallet utilisation had environmental benefits associated with
reducing truck miles and packaging requirements.
Links/More information: is available from the IGD website or the participating
companies
23. Technology to aid load planning and increase vehicle fill (United Biscuits)
Aim: UB stores and transports products in a pallet module height of 1.38m which are
doubled stacked for full pallet deliveries. Each product has a different pallet weight
and pallet support weight depending on the strength of the packaging, product and
fill of the case. UBs customers have differing rules regarding pick pallet and load
build. All the above complexity made it very difficult for a load planner to understand
the minimum space an assembled load would occupy without either sub optimising
load fill or over-planning vehicles.
Method: UB used SAP for all its order to cash processing. It used Manugistics TM for
its vehicle and route scheduling and transport allocation. UBs warehouse
management system (WMS) however has been developed and incorporates load
compliance, product dimensions and all customer rules enabling load building and
compaction. This processing provides planners with an accurate view of the
minimum footprint each order will occupy.
Costs: unknown
Results: The system enhancements helped deliver an 11% improvement in overall fill
ie pallets per load and a further 6.3% improvement in picked pallet fill i.e. cases per
picked pallet. The project also resulted in a reduction in customer complaints and
refusals and a reduction in planning issues experienced in the warehouse.
Links/More information: is available from the IGD website or the participating
companies
24. Optimising Load Fill Layer Pickers (Wincanton for Heinz/ UK)
Aim: Use of automated MHE to perform case picking where layers are ordered by the
customer. Also, to get rid of the traditional manual method of layer picking by
picking halls or by re-stacking loads in marshalling lanes.
Method: Implementing an automated layer pick system and dedicated buffer store.
Wincanton then used suction cups to lift product from one pallet to another, as well
as in line wrapping machines and labellers prior to marshalling.
Costs: unknown
Results: Over 50% of case pick is now picked using automation. Increase of
accuracy, stock damage and cost. Reduction of empty runs.
Links/More information: is available from the IGD website or the participating
companies
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Results: Reduced number of trunks by 30%, increased cube fill from 18m 3 to 30m3,
and saved 3.5m road miles.
Links/More information: is available from the IGD website or the participating
companies
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identified an existing trailer type that had a lifting roof mechanism the roof
can be raised for loading of product (giving the required 3.1m clearance), and
then lowered for transit.
Costs: for new trailers.
Results: Reduction in road miles through fewer vehicles on the road, both on the
continent and then for onward delivery in the UK. Removal of additional handling as
product arriving in the UK no longer required reconfiguration on receipt. Reduction of
storage and handling costs as a result of a greater pallet height.
Links/More information: is available from the IGD website or the participating
companies
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and the vehicle. Reports can be generated daily or weekly or monthly etc. in line
with the business needs and can then be matched against the information provided
from the fuel bunkering system at each site to look for discrepancies. They have
used the mileage from the tracking system and the fuel from the bunkering system
to eliminate the reliance on human intervention from the drivers.
Costs: unknown
Results: They can now see accurate reports on fuel consumption trends by vehicle or
driver on a real time basis if required. They are using the new reports to determine
discrepancies between the fuel drawn from the bunkers on site and the fuel burnt by
the engine.
Links/More information: is available from the IGD website or the participating
companies
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instead of aluminium, which reduces their weight by 20%, thus lowering fuel burn
and carbon emissions.
Costs: for new containers (inquire with Jettainer)
Results: reduction of fuel burn and GHG emissions
Links/More information: in this press article, Lufthansa Cargo or from Jettainer
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II.Organisational
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Costs: A total of 920.000 was invested in new vehicles. The cost for the contract
worker was 12.780.
Results: The following results have been achieved: savings in fuel: 19.3%; savings in
oil: 5.0%; CO2 emissions reduced by 38.7%; NOx emissions reduced by 28.6%; all
vehicles run more quietly due to state-of-the-art technology.
Links/More information: IRU Best Practice Guide
13. Regulations for Good Common Practices in the Road Transport of Dangerous
Goods (Trancister Sociedade de Transportes SA)
Aim: The main goals are the reduction of accidents, crossovers, spillages and
incidents that cause new accidents. The motto of the project is No accidents in
three years time.
Method: The project involves a large number of procedures that can be summarized
in the categories driver regulations and vehicle regulations (audits, safety
management systems, set of procedures with the aim of increasing safety
throughout the companys activities, Project Operational System of Supporting
Accidents, ISO 9002 certification).
Costs: The cost of implementation is estimated as 2-3% of annual turnover.
Results: Elimination of spillages (oil pollution), reductions in fuel consumption
through training and defensive driving, reduced accidents through increased training,
increased general safety, improved corporate image.
Links/More information: IRU Best Practice Guide
14. Improved Efficiency through New Information and Communication Technology
(NICT) (Transportes Lus Simes)
Aim: improve communication between all operational centres, customers and drivers.
Method: installation and implementation of the NICT. The first consists of an analysis
of the companys current communications infrastructure. The second is the Strategic
Plan for Communications. This plan outlines recommendations for the reorganization
and optimization of existing systems in terms of functionality and research costs. The
main aspects covered are the local and extended network infrastructure, mobile
communications with the vehicles, Intranet and Internet architecture,
communications with customers and system security.
Costs: Investments over the past year in new information and communication
technology have amounted to about 550.000
Results: Reducing the number of empty trips by ca. 2%; easier control of the
companys objectives; better communication between clients, drivers and centres;
simplified administrative processes; substantial reduction in communication costs.
Links/More information: IRU Best Practice Guide
15. Implementation of an Environmental Management System (EMS) (Transportes
Ochoa SA)
Aim: reduce their consumption of raw materials, water and energy while at the same
time benefiting from various advantages such as decreased costs, higher
competitiveness and an improved public image
Method: the company started the implementation process for an EMS in 1999 by
participating in the SIGMA I and SIGMA II projects. The system is in accordance with
the ISO 14001 standard. Necessary steps: selection of a consultancy company
preparation of an Initial Environmental Revision by the Bureau Veritas Espaol
based on data collected at the companys sites in Madrid and Zaragoza; development
of a work plan and time schedule for EMS implementation; development of
documentation (management manual, operational processes manual).
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by 7% from 191 to 205 trips per day, taking 1,221,492 km off the road and saving
948 tonnes per year of CO2. All measures together saved 7,489 tonnes of CO2 per
year.
Link/More information: No direct information available anymore. Please contact
FreightBestPractice.org for more information.
25. Short Haul Rail Freight (Lafarge Cement Ltd / The Malcolm Group / Freightliner
Ltd / Freight Best Practice)
Aim: prove the profitability of short haul rail freight in comparison to road haulage.
The main challenges faced by rail freight are the tendency for longer end to end
journey times and the need to double handle products where an onward road
journey is required
Methods: multi-modal service, providing the end-to-end delivery of products using
road to rail and then back to road for final delivery. This provides a seamless
customer collection and delivery service for products that can be containerised. From
the customers point of view this can be cost effective for just a single container
using the service.
Costs: not applicable.
Results: significant savings in fuel and reduction of CO 2 output (e.g. for Malcolm
annual fuel use was reduced from 352,538 litres to 158,326 litres, and CO2 output
was reduced from 927 tonnes per year to 416 tonnes).
Link/More information: No direct information available anymore. Please contact
FreightBestPractice.org for more information.
26. Transportation of healthcare products by inland navigation (Baxter)
Aim: to improve speed and reliability, lower transport costs and emissions, and
improve overall efficiency of the Baxter distribution centres supply chain in the
Benelux region.
Method: Baxter shifted all of its incoming containers from the deep-sea ports of
Antwerp-Rotterdam and Zeebrugge away from trucks and onto inland navigation
barges. With this container traffic now entirely on the inland waterways, Baxter has
decreased its transport costs by 23 percent, while maintaining efficiency through
increased reliability a clear preference for consistently on-time deliveries over
speed virtually no congestion costs, and huge reductions in CO2 emissions.
Costs: unknown
Results: costs are down 40% down compared to previous solutions. Barges also only
consume 20% of the fuel needed for road transport.
Link/More information: Baxter won the CLECAT/FIATA/ITF Joint Prize for Innovation
in Transport and Logistics along the Global Supply Chain in 2009. More information
can be found on the CLECAT website.
27. Shell Chemicals Europe and Bertschi AG network redesign
Aim: Shell was facing the problem of lacking sufficient storage capacity for the
chemical substances produced at its site in Wilton (Northeast England). They wanted
to reduce the complexity in their production and storage process and also reduce the
lead times to the final customer.
Methods: Bertschi as their Logistics Service Provider proposed a concept for the
direct loading of the finished goods from the production tanks into tank containers
24/7. Bertschi invested in the training of their drivers, so that they could self-load
their vehicles. The process of increasing the transport efficiency required Shell to
standardise the size of its produced batches to 50+-ton. This enabled Bertschi to
improve its transport efficiency by loading two 25-ton tanks rather than splitting the
orders in 23-ton loads. Furthermore, Bertschi contributed to the increase in transport
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efficiency by improving back loads within their tanker fleet. All together both
companies strived for much greater cooperation on the internal and external level.
Costs: significant costs for redesigning the supply-chain, in this case connected with
investment in a new site.
Results: intensified use of intermodal traffic led to a decrease in CO2 emissions
Link/More information: BESTLOG.org (it is necessary to have a login for the website register here)
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world (such as Mercedes-Benz passenger car plants in the USA, South Africa and
China).
Costs: The buildings of the new site are rented. Thus, the own investment was only
restricted to logistics assets with about 12 million Euro. Given that the annual
savings mount up to 7.5 million Euro per year the own investment costs were
already covered after two years.
Result: In 2003 100% of international outbound shipments were carried out by
truck. Since the implementation of the Mercedes-Benz Central Shipping Department
road transport has been reduced significantly. Today it only counts for 26% of all
international shipments whereas 44% use inland waterways and 30% rail (figures
from 2008).
As a result the distance covered by truck could be reduced by 3.7 million km per
year. Accordingly, the CO2-emissions fell by 5,383 tons per year (figures from 2008).
Link/More Information: directly from Mercedes-Benz
The switching centre was moved from Perth to Sydney removing the
need for overland transport
For land freight delivery trucks with higher storage capacity were used
Costs: not available
Results: DHL Global Forwarding helps Hewlett-Packard Australia to cut CO 2 emissions
from its supply chain by 41%.
Link/More information: DHL website
32. Optimising Load Fill Data Accuracy (Brakes)
Aim: The company wanted to further reduce their food mileage and their carbon
footprint. In turn this would further increase the vehicle fill, reduce empty running
and return an additional income to the transport operations.
Method: Review current group backhaul operations by site and destination. Evaluate
operational capacity per vehicle route and establish backhaul opportunity by
identifying current supplier database on specified routes. To discuss operational
commitment and capacity at NDCs to handle increased backhaul capacity.
With limited software packages all UK suppliers were mapped by temperature and
geographic location. The PD (Primary Distribution) routes were then over laid to find
suppliers that were in the vicinity of our PD routes. Once the suppliers and routes
were identified a closer look at the supplier was undertaken, volume, frequency, and
time were the 3 key factors to be considered.
Costs: not available
Results: Vehicle fill was significantly increased in the first 6 months of the project.
Backhaul capacity was reduced to 75% to ensure that customer expectation was
met. Reduction in Empty running was calculated at million miles. Continual
backhaul review was established to ensure that new product launches were in scope
as were product de-lists, ensuring that any space capacity was filled.
Links/More information: is available from the IGD website or the participating
companies.
33. Maximising Case Fill By Rethinking 6 Pack Packaging Format (Pepsico)
Aim: There was a desire by purchasing, operations and logistics to maximise product
density to continue the productivity journey
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Method: The company analysed the current situation: Move to full automation had
caused a deterioration in case fill; pressure from the trade to supply an RRP solution
that, unless responded to proactively, could result in further deterioration load fill
through the imposition of an inefficient case by the retailers (potentially also an
increase in SKUs if different retailers demanded different solutions. Move the
packaging format from a 2 x 3 layout to a 3 x 2 format (a smaller more efficient
pack).
Costs: For innovation (new package design)
Results: 20% increase in product density which directly translated to savings made in
film, corrugate, storage and distribution costs.
* Solution met the needs of the retailer as it facilitated delivery of RRP solution
* Customer perception was handled by upfront communication
* Significant capital investment required as all automated packaging machines
needed to be replaced but cost reduction enabled a cost effective business case to
be developed
* Commercial worked closely with retailers to ensure that shelving adjusted to
take account of the shorter pack size
Links/More information: is available from the IGD website or the participating
companies.
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supplier was undertaken, volume, frequency, and time were the 3 key factors to be
considered.
Costs: unknown
Results: Vehicle fill was significantly increased in the first 6 months of the project.
Vehicle fill prior to the project was approximately 45% and 12 months on it was
running at 85%. Network capacity issues ensued at 85% mainly due to seasonal
peaks in demand. Backhaul capacity was reduced to 75% to ensure that customer
expectation was met. Reduction in Empty running was calculated at million miles.
Links/More information: is available from the IGD website or the participating
companies.
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virtually every department in the company. The success of the schedule is based on
the effective development and delivery of processes and it is here that technology
can support and reinforce.
Costs: unknown
Results: Efficiency gains, specifics not known.
Links/More information: is available from the IGD website or the participating
companies.
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which have allowed them to live load double deck trailers out of their main
warehouse and give the operation an optimum shunting service.
Links/More information: is available from the IGD website or the participating
companies.
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Method: A single 3PL was awarded the contract to run the consolidation site and to
undertake the combined deliveries. The consolidation aimed to enable smaller, more
frequent delivery to customers without adding additional cost. This was to be
measured in terms of drop size, delivery frequency, driven km and transport costs. It
was essential that the involved manufacturers had similar organisational cultures.
The success of the project depended upon there being a sufficiently common
customer base, and compatible drop size requirements.
Costs: unknown
Results: Consolidation achieved:
Service improvements: increased delivery frequency; fewer deliveries per
vehicle; fewer trucks; improved vehicle fill
Retailer DC benefits: lower inventory as a result of more frequency deliveries;
improved availability of product; improved unloading efficiency; simplified
dock planning
Environmental Benefits: reduction in driven km of 20,000km per annum
Cost Benefits: double digit percentage reduction in distribution costs.
Links/More information: is available from the IGD website or the participating
companies.
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Time Directive, but also to reduce the environmental impact through less delivery
miles.
Method: A high level assessment established the costs & benefits of each option,
concluding that combined deliveries would be feasible and cost effective, and that
Bardon should remain, and free space should be shared with other clients. A
business case was developed and agreed. A more detailed study was then carried
out to define how the new configuration could work. The measures were:
Factory deployment split directly to both York and Bardon, with 50% of the
total stored volume in York, was the lowest cost option
Parent child, where lines would be deployed to either Bardon or York, then
redeployed as required, was 10% more expensive than a direct factory split
deployment.
A Fast slow split, where both options apply depending on individual SKU
throughput, costs slightly more than factory split, but is more flexible.
Capacity of the in house Nestl owned site at York needed to be maximised.
Costs: unknown
Results: In addition to the cost savings significant reduction of trucks on the street.
Links/More information: is available from the IGD website or the participating
companies.
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Method: Sainsburys (JS) has been working with NFT for over 15 years in both
primary and secondary distribution. NFT initially approached Sainsburys with a
proposal to collect and consolidate suppliers product through one of three
transhipment hubs strategically located within the UK. This enabled a reduction to
inbound RDC deliveries by optimising vehicle fill on each load as well as utilising the
same vehicles to collect suppliers product en route following an RDC delivery. The
fully open-book model of a three-hub Primary Network (called NPPN National
Perishable Primary Network) commenced deliveries in June 2002.
Costs: unknown
Results: The NPPN has now been in place for over six years and average vehicle fill
has increased by 20% during that time, therefore reducing empty running
substantially. Planning initiatives utilising Sainsburys secondary store fleet to
undertake primary collections / deliveries which now account for 26% of all journeys,
further reducing Sainsburys carbon footprint (5.4 million km saved per annum which
is equivalent to 4.6 million CO2). Use of the NPPN fleet to undertake store deliveries
have further reduced km and CO2 emissions (2.2 million km which is equivalent to
1.9 million kg of CO2).
Links/More information: is available from the IGD website or the participating
companies.
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taking place into and out from the satellite hubs which then feed into the central
depot where orders, invoices and deliveries are coordinated.
Costs: unknown
Results: The service reduces costs of distribution for producers, but it is also already
reducing unnecessary journeys to a shared customer base and therefore is
contributing positively to the overall carbon footprint of regional food and drink.
Sales for producers are increasing as a result of the consolidation.
Links/More information: is available from the IGD website or the participating
companies.
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retail, inventory management. The operation has been running for over 6 years
24 / 7.
Results: Reduction in pollution and traffic congestion at terminals by 70%; fewer
disruptions to supply chain reliability - guaranteed service; reduction of risk through
controlled flows from one main supply partner.
Links/More information: DHL website
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75. Efficient use of combined terminals over short distances (Green Corridors /
Sweden)
Aim: "Efficient use of combined terminals over short distances" is based on the idea
of improving the efficiency of intermodal transport chains by looking at the possibility
of allowing a double trailer to drive to and from the nearest terminal. Especially
major cargo owners have the ability to more effectively use their flow of goods and
frequency.
Method: The project deals with the conditions for exemptions in general, but
especially focuses on the project to quantify the potential in terms of cost, efficiency
and environmental quality. The project is part of the Green Corridors project of the
EU.
Costs: unknown
Expected results: The reduction of cost, as well as efficiency and environmental
quality gains.
Links/More information: Green Corridors
76. Freight Facility Grants (Day Aggregates / UK)
Aim: Day Aggregates operates a number of terminals in the London area catering for
the construction industry including one of the few active tri-modal terminals, offering
a choice of road, rail and water. The aim was to reduce lorry journeys.
Method: The company actively seeks to use sustainable means of transport to bring
the bulky commodities from source to a terminal near to their point of use. Day
Group Ltd received a Freight Facilities Grant of just under 1 million for the provision
of rail infrastructure at Purley in South London to enable aggregates to be
transported from two quarries at Cliffe (Kent) and Torre (Mendips, Somerset) to Day
Aggregates facility at Purley.
Costs: unknown
Results: The environmental benefits of the scheme are over 11 million, which
equates to over 322,000 lorry journeys and 52 million lorry km removed over the 10
year period of the grant. This is based on the transport of around 115,000 tonnes
per annum of aggregates from Cliffe and 200,000 tonnes from Torre to Day
Aggregates rail depot in Purley. Over the 10 year period of the scheme over 3.1
million tonnes of aggregate will be moved by rail.
Links/More information: Freight Best Practice
77. CEOCS - carbon emission offset contribution scheme (Arrowlink Express / UK)
Aim: The idea is to offset the emissions of transporting goods by road.
Method: The emissions are calculated according to the km for the trip and then
offset by way of sequestration in forestry plantations in the third world, which also
provide habitat for wildlife and employment and resources for local people. The
scheme we use is operated by Carbon Clear.
Costs: 2/3 of 1 cent per km
Results: The method enables to offset carbon emissions on road without extra costs.
Links/More information: Arrowlink Express
78. The Wine Train (JF Hillebrand/UK)
Aim: Cost-effective inland transport, reduced road congestion and lower carbon
emissions.
Method: Following some two years of planning and development and with an initial
investment of 1 million, JF Hillebrand launched The Wine Train in March 2008, an
innovative and exclusive Tilbury to Daventry Rail Service. Now operating on a daily
basis, each train carries over 350,000 bottles of wine. They worked closely with
intermodal train operators Freightliner to develop a commercially viable service that
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79. The Wine Barge- Pioneering logistics movements via inland waterways (JF
Hillebrand/UK)
Aim: reduce congestion and carbon emissions with an exclusively engineered
logistics solution for UK retailer Tesco.
Method: Before the Wine Barge, Tescos New World wine shipments (mainly from
Australia, California, Chile and Argentina) arrived in the UK at various southern ports
by ship before being driven to the Manchester bottling depot. By shipping direct into
Liverpool and then trans-shipping from the Liverpool terminal to the container
terminal in Manchester, JF Hillebrand is helping Tesco ensure that the traffic stays on
the water rather than roads for as long as possible.
Costs: unknown
Results: The pioneering, green waterborne move from Liverpool to Manchester on
the Manchester Ship Canal will cut carbon emissions compared with the existing
method by 80 percent. The Wine Barge delivers some 600,000 litres of wine on each
journey along the 40 mile stretch of the canal. The new transport method will also
take 50 lorries off the road every week, resulting in an incredible saving of 1.1 million
kilometres of heavy lorry journeys on British roads.
Links/More information: JF Hillebrand
80. Hillebrand Bulk (JF Hillebrand/UK)
Aim: Bottled product remains the favoured way of importing wines and spirits into
the UK, however many global wine shippers are looking for an alternative which will
provide cost and environmental benefits without compromising the quality of the
wine.
Method: In April 2007, JF Hillebrand acquired 100% of the shares of Trans Ocean
Distribution Limited, the leading and most innovative provider of transportation
solutions to the bulk liquid shipping industry. The combination of Trans Ocean
Distributions expertise in designing and manufacturing flexitanks for bulk liquids
complimented JF Hillebrands position in global beverage logistics. Trans Ocean
Distribution Ltds expertise in the design, construction and use of flexibags enabled
JF Hillebrand to provide customers the best possible service for the transport of wine
in bulk.
Costs: unknown
Results: The environmental benefits of bulk shipping are incontrovertible. A single
container holds 10,584 litres of bottled wine, compared to 24,000 litres of wine in
Hillebrand Bulks VinBulk system. Thats more than double the capacity! Naturally,
this cuts transportation costs dramatically. Furthermore, VinBulk shipping also
reduces carbon emissions in some cases by up to 50%.
Links/More information: JF Hillebrand
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III. Workforce
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Results: One result of the internal training programme is the 16% reduction in road
accidents. Nevertheless, because of the overall reduction in road accidents, the
company received an insurance rebate of some 7.500. Integration of new
employees has become a much easier task thanks to the internal training
programme.
Links/More information: IRU Best Practice Guide
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Method: developed a safety manual that defines and records the operations and
procedures in use within the company. This manual is continuously updated and
helps to ensure that all work sites use procedures that promote safety, health and
hygiene. It also designates employees responsible for certain tasks and indicates
when those tasks should be executed.
Costs: Although very difficult to quantify, direct cost benefits result from use of the
safety manual: lower costs because of the reduction in injuries and incapacities;
lower costs because of fewer operational failures; lower training costs for new
employees.
Results: The safety manual promotes and protects the health of employees and
results in fewer work-related accidents; improved quality of service; lower rate of
absenteeism; improvement of the internal and external image of the company.
Links/More information: IRU Best Practice Guide
12. Improved Efficiency through use of a Guidance and Communication System (VSV
Frakt AB)
Aim: sustainable development by offering harvesting and transport systems that
have a lower impact on the environment
Method: the introduction of an EMS and further increase the efficiency of its haulage
work, the company has developed a computerized system for transport guidance and
communication. The system is called TROMB (Transport Och Mobil Beordring,
Transport and Mobile Instructions). TROMB supports mobile communications and
consists of a Geographical Information System (GIS), Global Positioning System
(GPS), e-mail and emergency alarms. Each mobile unit consists of a computer,
keyboard, mouse, monitor, GPS receiver, Mobitex, DARC (Data Radio Channel)
communication and an alarm. Mobitex is a wireless network architecture necessary
to support wireless terminals. This system is the basis for: transport planning; the
distribution of transport orders; direct mailing to the logging truck; alarms in case of
accident.
Costs: cost is considerably higher than for a standard office computer. Each mobile
unit costs about SEK 60.000 ( 6.300) including mounting, accessories and antennas.
The forestry research unit in Skogforsk nevertheless calculates that the system can
be amortized in under two years.
Results: On the basis of an annual survey of all logging trucks, it is estimated that
the TROMB system will reduce CO2, NOx, and particle emissions by 5% per
transported tonne between 1998 and 2003. Information can easily be transferred
between the mobile communication systems and the onboard units. This means that
the logging trucks can operate over larger geographical areas and 24 hours a day.
Also, the rate of returning cargo has increased. Telephone costs have decreased
because of the e-mail system.
Links/More information: IRU Best Practice Guide
13. Driver Training for Improved Safety and Fuel Efficiency (Wullkotte & Hackmann
Trucking & Transport GbR)
Aim: driver training programme to improve skills appropriately
Methods: The drivers are responsible for determining their fuel consumption. Any
irregularities are analysed immediately and possible causes are discussed. If extra
maintenance is required, the schedule is checked to see of this can be programmed
in
Costs: The training costs are 610 per employee per year. This includes: training in
safe and economical driving; training by specialists in transporting dangerous goods;
training by specialists in occupational safety methods; training by company
management.
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Results: Based on an average of 145.000 km per driver per year, the costs for driver
training are 0.42/100 km. If the driver saves an average of 0.75 litres of fuel per
100 km through economical driving, then 0.53/100 km is saved in fuel costs. The
result is a cost advantage of 0.10/100 km or 151 per year.
Links/More information: IRU Best Practice Guide
14. Fuel Saving in a Scottish Haulage Fleet (John Mitchell [Grangemouth] Ltd /
Freight Best Practice)
Aim: reduce running costs of their fleet by investing in driver training, anti-idling
policy and aerodynamics specification.
Methods: Driver training with the help of the Safe and Fuel Efficient Driving (SAFED)
programme. For modern vehicles the cost of switching off the engine and starting up
again is usually less than the cost of leaving the engine idling. Thus the company
invested in an anti-idling campaign.
Costs: relatively low driver education.
Results: 7% reduction in fuel consumption and CO2 output and fuel costs saved in
the amount of 274,089 through driver training. Anti-idling measures led to weekly
savings of 700 per week.
Link/More information: No direct information available anymore. Please contact
FreightBestPractice.org for more information.
15. Ongoing Miles-Per-Gallon (MPG) Improvements (Asda)
Aim: no specific focus on improvements in fuel efficiency performance. Driver
training was not concentrated on fuel efficient driving and fleet providers were not
engaged to support any improvement process. However their sustainability agenda
(as well as their cost agenda) was demanding a reduction in fuel usage.
Method: Vehicle telematics have been able to provide information on various aspects
of engine and driver style performance to enable their sites to focus their attention
on these aspects. In addition an investment in dedicated resource to enable new
approach to driver training was made.
Costs: unknown
Results: 2.7% MPG improvement through 2007; 3.1% MPG improvement through
2008; target of a further 2% improvement through 2009.
Links/More information: is available from the IGD website or the participating
companies.
16. Improved performance through driver style training (Robert Wiseman Dairies /
UK)
Aim: The company travels approximately 43 million miles using about 4.8 million
gallons of fuel giving per year. The aim was to save fuel, as it is one of the main cost
drivers.
Method: Rollout of a tracking and telematics system with a view to focus on driving
style to improve fuel consumption across the fleet. The business case for the system
was built entirely around fuel consumption improvement. During the trials they
recorded driving style criteria and overall fuel consumption for a number of vehicles.
The drivers were then given SAFED training and asked to carry out the same run as
previously. The results were immediate and the company managed to sustain
themselves through discussing driving style performance as part of the daily drivers
debrief. They also produced results tables from the system and made them available
on notice boards in the sites so that drivers could compare their own performance
against other drivers.
Costs: unknown
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Results: During a six month period at the start of 2009 the company increased fuel
economy by 0.85 miles per gallon across the fleet. This figure is still increasing and
their target is to reach a 1mile per gallon increase in efficiency across the fleet; a
figure which has already been exceeded by a number of sites.
Links/More information: is available from the IGD website or the participating
companies.
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UK Mail monitors the mpg per vehicle. Analysis of this data has lead to
improved mpg and therefore reduced carbon emissions, through such actions
as driver training in fuel-efficient driving techniques, and vehicle maintenance
to ensure optimum fuel efficiency is achieved.
Tyres are audited on a regular basis to ensure repair agents maintain tyre
pressures, which if not correct, can have a detrimental effect on the life of
the tyre but also the vehicles fuel consumption.
Costs: unknown
Results: In 2009/10 UK Mail achieved its target of cutting carbon emissions from
their vehicles by 10%. Changes to routes and optimisation of vehicle fill combined
with the above have collectively resulted in the reduction of distances travelled by in
an excess of 1 million kilometres, leading to savings in CO2 emissions of 134 tonnes
for the year 2009/10.
Links/More information: UK Mail
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Freight Best Practice website (includes various case studies and best practice
documents) - http://www.freightbestpractice.org.uk (additions on a regular
basis)
IRU: Best Industry Practices
o 1st issue of Best Practice document: http://www.iru.org/index/cmsfilesystem-action?file=en_Publications/bip_2001-gb.pdf (2001)
o 2nd issue of Best Practice document: http://www.iru.org/index/cmsfilesystem-action?file=en_Publications/bip04.E.pdf (2004)
BESTUFS Best Urban Freight Solutions: Swedish project on Urban Freight
best practices - http://www.bestufs.net/
o Reports available under BESTUFS I and BESTUFS II
ETTAR project (Environmental Technologies, Training and AwarenessRaising) - http://www.ettar.eu/results.html
EIAs bestLog - Creating a Dissemination and Promotion Platform for Logistics
Best Practice - http://www.bestlog.org/index.php?id=226 (2009)
Green Logistics Research into the sustainability of logistics systems and
supply chains - http://www.greenlogistics.org/PageView.aspx?id=97
Energy Saving Trust http://www.energysavingtrust.org.uk/business/Business/Transport-inbusiness
European Environmental Agency reports on transport best practices and
activities of member states http://www.eea.europa.eu/themes/transport/reports
Swedish Trafikverket On the Road to Climate Neutral Freight Transportation
- http://publikationswebbutik.vv.se/shopping/ShowItem____3623.aspx
SAFED (Safe And Fuel Efficient Driving) - www.safed.org.uk (closed, but links
to more information are still provided)
29th edition of Transportation Energy Data Book (U.S. Department of Energy,
published 2010) - http://cta.ornl.gov/data/index.shtml
SmartWay (US Environmental Protection Agency) http://www.epa.gov/smartway/
IGD The Food and Groceries Experts Information, Insight & Best Practice
- http://www.igd.com/index.asp?id=0
Best Practice in International Logistics by Manhattan Associates
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