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EXCELLEREN
EXCEL IN
IN LOGISTIEK
LOGISTICS
TOPSECTOR
LOGISTIEK
TOP SECTOR LOGISTICS
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Highlights top sector logistics
Direct logistics activities
• Added value:
• Employment:
• Turnover:
55,0 billion euro
813.000 working years
125,8 billion euro
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•
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Transportation and handling
Added value:
29,3 billion euro
Employment:
433.000 working years
Turnover:
67,8 billion euro
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•
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Storage and warehousing
Added value:
14,4 billion euro
Employment:
212.000 working years
Turnover:
33,3 billion euro
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•
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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
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VAL and VAS
Added value:
Employment:
Turnover:
2,2 billion euro
34.000 working years
3,6 billion euro
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Support activities
Added value:
Employment:
Turnover:
9,6 billion euro
86.000 working years
13,3 billion euro
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EXCEL IN
LOGISTICS
TOP SECTOR LOGISTICS
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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
secure the top European logistic position by 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 in the
area of knowledge intensive logistics. This means:
devise, develop, demonstrate and apply on a large
scale new logistics practices. But also: having sufficient, highly qualified personnel, attracting foreign
goods 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 same time make synchromodality 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 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. On the other hand, companies must 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 can be intelligently linked together.
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 prevent
excessive congestion of the road infrastructure
and to achieve sustainability targets, we must also
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
Figurehead of Top Team Logistics
Chairman of Strategic Platform Logistics
More information:
www.topsectorlogistiek.nl
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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
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Chairman Top Team Logistics
Aad Veenman
NS
Timo Huges
ECT
Wando Boevé
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
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Excel in logistics
Top sector 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.
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).
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Programme Mananager: Hans Zuidema (NLIP)
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Excel in logistics
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SECTOR
STEERING
COMMITTEE
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
Representative:
Rutger
van Slobbe,
Top Team/Strategic
• Inspirator:
Rutger
van Slobbe,
Topteam/Strategisch
Platform
Platform Logistics
Logistiek
• Secretariat: Machteld Leijnse (Connekt)
leijnse@connekt.nl
leijnse@connekt.nl
• Programme
Mananager:
Hans
Zuidema
(NLIP)
Programmamanager:
Hans
Zuidema
(NLIP)
hans.zuidema@nlip.org
PRIVATE SECTOR
• Machiel van der Kuijl (EVO)
• Enno Osinga (Schiphol Group)
Ronald Paul
Paul (Havenbedrijf
(Port of Rotterdam)
•• Ronald
Rotterdam)
Peter Sierat
Sierat (TLN)
(TLN)
•• Peter
Liesbeth Slappendel
Slappendel (Fenex)
(Fenex)
•• Liesbeth
Albert Thissen
Thissen (VRC)
(VRC)
•• Albert
• Jan Waas (ECT)
• Jan Waas (ECT)
• Gijsbert Woelders (KLM)
• Gijsbert Woelders (KLM)
PUBLIC SECTOR
(Ministry ofvan
Finance,
Tax and
Customs
• Aly van Berckel (Ministerie
Financiën,
Douane)
Administration)
• Jan
Hendrik Dronkers (Rijkswaterstaat)
Jan Hendrik
Dronkers
(Rijkswaterstaat)
•• Brigitte
Zonneveld,
Ministerie
van Economische Zaken
• Brigitte Zonneveld (Ministry of Economic Affairs)
CORE GROUP
CORE GROUP
• Programme Mananager: Hans Zuidema (NLIP)
• Programmamanager:
Hans Zuidema (NLIP)
hans.zuidema@nlip.org
hans.zuidema@nlip.org
PRIVATE SECTOR
PRIVATE SECTOR
• Nanne Onland (Cargonaut)
• Nanne Onland (Cargonaut)
• Godfried Smit (EVO)
• Godfried Smit (EVO)
• Iwan van der Wolf (Portbase)
• Iwan van der Wolf (Portbase)
PUBLIC SECTOR
PUBLIC SECTOR
• Jos Ensing (Ministry of Finance, Tax and Customs
• Jos Ensing (Ministerie van Financiën, Douane)
Administration)
• Dimitri Verhoeven (Ministerie van Economische Zaken)
• Dimitri Verhoeven (Ministry of Economic Affairs)
• Ranko Visser (Rijkswaterstaat)
• Ranko Visser (Rijkswaterstaat)
FEEDBACK GROUP
Programme Mananager:
Hans
Zuidema
(NLIP)
• Programmamanager:
Hans
Zuidema
(NLIP)
hans.zuidema@nlip.org
PRIVATE SECTOR
PRIVATE SECTOR
• Wouter van Dijk (Havenbedrijf Rotterdam)
• Wouter van Dijk (Port of Rotterdam)
•• Pito
Amsterdam)
Pito Dingemanse
Dingemanse (Havenbedrijf
(Port of Amsterdam)
•• Menno
Menno Duin
Duin (VRC)
(VRC)
•• Bert
Bert van
van Grieken
Grieken (VRC)
(VRC)
•• Maira
Maira van
van Helvoirt
Helvoirt (LINC)
(LINC)
• Wout van den Heuvel (TLN)
• Nanne Onland (Cargonaut)
• Marti van Pelt (Fenex)
• Ben Radstaak (ACN)
• Jouke Schaap (APMT)
Godfried Smit
Smit (EVO)
(EVO)
•• Godfried
Pieter Verbaas
Verbaas (Frugiventa)
(Frugiventa)
•• Pieter
Jan Vreeburg
Vreeburg (KLM)
(KLM)
•• Jan
Edwin Wenink
Wenink (Flora
(Flora Holland)
Holland)
•• Edwin
•
Iwan
van
der
Wolf
(Portbase)
• Iwan van der Wolf (Portbase)
PUBLIC SECTOR
PUBLIC SECTOR
• Jos Ensing (Ministerie van Financiën, Douane)
• Jos Ensing (Ministry of Finance, Tax and Customs
• Dimitri
Verhoeven (Ministerie van Economische Zaken)
Administration)
•• Ranko
(Rijkswaterstaat)
DimitriVisser
Verhoeven
(Ministry of Economic Affairs)
•• Jacques
de Wit
(Logius)
Ranko Visser
(Rijkswaterstaat)
• Jacques de Wit (Logius)
KNOWLEDGE INSTITUTES
•KNOWLEDGE
Yao-hua Tan INSTITUTES
(TU Delft)
• Yao-hua Tan (TU Delft)
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Excel in logistics
Top sector logistics
SYNCHROMODALITY
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”
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.
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-
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Excel in logistics
17
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
STEERING COMMITTEE
Representative:
•• Inspirator:
WandoWando
Boevé,
Boevé, Top Team/Strategic
Topteam/Strategisch
Platform Logistiek
Logistics (ECT)
(ECT)
Platform
Secretariat: Machteld
Machteld
•• Secretariat:
Leijnse (Connekt)
(Connekt)
Leijnse
leijnse@connekt.nl
leijnse@connekt.nl
• • Programme
Manager:
Programmamanager:
Albert
AlbertVeenstra
Veenstra(TNO)
(TNO)
albert.veenstra@tno.nl
albert.veenstra@tno.nl
PRIVATE SECTOR
SECTOR
•PRIVATE
Rob Bagchus
(ECT)
Robde
Bagchus
(ECT)
•• Jari
Bruin (Maersk)
Jari Versteijnen
de Bruin (Maersk)
•• Wil
(GVT
• Group
Wil Versteijnen
(GVT
of Logistics)
Group of Logistics)
• Kees Verweij (Buck)
• Kees Verweij (Buck)
• Edwin Wenink (Flora
• Edwin Wenink (Flora
Holland)
Holland)
PUBLIC SECTOR
PUBLIC
SECTOR
• Jan Bert
Dijkstra (Ministe• Jan
Dijkstra
rieBert
van Infrastructuur
en
(Ministry
Milieu) of Infrastructure
the Satijn
Environment)
• and
Stefan
(GOLD regio)
• Stefan Satijn (GOLD regio)
KNOWLEDGE INSTITUTES
KNOWLEDGE INSTITUTES
• Albert Veenstra (TNO)
• Albert Veenstra (TNO)
WERKGROEP
WORKING GROUP
PRIVATE SECTOR
•PRIVATE
Rob Bagchus
(ECT) SECTOR
• Trekker
Rob Bagchus
(ECT) werkgroep
Chairperson working group
Mindshift
Mindshift
• Kees
Verweij (Buck) • Trekker
Kees Verweij
(Buck)Pilotwerkgroep
Chairperson working group
projecten
pilot projects
KNOWLEDGE INSTITUTES
• Paul Huijbregts
PUBLIC
SECTOR (Dinalog) • Paul
Huijbregts
(Dinalog)
Trekker
werkgroep
Human
Chairperson
working group
Capital
Capital (TNO) • Human
Albert Veenstra,
• Albert
Veenstra,
(TNO)
Project
Developer
TKIProject Developer TKI
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Excel in logistics
Top sector 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.
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.
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Excel in logistics
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)
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Excel in logistics
Top sector 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.
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
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Top sector logistics
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Excel in logistics
Top sector 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.
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
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28
Top sector logistics
Excel in 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
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Excel in logistics
Top sector logistics
SUPPLY CHAIN
FINANCE
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.
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.
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
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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
Top sector logistics
CORE NETWORK
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”
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.
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
Top sector logistics
INTERNATIONAL
LOGISTICS
PROMOTION
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.
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.
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
39
Excel in logistics
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
Top sector logistics
SIMPLIFYING
LEGISLATION AND
REGULATIONS
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”
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.
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.
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42
Excel in logistics
43
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.
STEERING COMMITTEE
Representative:
van
•• Inspirator:
ArthurArthur
van Dijk,
Dijk, Top Team/Strategic
Topteam/Strategisch
PlatPlatform
Logistics
(Logistic
form
Logistiek
(Logistieke
Alliance)
Alliantie)
• • Chairman:
Chairman:Birgit
BirgitGijsbers
Gijsbers
(Ministry
of Infrastructure
(Ministerie
van Infrastrucand
tuurthe
enEnvironment)
Milieu)
PRIVATE SECTOR
PRIVATE SECTOR
• Machiel van der Kuijl
• Machiel van der Kuijl
(EVO)
(EVO)
• Jan Mahulete (Kühne &
• Jan Mahulete (Kühne &
Nagel)
Nagel)
•• Marcel
Marcel Punselie
Punselie (Fenex,
(Fenex,
Sanders
Sanders Fritom)
Fritom)
PUBLIC SECTOR
PUBLIC SECTOR
• Corry Brooijmans
• Corry Brooijmans
(Nederlandse Voedsel- en
(Netherlands Food and
Warenautoriteit)
Consumer Product Safety
• Arjen Doosje (Ministerie
Authority)
van Infrastructuur
en of
• Arjen
Doosje (Ministry
Milieu, Inspectie
Infrastructure
andLeefthe
omgeving en Transport)
Environment)
FrankHeijman
Heijmann
(Douane)
•• Frank
(Tax
and
• Customs
Jeroen Heijs
(Ministerie
Administration
van Economische
Zaken)
• Jeroen
Heijs (Ministry
of
Economic Affairs)
WERKGROEP
WORKING GROUP
• Chairman:
• Marco
Chairman:
Wieshahn-Vrijman (EVO)
Marco Wieshahn-Vrijman (EVO)
PRIVATE SECTOR
• Frank van den Eijnden
PRIVATE SECTOR
(TLN)
• Frank van den Eijnden
• Dominique Willems
(TLN)
(Fenex)
• Dominique Willems
(Fenex)
PUBLIC SECTOR
• Cor van Blijswijk (MinistePUBLIC SECTOR
rie van Infrastructuur en
• Cor van Blijswijk (Ministry
Milieu)
of Infrastructure and the
• Joost Dieleman (Ministerie
Environment
van Economische Zaken)
• Joost Dieleman (Ministry of
• Erik van Ede (Nederlandse
Economic Affairs)
Voedsel- en Warenautori• Erik van Ede (Netherlands
teit)
Food and Consumer
• Edwin Kleingeld (MinisteProduct Safety Authority)
rie van Infrastructuur en
• Edwin Kleingeld (Ministry
Milieu)
of Infrastructure and the
• Louise Went (Ministerie
Environment)
van Economische
Zaken)
• Louise
Went (Ministry
of
Economic Affairs)
44
Excel in logistics
Top sector 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.
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
P ROJ E CT G RO U P P I L I N G U P K N OW L E D G E
• Representative: Peter van der Meij (Top Team/Strategic
Platform Logistics)
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))
• Secretariat: Jorg van Velzen (National Platform Science &
Technology)
j.vanvelzen@deltapunt.nl
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)
• 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)
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
CENTRE OF EXPERTISE KDC
• 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)
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
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
PRIVATE SECTOR
• Jeroen Meulendijks (VTL)
• 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)
KNOWLEDGE INSTITUTES
• Erik Hietbrink (STC-Group)
• Hans Snijders (Netherlands Association of VET Colleges)
48
Excel in logistics
Top sector logistics
KNOWLEDGE
AND INNOVATION
TOP CONSORTIUM
FOR 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.
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).
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 Boevé
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