DEDICATED FREIGHT CORRIDORS –
CONSTRUCTION ASPECTS
20th MARCH, 2006
STRUCTURE OF PRESENTATION
• Objectives of freight Corridors
• Alignment – MUMBAI-DELHI
• Alignment Map –SONNAGAR - KHURJA - LUDHIANA
• Project at a Glance
• Standard of Construction
• Standard of Construction – Observations
• Breakup of estimate cost department wise
• Planning and Execution strategies
OBJECTIVES OF DEDICATED FREIGHT CORRIDORS
•
Create Rail Infrastructure To Carry High Levels Of Freight
thus Increase IR’s Share In Freight Market
•
Increase Throughput By Higher Axle Loads, Moving Dimensions,
Track Loading Density, Improved Pay Load/Tare Ratio.
•
Speed Up Freight Train Operations, Achieve Higher Productivity
Through Better Utilization Of Railway Assets.
•
Reduction In Unit Cost Of Transportation, Inventory Costs and
greater customer satisfaction.
•
Relieving Existing Rail Corridors for additional passenger traffic.
DEDICATED FREIGHT CORRIDOR MUMBAI -DELHI
DEDICATED FREIGHT CORRIDOR LUDHIANA-SONNAGAR
LUDHIANA
AMBALA
SAHARANPUR
MEERUT
HAPUR
KHURJA
TUNDLA
KANPUR
MUGHALSARAI
ALLAHABAD
SON NAGAR
GOMOH
GARWA ROAD
ASANSOL
BOKARO
BARKAKANA
MURI
DURGAPUR
CHANDIL
TATANAGAR
PROJECT AT A GLANCE
S.NO
Description
Delhi-Mumbai
Ahmedabad –
Palanpur, Palanpur Phulera- RewariTughalkabad- Dadri.
1
Route length (km)
1493 km.
2
Single Line/Double
line
Double line
3
Bridges
Delhi-Howrah i.e. Son Nagar –
Khurja
820.78 km.
Double Line
- Standard of loading
30 tonne axle load
with12 t/m Trailing
Load)
30 tonne axle load with 12
tonne/m Trailing Load
- Total Linear water way
of Important Bridges
3927m
3 (total waterway 4049.61 m)
- Total Linear water way
of major bridges
9389m
81 (total waterway 3283.0 m)
- Total Linear water way
of minor bridges
8781m
1407 (total waterway 3397.0 m)
- Longest Bridges
1409m (Narmada River)
2834.64 m
PROJECT AT A GLANCE (CONTD.)
Delhi-Mumbai
Son Nagar –
Khurja
No. of the existing L-xings
579
293
No. of the existing ROBs
22
19
L-xings with TVUs > 50K
122
111
Proposed ROBs, RUBs and L-xings
130, 163 & 55
155, 355 & 142
(under pass of
(under pass of
2.5m height
2.5m height
wherever
wherever feasible)
feasible)
S.No
Description
4.
Road Crossings
5.
6.
Stations
- Crossing Stations
- 11 nos.
10 nos
- Load Exchange Yard
– 14 nos.
6 nos.
Rail Fly-overs
-
7 nos.
PROJECT AT A GLANCE (CONTD.)
S.No
Description
Delhi-Mumbai
Son Nagar – Khurja
7.
Additional Land
Required
3281 Hectare
1758.62 Hectare
8.
Diversions
- Total Length of
Diversions
271 km (approx)
112.56 km.
- Diversion required
To detour built up To detour built up areas,
areas, major yards, major yards, steep grade
steep grade and sharp and sharp curves etc.
curves etc.
9.
Total Cost of the
Project
Rs. 11445.599 Crores
7039.44 crores
PROJECT AT A GLANCE (CONTD.)
 Cost of dedicated freight corridors
KHURJA – LUDHIANA SECTION
S. No. Description
1.
Route length (km)
411.23 km
2.
Total cost of the
Project*
Rs.3526.92 crores
SONNAGAR – LUDHIANA SECTION
S No. Description
1.
Route length (km)
1232.01 km
2.
Total cost of the
Project
Rs.10566.36 crores
MUMBAI -DELHI
Rs. 11445.599 Crores
STANDARD OF CONSTRUCTION
•
Gauge
1676 mm
•
Track Centres
6.00 m
•
Distance From Existing Track
6.00 m
•
Length Of Loop
1500 m
•
Axle Load
Track: 25 T /
Bridges: 30 T
Trailing : 12T/m
•
Ruling Gradient
1 in 200 Compensated
•
Steepest Gradient in yards
1 in 400
STANDARD OF CONSTRUCTION
 TRACK STRUCTURE
• Formation Width
13.00 m
• Rails
60 Kg/m, UIC 90 UTS; HH on curves
• Sleeper
New Design PSC & Elastic Fastenings
Main Line: 1660/km.
Loop Line: 1540/km.
• Turnouts
• Ballast
Switches : 1 in 12 curve
Crossings: CMS
300 mm
STANDARD OF CONSTRUCTION - OBSERVATIONS

Axle load:
•
Adopt 30 t axle load for bridges as well as formation
and rolling stock.
Flexibility for running trains with higher load
Reduced length of the loop lines and higher pay to tare
ratio.
Upgradation at a later stage very difficult if not
impossible.
•
•
•
Consideration for Integration with the existing Railway
network is also an important requirement.
STANDARD OF CONSTRUCTION - OBSERVATIONS
 ROBs/RUBs
–
–
The corridor should be free from any L-xing. The clearance for RUBs have
been indicated 2.5m which may not suffice. Minimum clearance may vary
from 3.5m to 5.00m depending upon type of road.
L-xing on the existing line will also be required to be replaced with
ROB/RUBs. Problem of drainage and construction methodology for RUBs
to be properly studied and accordingly decision taken
 Distance from the existing lines – 6 m c/c
– Advantages
•
•
•
–
Less land acquisition therefore speedy execution
Reduced cost
Reduced pressure for running passenger trains
Disadvantage
•
•
Safety Hazard for existing lines during construction
Difficulty in Execution of RUBS
STANDARD OF CONSTRUCTION - OBSERVATIONS
• Distance between stations
– M/s. RITES report envisages provision of stations at a distance of about
60-70km.
– It will be desirable if stations are provided at a distance keeping in view
the operational requirements and may be at a distance of 150 – 200 km.
– Innovative methods for providing relief during emergencies and totally
mechanized maintenance practices may have to be examined in detail
before deciding the distance.
– Greater distance between stations, will help Railways to resist pressure
if any for running of passenger trains on new corridor at a later stage.
– Cost will also be reduced and will give better average speed.
STANDARD OF CONSTRUCTION - OBSERVATIONS
•
Rails
–
60 kg UIC 90 UTS rail has been proposed. The possibility of using 68
kg rails may be examined having due regard to life cycle costing.
•
Maintenance Standard
–
•
The construction standard has to be commensurate with the
maintenance standard. Both has to be decided in advance
Mode of Traction
–
Cost economics and ease of operation should decide mode of
traction
STANDARD OF CONSTRUCTION - OBSERVATIONS
• Moving Dimensions to cater for double stack container traffic
movement and also to accommodate wagons with more volumetric
capacity .
• Blanketing thickness has been proposed 0.75m. It is to be need
based.
Break-up of Estimated Cost Department-wise (In crores)
Deptt.
Mumbai-Delhi Corridor
Length – 1493 km.
Son Nagar-KhurjaLudhiana
Length – 1232.01 km.
Civil
9740.94
8468.72
Elect.
62.11
635.90
Mech.
150
332.71
Sig.&
Telecom
1492.55
1522.43
Total
11445.59
10959.76
PLANNING AND EXECUTION STRATEGIES
The magnitude of the works involved in both the corridors is mind
boggling and breath taking :Sn.
Item
Quantum (approx.) for both corridors
1.
Acquisition of land
5040 hectares – 1.0 lac Kanals
2.
Ballast requirement
1.4 million cum
3.
Blanketing material
4.50 million cum
4.
Rails
7.0 lac mt.
5.
Sleepers
9.0 million
6.
No. of X-ings. (ROBs/RUBs)
872
7.
No. of bridges/linear waterway
35,080 m linear waterway
8.
Value of contracts excluding
P.Way material (approx.)
Rs 11,000-12,000 crores.
In order to execute the projects for both corridors successfully, proper
strategy, dedicated organization, detailed and meticulous planning, fixing
of reliable contractual agencies, supervision/monitoring and quality
control measures are utmost essential prerequisites.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
• Project Strategy –
• Completion within 5 years
• assured availability of funds.
• Project is not technically complicated except that it is voluminous
in nature and has greater spread.
• Keeping in view the quantum of the work and availability of the
construction agencies today in this country and other
administrative requirements, the completion period for the project
is proposed 7 years i.e. two years for planning
and land
acquisition and 5 years for execution
PLANNING AND EXECUTION STRATEGIES (CONTD.)
• Creation of the organization
• As per the past experience of execution Railway projects, a separate
organization/SPV will be required to be created fully watching the
interest of the Indian Railways
• Right selection of the Head of this SPV with vision, experience and with
ability to stand extraneous pressure
• The Head of the SPV should be given free hand to select his CORE team
responsible for planning and execution of the project.
• SPV should be delegated all powers required for planning and
execution.
• The organization is proposed to be thin and lean and officer oriented.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
• It may require out sourcing of some of the activities like design,
supervision etc.The team has to handle many items at the
outset:
• Project conception and appraisal
• Arrangement & Human Resources.
• Rules and regulation with special reference to the particular
project.
•
On each corridor Board of Directors to be assisted by 4-5 Project
Directors in PHOD scale, 8-10 General Managers, and 16-20 Dy. GMs
and about 30-40 Manager/Assistant Managers, besides other
supporting staff.
•
More emphasis will be put on laying down systems
documentation rather than round the clock supervision.
and
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Survey
M/s. RITES may be asked to study the following aspect in detail
during detailed survey for better planning
•
Identification of the sources:
– For ballast, blanketing material - their present capacity and
augmentation possible.
• Rate Analysis for various items of execution
– special regard to the availability, demand pattern.
• Geo-technical or soil studies at bridge and high formation
locations
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Experience of National Highway Authority of India Ltd :
M/s. NHAI is executing almost similar works with similar spread and quantum.
Their experience
•In acquisition of land.
• Fixing of the various types of the contract and value.
• Success/failures of contracts and reasons thereof.
• Experience with the consultants,
• Disputes likely to arise during execution,
• Availability of the material and construction agencies,
This can serve best benchmark for optimizing our performance in planning and
execution and avoiding the pit-falls they have faced.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Acquisition of Land - 100000 Kanals
•
One of the most critical and time consuming activity -spread over many
states/districts.
•
This should be first activity to be taken. after the project is approved
•
To be put on fast track and completed planning stage.
•
Land is normally acquired through State Govt. by following the provisions of
Land Acquisition Act.
•
For faster acquisition even private negotiations through State Govt. can be
resorted to.
•
Railways have already tried with success this method for acquisition of land
on J&K Project in the valley.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Breaking down of project in workable units/fixing of the zone
length
•
Cost
•
Type of work
•
Availability reliable, competent and experienced contractors
•
Manageability from supervision and other logistical considerations.
•
All works in one reach are executed by the same contractor.
•
On both the corridors, value of the contracts is likely to be order of 11000 –
12000 crores.
•
In India all the construction companies are heavily loaded with work for the
next three to four years and their number may not exceed 15.
•
Value of the contracts and their scope has to be fixed judiciously for achieving
the objective of getting reliable competent contractors who can complete the job
in time.
PLANNING AND EXECUTION STRATEGIES (CONTD.)

Type of contracts as per nature of work
•
The contracts can be of 2-3 types covering various items of work as
under: •
Combined as one for earthwork, bridges/ROB/RUBs, blanketing
material, station building;
•
P. Way work, linking of track, welding of rails, putting of ballast
and bringing track to the final geometary etc.
•
For supply of ballast;
PLANNING AND EXECUTION STRATEGIES (CONTD.)
Suggested/Indicative Contracts along with value :
Description
contract
of No. of contracts
Western Corridor
for No.
of
contracts
Eastern Corridor
for Total
Earthwork, bridges, 150-200 km. Length, 8-10 150-200 km. Length, 6-7 14-17
ROB/RUBs,
nos. costing each Rs. nos. costing each Rs. 500- nos.
blanketing
500-600 crores
600 crores
P.Way linking
Ballast supply
million cum)
250-300 km. Length, 5-6 250-300 km. Length, 4-5 9-11
contracts each costing contracts each costing Rs. nos.
Rs. 50-55 crores.
50-55 crores.
(14 100-110 km. Length, 1314 nos. each contract for
50000-60000
cum,
costing Rs. 25-30 crores
100-110 km. Length, 11-12 24-26
nos. each contract for nos.
50000-60000cum, costing
Rs. 25-30 crores
The above figures for the contracts is only an indicative of the requirement of the
construction agencies. For the existing lines providing RUBs if required can be
tackled separately or as part of the new corridor contracts.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
Meeting with the Construction Industry, Suppliers for the various material.
•
Meeting should be immediately held with the construction industry and the various
suppliers after firming up the expected picture quickly.
•
Apprise the construction industry, requirement of the Railways for execution of
various works, giving type and quantum, time period expected for completion.
•
Another meeting can be held with the suppliers of cement, steel, rails, sleepers,
blanketing material, ballast, projecting Railways requirement over a period of time.
•
Meetings will help the Industries to gear up and upgrade themselves for fulfilling the
Railways’ requirements in time. Their views will be very helpful in planning the
contracts and working out the realistic time period for completion.
Planning and Execution Strategies (Contd.)
 Detailed Soil investigations/ geo-technical / earthquake studies
etc.
•
These confirmatory studies can form part of the Civil works. However, it is
presumed that during preliminary studies by RITES sufficient geotechnical
investigations will be carried out to enable fixing of the proper contracts to
avoid major variations.
 Drawings/Design
•
•
In house – may not be possible.
Through consultancy
Even though the work is got done through consultancy but in-house
expertise is a must to interact with various consultants so that best available
alternative is selected. Follow standard drawings system as far as possible
to reduce complexity and to increase pace of construction.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Fixing of Eligibility /Qualification criteria
•
The criteria should be such as to have technically competent, experienced
financially sound contractors without killing the competition.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Preparation of Tender Schedule
•
Important document for successful execution of project
•
No ambiguity in specification and item description
•
No hidden items/rates for each item asked
•
A clear division of risks – un-known risks may be borne by the owners.
•
Performance guarantee clause to be included.
• Provisions to compensate to contractors for abnormal increase in steel
and cement prices.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Preparation of Tender Schedule(contd.)
• Introduction of bonus/incentives and penalty– However, inclusion of
this clause requires fixing of realistic time frame and detailed minute
planning for various drawings and decisions to be given to the
contractor in time.
•
In case of geo-tech investigations based on the preliminary reports a
reference value band can be specified in the tender documents and
any variation during actual confirmation, to be borne by the owner.
• Details about what is required to be done by the contractor along with
quantum should be clearly brought out so that contractors can bid
correctly.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
Analysis of Rates
 This job can be done by M/s. RITES as part of Detailed Engineering
Studies. Analysis of rates should take into consideration the
following factors:•
Site specific features
•
Availability of access road, storage facility
•
Availability of material and other resources
•
Social facilities – camps, medical, fuel
•
Technical studies
•
Demand and supply
PLANNING AND EXECUTION STRATEGIES (CONTD.)
Tender methodology
Tender methodology is decided on the basis of the type of the work, time required for
completion, cost, in-house experience and expertise availability besides availability of
the contractors for the job to be executed.
Tenders can be of two types :• Design and construct tenders;
• Lumpsum type contracts where detailed specifications are well laid giving scope
of the work involved.
•
There is an incentive to the contractors to optimize the designs, construction
procedures and optimum utilization of the material.
•
Can cause problem sometimes when specifications and scope of the works
are not well laid and many changes are contemplated at a later stage.
•
Can be made successful, if prior to their fixing in-house designing is got
done, so that owner is aware about the main para-meters which are obligatory and
para-meters which can be changed.
•
Contractors can be asked to quote the rates without changing the mandatory
para-meters with his own design.
•
Helps in getting state of the art technology in design and construction
methodology resulting in cost savings and time savings.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
Tender methodology Contd..
•
Item Rate contracts.
• In these types of contracts detailed design and drawings are
prepared in advance and the contractor is asked to quote the rates
per unit.
• Most suitable from operational point of view and least risk for the
contractor.
• Owner in this case is not benefited of latest state of the art
technology in design and construction methodology and optimization
thereof.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Fixing of contracts
•
Eligibility/qualification criteria
•
Type of job
•
Availability of experienced and reliable contractor in that filed
•
Time for completion
•
Pre-qualification - Pre-qualification of the contractors for various types of
the contracts based on their capacity, capability, availability of man
power/machinery/financial resources, is the most suitable, fast method of
contract fixing
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Project Management Supervision (PMS)
In case sufficient manpower for in-house supervision is not available,
Project management supervision can be outsourced which may include:•
Preparation of design and drawings, tender documents and helping in
fixing of the contract
•
Supervision during execution and solutions to the problems
encountered
•
Preparation of Quality Assurance programme and check lists for
various activities and vetting of method statements.
More emphasis will be put on laying down well laid quality system and
documentation rather than round the clock supervision.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Quality Control
•
Laying of well documented Quality Assurance Programme
•
Onus for proving quality of work done rests with the contractor
and to establish with the help of the documentation.
•
Training of the staff
•
Preparation of the check list
•
Availability of the various codes and practices pertaining to the job
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Monitoring
• Setting up of the project web.
• Use of Mobile communication, computers, walkie-talkie
• Use of Project management tools e.g. CPM/PERT/bar chart
• Availability and requirement of the resources Men, machinery, material
• Bottlenecks and feed back from the project team and corrective actions.
• Review on day-to-day/weekly/monthly basis as considered appropriate
depending upon the importance and targets fixed and augmentation of
resources
• Cash flow
• Decision regarding technical problems, designs or any other issues which crops
up during execution.
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Contractor Management
• Success of timely completion of Project depends upon team work –
contractor is an important part of team
• Identify bottlenecks in advance which contractor is likely to face – ahead
of problems not behind.
• Cash flow problems with the contractor and its solutions
• Optimization of methodologies and procedures for better out put
• Decisions to be given to the contractor as early as possible for better
management of problems
• Regular meeting with consultants, contractors for corrective inputs at
right time
PLANNING AND EXECUTION STRATEGIES (CONTD.)
 Important Ingredients for successful project execution
•
Transparency /team work at all levels
•
Better planning – No substitute for this
•
Selection of good Project team and reliable contractors
•
Better communication and modern tools of monitoring
•
Assured funds
•
Decentralization of Powers - Leading to quick decision
•
Realistic time period for completion
CONCLUSIONS / RECOMMENDATIONS (CONTD.)
• Constitution of a CORE Team from Civil, Traffic, Electrical,
Mechanical and Finance departments for appraisal and
conceptualization of the project and close interaction with M/s. RITES
for freezing various important parameters.
• Land acquisition to be put on fast track and completed during
planning stage.
• Important bridges requiring long period for construction can be taken
up as separate contracts, if feasible.
• Gathering experience for execution of similar works from other Govt.
Dept. like NHAI Ltd.
CONCLUSIONS / RECOMMENDATIONS (CONTD.)
• Special attention to planning and execution of ROB/RUBs major critical activity.
• Safety measures during construction for existing lines .
• Construction standard to commensurate with maintenance
standard proposed.
• Interaction with Industry/suppliers.
• Creation of organization urgently.
• Total completion period proposed 7 years with 2 years
exclusively for planning and 5 years for execution.
CONCLUSIONS / RECOMMENDATIONS (CONTD.)
• Special attention to planning and execution of ROB/RUBs - major
critical activity.
• Safety measures during construction for existing lines .
• Construction standard to commensurate with maintenance
standard proposed.
•
Interaction with Industry/suppliers.
• Creation of organization urgently.
• Total completion period proposed 7 years with 2 years exclusively
for planning and 5 years for execution.
THANK YOU
TERMS OF REFERENCE
• Assess future traffic growth including containers for 15 years
• Identify present capacity constraints
• Ascertain transport demand from core sectors –
shipping, power, steel, coal
• Examine feasibility of laying 2 dedicated freight lines on
one side of existing alignment
• Connections at major nodes for transferring loads &
connectivity at Delhi &Mumbai ends
• Byepasses to avoid junctions
• Upgradation requirements at Tughlakabad/Dadri &JNPort
• Length of loop lines
6
TERMS OF REFERENCE
•
Electrified, designed for 30 tonne axle load, 15,000 tonne trains
• Double stack container running under wire
• Stations/IBSs at 30 to 60 km distance
• Computerised train control with GPS based train tracking
• Requirement of rolling stock
• Assess cost – construction period 5 years • Examine economics of diesel traction & single & double line
• Examine Alternative alignments
1. Vadodara – Ratlam – Kota
2. Vadodara – Ahmedabad - Palanpur
7
IMPORTANT FEATURES
MUMBAI- DELHI ROUTE
(via Palanpur)
Freight Stock Design Parameters
&
Maximum Moving Dimensions
14
Freight Stock Design Parameters
•
•
•
•
Axle Load 30 t
Track Loading Density (TLD) 12 t/m
Higher Pay-to-Tare Ratio
Liberalised Maximum Moving Dimensions
(MMD) for increasing volumetric capacity of
wagons
• Wheel Diameter 915 mm for 30 t axle load, and
lower coupler height of 936 mm (with A & B car
concept)
Heavy Haul Operations
• 30 t Axle Load and 12 t/m TLD
– Can give 7440 t gross load in IR standard loop
length
– 7440 t can be achieved only if MMD is
liberalised
Double Stack Container Wagons
• Articulated well wagons
– Most double stack wagons in North
America are of this type
• Independent well type wagons
• BLCA & BLCB type flat wagons
MMD – Height from Rail Level
Requirement
Double Stack Containers on
Flat Wagons
• 6882*/6930 mm
Double Stack Containers on
Well Wagons
• 6230* mm
Tri-Level Auto Racks
• 6100** – 6700 mm
Roll-on Roll-off Wagons
• 4900 – 5300 mm
Open Gondola Wagons (3500 • 4265 – 4500 mm
mm wide)
Covered Hoppers & BCN
Type General Service
Wagons (3500 mm wide)
• 4700 – 5150 mm
Height Requirements based on wheel diameter of 915 mm (not 1000 mm),
except those asterisk marked, which assume * - 840 mm; and ** - 711 mm.