Topsector UK.indd

EXCELLEREN IN LOGISTIEKTOPSECTOR LOGISTIEK

21 3

EXCEL IN LOGISTICSTOP SECTOR LOGISTICS

21 3

EXCEL IN LOGISTICSTOP SECTOR LOGISTICS

Highlights top sector logistics

Direct logistics activities

• Added value: 55,0 billion euro• Employment: 813.000 working years• Turnover: 125,8 billion euro

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

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

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

Indirect logistics effects

• Added value: 11,8 billion euro• Employment: 121.000 working years• Turnover: 17,0 billion euro

4 VAL and VAS• Added value: 2,2 billion euro• Employment: 34.000 working years• Turnover: 3,6 billion euro

5 Support activities• Added value: 9,6 billion euro• Employment: 86.000 working years• Turnover: 13,3 billion euro

5

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 govern-ment, 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 suf-ficient, 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 intel-ligently 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 LogisticsChairman of Strategic Platform Logistics

More information: www.topsectorlogistiek.nl

4 Excel in logistics Top sector logistics

Excel in logistics

76 Excel in logistics

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

Contents

Top sector logistics

Logistics AllianceArthur van Dijk

Eindhoven University of TechnologyJan Fransoo

TNOLorike Hagdorn

Port of RotterdamAllard Castelein

PhilipsEsther Liskamp

Ministry of Infrastructure and the Environment

Lidewijde Ongering

Formerly from DHL/Exel, Memorandum of Agreement on Knowledge of Logistics

Peter van der Meij

ECTWando Boevé

Schiphol GroupPeter van Laarhoven VAT Logistics

Ruud Vat

Ministry of Infrastructure and the Environment

Janine van Oost

Ministry of Economic AffairsSjors Rozemeijer

S E C R E TA R I AT

ConnektMachteld Leijnse

Chairman Top Team LogisticsAad Veenman

NSTimo Huges

Formerly from Management of P&O Nedlloyd

Rutger van Slobbe


NEUTRAL LOGISTICS

INFORMATION PLATFORM

(NLIP)PLATFORM PLATFORM PLATFORM PLATFORM PLATFORM PLATFORM PLATFORM PLATFORM PLATFORM

(NLIP)(NLIP)(NLIP)(NLIP)(NLIP)(NLIP)(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 combin-ing NLIP with synchromodality, whereby we employ the various modes of transport in an integrated transport solution.

Sharing dataIn 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.

Open ICT platformNLIP uses knowledge and experience from all exist-ing and successful information platforms, including Cargonaut from Schiphol, Portbase from the Rotter-dam and Amsterdam Port Authorities and Digipoort from the government. These platforms form the

basis of NLIP, which will be extended with new plat-forms. 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 activi-ties 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 reli-able arrival time, fewer transport movements and improved accessibility, lower costs and less environ-mental impact.

Single Window Trade and TransportThe 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. Eve-rything 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 Author-ity, NVWA, IVW, EZ, Port of Rotterdam Authority, EVO, VNO-NCW, Schiphol and Directorate-General for Pub-lic Works and Water Management (Rijkswaterstaat).

“Breakthrough for the logistics sector”



Ideal situation in 2020By 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 com-municate 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 numer-ous 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 benefitsThe entire logistics chain benefits from NLIP. From authorities to logistics service providers, from ship-pers 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 trans-parently, 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

FEEDBACK GROUP

• Programmamanager: Hans Zuidema (NLIP) [email protected]

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

PUBLIC SECTOR• Jos Ensing (Ministerie van Financiën, Douane)• Dimitri Verhoeven (Ministerie van Economische Zaken)• Ranko Visser (Rijkswaterstaat) • Jacques de Wit (Logius)

KNOWLEDGE INSTITUTES • Yao-hua Tan (TU Delft)

STEERING COMMITTEE

• Inspirator: Rutger van Slobbe, Topteam/Strategisch Platform Logistiek

• Secretariat: Machteld Leijnse (Connekt) [email protected]


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

PUBLIC SECTOR• Aly van Berckel (Ministerie van Financiën, Douane) • Jan Hendrik Dronkers (Rijkswaterstaat) • Brigitte Zonneveld, Ministerie van Economische Zaken

CORE GROUP


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

PUBLIC SECTOR• Jos Ensing (Ministerie van Financiën, Douane)• Dimitri Verhoeven (Ministerie van Economische Zaken)• Ranko Visser (Rijkswaterstaat)

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Programme Mananager: Hans Zuidema (NLIP)

• Representative: Rutger van Slobbe, Top Team/Strategic Platform Logistics• Secretariat: Machteld Leijnse (Connekt) [email protected]

• Programme Mananager: Hans Zuidema (NLIP) [email protected]

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

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

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



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

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

PUBLIC SECTOR• Jos Ensing (Ministry of Finance, Tax and Customs Administration)• Dimitri Verhoeven (Ministry of Economic Affairs)• Ranko Visser (Rijkswaterstaat)• Jacques de Wit (Logius)

KNOWLEDGE INSTITUTES• Yao-hua Tan (TU Delft)

SECTOR

CORE GROUP

FEEDBACK GROUP

15

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.

Already 900,000 containers transported synchromodallyIn 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 estab-lished 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 com-panies in establishing pilots and research projects.

Also international cooperationOcean shipping companies, seaport terminals, barge operators, inland shipping terminals and ship-pers, 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 apply-ing 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 encour-age the realisation of synchromodality by organis-

“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.

• Representative: Wando Boevé, Top Team/Strategic Platform Logistics (ECT)

• Secretariat: Machteld Leijnse (Connekt)

[email protected]

• Programme Manager: Albert Veenstra (TNO) [email protected]

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

PRIVATE SECTOR• Rob Bagchus (ECT) - Chairperson working group Mindshift• Kees Verweij (Buck) -

Chairperson working group pilot projects

PUBLIC SECTOR• Jan Bert Dijkstra (Ministry of Infrastructure and the Environment)• Stefan Satijn (GOLD regio)

KNOWLEDGE INSTITUTES• Albert Veenstra (TNO)

PUBLIC SECTOR• Paul Huijbregts (Dinalog) -

Chairperson working group Human Capital

• Albert Veenstra, (TNO) - Project Developer TKI

W O R K I N G G R O U P


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

Improved predictabilityWe expect that the co-operative efforts of market operators will result in new sustainable synchro-modal transport concepts. As part of the service pro-vision, instruments have been developed to make it possible for transporters, shippers and infrastructure managers to exchange information. For instance ‘multimodal solvers’ and fully automated inter-net 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 synchromodallyWe are on the right track. Various shippers and lo-gistic service providers in the Netherlands increas-ingly 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

• Inspirator: Wando Boevé, Topteam/Strategisch Platform Logistiek (ECT)

• Secretariat: Machteld Leijnse (Connekt)

[email protected]

• Programmamanager: Albert Veenstra (TNO)

[email protected]

PRIVATE SECTOR• Rob Bagchus (ECT) • Jari de Bruin (Maersk)• Wil Versteijnen (GVT

Group of Logistics) • Kees Verweij (Buck) • Edwin Wenink (Flora

Holland)

PUBLIC SECTOR• Jan Bert Dijkstra (Ministe-

rie van Infrastructuur en Milieu)

• Stefan Satijn (GOLD regio)

KNOWLEDGE INSTITUTES• Albert Veenstra (TNO)

WERKGROEP

PRIVATE SECTOR• Rob Bagchus (ECT) -

Trekker werkgroep Mindshift

• Kees Verweij (Buck) - Trekker werkgroep Pilot-projecten

KNOWLEDGE INSTITUTES• Paul Huijbregts (Dinalog) -

Trekker werkgroep Human Capital

• Albert Veenstra, (TNO) - Project Developer TKI

19

TRADE COMPLIANCE AND BORDER

MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT

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.

Excel in logistics 18

The Netherlands has to maintain its reputation with respect to trade facilitation. Simplifying interna-tional 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 inspecto-rate concepts and by simplifying and streamlining procedures.

System supervisionThe 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 procedu-res 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 com-panies 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 trans-actions. This works two ways: both the authorities and the business community enjoy cost advantages while the quality of supervision improves.

Coordinated border managementIn addition, our objectives focus on shifting customs and inspection activities to places that are less dis-ruptive 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 govern-ment 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 Consulta-tion between Customs and Business Community (Overleg Douane Bedrijfsleven) acts as steering committee for Trade Compliance and Border Ma-nagement.

“Customs and the business community

collaborate to arrive at more flexible logistics”



STEERING COMMITTEE

• Inspirator: Esther Liskamp, Strategisch Platform Logistiek (Philips)

• Secretariat: Lia Hsu (Connekt) [email protected]

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

PUBLIC SECTOR• Frank Heijmann (Douane)


STUURGROEP: OVERLEG DOUANE BEDRIJFSLEVEN

• Chairman: Aly van Berckel (Ministerie van Financiën, Douane)• Secretariat: René Dodde (Douane) [email protected]

• Project Developer TKI: Gerwin Zomer (TNO) [email protected]

PRIVATE SECTOR• Jos Bakker (EVO)• Edo Bosga (Fenedex)• Wouter Brookman (VNO-NCW) • Willemijn Gwanmesia (Fenedex) • Dennis Heijnen (EVO) • Leon Kanters (VNO-NCW)• Hans Kienstra (VNTO)• Esther Liskamp Topteam/Strategisch Platform Logistiek

(Philips)• Anouk de Morree (ORAM-VRC) • Eric van Nijf (TLN)• Marty van Pelt (Fenex) • Ben Radstaak (ACN) • Godfried Smit (EVO)• Marco Tak (VRC)• Dominique Willems (Fenex)

PUBLIC SECTOR• Karin Burger (Douane )• Robin Burgering (Douane)• Lex de Goede (Douane) • Frank Heijmann (Douane)• Oscar Schouw (Ministerie van Financiën)• Jeffrey van Slobbe (Douane)

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

• Representative: Esther Liskamp, Top Team/Strategic Platform Logistics (Philips)

• Secretariat: Lia Hsu (Connekt) [email protected]

PRIVATE SECTOR• Jos Bakker (EVO)• Edo Bosga (Fenedex)• Wouter Brookman (VNO-NCW)• Willemijn Gwanmesia (Fenedex)• Dennis Heijnen (EVO)• Leon Kanters (VNO-NCW)• Hans Kienstra (VNTO)• Esther Liskamp Top Team/Strategic Platform Logistics

(Philips)• Anouk de Morree (ORAM-VRC)• Eric van Nijf (TLN)• Marty van Pelt (Fenex)• Ben Radstaak (ACN)• Godfried Smit (EVO)• Marco Tak (VRC)• Dominique Willems (Fenex)

• Chairman: Aly van Berckel (Ministry of Finance, Tax and Customs Administration)• Secretariat: René Dodde (Tax and Customs Administration) [email protected]

• Project Developer TKI: Gerwin Zomer (TNO) [email protected]

PUBLIC SECTOR• Frank Heijmann (Tax and Customs Administration)


PUBLIC SECTOR• Karin Burger (Tax and Customs Administration )• Robin Burgering (Tax and Customs Administration)• Lex de Goede (Tax and Customs Administration)• Frank Heijmann (Tax and Customs Administration)• Oscar Schouw (Ministry of Finance)• Jeffrey van Slobbe (Tax and Customs Administration)

S T E E R I N G C O M M I T T E E : C U S TO M S A N D B U S I N E S S


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 capac-ity 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.

AmbitionOur 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.

ObjectivesBy 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

4C scope, internationalising the 4C activities, the ap-plication of 4C in various sectors and the develop-ment of plug-and-play tools.

Successful initiativesA number of 4C research and demonstration pro-jects 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.

Fore more information: www.dinalog.nl

• Inspirator: Jan Fransoo, Topteam/Strategisch

Platform Logistiek (Technische Universiteit

Eindhoven)

• Programmamanagement: Dinalog [email protected]

“Chain management for cost savings and

environmental benefit”


CROSS CHAIN CONTROL CENTERS

• Representative: Jan Fransoo, Top Team/Strategic Platform Logistics (Eindhoven University of Technology)

• Programme Management: Dinalog [email protected]

2524 Excel in logistics Top sector logistics

27

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 produc-tion machines is part of Service Logistics. There is a strong link here with the Top Sector High Tech.

Just in caseService 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 char-acterised 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 logis-tics control and ICT solutions.

More service businessThe innovative concepts that Top Sector Logistics en-visage 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 materi-als. All of this together must make the Netherlands more attractive to foreign parties as a country in which to invest. The Netherlands leadsThe 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 interna-tional 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 universi-ties in the Netherlands the opportunity to exchange knowledge and expertise and to participate in research projects.

Circular economyEfficient Service Logistics contributes to sustainabil-ity. 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 structur-ing 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 addi-tion, by the same year a fifteen percent reduction must have been achieved in the total cost of owner-ship of products.

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



• Inspirator: Jan Fransoo, Topteam/Strategisch Platform

Logistiek (Technische Universiteit Eindhoven)

• Programmamanagement: Dinalog [email protected]

• Chairman Service Logistics Forum: Ben Gräve (Service

Logistics Forum)


Representative: Jan Fransoo, Top Team/Strategic Platform Logistics (Eindhoven University of Technology)

Programme Management: Dinalog [email protected]

31

SUPPLY CHAIN FINANCE

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


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

First meetingOn 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 activitiesThe 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 indicatorsWithin 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 pro-grammes, 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



WORKING GROUP MODELS AND INSTRUMENTS

• Leader: Michael Henke (Fraunhofer)

WORKING GROUP APPLICATION

• Leader: Hervé Hillion (Say Partners)

WORKING GROUP SCF ACADEMY

• Leader: Shaoxuan Liu (Shanghai Jiao Tong University)

PRIVATE SECTOR• Alwin Locker (Soltar AG)• Tobias Schaad (Zanders)

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

PRIVATE SECTOR• Enrico Camerinelli (Aite Group)• Charles Findlay (Friendly Technologies Limited)

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

PRIVATE SECTOR• Thomas Gaal (Nokia Siemens Networks)• Tobias Schaad (Zanders)

STEERING COMMITTEE

• Inspirator: Lorike Hagdorn, Topteam/Strategisch Platform Logistiek (TNO )• Chairman: Michiel Steeman (Windesheim University of

Applied Sciences)

• Project Developer TKI: Dinalog [email protected]

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

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

WORKING GROUP FRAMEWORK AND METHODOLOGY

• Leader: Erik Hofmann (University of St. Gallen)

PRIVATE SECTOR• Tobias Schaad (Zanders)

KNOWLEDGE INSTITUTES• Judith Martin (University of St. Gallen)

33

• Representative: Lorike Hagdorn, Top Team/Strategic Platform Logistics (TNO)

• Chairman: Michiel Steeman (Windesheim University of Applied Sciences)

• Project Developer TKI: Dinalog [email protected]

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

PRIVATE SECTOR• Tobias Schaad (Zanders)

PRIVATE SECTOR• Alwin Locker (Soltar AG)• Tobias Schaad (Zanders)

PRIVATE SECTOR• Enrico Camerinelli (Aite Group)• Charles Findlay (Friendly Technologies Limited)

PRIVATE SECTOR• Thomas Gaal (Nokia Siemens Networks)• Tobias Schaad (Zanders)

• Leader: Erik Hofmann (University of St. Gallen)

• Leader: Michael Henke (Fraunhofer)

• Leader: Hervé Hillion (Say Partners)

• Leader: Shaoxuan Liu (Shanghai Jiao Tong University)

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

KNOWLEDGE INSTITUTES• Judith Martin (University of St. Gallen)

KNOWLEDGE INSTITUTES• Robert Alard (Fachhochschule Nordwestschweiz)• Luca Gelsomino (Politecnico di Milano)• Paul Schoensleben (ETH Zurich)• Matthias Wandfl uh (ETH Zurich)

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

WORKING GROUP FRAMEWORK AND METHODOLOGY

WORKING GROUP MODELS AND INSTRUMENTS

WORKING GROUP APPLICATION

WORKING GROUP SCF ACADEMY

35

CORE NETWORK

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


We distinguish two layers in the core network: a network that is important for international acces-sibility and a network that is important for national accessibility. The predecessor to Top Sector Logis-tics 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 impor-tance 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.

Developing two corridorsTwo 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 net-work 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 useThe 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, inclu-ding 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 net-work 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/

Strategisch Platform Logistiek (Ministerie van

Infrastructuur en Milieu)

• Projectleider MIRT corridors: Zuhal Gul (Ministerie van

Infrastructuur en Milieu)

• Opdrachtgever MIRT corridors: Brigit Gijsbers

(Ministerie van Infrastructuur en Milieu)

“Better connections Rotterdam - Germany”


Excel in logistics

• Representative: Lidewijde Ongering, Top Team/Strategic Platform Logistics (Ministry of Infrastructure and the Environment)

• Project Manager MIRT corridors: Zubal Gul (Ministry of Infrastructure and the Environment)

• Client MIRT corridors: Birgit Gijsbers (Ministry of Infrastructure and the Environment)

37

INTERNATIONAL LOGISTICS

PROMOTION

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


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 Promo-tion 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.

AmbitionsThe 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

activities and as an attractive innovation and busi-ness climate for shipping and logistics companies.

ObjectivesTop 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 attentionConnection, 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 Per-formance 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.

“The Netherlands uses its charms”



STEERING COMMITTEE

• Inspirator: Arthur van Dijk, Topteam/Strategisch Platform Logistiek (Logistieke Alliantie)

• Secretariat: Edgar Kasteel (Netherlands Foreign Investment) Agency [email protected]

• Secretariat: Sjors Rozemeijer (Ministerie van Economische Zaken) [email protected]

PRIVATE SECTOR• Remco Buurman (Nederland Distributieland)• Enno Osinga (Schiphol Group) • Ronald Paul (Havenbedrijf Rotterdam)

PUBLIC SECTOR• Bart van Bolhuis (Ministerie van Infrastructuur en Milieu) • Henny Jacobs (Netherlands Foreign Investment Agency)• Jan Pelle (Regionale Ontwikkelingsmaatschappijen)• Bas Pulles (RVO)

KNOWLEDGE INSTITUTES• Willem Heeren (Dinalog)

STUURGROEP: OVERLEG DOUANE PRIVATE SECTOR

PRIVATE SECTOR• Mathijs Benink (Nederland Distributieland)

PUBLIC SECTOR• Edgar Kasteel (Netherlands Foreign Investment Agency) • Erik Bouwmeester (Ministerie van Infrastructuur en Milieu) • Robert van der Hum (Ministerie van Buitenlandse Zaken)• Sjors Rozemeijer (Ministerie van Economische Zaken)

KNOWLEDGE INSTITUTES• Liesbeth Staps (Dinalog)

39

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

• Secretariat: Edgar Kasteel (Netherlands Foreign Investment) Agency [email protected]• Secretariat: Sjors Rozemeijer (Ministry of Economic Affairs)

[email protected]

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

PRIVATE SECTOR• Mathijs Benink (Holland International Distribution Council)

PUBLIC SECTOR• Bart van Bolhuis (Ministry of Infrastructure and the Environment )• Henny Jacobs (Netherlands Foreign Investment Agency)• Jan Pelle (Regional Development Agencies)• Bas Pulles (RVO)

KNOWLEDGE INSTITUTES• Willem Heeren (Dinalog)

PUBLIC SECTOR• Edgar Kasteel (Netherlands Foreign Investment Agency)• Erik Bouwmeester (Ministry of Infrastructure and the Environment)• Robert van der Hum (Ministry of Foreign Affairs)• Sjors Rozemeijer (Ministry of Economic Affairs)

KNOWLEDGE INSTITUTES• Liesbeth Staps (Dinalog)

S T E E R I N G C O M M I T T E E : C U S TO M S A N D B U S I N E S S

41

SIMPLIFYING LEGISLATION AND

REGULATIONS

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


For instance, the legislation regarding the estab-lishment of companies, the handling of logistics processes and the decision-making concerning the physical infrastructure. In addition, more coordina-tion 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 Infrastruc-ture and the Environment. Interested parties in the logistics sector identified a number of problem areas that confront them.

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 super-visors for the building, the working conditions, the administrative processes, the load and the mode of transport. Here as well, it would be better if supervi-sion 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 exam-ple is the Customs Act, which is truly outdated. It is true that Customs accepts exceptions, but these require numerous exemptions or permits.

Harmonise legislationActal recommends arriving at a single legal struc-ture with the logistics network at the centre. In any case, the legislative framework for road transport, inland shipping and rail transport must be har-monised. There must also be one digital transport document for all modes of transport. In addition, legal obstructions, which currently hinder interna-tional collaboration between supervising authori-ties, 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.

“Removing obstructions to growth and innovation”


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

• Chairman: Marco Wieshahn-Vrijman (EVO)

• Chairman: Birgit Gijsbers (Ministry of Infrastructure

and the Environment)

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

PRIVATE SECTOR• Frank van den Eijnden (TLN)• Dominique Willems (Fenex)

PUBLIC SECTOR• Corry Brooijmans

(Netherlands Food and Consumer Product Safety Authority)

• Arjen Doosje (Ministry of Infrastructure and the Environment)• Frank Heijman (Tax and

Customs Administration• Jeroen Heijs (Ministry of

Economic Affairs)

PUBLIC SECTOR• Cor van Blijswijk (Ministry

of Infrastructure and the Environment

• Joost Dieleman (Ministry of Economic Affairs)

• Erik van Ede (Netherlands Food and Consumer Product Safety Authority)

• Edwin Kleingeld (Ministry of Infrastructure and the Environment)

• Louise Went (Ministry of Economic Affairs)

W O R K I N G G R O U P


Counter functionFrom 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 researchBetween 2015 and 2020, Top Sector wants to have resolved fifty bottlenecks in the area of legisla-tion 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 legisla-tion and regulations.

43

STEERING COMMITTEE

• Inspirator: Arthur van Dijk, Topteam/Strategisch Plat-form Logistiek (Logistieke Alliantie)

• Chairman: Birgit Gijsbers (Ministerie van Infrastruc-tuur en Milieu)

WERKGROEP

• Chairman: Marco Wieshahn-Vrijman (EVO)

PRIVATE SECTOR• Machiel van der Kuijl

(EVO)• Jan Mahulete (Kühne &

Nagel)• Marcel Punselie (Fenex,

Sanders Fritom)

PUBLIC SECTOR• Corry Brooijmans

(Nederlandse Voedsel- en Warenautoriteit)

• Arjen Doosje (Ministerie van Infrastructuur en Milieu, Inspectie Leef-omgeving en Transport)

• Frank Heijmann (Douane)• Jeroen Heijs (Ministerie

van Economische Zaken)

PRIVATE SECTOR• Frank van den Eijnden

(TLN) • Dominique Willems

(Fenex)

PUBLIC SECTOR• Cor van Blijswijk (Ministe-

rie van Infrastructuur en Milieu)

• Joost Dieleman (Ministerie van Economische Zaken)

• Erik van Ede (Nederlandse Voedsel- en Warenautori-teit)

• Edwin Kleingeld (Ministe-rie van Infrastructuur en Milieu)

• Louise Went (Ministerie van Economische Zaken)

45

HUMAN CAPITALAGENDACAPITALCAPITALCAPITALCAPITALCAPITALCAPITALCAPITALCAPITALAGENDAAGENDAAGENDAAGENDAAGENDAAGENDAAGENDA


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, educa-tion 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 CentreThe sector requires high-quality employees. Profes-sionals that after their education enter the logistics sector must have thorough and up-to-date knowl-edge of the innovation themes. Here, the Knowledge Distribution Centres (KDC) play a key role. A KDC is a regional collaborative agreement for knowl-edge (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 expertiseEvery KDC individually focuses on one of the innovation themes. The added value of the ‘lector-ates’ 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 logis-tics, 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 coun-ter. This creates a strong knowledge infrastructure in which we stack logistics knowledge and make it accessible to everyone.

Captivate, bind, retainLogistics employers must captivate, bind and retain their employees even more so than in the past. Cer-tainly if we want to keep people from the new gen-erations, 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/


The Human Capital Agenda (HCA) is controlled by the Human Capital Table, which consists of repre-sentatives 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.

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

• Secretariat: Jorg van Velzen (National Platform Science & Technology) [email protected]

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))

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)

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)

PRIVATE SECTOR• Jeroen Meulendijks (VTL)

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• Caroline Blom (TLN)• Minke Jansma (Federation Dutch Labour Movement)• Johan Kerver (EVO)• Christiaan van Luik (TLN)• Jorg van Velzen (National Platform Science & Technology)

• Chairman: Ton Peters (ABU)

• Chairman: Leo Kemps (DB Schenker)

• Chairman: Niek van den Akker, Chamber of Commerce (Syntens)

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)

KNOWLEDGE INSTITUTES• Steven D’Hondt (TNO)

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

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)

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

PRIVATE SECTOR• Jorg van Velzen (National Platform Science & Technology)

• Chairman: Remco Overwater (Dinalog)

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

P RO J E CT G RO U P Q U A L I TAT I V E I N D U S T RY K N OW L E D G E

P RO J E CT G RO U P P I L I N G U P K N OW L E D G E

CENTRE OF EXPERTISE KDC

C E N T R E F O R I N N OVAT I V E C RA F T S M A N S H I P

P RO J E CT G RO U P E XC E L L E N T E D U CAT I O N

P RO J E CT G RO U P M O R E H I G H LY Q U A L I F I E D E M P LOY E E S

P RO J E CT G RO U P S O C I A L I N N OVAT I O N

49

KNOWLEDGE AND INNOVATION TOP CONSORTIUM

FOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICSFOR LOGISTICS

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


Since 2013, Dinalog, NWO and TNO have worked together as the Knowledge and Innovation Top Consortium (TKI) to boost innovation in the Logis-tics 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 ar-ranges the marketing and transfer of the knowledge, experience and results gained.

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

TKI Logistics focuses its substantive activities on five road maps defined by Top Team Logistics:

1 Synchromodal transport2 Cross Chain Control Centers3 Service Logistics4 Supply Chain Finance5 Trade Compliance and Border Management

In 2013, TKI Logistics established the first six pro-jects 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

“Booster of innovation”


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

Ruud Vat VAT Logistics

Secretariat

Machteld Leijnse Connekt

Janine van Oost Ministry of Infrastructure and the Environment

Sjors Rozemeijer Ministry of Economic Affairs

Disclaimer

No 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 con-tents.

August 2014


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