Concessions to PPC?

Public private cooperation (further PPC) is frequently presented as the solution for budgetary shortages for governments at national and regional level. A PPC invests in infrastructure whereby efficient cooperation enables advantages for both public and private parties is claimed. It proves to be difficult to really interest private businesses for investments in infrastructure. Therefore, the central question, which we answer in this paper, is: 'From a theoretical perspective, is PPC an option for investments in infrastructure?' In this paper, a literature review is presented on the subject of public private cooperation for the development of infrastructure projects. The main findings are that firstly, there is a large diversity in projects that might qualify for PPC. More specific, each infrastructure project is unique, making it even more difficult to implement cooperation. Secondly, the role of the national and regional governments in financing infrastructure is changing. This changing role means that the governments withdraw themselves on core functions and that they strive for private party risk-bearing in infrastructure investments. Thirdly, the theoretical definition of PPC and the more practical definition differ. In Europe, most PPCs are worked out as a concession (and therefore not a real PPC). Fourthly, from a cost point of view it is possible that the government is more efficient in cost terms and the private party is more efficient in terms of turnover. Fifthly, there are several reasons for the government to interfere in economic living. Reasons concerning infrastructure might be the public goods characterise and the external impacts. Sixthly, the public characteristics of infrastructure are decreasing. Seventhly, in general it is unattractively for private parties to invest in infrastructure. In order to make it more attractive, profits can be offered to the private parties. However, this will increase the total costs of the project. Eighthly, process management shows that it is no simple task to turn a PPC into a success. When the participating parties are persuaded of the advantages that the cooperation between public and private parties can offer, have chosen consciously for the PPC, and are prepared to invest in cooperation for the long-term, then PPC can offer means to pursue the defined objectives. If true cooperation is aimed for, costs, risks, and profits must be shared instead of divided. The joint venture can provide insights into the process of sharing. Ninthly, the construction businesses are production ventures, whereas banking services and the government operate in the service industry. Finally, the market of the most important private parties that are involved in PPC is an oligopoly. This suggests quite some market power for the private businesses involved.

Intermodal freight terminals : marketing channels and transport networks

The goal of this paper is to combine the current theory about marketing channels withcombined transport and logistics in order to develop a customer-based and broadly applicable approach to the study of combined freight transport inEurope. Furthermore, this paper seeks to provide an analytical framework as a starting point for the analysis of the performance -in terms of quality-of intermodal freight terminals. Much of the current research on transport is based on a comparison of features of distinct transport modes and their(dis)advantages. However, this approach presents a problem, because it fails to take into account the different combined transport solutions that areoffered by carriers and terminals. This problem leads to the central research question of this paper:Which opportunities do intermodal freight terminals ofJeer for an ejficient functioning ofcombined transport marketing channels?We start the analysis with a description of the theory of marketing channels. This theorystates that different types of flows employ in marketing channels (e.g. payment, ordering,promotion, etc.). All these marketing channel flows are, in principle, customer driven. Next,we look at the central position taken by intermodal freight terminals in combined transportmarketing channels. Finally, our analysis is combined in a new approach towards combinedtransport and logistics, named cogistics. Cogistics is the management of marketing channelflows from the point of origin (production) to the point of final consumption, in accordanc

A Review Of An Optimal Public Transport Service Network In The Randstad Area: Is The Randstad Area In Control?

The general belief in the Netherlands is that the public transport in the western urbanized part of the Netherlands (the Randstad area) with the main cities of Amsterdam, Rotterdam, The Hague and Utrecht can perform (much) better. The central research question of the article is: How does the optimal public transport service network in the Randstad area look like and how can actors use their responsibilities to contribute? The answer to the first part of the research question is ‘we don not know yet’. There is no clear picture of current infrastructure networks in the Randstad area and of the desired or actual quality levels of public transport in the area. The most important issues that are under control of the respective actors and can be improved in the short term are: coherence in spatial planning and investments in public transport infrastructure, public transport service coherence in the Randstad area, the quality of public transport services, and concessions. The most important issues that are not under control of the respective actors are: reliable relationships with private businesses in combined developments of public transport infrastructure and offices, and the national public rail transport services. The involved actors might focus on the respective issues they are able to (partly) control and see what their contribution could be for a PTSN for the Randstad area. For the longer term, an integrated picture of the current and 2050 public transport infrastructure network for the Randstad area, an integrated picture of the current and 2050 public transport services for the Randstad area and clarity about the degree of control of the different involved public actors and the role of the public transport authorities is needed. Overall, change the focus from problems to control issues and then start working on solutions for the short and longer term.Institute of Transport and Logistics Studies. Faculty of Economics and Business. The University of Sydne

Intermodal Inland Waterway Transport: Modelling Conditions Influencing Its Cost Competitiveness

AbstractIn this paper a model is developed to analyse and compare the transport costs of intermodal inland waterway transport and road-only-transport. The influence of the economies of scale in inland waterway transport and terminal operations are taken into account in the analysis. In the model the transport costs are defined and related to different transport operations and conditions (e.g. share of empty kilometres, capacity usage of terminals, etc.) in order to analyse the sensitivity of the cost performance of intermodal inland waterway transport. By doing this it is possible to analyse to what extent intermodal freight transport is competitive with road-only transport in terms of transport costs and specific operations and conditions (both in shipping and terminal). The conclusions prove that roundtrips, drop & pick operations in pre- and end-haulage and smaller containers (20ft instead of 40ft) considerably improve the competitiveness of intermodal inland waterway transport, while the relative high cost operations in small terminals reduce the competitiveness of intermodal inland waterway transport

Intermodal freight terminals : terminal business planning

The main purpose of this paper is to provide a framework for existing- and newly proposedinter-modal freight terminals in their business planning process. This framework is importantfor constructing- and improving the central terminal service portfolio of handling (loading,discharging, and transhipping) and storage of containerised cargo. Supportive activities (e.g. administration, customs) are taken into account as well.In particular, its aim is to investigate whether business planning offers a good approach for terminal operators in order to construct and improve their terminal service portfolio. The specific problem addressed here is as follows: To what extent is Business Planning useful for terminal operators inorder to be able to construct and improve their intermodal freight terminal service portfolio?Questions that will be answered in this paper are: who is the principle agent in the combinedtransport channel? How can the terminal operator improve its market power in the combinedtransport chain? Should the terminal operator seek a take-over with a European logisticsservice provider? Should the terminal operator look for a merger with a physical transportcompany? Should the terminal operator look for acquisitions of other freight terminals? Theterminal operator should look for a take-over by a global player? The conclusion of this paper is that business planning offers an excellent opportunity to terminal operators to betterconstruct and operate their terminal service portfolio. The main conclusions are that

Intermodal Freight Terminals, Marketing Channels and Transport Networks

745-763An attempt has been made to combine the current theory about marketing channels with combined transport and logistics in order to develop a customer-based and broadly applicable approach to the study of combined freight transport in Europe. Furthermore, an analytical framework is provided as a starting. point for the analysis of the performance -in terms of quality- of intermodal freight terminals. Much of the current research on transport is based on a comparison of features of distinct transport modes and their (dis)advantages. However, this approach presents a problem, because it fails to take into account the different combined transport solutions that are offered by carriers and terminals. This problem leads to the central research question of this paper: Which opportunities do intermodal freight terminals offer for an efficient functioning of combined transport marketing channels? Towards this end, a description of the theory of marketing channels is given. This theory states that different types of flows are employed in marketing channels (e.g. payment, ordering, promotion, etc.). All these marketing channel flows are, in principle, customer driven. Next, the central position taken by intermodal freight terminals in combined transport marketing channels is examined. Finally, the analysis is combined in a new approach towards combined transport and logistics, named cogistics. Cogistics is the management of marketing channel flows from the point of origin (production) to the point of final consumption, in accordance with customer requirements and focused on using combined transport to the maximum extent possible. Opportunities that terminals offer for an efficient functioning of marketing channels are: (1) focusing on solutions that are customer driven; (2) facilitating extensive communication between marketing channel members; (3) co-ordinating an efficient marketing channel organisation; (4) choosing the right marketing channel partners; (5) introduction of marketing channel commitment, trust, and co-ordination; and (6) equal sharing of benefits

Container terminals in Europe: their position in marketing channel flows

This paper aims to address the linkage between logistics (in particular, the management of marketing channel flows) and transport markets, while also the interaction between these two markets and intermodal container terminals is analysed. The marketing channel theory is used to describe all relevant actors and flows that run through marketing channels, starting with customer needs and ending with customer satisfaction. Porter's theory of competitive advantages is used to review competitive forces in both markets. Finally, a competitor analysis is performed for the logistics and transport market. These theories are applied so as to be able to determine the competitive position of intermodal container terminals with a view to the management of marketing channel flows and the physical transport of freight flows. Hence, the central question of this paper is: Which markets are served by intermodal container terminals and with whom are they competing? At present, neither the maritime container terminals nor the continental container terminals appear to have a significant influence in the logistics service market; they concentrate mainly on the physical movement of containers (transshipment). Furthermore, maritime container terminals and continental container terminals are not dominant players in the transport service market. Our conclusion is that continental terminals are predominantly competing with unimodal road transport, with neighbouring continental terminals and with barge transport companies