1.
1
City
Logistics
Working
on
livable
cities
through
sustainable
city
logistics
Walther
Ploos
van
Amstel
Professor
of
City
Logistics
at
the
Amsterdam
University
of
Applied
Sciences
(HvA)
Faculty
of
Technology
Urban
Technology
research
program
September
2015

2.
2
Content
1.
Urban
mobility
2.
Measures
for
city
logistics
3.
International
research
4.
Supply
chain
perspective
5.
City
logistics
as
we
head
towards
2050
6.
An
integrated
approach
7.
Applied
research
8.
The
future
of
sustainable
city
logistics
Copyright
Walther
Ploos
van
Amstel
Amsterdam,
2015
This
relatively
new
discipline
has
several
different
names
in
English,
including
urban
freight
transport
(UTF),
urban
distribution,
city
distribution,
urban
logistics,
and
city
logistics.
I
prefer
the
term
"city
logistics”
and
use
that
in
this
lecture
and
otherwise
in
my
work.

3.
3
Clean
and
sustainable
cities
are
appealing
places
to
live,
to
work,
to
enjoy
life,
and
–
not
least
–
to
invest
in.
I
live
right
in
the
very
center
of
Amsterdam
and
look
out
over
the
bustling
square
in
front
of
Central
Station.
Every
day,
around
the
clock,
trucks
and
delivery
vans
drive
past
my
door
to
deliver
shoes
and
put
fresh
fish
on
the
table;
they
deliver
packages
from
web
stores,
they
arrive
with
construction
materials,
and
they
pick
up
lots
and
lots
of
garbage.
It’s
a
wonderful
sight
if
you
enjoy
transport
as
much
as
I
do.
My
neighbors
aren’t
quite
as
excited
about
transport,
however.
They
complain
about
the
poor
air
quality,
the
lack
of
safety,
and
the
inaccessibility
of
the
neighborhood.
Irritation
is
also
growing
among
the
local
business
owners
themselves.
Their
customers
are
complaining...
It’s
really
not
much
fun
trying
to
enjoy
a
cold
beer
at
an
outdoor
café
with
all
those
trucks
and
touring
cars
chugging
by.
Good
city
logistics
is
important
for
the
economic
vitality
and
the
appeal
of
cities.
It
ensures
that
restaurants
can
serve
their
guests,
that
stores
can
offer
the
very
latest
product
range
and
that
buildings
can
be
renovated
without
delays.
Urbanization
puts
new
demands
on
urban
mobility.
As
customer
demands
evolve,
city
logistics
is
becoming
more
and
more
finely
meshed
and
more
often
just-­in-­time.
If
no
adjustments
are
made
to
current
policy,
city
logistics
will
continue
to
grow.
City
logistics
needs
to
become
smarter,
cleaner,
quieter,
and
safer,
with
faster
flows.
The
City
Logistics
research
program
will
be
conducting
applied
research
on
ways
to
improve
city
logistics.
In
my
inaugural
lecture
I
will
start
by
giving
an
impression
of
the
challenges
in
relation
to
city
logistics
in
Amsterdam
and
other
cities.
I
will
then
give
an
overview
of
the
themes
for
future
research.
In
developing
a
base
of
practical
knowledge,
we
will
be
making
use
of
an
integrated
approach
on
the
basis
of
a
city
logistics
concept
and
the
Business
Model
Canvas.
Finally,
I
will
conclude
by
presenting
the
themes
of
this
new
research
program.
Walther
Ploos
Amstel
Amsterdam,
September
2015

4.
4
1.
Urban
mobility
All
around
the
globe,
urban
populations
are
growing.
In
the
Netherlands,
too,
the
process
of
urbanization
is
taking
place
in
many
large,
medium-­‐size,
and
small
cities
and
in
their
immediate
vicinity.
The
most
highly
urbanized
region
of
the
Netherlands
is
commonly
referred
to
there
as
the
Randstad.
Encircling
the
country’s
rural
“Green
Heart”,
the
Randstad
includes
the
country’s
four
largest
cities:
Amsterdam,
Rotterdam,
Utrecht,
and
The
Hague
(PBL,
2015).
In
an
interview
in
the
Dutch
daily
newspaper
Trouw,
Amsterdam
urban
planner
and
social
geographer
Zef
Hemel
predicted
that
Amsterdam’s
population
will
reach
two
million
inhabitants
by
2040
(Hemel,
2015).
As
a
consequence
of
such
growth,
more
and
more
people
will
need
to
share
the
same
space
in
the
city
(Groen
Links
Amsterdam,
2011).
Policy-­‐makers
around
the
world
are
facing
the
challenge
of
keeping
their
growing
cities
livable.
Freight
traffic
plays
an
important
role
in
that
connection,
in
both
a
positive
and
a
negative
sense.
ALICE/ERTRAC
(2015)
estimates
that
between
10
and
15%
of
all
vehicle
mileage
driven
in
cities
involves
freight
traffic.
Research
in
the
US
has
shown
a
disproportionately
strong
increase
in
the
share
of
truck
mileage
driven
within
cities
in
the
past
50
years,
particularly
by
smaller
trucks:
from
40%
in
1966
to
60%
in
2013.
The
increase
has
been
particularly
steep
in
the
past
few
years
as
consumers
purchase
more
and
more
online
(Brookings,
2015)
Urbanization
is
placing
new
demands
on
urban
mobility:
between
10
and
15%
of
all
vehicle
mileage
driven
in
cities
involves
freight
traffic.
Mobility
in
Amsterdam
In
the
Uitvoeringsagenda
Mobiliteit
voor
Amsterdam
(“Implementation
Agenda
for
Mobility
in
Amsterdam”)
from
April
2015,
city
alderman
Pieter
Litjens
(Gemeente
Amsterdam,
2015b)
wrote
(in
Dutch):
Throughout
the
centuries,
Amsterdam
has
held
a
special
attraction
for
many
people.
The
city’s
appeal
has
brought
us
many
new
Amsterdammers,
unprecedented
dynamism,
and
economic
and
cultural
prosperity.
Its
success
is
astonishing:
each
year
more
and
more
people
come
to
live,
work,
and
study
in
Amsterdam.
And
especially
since
the
recent
reopening
of
the
city’s
greatest
museums,
more
and
more
tourists
are
finding
their
way
to
our
nation’s
capital.
With
each
new
day,
Amsterdam
is
only
getting
busier
and
busier
–
but
that
also
has
a
downside.
Cars,
bicyclists,
and
pedestrians
increasingly
find
themselves
in
each
other’s
way,
and
the
scarce
public
spaces
in
or
near
the
city
center
are
nearly
always
full
of
people.
Both
the
accessibility
and
the
public
spaces
of
Amsterdam
are
under
increasing
pressure.
To
keep
the
city
safe
and
easy
to
reach,
and
to
keep
public
spaces
accessible
and
appealing,
we
are
going
to
need
to
make
some
choices.
It
is
no
longer
workable
to
have
cars
and
bikes
and
pedestrians
and
public
transport
going
everywhere
at
the
same
time.
We
need
to
accommodate
the

5.
5
increasing
mobility
in
a
heavily
urbanized
area
such
as
Amsterdam
primarily
by
giving
more
room
to
pedestrians,
bicyclists,
and
public
transportation.
This
Uitvoeringsagenda
lists
a
number
of
measures
aimed
at
creating
more
room
for
loading
and
unloading
and
for
optimizing
regulations
and
enforcing
those.
It
mentions
a
Supply
Committee
(an
initiative
of
the
trade
organizations
MKB
Amsterdam,
VNO-­‐NCW,
EVO,
and
TLN)
that
will
make
proposals
for
improving
accessibility
and
ensuring
a
better
flow
in
the
transport
of
goods.
Topics
that
the
City
of
Amsterdam
would
like
to
gain
more
insight
into
include:
slow
traffic
flows
(pedestrians
and
bicyclists),
urban
distribution
and
logistics,
electric
mobility,
automated
transport,
and
mobility
behavior.
The
City
of
Amsterdam
is
studying
these
themes
in
collaboration
with
the
following
knowledge
institutions:
the
Amsterdam
Institute
for
Advanced
Metropolitan
Solutions,
the
University
of
Amsterdam
(UvA),
Vrije
Universiteit
Amsterdam
(VU),
and
the
Amsterdam
University
of
Applied
Sciences
(HvA).
In
its
Agenda
Duurzaamheid
(“Sustainability
Agenda”),
the
City
of
Amsterdam
states
its
intention
to
improve
the
city’s
air
quality
by
stimulating
the
use
of
zero-­‐emission
vehicles
and
introducing
low-­‐emission
zones
(Gemeente
Amsterdam,
2015a).
A
more
regional
focus
in
the
distribution
of
products
or
an
expansion
of
the
separate
collection
of
waste
streams
will
mean
more
mileage
for
trucks.
But
that
would
come
at
the
expense
of
greater
accessibility
and
better
air
quality,
and
it
will
call
for
new
forms
of
urban
distribution
and
the
consolidation
of
waste
collection
trips
in
the
city.
Agreements
will
be
made
with
trade
organizations
about
ways
to
achieve
zero-­‐emission
mobility.
The
subsidies
that
are
intended
to
stimulate
zero-­‐emission
mobility
will
be
continued
to
make
it
possible
to
meet
the
air-­‐quality
standards.
The
Stad
in
Balans
(“City
in
Balance”)
memorandum
(Gemeente
Amsterdam,
2015c)
has
also
made
the
case
for
paying
closer
attention
to
city
logistics.
It
calls
for
smart,
small-­‐scale,
and
zero-­‐emission
urban
distribution,
including
a
greater
use
of
waterways.

6.
6
Freight
traffic
is
only
one
of
the
transport
flows
in
the
city,
of
course.
It
shares
the
infrastructure
with
pedestrians,
bicyclists
and
other
two-­‐wheeled
vehicles,
private
cars,
taxis,
and
public
transportation,
and
it
shares
the
water
with
canal
excursion
boats
and
pleasure
craft.
Recent
traffic
surveys
held
on
Amsterdam’s
Ferdinand
Bolstraat
(Hogeschool
van
Amsterdam,
2015a)
show
that
some
80%
of
the
freight
traffic
consists
of
delivery
vans
(the
remaining
20%
concerns
larger
trucks
and
garbage
trucks).
The
main
categories
are
(in
order
of
importance)
construction
and
installation,
hospitality
and
food
service,
and
waste.
There
are
also
many
parcel
and
store
deliveries.
In
addition
there
are
the
combined
flows
of
people
and
material
such
as
service
technicians,
builders,
and
installers
(Hogeschool
van
Amsterdam,
2015a).
In
Amsterdam’s
bustling
Haarlemmerstraat
neighborhood,
freight
traffic
account
for
as
much
as
40%
of
rush-­‐hour
traffic,
both
in
the
mornings
and
in
the
evenings
(Hogeschool
van
Amsterdam,
2015f).
Most
of
the
deliveries
in
the
city
are
still
made
using
carriers
on
own
account
or
dedicated
outsourcing.
City
logistics,
whereby
a
logistics
service
provider
consolidates
freight
flows
from
multiple
shippers,
is
limited.
The
carriers
on
own
account
enters
the
city
from
relatively
short
distances:
about
25
miles
on
average.
In
contrast,
professional
freight
transport
takes
place
over
longer
distances:
an
average
of
56
miles
according
to
the
transport
statistics
of
CBS.
Studies
on
public
procurement
confirm
these
figures
(Hogeschool
van
Amsterdam,
2014,
2015c;
Balm
et
al.,
2015).
Amsterdam
and
innovations
in
mobility
Since
July
2014,
the
City
of
Amsterdam
has
had
a
chief
technology
officer
(CTO).
As
an
advisor
and
facilitator,
the
CTO
has
a
flywheel
effect,
helping
the
city
to
comprehend
complex
urban
issues,
to
choose
a
focus,
to
connect
different
parties,
and
to
formulate
an
approach
and
strategies
in
the
area
of
smart
mobility,
among
others.
Cities
are
under
increasing
pressure.
People
are
migrating
to
the
cities,
where
they
are
eager
to
live,
work,
and
enjoy
themselves.
This
growth
means
added
pressure
on
the
traffic
and
transport
both
within
and
to
and
from
the
city.
Amsterdam
will
continue
to
grow
in
the
coming
years,
and
so
will
the
traffic
and
transport
there.
As
CTO
Ger
Baron
puts
it:
“The
big
challenge
is:
how
do
we
keep
Amsterdam
accessible,
ensure
good
air
quality,
and
keep
the
public
spaces
attractive,
so
that
the
quality
of
life
in
the
city
and
the
draw
of
the
city
will
improve?”
(translated
from
the
Dutch;
source:
Gemeente
Amsterdam,
2015d).
As
the
most
important
trends,
the
CTO
sees:
the
Internet
of
Things,
the
rise
of
connected
vehicles
and
smart
infrastructure,
capacity
sharing,
using
real
time
(open)
data
for
precision-­‐guided
logistics
alternative
fuels.
The
CTO
matches
urban
mobility
issues
with
the
knowledge
already
present
in
the
city
in
projects
such
as
the
urban
mobility
lab
(AMS
Institute),
ALLEGRO,
SELF
STAD
self-­‐driving
cars
and
bicycles.
The
Amsterdam
University
of
Applied
Sciences
(HvA)
is
involved
in
a
number
of
these
studies
as
a
knowledge
partner.

7.
7
European
perspective
The
future
of
city
logistics
is
being
carefully
considered
at
the
European
level
(ALICE/ERTRAC,
2015).
Europe
is
a
largely
urban
continent;
some
359
million
people
(72%
of
the
total
EU
population)
currently
live
in
urbanized
areas.
The
share
of
the
population
that
lives
in
cities
continues
to
grow
and
will
reach
as
much
as
80%
by
2020.
Cities
are
not
only
the
places
where
goods
are
delivered,
but
also
where
shipments
originate.
Outgoing
transport
represents
between
20
and
25%
of
the
transport
mileage
in
urban
areas,
incoming
freight
amounts
to
between
40
and
50%,
and
the
rest
both
originates
in
and
is
delivered
to
locations
within
the
city
itself
(ALICE/ERTRAC,
2015).
Waste
transport
also
forms
a
significant
share
of
city
logistics.
The
transport
of
freight
in
cities
leads
to
congestion,
poorer
air
quality,
problems
with
noise
and
a
lack
of
safety.
The
transport
of
freight
in
cities
with
trucks
and
delivery
vans
leads
to
congestion.
Other
problems
include:
poorer
air
quality,
noise
pollution,
and
a
lack
of
safety
(MDS
Transmodal,
2012;
Taniguchi
et
al.,
2015).
In
Europe,
city
logistics
is
responsible
for
25%
of
the
transport-­‐related
CO2
emissions
and
30
to
50%
of
the
remaining
transport-­‐related
air
pollution
(PM,
NOx,
etc.)
Within
the
OECD,
the
transport
sector
is
the
largest
consumer
of
energy
in
general
and
of
oil
in
particular
(OECD,
2015).
Even
though
the
number
of
freight
vehicles
is
limited,
they
are
relatively
more
often
involved
in
accidents
with
pedestrians
and
bicyclists.
As
city
logistics
is
responsible
for
a
significant
share
of
the
ambient
noise
in
cities,
it
also

8.
8
inconveniences
residents
during
the
night.
The
utilization
rate
of
city
logistics
vehicles
is
low.
According
to
Transport
for
London,
for
example,
delivery
vans
in
that
city
have
an
average
utilization
rate
of
about
38%.
These
negative
consequences
of
city
logistics
have
a
direct
impact
on
the
appeal
and
livability
of
cities
(ALICE/ERTRAC,
2015).
Smart
and
zero-­emission
city
logistics
should
contribute
to
more
livable
and
appealing
cities
with
cleaner
vehicles
that
better
match
the
size
of
the
city,
but
also
to
the
consolidation
of
freight
flows
and
the
use
of
waterways
for
transporting
goods
to
and
from
the
city.
A
more
finely
meshed
network
The
urgency
to
promote
smart
and
zero-­‐emission
city
logistics
is
growing.
City
logistics
is
becoming
more
finely
meshed
and
more
frequent
(Taniguchi
et
al.,
2015).
And
that,
in
turn,
is
putting
increasing
pressure
on
the
city:
there
are
more
shipments,
involving
more
vehicles.
A
more
finely
meshed
network
is
the
result
of
developments
such
as
the
following:
• The
growth
of
omnichannel
retailing,
with
home
delivery
and
pick-­‐up
points,
the
increase
in
sales
transacted
between
consumers
themselves,
and
the
sharing
economy
(Weltevreden
&
Rotem-­‐Mindali,
2009;
Visser
et
al.,
2014).
Consumers
who
also
want
shorter
delivery
times
and
more
delivery
options.
• The
growth
of
e-­‐commerce
in
B2B
markets
(Forrester,
2015).
• The
return
of
stores
from
the
outskirts
of
town
to
inside
the
city.
Among
others,
IKEA
and
Praxis
are
opening
stores
in
the
city
(NOS,
2015).
• The
faster
exchanges
of
collections
in
retail
stores,
especially
in
the
fashion
branch
(Barnes
&
Lea-­‐Greenwood,
2010).
• The
rise
of
nano
stores
such
as
Albert
Heijn
To
Go
(Blanco
&
Fransoo,
2013).
• The
growth
of
the
inner-­‐city
renovation
market
in
the
construction
sector
(RESIDE,
2015).
• The
linking
of
return
flows
from
the
city
with
the
circular
economy
(Soto
et
al.,
2015).
• The
servicification
of
products,
which
leads
to
more
service
provision.
(Eckerdal,
2012).
• The
growth
of
3D
printing,
which
leads
to
local
production,
which
in
turn
needs
raw
materials
in
small
amounts
(Janssen,
2014;
Taniguchi,
2015).
• The
growing
number
of
urban
seniors
who
need
home
care
(Hogeschool
van
Amsterdam,
2015b).

9.
9
2.
Measures
for
city
logistics
Local
and
national
authorities
play
an
active
role
in
regulating,
coordinating,
facilitating,
and
stimulating
city
logistics
(MDS
Transmodal,
2012;
Vlaamse
Ministerie
van
Mobiliteit
en
Openbare
Werken,
2013;
Quak
et
al.,
2014b).
Table
1
shows
the
measures
that
such
authorities
can
take.
Research
is
being
done
at
the
European
level
on
the
effectiveness
of
measures
for
the
various
different
stakeholders
(MDS
Transmodal,
2015).
Measures
Examples
Regulation
Delivery
windows
Vehicle
restrictions
Low-­‐emission
zones
Market
forces
Internalization
of
external
costs:
-­‐ pricing
-­‐ mobility
points
-­‐ time-­‐based
charges
(vignettes)
Subsidies
for
zero-­‐emission
vehicles,
bicycle
couriers,
and
transport
by
water
or
rail
Fiscal
policy
Spatial
planning
Redevelopment
of
(new)
areas
Creation
of
pick-­‐up
points
for
e-­‐commerce
shipments
Loading
and
unloading
facilities
Access
for
transport
by
water
and
rail
Facilitating
urban
consolidation
centers
Charging
infrastructure
for
electric
vehicles
Infrastructure
Loading
and
unloading
facilities
on
the
street
Loading
and
unloading
facilities
on
the
water
or
the
rails
Parking
locations
for
heavy
construction
traffic
Technology
Intelligent
transport
systems
Dynamic
traffic
management
Green
wave
traffic
signaling
for
heavy
traffic
Virtual
loading
and
unloading
bays
Open
data
and
local
traffic
control
data
Other
Granting
of
privileges
Enforcement
Consolidation
of
demand
via
urban
consolidation
centers
and
coordinated
(public)
procurement
Certification
of
carriers
Management
of
construction
logistics
using
the
accessibility,
livability,
safety,
and
communications
(ALSC)
framework
Subsidies
for
urban
consolidation
centers
Early-­‐morning
and
late-­‐night
deliveries
and
stimulating
silent
vehicles
Preferred
routes
for
heavy
freight
traffic
Incentives
for
research
programs,
expertise
development,
and
business
networks
Public-­‐private
partnerships
Table
1.
Government
measures
with
regard
to
city
logistics

10.
10
Stakeholders
The
following
are
all
stakeholders
in
sustainable
city
logistics
(Macharis
&
Bernardini,
2015):
• residents,
who
want
to
have
clean
air,
safety,
and
no
undue
noise
• visitors,
who
come
to
the
cities
for
recreation
and
do
not
want
to
find
streets
filled
with
freight
traffic
• companies,
which
depend
on
smooth
logistics
in
order
to
run
their
businesses
• shippers
and
transport
companies,
who
bring
goods
into
the
cities
day
after
day,
preferably
at
the
lowest
possible
cost
• the
government,
which
is
responsible
for
the
making
sure
the
carries
responsibility
for
the
draw
of
the
city
• real
estate
owners,
project
developers
and
investors,
who
want
to
receive
a
decent
return
on
their
investments
in
homes
and
commercial
properties
• politicians,
who
want
to
be
re-­‐elected
every
four
years.
City
logistics
in
a
historical
perspective
The
first
plans
for
urban
distribution
centers
in
the
Netherlands
were
developed
in
the
early
1990s.
The
consulting
firm
Coopers
&
Lybrand
(Coopers
&
Lybrand,
1991;
Van
Aken
et
al.,
1993)
did
research
on
urban
distribution
centers
in
Maastricht,
Amsterdam,
and
Alkmaar,
among
other
locations.
In
subsequent
years,
those
studies
were
followed
by
stacks
of
reports
on
other
municipalities,
including
Breda,
Oosterhout,
Utrecht,
and
Amersfoort,
on
the
Stadsbox
(“City
box”)
initiative
(Groothedde
&
Rustenburg,
2003),
on
a
cargo
tram,
beer
boats,
and
freight
transport
by
canal
in
Amsterdam,
on
the
work
of
Binnenstadservice
(a
city
logistics
service
center)
in
various
municipalities,
and
on
subsidies
for
electric
vehicles.
Quak’s
dissertation
(2008)
provides
an
overview
of
the
most
important
Dutch
initiatives
and
literature
in
this
regard.
He
concludes
(in
Dutch):
The
extent
to
which
initiatives
will
be
successful
in
practice
depends
on
the
relationship
between
the
initiators,
the
incentive
to
participate
in
initiatives,
and
the
dominant
actors.
If
the
initiator
is
not
the
most
dominant
actor,
an
initiative
can
only
be
implemented
successfully
in
practice
if
the
actor
who
is
supposed
to
change
his
behavior
actually
stands
to
benefit
from
it.
Another
option
is
to
legally
oblige
that
actor
to
adapt
his
behavior.
Among
local
authorities,
there
is
only
limited
knowledge
of
the
logistics
operations
of
transporters.
In
the
same
way,
transporters
know
little
about
the
issues
regarding
sustainability
in
cities.
Moreover,
the
near
lack
of
any
communication
between
transporters
and
local
authorities
means
that
these
public
and
private
actors
rarely
ever
get
any
real
insight
into
each
other’s
problems.
An
initiative
is
doomed
to
fail
if
its
initiator
is
unable
to
estimate
the
consequences
of
the
initiative
beyond
the
scope
that
he
defined
for
it.
Higher
levels
of
government
are
hardly
ever
involved
in
initiatives
for
a
sustainable
distribution
of
goods.
The
initiatives
described
in
the
academic
literature
have
not
always
been
successful
in
practice.
Cargohopper
Amsterdam

11.
11
In
its
first
nine
months,
the
four
electric
delivery
trucks
of
Cargohopper
Amsterdam
managed
to
deliver
more
than
a
million
kilograms
of
freight,
saving
the
company
7,000
liters
of
diesel
fuel.
“We
are
very
happy
with
this
result,”
says
Ron
Klein
Tiessink,
director
of
Cargohopper,
on
the
website
of
trade
journal
Truck
&
Transportmanagement.
Since
the
delivery
service
began
using
electric
trucks
in
March
2014,
the
company
has
made
nearly
34,000
deliveries.
In
the
process,
the
concept
has
more
than
proved
itself,
according
to
Klein
Tiessink.
The
electric
urban
distribution
has
prevented
the
emission
of
18,400
kilograms
of
CO2.
At
the
same
time,
the
emissions
of
particulate
matter
and
nitrogen
compounds
(NOx)
have
been
reduced.
Since
Cargohopper
consolidates
its
shipments
in
a
smart
way,
the
company
also
manages
to
reduce
the
average
distance
driven
for
each
individual
delivery.
That
means
that
the
actual
savings
in
terms
of
fuel
consumption
and
emissions
are
even
higher.
Klein
Tiessink
thinks
it’s
a
shame
that
there
are
still
only
seven
of
the
Cargohopper
trucks
he
developed
being
used
in
Amsterdam,
Enschede,
and
Utrecht.
He
is
pleased
with
all
the
attention
it
has
received,
but
he
would
prefer
to
see
the
market
speed
up
its
development.
“Zero-­‐emission
urban
distribution
is
only
going
to
work
when
it
stops
being
something
out
of
the
ordinary.
The
latest
generation
of
heavier
electric
vehicles
should
be
available
for
purchase
from
a
dealer.”
If
the
market
would
have
a
need
for
700
trucks,
it
would
already
be
possible
to
scale
up
to
series
production,
says
Klein
Tiessink.
That
is
an
absolute
prerequisite.
Only
then
can
the
price
come
down
far
enough
that
companies
would
be
able
to
buy
such
a
truck
without
a
subsidy.
The
Cargohopper
director
hopes
that
cities
both
in
the
Netherlands
and
internationally
will
begin
pursuing
a
common
policy.
“Only
then
will
there
be
sufficient
demand
for
the
right
heavier
electric
trucks,
which
would
make
it
interesting
for
the
industry
to
develop
those.
Source:
Truck
&
Transportmanagement,
January
23,
2015

12.
12
3.
International
research
On
the
European
level,
research
is
being
conducted
in
programs
such
as
Bestuffs,
Bestfact,
Straightsol,
Sugar,
Smartfusion,
Citylog,
Civitas,
Frevue
(on
electric
transport),
CoE-­‐SUFS,
Lamilo,
ALICE/ERTRAC
and
Smartset.
Also
elsewhere
around
the
world
there
are
comprehensive
research
programs.
With
regard
to
the
evaluation
of
European
pilot
projects,
Balm
et
al.
(2014)
conclude:
The
number
of
initiatives
that
aim
to
improve
urban
freight
transport
grow
(sic)
rapidly.
To
make
sure
that
the
obtained
results
grow
(sic)
as
fast
as
well,
we
should
make
sure
that
we
do
the
right
things
and
that
we
know
how
(sic).
To
avoid
wasting
money,
effort,
and
time
on
implementing
measures
and
initiatives
that
will
not
(likely)
be
successful
in
the
future,
knowledge
transfer
across
cities
is
very
important.
The
knowledge
should
be
based
on
a
transparent
evaluation,
identifying
the
relevant
impacts
and
measurable
indicators
that
represent
the
key
objectives
of
all
stakeholders.
As
there
is
not
one
problem
owner
of
urban
freight
transport
issues
(sic),
such
a
thorough
evaluation
is
often
lacking.
On
the
evaluation
of
projects,
Quak
et
al.
(2014)
claim:
Small
scale,
local
demonstrations
of
which
the
outcomes
are
considered
to
be
only
appropriate
within
a
specific
context
occur
quite
often
in
the
field
of
city
logistics.
Various
local
demonstrations
usually
show
a
solution’s
technical
and
operational
feasibility.
These
often
subsidized
demonstrations
do
not
have
long-­‐term
potential
due
to
the
lack
of
thought
on
(sic)
their
business
models,
i.e.
the
financial
feasibility.
To
make
a
solution
really
work
in
practice
a
viable
business
model
is
required.
Vahrenkamp
et
al.
(2013)
conclude:
As
a
main
result
of
the
city
logistic
(sic)
projects
over
the
past
25
years
one
has
to
state
that
traffic
reduction
and
economic
gains
of
consolidation
were
only
small
(sic).
The
gains
do
not
cover
the
costs
the
projects
impose.
To
make
the
projects
economic
(sic)
feasible
the
cities
had
to
carry
a
share
of
the
cost.
This
was
the
case
for
all
Urban
Consolidation
Centre
(UCC)
solutions
in
the
UK,
France,
Netherlands
and
Italy.
The
weak
position
of
UCC
became
evident
when
public
money
was
canceled
and
the
UCC
had
to
stop.
Many
initiatives
for
city
logistics
started
out
with
government
subsidies.
When
the
government
funding
dried
up,
that
would
often
mean
the
end
of
the
initiative
as
well.

13.
13
Many
projects
failed
Unfortunately,
most
of
city
logistics
projects
have
been
unsuccessful
and
have
ended
up
dying
a
premature,
quiet
death.
Generally
speaking,
there
are
five
reasons
for
this:
1. They
were
developed
on
the
basis
of
the
wrong
data
about
city
logistics.
Many
initiatives
focused
on
retail
distribution,
which
accounts
for
only
a
small
share
of
city
logistics
and
often
already
involves
consolidation.
Until
a
few
years
ago,
the
major
flows
such
as
construction
materials,
waste,
and
catering
supplies
remained
out
of
the
picture,
which
essentially
meant
that
no
visible
results
were
achieved
in
terms
of
improving
city
logistics.
2. The
proposed
solutions
were
unattractive
for
the
customers.
As
a
result
of
logistics
consolidation
centers
(such
as
urban
distribution
centers)
the
delivery
ended
up
taking
longer.
3. The
city
logistics
solution
ended
up
being
more
expensive
for
the
shippers
than
the
existing
solution.
The
entire
chain
–
from
the
distribution
center
all
the
way
to
the
delivery
in
the
city
–
was
not
well
thought
out.
Solutions
were
often
only
developed
for
the
last
mile
on
entering
the
city.
4. The
business
model
for
city
logistics
was
not
sound.
And
because
the
business
model
was
not
sound,
a
critical
mass
was
never
achieved.
5. The
local
political
situation
proved
volatile,
which
meant
the
local
playing
field
for
city
logistics
changed
every
four
years.
This
brief
analysis
of
the
bottlenecks
for
city
logistics
also
indicates
the
conditions
for
successful
future
solutions:
1. Focus
solutions
on
the
major
flows
of
goods
within
cities.
2. The
receiving
party
should
never
be
worse
off
in
any
case.
3. The
solution
should
not
be
more
expensive
for
the
chain.
4. There
needs
to
be
a
sound
business
model
for
city
logistics
service
providers.
5. There
needs
to
be
continuity
in
local
and
national
policy
in
terms
of
city
logistics.
European
vision
for
2050
On
the
one
hand,
Europe
needs
to
provide
for
the
still-­‐growing
need
for
mobility
and
freight
transport,
but
on
the
one
hand,
it
also
needs
to
ensure
a
substantial
reduction
in
greenhouse
gases
and
other
harmful
emissions
as
well
as
in
noise
pollution
(European
Commission,
2011).
The
dependence
on
oil
must
be
decreased,
while
at
the
same
time
maintaining
a
high
level
of
efficiency
in
the
transport
system.
This
calls
for
radical
changes
in
the
system,
based
on
smarter,
cleaner,
and
safer
transport
solutions.
ERTRAC
(European
Road
Transport
Research
Advisory
Council)
and
ALICE
(Alliance
for
Logistics
Innovation
through
Collaboration
in
Europe)
have
put
together
a
roadmap
for
research
on
city
logistics
(ALICE/ERTRAC,
2015).
The

14.
14
aim
of
this
roadmap
is
to
set
the
research
priorities
in
relation
to
city
logistics.
In
the
logistics
vision
of
ALICE,
which
covers
the
period
until
2050,
the
main
ambition
is
the
development
of
the
so-­‐called
Physical
Internet
(Ballot
et
al.,
2014).
To
achieve
that
ambition,
two
proposed
lines
of
research
form
the
basis
for
the
logistics
projects
within
the
EU
Horizon
2020
research
program.
These
are:
a)
sustainable
and
safe
supply
chains,
and
b)
coordination
and
collaboration
in
global
supply
networks.
The
research
will
focus
on
corridors,
hubs
and
synchromodality,
city
logistics,
and
information
systems
for
connecting
logistics
systems
within
the
chain.
The
participants
in
ALICE
are
companies,
research
institutes,
national
governments,
and
innovation
partners.
The
roadmap
(ALICE/ERTRAC,
2015)
has
four
objectives:
1. Decarbonization:
energy
efficiency
can
be
achieved
by
making
city
logistics
more
efficient
(for
example
by
consolidation
deliveries)
and
by
using
zero-­‐emission
and
energy-­‐efficient
vehicle
technology
(Stanislaw
et
al.,
2014).
One
condition
for
the
introduction
of
electric
vehicles
is
the
implementation
of
a
charging
infrastructure
with
rapid
charging
points.
Smart
city
logistics
concepts
can
compensate
for
the
extra
costs
of
using
electric
vehicles
for
the
transportation
of
goods
by
raising
the
utilization
rate,
by
reducing
the
number
of
miles
driven
and
the
number
of
empty
runs
made,
and
by
preventing
hours
from
being
lost.
2. Livability
and
the
quality
of
the
environment:
the
research
is
expected
to
help
improve
the
air
quality
in
European
cities
and
to
reduce
noise
levels.
The
factors
contributing
to
local
air
pollution
can
differ
significantly
from
city
to
city,
just
as
the
relative
share
of
transport
as
a
cause
of
urban
air
pollution
also
varies
from
place
to
place.
The
goal
is
to
reduce
particulate
matter
by
80%
and
NOx
by
90%
in
the
period
from
2010
until
2030.
It
is
possible
to
improve
air
quality
by
reducing
the
emissions
of
the
vehicles
themselves
by
applying
higher
emission
standards,
by
using
smart
city
logistics
concepts,
and
by
local
traffic
management.
The
reduction
of
noise
emissions
in
connection
with
city
logistics
is
important
due
to
its
impact
on
the
health
of
the
citizens.
Quieter
vehicles
will
make
it
possible
to
make
deliveries
at
night.
This
will
require
not
only
a
reduction
of
the
noise
level
of
the
vehicles
themselves,
but
also
of
the
noise
from
the
loading
and
unloading
of
goods.
3. Reliability:
city
logistics
is
only
effective
when
the
goods
are
delivered
to
the
expected
delivery
point
and
at
the
expected
delivery
time.
With
regard
to
business-­‐to-­‐business
(B2B),
the
percentage
of
effective
deliveries
is
already
around
95%.
For
business-­‐to-­‐consumer
(B2C)
deliveries
in
the
urban
environment,
that
is
currently
only
70%
to
75%.
The
reliability
will
need
to
improve
substantially
with
an
eye
to
the
fast
growth
of
e-­‐commerce
(Van
Duin
et
al.,
2015;
EY,
2015).
4. Safety:
there
is
growing
concern
about
the
number
of
injuries
and
fatalities
involving
trucks
and
more
vulnerable
road
users
in
the
urban
environment.
The
European
Union
has
ambitious
goals
in
relation
to
traffic
safety.
Some
cities
have
already
adopted
Vision
Zero
as
their
policy
objective.
The
roadmap
focuses
research
on
infrastructure,
vehicles,
and
human
behavior.
Besides
traffic
safety,
there
is
also
attention
for
safe
deliveries
with
less
theft
and
damage.

15.
15
4.
Supply
chain
perspective
In
the
effort
to
realize
these
objectives,
city
logistics
should
be
seen
as
a
link
in
the
logistics
chain,
with
the
end
user
as
the
primary
end
point
(which,
based
on
the
notion
of
circularity,
is
also
a
potential
new
starting
point).
A
holistic
approach
should
be
followed
in
order
to
understand
what
can
be
done
upstream
to
optimize
the
logistics
chain
and
to
have
it
link
up
with
city
logistics.
City
logistics
lies
at
the
end
of
an
integrated
logistics
chain:
from
field
to
fork.
Three
technological
developments
in
transport
and
distribution
are
going
to
fundamentally
change
the
existing
distribution
networks:
the
Trans-­‐European
Transport
Networks
(TEN-­‐T),
the
autonomous
trucks
that
will
carry
goods
safely
and
reliably
across
the
TEN-­‐T,
and
the
innovations
in
warehouse
automation.
1. TEN-­‐T:
international
transport
links.
In
the
framework
of
the
TEN-­‐T
program,
the
European
Commission
has
designated
ten
international
transport
links
–
the
“core
network
corridors”
–
that
are
to
be
fully
built
up
and
improved
with
EU
funding
through
2030.
These
concern
innovative
transport
links
on
water,
rails,
and
roads.
The
aim
is
to
further
strengthen
the
European
transport
infrastructure
–
and
the
intelligent
transport
and
traffic
management
systems
that
go
along
with
that
–
and
to
lower
transport
costs
in
the
process.
On
these
safe
and
robust
core
network
corridors,
goods
can
find
their
way
–
uninterrupted,
but
especially
also
reliably
–
between
Europe’s
major
production
and
consumption
areas.
This
is
the
preferred
network
of
the
future.
2. Platooning:
autonomous
driving.
Unmanned
trucks
are
getting
closer
and
closer.
The
use
of
wireless
technology
to
connect
to
a
road
train
–
a
manually
steered
lead
truck
with
a
column
of
vehicles
behind
it
–
is
already
technically
possible.
These
road
trains
are
going
to
need
to
have
sufficient
volume
and
frequency.
That
will
require
enormous
distribution
centers
where
logistics
service
providers
can
consolidate
transport
flows
from
different
sectors
of
industry
to
deliver
–
with
a
high
frequency
and
great
reliability
–
to
distribution
centers
downstream
in
the
chain,
closer
to
major
consumption
centers:
urban
consolidation
centers.
Those
DCs
will
need
to
be
strategically
connected
with
these
nodes
of
the
TEN-­‐T
network.
3. Dark
stores:
robots
in
warehouses.
Faster,
more
frequent
and
more
finely
meshed
delivery
calls
for
the
mechanization
of
order-­‐picking
activities
in
distribution
centers:
dark
stores.
With
new
technology
such
as
Amazon’s
picking
robots,
automatic
case
picking,
RFID,
GS1
standards
for
things
like
pallet
labels,
dock-­‐and-­‐

16.
16
roll,
and
pick-­‐by-­‐voice,
the
productivity
in
distribution
centers
is
increasing
in
leaps
and
bounds.
Distribution
centers
where
employees
gather
900
to
1,200
order
lines
an
hour
are
no
longer
exceptions.
Those
investments
can
only
be
earned
back
in
distribution
centers
with
sufficient
scale.
Ten
years
ago,
experts
still
thought
that
distribution
centers
couldn’t
be
any
larger
than
50,000
square
meters.
Warehouses
larger
than
that
were
thought
to
be
less
efficient.
In
the
meantime,
recent
examples
from
Zalando,
Action,
Nike,
and
Zara
have
shown
that
efficient
distribution
centers
can
easily
be
as
big
as
150,000
to
300,000
square
meters.
The
distribution
centers
of
the
future
will
be
located
at
strategic
points
within
the
TEN-­‐T
network.
They
will
consolidate
freight
flows
from
many
shippers
and
have
fully
mechanized
internal
processes.
The
distribution
centers
will
be
interconnected
with
advanced
systems
for
the
minute-­‐by-­‐minute
planning
and
steering
of
the
operational
processes
with
transport
management,
warehouse
management,
and
traffic
management:
sense
and
respond.
Control
towers
will
see
to
the
tactical
coordination
of
the
flows
of
goods
and
capacities
in
the
distribution
network:
predict
and
prepare.
These
developments
will
have
consequences
for
the
city
logistics
at
the
end
of
the
logistics
chain
and
thus
also
for
local
spatial
planning
(Dablanc,
2014).
More
and
more
often,
urban
consolidation
centers
on
the
edges
of
cities
will
be
the
points
where
slow
mobility,
aimed
at
efficiently
consolidated
freight
flows,
turns
into
valuable
personalized
mobility,
aimed
at
the
needs
of
the
receiver.
The
pressure
to
improve
the
air
quality
in
urban
areas
is
an
important
incentive
for
the
use
of
electric
vehicles.
That
means
that
more
shipments
are
being
transferred
to
these
electric
vehicles
at
consolidation
centers
within
or
around
the
city.
An
urban
consolidation
centers
functions
as
a
lynch
pin
and
pivot
point
in
the
logistics
chain
for
physical,
information,
and
financial
flows,
but
that
only
works
properly
with
a
corresponding
organizational
structure.
Important
ingredients
for
the
organization
model
are
the
neutral
director’s
role
that
can
serve
the

17.
17
interests
of
every
shipper,
transporter,
distributor,
and
receiver,
and
the
national
coverage
of
uniform
services
combined
with
local
situation
(Guis,
2014). This
transfer-­‐of-­‐goods
function
needs
to
be
integrated
into
the
logistics
chain
with
multiple
parties.
Different
business
models,
new
processes,
and
technologies
will
need
to
be
investigated
and
implemented.
The
city
logistics
systems
are
becoming
more
and
more
integrated
with
both
horizontal
and
vertical
collaboration
between
parties.
Such
a
development
needs
to
have
attention
for
intermodal
and
multimodal
solutions
for
city
logistics
(for
example
the
shipping
of
products
via
inland
waterways
to
the
edges
of
the
city).
More
and
more
vehicles
are
connected
with
each
other
and
with
road
authorities,
for
example
via
cooperative
intelligent
transportation
systems
(ITS-­‐C).
With
traffic
management,
this
can
result
in
better
freight
traffic
flows.
Finally
one
should
not
forget
that
the
freight
traffic
in
cities
is
the
result
of
the
behavior
of
customers
in
those
cities.
The
development
of
the
city
and
the
lifestyle
of
the
people
who
live
there
both
have
a
major
impact
on
city
logistics.
Factors
such
as
the
development
of
teleworking,
an
aging
population,
housing,
and
the
growth
of
omnichannel
retail
have
major
consequences
for
city
logistics
(ALICE/ERTRAC,
2015).
Digitization
may
also
offer
opportunities
to
put
the
client
behind
the
steering
wheel
in
organizing
city
logistics
more
efficiently.
AH.nl
allows
customers
to
choose
a
delivery
time
themselves.
By
charging
different
prices
for
the
different
delivery
times
(ranging
from
€4.95
to
€12.95),
AH.nl
leads
its
customers
by
the
hand
through
the
logistics
process.
And
in
doing
so,
AH.nl
is
managing
to
optimize
its
own
home-­‐delivery
process
quietly
and
dynamically.

18.
18
5.
City
logistics
as
we
head
towards
2050
The
ALICE/ERTRAC
(2015)
report
contains
12
roadmaps
that
were
developed
for
the
research
themes
for
the
coming
decades:
1. Identifying
and
assessing
opportunities
in
urban
freight.
2. Towards
a
more
efficient
integration
of
urban
freight
in
the
urban
transport
system.
3. Understanding
the
impact
of
land
use
on
urban
freight
activities.
4. Enabling
more
efficient
movements
of
goods
through
the
management
of
the
infrastructure.
5. Improving
the
interaction
between
long
distance
freight
transport
and
urban
freight.
6. Better
adapting
the
vehicles
to
innovative
urban
freight
delivery
systems.
7. Value
creation
logistics
services
and
more
efficient
operations.
8. E-­‐commerce
implications:
Direct
to
consumer
deliveries
and
functional
logistics
services.
9. Reverse
logistics
and
transport
of
waste
and
recycling
material.
10. Designing
and
operating
urban
freight
delivery
infrastructures.
11. Safety
and
security
in
urban
freight.
12. Cleaner
and
more
efficient
vehicles.
Netherlands
2020–2025:
Green
Deal
Zero
Emission
Urban
Logistics
The
Top
Sector
Logistics’
2016–2020
multiyear
program
(Topsector
Logistiek,
2015)
also
gives
attention
to
city
logistics.
The
collaboration
between
all
the
different
parties
involved
in
city
logistics
is
currently
most
evident
within
the
Green
Deal
Zero
Emission
Urban
Logistics
(GDZES)
program.
The
basis
of
the
GDZES
lies
in
the
Agreement
on
Energy
for
Sustainable
Growth.
That
Agreement
states
(in
Dutch):
“In
2014,
parties
intend
[...]
to
conclude
a
Green
Deal
about
zero-­‐emission
city
logistics
that
will
facilitate
and
give
direction
to
regional
pilots.”
In
this
context,
zero-­‐emission
city
logistics
refers
in
any
case
to
the
reduction
of
CO2
emissions
resulting
from
city
logistics
to
zero,
but
preferably
also
to
the
reduction
of
NOx,
particulate
matter,
and
noise
emissions
in
the
city
centers
resulting
from
city
logistics
to
practically
zero.
Parties
to
the
GDZES
have
the
goal
of
achieving
emission-­‐free
deliveries
in
city
centers
by
2025.
These
parties
include
the
Dutch
national
government,
municipalities,
industry
associations,
knowledge
institutions,
shippers,
transport
and
distribution
companies,
fuel
suppliers,
and
vehicle
producers.
By
means
of
Living
Labs,
parties
are
working
together
to
come
up
with
workable
operational
solutions.
The
projects
have
to
do
with
vehicle
technology,
the
use
and
loading
of
trucks,
and
the
initiation
of
innovative
city
logistics
projects.
With
its
action
line
for
city
logistics,
the
Top
Sector
Logistics
wants
to
connect
with
this
Green
Deal.
Considering
that
city
logistics
has
a
major
impact
on
the
accessibility
and
the
broader
quality
of
life
in
the
city,
both
of
which
form
the

19.
19
focus
of
the
current
Dutch
government’s
Agenda
Stad
(“Urban
Agenda”),
the
action
line
for
city
logistics
will
form
a
link
to
that
agenda.
While
there
has
been
no
large-­‐scale
production
of
zero-­‐emission
vehicles
to
date,
electric
delivery
vans
are
already
available
and
the
first
heavier,
custom-­‐made
zero-­‐emission
trucks
are
already
in
use.
In
addition,
prototypes
of
hybrid
vehicles
are
being
developed
that
can
use
conventional
fuels
on
the
motorways
but
travel
emission-­‐free
for
the
“last
mile”
within
the
city.
Despite
the
great
diversity
in
load
types
and
the
resulting
diversity
of
technical
specifications
for
vehicles,
relevant
developments
are
currently
under
way
for
all
types
of
supply
vehicles
that
are
being
used
on
a
large
scale,
each
one
proceeding
at
its
own
pace.
As
logistics
concepts
are
scaled
up
further,
the
parties
to
the
GDZES
want
to
boost
the
development,
availability,
reliability,
and
affordability
of
zero-­‐emission
vehicles.
By
now
there
are
many
opportunities
for
electric
vehicles
in
connection
with
city
logistics
(Stanislaw
et
al.,
2014)
and
their
use
is
being
monitored
(Nesterova
et
al.,
2013;
Pelletier
et
al.,
2014;
Hogeschool
van
Amsterdam,
2015d).
Besides
the
use
of
zero-­‐emission
vehicles,
a
reduction
in
the
number
of
vehicles
needed
to
bring
supplies
to
the
city
is
another
important
objective.
Some
goods
already
enter
the
city
in
efficient
ways.
That
is
especially
the
case
where
logistics
professionals
and
companies
have
organized
the
(consolidation
of)
freight
flows
with
transport
on
their
own
account,
as
with
the
stocking
of
supermarkets
and
chain
stores.
Also
the
distribution
of
e-­‐commerce
shipments
is
continually
being
optimized
by
the
larger
logistics
parties,
thanks
in
part
to
the
sound
agreements
that
are
being
made
with
receivers
(Van
Duin
et
al.,
2015).
In
contrast
to
the
efficient
flows,
by
far
most
transport
movements
are
known
to
work
with
a
low
utilization
rate
or
only
enter
the
city
to
deliver
small
shipments.
New
city
logistics
concepts
and
more
extensive
consolidation
make
the
use
of
zero-­‐emission
vehicles
and/or
the
use
of
clean
vehicles
with
a
high
utilization
rate
in
lieu
of
low
emissions
for
those
transport
movements
potentially
feasible
and
are
therefore
in
line
with
the
GDZES
objectives.
Amsterdam
has
it’s
own
deal
with
local
business
organization
and
research
institutions
called
‘Slim
en
Schoon’.

20.
20
The
action
line
for
city
logistics
aims
to
reduce
CO2
emissions
by
5,000
kilotons
of
CO2
per
year.
Achieving
zero-­‐emission
city
logistics
through
a
combination
of
better
technology
and
more
efficient
logistics
will
require
organizational,
technological,
social,
financial,
and
legal
adjustments.
This
variety
of
factors
to
be
overcome,
in
combination
with
the
many
different
interests
of
stakeholders,
demands
an
innovative
approach.
The
first
phase
will
start
the
moment
the
Green
Deal
enters
into
force
and
run
until
2020.
In
this
initial
phase,
the
Green
Deal
will
focus
on
demonstrating
or
at
least
making
plausible,
via
Living
Labs,
that
zero-­‐emission
city
logistics
is
feasible,
from
a
technical,
economic,
and
enforcement
perspective,
for
a
specific
logistics
flow.
In
the
second
phase,
which
runs
until
2025,
the
Green
Deal
will
focus
on
scaling
up
the
demonstrated
concepts.
There
are
also
links
with
other
part
of
the
Top
Sector
such
as
the
application
of
knowledge
from
the
4C
roadmap
(for
cross
chain
control
centers),
the
development
of
new
business
models,
and
the
implementation
of
digital
exchanges
of
logistics
information
with
the
Neutral
Logistic
Information
Platform
or
NLIP
(Topsector
Logistiek,
2015).

21.
21
6.
An
integrated
approach
Considering
the
Dutch
and
European
ambitions,
a
lot
of
innovation
will
be
required
of
shippers,
receivers,
logistics
service
providers,
and
governments
when
it
comes
to
city
logistics.
In
practice,
the
integrated
logistics
concept
is
often
used
in
dealing
with
such
innovative
logistics
issues
(Van
Goor
et
al.,
2014).
Local
and
supralocal
government
policy
is
another
key
factor
in
city
logistics.
For
that
reason,
government
policy
has
been
added
to
the
integrated
approach
of
city
logistics
(see
Fig.
1).
Figure
1:
Integrated
approach
to
city
logistics
(based
on
Van
Goor
et
al.,
2014).
External
and
internal
objectives
In
terms
of
the
external
objectives,
it
concerns
linking
up
with
the
logistical
needs
of
the
receiving
party
during
the
customer-­‐experience
cycle
(pre-­‐sales,
sales,
and
aftersales).
In
terms
of
the
internal
objectives,
it
concerns
the
costs
and
the
working
capital
that
are
involved
in
supplying
the
customers
in
the
chain.
These
are
the
framework
conditions
for
setting
up
a
distribution
network.
Especially
as
a
result
of
the
digitization
of
customers
and
the
changes
in
customer
behavior,
these
external
objectives
are
changing
(Shopping2020,
2014).
Consumers
are
buying
more
online.
With
the
advent
of
nano
stores
(Blanco
&
Fransoo,
2013),
shops
are
receiving
smaller
and
smaller
shipments
more
and
more
often.
To
be
able
to
compete
with
web
stores,
fashion
retailers
are
presenting
new
collections
more
and
more
often.
E-­‐commerce
in
the
B2B
market
is
only
now
really
starting
to
develop.
As
construction
sites
in
cities
get

22.
22
smaller
and
smaller,
supplies
need
to
be
brought
in
more
often
and
delivered
right
on
time.
In
the
future,
seniors
who
want
to
keep
living
at
home
will
get
customized
healthcare
logistics
at
home.
Processes
For
deliveries
to
customers
in
cities,
there
are
several
types
of
possible
distribution
networks:
• Directly
from
the
shippers
to
the
customer(s)
• Consolidation
of
freight
flows
of
shippers
upstream
in
the
logistics
chain.
• Consolidation
of
freight
flows
of
multiple
shippers
and
logistics
service
providers
downstream
through
urban
consolidation
centers
• Consolidation
of
freight
flows
of
multiple
shippers
and
logistics
service
providers
downstream
through
urban
consolidation
centers
• Consolidation
of
freight
flows
of
multiple
shippers
via
stores
or
pick-­‐up
points
within
an
urban
area.
As
an
example,
the
possibilities
for
construction
logistics
are
given
in
Table
2
(Quak
et
al.,
2011).
Logistics
concept
Load
characteristics
Transport
characteristics
Solutions
FTL
thick
flows
Initial
phase
of
construction
projects
Sand,
gravel,
prefab
Direct
delivery;
Out
full,
empty
back
Preferred
network
for
construction
traffic;
Consolidation
of
extra-­‐
urban
traffic;
Multimodal
Integrated
distribution
network
LTL
thin
flows
Pallets
(load
carrier)
Trucks
not
fully
loaded
(low
utilization
rate)
Innovative
construction;
Consolidation
at
the
source;
Consolidation
at
an
urban
consolidation
center;
Outsourcing
of
construction
logistics
Parcels
Parcels
Trucks
not
fully
loaded
(low
utilization
rate)
Consolidation
at
the
source;
Consolidation
at
an
urban
consolidation
center;
Outsourcing
of
construction
logistics;
Mobile
storage
container
(construction
finishing
box)
Rush
orders
Parcels
Ad
hoc,
rush
(very
low
utilization
rate)
Outsourcing
to
courier;
Collection
points
Returns
Clay,
rubble,
construction
waste
Out
empty,
back
full
Preferred
network
for
construction
traffic;
Consolidation
of
extra-­‐
urban
traffic;

23.
23
Multimodal
Integrated
distribution
network;
Combicontainer
for
moving
things
to
and
from
the
site.
Table
2.
Distribution
networks
for
construction
logistics
(Quak
et
al.,
2011).
Then
there
is
the
question
of
which
modality
or
modalities
are
used
for
transport
within
the
distribution
network
(e.g.
cargo
tricycle,
delivery
van,
truck,
or
boat)
and
which
fuel
technology
is
used.
Important
factors
in
setting
up
a
distribution
network
include:
the
company’s
strategy,
the
customer
demands
that
the
company
wants
to
respond
to,
the
desired
degree
of
flexibility,
the
margin
on
products,
the
production
cycle,
and
the
product
characteristics
such
as
value
density
and
packing
density
that
determine
the
distribution
costs
(Van
Goor
et
al.,
2014).
Planning
and
control
Tactical
and
operational
planning
and
control
ensure
that
the
shipments
reach
the
receiver
on
time
and
with
the
appropriate
use
of
resources.
Planning
and
control
concerns
decisions
about
the
deployment
of
personnel
and
the
scheduling
of
vehicles
and
warehouse
processes,
but
also
about
the
charging
of
electric
vehicles.
In
terms
of
city
logistics,
this
planning
and
control
covers
the
entire
chain,
often
involving
multiple
parties
that
work
together.
Data
alignment
in
logistics
chains
is
a
condition
for
the
sharing
of
planning
data.
Information
and
communications
technology
The
tactical
and
operational
planning
and
control
requires
data
about
the
shipments,
the
available
capacities,
and
the
routes:
transport
management

24.
24
systems
(TMS).
These
systems
are
increasingly
linked
with
local
traffic
systems
of
the
government
that
give
relevant
information
about
traffic
using
open
data.
Giving
road
users
tailored
driving
recommendations
can
contribute
towards
a
better
flow
of
traffic,
and
road
users
will
also
be
prepared
to
adjust
their
driving
style
on
the
basis
of
those
recommendations.
Soon
the
receiver
will
get
real-­‐time
information
about
the
shipment
and
its
expected
arrival
time
and
can
even
change
the
delivery
address
while
the
shipment
is
already
under
way.
A
trend
in
the
development
of
ICT
is
the
advent
of
location-­‐based
applications,
agent-­‐based
software,
and
systems
for
the
exchange
of
freight
between
companies
(and
increasingly
also
between
private
individuals).
Well-­‐known
applications
include
Uber
and
GoGoVan.
Logistics
organization
In
terms
of
the
logistics
organization,
it
concerns
the
way
in
which
the
tasks
for
the
planning
and
control
of
the
transport
flows
are
anchored
in
the
organization,
the
competencies
of
the
employees
involved,
and
how
parties
in
the
logistics
chain
work
together.
Local
government
policy
Local
government
policy
determines
the
playing
field
by
means
of
delivery
windows,
vehicle
restrictions,
the
arrangement
of
public
spaces
(including
loading
and
unloading
bays),
late
night
and
early
morning
distribution,
low-­‐
emission
zones,
the
amount
of
space
that
is
available
for
logistics
consolidation
centers,
the
available
charging
infrastructure
for
electric
vehicles,
the
number
of
quays
that
are
available
for
the
loading
and
unloading
of
boats,
and
the
open
data
that
is
made
available
for
local
traffic
control
and
dynamic
traffic
management
aimed
at
improving
the
flow.
Supralocal
government
policy
Among
other
things,
supralocal
government
policy
determines
hours-­‐of-­‐service
regulations,
vehicle
specifications,
and
the
availability
of
open
data
for
dynamic
traffic
management.
An
integrated
approach
to
city
logistics
also
requires
a
careful
consideration
of
the
business
model.
There
is
no
future
for
solutions
based
entirely
on
subsidies.
Earning
money
with
city
logistics
One
of
the
problems
in
the
implementation
of
new
concepts
for
city
logistics
is
the
lack
of
a
business
model:
they
don’t
earn
any
money.
As
Quak
&
Balm
(2014)
put
it:

25.
25
Small
scale,
local
demonstrations
of
which
the
outcomes
are
considered
to
be
only
appropriate
within
a
specific
context
occur
quite
often
in
the
field
of
city
logistics.
Various
local
demonstrations
usually
show
a
solution’s
technical
and
operational
feasibility.
These
often
subsidized
demonstrations
do
not
have
long-­‐term
potential
due
to
the
lack
of
thought
on
their
business
models,
i.e.
the
financial
feasibility.
To
make
a
solution
really
work
in
practice
a
viable
business
model
is
required.
The
use
of
business
models
such
as
Canvas
(Osterwalder
&
Pigneur,
2010;
Turblog,
2011;
Pauli,
2014)
can
support
the
development
of
a
business
model.
The
Business
Model
Canvas
is
a
powerful
instrument
to
identify
the
business
model
in
a
transparent
and
comprehensible
way
(see
Fig.
2).
In
city
logistics,
these
business
models
also
often
have
characteristics
of
public-­‐private
partnerships.
Figure
2.
Business
Model
Canvas
(Quak
&
Balm,
2014).

26.
26
Checklist
for
the
Business
Model
Canvas
1.
Customer
Segments
What
specific
customer
groups
does
the
company
want
to
serve?
What
are
the
needs
of
those
customer
groups?
2.
Value
Proposition
What
distinctive
value
does
the
company
offer?
What
problems
does
the
company
help
to
solve?
Those
can
be
both
the
current
and
the
future
needs.
Why
should
these
customers
do
business
with
the
company
(and
not
with
someone
else)?
This
is
the
value
proposition.
3.
Customer
Relationships
How
does
the
company
maintain
contact
with
the
various
customer
segments?
How
does
each
aspecific
customer
segment
want
the
company
to
maintain
contact
with
them?
Which
type
of
contact
is
the
right
one
and
the
most
cost-­‐
effective
for
each
segment?
4.
Channels
How
are
(groups
of)
customers
kept
abreast
of
the
range
of
services
offered?
How
do
they
best
experience
the
value
proposition?
How
can
they
buy
and
get
the
range
of
services
offered?
5.
Revenue
Streams
How
does
the
company
earn
money?
And
in
the
future?
How
can
it
develop
supplementary
sources
of
income?
6.
Key
Resources
Which
resources
are
essential
to
create
the
value
proposition?
To
maintain
customer
relationships?
To
get
new
customers?
7.
Key
Activities
Which
core
activities
are
essential
to
create
or
strengthen
the
value
proposition?
To
maintain
customer
relationships?
To
get
new
customers?
8.
Partners
Which
private
and
public
partnerships
are
essential
to
make
or
co-­‐create
the
offer
?
Which
partners
are
crucial
to
ensure
even
more
success?
9.
Cost
Structure
Which
costs
are
essential
to
ensure
that
the
business
model
will
work?
Which
resources
and
core
activities
are
the
most
costly?
Which
costs
are
fixed,
and
which
are
variable?

27.
27
7.
Applied
research
The
Faculty
of
Technology
at
the
Amsterdam
University
of
Applied
Sciences
(HvA)
has
a
research
program
that
extends
beyond
the
faculty
itself:
Urban
Technology.
As
one
of
the
spearhead
programs
of
the
HvA,
Urban
Technology
focuses
on
researching,
designing,
and
realizing
smart
solutions
for
the
challenges
that
major
cities
will
face
in
the
future.
In
this
broad
research
program,
the
Faculty
of
Technology
works
together
with
two
other
faculties
at
the
HvA:
Economics
and
Management
and
Digital
Media
and
Creative
Industries.
The
broader
Logistics
research
program
focuses
on
two
themes
that
are
closely
connected
with
Metropoolregio
Amsterdam
(MRA),
the
umbrella
organization
of
municipalities
that
form
the
Amsterdam
metropolitan
area:
Mainport
Logistics
and
City
Logistics.
The
Logistics
research
program
at
the
HvA
is
closely
connected
to
the
national
Centre
of
Expertise
Logistiek
(“Center
of
Expertise
for
Logistics”),
of
which
the
HvA
fulfills
the
role
of
secretary,
and
with
the
regional
KennisDC
(“Knowledge
Distribution
Center”)
in
Amsterdam.
Within
the
Urban
Technology
research
program,
the
City
Logistics
research
program
is
linked
to
the
research
theme
of
Smart
Mobility
&
Logistics.
The
focus
lies
on
designing
technological
solutions
for
sustainable
mobility
to
ensure
the
city
remains
accessible
and
connected.
The
research
program
is
also
linked
to
the
showcase
project
E-­‐mobility
and
City
Logistics,
in
which
researchers
in
the
Smart
Mobility
&
Logistics
and
Smart
Energy
Systems
programs
are
working
together
on
the
smart
use
of
electric
vehicles
for
urban
distribution
in
the
Amsterdam
metropolitan
area.
Applied
research
within
the
Faculty
of
Technology
Technology
helps
to
create
the
world
of
tomorrow.
That
will
require
research
that
is
related
to
practical
applications
and
problems
in
practice.
Applied
research
contributes
to
the
improvement
and
innovation
of
professional
practice,
to
the
quality
of
professional
education,
and
to
the
quality
of
teachers
and
students.
In
addition
to
preparing
students
to
be
knowledgeable
professionals,
conducting
applied
research
is
one
of
the
core
activities
through
which
the
Faculty
of
Technology
at
the
HvA
is
helping
to
create
the
world
of
tomorrow.
Applied
research
differs
from
classic
theoretical
research
in
that
it
investigates
practical
issues
from
the
field
and
involves
a
close
cooperation
with
the
professional
practice.
The
research
is
nevertheless
methodologically
sound
and
in
line
with
academic
knowledge.
Indeed,
the
added
value
of
applied
research
lies
in
the
fact
that
bridges
the
gap
between
theoretical
knowledge
and
day-­‐to-­‐
day
professional
practice.

28.
28
Applied
research
has
four
characteristics:
1. It
is
rooted
in
professional
practice
The
strength
of
applied
research
lies
in
large
part
in
the
way
it
is
set
up
and
carried
out:
in
close
cooperation
with
professional
practice
via
networks
and
collaborative
relationships.
The
research
being
done
at
the
Amsterdam
University
of
Applied
Sciences
(HvA)
has
a
clearly
recognizable
regional
dimension
thanks
to
its
connection
with
MRA’s
Kennis-­
en
Innovatieagenda
(“Knowledge
and
Innovation
Agenda”).
2. It
forms
a
bridge
between
science
and
professional
practice
One
of
the
objectives
of
applied
research
is
to
translate
scientific
knowledge
into
professional
practice.
It
is
through
research
that
the
practical
applicability
of
scientific
insights
is
put
to
the
test
and
made
concrete.
As
such,
applied
research
plays
an
important
role
in
increasing
the
readiness
of
new
technologies
with
an
eye
to
their
market
introduction.
In
the
process,
applied
research
not
only
draws
from
the
body
of
knowledge
but
also
adds
new
knowledge
to
that.
3. It
is
methodologically
sound
Applied
research
uses
sound
methods
and
meets
the
current
standards
in
terms
of
validity
and
reliability.
In
addition,
it
tries
to
make
the
results
generalizable
as
much
as
possible.
Part
of
the
research
takes
place
in
collaboration
with
research
universities,
other
universities
of
applied
sciences,
and
knowledge
institutions
such
as
the
Netherlands
Organisation
for
Applied
Scientific
Research
(TNO).
4. It
has
an
impact
on
society
Applied
research
contributes
to
the
professionalization
and
innovative
force
of
industry
and
government
bodies.
This
active
contribution
has
a
visible
impact
that
underscores
the
social
engagement
of
the
Faculty
of
Technology
at
the
HvA.
Research
also
takes
place
in
the
classroom
setting.
In
the
Faculty
of
Technology,
research
is
carried
out
by
professors,
teachers
with
a
research
task,
doctoral
candidates,
and
students,
in
collaboration
with
and
at
the
request
of
professionals
in
the
field.