GREEN, SMART AND INTEGRATED TRANSPORT AND LOGISTICS [613789]

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
GREEN, SMART AND INTEGRATED TRANSPORT AND LOGISTICS
MASTER PROGRAMME
ASSESSMENT OF THE IMPROVEMENTS IN INTERMODAL
TRANSPORT, GREEN TECHNOLOGIES AND THEIR
IMPACT UPON ENVIRONMENT, CRISIS MANAGEMENT
AND IMPLEMENTATION AT NATIONAL LEVEL
Coordinator: Student: [anonimizat]
2020
1

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
TABLE OF CONTENTS
Introduction to Transport and Logistics
Abstract …………………………………………………………………………………………….7
Introduction ……………………………………………………………….………………………..7
Overview of Logistics ………………………………………………………………………………8
◦Definitions ………………………………………………………………………………………8
◦Components of the Logistic Systems ……………………………………………………………9
1.Interrelationships between Transport and Logistics ………………….………………………10
1.1.Transport Costs and Goods Characters in Logistics ………………………………………11
1.2.The Effect of Transportation on Logistics Activities ……………………………………..11
1.3.The Role of Transportation in Service Quality ……………………………………………12
2.Forms of Logistics Operations ………………………………………………………………….12
2.1.Supply Chain Management ……………………………………………………………….12
2.2.Reverse Logistics …………………………………………………………………………13
2.3.Maritime Logistics ……………………………..…………………………………………15
2.4.Airfreight Logistics ……………………………………………………………………….16
2.5.Land Logistics …………………………………………………………………………….16
2.6.Express Delivery ………………………………………….………………………………17
2.7.E-Commerce ………………………………………………………………………………17
3.Future Prospects of Logistics ……………………………………………………………………17
Conclusions …………………………………..…………………………………………………..19
Chapter 1. – Best Practices for the Management of Combined Transport Terminals
1.Introduction ………………………………………………………………………………………20
2.Objectives …………………………………………………………………………………………20
3.Determinants of combined transport terminal capacity …………………….………………..21
3.1.The basic functions and additional services of the terminals ……………………………..21
3.2.Basic components of the terminal …………………………………………………………21
4.Best practices in terminal capacity management …………………..………………………….22
4.1.Increase of flow factor …………….………………………………………………………23
4.2.Control of shunting services …………….………………………………………………..24
4.3.Supply of road trucking services ………………………….………………………………25
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University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
4.4.Extension of terminal opening time …………..…………………………………………..27
4.5.Bonus-malus incentives for the use of interim storage space …………………………….28
4.6.IT- based capacity management system …………………………………………………..30
4.7.Automated loading unit identification ……………………………………………………32
4.8.Separation of rail-side and road-side handling ……………………………………………33
4.9.Task management according to pre-notification ……………..……………………………34
4.10.Punctual rail services ……………………………………………………………………..35
5.Conclusions and recommendations ……………………………………………………………..36
Chapter 2. – Green Air Cargo
1.The purpose of the research ……………………………………………………………………..38
2.The question of the research …………………………………………………………………….38
3.Objective ………………………………………………………………………………………….38
4.Smart, Green and Integrated Transport ………………………..……………………………..38
5.Causes of climate changes ……………………..………………………………………………..39
5.1.Greenhouse Gases ……………………..…………………………………………………..39
6.Causes of rising emissions …………………………..…………………………………………..40
7.Global warning ……………………….……………..…………………………………………..40
8.Global Climate Change ………………………………………………………………………….41
9.Consequences for Europe …………………………………………………………………….….41
10.Risks for human health …………………….……………………………………………………42
11.Costs for society and economy …………………….……………………………………….……42
12.Risks for wildlife …………………….……………………………………………………………42
13.Reducing emissions for aviation ……………..…………………………………………………43
14.Budapest Cargo City – its environmental benefits in respect of road feed services …………43
15.EDI – Electronic Data Interchange Standards for Cargo and their impact upon
environment ………………………………………………………………………………………46
Objective ……………………….…………………………………………………………………46
Timeline ………………………………….……………………………………….………………46
15.1 e-Freight ..…………….………………………………………………………………….47
15.2 e-AWB – Electronic Air Waybill ……..…………………………………………………47
15.3 e-CSD – Electronic Consignment Security Declaration …………………………….….48
15.3.1 e-CSD Business Process ……………………….………………………………….49
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UNESCO Chair
“ENGINEERING FOR SOCIETY”
15.4 e-F/HM Manifest ………………………….…………………………………………….51
15.5 e-DGD – Electronic Dangerous Goods Declaration ………………….…………………53
15.6 Facts ……………………………………………….…………………………………….53
16. Germany tests its first “electric highway” for trucks …………………………………………54
17. Aviation in EU Emissions Trading System …………………………………………………….55
18. Global scheme to offset emissions …………………..………………………………………….56
19. International Efficiency and Low-emission Independent Standards …………………………57
20. Climate Strategy & Targets ……………………………………………………………………..58
21. New governance system …………………………………………………………………………59
Conclusions and recommendations ………………………………………………………………..60
Chapter 3. Green Technologies in Transport System – Charles de Gaulle
International Airport Analysis
1. RATP ……………………………………………………………………………………………..62
2. Roissybus ………………………………………………….…………………………………….64
2.1.Right-of-Way (ROW) ……………………………………………………………………..65
2.2.System technologies ………………………………………………………………………..65
2.3.Type of services …………………….……………………………………………………..65
2.4.Station-to-station travel analysis …………………………………………………………..65
2.5.Inter-station travel distance ………………………………………………………………..67
3.Maximum offered line capacity ……….………………………………………………………..72
3.1.Way capacity ………………………………………………………………………………72
3.2.Station capacity …………………………………..……………………………………….72
Chapter 4. – Transport and Logistics during Crises
Abstract ……………….………………………………………………………………………………….73
Introduction ………………………………………………………………..……………………………..73
1.Crisis Response Plan: The Ten Effective Elements …………………………………………….76
2.The use of transportation in crisis situation ………………………………………………..….79
3.How technologies can help Transport & Logistics companies through crises …………..…..80
3.1.The challenge of the moment …………………………………………………….……….81
3.2.Setting priorities and taking actions ……………………………………………………….81
4

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
3.3.Embracing the benefit of new technologies …………………….…………………………82
4.Reconsidering Technology during COVIG-19 Crisis ……….…………………………………82
5.New tech trends shaping the transport and logistics industry in 2020 ……………………….86
6.Effect of COVID-19 on Civil Aviation: Economic Impact Analysis …….……………………88
Conclusions ………………………..……………………………………………………………………..96
Chapter 5. – Integration of the Romanian Airports in the National Intermodal
Transport Network and Analysis of the Impact on the Environment
Introduction …………………………….……………………………………………………………98
1.1.Research directions …………………………………………..………………………….98
1.2.Transport Services in Economy …………………………………………………………98
2.Economic, social and political analysis …………………………………………………………99
2.1.Analyzing economic growth ………………………………………………………………99
2.1.1.Growth set to slow down but remain robust …………………………………….100
2.1.2.Inflation projected to continue its deceleration ………………………………….100
2.1.3.Public deficit set to increase ………………..……………………………………101
2.1.4.Foreign investments ……….…………………………………………………….101
3.Necessity of the analysis …………………………………………………………………………102
3.1.Distribution on various modes of transport: air, fluvial, road and rail transport ………..102
3.2.Necessity analysis for air transport ………………………………………………………102
3.3.Aviation’s economic footprint ……………………………………………………………103
3.3.1.Contribution to Romania GDP ……………………………………………………103
3.3.2.Major employer …………………………………………………..………………103
3.3.3.High productivity ……………………….……………………………………….104
3.3.4.Contribution to public finances …………………………………………………..104
3.3.5.Passenger/cargo transport demand ……………………………………………….104
3.3.6.Analysis of the need of accessibility and mobility ………………………………106
4.Integration of Romanian airports in the regional and national intermodal transport network
4.1.Study on intermodality ……………………….………………………………………….107
4.2.Multimodal commuting analysis ……………….………………………………………..109
4.3.Appropriate structure development ………………………………………………………110
4.4.Investments. Development poles local and regional wide ……….………………………111
4.5.New operational technologies regarding transport modes ……………………………….112
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University POLITEHNICA from Bucharest
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5.Assessment of the environmental impact of intermodal transportation ……….……………113
5.1.Intermodal transport growth reflected on environmental factors …………….………….113
5.2.Solutions for environmental impact reductions ……….…………………………………113
6.Conclusion ……………………………….……………………………………………………..114
Bibliography ……………………………..…………………………………………………………..115
6

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
Introduction to Transport and Logistics
Abstract
Logistics is the management of the flow of goods, information, and resources between the point of
origin and the point of consumption. It is a business concept that evolved during the 1950s due to the
increasing complexity of supplying businesses with materials and transporting products in an
increasingly globalized supply chain. The complexity led to a call for experts in the process called
logisticians. Work in logistics involves the integration of information, transportation, inventory,
warehousing, material handling, packaging, human resources, and sometimes security. The goal is to
manage the life cycle of a project from birth to completion. The main functions of a qualified logistician
include inventory management, purchasing, transportation, warehousing, consultation, and organizing
and planning of these activities. Logisticians combine a professional knowledge of each of these functions
to coordinate resources in an organization.1
Introduction
The term of logistics it is a very old concept. The word is derived from the Greek word
“logisticos” and it means “science of calculating” or “skill in calculating” (V oortman, 2004)2.
The term logistics was first used by the military to describe the activities associated with
maintaining a fighting force in the battle field and in its strictest sense, to describe the housing of troops.
The dictionary definition of logistics describes the term, “the branch of military science having to do with
procuring, maintaining, and transporting material, personnel and facilities”. The word is also used to
describe the time related to positioning of resources.
Logistics is concerned with the organization, movement, and storage of material and people. It
deals with the planning and control of the flow of materials and related information in organizations. Its
main objective is to get the right materials to the right place at the right time while optimizing the total
operational costs of this process. Logistics are applied to both public and private sectors. With respect to
the military, logistics is concerned with supplying troops with food, armaments, ammunition, spare parts,
and the transport of the troops themselves. For civil organizations, logistics issues are encountered by
firms that produce and distribute physical goods.
Over the years the meaning of the term “logistics” has gradually expanded to include business and
service activities. The domain of logistics activities is to provide customers with the right goods in the
right place at the right time. It ranges from providing the necessary sub-components for manufacturing to
having inventory on the shelf of the retailer to having the correct quantity and type of blood available for
a surgical procedure in a hospital. The major issue that logistics attempts to resolve is to decide how and
when raw-materials, semi-finished, and finished goods should be acquired, moved, and stored. The need
for logistics management also arises in firms and public organizations that provide services, including
mail delivery, public utilities, and after-sales service. 3
1https://www.igi-global.com/viewtitlesample.aspx?id=245380&ptid=232751&t=Introduction%20to%20International
%20Transportation%20and%20Logistics&isxn=9781799813972
2V oortman 2004
3https://satellitetrans.com/blog/logistics-basics/
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University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
Since logistics advanced from 1950s, there were numerous researches focused on this area in
different applications. Due to the trend of nationalization and globalization in recent decades, the
importance of logistics management has been growing in various areas. For industries, logistics helps to
optimize the existing production and distribution processes based on the same resources through
management techniques for promoting the efficiency and competitiveness of enterprises. The key element
in a logistics chain is transportation system, which joints the separated activities. Transportation occupies
one-third of the amount in the logistics costs and transportation systems influence the performance of
logistics system hugely. Transporting is required in the whole production procedures, from manufacturing
to delivery to the final consumers and returns. Only a good coordination between each component would
bring the benefits to a maximum.
Overview of Logistics
Definitions
Council of Logistics Management (1991) defined that logistics is “ part of the supply chain
process that plans, implements, and controls the efficient, effective forward and reverse flow and storage
of goods, services, and related information between the point of origin and the point of consumption in
order to meet customers’ requirements ”. Johnson and Wood’s definition (cited in Tilanus, 1997)4 uses
“five important key terms”, which are: logistics, inbound logistics, materials management, physical
distribution, and supply-chain management, to interpret.
Logistics describes the entire process of materials and products moving into, through, and out of
firm.
Inbound logistics covers the movement of material received from suppliers.
Materials management describes the movement of materials and components within a firm.
 Physical distribution refers to the movement of goods outward from the end of the assembly line
to the customer.
Supply-chain management is larger than logistics, and it links logistics more directly with the
user’s total communications network.
The commonality of the recent definitions is that logistics is a process of moving and handling
goods and materials, from the beginning to the end of the production, sale process and waste disposal, to
satisfy customers and add business competitiveness. It is “ the process of anticipating customer needs and
wants; acquiring the capital, materials, people, technologies, and information necessary to meet those
needs and wants; optimizing the goods- or service-producing network to fulfill customer requests; and
utilizing the network to fulfill customer requests in a timely way ” (Tilanus, 1997). Simply to say, ‘logistics
is customer-oriented operation management’. 5
4Council of Logistics Management – Johnson and Woods definition (cited in Tilanus 1997)
5https://www.researchgate.net/publication/281230908_The_role_of_transportation_in_logistics_chain
8

University POLITEHNICA from Bucharest
UNESCO Chair
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Components of the Logistics Systems
Logistics services, information systems and infrastructure/resources are the three components of
this system and closely linked. The interaction of the three main components in the logistics system is
interpreted as follows. Logistics services support the movement of materials and products from inputs
through production to consumers, as well as associated waste disposal and reverse flows. They include
activities undertaken in-house by the users of the services (e.g. storage or inventory control at a
manufacturer’s plant) and the operations of external service providers.
Logistics services comprise physical activities (e.g. transport, storage) as well as non-physical
activities (e.g. supply chain design, selection of contractors, freightage negotiations). Most activities of
logistics services are bi-direction. Information systems include modeling and management of decision
making, and more important issues are tracking and tracing. It provides essential data and consultation in
each step of the interaction among logistics services and the target stations. Infrastructure comprises
human resources, financial resources, packaging materials, warehouses, transport and communications.
Most fixed capital is for building those infrastructures. They are concrete foundations and basements
within logistics systems.
Fig.1 – Overview of the Logistics Systems ( source BTRE 2001)6
6 BTRE (2001) Logistics in Australia: A Preliminary Analysis . Bureau of Transport and Regional Economics, Canberra,
<http://www.btre.gov.au/docs/wp49_contents.htm>.
9

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
Business logistics was not an academic subject until the 1960s. A key element of logistics, the
trade-off between transport and inventory costs, was formally recognized in economics at least as early as
the mid-1880s. (BTRE, 2001) Based on the American experience, the development of logistics could be
divided into four periods (Chang, 1998), which are represented as Fig. 2.
Fig.2 – Logistics historical Development7
Before the 1950s, logistics was under the dormant condition. Production was the main part of the
managers concerned, and industry logistics was once regarded as “necessary evil” in this period. During
the 1950s to and 1960s, applying new ideas of administration on business was a tendency. Drucker
(2001)8, who thought Logistics was The Economy’s Dark Continent, regarded the procedure of physical
distribution after producing products as the most possible development area in American businesses but
also the most neglected area. Lewis’s study (cited in Chang, 1998) in 1956 on the role of air
transportation in physical distribution was the application of “total cost concept” and it pointed out the
notions of trade-off between inventory and transportation.
From the 1970s onward, more and more applications and researches of logistics appeared. Due to
petroleum price rise in 1973, the effects of logistics activities on enterprises grew. Slow growth of market,
pressure of high stagflation, release of transportation control, and competitions of the third world on
products and materials all increased the significance of logistics system on planning and business at that
time.
The further tendency of logistics in the early 21st century is logistics alliance, Third Party
Logistics (TPL) and globalized logistics. Logistics circulation is an essential of business activities and
sustaining competitiveness, however, to conduct and manage a large company is cost consuming and not
economic. Therefore, alliance of international industries could save working costs and cooperation with
TPL could specialize in logistics area.
1. Interrelationships between Transportation and Logistics
Without well developed transportation systems, logistics could not bring its advantages into full
play. Besides, a good transport system in logistics activities could provide better logistics efficiency,
reduce operation cost, and promote service quality. The improvement of transportation systems needs the
effort from both public and private sectors. A well-operated logistics system could increase both the
competitiveness of the government and enterprises.
7 Chang, Y .H. (1998) Logistical Management . Hwa-Tai Bookstore Ltd., Taiwan.
8 Drucker, P.F. (2001) Management Challenges for the 21st Century . Harper Business.
10DormantDevelopment Years Take-off Years
Years Logistics Globalization
Logistics
1950s1960s1970s1980s1990sLogistics Alliance 3rd Party
21th Century

University POLITEHNICA from Bucharest
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“ENGINEERING FOR SOCIETY”
1.1 Transport Costs and Goods Characters in Logistics
Transport system is the most important economic activity among the components of business
logistics systems. Around one third to two thirds of the expenses of enterprises’ logistics costs are spent
on transportation. According to the investigation of National Council of Physical Distribution
Management (NCPDM) in 1982, the cost of transportation, on average, accounted for 6.5% of market
revenue and 44% of logistics costs.
Fig.3 – Cost ratio of logistics items (source Air Transport Association)
Transport system makes goods and products movable and provides timely and regional efficacy to
promote value-added under the least cost principle. Transport affects the results of logistics activities and,
of course, it influences production and sale. In the logistics system, transportation cost could be regarded
as a restriction of the objective market. Value of transportation varies with different industries. For those
products with small volume, low weight and high value, transportation cost simply occupies a very small
part of sale and is less regarded; for those big, heavy and low-valued products, transportation occupies a
very big part of sale and affects profits more, and therefore it is more regarded.
1.2 The Effects of Transportation on Logistics Activities
Transportation plays a connective role among the several steps that result in the conversion of
resources into useful goods in the name of the ultimate consumer. It is the planning of all these functions
and sub-functions into a system of goods movement in order to minimize cost, maximize service to the
customers that constitutes the concept of business logistics. Traditionally these steps involved separate
companies for production, storage, transportation, wholesaling, and retail sale, however basically,
production / manufacturing plants, warehousing services, merchandising establishments are all about
doing transportation. Production or manufacturing plants required the assembly of materials, components,
and supplies, with or without storage, processing and material handling within the plant and plant
inventory.
Warehousing services between plants and marketing outlets involved separate transport.
Merchandising establishments completed the chain with delivery to the consumers. The manufacturers
117.80%11.90%
17.00%
17.40%6.50%11.00%29.40%Movement
Packaging
Warehousing
Inventory
Ordering
Management
Transportation

University POLITEHNICA from Bucharest
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limited themselves to the production of goods, leaving marketing and distribution to other firms.
Warehousing and storage can be considered in terms of services for the production process and for
product distribution. There have been major changes in the number and location of facilities with the
closure of many single-user warehouses and an expansion of consolidation facilities and distribution
centers. These developments reflect factors such as better transport services and pressures to improve
logistics performance.
1.3 The Role of Transportation in Service Quality
The role that transportation plays in logistics system is more complex than carrying goods for the
proprietors. Its complexity can take effect only through highly quality management. By means of well-
handled transport system, goods could be sent to the right place at right time in order to satisfy customers’
demands. It brings efficacy, and also it builds a bridge between producers and consumers. Therefore,
transportation is the base of efficiency and economy in business logistics and expands other functions of
logistics system. In addition, a good transport system performing in logistics activities brings benefits not
only to service quality but also to company competitiveness.
2. Forms of Logistics Operation9
2.1 Supply Chain Management
Supply Chain Management (SCM) is the concept for handling the production procedures in broad
sense. An effective SCM application could promote the industry to satisfy the demand of new business
environment. Ross (1998) defined SCM as “ a continuously evolving management philosophy that seeks
to unify the collective productive competencies and resources of the business functions found both within
the enterprise and outside in the firm’ s allied business partners located along intersecting supply
channels into a highly competitive, customer-enriching supply system focused on developing innovative
solutions and synchronizing the flow of marketplace products, services, and information to create unique,
individualized sources of customer value. ”
SCM can be divided into three main activities: purchase, manufacture and transport (Thomas et
al., 1996). Cooper et al. (1997) analyzed the three elements of SCM – supply chain business processes,
supply chain management components, and supply chain network structure.
Fig. 4 shows the entire elements in SCM frame. It displays the details of the whole processes from
purchasing, management, production, and distribution to customers. The information flow is like an
individual system to link the whole supply chain from supplier and manufacturer to consumer.
Unimpeded information flow could increase the operation accuracy for costs saving and promote
the competitiveness of firms. The product flow proceeds through the whole production processes from
material supply via manufactures till providing the finished products to consumers. The items in vertical
direction show the various management tasks within the supply chain. Particularly, the return flow, or
reverse logistic, is one of the elements in the system but with converse direction from the others.
9https://www.researchgate.net/publication/281230908_The_role_of_transportation_in_logistics_chain
12

University POLITEHNICA from Bucharest
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“ENGINEERING FOR SOCIETY”
Fig.4 – Supply chain management: integrating and managing business processes among
participants throughout the supply chain. (source: Adapted from Lambert et al., 1998.)10
2.2 Reverse Logistics
The concept of reverse logistics has been applied in promoting costumer service and resources
recycling. Concerning quality control, the defective components and finished products will be returned to
their producers through reverse logistics systems. Nowadays, reverse logistics has been developed rapidly
for increasing industries’ competitiveness, promoting customer service level, and recycling the reusable
material. Meanwhile, the demand of reverse logistics brings out a new market for the third-party logistics
industries.
Rogers (1998) defined reverse logistics as “ the process of planning, implementing, and controlling
the efficient, cost effective flow of raw materials, in-process inventory, finished goods and related
information from the point of consumption to the point of origin for the purpose of recapturing value or
proper disposal”.
The two main reasons behind the rise of reverse logistics are the globalization of markets and
policies for environment protection. A successful reverse logistics could help to increase the service level
of companies and reduce the costs of producing processes. More and more companies want to build their
reverse logistics system, however the system needs professional knowledge in logistics management and
particular facilities. Thus the third-party logistics service provides another option for small to middle size
companies to have their reverse logistics system.
Fig. 5 shows the structure of logistics systems, which includes forward logistics and reverse
logistics. The information flow interlaces between different stakeholders within the system. Each
stakeholder can communicate with the others directly to maximum their profitability. Reverse logistics
10https://www.nap.edu/read/6369/chapter/5
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University POLITEHNICA from Bucharest
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will be adopted in various modes and applications in the future due to its efficiency and benefits in
environment protection.
Fig.5 – Reverse Logistics diagram (source Researchgate.net)11
With e-commerce becoming a lucrative shopping channel, retailers and their logistics partners
have been primarily focused on how to quickly move goods through the supply chain and into the hands
of consumers- a process commonly referred to as forward logistics. However, the opportunities presented
by the growing popularity of e-commerce also come with a challenging, multibillion-dollar downside:
returns.
Return rates for e-commerce purchases are between 25% and 30%, compared with just 9% for in-
store purchases. Turning reverse logistics – the process of returning goods from end users back to their
origins to either recapture value or properly dispose of material – into a costly and high-stakes matter for
retailers.
Not only are retailers experiencing more returns as a result of e-commerce growth, but consumer
expectations also demand that retailers provide a seamless process. In fact, 92% of consumers agree that
they are more likely to shop at a store again if it offers a hassle-free return policy (e.g. free return). Some
consumers even place large orders with the intention of returning certain items.
Logistics firms that can offer cost-effective reverse logistics solutions, this has opened up a
significant opportunity to capture a share of rapidly growing e-commerce logistics costs in the US, which
hit $117 billion last year, according to Armstrong & Associates, Inc. estimates.
11https://www.researchgate.net/publication/
333870489_A_study_of_plastic_waste_management_effectiveness_in_Indonesia_industries
14

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
Fig.6 – E-Commerce reverse Logistics Forecast (source Business Insider)12
2.3 Maritime Logistics
Maritime industry plays an important role in international freight. It can provide a cheap and high
carrying capacity conveyance for consumers. Therefore, it has a vital position in the transportation of
particular goods, such as crude oil and grains. Its disadvantage is that it needs longer transport time and
its schedule is strongly affected by the weather factors. To save costs and enhance competitiveness,
current maritime logistics firms tend to use large-scaled ships and cooperative operation techniques.
Moreover, current maritime customers care about service quality more than the delivery price.
Thus, it is necessary to build new logistics concepts in order to increase service satisfaction, (e.g. real-
time information, accurate time windows and goods tracking systems).
The operation of maritime transport industry can be divided into three main types:
Liner Shipping: The business is based on the same ships, routes, price, and regular voyages.
Tramp Shipping: The characters of this kind of shipping are irregular transport price, unsteady
transport routes, and schedule. It usually delivers particular goods, such as Dry Bulk Cargo and
crude oil.
Industry Shipping: The main purpose of industry shipping is to ensure the supply of raw
materials. This sometimes needs specialized containers, such as the high-pressure containers for
natural gas.
12https://www.businessinsider.com/the-reverse-logistics-report-a-2018-10
15

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
2.4 Air Freight Logistics
Air freight logistics is necessary for many industries and services to complete their supply chain
and functions. It provides the delivery with speed, lower risk of damage, security, flexibility, accessibility
and good frequency for regular destinations, yet the disadvantage is high delivery fee.
Reynolds-Feighan (2001) said air freight logistics is selected “ when the value per unit weight of
shipments is relatively high and the speed of delivery is an important factor ”.
The characteristics of air freight logistics are that:
Airplanes and airports are separated. Therefore, the industries only need to prepare planes for
operation;
It allows to speed delivery at far destinations;
Air freight transport is not affected by land forms.
Research data show that the freight transport market keeps growing. Given the trend of global
markets, air freight logistics also has to change their services. The future tendencies of air freight
development are integration with other transport modes and internationalization and alliance and merger
between air transport companies The future pattern of air freight logistics is cooperative with other
transport modes, such as maritime and land transport, to provide a service base on “ Just-In-Time”, and
door-to-door.
2.5 Land Logistics
Land logistics is a very important link in logistics activities. It extends the delivery services for air
and maritime transport from airports and seaports. The most positive characteristic of land logistics is the
high accessibility level in land areas. The main transport modes of land logistics are railway transport,
road freight transport and pipeline transport.
Railway transport has advantages like high carrying capacity, lower influence by weather
conditions, and lower energy consumption while disadvantages as high cost of essential facilities, difficult
and expensive maintenance, lack of elasticity of urgent demands, and time consumption in organizing
railway carriages.
Road freight transport has advantages as cheaper investment funds, high accessibility, mobility
and availability. Its disadvantages are low capacity, lower safety, and slow speed.
The advantages of pipeline transport are high capacity, less effect by weather conditions, cheaper
operation fee, and continuous conveyance; the disadvantages are expensive infrastructures, harder
supervision, goods specialization, and regular maintenance needs.
The excessive usage of land transport also brings many problems, such as traffic jams, pollution
and traffic crashes. In the future, to improve the land transport in transport efficiency and reliability, a
revolution of transport policies and management is required, (e.g. pricing).
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2.6 Express Delivery
As the increasing demand of time accuracy and decentralization of production, the need to reduce
stock costs has led to the “Just-In-Time” (JIT) delivery principle, which involves more frequent delivery
of materials at the right time and at the right place in the production process.
The characteristics of express delivery are:
Door-to-door service;
Efficiency;
Traceability;
Just-In-Time (JIT);
Growing various delivery demands.
The trend toward increasingly compact products is expected to improve the cost-benefit ratio of
express delivery by decreasing the transportation cost share. Smaller products will enlarge the market for
express delivery services. Also, the increasing value of products requires rapid transportation, because
companies want to reduce the interest costs bound up in stock and inventories. For future development,
the industries should consider integrating the services with 24-hour stores so that customers could choose
a certain shop as the pick-up station. Meanwhile, the services would become more efficient and controlled
due to more regular routes to those shops instead of personal houses.
2.7 E-commerce
E-commerce is the future trend of business style. It brings many benefits for both companies and
consumers:
E-commerce expands the market area from regional to global;
E-commerce uses electronic techniques instead of traditional paper works, which promotes the
industries’ efficiency and competitiveness;
The number of trips is increased. On the other hand the average load of single trip is reduced,
which means it needs higher carriage if using the same means of transportation;
E-commerce will impact on transport system due to the increased trips;
E-commerce might reduce the number of warehouses and the stock cost.
3. Future Prospects of Logistics
Facing the worldwide competition, the improvement of logistics system should be advanced by
both private companies and government. Weeld and Roszemeijer (Ho, 1997) discerned three revolutions
in business that have substantial impacts on the purchasing and supply strategies of the manufacturing
sectors. These three revolutions are:
The globalization of trade;
The coming of the information era;
More demanding consumers and continuously changing consumer preferences.
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The main characteristics of future logistics development are:
Government role: To keep competitiveness of industries, the government has to lead the way to
assist the logistics industries. For instance, the idea of freight village of city logistics provides the
environment to promote logistics efficiency and to reduce operation costs. However it involves
large of investments and some problems relating laws and national policies. Without the lead and
support of government, achieving the plan is difficult.
Growth of international goods transport: The up-growth of international freight transport is
contributed by several factors. Firstly, the blossoming of E-commerce pushes ahead the
international business activities. Secondly, the change of production strategy needs international
cooperation, (e.g. importing the semi-finished products from countries with cheaper human
resources to those with higher technology to assemble the final goods). Thirdly, the pressure of
globalized market, such as World Trade Organization (WTO), pushes local industries to promote
themselves to reach an international standard and face the worldwide competition.
Improvement of services: Providing a good customer service becomes a necessary requirement
of business operation with the intense competition of global market. The quality of services is the
main factor to affect consuming behavior among the enterprises with high similarity. The service
systems involve several developed techniques now, such as Efficient Consumer Response (ECR)
and Quick Response (QR). In the near future, more new techniques would be applied in providing
better services for customers.
Revolution of logistics operation: IT techniques and its products bring efficiency and fluency to
the logistics systems. Radio Frequency ID (RFID) is one of these techniques. The main difference
between the bar-code system and RFID is that RFID does not need the action of scanning the
barcode on goods. RFID could save manual operation time dramatically. RFID systems could
sense the amount of goods input in the tags automatically and immediately when the costumers
push their trolley through the exit (Carroll, 2004).
Shorter product life cycle: With the current trend, the merchandise design is changing day by
day, and therefore, the product life cycle is shorter and shorter, especially in computer science. To
confront the impacts, logistics system must improve its efficiency and reliability of goods
delivery. Otherwise an inappropriate logistics system would hinder the competitiveness of new
products and the business profits.
Improvement of logistics facilities: The advancement and development of logistics are based on
several techniques and complete theories. High-tech facilities and systems, e.g. ITS, could bring
more possibilities and advantages to logistics. For example, the improvement of related facilities,
(e.g. Forklift Trucks, is necessary for transport efficiency). In the future, factory automation is the
main target for the whole supply-chain procedures. It could help to improve efficiency and also
reduce the operation costs.
Channel cooperation between companies: In order to save the logistics costs, a key concept is to
maximize the usage of available transport capacity. Integrating the logistics demands between
numerous departments helps achieve this purpose. In practice, a conglomerate could develop its
own logistics service for the branches. For some medium size companies, they could cooperate
transport channels with others.
Specialized logistics delivery: One of the notable trends of logistics industries is specialized
delivery service. For instance, delivering fresh food from the place of origin needs low-
temperature containers. Compute chips, gases and petroleum need particular conveyances to carry.
These demands are rising since the products became more and more delicate.
Logistics centers: The development of logistics centers is good for industry promotion and the
development of national economic system. Logistics centers could successfully shorten the
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distance between production and marketing vertically and also integrate various industries
horizontally, and thus decrease the costs. Governments can propose special areas for storehouses
and logistics to reduce land acquisition. The future logistics will cooperate e-commerce, the
Internet and the newly door-to-door service to create new business prospects.
Freight transport: The alliance between middle-small size delivery companies is an important
trend in the future. The strategy could help to expand service areas and increase service quality,
and meanwhile raise the loads of single trips to reduce delivery costs.
Conclusions
For ancient times the people moved goods from a part of the world to another without knowing
the terminology of “transport and logistics” or even “commerce”. They do these activities in order to
increase their wealth and standards of life and consciously or unconsciously with direct impacts upon
different regions and societies.
The primitive ways of exchanging the goods and values were inland or by sea and in the modern
era other ones were added such as: air transportation, e-commerce, Internet transfers, tourism, etc and this
forced the society to develop new techniques and systems in order to fulfill the necessities of the
communities and people's.
Therefore, now a days, a world without transport and logistics cannot be imagined. In theory
logistics and transportation are two separate terms but in practice they are very interconnected without
being able to exist without each other. They have interdependent relationships that logistics management
needs transportation to perform its activities and meanwhile, a successful logistics system could help to
improve traffic environment and transportation development.
Since transportation contributes the highest cost among the related elements in logistics systems,
the improvement of transport efficiency could change the overall performance of a logistics system.
Transportation plays an important role in logistics system and its activities appear in various sections of
logistics processes. Without the linking of transportation, a powerful logistics strategy cannot bring its
capacity into full play. The review of logistics system in a broad sense might help to integrate the
advantages from different application cases to overcome their current disadvantage. On the other hand,
the review of transport systems provides a clearer notion on transport applications in logistics activities.
The development of logistics will be still vigorous in the following decades and the logistics concepts
might be applied in more fields.
In order to be above the competition, the logistics and transport companies should adapt the latest
technologies and innovative approach. The aim of effective logistics management ans transportation is to
improve the efficiency of the operations, ensuring customer satisfaction, and increase productivity.
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Chapter 1. – Best Practices for the Management of Combined
Transport Terminals

1. Introduction13
An increasing number of inter-modal terminals in Europe, which are often also key for domestic
and international networks of inter-modal services, are confronted with saturated transshipment capacity,
relatively low efficiency or insufficient quality. These bottlenecks – like the capacity constraints on major
sections of the European rail network – are hampering or even jeopardizing the otherwise possible growth
of combined transport volumes. Furthermore, actors in inter-modal transport note a higher customer
demand for environmentally friendly transport solutions and growing popularity of transport-pollution-
emission tools, better known as “Green Logistics”.
We are aware of the fact that enlargement investments in inter-modal terminals or the building of
new sites, for various reasons such as planning period, times for approvals or budget restrictions, though
necessary at any rate, would not be sufficient to remove the constraints. With this present study we have
collected numerous “soft” measures generally not requiring large infrastructure investments that are
suitable for enabling a considerable increase of the transshipment capacity, improve the efficiency and
quality of terminal processes at congested inter-modal terminals.
2. Objectives
The project will be based on the four main objectives:
Increase capacity of existent infrastructure
Use the existent infrastructure more efficiently
Improve quality of service
Draw on natural resources and impact on environment
13http://www.intermodal-terminals.eu/content/e3/e18/e128/index_eng.html
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3. Determinants of combined transport terminal capacity
The terminal is a key component of the inter-modal transport chain since it has to ensure an
efficient and safe interchange between road and rail.
In most European countries the terminals differentiate between the ownership of the terminal
infrastructure- and superstructure and the operation and management. The common understanding of
terminals is based on the following principles:
Principle of non-discriminative access to terminals (at least for those that have received
public funding):
Rail-side access for all licensed railway undertakings,
Road-side access for all operators,
Transparent capacity allocation and pricing,
Bundling of different cargoes (maritime container, continental cargoes), and market
segments (international and domestic relations) and thus improved capacity utilization.
The main goal is to improve the operational functions and services and thereby the capacity of
inter-modal terminals.
3.1. The basic functions and additional services of the terminal are:
Transhipment of loading units between different transport modes Road – Rail – Inland Navigation
Terminal Handling
◦Check-in/out
◦Security check
Intermediate Buffer for loading units / vehicles
Agency function for railways and operators
Storage of loading units (Container-Depot)
Temperature controlled -/ Dangerous goods
Trucking Service
Container Repair
Customs Services
3.2 Basic components of the terminal:
Road access
Check- in/check- out area (gate)
Handling/transhipment tracks
Interim storage space
Loading and driving lanes
Parking tracks
Rail access
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4. Best practices in terminal capacity management
Generally, the transhipment capacity of inter-modal terminals can be enlarged by either increasing
the physical infrastructure or suprastructure e.g. building of additional handling tracks, extension of
tracks, upgrading the rail and road side accessibility, extending the storage of buffer space or the
acquisition of additional or more efficient cranes. These we will call “hard” measures.
Alternatively “soft” measures can be used. These particularly concern improvements in the
process organization or in communication procedures.
Fig. 7 – Handling capacity enlargement on terminals by “hard” and “soft” measures
Considering the objectives of the present study we have focused on “soft” tools recognized as
suitable for improving the management and transhipment capacity of existing CT terminals. In this
respect the following main actions have been identified through interviews and workshops with CT
stakeholders:
Increase of flow factor
Control of shunting services
Supply of road trucking services
Extension of terminal opening times
Bonus-malus incentives for the use of interim storage space
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Sophisticated capacity management systems
Automated loading unit identification
Separation of rail-side and road-side handling
Task management according to pre-notification
Punctual rail services
4.1 Increase of flow factor14
If the track capacity of a given terminal infrastructure, on a daily average, is employed by only
one inter-modal train including the inbound and outbound services the terminal applies a static
operational concept. In this respect the so-called “flow factor” which is the mean frequency the total
length of the handling tracks are employed, is 1.0. In contrast to that, a flow factor of 2.0 means that every
meter of handling track on average has been used by two different trains or services for inbound and
outbound shipments.
It is obvious that the implementation of such a dynamic operational concept is one of the most
effective measures to enhance the capacity of a given terminal infrastructure. Raising the flow factor from
1.0 to 2.0 implies a – theoretic – doubling of the transhipment capacity. Since the capacity impact is so
tremendous this “soft” operational measure is recommended to be enforced in as many terminals as
possible.
In order to increase the flow factor of the facility the following prerequisites must be fulfilled:
In the first place, it requires sufficient demand of inter-modal services
If the terminal is served by multi-frequency shuttle trains, which require fast turnaround times of
about three to six hours, handling tracks could be employed a couple of times per day
If those efficient shuttle services don’t call at the terminal the wagon sets need to be shunted
between the handling and parking tracks to allow for the exchange of trains. This requires either
for an appropriate number and length of parking tracks at the transhipment facility or close to the
site to avoid uneconomic shunting operations.
Since it is most unlikely that, both in export and import, all inter-modal loading units could
directly be transshipped between truck and wagon (live-lift operation) a well-dimensioned
intermediate storage space is absolutely required.
The capacity of the handling equipment (cranes, reachstackers, terminal trucks) must be sufficient
to cope with an increased amount of units.
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Fig.8 – Increase of flow factor
Not only when applying the “flow factor” but also in usual operation the wagon sets entering and
leaving the terminal require a shunting operation. Shunting is also needed to replace damaged wagons or
include additional ones. The shunting operation can be organized in different ways. The most common
practice is that the lead railway undertaking or local railway undertaking manages and physically
performs the shunting operation.
4.2 Control of shunting services
The charged by the inter-modal operator with the main rail haul is also used to take the train in
and out of the inter-modal terminal yard with its own staff and locomotive. If, for the local terminal
service, the railway undertaking employs a shunting locomotive or the long-distance engine depends on
the scheduling of locomotives and staff, efficiency criteria and the technical accessibility of the terminal
e.g. by electric locomotives.
Usually, the same railway also performs the shunting of train or wagon sets between the terminal
yard and parking tracks, removes damaged wagons or brings additional wagons. To ensure a high
performance of these logistics tasks i.e. that an appropriate shunting loco and personnel are available at
the right time, a good co-ordination and synchronization of this interface and the works between terminal
and shunting service operators is required.
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In some European inter-modal terminals, however, the shunting service is managed by the
terminal operator entirely on its own or in co-ordination with the railway undertaking. Such a measure
can have several positive effects:
It simplifies processes and reduces frictional losses between the actors involved.
It enables the terminal operator to reduce train delays.
It raises the operational flexibility of the terminal management.
It facilitates the prioritization of shipments.
Fig.9 – Control of shunting services 15
4.3 Supply of road trucking services
A similar reasoning has motivated some terminal operators to offer or manage pick-up and
delivery road trucking services. Terminal operators such as KTL in Ludwigshafen recognized, in the first
place, the need for internal transfer of loading units between different transhipment modules of the
terminal owing to Gateway shipments or between handling area and external buffer and storage places. At
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Ludwigshafen, BASF AG, the owner of the terminal, also called on KTL to perform the trucking of inter-
modal loading units from and to its nearby production site.
KTL now offers the trucking services based on a fleet of road vehicles and chassis to any other
user of combined transport in Ludwigshafen. These services may create a win-win situation. The
intermodal customer must not care for organizing the road trucking and the terminal operator is more
flexible as concerns the sequence of intermodal loading units to be transhipped. This particularly applies
if trains arrive delayed. Although the direct impact on the transhipment capacity may be marginal
proprietary trucking services can also be used to clear handling and storage lanes from semi-trailers or
non-stackable loading units such as swap bodies and take them to an outside parking yard.
In contrast to rail/road terminals that are predominantly called by continental intermodal services
it is much more common with intermodal facilities with a large share of deep-sea containers that they
provide integrated terminal handling and trucking services. This applies for example to intermodal
operators such as Metrans. Shipping lines often require for the pre-and on-carriage from terminals like in
the ports of Linz (Austria) or the WienCont terminals Wien-Freudenau Hafen and Krems. In those cases
the scope of services supplied by the terminal operators is much more extended and includes container
maintenance and repair, depot, or customs clearance.
Fig.10 – Supply or management of road trucking services by terminal operator 16
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4.4 Extension of terminal opening time
Though the exact opening time of combined transport terminals for serving road-side customers
differs from site to site typical schedules have evolved in Europe over the years. This assumption was
clearly confirmed the survey of some 350 European terminals including information obtained from the
UIRR database (www.uirr.com). Only very few intermodal facilities are working on a single-shift-basis
and are open for 8 to 10 hours. About 30 per cent of all the terminals examined are open more than 16
hours. Nearly 70 per cent of the sites, however, apply a two-shift scheme serving pick-up and delivery
vehicles for about 12 to 16 hours, from Monday to Friday. Terminals are used to open between five or six
o’clock in the morning and close around 7 to 10 in the evening. Considering a 24-hours-economy these
terminals on average are open to customers 53 per cent of the maximum possible time.
According to our inquiries most terminal operators are prepared to broaden the opening time if
customers demanded it. Intermodal operators, however, have also reported that they have sometimes
difficulties to get terminal slots outside the published opening times.
Although terminal managers are arguing that customers do not want to arrive at different times the
two options of extending the opening times shall be looked at carefully in the perspective of raising
terminal capacity:
The first option is to enlarge the operating times (internal and rail-side) to deal with gateway
transhipments, second departures or just “clearing” the handling and buffer lanes outside of peak
hours
The second option is to extend the opening time also for road-side pick-up and delivery of
shipments.
Extending the terminal opening time could mean increasing the daily opening period or open also
on Saturdays or even Sundays. The terminal managers involved in our investigation expect that the
extension of customer-related opening times will bring about an increase of transhipment capacity of at
least 10 to 20 per cent compared to the initial situation.
The capacity impact in the first place, depends from the customers’ acceptance whether they are
able (opportunities) or willing (behavior) to take the opportunity from enlarged opening times. The size of
the capacity effect will be determined by the difference between the new and the old time window, the
extent of gateway services at the terminal and whether industrial customers are calling at the terminal.
When extending the opening time it should be taken account of the need to reserve sufficient hours for
maintenance and repair of the terminal equipment.
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Fig.11 – Extension of terminal opening time 17
4.5 Bonus-malus incentives for the use of interim storage space
During the research with terminal operators was discussed if incentives would encourage
intermodal operators or their customers to use the terminal off peak hours and if so, what incentives. It
has been felt that generally it would not be economic for intermodal customers to just pick up or deliver
shipments e.g. at midnight to save some 2 to 5 €, which would be about the equivalent of 10 to 25 per
cent discount on the transhipment charge. The additional personnel cost incurred by the night shift of the
road operator would more than outweigh this advantage.
The situation, however, would change if the final customer of the shipment has also opened his
logistics services overnight or if the shipment has to be carried over long distances so that the road
vehicle and the driver would be employed efficiently. It seems that there is some hidden potential for
optimizing infrastructure employment by homogenizing the flow of transports. In this respect the DUSS
terminal Köln-Eifeltor recently has received some positive feedback on its decision to open its facility 24
hours/day.
In contrast to that the starting position is very different as concerns the management of interim
storage space at intermodal terminals. While inland port terminals – or more generally, facilities serving
maritime containers – generate a considerable share of their revenues from interim storage and depot
services the majority of “conventional” rail/road terminals rather suffer from loading units remaining on
their premises longer than 12 to 24 hours prior to or after the rail journey. This is particularly owing to the
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fact that these terminals were primarily designed to enable the transshipment of loading units between rail
and road. Ideally, the loading units would be directly transferred from wagon to truck and vice versa. In
fact, reality prevents operators from optimizing their terminals in this way. Delayed trains, the exchange
of trains between transhipment area and parking tracks, the shunting of damaged wagons, and the pick-up
and delivery behavior of road operators require the intermediate buffering of loading units. In addition,
some terminals experience that their terminals are used for parking loading units according to typical
intermodal supply chain.
In order to avoid that they get stuck, an incentive or bonus/malus system aimed at the management
of the interim storage space was designed and implemented at terminals such as Busto Arsizio,
Ludwigshafen KTL, Duisburg-Ruhrort Hafen and Köln-Eifeltor. The system foresees a reward (“bonus”)
for a customer who picks up his shipment early for example in the first three hours after the time of
availability of the train, and a penalty (“malus”) if the shipment is collected e.g. 24 to 48 hours after the
arrival. The terminal management and bookkeeping system levels the rewards and penalties per client and
generates a monthly invoice.
The experience reported by KTL or Rail Cargo Austria and WienCont that apply similar pricing
schemes is very encouraging. Terminal managers estimate that such a measure ensures a total capacity
increase effect of about 5 per cent depending on the initial pick-up and delivery behavior of the
customers.
The incentive system is also able to take into account the size (space consumption) and the
stackability of loading units and thus allows a further differentiation according to local needs.
It needs to be emphasized that the implementation of such incentive systems basically requires a
terminal management system, which makes sure that relevant data and information such as the arrival
time of trains, the availability of shipments, the time of pickup by road vehicles as well as all associated
operational handling are collected properly and could be verified for invoicing purposes.
Fig. 12 – Bonus-malus incentives for the use of interim storage space 18
18http://www.intermodal-terminals.eu/content/e3/e18/e128/e239/2.5GoodPracticesManual-actions-bonusmalus2010-04-
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4.6 IT-based capacity management systems
For more than two decades stakeholders in combined rail/road transport services in Europe have
felt the need for an information technology (IT) support of the operation of intermodal terminals. Despite
strong efforts, which were partly embedded in research and development projects, usable terminal
management software applications have only been created in recent years. Among them are the following:
BLU (DB Netz/DUSS)
GOAL (Hupac)
INTERMAN (Rekencentrum/Interferryboats)
KLV2000 (Rail Cargo Austria)
INFORM
Each of these systems is more or less transforming the core operational functions of intermodal
terminals in a piece of software and supporting them. This support generally is related to the road-side
inbound and outbound clearance of intermodal shipments, the rail-side in-bound and outbound clearance
of trains, and the road/rail transhipment of loading units. Since these systems considerably facilitate and
enhance combined transport operations they should become part of the fundamental equipment of every
intermodal terminal.
But even these IT solutions, are not currently capable of addressing the specific challenges for the
management of contemporary intermodal terminals, which result from tremendous changes of the market
structure, the production system and the applied technologies of European combined transport in the last
15 to 20 years. Among the most significant influences that determine the requirements towards an
advanced IT terminal management system, are the following:
Concentration of intermodal services on a network of priority terminals, handling volume
considerably increased per terminal yard
From a rather homogeneous to a heterogeneous market to be handled at terminals:
maritime/continental freight and loading units, domestic/international shipments, type of cargoes.
Block train services shift economic risk from railways to intermodal operators and produce
conflicts with terminal operators as regards process of loading/unloading trains
Establishment of new rail production systems: shuttle trains, multi-departure services
Establishment of hub systems (Gateway) requiring for rail/rail transhipments at terminals
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Intensified employment of terminal facilities: from a static to a dynamic employment of handling
tracks
Changed mix of loading units (more units stackable), but also more semi-trailers on some relations
Reduction of live-lift handling, extended interim storage periods
Multi-client terminal operations owing to liberalized market access with respect to operators and
railways
Terminals increasingly are becoming platforms for various logistic services
Terminals must try to compensate for poor quality of rail traction services
These changes of the European world of combined transport tremendously increased the
complexity and inter-dependency of processes in intermodal terminals.
In recent years a couple of terminal management systems have been developed and implemented
in combined transport terminals. The operators that have installed such systems report a capacity increase
of 5 to 10 per cent although the main target of the management system is to increase the quality and
efficiency of terminal operations.
Fig. 13 – Functionality of a Terminal Management System (example Interman)
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MeasureIT-based capacity management systems
DescriptionIT-based terminal management system composing of:
Train- truck in/out
Yard planning including instructions for RMG, RTG, MTS, shunting gang
Electronic transport related information (consignment note data, train
disposition)
Invoicing of terminal services
Statistics, master data (wagon, loading units, stations, … )
Involved
PartiesTerminal operator, railway undertakings, intermodal operators and customers.
Examples Systems: KLV2000, BLU, Interman, TESS, GOAL, Modality, …
Capacity
Impact5-10%, but mainly increase of quality
Fig. 14 – IT-based capacity management systems
RMG = Rail-mounted Gantry Crane
MTS = Multi trailer system
RTG = Rubber-tyred gantry crane / Reach Stacker
4.7 Automated loading unit identification
Another potential component of a comprehensive terminal management system is an automated
loading unit identification system installed at the road-side or/and rail-side access of a terminal.
Today’s standard technology is based on a portal with an optical camera system, which
automatically or semi-automatically recognizes the identity code or number of loading units passing this
portal. Such systems often also comprise a damage detection feature. The pictures taken at the portal are
stored and, if claims are made, allow to check whether the unit had already been damaged before. The
gate portal allows – by means of image recognition – the identification of loading units by their painted
numbers. The pre-check allows not only the identification of loading units, documentation of damages but
also the refusal of inappropriate trucks (damaged, not authorized, incomplete loading papers) that avoids
congestion inside the terminals.
The positive impact on capacity is mainly focusing on the capacity gain for the gate-in/ gate-out
procedure, where the automation is about to speed up procedures and thus reduce the idle time between
the physical arrival of the loading units and their availability for pick-up/delivery (transshipment).
Radio frequency identification (RFID) systems have also been tested during various projects. To
date it hasn’t become accepted in combined transport since its effectiveness depends on a wide-scale
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application of this technology across Europe while optical systems are suitable to generate benefi ts
locally. Intermodal stakeholders also refrained from investing into RFID systems owing to high risks and
costs.
Fig. 15 – Automated loading unit identification
4.8 Separation of rail-side and road-side handling
The CT terminal Rail Service Centre (RSC) Rotterdam handles containers, swap bodies and semi-
trailers. About 40 per cent of its volume is generated by the neighbouring container port terminals while
60 per cent of the units are delivered or collected by road vehicles. The terminal is situated next to the
port railway line (”Havenspoor”) with double-side access for the trains at least in one of two modules.
Some of the trains are shuttle services between the hinterland terminals and the RSC Maasvlakte with
only a short staying time in the RSC Rotterdam (“opstap-shuttles”).
In order to maintain the trains’ schedules the rail-side and the road-side handling as well as the
stacking area were separated. The rail-side handling is effected by four rail-mounted gantry cranes
(RMG). The “customer area” of pick-up and delivery road vehicles, the internal transfer between
customer and transhipment areas and the stacking areas, however, are served by six mobile reachstackers
and five terminal trucks with articulated multi-trailer system (MTS) The enforcement of this system
including the separation of services in conjunction with the shuttle concept the rail-side handling capacity
could be increased by approx. 25 per cent.
33

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RSC also claims to handle the trains according to timetable if they arrive on time and reports that
80 per cent of all trucks are served within 30 minutes.
Fig.16 – Separation of handling services19
4.9 Task management according to pre-notification
The terminal is the focal point between rail and road and seeks to bridge between the requirements
of both modes. Although the terminal service is contracted by the intermodal operator, in daily operation
the terminal is managed according to the sequence of scheduled trains and the arrival and departure of
trucks upon their arrival. This is often leading to some what lengthy and non-optimal movements of the
cranes and other equipment in the terminal.
The terminal managers are convinced that they could improve their service quality and increase
the utilization of the equipment if they were notified not only about the delay of inbound trains – which is
claimed to be neglected very often – but also of the envisaged pick-up and arrival time of collecting
vehicles. As concerns outbound services, they, too, are requesting for an earlier notification about the
expected composition of wagon sets and priority shipments. Both would contribute to increase the
effectiveness of the cranes and the transhipment capacity by about 5 to 10 per cent.
The information needed to do that carefully could be a subset of the “UIRR consignment note”
data that the intermodal operators own in their respective management system in conjunction with the
19http://www.intermodal-terminals.eu/content/e3/e18/e128/e241/2.6GoodPracticesManual-actions-seperationhandlings2010-
04-22_eng.pdf
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reservation or booking. The wagon list indicates the sequence of wagon in the train and can be obtained
from the railways. The terminal operators in turn could deliver the same list or set of data upon
completion of loading to the intermodal operators and railways, and the related terminal.
Fig.17 – Task management according to pre-information20
4.10 Punctual rail services
Terminals that are already congested or operating at capacity limits have few or no further buffer
to compensate delayed trains. Only if trains are operated with a high rate of punctuality can terminal slots
be used as contracted with operators. Un-reliabilities, as a matter of fact, are “wasting” scarce terminal
resources and reducing the technical capacity. This becomes even more serious if several railway
undertakings and intermodal operators are calling at a same terminal. While one operator may accept a
shifting of priorities between “his” own trains he is unlikely to agree on a shift to the benefit of a
competitor.
It foresees bonus-malus incentives for delayed services and priority rules such as “punctual trains
are served first”. The concept is dealing with the obligation and rights in the interplay of terminal
operator, railway undertaking and intermodal operator calling at a terminal. This innovative approach
hasn’t been completely elaborated for the time being but the terminal operators involved in the workshops
are committed to continue working on the conditions.
20 http://www.intermodal-terminals.eu/content/e3/e18/e128/e242/2.7GoodPracticesManual-actions-taskmanagement2010-
04-22_eng.pdf
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Fig. 18 – Punctual rail services21
5. Conclusions and recommendations
An increasing number of intermodal terminals in Europe, which are often also key for domestic
and international networks of intermodal services, is confronted with saturated transhipment capacity.
These bottlenecks – like the capacity constraints on major sections of the European rail network (cf.
DIOMIS Report “Trends in domestic combined transport”) – are hampering or even jeopardizing the
otherwise possible growth of combined transport volumes.
We are aware of the fact that enlargement investments in CT terminals or the building of new
sites, for various reasons such as planning period, times for approvals or budget restrictions, though
necessary at any rate would not be sufficient to remove the constraints. With this present study we have
collected numerous “soft” measures generally not requiring large infrastructure investments that are
suitable for enabling a considerable increase of the transhipment capacity at congested terminals.
A couple of typical measures have been investigated by KombiConsult and discussed with
intermodal operators, railways and in particular operators of about 80 combined transport terminals in
Europe. The measures that have been described in the previous chapter have demonstrated their impact on
the increase of the terminals capacity in selected terminals. They can therefore be regarded as “best
practices” for the specific cases with a potential of transferability and application to other terminals as
well.
21 http://www.intermodal-terminals.eu/content/e3/e18/e128/e242/2.7GoodPracticesManual-actions-taskmanagement2010-
04-22_eng.pdf
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The research organized by KombiConsult and Interporto Bologna have shown that there is also a
need for direct communication between the terminal operators in addition to the talks that involve other
actors. Below figure shows a survey of the selected measures and the actors that are involved in their
implementation.
Fig. 19 – Overview of measures and actor involvement
The measures that are recommended for transfer and applicability to increase the terminal
handling capacity and the quality of service are the following:
Increase of flow factor for multiple use of handling tracks during the day
Control of shunting services by terminal operator
Supply or management of road trucking services by terminal operator
Extension of terminal opening and operating times
Implementation of bonus-malus incentives for efficient use of parking and interim storage space
Installation of IT-based capacity management systems to interchange with partners in the transport
chain and manage the terminal more effectively
Automated loading unit identification (rail-/road-side)
Separation of rail-side and road-side handling
Task management of e.g. crane handling according to pre-notification
Operating punctual rail services
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Chapter 2. – Green Air Cargo
1. The purpose of the research
Research on legislation, standards and new technologies to improve the link between consignors,
freight forwarders and cargo agents and airport cargo terminals, airport ground handlers and airlines.
2. The questions of the research?
How can new technologies and investments can improve the air cargo transfer and transportation
with a positive impact on the environment?
3. Objective
The purpose of the work is to determine the role of new technologies in reducing the carbon
footprint and their impact upon the environment in accordance with European Union legislation and its
long term programs on better environmental performance, fuel and energy efficiency, safe and seamless
mobility, and industrial leadership.
OVERVIEW
4. Smart, Green and Integrated Transport22
European research on transport is assigned to the fourth Societal Challenge "Smart, Green and
Integrated Transport".
Under Horizon 2020, research on transport shall contribute to the creation of a resource-efficient,
environment-friendly, safe and seamless transport system that will be a benefit for citizens, economy and
society.
In this process, the growing mobility needs to be reconciled with economic efficiency, an energy-
efficient and low-carbon society and a climate resilient economy.
22https://www.kowi.de/en/kowi/collaborative-research/societal-challenges/transport/smart-green-and-integrated-
transport.aspx
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A sustainable mobility can only be achieved by profound changes within the transport system,
supported by breakthroughs in transport research, far-reaching innovation and a coherent implementation
of more environment-friendly, safer and smarter traffic solutions throughout Europe.
The objectives of EU energy and climate protection policy shall be taken into account, and the
competitiveness of Europe's economy shall be enhanced.
Transport is an important factor for competitiveness and economic growth in Europe,
guaranteeing an integrated European single market as well as the mobility of persons and goods essential
to an open and inclusive society. 6.3% of the Union's GDP are represented by transport industry and
transport equipment manufacturing, but European transport industry is facing an increased global
competition.
Moreover, the transport sector generates up to 25% of all emissions, thus being one of the
principal generators of greenhouse gas.
Therefore, transport's dependency on fossil fuels amounting to 96% needs to be reduced, and
smart systems shall be developed to meet the problem of high traffic volumes.
5. Causes of climate change23
Humans are increasingly influencing the climate and the earth's temperature by burning fossil
fuels, cutting down rain-forests and farming livestock.
This adds enormous amounts of greenhouse gases to those naturally occurring in the atmosphere,
increasing the greenhouse effect and global warming.
Some gases in the Earth's atmosphere act a bit like the glass in a greenhouse, trapping the sun's
heat and stopping it from leaking back into space.
5.1. Greenhouse gases
Many of these gases occur naturally, but human activity is increasing the concentrations of some
of them in the atmosphere, in particular:
carbon dioxide (CO2)
methane
nitrous oxide
fluorinated gases
23https://ec.europa.eu/clima/change/causes_en
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CO2 is the greenhouse gas most commonly produced by human activities and it is responsible for
64% of man-made global warming. Its concentration in the atmosphere is currently 40% higher than it
was when industrialization began.
Other greenhouse gases are emitted in smaller quantities, but they trap heat far more effectively
than CO2, and in some cases are thousands of times stronger. Methane is responsible for 17% of man-
made global warming, nitrous oxide for 6%.
6. Causes of rising emissions
Burning coal, oil and gas produces carbon dioxide and nitrous oxide.
Cutting down forests (deforestation). Trees help to regulate the climate by absorbing CO2 from the
atmosphere. So when they are cut down, that beneficial effect is lost and the carbon stored in the trees is
released into the atmosphere, adding to the greenhouse effect.
Increasing livestock farming. Cows and sheep produce large amounts of methane when they digest their
food.
Fertilizers containing nitrogen produce nitrous oxide emissions.
Fluorinated gases produce a very strong warming effect, up to 23 000 times greater than CO2.
Thankfully these are released in smaller quantities and are being phased down by EU regulation.
7. Global warning
The current global average temperature is 0.85șC higher than it was in the late 19th century. Each
of the past three decades has been warmer than any preceding decade since records began in 1850.
The world's leading climate scientists think human activities are almost certainly the main cause
of the warming observed since the middle of the 20th century.
An increase of 2°C compared to the temperature in pre-industrial times is seen by scientists as the
threshold beyond which there is a much higher risk that dangerous and possibly catastrophic changes in
the global environment will occur. For this reason, the international community has recognized the need
to keep warming below 2°C.
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8. Global Climate Change
According to independent analyses by NASA and the National Oceanic and Atmospheric Administration
(NOAA), Earth's average global surface temperature in 2019 was the second warmest since modern
record-keeping began in 1880.
Globally, 2019's average temperature was second only to that of 2016 and continued the planet's long-
term warming trend: the past five years have been the warmest of the last 140 years.
This past year was 1.8 degrees Fahrenheit (0.98 degrees Celsius) warmer than the 1951 to 1980 mean,
according to scientists at NASA’s Goddard Institute for Space Studies (GISS) in New York.
Fig.20 – 2019 was the second hottest year on record
9. Consequences for Europe
Southern and central Europe are seeing more frequent heat waves, forest fires and
droughts.
The Mediterranean area is becoming drier, making it even more vulnerable to drought and
wildfires.
Northern Europe is getting significantly wetter, and winter floods could become common.
Urban areas, where 4 out of 5 Europeans now live, are exposed to heat waves, flooding or
rising sea levels, but are often ill-equipped for adapting to climate change.
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10. Risks for human health
Climate change is already having an impact on health:
There has been an increase in the number of heat-related deaths in some regions and a
decrease in cold-related deaths in others.
We are already seeing changes in the distribution of some water-borne illnesses and
disease vectors.
11. Costs for society and economy
Damage to property and infrastructure and to human health imposes heavy costs on society and
the economy.
Between 1980 and 2011 floods affected more than 5.5 million people and caused direct economic
losses of more than €90 billion.
Sectors that rely strongly on certain temperatures and precipitation levels such as agriculture,
forestry, energy and tourism are particularly affected.
12. Risks for wildlife
Climate change is happening so fast that many plants and animal species are struggling to cope.
Many terrestrial, freshwater and marine species have already moved to new locations. Some plant
and animal species will be at increased risk of extinction if global average temperatures continue to rise
unchecked.
At the beginning of 2020, Australia’s continuing bushfire crisis has taken an enormous toll on
wildlife, with huge numbers of mammals, birds, reptiles, insects and other species killed.
The ecologist Chris Dickman has estimated more than a billion animals have died around the
country – a figure that excludes fish, frogs, bats and insects.
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13. Reducing emissions from aviation24
Aviation is one of the fastest-growing sources of greenhouse gas emissions. The E.U. is taking
action to reduce aviation emissions in Europe and working with the international community to develop
measures with global reach.
Aviation emissions growing fast
Direct emissions from aviation account for about 3% of the EU’s total greenhouse gas
emissions and more than 2% of global emissions. If global aviation was a country, it would rank in the top
10 emitters.
Someone flying from London to New York and back generates roughly the same level of
emissions as the average person in the EU does by heating their home for a whole year.
By 2020, global international aviation emissions are projected to be around 70% higher than in
2005 and the International Civil Aviation Organization (ICAO) forecasts that by 2050 they could grow by
a further 300-700%.
14. Budapest Cargo City – its environmental benefits in respect of road feed services
Fig. 21 – Budapest Cargocity Cargo Terminal
24https://ec.europa.eu/clima/policies/transport/aviation_en#tab-0-0
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NEW FACILITY – 12,000 m²
2F 2,000 m² Office, System
1F 350 m² Locker, Lounge
1F 14,000 m² Warehouse, Reception
In the previous setup of the cargo activity on Budapest Airport, all cargo handlers were using
several off-airport warehouses for security checks and flight preparation process. The prepared cargo was
then transferred to the Airport Restricted Area by multiple trucks.
The distance on the road from the Off-airport warehouse to the aircraft parking position was 5.3
Km. The average truck trips per day was 22 (cumulating all cargo handlers on the station) which lead to a
total of 7920 trips per year, 41976 Km on the road.
Average diesel fuel consumption for a truck is 25 liters per 100 Km, resulting in a yearly diesel
fuel consumption of 10.5 Tones.
However, after the cargo activity moved to the new cargo terminal (fully operational on 06th of
January 2020) the road distance from the warehouse to the aircraft parking position is set to an average of
1.5 Km, the distance being now covered by ground handling equipment with an average consumption of
15 liters of diesel fuel per 100 Km.
The total average consumption estimated for year 2020 is 1.8 Tones of diesel fuel, 80% less then
2019.
Fig. 22 – Budapest Cargocity warehouse inside view
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Fig.23 – Budapest Cargocity outside facilities view25
For the second half of 2020 it was planned by the Airport Authority together with Hungarian Civil
Aviation Authority and active ramp handlers will impose a change in ramp equipment so 20% more of the
tug tractors to be electrical powered in stead of diesel.
Fig. 24 – Budapest Cargocity ramps overview
25https://www.bud.hu/en/business_and_partners/cargo
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Also for 2020 is estimated to have fully operational the Cargo Forwarders Terminal which is
located in the close proximity of the Cargo Warehouse, basically the link between forwarders warehouse
and air cargo warehouse will be aprox. 100 meters.
15. EDI – Electronic Data Interchange Standards for Cargo and their impact upon
environment
Objective
The purpose of the work is to identify the Electronic Standards for Cargo Industry and to analyze
the benefit of using the EDI (Electronic Data Interchange) messages in this field.
For the purpose of the project will focus on Air Cargo Industry to the electronic standards and
messages proposed and developed for facilitate: a fast, accurate and paperless flow process in
international cargo transportation environment.
Timeline
EDI messages are used for long time in air cargo industry, mainly for data interchange between
two points where an airline operate and the handling agent of the airline in order to keep an accurate
evidence of aircraft operations, cargo and mail flow and data capture records.
Because ICAO standards regulates very strictly the format of the messages, at that time there were
very few providers of EDI messages systems (ex. SITA) which in many cases they had monopol on
different markets by offering an exclusive equipment and licenses.
Communication methods were exclusively by TELEX messages.
Due to evolution of technology and digitization era the global trade is today turning from
traditional communication methods to online solutions for freight administration supported by the
increasing use of Internet. A growing number of customers today linked to the electronic airfreight
community.
In this respect in 2006 IATA introduced the e-Freight concept which is an industry-wide program
that aims to build an end-to-end paperless transportation process for air cargo made possible with a new
regulatory framework, modern electronic messages and high quality of data.
Accordingly IATA Resolution amendment effective 1 January 2019, the electronic Air Waybill (e-
AWB) is the default contract of carriage for all air cargo shipments on enabled trade lanes.
This key industry milestone ushers air cargo into a new era where digital processes will be the
norm and paper processes will be the exception.
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15.1. e-Freight
The e-freight program became an industry-wide initiative involving carriers, freight forwarders,
ground handlers, shippers, customs brokers and customs authorities. The e-freight road-map outlines a
shared end-to-end industry approach with clear leadership roles, around three core components, or
"pillars":
1. Engaging regulators and governments worldwide to create an ‘e-freight route network’ with fully
electronic customs procedures and, where regulations support, paperless shipments
2. Working collaboratively within the cargo supply chain to digitize the core industry transport
documents, starting with the Air Waybill (AWB)
3. Developing a plan to digitize the commercial and special cargo documents typically accompanying
airfreight today, in or outside of the ‘Cargo pouch’.
Benefits:
Operational Efficiency : e-Freight brings operational efficiency through the reduction of the end-to-end
processing time (up to 24h).
 Cost effectiveness: e-Freight brings cost effectiveness through the reduction of document processing
and archiving costs.
Data Quality: e-Freight improves data quality and accuracy (e.g. auto-checks, mandatory fields,).
Innovation: Standardization and digitization are key enablers for the development of new innovative
services and solutions, thus increasing the value of the air freight to shippers (e.g. real time status update).
Sustainability: e-Freight will eliminate more than 7,800 tons of paper documents annually, the
equivalent of 80 Boeing 747 freighters filled with paper.
Regulatory compliance: e-Freight implementation facilitates compliance to international and local
regulations (e.g. facilitate Advance Electronic Information (AEI) requirements for security purpose).
15.2. e-AWB – Electronic Air Waybill
e-AWB (electronic Air Waybill) being an exchanged electronic message constitutes the legal basis
for the transport agreement between freight forwarder and airline and is the first major digitized
document. For differentiation between fully digitized shipments and those with accompanying paper
documents two process variants were introduced:
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EAW – e-AWB shipments without accompanying paper documents.
EAP – e-AWB shipments with accompanying paper documents, (e.g. pouch, consol
manifest, etc.)
Exclusion of special products from e-Freight/e-AWB through authority requirements:
Live animals (A VI)
Letter of credits shipments (LOC)
Charges collect shipments (CC)
Benefits of e-AWB:
Elimination of paper based processes
Improved efficiency and reliability of the overall cargo handling process
Faster delivery times
Decrease handling errors
Positive impact on the environment with reduced paper usage
15.3. e-CSD – Electronic Consignment Security Declaration
The Consignment Security Declaration (CSD) is a printed form in a standard format which
provides security information relating to consignments of air cargo as they move along the supply chain.
It enables entities handling the cargo to ensure that the proper level of security is maintained or applied
and provides an auditable trail for regulators.
In 2010, IATA, working closely with other stakeholders, developed an electronic version of the
CSD, the e-CSD, similarly intended to provide a common international standard for cargo shipments.
This was adopted by IATA Resolution 651.
The layout for the electronic template was based on that of the paper CSD and requires the
following data to be entered:
the entity responsible for securing the cargo and maintaining its integrity until loading onto the
aircraft (e.g. unique identification of a regulated agent);
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the content of the consignment such as the unique consignment identification, the cargo
description and security status. e.g. secured for all aircraft (SPX) or secured to high risk standards
(SHR);
the reason why the security status was issued (e.g. known cargo coming from a known consignor);
details of any screening applied (e.g. x-ray equipment);
the name of the person who issued the security status, or an equivalent individual identification;
the date and time when the security status was issued;
any country specific requirements with which secure operators have to comply.
The e-CSD can be used in conjunction with a House or Master Air Waybill for direct and indirect
(consolidation) shipments by all regulated agents and airlines. It can be used in all States which have a
recognized cargo security program in place and/or accept the use of an e-CSD as a means of complying
with the provisions of ICAO’s Annex 17.
15.3.1. e-CSD Business Proces
26
Fig. 25 – The process of the airfreight
26http://www.transcocargo.com.au/blog/the-process-of-airfreight/
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1. The Known Consignor/Shipper (KC) applies security measures to the consignment before it is tendered
to the Freight Forwarder/Regulated Agent (RA).
2. The Freight Forwarder/RA receives the secured and protected cargo, assigns the appropriate security
status and transmits the e-CSD to the Aircraft Operator (AO) or Ground Handling Agent (GHA) RA
acting on behalf of the AO.
3. GHA RA or AO will acknowledge receipt of the security status, accepting it from the previous party
and transmitting the e-CSD to the transfer or destination airport.
4. For the audit trail, any RA or AO should demonstrate that the security of the cargo has been maintained
and the secure supply chain has not been broken
5. The e-CSD requires that security information be transmitted electronically, consistent with the
industry's e-AWB/ e-cargo proposition. In the event that a regulator demands a paper security declaration,
operators can produce it from the electronic records.
CSD Benefits:
Avoids unnecessary duplication of screening: this is possible only if the consignment is protected
against unauthorized access along the supply chain and the e-CSD is transmitted along the line to
prove that the chain of custody has not been broken.
Facilitates prompt and standardized responses for regulatory bodies: the e-CSD provides a means
of meeting legal requirements and a mechanism for tracing targeted cargo very rapidly (a couple
of minutes or less).
Increases productivity: shipments can be processed faster ensuring loading is as scheduled and
further avoiding unnecessary screening at transfer points.
The integration of a full data content of a RA and KC database into the IT infrastructure of the
RA/AO will allow an automated mapping of valid RA and KC accreditation against the incoming e-CSD
messages, significantly reducing processing times.
e-CSD Challenges:
IT Systems
Lack of compatibility between IT systems can result in the information not being transmitted
correctly on entirely.
Lack of connectivity, meaning that data cannot be transmitted/received because the sending or
receiving network is not live.
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Data Quality
Inaccurate or incomplete data: the e-CSD allow shipment to be submitted faster, but depends on
good quality data being entered with no missing elements. Missing elements may block the
acceptance or clearing process.
Regulations
Lack of harmonization in the regulations and delays in implementation may impede the e-CSD
process.
15.4 e-F/HM – Electronic Manifest
e-AWB, the digitization of air freight was pushed further by introducing electronic Master/House
Manifest (e-F/HM).
The scope is initially restricted to measurement of the FWB and FHL messages, representing the
master air waybill and house manifest respectively. These messages were selected for the following
reasons:
1. Both FWB and FHL messages are in relatively common use today and they are routinely used
as part of existing operational processes.
2. The FWB is the message used to transmit master air waybill information. Since the master air
waybill forms the contract of carriage between forwarder and airline and contains details of the shipper,
consignee, description of goods, value for customs, etc., it is likely that (subject to legal due diligence and
evaluation of alternative solutions) the e-AWB, a variant of the FWB, will be the main source of shipment
information, including contract of carriage details, once the paper master air waybill is no longer required.
As such, it is particularly important that the information contained in the FWB is correct.
3. The FHL is the electronic message containing data found in the house manifest, but it contains
much of the same information that is in the house waybill. Since the house waybill forms the contract of
carriage between shipper and forwarder, it is essential that any electronic replacement is accurate.
Customs administrations are increasingly demanding that carriers and forwarders submit advance
cargo shipment information in electronic form for security risk assessment purposes. Much of the
information required by Customs is contained in the FWB and FHL messages.
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FWB message example:
FWB/16
615-27713674OTPCMN/T2K216MC0.91
RTG/LEJBCS/CMNBCS
SHP
/ADD CARGO SOLUTIONS S.R.L.
/RO31190622
/DEZMIR APAHIDA
/RO
CNE
/ASYAMED LOGISTICS
/469 A V AMBASSADEUR BEN AICHA
/CASABLANCA
/MA//TE/00212661052002
AGT//6945000/0012
/ADD CARGO SOLUTIONS S.R.L.
/DEZMIR APAHIDA
CVD/EUR//PP/NVD/NCV/XXX
RTD/1/P2/K216/W216/R5.54/T1196.64
/NC/CONSOL
/2/NV/MC0.91
/3/ND/K130/CMT120-80-70/1
/4/ND/K86/CMT80-60-50/1
ISU/28NOV19/OTP
REF/OTPADXH
COR/X
FHL message example:
FHL/4
MBI/615-27713641OTPPVG/T38K1212
HBS/SBUHA025452/OTPPVG/4/K338.0//CONSOL
/HEA
SHP/FLEXTRONICS MANUFACTURING EUROPE BV
/CALEA TORANTULUI DN6 KM.5
/TIMISOARA
/RO/300668/TE/00356403774
CNE/FLEXTRONICS COMPUTING SUZHOU CO LTD
/NO.1 GUAN PU RD. WUZHONG SUZHOU PRC
/SUZHOU
/CN/215124/TE/8651267868800
CVD/EUR/PP/NVD/NCV/XXX
HBS/SBUHA025453/OTPPVG/34/K874.0//ELECTRONIC AUTO
SHP/FLEXTRONICS MANUFACTURING EUROPE BV
/CALEA TORANTULUI DN6 KM5
/TIMISOARA
/RO/300668/TE/000356403774
CNE/FLEXTRONICS COMPUTING SUZHOU CO LTD
/NO.1 GUAN PU RD. WUZHONG SUZHOU PRC
/SUZHOU
/CN/215124/TE/8651267868800
CVD/EUR/PP/NVD/NCV/XXX
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15.5 e-DGD – Electronic Dangerous Goods Declaration
The “electronic Dangerous Goods Declaration” is a new, digital standard for the management of
Dangerous Goods Data throughout the supply chain.
Lufthansa Cargo has been a major driver of this standard and the first and currently only airline to
support e-DGD.
e-DGD enables Dangerous Goods shipments to be handled without paper DGD copy.
All stakeholders (for example shipper, forwarder and airline) use one central data set in an
industry collaboration platform. This enables all parties to perform a faster, more efficient and leaner
dangerous goods handling process, based on data not on paper.
Additionally, data quality will be raised with extensive, central data quality checks. This will lead
to increased safety and less rejections, as well as quick reaction times on problems.
Transparency along the supply chain will be improved, especially for shippers of these high-value
shipments. The e-DGD standard is completely compliant with the current legal and regulatory framework
(IATA / ICAO).
In order to participate in e-DGD, parties have to connect to an e-DGD compliant collaboration
platform. Currently LH Cargo supports the following platform(s):
Integrated.
Infr8-eDGD (Dakosy) ( https://www.infr8.de/en/ )
Currently in phase of integration.
DG-Office, (DGM) ( https://www.dgm-sdg.com/ )
DGD Online (Lufthansa Cargo) ( https://lufthansa-cargo.com/en/dgd.online )
15.6. Facts
Status as of March 2019:
The e-AWB network covers 67% of worldwide trade (the e-AWB network corresponds to
locations where the legal framework has been created to allow an electronic contract of carriage).
The global e-AWB penetration reached 61.3% on the legally feasible trade lanes
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16. Germany tests its first “electric highway” for trucks
Fig. 26 – Electric highway test
Germany is joining the ranks of those countries betting on "electric highways" to foster eco-
friendly trucking. The country has started real-world tests of an eHighway system on a 3.1-mile stretch of
the Autobahn between Frankfurt and Darmstadt27, with an electric-diesel hybrid truck merging into
everyday traffic while it received power from overhead cables to keep it from using its combustion
engine. Earlier tests in the country relied on either slow nighttime tests or the safety of an unused military
airfield.

The very first e-Highway launched in Sweden in 2016. The concept here is the same – the trucks
use pantographs (the pickups on their roofs) to latch on to the overhead cables and draw electricity.
Trucks can feed electricity into the grid when they brake, making the system particularly useful if there's
ever a jam.
The system won't have a major impact for a while. Just five trucks will run the electrified stretch
each day where roughly 10 percent of the road's 135,000 daily vehicles are heavy trucks. That reduced
emissions footprint could scale up as more trucks support the system, though, and could encourage
trucking companies to go electric knowing that their cargo haulers could drive longer on a charge.
The road, inspired by electric-train lines, has cost Germany's environment ministry 14 million
euros and is under testing until 2022.
27https://www.engadget.com/2019-05-12-germany-electric-highway-for-trucks.html
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Germany also spent 70 million euros developing a truck, which Siemens said will save $22,000 in
fuel per 62,100 miles. Germany's transportation ministry said up to 80% of Germany's truck traffic may
soon become electrified in an effort to curb emissions.
17. Aviation in EU Emissions Trading System
Along with other sectors, aviation is contributing to emission reductions within the EU through
the EU emissions trading system.
CO2emissions from aviation have been included in the EU emissions trading system (EU ETS)
since 2012. Under the EU ETS, all airlines operating in Europe, European and non-European alike, are
required to monitor, report and verify their emissions, and to surrender allowances against those
emissions. They receive tradeable allowances covering a certain level of emissions from their flights per
year.
The system has so far contributed to reducing the carbon footprint of the aviation sector by more
than 17 million tonnes per year, with compliance covering over 99.5% of emissions.
In addition to market-based measures like the ETS, operational measures – such as modernizing
and improving air traffic management technologies, procedures and systems – also contribute to reducing
aviation emissions.
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The legislation, adopted in 2008, was designed to apply to emissions from flights from, to and
within the European Economic Area (EEA) – the 28 EU Member States, plus Iceland, Liechtenstein and
Norway. The European Court of Justice has confirmed that this approach is compatible with international
law.
The EU, however, decided to limit the scope of the EU ETS to flights within the EEA until 2016
to support the development of a global measure by the International Civil Aviation Organization (ICAO).
In light of the adoption of a Resolution by the 2016 ICAO Assembly on the global measure, the
EU has decided to maintain the geographic scope of the EU ETS limited to intra-EEA flights from 2017
onward.
The EU ETS for aviation will be subject to a new review in the light of the international
developments related to the operationalisation of CORSIA28.
The next review should consider how to implement the global measure in Union law through a
revision of the EU ETS legislation. In the absence of a new amendment, the EU ETS would revert back to
its original full scope from 2024.
18. Global scheme to offset emissions
In October 2016, the International Civil Aviation Organization (ICAO) agreed on a Resolution for
a global market-based measure to address CO2 emissions from international aviation as of 2021. The
agreed Resolution sets out the objective and key design elements of the global scheme, as well as a road-
map for the completion of the work on implementing modalities.
The Carbon Offsetting and Reduction Scheme for International Aviation, or CORSIA, aims to
stabilize CO2 emissions at 2020 levels by requiring airlines to offset the growth of their emissions after
2020.
Airlines will be required to:
monitor emissions on all international routes;
offset emissions from routes included in the scheme by purchasing eligible emission units
generated by projects that reduce emissions in other sectors (e.g. renewable energy).
During the period 2021-2035, and based on expected participation, the scheme is estimated to
offset around 80% of the emissions above 2020 levels. This is because participation in the first phases is
voluntary for states, and there are exemptions for those with low aviation activity. All EU countries will
join the scheme from the start.
28 IATA – Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA)
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A regular review of the scheme is required under the terms of the agreement. This should allow
for continuous improvement, including in how the scheme contributes to the goals of the Paris
Agreement.
Work is ongoing at ICAO to develop the necessary implementation rules and tools to make the
scheme operational. Effective and concrete implementation and operationalization of CORSIA will
ultimately depend on national measures to be developed and enforced at domestic level.
19. International Efficiency and Low-emission Independent Standards29
More than 20 independent standards have been developed at an international level in respect of
lowering the carbon emissions, energy saving and the impact upon the environment. A building,
irrespective of its purpose, which has been certified in terms of sustainability, means that it more energy
efficient and automatically has a higher market value.
International Independent Standards:
LEED – Leadership in Energy and Environmental Design – SUA
BREEAM – Building Research Establishments Environmental Assessment Method
– UK
CASBEE – Comprehensive Assessment System for Building
Environmental Efficiency – Japonia
Green Star – Australia
DGNB – Germany
 LBC – Living Building Challenge – Canada
OPL – UK
20. Climate Strategy & Targets30
The 2030 climate and energy framework sets three key targets for the year 2030:
29https://www.epa-floor.ro/2017/03/31/breeam-leed-si-dgnb/
30https://ec.europa.eu/clima/policies/strategies/2030_en
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At least 40% cuts in greenhouse gas emissions (from 1990 levels)
At least 27% share for renewable energy
At least 27% improvement in energy efficiency
The framework was adopted by EU leaders in October 2014. It builds on the 2020 climate and
energy package which sets 20% reduction on above mentioned categories.
It is also in line with the longer term perspective set out in the Roadmap for moving to a
competitive low carbon economy in 2050 , the Energy Roadmap 2050 and the Transport White Paper .
Greenhouse emissions – a cut of at least 40%
The framework contains a binding target to cut emissions in EU territory by at least 40% below
1990 levels by 2030.
This will enable the EU to:
take cost-effective steps towards its long-term objective of cutting emissions by 80-95% by 2050
in the context of necessary reductions by developed countries as a group
make a fair and ambitious contribution to the Paris Agreement31.
To achieve the at least 40% target:
EU emissions trading system (ETS) sectors would have to cut emissions by 43% (compared to
2005) – to this end, the ETS is to be reformed and strengthened.
non-ETS sectors would need to cut emissions by 30% (compared to 2005) – this needs to be
translated into individual binding targets for Member States.
Renewables – increasing to at least 27% share
The framework sets a binding target at EU level to boost the share of renewables to at least 27%
of EU energy consumption by 2030.
31This Agreement, in enhancing the implementation of the Convention, including its objective, aims to strengthen the global
response to the threat of climate change, in the context of sustainable development and efforts to eradicate poverty,
including by:
(a) Holding the increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing
efforts to limit the temperature increase to 1.5°C above pre-industrial levels, recognizing that this would significantly
reduce the risks and impacts of climate change;
(b) Increasing the ability to adapt to the adverse impacts of climate change and foster climate resilience and low
greenhouse gas emissions development, in a manner that does not threaten food production; and
(c) Making finance flows consistent with a pathway towards low greenhouse gas emissions and climate-resilient
development.
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Energy efficiency – increasing by at least 27%
On the basis of the Energy Efficiency Directive , the European Council has endorsed an indicative
energy savings target of 27% by 2030.
This target will be reviewed in 2020 having in mind a 30% target.
21. New governance system
A transparent and dynamic governance process will be further developed to help deliver the
Energy Union, including the 2030 climate and energy targets, in an efficient and coherent manner.
Benefits
A joined-up approach for the period up to 2030 helps ensure regulatory certainty for investors and
coordinate EU countries' efforts.
The framework helps drive progress towards a low-carbon economy and build an energy system that:
ensures affordable energy for all consumers,
increases the security of the EU's energy supplies,
reduces our dependence on energy imports and
creates new opportunities for growth and jobs.
It also brings environmental and health benefits – e.g. through reduced air pollution.
Investments needed
Average annual additional investments are projected to amount to €38 billion for the EU as a
whole over the period 2011-2030
Fuel savings will to a large extent compensate for these
More than half of the investments are needed in the residential and tertiary sectors
Lower-income countries need to make relatively larger efforts compared to GDP.
Energy system costs
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Costs do not differ substantially from the costs of renewing an ageing energy system, necessary in
any case
Total cost of the energy system in 2030 is projected to increase by an equivalent of 0.15% of the
EU's GDP if targets are met cost-effectively
Overall there is a shift from operational costs (fuel) to capital costs (investments)
Conclusions and recommendations
The transportation and logistics industry is driven Cyber orientated by implementing new
technologies, developing new software and applications which will facilitate a faster response to today
market and customer demands and trends.
A lot of process will become automatic and will replace the manpower (this could be a minus for
the people but an increase in costs saving and productivity).
The electronic Air Waybill (e-AWB) is the first step to industry digitalisation. It is a standardized
digital version of the existing paper Air Waybill which follows cargo from shipper to delivery.
The e-AWB hugely improves efficiencies in tracking and processing cargo data as well as
increasing transparency, improving security and reducing costs and delays. It has so far received a good
uptake, with the International Air Transport Association (IATA) declaring the e-AWB its default contract
of carriage earlier this year.
Big airlines like Lufthansa and Emirates have already implemented it and others like Delta Airlines
and United Airlines are expected to follow soon, meaning an expected 80 per cent industry adoption by
2020.
There are several projects and target to be achieved in the next coming years:
Number of electric tractor tugs shall be increased at least 30% comparing with the present number. The
local authorities may be involved by legal requirements to impose to all Ground Handlers a margin for
equipment renewal. Recharging stations are to be set within the restricted airport area, usable for all
ground handlers and closer to the aircraft parking stands. Hours of usage of the equipment will decrease
as they shall not be driven to and from hangars for recharging purposes;
Motorized aircraft steps may be replaced by manual steps and (for wide body aircraft) with electrical
powered steps. Several a/c steps providers already have the possibility to deliver electrical steps with
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solar voltaic panels installed, so the recharge may be done at all time. There is no necessary to move the
equipment for recharging purposes;
Dedicated parking stands for freighter aircraft may be built next to the new Cargo City. In such way all
the necessary equipment for handling freighters may be positioned in the close proximity of the dedicated
stands. The driving distances will be significant reduced.
Dedicated stands for deicing of the aircraft during the winter period with a separate drain system.
Deicing fluid may be collected by certified and specialized company. Small facility may be built in the
airport area to recycle the used deicing fluid and send it to the providing company. This procedure is
already applied in other airports (eg. Oslo).
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Chapter 3. Green Technologies in Transport Systems – Charles de
Gaulle International Airport Analysis
Charles de Gaulle International Airport is located in the northwest part of Paris. It has
two rail connections:
Terminal 2 includes a TGV station on the LGV Interconnexion Est high-speed line. SNCF
operates direct TGV services to several French stations from CDG, including Lille. Costs:
10.30 Euro
RATP buses 350 and 351 depart from the coach station in Roissypôle (next to Terminal 1's RER
railway station);
TGV trains are preferred because they are faster and cheaper.
Urban transport modes
1.RATP
Fig. 27 – Blue Line map poster (source: https://www.transitmap.net/paris-bus-map-2019 )32
32https://www.transitmap.net/paris-bus-map-2019/
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The RATP is a 29 Km long rail line which connects the Charles de Gaulle International
Airport from the northwest end of the city and Gare du Nord terminal through the city center
(also entering the so called “Loop”). It’s part of the ‘L’ (“elevated”) rapid transit system serving
the city of Paris.
The oldest components of this line date back from 1895 and over the years it has seen
many changes and extensions. Formerly named West-Northwest, color coded operations
changed its name into RATP in 1993 and today it carries over 200.000 people daily.
The line has 11 stations with an average length of 1,24-4.66 Km between each of them
(interstation).
Right-of-Way (ROW)
Category A: RER Train
Category B: Tram
Category C: Bus, Taxi, Private transfer
1.1.System technologies
Support – steel wheel on steel rail;
Guidance – guided by flanges and the conical form of the wheel surface, gauge of
1435 mm;
Propulsion – 600V electric motors, contact shoe;
Control – fully automated or manual-signal where applicable.
1.2.Types of service
Types of routes and trips served – city transit;
Stopping schedule or type of operation – local service;
Time of operation – regular, all-day service.
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2.Roissybus
Roissybus provides daily service extending from between CDG airport and Opera.
Fig. 28. Roissybus (source: paris-bus.com)33
29. Roissybus 351 map poster (source: www.eutouring.com/paris_bus_map s )34
33https://www.welcomepickups.com/paris/charles-de-gaulle-airport-to-city/
34https://www.eutouring.com/paris_bus_maps_350-359.html
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It is a public service, designated for transit and supplied by Mercedez Company. It has a
fixed fare – 12 Euro – and a fixed route. It has a high area density, as it covers several
neighborhoods and has 24 stops, with a total length of 30 Kilometers and a duration of 70-90
minutes. Interstation average length is 0.36 Km.
2.1.Right-of-Way (ROW)
Category C – surface streets with mixed traffic, with no preferential treatment.
2.2.System technologies
Support – rubber tire on asphalt;
Guidance – steered (by the driver) with lateral stability provided by wheel
suspension;
Propulsion – internal combustion engine ( OM 936h (Euro VI) ), connected to an
Allison B400 transmission (5 speed automatic) with torque converter;
Control – manual-visual.
2.3.Types of service
Types of routes and trips served – city transit;
Stopping schedule or type of operation – local service;
Time of operation – regular, all-day service.
2.4.Station-to-station travel analysis
Acceleration: 0.77 m/s 2 (0 to 64 km/h in 23 s);
Braking rate: 3.3 m/s 2 (64 to 0 km/h in 47 m);
Maximum speed (limited): 64 km/h; Critical distance:
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Fig. 30. Critical distance speed time graph
ts = 1 s;
ta = (v – v0)/a = (17.8 – 0)/0.77 = 23.11 s; (205.62 m)
tb = 2*d/(v-v0) = 2*47/17.8 = 5.28 s; (47 m) T’ s
= 1 + 23.11 + 5.28 = 29.39 s;
S’ = 205.62 + 47 = 252.62 m;
Fig. 31. Critical distance time graph
The critical distance (0.25 Km) is shorter than the average interstation (0.36 Km).
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2.5.Interstation travel distance
Fig. 32. Roissybus, 0.36 Km
a)Travelling the interstation without stopping = time to accelerate + time to coast + time
to brake:
d = da + dc + db =
= 205.62 + dc + 47 =
= 252.62 + dc => dc = 360 – 252.62 = 107.38 m. t c
= dc/17.8 = 107.38/17.8 = 6.03 s;
t = ta + tc + tb = 23.11 + 6.03 + 5.28 = 34.42 [s].
Fig. 33. Interstation non-stop travel, speed time graph
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Fig. 34. Interstation non-stop travel, distance time graph
b)With one stop at the junction with IL-38:
Fig. 35. Interstation one-stop travel
The first stop is after 103.1 meters.
d1 = 103.1 m;
o v1 = 14 m/s;
d1 = da1 + db1 = 75.5 + 27.6;
t1 = ta1 + tb1 = 14 + 2 = 16 s;
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d2 = 360 – 103.1 = 256.9 m;
o v2 = 17.8 m/s;
d2 = da2 + dc2 + db2 = 205.62 + dc2 + 47
dc2 = 256.9 – 252.62 = 4.28;
tc2 = 6.38/17.8 = 0.24 s;
t2 = 23.11 + 0.24 + 5.28 = 28.63 s;
ttot = t1 + tst + t2 = 44.63 + tst = 44.63 + 10 = 54.63 [s]
Fig. 36. – Interstation one-stop travel, speed time graph
Fig. 37 – Interstation one-stop travel, distance time graph
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b2) With two stops, one at the junction with IL-38 and one at a pedestrian crossing:
Fig. 38. Interstation two-stop travel
The first stop is after 103.1 meters and the second is after another 117 meters.
d1 = 103.1 m;
o v1 = 14 m/s;
d1 = da + db = 75.5 + 27.6;
t1 = ta1 + tb1 = 14 + 2 = 16 s;
d2 = 117 m;
o v2 = 15.65 m/s;
d2 = da2 + db2 = 86 + 31 = 117 m;
t2 = ta2 + tb2 = 15 + 3 = 18 s;
d3 = 360 – 103.1 – 117 = 139.9 m;
o v3 = 16.55 m/s;
d3 = da3 + db3 = 102.3 + 37.6 = 139.9 m;
t3 = ta3 + tb3 = 16.3 + 4 = 20.4 s;
ttot = t1 + tst1 + t2 + tst2 + t3 = 16 + tst1 + 18 + tst2 + 20.4 = 54.4 + tst1 + tst2 = 74.4 [s]
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Fig. 39. Interstation two-stop travel, speed time graph
Fig. 40. Interstation two-stop travel, distance time graph
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3.Maximum offered line capacity
In the Roissybus bus there are 31 seats including the driver and room for 72 standing
passengers bringing the total capacity to 103.
Cv = 103 sps/veh
C = 3600 * n * Cv / hmin
Consequently, two different capacities can be defined for transit lines:
•Way capacity Cw, function of hwmin;
•Station capacity Cs, function of hsmin.
C = min (Cw, Cs).
3.1.Way capacity
oCw = 3600 * n * Cv / hwmin
hw min = ss min/v
ss min = n * (l’ + sg min)
oCw = 3600 * n * Cv * v / (n * l’ + sgmin)
sg min = s0 + tr * v + (v2/2)(b1-b2) / b1*b2 [m/TU]
sg min = 1 + 1*17.8 + (17.82/2)(3.33-3.33)/3.33*3.33 = 1+17.8 = 18.8
m/TU
ss min = 3 * (12 + 18.8) = 92.4 m
hw min = ss min/v = 92.4 / 17.8 = 5.2 s
o Cw = 3600 * 3 * 103 * 17.8 / 92.4 = 214293 sps/h.
3.2.Station capacity
oCs = 3600 * n * Cv / hsmin
hsmin = ts + ta’ + Δt + tr + tb = 10 + 10 + 3 + 1 + 6 = 30 s;
ta’ = √2𝑛 ∗ 𝑙′/𝑎 = √2 ∗ 3 ∗ 12/0.77 = √93.5 = 9.67 s.
o Cs = 3600 * n * Cv / hsmin = 3600 * 3 * 103 / 30 = 37080 sps/h.
C = min (Cw, Cs) = 37080 sps/h.
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Chapter 4. – Transport and Logistics during Crises
Abstract
The goal of the research is to identify: the types of crisis, threats, and challenges which may occur
during transport and logistic chain operations in critical situations and to determine the strategy of
response and necessary actions which may taken in order to minimize the negative impact upon economy
and society. A safe and rapid transport use is essential to minimize the effect of any emergency or crisis
situation.
Introduction
A crisis event may take many forms. However, in order for an event to qualify as a crisis, it must
be capable of causing or have caused loss of life or severe injury, significant property or environmental
damage, or adverse public relations. Major categories of potential crisis events include the following:
– Weather / Natural Disasters
Tornado, Earthquake, Wild and Industrial Fires, Floods, Hurricane, Landslide, Tsunami, V olcanic,
Eruption
– Natural Resource Crises
Energy/Power Outage, Gas/Pipeline Damage, Hazardous Material Situation
– Human Activities
Bomb Treats, Civil Disturbance, Robbery, Murder
– Health Crises
Pandemics, Epidemics, Viruses, Infectious diseases
Crisis events involve a major weather, natural resource or technology disaster event that affects a
large population of people, has a broad geographic impact, and / or is newsworthy.
Logistics may be defined as the process of planning, implementing and controlling the efficient,
effective flow and related information from point of origin to point of consumption (including inbound,
outbound, internal and external movement) for the purpose of conforming to the customer ’s requirements.
For logistics support of crises situations solving is most important to create concrete system. The
specific properties of this system are intangible flows – services as health service, deliverance,
displacement, accommodation, protection, etc.
With the logistics is to enumerate equipment, facilities and infrastructure due to the same play a
vital role in supporting and ensuring the success of a mission. The logistics planning is today one of the
pillars on any mission or for the purpose of supporting the actions of pre-suppression and suppression. It
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should have concepts like sharing and joint management of resources to create value for money and
reduce the financial resources involved. The exercises and drills are a vital part of the process of planning,
including the preparation of plans and the training of teams in the tasks set.
It is the logistics planning for crisis situation by identifying the problems encountered in the past
at this level, the identification of existing resources in the country, with interest to the mission, the
referencing of entities that have capabilities and especially the coordination of all elements, answering the
questions who, how and when.
The logistics needs are, in order to improve increase the capacity and speed up of response,
through exercises and drills with the participation of all elements of crisis management:
• Before the crisis situation
– priority in identifying stocks with relevant logistics (equipment, vehicles),
– priority for joint exercises between all stakeholders.
-planning at individual, corporate, national level
• During the crisis situation
– priority of support to combat crisis situation, the evacuation of people and operations of aftermath,
– the logistics support of actions to combat crisis situation encompasses several areas,
– food and water supply,
– maintenance of equipment,
– transmissions,
– transport,
– lodging, rest and recovery,
– logistics park of machines,
– logistics of humanitarian support.
Risk is something we all struggle with. Many of us have made a career out of understanding the
potential impacts, and creating mitigation strategies and response plans for every possible event. The
reality is, there are so many events, so many possibilities that it is utterly unimaginable to prepare our
society for every risk.
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The aim of crisis management is to be prepared to every events as good, as it is possible. To make
this aim true, the crisis management uses many information technologies to describe the characteristics of
event and to find it as soon as possible in time and place.
GMS, GPS, Extranet, GPRS is a set of technologies that we can use not only in private sector of
enterprising, but in crises situation solving too.
The Data-GIS is an application for control of fleets in the area of GIS (Geografic Information
System) to know the position of vehicles in real time, to send and receive messages of equipment, and for
fleet management. In the operating room, the module allows management through the graphical interface
view for the fleet of cars, their position in digital map, their speed, the miles done, and direction of travel.
The alarm system allows generating the beginning of the motion of vehicles and issue alerts for SOS.
Each car has a box with GPS system, for sending information, which is operated automatically when the
ignition of the vehicle.
ICT (Information and Communication Technologies) is an important tool for the normal
performance of any mission. For crisis management it is expected that in the future will be intertwined
with the fire departments of the countries to update the data.
RIOS program, the interface Surveillance System alert and Water Resources for national civil
protection authorities is the application that provides real-time information hydro-meteorological and
water quality collected by automatic station with tele-transmission. This application is a fundamental
support in the management and planing for possible flooding and in a forest fire too. With these
information on the levels of water present, the means areas get the task easier by knowing where they will
supply.
The advantage of this technologies has been useful in relief operations in treats of crisis situation
solving. For example in forest fire is possible to locate with any precision the beginning of an outbreak of
fire, by examining the concentration of car-fighting that occurred in the first place. In this context it is
possible to ascertain, almost in real time, the perimeter of a fire with the observation in digital map of the
positioning of the means involved. As an example of the daily tasks carried out with the use of ICT
applications for crisis management, media management and resource management, they permit
monitoring and monitoring of all events through the registration and classification of these, classification
of severity, upgrade of facilities and resources involved in its resolution, registration of all activities and
operational decisions and monitoring the activities of air resources.
The main features of these programs emphasize is the ability to identify each occurrence in the
resources involved and available, its classification and the ability to fight, supply of permanent points of
situation, updated and organized, to provide information in real-time, based on priorities and response
times.
75

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
1. Crisis Response Plan: The Ten Effective Elements35
Organizations inevitably face crises, but few are well prepared to deal with them. The following
elements summarize the findings of research and experience about what it takes to respond effectively in
crisis situations. The accompanying table is a tool for evaluating the adequacy of your organization's
crisis response plans.
Effective crisis response plans include the following ten elements:
1. A representative set of planning scenarios. It's essential to create a set of crisis scenarios that serve to
guide planning. This need not be an exhaustive list of everything that could happen, but it should
represent a broad range of potential emergency situations that the organization could plausibly face.
Examples include: shooter on site, epidemic, bomb threat, major fire, major external terrorist attack,
major economic dislocation, infrastructure failure (power grid outage coupled with extreme heat, loss of
the Web or telephone lines, disruption in the water supply).
2. A flexible set of response modules. Leaders should be able to pull combinations of pre-set response
"modules" off the shelf. Modularizing the elements of a crisis response plan provides the organization
with flexibility to deal with unexpected scenarios or combinations of scenarios. This is important because
real crises rarely directly match planning scenarios. If response options aren't flexible and modularized,
novel events or combinations of events can yield ineffective or "brittle" responses. Response modules
might include: facility lock-down, police or fire response, evacuation, isolation (preventing people from
entering facilities), medical containment (response to significant epidemic), grief management, as well as
external communication to media and other external constituencies.
3. A plan that matches response modules to scenarios. This is the core plan that links each of the
planning scenarios to the response modules that will be immediately activated. For example, a "shooter
on site" event triggers an immediate facility lock-down plus a police response plus preset communication
protocols to convene the crisis-response team and warn staff.
“LEADERS SHOULD BE ABLE TO PULL COMBINATIONS OF PRE-SET RESPONSE "MODULES"
OFF THE SHELF” — MICHAEL WATKINS
4. A designated chain of command. One finding of research on crisis response is that decentralized
organizations, which are so good at helping promote innovation in normal times, prove to be woefully
inadequate in times of crisis. Crisis demands a rapid centralized response and this, in turn, requires a very
clear line of command and the ability to shift into what the military term "war fighting mode" rapidly.
Otherwise the organization responds incoherently. This means creating a centralized parallel organization,
in which the leader has a designated deputy and they, too, have a backup who would take command if the
others were unavailable or disabled. It also means having a core crisis response team of perhaps five or
six people who function as the leader's staff in the parallel crisis-management organization.
35https://hbswk.hbs.edu/item/your-crisis-response-plan-the-ten-effective-elements
76

University POLITEHNICA from Bucharest
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5. Preset activation protocols. Preset signals for activating and coordinating the various response
modules in the event of a crisis situation. There have to be clear triggers to move the organization from
"normal" to "war-fighting" mode as well as to activate specific response modules. There also have to be
"all clear" signals that shift the organization back to its normal operating mode.
6. A command post and backup. This should be a location that can be rapidly converted to be used by
the crisis response team. Requirements include the ability to rapidly connect many lines of
communication, to have access to external media (TV coverage), to provide access to crisis management
plans, etc. In addition, there should be a backup command post located off-site in the event that
evacuation is necessary. This could be located at a home or other location, so long as the necessary
bandwidth for communication and other resources is put in place so that set-up can be swift.
7. Clear communication channels. Easily activated channels for reaching people on site and outside. For
example, use of internal speakers and TV monitors to make announcements. A shooter on site, for
example, triggers facility lock-down and police response but also rapid announcement that everyone
should stay where they are, lock doors, hide, etc. To the extent possible there should be redundancy in
these channels including backups that are not linked to the telephone system or the Web. Messages should
be composed in advance. There also should be mechanisms for rapidly locating key staff (e.g. "check in"
Web pages, phone-in lines).
8. Backup resources. Critical resource stocks to be tapped if necessary. Examples include backup power
generation/gas supplies, modest reserves of food and water, and medical supplies. Agreements should also
be negotiated with external agencies to provide specific resources in time of crisis, for example
augmented private security.
“THE BEST PLANS ARE WORTHLESS IF THEY EXIST ONLY ON P APER. THERE NEEDS TO BE
REGULAR, AT LEAST BIANNUAL, EXERCISES”— MICHAEL WATKINS
9. Regular simulation exercises. The best plans are worthless if they exist only on paper. There needs to
be regular, at least biannual, exercises conducted by the crisis response team, and regular testing of
channels, inventorying of resources, and the like. These tests should be done regularly, but not scheduled
in order to test speed of response.
10. Disciplined post-crisis review. Each crisis provides an opportunity for organizational learning to
occur and plans to be revised. But this learning only occurs if the mechanisms are in place to make it
happen. A post-crisis review should be conducted by the crisis response team after each significant event.
The guiding questions should be: What went well and what went poorly? What are the key lessons
learned? What changes do we need to make to our organization, procedures, and support resources?
77

University POLITEHNICA from Bucharest
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Assessing Your Crisis Response Plans
The following table assesses your organization's plans to respond to a crisis and to create a plan of action
to address deficiencies.
Question Assessment Crisis Planning Corrective Actions
1. Do we have a representative set
of planning scenarios? |––-|––-|––-|––-|
poor adequate excellent
2. Do we have a flexible set of
response modules? |––-|––-|––-|––-|
poor adequate excellent
3. Do we have an established
matching of response modules to
scenarios? |––-|––-|––-|––-|
poor adequate excellent
4. Do we have preset signals for
activating the crisis response
organization and for going back
to normal operations? |––-|––-|––-|––-|
poor adequate excellent
5. Do we have a clear chain of
command? |––-|––-|––-|––-|
poor adequate excellent
6. Do we have a command post
and backup? |––-|––-|––-|––-|
poor adequate excellent
7. Do we have the right
communication channels? |––-|––-|––-|––-|
poor adequate excellent
8. Have we put in place the right
backup resources? |––-|––-|––-|––-|
poor adequate excellent
9. Do we conduct regular
rehearsals? |––-|––-|––-|––-|
poor adequate excellent
10. Do we do disciplined post-
crisis reviews? |––-|––-|––-|––-|
poor adequate excellent
78

University POLITEHNICA from Bucharest
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2. The use of transportation in crisis situation36
Transport and its system, as one of the most important sector of the economy, is being designed so
that the various modes of transport were ready to meet the challenges caused by unsafe human activities,
natural disasters and technological accidents.
The use of transport and its comprehensive security in dealing with emergencies are based on the
technological requirements of transport and carried out in the normal safe environment. From the analysis
of solving various emergencies and crisis situations that have occurred in the world is cleared that the
several modes of transport (road, air and water) must be involved and usually their combinations.
Using various modes of transport will result according to the following factors:
type and extent of the crisis situations
type of the property or premises affected by the crisis situations
the impact of this situation on the population and the resulting amount of persons involved
the time available for emergency authorities to rescue the people
the options and availability of means of transport in a given area.
The use of a particular type of transport and its combinations have different effects and eliminate
the risk that can lead to temporary or permanent loss of function of the transport system, and thus
adversely affect the performance of rescue work. These effects are generally perceived as the advantages
and disadvantages of various modes of transport which may have the character:
general criteria (speed, mass)
logistical criteria (accessibility, time and technical reliability, etc)
crisis criteria (level of preparedness and the conditions of crisis, the possibility of
maneuver, etc)
Depending on the solution of specific non-military crisis situations transportation can participate
in performing various tasks. The most important can include performing the following tasks:
ensuring the timing of signal announcement, messages and report of real information,
collection and transfer of individual members of the emergency authorities in designated
areas and their operative movements in the actual management of rescue operations.
transfer of basic and other components of the Integrated Rescue System (IRS) into a place
of intervention.
36https://www.researchgate.net/publication/292145271_Transportation_in_Emergency_and_Crisis_Situations
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University POLITEHNICA from Bucharest
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evacuation transportation of persons, animal and other things (depending of the type of
threat) from the place of danger.
continuous transport of deployed of IRS and the needed material (transport of water for
extinguishing the fire, transport of fuel, food and beverages) or transportation of special
mechanisms.
supply of food, drinking water, hygiene products, medicines, etc.
secure transfer of other IRS parties to strengthen the activities of existing forces and
resources of the IRS, or their substitution.
removal of mortal remains from danger area
loading and removal of hazardous substances from the area.
return of the evacuated people, animals and objects in their original areas, or their transfer
to new premises.
transfers of special members of the armed force and volunteers to places of crisis
situations.
transfers of deployed IRS after their activity to the original place.
loading and removal of generated waste, rubble and destroyed proprieties into allocated
area.
shipping liquidators of insurance companies in areas like damage.
Have a list of those roles that clearly shows a variety of vehicles and equipment that is involved in
their implementation, which are provided by basic or other IRS parts or other entities from cars and truck,
boats to helicopters. Their deployment will be based on the specific situation and will follow from a
decision of crisis management and intervention possibilities.
3. How technologies can help Transport & Logistics companies through crises37
The current corona-virus crisis has led to a disruption of the global supply chain, and the transport
and logistics sector has found itself thrust into a new world. Uncharted waters can be a source of
frustration and uncertainty, but if successfully navigated, they can also be a catalyst for growth and
opportunity.
In the face of this shifting landscape, companies with strong digital capabilities are turning to
digital solutions to optimize their businesses, while others are introducing brand new technologies to
transform, empower, and future-proof their companies.
37https://www.salesforce.com/eu/blog/2020/05/transport-and-logistics-companies-through-crisis.html
80

University POLITEHNICA from Bucharest
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One thing is clear: digital capabilities are helping companies become more agile, responsive, and
resilient. It improves their chance of emerging from the crisis as market leaders; better prepared for future
challenges.
Let's look at some of the ongoing issues and some of the best ways businesses can use technology
to thrive in this new reality.
3.1 The challenges of the moment
Every business is encountering unique challenges in the current climate. Six major issues that
transport and logistics companies are facing include:
 A decline in manufacturing: Eurozone manufacturing has suffered its biggest drop since
the 2008 economic crisis, forcing many major manufacturers to furlough a significant part of their
workforce.
 Lower consumer demand: Outside of the early stockpiling of essential goods, consumer
demand has dropped, and Eurozone consumer confidence hit a 5-year low in March.
A disruption in transport networks: Operations have been upended by border closures
and travel restrictions, ships stuck in quarantine, worker shortages, and the cancellations of
passenger flights, which typically carry about half of air cargo.
 More conservative new procedures: Many companies have introduced new procedures
to comply with regulations and ensure employee and customer safety. While these procedures are
essential, they may harm efficiency, especially for workers on the frontline.
At-risk frontline employees: Despite the implementation of new procedures and
precautions, workers on the frontline are at a higher risk of falling ill and further exacerbating
worker shortages.
Customers demanding increased transparency: As the crisis impacts expected delivery
times across Europe and beyond, both shippers and consignees are expecting increased
transparency regarding shipment status and delivery dates.
3.2 Setting priorities and taking action
With so many disruptive forces at work, knowing how to prioritize one’s reactions is paramount:
companies need to stabilize their business while also preparing for the future.
Immediate priorities include: taking care of employees, optimizing resources and ensuring
continuity in operations, as well as providing increased transparency to customers.
Beyond these immediate priorities, businesses will want to ensure that they're ready for the
rebound in demand and prepared for future disruption. For some businesses, this will also be an exciting
opportunity to innovate, build new business models and integrate fresh digital solutions.
81

University POLITEHNICA from Bucharest
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3.3 Embracing the benefits of new technologies
Implementing new technologies and introducing stronger digital capabilities allow transport and
logistics companies to become more agile, resilient, and responsive in the face of change.
For companies wanting to build a better future and navigate the current moment, digital solutions can:
Increase employee safety, engagement, and productivity by providing effective tools for
facilitating collaboration and responding to employee requests.
Ensure compliance and ease the burden on the workforce by automating and digitizing
processes.
Optimize operational decisions by leveraging real-time operations data, E2E supply chain
visibility and smart forecasting.
Increase throughput and utilization by creating collaborations with supply chain partners to
address bottlenecks.
Boost customer satisfaction by offering effective communications and highly informed and
responsive customer support.
Win the battle for new business by better understanding their customers, anticipating their needs,
and engaging them in a personal way.
4. Reconsidering Technology During the COVID-19 Crisis38
Many of us take for granted the modern digital technologies that we did not have access to even a
few decades ago. Some people, however, are very critical of these devices and services, arguing that they
steal everything from our jobs and privacy to our very humanity. But these technological innovations,
long characterized as trivial, nonessential or even harmful during times of calm and abundance, have now
become indispensable in coping with the pandemic crisis.
As an overview we may re-consider how important the following technologies have become in
recent weeks:
Broadband connections
Social distancing is essential to prevent the spread of the corona-virus. With this in mind,
businesses, government bodies, and organizations across the country have been "going remote” to help
avoid some of the worst possible health consequences. Modern broadband connections allow staff to
work at home instead of the office, greatly reducing the risk of transmission.
38https://www.mercatus.org/bridge/commentary/reconsidering-technology-during-covid-19-crisis
82

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
Not only are people able to talk, message, and video-conference over the internet as a result of this
incredible digital infrastructure system, for many professions, they are able to do just about anything they
can do in a regular office. Widespread adoption of the internet and web applications have made it easier
than ever to do our jobs in virtually any location. Whether it's conducting research, updating a
spreadsheet, designing a new logo, marketing a product, or providing customer service, most day-to-day
tasks can now be done from the safety of one’s home. People in many professions have found that they’re
able accomplish just about anything they can in a regular office.
None of this would have been possible just three to four decades ago, because most work relied on
expensive, largely immobile equipment that could not be used at home. While people in some service
sectors may not be able to work from home, for a good portion of the workforce , the incredible digital
infrastructure of the internet makes working from home an entirely feasible option now.
Mobile networks and devices
Critics often decry the always-on, always-connected nature of modern life. The mobile phone is
typically at the center of these laments. To be sure, many of us use our mobile devices too frequently or at
the wrong times, and addiction can be a real problem for some. But the mobile phone revolution has
provided more societal benefits than costs. Simply being able to connect with loved ones, co-workers, or
emergency services from anywhere is an amazing achievement.
But mobile devices offer far more than that. Smartphones have now “ morphed into the Swiss
Army knife of gadgets ” that we use as our cameras, portable music devices, televisions, gaming
platforms, mapping and traffic navigation tools, internet portals, notepads, email and messaging clients,
payment tools, home automation agents, wearable fitness trackers, and even as watches, flashlights,
compasses, and thermometers. How does one measure the value of having all of these functions available
in one device instead of dozens? It’s difficult to calculate, but by offering us all those services on one
portable platform, our smartphones have clearly made basic tasks more convenient.
During a time of crisis, having these many capabilities in our pocket, especially any related to
health, becomes even more essential. Fitness trackers could be made even more useful in a time of
pandemic. For example, if more mobile devices had temperature sensors, they could help us deal with
diseases like COVID-19.
Social media platforms
Social media sites have been under fire for supposedly fueling various social ills. Many critics
have called for sweeping social media regulation. But the pandemic has made clear just how important
these platforms are. “For going on nearly half a decade now, the tone on tech companies and social media
has shifted to one of suspicion, hostility, grievance, and moral panic,” notes Elizabeth Nolan Brown of
Reason.“But as COVID-19 continues to spread around the world and as many governments continue to
mishandle things, people are starting to remember why the platforms we love to hate are important after
all.”
83

University POLITEHNICA from Bucharest
UNESCO Chair
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Twitter has become a critical platform for mass dissemination of news and perspectives about
solutions to the crisis. Dr. Scott Gottlieb , who previously served as head of the Food and Drug
Administration in the Trump Administration, has become a sort of public health ombudsman that people
look to for unbiased expert information and critiques of official public responses. But Gottlieb is just one
of countless medical professionals and scientists who have taken to social media platforms to offer the
public direct information and advice about the corona-virus.
The result has been an important collective fact-check on government statements and proposed
responses. In a New York Times essay entitled, “When Facebook Is More Trustworthy Than the
President,” Ben Smith noted that, “instead of seeing Chinese-style propaganda, many users suddenly
found themselves reading urgent, sophisticated observations from public health experts.”
Of course, misinformation and bad advice is always a concern. But Pinterest, Snapchat, Facebook,
YouTube, and other platforms all took steps to combat the spreading of gross falsehoods. For the most
part, social media has made a wealth of vital health and community safety information available to the
public with remarkable speed. Even traditional email and websites have become essential tools for many
governments, which provide the public with constant updates about closures and safety practices.
Video conferencing
Video conferencing may be one of the most obvious and direct innovations that enable social
distancing over extended periods of time. Not only has video conferencing made it significantly less
burdensome for many businesses to continue functioning with a largely remote workforce, it also
provides people with much needed face-to-face interaction. Long-term social isolation can be quite
demoralizing, and while nothing can fully replace being in the physical presence of others, the ability to
see and interact with co-workers, friends, and family can make this period far more bearable.
In addition, video conferencing platforms allow schools and universities to continue educating
their students virtually while they are not able to meet in an actual classroom. In fact, the CEO of Zoom, a
popular video conferencing platform for educational institutions, recently announced that he is giving his
product away for free to K-12 schools during this time of disaster. Just twenty years ago, none of this
would have been possible, and students sent home in a time like this would have had a more difficult time
connecting with teachers or other students. Instead, students across the globe are able to continue on with
their education with less disruption.
Online entertainment
Video streaming platforms from Amazon, Netflix, Hulu, Disney, HBO, YouTube and many others
have given the public an array of viewing choices and helped usher in a new golden age of television.
During a time of quarantines, these services became an essential way for people to find quality
entertainment without having to go out into public and be in close proximity to others.
84

University POLITEHNICA from Bucharest
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Likewise, online games offer a safe social experience in a time of quarantine. For example,
Quiplash is a humorous game that people can play at a distance. After the players login remotely in their
homes they can answer silly questions for points. It’s good, clean quarantine fun. Of course, there are
plenty of more serious gaming options that allow people to play either with known acquaintances or
communities of anonymous individuals.
E-commerce and food delivery services
Some of the newer and more exciting innovations to emerge in the past few years are e-commerce
platforms and still-new food delivery services. You can now get almost anything delivered directly to
your door without having to interact with people. In fact, for many of these services, you don’t even have
to make contact with the delivery driver. They will just leave the product at your door or front desk.
While these services may seem little more than mere convenience in normal times, the crisis
shows us just how important and even lifesaving these services can be when minimizing human contact is
of the utmost importance. It is no surprise that many of these services have become overwhelmed with
demand during the crisis. For many, particularly the elderly and those with compromised immune
systems, the ability to have much needed products and groceries delivered directly to their door without
the need to physically interact with another person is anything but trivial.
We need tech–and Big Tech–now more than ever
Had the pandemic hit just 30 years ago, none of these technologies would have been at our
disposal. This is not to say that things aren't bad or that these technologies somehow make everything
perfect, but as difficult as life is today in the midst of social distancing and shelter-in-place requirements,
life would have become even more difficult without these platforms, devices, services, and applications.
But what other useful or needed technologies might we have access to today if not for outdated
regulations that hold back innovation?
When politicians and critics call for burdensome regulations on digital platforms and services, it is
important to think ahead about possible unintended consequences. For example, in the months just before
the pandemic hit, there was a growing movement afoot to reopen and revise a rule called Section 230,
which established a broad liability shield for online content distributors. Without these protections, online
platforms could be driven out of business by excessive liability and the threat of costly litigation, which
could decimate online activity. Given what’s happened in recent weeks, we should be thankful that
advocates for rolling back Section 230 protections were not successful.
Other critics were clamoring for “breaking up Big Tech” through sweeping antitrust regulations.
That “techlash” would have hobbled many platforms, especially Google, Facebook, and Amazon, that
people's are relying on in the midst of the crisis. But these efforts also have not born fruit, possibly
85

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
because most of the people’s use and benefit from the services these large tech firms provide. Indeed,
even before the COVID-19 pandemic hit, most of the people's viewed digital technology in a positive
light and expressed gratitude that these devices and platforms were at their disposal.
Permissionless innovation is needed in normal times as well as in times of crisis
The lessons here are clear. No matter how well-intentioned, we should evaluate laws and
regulations based on real-world outcomes . Proposed or existing regulations like those discussed earlier
can undermine the ability of companies, organizations, and average citizens to innovate rapidly in a time
of crisis.
We must never take for granted just how much new technological developments have improved
our lives in meaningful ways. To be sure, the internet, social media, and digital platforms have created
new societal problems and have exacerbated some old ones, such as hate speech and harassment. But
these new technologies have always given us more good than bad. Unfortunately, it took a crisis to teach
us this lesson.
5. New tech trends shaping the transport and logistics industry in 202039
Despite 20 years since the democratization of the Internet, many sectors continue to carry out
daily operations using “low-tech” solutions and this is particularly evident in the logistics industry. In the
market for delivering local and regional goods, communication is largely done through email and
telephone correspondence and in some cases even faxes. Once you consider the vast network of actors
involved in a typical supply chain ecosystem combined with the fast-rising standards for operational
execution, you can begin to imagine how fast and efficient communication becomes a critical driver for
logistics performance.
Fortunately, many segments of the logistics space are now undergoing innovation with a new
wave of startups shaping a modern supply chain marketplace that embraces game-changing technology.
Below are some of the breakthrough trends we are already seeing gain traction in transport and
logistics for 2020:
1. Efficient Matching and Routing
The wide system of stakeholders involved in logistics means matching and routing deliveries can
be a highly manual and hyper-fragmented process. Now, companies are actively turning to intelligent
algorithms to automate the process of matching shipments with a capacity to maximize time and money.
While manual matching is limited in the number of shipments that can be arranged, automated matching
39https://siliconcanals.com/news/startups/8-new-tech-trends-shaping-the-transport-and-logistics-industry-in-2019/
86

University POLITEHNICA from Bucharest
UNESCO Chair
“ENGINEERING FOR SOCIETY”
gets even better and faster with the more shipments executed (i.e., easier to find a relevant match and
optimize routes) these matching and routing algorithms are also dramatically lowering the costs incurred
from ‘empty miles’, the distances traveled by drivers with empty trailers, saving fuel costs lowering air
pollution.
2. Digitalisation
Up until now, logistics and manufacturing have been considered less digitally mature than other
sectors, marked by rigid legacy systems such as payments handled on paper, often causing long delays for
carriers to receive cash.
The introduction of modern online payment systems is one example of how digitization is now
quickly facilitating transactions between shippers and carriers, not only improving customer satisfaction
and trust but also driving efficiency and lowering costs by consolidating all payments into one, efficient
platform. As the logistics sector becomes more digitally mature, business processes become simplified,
lowering risk and driving revenue with improved efficiency. The increasing digitization of the supply
chain.
3. Blockchain Technology
Blockchain tech is expected to be increasingly leveraged by stakeholders across logistics and
transport to deliver more transparency and accountability in managing and tracking documentation and
assets across the supply chain process. Leveraging blockchain distributed ledger technology can not only
improve service levels by providing end-to-end visibility of the status of every shipment but can also
improve on-time rates and allow for more proactive incident management.
New applications are already introducing smart contracts using blockchain technology. When a
shipment order is made, a smart contract can be initiated and upon delivery and quickly executed if all
validations and intermediate points are verified.
4. Data Analytics
Informed data-driven decisions are fast becoming the norm across logistics for 2019 for
stakeholders across the supply chain ecosystem. The data accumulated from daily operations can best
inform companies of upcoming peak demands or fluctuations and more importantly, provide insights into
supply and demand forecasts, route optimization, fuel consumption and turnaround times, each of which
can strengthen competitive advantage within the marketplace of third-party logistics. Shipment data can
also be aggregated at the warehouse level using loading and unloading times for a seamless flow of
inventory control and shipping management.
5. Automation and IoT
Automation and the Internet of Things means that the process complexity often found across
certain points of logistics operations can now be streamlined for smoother, more efficient operations.
Emerging software and hardware such as sensor and asset tagging are shaping more reliable, connected
environments for more cost-effective and tighter asset control. Inventory can be better managed in
87

University POLITEHNICA from Bucharest
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“ENGINEERING FOR SOCIETY”
warehouses and cargo better controlled during transit. IoT based systems can also help for predictive
maintenance in logistics and real-time insights into performance, for example through the application of
visual and acoustic sensors on rails and tracks.
6. Elasticity
The ability to remain agile and adapt fast to seasonal demands has also reinforced the importance
of elasticity within the supply chain. Being able to shrink or expand capacity on demand in accordance to
peak periods whilst maintaining excellence in customer service is critical. To remain agile but lean, many
companies now partner with third and fourth party logistics (3PL and 4PL) to help leverage the resources
and expertise of others.
7. Warehousing Robotisation
With the advent of new age fulfillment centers such as those of Amazon and Zalando, the
integration of robotics into sorting, picking and shipping products and cargo will continue to transform
warehousing processes in Logistics. Rather than the automation of robotics replacing the workforce
however, increased efforts are being made to integrate robotics in a nature that is supportive to the
existing workforce as opposed to an innovation replacing it. While in 2010 US Venture Capitalists
invested $30Million into robotics startups, by 2013 this had already increased to investments totaling
$170Million.
8. Smart Road Technology
While still in the earlier stages of research, startups based in the US are already emerging with
goals to bring technological innovations literally on to roads and highways themselves. The integration of
solar panels into hundreds of miles of asphalt surfaces for example, could have the ability to generate
energy, melt snow, reroute traffic and even possibly direct autonomous vehicles. Smart highways such as
these could provide energy to power nearby streets and lights as well as quickly detecting irregular traffic
activities or disturbances to flag hazards to oncoming motorists. This could yield major potential for a
smoother flow of traffic and routing to bring even more efficiency into future logistics and road transport
operations.
6. Effect of COVID-19 on Civil Aviation: Economic Impact Analysis40
The latest estimates indicate that the possible COVID-19 impact on world scheduled passenger
traffic for the full year 2020, compared to Baseline (business as usual, originally-planned), would be:
– Overall reduction ranging from 33% to 60% of seats offered by airlines
– Overall reduction of 1,878 to 3,227 million passengers
– Approx. USD 244 to 420 billion potential loss of gross operating revenues of airlines
40https://www.icao.int/sustainability/Pages/Economic-Impacts-of-COVID-19.aspx
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The impacts depend on duration and magnitude of the outbreak and containment measures, the
degree of consumer confidence for air travel, and economic conditions, etc.
International passenger traffic for 2020, compared to Baseline (business as usual)
A first sign of recovery in late May
– Overall reduction ranging from 39% to 58% of seats offered by airlines
– Overall reduction of 880 to 1,334 million passengers
– Approx. USD 154 to 235 billion potential loss of gross operating revenues of airlines
Bottom out and pick up in 3Q or later
– Overall reduction ranging from 48% to 71% of seats offered by airlines
– Overall reduction of 1,108 to 1,524 million passengers
– Approx. USD 194 to 269 billion potential loss of gross operating revenues of airlines
Domestic passenger traffic for 2020, compared to Baseline (business as usual)
Bottom out and pick up from late May
– Overall reduction ranging from 29% to 45% of seats offered by airlines
– Overall reduction of 999 to 1,519 million passengers
– Approx. USD 90 to 135 billion potential loss of gross operating revenues of airlines
Bottom out and pick up from July
– Overall reduction ranging from 36% to 51% of seats offered by airlines
– Overall reduction of 1,222 to 1,703 million passengers
– Approx. USD 109 to 151 billion potential loss of gross operating revenues of airlines
Fig.41 – Comparison of passenger numbers and capacity
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Fig. 42 – Lost Passenger Revenue Chart
Estimated impact on international passenger traffic and revenue by regions for 2020
Fig.43 – Estimated impact on international passenger traffic and revenue by regions for 2020
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Estimated impact on domestic passenger traffic and revenues by region for 2020
Fig.44 – Estimated impact on domestic passenger traffic and revenues by region for 2020
Global impact of COVID‐19 on aviation, tourism, trade and economy
Air passenger traffic: an overall reduction of air passengers (both international and domestic)
ranging from 35% to 65% in 2020 compared to 2019 (by ICAO)
Fig.45 – World passengers traffic 1945-2020
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Airports: An estimated loss of over 50% of passenger traffic and 57% or over USD 97 billion
airport revenues in 2020 compared to business as usual (ACI)
Fig.46 – Airport looses scenarios in 2020
Airlines: A 48% decline of revenue passenger kilometers (RPKs, both international and
domestic) in 2020 compared to 2019 (by IATA)
Fig.47 – Airlines looses scenarios in 2020
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Tourism: A decline in international tourism receipts of between USD 910 to 1170 billion in 2020,
compared to the USD 1.5 trillion generated in 2019 , with 96% of worldwide destinations
having travel restrictions (by UNWTO)
Fig.48 – International tourism looses scenarios in 2020
Fig.49 – Jobs looses in travel and tourism sector in 2020
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Trade: A fall of global merchandise trade volume by between 13% and 32% in 2020
compared to 2019 (by WTO)
Worldwide trade decreased projection Global economy: A projected -3% contraction in
world GDP in 2020 , far worse than during the 2008 – 2009 financial crisis (by IMF)
Fig.50 – Global economy drop projection in 2020
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Cargo evolution during COVID-19 crisis
Fig. 51 – Cargo evolution projection in 2020
Airline Financial Analysis
Fig.52 – Brake-even weight load factor scenarios
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Fig.53 – Brake-even revenue scenarios
Conclusions:
Transport and its security is an integral part of measures to ensure the establishment in any
emergency and crisis situations. Transport is involved in a wide range of tasks, which are intended mainly
for the timely deployment of forces and means of IRS with its security and protection of the population.
The selection and use of a particular type and number of transport is affected by a whole range of factors.
The most important fact is to classify as quickly as possible the usage and capacity. For this reason,
proficiency and competencies of crisis managers, who plan and subsequently utilize these means of
transport, must be on a high level. Due to the fact th at the deploym ent of s uit able means of
transport minimizes the risk of undesirable situations associated with the solution of particular crisis.
The implications of the COVID-19 pandemic may last for a long time, and e-commerce in goods
and services will need to continue to adapt to the new environment. A similar spike in the use of
teleworking services and in B2B and B2C e-commerce was also documented during the SARS (Severe
Acute Respiratory Syndrome) epidemic in 2002-03, when e-commerce firms such as Alibaba and Taobao
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rose from relative obscurity. Similarly, COVID-19 could trigger further digitalization of society and the
development of policies and rules to regulate online trade.
The results of the research drive us to conclusion that the worldwide economic environment in
general and transportation in logistics in particular, are very dynamic, not only during crises but generally
and permanent observation and planning must be done in order to react accordingly to there changes.
A old Chinese saying says: “A crisis may be a moment of opportunity and development”, but for
all companies is better adopt a preventive measures and try to be up to date with all new trends in modern
technology, latest researches, legislation and to have a back up plan even if the evolution of the company
is ascending.
More than this the companies should put their fingerprint upon the society were they act and not
only through their own Corporate Social Responsibility management or public-private partnerships.
Social responsibility means that businesses, in addition to maximizing shareholder value, must act
in a manner that benefits society. Social responsibility has become increasingly important to investors and
consumers who seek investments that are not just profitable but also contribute to the welfare of society
and the environment
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Chapter 5. – Integration of Romanian Airports in the National
Intermodal Transport Network and Analysis of the
Impact on the Environment
Introduction
1.1. Research directions
The role of the transportation services for intermediate or final consumption brings forward inter-
dependencies with other services such industries and also society as they are involved in satisfying
consumer needs of both enterprises and the population, especially material needs, if we mean the
transport of goods from producer to consumer and also for the people, the spiritual and social needs,
specifically the needs of knowledge, entertainment transposed in the transport of tourists.
Or, these highly diverse needs, in a continuous process of multiply, cannot be satisfied at the
current requirements only if there is a development of transport services that can cover it. Transportation
services are well outlined in the national economy but also in the world.
On the other hand, because they satisfied the needs for both enterprises and people to moving in
space for various reasons and bringing the products in the most remote places, tourism, travel to work,
etc. The people's mobility of and the freight freedom are essential to modern society. By integrating the
global market, with continued growth, transportation becomes a major economic sector characterized by
both qualitative and quantitative growth.
1.2. Transport Services in Economy
Transport is a business side of human society organized to prevail distances. Some specialists say
that transportation is not an end of service. It is only a means and a way to achieve a wide range of
practical purposes. To highlight the role and importance of transportation may be considered their
relationships with various economic, social and political activities in society.
Transport, nowadays, is a compulsory element in life, as it offers society members options in
conveyance, communication, perception and assimilation, of almost everything that civilization has to
offer. Modern civilization, characterized by a fast rhythm of development in various areas, by a massive
change in material and spiritual values, implies a continuous goods’ shifting, a permanent movement of
people from place to place.
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Developing the exchange of products and activities of national and international transport by
direct contribution highlights the following important economic aspects:
opportunities for trade should be strictly limited at local markets if there is no transport services;
through transportation can be achieved a better balance between supply and demand for various
goods nationally and internationally;
there is the possibility of moving goods from areas where they are in abundance in areas such
goods deficit, there is a tendency in equalization their prices;
as the area offering similar products increased, the wide competition between sellers increased,
too, and tends to keep prices at reasonable levels;
the transport provides, too, largely, the mobility of intermediate and final processing capacities.
Activity of many plants depends sometimes totally by natural resources located nearby;
specialization in production and trade activities is facilitated and encouraged.
The exchange of goods domestically and internationally makes necessary to move people in
business, transport commercial documents exchange, organization of fairs and exhibitions, participation
in various activities of international economic organizations.
2. Economic, social and political analysi s
2.1 Analyzing economic growth41
Real GDP growth eased in 2018, after a high peak in 2017. Growth was driven by private
consumption with investment and net exports both exerting a negative influence. The current account
worsened further. The soft landing is set to continue in 2019 and 2020 with the current account deficit
projected to continue to widen. The labor market is expected to remain tight, but inflation is set to ease
from its 2018 high. The budget deficit is forecast to continue increasing, driven by expenditure on public
wages and pensions.
41http://www.revistadestatistica.ro/supliment/2018/07/analiza-evolutiei-teritoriale-a-produsului-intern-brut/
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2.1.1. Growth set to slow down but remain robust
Real GDP grew 4.1%, almost 3% less than in 2017. Private consumption remained the main driver
of growth, still spurred by increases in the minimum and public sector wages but was somewhat tamed by
record high prices hikes. After having recovered in 2017, investment underperformed in 2018, with a
negative contribution to growth of 0.7%. This was largely due to private investment, as public investment
picked up slightly. The negative impact on growth from net exports increased in 2018, with both imports
and exports declining. Imports were mainly influenced by developments in consumption goods while
exports slowed as external demand turned more sluggish and the real effective exchange rate appreciated.
This led to a wider-than-expected current account deficit of 4.7% of GDP.
Real GDP growth is forecast to ease to 3.3% in 2019 and 3.1% in 2020. Private consumption is set
to remain strong in 2019, as nominal wages continue to show strong growth. Investment is projected to
recover in 2019 on the back of sustained improvements in equipment investment and a rebound in
construction investment, helped by a pick-up in EU-funded projects. Romania’s positive output gap
started to narrow in 2018 and is set to close progressively over the forecast horizon.
Unemployment dropped to 4.2% in 2018, its lowest level in more than 20 years. The tight labor
market conditions and continued increases in minimum and public sector wages have sustained double-
digit wage growth. Average compensation per employee rose by 18.4% in real terms in 2018. Wage
growth is projected to moderate over the forecast horizon as the economy cools down but should remain
relatively strong due to the tight labour market conditions and the evolution of public wages.
2.1.2. Inflation projected to continue its deceleration
Inflation peaked at an annual 4.1% in 2018, mainly on account of rising food and energy prices. It
is set to fall to 3.6% in 2019 – despite food and energy price rises at the beginning of the year – and to 3%
in 2020. Core inflation is projected to increase from 2.7% in 2018 to 3.2% in 2019 and then fall back to
2.5% in 2020. The National Bank of Romania has recently decided to maintain its key monetary policy
rate at 2.50%.
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2.1.3. Public deficit set to increase
In 2018, the general government deficit rose to 3.0% of GDP, from 2.7% in 2017, due to
continued significant increases in public sector wages (public spending on compensation of employees
almost doubled in nominal terms between 2015 and 2018, leading to an increase in terms of share of GDP
by 3.2 pp). As a share of GDP, public investment rebounded only slightly from a post-EU accession low
in 2017. The general government deficit is projected to further increase to 3.5% of GDP in 2019.
2.1.4. Foreign investments42
Foreign Direct Investments in Romania amounted to USD 5.1 billion in 2017, up by 3% compared
to the same period of 2016, according to data by the Romanian National Bank (BNR) and UNCTAD.
Equity investments, including reinvested profits, totaled EUR 3.5 billion while intercompany lending
recorded a net value of EUR 875 million. The total stock of FDI stood at USD 88.2 billion (46.5% of
GDP) at the end of 2017 ( UNCTAD 2018 World Investment Report ). According to BNR data, the main
sectors in 2017 were manufacturing (32% of the total FDI), construction (15.3%) and financial services
(12%). The distribution of foreign direct investment shows a lead of manufacturing (32%), with the
chemical industry standing out. Other sectors have attracted investors, such as construction (15%), trade
(13%), banking and insurance (12%), and energy (8.5%). Bucharest is the region that attracts most
foreign capital in the whole country (more than 60% of the total).
Romania is actively seeking to attract foreign direct investment and has taken steps to strengthen
tax administration, improve transparency and create legal means to resolve contractual disputes quickly.
Similarly, since 2009, the various governments have been able to reduce the budget deficit from 9.1% of
GDP in 2009 to 3.6% in 2017.
Fig. 54 – Economical indicators (past and predicted)
42Romanian National Bank (BNR) Statistics
101Indicators 2017201820192020
GDP growth (%, yoy) 7,04,13,33,1
Inflation (%, yoy) 1,14,13,63,0
Unemployment (%) 4,94,24,14,0
Public budget balance (% of GDP) -2,7-3,0-3,5-4,7
Gross public debt (% of GDP) 35,235,036,038,4
Current account balance (% of GDP) -3,4-4,7-5,2-5,3

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3. Necessity analysis
3.1. Distribution on various modes of transport: air, fluvial, road and rail transport43
Transportation infrastructure in Romania:
Railway infrastructure – Romania is ranked seventh in Europe Union by the length of its
railway network, with 17.000 km, but only 10.500 km are currently in use. Accordingly to
the market expert, the railway network in Romania, which has a very important role for the
country’s economic development, needs new investments, at a consistent rate, for a period
of around 15 years to reach the level similar to the European average and to develop
adequate links with the European transport corridors.
Road infrastructure – At the end of 2017 there were 86,099 km of public roads in
Romania, of which 20.5% were national roads, 40.8% were county roads and 38.7% were
communal roads. Out of the total length of national roads, 35.1% (6,200 km) were
European roads and 4.3% (763 km) were highways. By number of lanes, 1.6% of were
three-lane roads, 10.3% were four-lane roads and 0.1% were six-lane roads.
Maritime and inland waterway infrastructure – The inland water way infrastructure in
Romania includes the Danube river, the secondary arm of Danube, navigable channels
which link the Danube with the Black Sea. The Romanian inland waterway infrastructure
is composed of some 1730 km, out of which, 1075 km on Danube river.
The main port in Romania is Constan ța Port, located on the western coast of the Black Sea.
The Constanța port is both maritime and river port. It covers 3926 ha, out of which 1313
ha is land and 2613 is water.
Air transport infrastructure – Romania is served by 16 airports (Bacău, Baia Mare,
Bucharest Băneasa, Bucharest Otopeni, Cluj-Napoca, Constanța, Craiova, Iași, Oradea,
Satu Mare, Sibiu, Suceava, Târgu Mures, Timișoara, Tulcea. The most developed airports
are Bucharest Otopeni, Cluj-Napoca, Timișoara and Iași.
3.2. Necessity analysis for air transport
Romanian aviation’s economic benefits Air transport to, from and within Romania creates three
distinct types of economic benefit. Typically, studies such as this focus on the „economic footprint‟ of the
43https://www.export.gov/apex/article2?id=Romania-Transport-Infrastructure
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industry, measured by its contribution to GDP, jobs and tax revenues generated by the sector and its
supply chain. But the economic value created by the industry is more than that. The main benefits are
created for the customer, the passenger or shipper, using the air transport service. In addition, the
connections created between cities and markets represent an important infrastructure asset that generates
benefits through enabling foreign direct investment, business clusters, specialization and other spill-over
impacts on an economy’s productive capacity.
3.3. Aviation’s economic footprint
3.3.1. Contribution to Romanian GDP
The aviation sector contributes RON 3,318 million (0.7%) to Romanian GDP. This total
comprises:
RON 1.839 million directly contributed through the output of the aviation sector (airlines,
airports and ground services);
RON 761 million indirectly contributed through the aviation sector’s supply chain;
RON 718 million contributed through the spending by the employees of the aviation sector
and its supply chain;
In addition, there are RON 1.056 million in „catalytic‟ benefits through tourism, which raises the
overall contribution to RON 4.374 million or 0.9% of GDP.
3.3.2. Major employer
The aviation sector supports 54,000 jobs in Romania. This total comprises:
28.000 jobs directly supported by the aviation sector;
13.000 jobs indirectly supported through the aviation sector’s supply chain;
13.000 jobs supported through the spending by the employees of the aviation sector and its supply
chain;
In addition, there are a further 25.000 people employed through the catalytic (tourism) effects of
aviation.
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3.3.3. High productivity jobs
The average air transport services employee generates RON 95.944 in GV A annually, which is
around 1.8 times more productive than the average in Romania.
3.3.4. Contribution to public finances
The aviation sector pays over RON 664 million in tax including income tax receipts from
employees, social security contributions and corporation tax levied on profits, with a further RON 36
million of revenue coming from V AT on flights. It is estimated that an additional RON 240 million of
government revenue is raised via the aviation sector’s supply chain and another RON 226 million through
taxation of the activities supported by the spending of employees of both the aviation sector and its supply
chain.
The most important economic benefit generated by air transport is the value generated for its
consumers, passengers and shippers. Passengers spent RON 8.1 billion (inclusive of tax) on air travel in
2009 and shippers spent RON 225 million on the transportation of air cargo.
3.3.5. Passenger/cargo transport demands44
The number of passengers transported at Romanian airports has steadily increased in the last
period, and last year it has passed the threshold of 20 million. The most transited airport remains Otopeni
– Henri Coandă in Bucharest, but traffic is increasing on most airports in the country, according to data
published in a report of the National Institute of Statistics (INS).
In 2018, 21.8 million passengers were transported in Romania, up 7.9% compared to last year
when they traveled 20.2 million.
The quantity of goods shipped grew from 40.000 tons in 2016 to almost 50.000 tons last year, up
25%.
20082009201020112012201320142015201620172018
Passengerspersons90765669092853101281971078271210727847107063981159255413272745163980452022181421815809
Goodstons2668624499255402697929334316293219436585401304498348520Year
44https://insse.ro/cms/en/content/airport-transport-passengers-and-goods-year-2019
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Fig. 55 – Passengers and goods transported in Romanian airports
Fig.56 – Romanian airports transportation evolution
Thus, the number of aircraft movements increased by 4.43% from 186665 in 2017 to 194940 in
2018.
Of the total of 21.8 million passengers transported last year, 13.8 million traveled at Henri Coandă
International Airport – Bucharest, 2.8 million were at Cluj-Napoca International Airport, 1.5 million were
at Traian Vuia International Airport – Timișoara and 1.26 million people crossed Iasi International Airport.
Sibiu International Airport was transited by 670.000 people, Craiova International Airport by 493.000
people and Bacău International Airport by 447.000 people.
Romania, Croatia and Malta recorded large increases in the number of passengers transported at
airports in 2017, the busiest airports being London Heathrow and Charles de Gaulle in Paris.
The largest increases in passenger transport were recorded in Slovenia (20%), Luxembourg,
Estonia, Bulgaria and Czechia (all +19%), Romania, Croatia and Malta (all +18%), ahead of Poland and
Portugal (both +17%).
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In 2017, the most transported passengers were reported in the UK (265 million passengers),
Germany (212 million), Spain (210 million), France (154 million) and Italy (144 million). Overall, the
number of passengers in the European Union increased by 7% to 1.043 billion, between 2016 and 2017.
3.3.6. Analysis of the needs of accessibility and mobility
Accessibility (or just access) refers to the ease of reaching goods, services, activities and
destinations, which together are called opportunities. It can be defined as the potential for interaction and
exchange. For example, grocery stores provide access to food. Libraries and the Internet provide access to
information. Paths, roads and airports provide access to destinations and therefore activities (also called
opportunities).
Accessibility can be defined in terms of potential (opportunities that could be reached) or in terms
of activity (opportunities that are reached). Even people who don’t currently use a form of access may
value having it available for possible future use, called option value. For example, motorists may value
having public transit services available in case they are unable to drive in the future.
Mobility refers to physical movement, measured by trips, distance and speed, such as
person*kilometers for personal travel, and ton*kilometers for freight travel. All else being equal,
increased mobility increases accessibility: the more and faster people can travel the more destinations
they can reach.
Conventional planning tends to evaluate transport system quality primarily based on mobility,
using indicators such as average traffic speed and congestion delay. However, efforts to increase vehicle
traffic speeds and volumes can reduce other forms of accessibility, by constraining pedestrian travel and
stimulating more dispersed, automobile-oriented development patterns. Improving high occupant vehicle
(HOV) travel and favor it over driving can reduce congestion increase personal mobility (person-miles of
travel) without increasing vehicle mobility (vehicle-miles of travel).
Different modes have different speeds and different scales of accessibility. For example, in 5
minutes a typical pedestrian can walk about a ½ mile and so can access 36 square blocks, while a cyclist
can travel about one mile and access 256 square blocks, and a motorist can travel 2 miles and access
2.500 square blocks.
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Therefore:
More and faster travel increases accessibility.
Congestion can limit accessibility by a particular mode.
Efforts to increase automobility can reduce other forms of accessibility.
Higher occupancy modes can increase personal mobility without increasing vehicle travel.
Accessibility is affected by the quality of system integration, such as the ease of transferring
between modes, the quality of stations and terminals, and parking convenience.
Automobile transportation is generally well integrated. Most destinations have abundant and
generally free or low-priced parking, and most transfer stations (airports, train and bus stations, ferry
terminals and ports) are located and designed for convenient highway access, vehicle parking and often
vehicle rental services. Motorists generally have good information through signs and maps.
The integration of other modes varies significantly, and inadequate integration is sometimes a
major barrier to non-automobile accessibility. For example, airports and ferry terminals are sometimes
difficult to access by public transit, and bus stops and train stations are sometimes uncomfortable and
difficult to access, particularly by people with disabilities, children, and people carrying heavy loads.
Therefore:
The connections between links and modes affect accessibility.
The location and quality of transportation terminals affects the accessibility of the modes they
serve. The quality of bus stops, train stations, ferry terminals and other transfer facilities affects
the relative accessibility of these modes.
The availability, price and convenience of parking affect automobile accessibility.
Bicycle transportation is facilitated by appropriate bicycle parking and storage facilities (including
some covered and secure parking), and changing facilities at worksites.
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4. Integration of Romanian airports in the regional and national intermodal
transport network
4.1. Study on intermodality
Intermodal infrastructure refers to the network of airports, seaports, roads, railways, public-
transport systems, and human powered mobility options that are integrated and coordinated to form a
transport system to move people or freight from one point to another.
While a seamless intermodal experience, might include, for instance, travelling on two or more
forms of transport with a single ticket (e.g. rail and air). In general, the more effectively these modes
support and interconnect with one another, and the more seamless the intermodal connections (the
movement of passengers or freight between modes of transport), the less congestion and stress there will
be on any individual component.
Airports, cruise terminals and international train stations offering a range of intermodal
connections act as major hubs for moving tourists and goods are usually located in or near major cities.
These hubs (and some smaller inter-city train and bus interchanges), can generate significant
employment, requiring employees to travel to and from their place of work throughout the day and night.
Intermodal by definition, these all-day transport interchanges need to be able to move people, passengers,
employees and even cargo from the hub and distribute them efficiently to / within the city and the wider
region. Many transport hubs are diversifying and changing their business models, providing more space
for retail or parking as sources of revenue, and to more effectively provide an integrated, one-stop
experience for customers and tourists alike; with duty free/shopping, restaurants, bars, and supermarkets
just to name a few conveniences.
While air-rail connectivity may provide a range of mobility, economic, and environmental
benefits, the financial cost of building or expanding these connections can be substantial. This is
particularly the case for connections between high-speed rail and air, which can both complement and
compete with one another. The International Union of Railways (UIC) suggests that high-speed rail can
be an effective competitor to the airline industry for distances up to 800kms, with routes such as
Barcelona-Madrid and London-Paris, for example, having proven to be a real alternative to scheduled air
services. However, where high-speed and/or inter-regional rail services are available as an intermodal
connection at international airports, the opportunities to distribute the economic benefits of tourism
beyond major cities are increased. For example, Thalys (Belgium) and SNCF (France) have partnered
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with airlines to provide combined high-speed ‘Rail & Air’ tickets for travel between and departure from
Brussels and Paris – Charles de Gaulle airports (and on to/from 12 other city destinations in France),
which enables customers to simplify travel between France, Belgium and the rest of the world. Similarly,
in 2015, Renfe (Spain) and Iberia launched a joint ticket combining a trip by A VE (high-speed train) from
several locations in Spain to over 80 international destinations utilizing the Iberia, Air Nostrum and Iberia
Express networks. Rail-air intermodality illustrates clearly many of the challenges posed by intermobility,
including the reservation and issuing of tickets valid for both modes of transport (compatible timetables
and updating of availability etc.), the practical aspects of the journey itself (checking in, embarking,
signage, baggage handling etc.) and administration (e-tickets, payment, real-time information etc.).
4.2. Multimodal commuting analysis
The car remains the most important access mode at nearly all European airports. Several different
sub-categories exist in this area. It is possible to drive to the airport in the own car and park it there. This
is a very important factor for the operation of airports. Parking fees account for a huge share of non-
aeronautical revenues of airport operators.
Rail access is an important element in the mix of airport access modes, both for long-distance and
short-distance access. It usually allows a quick access, bypassing traffic jams found throughout many
European metropolitan areas and has a rather high capacity. Additionally, with many short-distance rail
services, it offers a high number of frequencies, which is convenient to the passenger, as waiting times are
reduced. A good rail access can increase the catchment area of an airport substantially, as it was the case
with Frankfurt airport, which is connected by high-frequency long-distance trains to the German and
European rail network. Rail access for airports is sometimes seen ambiguous by the airport operator.
While on the one hand the airport ’s catchment area can be extended, rail may substitute car access and
parking revenues may decline.
Besides rail, also coaches and buses are frequently used as airport access modes. Long distance
coach services to airports are particularly found in countries with a less well-developed rail system.
At European level inter-modal services have been implemented for passengers and cargo, such as
possibility to buy a ticket between two points which combine the transportation to the airport, air ticket,
and a train sector to the final destination.
For cargo inter-modal hubs have been developed which combine, in some cases, all transportation
types as: air transport, rail, transport, road transport and maritime transport.
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The core challenge in providing seamless urban mobility is overcoming the mismatch between the
way in which customers approach trips – as single, end-to-end journeys – and the way in which transport
authorities plan and allocate resources to various networks. As such, achieving seamless transport is as
much a function of moving minds as it is moving people; whether they are commuters, or tourists visiting
a city, region or country.
Improving planning and co-ordination among levels of governments and across ministries is
crucial in order to provide well connected transport modes and more seamless transport services, to meet
the needs of all user groups. In the post global financial crisis era, limited public or private finances
remain available to invest in transport infrastructure. This has resulted in a shift in transport policy, with a
greater focus on maintaining existing infrastructure, complimented by low-cost improvements, including
integrated ticketing, installing wifi in public transport, providing better information, better accessibility,
combined payment/smart cards, co-ordinated scheduling, cross-mode reservations and even developing
co-located exchange facilities.
4.3. Appropriate infrastructure development
Insufficient investment in transport infrastructure can slow economic development. However, for
many developed economies, with a well-developed and connected network of transport infrastructure,
further investment in that infrastructure will not, on its own, result in economic growth, but rather
investment needs to be targeted and demand driven.
It can be argued that three conditions must be present for investment in transport infrastructure to
induce economic development:
transport investment such as a new interchange must be of a significant size in order to provide
new accessibility and new connections between transport modes;
there must be underlying positive economic externalities, such as agglomeration and labour
market economies, and access to a high quality labour force at the local, regional or national
level;
the existence of political willingness to implement complementary policies in order to provide a
better environment and to boost the transport investment to generate economic development.
The general objective of this action, which aims at inter-modal transport for passengers and freight
through a connection between air transport and air transport systems rail and a connection of the same
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type of cargo is to promote inter-modality by developing a balanced transport system based on the
advantages competitiveness of each mode of transport – rail, air, land or sea – and to contribute to
sustainable development mainly by minimizing the effects adverse effects of transport on the environment
and increasing safety transport.
The main objectives proposed at Cluj are grouped in three dense areas linked by connections:
A. The CARGO Terminal, located within the airport, in which predominant activities will be the
loading / unloading of cargo from and to aircraft type of cargo or passenger / cargo aircraft and from
means of transport.
The proposed site is located to the east of the existing passenger departure terminal at the end of
the old runway. The available surface is approx. 255.450 sqm of which approx. 114.365 sqm expect to be
busy in the first stage, the rest of about 141,085 sqm being reserved for the stage 2.
When selecting the site, the following aspects have been be considered:
runway in the proximity;
easy interconnection of the objective with the national road network and the CFR cargo area;
the possibility of ensuring the necessary utilities, especially evacuation rainwater resulting from
aircraft maneuvering platforms and from the surface;
the possibility of further development of the air cargo activity through the location towards new
independent building blocks and platforms, benefiting from the same facilities in relation to the
take-off / landing route and the rest of the infrastructure.
B. The CARGO CFR area, located in the railway station, where activities will take place handling
and loading / unloading of goods in and out of vehicles and trains goods;
C. The Passenger Zone, where they will be deployed passenger transport activities with passenger
trains and accommodation and services.
Each of these areas benefits from parking or rolling platforms and utility network connections.
Connections between the three areas of major concern are road connections between the Terminal area
CARGO aero and CARGO CFR and a pedestrian connection with mobile sidewalks between the airport
and CFR Passenger Station.
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4.4. Investments. Development poles local and regional wide
The impact of improved transport links on local and regional economies is context-specific and as
such must be assessed on an individual basis. While not all transport investments will be equally effective
in enhancing economic development and growth, the quality of transport links can affect the relative
competitiveness of one area over another area, because of quality of life, lower costs to access resources
and markets, and access to larger markets. By improving safety or other aspects of the transport
experience for users (including freight carriers or visitors to a region), transport investments can generate
longer-term benefits.
Public transport hubs in cities and regions are designed for different purposes and scale but all
play an important role in increasing access to cities and beyond. They can provide new functions and
determine new roles for national rail and road network accessibility, creating significant opportunities for
cities when connected by high-speed trains or motorways. They can play a very important role within the
regional planning context providing new centr alities for cities. For example, previously at the end of the
French transport networks, Lille is now placed at the crossroads of the northern high-speed train network,
and is, consequently, more central within the French transport network, with connections between
different sub-regional areas and access to regional trains, intercity buses and even access to international
services.
The European Union supports a project in Romania for creating a direct link between air and rail
transport, according to an announcement published on the website of the European Commission.
The EU will allocate 1 million euros from the TEN-T Program funds to several studies to create
an intermodal transport platform at the international airport in Cluj-Napoca, Romania.
The project, selected for funding based on the 2011 TEN-T annual call for proposals, consists of
carrying out specific studies on the creation of a completely new intermodal transport node at Cluj-
Napoca Airport, allowing the direct transfer of transport operations passengers and goods from road to
rail and air.
One of the main obstacles in building the platform is the distance to the main railway line, which
is 4 km from the airport. Therefore, the studies will explore the optimal way of building the missing rail
section and how it can be integrated into the airport infrastructure.
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4.5. New operational technologies regarding transport modes
It may be argued that convenience is related to ‘absence of effort’ in utilizing transport services
that are ‘fit for purpose’ in the way they are operated. Key to improving the convenience and
seamlessness of public transport and more broadly multimodal transport systems, is minimizing:
walking time at any stage of the journey;
waiting time, including time spent transferring between services or modes;
being bound to scheduled/limited services;
having to transfer within or between same modes;
variability in travel time;
a lack of relevant information;
crowding.
5. Assessment of the environmental impact of inter-modal transportation
5.1. Inter-modal transport growth reflected at environmental factors
Environmental issues concerning freight become more important nowadays since it is well known
that the transport sector is the major sources of noise and numerous air pollutants.
Intermodal flows have several impacts on the environment and society. The emissions of gaseous
pollutants and greenhouse gases as NO2, CO2, NOx … causes adverse health effects, damage to buildings
and materials, effects on crops and agricultural production and impact on natural and semi-natural
ecosystems (INFRAS 2005); therefore, European Union directives limit exhaust emissions from new
vehicles. There are also impacts on transport infrastructures such as damages on road constructions. To
these impacts, must be added noise pollution, traffic congestion, social impacts like accidents and energy
consumption. The energy consumed by transportation is estimated to be one-third of the entire energy
consumed in the European Union.

5.2. Solutions for environmental impact reduction
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In order to capitalize the renewable source of solar energy through the efficient use of the
available energy of existing land in the southeastern extremity of the airport, a photovoltaic park is set to
be implemented.
The opportunity for this investment is supported by the high electricity demand of the airport that
can be supported from this source.
The photovoltaic park will have 7800 panels with a power of 250W each and will be located east
of the platform reserved for the air cargo area. The surface of the land allocated to this park is approx.
40.000 sqm.
The total installed power will be about 2.0 MW. The photo-voltaic installation will consist of the
photo-voltaic field and the conversion facility the DC power in AC power, as well as the support for
photo-voltaic modules.
6. Conclusions
Inter-modality, an integrated approach between transport systems as rail and air services, is high
on the political agenda in Europe and increasingly so in other parts of the world.
It is perceived as a solution to the many transport problems facing modern societies (e.g. rising
levels of accidents, emissions and noise from transport) and plays an important role by enabling better
mobility for the traveler. For passengers, intermodality is best defined as combining different modes of
transport in a seamless travel experience.
Studies have shown that demand for inter-modal travel is growing with the inception of high-
speed rail services.
But, intermodal freight transport in Europe today seems unable to meet the increasingly complex
logistics requirements of an economy which operates in a competitive and global market. Transfers
between modes generally create too many friction coots and do not allow enough scope for offering value
added services in the door-to-door chain. A better use of all infrastructure across the different modes will
therefore become imperative, particularly in view of the projected growth of freight transport.
In June 2006, European Committee has published a Communication called “Goods Transport
Logistics in Europe – key to sustainable mobility”, in which iterates the idea of balancing transport
modes, and has as main objective, transporting a large volume of goods with a less number of transport
units (vehicles, freight tanks and ships). Achieving this goal may determine a perceptible improvement of
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traffic conditions and an efficient use of different transport modes and of different mixture of transport
means of communication.
Considering this, European Union will grant in coming years, important investment funds to
achieve advanced multimodal transport logistics, investment which is a key element in achieving
European Policy goals for sustainable transport.
Due to the fact that transport is a basic economy development element, but at the same time, the
most non-renewable consumer and one of the biggest Worlds polluter, European Union has set as a main
target in this field, for 2050, to increase the competitiveness of the field, by making a fully integrated
transport network, which will permit achieving full inter-modality between different transport modes.
115

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