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The Chartered Institute of Logistics & Transport
www.cilt.ie
Autumn 2013
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OPEN YOUR MIND WITH A CILT DIPLOMA
SUPPLY CHAIN AWARDS 2013
TRANSPORT INVESTMENT
PAT TREACY FCILT PROFILE
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CONTENTS
WELCOME TO
LINKLINE
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elcome to the September / October edition of
the CILT Journal Linkline. At the time of printing
this edition, CILT are in the middle of organising
a series of events to mark the visit of the CILT International
President Dr. Doherty Chan on September 16th/17th. CILT
Ireland would like to welcome Dr. Doherty Chan (CILT
International President) to Ireland. During Dr. Chan’s visit she
will perform the global launch of a new corporate identity for
the Institute worldwide in Dublin at the Guinness Storehouse
on Monday 16th of September. I would like to thank Diageo
Ireland for sponsoring the global launch and especially Pat
Treacy FCILT and Rhonda Evans for their help and support.
This global launch is a great honour for the Institute in Ireland
and to mark the occasion we are hosting a series of events
on 16 and 17 September 2013 on the theme Transport and
Logistics – Global Reach and Social Responsibility. We look
forward to meeting all our members over the 2 days.
At this time of the year many people consider enrolling
in further education. The Institute was founded to promote
professionalism within the logistics, transport and supply
chain management industries and has been involved in
running courses since its inception. Among the courses run in
Ireland are the part time certificate, advance certificate and a
diploma course in Logistics and Supply Chain Management.
The courses are aimed at people who are employed in the
industry or who would like to be, and are seeking to advance
their careers into middle and senior management. The career
success rate of graduates is very impressive. Enrolment is
currently open for start dates around the country in October.
I would encourage all members who may themselves be
interested in pursuing further education to consider this course
or to encourage fellow colleagues. Past Student Karl Doran
CMILT writes on page 3 of this edition of the publication about
how the CILT Diploma benefitted him both personally and
professionally.
The Chartered Institute of Logistics & Transport Ireland
would like to congratulate all the winners of the Supply
Chain Awards 2013 which was held in June at the Crowne
Plaza, Santry, Dublin. A number of CILT Members were
acknowledged with awards on the night. CILT Members
Pat Treacy FCILT accepted two awards on behalf of Diageo
Europe; the Overall Supply Chain Excellence Award and the
Supply Chain People Development Award. Janet Kavanagh
CMILT accepted the Customer Service Award on behalf of her
company Lily O’ Brien Chocolates. Bridget Canavan MILT
received the Supply Chain Technology Award. Full coverage
of the awards and the Supply Chain Conference can be
viewed on page 23.
Finally, I would like to welcome all our new members who
have recently been elected including our three new fellows;
Pat Treacy, Vivienne Jupp, and Paul Brennan.
FOLLOW US ON LINKEDIN
Micheal Lynham
CILT Linkline Editor
EVENTS & NEW MEMBERS
► Page 02
CILT DIPLOMA IN LOGISTICS & SUPPLY
CHAIN MANAGEMENT
BY KARL DORAN CMILT
► Page 03
DIAGEO AT A GLANCE BY PAT TREACY
► Page 05
FLIGHT FEST
► Page 11
LONDON UNDERGROUND
150TH ANNIVERSARY
► Page 13
IRISH AVIATION LANDMARK
BY FRANK LOUGHLIN FCILT
► Page 16
GLOBAL CAR MANUFACTURES LAUNCH
SHARED SUPPLY CHAIN SOLUTIONS
► Page 16
TRANSPORT INVESTMENT
BY TOM FERRIS FCILT
► Page 18
IRISH RAILWAY HISTORY BOOK
► Page 20
LILY O’ BRIENS CHOCOLATE SUCCESS
► Page 21
MEMBERSHIP PLUS CARD
► Page 22
SUPPLY CHAIN AWARDS & CONFERENCE
2013 - BY MICHAEL LYNHAM
► Page 23
IMPROVING COMPETITIVENESS THROUGH
WAREHOUSE BY PATRICK DALY CMILT
► Page 27
BRAY AIR SHOW BY KEVIN BYRNE FCILT
► Page 28
IS THE SEMI-TRAILER A THREATENED SPECIES
BY HOWARD KNOTT CMILT
► Page 30
SAFE DELIVERIES BY H.S.A
► Page 31
WHAT INTERVIEWERS WANT
BY BRIAN MCIVOR
► Page 32
© National Publishing Institute Ltd.
Editor: Michael Lynham
Design: Orla Lewis
While every care is taken to ensure the accuracy of content herein, NPI Ltd.
cannot be held responsible for any inaccuracies that may arise. The opinions are the
contributors’ own and may not reflect those of the publisher, its clients or contributors.
THE CHARTERED INSTITUTE OF LOGISTICS
& TRANSPORT IRELAND (CILT)
The CharTered InsTITuTe
of LogIsTICs
& TransporT 1
NEWS
UPCOMING EVENTS:
CILT INTERNATIONAL PRESIDENTIAL ADDRESS & CILT GLOBAL LOGO LAUNCH
When: Monday 16th September 2013 Where: Guinness Storehouse, St. James Gate, Dublin 8
SUSTAINABLE TRANSPORT EVENT
When: Tuesday 17th September 2013 Where: Alexander Hotel, Dublin 2
Time: 18.00-21.30hrs
Time: 08.00-10.00
THE LOGISTICS AND TRANSPORT RESPONSE TO HUMANITARIAN CRISES EVENT
When: Tuesday 17 September Where: Alexander Hotel, Dublin 2 Time: 11.00 – 12.30
EMERGING MARKETS IN THE ASIA PACIFIC REGION: CHALLENGES AND OPPORTUNITIES FOR THE LOGISTICS
AND TRANSPORT SECTOR EVENT
When: Tuesday 17 September Where: Alexander Hotel, Dublin 2 Time: 14.00 – 16.00
For further details please visit www.cilt.ie To book a place on any of these events please e-mail or call
Michael Lynham at [email protected] or Tel (01) 676 3188
NEW MEMBERS:
Name
Grade
Company
Paul Brennan
Metroplex
FCILT
Pat Treacy
Diageo International
FCILT
Vivienne Jupp
CIE
FCILT
Daniel Williamson
Interchem
CMILT
Dr. Ingrid Hunt
University of Limerick
CMILT
Matthew Tighe
Lidl Ireland
CMILT
Michelle O’Rourke
M. O’Rourke SCM Consultancy
CMILT
David Gyves
Glanbia Consumer Foods
CMILT
Brian Cleary
Superior Express Transport
CMILT
Mark Smith
Jenkinson Logistics
CMILT
Raymond Nardone
Smart Careers Ltd.
CMILT
Gerry Hanrahan
Enterasys Network
CMILT
Andy Aherne
Abbott Medical Optics
CMILT
Darren Casey
Syncreon Technology
CMILT
Jim Dawson
Martin Ryan Haulage
MILT
Barry Flynn
Flynn Training & Consultancy
MILT
Klaus Milewski
Affiliate
An Post
Corporate
The Chartered Institute of Logistics and Transport welcomes the following new members who have
recently been elected or upgraded:
NEW BOOK ON IRISH AVIATION
Dreolín Publications Ltd. recently issued album No. 19 in their popular
Irish Transport Series. The title is Early Aviation in Ireland and
the Author is Bob Montgomery, - himself a keen aviation enthusiast since
boyhood.
The book tells the story of the pioneers of Irish Aviation. It is very well
illustrated and is recommended reading for all Aviation enthusiasts – young
and old.
Details
Title: Early Aviation in Ireland
Author: Bob Montgomery
Publishers/Order Direct: Dreolín Publications Ltd.
Tankardstown, Garristown, Co. Meath
Price: 10.00 (PB / 48 Pages)
2 The CharTered InsTITuTe
of LogIsTICs
& TransporT
The Driving for Work seminars will raise awareness and promote the importance of managing driving for work risks. The Driving for
Work Seminars will be hosted jointly by An Garda Siochana, the Health and Safety Authority and the Road Safety Authority.
The online registration will be open in September.
Please see www.cilt.ie for further details / www.drivingforwork.ie
It would be great if you could spread the news about the FREE Driving for Work seminars to your business contacts
Please mark the following dates for FREE Driving for Work Seminars in your calendar.
TUES October 8th Driving for Work Seminar 09.00 to 12.30 Radisson Blu Hotel Little Island Cork
WED October 9th Driving for Work Seminar 09.00 to 12.30 Galway The Connacht Hotel
WED October 23rd Driving for Work Seminar 09.00 to 12.30 Portlaoise The Killeshin Hotel
THURS October 2th Driving for Work Seminar 09.00 to 12.30 Dublin The Green Isle Hotel
OPEN YOUR MIND WITH A CILT DIPLOMA IN LOGISTICS AND
SUPPLY CHAIN MANAGEMENT - BY KARL DORAN CMILT
I
f you are considering a career in the disciplines of logistics
and supply chain management or considering up-skilling your
qualiﬁcations portfolio to enhance your career strategy, I strongly
recommend participating on the CILT Diploma in Logistics and Supply
Chain Management two-year course programme. Before I committed
to participate on the course, I had a basic understanding of the
disciplines of logistics and supply chain management. The lecture
sessions are interactive and facilitated in a relaxed environment over
two Saturdays per month enabling participants to plan and facilitate
necessary changes to family or career commitments. The course
covers eight modules providing participants with an appreciation and
comprehension of the following imperative fundamental elements of
logistics and supply chain management,
•
Logistics Management for Superior Customer Service
•
Warehousing and Distribution
•
Transport and the Supply Chain
•
Management and Supervisory Skills
•
Financial Management
•
Strategy, Logistics and Marketing
•
Operations Management
•
Human Resource Management
Amazingly, as we explored each module, we quickly realised that what
we were learning in the lecture sessions was all about the fundamental
elements of our jobs irrespective of our industry background. By
sacriﬁcing the Gaelic games, Six Nations, and Premier League on
Saturday’s, it enabled us as a team to top our own table, reap the
rewards, achieve industry-wide recognised qualiﬁcations in logistics
and supply chain management. On reﬂection, as a past graduate
of the diploma course, what I learned over those two short years is
priceless and one of the best investments I have made in my education
and career path. The course has been of immense beneﬁt to me
throughout my career in the newspaper, road haulage, and recruitment
industries. The course lecturers and team at CILT have inspired me
to believe in myself, continuously improve, and pursue additional
logistics and supply chain management related
qualiﬁcations The course also gave me a great
appreciation that logistics and supply chain
management plays a pivotal fundamental role
in how organisations can achieve sustained
proﬁtable growth and competitive advantage
by having the right qualiﬁed people on
their teams. People just like you and I. The
challenges of the current global economic
downturn pose threats and opportunities. On
the one hand, people seeking employment
opportunities or career progression realise
that to stand out from the crowd of competing
candidates in the competitive jobs market it is
imperative that their qualiﬁcations portfolio
are continually improved. On the other
hand, organisations are scrutinising CV’s
for recognised qualiﬁcations in logistics and
supply chain management. They are looking
for the right people capable of managing their
logistics and supply chain activities, enabling
the creation of seamlessly integrated lean agile
supply chains.
So if you want to open your mind and
stand out from the crowd sign up for the
CILT Diploma in Logistics and Supply Chain
Management course today, you will not
regret it, believe me.
Education is an ornament in prosperity
and a refuge in recession. - Aristotle
Recessions are opportunities to change
the way we think. Create History don’t
repeat it, believe (Doran et al 2012)
The CharTered InsTITuTe
of LogIsTICs
& TransporT 3
NEWS
NATIONWIDE DRIVING FOR WORK SEMINAR - OCTOBER
“GLUAIS Training” for all transport staff working with older or disabled passengers”
( All training endorsed by and co-certified by CILT Ireland.)
Driving Assessment Service for older and disabled drivers.
N N ER U
R
R
N N ER U
P
Winner of the Irish
Logistics & Transport
Education Award 2012
U
P
U
Safety
Award
Education
& Safety
Award
Runner Up of the Irish
Logistics & Transport
Safety Award 2012
Runner Up of the Irish
Logistics & Transport
Education & Safety
Award 2013
Ardtullagh Lodge, 19 Glenmalure Pines, Greenane, Co. Wicklow
Tel: (+353) 0404 43854
Email: [email protected]
www.transportandmobility.ie
Providing our customers
with transport &
warehousing solutions
for the past 40 years,
our services range from
the transportation of a
small package to a pallet,
multiple pallets to full
loads. We provide this
service with all our own
substantial fleet of over
25 vehicles.
Allenwood, Naas, Co. Kildare
Tel: 045 870332
Fax: 045 870396
Mobile: 086 678 7629
www.kennedyinternational.ie
The Chartered Institute
of Logistics
& Transport
PAT TREACY FCILT PROFILE
Pat Treacy is Head of Supply Chain
Management for the International
Supply Centre(ISC), Brewing in Diageo.
Pat has over thirty years experience
working with Diageo and has held
senior positions across a number of
disciplines including Operations,
Change, Human Resources and
Supply Chain Management. He is a
member of both the ISC Brewing
and Diageo Ireland Demand leadership teams.
Pat was recently awarded a fellowship of the Chartered Institute of
Logistics and Transport Ireland
DIAGEO AT A GLANCE
Since its foundation in 1997, Diageo has established itself as the
world’s leading premium drinks organisation. It is a truly global
company, with ofﬁces in 80 countries, products sold in more than
180 markets and employs over 25,000 people worldwide. In Ireland
alone, Diageo employs in the region of 1,500 people directly, with
thousands of others relying on Diageo indirectly. Diageo provides highquality, premium products across all geographies. It has an outstanding
portfolio which contains a number of market leaders and brands with
international recognition. These brands include; Guinness, Smithwicks,
Baileys, Bushmills, J&B, Captain Morgan, Tanqueray, Crown Royal,
Beaulieu Vineyard and Sterling Vineyards wines, Smirnoff, and Johnnie
Walker. Diageo’s great range of brands means that people can
celebrate with our products at every occasion no matter where they are
in the world. This is why ‘celebrating life every day, everywhere’ is at
the core of what we do.
MAJOR CONTRIBUTOR TO THE IRISH ECONOMY
With annual exports in excess of 1bn, Diageo is a vitally important
contributor to the Irish economy and in particular the rural economy.
Annual purchases from the agricultural sector are valued at 274m,
providing work for thousands of people. Diageo purchases 13% of
Ireland’s total barley production which amounts to more than twice the
value of Ireland’s barley exports. 275 million litres of fresh Irish milk
is required annually to produce Baileys; this equates to nearly 5% of
Ireland’s total milk production.
ISC BREWING SUPPLY CHAIN TEAM
AND STRUCTURE
The supply chain team in Ireland sits in the
brewing wing of our business and is part of the
International Supply Centre which supports the
growth of our beer, whiskey and wine brands
globally. ISC Brewing provides end-to-end
supply chain solutions, supplying Guinness
and other beer products to 130 countries.
Our production sites are located across the
island of Ireland, and in Runcorn in the UK,
employing approximately 700 talented people.
Guinness, Smithwicks and Harp are our main
beer brands, while Budweiser and Carlsberg
are brewed under licence for the Irish market.
The supply chain team consists of 40 team
members divided across a number of different
disciplines, including; supply and demand
planning, logistics, data management and
international customer service.
REDESIGN OF SUPPLY CHAIN FOR THE
NEW BREWERY, BREWING FOR THE
FUTURE.
In 2012, a 153m expansion and redevelopment of the St. James’s Gate brewery
was announced by Paul Armstrong, Supply
Director Brewing and Richard Bruton T.D.,
Minister of Jobs, Employment and Innovation.
This marked not only the rejuvenation of
the historic home of Guinness, but also the
revitalisation of Irish brewing exports across
the globe. Opening in 2014, the new
brewhouse will be capable of producing 45
million pints every single week. The investment
has taken a great deal of logistical planning,
with many challenges and obstacles to
overcome. The supply chain team has been
reconﬁgured to meet these new challenges.
They have enhanced resilience processes
across each node of the supply chain and
implemented lean principles beyond the
manufacturing network in support of this
initiative.
SUPPLY CHAIN TEAM CAPABILITY
DEVELOPMENT
We believe that the capability and diversity of
our people can deliver competitive advantage.
Diageo has always subscribed to the idea of
developing the right people with the right skills
and expertise. We want to develop our people
to be the best that they can be and ensure that
The CharTered InsTITuTe
of LogIsTICs
& TransporT 5
PAT TREACY FCILT PROFILE
PAT TREACY FCILT PROFILE
New Max 3&4 axle step frame trailers, extendable or fixed bed,
alu or hydraulic ramps, also lifting bed available.
Concept skelly trailers, 4 lock fixed,
BPW axles drum brakes, lift axle.
The Chartered Institute
of Logistics
& Transport
Concept 13.6m curtainsider, choice of
axles, lift axle, many options available.
PROGRAMME SPECIFICS
The ﬁrst step was to assess the capabilities of our employees and map
a clear development programme for each individual linked to their
current role proﬁle or a role identiﬁed into the future. We identiﬁed
these skill gaps by using Diageo’s own internally developed assessment
software called iDevelop. This new bespoke online capability
application and development tool is now available for all ISC
Brewing employees and supports online capability assessment against
predetermined role proﬁles and skills requirements providing team
training based upon the capability gaps identiﬁed through iDevelop.
The next stage in the process involved developing and delivering
twelve training modules. The modules covered a number of disciplines
including:
•
•
•
•
•
•
•
end to end supply chain
change management
ﬁnance
project management
sales and operations planning
customer collaboration
demand planning
SUMMARY BENEFITS
The training programme greatly assisted our teams in delivering their
objectives and will ensure they meet and deliver against customer
expectations into the future. Over the last 12 months, there have been
a number of positive improvements on our journey to enhance both
supply chain knowledge and awareness within ISC Brewing. This
includes an increase in our ‘on time in full no exception’ (OTIFNE)
measurement year on year, improved case ﬁll rate and recognition
by the senior executive team that an increased awareness and
understanding of the importance of embracing a supply chain
philosophy within our business will drive improvement in our global
competitiveness. This has resulted in secondment and promotional
opportunities for employees’ to develop their careers beyond ISC
Brewing.
David Gosnell, head of Global Supply has called out ISC Supply
Chain function as being the benchmark globally for Diageo in terms of
customer service.
SUSTAINABLE SUPPLY CHAIN
Our company’s future success depends on our ability today to
contribute positively to society and the environment. At every node
in the chain between manufacturing and consumption, there is an
environmental impact at some level. ISC Brewing aims to be a business
that does not deplete natural resources and a world leader in terms of
environmental sustainability.
In 2007, a number of ambitious targets
were set by Diageo globally to be achieved
by 2015. These targets were undertaken in
order to preserve the long term sustainability
of the organisation. In Ireland a signiﬁcant
effort has been made to reach these targets;
a reduction of 16,000 tonnes of carbon
emissions has been achieved. Water usage
has been reduced by 1.3bn litres since 2007.
Our manufacturing sites have reduced waste
to landﬁll by 89% between 2007 and 2012.
315 tonnes of aluminium in 2012 and 1,300
tonnes of glass since 2009 have been saved
due to our sustainable approach to packaging.
Upon completion in 2013, the new brewing
investment at St. James’s Gate will be one of
the most environmentally sustainable breweries
in the world. It will take advantage of new
technologies and continue to uphold the best
environmental practices to ensure that ISC
Brewing remains an industry leader in the area
of sustainability.
GREENiQ is a company-wide programme
designed to raise awareness of environmental
issues and drive improved environmental
performance across the supply chain. The
GREENIQ programme allows employees
from all over the world to share ideas on
environmental best practice and to avail
of information on its website. GREENiQ
encourages employees to be environmental
champions as members of their function’s
‘green team’. An award system is in place for
the best performing teams and individuals,
with gold, silver and bronze medals awarded
to recognise outstanding environmental
performance. Each winner is awarded a
monetary prize of £10,000 to spend on an
environmental project of their choice for their
function.
SUPPLY CHAIN INNOVATION
The beer category in the USA is undergoing a
signiﬁcant change in dynamics with increased
competition from the craft beer segment,
imported aspirational beers and domestic
speciality beers. To maintain and grow our
market position, two new Guinness brands
were launched to the US market in 2012;
Guinness Black lager and the Guinness Winter
Welcome Selections. Guinness Black Lager
was the ﬁrst major beer brand launched by ISC
Brewing into the USA market in over 5 years.
The challenge we faced was to introduce these
new products into a highly competitive market
and redeﬁne the Guinness brand for a new
generation of Guinness drinkers. Timelines
on this project were extremely tight with the
project moving from idea to shelf in just ﬁve
months. A cross functional project team was
The CharTered InsTITuTe
of LogIsTICs
& TransporT 7
PAT TREACY FCILT PROFILE
they can consistently deliver great performance. Our goal is to enhance
and deepen our employees’ knowledge of the fundamentals of supply
chain management. This will better equip them to deal with the many
challenges they face in a dynamic and changing business environment.
Our response to this challenge was to develop a supply chain
capability programme aimed speciﬁcally at enhancing our employees
skill set. At the initial stage of the programme, we consulted with both
internal and external experts in end to end supply chain solutions. The
National Institute of Transport and Logistics was consulted in the infancy
stage of the programme and provided advice and tutorials ensuring
that the end result delivered a market leading supply chain capability
development programme.
Thompson Transport Ltd
Putting Our Customer First
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All Work Carried out to the Highest Standard
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FASTRACK
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Shallon,
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Specialists in Plant & Machinery Recovery
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Phone Peter: 086 850 9242
“While your cryin - We’re tiein”
8 The CharTered InsTITuTe
of LogIsTICs
& TransporT
Meelick, Rosenallis,
Portlaoise, Co Laois,
Tel: 087 612 8645
Tel: 087 659 8434
www.thompsontransport.eu
PAT TREACY FCILT PROFILE
put in place with representatives from all areas of the organisation,
headed by the supply chain team. This ensured that the new products
were available to all major USA retailers in time for Christmas, making
the roll-out a resounding success. The goal of the supply chain team
was to develop, produce and distribute a total volume of 1.5 million
cases to distribution centres across the USA.
This included planning, production, scheduling and route to market;
cost modelling, the selection of packaging sites, trialling of production
lines and the sourcing of extra resources. The project was dependent
on cross-functional project meetings between consumers, production,
planning, marketing and supply chain teams in Ireland, Britain and the
USA.
On the technical side of the project, testing and trialling of production
and packaging material within the production environment was carried
out to ensure that the roll-out of these new products took place smoothly.
This included the sourcing of new raw materials and components and
the resourcing of logistics and freight partners. For example over 1000,
40 foot containers were needed to transport the products. The crossfunctional project team worked closely with freight providers; APL,
MSC, OOCL and ACL to ensure the punctual delivery of these products
to distribution centres across the USA including; New York, Savannah,
Miami, Los Angeles and Houston. In addition, the project team on both
sides of the Atlantic closely tracked the status of all freight movements
every step of the way.
SUMMARY
We are committed to ensuring that our employees fulﬁl their potential
and help Diageo secure competitive advantage by developing their
capabilities. In-depth training courses have been provided and this
has proved to be an overwhelming success and is mutually beneﬁcial
to our organisation and our employees. This has enabled our teams to
overcome the many obstacles and challenges that arise in a dynamic
and changing business environment. Our achievements in this area
have not gone unnoticed; ISC Brewing was recently named Ireland’s
6th best work place at the 2013 ‘Great Place to Work’ awards. This
represented a signiﬁcant improvement from the 15th place ﬁnish in
2012, and a testament to the effort that has
gone into making Diageo one of Ireland’s
best places to work. We have won a number
of supply chain awards this year including
Multinational Exporter of the year from the
Irish Exporters Association, Supply Chain
Achievement Award at the Irish Logistics and
Transport Awards ceremony and most recently
the overall Supply Chain Excellence award
at the Supply Chain 2013 annual awards
ceremony.
Developing talent and allowing people to
reach their full potential is a fundamental
feature of the Diageo work-environment both
globally and nationally. Our culture is one that
encourages continuous growth and learning
throughout an employee’s career. We believe
that our supply chain capability programme
has been instrumental in our success in the
great places to work award. Our programme
is at the forefront of leading edge thinking, it
can evolve and more importantly it is enriching
the professional and personal development of
our employees.
The CharTered InsTITuTe
of LogIsTICs
& TransporT 9
T
he IAA is currently in the process of organising FlightFest, a
spectacular aviation event, in which over 30 commercial, military
and historic aircraft will ﬂy down the course of the River Liffey on
15th September as part of the Gathering Ireland 2013. This sustained
ﬂy past from Dublin Port to the Customs House will take two hours to
complete, with ﬂights sequenced at ﬁve minute intervals.
Some of the world’s most modern and sophisticated large commercial
aircraft will take part in this stunning aerial parade. Irish and
international airlines such as Aer Lingus, Aer Lingus Regional, Air
Contractors, Cityjet, Ryanair, Etihad and British Airways have all
committed aircraft. Commercial aircraft types will include the Boeing
737, the ATR 72, the Airbus A320, A321, A300, A330, A340 and
Superjumbo A380. The Irish Air Corps will play a major role in the
ﬂy past and are participating with a variety of aircraft, while the
Irish Coast Guard will take part with two Sikorsky search and rescue
helicopters: an S92 and S61. The British Royal Air Force have also
been invited to participate and will showcase one of their C-130
Hercules.
A great line up of classic aircraft will add a measure of historic glamour
to the event and will include a Catalina Flying Boat PBY-5A, the last
remaining airworthy B-17 Flying Fortress in Europe, the Sally B and a
Vulcan B2 bomber. The Catalina Flying Boat was originally delivered
to the Royal Canadian Air Force in 1943 and was used for bomber
reconnaissance and anti-submarine patrols over the Paciﬁc. The Sally
B Flying Fortress was one of the last of its kind to be produced and
was delivered to the US Army Air Force in June 1945. The Sally B was
one of ﬁve B-17s used as the ‘Memphis Belle’ in the ﬁlm of the same
name. Famous for its graceful but menacing delta wing silhouette, the
Vulcan B2 bomber formed the backbone of the British airborne nuclear
deterrent during the Cold War.
FlightFest will be a free family fun event
and a large section of the quays will be
pedestrianised. Many family attractions and
festivities will be available on the day from
12pm, while the ﬂy past itself starts at 2pm.
IAA CEO, Eamonn Brennan said ‘Flightfest will
be free fun family day out and a celebration
of Ireland’s outstanding contribution to
international aviation. The sight and sound of
these magniﬁcent aircraft over the Liffey will
be spectacular and memorable for years to
come. The Irish Aviation Authority is proud and
excited to be organising this event’.
Following from the IAA’s lead as chief
organiser, Dublin City Council, The Gathering
Ireland 2013 and Dublin Port are supporting
the event. The aviation industry in Ireland is
also supporting the event. All the major Irish air
operators are participating with aircraft, while
the aviation ﬁnancing and leasing community
is contributing sponsorship to the event.
For more information and updates, check out
www.ﬂightfest.ie or follow FlightFest on Twitter
and Facebook. FlightFest is being brought to
you by the Irish Aviation Authority, Dublin City
Council, and The Gathering Ireland 2013.
Additional sponsors include Dublin Port
Company, Avolon, AerCap, Air Castle, Apollo
Aviation Group, AWAS, BBAM, Fly Leasing,
Capita, GE Capital Aviation Services, Orix
Aviation, SMBC Aviation Capital, Dublin
Aerospace, A&L Goodbody and KPMG.
Other key partners include PWC, McCann
FitzGerald, Dublin Bus, Fáilte Ireland, FM104,
Iarnród Éireann, Luas, Eircom and Carr
Communications, along with additional support
from the Air Corps and An Garda Síochána.
The CharTered InsTITuTe
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IAA
FLIGHTFEST: SPECTACULAR AVIATION
EVENT ORGANISED BY THE IAA
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12 The Chartered Institute
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IN THE 150TH ANNIVERSARY YEAR OF LONDON UNDERGROUND, ITS MANAGING DIRECTOR, MIKE
BROWN, MVO FCILT, WAS THE SPEAKER AT THIS YEAR’S ANNUAL CILT SIR ROBERT REID RAIL LECTURE,
HELD IN CENTRAL LONDON. HE SUMMARISED THE UNDERGROUND’S LONG HISTORY, ITS CURRENT
PERFORMANCE AND ITS FUTURE POTENTIAL. EDWARD FUNNELL REPORTS ON WHAT HE HAD TO SAY.
Tottenham Court Road is beneﬁtting from modernisation to link with the on-going Crossrail project
HISTORICAL VISION
Mike Brown opened by praising the persistence and vision of one of
the Underground’s founders, Charles Pearson, that led to the opening of
the Metropolitan Line, the world’s ﬁrst underground railway, in January
1863.The line’s 150th anniversary was celebrated in style in January
this year.
London’s great terminus stations were built on the edge of the central
London area (because planning applications for more central locations
were usually rejected), which meant people had to travel through the
capital’s narrow and congested streets to reach their end destinations.
Charles Pearson argued these arteries were no longer adequate for
a city’s whose population had grown to 2.5 million by the 1850s.
His cause was helped by the fact that horses – and their waste,
which tended to land on the streets – were regarded increasingly as
unhygienic, and the lack of a public transport system did nothing to end
the city’s slums as people were forced to live cheek by jowl near to their
jobs.
Charles Pearson’s efforts to persuade, cajole and encourage investment
ﬁnally paid off when the Metropolitan Railway opened. It might have
been an engineering feat in those days, but as Mike Brown wryly
noted, journalists of the day were not slow to criticise, describing
travelling on it as ‘absolutely foul’ and describing the treatment of
passengers by staff as ‘barbarous’.
The opening of the Metropolitan Line was followed in the 1880s by
the District and Circle Lines and then the Waterloo and City Line.
Technology was showing its hand by the turn of the 20th Century and
the Central London Railway (today’s Central Line) was the catalyst of
electriﬁcation.
A major feature of London’s Underground is its
small tunnels and narrow gauge. Mike Brown
said that as early as 1901 it was recognised
that the system had been built on too small
a scale. This was partly due to the technical
limitations of the day, but also because of
a desire to keep construction costs down,
which meant that tube lines were built directly
beneath the route of some of the city’s busiest
streets. This explains some of the sharp twists
and turns we experience when travelling on
the tube.
WAR AND UNCERTAINTY
Between 1861 and 1901, the population
of London doubled to more than six million
people. By 1907, the Piccadilly, Northern and
Bakerloo Lines had been built, reﬂecting and
reinforcing the growth of London.
Thereafter, the Underground was a major
player in shaping and building the city into
a great metropolis. However, no more lines
were built for 60 years. Investment was
halted by the effects of the First World War,
the Depression and then the Second World
War. However, between the wars, some
of the iconic station buildings were built,
such as those on the Metropolitan and outer
parts of the Piccadilly Lines, and by 1933
London Transport (LT) had been formed. Top LT
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150TH ANNIVERSARY
THE 150TH ANNIVERSARY YEAR
OF LONDON UNDERGROUND
150TH ANNIVERSARY
Celebrating the 150th Anniversary of the underground, the metropolitan railway having opened in January 1863.
management pioneers such as Frank Pick and
(Lord) Albert Ashﬁeld inspired clever design,
developed strong branding and introduced
more effective and coherent management of
the London Underground as a system.
Originally estimated to carry 50 million people a year, the Victoria
Line now carries 150 million people a year on 33 trains an hour. In
the 1970s and 1980s, the Tube became part of political arguments
and the Moorgate ﬁre of 1975 and King’s Cross ﬁre in 1987 were
operational low points.
During the Second World War, the
Underground became known for sheltering
thousands of citizens from bombing raids.
However, this was not always safe: bombs
dropped at Balham, Sloane Square and
Bethnal Green stations caused substantial loss
of life.
A period of investment brings the story up to date. The ﬁrst big
investment was the Central Line upgrade in the early 1990s, followed
by the Jubilee Line extension and new trains for the Northern Line.
The Public Private Partnership (PPP) of the late 1990s onwards was
designed to provide additional funding. It was the focus of big political
battles. Mike Brown argued that it was the complexity of the detail of
the contractual mechanisms contained in the PPP that led to its downfall.
Post-war, the immediate priority was not new
lines but the repair of existing lines, although
the Central Line was extended both east and
west in 1947. Nationalisation followed in
1948. However, a lack of investment meant
that the system went through what Mike Brown
called a miserable period for the next 20
years. It was an ageing system with increasing
unreliability and delays that caused great
passenger frustration.
GOLD MEDALS
Mike Brown made it clear that getting a grip on the recent Jubilee Line
upgrade was a top priority and that getting it right had been key to
ensuring that transport or the London Olympics and Diamond Jubilee
celebrations worked well in 2012. There were 100 million journeys
on the Tube during the Games (85% of people visiting the Games
did so using the Tube), an increase of 30%, and people did spread
their journeys to avoid peak times. He described the Olympics and
Paralympics as an absolute triumph for the transport network as a
whole.
ON THE MOVE AGAIN
Matters improved again when the Victoria
Line was opened in 1967. It speeded up
journeys and improved connectivity, but it
was apparently predicted to be ‘a white
elephant that no one would use’, so its design
was based on the system of narrow tunnels,
platforms and gauge used to build the lines 60
years previously.
Mike Brown said that to him: ‘It was clear we would deliver [for the
Games], but no one believed we would.’ Before the event, he held 150
brieﬁng sessions with 100,000 staff at Stratford, and staff were also
given a tour of the Olympics Park: ‘to give them a sense of ownership’
of the Games.
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FUTURE CHALLENGE AND OPPORTUNITY
Turning to the future, Mike Brown highlighted commercial opportunities
as well as tricky challenges caused by changing demographics, a
growing population and new and rapidly changing technology. The
Operational challenges include replacing a lot of ageing infrastructure
that dates from the early 1970s – for instance, the signalling on the
Bakerloo Line runs off ZX Spectrum computers (there are apparently
only two engineers available to maintain it), and the trackside
equipment at Earls Court providing passenger information was
described by Mike Brown as ‘stone age’. There is a need for investment
not only in large schemes but also in basic trackside and back-ofﬁce
equipment and systems to ensure seamless and efﬁcient running.
BUILDING ON SUCCESS
Between 2003 and 2029, the Underground will see a 50% increase in
capacity. Mike Brown underlined four key objectives to underpin future
success:
• To deliver a safe and reliable service
• To exploit the current network
• To grow the capacity of the network
• To transform customer service
He highlighted a strong pipeline of investment with the current
programme of tube upgrades designed to improve reliability and
capacity and journey quality:
• The Metropolitan Lines now has 190 new trains with air conditioning
Crossover junctions that were ripped out in the 1970s and 1980s are
being reinstated
• The Northern Line upgrade by the end of 2014 should increase
capacity on one of London’s busiest tube lines by 20%
• There are good station improvement projects in hand – Bond Street,
Victoria and Tottenham Court Road – and work at stations to make
room for Crossrail
• London Overground is a great success and the development of the
Northern Line extension in Battersea–Nine Elms area
• Technology means that Wi-Fi can be rolled out across the network;
work is also underway to design better trains with wider doors
• The next phase for Oyster and contactless payment is being
developed
Mike Brown made the case for continuing
to invest in London’s Underground. For
instance, there are dozens of companies and
suppliers located across all parts of the UK
from which the Underground buys that create
jobs and support local communities, notably
400 jobs in Derby. He claimed that London
Underground supports at least 25,000 jobs
outside London and that investing in London’s
transport network is strongly supported by the
business community. He cited infrastructure
challenges – for instance, the opening of HS2
will require that Underground stations at key
railway stations that can handle hundreds
of people from high-speed trains accessing
London’s public transport hubs, which they will
not without further work. London will eventually
need Crossrail 2, he said.
Mike Brown argued forcefully that it is wrong
to let the prevailing view go unchallenged:
namely, that London has had its turn for
transport investment, because, he argued,
London is not competing against other cities
in the UK. The real competition is cities such
as Paris, New York and Tokyo, which are
competing to attract those large companies
deciding where best to locate over the next
decade. Covering ﬁnancial matters, he made
a comparison with the ﬁve-year control periods
that apply on the national rail network. He said
that the Underground needs a surer stream of
funding and investment, not the stop-go peaks
and troughs of past decades and annual handouts. The Underground realises it must play
its part, too, by being more efﬁcient. In this
regard, he said, it has delivered nearly £10
billion-worth of efﬁciency savings.
In a wide range of questions that followed,
Mike Brown said that his greatest personal
challenge in his current role had been
managing the immediate aftermath of the
effects of the bombings in London on 7th July
2005, including restoring the service and
public conﬁdence on 8th July. Looking ahead,
he ﬁrmly believes that the Underground will
go on being very relevant to London over the
next 100 years, with more services and new
infrastructure in a growing city.
Rounding off proceedings, Mike Brown’s
lecture was warmly commended in a vote of
thanks given by Martin Brennan, Chairman,
Strategic Rail Forum. The evening was chaired
by Donna Creswell, Chief Operating Ofﬁcer,
CILT.
• The extent and quality of retailing at stations will be improved
• There is a commitment to retaining staff at stations, especially to
provide information, help and reassurance to passengers
Thank you to CILT for allowing CILT Ireland t
o reproduce this article.
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150TH ANNIVERSARY
population of London is set to grow by 750,000 by 2031 and the
workforce in London is set to grow by 1.2 million by 2031. This is the
equivalent of adding two additional tube trains full of people every
single week, or absorbing the population of Birmingham within the next
17 years.
Other challenges are social and environmental – for example, life
expectancy in East London is 10 years less than in West London.
Transport for London has CO2 emissions targets to meet, and by 2016
there will be 1,000 new hybrid buses and 600 new and cleaner
double-decker buses on London’s streets.
IRISH AVAIATION & SHARED SUPPLY CHAIN
HISTORIC IRISH AVIATION
IRISH AVIATION LANDMARKS
BY FRANK LOUGHLIN FCILT
PORTMARNOCK STRAND - IN 1930
AND 1932 PORTMARNOCK STRAND
PLAYED A UNIQUE ROLE IN WORLD
AVIATION HISTORY.
1930
It was from the Velvet Strand at Portmarnock,
Co. Dublin that the famous Australian aircraft
– “Southern Cross” (a three engined Fokker
F.VIIb/3m) – took off – on the 24th of June
1930 – on a pioneering ﬂight across the
Atlantic. 33 hours later the aircraft landed
safely at Harbour Grace, Newfoundland.
This historic ﬂight was piloted by the
Legendary Australian aviator – Charles
Kingsford Smith. The Co-Pilot was Evert van
Dyk. The two other crew members were:
Navigator: Captain J.P. Saul (a Dubliner) and
Wireless Operator: John Stannage.
The Southern Cross Flight is commemorated
by an impressive monument/sculpture which
is located on the grass area at the north
end of Velvet Strand. The sculpture is named
“Eccentric Orbit” and the axis and bronze
needle at the top of the sphere, point directly to
the north star, - a point that has been used by
navigators for thousands of years. (See photograph)
Note: Sadly Kingsford Smith lost his life in an air accident over
the Bay of Bengal in 1935.
1932
Two years after the Southern Cross Flight, Portmarnock’s Velvet
Strand was again part of aviation history. Aviator James Mollison
took off from “The Portmarnock Runway” to undertake the ﬁrst
East to West solo ﬂight across the Atlantic ocean. His
aircraft was a de Havilland DH.80A Puss Moth named “Hearts
Content”. Mollison’s planned destination was New York but due to
fuel shortage, he diverted to Pennﬁeld Ridge, New Brunswick, near
St. Johns – where he landed safely – thus becoming the ﬁrst aviator
to ﬂy solo across the Atlantic from East to West. Portmarnock, Co.
Dublin was again part of international aviation history.
Further Reading - “The Great Atlantic Air Race”
Author: Gavin Will Publisher: O’Brien Press Ltd.
This impressive
monument is sited
near Portmarnock’s
“Velvet Strand”
Title:
Eccentric Orbit
Artists: Remco
Dfouw and
Rachael Joynt.
Photo: Frank Loughlin FCILT.
GLOBAL CAR MANUFACTURERS LAUNCH
SHARED SUPPLY CHAIN SOLUTION
T
hree of the world’s major car
manufacturers have formed an automotive
community aimed at creating collective
protection from risks in their supply chain.
Aston Martin, Jaguar Land Rover and Toyota
Motor Europe worked with the owner of
Goodwood, Lord March, and supply chain
management company Achilles to develop a
three-step solution for proactively identifying
and managing potential risks in their supply
chains, which they hope will be adopted
across the entire industry.
buyers and suppliers, offering comprehensive, accurate and up-todate information about the supply chain. The automotive community
has consolidated multiple risk management processes into one
standardised set of questions for all suppliers. This enables them to
identify and manage consistently potential risks relating to health and
safety, compliance, ﬁnancial stability, ethics and corporate social
responsibility.
It means potential suppliers will only need to complete one
questionnaire to be considered to work for all three international car
manufacturers, and buyers can see at a glance all potential issues
affecting their supply chain. The system complies with Competition Law
and all companies will be able to maintain commercial conﬁdentiality.
THE SOLUTION COMPRISES:
• AN ONLINE PORTAL accessible to
1 The CharTered InsTITuTe
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• A SUPPLY CHAIN MAPPING (SCM) tool led by Toyota Motor
Europe that allows car manufacturers to see information about the
vehicle manufacturers, I am delighted to be
directly involved in helping to ensure the OEM
supply chain of vital components to assist the
smooth and uninterrupted ﬂow of new vehicle
production.’
The tool will also address potential bottlenecks, reliance on single
suppliers and companies with long lead-times that could impact on
production. The automotive community is now inviting Tier 1 suppliers,
deemed as being critical to production, to provide information. These
suppliers will cascade the request for information right down through
the supply chain, creating a complete picture of supplier location,
function and compliance across countries in a single database.
Ian Harnett, Purchasing Director, Jaguar Land
Rover, says:‘Achilles Automotive will deliver
greater efﬁciency not only to JLR but also to the
whole automotive industry through the creation
of a standard process of managing supplier
information and keeping information current
and up-to-date.’
• A FINANCIAL ANALYSIS MODEL (FAM) that serves as a
ﬁnancial health check on suppliers. By identifying potential problems
early, buyers and suppliers can work together to address the root
cause. The automotive community agrees that in a global industry
one issue affects all and there is no competitive advantage in letting
competitors have risk in their supply chain.
Guillaume Jacques, Purchasing General
Manager, Projects & Strategy Planning,Toyota
Motor Europe (TME), adds: ‘Recent events,
such as the Japan earthquake, Thailand
ﬂood and smaller scale issues such as ﬁres
at supplier premises showed us that we
needed to address potential supply risks deep
in our supply chain and had to extend risk
management from Tier 1 level to lower tiers.
The supplier information management system is hosted by supply chain
management companies. Luis Olivié, Global Business Development
Director, says: ‘We believe our automotive community, which combines
supplier information management with supply chain mapping and
ﬁnancial analysis, presents a total, global solution for the automotive
industry to identify and manage risk proactively. The automotive sector
is truly global, and by working collaboratively these industry leaders
are setting standards in gaining visibility of issues that could affect
people, planet and proﬁt.
‘This technology will enable OEMs [original equipment manufacturers]
to map and understand their own supply chains right through the many
tiers. It will allow them to see the interaction and dynamics of them
and risk assess in a way that has never been done before. It works not
only up and down in their own supply chains, but also across different
companies to maximise beneﬁts. With the beneﬁt of an integrated
supply chain, OEMs can put in place additional contingency measures
to aid continuous production.’
Gary Archer, Purchasing Director, Aston Martin, and Chairman,
Achilles Automotive Steering Group, says: ‘Aston Martin has
proactively managed risk within our supply base for a number of
years. However, Achilles Automotive provides an exciting new initiative
that draws together three key supplier management tools: supplier
information management, ﬁnancial risk analysis and supply chain
mapping.
Aston Martin realises the burden placed on its suppliers to comply with
multiple requests from the automotive industry. We therefore clearly see
that a single system interface reduces the burden, whilst also providing
the added value of a unique tool to enable suppliers to promote their
business, ability and products. Achilles Automotive will be jointly
funded by OEM and supplier, which we believe fairly recognises the
beneﬁts to all parties.’ Lord March, founder, Goodwood Festival of
Speed and Goodwood Revival, says: ‘As Goodwood is at the heart
of the automotive industry, with relationships across a wide-span of
The objective of supply chain mapping is to
enable us to study together with our suppliers
how to mitigate our exposure before any
problem occurs – for example, by doing
validation of alternative material – and react
quicker when a problem occurs. Toyota Motor
Europe took a leading role in this project
because we made the strategic decision to
develop a supply chain mapping solution
before anyone else. We ﬁrst tried by ourselves,
but faced difﬁculties due to the complexity of
the project and workload on the supplier and
TME side.
Achilles approached us with the concept of
an automotive community at the beginning of
2012.We quickly realised the potential beneﬁts
of a community approach and proposed to
Achilles to extend the scope of their project to
include supply chain mapping.
‘One could wonder why TME wants to share
its initiative with other car-makers. The answer
is simple: OEMs’ supply chains are so interdependent that there is no point in TME trying
to secure its supply chain on its own, as any
OEM stopping production on a big scale
would impact others within a very short time.’
Thanks to CILT (UK) for allowing CILT Ireland
to reproduce this text for the CILT Linkline
magazine.
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SHARED SUPPLY CHAIN
subsupply chains involved with critical aspects of car production. One
of the features allows automotive companies to map out which
supplier manufacturing sites are potentially exposed to risks, including
natural disasters, ﬁnancial and corporate social responsibility (CSR), to
mitigate any potential impact on global production.
TRANSPORT INVESTMENT
FOCUS ON TRANSPORT INVESTMENT
BY TOM FERRIS FCILT
(FORMER PRESIDENT OF CILT IRELAND)
BUDGET 201
Budget 2014 will be delivered in October,
rather than December 2013. Accordingly,
the main changes in the areas of expenditure
and revenue are already coming close to
ﬁnalisation. The early budget arises from the
introduction of new measures that require EU
member states to submit their budget to the
European Commission for scrutiny in October,
to ensure that they comply with EU law. So it
is timely to ask in what way will the budget
impact on investment in the area of transport?
Speciﬁcally, is the downward trend in public
investment in transport likely to be continued?
This article argues for a reversal of the
downward trend.
CUTBACKS IN TRANSPORT INVESTMENT
The level of Exchequer funding available for
the development of transport infrastructure has
been greatly reduced in recent years. And
the downward trend is forecast to continue.
The Public Capital Programme 2013 projected
that the capital allocation for the Department
of Transport, Tourism and Sport will fall from
900 million in 2013 to 818 million in
2016. These levels of investment are a far cry
from the ambitious programme, Transport 21,
launched in October 2005, which had had
34 billion earmarked for the decade up to
2016.
The case for the current cutbacks in public
expenditure is well documented. As the
Department of Public Expenditure and Reform1
put it in November 2011 – “Over the mediumterm, there will be a lower level of resources
available for capital investment. While not
ideal, this is the reality of the ﬁscal challenge
which the Government faces”. While these
ﬁscal constraints continue, any Minister for
Transport has a tough battle to manage to
ring-fence funds for transport investment.
All that can be done is protect previous
investment outputs, maximise the efﬁciency of
existing infrastructure, and continue to make
the case for new investments when economic
circumstances improve. As Leo Varadkar,
T.D., Minister for Department of Transport,
Tourism and Sport, put it at a conference last
April – “The ﬁrst priority has to be to protect
investment made to date; the second, to extract
maximum value from existing assets by using
18 The CharTered InsTITuTe
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existing infrastructure more efﬁciently and in a smarter way; and the
third, to invest in new projects with a focus on safety, missing links, and
capacity to generate employment and growth”.
NEW TRANSPORT INVESTMENT
Is there a case to be made for the downward trend in transport
investment to be reversed? The short answer is yes. Transport
economists argue that good transport investments lower the costs of
moving people and goods, which then increase economic productivity,
and national output. And improved productivity leads to higher
standards of living. The challenge for any government is how to start
this virtuous circle by sourcing investment funding in an era of ﬁscal
constraint, either from the private or the public sector. However, it is a
circle that politicians are looking to ‘kick-start’. On 26 May, President
Obama spoke about ‘Growing Economy and Creating Jobs by
Rebuilding America Infrastructure’. Speciﬁcally, he argued that, to grow
the economy and create jobs, America’s infrastructure has to be re-built.
Moreover, he claimed that the rebuilding of America’s infrastructure will
create new jobs and that when people have new jobs the economy will
grow.
The matter of reversing the downward trend in transport investment was
also discussed by Transport Ministers from 54 countries at a summit
held by the International Transport Forum, last May – see Box A.
BOX A: INTERNATIONAL TRANSPORT FORUM
WHAT IS THE ITF?
The International Transport Forum at the OECD is an intergovernmental
organisation with 54 member countries. It acts as a strategic think
tank with the objective of helping shape the transport policy agenda
on a global level and ensuring that it contributes to economic growth,
environmental protection, social inclusion and the preservation of
human life and well-being. The ITF holds an annual summit which
brings together Ministers and leading representatives from industry, civil
society and academia to engage in focused debate about strategies for
tomorrow’s transport.
WHAT DID MINISTERS AGREE AT THE ITF?
Ministers of Transport from the 54 member countries of the ITF called
for more investment in strategic transport infrastructure and services at
the 2013 Summit, held in Leipzig, Germany, last May. The Ministers
stated that “Funding transport is a major challenge for transport policy
today.” They went on to state that “Transport infrastructure is much
more than asphalt, concrete or steel; it is the backbone of national
economies, providing connections for people and goods, access to jobs
and services, and enabling trade and economic growth”. And they
emphasised that “With both public budgets and private sector resources
under constraint, government authorities and industry must together
seek new ways of ensuring stable, long-term funding for the sector.”
Source: www.internationaltransportforum.org/2013/pdf/
DeclarationMinistersFunding2013.pdf
Alan Kelly, T.D., Minister of State at the Department of Transport,
Tourism and Sport represented the Irish Government at the Forum, in
Leipzig last May. He commented recently that - “In Ireland we are in
a particularly challenging position, with the simultaneous objectives of
reducing our day-to-day public expenditure while ensuring that what
public funds are available are put to the best use possible in generating
economic growth... Our focus over the last few years has been to
protect previous investment outputs and to maximise the efﬁciency of
existing infrastructure. It’s also important that we take the opportunity
afforded by the imposed investment hiatus to examine and assess the
longer-term transport needs of the Irish economy”.
JUSTIFICATION OF NEW TRANSPORT INVESTMENTS
It is all very well to argue the need for new transport investment
projects. It is another matter to provide clear evidence that the projects
chosen for investment provide the best value for money, given today’s
economic and ﬁnancial circumstances. Projects should only be given the
‘green-light’ after they have successfully met the assessment standards
laid-down by the Department of Finance. The standards are contained
in a set of guidelines published by Government, in February 2005.
They set out a variety of ﬁnancial thresholds, including the requirement
that projects over 30 million undergo a full cost beneﬁt analysis at the
detailed appraisal stage. Economic cost-beneﬁt analysis is a method
which considers the various direct and indirect costs and beneﬁts of
investment proposals.
Of course, there is little point in having cost-beneﬁt analyses completed
if they are not published. The public have a right to know what the
expected outputs are from any new investments. In this regard, it should
be noted that the Programme for Government, March 2011, gave the
following commitment – “We will publish cost-beneﬁt analysis for major
infrastructure proposals...in advanced of Government approval”.
A good example of published results is the Luas Cross City project.
In this regard, the Railway Procurement Agency (RPA) provides
the economic appraisal results, on a dedicated website – www.
luascrosscity.ie. The RPA is delivering this project with funding being
provided by the National Transport Authority. Box B summarises the
results of the economic appraisal.
BOX B: ECONOMIC APPRAISAL OF LUAS CROSS CITY
PROJECT
“The Luas Broombridge project displays strong economic beneﬁts
substantially in excess of the costs. The results of the cost beneﬁt
analysis (prepared in accordance with Department of Transport
guidelines)... discounted to 2002, demonstrate a strong economic case
for the project.
“The scheme displays an economic beneﬁt to cost ratio of 2.28:1, and
an economic net present value of 296m in 2002 prices. The scheme
therefore represents very good value for money.
“To test the robustness of the project, a number
of sensitivity tests were carried out using
different scenarios. This testing indicates
that the economic worth of the scheme is not
particularly sensitive to assumptions regarding
related projects going ahead or future
employment growth.
“When the shadow price of public funds of
150% is applied to the capital cost and
renewals costs, the scheme delivers a BCR of
1.54:1 in the base case and reduces
the net present value from 296m to 186m.
“A conservative estimate of the magnitude of
wider economic beneﬁts has been
assessed as a sensitivity test applied to the
SPFF sensitivity test, and this reveals that the
BCR increases from 1.54:1 to 1.83:1 with the
net present value increasing from 186m to
284m”
Source: www.luascrosscity.ie,
SOME CONCLUSIONS
There is no doubt that the Government faces
major challenges in justifying investment
in new transport projects in these difﬁcult
economic times. However, the challenges are
not insurmountable. It is a matter of having the
resolve to invest in those projects that are likely
to produce good returns when the economic
up-turn does come. But projects should only
be given the ‘green-light’, after they have
successfully met the assessment standards
laid-down by the Department of Finance. As
the economy recovers, it is imperative that cost
effective projects are ready to be delivered
that will beneﬁt our citizens and facilitate
economic growth and development. Ireland
needs a transport system capable of supporting
an economy and enabling it to compete
successfully in global markets and to meet its
environmental challenges. It will be interesting
to see if there is a reversal in the downward
trend in transport investment when Budget
2014 is ﬁnally published.
FOOTNOTES:
1. Infrastructure and Capital Investment 201216: Medium Term Exchequer Framework,
November 2011.
2. Download the full text of the Declaration by
Ministers on Funding Transport here:
www.internationaltransportforum.org/2013/
pdf/DeclarationMinistersFunding2013.pdf
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TRANSPORT INVESTMENT
The declaration by Ministers, on funding transport, at the ITF Summit,
called for more investment in strategic transport infrastructure
and services. They went on to say that – “With investment in
transport infrastructure a long-term venture, robust, credible funding
solutions that support trade, economic growth and environmental and
social sustainability are urgently needed.”2
IRISH RAILWAYS
IRISH RAILWAYS HISTORY
WILLIAM DARGAN – (1799 – 1867)
“THE FOUNDER OF IRISH RAILWAYS”
M
embers of our Institute now have
an opportunity to study the life
and achievements of the great
Irish engineer William Dargan in detail, in a
new book recently published by the Lilliput
Press, Dublin. The book is entitled “William
Dargan – An Honourable Life –
1799/187”. The author is Fergus Mulligan,
whose previous books include “150 years of
Irish Railways”(1983).
This new work chronicles the life and work of
Dargan in some detail. Born in Co. Carlow
in 1799, he worked on his father’s farm
for some time before joining a surveyor’s
ofﬁce in Carlow. With assistance from some
prominent local people he began working
with the Scottish engineer Thomas Telford on
a major UK road project – part of the London
to Holyhead road. He worked on this project
before moving with Telford to construct a
new road linking Sutton to Dublin. He was
involved in several other major engineering
projects before embarking on that project
with which his name is linked to the present
day. I am referring of course to the Dublin to
Kingstown (Dun Laoghaire) Railway
which opened in 183 and was the
ﬁrst ever passenger railway in Ireland.
In subsequent years he was involved in various
“water projects” including the Ulster Canal,
Belfast Harbour, and others. His railway work
included the following projects:
• Dublin – Drogheda Railway
• Great Southern & Western Railway
• Midland & Western Railway
In all, Dargan’s work is linked to
approximately 800 miles of Irish
Railways.
Dargan’s other notable achievements include
the Great Dublin Exhibition held in 1853 and
the founding of The National Gallery of Ireland
in 1864.
Dargan had several homes in Dublin
– including Mount Anville House, Goatstown,
Co. Dublin (now a private school). In 1862
he moved to No. 2 Fitzwilliam Square East
(approximately 3 minutes’ walk from the
20 The CharTered InsTITuTe
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present ofﬁces of The Chartered Institute of Logistics & Transport). He
died at this residence in February 1867. He is buried in Glasnevin
Cemetary. A plaque on the front of the Fitzwilliam Square house bears
the following inscription. (See Image Below)
WILLIAM DARGAN 1799 – 187
FOUNDER OF IRISH RAILWAYS AND THE NATIONAL GALLERY
William Dargan was certainly the major ﬁgure in the
development of Ireland’s railway systems. The new book
on Dargan’s many achievements deserves to be read by
all with an interest in the history of Irish Railways.
Frank Loughlin FCILT.
The new book William Dargan 1799-1867
– “An Honourable Life”
can be ordered direct from
the Lilliput Press.
62/63 Sitric Road,
Arbour Hill,
Dublin 7.
Or from their website:
www.lilliputpress.ie
Price: 25.00
ISBN No. 978.1.84351.3957
Description: Hardback / 300
Pages / Over 80 Illustrations.
LILY O’BRIEN’S
E
stablished in 1992 with just a saucepan, wooden spoon and a
genuine passion for chocolate, Mary Ann named the company
after her ﬁrst born daughter Lily. Mary Ann remains the driving
force behind the company’s ongoing success of this family run Irish
company 21 years on. Mary Ann is an award winning entrepreneur
driven by her passion for creating mouth-watering chocolates and
the dedicated team of people who collaborate to create innovative
consumer products.
We are located in a custom built 40,000 square foot facility located
on the edge of the Curragh, just off the M7 and approximately 50km
from Dublin and we have warehouses in 3 locations in Ireland and 3
more in the UK. Lily O’Brien’s has established a global reputation for
being one of the most creative and innovative high quality brands in
the affordable luxury chocolate market. Our R&D team is continuously
inovating new recipes and following global gastronomic trends to
ensure that our consumers are tantalized with current ﬂavours. With
over 180 chocolate varieties and a growing frozen dessert repertoire
we have great fun at our morning tasting sessions! Our mission is to
create a delicious chocolate taste experience, beautifully presented for
you, our customer. We aim to achieve this through Excellence through
People, Operations Excellence and Supply Chain Excellence.
The business started small, MaryAnn created, produced and delivered
chocolates daily to boutique stores around Dublin until one day
Superquinn agreed to list. Spurred on by this MaryAnn approached
Aer Lingus and won a contract to supply Business Class. In 2013
we will supply over 23 airlines and over the past 5 years global
passengers have enjoyed almost 56 million chocolates! Our dessert
factory, commissioned in 2011, has supplied almost 12 million frozen
desserts to the airline & rail catering industry globally. Retail markets
now include the United States, Australia & New Zealand, Norway,
Sweden, Denmark, United Kingdom and our domestic market where we
are category leaders. We also supply leading hotel groups and groups
such as Insomnia and O’Brien’s Sandwich Bars with custom chocolates.
As we export almost 80% of our production global markets are very
important for future growth. It is critical to us that we have access to the
most lean and agile routes to market and our supply chain is built on
collaboration to eliminate waste for all involved.
Success like this does not happen without a dedicated team of staff
and excellent vision. Our team is both internal and external, we have
worked with our suppliers to ensure that they feel part of the Lily’s
family and are as dedicated to the development of the business as
we are. We source and use only the ﬁnest quality natural ingredients
through collaboration and alliance with suppliers across our seamlessly
integrated national and global supply chain network. We ask our
customers what it is they want and design our supply chains to ensure
these needs are met to the highest standards.
We have adopted and instilled best practice
philosophies, methods and processes to ensure
we are using the latest industry best practice,
continuous improvement is the mantra.Our
business is not based on what is economical
to procure, efﬁcient to produce or easy to
distribute.
We connect with our customers so we know
exactly what they value and are willing to
become passionate about. Whilst it is easy
to connect with store buyers and develop
products to suit their markets, we are also
engaging with the real customers, the ﬁnal
purchasers. Utilising the powers of social
& digital media though Facebook, Twitter,
Pinterest etc. we are reaching out to engage
and build relationships that will sustain our
business. We love to hear what people feel
about our products and encourage interaction
to foster positive feelings towards the brand.
Having been ﬁnalists at this year’s ILTA
Awards and also triple ﬁnalist at the Supply
Chain 2013 awards, winning the Customer
Service Award, we feel we are going in
the right direction. Never to get ahead of
ourselves though, we will continue to invest
in our people, our products and listen closely
to our customers so we adapt and develop
and continue to delight our customers with
our passion for amazing chocolates and a
delightful consumer experience !
You can ﬁnd more information at
www.lilyobriens.ie
Find us on Facebook:
https://www.facebook.com/LilyOBriens
Follow us on Twitter:
@lilyobriens
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MEMBERSHIP PLUS
MEMBERSHIP PLUS - YOUR MEMBER
BENEFITS PROGRAMME
M
embership Plus is the beneﬁt programme
available to CILT members where you can
enjoy up to 50% discount at over 800
restaurants, shops, gyms, golf clubs, days out venues
and much more. Offers are available across all areas
of the country and include names such as Jurys Inn,
Stena Line, Pizza Hut, wagamama, DID Electrical,
Carlton Hotel Group, Argos and many more. From
pizza to pub grub, go-karting to golf, hairdressers
to big high street names, there is something for
everyone so with only minimum usage, you should
notice signiﬁcant savings in a short space of time.
BRAND NEW WEBSITE
Further to your suggestions and feedback, we are
pleased to announce the launch of our brand new
website: www.membershipplus.ie.
The website is full of user-friendly features making it
even easier to ﬁnd the offers you want by category,
area or keyword. We have redesigned the search
function enabling you to reﬁne your search by offer,
area and/or redemption method.
Visit the new Membership Plus website by going to
www.membershipplus.ie
DOWNLOAD THE NEW MEMBERSHIP PLUS
APP TO FIND OFFERS ON THE MOVE...
Membership Plus are excited to announce that
you can now download our new free mobile app
allowing you to see what offers are available closest
to your current location, browse by category, save
your favourite offers and much more. Whether you
are out and about and need to see where you can
save with Membership Plus or want to see what
offers are close to home, the Membership Plus App
brings over 800 offers to your ﬁngertips.
The Membership Plus app is free to download from
the App Store for iPhone users or Google Play
Google Play for Android users.
NEW OFFERS TO MEMBERSHIP PLUS...
A selection of some of the new offers on the Membership Plus website
this month...
Caherconnell Fort, Co. Clare
20% Discount
Clanard Court Hotel, Co. Kildare
10% Discount
Dunbrody Famine Ship, Co. Wexford
20% Discount
Foynes Flying Boat Museum, Co. Limerick
25% Discount
Kerry County Museum, Co. Kerry
2 for 1 admission
Killarney Royal Hotel, Co. Kerry
10% Discount
Moher Hill Open Farm, Co. Clare
20% Discount
Ros Tapestry, Co. Wexford
20% Discount
Saint Canice’s Cathedral & Round Tower, Co. Kilkenny 20% Discount
Titanic Trail, Co. Cork
20% Discount
ENJOY OVER 800 OFFERS AND DISCOUNTS OF UP TO 50%
ACROSS THE COUNTRY
To view the full range of discounts, be kept up to date with new
offers and enter fantastic competitions, register your Membership
Plus card today at:
www.membershipplus.ie
22 The CharTered InsTITuTe
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BY MICHAEL LYNHAM
T
he CILT supported Supply Chain Conference and Awards took place on June 20th 2013 at the Crowne Plaza, Northwood,
and saw the conference and awards take place together for the ﬁrst time. The Supply Chain Conference attracted quality
speakers from Ireland’s multinational community, featuring contributions from Google, Heineken, Boston Scientiﬁc,
Accenture, Enterasys, Zetes and Syncreon amongst others. Themes covered on the day included Supply Chain Trends and
Context, Building Innovative and Sustainable Supply Chains, in addition to Future Challenges and Issues faced by the industry.
Conference speakers and contributors included:
• Armin Samali, Senior Executive and Head of Supply Chain in Ireland, Accenture
• Justin Hayes, Senior Manager Operations Strategy & Sustainability, Accenture
• Darren Lynch, Operations Functional Excellence Practice Lead, Accenture
• Gerry Hanrahan, Director of Global Logistics, Enterasys
• Shane Clifford, Client Solutions Manager, Zetes
• Dr. Martin Christopher, Emeritus Professor of Marketing & Logistics, Cranﬁeld
• School of Management, Cranﬁeld University, UK
• Dr. Bernd Huber, Head of the Global Sourcing Centre of Excellence, Google
• David Natoff, Head of Procure to Pay, Google
• Declan Keegan, Logistics Manager, HEINEKEN Ireland
• Denis Doyle, Vice President Business Solution, Syncreon
• James Treacy, Exports Co-ordinator / Production Planner, Boston Scientiﬁc
• Jane O’Keeffe, Supply Chain Course Director, National Maritime College of Ireland
• Dr. Donna Marshall, Supply Chain Management lecturer, UCD
• Emmanuel Dowdall, Divisional Manager, Content, Consumer & Business Services, IDA
The event also hosted the second National Supply Chain Awards which saw ten prestigious awards handed out covering all
the main areas of Supply Chain execution and management. The awards were made under the auspices of NITL, Patron to the
programme and co-ordinators of the judging panel. Dr. Martin Christopher, Emeritus Professor of Marketing & Logistics, Cranﬁeld
School of Management, was awarded the Supply Chain Leader Award with the Overall Supply Chain Excellence Award going
to Diageo Europe Beer Supply. The awards were judged by a panel of Supply Chain professionals drawn from industry and
academia. Judges included:
• Dr. Dermot Carey, Chairman SCLG
• Karl Doran CMILT, Vice Chairperson of the Eastern Section, CILT
• Dr. Ed Sweeney, Director of Learning, NITL, FCILT
• Paul Davis, Lecturer in Procurement & Supply Chain Management, DCU
• Brian O’Kennedy, CEO, Clearstream Solutions
• Michael Laffan, Vice President of Supply Chain, Kerry Group
The Irish Times were media partner to the event, which was also supported by Accenture, Syncreon, Zetes, Masterlink, IIPMM,
Clearstream, Amárach Research and The Chartered Institute of Logistics & Transport Ireland. For further information, please visit
www.supply-chain.ie
SUPPLY CHAIN AWARDS 2013 WINNERS
Diageo Europe Beer Supply
Pamela O’Brien, Administration
Manager, NITL presenting the award for
Overall Supply Chain Excellence to Pat
Treacy, Diageo Europe Beer Supply.
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SUPPLY CHAIN AWARDS
SUPPLY CHAIN AWARDS & CONFERENCE 2013
SUPPLY CHAIN AWARDS
SUPPLY CHAIN AWARDS 2013 WINNERS
Dr. Martin Christopher
Una O’Hare, Director, Irish Times
Training presenting the award for
Overall Supply Chain Leader to Dr.
Martin Christopher.
Carton Brothers
Denis Doyle, EMEA Vice President/
Business Development, Syncreon
presenting the award for Supply Chain
Excellence in the Food & Beverages
Industry to Justin Carton, Carton
Brothers.
The Pallet Network
Shane Clifford, client Solutions
Manager, Zetes presenting the award
for Supply Chain Excellence in
distribution & Transport to Eoin Gavin &
Seamus McGowan, the Pallet Network.
2 The CharTered InsTITuTe
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SUPPLY CHAIN AWARDS
SUPPLY CHAIN AWARDS 2013 WINNERS
Enterasys Networks
Robert Van Vielt, Country Manager,
Zetes presenting the award for
International Supply Chain to Gerry
Hanrahan, Enterasys, Networks.
CustomsMatters
Una O’Hare, Director, Irish Times
Training presenting the award for
Supply Chain Technology to Bridget
Canavan and Alan Finneran,
CustomsMatters.
Diageo Europe Beer Supply
Denis Doyle, EMEA Vice President/
Business Development, Syncreon
presenting the award for Supply Chain
People development Award to Pat
Treacy, Diageo Europe Beer Supply.
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SUPPLY CHAIN AWARDS
SUPPLY CHAIN AWARDS 2013 WINNERS
Syncreon
Pamela O’Brien, Administration
Manager, NITL presenting the award
for Supply Chain Excellence Award
Supplier/Vendor partner to Denis
Doyle, Syncreon.
Lily O’Briens
Darren Lynch, Accenture Ireland
Operations Functional Excellence
Practise Lead, Accenture presenting
the award for Supply Chain Customer
Service to Janet Kavanagh CMILT,
Lily O’Brien’s Chocolate.
Microsoft Ireland
Darren Lynch, Accenture Ireland
Operations Functional Excellence
Practise Lead, Accenture presenting the
award for Supply Chain Sustainability
to Paul Mahon, Microsoft Ireland.
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BY PATRICK DALY CMILT
CONSIDER THIS:
• Best-in-class warehouse operations are signiﬁcantly more productive
than those with industry average levels of performance according to
the Warehouse Education and Research Council’s (WERC) Warehouse
Manager’s Guide to Benchmarking.
• Up to 60% of a warehouse operative’s time in put away, retrieval,
kitting and order picking tasks is spent travelling from one place to
another, often empty-handed.
• Work processes and procedures that do not undergo constant revision
and streamlining are routinely found to have 30%+ of non-value added
and totally avoidable tasks such as waiting, talking on the phone or
looking for tools and information.
These are astonishing ﬁgures and the time when they can be overlooked
as a reservoir of untapped potential is now most deﬁnitely over. When
business is expanding and the challenge is to keep up with demand it
is understandable that the primary focus might be elsewhere. However,
when the economy is tight and competition is ﬁerce it is essential to get
everything you can out of everything that you have got. Given that recent
WERC surveys of warehouse operations across all sectors indicate that
only about 20% warehouse operations are achieving best practice scores
against the most signiﬁcant performance measures, it is clear that there
is a major opportunity to be exploited in warehouse operations. Let’s just
do a quick and dirty, back-of-the envelope exercise based around the
above facts to get a feel for what we are talking about here. Let’s say that
you are running a medium to small sized warehouse operation with 20
operatives in a manufacturing or distribution environment. This will mean
that you have a wage bill, depending on your location, of somewhere in
the region of 1 million to 1.2 million. If you could ﬁnd a way to move
just your most critical processes from average to best-of-class on the scale
of operational best practice, minimise travel time overall and eliminate
dead-leg travel, while at the same time streamlining processes and
eliminating non value added and avoidable tasks and you had a way
to measure the results effectively, what do you think your level of overall
performance improvement might be?
It has been demonstrated that the simple act of moving from an
unmeasured to a measured work environment in warehouse operations
can yield a 10% productivity improvement. Add to that, the
additional improvements mentioned above and I should think that an
improvement in labour productivity of 20% to 25% would by no means
be an unreasonable aspiration, particularly if you are starting from
an unmeasured situation. Aggregated over three years this level of
improvement could lead to savings that come to a total of a between
600k and 900k. This is an extraordinary amount of money to be
leaving on the ﬂoor in a small operation and something that cannot
be ignored. Bear in mind also that this is just the labour saving. Other
business beneﬁts will also accrue by making these changes including
improvements in accuracy, visibility, performance and quality. Clearly,
undertaking these types of operational improvements and moving to a
measured work environment will have a dramatic impact on the bottom
line, and very importantly also the top line of business performance.
What would it take to achieve this level of improvement – in other words,
what would you have to do to get from where you are to where you want
to be?
Inevitably it would take some up-front investment. In
this case we are primarily talking about investment
of time and commitment, some money - not too much
relative to the beneﬁts - and plenty of focused effort
and determination sustained over a period of 8 to
12 weeks to bed in the changes. Here’s the high
level roadmap;
• First step is to establish the start point. That is to
say, where you are now on the scale of best practice
and where you want to get to. This enables you to
determine the potential for top line and bottom line
business beneﬁts that you could achieve in moving
up the scale so that you can judge whether it is
worth the time and effort to pursue.
• Second step is to decide exactly what needs to be
done and in what order – in other words,
prioritization. Then you need to build a plan, assign
the required resources and set up a small team with
a mandate and sponsorship to deliver the required
results in a speciﬁed period of time.
• Third step is to put the plan into action and
manage the change and improvement through
to completion. In a mid sized operation this will
generally take 8 to 12 weeks minimum provided
there is strong support and sponsorship from
management.
• Final step is to monitor the key performance
measures and metrics and provide on-going
support to the operation over a sustained period
to embed the improvements on a permanent basis.
For this you need a simple and effective productivity
measurement system to capture the data and
produce the metrics.
Therefore, if you have the requisite commitment
AND you want get yourself started on the road
to operational best practice, cost reduction and
performance improvement now is the ideal time
to take action as the economy shows clear signs
of bottoming out. This will go a long way putting
your warehouse operations in the top league of
performance for competitiveness and productivity in
preparation for recovery.
Patrick Daly is Managing Director of Alba
Consulting a specialised logistics and supply chain
consultancy based in Dublin that has helped many
Fortune 500 companies around the world improve
performance and achieve excellence in warehousing
and logistics operations around the world.
Tel: 01 415 1252 Mobile: 086 811 6030
Email: [email protected]
Website: www.albalogistics.com
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IMPROVING COMPETITIVENESS
IMPROVING COMPETITIVENESS
THROUGH YOUR WAREHOUSE
BRAY AIR SHOW
BRAY AIR SHOW
BY KEVIN BYRNE FCILT
T
he conditions were perfect for the Bray
Air Spectacular 2013, with a light
easterly breeze, a high cloudbase
which eventually gave way to clear blue
skies with blazing sunshine and temperatures
which peaked at 25 degrees Centigrade
by mid-afternoon. The scene was set for the
only proper air display in the Republic and
certainly the largest free outdoor event in the
country. Because the show is not set at an
actual airport, there can be no static display
and therefore it has always been geared
towards the average citizen as opposed to the
hardened aviation enthusiast.
Airliners have always been popular on
account of their size and the Aer Lingus
A320 in retro colours was a great attraction
at low level, although its noise levels were
such that it was barely audible. It was quickly
followed by a shiny new ATR 72-500 of
Aer Arann but sporting Aer Lingus Regional
markings, a commercial arrangement which
has rejunevated the fortunes of the smaller
company in recent times. A ﬁrm favourite of the
Bray crowd, judging by their enthusistic and
spontaneous applause, is the Black Knights
parachute team of the Irish Defence Forces,
Comdt Con Walsh of No 1 Operations Wing
displayed the CASA CN235 maritime patrol aircraft
in a very fluid and agile manner.
28 The CharTered InsTITuTe
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the members of which bravely jumped from an Air Corps AW139
helicopter both at the start and the ﬁnale of the show. Perhaps their
popularity stems from the fact that all the jumpers land without falling
on a small, cleared patch of the beach, form up at attention and salute
the crowd with military precision.
Another helicopter worthy of mention is the S-61 of the Irish Coast
Guard, which is due for imminent replacement by the ultra-modern
S-92. Having ﬂown across the bay from Dublin Airport, the winchman,
known affectionately as the “dope on the rope”, amused the younger
members of the audience by hanging upside down and then getting
his feet wet as the Sikorsky ﬂew along behind the RNLI lifeboat. This
was almost certainly the ﬁnal public display from the venerable S-61
in Ireland as it is leaves service shortly. Some participants are gluttons
for punishment and one such aviator was Gerry Humpreys, a former
RAF Harrier pilot, now known as the ﬂying farmer. Having teamed
up with the ﬂying dentist, Eddie Goggins, the pair have formed the
only civilian aerobatic team in Ireland, known as the RV-7 Formation
Team. This was their ﬁrst public outing and what a debut! They put
their aircraft through a full spectrum of aerobatic manoeuvres, aided
by trailing smoke against a clear blue sky. As if that were not enough,
Gerry returned later in a further two aircraft types, a rare Bellanca
Supercruiser and the diminutive Bede BD-5, a jet version of which
was used by James Bond in the ﬁlm Octopussy many years ago.
Being reasonably close residents from just up the M50, the Air Corps
did not disappoint, and brought along the aforementioned AW139,
an EC135 helicopter which displayed in scintillating fashion, a
CASA CN235 which was equally as entertaining, especially when
it aproached ninety degrees angle of bank in the turns. While a
single PC-9 came from the Training Wing and illustrated the aircraft’s
excellent handling potential, a surprise was surely the return of three
Cessna 172s ﬂying in perfect formation, albeit at very modest speed.
By now the Cessnas have given stalwart service since 1972 and no
replacements have been mooted for the foreseeable future, thereby
giving excellent value for money to the taxpayer.
The Coastguard’s long-serving S-61 search and rescue helicopter from
Dublin Airport was making its final display before being replaced in
service by the modern S-92. Photo by Paul Hurley
In truth there were lots of aerobatic acts that ﬁlled the skies over
the seafront, including the TRIG aerobatic team, the RV8TORS, the
SWIP team, the Slingsby T67, Dave Bruton’s Sbach 342 but special
mention must be made of the Blades, who had appeared at Bray
before. Comprising four former RAF Red Arrows pilots, they use the
Extra 300L piston engined aircraft in a ﬂuid performance that has
to be seen and heard to be appreciated. It is safe to say that they
ﬂy precision close formation aerobatic manoeuvres to the highest
level within a dynamic and innovative sequence. Once their display
had commenced the crowd line became punctuated with loud gasps
followed by spontaneous applause as the cross-overs and formations
breaks were completed with elan. Without doubt, they were the most
popular item on this year’s bill.
designation of conﬁned airspace and the very
good weather. The record crowd of 85,000
did put pressure on the local DART train
services, on the adjacent motorways, the pubs
and hotels not to mention the ice cream sellers
who almost ran out of stock. None the less the
family atmosphere was palpable and good
humour was apparent everywhere, assisted
by the seafront funfair, which was in full ﬂow
throughout the day despite the aeronautical
attractions overhead. The ﬁnal good news is
that the next Bray Air Spectacular is planned
for Sunday 20 July 2014.
BRAY AIR SHOW
The majority of those attending any kind of air display, it has been
argued, expect to see and hear a loud military jet of some kind and
in this respect Bray did not disappoint. The BAC Strikemaster is a
light strike aircraft based on the Jet Provost trainer and is powerd by
a Rolls Royce Viper turbojet, a remarkable noisy powerplant for its
size. A highly exciting routine was ﬂown, involving looping, rolling
and cloverleaf manoeuvres, enhanced by copious amounts of white
smoke from the tailpipe which served to belie the fact that this jet is
of more modest proportions in reality than it may appear at ﬁrst!
The day was hugely successful, due in no small measure to expert
planning regarding emergencies, a well rehearsed trafﬁc and
parking plan agreed between the Gardai and local authorities, the
The Aer Lingus A320 in a retro colour scheme was by far the
largest aircraft on display at Bray but it was also one of the
most environmentally friendly. Photo by Paul Hurley.
The Air Corps’ Cessna 172s have been in service for a very
long time, in fact since their delivery in 1972!
Formation aerobatic teams were the order of the
day, including the TRIG team from the UK in their
Pitts Specials. Photo by Paul Hurley
Another quiet airliner on show was the ATR 72-600 of Aer Arann
but painted in Aer Lingus Regional colours for whom the former
provides services to the UK and elsewhere. Photo by Paul Hurley.
The CharTered InsTITuTe
of LogIsTICs
& TransporT 29
THE SEMI-TRAILER
IS THE SEMI-TRAILER A THREATENED SPECIES
BY HOWARD KNOTT CMILT
I
n previous contributions to “LinkLine” I have
focussed on issues that are either current or
those, such as the European Sulphur Directive,
that are likely to have a signiﬁcant on freight
transport in the near term. In this issue I would
like to contribute to the debate as to whether the
future of international containerised transport lies
with the Ro-Ro trailer or the Lo-lo container.At the
outset we should say that there are no absolutes
in this debate; there will not be a day in which
one or other freight container will cease to
operate, and any change towards a dominant
unit type will be gradual.
The debate is, however, important in the context
of infrastructure development on land, Roads,
Railways, Inland Ports/Distribution Centres and
Seaports, and the types and sizes of vessels
both on sea routes and inland waterways.For
me this discussion really came into focus when
I was standing on the quayside in Warrenpoint
Port a number of months ago and the discussion
turned to the commencement of a three times a
fortnight shuttle container ship service from that
Port to Bristol. The vessel being used with a Lo-Lo
container capacity of just under 300 TEU (twenty
foot equivalent units) was not the surprise,
such vessels are ideal for this combination
of somewhat tide restricted ports, but the real
surprise was that the vessel was chartered and
the operation run by Dungannon, Co. Tyrone,
based, Westland Horticulture Garden Health.
This company is a major supplier of peat
based products to Garden Centres throughout
Great Britain. The deliveries of containers from
Dungannon to Warrenpoint and from Bristol
to ﬁnal customer’s premises is done by N.I.
based, Surefreight and this carrier also has a
role in securing return cargoes to Ireland for
the containers. It is a testimony to the success of
this operation and Westland’s commitment to it
that the Company recently took delivery of 250
containers and is phasing out the use of leased
units.
Why did the company make the switch from
the simplicity of putting a load onto a trailer,
which then drives to the Ferry port, onto a
ferry, off a few hours later and on the road to
the customer to the, apparently more complex
business of stufﬁng a container, taking it to
a port, taking it off a trailer onto the quay
and waiting there for a ship onto which it is
loaded for the slow journey to the destination
port, where a similar routine is repeated?
Well, the basic reason is cost. Lo-Lo(lift on-lift
off) vessels are cheap to charter, the smaller
30 The CharTered InsTITuTe
of LogIsTICs
& TransporT
ones are very ﬂexible being able to load containers for one charterer and
bulk products for the next, the global supply of larger Lo-Lo vessels is far in
excess of possible demand and likely to remain so for many years to come.
By contrast, the world inventory of Ro-Ro (Roll on-Roll off) vessels is rapidly
aging and companies such as Seatruck and CLdN who have placed new
tonnage into service over the past few years are very much the exception.
While the Lo-Lo service Operator normally supplies the shipper of the cargo
with the container the Ro-Ro Operator no longer does so. This would seem
to suggest that Lo-Lo rates should be higher, but the counter argument is that
the Line concerned can normally supply a container with the dimensions and
other characteristics that more closely matches the Shipper’s needs than the
standard 13.5 metre trailer. While Trailers have got lighter and longer so as
to accommodate more cargo, the advance in the lo-lo equipment ﬂeet has
been more signiﬁcant and there is really no unit load that can be carried on
a normal trailer that cannot be loaded into a container, while at the “heavy”
end of the market 20ft and similar size containers and tanks are much more
effective.
Fuel costs can be a big issue also. For a normal freight ferry operating on
the Irish Sea it’s trailer capacity would be about 120 units, while a normal
and similar, overall, size container vessel, would have three or more times
that capacity. The fuel cost per unit carried is, thus, far less as are, of course,
the crew and vessel maintenance costs. The ro-ro vessels do not have to
provide their own trailers, these are normally owned by freight forwarders
or International Hauliers and the trailer cost comes back to the shipper of
the goods. In some cases the shipper of the goods cuts out this part of the
supply chain by using his own trailers, but, except in the case where much
specialised equipment is required, this is adding costs for an activity that is
not part of his core business. We mentioned earlier that Seatruck and CLdN
were recent builders of new vessels but, in both cases the vessels concerned
do not have passenger certiﬁcates for more than twelve people so that the
vast majority of trailers carried on board are “unaccompanied”, the haulier
brings the trailer to the export port and unhitches, a Port tugmaster tractor
loads the trailer aboard the vessel and the same procedure is undergone
at the destination port. Thus, in fact, there is very little handling difference
between the unaccompanied trailer system and the lo-lo container. The CLdN
vessels, operating between Dublin and the Benelux are, in fact, Con-Ro
vessels and they accommodate a mix of lo-lo containers and unaccompanied
trailers. In recent CLdN reports there have been indications that it is the
container element of the business that is the stronger.
The Marseilles based deep Sea Container Line Operator, CMA-CGM,
number three in the world, has, within the last few weeks added another
vessel to its services linking the home port of Le Havre to Dublin, Cork,
Belfast and other Irish Sea ports and this, combined, with the Company’s
ownership of Mac Andrew Lines, opens up the possibility of major
integration of short sea and deep sea container services, driving down
costs and improving services. The same company has become involved in
a network of rail freight services into Continental Europe from Rotterdam.
A world leader ferry company getting more deeply into the containers
by rail business is Stena Line. What does all of this mean for Port and
port connection infrastructure providers, for whom a thirty year view is
‘short-term’ and ﬁfty years a more reasonable economic model on which
to base decisions? Some requirements are obvious, quays need to be
longer with deeper water alongside and container cranes taller with longer
reach but others may not be so obvious, particularly the need for rail and,
where possible, barge connections that can take containers to and from
the otherwise very congested quays very quickly. Are more Ro-Ro berths
needed? I am not sure.
D
eliveries and collections are essential to business, but can be some
of the most dangerous activities you have to deal with. Risks may
include manual handling injuries when moving the goods, being
struck by a moving vehicle or simply falling off the vehicle. The drivers of
these vehicles are often the victims. Many delivery and collection accidents
could be prevented if there was better co-operation between the parties
involved.
JOINT RESPONSIBILITY
Individuals (mostly drivers) are often unfairly blamed for accidents which
could have been prevented if duty holders had co-operated with one
another. The three key duty holders are:
• the supplier sending the goods
• the carrier - the haulier or other company carrying the goods
• the recipient - the person receiving the goods
JOINT RESPONSIBILITY FOR SAFE DELIVERIES
In order to ensure deliveries & collections are carried out safely there must
be effective co-operation between the main duty holders. Risks must be
assessed and safe systems of work implemented.
SOME KEY RISKS:
• people falling from height off vehicles
• vehicle collisions
• people hit or run over by vehicles
• people struck by falling objects
SAFE SYSTEM OF WORK:
• safe vehicles & equipment; suitable for job & in good repair
competent staff; trained drivers
• provision & safe use of appropriate PPE for the activities involved
• avoid/manage work at height activities
• keep vehicles & people apart where practicable
• plan for safe loading/securing
• plan for deliveries/collections. A Safe delivery plan!
SAFE DELIVERY PLAN:
The general principles that suppliers, carriers and recipients should follow
are:
• send out safety information on deliveries and collections to other
parties in the delivery chain
• request safety information on deliveries and collections from other
parties in the delivery chain
• include information on how the vehicle was loaded if this is needed
for safe unloading.
• plan the best times for deliveries to arrive
• know the route, anticipate problems
• plan to have the right people and equipment ready to handle the
delivery when it arrives
• plan how to keep the driver & all others who may be affected by the
activity safe
WHAT THE LAW REQUIRES
Road Trafﬁc legislation requires that vehicles are maintained in a
roadworthy condition and safe to use when on the public road. So whether
you own, lease, hire or borrow a vehicle used for deliveries or collections,
you must make sure that it is safe for use and ﬁt for the purpose for which it
is intended
Safety, Health and Welfare at Work Act 2005
(No. 10 of 2005) requires:
• Employers manage and conduct their work activities
(including; Loading/Securing/Deliveries/
Unloading/ Collections) in such a manner as to
ensure the safety,
health and welfare of employees.
• That a risk assessment is carried out by the employer
or person in control of the place of work.
• Transport hazards that exist in the workplace
must be assessed as part of this risk assessment
and appropriate steps taken to eliminate or reduce
any risks found.
Note: Vehicles are deﬁned as a Place of Work
under the Act. Hence, under Section 8 of the Act,
the employer must ensure so far as reasonably
practicable that:
• Vehicles are designed, provided and maintained in
a condition that is safe and without risk to health
• Safe means of access and egress to and from the
vehicle is designed, provided and maintained
• Systems of work are planned, organised, performed,
maintained and revised as appropriate, for example
safe systems of work must be available for vehicle
loading, deliveries and unloading activities
• Information, instruction, training and supervision is
provided for all employees who operate work
related vehicles
• Employers need to familiarise themselves with the
risks that their employees face and create when
using vehicles for work or when working in the
vicinity of moving vehicles. This applies equally to
the workplace and to the public road. • The Health
& Safety Authority urges businesses to apply the
following top ten tips to managing vehicle risks in
the workplace.
TOP 10 WORKPLACE TRANSPORT SAFETY TIPS
1. Control entry to your workplace.
2. Keep pedestrians & vehicles apart.
3. Eliminate vehicle reversing, where possible.
4. Provide clearly marked pedestrian walkways.
5. Mark & signpost vehicle only areas.
6. Ensure all work areas are well lit.
7. Keep trafﬁc routes free of obstructions/ mark
permanent obstructions.
8. Provide impact protection for vulnerable parts of
the workplace such as lamp posts & columns.
9. Provide & wear high visibility personal protective
equipment.
10. Accompany visitors.
More information on managing work related vehicle
risks can be found at:
http://www.hsa.ie/eng/Vehicles_at_Work
www.hse.gov.uk/workplacetransport
The author hereby acknowledges content sourced from
www.hse.gov.uk in compilation this article.
The CharTered InsTITuTe
of LogIsTICs
& TransporT 31
SAFE DELIVERIES
SAFE DELIVERIES
BY H.S.A
INTERVIEWS
WHAT INTERVIEWERS WANT
BY BRIAN MCIVOR
THE INTERVIEWER’S NIGHTMARE
Hilary couldn’t remember an interviewee as
difficult as this one. First of all their CV was
a mess. They didn’t seem to understand any
of the questions – the answers were rambling
and unfocussed and he couldn’t get any
sense out of the interviewee or get them to
shut up; next thing he was in front of another
interviewee who just stared at him and could
only answer in monosyllables. This seemed to
go on forever. He found it hard to focus. “I am
not going to get what I want today – they are
all the same he thought.” As time went on and
one bad interview faded into another – and
there was nobody to get excited about. That
image faded to be replaced by this perfectly
groomed candidate who was giving all the
perfect answers and who suddenly declared:
“I shall be your new MD as well, within the
year.” He woke up sweating and decided that
he really didn’t like interviews.
Most interviewers dread interviewing, many
do it against their will and under duress. It
seems that if an interviewee does not lie or
exaggerate then they have nothing to say and
you ﬁnd yourself saying: ”it’s so hard to get
good staff you know – even in a recession”
IT’S DIFFICULT BEING AN INTERVIEWER
As an interviewee you just have to worry
about the one interview and whether it will
be a good one or not. Here are some of the
challenges an interviewer has to deal with.
1. Being fair: Equality legislation since 1998
requires that interviewees be treated equally
– so there can be no questions about race,
gender, sexual orientation, national origin etc.
What the interviewer is looking for has to be
decided before the interview and particular
job requirement have to be justiﬁable so
that particular people won’t be inadvertently
excluded. For example: if at least ﬁve years
experience is required the employer has to be
able to justify why the ﬁgure is set at ﬁve years
and not four!
2.Being consistent: It is very dangerous
for an interviewer to come to an interview
without being properly prepared and hoping
they will get into the swing of things after one
or two. The danger is that they will miss the
right candidate – which could be you! If too
many interviews are squeezed into the one the
chances are that interviewees later in the day
will miss out.
3. Staying fresh: Because the interview
questions are being repeated over and over
interviewers frequently lose track and are not
sure if they have asked particular questions of
the current candidate.
32 The CharTered InsTITuTe
of LogIsTICs
& TransporT
. Dealing with underprepared candidates: It’s difﬁcult talking to people who
don’t know what the job is, what is required and what they have to offer. This happens
a lot where a job is advertised and there are large numbers of replies.
5. Dealing with over-prepared candidates: Cutting through the generic
rubbish spouted by candidates who have had sessions with an interview coach which
works wonders for their self-esteem but no their employability.
. Recalling information after interviews: Research shows that interviewer are
poor at recalling details of interviews. They seem to have a better memory for the poor
interviews than they good ones.
7. Interviewers are subject to bias (despite their best efforts): This can be
affected by impressions from the CV or the job application (more usually unfavourable
– a bad spelling mistake may be enough to do it!). There is a common tendency among
interviewers to make a judgment prematurely at an early stage of the interview and
then to ask quick questions that will conﬁrm their impressions.
HOW YOU CAN HELP THE INTERVIEWER
Before the interview:
• Research the job and the company thoroughly. Don’t stop at their website - do a full
Google search, use LinkedIn to see if you know anybody connected to the company.
A trawl through Facebook and Twitter might uncover reasons what the company
might not be the best to work for and why staff turnover is so high. Some employers
do Facebook and Twitter searches on potential staff members - shouldn’t you?
• Know the company’s products and their standing in the marketplace that will
make it easier for the interviewer to engage with you since then you will both
speak the same language.
• Understand the job description in depth – what is the essence of it and how you
match the criteria. The interviewer wants to know if you are a good ﬁt. How easy
is it to ﬁnd the skills in the job description in your CV? The lazy job-seeker sends
in a generic CV and asks “do you have any jobs?” – that turns the employer into
a job agency. Faced with this type of CV the employer rejects the writer as being
lazy and not worth the bother. The effective job-seeker tailors the CV to the job
description and makes the interviewer’s job easy.
• It’s not enough these days to be qualiﬁed and experienced. Interviewers expect
you to be able to show how your particular mix of experience, skills and
qualiﬁcations are relevant to their business. The skills that are used in logistics
transfer into a lot of other areas apart from the immediately obvious. The ability
to plan and organise things properly are valued in almost every business.
During the Interview:
• Establish positive rapport with the interviewer from the start - use good eye contact.
• Work on establishing a positive friendly rapport as quickly as possible in the
interview - this will help to get the interview into a more conversational mode
more quickly - and this will reduce the likelihood of surprise questions.
• Let them ﬁnish their questions - don’t try to second guess them. You’ll ﬁnd the
extra few seconds you get useful in helping you to deal with your nerves and
getting your best answer on the table.
• Aim for short, concise answers from the start. The interviewer is usually under
time pressure.
• Most interviewee nerves comes from poor preparation. Preparing in-depth will
not eliminate nerves complete but will make them more manageable on the day.
• Try and think like an interviewer before the interview. Ask yourself: If you
were the boss what would you be looking for?
Finally, remember a job interview is not only a search to ﬁnd the best candidate –
it’s also about ﬁnding people who will engage and ﬁt into the company’s culture
and their way of doing things. Understanding both sides of the interviewing
process is a very good start to any career.
Brian McIvor is joint author(with Mary Hanson) of the INTERVIEWER’s BOOK
published by the Orpen Press. He is an experienced, trainer, executive coach
and author and frequently broadcasts on career matters on radio and television.