The CASTLE project presents a completely new approach to supporting logistics companies at the regional level. To this end, 20 best practices aimed at increasing operational efficiency and, consequently, the competitiveness of small and medium-sized enterprises (SMEs) were identified and benchmarked. This is one of the first results of the project, which assumes, among other things, the creation of appropriate tools for public administration to formulate regional transport policy and evaluate the effects of its implementation. The project, which will end in 2011, involves 8 partners. Poland is represented by the Marshal’s Office of the Wielkopolska Region and the Institute of Logistics and Warehousing.
We asked Martin Brandt, representing the German Competence Center for Logistics (KLOK), to comment on the results summarizing the first stage of the project.
Anna Dorna, Tomasz Janiak: The study on best practices in logistics in the 8 regions participating in the project has been completed. What are the key success factors of the project most often mentioned by the partners?
Martin Brandt: The development of case studies was aimed in particular at identifying best practices in relation to the logistics policy of authorities. A key success factor can be very practical – direct cooperation with small and medium-sized enterprises, or establishing indirect contact by setting up a competence center for logistics. In this way, a framework for supporting the development of logistics at the regional level can be defined. I think that a key element of success for creating best practices is for the public sector to fully understand the specifics of the logistics industry.
A. D., T. J.: What benefits for SMEs were identified in the studied regions of best practices?
M. B.: When it comes to logistics, especially transport logistics, the public sector usually focuses on transport-related costs (in particular, this applies to road transport) and monitors the space for logistics activities. This, in turn, is reflected in the number of jobs created and the amount of tax revenue. The conclusions from the best practices point to a more comprehensive perception of logistics by public authorities and the need for stronger links between logistics and policy and administration. One of the main points is to eliminate contentious issues between the private and public sectors. Another issue is creating tools for SMEs that will allow them to participate in large projects (for example, as part of the electronic organization of data flow in a port). SMEs also benefit from specific training activities, a better understanding of their needs, and in some cases, from direct cooperation.
A. D., T. J.: What criteria were taken into account when selecting the 20 best practices?
M. B.: I will answer briefly: good practice in logistics must be linked to public policy, have a positive impact, and be perceived as sustainable and universal.
A. D., T. J.: Which solution presented in the identified best practices is, in your opinion, the most advanced? Can you provide a brief description of this solution?
M. B.: When we talk about the highest technological level, it is worth citing the example we described of creating a common data flow system for container transport in a large port. This is also an excellent action in terms of organizational complexity. This is exactly what I usually think of when I talk about an “advanced” solution. However, it is worth noting that our best practice research was not conducted under the slogan “the more technology and complexity, the better.” Some improvement methods are actually very simple. In one of the analyzed examples of good practice, representatives of the logistics industry and administration simply meet 4 times a year and discuss current logistics issues that are important for the region. Such an approach to problem-solving is in itself an effort to improve the existing situation.
More information about the project www.castle-project.eu
