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HITRANS – Whisky Logistics Study

HITRANS – Whisky Logistics Study. Presentation toFTA. Frank Roach 14 June 2011. Structure of our Presentation. Introduction Background Methodology Consultation Spreadsheet-based Tool Results Implications for the Whisky Industry Commission Deliverables. Background.

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HITRANS – Whisky Logistics Study

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  1. HITRANS – Whisky Logistics Study Presentation toFTA Frank Roach 14 June 2011

  2. Structure of our Presentation • Introduction • Background • Methodology • Consultation • Spreadsheet-based Tool • Results • Implications for the Whisky Industry • Commission Deliverables

  3. Background • MVA Consultancy and Caledonian Solutions were commissioned by HITRANS to review the current and future logistics requirements of the whisky industry and the corresponding impacts on the strategic transport network in the HITRANS area • The study is designed to: • collate information on current logistics of the industry, focusing on the movement of products to, from and between facilities in the HITRANS area; and • forecast how the relevant supply and demand may change over time and the likely impact of these changes on the transport infrastructure

  4. Study Area - HITRANS • HITRANS is the Regional Transport Partnership for Highlands, Western Isles, Orkeny, Argyll and Bute and Moray • Home to 75% of Scotch Malt distilleries, producing almost 90% of all Scotch Malt Whisky • Keen to ensure adequate infrastructure and logistical support is provided for this important Scottish industry

  5. Current Ownership of Distilleries • ‘The Big-5’ • Diageo(25) • Chivas (12) • Edrington (4) • Grants (3) • Whyte and MacKay (3) • plus a large number of smaller 1-2 distillery operators

  6. Methodology • 3 Strands to our Approach • Strand 1 – Consult with key stakeholders involved in whisky-related logistics, documenting specific issues, constraints and opportunities which impact upon the industry • Strand 2 – Investigate the logistical requirements of the whisky industry, including movements of barley, malt, spirit, byproducts and fuel, develop a tool to predict future requirements based on growth scenarios and predict the corresponding impacts on the strategic transport network • Strand 3 – Present results via map-based formats which can be displayed and interrogated interactively via the freight section of HITRANS website

  7. Stakeholder Views - Road-based Issues • Majority of transport movements are undertaken by road • Due to geography; and • Flexibility • Haulliers use the main trunk road network, understand problems occur and are generally content to work round these • Problems noted with the alignment of the A95 between Aviemore and Aberlour and lack of safe overtaking/dualling on the A9 • Importance of keeping the strategic routes open in winter noted • Issues with empty running • From 2024 requirement to replace or refurbish all tankers to ‘bottom fill, bottom discharge’ • A83 ‘Rest and be Thankful’ and other network-reliability issues • Fuel costs • Speed limits • Access roads/links

  8. Stakeholder Views - Rail • Currently no whisky-related freight movements undertaken by rail in the HITRANS Region • 2010 SWA Transport and Safety Group set up to investigate appetite for modal shift to rail, identifying potential constraints • Rail freight requires critical mass - industry-wide or major player co-operation needed to make feasible) • Elgin appears to be the most appropriate rail head (but requires further investment/development) • Rail is constrained by the requirement for road shunts at either end of journey • No subsidy available to cover the increased costs and hence currently no effective financial incentives to move to rail

  9. Stakeholder Views – Sea-borne • Critical aspect of the industry needed to access, supply and unload goods from island distilleries • Apart from Islay, all island-based distilleries rely on commercial ferry services • Islay imports much of its barley by coastal freighter, other products are ‘road-based’ via the commercial ferries from Kennacraig (NB these are affected by the current ‘closure’ of Port Ellen) • Limited capacity on ferries – problematic for future growth • Reliability issues affect hauliers and in turn the industry • Empty-running a particular issue

  10. The Spreadsheet Tool • Bespoke tool working back from published maximum capacity figures • Uses 14 distinct geographic clusters • Identifies volumes of inputs/outputs and likely number of transport journeys required • Allocates these movements to the strategic transport network

  11. Area Clusters • 13 distinct area clusters • Additional area representing Invergordon Grain Distillery • Allows similar characteristics to be modelled • Tool allows each area cluster to be investigated individually rather than the study area as a whole • Vehicles placed onto links rather than every individual origin/destination

  12. Routes • 20 distinct links • Additional link representing Islay Ferry • Vehicles placed onto links rather than every individual origin/destination • Allows flow of vehicles and materials to be charted across the network • Each link ‘clickable on GIS-based mapping (viewable via HITRANS website)

  13. Routing Assumptions • Routing assumptions based on consultation and our knowledge of the industry • Forecasts total flows (volumes and vehicles) using all of the key links of the network • Tool allows growth assumptions to be varied by location • Also allows user to vary assumptions regarding ‘recycling’ of by-products • Reported using GIS-based mapping (viewable via HITRANS website)

  14. Typical Outputs

  15. Key Results

  16. Implications & Recommendations • Whisky industry will need to consider how significant future growth will be catered for • This will determine corresponding future traffic growth on relevant key transport links • Growth of freight traffic on many of these routes will have significant impacts on the rest of HITRANS economy • Continue to investigate options for modal shift – but ‘realism’ required • Capacity of ferries is likely to become a crucial constraint • Local and National Authorities need to recognise the value of the industry and support where necessary • In particular, the need to invest in winter maintenance and other measures to maintain network reliability

  17. Any Questions • ?

  18. Contact us • Name: Chris Paterson • Telephone number: 0141 225 4415 • Email: cpaterson@mvaconsultancy.com • www.highlandrailfreight.com • Office address: 7th Floor, 78 St Vincent Street, Glasgow, G2 5UB.

  19. Document control Sheet

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