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Corridor V

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Corridor V

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  1. Corridor V

  2. Agenda • A) The Cooperation on Corridor V • Project Origin • Performance Against Goals • Marketing Group • Production Group • Quality Group B) CER’s Freight Focus Group

  3. Agenda • A) The Cooperation on Corridor V • Project Origin • Performance Against Goals • Marketing Group • Production Group • Quality Group B) CER’s Freight FocusGroup

  4. Project Origin SITUATION Project GOALS • Uncompetitive technical and commercial organization • Limited infrastructure capacities • Unreliable and uncompetitive transit times compared to the road transport • Long border crossing times • Limited availability of proper wagons and traction capacities • Balancing of transport mode • Quality of service • Information to customers • Competitive transit times • Reliability and punctuality • Availability of traction capacities • Availability of right wagons • Safety and Security • Continuous flow of information CUSTOMERS CUSTOMERS Eliminate production and commercial botllenecks Obtain competitive and profitable transport service Build transport service with features enabling competitive positioning Provide regular customer feedback on the Corridor V Assure regular Q-performance measurement and management

  5. Project Structure STEERING MARKETING PRODUCTION QUALITY Profit Analysis Paths & Planning Customer Care (Feedback) Commercialization Traction QM ISO 9000 Wagons

  6. Agenda • A) The Cooperation on Corridor V • Project Origin • Performance Against Goals • Marketing Group • Production Group • Quality Group B) CER’s Freight FocusGroup

  7. Marketing Group – The Concept Marketing Group Market Research Elasticity of Demand Marketing Plan CUSTOMERS Cost Analysis Marketing Action Pricing Technical Analysis • Prepare elements needed to support actions on the existing and new markets • Launch marketing actions to increase the traffic volume on the Corridor V

  8.      126,3 318,1 13,4 55,8 export I 17,2       658,3 249,8 import I 809,5 365,2 24,0 Growing traffic on Corridor V requires acquisition of new traffic in the existing markets and the development of new markets Marketing Group Kiev, Moskva Zahony Bratislava Györ Budapest Hodoš Ljubljana Corridor V related transport flows(I-IX 02) ------------------------------- Venezia 530,8  2.106,8  in 000 tons

  9. Different conditions on existing and new markets require diversified strategic approach Marketing Group Modal Split of traffic flows to/from Italy Source: Eurostat, 2000 Rail % Export Import -------------------------------------- Hungary 11% 54% Slovakia 2% 41% Ukraine 2% 0% Slovenia 16% 19% 27% 17% 95% 42% 17% 26% Strategy -------------------------------------- Existing market Protect New markets Build 58% 56% 57% 5% (4,8 mio t) (1,2 mio t) (3,0 mio t) (3,6 mio t)

  10. Wood and tiles are the two segments on the Hungarian market that can be acquired by the rail in a short-term action Marketing Group Road Transports (Hungary – Italy) • Identify original customers in Hungary and Italy • Gather information on competitive services and price • Build and present the offer in 000 tons Increase of the M/S +10%

  11. Acquisition of goods from Ukraine is a green-field operation that will require new commercial and production solutions Marketing Group Sea Transports (Ukraine – Italy) • Identify customers in Italy and Ukraine • Identify and evaluate potential partners in Ukraine and Zahony • Assess competitive services and own technical and commercial requirements • Build and present the offer in 000 tons Increase of the M/S +10%

  12. Continous improvement of the level of the quality is necessary to defend and develop the rail market share Marketing Group • Studying Customer Satisfaction’s results it’s possible to estimate the ELASTICITY of DEMAND in presence of increasing of quality. • It has been considered production indexes (“delivery time of trains”) from 1997 to 2000. • Two kind of customers have been considered: • Customers that in 2000 have had a better index (respect 1997); • Customers that in 2000 have had a worse index (respect 1997). • The variations 1997-2000 of indexes and revenues of the customers have been: Kind of Customer Delivery time index Revenues (billions of liras) 1997 2000 1997 2000 Var. % With a better index 4,39 6,17 293,1 328,2 +12% +4% per year With a worse index 7,00 5,88 160,4 137,3 -14,4% • From these results it’s possible to foresee the elasticity of demand: • in presence of a quality service we could have an increase of demand of 3-5 % per year.

  13. Marketing Group Production Group Corridor V Market Analysis New Pricing Models Structure of transportations costs Balancing RIV

  14. Production Group Production Group Corridor V Analysis Border Station Operations Technical Trust Transport Planning Balancing RIV

  15. Quality Group Quality Group Dealing with the Corridor V as a virtual company WEST EAST TI SŽ MAV TI SŽ MAV • Quality Policy • All three companies will strive to increase transport volume to improve the market position. • By linking the separate segments of the Corridor V, we build a “virtual company”, with interlinked internal processes. • Our engagement will be to increase the customer satisfaction and to improve the performance of the companies. • We will endeavor to make customer feel like partners. • We will commit to organize our processes coherently with international standard ISO 9001:2000

  16. Quality Group Quality Group The plan Preparation • Organization of work. First technical and market analysis. • Quality parameters to be defined. • Draft of Q-Documents (Quality Policy, Train Control, Codes of Delay, Customer Satisfaction, Customer Complaints). Implementation • To organize processes in accordance to standard ISO 9001:2000 national project teams and responsibilities will be defined. Processes will be identified and described, and Q-Documentation will be prepared.

  17. Agenda • A) The Cooperation on Corridor V • Project Origin • Performance Against Goals • Marketing Group • Production Group • Quality Group B) CER’s Freight Focus Group

  18. CER’s Freight Focus Group • CER, in accordance with UE Commission-DG TREN, has identified nine corridors relevant to international rail freight; • The development of « freight performance improvement plans » on the above mentioned European Freight Corridors appeared as one of the necessary step to improve international freight flows; • Among the nine corridors has been selected three like a priority for the freight traffic in Europe; • The Corridor V is one of these three pilot corridors and the results of the analysis on it will be presented to the Commission within June 2003.

  19. Čierna n.T. Záhony BRATISLAVA Hatvan BUDAPEST Györ Szombathely Amberieu Cervignano Hodos LYON Verona LJUBLJANA Milano TORINO V.Opicina/ Sezana VENEZIA V.Q.Europa MILANO Modane Avignon T.Orb. GENOVA Nîmes Miramas Genova Narbonne V.miglia MARSEILLE Cerbére/Port Bou BARCELONA MADRID Tarragona VALENCIA Alcazar Cordoba ALGECIRAS CER’s Freight Focus Group- Corridor V (Iberian Peninsula-East Europe) • Multinational task forces have been recruited on each of the first three corridors selected. They are composed of representatives of RUs, IM and National Authorities of each of the countries concerned by each corridor. • The Corridor V is the only connection analysed regarding the East and Mediterranean European Countries.