Logistic cluster Grenland

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Logistic cluster Grenland
I samarbeid med
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Næringslivets behov

• Persontransport
• Pålitelighet
• Sikkerhet
• Hastighet
• Arbeidsmulighet
• Torp Stasjon
• Godstransport
• Nye transportmønstre
• Fremskrivninger
• Kø, kork kaos
• EU - TENT
• Miljø

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Grenland - Norges største prosessindustrielle
klynge

• Telemark og Grenland har historisk ledet an
  i norsk energi- og industriutvikling
• Grenland omfatter kommunene Skien,
  Porsgrunn, Bamble og Siljan
• 100.000 innbyggere - 2,2 av landets
  befolkning
• 40 MRD gjenanskaffelsesverdi prosessanlegg
  og infrastruktur
• 5.000 ansatte med høy kompetanse i
  bedriftene
• Grenland har tyngden av landets private
  FU-miljøer
• Prosessbedriftene står for 6 av landets
  industrieksport

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SørVestbanen

• Fra Oslo til Stavanger
• Sammenkobling av Sørlandsbanen og Vestfoldbanen
• Reisetider
• Stavanger Oslo 545 (734)
• Kristiansand Oslo 315 (429)
• Porsgrunn Oslo 140 (243)
• Tønsberg Oslo 100 (130)
• Passasjergrunnlag 1,7 mpers (2000)
• 4 intermodale knutepunktshavner (Oslo / Drammen,
  Larvik / Grenland, Kristiansand, Stavanger)

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SWOT-analysis SC Grenland
Strengths
Weaknesses

• Scattered locations and infrastructure
  bottlenecks
• Very different company characteristics
• Inbalance in- and outbound
• Limited number of service providers
• Port Authority with limited (investment)
  resources traditional public organisation

• No competition between participating companies
• Substantial volumes
• Willingness to co-operate and earlier successes
• Location (Torp effect), high standard port
  facilities and space available

Opportunities
Threats

• Priority to corporate integrations
• Company group interests/ decision-making/ former
  experiences/ different cultures
• How to deal with risks?
• Lack of joint long term vision
• Different time-tables for (transport) tendering
• Too high logistics costs new investments?

• Joint interest in infrastructure defend
  industry interests
• Infrastructure improvements increase scale/ use
  of vessels/ quays by dredging
• Increase volumes without large investments
• Replace Oslo as import hub for Southern Norway
• Consolidation of unitised loads at a single
  terminal
• Workpool for (un)loading and sharing equipment
• Share (sourcing of) logistics services (spare
  parts, agencies, transport)

• All companies agree on need and opportunities for
  longer term development of harbour

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Industricluster
Shared logistics company (Infraserv) providing
logistics services to shareholders other
companies
Scope and objectives Infraserv Logistics

• Shared services for procurement, storage,
  inventory management of MRO, intermediate and
  finished products
• JV of 8 companies (Clariant, Aventis, Celanese
  (3x), Nutrinova, Lll and Basell
• 100 daughter of Infraserv Gmbh providing full
  range of site services (e.g. energy supply)
• Turnover 107 mio (2002), 766 employees
• Separate company transport procurement (HPI)

• Keep and extend economies of scale within
  industry cluster after split-up of Höchst
• Execution of and investments in non-core (local)
  on-site logistics and warehousing by professional
  specialist
• Achieve benefits of scale with other companies

Infraserve Logistics
Suppliers, shareholders other companies
Shareholders customers
On-site Logistics warehousing

• gt 20 cost reductions, fixed costs more variable
• Shared usage of assets and people
• New customers (Vantico, clariant)
• Strong drive to improve (non exclusive)

Other companies have created similar shared
service companies (Degussa Infracore, DSM
Chemelot, ICI Agility)
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Barge feedering of containers between producers
and main hubs within Rotterdam Port
Containerhåndtering
Terminal Short-/ deap-sea
Export/ Import
Producers/ terminals
Hubs
main result
business case

• Lower costs for shipping lines
• Lower terminal handling charges
• Reduced (un-)loading people and equipment costs
  for producers
• Higher sailing frequencies
• Lower transport costs from producers/ terminals
  to hubs

• Concentration of deep-sea and short-sea
  (un-)loading at limited of terminals
• Minimum daily barge-feedering between
  producers/terminals and hubs
• Reduction of (un-)loading peaks and usage of less
  expensive equipment
• Partly transfer from truck to barge

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Supply Chain Grenland

• Visjon 2-5 års perspektiv
• Vi har fått til samhandling på mange felt
• Èn terminal, Brevik, åpen for alle og mer
  effektivt utnyttet
• Bedre feedersystem
• Ett containerdepot
• Felles fokus på retningsbalanse
• Felles avtaler inngått (transport og innkjøp)
• Dypgående og utbedret farled er realisert

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Supply Chain Grenland

• Visjon 5-15 års perspektiv
• Samarbeide mellom bedriftene i regionen er
  sterkt
• Voldsterminalen er sentralhavn for Oslofjorden
• Ny containerterminal er etabler, medfinansiert av
  Oslo Havnevesen og industrien
• Eksternt selskap for terminaldrifting er etablert
  (inkludert bulk)
• Retningsbalanse er nådd og volumer inn og ut har
  økt
• Nye aktiviteter er etablert i regionen
  (utpakking, tollager, varehotel)
• Grenland er Norges kompetansesenter for
  logistikk

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Mandat

• Videreføre Supply Chain Grenland med
  beslutningsgrunnlag for kortsiktige gevinster
  innenfor
• Containerhåndtering
• Tomcontainerposisjonering
• Feedering i havnebassenget
• Fellesavtaler/samordning av enhetslaster
• Innlogistikk (også kartlegging)
• Utlogistikk (transportruter)
• Prosjekt logistikk Eramet / HIP
• Arealutnyttelse
• Felles terminaloperasjoner

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