Central Ohios Logistics Roadmap

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Central Ohios Logistics
Roadmap Ben Ritchey, Vice President Battelle Dec
ember 4, 2007
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Workplan Methodology

• Central Ohio Logistics Roadmap
• Vision
• Strategies
• Actions
• Implementation Plan
• Work Plan
• Other

Economic/Workforce Analysis
Gap Analysis SWOT
Roadmap Roll-Out
Benchmarking Analysis
Competitive Positioning Analysis
We Are Here!!
Strategy Development
Implementation
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Vision for Central Ohios Logistics Cluster

• Central Ohio will be known as a major U.S. and
  international center of logistics commerce for
  national and international markets, marked by
  creative intermodal approaches, competitive
  service support, cutting edge technology
  development and application, and outstanding
  performance serving global suppliers and end
  customers driven by multi-lingual, world-class
  information systems.

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Central Ohio Logistics Strategies and Actions
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Critical Actions

• Create a singular entity to serve as a catalyst
  for the growth of the Logistics Cluster.
• Establish a Central Ohio Logistics branding
  campaign.
• Initiate roadway improvements surrounding the
  Rickenbacker Airport development projects and the
  Heartland Corridor.
• Implement the required rail and road
  infrastructure improvements to enhance Central
  Ohios intermodal connectivity.
• Develop career pathways for the logistics
  industry in partnership with industry and higher
  education.
• Significantly increase the depth of awareness and
  experience in the application of advanced
  logistics technology via a very targeted
  education campaign.
• Recruit to Central Ohio a corporate center of
  logistics RD
• Develop an application-focused Logistics
  Solutions Center designed to support
  logistics-related technical assistance,
  technology diffusion, and the development of new
  and cutting-edge logistics innovations.

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Objectives, Roles, and Functions for the Central
Ohio Logistics Alliance to help achieve the
Vision

• Objectives of the Central Ohio Logistics Alliance
• Foster a business environment that supports,
  nurtures, and grows the logistics cluster
• Continue to develop, improve, and enhance
  logistics-related infrastructure
• Build a high-skill workforce that creates and
  retains a logistics sector competitive advantage
• Infuse world-class logistics technology
  throughout logistics firms operations
• Roles and Functions of the Central Ohio Logistics
  Alliance
• Serve as a clearinghouse for information on the
  logistics industry
• Educate and advocate on behalf of the logistics
  industry
• Act as a matchmaker and networker
• Promote the image of Central Ohio as a national
  logistics center

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Three Phases in the Development and
Implementation of the Central Ohio Logistics
Roadmap

• Strategy Development
• Phase I Strategy Development
• Completed
• Implementation
• Phase II Transition/Design of the Central Ohio
  Logistics Alliance
• To be undertaken over the next 12-18 months
• Columbus Chamber of Commerce envisioned as the
  organization responsible for this phase, giving
  time for industry and other partners to determine
  how best to structure the logistics efforts over
  the long-term
• Activities facilitated through consultants
• Phase III Day to Day Operation/Implementation
  of the Roadmap under the Central Ohio Logistics
  Alliance
• Driven and organized by the decisions made during
  Phase II

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Phase II Transition/Design for Hosting and
Managing the Central Ohio Logistics Alliance

• During this transition period, it is envisioned
  that the Chamber, through the utilization of
  consultants, will
• assist in creating an industry-led Advisory Board
  focused on Logistics
• offer its management and administrative support
  capabilities, and assist in helping build the
  capacity to address and offer services to the
  logistics industry
• With the Advisory Board, jointly assess the long
  term direction, roles and responsibilities, and
  funding support of the Alliance in the future
• The Chamber will need to continue to work in a
  coalition model that relies on different
  organizations, including the Chamber itself, to
  carry out the specific actions identified in the
  overall Roadmap.
• The key advantage is that it allows organizations
  best suited for specific activities to undertake
  them.
• Key ground rules for the transition phase
  include
• the Alliances Advisory Board helps drives the
  policy and programmatic actions in the logistics
  domain
• the geographical area served will be Central Ohio
  as defined in the Roadmap
• there will be dedicated professional staff
  focused solely on logistics through the
  utilization of consultants

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First Year Activities

• Key Activities
• Develop and formalize the structure for the
  Alliance/Chamber 18 month transition strategy.
• Review the various economic development
  incentives utilized by municipalities and CRAA to
  find gaps, regional differences in requirements,
  and determine value to logistics cluster.
• Establish a logistics branding campaign that
  highlights assets, infrastructure enhancements,
  etc. (already underway through the Chamber with
  CRAA, MODE and several private developers.)
• Convene meeting (including CRAA, MORPC, Counties,
  ODOT, developers, Congressional Delegation) to
  prioritize roadway improvement activities based
  on Rickenbacker regional development plans.
• Finalize funding/support for intermodal projects
  and begin construction on CSX/Parsons.
• Examine the Internet connectivity and utility
  infrastructure in and around Rickenbacker to
  determine needed improvements and make it
  operational to logistics firms.
• Continue discussions between CRAA, COTA, and
  Rickenbacker Area Development Council regarding
  new and extended COTA routes and options for
  funding.
• Develop a projected occupational needs assessment
  of the logistics sector to serve as a planning,
  marketing, and recruitment resource.
• Significantly increase the depth of awareness and
  experience in the application of advanced
  logistics technology via a education
  campaignhost regional logistics technology
  conference.
• Utilize the knowledge garnered to catalyze the
  development of the Logistics Solution Center.
• Develop follow-on CEFM technology-based projects
  to demonstrate short-term benefits/ efficiency to
  regional industry.
• The chamber is already initiating action on
  several of these work plan items including items
  3-7.

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Activities -- 2007

• Secure key staff (Director/Adm.Assist.)
• Develop and formalize the structure for the
  Alliance/Chamber 18 month transition strategy
• Develop operating procedures with Columbus
  Chamber and support as needed ongoing Chamber
  efforts
• logistics branding,
• infrastructure enhancements
• connectivity and utility infrastructure
• new and extended COTA routes and options for
  funding)
• Identify/recruit members of the Advisory
  Board/Alliance
• Significantly increase the depth of awareness and
  experience in the application of advanced
  logistics technology via a education campaign
• Initiate a 12 month program of network events and
  activities
• Develop follow-on CEFM technology-based projects
  to demonstrate short-term benefits/ efficiency to
  regional industry.

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Activities -- 2008

• Work with Chamber and others to review the
  various economic development incentives utilized
  by municipalities and CRAA to find gaps, regional
  differences in requirements, and determine value
  to logistics cluster.
• Work with education institutions and Chamber to
  develop a projected occupational needs assessment
  of the logistics sector to serve as a planning,
  marketing, and recruitment resource.
• Significantly increase the depth of awareness and
  experience in the application of advanced
  logistics technology via a education
  campaignhost regional logistics technology
  conference.
• Initiate discussions with education institutions
  and key industry leaders to catalyze the
  development of the Logistics Solution Center.
• Continue outreach to key constituencies public
  sector, trade groups, education
• Continue the remaining 12 month program of
  network events and activities
• Continue to develop and implement follow-on CEFM
  technology-based projects to demonstrate
  short-term benefits/ efficiency to regional
  industry.

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Summary

• A 10 month program to begin implementation of the
  Logistics Roadmap has been laid out
• Battelle will secure and provide the staff
  resources to implement this work program
• At the end of this time period, a fully fledged
  Alliance will have been developed and its future
  structure, organization and linkages in the
  region can be assessed by the Chamber and the
  Advisory Board as to its future directions,
  structure and other matters.

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Project Contacts
Benjamin J. Ritchey (Co-Chair) Vice
President Transportation Market Sector Battelle
Memorial Institute 505 King Ave. Columbus, Ohio
43201 Voice [phone] E-mail
ritchey_at_battelle.org
John Ness (Co-Chair) President ODW Logistics,
Inc. 1580 Williams Rd. Columbus, Ohio
43207 Voice [phone] E-mail
jness_at_odwlogistics.com
Daniel Haber (Project Support) Research
Scientist Transportation and Economic
Development Battelle Memorial Institute 505 King
Ave. Columbus, Ohio 43201 Voice (614)
424-4381 E-mail haberd_at_battelle.org
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