A FRAMEWORK FOR TENDERING BASED ON EMAT APPROACH TO SUPPORT SUSTAINABLE URBAN CONSTRUCTION LOGISTICS

Walther Ploos van Amstel, Amsterdam University of Applied Sciences Siem van Merriënboer, TNO Mobility Susanne Balm, Amsterdam University of Applied Sciences

September 2015 The Netherlands

RELEVANCE AND APPROACH INFLUENCE BEHAVIOUR

•  The need to organise construction logistics more efficiently and sustainably from an economic, environmental and social perspective

•  Around 30% of city deliveries are related to construction logistics •  Improving construction logistics starts at project design and

contracting; behaviour of all stakeholders involved including government

•  What tools can be used during tendering and contracting phase to stimulate sustainable construction logistics?

•  Discuss next steps in our research: suggestions, blind spots, cases and collaboration

PREVIOUS WORK

•  When it comes to freight flows in urban areas, transport to and from construction sites often gets less attention and is less studied (Verlinde, 2015). Construction deliveries are therefore ‘hidden’ logistics (Lindholm,2013). This is remarkable because urban population growth has led to an increased demand for construction, repair and renovation works in cities.

•  Principles of socially and environmentally responsible procurement come into play in the “economically most advantageous tender” (EMAT) approach

•  No research is available on effectively using EMAT to support sustainable purchasing behaviour in construction

BEST PRACTICES IN CONSTRUCTION LOGISTICS •  Use of UCC’s, consolidation

upstream, water and combining incoming with outgoing flows

•  Reduction of urban freight movements with 50-80%

•  Reduction in transport cost •  Potentially less cost of construction

and more reliable planning •  Stakeholder involvement

•  Future data integration with BiM offers potential for improving logistics: paperless processes, tactical and operational planning and link to local traffic control

LOGISTICS QUALITY STARTS IN CONTRACTING PHASE •  ‘Economically Most

Advantageous Tender’ (EMAT), as defined in the EU's public procurement directives, allows public purchasers to combine environmental aspects, price and other award criteria in decision making.

•  In contracting in the Netherlands 70-80% of tender procedures is using EMAT criteria.

LOGISTICS QUALITY IN EMAT Strategy  

Balanced  scorecard  

Logis2cs  goals  

Network  

plan  and  control  

ICT  

organiza2on  

Strategy  

Balanced  scorecard  

Logis2cs  goals  

Network  

plan  and  control  

ICT  

organiza2on  

SYNCHRONISED  DISTRIBUTION  PROCESSES  

COLLABORATIVE  PLANNING  AND  CONTROL  AND    SHARE  AND  ALIGN  DATA  

GOVERNANCE,  CULTURE  AND  ORGANIZATION  

Align  the  value  chain  

LOGISTICS QUALITY IN EMAT 1.1 Transport quality: transport to the construction site 1.1.1 Use of different logistics concepts during the different phases of the construction project 1.1.2 Using volume and cost data to support the different logistics concepts 1.1.3 Partner selection: wholesalers, suppliers and third party service providers 1.1.4 Organisations and lay out of construction site

1.2 Logistics planning and control quality 1.2.1 Availability of operational plans 1.2.2 Availability of tactical plans 1.2.3 Are logistics plans linked to local traffic control plans

1.3 Logistics information quality 1.3.1 Logistics data synchronisation and data alignment (data quality) 1.3.2 Logistics data synchronisation and data acquisition 1.3.3 Key performance indicators

1.4 Logistics organisation quality 1.4.1 Knowledge management 1.4.2 Communication between partners in the supply chain 1.4.3 Procedures for lessons learned

FURTHER RESEARCH IN BEHAVIOUR

•  SMART tools for evaluating EMAT criteria •  Monetarisation of logistics quality •  Role of government with BLVC-procedure (ALSC: Accessibility,

Liveability, Safety, and Communication) and community management •  Integration with BREAAM and other approaches e.g. competitive

dialogue procedure •  Monitoring behaviour during tendering process (lessons learned) in

case studies •  Monitoring results during actual realisation of project •  The role of subcontractors and 3PL •  Data sharing: BiM and control towers