Strategic Vision Document 2020of Integral Logistics in Spain

INTEGRAL LOGISTICS TECHNOLOGY PLATFORM, LOGISTOP

1. Executive summary

2. Introduction

3. Integral Logistics Technology Platform, Logistop

4. Present panorama of Integral Logistics in Spain4.0. Introduction4.1. Analysis of the environment

4.1.1. Weaknesses4.1.2. Threats4.1.3. Strengths4.1.4. Opportunities4.1.5. Conclusion

5. Strategic Fields5.0. Introduction5.1. Sustainability and Social Corporate Responsibility5.2. Development of Safety and Reliability5.3. Encouragement of Collaboration5.4. Co-modality/Intermodality5.5. Training and Knowledge5.6. Technology5.7. R&D5.8. Summary chart of the actions by strategic field

6. Conclusions

Annex 1. Panel of Experts from the Technical Secretary, Technical Committee and the Governing Committee of the Integral Logistics

Technology Platform.

Annex 2. Members of the Workgroups

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Index

The document Strategic Vision of Integral Logisticsin Spain, compiled by the Integral Logistics TechnologyPlatform, Logistop, illustrates the vision of the mid-termand long-term future of logistics activity in Spain, andthe actions that should be carried out in certain strategicareas for the sustainable development of this activity.The document incorporates a strategic analysis of thestate of logistics in Spain and its impact on thecompetitiveness, in general, of Spanish companies in thepresent context of market globalisation, the appearanceof a new integral logistics paradigm and supply chainmanagement.

Firstly, this document determines that, in aninternational context, logistics is gaining increasingimportance with respect to other strategic aspects ofbusiness. For Spain and its companies, logistic activityis and will be increasingly important in the future. Itsgeostrategic position in European markets along withpresent and future competition with newly emergingcountries are forcing our country to turn to productmanufacturing and the rendering of services of a greateradded value. Logistics is an essential factor in theseprocesses.

Secondly, this document analyses the actual stateof integral logistics in Spain, both from the specificperspective of the activity itself and from the need forthe optimum use of logistics as a strategic tool by theindustrial world. In this sense, the document conveysthat, from both perspectives, there are some weak pointsand excellent opportunities that would contribute toimproving our country’s competitive position from aninternational context. From the viewpoint of logisticsactivity and the introduction of this concept in all of itsscope to companies, Spain holds a relatively weak positionwith respect to other more developed countries. Thereare basically four reasons. On the one hand logistics hasglobalised rapidly and resulted in great and verysophisticated competitors who are well-known on aninternational level in almost all of the sub sectors (logisticsoperators, application providers, automation and robotics,etc.). On the other hand, logistics requires very significantinvestments for companies and the level of innovation ofthe activity requires that these investments be madefrequently. Thirdly, the optimum development of logisticsrequires a modern and complete infrastructure network,with a high level of public investment. Lastly logisticsis a business activity with knowledge that has become

considerably sophisticated in recent years, entailing ahigh level of training and strategic orientation on behalfof human resources for its comprehension andincorporation.

In the global context, Spain is relatively small interms of logistic activity, formed by small companies withlimited investment capacities, limited public funds inmodest infrastructures and with limitations regardingtraining and strategic orientation for first and secondlevel management.

Logistop has determined a series of strategic fieldsof action, practices and frameworks that should bedeveloped to encourage opportunities for logistics activityand cultivate a competitive industry in this field, assuringthat this development is accomplished in a sustainablemanner. The platform has defined a series of key actionsto be carried out in upcoming years for the different fieldsof action.

1. Executive Summary

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This document gathers the vision that the IntegralLogistics Technology Platform, Logistop, has compiledconcerning the future of logistics in Spain and evaluatesthe conditions for the competitive sustainability of Spanishcompanies in logistics. This future vision will attemptto determine the strategic fields and actions that willserve as tools to implement the changes necessary toachieve this vision in a sustainable fashion, favouring theimpulse of technological development and subsequentstrengthening of the activity.

As the starting point for the Logistop platform, adistinction must be made between the concepts logisticsactivity and logistics sector. Traditionally the logisticssector, although not considered an industrial activitysector, can be defined as all of the business activitiesand organisations related to the storage and transportationsof goods. The platform aims to treat logistics from awider point of view by including all of the activitiesperformed within organisations which influence the flowof materials and information. Given this scope, theplatform will address the concept of logistics activity,present in all of the sectors of industrial activity.

It is observed, by means of this scope, that logisticsis not related exclusively to the supply management inan organisation. It is also related to all of the partiesinvolved, including public and private initiative to improvecompetitiveness in the area of industry by creatingtransportation infrastructures, improvements in the flowof goods, and by favouring intermodality and compliancewith environmental politics. It is worthwhile to point outthe difference between the terms logistics and integrallogistics which are so often used indiscriminately.Logistics, in an industrial context, is defined as the artand the technique used to obtain, produce and distributematerial in the proper place, at the proper moment andin proper quantities at an optimum cost. Integral logisticsis one step closer to the integration of activities and refersto the understanding that additional areas of the companyand possible relationships with external agents such aslogistics operators, suppliers and clients are necessaryfor product delivery.

This document also explains the strategic importanceof logistic activity and why action must be taken in thefield of integral logistics. Through an analysis of thedesign of the present supply chain and the identification

of supply chains of excellence in existing bibliography,the factors, strategies and underlying practices leadingto excellence will be determined for future use as toolsfor the change and strengthening of this activity. Themacro factors of the industrial field as well as the forcesoperating in the current industrial environment will alsobe studied from a multidisciplinary point of view. Aspectsfrom the area of legislation will be addressed, fromenvironmental protection to new technologies, in a waythat by beginning with the present situation the lines ofevolution of the business panorama can be analysed,along with the influence of the different aspects of thispanorama on the design and management of future supplychains, and, in general, logistics activity. The objectivepursued is one with a widespread scope and long timeline.

2. Introduction

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3. Integral Logistics Technology Platform, Logistop

The Spanish Integral Logistics Technology Platform,Logistop, was created with the objective of increasing theeffectiveness of Spanish logistics activity for Science,Technology and Business System agents. It is a workforum which aims to align strategies and combine forcesin order to strengthen this industrial activity in Spain. Itaims to promote innovation, encourage cooperation amongagents, train and develop qualified personnel and raiseawareness of the public administration in aspects relevantto logistics activity, among other objectives, through thegeneration and distribution of information.

Logistop constitutes an effective means for thedefinition of research and development priorities, deadlinesand participation in the execution and development ofaction plans in the scientific-technological field for themanagement of supply chains, transport infrastructuresand their exploitation, in addition to the logistics activityin all business and institutional sectors.

This platform was also created to identify theopportunities existing in Spain for the promotion ofspecialised training of highly qualified work teams, in away that the implementation of technology and the start-up of the strategic lines, as defined in the StrategicResearch Agenda, are guaranteed long-term.

The platform’s name Logistop corresponds to theEnglish acronym, Logistics Technology Platform, inanticipation of the future creation of a European platformin this field.

The following figure describes the organisationalstructure of the Platform:

The Technical Committee, together with the platform’sTechnical Secretary, was responsible for writing thisdocument. The panel of experts that revised this documentis included in annexe I. All of the members of theWorkgroups that participated in the development of theStrategic Vision can be consulted in annexe II.

For additional information concerning the IntegralLogistics Technology Platform, please visit:

www.logistop.org

Structure ofthe Platform:

GOVERNING COMMITTEE

TECHNICAL COMMITTEE

GROUP OFREPRESENTATIVES

SECRETARY´S OFFICE OF LOGISTOPCNC-LOGISTICA

National Centre of Excellencein Logistics

ADVISORY GROUP:G1) AdministrationG2) Business Associations WG1: Supply Chain Management

WG2: Supply Logistics

WG3: Planning and Control of Production/Operations

WG4: Warehousing, Packing and Maintenance

WG5: Transport and Mobility Management

WG6: Distribution Logistics

WG7: Inverse Logistics

WORK GROUPS

GENERAL ASSEMBLY

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Logistics is acquiring increasing importance withrespect to company strategy, and has become adetermining factor for improved competitiveness in aconstantly changing market. The application of bettermethodologies in the logistical aspect implies competitiveadvantages with respect to the rest of the companies,not only from the viewpoint of improved managementefficiency but also in terms of the increase in the addedvalue of the product or final service.

As indicated by the analyses and the studies onthe evolution of the business panorama since the 1950’s,industrial activity has followed a constant process ofcontinuous improvement, centred on the areas ofindustrial organisation considered critical for thesocioeconomic situation at the time. Industrialimprovement focused first on the improvements in theproduction systems, then the efficiency of these systems. Later came the quality, the search for new markets andclients with marketing. Improvement is currently centredon the logistics processes. Logistics management isan inevitable expense, since it is associated with productavailability, without the addition of a direct transactionof added value. But if all of the processes involved infacilitating product availability according to the clients’

demands are analysed, many methods and possibilitiesfor the improvement and optimisation of the costs canbe found.

Presently, logistics management still does not havea well defined scope in the industrial world, and incompanies’ balances there is no consensus for theallocation of costs. In fact, in many cases, the costsassociated with logistics management are not evenknown. According to data from the latest report on thesupply chain management tendencies in organisationspublished by the European Logistics Association, ELA,more than 40 percent of companies do not know thebreakdown of their logistics costs, which, according tothe industrial activity sector, could reach 14 percent oftheir total costs.

On the other hand, product availability is a valuableservice offered to the client and, although its effectsare difficult to measure quantitatively, (the relationshipbetween costs associated to the level of service andrevenue is still being studied), it can be considered atool for the competitive strategies of organisations.This aspect is becoming increasingly urgent, given thecurrent economic and business panorama, both on a

4.0. Introduction

4. Present panorama of Integral Logistics in Spain

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local and on a worldwide level. In order to offer reliability,the availability of a product according to the client’srequest from the quantity, packaging, and quality, andof course, on the date required. All of the industrialorganisational processes are involved, including thedesign, the suppliers of raw materials, the production,the commercialisation, etc. Logistics managementcovers all of these aspects and this reliability can bestrengthened by eliminating inefficiencies, improvingthe flow of both information and materials, and with allof the agents involved working together as a team.

Optimum logistics management has repercussionson cost reduction, eliminating expenses due toinefficiencies in the processes and taking advantage ofthe synergies produced between agents. It also increasesorganisations’ revenue due to the added value given tothe product or final service, with relation to availability. Nowadays companies, due to the growth of distributionand competition, are more and more aware of thepotential of logistics for their profitability. Any decisionconcerning the logistics chain could affect the servicegiven to the final client, and as a result affect sales andclient loyalty.

The client demands more speed for the delivery ofthe product, the culture of immediacy is present in allfields, making product availability a distinguishingcharacteristic which is more and more valued. Thisrequires an efficient and rapid supply chain adapted tothe product or service. In addition, the life cycle of theproducts is becoming shorter and shorter, thusorganisations are confronted with increasingly tightdeadlines, with all of the implications regarding supply,transportation, and stocktaking management. The abilityto satisfy client expectations, deciding on the level ofservice for each client depending on company objectives,is the responsibility of the management of the logisticschain. Client demands have also brought about thedevelopment of reverse logistics, independent of theenvironmental influences. The gradual increase inflexibility for the return of products and the proliferationof indirect distribution channels without previoussampling of the product are practices which increasinglyinfluence logistics operations.

With respect to the present industrial panorama,a clear and generalised outsourcing of production canbe observed as opposed to the principal points ofconsumption, with the creation of distribution networksincreasingly long in distance, complex in the numberof agents involved and complicated in terms of therelationships between all of the parties involved. Inparticular, the new competitive framework arising inEurope and Spain should be taken into account, aframework with a clear concern for the tendencies of

the industrial world with relation to the appearance ofnew competition from European countries with emergingeconomies. The industrial world in Eastern Europeancountries is in an optimal position of transport withrespect to the distance between the production and theEuropean points of consumption, so that the alreadyestablished industry in our country must find an efficientway to logistically manage its products and services bymeans of a reduction in logistics expenses to competewith the low production costs in these new nuclei. Untilnow companies in general have not been concerned

with these types of costs, from the warehousing, transportof raw materials and finished products, to themanagement of transport, and as indicated in the reportpublished by the European Logistics Association, ELA,in 2004, a large percentage of companies is not awareof the breakdown of their logistics costs.

The following figure shows the evolution of thefocus given to logistics by the organisations, according

to the ELA, where the increase in the importance of theconcept of logistics management in the management of

companies can be observed,beginning with logistics costsat the base, which are theassociated to the transport andwarehous ing, on to theimprovement in log is t icproductivity, then on to thelogistic excellence needed byan organisation to distinguishitself in its field of action usingsupply chain management. Clearreference examples in thecurrent bibliography are Inditex,Mango, and Mercadona, amongothers.

From another point of view,and with the objective ofproviding data on logisticsactivity, firstly from the Platform,it should be pointed out that nologistics sectors or industriallogistics activity exist on anofficial level in its full scope.According to the traditionalclassification, data existsconcerning the tons of goodsand passengers transported bythe different modes of transportalong with other types of dataspecific to transport, though nofigures or measurement methodsexist concerning the scope oflogistics activity, understood tobe all of the capital involved inthe transport, distribution and

management of the different industrial sectors:automation, electronics, food, textiles, etc. It is difficultfor official institutions to characterise a sector calledlogistics, since the scope of this activity is not as obviousas it is with other sectors, and even the different actorsinvolved interpret this concept in different ways. Forthis reason the sector and/or logistics activity must beofficially defined and the appropriate indicators providedinstitutionally. To do this, one of the ministerial initiatives

has been the promotion of a technology platform, withthe aim of giving integral logistics its place and positioningit, within the plans of the different ministries involved:the Ministry of Education and Science for the ScientificResearch, Technological Development and Innovation(R&D), the Ministry of Public Works for the infrastructuresand the Ministry of Industry for the clearly industrialfocus that underlies integral logistics.

The organisation DATAMONITOR, specialised inindustrial analyses, examining and analysing differentsectors using surveys, direct contact with companiesetc., provides certain data related with logistics activity,in particular with the distribution costs. This organisation,in Spain’s case, has also based its figures on data fromthe Spanish Logistics Centre (CEL) and, on a Europeanlevel, on figures from the European Logistics Association,ELA.

Summarising the data from the DATAMONITORreport corresponding to 2005, it can be said that thedistribution in Spain has experienced continual growthin recent years, and given the current framework of thenational market, changes will not be seen in this growth. The food and distribution sector is the sector thatcontributes the most weight to the logistics sector ingeneral, accounting for 45.8 percent of the total, andwill continue to be the driving force for the activity, soas the general economy of the country grows, final userswill have greater availability of capital, demand willincrease, requiring increasing efficiency in the companies’logistics management. As a reference the forecast ofthe evolution of the logistics market in Spain is indicatedbelow:

For all of these aspects, the Integral LogisticsTechnology Platform aims, by means of this document,to make industrial organisations aware of the scope andimpact of logistics management, propose a guide of keyactions in the different fields of influence, and observethe future panorama for the development of sustainableand competitive logistics activity.

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Year

2005

2006

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2008

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2010

Billion € (10E9 €)

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11.7

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% Growth

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2.60

2.30

0.60

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1.30

1982

Logisticscosts

1987 1992 1997 2003

Logisticsproductivity

Logisticsexcellence

Supplychain

Differentiationin Supply ChainManagement

Figure 2. Adaptation of the evolution of focus given to logistics by industrialorganisations. Report from the European Logistics Association, ELA.

Table 3. Adaptation of the evolution of the Spanish logistics market,in terms of distribution costs, according to the DATAMONITOR report.

The following figure is a summary of the SWOTanalysis performed by the agents that constitute theLogistop platform, which represents the main weaknesses,threats, strengths and opportunities of logistics activityin Spain.

For this analysis, the different fields of influencethat affect the management of logistics activity weretaken into account, analysing the internal processeswithin companies and the external processes betweenthe different agents in the supply chain, suppliers andclients, and the availability and exploitation ofinfrastructures and the management of goods andinformation.

The weakness observed in national exports and thelack of dynamism in the industrial sector demonstratean insufficient structural competitiveness in the Spanisheconomy that, in spite of continual economic growthsuperior to the European average and, in addition to theexistence of positive data and capital resourceinvestments which encourage industrial activity, a seriesof comparative deficiencies with the European Unionexist, both in R&D investment matter and in the insightof new technologies, as in some aspects of educationand professional training.

4.1. Analysis of the environment

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The following chart specifies the SWOTanalysis performed by the Logistop platform:

Figure 4. SWOT of the logistics activity in Spain, according to the vision of the Integral Logistics Technology Platform.

WEAKNESSES

• Lack of strategic planning in business visions

• Shortage of specialised HR trained for logisticsmanagement

• Reticence toward the innovation and incorporation oftechnological developments on behalf of the Spanishbusiness sector

• Lack of collaborative culture between the differentagents

• Typology of the Spanish industrial structure in thelogistics sector (predominance of small and mediumenterprises)

• Insufficient development of specialised logisticsoperators

• Heavy dependence on road transport

• Lack of global vision for the management of existinginfrastructure

• Globalisation of the market and commerce contributingto the appearance of new business opportunities forSpanish industry

• Increase in the practice of reverse logistics, both inaspects relating to the environment and in the returnof products

• Progressive development of R&D activities thatstrengthen the collaboration between the science andtechnology systems and the business world

• Promotion of logistics structures on a public, privateand consolidation level

• Possibility of converting Spain into the Centre ofLogistics for southern Europe

• Growth of the logistics market. Due to the new worldeconomy paradigm: globalisation, decrease in productlifecycle, increase in client demands, etc.

OPPORTUNITIES

• Business awareness of the importance of logistics asa distinguishing factor in competitiveness

• Stable situation of economic growth sustainable inSpain, which allows for industrial development andnew investments

• Existence of logistics know-how on a global level forthe development of logistics management in Spainfrom a more reliable viewpoint.

• Optimum geographic position of Spain as an entrypoint into Europe, connection with Africa and LatinAmerica, and as a good strategic position for its portsfor commerce with Asia

• Progressive and proper adaptation to the environmentaland traceability regulations

• Increase in tourism leading to an increase in themovement of people and with it the movement ofthe material needed by these people to cover theirdemands

• Higher quality of living in Spain, the Spanish lifestylemakes it an attractive country for the location ofbusiness activity

STRENGTHS

THREATS

• Absorption of the logistics processes by large foreignorganisations, due to the limited development of localoperators

• Delay in the Spanish industrial panorama with respectto the areas of industrial improvement. Logistics isstill not a priority among other areas of improvementsuch as quality, etc.

• Excessive regulation. Lack of harmony in the legislativeand normative fields, on an autonomic, national andEuropean level.

Next each point of the SWOT analysis will be developed, indicating the reasons why theywere identified by the Logistop platform.

4.1.1. WEAKNESSES

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LACK OF STRATEGIC PLANNING IN BUSINESS VISIONS.

The Spanish business culture has only one short-termvision, there is a lack of strategic vision due to the scarcedegree of awareness of the logistics concept, its scopeand the benefits that an optimum management wouldbring to the organisation and to all of the agents involved. In particular, the Spanish industrial world is mainlymade up of small and medium enterprises. The greateffort that must be made by companies from an economicaland personnel viewpoint to establish the improvementof logistics management as a priority supposes a weaknessfor the type of companies in Spain. The reactive attitudeof national companies as opposed to an attitude ofstrategic precaution should also be pointed out. Insituations where changes in demand or problems relatedto logistics need to be confronted, partial and punctualsolutions are adapted to particular problems occurringat that moment and neither future scenarios nor strategicaction plans are formulated.

SHORTAGE OF SPECIALISED HR, TRAINED FOR LOGISTICSMANAGEMENT.

In Spanish logistics activity a lack of human capitaltraining at the level of qualified managers and technicalpersonnel is observed. The offer of specialised trainingis practically inexistent, being partial and disperse, withonly a few Spanish regions offering quality training,implying a low level of knowledge and the limitation ofthe use of advance methodologies in the managementof the logistics chain.

RETICENCE TOWARD THE INNOVATION AND INCORPORATIONOF TECHNOLOGICAL DEVELOPMENTS.

The use and potential of the technologies associated withlogistics activity are still unknown by the agents involved. At the same time, a lack of policies advocating thedevelopment and implantation of these technologies isobserved on behalf of the institutions. This lack ofknowledge is observed on both a level of managementand information exchange as in the use of innovativetechniques for the management of logistics processessuch as the calculation of routes, product tracking,collaboration practices, joint planning and quantitativemethods for the prediction of demand. In particular, forthe majority of the Spanish industrial world, made up of

small and medium businesses, the problem of access tothese technologies is also due to economical barriers andthe radical change in management that it would imply.In comparison with companies from the rest of Europe,the penetration of technologies is reduced, both in theindustrial field and in general use. This means thatlogistical technology in the business world is even weakerand needs improvement.

LACK OF COLLABORATIVE CULTURE BETWEEN THE DIFFERENTAGENTS.

In the Spanish industrial culture a great amount of distrustis observed during the exchange of strategic andoperational information between agents. The collaborationand sharing of reports, joint planning and other similarpractices are not common. The collaborative cultureamong agents is difficult to introduce in nationalorganisations, making it difficult to manage a collaborativeenvironment, even for processes within the sameorganisation. A significant percentage of organisationsstill work with vertical structures, in which the departmentshave independent objectives, lacking a culture of worksby processes. This point is tied to the previous pointregarding technology, as the implantations of technologieswhich favour the exchange of information are virtuallynonexistent in organisations.

TYPOLOGY OF THE SPANISH INDUSTRIAL STRUCTURE OFTHE TRANSPORT SECTOR AND LOGISTICS OPERATORS.

There is a large level of atomisation in the logisticsoperators sector predominated by small and mediumenterprises, as in the rest of Spanish industrial activity(almost 85 percent of industrial companies have lessthan 20 employees, representing 13 percent of theindustry’s revenue and employing 29 percent of theindustry’s employees, according to data from the NationalStatistics Institute). According to specialised surveysconsulted, there are few organisations which can beconsidered leaders in the sector, and the rest of themarket is fragmented. As a result competitiveness isbased mainly on price, with few offers of specialised anddistinguished services.

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INSUFFICIENT DEVELOPMENT OF SPECIALISED LOGISTICSOPERATORS.

There are relatively few operators developed enough tooffer specialised services, not only in the aspect oftransport, but also in all of the aspects related to logistics,such as warehousing, stock management, informationexchange management, handling added value operations,etc. On the other hand there are a relatively small numberof Spanish companies that outsource services to logisticsoperators (only in sectors like the automobile industry,where the majority of the demands are imposed). Thedevelopment of alliances and the association of carriersand operators against the atomisation of the sector willfacilitate the concentration of business and provide thesecompanies with a better position in the market, allowthem to survive in the future, and avoid the threat ofabsorption of the logistics processes by non-Spanishorganisations. This aspect is also related to the lack ofcollaborative culture and distrust not only for informationexchange and but also for outsourcing operations.

HEAVY DEPENDENCE ON ROAD TRANSPORT. LACK OFINTERMODALITY.

There has been little implantation of intermodal transportand a lack of infrastructures which permit and strengthenit, on both an urban and interurban level. Many of thestrategic practices on the level of supply chainmanagement, such as zero stock, cross docking and justin time, entail an increase in the transport of goods,especially by road. The dependency creates a greater

impact with respect tosusta inabi l i ty, env i ronmental

repercussion, energy costs and accidents. The fleet shouldbe provided with more ecological alternatives for thecorrect fulfilment of the existing regulations for theseaspects, for environmental development and to offset theaid given by the European Union to other means oftransport it considers to be more ecological. Regardingintermodality, efficient relationships should be createdbetween ports and shippers, dry ports, infrastructure andrailway management, air consolidation, the practice ofshort sea shipping and the use of sea highways shouldbe developed, in addition to the creation of efficientplatforms for the exchange of information. There mustalso be planning and preparation for the continuousincrease in goods transported by sea resulting from thecontinuous increase in commerce with Asia and SouthAmerica.

LACK OF GLOBAL VISION TO MANAGE EXISTINGINFRASTRUCTURES.

The inherent difficulty of Spanish geography with regardsto the creation of infrastructures, and above all, alternativesto road transport, leads to a lack of intermodality cultureand the use of different means of transport, especiallythe railway, for the transport of goods and passengers. Atthe same time, the inexistence of navigable rivers thatconnect points of interest and the scarce use of seatransport between national ports (excluding obviously,the islands), has not allowed for the promotion of anintermodality culture and the management ofinfrastructures, as they would exist in other countries.Railways are not efficient, neither in Spanish territory norin its connection to countries abroad. On the other handthere is not sufficient development in the principal centresof land communication with Europe, a key point for theflow of the international market.

4.1.2. THREATS

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ABSORPTION OF THE LOGISTICS PROCESSES BY LARGEFOREIGN ORGANISATIONS.

This threat is analysed from the viewpoint of smallbusinesses and Spanish logistics operators that shouldassociate or join forces to face the large foreign companies. This is due to the scarce development in the practiceof national logistics operations, which could cause a lossof this market niche to foreign organisations that alreadypractise these operations.

Delay in the Spanish industrial panorama with respect tothe areas of industrial improvement.

Logistics is still not a priority among the other areasof improvement such as quality, productivity, etc. Thefact that small and medium enterprises are the principalcomponent of the Spanish industrial world means thatthe lack of resources is a barrier for the innovation and

the commitment to technological development. Themajority of Spanish companies are still in a stage ofimproving production and quality, with a view on logisticswhich is very operative but not very strategic, prioritisingbuying and productions costs as deciding criterion.

Excessive regulation and lack of harmony in the legislativeand normative fields with respect to logistics operations.

Excessive regulation regarding taxes and labourrequirements on an autonomic, national and Europeanlevel are challenges for Spain. This means that themajority of companies dedicated to logistics services(with few resources, in a competitive environment withlow margins, or the requirements are not fulfilled) willbe devoured by the large organisations with more resourcesor have to compete with companies from different legalframeworks and with greater restrictions.

4.1.3. STRENGTHS

BUSINESS AWARENESS OF THE IMPORTANCE OF LOGISTICSAS A DISTINGUISHING FACTOR IN COMPETITIVENESS.

There are sectors and national companies which,based on an efficient logistics, have been able to positionthemselves on a national and international level. As areference, organisations should use business experiencesthat verify the success and differentiation in their activitythrough logistics management, and in Spain we havegreat examples recognised worldwide, such as Inditex.This type of example can encourage, little by little, achange in the notion of logistics and its potential as acompetitive tool and distinguishing factor fororganisations.

STABLE SITUATION OF ECONOMIC GROWTH IN SPAIN.

This favourable situation in Spain permits thepromotion of industrial development and new investments. Spain is in a phase of economic growth in the Spanishindustrial world in general. The uninterrupted growthprocess of the Spanish economy during the last severalyears is more intense than that registered in the principalEuropean economies, and is strongly tied to the stabilityand trust derived from the convergence process and theintegration of the economic and monetary union. Thisfact is a good starting point for the development of newindustrial and business activities, in addition to thepositive indicators that show an increase in the investmentin capital resources, and the support of innovative marketpractices, that could lead to, particularly, the need forgood logistics management.

EXISTENCE OF LOGISTICS KNOW-HOW.

Logistics management in Spain is found to be ata relatively high starting point. By understanding othercountries’ experiences and the management of logisticsby different organisations already established in theactivity, Spanish organisations can compare knowledgeand learn how to take advantage of the knowledge thathas already been developed in these cases. From thisviewpoint, we begin with an advantageous position.

OPTIMUM GEOGRAPHIC POSITION OF SPAIN.

Our country is the entrance to Europe from Africaand Latin America, and additionally, its ports arestrategically positioned for commerce with Asia, which

favours the promotion of logistics activity as seen in theevolution of commercial tendencies worldwide. Thecountries of the Maghreb constitute a strategicopportunity; an increase in traffic is forecasted, due toproduction relocation to these countries. With respectto Eastern European countries, the Spanish businessworld must face relocation by offering other competitiveadvantages, which includes reliability in product delivery,the principal characteristic influencing logistics.

PROGRESSIVE AND PROPER ADAPTATION TO ENVIRONMENTALAND TRACEABILITY REGULATIONS.

Both central and regional governments areencouraging environmental practices and the complianceof product traceability guidelines. These standardsinfluence logistics management and the informationsystems related to it in order to preserve traceability.Spain must abide to the legislation and European andworldwide guidelines for the management ofenvironmental impact, as logistics affects theenvironmental field in different ways, from the collectionand disassembly of products for recycling to the devolutionand exploitation of products returned for remanufacturingand/or reuse.

INCREASE IN TOURISM.

Spain continues to be a tourist country because ofits geographic location and its climate. This situationis associated to an increase in the movement of peopleand the movement of materials needed by these peopleto cover their demands, resulting in increased commerceand a greater market in terms of final clients, users whowill be better served with increasingly improved logisticsmanagement of the services involved.

HIGHER QUALITY OF LIVING IN SPAIN.

The Spanish lifestyle is attractive to companiesand workers that wish to settle in national territory, incontrast with countries in Eastern Europe or Asia. It isclear that Spain is an attractive centre of operations fororganisations that want to position themselves, on ageographic level, in the European market, and as aconnection between Asia and the Americas, as previouslyobserved in other industrial fields.

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4.1.4. OPPORTUNITIES

GLOBALISATION OF THE MARKET AND COMMERCE.

This fact contributes to the appearance of newbusiness opportunities for the Spanish industrial industry,with a global logistics scope, making proper logisticsmanagement essential for the operations to be profitable. Globalisation encourages the participation of Spanishcompanies in more global and extensive logistics chains,giving our companies the opportunity to learn about andaccess new markets. This opportunity is considered tobe a challenge for the Spanish industrial sector andtherefore sustainable development and competitivenesswill depend on the manner in which the industrial worldfaces this new framework.

INCREASE IN THE PRACTICE OF REVERSE LOGISTICS.

Recently, the promotion, development and theobligatory nature of recycling and practices for the returnof products has brought an increase in the practice ofreverse logistics. With the objective to provide betterservice for the client, new return policies are increasinglyflexible, leading to an increase in the return of productssusceptible to reintroduction into a new productive andlogistics cycle. On the other hand the shortage of rawmaterials also encourages recycling, reutilisation andremanufacturing, implying an increase in the collectionand processing of products at the end of their usefullifecycle, processes that still have a wide potential forlogistics optimisation.

PROGRESSIVE DEVELOPMENT OF R&D ACTIVITIES.

There are more and more activities that strengthenthe collaboration between the Science and Technologysystem and the business world, taking advantage of theincentives promoted by national and internationalgovernments. Additionally, Spain finds itself immersedin European programs for the promotion and support ofR&D, in a way that although it is starting off at adisadvantage, Spain is becoming progressively aware ofthe necessity and all of the investment potential in researchand innovation.

PROMOTION OF LOGISTICS INFRASTRUCTURES ON A PUBLIC,PRIVATE AND CONSOLIDATION LEVEL.

In the last several years the proliferation of logisticsactivity zones can be pointed out; air freight facilities,dry ports, encouragement of the creation of logisticsplatforms and other logistics infrastructures, all resulting

in the progressive awareness of the importance of logisticsactivity, serving as exchange points for goods on aninternational level as a result of the strategic geographicallocation of our country.

POSSIBILITY OF CONVERTING SPAIN INTO THE CENTRE OFLOGISTICS FOR SOUTHERN EUROPE.

Spain should strengthen itself and aim to becomethe centre of distribution for southern Europe, regardingcommercial connections with the rest of the world, therelocation and long transport distances that should becovered with respect to future production points. Thehubs for geographic consolidation will be increasinglyessential for the organisation of logistics worldwide, andSpain is in an optimum position to serve as Europe’sconsolidation centre.

GROWTH OF THE LOGISTICS MARKET.

It is an objective fact that a larger number of logisticsactivities have been conducted in recent years.Globalisation and the relocation of production has causeda rise in the logistics activities of economies on a largescale, the growing client demands and the decrease inproduct lifecycles have increased the complexity ofoperations and services, and finally, the competitivebusiness panorama encourages the use of logisticsmanagement as a distinguishing element. The newbusiness tendencies and the increase in Internet buying,influence aspects such as transport with capillarydistribution and production management, using the studyand practice of more efficient methodology to combinethe real-time demand with production.

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Following the analysis of the integral logisticsenvironment in Spain, it is observed that several stagesare lacking in the awareness process of the Spanishindustrial world concerning the scope and potential ofintegral logistics management. In particular, there ispotential in the incorporation of integral logistics as avaluable generating process, a process which involvesnot only the departments within an organisation but alsoinvolves all of the external agents related to the productor final service, requiring the creation of collaborativeenvironments. The Spanish industrial world, accordingto the integration scale of the concept of supply chainmanagement by Stevens, is found to be between the firstand second stage, where the transition to the third stageis the concept of integration between all of the agents,an opportunity which should be taken advantage of. Seethe following figure with integration scales, by Stevens,adapted:

Figure 5. Adaptation of the figure of integration stages in the supplychain by Stevens.

The coordination and integration of the logisticschain is an essential element, not only of an internalnature within an organisation, but also between all of theagents that intervene in the supply chain for the productor service provided. Coordination refers to terms suchas combined planning, combined development of newproducts, information exchange, coordination betweenthe different hierarchic levels of companies in the network,

long-term cooperation, fair division of risks and benefits,etc. As the author Skjoette-Larse determines in his work“European Logistics beyond 2000”, there should be anopen and cooperative effort between all of the agentsinvolved in the production, supply and distribution of theproducts.

State: External Integration

Flow of material Client service

Suppliers Supply chain Clients

State: Basic

Flow of material Client service

Buying Supply Production Sales Distribution

State: Internal Integration

Flow of material Client service

Material management Production management Distribution

4.1.5. CONCLUSION

The Integral Logistics Technology Platform hasidentified a series of strategic fields of action, which arethose practices and frameworks which should be workedon to promote logistics activity opportunities and developa competitive industry while maintaining sustainabledevelopment. The Logistop platform establishes thestrategic fields of action for integral logistics in Spain asindicated in the figure below:

The figure demonstrates that theprimary objective of logisticsshould be client satisfaction,while also acknowledgingthat profitability andgrowth are principleobjectives withinthe businessstrategy of abusiness or-ganisation.To complywith theser e q u i r e -ments, lo-gistics ma-nagementshould beset up toallow the or-ganisation to beflexible to thechanges in demandand new settings, tobe efficient in order tohandle any action in thebest possible way, and to bequick in order to service an everchanging environment in a way that offersreliability for the product or service pro-vided.

In order for an organisation to be able to act inaccordance with these objectives, it must promote deve-lopment of a series of complementary strategic fieldswhich support key aspects of logistics management.These include the ability to develop human resourcesthat are trained in the material and have the knowledge

to manage and apply the technology available, to developand access the R&D performed in this activity, to createand act in collaborative frameworks between the differentagents that make up the supply chain in which theo rgan i sa t i on i s embedded , t o app l y co -modality/intermodality in the transport of goods, and tomanage both materials and information in a safe environ-ment. Furthermore, all of this must be based on the

necessity for sustainable development.

There are a series of actionframeworks over which the

company has little control,which affect the com-

pany significantlyand constrain to

the area of workwhere the stra-tegic fields asdef ined inthis docu-ment by theL o g i s t o pplatform aredeveloped:the legislati-ve framework,the socioeco-

nomic envi-ronment, the

infrastructuresand the develop-

ment of technology.If the company has little

capacity to modify theseframeworks, other external agents

are able to give guidance to modify,or partially modify, these points.

In the following sections, each areawill be developed more extensively. This analysis willallow the visualisation of the lines of action which willlead us towards the desired situation for logistics in amedium and long-term future panorama, and the definitionof the actions and projects which make up the StrategicResearch Agenda.

5.0. Introduction

5. Strategic Fields

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SOCI

OECO

NOMIC

CONTEXT INFRASTRUCTURES

LEGISLATION

TECHNOLOGICAL ENVI

RONM

ENT

Figure 6. Strategic fields ofaction in Integral Logistics.

SCMCLIENTE

RENTABILIDAD

FLEXIBILITY

SPEED

EFFICIENCY

Co-modalityIntermodality

Training andKnowledge

Safety

Sustainability

Collaboration

I+D+i

Technology

5.1. Sustainability and Corporate Social Responsibility

The growing social demand for companies to performtheir activities within a framework that permits sustaina-bility and respect towards human principles and valuesalso has repercussions for the field of logistics. In spiteof the fact that a significant percentage of companies aregenerally reluctant to incorporate new principles (aboveall when these principles viewed as an imposition, ratherthan as something of interest from a strictly businesspoint of view based on the potential financial returns orother economical justification), an increase in the numberof companies that incorporate new actions, in additionto their habitual practices, which have a lesser environ-mental impact throughout the lifecycle of their productsor avoid certain irresponsible labour practices, is expected.

This trend is driven not only by social demand or byclients, but also by Public Administrations who are alsoplaying a fundamental role. At the same time, newlegislation is appearing in developed countries and inEurope, forcing action in this area. However, generallyspeaking, a lack of awareness still exists in certainadministrations in Spain. \this is evidenced by adminis-trations that do not provide the collection of certain wasteon a local level, do not demand the compliance ofstandards with the intensity required, or lack the knowledgeat an institutional level pertaining to reverse logistics andits practices. (This type of training could be encouragedfrom this platform through all of the agents specialisedin logistics activity.) On the other hand, the recyclingactivities have significant positive effect on the employmentof people at risk for social exclusion and the disabled,providing not only employment but the active participationof these collectives in a labour activity necessary forsociety.

The companies should begin to change the designof their products (avoiding materials with difficult handlingproperties at the end of its life), where management playsa crucial role, making strategic decisions in this sense.A greater collaboration between the different links in thelogistics chain would favour awareness and better wastetreatment. Regardless, the progressive increase in thecost of raw materials and energy, due to the decrease inresources, will eventually drive companies with littleenvironmental conscience who are more worried aboutprofitability, to act in this sense in the long term.

Globalisation is also considered a great challengein this field. The search for mass markets and low-costmanufacturing will drive logistics long distances. Thesuppliers will be located in countries where legislation isnot as restrictive as in Europe and Spain in the environ-mental and human rights fields, where there will beincreasing pressure to guarantee supplies that maintainminimum standards in these fields. On the other hand

companies should strive for a reduction in transport time,due to shorter lifecycles, and measures should be articu-lated for the use of the friendliest means possible, in anattempt to avoid congestion, accidents, achieve a betteruse of freight, etc. Less contaminating vehicles must beused, as well as telematic services and control servicesto maintain an intelligent distribution of traffic, using theinfrastructures available in a rational manner. Longdistance road transport will be reduced, although roadtransport in general will increase. The environmentalimpact of large logistics zones, ports and airports, mustalso be minimised. The most dynamic sectors (the auto-mobile, textile and consumer electronics industries) willsurely be pioneers in establishing new standards forrelationships with suppliers in areas related to sustainabilityand corporate responsibility.

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5.2. Development of Safety and Reliability

It is predicted that the progress of logistics inupcoming years will be based on safety and reliability.The continuous development of logistics, favoured by theglobalisation of the market, the changes in traditionalproductive systematics, improvements in means, systemsand ways of transport and the continuous evolution ofthe means of information transmission and management,are the driving forces of the increasing awareness amongthe users and the Public Administrations respecting safetyand reliability both of which directly influence the internalpoints of the supply chain and the final client. Theimprovement in the levels of reliability allows the assuranceof the availability of the product requested, in the desiredconditions, on the dates planned and the fulfilment of

all necessary information requirements. But this will notbe achieved successfully if the product does not gothrough sufficiently safe processes, during the supplychain, for which these two concepts are directly related.

These aspects, which in and of themselves areimportant, take on a special meaning in the case oflogistics related to the movement of strategic productsor with direct effects on public health, already resultingin the continuous appearance and evolution of specificlegislation, on a local, national and European level,focusing on safety and reliability in logistics chains forthese types of goods.

Logistics development should be accompanied bythe development in parallel of mechanisms aimed towardsguaranteeing safety and reliability in all of the aspectspresent in and around the supply chain. Therefore, thecontrol of safety and the reliability of transactions, forboth goods and information, between the agents of thesupply chain, tools, methodologies and systems shouldbe developed to allow the validation and control ofsuppliers, operators, clients and the rest of the elementspresent in the logistics chain, valuing and weighting upreal time capabilities and their adaptation to the chain. In order to ensure these safer transactions, methods,means and technologies are developed for the exchangeof information and the daily work of carriers and operatorsassociated with the task of moving merchandise. Anotherkey aspect will be the safety of facilities and elements,

In summary, the key actions with respect to thestrategic field of Sustainability and Corporate Responsibilityare identified as follows:

• Analyse products from the design stage to increaserecycling, reuse and remanufacturing, both in thedisassembly and in the inclusion of recycledmaterials in the products.

• Encourage the creation and implantation of workmethodologies that optimise the reverse flow,reuse of materials and production, and all of thefunctions associated: traceability, information,transport, sales, etc.

• Create awareness among the population and fosterincreased participation in the elimination of wasteand in the use of recycled materials.

• Make administrations aware of the effective im-plementation of different regulations that deal

with waste collection and treatment and theproduction of quality recycled raw materials forlater use.

• Encourage collaboration between the differentlinks of the logistics chain, favouring better wastetreatment.

• Encourage the use of more friendly means oftransport with respect to the environment anddevelop actions which lead to the improvementof logistics infrastructures in terms of sustainability,promoting actions leading to improvement indetection systems and in the management ofwaste and contaminants, as well as optimisationof the use of energetic resources.

• Encourage the development of methodologies fora more efficient treatment of products at the endof the life of the product.

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5.3. Encouragementof Collaboration

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for which new systems should be developed to preventthe uncontrolled output of products from the supply chainand provide means of tracking for this output in less time.United to this concept is the need for tools that fine tuneproduct reliability, using systems that control thecharacteristics of the evolution of a product or the entireproduct which may suffer along the supply chain, as withits traceability. Traceability is outlined as one of the mostcritical points in order to guarantee the safety of the finaluser. On the other hand, the safety of the environmentmust be also considered, as this is an especially criticalsubject in the applied logistics of dangerous goods, wherethe development and the start up of new devices andenvironmental safety measures will be one of thefundamental requirements insisted upon for each of theagents in the supply chain, in a qualitative and legislativesense.

In spite of this, it is a fact that all of the advancesin logistics will come directly determined by the advancein technologies and the systems in charge of their control. For this, systems will need an increasingly sophisticatedmeans of data protection and reliability assurance,guaranteeing its sturdiness and avoiding breaches insecurity which would enable unauthorized access ormanipulation. The collaborative information platforms,for the improvement of flows and services by means ofP2P networks, future tendency of information managementin the supply chain, will require this security and reliabilityin the information.

To achieve this, the key actions in the strategic fieldof Safety and Reliability will as follows:

• Develop tools and methodologies that supportimprovement of the safety of transaction for goodsand information between the agents in the supplychain.

• Perfect and implement systems which would preventthe uncontrolled output of products in the supplychain and develop the means of tracking theseproducts.

• Develop tools to guarantee the reliability of theproduct, controlling its evolution along the supplychain and ensuring its traceability.

• Perfect the control devices and the environmentalsafety measures used in the logistics of dangerousgoods.

• Develop the means for data protection as anassurance of reliability, guaranteeing its integrityand safeguarding against breaches in security.

An analysis of the present state of integral logisticsin Spain suggests the existence of strength with respectto the incorporation of tactics in the area of strategiccollaboration among companies. This potential arisesfrom the implementation of the concept of integratedmanagement of the supply chain, in which all of thematerials, resources, assets and systems are managedin an integrated manner to achieve a safer, more flexible,quicker and more efficient flow of materials andinformation through all of the agents that make up thechain, from suppliers to the final client, and in the otherdirection. All of the above supports achievement of thestrategic objectives of the company with a spirit ofcontinuous improvement.

In the business operations performed with a moreclassic approach, a series of costs take place withoutadding value, simply because of the duplicity in theoperations of various agents that work for each other. Inaddition, legal restrictions and technological changesimplemented with non-complimentary approaches bythe different agents, once again encourage unnecessaryreprocessing in the operations. These types ofinefficiencies have consequences, such as the loss ofproduct loyalty on behalf of the clients. Cultural changesin companies and organisations should be proposed withthe aim to share information, on both an internal andexternal level, and even incorporate the consumer as an intelligent client who provides information about theservice on-line, and virtually in real-time.

Correct designs of the collaboration strategies amongdifferent agents that make up the chain lead to costreduction, an improvement in quality, and a decrease inthe time-to-market. These collaboration strategies rangefrom the integration of the suppliers with the manufacturerduring the design phase of a product, resulting in higherproduct quality at a lower cost, to the joint design of thelogistics operation of the supply chain. Presently newapproaches to collaboration are arising, such as the“consumer to consumer” modality in which increasinglyrefined methodologies are developed to ensure efficienttransactions, avoiding the use of intermediaries that couldmake the final product more expensive.

The design of a collaboration strategy in the field ofsupply chain must be approached from different angles,always with the objective of achieving the best performancepossible given the resources implemented, including time.

From the viewpoint of quality, each co-producer and agentin the chain must be considered responsible for thesatisfaction of the final user; and furthermore, therequirements for quality must be developed and improvedcollectively. From the perspective of cost reduction, theagents should share methods and know-how, with eachagent being pro-active in his/her area of competency.From the standpoint of supply, the agents need to adoptsimilar operational procedures, documents, etc.; and theplanning and control systems should be linked, since allof the agents are involved in the planning and control ofthe supply chain. The choice of agent depends on thespeed or the capacity to contribute to the decrease inlead-time. The collaboration plan should be flexible andall of the agents must contribute toward productimprovement and development from the beginning of theprocess.

Nevertheless, due to the tight relationship betweenthe agents in the chain, there are a series of risks toidentify in each case which should be controlled from thestart. On the one hand, the agents could abuse or misuseknowledge obtained through their cooperation in the chain,with the objective of establishing business with their owncompetitors. On the other hand, due to the low transactioncosts, replacing a supplier can be easy, which can leadto investments that are not profitable due to the briefcooperation periods involved.

Considering the aforementioned, the Logistop platformidentifies the following as key actions in the strategicfield of encouraging collaboration:

• Create policies to encourage the culture associatedwith the inter-organisational collaboration amongagents and to promote its implementation.

• Develop methodologies that favour the creation,exchange and management of joint knowledge inorganisations and the exchange of usefulinformation without affecting the protection ofproprietary knowledge.

• Encourage strategic alliances between agents inthe chain with the objective of satisfying the finalclient.

• Develop methodologies that favour a joint strategicvision among the organisations, which includescollaboration.

• Develop tools that permit the application ofcollaborative methodologies in the small andmedium enterprise sector.

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One of the strategic fields that should be addressedto improve integral logistics is co-modality. For theEuropean Commission co-modality is the efficiency inthe use of modes of transport, individually and in theframework of multimodal integration in the Europeantransport system, to achieve optimum and sustainableuse of resources.

The areas of action in this strategic field mustcontribute to the rebalancing of the different modes oftransport to increase productivity of these modes as wellas improve reliability, efficacy and competitiveness ofthese modes within the logistics chain and mustencourage the use of advanced management techniquesthat enable a different approach to transportation withinthe supply chain. The encouragement of co-modalitymust promote actions and initiatives that favour theinterconnection between different modes of transportand between these modes and the infrastructures.Actions should be implemented for the optimisation ofthe technological aspects of the logistics infrastructuresand for the management and operation of the networksassociated with the different modes of transport, tostrengthen operations and develop specific techniquesthat enable the identification of bottlenecks.

The problems of the EU and Spain due to theimbalance in the different modes for freight movementsimplies congestion, pollution and lack of safety due tothe excessive weight of road transport and the poorexploitation of the potential for other modes, such asrail or ship transport, which are safer and better for theenvironment. An improvement in co-modality wouldaddress these problems due to the advantages in energy,profitability, safety and environmental factors. From theGoteborg Council, the consolidation of intermodality, aspart of co-modality, to rebalance the distribution between

the different modes represents the nucleus of the strategyof sustainable development of transport, and therefore,a chain of efficient, profitable and environmentally-respectful supply. With the encouragement of co-modality, the “door to door” service offering will expandthrough the connection of long distance railway systemswith individualised transport systems. There will alsobe improvement in the practical use of infrastructuresand cargo handling procedures as well as more effectiveinstallations for cargo handling (or both) with the aimof reducing cost. In particular, the handling times, costsand transport time will be reduced by using quicker andmore reliable systems and entailing a decrease in thenumber of controls due to the sealing of the containers,which reduces the theft and damage to transportedgoods. All of these improvements will be completedwith a greater simplicity in the documents associatedwith transport and with the possibility of tracking thetransported goods using systems for the electronicexchange of information.

The technological developments should be directedtowards adaptation of infrastructures to the transferneeds, such as the design of new vehicles and theextensive use of information and communicationtechnologies that make dynamic planning and theefficient management of intermodal transport possible.

In summary, the following are identified as keyactions in the field of co-modality/intermodality:

• Implement actions for the optimisation of thetechnological and methodological aspects of themanagement and operation of the logisticsinfrastructures.

• Strengthen optimum operation of the networksassociated with each mode of transport anddevelop techniques in order to identify“bottlenecks”.

• Promote innovative models of public-privatecollaboration in the management of logisticsinfrastructures.

• Encourage the connection of long-distance railwaysystems with individualised transportationsystems.

• Promote actions and incentives in managementprocedures that favour the interconnectionbetween modes of transport and between thesemodes and the infrastructures.

• Encourage the use of railway transport for goods,for both domestic and international commerceand for the access to maritime ports.

• Implement actions for the adaptation of thephysical/technological aspects of the vehicles.

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5.4. Co-modality/Intermodality

The strategic field concerning the promotion ofknowledge and training plays a key role to achieve optimumlogistics development. The biggest difficulty presentedby this subject is that the continuous and dynamicevolution of logistics concepts and strategies promptscompanies to use solutions and apply strategies that didnot exist in the year 2000. An advantage to this evolutionis that while many key concepts have remained valid,new concepts are developed, not as a substitution butas an extension, caused by new requirements or a changein the business environment. This factor however, createsthe necessity of continual dissemination of the logisticsinnovations and promotion of the possibility to createnew strategies that fit the real needs of companies withthe appropriate research.

In the area of training the situation in Spain is notvery favourable since, with some very noteworthyexceptions, the training of management falls on privateentities and some university foundations whose participantsare active professionals with business experience butlacking theoretical logistics knowledge and recentgraduates that view logistics as a professional opportunitybut have little business culture. The offerings for universitygraduates in logistics are scarce, with the majorityrestricted to official and unofficial masters; and theincorporation of logistics concepts into the core subjectsprovided in the corresponding technical degrees is minimal.

Professional training does not exist on a lower levelwith the exception of National Vocation Qualificationtraining in transport (FP2) which enables the professionaltraining of the carrier and creates an adequate trainingfor the development of transport management in anycompany. The parallel figure of a hypothetical NationalVocation Qualification in warehouse management (FP2),which would enable the professional training of a logisticsoperator, does not exist and has not been developed. Awarehouse worker or product handler does not need anytraining in our country. In other more advanced countries(Sweden or Germany for example) a FP1 degree is required.

In another aspect, the Law of the Prevention ofLabour Risks requires that warehouse machine operatorshave sufficient training, but leaves it up to the judges todefine this degree of training, with different levels oftraining present in companies and organisations and inthe training offered by the equipment manufacturers.

In summary, the professional profiles of the logisticsoperations in companies are not recognised professionallyor academically in our country, and academic trainingshould be strengthened on an official level.

The key actions taken in the field of Training andKnowledge should be:

• Strengthen promotion in the business communityof the Logistics/Supply Chain concept.

• Strengthen the dissemination and knowledge ofthe new strategies and logistics applications thatappear continually, especially in the area of smalland medium enterprises.

• Carry out a job profile diagram, clear to both thelogistics operators’ sector and to companies ingeneral, indicating the key functions, the trainingrequired and finally the skills necessary for eachjob position.

• Design and determine, with this job profile diagram,the map of education for National VocationQualifications levels FP1 and FP2, for UniversityTraining; a degree in Logistics if it is consideredappropriate; the teaching of key logistical conceptsin the adequate specialised fields of Engineering,Business and Economics; University Masters; andfinally the Management Training and refreshercourses for Professionals typical of the BusinessSchools, University Foundations, etc.

• Use this job profile diagram to define and recognise,in a labour context, the new professional functionsthat logistics has imposed on both companies ingeneral and the sector of logistics operators.

5.5. Training and knowledge

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The availability and use of technology differs greatlyin function according to the area of the supply chainanalysed.

From analysis of the present situation of the use oftechnology in the Management of the Supply Chain inSpain, a lack of understanding of the true application oflogistics activity is evident on different levels: 1) on aninternal level in each company (management ofinformation, use of planning/optimisation systems forroutes, quantitative methods of the forecast of demand,etc.), 2) on an inter-organisational level, interaction withother companies (subscription to platforms for theexchange of information, traceability, collaborationtechniques, joint planning, standards for the exchangeof data, indicators of joint fulfilment, etc.). Additionally,for many small and medium enterprises, the problem ofaccess to technology is due to barriers of an economicnature, as previously mentioned. The use of technologiesleads to benefits from the improvement of managementand the reduction of errors and inefficiencies, to thepossibility of the appearance of new business models, orthe reinvention of existing models. From the viewpointof supply chain management two great trends can bepointed out: a) the growing adoption, on an internal level,of enterprise resource planning (ERP) systems; b) thegrowing tendency towards ad-hoc development ofmethodologies and tools for supply chain management. This requires the development of adequate technologyplatforms for the exchange of information and the

development of solutions for aspects concerninginteroperability. There is a low level of understandingand little use of Advanced Planning Systems and SupplyChain Planning tools, among others, especially in smalland medium enterprises. The only tools that are somewhatcommon are the Warehouse Management Systems andthe Transport Management Systems, with few Spanishinitiatives as reference.

In Purchase and Supply Management, with the aimto optimise the supplier-client integration, the need fortechnology is evident. The degree of integration achieved(or at least in interdependent relationships) betweensupplier and client, in addition to the functionality thatthe technological solution offers, will depend on theaccessibility (understood as the ease in gaining access)and the degree of standardisation. The use of collaborativeinitiatives, and above all the Efficient Consumer Responseand Collaborative Planning, Forecasting and Replenishmenttechnological support (methodologies and tools) is low;and adoption is still confronted by cultural and economicchallenges. On the other hand, the use of tools relatedto the Internet, such as e-purchasing, e-procurement,procurement portals and marketplaces is, in general, low.However, the use of technologies to automate warehousing,such as bar code management, is fairly widespread. Thedevelopment of technologies for radio frequencyidentification (RFID) is still very limited, both in Spainand worldwide, due to cost and the reliability of its results. There has been little implantation of the use of decisionsupport systems and their corresponding informationmanagement systems.

In the relation between technology and Planningand Control of Production/Operations (PCPO), the followingcritical aspects can be detected:

a) The identification of the different subsystems ofthe PCPO system could be low, mainly in smalland medium enterprises, as with the relationshipsand objectives of each. In large companies andmultinationals there is greater understanding andawareness with regards to technology for the PCPO,but in the majority of the small and mediumenterprises there is not sufficient disseminationof these concepts. There is also a lack ofunderstanding regarding the use of the technologiesand information technology tools adopted forPCPO, both on a decision-making level and forprocess optimisation. The technologies for thePCPO are still not a considered a priority and, inmany cases, they form only a small part of thebusiness strategy. In some cases, the existenceof information technology applications for thePCPO specific for small and medium enterprisesis unknown.

5.6. Technology

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b) It is important to take into account the possibilitiesthat Information and Communication Technology(ICT) offer, such as support for the OrderCommitment process. The role of ICT is essentialwhen the clients increase the level of customisationand personalisation of the products/servicesrequested as an increase in the volume ofinformation handled can delay its execution. Onthe other hand, the interactions that exist betweenthe Order Commitment process and the PCPO arenot totally resolved, specifically with the MasterProduction Plan.

c) There is a tendency towards the development andapplication of collaborative networks and/or virtualorganisations among different manufacturingplants.

d) An integrated action which promotes a serviceoriented vision must be considered, such as thetechnological support for the operation of newbusiness models within and between organisations.

e) Companies lack a coordination culture both on anexternal level and among its areas and internaldepartments. There is little incorporation of theBusiness Process technologies in the PCPO withinan organisation, in individual plants or in a networkof production plants.

f) Little attention is paid to performance measurementsystems (PMS) applied to the PCPO and supplychain management to identify the level of fulfilmentof their objectives and their evolution in successivetime periods.

There is a also need to integrate, in the PMS, allof the elements that will allow organisation to bemeasured and controlled as a global system andnot as partial subsystems. There is also a need todefine PMS capable of managing the PCPO incollaborative contexts in supply chain management,facilitating the value measurement created byeach plant and by the individual and extendedprocesses.

The technological advances in the area ofWarehousing, Packing and Maintenance will also influencethe evolution of logistics, not only centering itself on thedevices, but also on the changes in daily operations thatits use will involve on a logistics level, such as withpackaging and packing. Thus, the development of newmaterials that are better for the environment or developedusing renewable sources will allow for the use of packagingand packing with a lesser impact on the environment.Packaging and packing systems will be developed tofacilitate reuse and/or recycling. The improvement inthe design of the packaging and packing system, the2

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determination of the most adequate palletising approach,and the correct choice in materials will make a betterpallet use possible and reduce logistics costs associatedwith the breakage of products during the transport,warehousing and handling processes. Along the sameline, the developments in the area of ergonomics will bea focus area, with packaging and packing systems thatimprove the manageability of packages and the automatichandling of products reducing the costs associated withmanual handling. Additionally, the continual increase inthe requirements for identification and traceability ofproducts will result in the progressive integration ofautomatic identification devices on the containers andpackages as well as the development of the technologiesand systems associated with monitoring the informationalong the complete lifecycle or value chain of the product.Automation is another practice that should prevail inshort-term and medium-term warehousing andmaintenance. Thus, the possibilities offered for theprogressive integration of automatic identification systemswill lead to the development of warehousing systemsand/or cross-docking that uses these data for the automatedmovement of freight, especially in the case of largecompanies or logistics operators where these investmentscan have a clear economic justification. Nevertheless, forthis process to be carried out, systems that make thefluid exchange of information possible should also bedeveloped among the different agents, using EDI(Electronic Data Interchange), XML, or similar systems.For small and medium enterprises, the improvements willbe due fundamentally to the advantages that the automaticidentification will enable in its daily operations and tothe development of more economical and secure meansof maintenance and warehousing.

The growing use of new technologies on the behalfof transport companies, in the Management of Transportand Mobility, is giving rise to an important transformationof operational logistics. The technology platforms foundon the Internet give support to different initiatives intendedto promote optimisation of transport management andfacilitate the mobility of people, e.g. the web portals thatenable the link between the supply and demand fortransport services. Another important advance is theGlobal Positioning System (GPS) technology. Regardingthe mobility of people, the new business models drivenby the ICT are allowing travellers to access mobilityinformation almost in real time, in addition to improvingclient service and allowing the development of relatedadded value. With respect to the air transport of goods,the fact that the management of Spanish airports iscentralised with AENA guarantees certain safety standardsin the operations and the availability of technologiesapplied to air transport. In the road transport of goods,the incorporations of technologies such as IntelligentTransportation Systems are able to help increasecompetitiveness in the sector; and the technologies related

to traceability, allow for very important improvements inthe tracking of products and the identification of accidents,among others.

In the area of Physical Distribution Logistics andReverse Logistics it will be necessary to promote newlogistics concepts and train companies in new policies,strategies and technologies for implementation. Thefollowing tendencies are observed: a) the increase in e-business and telephone sales will make the distributionof goods more relevant; b) ICT (Wi-Fi, RFID, etc.) willbecome more important in upcoming years for traceability,c) eco-design will play an increasingly important role.

In this way the following key actions are identifiedin the strategic field of Technology:

• Creation of policies for the incorporation of logisticstechnologies (Hardware and Software) in andbetween the members of the chain.

• Encourage the creation of logistics technologies(Hardware and Software) for Spain and theadaptation of non-Spanish technologies incompanies and local supply chains.

• Develop appropriate technology platforms forinformation exchange and solutions to tackleinteroperability aspects in and among membersof the supply chain.

• Encourage collaboration initiatives and, above all,their technological supports (e-purchasing, e-procurement, buying portals and marketplace,etc.), in and among members of the chain.

• Encourage the development and application ofcollaborative networks/virtual organisations,especially in small and medium enterprises, onan internal level and between agents in the chain.

• Foster an integrated action that promotes a service-oriented vision as technological support to theoperation of new business models in and betweenmembers of the supply chain.

• Reinforce the incorporation, especially in the smalland medium enterprises, of the vision andtechnologies of business process and performancemeasurement systems.

• Promote technological advances in packaging andpacking and coordination with the warehousingand maintenance, strengthening the strategicconsideration in the supply chain field.

• Strengthen the new business models driven by theICT and Intelligent Transportation Systemstechnology in the management of transport andmobility of people.

27

The analysis of the degree of development in R&D,from both the viewpoint of the generation of new basicand applied knowledge and the viewpoint of thedevelopment of improvements in existing knowledge andthe application of this knowledge in logistics managementin Spain clearly shows important opportunities forimprovement. Basically there are three types knowledgeapplicable to logistics management: 1) those associatedwith the management of physical flow and the flow ofinformation, 2) those associated with the technologiesthat give support to the management of the flow ofinformation and communication in logistics management(hardware and software), and 3) those associated withthe technologies that give support to the managementof physical flows.

Presently, the development of knowledge is beingbased on the concept of Supply Chain Management. InSpain, the business schools and some universityfoundations and institutions working in this field, carryout a very important task, although they basically workon understanding, adapting and spreading the knowledgedeveloped in other places. The development of our ownknowledge is very limited, basically for two reasons: a)because the budget assigned to research is very small

and b) because there is very little critical mass of practicalexperiences in Spain. On a business level, in somesectors, the level of application of the most advancedknowledge is high; but they are normally sectors in whichmultinational companies have acted as changing forces,and the application of this knowledge forms part of amore global project on an international level.

Regarding the knowledge associated to themanagement of information flows, on a worldwide level,the knowledge tends to be promoted and developed bysupplier companies in the sector. In Spain, there arevery few of these companies and they are generally quitesmall, in comparison with those that exist on aninternational level, for which the majority of the mostrecent offerings of management tools are American,Australian, English, German and, more recently, Indian. Although there are excellent technicians in Spain, theSpanish market is too small to stimulate sufficient demandfor the creation of very large companies with the resourcesto develop their own knowledge. The resources requiredfor developing knowledge in the information and

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5.7. Scientific Research,Technological Developmentand Innovation (R&D)

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communication technology fields are very high; andfor this reason, they are only within the reach of very largecompanies. Although the domestic market is small,supposedly globalisation would have helped to promotelarge companies in Spain; but this has not been the case,probably because in this field, as in many others, the levelof internationalisation of the Spanish companies, althoughgrowing, is still low in certain companies and sectors. Thehigh cost of development and implementation of theinnovations in this field makes access difficult for manycompanies and makes the level of real use of this advancedknowledge low and centred in specific sectors and largecompanies.

Lastly, regarding the knowledgeassociated with the management ofphysical flows (automation and robotics,new materials, packing and packaging,etc.) Spain continues to be a countrywith a very limited market. This fieldof development of new knowledge isalso very costly and led by the privatesector. Although there are verycompetitive Spanish companies, theyare few and generally small incomparison to their internationalcompetitors. On the level of applicationof innovations in this field, once againthe cost of this type of projects is animportant barrier for its implementation,making it inaccessible for the majorityof Spanish companies that make up theSpanish business world: the small andmedium enterprises.

From the Logistop platform, thefollowing key actions are identified inthe area of R&D and classified intothree groups:

• Create awareness of the importanceof R&D in the logistics sector, promotingthe importance of logistics amongcompanies and institutionally supportingthe public and private entities that arededicated to R&D in the logistics field.

• Dedicate more economic resourcesand a more efficient and coordinateduse of these resources, specifyingstrategic priorities for the developmentof knowledge in the logistics field inour country; strengthening certaincomplimentary specialised fields in thecentres where the knowledge is

developed; using the budgets, if they are public, or theincentives and grants if they are private, after a detailedanalysis of the areas with the most deficiencies; andestablishing an ambitious program of stimuli for R&D inthe private sector in Spain to achieve more investmentsand to attract R&D centres to Spain from the most importantcompanies on an international level.

• Encourage the development of large projects on a nationaland international level in the strategic fields among centresfor the development of knowledge in Spain, with internationalcentres, between centres and the private sector and amongprivate companies.

Co-modality/Intermodality

• Implement actions for the optimisation of the technological and methodological aspectsof the logistics infrastructures

• Strengthen the optimum operation of the networks associated to each mode of transportand develop techniques to identify “bottlenecking”

• Encourage the connection of long-distance railway systems• Favour the interconnection between modes of transport, and between the infrastructures• Encourage the use of railway transport of goods• Implement actions for the adaptation of the physical/technological aspects of the

vehicles

• Develop tools and methodologies for the improvement of transaction safety• Perfect and implant systems to prevent the uncontrolled output of products from the

chain• Develop tools to guarantee product reliability• Perfect the control devices and the environmental security measures• Develop means of data protection and reliability assurance

Development ofSafety andReliability2Encouragementof Collaboration

• Create policies for the encouragement of the culture associated with inter-organisationalcollaboration

• Develop methodologies that favour the creation, exchange and management of knowledge• Encourage strategic alliances among agents in the chain• Develop methodologies that favour the exchange of information without affecting the

Know-how privacy• Develop methodologies that favour a joint strategic vision• Develop tools that allow for the application of collaborative methodologies in the area

of small and medium enterprises3

1

Sustainabilityand CorporateResponsibility

• Analyse products from the design stage• Optimise the inverse flow of the materials and all of the associated resources• Create awareness among the population for greater participation in the elimination of waste• Create awareness among the Administrations for the effective implantation of the different

regulations that regulate the collection and treatment of waste• Encourage the collaboration between all of the links in the logistics chain• Encourage the use of more environmentally friendly means of transport• Encourage the development of methodologies for product treatment at the end of the life of

the product

KEY ACTIONSSTRATEGIC FIELD

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4

5.8. Summary chart of actions by strategic field

Training andknowledge

• Strengthen the business popularisation of the concept• Strengthen the popularisation and knowledge of new strategies and logistics applications• Create a job profile diagram• Design and decide the education map of Vocational Training, University Training,

University Masters, Management Training and refresher courses for Professionals• Define and recognise in a labour context, the new professional functions in the field

of logistics5• Creation of policies for the incorporation of logistics technologies• Encourage the generation of Spanish logistics technologies and the adaptation of foreign

technologies• Develop technology platforms for the exchange of information• Encourage collaboration initiatives and their technological supports• Encourage the development and application of collaborative networks / virtual organisations,

fundamentally for small and medium enterprises• Foster an integrated action that promotes a service oriented vision, as technological

support to the operation of new business modes• Reinforce the incorporation, fundamentally for small and medium enterprises, of the

vision and technologies of business processes and performance measurement systems• Promote the technological advances, in packaging and packing, and their coordination

with warehousing and maintenance.• Reinforce the new business models driven by the ICT and the Intelligent Transportation

System technologies

Technology

6R&D • Create awareness of the importance of R&D in the logistics sector

• Dedicate more economic resources and a more efficient and coordinated use of theseresources

• Encourage the development of large projects on a national and international level inthe strategic areas

7

KEY ACTIONSSTRATEGIC FIELD

31

6. Conclusions

The present industrial landscape and the mid-termand long-term forecasts of the future indicate that integrallogistics management should be considered as acompetitive tool. In order to achieve sustainabledevelopment of the activity, action is needed in variousstrategic fields, both on a private and pubic level. Spainand its logistics activity are still in a phase of awarenessconcerning the scope of integral logistics managementand all of its potential. As the Public Administrationsand the private industrial sector become aware of thissubject, because of the internal necessities forcompetitiveness and due to the external imposition ofsustainable development, logistics in Spain can beconsidered an activity that manages knowledge, innovatesand applies technology for its development. In order toposition logistics as a strategic tool, education is neededon operational, business and governmental levels, alongwith the development of policies that promote innovationand enable the implementation of initiatives in this area.

Logistics management should be carried out on aninternal level within the organisation, on an external levelin the relationships between suppliers and the otheragents involved, and in the relationship with the finalclient. In order to consider a business strategy orientedto the client, either being the final user or the next stepin the supply chain, involvement of logistics managementis vital. This vision can increase client satisfaction,

reduce costs, eliminate inefficiencies, improve productivity,and change the work environment to a collaborativeenvironment, all of which can pave the way for the successof the present and future economic framework. On theother hand, investments in infrastructure and theexploitation of infrastructure should be encouraged,including initiatives that connect the peninsula withEurope. The flow of goods should be increasingly efficient,favouring the reliability of delivery, in a manner that theoperations are profitable for the organisations.

In general, in order to reach these objectives,qualified personnel with a high level of training is essential,the collaborative processes should be promoted andregulated on an official level and supported by the useof technology, actions of awareness should be carriedout regarding the impact on the environment and socialcorporate responsibility should be encouraged. In addition,on a public and private level, research, development andinnovation initiatives should be encouraged both inindustries and in infrastructures. Co-modality andintermodality in transport, the safety of goods, andinformation exchange in transport should be encouragedand developed. The Integral Logistics Technology Platformwould like to designate all these aspects as strategicfields of action for the development of logistics activityin Spain.

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1Panel of Experts from the TechnicalSecretary, Technical Committeeand the Governing Committee of theIntegral Logistics Technology Platform.

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Annexe

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NAME

Ruben Sainz

Máximo Martínez

Carolina García

Technical Secretary

ENTITY

Integral Logistics Technological Centre Foundation of Cantabria

Technological Institute of Packing, Transport and Logistics

Zaragoza Logistics Centre

NAME

Francisco Cruz Lario

Juan Manuel Castanedo

Jaume Mira

Luis Miratvilles

Pablo Zubía

Adenso Díaz

María Jesús Sáenz

Technical Committee

ENTITY

Centre for Research, Management and Production Engineering, CIGIP

Integral Logistics Technological Centre Foundation of Cantabria

Catalan Institute of Logistics (ICIL FOUNDATION)

IE Business School

Technological Institute for Packaging, Transport and Logistics

University of Oviedo, Spanish Reverse Logistics Network, Revlog

Zaragoza Logistics Centre

Governing Committee

ENTITY NAME

María de Lora

José Bleda

Javier Carbajo

Encarnación Pitarch

José María Arnedo

Luis Miguel Concha

Jaime Agramunt

Joaquín Antonio Rodrigo

Angel Sánchez

Vicente Sánchez

José Jorge del Castillo

Miguel Valeverde

Miguel Angel Pesquera

María Jesús Sáenz

Javier Zabaleta

Enric Soria

Luis Angel Gómez

Luis Rafecas

Eduardo Beltran

Eugenio Garmedia

Germán Ros

Luis Domenech

Gonzalo Sanz

Pedro Corraliza

Juan Pinto

María Luisa Castaño

Paloma Iribas

Mariano Navas

Juan Carlos Lorenzo

Gonzalo Aguerri

Jaime Ballbé

Carlos Camahort

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ABX Logistics Spain, P.L.C.

ACCENTURE

ALSA

ANECOOP Corporate Partnership

ARMESA LOGÍSTICA

C.C. Carrefour, P.L.C.

C.T.M. de Levante, Ltd. (CBL Logistics Spain, Ltd.)

Car Volum, Ltd.

Cartonajes Levante, P.L.C

CEL – Spanish Logistics Centre

Airport Logistics Centre, P.L.C. (CLASA)

CETM – Spanish Confederation of Transport of Goods

CNC-LOGISTICA / Integral Logistics Technological

Centre Foundation of Cantabria (CTL-Cantabria)

CNC-LOGISTICA / Zaragoza Logistics Centre (ZLC) Foundation

CNC-LOGISTICA / Technological Institute for Packaging,

Transport and Logistics (ITENE)

Consum Corporate Partnership

Christian Salvesen Gerposa, P.L.C.

Ford Spain, P.L.C

Galenica, P.L.C. (SAFA GROUP -Alliance Healthcare)

General Motors -OPEL SPAIN

ROS CASARES GROUP

Catalan Institute of Logistics (ICIL FOUNDATION)

LÓGICA

Mercadona, P.L.C.

Ministry of Defence

Ministry of Education and Science

Ministry of Public Works

Ports of the State

SIEMENS, P.L.C.

Sociedad Anónima Industrias Celulosa Aragonesa (SAICA)

Solvay Chemicals

TAU Cerámica (TAULELL, S.A.)

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2Members of the Workgroups

37

Annexe

Work Groups

WG1: Supply Chain Management

NAME

Manuel Yague

José Viteri Larrea

Eduardo Beortegui Añon

José Carlos Prado Prado

Ander Errasti Opakua

Pablo Vázquez Calvo

Julio de Solaun Bustillo

José Luís Ajuria Foronda

Gabriel Uriarte Salazar

Salvador Furió Pruñonosa

Carlos Kirby Isasi

Jaime Beltrán Sanz

Ainara Viña Bilbao

Fernando Guerrero López

Alberto Archilla López

Javier Olmo López

Jesús María Santamaría Yugueros

Alberto Asín

Iñaki Arriola Irizar

Eva Ponce Cueto

Mar Rivas Navarro

Robert Fornés

David Nicolau Artiaga

Mikel Santiago Epelde

Julen Galarza Badiola

José Miguel Araujo

Luís Concha Salinas

Fco. Javier Turageno Gómez

Santiago Cáceres Elvira

Ramón García García

Ana Muriel

Carlos Millán Ibor

Juan Villacampa Santos

Sonia Seerainer Bosque

Bosal Industrial Zaragoza, S.A.

ENTITY

ACCENTURE

Asociación Cluster del Transporte y la Logística del País Vasco

Asociación de Enclaves Logísticos CyLoG, Castilla y León Logística

Dpto. Organización Empresas. ETS Ingenieros Industriales de Vigo

Escuela Politécnica Superior - Universidad de Mondragón

Everis

Fundación Centro Tecnológico de Componentes

Fundación EUVE

Fundación LEIA, C.D.T.

Fundación Valenciaport

IDOM Ingeniería y Consultoría

Instituto Andaluz de Tecnología

Instituto Vasco de Logística

ISOIN

ITENE

Recreativos Franco, S.A.

Robotiker – Tecnalia

Tecnipesa

Ulma Handling Systems

Universidad Politécnica de Madrid

Vossloh España, S.A.

Carvolum

Grupo Alfaland

M & L Group

M & L Group

Miembros de los Grupos de Trabajo

M & L Group

C.C. CARREFOUR, S.A.

AIDIMA

ETRA Investigación y Desarrollo, S.A.

Centro Español de Logística

Universidad de Massachusetts

Instituto Tecnológico de Aragón (ITA)

Inditex

Bosal Industrial Zaragoza, S.A.

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AD PERSONAM MEMBERS

Teresa Vallet Bellmunt

David de la Fuente García

Maria Soledad Torres Galan

Francisco Javier Carrasco Arias

Ana Marques Marzal

F. Xavier Molina Morales

Ginés Bustos Casanova

Santiago González Martínez

Rafael López

Luis Berges Muro

María Pilar Lamban Castillo

Jesús A. Royo Sánchez

Juan Pablo Antún

Rocío Ruiz Benitez

Líder: María Jesús Sáenz Gil de Gómez Zaragoza Logistic Center

WG2: Supply Logistics

AD PERSONAM MEMBERS

José María Peláez Martínez

Santiago García Zaragoza

Javier González benito

María Soledad Torres Galan

María del Carmen Calvo Navalmoral

Teresa Carpio

NAME

Cristina Álvarez Álvarez

José Antonio Pila González

Iratxe García Gil

Alberto Archilla López

María del Carmen Palacios Prados

Alberto Asín

Ángel Manuel Gento Municio

Eva Ponce Cueto

Marcos Carbonell Sanz

Mikel Santiago Epelde

Ricardo Cañavate Párraga

Inmaculada Lapeña García

Sonia Seerainer Bosque

ENTITY

Asociación de Enclaves Logísticos CyLoG, Castilla y León Logística

Fundación Centro Tecnológico de Componentes

Instituto Vasco de Logística

ITENE

Robotiker – Tecnalia

Tecnipesa

Universidad de Valladolid

Universidad Politécnica de Madrid

Carvolum

M & L Group

SAMCA

Everis Spain, S.L.

Bosal Industrial Zaragoza, S.A.

Líder: Luis Miratvilles

WG3: Production Planning And Control

NAME

Ander Errasti Opakua

Julio de Solaun Bustillo

José Luís Ajuria Foronda

Ainara Viña Bilbao

Javier Olmo López

María del Carmen Palacios Prados

Jesús Manuel de la Cruz García

Álvaro García Sánchez

Julen Galarza Badiola

Albert Corominas Subias

Carlos Millán Ibor

Luis Martínez Jiménez

Francisco Djediol

Guillermo Giménez Gualde

ENTITY

Escuela Politécnica Superior - Universidad de Mondragón

Fundación Centro Tecnológico de Componentes

Fundación EUVE

Instituto Vasco de Logística

Recreativos Franco, S.A.

Robotiker – Tecnalia

Universidad Complutense de Madrid

Universidad Politécnica de Madrid

M & L Group

Instituto de Organización y Control de Sistemas Industriales

Instituto Tecnológico de Aragón (ITA)

Everis Spain, S.L.

Francisco Ros Casares, S.L.

Auren

AD PERSONAM MEMBERS

José Maeso Escudero

Luis Berges Muro

María Pilar Lamban Castillo

Jesús A. Royo Sánchez

Líder: Francisco Cruz Lario

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Instituto de Empresa

Centro de Investigación, Gestión e Ingeniería de Producción. CIGIP

AD PERSONAM MEMBERS

Juan Carlos García Pérez

César Contreras Orient

F. Javier Curieses López

David de la Fuente García

José Maeso Escudero

Joan Comas Moliné

WG4: Storage, Packaging And Handling

NAME

Luís Lara Rodríguez

Iván Román Amor

Ángel Sánchez Martínez

José Antonio Pila González

Jesús García Arca

Iratxe García Gil

Nuria Herranz Solana

Amparo Martínez Giner

Patricia Navarro Javierre

Gracia Sánchez Amoros

Jone Echezarra Huguet

Iñigo Jauregui Beldarrain

Javier Vega Gumiel

Fco. Javier Turageno Gómez

Cristobal Soriano Romero

Gonzálo Aguerri Sánchez

Miguel Ángel Romeo

Josep Durán Viñas

José Joaquín Alberó Domenech

Roberto Rodríguez Martín

ENTITY

ARANCO, Aranguren Comercial del Embalaje, S.L.

Asociación de Enclaves Logísticos CyLoG, Castilla y León Logística

Cartonajes Levante

Fundación Centro Tecnológico de Componentes

Grupo Ingeniería de Organización (GIO) Universidad Viga

Instituto Vasco Logística

ITENE

ITENE

ITENE

ITENE

Robotiker – Tecnalia

Ulma Handling Systems

Jungheinrich de España, S.A.U

AIDIMA

Systems España, S.A.

SAICA

SAICA

Chupa Chups

Ford España, S.L.

Everis Spain, S.L.

Líder: Pablo Zubía Instituto Tecnológico del Embalaje, Transporte y Logística. ITENE

WG5: Mobility And Transport Management

NAME

Carlos García Viana

José Viteri Larrea

Humberto Moyano

Leif Thorson Bofarull

Lorena Sales

Borja de Torres Atencia

Pablo de Torres Atencia

Domingo de Torres Pérez

Ángel González Rubio

Gabriel Uriarte Salazar

Antonio Torregrosa Maicas

Oskar Royuela Garran

ENTITY

Asocociación de Empresas de Logística y Transporte de Contenedores

Asociación Cluster del Transporte y la Logística del País Vasco

Autoridad Portuaria de Gijón

CENIT - Centro de Innovación del Transporte

CEDIT - Centro de Derecho del Transporte Internacional

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

Fundación LEIA, C.D.T.

Fundación Valenciaport

Instituto Vasco de Logística

Líder: Rubén Sainz Fundación Centro Tecnológico en Logística Integral Cantabria

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NAME

Fernando Guerrero López

David Moya Ramírez

Maite Álvarez

Miguel Ortega Mier

Mar Rivas Navarro

Gabino Diego Díaz

Guadalupe González Sánchez

Elvira Maeso González

Albahari, Alberto

Francisco Pedraza Moreno

Jaume Ballbé Sendrá

Antonio Marqués Moreno

Carlos Ruiz de León Loriga

Fernando Casas Blanco

Marcial Valmorisco

Marta Domínguez Cuadrat

Luis Ángel Gómez

ENTITY

ISOIN

ITENE

Robotiker – Tecnalia

Universidad Politécnica de Madrid

Vossloh España, S.A.

Humanitae Empleo e Innovación, S.L.

Catedra de Gestión del Transporte Universidad de Malaga

Catedra de Gestión del Transporte Universidad de Malaga

Catedra de Gestión del Transporte Universidad de Málaga

Fundación Instituto De Transporte, Comercio y Marketing

Solvay Química, S.L.

ETRA Investigación y Desarrollo, S.A.

INNOVAMAR

INNOVAMAR

ISDEFE

ABX Logistics España, S.A.

Christian Salvesen Gerposa, S.A.

AD PERSONAM MEMBERS

Norberto Piñango Ripolles

Emilio Larrodé Pellicer

Francisco Javier Carrasco Arias

José Manuel Zarzuelo Zarzosa

Rosa Isabel Aza Conejo

José Baños Pino

M. Josune Albizuri Irigoien

Juan Carlos García Benito

WG6: Distribution Logistics

NAME

José Luís Santiago de la Fuente

Miguel Estrada Romer

Borja de Torres Atencia

Pablo de Torres Atencia

Domingo de Torres Pérez

Ángel González Rubio

Joaquín Aranda Almansa

José Carlos Prado Prado

Pablo Vázquez Calvo

Salvador Furió Pruñonosa

Carlos Kirby Isasi

Oskar Royuela Garran

David Moya Ramírez

Maite Álvarez

Irene Alberdi Ugalde

Ángel Manuel Gento Municio

ENTITY

Asociación de Enclaves Logísticos CyLoG, Castilla y León Logística

CENIT - Centro de Innovación del Transporte

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

CIA Logística Acotral, S.A.

COSICOLOGI

GIO (Grupo Ingeniería de Organización). Dpto. Organización Empresas.

ETS Ingenieros Industriales de Vigo

Everis

Fundación Valenciaport

IDOM Ingeniería y Consultoría

Instituto Vasco de Logística

ITENE

Robotiker – Tecnalia

Ulma Handling Systems

Universidad de Valladolid

Líder: Jaume Mira Instituto Catalán de Logística (Fundació ICIL)

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NAME

Elvira Maeso González

Francisco Pedraza Moreno

José Miguel Araujo

Ricardo Cañavate Párraga

Javier Vega Gumiel

Ignacio Soria Garnacho

Cristobal Soriano Romero

Santiago Cáceres Elvira

Gonzálo Aguerri Sánchez

Miguel Ángel Romeo

José Vicente Torner

Jordi Barrachina Coll

Guillermo Giménez Gualde

ENTITY

Catedra de Gestión del Transporte Universidad de Malaga

Fundación Instituto De Transporte, Comercio y Marketing

M & L Group

SAMCA

Jungheinrich de España, S.A.U

C.C. CARREFOUR, S.A.

Systems España, S.A.

ETRA Investigación y Desarrollo, S.A.

SAICA

SAICA

Francisco Ros Casares, S.L.

Altran DSD

Auren

AD PERSONAM MEMBERS

Teresa Vallet Bellmunt,

Ana Marqúes Marzal

F. Xavier Molina Morales

José Manuel Zarzuelo Zarzosa

Ginés Bustos Casanova

M. Josune Albizuri Irigoien

Joan Comas Moliné

Juan Pablo Antun

AD PERSONAM MEMBERS

José María Puchol Serra

Francisco Javier Curieses López

Javier González Benito

Sergio Rubio Lacoba

Rocío Ruiz Benitez

WG7: Reverse Logistics

NAME

Luís Lara Rodríguez

Antonio Dobón López

Mercedes Hortal Ramos

Jone Echezarra Huguet

Irene Alberdi Ugalde

Miguel Ortega Mier

Guadalupe González Sánchez

Antonio Marqués Moreno

Albert Corominas Subias

Marcial Valmorisco

Vicente Izquierdo Escudero

Ana Muriel

María Isabel Blanco Huerta

ENTITY

ARANCO, Aranguren Comercial del Embalaje, S.L.

ITENE

ITENE

Robotiker – Tecnalia

Ulma Handling Systems

Universidad Politécnica de Madrid

Catedra de Gestión del Transporte Universidad de Málaga

ETRA Investigación y Desarrollo, S.A.

Instituto de Organización y Control de Sistemas Industriales

ISDEFE

DHL Exel Supply Chain, S.L.

Universidad de Massachusetts

Multicyclos Medioambiente y Logística Inversa

Líder: Adenso Díaz Universidad de Oviedo. Red Española de Logística Inversa. REVLOG

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Integral Logistics Technology Platform, LogistopCNC-LOGÍSTICAAvda. Gómez Laguna 25, First floor50.009 Zaragoza.Tel.: +34 976 077 607 - Fax: +34 976 077 601info@logistop.org

www.logistop.org