City Logistics Best Practices: a handbook for Authorities

7 Freight Operators Recognition Scheme (FORS), London

(UK)

7.4.4 Other Policies

London Freight Plan Projects to deliver freight in London more sustainability:
· Delivery and Servicing Plans
· Construction Logistics Plans
· Freight Information Portal
The London Freight Plan supports the Mayor’s Climate Change Plan (2007) and informs future changes to
the Mayor’s London Plan, transport, environmental and related strategies.

7.5 Results

7.5.1 Expected vs. Actual benefits

Reduction in emissions and improvement in freight transport efficiency.
Benefits for businesses in cost reduction, driver training, use of the FORS logo, improved practices and
efficiency through workshops and training.
FORS is at a too early stage to be evaluated ex-post.

7.5.2 Quantitative results achieved

FORS represents 136 members, covering 479 depots, and accounting for more than 17,000 vehicles across
London in 2010. Annual membership growth of 20% is expected for future years

7.6 Key Considerations

7.6.1 Primary Obstacles

IT system on benchmarking is not very efficient, taking some time to regularly fill in the operator’s data.

7.6.2 Critical Success factors

Convince the industry partners to participate in the scheme.
Offer of market incentives.

7.6.3 Contacts
Jacques Leonardi, J.Leonardi@westminster.ac.uk
Daniel Evanson, DanielEvanson@tfl.gov.uk
FORS@tfl.gov.uk

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 City Logistics Best Practices: a handbook for Authorities

8 London Construction Consolidation Centre (LCCC),

London (UK)

8.1 General information

8.1.1 Description
The London Construction Consolidation Centre (LCCC) was acting as a distribution centre and delivery
service area for construction materials to four major building projects in Central London.
The 4 sites using the LCCC were:
· Unilever House 250,000 sq ft
· Coleman Street, 10 storeys and 180,000 sq ft
· Basinghall Street, 200,000 sq ft
· Bow Bells House, 140,000 sq ft of offices and 14,500 sq ft of retail space

8.1.2 Type of measure/field of application

Administrative X
Urban planning
Governance
Awareness
Infrastructure X
ITS & Technical
Modelling
Supply Chain X
Information

8.1.3 Framework and background

The LCCC’s mission statement is “to deliver in the safest and most efficient manner possible the right
materials to the right site at the required contractors and project managers”.
Because of the cost an environmental impact of deliveries, the consolidation centre aim to reduce the
number of vehicles travelling into urban areas.
The objective of the consolidation centre is to offer an effective supply chain management solution to
facilitate the safe and efficient flow of goods from the supplier through to the end user.

8.2 Policy design details

8.2.1 Primary Policy Objectives

Provide Incentives
Regulation/Enforcement Component X

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City Logistics Best Practices: a handbook for Authorities

8 London Construction Consolidation Centre (LCCC),

London (UK)

8.2.2 Policy design steps and timing

In July 2001 the Mayor of London issued the Transport Strategy which was followed up in February 2004 by
The London Freight Plan, the Mayor’s spatial development strategy. These led to the setting up of the
London Sustainable Distribution Partnership (LSDP), and Transport for London’s (TfL’s) Freight Unit which
was given a specific remit to developing the London Freight Plan (LFP).
The LCCC is a part of the Delivery and Servicing Plans (DSPs) which is one of four key projects of London
Freight Plan of June 2008.

8.2.3 Actors involved and participation

The London Construction Consolidation Centre Partnership comprises:
· Wilson James, one of the leading providers of construction and aviation logistics and consultancy
services in the UK.
· Stanhope plc, who develops commercial properties in the UK
· Bovis Lend Lease, is one of the world’s leading project management and construction companies
· Transport for London, TfL created a dedicated team involved in the management of the
consolidation centre.
Partner Role
Transport for London: data collection, promotion of consolidation centres
Wilson James Ltd: physical management and operation of consolidation centre, construction logistics
expertise, ownership of trucks, provision of staff to run the operation
Stanhope Plc: site development
Bovis Major contractor: Project management of all other contractors, constructing Excellence, acted on
behalf of TfL to manage the project.

8.2.4 Site characteristics

The LCCC operated from a 5 000 m² facility that had the capacity to process in excess of 200,000 pallets of
construction project materials per annum, based on a dwell time of seven days. The capacity was based on a
calculation supplied by the Department for Trade and Industry (DTI).
The Centre was located in South Bermondsey, outside of the Congestion Charging zone, three miles from
the City of London and just four miles from the West End.
The Centre was used to service four main key central London developments; Unilever House , Bow Bells
House, 1 Coleman Street and 35 Basinghall Street, all of which have considerable delivery constraints as a
result of their central location, and planning restrictions. Such constraints included narrow one way streets
and limited operating hours for certain types of work such as deliveries due to the proximity of other
businesses

8.2.5 Leverage Points

· To establish it as a pilot project
· To clarify roles of different actor
· To secure the funding

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 City Logistics Best Practices: a handbook for Authorities

8 London Construction Consolidation Centre (LCCC),

London (UK)

8.3 Implementation details

8.3.1 Implementation step and timing

Opening of a two year demonstration project from October 2005 to October 2007. It closed down in 2007 and
a new facility was opened in 2008, but without the involvement of TfL.

8.3.2 Resources/infrastructures
The LCCC was located in Bermondsey, south of the River Thames. The fully enclosed warehouse,
encompassing 5,000 square meters of space, was previously a distribution site for newsagents.
The purpose of the LCCC was to facilitate the efficient flow of materials from suppliers to sites with a
maximum storage time of 10 days.
The LCCC operated between 7:30 and 17:30 Monday to Thursday and 7:30 to 16:00 on Friday with 24 hour
operation available if required.
There were cross-docking facilities and plans were implemented to create a one-way flow system, with
inbound entering at one end and outbound goods exiting at the other end of the site.
Due to the nature of the goods being carried a variety of vehicle types were needed. Some goods needed to
be kept dry, such as electronic equipment and insulation materials, so special vehicles were required. Other
materials were of a bulky or awkward shape, requiring a flatbed vehicle which can be sheeted if necessary.
The LCCC vehicle fleet comprised:
· 1 x 26 tonne flatbed rigid (Euro 3)
· 1 x 26 tonne flatbed rigid with crane (Euro 3)
· 1 x 18 tonne flatbed rigid with hoist (Euro 3)
· 1 x 7.5 tonne curtain-sided rigid (Euro 3)
· 1 x 3.5 tonne van (LPG fueled)
The majority of the fleet had GPS tracking and telematics systems installed. Alongside the mobile phone
system sending downloads to the centre several times a day this ensures the LCCC can effectively manage
the fleet.

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City Logistics Best Practices: a handbook for Authorities

8 London Construction Consolidation Centre (LCCC),

London (UK)

8.3.3 Human Resources

LCCC employed 16 staff.
Position Role
1 site/project manager: general running of the project, liaising with trade contractors
1 depot manager: time was split between the office and warehouse
1 depot supervisor: supervision of warehouse staff
2 supply controllers: dealt with the suppliers and the construction sites and organised both inbound and
outbound transport
1 admin clerk: general administration for the operation
4 full time HGV drivers: driving to and from construction sites plus helping to load vehicles
4 fork-lift truck drivers: loading and unloading of vehicles, put-away of products
2 warehouse operatives: general warehouse duties.
Warehouse operatives were also involved in driving vehicles to undertake deliveries when there was
pressure to increase deliveries.

8.3.4 Primary Target Group

Suppliers of construction materials to major building sites in central London.

8.3.5 Enforcement scheme

The purpose of the consolidation centre was to create an efficient method of delivering goods to busy
building sites in congested areas of central London. It was vital to improve the cooperation between the
suppliers, trade contractors and the consolidation centre staff. Consequently, strict procedures were followed
to facilitate the efficient delivery of construction materials.
There was a designated area where vehicles that arrive early may wait and, should the delivery not arrive,
the LCCC informed the trade contractor who then had to arrange a new delivery time for their goods.

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 City Logistics Best Practices: a handbook for Authorities

8 London Construction Consolidation Centre (LCCC),

London (UK)
8.3.6 Monitoring procedures
In order to justify the concept of the LCCC, targets and key performance indicators (KPIs) have been agreed
between Transport for London and Wilson James. The KPIs have been based on the performance that was
achieved at the Heathrow Construction Consolidation Centre. The following targets have been set:
Key performance indicator Target Achieved
Reduction in freight journey 60-70% of journeys via LCCC
40%
40% of journeys to construction site
Reduction in journey time of
30-60 minutes 120 minutes
supplier deliveries to contractors
Delivery reliability 97% 97%

8.4 Supporting Mechanism

8.4.1 Awareness/information campaigns

Broadly presented at conferences and events.

8.4.2 Incentive Programmes/Financial Instruments

The aim was to demonstrate the benefits from the use of the CCC, both for construction logistics and the
reduction of vehicle-km in central London

8.4.3 Partnerships/Key supporting stakeholders

The £3.2 million (£1.85 million by Transport for London, £1.35 million by Stanhope and Bovis Lend Lease)
was funded by a partnership in the construction industry.

8.4.4 Other Policies

London Freight Plan Projects to deliver freight in London in a more sustainable way:
1. Freight Operators Recognition Scheme
2. Construction and Logistics Plans
The London Freight Plan supports the Mayor’s Climate Change Plan (2007) and informs future changes to
the Mayor’s London Plan, transport, environmental and related strategies.

8.5 Results

8.5.1 Quantitative results achieved

The following environmental and economic benefits have been achieved by the LCCC:
Reduced CO2 - an estimated reduction of 70-80% CO2 emissions compared with the case in which all
deliveries would have been made direct to the construction sites.
Congestion - a 70% decrease in the number of delivery vehicles travelling to the construction sites including
the removal of deliveries by articulated lorries.

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