- To determine the opportunities and barriers perceived by transport operators in relation to scheme membership; particularly organisations based in the Northern Powerhouse/Transport for the North strategic geographic area, and those who frequently traverse through it;
- To explore the extent to which TQM and continuous improvement can support the Transport for the North agenda through operator scheme membership;
- To assess which type of operator has the potential to gain maximum benefit from membership of transport operator recognition schemes;
- To develop a set of business readiness conventions for transport operators to benchmark their compliance and knowledge management activities.
2. Background and Context
2.1. Overview of the Northern Powerhouse and Transport for the North
2.2. Overview of Transport Operator Schemes
2.3. Approaches to Scheme Management
3. Literature Review
3.1. Operator Schemes as Policy Interventions
3.2. Alignment of Operator Schemes with TQM
3.3. Applying Aspects of TQM
3.4. Operational Efficiency through Improved Knowledge Management Practices
5.2. Addressing Sector Issues
5.3. Knowledge Management and Extended Benefits
5.4. The Value of Membership Schemes
6. Development of Conventions
Conflicts of Interest
List of Notations
|DFT||Department for Transport|
|DVSA||Driver and Vehicle Standards Agency|
|FORS||Fleet Operator Recognition Scheme|
|FTA||Freight Transport Association|
|GVA||Gross Value Added|
|LEZ||Low Emission Zones|
|LTP||Local Transport Plan|
|SUGAR||Sustainable Urban Movement Plan, the Sustainable Urban Goods Logistics Achieved by Regional & Local policies|
|TfN||Transport for the North|
|TQM||Total Quality Management|
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|Company Category||Employees||Turnover||or Balance Sheet Total|
|Medium-sized||<250||≤€ 50 m||≤€ 43 m|
|Small||<50||≤€ 10 m||≤€ 10 m|
|Micro||<10||≤€ 2 m||≤€ 2 m|
|Interviewee Role||Location (UK)||Within Northern Powerhouse Region (Indirectly Covers Region)|
|Scheme Director||South Yorkshire||Yes|
|Freelance Transport Manager||London||No|
|International Transport Consultant||West Lancashire||Yes|
|Transport Legal Operations Manager||National||(Yes)|
|Group Logistics Manager (Plant Hire)||North East||Yes|
|Fleet Services and Compliance Director (Parcels)||National||(Yes)|
|Contracts Director (Refrigerated Distribution)||National||(Yes)|
|Company Director (Aggregates)||South East||No|
|Transport Manager (Aggregates)||South East||No|
|Independent Transport Consultant||National||(Yes)|
|Transport Manager (Haulage and Storage)||North East||Yes|
|Transport Compliance and Safety Consultant||National||(Yes)|
|Transport Standards Manager (Haulage and Storage)||National||(Yes)|
|Convention 1||Customer Focus; including the acknowledgement of all external and internal customers in your particular sector of freight transport, their needs and the measurement of service provision in timely and efficiently addressing their needs.|
|Convention 2||Organisational Leadership; definition of clear measurements to drive both legislative compliance and continuous improvement of both the services offered in your transport sector and the colleagues who deliver them.|
|Convention 3||Colleague Development; advancement of colleague communications and their skill sets in order to deliver measurable outputs in support of steps 1 and 2.|
|Convention 4||Standardisation of Operational Processes; as implicit knowledge becomes explicit knowledge, to formalise knowledge as operational processes which drive repeatability and reduce variances.|
|Convention 5||Embedding Standard Operational Processes; here, processes become interrelated and systematic, so that they are proactive in driving efficiency rather that reactive to efficiency failures.|
|Convention 6||Continuous Improvement; adoption of plan → do → check → act systems of improvement, to also include analysis of service failures. This enables your organisation to move from corrective and reactive line functions as a result of service failure to move to enhanced colleague functionality and the commoditization of data to deliver proactive processed.|
|Convention 7||Decision Science Approach; the adoption of a standard collection of quantitative techniques used to inform decision-making at a colleague and organisational level. Note: an examination of existing systems and information flowing in to the freight transport organisation will commonly reveal sub-commoditised data that can benefit both the node of activity and the balance of the supply chain.|
|Convention 8||Mutual Reciprocity; a business norm of responding to a positive action with another so that a vested and sustainable outcome is achieved and the following transport/storage/supply chain function benefits accordingly.|
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