Periodic Reporting for period 2 - ULaaDS (Urban Logistics as an on Demand Service)
Reporting period: 2022-03-01 to 2024-02-29
The prime objective of ULaaDS is to facilitate and accelerate the integration of novel, feasible, shared and ZE solutions addressing major upcoming challenges generated by the rising on-demand economy in future urban logistics scenarios, ultimately contributing towards ZE city logistics in the EU by 2030. In order to do so ULaaDS has set the following objectives:
Obj.1.
Develop a novel methodology for effective multi-stakeholder collaboration, to be integrated in the SUMP and SULP process contributing to steps 1-4 and 6-7, enabling both, the systematic modelling of relevant future scenarios addressing major on-demand requirements impacting future UFT for specific city profiles, as well as the co-creation of new logistics solutions integrating technology and infrastructure to efficiently address them.
Obj.2.
Apply the methodology developed to concretize local requirements of 2 groups of ULaaDS solutions preliminary defined, to be trialled in three complementary EU cities, Bremen (DE), Groningen (NL), and Mechelen (BE), acting as Lighthouse cities (total 6 research trials, 1 solution in each Lighthouse city)
1) Collaborative delivery models to enhance logistics efficiency and multimodal mobility in cities
R1: Increase the load factor and vehicle utilisation rate by 25% and reduce the lead time by 10% (matching the expected delivery reliability increase of cargobikes while leading to reduction of handling time and costs).
R2: Effectively deploy dual mobihubs, contributing to improve the use of existing infrastructure by at least 20%
2) Effective integration of passenger and urban freight mobility services and networks (Cargo hitching)
R1: Increase at least a 25% load factors and vehicle utilisation rates.
R2: Effectively integrate dual transport flows, reducing passenger transport cost by 5% (through additional revenues for the public transport companies)
R3: Increase collaboration among public authorities, established logistics entities and new comers across the urban logistics value chain, by developing at least 5 total new operational agreements (per city) upon project conclusion
R4: Integration of the outcomes into SULPs by 2024, as guidelines for the adaptation of urban transport planning to the on-demand challenges.
Obj.3.
Replicate the knowledge and results obtained to 4 EU cities (ROM, BER, EDI, AIM) acting as Satellite cities, for further definition and assessment of additional use cases and ULaaDS solutions (at least 8 more, 2 per Satellite city) also complying with requirements mentioned (Obj2)
Obj.4.
Evaluate the impact on urban planning of results generated through short- and mid-term relevant policy actions, enabling the 7 EU cities in ULaaDS (Lighthouse and Satellite) to integrate results in their current SUMPs and effectively progress with their SULP definition.
Obj.1.
Develop a novel methodology for effective multi-stakeholder collaboration, to be integrated in the SUMP and SULP process contributing to steps 1-4 and 6-7, enabling both, the systematic modelling of relevant future scenarios addressing major on-demand requirements impacting future UFT for specific city profiles, as well as the co-creation of new logistics solutions integrating technology and infrastructure to efficiently address them.
Obj.2.
Apply the methodology developed to concretize local requirements of 2 groups of ULaaDS solutions preliminary defined, to be trialled in three complementary EU cities, Bremen (DE), Groningen (NL), and Mechelen (BE), acting as Lighthouse cities (total 6 research trials, 1 solution in each Lighthouse city)
1) Collaborative delivery models to enhance logistics efficiency and multimodal mobility in cities
R1: Increase the load factor and vehicle utilisation rate by 25% and reduce the lead time by 10% (matching the expected delivery reliability increase of cargobikes while leading to reduction of handling time and costs).
R2: Effectively deploy dual mobihubs, contributing to improve the use of existing infrastructure by at least 20%
2) Effective integration of passenger and urban freight mobility services and networks (Cargo hitching)
R1: Increase at least a 25% load factors and vehicle utilisation rates.
R2: Effectively integrate dual transport flows, reducing passenger transport cost by 5% (through additional revenues for the public transport companies)
R3: Increase collaboration among public authorities, established logistics entities and new comers across the urban logistics value chain, by developing at least 5 total new operational agreements (per city) upon project conclusion
R4: Integration of the outcomes into SULPs by 2024, as guidelines for the adaptation of urban transport planning to the on-demand challenges.
Obj.3.
Replicate the knowledge and results obtained to 4 EU cities (ROM, BER, EDI, AIM) acting as Satellite cities, for further definition and assessment of additional use cases and ULaaDS solutions (at least 8 more, 2 per Satellite city) also complying with requirements mentioned (Obj2)
Obj.4.
Evaluate the impact on urban planning of results generated through short- and mid-term relevant policy actions, enabling the 7 EU cities in ULaaDS (Lighthouse and Satellite) to integrate results in their current SUMPs and effectively progress with their SULP definition.
ULaaDS took action in three cities, all of which have Sustainable Urban Mobility Plans (SUMPs) in place. These three cities, in collaboration with their local governments, logistics communities, and research partners, lead the way for ULaaDS: a range of cargo-bikes, micro-hubs, and parcel lockers trials showcased their viability and added value. Moreover, by testing cargo-hitching and autonomous vehicles, ULaaDS revealed the potential of these solutions while finding framework conditions and limitations that might hinder further exploitation. ULaaDS also delved into private micro-logistics, a significant component of urban transport. Four satellite cities - Alba Iulia (RO), Bergen (NO), Edinburgh (UK), and Rome (IT) - assessed the replicability of the ULaaDS solutions to their specific urban context, marking a significant step forward in urban logistics.
The project achievements have been broadly disseminated through:
- the publication of the ULaaDS Replication Booklet, assessing the replicability potential of ULaaDS solution in the Satellite Cities,
- the publication of an easy-to-digest policy brief "Navigating urban logistics: challenges, innovations, and realities"
- three study visits, with representatives from 10 ULaaDS Follower Cities and over 50 participants in the Bremen visit organised with the SURFLOGH project
- an interactive project leaflet
- the participation in over 40 conferences, exhibitions, workshops and webinars,
- the organization 3 thematic workshops, 2 training workshops and a final event, often organised in cooperation with other EU funded projects,
- over 1.130 followers on LinkedIn,
- 2 official project videos and 10 additional videos or video-news showcasing project results,
- over 90 non-scientific and non-peer-reviewed articles and news, including 35 press articles in various languages,
- 8 scientific, peer-reviewed publications (of which 2 published in 2023 and 6 forthcoming)
- a total of 6 webinars open to external participants, and 3 additional webinars with Follower Cities
- 8 ULaaDS newsletters and features in 11 CIVITAS newsletters and 6 newsletters from sister projects
To secure the enduring legacy of ULaaDS, project partners are committed to actively continue to disseminate after the end of the project the various exploitable results produced. These include but are not limited to, the ULaaDS Decision Support Toolbox, the Novel framework on strategic decision making for adaptive urban logistics, the Parcel locker framework, the ULaaDS Guidelines, methods & policy recommendations related to SULPs and SUMPs and the ULaaDS Replication Booklet.
The project achievements have been broadly disseminated through:
- the publication of the ULaaDS Replication Booklet, assessing the replicability potential of ULaaDS solution in the Satellite Cities,
- the publication of an easy-to-digest policy brief "Navigating urban logistics: challenges, innovations, and realities"
- three study visits, with representatives from 10 ULaaDS Follower Cities and over 50 participants in the Bremen visit organised with the SURFLOGH project
- an interactive project leaflet
- the participation in over 40 conferences, exhibitions, workshops and webinars,
- the organization 3 thematic workshops, 2 training workshops and a final event, often organised in cooperation with other EU funded projects,
- over 1.130 followers on LinkedIn,
- 2 official project videos and 10 additional videos or video-news showcasing project results,
- over 90 non-scientific and non-peer-reviewed articles and news, including 35 press articles in various languages,
- 8 scientific, peer-reviewed publications (of which 2 published in 2023 and 6 forthcoming)
- a total of 6 webinars open to external participants, and 3 additional webinars with Follower Cities
- 8 ULaaDS newsletters and features in 11 CIVITAS newsletters and 6 newsletters from sister projects
To secure the enduring legacy of ULaaDS, project partners are committed to actively continue to disseminate after the end of the project the various exploitable results produced. These include but are not limited to, the ULaaDS Decision Support Toolbox, the Novel framework on strategic decision making for adaptive urban logistics, the Parcel locker framework, the ULaaDS Guidelines, methods & policy recommendations related to SULPs and SUMPs and the ULaaDS Replication Booklet.
1. Cooperation with the business community
In ULaaDS, stakeholder engagement was paramount. The three lighthouse cities proactively shared their challenges and solutions with (potential) implementation partners, comprising representatives from public authorities, logistics service providers, shop keepers, experts, and other relevant parties. Some of the main tools to retrieve the stakeholders’ inputs and experiences were the establishment of local stakeholder fora, the application of the collective target system, as well as online surveys. The results yielded dual benefits, fine-tuning trials for better long-term outcomes and acceptance, while deepening the understanding of the business community’s needs for economically sustainable solutions.
2. Freight transport dynamics and business models
The domain of freight movement encompasses a wide spectrum, ranging from agile local start-ups to global industry leaders. Competition is fierce, and cooperation between competitors is rare. Proper regulation is crucial, as it should avoid any privileges for a single operator and ensure a fair playing field. Fostering trust without overstepping antitrust boundaries is a delicate balance. Companies are more inclined to explore innovative solutions with public support – for example in research projects – though they’re cautious about preserving their unique corporate identity.
3. SULP is not a SUMP
For municipalities, the high expectations towards SULPs do not always align with the reality of dealing with a competitive commercial market. Balancing the demands of that market requires fair and unbiased interventions – e.g. when it comes to ceding public space for parcel-lockers, micro-depots and micro-hubs. Frequently, white label solutions are unavailable, unprofitable or lack a neutral operator. National regulations add another layer of complexity, for example limiting local governments’ tools for managing loading zones or access regulations.
In ULaaDS, stakeholder engagement was paramount. The three lighthouse cities proactively shared their challenges and solutions with (potential) implementation partners, comprising representatives from public authorities, logistics service providers, shop keepers, experts, and other relevant parties. Some of the main tools to retrieve the stakeholders’ inputs and experiences were the establishment of local stakeholder fora, the application of the collective target system, as well as online surveys. The results yielded dual benefits, fine-tuning trials for better long-term outcomes and acceptance, while deepening the understanding of the business community’s needs for economically sustainable solutions.
2. Freight transport dynamics and business models
The domain of freight movement encompasses a wide spectrum, ranging from agile local start-ups to global industry leaders. Competition is fierce, and cooperation between competitors is rare. Proper regulation is crucial, as it should avoid any privileges for a single operator and ensure a fair playing field. Fostering trust without overstepping antitrust boundaries is a delicate balance. Companies are more inclined to explore innovative solutions with public support – for example in research projects – though they’re cautious about preserving their unique corporate identity.
3. SULP is not a SUMP
For municipalities, the high expectations towards SULPs do not always align with the reality of dealing with a competitive commercial market. Balancing the demands of that market requires fair and unbiased interventions – e.g. when it comes to ceding public space for parcel-lockers, micro-depots and micro-hubs. Frequently, white label solutions are unavailable, unprofitable or lack a neutral operator. National regulations add another layer of complexity, for example limiting local governments’ tools for managing loading zones or access regulations.