Development of a holistic approach fostering ...

Transport Research Arena 2014, Paris

Development of a holistic approach fostering innovation uptake in the logistics area Jannicke Baalsrud Haugea**, Kostas Kalaboukasb, Kahina Hamadacheb, Paola Lupieric, Margherita Forcolinc, Hans Westerheimd, Nils Meyer-Larsene, Alberto Capellaf ,Gunnar Stefanssong, Violeta Rosog a

Bremer Institut für Produktion und Logistik(BIBA), Hochschulring 20, 28359 Bremen; Germany b SingularLogic S.A. European Department, Nea Iona, Greece c Insiel SpA, via San Francesci 43, 341133 Trieste, Italy d SINTEF ICT, Strindveien 4, N-7465 Trondheim, Norway e ISL, Barkhausenstraße 2;27568 Bremerhaven, Germany f Instituto Tecnológico de Aragón ( ITA), C/ María de Luna 8,50018 Zaragoza, Spain, g School of Technology Management and Economics, Chalmers University of Technology.

Abstract Over the past decade, several research initiatives have investigated and proposed innovative solutions for transport logistics. However, the level of adoption in the transport industry has been low, in particular in comparison with other industry sectors. This is on one side related to the transport industry itself, facing issues like market fragmentation, price pressure and a high degree of outsourcing. The other reason for this is a lack in dissemination strategies towards relevant stakeholders being indentified in several logistics innovation projects. The EU-funded project LOGINN - Logistic Innovation Uptake - aims at coordinating and supporting RTD projects in the logistics area to improve their capabilities to bridge the gap between pilot implementation and marketable solutions. In addition, the project aims at disseminating innovative logistics practices, technologies and business models to the logistics community, thus establishing an information hub for logistics innovation and contributing to education and training of logistics enterprises’ employees. Here we present the first findings. Keywords: Innovation; innovation uptake;logistics; business models; ICT; good practices; action plan. Résumé Au cours de la dernière décennie, différentes initiatives de recherches ont proposé des solutions innovantes pour la logistique des transports. Cependant le niveau d'adoption a été faible, en particulier si on le compare à d'autres secteurs industriels. Ceci est lié d'une part à l'industrie du transport elle-même, faisant face à des problématiques telles qu'un marché fragmenté, une forte pression sur les prix ainsi qu'un niveau élevé de sous-traitance. L’autre raison provient d’un manque de stratégie de diffusion vers les acteurs concernés ayant été identifiés au travers de différents projets d'innovation. Le projet LOGINN - Logistic Innovation Uptake -, financé par l'UE, souhaite coordonner .et soutenir les projets RTD du domaine de la logistique afin d’améliorer leurs capacités à passer d’une implémentation pilote à un solution commercialisable. Parallèlement, le projet a pour but de diffuser, à la communauté logistique, les innovations en termes de pratiques, technologies et modèles économiques, établissant ainsi un hub d’information pour l’innovation logistique et contribuant ainsi à l’éducation et à la formation des employés d’entreprises du domaine. Cet article présente les premiers résultats du projet Loginn. Mots-clé: Innovation, Adoption de l’Innovation, Logistique, Modèle économique, ICT, Bonnes Pratiques, Plan d’Action.

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E-mail address:[email protected].

Baalsrud Hauge et.al./ Transport Research Arena 2014, Paris

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1. Introduction The transport logistics network in Europe represents the aorta of the European economy. Only through the provision of fast and reliable logistics structure a pan-European and international cooperation between Enterprises in Europe can be realised, and European competitiveness can be preserved. However due to the recent developments e.g. high fuel prices, the need for green co-modal and inter-modal logistic concepts, smaller consignment sizes etc. new challenges exists for the future which need to be coped with in due time. During the next 20 years the freight transport volume is expected to increase, along with all its impact on the environment and on the life of citizens. GHG emissions, noise and dust from freight transport are already a problem today, and the EU is expecting that transport emissions will dangerously increase. One third of all transport emissions in the EU are caused by freight (European Commission, 2010a). Innovation is a key factor for the competitiveness of the European industry, and numerous further innovations are needed to nurture intermodality and co-modality, as road transport continues to grow (Behrends, 2009). While other industry sectors have experienced rapid growth of productivity, the transport logistics industry has seen relatively small improvement in terms of efficiency. One main factor is the lack of interest in innovation in freight transport, compared to other sectors. Research shows that other industry sectors spend from 4.8 to 17.8% of their turnover on research and innovation, compared to only 1.1 % for the transport industry (Wagner, 2008). The adoption level of innovative solutions for transport logistics thus is significantly lower compared to other industry sectors. Main reasons are the lack of clarity of where the potential for improvement lies and what type of innovations can enable operational improvements (Nilsson, 2006; Sternberg et al., 2011). Much effort has been put both at the national and EU level in the research and development of innovative ICT solutions for transport logistics, but most of them have remained unknown. However, Europe 2020 (European Commission, 2010b) has formulated a set of very ambitious goals in the areas of smart, sustainable and inclusive growth, and further decomposed them into seven flagship initiatives. Among the goals to be achieved, one should mention the 3% target of investments in R&D and innovation and the 20/20/20 goal (i.e. to reduce greenhouse gas emissions by at least 20% compared to 1990 levels, to increase renewable energy consumption to 20%, and achieve a 20% increase in energy efficiency). The provisions of Europe 2020 substantiate major trends in linking Society and the Environment, Technology and Economy and Research with Innovation. In all the priority areas of Europe 2020 such as climate and energy, health & nutrition, mobility, security, and communication, “new” logistics will be required in order to catalyse the progress. The main objective of Loginn is to create a platform to stimulate discussion and consensus building amongst main public stakeholders, market players and researchers in the intermodal and freight logistics domain in order to facilitate and accelerate the commercial uptake of logistics innovation, by turning knowledge and research into investment in innovation. This paper will discuss a holistic approach that will drive innovation adoption in transport logistics. This approach will consider several mutually reinforcing aspects of innovation: business models, logistics practices and technologies and the supporting RTD projects and approaches in the logistics area to improve their capabilities to bridge the gap between pilot implementation and marketable solutions. It will also explain how a collaborative platform can spread the knowledge and awareness of the innovation developed at the research and industry level to face known common problems, and how it can support the main stakeholders of the logistics domain to collaborate and work together to increase the efficiency and competitiveness of transport logistics. The LOGINN Coordination Action has employed this approach (www.loginn-project.eu); the experience, results and lessons learned of the project will be presented and discussed in the paper. 2. The Loginn project and its methodology As outlined above, the Loginn project is supporting the development and up-take of innovations in the area of logistics. In order to support the Loginn objectives throughout its duration, a discussion and consensus building platform, the so-called LogisticsArena (LogisticsArena, 2013) was set up at the beginning of the project, aiming at bringing the potential stakeholders and providers together, fostering information exchange and thus inclusion of the users in the development phase, if the projects bring their ideas into the platform at an early stage. This approach is coming from the co-creative product development approach (Schumacher, 2013). Development of innovative solutions for transport logistics has much in common with classical product design and even more


with service design, thus it can be expected that the same concepts can be used. For quite a while, user involvement was limited to observation and not active participation (Sanders & Stappers, 2008). However, in order to be able to fit the users’ needs in a better and more efficient way, a new way of product development occurred that directly included the involvement of the workers to get access to their experience (Bødker, 2005). LOGINN will drive innovation adoption in transport logistics by taking a holistic approach that considers several mutually reinforcing aspects of innovation: business models, logistics practices and technologies.  Business models are the representation of the way the members of a supply chain use their skills and resources to increase customer and shareholder value.  Logistics Practices of interest for LOGINN are the ones that have enabled the transport industry to efficiently evolve in the recent years.  The technologies considered by LOGINN are the one that can help and support the transport industry, whether they are infrastructure, hardware, software, complete eco-systems. This holistic approach is essential as considering only one or two of these pillars would lead to an incomplete action plan. Besides, this approach will favour the customisation of RTD results towards industrial demand solutions, supporting the development of sustainable business plans for European RTD projects, exploiting synergies between European RTD projects to enable a seamless exchange between RTD projects and logistics stakeholders and finally enabling and supporting the access to Investors. The main results of LOGINN will be an Innovation Action Plan that will integrate the proposed initiatives for market uptake, an Innovation Accelerator and an Innovation toolbox, containing practical guidelines for transport logistics companies interested in innovations boosting intermodal transport and efficiency. The LogisticsArena is dedicated to the development of discussions and consensus building around the three dimensions of innovation: innovative business models, innovative technology solutions, and innovative logistics practices. Similar communities, although with a different focus and a different structure and supply of tools, can be found at Kinaxis (2013) and Logistikfocus (2013). Both are examples of crowdsourced platforms, enriched by a community of active readers and writers. Loginn will concentrate its activities on certain categories of stakeholders representing the major players of the logistics innovation development and deployment. These are in particular:  Associations and research bodies  ICT providers,  Logistics Service Providers (LSPs)  Shippers, which are expected to contribute in particular to the discussions on business models  Authorities and investors 3. LOGINN first findings The first level analysis of the three dimensions considered by the LOGINN project has been conducted. The aim of this first step was to analyze the existing literature material as well as real cases in order to identify the promising solutions that will be further analyzed in the future phases of the project. The key findings of this analysis are presented below. 3.1. Business Models The business model concept became prevalent in the mid-1990s. The emergence of the Internet played a significant part in that, as it gave companies (and supply chains) the ability to find additional ways of creating additional value for their customers, which is of crucial importance according to Flint et al. (2005). Other drivers include the rapid growth in emerging markets and the interest in “bottom of the pyramid” issues. Examples can be found e.g. in Fugate and Mentzer (2004), Fulconis et al (2006), and Pires et al (2001). Although various definitions of what a business model is do exist, within the scope of this project we will consider the business model as a representation of the way the members of a supply chain use their competencies and resources to increase customer and shareholder value. We tried to identify the most innovative models proposed in research projects and adopted by the industry in the latest years. A number of innovative configurations appeared; most of them involved the extension of traditional business models to encompass additional operational areas. In this


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analysis, by business model, we considered a representation of the way the members of a supply chain use their competencies and resources to increase the value for the customer and shareholder. Thus, as innovative logistics business models, we consider the following three generic categories, or combinations of them:  Innovative ways to reach the customer (e.g. DHL’s Bring.Buddy initiative (Forbes, 2013) employing crowdsourcing for urban deliveries, etc.)  Innovative configurations of the supply chain providers (e.g. the migration from the large transport operator to the 3PL and 4PL provider, to the Lead Logistics Provider and to the flexible networks of smaller 3PL providers, the emergence of virtual supply chains, etc.)  Innovative supply chain coordination mechanisms (e.g. the evolution from the centralised to distributed monitoring and control provided by the “installation” of knowledge on the cargo itself).  Trying to identify innovative logistics business models, three sources of potential information were used: previous and on-going EU-funded projects, relevant initiatives of supply chain actors reported in the media and relevant scientific journal articles. 6 innovative business models have been identified as follows: Table 1 Innovative Business Models

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Crowdsourcing for the last mile

The general idea behind Crowdsourcing for the last mile is to involve any person moving across a city to deliver packages on their way. This idea has been found in two different implementations: ○ City dwellers carrying packages during their daily travel. The reward system of such model is based on the collection of “points”, allowing city dwellers to get discounts on metro, bus, train tickets or other public expenses. ○ Organization of retail shops to ensure their final delivery with the help of their customers. With this model customers are rewarded with discounts in the retail shop they make deliveries for. The advantages of this model are: facilitation and acceleration of package delivery, environmentally friendly, helps reducing costs. Besides, this business model is also interesting as it can accelerate the delivery of a product and then improve the reputation of the retailer. The possible drawback is that they can imply a more expensive insurance. Indeed, ensuring the delivery by “strangers” implies higher insurances fares for the parcel, as they are not considered as “trusted professional” and have in the end nothing in the balance in case of trouble (you cannot fire them and you cannot easily sue them). 

Decoupling the logistics service provider/user time windows

The need of the logistics service providers and the user of these services to be synchronized often results in failed deliveries, customer discomfort of waiting time and increased traffic especially during peak hours. A number of companies and also research projects have investigated alternatives for decoupling the time windows of the service provider and the service user. Two main approaches have been developed for this model: delivery to pack stations and delivery to convenience stores. These designs allow customers to get their packet when they want, without having to drive across the town for this matter. Apart from a potential initial investment, this kind of approach has multiple benefits: clear reduction of costs for shippers, avoiding failed deliveries, more convenience for customers and environmental-friendly as it avoids useless fuel consumption


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Shared supply chain

Bringing together the resources and capabilities of logistics service providers and shippers is a powerful way to respond to the optimization and sustainability challenges faced by the logistics industry. Such a response can take various forms of collaboration, involving horizontal cooperation schemes (among shippers or LSPs), coopetition schemes, or schemes of cooperation between the public (e.g. municipalities) and private sector for the development of new means of transportation (dedicated delivery infrastructure such as underground railways, tube system, etc.). Horizontal cooperation schemes offer valuable advantages: decrease in distribution costs, optimization of assets utilization and reduction of shipping ecological impact. However this approach implies two challenges: a deep coordination and cooperation of the different partners and in some specific cases the need for large initial investment to build a new shared infrastructure. Another possible aspect of shared supply chain is to share access to restricted zones such as city centers. 

The green supply chain

The provision of green solutions can be considered as an innovative logistics business model within the framework of the “green supply chain”. Naturally, moving to greener solutions is often costly for companies, even if in the long range it can prove to be less expensive. 

The ethical supply chain

Companies are being increasingly scrutinized and criticized about the ways they are achieving their cost and service objectives. Ethical supply chain management involves a number of dimensions. Probably the most evident one is related to the sourcing of goods from developing countries, primarily regarding the garment and agriculture industries. 

Risk-focused trusted networks

Systemic supply chain and transport risk has been increasing as supply chain and transport networks are becoming increasingly globalized, complex and interdependent. Building risk-focused trusted networks, managing the sharing of information, expertise and action priorities are among the main recommendations of the experts. Such networks have a variety of missions, e.g.: to develop best practices, to identify and mitigate risks. The benefits of such networks are: early risk identification and mitigation, leading to significant cost savings due to disruption avoidance and decrease of just-in-case, decreased risk-related data collection costs and collective protection against systemic supply chain risks (for instance by avoiding the crash of a critical partner). 3.2. Logistics Practices The transport industry has in recent decades adopted many innovative logistics solutions that have increased the industry and in particular specific companies´ competitiveness (Patterson et al, 2003). One example is Collaborative Planning, Forecasting & Replenishment (CPFR) (Andraski & Haedicke, 2003). The knowledge about these innovative practices is rather local; within specific industrial segment, within operators’ size segment or geographical area and unfortunately rarely reaching SMEs. Therefore there is a need to make an inventory of these practices to enable a knowledge transfer throughout the European freight transport industry. Innovative logistics practices in freight transport industry have been examined. The focus was on those practices that increase transport logistics efficiency and boost inter-modality. Additionally, these best practices have been organized according to their area of impact:  Co-modality: refers to a "use of different modes on their own and in combination" in the aim to obtain "an optimal and sustainable utilisation of resources".  eFreight: electronic flow of information associating the physical flow of goods with a paperless trail built by ICT. It includes the ability to track and trace freight along its journey across transport modes and to automate


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the exchange of cargo-related data for regulatory or commercial purposes. This initiative has been identified by the European Commission as a key element in the quest for a Single European Transport Area;  Intralogistics: describes the organisation, realisation and optimization of internal material flow and logistic technologies as well as the goods transhipment in the industry, trade and in public institutions by means of technical components, systems and services  UFD: Urban Freight Distribution refers to the multitude of deliveries made at the end of the delivery chain, due to the scattering of population through urban areas, making it a very challenging and promising area for improvement; Table 2 list the identified best-practices Table 2 Innovative Logistics Practices


3.3. Key Technologies Another part of the Loginn project focuses on the identification of new technological developments (in terms of ICT) that are able to improve overall functionality of freight transportation on European level. This part covers a wide spectrum of areas, (Su et al, 2011), from information and communication technologies, to engine technologies, to intermodal transhipment and material handling technologies, virtual enterprises management techniques to internet of things. Examples can be found e.g. in Tsai (2010), Wu (2011) and Stroyan and Brown (2012). Key technologies have been examined coming from different sources:  Collection of activities and projects from a previous analysis (Logistics for Life EU project – http://www.logistics4life.eu/). This project was responsible for setting up a knowledge base with regarding the use of ICT in the logistics sector to support better sustainability.  A broader collection of previous EU funded projects and studies as well as projects, technologies and applications identified by surveys.  Collection of scientific papers presenting innovative technologies and their uses in the logistics sector. The research presents knowledge in the areas of cooperative systems, single-window and port community systems, near-field communication, big data solutions, cloud applications, social media applications, mobile applications, ontologies and frameworks. A clear difference is made between the innovation in the technology itself and innovation in the use of technology The best practices and solutions found and analyzed have been divided into six main categories:  Backend supportive tracking infrastructure (BSTI) (e.g. fleet management solutions).  Communication infrastructure (CI) (e.g. Business-to-Government for reporting to authorities).  Identifications means and devices (IMD).  Information hubs (IH) (e.g. for Business-to-Business exchange of information).  Protocols and standards used (PS).  Tracking devices (TD). Furthermore, the research showed that within these categories, recent generic ICT innovative solution areas can be identified:  Big data solutions (BDS): Companies of the logistics sector are collecting data from a variety of sources, ranging from sensors and smart phones to business – to - business data exchanges, coming for a large array of participants and partners. Companies need a strategy to handle the data deluge. With the right infrastructure to acquire, organize, and analyze this information, companies can equip executives and operations personnel with better awareness of their customers, operations, and partner networks.  Cloud applications (CA): The cloud computing model, more commonly referred to simply as Cloud Computing or "The Cloud" provides access to Clouds of shared resources such as storage and applications over a network, usually the Internet. End users access cloud-based applications through a web browser or a light-weight desktop or mobile app while the business software and user's data are stored on servers at a remote location.  Cooperative Systems (CS): The development of cooperative systems based on an exchange of information and communication between vehicles (V2V) and with the road infrastructure (V2I), promises great improvements both in the efficiency of the transport systems and in the safety of all road users.  Intelligent Cargo Platforms (ICP): a cargo capable of identifying itself and the environment around, accessing services, monitoring and registering properties of the own status, and being able to behave independently and take autonomous decisions. An intelligent cargo platform provides the necessary software and hardware infrastructure for handling intelligent cargo and uses its intelligence in logistics operations through the whole supply chain.  Mobile Applications (MA): Logistics sector companies have realized the benefits from mobile applications and many of them have started building applications covering supply chain management activities. The applications are either generic, mostly built by software houses or specific, built by logistics players to cover their customers and their needs. Improving responsiveness, efficiency and customer satisfaction are the primary benefits linked to mobile applications for supply chain management activities  Near Field Communication solutions (NFC): Near field communication (NFC) is a set of standards for smart phones and similar devices to establish radio communication with each other by touching them together or bringing them into close proximity. Present and anticipated applications include contactless transactions, data exchange, and simplified setup of more complex communications such as Wi-Fi. There are applications developed using NFC for streamlining logistics and product monitoring.


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 Single Window Systems (SWS): these systems offer increased efficiency through time and cost savings for traders in their dealings with government authorities for obtaining the relevant clearance and permit(s) for moving cargoes across economic borders.  Port Community Systems (PCS): They are systems used to exchange messages in port environment, having a commercial and logistic nature that has B2B character. The main difference between these systems and the single-window systems is that some ports use port community systems for commercial/merchant transactions and the single-window systems for administrative transactions  Social Media applications (SMA): classically social media is used to get more leads, increased sales, better brand awareness, improved customer service, being found on Google. However they can also be used in the context of improving the communication within a company or through a supply chain. There are logistics companies already effectively using social media for a number of purposes (dealing with customers’ issues, findings carriers, etc.). The list of identified innovative solutions is presented in the following table: Table 3 Innovative Key Technologies

The research showed that even though a number of innovative technological solutions are currently being developed, the adoption and use within the logistics sector is still limited to pilot applications. 4. Conclusion and next steps toward an holistic action plan Innovation is a key factor for the competitiveness of the European industry and has historically played a vital role in increasing efficiency. The transport logistics industry has seen relatively small improvement in terms of innovation with o only 1.1 % of the turnover for the transport industry. In this paper we describe the Loginn approach and presented the first results of innovative business models, good practices as well as technological solutions. This anlysis shows that there are several solutions available at a protoype level, i.e the technolgical solutions are available, but either not robust enough yet, or the potential market is not ready for the innovation. In addition, it can be stated that several of these protoypical solutions do not deliver a business model suitable for potential customers, and that there is a lack in large scale deployment of many of the solutions. Considering the interrelations between business models, logistics practices and technologies, it is becoming clear that some of the barriers experienced in one dimension will have a cause/effect relationship with barriers in another dimension (Rivera-Vazquez, 2009). The barriers identified within each of the three dimensions are examined also in view of their relationship and impact to the barriers of the other two dimensions, and are brought together in the form of “barrier cases”.Thus in a next step we will first assess the drivers of successful logistics innovation implementation including increased revenues, cost decrease, increased service, decreased environmental impact, positive social impacts, etc., but differ between types of innovation. Decreasing costs and


increasing revenues are obviously two major drivers, but many other exist and these need to be identified and grouped based on relevance. Failed market uptake as well depends on a variety of different factors and thus it is necessary to provide a structured innovation analysis to identify the barriers with the logistics innovative practices dimension, as well as in the dimension of business models and technology. Consequently based on the finding in the area of technology, business models and practices, we are aiming at developing a holistic view. Loginn is offering a bottom up learning procedure providing information from the industry excellence in innovation achievement, in combination with the identified barriers and gaps. This will culminate in a Logistics Innovation Action Plan for Europe, which will aim at answering the following questions:  What is the current state & expected developments on intermodal freight transport & logistics research and innovation?  Which are the observed drivers and barriers for logistics innovation market uptake?  How to overcome these barriers?  How can investments be attracted in accelerating logistics innovation?  How can technologies (ICT in particular) support these processes? This “Logistics Innovation Action Plan” will integrate the proposed initiatives for accelerating logistics innovation market uptake into a comprehensive, straightforward form with a precise initiatives-to-do list. Among its added value characteristics one can distinguish its specific orientation towards intermodal and freight logistics and also its built-in consensus in relation to the initiatives proposed, as these will be the outcome of employing the Loginn virtual arena mechanism. The Logistics Innovation Action Plan will be a practical tool to help policy makers and stakeholders in drawing a realistic strategy for accelerating logistics innovation in Europe. It will especially take into account the Strategic Transport Technology Plan (STTP) (EC, 2013) whose goal is to better align transport research and innovation with EU objectives. The STTP aims at proposing solutions for improved instruments of transport research, innovation and technology deployment processes at all levels of government and among all stakeholders (e.g. private, public, Member States, EU), including the definition of a governance structure for implementing the STTP. In addition to the action plan, which is of more strategic importance, Loginn will provide an “Innovative Solution Toolbox” that will put logistics innovation into practice. The goal of the logistics toolbox is to gather the information from previous projects in a logistics solutions toolbox which enables the reconfiguration and matching of the projects results in order to upscale the potential of these pilot implementations and provide full solutions to the logistics stakeholders. This information will be supplemented by the insight and experiences of real-life case studies to be brought in the project by the LogisticsArena. For SME firms operating in transport logistics, the toolbox will provide a source of information and practical handson guidelines of how to add or use new innovative business models, practices or technologies. Acknowledgements The LOGINN project is co-funded by the European Commision in its 7 th Framework Programme. References Andraski & Haedicke (2003) Andraski & Haedicke, 2003: CPFR: Time for the Breakthrough?, Supply Chain Management Review, May/June, 54-58 Behrends (2009) Behrends, 2009: Sustainable Freight Transport from an Urban Perspective. Logistics & Transportation. Gothenburg, Sweden, Chalmers University of Technology. Licentiate Thesis Bødker (2005) Bødker, A., 2005: Creating conditions for participation: Conflicts and resources in systems development. Human-Computer Interaction, 11, 3, 215-236 EC (2013) http://ec.europa.eu/transport/themes/research/sttp/, accessed 31 May 2013 EC(2010a): European Economic and Social Committee on the European transport policy in the framework of the post-2010 Lisbon Strategy and the Sustainable Development Strategy (exploratory opinion) 28.12.2010 http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:C:2010:354:0023:0029:EN:PDF as of January 2011


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