Article citation information:
Krześniak,
M., Jacyna, M., Pryciński, P., Murawski, J., Bańka, M. Business
environment of rail transport in the context of the value chain. Scientific Journal of Silesian University of
Technology. Series Transport. 2022, 116,
179-195. ISSN: 0209-3324. DOI: https://doi.org/10.20858/sjsutst.2022.116.11.
Mirosław KRZEŚNIAK[1], Marianna
JACYNA[2], Piotr
PRYCIŃSKI[3],
Jakub MURAWSKI[4],
Michał BAŃKA[5]
BUSINESS ENVIRONMENT OF RAIL TRANSPORT IN THE CONTEXT OF THE VALUE
CHAIN
Summary. The value
chain can be defined as a set of all processes and procedures necessary to
deliver a product or service to the end-user through various stages of
development. A concept of the value chain is essential in the context of
transport, as the transport process is usually one of the last elements of the
value chain and determines the final value of a product or service offered. In
recent years, the domestic and international rail transport market has
undergone significant changes, including ongoing globalisation processes,
growing importance of international trade, increase in intermodal transport
significance, numerous investment outlays in transport infrastructure, means of
transport, and the area of rail transport interoperability. All the above-described
aspects have an impact on the value chain in transport. This paper presents an
analysis of the value chain in transport processes in an aspect of rail
transport. Elements of the railway transport organisation process, which affect
the entire value chain, were briefly characterised in this article. Moreover,
based on statistical data and a literature review, factors that fundamentally
impact the efficient organisation of rail transport processes were identified.
Keywords: value
chain, transport process, intermodal transport, rail transport, organisation of
transport
1. INTRODUCTION
Rail transport is a significant branch of transport
given passenger transport turnover, the number of passengers transported,
cargo transport turnover, and the weight of transported cargo. However, there
has been a stagnation in the development of rail transport services in the
European market in recent years. This happens despite actions taken in recent
years in the field of transport, for example, improving the interoperability of
the European rail system. In the last 15 years, rail transport has not
significantly increased its share in the transport market. During this period,
the share of rail transport on the European market was nearly 7% in passenger
and approximately 12% in freight transport [1]. Passenger transport turnover was related mainly to
domestic routes, which accounted for nearly 90% of all rail transport. In the
case of freight transport turnover, the share of international transport was
almost 50%.
It is worth underlining that rail transport is one of
the most sustainable transport branches [2]. It is significant in the context of the goals of
European climate policies, such as reducing the negative impact of transport on
the natural environment. The above-mentioned trends are reflected in the
activities of logistics companies. Thus, in the European Union, significant
emphasis is placed on the development of intermodal transport. At the same
time, liberalisation of access to the rail network enables the implementation
of entirely new market models and innovative technological solutions. The
structures of operating costs of intermodal terminals are also analysed.
Examples of activities improving the organisation of railway transport are the
use of multi-system locomotives, which will significantly contribute to the
internationalisation of rail transport and the elimination of bottlenecks in
cross-border transport.
Furthermore, the above activities positively affect
the organisation of rail supply chains, including processes related to
planning, implementation, and control of activities associated with cargo flow
from sender to recipient. Efficient and timely implementation of processes
directly affects the value chain, which is a general mental construction that
considers any process essential for business activity from a strategic
perspective. Through the analysis of the value chain, numerous research can be
performed. Examples of such research are cost assessments considering transport
and other services related to the transport process.
This paper is divided into five sections. In the
second section, changes in the Polish rail market during the last five years
were characterised. The statistical data showing international exchange in rail
transport, also during the pandemic caused by the COVID-19 virus, were
analysed. The following part of this article presents an overview of the
literature on the quality of services in a rail value chain. Further, the
fourth section covers general considerations on the value chain in rail
transport processes, while the fifth section focuses on detailing the different
stages of value chain creation in rail transport processes. Finally, the last
part of this article presents the summary and conclusions.
2. CHANGES IN
THE RAIL FREIGHT TRANSPORT MARKET
Recently,
much attention has been given to the ecological aspects of life in the context
of sustainable development as an ability to meet current needs without
prejudice to future generations [3]. Particular
attention is related to the development of ecological means of transport,
characterised by low emission of harmful compounds. Hence, the popularity of
low-emission means of transport is growing, and much research is being carried
out to improve the energy efficiency of rail transport. The modern and
effective infrastructure used to implement rail transport processes, both on a
macro and micro scale, favours the development of regions and urban centres.
Moreover, it has a positive impact on the business environment of rail
transport. Sustainable rail transport generates the need to conduct research
focused on improving the infrastructure potential of suppliers providing
services to customers. Development of rail transport concerns line
infrastructure, means of transport, and additional infrastructure, enabling
comprehensive customer service and ensuring optimal organisation of rail
traffic [4, 5]. Research
on supply chain models [6-8] and change management analysis in the setting of
the safety of railway transport systems are carried out.
The
current economic situation indicates considerable interest in freight and passenger
transport integrated logistics solutions. At the same time, globally, in many
areas of the economy, it is becoming increasingly popular for companies to
offer comprehensive services that meet all customer needs. This situation also
applies to the transport industry. The freight market is characterised by a
high demand for integrated logistics solutions that require the combination of
different freight services within one transport network [9]. However, the
services offered have to be competitive in terms of prices related to the
tariffs in rail transport. In the coming years, there will be a significant
development of technological solutions influencing the shortening of transport
processes and acceleration of the delivery of goods to customers [10, 11]. In
the Polish and global markets, the main determinants of a rail freight
development are:
-
growing trade internationalisation,
-
interoperability,
-
increasing importance of intermodal transport,
-
development and modernisation of line and point infrastructure as well as
means of transport.
In addition,
in the case of Poland, the strategic location of the country within the
Trans-European Transport Network (TEN-T) corridors has great importance [122, 133]. The share
of rail transport in a modal split is also significant. In 2020, the overall
share of rail transport in a cargo modal share in the Polish market amounted to
over 16%, while road transport accounted for nearly 72%, pipeline transport
10%, and inland and sea shipping for about 2%.
From
2016-2020, nearly 44% of a transport turnover was performed as part of
international transport. The above indicator runs to the detriment of the European
trend regarding a share of transport turnover in international transport
(approximately 50%). Undoubtedly, the COVID-19 pandemic significantly affected
a share of the cargo transport in international transport. Before the pandemic,
a share of international transport in the total number of transports performed
by rail in Poland was approximately 47%. The data below indicates a great
interest in the business environment in rail transport usage for cargo
transport from 2016-2018 [144-16]. As
shown in Figure 1, restrictions in the exchange of goods caused by the COVID-19
pandemic contributed to the decrease in rail transport from 2019-2020, although
in the export of goods in 2020, there was an increase in transport turnover
compared to 2019 by nearly 2%.
Fig. 1. Polish freight rail transport turnover
from 2016 to 2020 [14-16]
The
essence of intermodal transport is the movement of cargo in one load unit using
at least two different, successive modes of transport [177]. Intermodal
transport is an alternative to road transport and is essential in shaping
sustainable transport policies. The development of intermodal transport is seen
as a key element in solving many transport system problems, both in Poland and
in the European Union. In intermodal transport, the same loading unit is used
throughout the whole transport route, referred to in the literature as the
intermodal loading unit. Intermodal loading units are usually containers or
unified transport units of another type, such as swap bodies or combined
transport semi-trailers. A detailed description of the transport process,
considering all permissible transport operations in intermodal transport, can
be very complex [18, 19]. However, the use of loading units of the type
mentioned above enables the simplification of loading works, thus reducing the
labour intensity of reloading, reducing the risk of damage during
transshipment, and decreasing storage costs [20]. Analysis of the operating
costs of intermodal terminals, related to the size of terminals and
technologies used for cargo handling, and risk analysis for the operation of
rail freight transport, are also important [211, 22].
In
Poland, the importance of intermodal transport is constantly growing. In 2020,
a total of 5 million containers were handled at intermodal hubs, of which
nearly 63% were in land-sea transshipment terminals. In that year, almost 36.7
million tonnes of cargo were transported using large containers by rail and
road transport [15]. Nearly 58%
of large containers were transported by rail. Thus, an increase in the weight
of the cargo transported by rail using large containers was recorded at 14%
compared to 2019. The average distance of transporting 1 ton of cargo by a
large container using rail transport was 360 km. As part of intermodal
transport, over 10% more containers were transported using rail than in 2019.
Therefore, it can be assumed that the business environment of rail transport
responds positively to the stabilising pandemic situation in Poland.
Combined
transport is essential from the standpoint of developing transport systems in
Poland and Europe. Combined transport is a type of transport in which the
loading unit on the main route is transported between terminals by rail, inland
waterways, or sea. Its delivery from the sender to the hub and from the hub to
the recipient is carried out by road over the shortest possible distance. In
the case of combined transport, road transport performs a service function to
the mode of transport used on the main transport route. The radius for
delivering cargo from/to the hub should not exceed 25 km, in exceptional cases
50 km. Transports carried out as delivery by road transport consider the
specificity of planning transport routes in distribution areas. In the case of
transport by inland waterways or sea, the delivery radius from/to the hub
should be up to 150 km.
Similar
to intermodal transport, during the transport process by combined transport,
transshipments are carried out without changing the loading unit. The main idea
of combined transport is the fact that it combines the advantages of different
types of transport, for example, the ability to transport large volumes of
cargo over very long distances characteristic of rail transport and sea
shipping with high-level accessibility and flexibility, which is typical for
road transport.
In
Poland and throughout the European Union, numerous measures are taken to
increase the competitiveness of rail transport, including intermodal
transport. Among others, they are:
-
investments in the modernisation of the railway infrastructure
enabling achievement of a higher commercial speed of freight trains;
-
providing 700-750 m long main tracks on crucial
railway lines, which is a key issue for the organisation of intermodal
transport;
-
modernisation of railway traffic control devices,
including an introduction of solutions enabling control of axial load;
-
implementation of technological and innovative
innovations in intermodal hubs [233].
Many
intermodal terminals are not only transshipment points but also multifunctional
logistics centres. This type of hub is significant for the development of
intermodal transport. In addition to transshipment, the most critical
function of this type of point is short-term storage. However, apart from that,
intermodal terminals provide, for example, forwarding, service, insurance, and
customs services. Consequently, intermodal terminals constitute an essential
element of infrastructure for both rail and road transport [24].
There
is no doubt that significant infrastructure investments are necessary to
develop intermodal transport, contributing to improving the provided transport
services quality. Nevertheless, investments of this type require substantial
financial and spatial outlays (intermodal terminals are large-area facilities).
Moreover, intensive infrastructure on railway lines works poses a great
challenge, as they limit the capacity of railway lines, reducing the average
commercial speed of trains and increasing the possibility of frequent delays.
In
addition, it is worth paying attention to other aspects related to the organisation
of railway traffic, such as, for example, determining the order of trains on
railway lines, determining the time intervals, estimating travel times on
railway lines, or determining the types of railway means of transport for
individual transport tasks. All the issues mentioned above impact the fact that
the organisation of intermodal transport with rail transport is a complicated
decision-making problem. For example, arranging intermodal transport with rail
transport at one stage of the journey is a more complex issue than the use of
semi-trailer trucks on the whole route.
Moreover,
the limitation of the competitiveness of intermodal transport is caused by
restrictions in access to intermodal loading units (primarily containers), as
well as the reluctance of operators and intermodal carriers to cooperate, share
rolling stock, and create alliances [23].
Interoperability
has a significant impact on the development of rail transport. Interoperability
can be defined as the technical compatibility of railway systems in various
European Union member states. In the past, rail transport developed
independently from one country to another, using different tools, interfaces,
and applications. The implementation of interoperability makes it possible to
travel by rail between countries without the need to perform various
activities, such as, for example, changing a locomotive or changing the bogies
in the rolling stock. Through activities related to interoperability,
significant savings can be made for costs, travel time, and resources used.
Interoperability brings benefits to transport organisers, carriers, shippers,
and customers. At the same time, meeting the interoperability requirements not
only increases the competitiveness and efficiency of rail transport but also
has a positive impact on the natural environment.
Summarily,
the development of any transport system (including intermodal transport)
requires making decisions involving the rational use of specific economic,
human, organisational, and spatial resources. In the case of this type of
decision, the entire decision-making process should be carried out using
multi-criteria and multi-aspect analysis methods that enable the comparison of
various scenarios and support a selection of the best variant [0].
3. SERVICE QUALITY IN RAIL
FREIGHT TRANSPORT IN THE CONTEXT OF THE VALUE CHAIN
The
value chain concept is understood as the scope of activities necessary to
develop a product or service through all the required stages, starting
from design and production to its delivery to the customer [26]. The value
chain is a complex issue. It can be defined as a system of interconnected links
that are just as important to each other. Links in value chains are activities
such as design, production, packaging, confectioning, internal logistics,
transport, marketing, recycling, and information flow. Connections between
individual links in the value chain are usually two-way, and they can interact
with each other.
Various
concepts that define the value chain can be found in the literature [277, 288].
Nevertheless, their common feature is an attempt to model a specific scope of
activities necessary to deliver a good or service to the end customer. Value
chain analysis has become more common due to the dispersion of production and
the components required to produce goods or services. The described issue has a
direct effect on production efficiency; therefore, it has a global
character. Value chain analyses make it possible to optimise and evaluate the quality
of the processes within the scope of individual links.
The
most common techniques for managing value chains are:
- Just-in-time
(JIT) – a method which assumes that materials and products are delivered
in the right quantities, time and place, in line with the expectations of
the end customer, which significantly simplifies production and transport
processes;
- Total
quality management (TQM) – a method focusing on comprehensive quality
management while checking the achieved results that occur at the end of a given
link;
- Continuous
improvement (CI) – a method consisting of a continuous, systematic search
for improvements in individual links of the value chain to introduce changes in
the entire process gradually.
Concerning
transport processes, a comprehensive analysis of the value chain, mapping its
individual links, and assessing the quality of information and cargo flows
allows for identifying all necessary activities to meet the emerging transport
needs of the end customers. The value chain indirectly influences the value of
the service provided or the price of the offered product for sale. Thus, the
value chain can be the subject of analyses and practical implementations both
in road transport [299] and rail
transport [30].
The
quality of a transport service (a measure of value chain assessment) can be
defined as the degree to which a service or product meets the requirements of
transport users. It is an essential measure of technical, operational, and
economic characteristics related to a transport route, means of transport,
time, and the product being transported. It can also be defined as a set of
features related to the transport route, workforce, work tools, and
organisation of the transport process (Figure 2).
Considering
rail transport as one of the elements of the supply chain, it is necessary to
mention the quality measures of rail transport, such as:
-
cargo safety, which is an essential element of
added value in rail transport (cargo damage results in measurable losses for
all parties of the transport process: customer, carrier and process organiser);
-
transport safety, which is a factor related to a
wide range of regulatory issues in rail transport;
-
flexibility of services provided, that is, the
possibility of fulfilling orders for both large and small volumes of cargo;
-
ability to dynamically respond to changing
customer needs;
-
ability to respond to disruptions in transport
(since in rail transport any disorder can have far-reaching effects, it is a
crucial measure);
-
availability of transport means;
-
availability of logistic infrastructure;
-
certainty of the fulfilment of transport orders;
-
advisory resources in an area of shipping and
shipping-related documentation;
-
flexibility in terms of the frequency of
transport orders fulfilment;
-
reliability understood as a guarantee of the
fulfilment of a planned transport order;
-
punctuality.
In
the case of rail transport, all described quality measures impact an assessment
given by the clients to all entities involved in the transport process.
Fig.
2. Features of transport service related to quality
4. THE ESSENCE
OF THE VALUE CHAIN IN RAIL TRANSPORT PROCESSES
During consideration of the value chain concept,
it is necessary to indicate factors that affect the creation of added value for
the customer ordering a transport of goods by rail transport. When analysing
the value chain, it should be noted that it is related to the comprehensiveness
of services provided, logistics, and the sustainable development of transport
systems [0]. Each production company has to plan
production, sale, storage, or refill of production means. The needs
mentioned above mean that the goods are transported, stored, and reloaded.
Therefore, there is a need to design and build production, storage, and
transport infrastructure that should be adapted to each other.
Properly adjusted infrastructure along with
modern IT solutions in production and transport processes ensure continuity of
production and an efficient flow of goods from the producer to the consumer.
The efficiency of the flow of goods means that it should be:
- harmonious − technical, technological and
organisational solutions should be adjusted between participants;
- economical − eliminating unnecessary cells
from the system.
A harmonious and economical flow of goods is
favoured by creating transport and storage chains. Characteristic features of
the value chain in intermodal transport are presented in Figure 3.
Conclusively, it can be said that the value chain in rail transport affects the
final value of goods, which would not be delivered to end customers due to the
lack of an efficiently organised transport process.
Fig.
3. The value chain in intermodal transport
5. STAGES OF
CREATING THE VALUE CHAIN IN RAIL TRANSPORT
5.1.
Acquisition of order or customer
Carriers
respond to market needs, acquire customers or transport orders for services
that are not directly related to the rail transport process. In this case, rail
operators use subcontractors offering additional services. Usually,
subcontractors providing this type of auxiliary service are forwarding agent
companies. They offer services such as an organisation of transport and carry
out activities preceding or following transport, which are usually beyond the
scope of the services provided by the carrier (Figure 4).
Fig.
4. Conditions for sale of transport services
5.2.
Delivery to the shipping station and loading
As
previously described, in intermodal transport, cargo is transported from
starting points (for example, warehouses) to the shipping station by road. The
transport in this relation is carried out by the sender, forwarding agent, and
rail carrier who will carry out the transport on the main route or another
external company. A cargo is reloaded from a road transport means to an
intermodal train at a railway station. Before that, a sender has to order an
appropriate type of rolling stock, ensuring that empty wagons of the correct
type will be sent to the shipping station at the proper time. The diagram
showing transport between warehouses and shipping stations is presented in
Figure 5. An important element in building the added value in the supply chain
in intermodal transport is the proper coordination of transport streams, that
is, road and rail transport [311].
Fig.
5. Transportation scheme for relation: warehouses – shipping station [311]
5.3.
Transport between shipping station and destination station
Rail
transport is a crucial element in creating value in the supply chain. Due to
the complex nature of the processes related to the organisation of rail
transport, customer satisfaction depends on the proper cooperation of all
entities responsible for the organisation of transport. The diagram of rail
transport use in intermodal transport is shown in Figure 6.
Fig. 6.
Transportation scheme for relation: shipping station – destination
station [31]
In
the current market realities, planning, organisation, and implementation of
transport are essential elements of railway carriers’ activity. It should
be emphasised that planning transport processes are one of the most important
tasks in a transport company, especially in the case of transport processes
using rail transport. Proper planning allows a carrier to develop its business.
Profits of transport companies are generated by meeting customer requirements,
and adequate planning for the transport process strengthens the satisfaction of
contractors. Therefore, a transport process should be planned in such a
way as to meet the demand for transport (deliver the cargo to the destination)
while ensuring the optimal cost of the order.
Organising
transport processes requires proper selection of the rolling stock and other
resources necessary to meet a given demand. Therefore, system solutions should
be sought to consciously and effectively plan the movement of loaded and empty
wagons on the transport network. Figure 7 shows a diagram of the carrier's
planning structure from an annual perspective. As previously mentioned,
properly selected methods and procedures of implementing the process
significantly affect the carrier’s profitability and its assessment by
the customer. Planning of wagons, locomotives, train crews, timetables, and
work of railway stations are carried out based on the annual sales plan and the
key effectiveness indicators used in the planning process. These indicators
depict the relationship between commercial data and parameters describing the
efficiency of a company's operation.
It
should be noted that planning in a shorter term than a month (usually weekly -
called scheduling) requires more detail in parameters of orders reported in
longer perspectives, that is, in the annual plan, quarterly forecast, and
monthly schedule. This is an area of operational management where clients
confirm their previous needs. Before a planned transport, the sender orders
wagons appropriate for the type of cargo. Thus, the carrier must adequately
manage its own resources, such as wagons, locomotives, train crews, manoeuvring
staff, etc.
Fig.
7. The process of work planning by railway carriers from an annual perspective
The following
sub-processes can be distinguished in the process of planning works on an
annual basis in rail transport [32, 33]:
- wagons planning sub-process – includes
activities related to purchase, modernisation, maintenance, and use of wagons.
The availability of wagons determines the transport capacity of the carrier and
has a significant impact on operational efficiency. Having the appropriate
series of wagons is crucial because loads ordered for transport need wagons
with different parameters. The service life of wagons is long (counted in tens
of years); therefore, decisions related to the purchase of wagons must be well
thought out and consider long-term plans regarding customer needs in the
future. While the wagons are in use, transport tasks are performed, and repairs
are made (currently and periodically);
- locomotives
planning sub-process – it covers, similarly to the wagon’s planning
sub-process, all activities related to the purchase, modernisation,
maintenance, and use of locomotives. Changing market conditions impact
transport turnover and force carriers to offer various services. As indicated
earlier, also in the case of locomotives, the purchase should be preceded by a
long-term demand analysis due to the length of locomotives operation;
- train
crews planning sub-process – process strongly related to locomotives
planning sub-process. The basis for developing train crew’s plans are
schedules for locomotives and wagons. Planning, in this case, is complex as it
is limited by the rules described in the Labour Law and the current situation
related to human resources. Any difficulties related to the train crew’s
schedules may disrupt the organisation of rail traffic within the company;
- annual
timetable planning sub-process – includes the creation of a yearly
timetable. This sub-process is closely related to the annual sales plan and
implemented in close cooperation with the infrastructure governor. Carriers
must submit applications for route sharing for the annual timetable. In
the case of well-identified customer needs, the carrier has guaranteed routes
to carry out its own transport well in advance and at a lower price. In the
long run, bad transport planning causes the need to submit corrections to the
annual timetable and increases the number of applications for individual
timetables;
- railway stations’ work planning sub-process – consists of developing technological
assumptions for the station's operation and covers activities between the
arrival of the train at the station and its departure. Part of the process is
to define the station's operating standards. The main activities of this
sub-process are the handling of the train at the station and the operations
performed during passing trains through the stations. The technology of
a station's operation determines the place and duration of individual
activities in the process of moving wagons. For the implementation of tasks,
stations employ manoeuvre locomotives, manoeuvring teams, and others necessary
to perform the assigned tasks. The maximum bandwidth parameters are
established in the technical documentation of each railway station. Proper
planning of the station's operation in the long term has a significant impact
on the quality of transport services;
- short-term
schedule planning sub-process – in scheduling shorter than a monthly
period (usually these are weekly periods), additional data (not required for
annual and quarterly plans) is needed. This sub-process is about obtaining data
from customers regarding the time of shipment, type of load, type of wagons,
etc. The role of the carrier is to distribute resources in such a way as to
meet customers' needs globally while maintaining an appropriate quality of
services. Moreover, cost optimisation should be considered.
All above-described sub-processes significantly
contribute to adding value to the supply chain. It should be emphasised that
the rail transport process also includes a sub-process of order fulfilment
monitoring, which has a significant impact on the customer's perception of the carrier
in the value chain. This sub-process includes service status tracking,
complaints service, and handling of transport abnormalities. It is worth
mentioning that a vital element of the after-sales service in rail transport is
also complaints service. Two types of damage can be distinguished, that is,
irregularities (delays, damage, and loss) of shipments and damage of wagons
used in a transport process. The last element of the order fulfilment
monitoring sub-process is handling irregularities in the transport process.
They are the basis for submitting complaints by the customer. The activities
under this sub-process are performed at shipping stations, intermediate
stations, and destination stations.
Given the carrier's cooperation with the client,
commercial activities performed in cargo rail transport are extremely important
(Figure 8).
Fig. 8. The most important activities in the organisation
of the rail transport process
5.4.
Unloading, storage, and additional services
At
this stage, the transport operator often orders additional services from
specialised logistics companies and forwarding agents. These additional
auxiliary services are:
- consulting on transport solutions,
-
preparing shipping documents and other documents
related to shipment dispatch (insurance, sanitary, customs, etc.),
-
carrying out loading activities,
-
cargo insurance,
-
customs clearance,
-
security services,
-
picking up cargo and checking it,
-
preparation of damage protocols,
-
settling payments for transport services,
-
temporary storage, etc.
The
determinant of a professional logistics company is possessing resources that
can offer the services mentioned above or the ability to obtain them quickly.
The value for the client is the ability to order such services from one entity.
In this case, one company is responsible for all operations and documentation
related to the requirements set by legal regulations (such as customs
clearance, phytosanitary clearance, etc.). Therefore, consolidation of
logistics and forwarding agents is observed in the global market [30]. The
diagram showing transport in the relation between destination station and
warehouses is presented in Figure 9.
Fig.
9. Transportation scheme for relation: destination station – warehouses [30]
6. CONCLUSIONS
The
direction in which the logistics and organisation of rail transport are heading
is managing the entire supply chain by one operator. Organising the flow of
goods requires a comprehensive approach to supply chain management and the
concentration of many logistics functions in one operator or group of
companies. The development of broadly understood combined transport channels is
currently taking shape and will be further strengthened in the future.
As
part of the supply chain, intermodal transport will be a standard of service.
Both intermodal transport and the continuous expansion of a range of
warehousing services and related individual solutions for customers are the
directions of the logistics market.
Observing
the above considerations, it can be concluded that the determinants of the development
of intermodal transport are the modernisation of the line and point
infrastructure, including an expansion of intermodal infrastructure (intermodal
terminals), meeting the interoperability requirements, and increasing the
competitiveness and quality of rail transport on the freight market. In
addition, it is necessary to equalise the chances of competing road and rail
carriers through non-investment support, that is, preferential access rates for
intermodal rail and fragmented transport. To improve the quality of services
provided, it is necessary to introduce organisational changes so that it is
possible to offer services that consider the entire transport chain, such as
"door-to-door" and "just-in-time" services.
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Received 17.02.2022; accepted in
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Scientific Journal of Silesian University of Technology. Series
Transport is licensed under a Creative Commons Attribution 4.0
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[1] Faculty of Transport, Warsaw University of Technology, Koszykowa 75 Street, 00-662 Warsaw, Poland. Email: miroslaw.krzesniak@pw.edu.pl. ORCID: https://orcid.org/0000-0001-9356-2632
[2]
Faculty of Transport, Warsaw University of Technology, Koszykowa 75 Street, 00-662 Warsaw, Poland. Email: marianna.jacyna@pw.edu.pl.
ORCID: https://orcid.org/0000-0002-7582-4536
[3]
Faculty of Transport, Warsaw University of Technology, Koszykowa 75 Street, 00-662 Warsaw, Poland. Email: piotr.prycinski@pw.edu.pl.
ORCID: https://orcid.org/0000-0003-4102-065X
[4] Faculty of Transport, Warsaw University
of Technology, Koszykowa 75 Street, 00-662 Warsaw, Poland. Email: marianna.jacyna@pw.edu.pl.
ORCID: https://orcid.org/0000-0003-2902-3882
[5] Faculty
of Mechanical and Industrial Engineering, Warsaw University of Technology,
Narbutta 85 Street,
02-524 Warsaw, Poland. Email: michal.banka@pw.edu.pl. ORCID: https://orcid.org/0000-0003-0853-9687