Day One: 18 September 2019

 
NEW FLEET PROCUREMENT
ENSURING YOUR NEW FLEET PROCUREMENT STRATEGY DELIVERS VALUE FOR MONEY OVER THE WHOLE LIFE CYCLE

8.00     Coffee And Registration

9.00    Chair's Opening Remarks

Mark Johnson, Engineering Director, Southeastern Railway

 KEYNOTE PANEL ENGINEERING DIRECTORS FROM RAIL OPERATORS

9.10     Procurement Strategies For New Rolling Stock - & Support Services - To Deliver Value For Money & Meet Customer Requirements

The Following Real Life Operators Case Studies Will Form The Backbone Of The Opening Keynote Panel, Followed By An Extended Interactive Q&A Session

MINI CASE STUDY 1

Meeting Customer's Expectations On Changing Technologies And The Travelling Experience

With fast technological advancements, customer expectations are becoming incrementally more challenging to satisfy. How do we choose and narrow down the needs and expectations that can be introduced into the train's specifications?

  • Identify the most important customer expectations

Ian Wright, Head of Innovation and Partnerships, Transport Focus

MINI CASE STUDY 2

Justifying The Business Case For New Rolling Stock Procurement Vs. Refurbishment Vs. Leasing

With EU regulation on liberalisation of the markets of passenger transport to Europe many operators are looking at different choices with considerations between procuring, refurbishing, or as most of the UK rail network, taking the option to lease. Leasing can be more expensive on one hand, but on the other, it is a way to offset the risk of the unsure view on the future.

  • What should an operator consider when choosing between new rolling stock procurement vs. Refurbishment vs. Leasing
  • Up to how much percentage of the value of a new train should an operator be prepared to spend on renewals?
  • And how about obsolescence issues?

Martin Ward, Engineering Business Development Director, First Group

MINI CASE STUDY 3

Buying The Optimal Support With The Train, Including Maintenance, And Factoring That Into The Cost Benefit Analysis 

When purchasing a new train it can be easy to have the notion of value for money in the cost of seat, buy it is important to also consider the reliability, low LCC (Life cycle costing), low cost of maintenance, also the environmental sustainability.

  • How to ensure reliability through optimal support
  • Factoring in the cost with LCC methods
  • Environmental sustainability considerations

Sergio Barcena, Director of Operations Planning and Maintenance, RIELSFERA  (SNCF's new company)

MINI CASE STUDY 4

Optimal Tendering Process For Spare Parts & Maintenance And Optimal Specifications For Procurement

Tender specifications can be really strict, but getting exactly what you want comes at considerable cost. Being more flexible could reduce spending, but you may have to compromise, how to decided which style to adopt whilst protecting assets from spare parts and maintenance issues?

  • Pro and cons of strict versus flexible specifications
  • Ensuring protection of the assets from future maintenance issue from the tendering process
  • Consideration on spare parts safeguards

Pieter Hopmans, Manager Strategic Procurement/Manager Planning & Purchase, NS (Dutch Railways)

10.00      Questions & Discussion

BUSINESS CASE DYNAMICS
CONDITION ASSESSMENT OF FLEETS TO EVALUATE THE CASE FOR LIFE EXTENSION VERSUS NEW FLEET PURCHASE

10.20     Making The Business Case For New Fleet Purchase Over          Refurbishment, Considering All Opportunities, Costs And  Risks

Before making key decisions on whether to acquire new trains against renovating, an operator will need to conduct an in depth assessment of the condition of its existing rolling stock. The assessment will look at the costs factor of refurbishment/life cycle against new rolling stock. The comparison should also look at the impact of new technological advancements and the future maintenance and operational cost.

  • Business case to buy a new train: will it make the company more profitable? Will it increase capacity or speed? will it attract more passengers? Will it be safer?
  • Will the customers appreciate the enormous investment spent into renovation?
  • Environmental considerations, is renovating a greener option?
  • Cost benefit analysis of new vs renovation

Geoff Brison, New Trains Operations Manager, Abellio Greater Anglia

Ian Duncan-Santiago, Rolling Stock/Operations/Train Crew Interface Specialist, West Midlands Trains

10.50    Question & Discussion

11.00     Morning Refreshments & Networking In The Exhibition Area

LEASING VS. PROCUREMENT

11.30   Panel Discussion - Comparing The Benefits Of Leasing With Procurement

In an interesting mix of trends, UK operators who have traditionally leased their rolling stock are starting to wonder whether it is still the best model for their business. However, European operators, which are typically state owned, are responding to the new EU regulation on liberalisation of the markets of passenger transportation to Europe by investigating the adoption of rolling stock leasing. So when is one system better than the other?

  • Examples of leasing configurations
  • Is ROSCO still a good model?
  • How do you manage requested updates on leased models?
  • Are there other financial options apart from leasing?

Geoff Brison, New Trains Operations Manager, Abellio Greater Anglia

Banafsheh Madani, Project Manager, Arriva (Sweden)

SPECIFICATIONS

12.10     Understand Evolving Areas Of Specifications From A Customers Perspective

The rail industry is well aware of the need to stay competitive, which means improving the customer's experience, in order to grow the number of passengers choosing rail over other modes of transport. But what do our current and future customers really want considering the fast advancements of technology? How will operators justify these added expenses?

  • What do customers really want and what do customers actually need
  • Understanding customer expectations in 6-12 years time (since technology moves so fast)
  • Understanding the cost of providing those customers expectations
  • Making the business case to justify the expenses.

Mark Johnson, Engineering Director, Southeastern Railway

12.40      Questions & Discussion

12.50     Lunch & Networking In The Exhibition Area

PROCUREMENT CONTRACT STRUCTURES, DOCUMENTATION & DELIVERABILITY  - HOW TO BUY THE TRAINS TO DELIVER VALUE FOR MONEY AND KEEP TO BUDGET

13.50    Heathrow Express Case Study

Fleet Specification & Procurement From The Perspective Of  A Luxury High Profile Brand

  • Understanding The Evolving Area Of Customer Specifications, What Do     Customers Expect From The New Trains In Service?
  • Considering The Competition And Specific Business Needs Driving The       Decision?
  • Overview Of The Process, Challenges Encountered And How These Were     Resolved

Stephen Head, Head Of Fleet Engineering, Heathrow Express

14.20       Questions & Discussion

DELIVERING THE NEW ROLLING STOCK PROCUREMENT PROJECT & MANAGING THE SUPPLY CHAIN POST ORDER TO PREVENT COSTLY DELAYS TO NEW FLEET PROJECTS

14.30     Delivering The New Rolling Stock Procurement Project & Managing The Supply Chain Post Order to Ensure Timely Roll Out

An optimal relationship and communication is necessary from both the vendor and buyer to ensure a smooth roll out. This session will look at key project management lessons to ensure your new rolling stock introduction avoids running late.

  • Examples on how to strengthen the vendor/buyer relationship
  • What are the most common causes of project delays that I should be aware of?
  • Can a well-organised supply chain post order generate cost savings?

Banafsheh Madani, Project Manager, Arriva (Sweden)

15.00     Questions & Discussion

15.10     Afternoon Refreshments & Networking In The Exhibition Area

15.40    Managing the Transition: Collaborative Working - Delivering The Project To Timeline And Controlling Costs

Introduction of a new fleet entails much more than the procurement of new rolling stock. Modifications to infrastructure and maintenance depots need to be undertaken, the railway's workforce needs to be re-trained and the transition period needs to be carefully managed.  The engineering and project management of these sometimes competing issues is a challenge that faces any railway introducing a new fleet.  Collaborative working between the various organisations that have a role to play is essential to delivering a successful outcome.

  • Managing interfaces between rolling stock and infrastructure
  • Re-skilling the workforce
  • Depot modernisation
  • Transition arrangements for a mixed fleet
  • How organisations work together efficiently to deliver effectively

David Powell, Programme Director - Rolling Stock, Merseytravel

16.10     Questions & Discussion

PREPARING MAINTENANCE REGIMES AND INTEGRATED LOGISTICS SUPPORT FOR NEW FLEETS

16.20     Panel Discussion - Preparing Maintenance Regimes And Integrated Logistics Support For New Fleets

How will you work on your new train? A comprehensive logistics integrated support scheme will allow you to secure that once you have a train you can maintain it. This panel will discuss what makes a good logistics integrated support plan.

  • Do you have the necessary facilities?
  • What tools will you need?
  • What parts should you keep on your depot?
  • Do you have enough people with the right competencies?

Sergio Barcena, Director of Operations Planning and Maintenance, RIELSFERA  (SNCF's new company)

16.50     Chair's Closing Remarks

Mark Johnson, Engineering Director, Southeastern Railway

17.00 - 18.00 Networking Drinks Reception In The Exhibition Area

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