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1、1 LON- 04539- 003- 01-02 - Traffic and revenue case - London, 17 July 2001 2 LON- 04539- 003- 01-02 This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties
2、 except with the explicit prior consent of Roland Berger & Partners Ltd. ContentPage A.Introduction to Roland Berger Strategy Consultants3 B. Executive summary7 C.Background 11 D. 2001 update16 D.1 Volumes and flows17 D.2 International haulage costs21 D.3 Structural and haulage operating model adjus
3、tments24 D.4 Modelled changes to key parameters29 E. Implications and conclusions33 3 LON- 04539- 003-01- 02 A. Introduction to Roland Berger Strategy Consultants 4 LON- 04539- 003- 01-02 Roland Berger is a global strategy consulting firm with a strong European base Strength in Europe Strength in Eu
4、rope Global consultancy business Global consultancy business 1,000 consultants 32 offices 22 countries: Approx 280 million annual turnover 17 offices in Europe 700 European consultants Source: Roland Berger Strategy Consultants 5 LON- 04539- 003- 01-02 Transportation is one of Roland Bergers main in
5、dustry areas and operations strategy is a key functional activity Source: Roland Berger Strategy Consultants Automotive and supply Machinery / plant / construction / electronics Energy / environment Pharma / Healthcare Public Administration Financial services Chemicals / oil and gas Traffic / transp
6、ortation Telecom / Media / e-business Consumer goods Retail 12% 8% 12% 11% 6% 6% 4% 6% 9% 10% 16% % revenue contribution by sector % revenue contribution by sector Corporate Finance M&A E-business Strategy Marketing/ Sales Organisation/ HR Management Corporate Restructuring & Turnaround Operations S
7、trategy 3% 13% 34% 20% 17% 13% % revenue contribution by function % revenue contribution by function 6 LON- 04539- 003- 01-02 Ceske Drahy Roland Berger has served top management of the transport industry on a wide range of commercial and other issues Market entry strategies Market and competitive an
8、alysis Project planning and management Business planning Profitability analysis Defining leadership strategy Reviewing organizations and structures with a view to changing them for new business or new functional capabilities Redesigning operations in supply chain, procurement, commercial or other bu
9、siness processes Post merger integration Delay reduction Financial performance and analysis Developing growth models in traditional engineering or transportation sectors Business and organizational performance and reporting Implementing revenue management processes Network management Life cycle cost
10、 analysis Best value and efficiency reviews Identification of key performance indicators Investment appraisal Definition of optimal capital structure Operational performance improvement Capital allocation analysis Corporate & business unit strategy Corporate & business unit strategy Revenue & growth
11、 management Revenue & growth management Operational & organizational restructuring Operational & organizational restructuring Value based management Value based management Selected RB transport and logistics clients Source: Roland Berger Strategy Consultants 7 LON- 04539- 003-01- 02 B. Executive sum
12、mary 8 LON- 04539- 003- 01-02 Central Railway is proposing a point to point lorry shuttle train service between northern England and northwest Europe Central Railway is proposing a railway system (the Railway) between northern England and northwest Europe The Central Railway proposition is based upo
13、n point to point lorry shuttle trains The Railway will be unique in Britain in being able to handle continental as well as UK freight trains and will carry detached lorry trailers (unaccompanied) or whole lorry trains (accompanied) Roland Berger prepared a revenue case for Central Railway in 1999 an
14、d conducted an audit to update the results in 2001 9 LON- 04539- 003- 01-02 Current predictions for Central Railway are for a nominal revenue range of 1.4 billion to 1.6 billion after three years of operations Updated 2001 market and revenue figures were derived from pre-existing work by Roland Berg
15、er in 1999 The 2001 update shows that the Central Railway service would be on average 7% cheaper than the lowest cost road route for 57% of the volume of the target RoRo segment With switching occuring at a minimum cost saving of 5% or a 10% cumulative average cost saving, Central Railway should ach
16、ieve 35% of the market Growth in the RoRo market has varied between 6% and 7%. The Central Railway revenue opportunity in 2011 would be: nominal revenues of 1,404 million at a growth rate of 6% nominal revenues of 1,601 million at a growth rate of 7% 10 LON- 04539- 003- 01-02 The UK to Europe RoRo freight market is growing rapidly with regional origin and destination patterns that suit Central Railways likely competitive advantage Market growth for RoRo has exceed
