North Scandinavian Forward (NSF)

North Scandinavian Forward (NSF) från North Scandinavian Forward (NSF)

Från: North Scandinavian Forward (NSF)  11-08-2010
Nyckelord: distribution, Used Cars, Åkerier

North Scandinavian Forward
Worldwide Shipment Solution Int. +46 (0) 705474830

Giuen NSF - The way forward Giuen NSF has been a leading road transport company for more than ten years, providing shipment to Sweden, Finland, Norway and Denmark from anywhere in Europe, and other countries around the World. Our NSF logistics company works to provide the best and most cost effective shipping solutions. Our main headquarters are in the United Kingdom and we also have satellite offices in Russia and Sweden. We are specialized in road transports Logistics has been proved to be an important arrangement of successful management, particularly within the fields of procurement, production and distribution. Giuen NSF transport coordination division that is responsible for our spedition and logistics services is in a very expansive stage for our customers and our cooperation partners demand for our services. Our logistics will meet up to approach connections for you and overcome the distances. Exports are key to the economic survival of a nation Giuen NSF focuses on the policies as it state in 2002 council controlled organization policy for fair and sustainable participation on public issues and arrangements. The advisory council is appointed by the Board of Directors to advise the Board and to support the work of the organization. Confronting the responsibilities and guideline related issues today Giuen NSF is been found in transportation services to best serve the needs of the nation. Giuen NSF experts also stress the importance of maintaining a long-term working relationship with private partners. They recognize that contract closing is not the end of the relationship, but the beginning of a partnership that will include both large and small contract renegotiations. Giuen NSF public-private partnerships The authors next provide a sense of how transport PPP contracts work by describing several standard types. This list is incomplete, but serves to illustrate the inherent flexibility of the PPP contracting approach. Roughly speaking, moving from the least amount of private responsibility to the greatest, some common contractual categories include the following seven:8 Design-bid-build (DBB) was the traditional contractual approach used to construct 1. many public works in the United States in the twentieth century. Under a DBB contract the public sector engages engineers and architects to design a facility to meet certain specifications. It then accepts bids from pre-certified construction firms to build the facility. Notably, the design and construction firms in a DBB contract are separately responsible for each of those project stages. The government is responsible for financing the project and assumes all risks associated with its ownership and operation. The facility remains under government management for its entire design life. Private financing and risk assumption are minimal in a DBB contract. A design-build (DB) contract is a straightforward extension of a DBB contract. Under 2. a DB approach, a single private partner designs and constructs a facility, in contrast to the separation of those responsibilities in a DBB contract. A DB contract has the advantage of capturing any economies of information, knowledge, and skill between a facility’s design and its construction. Like DBB contracts, DB contracts usually do not involve private financing, but private parties do assume additional risk through the design and construction process. The design-build-operate-maintain (DBOM) approach allows parties to benefit from 3. additional process integration relative to a DB contract. Under a DBOM arrangement, the private partner is responsible for the design, construction, operation, and maintenance of a facility for a specific time period. Operation and maintenance functions are therefore added to the private partner’s responsibilities relative to a DB contract. Payment after project completion is conditional on meeting certain performance standards, such as physical condition, traffic congestion, ride quality, and capacity. A DBOM contract allows the private partner to utilize its detailed knowledge of a particular facility’s design and construction to develop a maintenance and operating plan specific to that facility. By assigning responsibility to the private partner for project quality and performance throughout its entire lifecycle, this approach also gives the contract team incentive to provide the best possible plan and project. If, for example, heavy vehicles are going to use a highway, then a private firm that builds and then maintains the facility will use more durable pavement.9 The government typically retains ownership and is responsible for financing the project under a DBOM contract. Long-term lease (LTL) agreements allow the competitively chosen private partner to 4. lease an existing toll facility for an extended time period through a bidding process. The contract details the responsibilities of the private partner regarding maintenance, operation, improvement, and expansion of the facility in return for the right to the facility’s toll revenue. The private partner typically pays an upfront concession fee, although other approaches, such as revenue sharing or annual lease payments, are possible. Ownership again remains with the government, but private investors usually assume risks—such as revenue risk from changes in traffic flow, as well as risks associated with changes in operation, maintenance, and renovation costs. In the United States, the Indiana Toll Road and the Chicago Skyway concession agreements are examples of long-term leases. A design-build-finance-operate (DBFO) contract is an extension of the DBOM approach 5. in that the private partner assumes at least some added responsibility for financing the project and the risks associated with that financing—that is, the private partner becomes responsible for the design, construction, financing, operation, maintenance, improvement, and expansion of a new facility. The partner is granted the right to actual toll revenue (or shadow toll payments) for a specified time period in exchange for fulfilling those responsibilities. Although DBFO contracts vary according to the degree of private financing involved, part of the financing is usually accomplished through debt that leverages streams of toll revenue. A DBFO contract may be awarded for the upgrading or expansion of an existing facility if the necessary renovations are significant. In many cases, operational responsibility reverts to the government after a period of time. This appears to be a popular approach internationally. Under a build-operate-transfer/build-transfer-operate (BOT/BTO) contracting 6. approach, the private partner designs, constructs, finances, and operates the facility as under a DBFO contract. The private partner owns the facility, however, until the end of the construction period or the contract term. Ownership reverts to the public-sector sponsor at the end of the agreed-upon period. In Australia, for example, facilities have often been built and operated under a build-own-operate-transfer (BOOT) approach. A build-own-operate (BOO) contract engages the competitively chosen private partner 7. in a broad range of responsibilities, including the design, financing, construction, ownership, maintenance, and operation of a transportation facility. Because the private partner actually owns the facility, it assumes all risks associated with the facility’s ownership and operation. Although there is typically no provision for transferring facility ownership to the government, the terms of the concession may be renegotiated, or the government may purchase the facility. An additional noteworthy PPP distinction is between real toll, shadow toll, and availability payments arrangements. Real toll arrangements involve charging drivers directly for road use. The motorist actually pays the toll. Shadow tolls differ in that the motorist does not pay a toll directly. Payments are instead made by the public sector to a private road operator based partly on the number of vehicles using the road. Availability payments are similar to shadow tolls in that the private partner does not receive toll revenue directly. The public partner’s payment is here not based on traffic volume, but rather on the basis of other dimensions of service quality, including such factors as safety, congestion, minimum performance criteria, and lane availability (hence the name).10 Depending on the details of their structure, such non-toll arrangements allow public and private partners to share traffic (or demand) risk. They also allow performance-based PPPs to be used on un-tolled roads. This means that, even if political or other considerations prevent tolling, a PPP may still be used. Each type of arrangement carries its own set of costs and benefits, and provides public sponsors with additional policy choices. Giuen NSF public-private partnerships source of information: Mineta Transportation Institute (Research). A variety of methods can be used to collect transportation pricing Giuen NSF logistics is been provide an basic gound pricing list as below. Basic Ground Pricing 2010/11 Reg. REF 351Volvo FH12 2000 3-axis tarps flatbed truck with 40.65 cubic and 14.9 tons capacity. (Box Truck). SEK 690 kr / h. Combined pricing 2010/11 Reg. REF 351Volvo FH12 2000 3-axis tarps flatbed truck with 40.65 cubic and 14.9 tons capacity. (Box Truck). SEK 498 kr / h. + SEK 68 kr / driven mile. (/10 km). Reg. FHB 045 Volvo FL614 1995 2-axis distribution box truck with 8 tons capacity. SEK 551 kr / h. (Box Truck) Invoice Period: 15 days. Further information & helpdesk: +46 (0) 705474830.

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