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HomeMy WebLinkAboutCity Council Meeting - Council Workshop - Agenda - 11/20/2001 :d y® KEN T I%- WASHINGTON COUNCIL WORKSHOP CITY COUNCIL November 20, 2001 Leona Orr Council President Phone:253-856-5712' Fax:253-856-6712 The Council Workshop will be held in Chambers East in Kent City Hall at 5:00 PM 220 Fourth Ave. S. on Tuesday, November 20, 2001. Kent,WA 98032-5895' Council Members: President Leona Orr, Tom Brotherton, Tim Clark, Connie Epperly,Judy Woods, Greg Worthing, Rico Yingling Speaker Time 1. Freight Mobility Project Report Barb Ivanov 20 min. Ed Parks 2. SR 509 Project WSDOT Representative 30 min. The Council Workshop meets each month on the first and third Tuesdays at 5:OOPM in Chambers East unless otherwise noted. For agenda information please call Jackie Bicknell at (253) 856-5712. ANY PERSON REQUIRING A DISABILITY ACCOMMODATION SHOULD CONTACT THE CITY CLERK'S OFFICE AT (253) 856-5725 IN ADVANCE. FOR TDD RELAY SERVICE, CALL THE WASHINGTON TELECOMMUNICATIONS RELAY SERVICE AT 1-800-833-6388: KENT CHAMBER OF + COMMERCE Puget Sound Freight Customer Association Presentation to the Kent City Council November 20, 2001 Drawing on the groundbreaking work done by the Freight Mobility System Improvement Team in 1999-2000, we began looking at the "timeliness" of delivery of goods in the Puget Sound region and what effect traffic congestion and mobility had on business operations in the area. On April 25 we had a kick off meeting at Emerald Downs and fleshed out our ideas with an industry group. The resultant discussion built the following purpose for the study: Collect Data about on-time delivery performance of local distribution and transportation companies Establish an industry standard to which firms can judge their own performance Outline "Best Practices"that can assist all freight customer and providers to improve their on-time performance Quantify aggregate impacts of traffic and congestion on the freight industry to help influence transportation decisions in the Puget Sound region The study focused on five major industry sectors for analysis: Manufacturing, Institutional,Warehousing, Retail and Construction. A total of 26 different firms and organizations were contacted for input. Nine of those entities agreed to participate in sharing information on an on-going basis, bi-weekly or monthly, on a confidential basis. Competition, customer relations and potential labor issues make overt disclosure of this information very sensitive. Thanks go to the companies who have shared this information and the contacts from throughout the industry that were willing to share vignettes and stories that have resulted in our findings. Based on the reported information, on-time dispatch rates are very high. Consistent 95- 100% on-time performance was reported. Delayed inventory, labor and equipment problems and miscellaneous facility glitches were the cause of non-perfect performance. On-time delivery to the customer is much higher than we had originally anticipated. Of the firms reporting, the average of hitting the delivery window runs between 90 and 100%of the time. Good summer weather,reasonably defined transportation construction delays and few major emergency shutdowns of the Interstate System allowed standard operating procedures to be in effect. Roughly 60%of on-road delays 524 West Meeker Street - Suite #1 - P.O.Box 128 - Kent,Washington 98035-0128 (253) 854-1770 - Fax(253) 854-8567 - www.kentchamber.com - kentcoc@kentchamber.com are because of accidents, unforeseen road repairs or congestion. Since September 11, some deliveries to institutions, hospitals and large, public buildings are being impacted by security screening/inspection delays. 2001 AGGREGATE "ON-TIME" PERFORMANCE ASSESSMENTS 100 Dispatch e very 90 80 4 Jun Jul Aug Sept Oct Nov Dec Companies sharing information: AG,Boeing,FSA,Glacier NW,GSF,Lowes Hardware,Merlino Foods, Safeway, SpaceLabs Medical Findings: Transportation is absorbing the costs of`delay' and coping with the realities of providing service to their customers, margins are slim High tech communications and dispatch/routing processes are necessary for large firms to be responsive and efficient Economies of scale are growing large firms; small firms specialize in specialties (meat, fish,wine, ethnic goods). Undercapitalized and smaller, general companies are finding it difficult to compete. Traditional warehousing is changing. . .just in time, managed inventories, expeditors. ("97% of Wal-Mart's goods never pass through a warehouse") UPS, Fed Ex,DHL, etc. are being used for rush shipments and for accountability in spite of high costs. Shoulder delivery, i.e. non-traditional working hours,will put additional burdens on 24/7 transportation accommodations, employee and family services. Key Issues for Decision Makers Some of the trends identified have implications for public decision makers in the Puget Sound region. The ongoing debate over transportation funding must be resolved at the State level. Coordinated planning throughout the Puget Sound region, with emphasis on the gridlocked Interstate System must lead to publicly acceptable projects that can be implemented in a reasonable time. Daily management of the system, particularly from the standpoint of accident investigation and cleanup needs to be addressed. Metered access to the freeway during peak hours is a good example. The focus of the Puget Sound Freight Customer Association, however, was broader, including arterial and local street systems. Much credit is given to the City of Kent for spearheading transportation projects that increase transportation access to the Valley. Given the ability of trucks to get from the warehouse to their customers, concerns over land use,truck maneuvering/parking areas and buffering from residential land uses need to be further addressed. As we have seen in this report, 24/7 dispatch and delivery will impact adjacent land use as the practice grows stronger. Growth management issues must be considered in addressing long term warehousing/distribution needs and anticipated displacement of one land use by another. On-going traffic congestion Length of"emergency" road closures, i.e. incident management Publicly accessible traffic information system—proactive (E-Mail) Land Use Issues Displaced land use considerations, gentrification, retailization Lay by areas for truck parking Increased truck maneuvering requirements On-site parking, load/unload, additional docks Acoustic barriers in residential neighborhoods Truck access restrictions (a la CBD Seattle) Social Issues 24/7 family care issues More customer(i.e. retail) 24-hour needs Overall, the Northwest transportation system is taking up the slack and meeting customer delivery expectations. They are adapting to the environment by increased technology and more flexible application of resources(equipment and human). They are not adapting the "integrator" offerings of UPS/FedEx that offer a variety of services with commensurate pricing and guaranteed delivery, but are responding with a more efficient traditional delivery system to meet their customer needs. In doing so, they pose challenges to State and local governments to address in a declining economy.