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Research

24 JUL 2017

Leadership in the UK rail industry

This insight paper outlines the leadership challenge facing the UK rail sector in the current decade, drawing on both demand and supply side challenges with recommendations for the industry.

The central issue is a critical requirement for clarity on who leads the industry in defining its strategic aims, and how UK Government and unions should come together with a single clear strategy. This would enable the rail industry to deliver the outcomes required by customers and ensure continued growth required in a post-Brexit landscape.

It is principally aimed at government agencies and major rail infrastructure clients, to influence the bodies responsible for creating and shaping longer-term industrial policy within this sector.

Insight series: Creating sustainable supply chains in rail

Over the past year we have engaged with the UK rail infrastructure sector on a unique industry research initiative, to examine ways to improve supply chain practices and greater supply chain integration.

By engaging directly with each tier of the rail infrastructure supply chain (clients, contractors, SMEs), the project has aimed to reach a broad consensus on positive ways to create a more integrated and sustainable market model where project risk is managed by those best placed to do so.

Six key themes

The programme will deliver six industry peer-reviewed papers tackling key issues in the rail sector:

  1. Leadership: Examines the role effective leadership will play in driving ahead cultural change within UK rail supply chains.
  2. BIM and engineering data: Looks into ways in which more effective use of industry data can facilitate better, more integrated supply chain practices.
  3. SME engagement: Explores how better engagement between client, contractor and SME can lead to greater innovation, better value and a more equitable transfer of risk between supply chain tiers.
  4. Skills and training: Highlights the levels of upskilling required in order to improve the existing supply chain market model.
  5. Whole-life value: How whole-life asset management of rail infrastructure assets can deliver better value through improved supply chain practices.
  6. Procurement: How procurement process can be better executed in a more sustainable supply chain environment.

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