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Mobiliteit

Sustainable mobility, partly driven by the energy transition, has a direct impact on fleets, ways of working, process management, ICT support and safety. Both clients and government closely monitor these developments.

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The introduction of a new sustainable fleet powered by electricity and hydrogen is inspiring, but presents more ongoing challenges than initially anticipated. Technical innovation therefore also requires the development of processes and organisational structures.

Service scheduling becomes significantly more complex due to the need for charging moments and the variable availability of energy

All movements are intelligently coordinated and continuously monitored through systems, ensuring processes run efficiently and reliably.

Employees are expected to significantly adapt their way of working, their use of equipment, and their knowledge and skills.

Oplossing:

At BPM Consult, we help realise sustainable mobility by designing smart processes, integrating technology and actively engaging employees in this transition.

The result:

Passenger satisfaction

Travellers experience greater comfort and reliability thanks to improved planning and real-time adjustments.

Punctuality and low service cancellation rates.

The timetable operates more steadily, and service cancellations are actively prevented through smart monitoring.

Employee satisfaction with ICT support

Employees work more efficiently and with greater satisfaction thanks to improved digital support.

Control of incident management

Incidenten worden sneller opgelost, waardoor de impact op reizigers en operatie afneemt.

‘Zero-emission’ performance made visible

Progress towards zero-emission transport has been made transparent and manageable.

Our client cases

Hoe OOC met BPM Consult haar werkprocessen standaardiseert en uniformeert

Background The Training and Development Fund for the Coachbuilding Industry (OOC) aims to make the sector future-proof. The sector comprises companies involved in vehicle repair, coachbuilding and maintenance. OOC supports these organisations with initiatives focused on craftsmanship and sustainable employability. Due to the diversity in working methods, a need arose for greater structure and control […]

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Hoe Hogeschool Urecht Onderwijslogstiek 3.0 bereikte

Trigger for change In 2015, Utrecht University of Applied Sciences (HU) decided to centralise its support services. The Executive Board aimed to improve quality while reducing costs. Within the Education Logistics Transition (TOL) programme, the process domain of internships and graduation was identified as critical. The fragmented organisation of these processes called for an integrated […]

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BPM Consult helpt de Vervoerregio Amsterdam bij effectief procesmanagement

Due to the growing demand for mobility and the expansion of its responsibilities, the Amsterdam Transport Authority has grown considerably in recent years. As a result, the organisation has become more complex. This growth created a need for greater insight into work processes, improved coordination between teams, and stronger control over the internal organisation. Together […]

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Hoe Vitens prestatiegericht portfoliomanagement realiseerde

Trigger for change In 2018, Vitens initiated a major transformation within Portfolio Management. With the introduction of a new ERP system and the ambition to work in a performance-driven way, the organisation was fundamentally restructured. The aim was to actually deliver planned performance and to prioritise investments more effectively. By integrating systems and processes, a […]

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Hoe Grafisch Lyceum Utrecht haar Examenprocessen stroomlijnt

Gain control Grafisch Lyceum Utrecht aimed to improve its examination process in preparation for the new academic year. The school identified opportunities to better evaluate and streamline its examinations. Due to the growth in student numbers and the increasing complexity of its educational offering, there was a need for greater control over the process. An […]

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Hoe Verstegen QHSE integreert in haar productieketen

Background Verstegen, a supplier of sustainable herbs, spices and sauces, places strong emphasis on quality, environmental awareness and employee development. Arno Groffen, Manager QESH, leads departments focused on quality, improvement and safety. In collaboration with BPM Consult, brown paper sessions have been introduced to implement process-oriented thinking. This approach has resulted in greater recognition for […]

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Hoe de Proceswijzer WATT Infra dagelijks helpt

Background Watt Infra aims to professionalise its organisation in order to better respond to the growing complexity of infrastructure projects. The need for a uniform way of working and greater process awareness among employees became increasingly urgent. Due to rapid growth and a wide variety of projects, there was a growing need for structure, clarity […]

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Hoe Florensis haar fytosanitaire risico’s beheerst

Process-oriented change Florensis produces high-quality ornamental cuttings and seeds. To safeguard quality and manage risks, modernisation of the quality management system was required. With support from BPM Consult, Florensis developed a process architecture in which ownership is central. By placing responsibilities back with operational teams, engagement increased. A pilot provided insight into processes, risks and […]

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Hoe Grafisch Lyceum Utrecht haar Examenprocessen stroomlijnt

Background The Utrecht School of the Arts (HKU) wanted to improve its annual plans. The existing plans were often lengthy and lacked concrete actions and measurable outcomes, making targeted management difficult. Robert Willemars, Director of Finance, Quality and Control, was looking for a way to strengthen the Planning and Control cycle and improve collaboration between […]

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Hoe Visser & Smit Hanab het huisaansluitproces beheerst

Complexity Visser & Smit Hanab Distributie BV provides underground infrastructure for gas, water, electricity and telecoms. In the north-east of the Netherlands, Erik Bosch was responsible, as operations manager, for combined service connections to homes. These connections had to be completed within a specific phase of the construction process, placing high demands on preparation, logistics […]

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Hoe Omgevingsdienst Utrecht haar procesfundament legt

Background The Utrecht Regional Environmental Service (ODRU) supports fifteen municipalities with environmental and spatial planning tasks. Following a merger in 2012, the organisation grew in size and complexity. This created a need to standardise processes and work more efficiently. Municipalities explicitly requested greater attention to efficiency, which became the catalyst for a programme focused on […]

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Hoe de GGD Hollands Midden het digitaal dossier implementeert

Digital record RDOG Hollands Midden wanted to modernise its youth healthcare services. The existing way of working with paper files no longer met the demands of the present day. There was a need for a system that aligned better with the digital world of parents and children, while also enabling professionals to work more efficiently. […]

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Hoe gemeente Nijmegen van data informatie maakt

Background The Municipality of Nijmegen aimed to structurally improve its data management. As digitalisation increased, the volume of data grew, but coherence was lacking. The ambition was to integrate core registries and make data usable for both internal and external users. Based on an existing vision for data management, a Proof of Concept was launched […]

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Hoe Empatec haar sociale doel realiseert met werkprocesanalyse

Process awareness During a Process Management training, Empatec developed the ambition to work in a more process-oriented way. In addition to complying with the new ISO 9001 standard, the organisation also wanted to better structure its internal processes. The training marked the starting point for a programme with BPM Consult, aimed at developing an organisation-wide […]

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Hoe Universiteit Twente de studentenreis organiseert

Background The University of Twente experienced a strong increase in the number of international students. To manage this growth effectively, the university decided to map out the entire journey of international master’s students. The aim was to gain insight into all stages, from recruitment to deregistration, and to future-proof the process. BPM Consult was asked […]

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Hoe de Provincie Gelderland de Gebiedsontwikkelingsaanpak uitdacht

Background The original protocol for area development within the Province of Gelderland dated back to 2008 and consisted of 30 pages of text. Employees indicated that they no longer used the document, although they still acted “in the spirit of it”. There was a growing need for guidance without imposing a rigid framework. The management […]

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Hoe Woonbedrijf Ieder1 verbetert met plezier

Background In 2014, housing association Ieder1 began using customer journeys as a method for process improvement. The organisation aimed to enhance its services while increasing customer satisfaction. Joke Hofman, Managing Director, saw this approach as an opportunity to optimise processes and actively involve employees in improvement initiatives. The goal was to become one of the […]

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Hoe STL met BPM Consult op een tactische wijze processen inricht

Background In 2015, VTL, Gezond Transport and FUWA Road Transport merged to form the Sector Institute for Transport and Logistics (STL). This merger brought together different organisational cultures and ways of working, leading to a lack of clarity and a sense of distance between employees. The management therefore decided to redesign the processes to create […]

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Hoe VISTA met STIP de student centraal stelt

Restructuring The Arcus College in Heerlen moved into a new building around mid-2014, which prompted a restructuring of the organisational structure. The relocation brought new educational realities to light, such as larger student numbers and changing teaching formats. This led to the ‘STIP New Style’ project, aimed at improving educational support. The focus was on […]

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Hoe Euro Tank Terminal haar processen herontwerpt

Growth Since its founding in 2006, Euro Tank Terminal (eTT), part of VTTI, has quadrupled its storage capacity. Terminal manager Clement Saaltink reflects on a period of rapid growth during which eTT developed into a mature organisation. To manage this development effectively, a Business Process Redesign project was initiated in collaboration with BPM Consult, focusing […]

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Hoe Sutfene haar organisatie nieuwbouwt

Urgency driven by new-build development Sutfene, a healthcare organisation, was facing a far-reaching transformation. The ambition to develop new housing for psychogeriatric care led to a broader reconsideration of the organisation. Plans had been in place since 1996, but real urgency only arose once construction actually began. The new location on Coehoornsingel in Zutphen provided […]

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Hoe Dementienetwerk haar samenwerking uitdenkt

Background Since July 2009, various care providers in the Zutphen region have been working together within the Dementia Network. The aim is to improve the quality of dementia care for both clients and informal carers. In addition, the network seeks to create more efficient working processes and respond more effectively to regional care demands. The […]

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Our experts are happy to think along with you.

Bouw & infraGezondheidszorgMobiliteitWoningcorporaties

Sacha Gerritsen

Consultant
GezondheidszorgMobiliteitOnderwijsSectorale fondsenWoningcorporaties

Willem Spronk

Consultant
Bouw & infraLogistiekMobiliteitOverheid

Johnny van de Vliert

Consultant
MobiliteitProductieSectorale fondsenWoningcorporaties

Maurits Visscher

Consultant

Frequently asked questions about Mobility

Bekijk alle FAQ

Do you have a best practice for zero emission transport

Do you have mobility specialists on staff

How do you guide a large group of employees through this change

Do you have ICT packages or do you develop software yourselves

How do you ensure the ICT roadmap focuses on the right priorities

Do you have experience with risk management and safety

Does zero emission mobility require a major organisational change