Abstract
This paper presents a method for assessing the financial viability of a new Freight village financed by private and public investments. The financial evaluation model constitutes four distinct phases, namely (a) site selection and traffic forecasts, (b) definition of services offered and corresponding dimensions, (c) estimation of investment and operation costs and (d) evaluation of investments. Furthermore, the model produces financing scenarios, based on combinations of public and private funds.
Highlights
In recent years a speedy process of globalisation, elimination of border crossing and customs inspection procedures as well as other international business facilitation procedures have been taking place in the world
Once the traffic forecasting is done, and the site selection at the micro-level follows. It is concerned with determination of the land boundaries of the Logistics center and it is usually done by means of wellestablished methods of site selection, employing in some cases multicriteria analysis
Case 1: FA (Financial analysis results, e.g. return on investment) LESS THAN the acceptable limit, and SA (Socio-economic analysis results, e.g. Internal Rate of Return (IRR) or NPV for national economy) GREATER THAN the acceptable limit
Summary
In recent years a speedy process of globalisation, elimination of border crossing and customs inspection procedures as well as other international business facilitation procedures have been taking place in the world. In the framework of the on-going economic, political, technical and technological developments within the transport sector, logistics centres are gaining a gradually increasing significance, as the concept of a logistics centre itself is based on the following three rather important elements: territorial planning that covers in parallel rationalization of its infrastructure, quality of transportation services and inter-modality development. This concept is consistent with key global tendencies within the transport sector; establishment of logistics centres is given a special attention. It is vital that a Logistics centre be managed by a single and neutral legal body (preferably by a PublicPrivate-Partnership) if synergy and commercial cooperation must be ensured [7, 8]
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