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Department for Transport – Future of Freight


The UK Freight sector operated efficiently and had little direct government intervention. 

Action was needed to enable the UK’s freight networks to meet growing demands for fast deliveries while also reducing its impact on congestion and the environment. However, the lack of shared or open data on operational freight activity (Road, Rail, Aviation and Maritime) made it difficult to formulate actions and/or policy changes. 


A programme team was commissioned to meet and deliver strategic goals for Freight movement across the country with associated data and a possible Freight Mapping Tool/Hub. 

By delivering strategic goals, the team collectively are able to plan to run a discovery process for the project as part of its Future of UK Freight strategy.


Delivered the discovery phase including procurement of a research company and ensured that industry specialists and SMEs from each mode of transport (Road, Rail, Aviation and Maritime) were consulted.

A plan for a GDS Discovery project delivery was created that involved scoping user journeys and requirements for a centralised freight data hub, and freight mapping tool.

Project Plans and Gap Analysis

Having worked closely with the Future of UK Freight Programme Team and meetings

with colleagues across the Analytical teams, we understood the priority for upcoming

projects and activities related to delivering the programme. 

This resulted in the creation of a delivery plan incorporating all activities and outputs across the Analytical Areas, Policy Areas and a draft timetable for the Procurement activities related to the Discovery phase for a potential Freight Mapping Tool / Hub as well as Stakeholder Engagements and workshops. 

Project Dashboards

On attending various Working Group meetings, a requirement emerged for a Dashboard. These were created for 3 workstreams:

  • Policy Development, 
  • GBFM Upgrade (TASM) (Analytical various) 
  • and Freight Mapping Tool.

Risks and Issues 

These were regularly reviewed and updated and reported on the relevant dashboards.  

In addition, we attended working group meetings and other meetings to ensure that 

priorities at a Strategic, Tactical and Operational level were translated onto relevant project documentation and that Risks and Issues were registered.

Meetings with Procurement and Spend Approval teams

Regular meetings with Procurement to discuss the process and restrictions during Purdah, Elections and Christmas break where very little resource was available to support with the process.

Agile ways of working, and transparency with the wider programme team

A detailed project delivery plan

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