Focus Feature
Body: Building Britain’s future
Intro: Members of the Construction Logistics Forum have been exploring how logistics lesson learnt from major infrastructure projects can shape the successful delivery of the Government’s New Town Programme.
Intro: As the UK embarks on its most ambitious New Town construction programme in decades, the spotlight turns to a critical but often overlooked enabler: logistics. From post-war developments to today’s climate conscious communities, the success of large-scale infrastructure has consistently depended on the effective coordination of materials, people, equipment, and tools. With 12 new towns planned under the government’s “Build Baby Build” initiative, the relevance of logistics lessons, drawn from decades of rail, road, and regeneration projects, is more vital than ever. The challenge now is to reinterpret these insights to meet the demand of modern town building, where speed, safety, sustainability, and social cohesion are not just goals, but essential outcomes.
Lesson one: Logistics must be embedded from the outset - One of the most consistent lessons is that logistics cannot be an afterthought. In past, projects delays and cost overruns have often stemmed from fragmented planning, where logistics was treated as a reactive function rather than a strategic pillar. Successful new town initiatives must begin with logistics at the core, integrating project objectives such as safety, sustainability and community into construction logistics plans, vehicle routes, delivery sequencing, and workforce movements at the earliest project design stages.
Practical considerations:
· Develop a robust Construction Logistics Strategy (CLS) and embed this within the heart of the project to ensure efficient movement of people, materials, equipment, and plant in line with construction requirements.
· Secure commitment from the project delivery team to adopt and implement the CLS as a central part of project execution.
Lesson two: Embrace technology to drive integration and success - Technology is no longer a support function, it’s a strategic enabler. Digital tools such as Building Information Modelling (BIM) integrated with End-to-End logistics systems can reshape how planners and project managers think about delivery. These tools enable teams to simulate entire construction workflows, anticipate bottlenecks before they occur, and optimise the movement of materials, equipment, and personnel with remarkable precision. Gone are the days when logistics was simply about coordinating trucks and cranes, today it’s about harnessing data to make smarter decisions, using predictive analytics to stay ahead of disruptions whilst ensuring that every element of the supply chain is aligned with the broader project timeline. This level of integration not only improves efficiency but also enhances safety, reduces waste, and supports sustainability goals. The right systems, whether for people logistics or material delivery, must be dynamic, real-time, and capable of adapting to change without requiring a complete overhaul.
Practical considerations:
· Define what must be monitored, measured, and tracked to maintain full visibility of resource movements, and integrate these needs into construction plans from the outset.
· Establish controls that help delivery teams meet commitments, while allowing flexibility as the project evolves.
· Choose the right digital solutions and weigh the benefits of off-the-shelf tools versus custom-built systems, prioritising speed, scalability, and adaptability.
· Automate routine tasks, use technology to streamline repetitive logistics operations and improve efficiency.
Lesson three: Governance and collaboration are crucial - Large infrastructure projects have shown that logistics thrives under clear governance. When roles are ambiguous or sponsorship is weak, coordination suffers. New town construction demands multi-agency collaboration between local councils, developers, transport authorities, and utility providers. The most effective logistics strategies emerge when these stakeholders share a unified vision and operate under transparent frameworks. This lesson is particularly relevant in the context of regional development, where logistics must align with broader goals like economic growth, environmental stewardship, and community wellbeing.
Practical considerations:
· Establish a central logistics governance body or steering group to oversee coordination, decision-making, and accountability.
· Identify and understand constraints from regulatory requirements and physical site limitations.
· Establish a Code of Construction Practice (CoCP) to promote transparency and accountability, giving stakeholders a clear framework to monitor and engage with the development process.
· Proactively define, monitor and track key logistics metrics on efficiency, safety and sustainability
Lesson four: Flexibility beats rigidity - Infrastructure history teaches us that rigidity is the enemy of progress. From unforeseen ground conditions to supply chain disruptions, adaptability is essential. Logistics must be resilient and able to pivot in response to real-time challenges without derailing the entire project.
Practical considerations:
· Prioritise intelligent, automated systems that focus on detection and rapid response capabilities rather than relying heavily on manual operations
· Evaluate the business case for construction logistics hubs, consolidation centres, and vehicle holding areas to enhance operational flexibility.
· Consider entrance and exit plazas to support safety and security checks for all incoming and outgoing resource, including personnel and materials.
Lesson five: New ways of constructing requires new logistics - The rise of Modern Methods of Construction (MMC), such as modular building, off-site fabrication, and precision manufacturing is transforming the logistics landscape in construction. Unlike traditional construction, where materials arrive incrementally and are assembled on-site, MMC demands a highly coordinated supply chain that synchronises factory production with just-in-time (JIT) delivery to installation points. Logistics must now accommodate not only the physical movement of prefabricated units but also the digital flow of information that ensures each piece arrives in the right sequence, at the right time, and in the right condition. As MMC becomes more prevalent, logistics must evolve to be more proactive to ensure that innovation in construction is matched by innovation in resource delivery
Practical considerations:
• Embrace Modular Construction, JIT delivery models and dynamic scheduling. These approaches can reduce waste, improve safety, and allow for faster responses to changing conditions on the ground.
• Leverage AI to create layouts that optimise the flow of materials and personnel. Maintain those principles throughout the project lifecycle.
• Integrate haul routes with both permanent and temporary infrastructure
Lesson six: Develop the skills need to drive logistics - Delivering new towns efficiently will depend on skilled logistics professionals who can manage complex supply chains, digital systems, and cross-sector coordination. The construction industry faces a persistent skills gap, with many logistics roles filled by individuals without formal training. To meet modern demands, logistics must be recognised as a core discipline requiring investment in accredited training, digital fluency, and strategic planning. Elevating logistics skills will unlock faster, safer, and more sustainable construction and project delivery.
Practical considerations:
· For over a decade the CILT’s Construction Logistics Forum has been working to bring formal and in-formal training to the industry. Group members have collaborated closely with CLoCS to develop their Construction Logistics Planning (CLP) and Site Access Traffic Marshall (SATM) training. See www.clocs.org.uk for more information.
· Members have been instrumental in developing the content and standards for the Construction Logistics Apprenticeship. This scheme is available to new entrants to the profession, or those who are looking to formalise their construction logistics skills.
Lesson seven: Safety & sustainability are non-negotiable - In today’s climate aware landscape, logistics is focussed on being safe and sustainable. Lessons from infrastructure projects show that carbon-heavy supply chains and inefficient transport models are no longer acceptable. New towns must embrace the use of rail and waterways, low-emission vehicles, local sourcing, and circular construction practices. Safe and sustainable logistics isn’t just good for the planet, it’s good for budgets and public trust. It also reduces long-term costs and aligns with the values of the communities these towns aim to serve. But to build the most sustainable logistics models, we need to bring logistics to the planning table early (see lesson 1 as we come full circle!)
Practical considerations:
· Understand local rail and waterway infrastructure. Where applicable engage with businesses who use them or have the skills to do so.
· Thoughtfully select routes to site from the outset, that can safely support traffic demand and mitigate risk to surrounding communities
· Design access and egress that will safely support the predicted construction traffic
· Minimise onsite inventories and ‘clutter’ wherever possible
· Consider how compliance will be monitored and managed
Looking Ahead
As Britain builds its future, the logistics lessons of the past offer a roadmap for success. New towns are complex ecosystems, and their creation demands more than bricks and mortar, it requires collaboration, vision and control. By embedding logistics into the DNA of these developments, the UK can ensure that its new towns are not just built, but built well, on time, on budget, and with the people they serve at the heart of every decision.
Key Takeaways for Future New Town projects
1. Start with logistics: Integrate logistics planning from the earliest design phase to align delivery with project goals and community needs.
2. Leverage technology: Use digital tools like BIM and end-to-end logistics systems to optimise workflows, enhance visibility, and improve control across the supply chain.
3. Build governance and collaboration: Establish clear roles and foster cross-sector partnerships to ensure coordinated and accountable delivery.
4. Plan for flexibility: Design logistics systems that can adapt to changing conditions, unexpected challenges, and evolving project requirements.
5. Anticipate new ways of building: Align logistics strategies with modern construction methods such as MMC, which require precise scheduling and off-site coordination.
6. Invest in skills and supply chains: Strengthen workforce capabilities and address material bottlenecks through targeted training and strategic supply chain development.
7. Build sustainability into the process: Embed environmental and social sustainability into logistics planning from the outset, ensuring long-term value for communities and ecosystems.
Karine Bartle,
Project Director, Turner & Townsend and
Andy Brown
Project Director, Clipfine