Result and Client Benefit

The project provided a solid basis for Yusen Logistics to move forward with internal discussions and customer engagement on selected trial routes. The analysis not only delivered concrete transport options, but also helped outline the strategic and operational implications of introducing rail to the pharma logistics portfolio.

“The study helped us assess our intermodal potential with a clear operational lens — not just CO₂ savings, but practical feasibility and partner landscape. That’s exactly what we needed to take the next step with confidence.”

Project Approach

AcceleRail took a structured and data-driven approach to develop a tailored strategy for Retrack’s turnaround. “In the preparation phase, the team conducted a detailed analysis of the profit and loss statement (P&L) to identify the company’s financial drivers. Based on these insights, a comprehensive driver tree was created along the entire value chain, systematically mapping out the key levers for a successful transformation,” says Tobias Behncke.

Next, AcceleRail conducted an “Ideation Workshop” with the leadership team. In this collaborative format, strategic and operational solutions were developed, discussed, and prioritized together. Tobias: “The iterative process allowed us to view ideas from different perspectives and further develop them in real time, resulting in concrete and actionable packages of measures.” The participants experienced the immediate effectiveness of this approach as interim results were continuously visualized, reflected upon, and refined.

To ensure the sustainable implementation of the measures, AcceleRail also introduced key tools for managing the transformation program. This provided the Retrack team with not only a strategic roadmap but also practical instruments to manage the change process efficiently.

Results & Customer Value

Thanks to the systematic approach and close collaboration with the leadership team, a clear roadmap was developed to implement the turnaround program. The measures cover both strategic and operational optimization areas across all functions and were prioritized to allow for rapid and effective execution. “A key success factor was the direct applicability of the outcomes. The iterative workshop format ensured that every measure was immediately tested for feasibility and made concrete. It was also important to me that all team members were actively involved and brought along — which is why the workshop had a vital team-building function as well.”

“The combination of strategic clarity, practical recommendations for action, and strong team spirit among the leadership team contributed to tackling the turnaround with great momentum.” – Tobias Behncke

Project and change management for successful IT implementation

“The resources in the team were lacking to convert a system from 0 to 100, which requires the right capacities and someone to bundle the open issues,” explains Martin. ARS Altmann registers an average of 140 loaded trains per week, which ensures a high workload for the team. AcceleRail played a key role in establishing a suitable project structure. On-site meetings with the end users provided the necessary insight into the processes. “They knew who was doing what, recognised our priorities and were able to give the long project the impetus it needed by making the project more concrete.”.

“The system had already been in the company for a long time, but the presence of AcceleRail, including on-site, made it clear that no one was going to drop out, we were going to do it.” The employees, some of whom were initially skeptical, proved to be competent users of the new systems after intensive training. “Some were worried that they wouldn’t be able to cope, but in the end they were the ones who were best able to work with the new tools.”

AcceleRail as an interpreter between IT, business and end users

“AcceleRail often acted as an interpreter in our project. As end users, we had difficulties for years in explaining to the IT provider what we needed,” Martin continues. “Not all systems speak the same language, and that requires a lot of coordination. It’s two different languages – the IT language and ours – and you’ve bridged that gap.”

An important step that AcceleRail was able to take was to record the actual processes, on the basis of which priorities could be set. “We didn’t know how the software could best support us. The software provider didn’t know our railway industry that well and we weren’t IT experts ourselves. You built us a bridge there, and that helped a lot.”

A visionary project

FORWARDIS Managing Director Philippe Golder takes us back to the start of this digital transformation: “Our needs spanned various aspects, from quoting to our customers, implementing an efficient Transport Management System, to seamlessly integrating with our finance operations. After careful consideration, we made the choice to partner with a leading Indian enterprise software player RAMCO, reputed for its excellence and innovation capabilities. We were impressed by their capabilities and advanced features, despite being new in the rail industry and European market. Therefore, we were also looking for a project partner who could bring relevant rail experience to the table.”

Rail business specialist

“With limited internal resources and every facet of our company undergoing transformation, our small team faced shifting timelines and the need for additional support. That’s when we turned to AcceleRail, a company we trusted. Our goal was clear: to successfully conclude this project. Their expertise was the vital support we were seeking to deliver our ambitions. AcceleRail is specialized in the rail business: they understand the difference between operators and forwarders. The team was not only interested in helping us achieve our objectives but also eager to learn from the project themselves. AcceleRail was able to help us with the change management. Such a project has fundamental impact on everything within the company”, Philippe explains.

Project Management Officer

AcceleRail took the role of a Project Management Officer in order to align the project with the ambitions. Setting up such a structure with regular meetings per module in order to track progress is of vital importance.

A perfect cooperation

“To optimize our project outcomes, the skilled business analysts of AcceleRail and RAMCO integrated our business processes into the new software. Additionally, we relied on AcceleRail’s support for our CRM modules and managing over 30 interfaces with various stakeholders, including rail operators, SAP, CO2 calculation systems, and Microsoft Teams. AcceleRail’s expertise was essential in navigating these complexities, contributing significantly to our project’s success. Looking back, I can truly say that the cooperation between RAMCO, AcceleRail and FORWARDIS proved to be a perfect fit. Together, we were able to deliver our vision.”

About AcceleRail

AcceleRail plays an important role in the progress of the project. They know how to convert our business requirements into IT requirements, which makes communication between the teams and with the IT supplier easier and smoother. They also help us streamline the internal processes and facilitate our decision-making processes especially while prioritizing requirements and finalizing the scope.

AcceleRail supports on all the project management tasks, thereby reducing unnecessary risks and delays, and the stress on the internal project managers. When it comes to rollout in multiple steps of all modules across all countries, AcceleRail supports driving the change with the orchestration of all the preparatory tasks. The rollout process is very complex and needs skillful support, which is where AcceleRail came in and provided their expertise.

Beyond the black box

Thorsten Reichel, Head of Operations Germany at VTG Rail Logistics Deutschland GmbH, tells about the lack of transparency: “Being active in 10+ European countries asks for standardized and digital processes. We didn’t have a 360-degree view on our business. It was very time consuming to close the month and to get the costs and results on a national and overall level. Too many e-mails and spreadsheets led to a lot of frustration. It was time to bring the company into the new century and work towards a companywide integrated approach.”

Future-proof systems

Being active in logistics means communicating with a growing number of supply chain partners. The emergence of digital platforms calls for more data-driven business models. “VTG wants to become the digital market leader for international transport solutions with a focus on rail. Therefore, we need harmonized and transparent processes covering all operations in the European business units. A pan-European modular, workflow-based IT system needs to be in place allowing electronic data exchange with suppliers, customers and internal systems”, stresses Thorsten.

RailFIT

Currently, the management of daily freight forwarding operations in Western Europe is done through two separate systems. Both systems are not uniformly and comprehensively implemented in the countries. Also, the individual systems are not interconnected, do not fully meet the business requirements and require modernization. As a result, there is a fragmented view of the business.

For this, the company initiated the implementation of RailFIT, which seamlessly connects modules & processes throughout the supply chain, from sales to invoicing. By enabling single data entry, guided workflows, and automated intercompany and booking processes, RailFIT significantly reduces manual work and enhances overall efficiency.

Setting up the tender

AcceleRail has a solid track record in rail expertise. They came with several years of rail and digitalization experience, having worked on various digital transformation projects in the past. That was one of the reasons for contracting them says Thorsten: “Complex tenders require industry knowledge and change management skills. The AcceleRail team supported us during the tender phase, leveraging their incredible network within the rail industry. We were not aware of the scope of such a large European project and lacked the necessary experience. AcceleRail worked with great enthusiasm and professionalism to define the scoping and structure of our RailFIT program, with all related to-be processes and business requirements.”

IT change management

The cooperation between AcceleRail and VTG went smoothly during the tendering process. Therefore, VTG decided to also hire AcceleRail during the implementation phase. The project was kicked-off in the autumn of 2021. “AcceleRail understands our business and our strategy and has the technical understanding how to develop an intermodal transport management IT system. You can imagine that such an important project needs to be delivered in time and on budget. Project and change management is a discipline in itself. AcceleRail sets up the IT structure, works on Minimum Viable Products that we can test and brings agility to the table. We are working towards the end of 2023 or beginning of 2024 to launch the platform across Europe. It really feels that the AcceleRail colleagues are part of our team”, underlines Thorsten.

About AcceleRail

AcceleRail plays an important role in the progress of the project. They know how to convert our business requirements into IT requirements, which makes communication between the teams and with the IT supplier easier and smoother. They also help us streamline the internal processes and facilitate our decision-making processes especially while prioritizing requirements and finalizing the scope. 

AcceleRail supports on all the project management tasks, thereby reducing unnecessary risks and delays, and the stress on the internal project managers. When it comes to rollout in multiple steps of all modules across all countries, AcceleRail supports driving the change with the orchestration of all the preparatory tasks. The rollout process is very complex and needs skillful support, which is where AcceleRail came in and provided their expertise.