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London, Midland and Scottish Railway

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London, Midland and Scottish Railway
Company typePublic company
IndustryRail transport
PredecessorLondon and North Western Railway, Midland Railway, Lancashire and Yorkshire Railway, Caledonian Railway, Glasgow and South Western Railway, Highland Railway, North Staffordshire Railway, Furness Railway
FoundedJanuary 1, 1923; 103 years ago (1923-01-01)
DefunctJanuary 1, 1948 (1948-01-01)
FateNationalised and became part of British Railways
Headquarters
London
,
United Kingdom
Area served
England, Scotland, Wales, Northern Ireland
Key people
Josiah Stamp (President), William Stanier (Chief Mechanical Engineer)
ProductsRail transport services
Number of employees
263000 (1930s–1940s)

The London, Midland and Scottish Railway (LMS) was established on 1 January 1923 as a British railway company formed under the provisions of the Railways Act 1921, which consolidated more than 120 individual railways into four major entities. This amalgamation incorporated leading companies such as the London and North Western Railway, Midland Railway, and the Lancashire and Yorkshire Railway (which had already merged with LNWR in 1922), along with several Scottish railways including the Caledonian Railway and a variety of smaller operations.

Recognised as the largest transport organisation globally, LMS was also the biggest commercial enterprise within the British Empire and ranked as the United Kingdom's second largest employer, following only the General Post Office.

By 1938, LMS managed of railway track (excluding Northern Ireland), yet its financial returns were modest, yielding a profit margin of merely 2.7%. Following the enactment of the Transport Act 1947, LMS along with the other members of the "Big Four"—Great Western Railway, London and North Eastern Railway, and Southern Railway—were nationalised on 1 January 1948, becoming part of the state-run British Railways.

Among the Big Four, LMS was the largest, operating routes throughout England, Scotland, Wales, and Northern Ireland.

Overview

The Railways Act 1921 created four principal railway companies, each dominating distinct geographical territories while allowing limited competition at their borders and sharing control over certain lines through joint arrangements.

LMS’s operational region included London, the Midlands, North West England, Mid/North Wales, Scotland, as well as an independent network in Northern Ireland.

Its principal routes featured the West Coast Main Line and the Midland Main Line, inherited from its two largest predecessor companies: the London and North Western Railway and Midland Railway.

At its inception, LMS brought together 35 companies to form a network covering approximately 7,000 route miles and 19,000 track miles—accounting for 38.4% of the total mileage among the 'big four'. The company possessed 9,319 locomotives, 19,000 passenger carriages, and 286,000 freight wagons. Daily operations consisted of over 10,600 passenger trains and around 15,000 goods trains supported by a workforce numbering 231,000 employees. Additionally, LMS managed 543 miles of canals, owned 8,950 horses and 17,000 carts alongside 2,000 motor vehicles; its assets also included 64 steamboats, 27 docks, and a portfolio of 28 hotels.

Joint lines

Due to pre-grouping joint ownerships being divided among newly formed companies, LMS operated several jointly held lines with other major railway operators.

In particular, LMS co-managed with the London and North Eastern Railway the former Midland and Great Northern Joint Railway system—the largest jointly operated network by route mileage in Great Britain at over —extending from Peterborough across East Anglia. This network was fully integrated into LNER operations in 1936.

LMS also collaborated with Southern Railway on managing the former Somerset and Dorset Joint Railway, which connected Bath to Bournemouth through areas assigned to the Great Western Railway.

Furthermore, through inherited Midland Railway holdings, LMS shared ownership of the County Donegal Railways Joint Committee lines alongside the Great Northern Railway (Ireland).

Competitive Regions

Being the largest and most centrally located among the four principal post-grouping railway companies, the LMS bordered extensively with both the LNER and GWR, whereas its interface with the Southern Railway (SR) was relatively minimal, primarily limited to the West London Line.

The rivalry with LNER centered on the premium London-to-Scotland corridor, where LMS's West Coast route and LNER's East Coast route competed to provide enhanced passenger amenities and quicker travel times. Additionally, LMS and LNER contended for traffic along routes connecting London, the East Midlands, South Yorkshire, and Manchester. This competition involved the former Midland main line from St Pancras (LMS) and the Great Central Main Line from Marylebone (LNER), both offering a mix of express and local train services.

The London-Birmingham route was highly competitive, with LMS operating express services via its West Coast Main Line through Rugby, while the Great Western Railway provided alternative services passing through Banbury.

Operations in Northern Ireland

Among the Big Four, LMS was distinct in running rail services across Northern Ireland, serving most of its principal towns.

On 1 July 1903, Midland Railway took over the Belfast and Northern Counties Railway, managing it as Midland Railway (Northern Counties Committee). Following the grouping, this network was incorporated into LMS as the Northern Counties Committee, encompassing of gauge track along with an additional of gauge lines.

Geographical Irregularities

The expansionist approaches of constituent companies such as the Midland Railway and London and North Western Railway led LMS to possess or manage routes outside its primary region. For instance, in 1912, Midland Railway acquired the London, Tilbury and Southend Railway, connecting London Fenchurch Street with Shoeburyness, including a loop serving Tilbury. These lines were absorbed into LMS, establishing a notable foothold in south Essex—traditionally dominated by LNER.

Although the Railways Act grouping did not eliminate these geographical inconsistencies, it provided residents of Southend with competitive choices: they could select LNER trains from Southend Victoria to London Liverpool Street or opt for LMS services running from Southend Central to Fenchurch Street.

Creation

The LMS emerged from several key companies, including:

Moreover, LMS controlled approximately 24 subsidiary railways along with numerous joint railways. This included Britain's largest joint operation, the Midland & Great Northern, as well as the prominent Somerset & Dorset. The company also held a minority partnership with LNER in the Cheshire Lines Committee.

In Ireland, LMS had stakes in:

These lines operated partially within Northern Ireland. By 1923, LMS's total route mileage reached 7,790 miles (12,537 km).

Early history

During its formative period, the LMS experienced significant internal competition among its founding companies, particularly between the Midland and the North Western. Each faction championed its own operational methods as the most effective. This rivalry influenced service coordination for many years, with instances of intentionally missed connections at Birmingham New Street continuing into the early 1950s. Key leadership roles were predominantly occupied by former Midland employees such as James Anderson, which resulted in the predominance of Midland's operational practices, including their traffic control techniques and the adoption of the Crimson Lake livery on passenger locomotives.

The locomotive policy under Chief Mechanical Engineer Sir Henry Fowler maintained the Midland preference for smaller engines, shaping the company's approach to motive power.[1][2][3][4]

The LMS adopted an innovative organizational framework inspired by American corporate models, introducing positions such as President and Vice-Presidents. On 4 January 1926, Josiah Stamp was appointed as the first President of the Executive—analogous to a contemporary CEO—and in January 1927 he also assumed the role of board chairman,[5] succeeding Sir Guy Granet.[6]

The Stanier revolution

A transformative phase began with the 1932 appointment of William Stanier as chief mechanical engineer. Recruited from the Great Western Railway by Josiah Stamp, Stanier introduced advanced engineering concepts from the Swindon Works, such as tapered boilers, extended valve travel, and enlarged bearings. These innovations significantly boosted locomotive performance and efficiency while also helping to ease longstanding internal disputes.[2][3]

Nationalisation

Following extensive wartime damage, LMS was nationalised in 1948 under the provisions of the Transport Act 1947, becoming integrated into British Railways. It was reorganized into the London Midland Region and a portion of the Scottish Region. Meanwhile, routes in Northern Ireland were transferred to the Ulster Transport Authority in 1949. The LMS company itself remained legally extant until December 1949.[7] Despite post-war rationalisation, principal routes were preserved and some upgraded to support inter-city services running at speeds up to 125 mph.

Railway operations

Primarily functioning as a railway operator, LMS served all countries within the UK,[8] covering 32 out of England's 40 counties.[9] It managed approximately 7,000 miles of track, operating 2,944 goods depots and 2,588 passenger stations with a rolling stock that included 9,914 locomotives, 291,490 freight wagons, and 20,276 passenger carriages.[9] With a workforce of around 263,000 employees directly engaged and supporting over 26,500 coal miners through its fuel consumption needs, LMS was a significant source of employment.[10]

Commercial organisation

Initially mirroring the structure of the Midland Railway, LMS's commercial managers were subordinate to operational management until a reorganisation in 1932 established an executive team led by a president supported by vice-presidents responsible for distinct areas.[11] Ernest Lemon was appointed Vice-President overseeing Railway traffic, operations, and commercial functions; chief operating and commercial managers reported directly to him on an equal basis.[11] Operational leadership was provided by Charles Byrom, formerly associated with the London and North Western Railway, while commercial direction was under Ashton Davies from the Lancashire and Yorkshire Railway.[11]

Davies expanded and professionalised the sales team through specialist training programs and created a dedicated commercial research department,[11] shifting emphasis from operational constraints toward maximizing revenue. Sales activities were managed by thirty-five district managers covering goods depots, stations, and docks,[9] with representation extending beyond Britain to the Irish Free State, parts of Europe, and North America.[9] A monthly publication titled Quota News encouraged staff performance through recognition awards. Maintenance routines were refined to ensure maximum locomotive availability during peak periods, supported by cross-training among personnel.[9]

Targeted fare schemes addressed specific market segments and competitive pressures: discounted day return tickets often matched or undercut single fares offered by rival bus services; large freight customers benefited from reduced season ticket rates; special promotions attracted business travellers, anglers, and racing pigeon enthusiasts.[9]

Passenger mileage increased markedly from 6.5 billion in 1932 to 8.5 billion by 1937,[12] despite a reduction in coach numbers achieved through improved maintenance and utilization strategies. In 1938, LMS inaugurated its Derby School of Transport to provide staff training on best practices.[13]

Railway posters

The commercial achievements of LMS during the 1920s were significantly influenced by the English artist Norman Wilkinson. In 1923, Wilkinson recommended to LMS Superintendent of Advertising T.C Jeffrey that incorporating fine art into promotional posters could enhance rail ticket sales by associating the company with excellence and durability. Jeffrey adopted this approach enthusiastically. Wilkinson enlisted 16 alumni from the Royal Academy of London, each receiving £100 for their contributions. The posters, measuring 50 by 40 inches, were reproduced as photolithographic prints on double royal satin paper sized 45 by 35 inches. These widely distributed posters appeared throughout England, Northern Ireland, Scotland, and Wales. Although LMS selected the themes to be advertised, artists retained creative liberty, resulting in a variety of interpretations depicting destinations and travel experiences.

For the Irish Free State, Wilkinson created a 1927 poster advertising LMS ferry services and connecting boat trains to Ireland, supplemented by four additional posters from Belfast-born modernist painter Paul Henry. Between 1924 and 1928, this artistic partnership produced 12,000 railway poster sales. Notably, Paul Henry’s 1925 depiction of Connemara in County Galway became especially popular, selling 1,500 copies.

Charter and excursion traffic

Charter and excursion train operations represented a crucial income source for LMS, which specialized in managing large passenger volumes. Rolling stock and locomotives were frequently allocated specifically for seasonal service demands. In one year alone, LMS ran 43 special trains to the Grand National at Aintree and 55 for the Cup Final at Wembley. Events of greater scale necessitated even more extensive arrangements; for instance, the Glasgow Empire Exhibition required 1,800 special trains, while the Blackpool Illuminations attracted an additional 1,456 specials. Between July and September, over 2.2 million visitors traveled to Blackpool. Beyond these mass gatherings, LMS regularly operated tourist excursions to locations such as Oban, Keswick, and even the First World War battlefields in Belgium, utilizing ferry connections and Belgian railway services.

Acknowledging excursion traffic’s significance, LMS founded a dedicated department in 1929 to manage these services. The number of special trains increased substantially from 7,500 in that year to nearly 22,000 by 1938.

Scheduled services

Although excursion traffic was important, scheduled services remained central to LMS’s expansion plans. Efforts concentrated on reducing journey times and introducing superior rolling stock quality. Starting on 24 September 1928, third-class travelers were granted access to sleeping car accommodations for the first time. These enhancements contributed to an increase in passenger revenue by £2.9 million (adjusted) between 1932 and 1938.

The pinnacle of premium services was reached in 1937 with the debut of the Coronation Scot, a streamlined locomotive pulling a nine-coach train between London Euston and Glasgow Central in six and a half hours.

Additional key cities were linked by prominent named trains such as the Thames-Clyde Express running from London St Pancras to Glasgow St Enoch, The Palatine connecting London St Pancras with Manchester Central, The Irish Mail operating between London Euston and Holyhead, and the Pines Express, which served routes between Liverpool and Manchester to Bournemouth.

Goods services

Approximately 60% of LMS's income stemmed from goods transportation, encompassing a wide variety of items ranging from fresh perishable products such as milk, fish, and meat to bulk minerals and smaller shipments exchanged between businesses and private individuals. A significant example includes the Toton–Brent coal trains, which carried coal from the Nottinghamshire mining region to London.

Construction

The LMS inherited numerous railway manufacturing facilities from its amalgamated companies, which produced locomotives, passenger coaches, multiple units, freight wagons, and other vital railway apparatus.

Derby was home to two principal establishments: Derby Loco, founded in the 1840s by the North Midland, Midland Counties, and Birmingham & Derby Railways for building and maintaining locomotives and rolling stock; alongside Derby Carriage and Wagon Works, initiated in the 1860s by the Midland Railway with a focus on carriage construction. Additionally, the Midland Railway managed Bromsgrove works located in Worcestershire.

From the London and North Western Railway (LNWR), key sites included Crewe Works (locomotive production), Wolverton Works (carriage manufacturing), and Horwich Works, which became part of LNWR following its acquisition of the Lancashire and Yorkshire Railway in 1922.

The St. Rollox works near Glasgow (formerly Caledonian Railway) served as LMS’s primary workshop for the Northern Division. Meanwhile, Stoke works (from the North Staffordshire Railway) ceased operations in 1930, with activities transferred to Crewe.

Smaller workshops were also absorbed from other lines at Barrow-in-Furness (Furness Railway), Bow (North London Railway), Kilmarnock (Glasgow and South Western Railway), and Inverness (Highland Railway).

Works Pre-grouping company Type Closed by LMS
Barassie Glasgow and South Western Railway Carriage & Wagon –
Barrow-in-Furness Furness Railway Locomotive 1930
Bow North London Railway Locomotive –
Bromsgrove Midland Railway Wagon –
Crewe London and North Western Railway Locomotive –
Derby Carriage & Wagon Midland Railway Carriage & Wagon –
Derby Loco Midland Railway Locomotive –
Earlestown London and North Western Railway Wagon –
Horwich London and North Western Railway / Lancashire and Yorkshire Railway Locomotive –
Kilmarnock Glasgow and South Western Railway Locomotive –
Lochgorm (Inverness) Highland Railway Locomotive, Carriage & Wagon –
Maryport Maryport and Carlisle Railway Locomotive circa 1925
Newton Heath London and North Western Railway / Lancashire and Yorkshire Railway Carriage & Wagon circa 1932
Stoke-on-Trent North Staffordshire Railway Locomotive 1930
St. Rollox Caledonian Railway Locomotive, Carriage & Wagon –
Wolverton London and North Western Railway Carriage –

Coaching stock

The LMS acquired a varied assortment of passenger rolling stock from its predecessor companies and appointed Robert Whyte Reid—formerly an engineer with the Midland Railway—to oversee its Carriage department. Reid had previously introduced effective carriage manufacturing methods at the Derby Carriage and Wagon Works prior to grouping. These techniques were subsequently applied at the former LNWR's Wolverton works as well as the L&YR's Newton Heath workshops.

Earlier carriage construction involved assembling roughly machined components that demanded skilled finishing work. Reid revolutionized this process by implementing templates or "jigs" to mass-produce uniform parts such as doors, windows, and seating. This innovation permitted interchangeable components, reducing expenses despite initial jig fabrication costs.

LMS further enhanced efficiency by adopting Progressive Construction, which assembled mass-produced parts into major sub-assemblies like side panels and roofs. The workshops operated under a "flow-line" system comparable to modern assembly lines, allowing precise fitting and swift completion of carriages. This approach—first developed at Derby before grouping—was introduced at Wolverton in 1925 and Newton Heath in 1927. It dramatically shortened carriage build time from six weeks down to six days. By 1931, Derby and Wolverton handled all carriage production for LMS, resulting in Newton Heath's closure.

Livery

The LMS board, largely composed of former Midland Railway executives, selected the "crimson lake" color scheme for its coaching stock. This practical and resilient livery had been previously employed by both the Midland and Glasgow & South Western Railways, reflecting a commitment to brand consistency and operational reliability.

Electrification

LMS managed multiple suburban electric rail lines in the London, Liverpool, Manchester, and Lancashire regions.

In London, electrification schemes utilized the four-rail system typical of tube and sub-surface railways. Prior to LMS's establishment, routes such as Bow to Barking, Euston to Watford Junction, and Broad Street to Richmond were already electrified; LMS later extended electrification from Barking to Upminster in 1932.

Liverpool’s network operated on a 630 V DC third rail system, covering lines from Liverpool Exchange to Southport and Aintree to Ormskirk before LMS's formation. Additional electrification was completed in 1938 for routes running from Birkenhead Park to West Kirby and New Brighton.

In Manchester, the Lancashire and Yorkshire Railway had electrified the Bury to Manchester Victoria line using a side-contact third rail. In partnership with LNER, LMS electrified the former Manchester, South Junction and Altrincham Railway with a 1500 V DC overhead line system, inaugurated on 11 May 1931.

The route from Lancaster to Heysham via Morecambe had been equipped with a 6600 V AC overhead electrification by the Midland Railway since 1908.

All-steel carriages

The year 1926 saw LMS introduce its all-steel carriage, representing a significant departure from earlier wooden or steel-clad wooden-bodied designs mounted on heavy underframes. These new carriages featured a steel tube or box girder framework that functioned both as the structural body and load-bearing element, removing the necessity for a substantial underframe. This innovation improved crashworthiness, as evidenced during the 1928 Dinwoodie–Wamphray collision where the foremost all-steel carriage absorbed most of the impact. Initially, production was outsourced to support external manufacturers during economic downturns; however, LMS soon resumed internal fabrication of more traditional carriage designs due to enhanced workshop productivity.

Accidents

  • 5 July 1923: A rear-end collision at resulted in four fatalities.
  • 26 April 1924: An electric multiple unit overran signals causing a rear-end collision at .
  • 4 November 1924: A locomotive tyre failure near Lytham St. Annes led to fourteen deaths.
  • 8 September 1926: A passenger train slid through buffers at Leeds Wellington railway station due to slippery rails; no injuries occurred.
  • 19 November 1926: Failure of a privately owned wagon near caused derailment killing eleven; this incident led to compulsory wagon registration and inspections every ten years.
  • 30 November 1926: Signal overrun at Upney, Essex caused a rear-end collision injuring 604 passengers with four hospitalized.
  • June 1928: Derailment of a mail train occurred at Swinderby, Lincolnshire.
  • 2 July 1928: Excessive speed caused goods train derailment at Pinwherry, Renfrewshire.
  • 27 August 1928: Passenger train crashed into buffers at , resulting in thirty injuries.
  • August 1928: Train derailment took place at Ashton under Hill, Worcestershire.
  • 25 October 1928: Rear-end collision at claimed four lives; errors by guard and signalman were factors.
  • 8 January 1929: Signal overrun at caused collision with four fatalities.
  • 2 February 1929: Signalman mistake sent passenger train into bay platform at , Glasgow; several injured.
  • 12 February 1929: Head-on collision at , Derbyshire killed two due to signal error.
  • 6 March 1930: Collision near , Cumberland caused by signal violation resulted in two deaths and four serious injuries.
  • 22 March 1931: Excessive speed derailed an express train at , killing crew members.
  • 17 July 1931: Mail train signal overrun at Crich Junction, Derbyshire caused two deaths and seventeen injuries.
  • 18 December 1931: Division of goods train at led to passenger collision causing two fatalities.
  • 17 June 1932: Passenger derailment occurred at Great Bridgeford, Staffordshire.
  • 10 July 1933: Signal error led to collision at Little Salkeld, Cumberland killing one and injuring about thirty.
  • 6 September 1934: Head-on collision at Port Eglington Junction, Glasgow caused nine deaths and thirty-one injuries.
  • 28 September 1934: Rear-end collision at Winwick Junction, Cheshire killed eleven and injured nineteen.
  • 25 February 1935: Derailment at Ashton under Hill attributed to locomotive design and track conditions resulted in one fatality.
  • 13 March 1935: Four-train collision at Kings Langley triggered by brake failure and signal error killed milk train driver; all lines were temporarily blocked.
  • 23 February 1937: Express goods train derailed at , Middlesex.
  • 17 November 1937: Rear-end collision due to signal overrun occurred at Coppenhall Junction, Cheshire.
  • 21 January 1938: Head-on collision at Oakley Junction caused three deaths and forty-six injuries from combined driver and signal errors.
  • 5 August 1939: Obstruction-related derailment at , Ayrshire led to four fatalities.
  • Late September–October 1939 saw several incidents including rear-end collisions and express passenger crashes causing multiple casualties.
  • A goods train derailment in September 1942 near , Yorkshire was influenced by World War II blackout conditions.
  • Post-war accidents included the Bourne End crash (1945) with forty-three fatalities and numerous injuries; the Lichfield crash (1946) causing twenty deaths; as well as derailments near Keighley and Grendon resulting in multiple casualties.

These events prompted reforms such as more rigorous wagon inspections and comprehensive safety reviews that influenced LMS’s risk management policies and operational procedures.

Canals

The LMS held ownership of a variety of canals, originally obtained through its predecessor companies during the 19th century. This included the Shropshire Union group—comprising the Montgomeryshire Canal, Ellesmere Canal, and Chester Canal—which were initially under the London & North Western Railway, as well as the Trent and Mersey Canal, formerly owned by the North Staffordshire Railway. Numerous canals were officially closed following Act of Parliament initiatives driven by LMS; however, those still operational by 1948 were transferred to the Docks and Inland Waterways Executive under the British Transport Commission, and subsequently to the British Waterways Board.

Shipping

The LMS inherited a range of docks, harbours, and piers from its antecedent companies, covering significant ports such as those at Barrow-in-Furness and Grangemouth, in addition to ferry terminals including Holyhead, Heysham, Stranraer, and Fleetwood. Smaller installations along the River Thames and River Clyde were also part of this portfolio. Furthermore, steamers and associated piers on Windermere and Coniston Water came under LMS control through the Furness Railway legacy.

Ship Launched Tonnage (GRT) Notes
SS Antrim 1904 2,100 Transferred in 1928 to Isle of Man Steam Packet Company; dismantled in 1936 at Preston.
SS City of Belfast 1893 1,055 Acquired in 1907; sold in 1925 to a Greek owner, renamed Nicolaos Togias, later Kephallina in 1933; lost at sea near Egypt in 1941.
SS Duchess of Devonshire 1897 1,265 Disposed of in 1928 to Bland Line, Gibraltar; renamed Gibel Dersa; scrapped in Málaga in 1949.
SS Londonderry 1904 2,086 Sold in 1927 to Angleterre-Lorraine-Alsace; renamed Flamand; scrapped in Germany in 1937.
SS Wyvern 1905 232 Constructed as a tugboat; utilized for leisure cruises until World War II; scrapped in 1960.

In addition to these assets, LMS also took control of docks located at Goole.

Road transport

In 1933, alongside other principal railway companies, LMS acquired ownership of Hay's Wharf Cartage Company Ltd., which controlled both Pickfords and Carter Paterson. The company also purchased Joseph Nall & Co. based in Manchester and secured a majority shareholding (51%) in Wordie & Co. from Glasgow. At that time, LMS operated an extensive road haulage fleet comprising 29,754 vehicles.

Hotels

The LMS Hotels & Catering Service oversaw close to thirty hotels throughout the United Kingdom, supplemented by onboard catering services on trains and refreshment facilities at stations. On the eve of World War II, this division employed approximately 8,000 personnel, served upwards of 50 million customers annually, and generated combined hotel and catering revenues exceeding £3 million (in 1939 currency). This scale positioned LMS as the largest hotel chain within the British Empire.

Its hotel collection spanned from expansive resort and urban centre establishments to smaller regional properties. Prominent examples included the Midland Hotel in Morecambe and the Queens Hotel in Leeds—both reconstructed as iconic examples of Art Deco architecture. While most hotels operated throughout the year, several opened seasonally to align with local tourist demand.

Chairmen of the board of directors

Presidents

Chief civil engineer

Chief mechanical engineers

Legacy

The LMS brand was resurrected by Govia through the train operating company London Midland, which operated services primarily within the West Midlands, extending north to Liverpool Lime Street and southward to London Euston between 2007 and 2017.

On 14 November 2017, the Department for Transport registered the LMS trademark, sparking conjecture that it might be applied as a brand for the forthcoming InterCity West Coast Partnership franchise. This franchise was planned to commence on 8 December 2019 under the name Avanti West Coast.

Sources


Further reading

  • G. C. Nash, The LMS at War, LMS, 1946, p. 88

External links

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