Dirk C. Mattfeld

The Management of Transshipment Terminals: Decision Support for Terminal Operations in Finished Vehicle Supply Chains - Operations Research / Computer Science Interfaces Series Dirk C. Mattfeld Softcover reprint of hardcover 1st ed. 2006 edition

Marc Notes: Originally published: 2006.; Includes bibliographical references and index.; This is a unique treatment of the transshipment operation and processes on the shipment of automobiles from the Bremerhaven harbor, Germany. Table of Contents: Acknowledgments -- 1. Introduction -- 1.1. Freight Transshipment -- 1.1.1. Reasons for Transshipment -- 1.1.2. Terminal Operations -- 1.2. Vehicle Transshipment -- 1.2.1. Vehicle Supply Chains -- 1.2.2. Transshipment Tasks -- 1.3. Book's Overview -- 2. Automobile Production and Distribution -- 2.1. Trends in Automobile Production -- 2.1.1. A Quick Glimpse to History -- 2.1.2. Shift Towards Emerging Markets -- 2.1.3. Multinational Configurations -- 2.2. Challenges for Outbound Logistics -- 2.2.1. Distribution Strategies -- 2.2.2. Hub and Spoke Distribution -- 2.2.3. Logistic System Leadership -- 2.3. Summary -- 3. Intermodal Vehicle Transshipment -- 3.1. Vehicle Transport Market -- 3.1.1. Deep-Sea Segment -- 3.1.2. Short-Sea Segment -- 3.1.3. Second-Hand Automobile Segment -- 3.1.4. High and Heavy Segment -- 3.2. Competition Factors for Ports -- 3.2.1. Competitive Port Infrastructure -- 3.2.2. Ports of the North Range -- 3.2.3. Development of Transshipment Volume -- 3.2.4. Distribution of Transshipment Volume -- 3.3. Summary -- 4. Management of Terminal Operations -- 4.1. Transshipment Processes -- 4.1.1. Import Process -- 4.1.2. Export Process -- 4.1.3. Auxiliary Process -- 4.2. Management Decisions -- 4.2.1. Strategic Decisions -- 4.2.2. Tactical Decisions -- 4.2.3. Operational Decisions -- 4.3. Summary -- 5. Modeling Terminal Operations -- 5.1. Vehicle Transshipment Planning -- 5.1.1. Allocation of Storage Space -- 5.1.2. Manpower Deployment -- 5.1.3. Goals for Terminal Operations -- 5.2. An Integrated Transshipment Model -- 5.2.1. Problem Resources -- 5.2.2. Decision Variables -- 5.2.3. Constraints -- 5.2.4. Objective Function -- 5.3. Problem Separation -- 5.3.1. Implications of the Integral Model -- 5.3.2. Hierarchical Problem Separation -- 5.4. Summary -- 6. Allocation of Storage Space -- 6.1. Space Allocation Problems -- 6.1.1. Literature Overview -- 6.1.2. Problem Modeling -- 6.2. Problem Generation -- 6.2.1. Producing Solvable Test Problems -- 6.2.2. Parameterizing Test Problems -- 6.3. Construction Heuristic -- 6.3.1. Greedy Strategy -- 6.3.2. Generalized Procedure -- 6.3.3. Balancing Strategy -- 6.4. An Evolutionary Algorithm Approach -- 6.4.1. Evolutionary Algorithms -- 6.4.2. Parameter Optimization -- 6.4.3. Adaptive Strategy -- 6.5. Summary -- 7. Personnel Deployment -- 7.1. The Gang Scheduling Problem -- 7.1.1. Literature Review -- 7.1.2. Problem Description -- 7.1.3. Problem Modeling -- 7.1.4. Generating Problem Instances -- 7.2. Tabu Search -- 7.2.1. Local-Search Framework -- 7.2.2. Guidance of Search by Tabu Moves -- 7.2.3. Setting of Generic Parameters -- 7.3. Algorithmic Design -- 7.3.1. Neighborhood and Tabu List -- 7.3.2. Building an Initial Solution -- 7.3.3. Performing a Move -- 7.3.4. Estimating the Costs of a Move -- 7.4. Computational Investigation -- 7.4.1. Experimental Setup -- 7.4.2. Hill-Climbing Algorithm -- 7.4.3. Tabu Search Algorithm -- 7.5. Summary -- 8. It-Integration of Planning -- 8.1. Support for Terminal Operations -- 8.1.1. Functionality of ERP Systems -- 8.1.2. Control of Terminal Operations -- 8.2. Software Support for Planning -- 8.2.1. Terminal Viewer Module -- 8.2.2. Terminal Information System -- 8.3. Interplay of Execution and Planning -- 8.3.1. Requirements Definition -- 8.3.2. Design Specification -- 8.3.3. Implementation Description -- 8.4. Impact of Automated Planning -- 8.5. Summary -- Bibliography -- Index. Publisher Marketing: 1.1 Freight Transshipment We observe an ongoing trend towards globalized industrial produc tion. Multinational companies aim at strategic competitive advantages by distributing their activities around the globe. As a result, the in dividual supply chains become longer and more complex. Next to the supply chain reliability, companies try to keep supply chains cost effi cient and responsive, i.e. warrant short order fulfillment lead times (Siirie and Wagner, 2005). The above goals dictate low inventory levels at the stages of a supply chain as well as a high frequency of transports between the partners involved. Supply Chain Requirements. Detailed performance measures for a supply chain are provided by the Supply Chain Operations Refer ence (SCOR) model (Supply-Chain Council, 2002). The SCOR model provides four levels with increasing detail of process modeling. In accor dance to the process detail depicted SCOR metrics are defined for each level. Level 1 distinguishes metrics addressing the reliability of supply chains, their responsiveness, flexibility, cost and optionally their assets. On levels 2-4 these metrics are operationalized with respect to the pro cess types source, make and deliver. Thus, as substantial activities of the deliver process, transport and transshipment are evaluated as an integral part of the supply chain."