Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Course transformation:
From flop to flipped
Per Olof Arnäs
Technology Management and Economics
per-olof.arnas@chalmers.se
...
Previous
(very traditional)
course
Physical
distribution
planning
Maritime
logistics 3-year program
(”kandidat”, BSc)
30-5...
How much did the lectures
help your learning process?
34%: Very little
34%: Little
30%: Much
0%: Very much
What is your ov...
My beliefs
Society does not
want test-takers
Understanding is muchmore important thanknowledge of facts
Written exams (”te...
Active learning Blended learning
• Students are involved more than listening
• Less emphasis is placed on transmitting inf...
Solitary work
Four pillars
Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998)
 VSP 1998.
A model of tiering in third-party logistic...
Traditional lectures…
…but filmed summaries
E-learning replaced the calc exercises
This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND)
OUTSOURCING LOGISTICS IN PARTNERSHIPS
– DRIVING FORCES AND EFFECTS
Dan A...
The midterm tests - goals
Double
loop
Ensure
understanding
Lowworkloadfor me
Scalable
Honesty
Reflection
Think - don’t gue...
Again in the
exam week
Week 4 and 6 (of 8)
22-25 questions
Two alternatives: 0 and 1
Mean Squared
Error (MSE)
grading
The ...
Error^2
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
Error
0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1
Risky behaviour does not pay...
Usage of results
Question 1 Question 2 Question 3
MSE
Student 1
0 0 0,6 0,12
Student 2
1 1 1 1
Student 3
0 0,8 0,4 0,27
MS...
Feedback films Second loop
Statistics
Answers
The midterm tests - reflections
Better than
exams Two or even
three loops
I get to know what
they don’t know
…and what the...
The case - Background
Fake company: Apelsin AB
Makes computers
Needs help in planning
future distribution
system
End resul...
The case - Data
Real data +
fake data
Missing data
Meetings with CEO
(4x15 minutes)
Software
Proxio Shipments
Open-ended
(...
The case - methods used
Recording of CEO
meetings
Random
presenters
Structured
grading
Filmed
presentations
Closed meeting...
The case - reflections
Frustrating with
open-ended tasks
A lot of work for
the students
Very fun! And
difficult…
Resembles...
Average:
2012: 1,94
2013: 3,21
2014: 4,04
n=18
n=19
n=25
The students
performed better
(even when
demands were
higher)
What
happpens
next?
Source: PWC (google: pwc megatrends 2014)
Better case
grading
Electronic
testing
More
”reality” in
cas...
Solitary work
Solitary work. Although…
Indiana Jones
Active learning Blended learning
• Students are involved more than listening
• Less emphasis is placed on transmitting inf...
Course transformation:
From flop to flipped
Per Olof Arnäs
Technology Management and Economics
per-olof.arnas@chalmers.se
...
Coursetransformation:
Fromfloptoflipped
PerOlofArnäs
TechnologyManagementandEconomics
per-olof.arnas@chalmers.se
slidesons...
Upcoming SlideShare
Loading in …5
×

From flop to flipped - A course transformation

887 views

Published on

This is the story of a course transformation process of course in Transport economics. In 2013, the course was rebooted. New material was added and both Active and Blended Learning was introduced (videos, e-learning, new exam type, large case work) resulting in much better evaluation grades and study results.

Published in: Education
  • Be the first to comment

From flop to flipped - A course transformation

  1. 1. Course transformation: From flop to flipped Per Olof Arnäs Technology Management and Economics per-olof.arnas@chalmers.se slides on slideshare.net/poar NewScienceLectureTheatreatUCTbyIanBarbouronFlickr(CC-BY,SA)
  2. 2. Previous (very traditional) course Physical distribution planning Maritime logistics 3-year program (”kandidat”, BSc) 30-50students In Swedish Lectures Calc-exercises Group project Exam classdismissedbyRobertS.DonovanonFlickr(CC-BY)
  3. 3. How much did the lectures help your learning process? 34%: Very little 34%: Little 30%: Much 0%: Very much What is your overall impression of the course 44%: Very bad 28%: Bad 28%: Good 0%: Very good ”Too many teachers” ”Terrible” ”Felt like the course was organized the day before the first lecture” ”The exam was really bad!” ”No focus” Existing course - 2012 don't panic! by Jon Moe on Flickr (CC-BY) Next: My beliefs
  4. 4. My beliefs Society does not want test-takers Understanding is muchmore important thanknowledge of facts Written exams (”tentor”) is abad way to ensure knowledge and understanding A challenging course can be fun My job is to make mystudents understandthe subject better andfaster than I did as astudent myself
  5. 5. Active learning Blended learning • Students are involved more than listening • Less emphasis is placed on transmitting information and more on developing students’ skills • Students are involved in higher-order thinking (analysis, synthesis, evaluation) • Students are engaged in activities (e.g. reading, discussing, writing) • Greater emphasis is placed on students’ exploration of their own attitudes and values (Bonwell and Eison 1991) Bonwell, C. C. and J. A. Eison (1991). Active Learning: Creating Excitement in the Classroom. 1991 ASHE-ERIC Higher Education Reports, ERIC. Garrison, D. R. and H. Kanuka (2004). "Blended learning: Uncovering its transformative potential in higher education." The Internet and Higher Education 7(2): 95-105. Blended learning uses a combination of face-to-face learning with asynchronous content (on the internet) and has a large transformative potential (Garrison and Kanuka 2004). Next: Four pillars
  6. 6. Solitary work
  7. 7. Four pillars Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998)  VSP 1998. A model of tiering in third-party logistics with a service parts distribution case study MATS ABRAHAMSSON and STEN WANDEL∗ Department of Management and Economics, Institute of Technology, Linko¨ping University, S-581 83 Linko¨ping, Sweden Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ for one-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-party logistics. To be able to support the increasing demands of shippers, a third-party logistics provider must have a portfolio with many different services, either in-house or available from a supplier network. As a consequence, third-party logistics cannot be reduced to an alliance between a single shipper and a single provider. Both the shipper and the provider are also involved in other alliances and these often strongly interact with the shipper–provider relationship. Furthermore, this relationship varies across the different phases of third-party logistics projects: design, development, implementation, and operation. Therefore, in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layer model with users and four tiers of logistic service providers for the description and analysis of logistics and transport industry issues in general and third-party logistics in particular. This conceptual model is then illustrated and validated by a case study describing the implementation of an alliance which involved the redesign of a European distribution operation for service parts. Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu- tion; freight transport industry. INTRODUCTION Modern logistics demands a high level of expertise in key areas, such as distribution strategy, materials handling and inventory control, purchasing, transport planning, information system, and the ability to manage change, especially within multinational organizations with several different subsidiaries. If one or more of these key areas are not operating correctly, it has a negative impact on the effectiveness and efficiency of the total logistics system. Externalizing logistics to third-party operators is often advocated as a way of dealing with this problem. The shipper’s core competence is then supplemented by outside expertise in other key areas. ∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998)  VSP 1998. A model of tiering in third-party logistics with a service parts distribution case study MATS ABRAHAMSSON and STEN WANDEL∗ Department of Management and Economics, Institute of Technology, Linko¨ping University, S-581 83 Linko¨ping, Sweden Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ for one-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-party logistics. To be able to support the increasing demands of shippers, a third-party logistics provider must have a portfolio with many different services, either in-house or available from a supplier network. As a consequence, third-party logistics cannot be reduced to an alliance between a single shipper and a single provider. Both the shipper and the provider are also involved in other alliances and these often strongly interact with the shipper–provider relationship. Furthermore, this relationship varies across the different phases of third-party logistics projects: design, development, implementation, and operation. Therefore, in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layer model with users and four tiers of logistic service providers for the description and analysis of logistics and transport industry issues in general and third-party logistics in particular. This conceptual model is then illustrated and validated by a case study describing the implementation of an alliance which involved the redesign of a European distribution operation for service parts. Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu- tion; freight transport industry. INTRODUCTION Modern logistics demands a high level of expertise in key areas, such as distribution strategy, materials handling and inventory control, purchasing, transport planning, information system, and the ability to manage change, especially within multinational organizations with several different subsidiaries. If one or more of these key areas are not operating correctly, it has a negative impact on the effectiveness and efficiency of the total logistics system. Externalizing logistics to third-party operators is often advocated as a way of dealing with this problem. The shipper’s core competence is then supplemented by outside expertise in other key areas. ∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se European Journal of Purchasing & Supply Management 8 (2002) 3–14 Procurement of logistics servicesFa minutes work or a multi-year project? Dan Anderssona, *, Andreas Norrmanb a Department of Management and Economics, Logistics Management, Link.opings Universitet, SE-581 83 Link.oping, Sweden b Department of Industrial Management and Logistics, Lund University, P.O. Box 118, SE-221 00 Lund, Sweden Abstract The purpose of the article is to describe and compare the purchasing process for advanced versus basic logistics services. Further some specific observations are presented from the procurement of advanced third-party logistics services, with respect to service definitions, providers evaluations and contracts. The purchasing process of logistics services will in the future need to be more differentiated due to current business trends. Hence companies must analyse how these new procurement situations will impact on their purchasing processes in order to understand what new resources, routines and competence they need to have in order to purchase logistics services in an effective way. r 2002 Published by Elsevier Science Ltd. Keywords: Purchasing process; Services; Third-party logistics 1. Introduction A changing context and new demands on logistics are driving an ongoing transformation and differentiation of the buying process for logistics services. Logistics services purchased some years ago were usually quite easy to define and the purchase decision was mainly based on the price of the service. Those basic logistics services constitute still the big volume offered and bought, but they are increasingly bought in bundles (van Laarhoven et al., 2000; Andersson, 1997; Sink and Langley, 1997; Berglund, 2000). At the same time, different value adding services and IT services are increasingly included in the bundles of services, which are handled in so-called third-party logistics relation- ships (Andersson, 1997; van Laarhoven et al., 2000). This development increases the complexity of the purchasing process of logistics. The increasingly more advanced tasks companies are trying to outsource today (e.g. logistics management) are much harder to specify and the companies are also not used to doing this. Van Hoek (2000) argues that there is a need for further research and understanding of purchasing initiatives supporting the establishment of supplementary logistics services. We will in this article discuss the kind of procurement included in the procurement of advanced logistics services. But we will in the discussion also include routine purchases of basic services e.g. by the use of an Internet freight exchange. While the first type of process may take several years to finalise the latter may be only a minutes work. The purpose of the article is to describe and compare the purchasing process for logistics services for companies following either the trend towards outsourcing of more advanced logistics services, which will be emphasised here, or the trend towards leveraging the internet as a tool in their buying of basic services. Further lessons learned from especially the procurement of advanced third-party logistics will be shared. The article is conceptual in its nature, but based on empirical material that has been collected over several years of contacts with shippers, both in research projects and variants of action research. The article takes its starting point in the characteristics of service procurement and the business trends influencing logis- tics. Thereafter two emerging market areas are illu- strated and, based on this, a comparison of different types of purchasing processes is made. This results in the identification of three important phases in the purchas- ing process, which are discussed in greater detail. *Tel.: +46-13-28-1521; fax: +46-13-28-2513. E-mail addresses: danan@eki.liu.se (D. Andersson), andreas.norr- man@tlog.lth.se (A. Norrman). 0969-7012/02/$ - see front matter r 2002 Published by Elsevier Science Ltd. PII: S 0 9 6 9 - 7 0 1 2 ( 0 1 ) 0 0 0 1 8 - 1 Relationships among TPL providers and members of supply chains ± a strategic perspective Anu H. Bask Research Associate, Department of Marketing and Logistics, Helsinki School of Economics and Business Administration, Helsinki, Finland Keywords Buyer-seller relationships, Supply-chain management, Logistics Abstract Outsourcing of logistics services has increased rapidly during the last few years. Accordingly, third-party logistics and supply chain management as a research phenomenon has gained increased attention from academia. However, a strategic view focusing on the relationship between supply chain management and third-party logistics service strategies has gained little attention. This paper focuses on alternative supply chain strategies and their relationship to different types of third-party logistics services. A normative framework for organizing these relationships is developed. The strategic view adopted in this paper fills a gap in the understanding of how third-party logistics providers should offer their services more effectively and efficiently to different types of supply chains. Introduction There are very good marketing reasons for why we should focus on research into third-party logistics services and their relation to supply chain management. First, the outsourcing of logistics services is expected to increase (Ohmae, 1989; Coyle et al., 1992). It will continue to evolve at least in Europe (Peters et al., 1998) and USA. The majority of CEOs of large logistics service providers in Europe believed (Peters et al., 1998) that the annual industry growth rate over the period 1998-2000 would be around 20 percent. With regard to the USA, the estimated sales growth was from $15 billion (1996) to $50 billion by the year 2000, a yearly growth of as high as 40 percent of the market within a period of three years. Second, the third- party logistics (TPL) industry is a young and emerging industry (Kuglin, 1998, p. 227; Sink et al., 1996; Sink and Langley, 1997) which promises a positive future for the logistics industry. Third, the scope of services that third-party logistics providers are offering is expanding, and TPL providers are aggressively improving their operations. Finally, customer interest in outsourcing a wider amount of logistics services has increased (Peters et al., 1998). All these factors have led to an increasing need for the holistic management of logistics services (Juga and Willberg, 1998) and their efficient organization from both the supply chain and third-party logistics providers' point of view in order to improve effectiveness and efficiency in supply chains. In spite of the above mentioned reasons, the holistic strategic view, which aims to answer the question how third-party logistics providers should offer their services toward different types of supply chains, has gained little attention. A great deal of successful and versatile academic research was produced during the 1990s in third-party logistics phenomena. However, the The research register for this journal is available at http://www.mcbup.com/research_registers The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft Marketing reasons for research 470 JOURNAL OF BUSINESS & INDUSTRIAL MARKETING, VOL. 16 NO. 6 2001, pp. 470-486, # MCB UNIVERSITY PRESS, 0885-8624 An executive summary for managers and executive readers can be found at the end of this article Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Postponement, speculation and the structure of distribution channels Louis P Bucklin JMR, Journal of Marketing Research (pre-1986); Feb 1965; 2, 000001; ABI/INFORM Global pg. 26 Goods transport in large European cities: Difficult to organize, difficult to modernize Laetitia Dablanc * INRETS, French National Institute for Research on Transport and its Safety, 19, rue Alfred Nobel, Cite Descartes, Champs sur Marne, 77455 Marne la Vallee Cedex 2, France Received 15 February 2006; accepted 24 May 2006 Abstract In this article, I wish to present three characteristics of urban goods movements in major European cities: (1) Goods movements are largely indifferent to the internal structure of cities. (2) Urban policies targeted on freight mobility appear to be quite inefficient. (3) The provision of appropriate urban logistic services is slow in emerging despite growing needs. These features have been observed over the last five or six years through working with large metropolitan transport author- ities, as well as with the French national research program on ‘‘Goods in Cities’’ and the ‘‘Best Urban Freight Solutions’’ European network. These observations draw a picture of the urban freight industry, which can appear quite critical. Indeed, many initiatives have emerged to make this industry less routine and more efficient, especially regarding its envi- ronmental impacts as well as its level of quality of service. However, changes are slow, and on the whole, it appears as though none of the stakeholders are willing to make fast progress: on the one side, city governments expect business to set up new logistic services fit to the emerging needs of the customers and retailers as well as beneficial to the environment; on the other side, logisticians are waiting for municipalities to initiate (and subsidize) new services before starting busi- nesses which could prove poorly profitable and highly risky. Despite this tendency for status quo in the urban freight industry, some solutions can be identified, which I present in the concluding chapter of this paper. Ó 2006 Elsevier Ltd. All rights reserved. Keywords: Urban freight; Policies and planning; City logistics; Regulations; Trucks; Deliveries 0. Introduction A large number of different types of freight flows constantly cross an urban environment, including con- sumer goods, building materials, waste products, postal mail and others. These flows occupy about one fourth 0965-8564/$ - see front matter Ó 2006 Elsevier Ltd. All rights reserved. doi:10.1016/j.tra.2006.05.005 * Tel.: +33 1 64 15 21 03; fax: +33 1 64 15 21 40. E-mail address: laetitia.dablanc@inrets.fr Transportation Research Part A 41 (2007) 280–285 www.elsevier.com/locate/tra The transport geography of logistics and freight distribution Markus Hesse a,* , Jean-Paul Rodrigue b a Department of Earth Sciences, Urban Studies, Free University of Berlin, Malteserstr. 74-100 D-12249 Berlin, Germany b Department of Economics and Geography, Hofstra University, Hempstead, NY 11549, USA Abstract Goods movement and freight distribution are widely underrepresented in regional science and geographical research. This is surprising since a large body of traditional spatial theory has been developed with respect to transportation costs or to trade areas: those aspects that were originally closely connected with the exchange of goods. Growing attention is being paid in geography to related subjects, such as the emergence of global production networks, to structural changes in retail or to the commodification of modern consumption. To a certain extent, these processes depend upon the efficient transfer of information, finance and physical goods. Yet, with a few exceptions, the freight sector appears to be neglected in contemporary research. This paper provides an overview of the emerging transport geography of logistics and freight distribution. It challenges the traditional perspective where transportation is considered as a derived demand with the idea that logistical requirements underline transportation as a component of an integrated demand. The paper provides an analysis of the evolution of logistics as it pertains to the core dimensions of transport geography (flows, nodes/locations and networks). The concept of logistical friction is also introduced to illustrate the inclusion of the multidimensional notion of impedance in integrated freight transport demand. Ó 2003 Elsevier Ltd. All rights reserved. Keywords: Logistics; Geography; Freight Transport; Physical distribution; Globalization 1. Logistics and freight transport: from derived to integrated demand 1.1. Introduction The growing flows of freight have been a fundamental component of contemporary changes in economic sys- tems at the global, regional and local scales. The con- sideration of these changes must be made within a perspective where they are not merely quantitative, but structural and operational. Structural changes mainly involve manufacturing systems with their geography of production, while operational changes mainly concern freight transportation with its geography of distribution. As such, the fundamental question does not necessarily reside in the nature, origins and destinations of freight movements, but how this freight is moving. New modes of production are concomitant with new modes of dis- tribution, which brings forward the realm of logistics; the science of physical distribution. Although it repre- sents an entire system of space/time interdependencies, we believe that physical distribution has been neglected in current geographical, urban or regional studies. Up to recently, geography did not pay much atten- tion to logistics and freight transportation, as the focus was mainly on passengers and individual mobility issues. Textbooks on urban or general transport geography, like those edited by Hanson (1995), Taaffe et al. (1996) or Hoyle and Knowles (1998), now raise more freight related questions than they did in earlier editions, par- ticularly with regard to trade and ports. The latter is probably the only logistics subject that received major reference from academic geography. Other core spatial implications of distribution and logistics have been di- rectly addressed in geography by few authors who developed an insight into wholesale activities and their geographical distribution (Glasmeier, 1992; McKinnon, 1983, 1988, 1998; Riemers, 1998; Vance, 1970). Fol- lowing the nature of retailing as an originally distribu- tive activity, geographic research on retail and consumption is of interest in the logistics context too. However, retail geography does not pay much attention to distribution changes (Marsden and Wrigley, 1996), * Corresponding author. Tel.: +49-30-838-70209; fax: +49-30-838- 70749. E-mail address: mhesse@zedat.fu-berlin.de (M. Hesse). 0966-6923/$ - see front matter Ó 2003 Elsevier Ltd. All rights reserved. doi:10.1016/j.jtrangeo.2003.12.004 Journal of Transport Geography 12 (2004) 171–184 www.elsevier.com/locate/jtrangeo This article was downloaded by: [Chalmers University of Technology] On: 20 August 2013, At: 00:49 Publisher: Taylor & Francis Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK International Journal of Logistics Research and Applications: A Leading Journal of Supply Chain Management Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/cjol20 Centralised distribution systems and the environment: how increased transport work can decrease the environmental impact of logistics Christofer Kohn a & Maria Huge Brodin a a Division of Logistics Management, Department of Management and Engineering (IEI), Linköping University, SE 581 83, Linköping, Sweden Published online: 07 Apr 2008. To cite this article: Christofer Kohn & Maria Huge Brodin (2008) Centralised distribution systems and the environment: how increased transport work can decrease the environmental impact of logistics, International Journal of Logistics Research and Applications: A Leading Journal of Supply Chain Management, 11:3, 229-245 To link to this article: http://dx.doi.org/10.1080/13675560701628919 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. Terms & Increasing customer value and decreasing distribution costs with merge-in-transit Mikko Ka¨rkka¨inen, Timo Ala-Risku and Jan Holmstro¨m Department of Industrial Engineering and Management, Helsinki University of Technology, Helsinki, Finland Keywords Logistics, Supply-chain management, Customers, Value, Distribution, Strategy Abstract A broad product assortment is usually valued highly by customers. However, holding a great number of product variants in inventory increases the costs of a supplier. It is possible to reduce need for warehousing with direct deliveries from manufacturing units, but customer value is reduced when orders are received on several shipments. Merge-in-transit is a distribution method in which goods shipped from several supply locations are consolidated into one final customer delivery while they are in transit. This article examines the effects of merge-in-transit distribution on delivery costs. The analysis is performed with a maintenance, repair, and operations products distributor as the case company. The evidence in this article supports the claim of merge-in-transit being a cost efficient distribution alternative in business networks. Based on the results advocates that companies in multi-company networks should study the possibility of using the merge-in-transit delivery model. Introduction Presenting more valuable solutions to customers while decreasing the associated costs is the biggest challenge and main goal in supply chain management (Hoover et al., 2001, p. 7). The traditional way to create customer value is to offer a broad assortment of products at as low a price as possible (Bowersox et al., 2000). However, broadening the product assortment also increases the costs of the supplier (Putsis and Bayus, 2001; Boatwright and Nunes, 2001). Successful companies create customer value in such a way that an optimal cost/benefit trade-off is reached and the profit contribution for the company is maximised (Christopher, 1992, pp. 24-52). Nevertheless, the most valuable solutions are those that increase customer value while simultaneously reducing costs. Providing all the products that the customer needs, and delivering them in one drop-off is a valuable service for the customer (Bowersox et al., 2000). A wide product offering is important as customers can then use fewer suppliers, reducing their co-ordination and transaction costs (Daniels and Klimis, 1999). Getting everything delivered in one lot is important for the customer, because The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/researchregister http://www.emeraldinsight.com/0960-0035.htm The authors would like to acknowledge Hannu Heikkonen from Kauppatalo Hansel Oy for his co-operation, and his fruitful ideas during the case study. The authors are also indebted to TEKES, Tekniikan edista¨missa¨a¨tio¨ and Kuorma-autoliikenteen Volvo-sa¨a¨tio¨ for the funding of this research. IJPDLM 33,2 132 International Journal of Physical Distribution & Logistics Management Vol. 33 No. 2, 2003 pp. 132-148 q MCB UP Limited 0960-0035 DOI 10.1108/09600030310469144 Performance issues of Smart Transportation Management systems Gunnar Stefansson Department of Industrial and Mechanical Engineering and Computer Science, University of Iceland, Reykjavik, Iceland and Division of Logistics and Transportation, Chalmers University of Technology, Go¨teborg, Sweden, and Kenth Lumsden Division of Logistics and Transportation, Chalmers University of Technology, Go¨teborg, Sweden Abstract Purpose – The purpose of this paper is to use the conceptual model of the Smart Transportation Management (STM) system and analyze how the included factors change the performance of distribution activities and what management issues are at stake. Design/methodology/approach – To prepare the paper, a literature study was made and case studies carried out in companies and organizations that are included in advanced transportation setups, including infrastructure providers, carriers, truck manufacturers, software providers, shippers, and more. Findings – The main finding of the study is a model that includes three major components of smart transportation management, namely, smart goods, smart vehicles and smart infrastructure. These components embrace some factors that have effects on supply chain performance; however, to different extents. Research limitations/implications – The paper uses a framework for the smart transportation management system that is useful when studying advanced transportation management systems, the functions that need to be supported and what factors have effects on supply chain performance. Practical implications – Practical implications are mainly based on the structure of the smart transportation system that is used and the identified factors that affect the performance of the supply chain, as these factors can be influenced by logistics management. Originality/value – The framework used in this research is a new development that collects advanced functions of goods identification, vehicle information systems and infrastructure systems into one conceptual model for smart transportation management that include some factors that are affecting supply chain performance. Keywords Transportation, Supply chain management, Performance management Paper type Research paper Introduction In the pursuit of higher efficiencies in companies’ supply chains, new business models are engaging an increasing number of participants, making the management of the chains, including transportation operations, more difficult and the risk for exceptions higher. By employing more complex business models, the need for more customized logistics solutions increases and the need for more efficient execution escalates. Efficient execution relies on better planning that in turn calls for better information and better monitoring and controlling of transportation operation. The complex services The current issue and full text archive of this journal is available at www.emeraldinsight.com/1741-0401.htm IJPPM 58,1 54 International Journal of Productivity and Performance Management Vol. 58 No. 1, 2009 pp. 54-70 q Emerald Group Publishing Limited 1741-0401 DOI 10.1108/17410400910921083 Book (midterm tests) Papers (midterm tests and seminars) Case part 1 Case part 2 100 points max Next: Lectures and films
  8. 8. Traditional lectures… …but filmed summaries
  9. 9. E-learning replaced the calc exercises
  10. 10. This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND) OUTSOURCING LOGISTICS IN PARTNERSHIPS – DRIVING FORCES AND EFFECTS Dan Andersson Logisticsand Transport Systems Department of Management and Economics Linköping University S-581 83 LINKÖPING, Sweden Phone: +46 13 28 15 21 Fax: +46 13 28 25 13 E-mail: DanAn@eki.liu.se ABSTRACT An increase in the outsourcing of logistics in partnerships between shippers and service providers has been observed. Expected positive cost and service effects are important driving forces for the outsourcing of logistics. Linked to the cost aspects is also a desire to reduce investments. It could be a question of transforming fixed costs to variable, or to facilitate fast and radical restructuring of supply chains. Finally, one of the single most important driving forces is the shipper's ambition to concentrate on core business. Logistics partnerships have been observed to have a positive effect on the following four areas at the shippers: cost, service, restructuring of supply chains, and control. The shippers believe that efficient operations, economies of scale and scope, and provider knowledge, have positive effects on costs and service. Research papers 2 seminars Each group has 1 paper Present Explain Discuss A good way to engage students Keeps course content current Random presentations: Good! A good way to include research in the course Next: The Midterm tests
  11. 11. The midterm tests - goals Double loop Ensure understanding Lowworkloadfor me Scalable Honesty Reflection Think - don’t guess Quick feedback
  12. 12. Again in the exam week Week 4 and 6 (of 8) 22-25 questions Two alternatives: 0 and 1 Mean Squared Error (MSE) grading The midterm tests
  13. 13. Error^2 0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1 Error 0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1 Risky behaviour does not pay Mean Squared Error A statistical risk function where an estimator (=the student) is tested. For each question, the error (between 0 and 1) is squared The mean of all the errors form the Mean Squared Error - MSE
  14. 14. Usage of results Question 1 Question 2 Question 3 MSE Student 1 0 0 0,6 0,12 Student 2 1 1 1 1 Student 3 0 0,8 0,4 0,27 MSE 0,33 0,55 0,51 Rank 3 1 2 Theirresults My results
  15. 15. Feedback films Second loop Statistics Answers
  16. 16. The midterm tests - reflections Better than exams Two or even three loops I get to know what they don’t know …and what they think they know but don’t Easy to grade Seems to work… Scalable Next: The Case
  17. 17. The case - Background Fake company: Apelsin AB Makes computers Needs help in planning future distribution system End result: A solutions pitch + a short report I am CEO Rich backstory
  18. 18. The case - Data Real data + fake data Missing data Meetings with CEO (4x15 minutes) Software Proxio Shipments Open-ended (very frustrating) Obscure data Faulty data
  19. 19. The case - methods used Recording of CEO meetings Random presenters Structured grading Filmed presentations Closed meetings (except final presentation)
  20. 20. The case - reflections Frustrating with open-ended tasks A lot of work for the students Very fun! And difficult… Resembles reality Next: Results
  21. 21. Average: 2012: 1,94 2013: 3,21 2014: 4,04 n=18 n=19 n=25
  22. 22. The students performed better (even when demands were higher)
  23. 23. What happpens next? Source: PWC (google: pwc megatrends 2014) Better case grading Electronic testing More ”reality” in case Interactive calculation tools (Excel) Peer instruction Competitive elements
  24. 24. Solitary work
  25. 25. Solitary work. Although… Indiana Jones
  26. 26. Active learning Blended learning • Students are involved more than listening • Less emphasis is placed on transmitting information and more on developing students’ skills • Students are involved in higher-order thinking (analysis, synthesis, evaluation) • Students are engaged in activities (e.g. reading, discussing, writing) • Greater emphasis is placed on students’ exploration of their own attitudes and values (Bonwell and Eison 1991) Bonwell, C. C. and J. A. Eison (1991). Active Learning: Creating Excitement in the Classroom. 1991 ASHE-ERIC Higher Education Reports, ERIC. Garrison, D. R. and H. Kanuka (2004). "Blended learning: Uncovering its transformative potential in higher education." The Internet and Higher Education 7(2): 95-105. Blended learning uses a combination of face-to-face learning with asynchronous content (on the internet) and has a large transformative potential (Garrison and Kanuka 2004).
  27. 27. Course transformation: From flop to flipped Per Olof Arnäs Technology Management and Economics per-olof.arnas@chalmers.se slides on slideshare.net/poar New Thank you!
  28. 28. Coursetransformation: Fromfloptoflipped PerOlofArnäs TechnologyManagementandEconomics per-olof.arnas@chalmers.se slidesonslideshare.net/poar NewScienceLectureTheatreatUCTbyIanBarbouronFlickr(CC-BY,SA) Thankyou!

×