This document summarizes a port container supply chain project aimed at improving forecast accuracy, identifying commodity routes, and constructing an integrated planning model. The project involves 7 key stages: 1) mapping stakeholders and interactions, 2) illustrating import/export hotspots, 3) generating rolling commodity forecasts, 4) developing an integrated constraint model, 5) integrating the model with financial forecasts, 6) participating in benchmarking, and 7) publishing a monthly dashboard report. The goal is to provide management visibility into potential supply chain issues and identify constraint points to improve the overall port supply chain.
Presentation giving to Vanderbilt China Business Forum at the Owen Graduate School of Business on September 16, 2008.
Topic: Changing Supply Chain in China
Presentation giving to Vanderbilt China Business Forum at the Owen Graduate School of Business on September 16, 2008.
Topic: Changing Supply Chain in China
On 22 February the Durban Chamber's Trade and Investment forum met to hear Willie Coetsee, the head of strategy for Transnet’s 16 port terminals address the forum on TPT's role in facilitating Trade in South Africa.
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT2N.docxhenrymartin15260
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT2
New York City Department of Transportation Project CHENSCAN
Milestone Two - Project Charter
Darian Hodge (Team Lead)
Ahmed, Riaz Uddin
Paredes, Aurelio
Patel, Dhavalkumar
Patel, Raj Maheshkumar
Philsidor, Jean
Keller Graduate School of Management
System Analysis, Planning, and Control
MIS-581-61261
Dr. Sunil G. Samanta
29 July 2015
Running head: NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT1
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT7
TABLE OF CONTENTS
1Introduction
1.1Purpose of Project Charter
2project And Product Overview
3Justification
3.1Business Need
3.2Public Health and Business Impact
3.3Strategic Alignment
4Scope
4.1Objectives
4.2High-Level Requirements
4.3Major Deliverables
4.4Boundaries
5Duration
5.1Timeline
6BUDGET ESTIMATE
7Assumptions, Constraints And Risks
8.1Assumptions
8.2Constraints
8.3Risks
8 COMMUNICATION
9project Charter approval
APPENDIX A: cost breakdown
APPENDIX B: KEY TERMS
IntroductionPurpose of Project Charter
The CHENSCAN project charter documents and tracks the necessary information required by decision maker(s) to approve the project for funding. The project charter should include the needs, scope, justification, and resource commitment as well as the project’s sponsor(s) decision to proceed or not to proceed with the project. It is created during the Initiating Phase of the project.
The intended audience of the CHENSCAN project charter is the project sponsor and senior leadership.project And Product Overview
The New York City Department of Transportation Pavement Maintenance Operations (PMO) will proceed with a pilot program employing the CHENSCAN towed array in September of 2015 until August of 2016. The pilot program area will be located in Flushing, New York and will target specific problematic road surfaces. JustificationBusiness Need
An accurate survey of pavement conditions is lacking for the PMO. Consequently, materials, human capital, budgets, funds allocations, safety, and customer satisfaction are all below satisfactory standards. Public and Business Impact
CHENSCAN will benefit the public by providing timely and quality maintenance of pavements that ensure safe and comfortable driving conditions. Businesses will also benefit due to increased traffic and safer cargo carrying conditions.ScopeObjectives
The objectives of the CHENSCAN project are as follows:
· Provide accurate, real-time pavement surface analysis
· Provide interactive dashboard to harvest CHENSCAN data and make the data actionable
· Show substantial savings in cost and time for PMO pavement maintenance projects resource allocations. High-Level Requirements
Req. #
I Requirement Description
1
Secure PMO Senior Leadership Buy-in
2
Deploy CHENSCAN Team to the target area
3
Execute 12 month pilot program
4
Secure Senior Leadership Buy-in for the next four yearsMajor Deliverables
Major Deliverable
I Deliverable Description
CHENSCAN Towed Array
Pavement surface a.
Market gyrations, changes in freight rates and services levels can leave supply chain officials feeling anxious in their efforts to produce and distribute goods to domestic and international markets. In this fast-paced, interactive session, explored how changes in the container freight sector could impact future supply chain and logistics practices. By looking back, participants learned to gauge when their current tactics may have run their course and when it is time to adjust tactics. The session touched on planning best practices and how to leverage containerized logistics options and service providers to drive immediate improvements.
On 22 February the Durban Chamber's Trade and Investment forum met to hear Willie Coetsee, the head of strategy for Transnet’s 16 port terminals address the forum on TPT's role in facilitating Trade in South Africa.
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT2N.docxhenrymartin15260
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT2
New York City Department of Transportation Project CHENSCAN
Milestone Two - Project Charter
Darian Hodge (Team Lead)
Ahmed, Riaz Uddin
Paredes, Aurelio
Patel, Dhavalkumar
Patel, Raj Maheshkumar
Philsidor, Jean
Keller Graduate School of Management
System Analysis, Planning, and Control
MIS-581-61261
Dr. Sunil G. Samanta
29 July 2015
Running head: NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT1
NEW YORK DEPARTMENT OF TRANSPORTATION - PROJECT7
TABLE OF CONTENTS
1Introduction
1.1Purpose of Project Charter
2project And Product Overview
3Justification
3.1Business Need
3.2Public Health and Business Impact
3.3Strategic Alignment
4Scope
4.1Objectives
4.2High-Level Requirements
4.3Major Deliverables
4.4Boundaries
5Duration
5.1Timeline
6BUDGET ESTIMATE
7Assumptions, Constraints And Risks
8.1Assumptions
8.2Constraints
8.3Risks
8 COMMUNICATION
9project Charter approval
APPENDIX A: cost breakdown
APPENDIX B: KEY TERMS
IntroductionPurpose of Project Charter
The CHENSCAN project charter documents and tracks the necessary information required by decision maker(s) to approve the project for funding. The project charter should include the needs, scope, justification, and resource commitment as well as the project’s sponsor(s) decision to proceed or not to proceed with the project. It is created during the Initiating Phase of the project.
The intended audience of the CHENSCAN project charter is the project sponsor and senior leadership.project And Product Overview
The New York City Department of Transportation Pavement Maintenance Operations (PMO) will proceed with a pilot program employing the CHENSCAN towed array in September of 2015 until August of 2016. The pilot program area will be located in Flushing, New York and will target specific problematic road surfaces. JustificationBusiness Need
An accurate survey of pavement conditions is lacking for the PMO. Consequently, materials, human capital, budgets, funds allocations, safety, and customer satisfaction are all below satisfactory standards. Public and Business Impact
CHENSCAN will benefit the public by providing timely and quality maintenance of pavements that ensure safe and comfortable driving conditions. Businesses will also benefit due to increased traffic and safer cargo carrying conditions.ScopeObjectives
The objectives of the CHENSCAN project are as follows:
· Provide accurate, real-time pavement surface analysis
· Provide interactive dashboard to harvest CHENSCAN data and make the data actionable
· Show substantial savings in cost and time for PMO pavement maintenance projects resource allocations. High-Level Requirements
Req. #
I Requirement Description
1
Secure PMO Senior Leadership Buy-in
2
Deploy CHENSCAN Team to the target area
3
Execute 12 month pilot program
4
Secure Senior Leadership Buy-in for the next four yearsMajor Deliverables
Major Deliverable
I Deliverable Description
CHENSCAN Towed Array
Pavement surface a.
Market gyrations, changes in freight rates and services levels can leave supply chain officials feeling anxious in their efforts to produce and distribute goods to domestic and international markets. In this fast-paced, interactive session, explored how changes in the container freight sector could impact future supply chain and logistics practices. By looking back, participants learned to gauge when their current tactics may have run their course and when it is time to adjust tactics. The session touched on planning best practices and how to leverage containerized logistics options and service providers to drive immediate improvements.
2. Presentation Aim & Disclaimer
People often ask me as a supply chain practitioner,
“How, when working in a government corporation, can I apply contemporary supply
chain principles in order to improve the overall port supply chain, particularly when
the organisation itself is not directly responsible for the direct management of ships
or container movements?”
The answer is relatively simple,
The organisation needs to measure, identify with, and then understand how the
various stakeholders interact in order to identify constraint points. Once the
constraint points are known, various operational, marketing, financial revenue and
capital investment strategies can be developed in order to construct what I call
“The Balanced Port”.
The data I’ll present in this PowerPoint is of a fictitious nature false and no linkage
should be inferred between presented graphs or tables to any actual Port location or
stakeholder performance. However they do serve the purpose of illustrating the
benefits that constructing a Port S&OP model can be in order to garner discussions
with various stakeholders and the various disciplines within Port related businesses.
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3. Project Aim
1. Improve commodity forecast accuracy for imports and exports
2. Identify key commodity routes to and from a Port
3. Construct a “Port Planning Model” that takes existing but disjointed data and
aligns that data to provide a fully integrated tool that identifies;
i. Shipping requirements as a function of average TEU exchange
ii. Quay Crane minimum performance versus capacity
iii. Rail minimum performance versus capacity
iv. Road minimum performance versus capacity
v. Impact on Empty Container Park operations
vi. Potential revenue
4. Provide management with forward knowledge about potential future supply
chain issues.
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4. Understanding the Container Supply Chain
“Measurement is the first step that leads to control and eventually to
improvement.
If you can’t measure something, you can’t understand it.
If you can’t understand it, you can’t control it.
If you can’t control it, you can’t improve it.”
... H. James Harrington (1991)
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5. 7 Stages
The cornerstone of the project I instigated and now managing is based on addressing the following
seven (7) key aspect;
1. Mapping out key strategic port supply chain stakeholders and their interactions,
2. Utilisation of CAD or GIS software mapping to illustrate primary Import and Export hot spots,
3. Generation of rolling Month & Yearly commodity forecasts based on past published data and
market intelligence,
4. Development of a strategic and tactical fully integrated supply chain constraint model,
5. Integration of the constraint model with a rolling financial forecast process,
6. Participation in Port Benchmarking exercises targeting supply chain initiatives as opposed to
discrete performance measures, and
7. Internal publication of a monthly Supply Chain Management “Dashboard” report to give a high
level view of the overall health of the complete port supply chain.
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6. Stage 1- Key Stakeholders
Understanding Stakeholders capabilities;
• Where are they located,
• What do they do,
• What goods do they produce,
• What stage in the product life cycle is being serviced,
• What key resources do they employ,
• What are the resources capabilities,
• Identify their capacity limits both physical & calendar, and
• Recognise potential capital investment areas
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7. Stage 2 - CAD or GIS mapping
Illustrating where the commodity is imported
to or exported from by region helps to ;
1. Provide data in an easy comprehendible
format
2. Assist in the development of supply
strategies that may influence modal
choice for moving product to and from
the port
3. Identify contestable markets by mode
4. Estimate transportation costs and
delivery times.
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8. Stage 3 - Rolling Commodity Forecasts
Why inappropriate forecasting Forecasting at the highest level results in a
can hide the true story
loss in detail, particularly seasonality impacts
60,000
50,000 which impacts on port manning and
40,000 equipment resourcing requirements
TEU's
30,000
20,000 Import
10,000 Full
0 2009/Jul 2011/Jan M+1 M+2 M+3
1 2 3 4 5 6 1 19 20 21 22
Commodity 1 15000 12000 9000 6000 3000 0 0411 0411 Wheat 27 104 54 56 57
Commodity 2 16000 20000 24000 28000 32000 36000 0412 0412 Rice 492 324 378 376 374
Commodity 3 19000 19000 19000 19000 19000 19000 0414 0414 Barley 0 0 - - -
Total TEU's 50000 51000 52000 53000 54000 55000
•What if Commodity 1 had previously been moved by rail and what
impact does it have on a ports strategy of attaining a consistent Source Market Intelligence
increase in rail modal share?
•What would be the effect on port road congestion if Commodity 2
was previously being transported in 40 foot containers via a single
truck movement and is now being transported in two 20 foot
containers via two individual truck movements?
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9. Stage 4 - Port Constraint Model Reports
Knowing actual performance by Stevedores versus
their individual constraint points at the quay-side
and landside provides a valuable insight into;
• Individual Stevedore performance,
• Forecasting trend issues by mode,
• Potential key constraints point or identification
of future constraints dates, and
• Empty Container Park requirements,
to name just a few.
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10. Stage 5 – Financial Impact
The aim is to link revenue data associated with overall TEU monthly
forecasts.
By rolling up example charges such;
• Navigation services
• Pilotage
• Container size
you can apply at a high level, an indicative financial revenue factor
Future
Past
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11. Stage 6 & 7 – Benchmarking and Reports
Stage 6 – Develop Port Benchmarking exercises targeting supply chain initiatives with other ports;
• Are S&OP processes in place
• Do regular meetings occur with key commodity stakeholders
• Are vessel size impacts taken up in future strategies
• Is a landside improvement strategy in place
• What frequency do you meet with key logistics organisations
Stage 7 -Publication of a monthly “Dashboard” Supply Chain Management report.
Purpose is to develop a simple but meaningful “traffic light” report that provides a high level
indicative “health measure” of the overall Port supply chain;
For example:
• Commodity forecast accuracy by %
• % of Commodity modal routes mapped
• Modal splits by % versus target
• Operational levels versus capacity for quay side, rail & road
• Other
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12. Desired Outcome
Supply savvy organisations understand the “value-add” an efficient supply chain will
bring to an organisation.
As outlined in this presentation there are significant benefits to government port
organisations applying contemporary supply principles that provide significantly
improved task visibility towards understanding stakeholder interactions and port modal
capacities.
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