Break out session: Construction Logistics and the role of ... · Agenda Time 1030-1035 Welcome! 1035-1045 Presentation Smart Governance. 1045-1055 Introduction MAMCA. 1055-1125 Discussion

Break out session: Construction Logistics and the role of Smart Governance

• CiViC: Construction In Vicinities: Innovative Co-creation

Agenda

Time

1030-1035 Welcome!

1035-1045 Presentation Smart

Governance.

1045-1055 Introduction MAMCA.

1055-1125 Discussion Q1.


1155-1200 Wrapping up

Project goal

CIVIC (Construction In Vicinities: Innovative Co-creation) facilitates and supports transport to, from and around urban construction sites that minimises disruptions in the surrounding community and optimises energy efficiency.

2016-10-23Mats Janné, [email protected] Student in Construction Logistics

Civic goal is to be reached through:

• 1) evaluation of alternative measures in a multi-actor participatory setting;

• 2) optimisation models for planning and impact assessment using smart data; and

• 3) development of smart governance concepts for successful and efficient implementation of these tools.

Civic goal is to be reached through:

• 1) evaluation of alternative measures in a multi-actor participatory setting;

• 2) optimisation models for planning and impact assessment using smart data; and

• 3) development of smart governance concepts for successful and efficient implementation of these tools.

Research perspectives and cooperations

URBAN CONTEXT• Space limitations• Environmental concerns• Noice restrictions• Accessibility

CONSTRUCTION LOGISTICS SOLUTION

LOGISTICS SERVICE PROVIDER PERSPECTIVE

SUPPLY OF LOGISTICS SERVICES

MAIN CONTRACTOR PERSPECTIVE

DEMAND FOR LOGISTICS SERVICES

SOCIETAL PERSPECTIVE• Residents’, business

owners’ and municipal interests

• Customer needs

CLIENT PERSPECTIVE• Increased productivity and

reduced completion time• Cost control and acceptable

total project cost

SMART GOVERNANCE CONCEPT

Smart governance concept definition

• Enabling multi-stakeholder collaboration and coordination

• Facilitates transparent planning and decision processes regarding construction logistics solutions.

• Be based on available data in an interactive learningcycle

• Make daily activities in vicinity of city constructionprojects more easily and efficient.

• Support for economically, environmentally and societally sustainable city development

• Give improved access to logistics managmentsystems.

Governance is part of an administrative control systems

– direct behaviour through the organizing ofindividuals (organisation design and structure),

– and through the process of specifying howtasks or behaviours are to be performed or not performed (policies and procedures)

– the monitoring of behaviour and whopeople are accountable to for theirbehaviour (governance);

Source: Malmi and Brown, 2008

Smart Governance Concept should thereforeinclude the following:

• Create understanding among

– citizens, municipality and local business for the demands ofthe construction site

– the main contractors and clients of the needs of the society

(Multi-actor)

• To be able to visualize different solutions and effects(optimization models)

• Provide support of how and when to be used (organisation and procedure)

• Provide follow up so that the selected solution is implementedand used as intended (governance)

Agenda

Time

1030-1035 Welcome!

1035-1045 Presentation Smart

Governance.

1045-1055 Introduction MAMCA.



1155-1200 Wrapping up

Mobility, Logistics and Automotive Technology Research

Centre

MAMCA (Multi-Actor Multi-Criteria Analysis)VREF Workshop Gothenburg, 19 October 2016

Tom van LierProf. Cathy Macharis, Sheida Hadavi, Koen Van Raemdonck

16

Multi Actor Multi Criteria Analysis(MAMCA)

June, 2014

17

Multi Actor Multi Criteria Analysis (MAMCA)

Macharis, 2004

Let’s MAMCA: www.mamca.be

1. Alternatives

• Business as usual: truck and van deliveries to and from construction site from 7 am until 5 pm

• Bundled deliveries: Bundled deliveries in designated (limited) time slots during the day with larger diesel truck

• Inland waterway: Logistic flows via inland waterway by barge and last mile with (smaller) electric trucks

• After-hour deliveries: After-hour deliveries (off-peak) to a maximum extent (before 7 am and after 5 pm) and longer working days

2. Actors (Stakeholder analysis)

• Residents

• Local government

• Contractor and utility companies

• Institutions and companies• Schools

• Companies/shops

• Institutions of public use (such as hospitals, fire department & police)

• Transport infrastructure users• Car users

• Bicyclists

• Pedestrians

• Public service entities

3. Add Criteria + weights

o Residents:

– safety

– noise

– emissions

o Local government

• level of responsibility

• enforceability of

measures

• impact on voters

o Contractor & utility

companies

• construction time

• costs

• accessibility of

construction site

Weigh the criteria

Vrije Universiteit Brussel - MOBI MOBI - Mobility, Logistics and Automotive Technology 24

Stakeholder criteria Weight

Logistics service providers

Maximal profit Maximal positive difference between revenues and variable costs

for logistics services

10.22%

Service quality Satisfied shippers & contractors 30.47%

Return on investments Positive expected return on investments 23.60%

Employee satisfaction Employees are satisfied with work & working environment 22.69%

Attention for environment

and noise

Positive attitude with regards to environmental impact 13.01%

Inhabitants

Good air quality Reduction in air polluting emissions 37.14%

Minimal noise nuisance Minimal noise nuisance 12.34%

Attractive shopping

environment

Attractive shopping environment for consumers 5.95%

Good accessibility Minimal congestion 4.02%

High traffic safety Less traffic victims and improved safety, particularly with regards

to vulnerable road users

40.56%

EvaluationExample UFT

Evaluation

Vrije Universiteit Brussel - MOBI

26

• Results: multi-stakeholder view• Measures for UFT (Mechelen)

LSPs

Merchants

Residents

Public services

Localgovernment

Specific Actor Analysis

Vrije Universiteit Brussel

WORKSHOP

Discussion Smart Governance

• The meaning and content of Smart Governance is hard to capture and

depending on what perspective you take it will be different.

– What do you consider smart governance to be and especially related to

construction logistics. Please provide examples from own experiences

– What do you think a smart guvernanten concept should include? Please

provide specific examples of tools or decision.

• The goal with a smart governance concept is improved decision making and

increased understanding and agreement with the decisions made. However, it

is hard to say in a construction context who should be responsible for using

the smart governance concept

– Who (what organisation) should own the smart governance concept and

be responsible for developing it after the CIVIC project?

– Who should be responsible for initiating the use of a smart governance

process? Could anyone do it and if so why? Please provide examples of

when and how to use the smart governance concept!

Smart Governance Concept

1. 2.Who should be responsible?Smart governance concept:

What is it?

The meaning and content of Smart Governance is hard to capture and depending

on what perspective you take it will be different.

Discuss:

A. What do you consider smart governance to be and especially related to

construction logistics. Please provide examples from own experiences.

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B. What do you think a smart guvernanten concept should include? Please

provide specific examples of tools or decision.

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Name Organisation

____________________ ____________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

Anna Fredriksson & Martin Rudberg

The goal with a smart governance concept is improved decision making and

increased understanding and agreement with the decisions made. However, it is

hard to say in a construction context who should be responsible for using the smart

governance concept.

Discuss:

A. Who (what organisation) should own the smart governance concept and be

responsible for developing it after the CIVIC project?

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

....................................................................................................

...................................................................................................

...................................................................................................

B. Who should be responsible for initiating the use of a smart governance

process? Could anyone do it and if so why? Please provide examples of when and

how to use the smart governance concept!

..................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

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https://www.google.se/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=https://simonnystrom.com/tankar-om-sokmotoroptimering-ar-2013/&ei=M5PUVMPEI4jgywOgt4DYDQ&psig=AFQjCNHKblc9M5C-ZHklE4uftN9Mg8dBEw&ust=1423303814103380


http://www.google.se/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.brabyggab.se/&ei=tpPUVPCsGqKeygPRi4DwCg&psig=AFQjCNGizHHcM2wZ6KMrAwE7D2exfKttSw&ust=1423303968485030


Summary

Discussion MAMCA tool

• Integrating the MAMCA into a smart governance concept aims to improve decision

making and to enable better and more broadly supported implementation of solutions.

– How can the identification of stakeholders and their criteria within MAMCA

benefit a smart governance concept?

– Can or should the weighing of stakeholders or criteria be integrated in a smart

governance concept (some criteria are more important to certain stakeholders, and

some stakeholders might be more important than others)?

• MAMCA allows to integrate a multi-stakeholder view when choosing between different

alternatives or solutions, taking into account each stakeholders’ criteria

– At which governance level can MAMCA add (most) value? At the higher

strategical level (tendering) or the lower operational level (implementation)?

Before the start of the construction works or during the construction works?

– Should the MAMCA include treshholds for certain criteria? Can you think of

examples (eg excessive additional costs for contractor, environmental burdens for

citizens,…) How should these tresholds be identified?

MAMCA tool

1. 2.MAMCA: when to use?MAMCA: how to use?

Integrating the MAMCA into a smart governance concept aims to improve

decision making and to enable better and more broadly supported

implementation of solutions.

Discuss:

A. How can the identification of stakeholders and their criteria within MAMCA

benefit a smart governance concept?

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

....................................................................................................

...................................................................................................

...................................................................................................

B. Can or should the weighing of stakeholders or criteria be integrated in a

smart governance concept (some criteria are more important to certain

stakeholders, and some stakeholders might be more important than others)?

..................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

..................................................................................................

..................................................................................................

..................................................................................................

..................................................................................................

Name Organisation

____________________ ____________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

____________________ ___________________________

Anna Fredriksson & Martin Rudberg

MAMCA allows to integrate a multi-stakeholder view when choosing between

different alternatives or solutions, taking into account each stakeholders’ criteria.

Discuss:

A. At which governance level can MAMCA add (most) value? At the higher

strategical level (tendering) or the lower operational level (implementation)?

Before the start of the construction works or during the construction works?

.....................................................................................................

.....................................................................................................

.....................................................................................................

.....................................................................................................

.....................................................................................................

....................................................................................................

....................................................................................................

....................................................................................................

....................................................................................................

....................................................................................................

B. Should the MAMCA include treshholds for certain criteria? Can you think of

examples (eg excessive additional costs for contractor, environmental burdens for

citizens,…) How should these tresholds be identified?

....................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

...................................................................................................

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Summary

Documents

Break out session: Construction Logistics and the role of ... · Agenda Time 1030-1035 Welcome! 1035-1045 Presentation Smart Governance. 1045-1055 Introduction MAMCA. 1055-1125 Discussion