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Collaborative Planning in Rail transport
Delft, September 2008Semir HusagicConsultant IT & LogisticsSOPTIM AG
2
SOPTIM AG Profile
SOPTIM AG, founded 1971 Experiences over 36 years!
More than 1800 successful projects
Business process analysis and Business process developmentConsultancy in IT and logisticIT-application development andspecialist counselingSystem integration
CustomersPower industryRecycling and waste managementIndustry and Logistics
Locations: Aachen, EssenEmployees: 200
3
Project Background RETRACK
RETRACK Goals and ObjectivesImproving the competitiveness of small and medium-sized European railway undertakings (time, cost, service quality)Improving the interoperability between railway undertakingsBraking down communication barriers Enhancing collaborative SCMCreating a virtual European Train Control Centre
Central Challenge: The railway undertakings need to cooperate!
Need for IT based data exchange (Orders, planning data, production data)
in real-timeon a strategic, tactical and executive level
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IT-Focus ReTrack
Improving IT based intra-corporate railway operations processes
Providing seamless IT services based on best practice railway operations processes
Order-to-delivery process Planning and SchedulingReal-Time Management
Connecting railway undertakings Providing an IT integration platform for distributed systemsConfigurable communication services for intra-corporate Services for collaborative Supply Chain Planning and Execution
Creating value added services for rail freight customersCustomer Information Centre (Information on demand)Proactive Messaging Services (in cases of delays, conflicts)with configurable communication services and a loose linking of IT-Systems with according protocols
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State-of-the-Art in European collaborative planning
State-of-the-Art in European collaborative planningToday European railway undertakings plan and control border crossing trains mostly only bilateral via E-Mail, Fax, Fon
Challenges:No continuous data base based order-to-delivery processDifferent Excel environments for planning processesInconsistent plan and production dataNo transparency above plan and production dataNo IT interfaces for structured data exchange
Coopetition Situation (Cooperation vs. Competition)Competitors are not willing to exchange/share all plan and production data with their Supply Chain Partners
DE AT HU RO
A B B C C D D E
Time
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Definition “Roles and Responsibilities”
CustomerOne or more customers for the ReTrack-TrainOrders a unit Rail-Freight Information demand concerning the state of their order (Track&Trace)
Major ContractorPlans the train and defines the general logistics activities Schedules the general route and the HubsCarries out the commercial responsibilityInformation demand along the whole transport chain
Leading Railway UndertakingCoordinating the operations processes of the Transport-ChainOptionally he’s also a part of this chainProvides/manages resources for his (part) servicesInformation demand concerning his transport part and along the whole transport chain
Railway UndertakingsProvides resources for their part and services Information demand concerning their transport and the fore- and after going train runs (esp. Handover at the border)
Each partner can carry out one or more roles
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Contract Structure and Decomposition to the Partners involved in the Process
Main element: Common Order StructureAll partners (Customer/MC/LRU/RU) work together in an overall Supply-Chain, therefore a common view on the order structure is needed.
RETRACK TRAIN
DE AT HU RO
Customer /Major Contractor
Leading RU / 3PL(Order Splitting)
Railway Undertaking(Subcontractor)
A E
A B B C C D D E
Locomotives StaffTrain Paths Wagons
Germany Austria Hungary Romania
E
Major Contract / OrderGeneral Order-Planning“Bill-of-Material” including Checkpoints
Order SplittingDetailed Order-PlanningGeneral Resource-Planning
Sub-Contractor 1 – n:Detailed Resource-PlanningService-Delivery
Refinem
ent
Reporting
Refinem
ent
Reporting
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Why collaborative Planning is a Key-Performance-Factor
SCEM SCE
SCP SCEM SCEExecutive
CollaborativePlanning
Strategic Planning
Year Month Week Day Hour
Capacity Planning
Production Planning/ Scheduling
Available-to-Promise
Opt. Resource Allocation
OperationalStrategic Tactical
- Capacity Utilization- optimal allocation of resources- optimal plan adjustment- Minimize light runnings
-Alert Management
-Exception Handling
-Solve Problems
-Reaction on changes in Planning
Loose moneyMinor/No Influence on Profitability
Earn or loose moneyStrong Influence on Profitability
- Accidents- Delays - Interruptions - Cancelations
SCM = Supply Chain Management SCP = Supply Chain PlanningSCEM = Supply Chain Event Management SCE = Supply Chain Execution
-Order / Procure
-Dispatch
-Proceed
-Transport
SCM
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Structure of Train-Control-Center
3 Level Approach (Process-Steps and specific Tasks)
Level 1- Basic IT-Services
Level 2- Best Practice Processes- Higher Order Management- Planning & Scheduling- Real Time Management- Advanced IT-Services
Order-Preparation
Weekly Planning & Scheduling
Weekly Planning & Scheduling
Daily ProgramPlanning
Frame Contracts
Relations/ Variants
Bill ofMaterials
Contracts and Order - Sales & Distribution Management- Contract Management
Train Templates
Pre-Planning- long-term Planning- Regular Trains
Planning and Scheduling- Operations Management- Locos, Tracks, Staff- Freight Management / Wagon lists
Train ControlPDA
Train Control- Real Time - Exception Handling
Locomotive Management Wagon Management Track Management
Order Management Logistics Management
Master Data Management
RETRACK RIPS Railway Integration Platform Services
CIC Customer Information CentreRailway Operators connected via TCC
Partners / Operators connected via other Interfaces
Staff Management
Roles and Rights Order Management Communication Procurement
Local Train Control Centre
Level 3- Interconnection- SC Event Management- Customer Services- Collaborative IT-Services
Virtual Train Control Centre
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Architectural Approach for coupling distributed Systems via standardized Communication Services
ReTrack virtual Information Bus (Network-Layer)
WEB
CO
RE
Local ERP-Sys
tem (R
U)
Local Integration-Platform / Services
(RIPS)
WEB
CO
RE
Local ERP-Sys
tem (R
U)
(Applic
ation-Laye
r)
Local Integration-Platform / Services
(RIPS)(Transport-Layer)
WEB
CO
RE
Local ERP-Sys
tem (M
C)
Local Integration-Platform / Services
(RIPS)
WEB
CO
RE
Loca
l ERP-S
yste
m (LRU)
Local Integration-Platform / Services
(RIPS)
„Messages“
Customer Information Services
Parameterization and Control of Information
exchange
„Messages“
„Messages“„Messages“
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SummaryTo establish integrated Collaborative Planning & Execution IT processes with a Big Bang model is almost impossible today
BarriersThe fewest European railway undertakings have integrated IT services for their operations processes
Missing common order structuresMissing IT based Long-Term-, Medium-Term- and detailed PlanningMissing IT based production data acquisition in real timeMissing structured/standardized data exchange
ReTrack IT Approach: Implementation of seamless IT services into Best Practice railway operations Processes
Base Services (Master-Data Management/ Resource Management, …)Contract & Order ManagementServices for Planning, Scheduling and ExecutionData Exchange via distributed configurable communication systemsEstablishing a virtual European Train Control Centre
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Screenhots
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Thank you for your attention!
Thank you for your attention!Any questions?
Semir HusagicConsultant IT & LogisticsSOPTIM [email protected]