Deliverable 2 - CIVIC | Smart construction logistics...2 General information Deliverable nr. and title D2.3 Report on scenario analysis WP nr. and titel WP2 Logistics optimization

Deliverable 2.3 Report on scenario analysis

04-05-2018

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General information

Deliverable nr. and title D2.3 Report on scenario analysis

WP nr. and titel WP2 Logistics optimization and scenario evaluation

Author(s) Anita Graser, Bin Hu, Pamela Nolz

Organisation author AIT

Reviewer

Organisation reviewer

Publishing date 04.05.2018

Access

Version V2

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1. Project framework 4

1.1 Introduction 4

1.2 Aim of task 2.3 4

1.3 Research questions 4

1.4 Reading guide 5

2. Methods 6

2.1 Methodological overview 6

2.2 Case study scenarios 6

3. Results 8

3.1 Small development scenario 8

3.2 Large development scenario (trips limit exceeded) 8

3.3 Large development scenario (rescheduled) 9

3.4 Tactical planning for the large development scenario 9

3.5 Operational planning for the large development scenario 13

4. Conclusions 16

5. Literature list 16

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1. Project framework

1.1 Introduction

Construction is required to create more attractive, sustainable and economically viable cities. This

includes the expansion of infrastructure, development of new residential areas and renovation of

buildings. However, construction-related transport has a negative impact on people who live, work

and/or travel in the vicinity of construction sites (Gilchrist 2005).

CIVIC (Construction In Vicinities: Innovative Co-creation) supports transport to, from and around

urban construction sites that minimizes disruptions in the surrounding community and optimizes

energy efficiency. This is done by 1) evaluation of alternative measures in a multi-actor

participatory setting; 2) optimization of models for planning and impact assessment using smart

data; and 3) development of smart governance concepts for successful and efficient implementation

of these tools. This deliverable focuses on the optimization of models for strategic, tactical and

operational planning of transports to and from the construction site.

Over the last five years, strategic research has led to increased understanding on potential energy

efficient measures for construction related transport. However, practical improvements are barely

implemented in the field, mainly due to the sensitive, multi-actor environment in which decision-

makers work. By combining innovation and implementation with applied research, CIVIC will

support the movement from “research to market” through experiences from the four European

cities that will host demonstration sites for the project: Brussels, Vienna, Amsterdam and

Stockholm.

All demonstrations will also implement innovative impact assessment methodologies, to gain a

more detailed insight into actual effects of construction logistics on stakeholders and the

environment. The specific ambition for implementation in CIVIC is that the first actual impact

takes place before the end of the project. This is achieved through the involvement of stakeholders

of local construction projects planned for 2016-2018, both within the consortium and as

implementation partner with a letter of intent. These partners are real estate, logistics and

transport companies, including their clients and suppliers.

The results of the two and a half-year project are the identification of energy efficient transport

solutions to, from and around construction projects, by implementation of participatory analysis;

increased understanding among all stakeholders of the impacts of improved logistics and mobility;

and recommendations for smart governance concepts, which go beyond urban construction as they

create a supportive platform for all urban development decision processes.

1.2 Aim of task 2.3

This deliverable aims at scenario analysis based on a case study. It presents results from

strategic, tactical and operational planning on two scenarios based on real data from Seestadt

Aspern.

1.3 Research questions

The following questions are addressed in this deliverable.

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1. How can the computational results be transferred from strategic planning to tactical

planning and finally to operational planning of transports to and from the construction

site?

2. How does the number of trips from the estimation model and the optimization model

compare to each other?

1.4 Reading guide

In Section 2 we give a short overview of the methods and show two scenarios. In Section 3 we

show the computational results in three parts:

1. Strategic planning for the small and large scenario using the strategic planning tool and

forecast model.

2. Tactical planning for the large scenario using the tactical planning tool.

3. Operational planning for the large scenario using the tactical planning tool.

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2. Methods

2.1 Methodological overview

The methodological contribution consists of three parts.

1. The strategic planning is supported by the CIVIC prediction model, which estimates the

expected number of truck trips for construction sites of a given size. The model is further

integrated into a graphical planning tool, which is used to evaluate the scenarios.

2. For the tactical planning, we address the challenges of coordinating workers and the

timely delivery and storage of material with the objective of optimizing resource-efficiency

as well as reducing traffic related to construction activities. Therefore, following the

strategic planning (how many and which construction sites to tackle and when the start

should be planned). The goal here is to support construction companies in planning

construction schedules and transport for each construction task.

3. Following the schedule from the tactical planning, the goal of operational planning is to

address actual tour planning and consolidated transport of materials, as well as dynamic

approaches to deal with unforeseeable incidents such as material unavailability. The costs

model is different between tactical and operational planning, and the latter is more

detailed:

- Precise tour planning for material delivery, considering back & forth trips and

delivery tours for several construction sites

- Use of on-site storage possibilities (with storage costs)

The detailed description of the CIVIC prediction model is presented in D4.3. The detailed

description of the optimization model used in the tactical planning tool is described in D2.2.

2.2 Case study scenarios

Two hypothetical scenarios for Seestadt Aspern are considered: a small development scenario

consisting of four construction sites and a large development scenario with eight construction

sites.

2.2.1 Small development scenario

Gross floor area

Construction site 1 8,000 m²




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Figure 1: small development scenario with four construction sites.

2.2.2 Large development scenario

Gross floor area









Figure 2: Large development scenario with eight construction sites.

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3. Results

3.1 Small development scenario

The small development scenario from Section 2.1.1 contains only four construction sites and the

number of trips does not exceed the limit of 200 trips per day. Therefore, all sites can

theoretically begin at the same time and no optimization or rescheduling is required, see Figure

3.

Gross floor area Intended start of

construction

Construction site 1 8,000 m² 2018-03-01




Figure 3: Predicted number of trips for the small development scenario with four construction sites. They do not exceed the limit of 200 trips per day (red line).

3.2 Large development scenario (trips limit exceeded)

The large development scenario from Section 2.1.2 contains eight construction sites and the

number of trips exceeds the limit of 200 trips per day, see Figure 4. Therefore, a rescheduling is

required to fulfill this limitation.

Gross floor area Intended start of

construction









Figure 4: Predicted number of trips for the large development scenario with eight construction sites. Here the limit of 200 trips per day (red line) is exceeded in the beginning phase. Therefore, a reschedule is necessary.

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3.3 Large development scenario (rescheduled)

In the strategic planning tool users can manually adjust the start date of construction. When

postponing the start dates of construction sites 5-7 for three months and postponing the start

date of construction site 8 for six months, the trips limitation can be fulfilled, see Figure 5.

Gross floor area Rescheduled start of

construction









Figure 5: Rescheduled large development scenario with eight construction sites so that the limit of 200 trips per day is not exceeded.

3.4 Tactical planning for the large development scenario

Applied on the rescheduled big scenario from Section 3.3, detailed schedules for the tactical plan

are shown in Figures 6-15. Note that the number of trips over the full time horizon differs

between the strategic planning tool and the tactical planning tool. This has two main reasons:

1. The strategic planning tool assumes only default construction schedules, i.e., no

accelerations, decelerations and variations in starting times of the different construction

tasks. These aspects are optimized in the tactical planning tool to minimize the costs,

overall duration and balance of material delivery.

2. For the number of trips, the strategic planning tool uses a prediction model calibrated

with real world measurements (from Vienna Seestadt use-case), while the tactical

planning tool uses the number of trips based on desktop research on construction

logistics.

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Figure 6: overview of the tactical schedule for all construction sites (red=acceleration and green=deceleration)

Figure 7: number of trips per week (limit: 1200)

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Figure 8: schedule for all tasks of construction site 1



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3.5 Operational planning for the large development scenario

Figures 16 to 18 show the results of the operational planning for the rescheduled big scenario.

Figure 16 gives an overview of the detailed transport and storage costs. The major part of costs

arises from back-and-forth trips where a large amount of material is transported.

Figure 17 shows an example of how the on-site storage is managed for construction site 3. To

increase the efficiency of transports, materials are not delivered every day. One delivery fills up

the storage by up to 10m3 in this example and 2m3 of material is “consumed” each day. Finally,

Figure 18 shows an example for the delivery tours of day 146. On that day, there are four delivery

tours (besides the numerous back & forth trips which are not shown in the visualization). We

assume that material is delivered from a terminal (Baulogistikzentrum Aspern Seestadt) to the

sites.

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Figure 16: overview on number of transports (per day), transport and storage costs

Figure 17: example for the on-site storage management at construction site 3 and "interior finishing" task

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Figure 18: example for material delivery tours on day 146

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4. Conclusions

The scenarios show that the optimization methods can be applied naturally in the order from

strategic planning to tactical planning to operational planning. While the strategic planning gives

a rough estimate on how many constructions sites can operate at the same time and when they

should begin, the tactical and operational planning provide detailed schedules for the actual

logistics operations. The tactical planning tool provides weekly plans with emphasis on the

construction schedule and the assignment of workers. The operational planning tool provides

daily plans for two weeks on a rolling horizon basis with emphasis on material delivery and on-

site material storage management.

In order to use the planning tools, some data on the envisaged construction projects is needed.

This data can be derived e.g. via Building Information Modeling (BIM). The required input data

encompasses construction phases, construction tasks and their order, as well as milestones for

the completion of a construction phase. For transport planning, the maximum number of allowed

transports as wells as the vehicle capacity are needed.

The tactical planning can be done before starting the construction process, while the operational

planning is performed on a rolling horizon basis and allows to re-evaluate the outcomes every

week.

The tools serve as decision support for companies in construction logistics planning, but can also

be used by municipalities and other stakeholders interested in estimating the number of flows

necessary to perform the required construction works for a specific development area.

5. Literature list

Gilchrist, A., & Allouche, E. (2005). Quantification of social costs associated with construction

projects: state-of-the-art review. Tunneling and Underground Space Technology, 89-104.

Documents

Deliverable 2 - CIVIC | Smart construction logistics...2 General information Deliverable nr. and title D2.3 Report on scenario analysis WP nr. and titel WP2 Logistics optimization