Krajewska Potentials for Efficiency Increase in Modern Freight Forwarding
2008
ISBN: 978-3-8349-9623-7
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark
E-Book, Englisch, 145 Seiten, eBook
ISBN: 978-3-8349-9623-7
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark
On the basis of an analysis conducted in a freight forwarding company, Marta Anna Krajewska identifies two levels of improving logistics performance. First, she demonstrates that on the local level the automated operational transportation planning increases the planning quality and influences mid- and long-term planning issues. Secondly, the results show that on the global level the proposed horizontal collaboration concept among the independent planning units can bring substantial gains.
Dr. Marta Anna Krajewska promovierte am Lehrstuhl für Logistik der Universität Bremen.
Zielgruppe
Research
Autoren/Hrsg.
Weitere Infos & Material
1;Foreword;6
2;Preface;8
3;Contents;10
4;List of Figures;13
5;List of Tables;16
6;1 Introduction;18
6.1;1.1 Current trends on the freight forwarding market;20
6.2;1.2 Corporate structure of a freight forwarder;23
6.3;1.3 Objectives of the thesis;24
7;Part I Integrated operational transportation planning;27
7.1;2 Integrated operational transportation planning in practice;28
7.1.1;2.1 Market trends;29
7.1.2;2.2 Frames for operational planning;31
7.1.3;2.3 Process modeling;35
7.1.4;2.4 Behavioral aspects;38
7.2;3 Integrated operational transportation planning in theory;41
7.2.1;3.1 Modeling characteristics;42
7.2.2;3.2 Solution methodology;48
7.2.3;3.3 Problem extensions;54
7.3;4 Integrated operational transportation planning in a profit centre;57
7.3.1;4.1 Problem structure;57
7.3.2;4.2 Problem extensions;67
7.4;5 Solving the integrated operational transportation planning problem;68
7.4.1;5.1 General remarks;68
7.4.2;5.2 Specification;70
7.5;6 Long-term issues for integrated operational transportation planning;82
7.5.1;6.1 Analysis of capacity structure;85
7.5.2;6.2 Analysis of cost structure;91
8;Part II Collaborative planning;99
8.1;7 Collaboration in practice;100
8.1.1;7.1 Advantages of the collaboration among profit centers;102
8.1.2;7.2 Impediments of the collaboration among profit centers;107
8.2;8 Collaboration in theory;112
8.2.1;8.1 Existing theoretical collaborative approaches;112
8.2.2;8.2 Preliminaries for collaboration modeling;116
8.3;9 Modeling collaboration of profit centers;123
8.3.1;9.1 Description of the collaboration process;123
8.3.2;9.2 Formal statement of the collaboration process;127
8.3.3;9.3 Example;133
8.4;10 Verification of collaboration profitability;135
8.4.1;10.1 Assumptions for testing collaboration;135
8.4.2;10.2 Applied solution method;138
8.4.3;10.3 Analysis of the maximal obtainable collaboration profit;139
8.5;11 Conclusions;144
8.5.1;11.1 Potentials for efficiency increase on a local stage;144
8.5.2;11.2 Potentials for efficiency increase on a global stage;145
9;References;148
Integrated operational transportation planning.- Integrated operational transportation planning in practice.- Integrated operational transportation planning in theory.- Integrated operational transportation planning in a profit centre.- Solving the integrated operational transportation planning problem.- Long-term issues for integrated operational transportation planning.- Collaborative planning.- Collaboration in practice.- Collaboration in theory.- Modeling collaboration of profit centers.- Verification of collaboration profitability.- Conclusions.
9 Modeling collaboration of profit centers (S. 113-114)
As aforementioned, collaboration is based on willingness and not on enforcement. As such, the proper functioning of a collaboration is a reflection of deeper tensions between the values of order and freedom [2]. As the true function of order is to create freedom [2], the mechanisms of peaceful coexistence and formulating collective goals are of mayor importance for the functioning of collaboration (for this and in following compare [71][73]).
The collaborative freight carrier planning is of great practical importance in the modern transportation branch. However, as presented in Chapter 8, there exist only few theoretical frames for the market actors. There is no approach for the collaboration of freight forwarders that includes the choice of the fulfillment mode for each individual forwarder and the exchange of orders among cooperating partners. In this chapter, a collaboration mechanism for freight forwarders is proposed.
The model is based on the combinatorial auction theory as well as on the operations research game theory. Its main strength is that no losses are generated for individual partners as a consequence of the collaboration. Instead, each partner has a realistic chance to increase its profit by participating in the coalition, and as such, has strong incentives to join and to maintain the coalition. Section 9.1 contains a description of the collaboration process. Section 9.2 presents a formalization of a profit sharing model. An example for collaborative planning is shown in section 9.3.
9.1 Description of the collaboration process
The presented collaboration model forms the theoretical frame for request exchange, profit optimization and profit sharing for a coalition of freight forwarding entities. It is assumed that the market forces of all the coalition members are equal or strongly similar, like in case of profit centers. Each entity operates autonomously. It can quote the price for request execution and decide the method of request fulfillment independently, i.e., each request can be executed by self-fulfillment or by subcontraction. With regard to each request, irrespective of the mode of fulfillment, profit or loss can be generated. It results from the difference between the freight charge received from the customer and the costs of request execution. These costs correspond to the additional travel costs of the vehicle used in case of self-fulfillment , or to the payment for subcontracting.
Furthermore, it is assumed that each entity is able to fulfill all the acquired requests within the usage of its own disposable resources: the own vehicle .eet or subcontractors. Each freight forwarding entity defines the subset of requests from the self-acquired requests that it does not want to o.er to collaborating partners. These requests are fulfilled within the usage of the own disposable resources: they are planned in the schedule of the own vehicle fieet or forwarded to subcontractors while minimizing the resulting freight costs. All the other requests are included in the collaboration process. In the collaboration process requests are interchanged among the cooperating freight forwarders. The costs of communication among partners are not considered. Furthermore, it is assumed that each collaboration participant announces his true assessments. There exist several incentives for the partners to reveal their true assessments.
