Business Process Mapping Project · 2019. 9. 25. · Business Process Mapping Project Lower...
Transcript of Business Process Mapping Project · 2019. 9. 25. · Business Process Mapping Project Lower...
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Business Process Mapping Project
Lower Mainland Container Stakeholder Forum
May 21, 2009
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Agenda
• Background• Problems
– Issues• Projects• Commitment to Action
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Project Background
• Define Process Mapping Details • Draft Mapping and Verification• Project Identification
Identify issuesIdentify projects
• Report to the Stakeholder ForumSeek Comment
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Terminal Service Time Uncertainties
Terminal Service Time Uncertainties
Vessel Arrival
Uncertainties
Vessel Arrival
Uncertainties
Empty Container Location
Management
Empty Container Location
Management
Reservation Uncertaintie
s
Reservation Uncertaintie
s
Cargo Uncertainties
Cargo Uncertainties
Current Business Processes
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Problem 1: Vessel Arrival Uncertainty
Total Vessel Visits to Vancouver Terminals vs Vessels Delayed More than 8 Hours
0
10
20
30
40
50
60
8-Aug Sep Oct Nov Dec 9-Jan
Vessels DelayedMore than 8 hrsTotal Visits
During this period Vessels are delayed more than 8 hours about 30% of the time
Source: PMV Supply Chain Dashboard Jan 2009
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Problem 1: Vessel Arrival Uncertainty
• Lack of communication of vessel arrival and changes to ETA• Recovery Plan not consistently applied at ocean terminals
Results:• Reservations are made and resources are deployed on
estimated time of arrival rather than actual arrival (i.e. ERD)• Terminal may stop accepting export trucks (ERD is closed)• Reservations may not be honored• Another reservation needs to be made• An increase in road trips by the trucker • Exporters plans include a significant amount of contingency
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Problem 2: Export Cargo Uncertainty • Last minute decision making of carriers with respect to booking
space• Exporters building in contingencies to cover their own
uncertainties (product availability, sales) and uncertainties relating to space on ships
Results:• Exporters overbook their required amount of containers• Truckers book reservations based on exporters plan• Steamship lines overbook their available amount of space for
export containers• Final confirmation of space available to exporters may be
determined at the last minute• If insufficient space available, cargo must be shipped on another
carrier or future rotation• Unneeded reservation cancelled or transferred at last minute 7
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Problem 3: Reservation Uncertainty
• May not be able to get needed reservation:– terminal reservation not linked to vessel reservation– no double reservation– different lead times for import and exports
• Terminal policy to cancel reservations as a result of labour, weather or ship unloading issues
Results:• Planning:
– Difficult to execute double moves• If reservation cancelled:
– Terminal cancelled reservations not re-booked– Cancelled reservations not released in time for rebooking by
another company 8
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Problem 4: Terminal Service Time Uncertainty
Figure 3 Percent Frequency of Turn Times in Excess of 90 Minutes by Time of Day at all Port Terminals
0%
5%
10%
15%
20%
25%
30%
7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00
Time of Day
Data source: 2007 BC MOT Container Trucking Forum Simulation Project
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Problem 4: Terminal Service Time Uncertainty
Inland TerminalTravel
8:30 Port TerminalTravelInland TerminalTravel
11:30 Port TerminalTravelInland TerminalTravel
2:30 Port TerminalTravelInland TerminalTravel
5:30 Port TerminalReturn Travel
87%
62%
50%
43%
Expected Arrival at Port Terminal
Start 7:00 am .
Probability of Arriving Within 2 Hour Window
Data source: 2007 BC MOT Container Trucking Forum Simulation Project
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Problem 4: Terminal Service Time Uncertainty
• Variability in service times (queuing plus turn time) and hours of service
Results:• Service time variability:
– Trucker making multiple trips has less ability to meet reservations later in the day
– Trucking companies build in contingencies (additional drivers, last minute allocation of drivers)
– Likely to need more trucks to service given volume
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Empty Container Location Management
Empty Traffic Flow 2007 **
Centerm Ship
Empty Import
Empty Export
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Problem 5: Empty Container Location Management
• Carriers don’t know where empty containers are in real time (at terminals)
• Empty containers on dock that are not for immediate evacuation
Results:• Lack of real time data:
– Carrier use of empty delayed until clarity of location– Shipper planning delayed for double moves or triangulation moves– Truckers often dispatch trucks to pick up empty containers that are
not there• Empty containers on dock:
– Capacity at the port terminal limited by empty containers not moving directly to vessel
– Extra truck moves, reservations, and labour to reposition empty containers off dock
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Conclusions• All players in the system contribute to uncertainties and issues• Contingencies are built into the system by all parties resulting in
last minute decision making• Better planning and earlier commitments between parties will
reduce some uncertainty• Just as uncertainty was a key theme for the problems, planning
and recovery is a key theme for the projects
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Projects to Address Problems:
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1. Improve planning and recovery with Two Way Moves / Triangulation as a Focal Point. – Vessel uncertainty– Export cargo uncertainty– Reservation uncertainty
2. Terminal service improvement3. Improve empty container management
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Project 1: Two Way Move OpportunityTraffic Summary - Major On-Dock Container Terminals
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Centerm Deltaport Vanterm
% o
f Trip
s
Two Way Move
One Way Move
Data source: 2007 BC MOT Container Trucking Forum Simulation Project
60% of all truck trips to/from the container terminals are one-way moves
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Project 1: Improve Planning and Recovery with Two Way Moves / Triangulation
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• Small Group Pilot– existing relationships, already engaged in some form of two
way moves/triangulation– One objective of the pilot is to allow industries to have more
planning time – Another objective is to formalize recovery processes– Implement planning, policies, process changes for that group
and measure benefit– Benefit/cost analysis of IT improvements (virtual container
yard, empty container tracking system)– identify roll-out of improvements beyond pilot group
• Full Scale Project: Broader roll out
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Pilot Project ShortQ1 2010
MediumQ3 -4 2010
Long2011 -12
Establish & implement planning time lines X
Implement processes to enable parties to connect moves
X
Establish and implement recovery plans for upsets
X
Design and implement metrics to monitor progress
X
Evaluate the Costs and Benefits of Increasing Double & Triangulation moves in preparation for software implementation
X
Full Scale ProjectImplement software enabling connection of empty containers
X X
Project 1: Improve Planning and Recovery with Two Way Moves / Triangulation
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Project 1: Improve Planning and Recovery with Two Way Moves / Triangulation
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Problems Solved Suggested SolutionsVessel Arrival Uncertainties
Actual vessel arrival tracking and communication
Cargo Uncertainties Commitment from shippers & steamship lines in advance of vessel arrivalCommitment timelines reflect need to meet regulatory requirements (FROB, Advanced Commercial Information)Develop coordinated recovery plan to respond to late vessel arrivals
Reservation Uncertainties
Common lead time for imports and exportsAllow for one reservation for import and export movesAccommodate trucker following terminal upset
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Project 1: Improve Planning and Recovery with Two Way Moves / Triangulation
Team
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Team CompanyExporter West Fraser / CanforOcean Carrier COSCO ?CFS Coast 2000 / TCTLTrucking PrudentialPort Terminal TSIImporter Canadian Tire
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Project 2:
Terminal Service Improvements
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• Objective: Predictable, appropriate terminal service times
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Project 2:
Terminal Service Improvements
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Problem Solved Suggested SolutionsTerminal Handling Uncertainties
Review and set standards for terminal service time (queuing and turn times) averages and standard deviation over the dayCoordinate port terminal truck receiving hours of operation to off-dock terminal hours of operationIntegrate and automate communications between all parties
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Project ShortQ1 2010
MediumQ3 -4 2010
Long2011 -12
Identify easily implemented interim solutions XAgree on standards XImplement on a broad basis X X
Project 2:
Terminal Service Improvements
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Project 2:
Terminal Service Improvements
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Team CompanyPort Terminal OperatorTrucking CompanyImporterExporterPort Metro VancouverUnions
Team
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Project # 3:
Improve empty container management
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Problem Solved Suggested SolutionsEmpty container location management
Establish a real time tracking system for containers
Evaluate the practicality of changing the delivery of empty containers by rail to port terminals
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Project: Establish a real time tracking system for containers
ShortQ1 2010
MediumQ3 -4 2010
Long2011 -12
Cost/benefit analysis X
Implement system X
Exploratory Project to Examine Changing On Dock Empty ManagementEvaluate the practicality of changing the delivery of empty containers by rail to port terminals
X
Implement X
Project 3: Improve empty container management
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Project 3:
Improve empty container management
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Team CompanyOcean Carrier Same as Team #1Trucking Same as Team #1Off-dock terminal operator Same as Team #1Port Terminal operator Same as Team #1RailwayPort Metro Vancouver
Team
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Conclusions
• All three projects are linked• Solutions identified need to be verified and tested by
teams• Mapping allows for solution testing prior to
implementation• Most important thing to get commitment from
members of the Container Stakeholder Forum• Time for action
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Action:
• Accept recommendations as identified• Confirm agencies for each team• Form Team(s)
• Ministry of Transportation and Infrastructure commitment