Routing and delivery planning: algorithms and system implementation.

Wong Chi Fat.Thesis (M.Phil.)--Chinese University of Hong Kong, 2002.Includes bibliographical references (leaves 107-115).Abstracts in English and Chinese.List of Tables --- p.ixList of Figures --- p.xChapter 1. --- Introduction --- p.1Chapter 1.1 --- Motivation --- p.1Chapter 1.2 --- Literature Review --- p.3Chapter 1.2.1 --- Shortest Path Problem --- p.4Chapter 1.2.2 --- Vehicle Routing Problem with Time Windows --- p.6Chapter 1.3 --- Thesis Outline --- p.9Chapter 2. --- Time-varying Shortest Path with Constraints in a 2-level Network --- p.11Chapter 2.1 --- Introduction --- p.11Chapter 2.2 --- Problem Formulation of TCSP --- p.12Chapter 2.3 --- Arbitrary Waiting Time --- p.13Chapter 2.4 --- TCSP in a 2-level Network --- p.15Chapter 2.4.1 --- Problem Formulation of TCSP in a 2-level Network --- p.17Chapter 2.5 --- Algorithms Solving TCSP in a 2-level Network --- p.20Chapter 2.5.1 --- Exact Algorithm --- p.21Chapter 2.5.2 --- Heuristic Algorithm --- p.23Chapter 2.6 --- Concluding Remarks --- p.30Chapter 3. --- Vehicle Routing Problem with Time Windows and Stochastic Travel Times --- p.32Chapter 3.1 --- Introduction --- p.32Chapter 3.2 --- Problem Formulation --- p.34Chapter 3.3 --- General Branch-and-cut Algorithm --- p.42Chapter 3.4 --- Modified Branch-and-cut Algorithm --- p.44Chapter 3.4.1 --- Prefixing --- p.45Chapter 3.4.2 --- Directed Partial Path Inequalities --- p.47Chapter 3.4.3 --- Exponential Smoothing --- p.50Chapter 3.4.4 --- Fast Fathoming --- p.54Chapter 3.4.5 --- Modified Branch-and-cut algorithm --- p.56Chapter 3.5 --- Computational Analysis --- p.57Chapter 3.5.1 --- "Performance of Prefixing, Direct Partial Path Inequalities and Exponential Smoothing" --- p.57Chapter 3.5.2 --- Performance of Fast Fathoming --- p.63Chapter 3.5.3 --- Summary of Computational Analysis --- p.67Chapter 3.6 --- Concluding Remarks --- p.67Chapter 4. --- System Features and Implementation --- p.69Chapter 4.1 --- Introduction --- p.59Chapter 4.2 --- System Features --- p.70Chapter 4.2.1 --- Map-based Interface and Network Model --- p.70Chapter 4.2.2 --- Database Management and Query --- p.73Chapter 4.3 --- Decision Support Tools --- p.75Chapter 4.3.1 --- Route Finding --- p.75Chapter 4.3.2 --- Delivery Planning --- p.77Chapter 4.4 --- System Implementation --- p.80Chapter 4.5 --- Further Development --- p.82Chapter 5. --- Vehicle Routing Software SurveyChapter 5.1 --- Introduction --- p.83Chapter 5.2 --- Essential Features in CVRS Nowadays --- p.84Chapter 5.2.1 --- Common Features --- p.34Chapter 5.2.2 --- Advanced Features --- p.90Chapter 5.3 --- Concluding Remarks --- p.94Chapter 6. --- Summary & Future Work --- p.97Appendix A --- p.101Appendix B --- p.104Bibliography --- p.10

An analysis of the challenges and opportunities facing the Hong Kong logistics industry

Hong Kong freight forwarding services have flourished along with China's economic development. Manufacturing activities in the Pearl River Delta (PRD) have provided the Hong Kong logistics sector with many business opportunities. However, due to the changes in the business environment, the industry is facing many challenges: competition from other local logistics companies in China, a shrinking market share on the shipping side, and increasing operating costs. The study aims to answer two questions: will the PRD continue to serve as the manufacturing powerhouse of the world and will exporters in the PRD continue to use Hong Kong:5 airport and port? The findings of this research will help academia and practitioners better understand the opportunities and challenges facing the Hong Kong logistics industry. This research was carried out in two phases. First, the author conducted exploratory interviews with manufacturers, logistics service providers, and government officials. Second, two questionnaires (one for manufacturers and one for logistics service providers) were designed based on the interviews and the literature review. The results of this two-stage analysis indicate that manufacturing in the PRD will continue to demand forwarding logistics support from Hong Kong because the latter continues to offer competitive advantage in several aspects compared with competitors in China. The Hong Kong government's pro-business attitude has helped to maintain Hong Kong's competitive advantage as a logistics hub; thus, the integration of Hong Kong and PRD logistics service providers has further enhanced this advantage in the PRD. Finally, based on these findings, a number of recommendations are offered. The empirical part of the research was completed before the onset of the 2008/9 recession; hence, no reference to its effect has been included in this thesis. The work also excludes any specific reference to the issues of carbon footprints and related environmental concerns because these are not primary issues for the industry as seen by the governments of the PRD region

Benchmarking for performance improvement--: a case study in railway business.

by Leung Ka Lai, Keane.Thesis (M.B.A.)--Chinese University of Hong Kong, 1998.Includes bibliographical references (leaves 109-111).ABSTRACT --- p.iiTABLE OF CONTENTS --- p.iiiLIST OF ILLUSTRATIONS --- p.viLIST OF TABLES --- p.viiACKNOWLEDGEMENT --- p.viiiChapterChapter I. --- INTRODUCTION --- p.1Corporate Profile --- p.1Company Background --- p.1System Information --- p.2Operating Information --- p.3Benchmarking - A Historical Overview --- p.4First Generation - Reverse Engineering --- p.6Second Generation - Competitive Benchmarking --- p.6Third Generation ´ؤ Process Benchmarking --- p.7Fourth Generation - Generic Benchmarking --- p.8Fifth Generation - Global Benchmarking --- p.9Development of Benchmarking in MTRC --- p.10Local Benchmarking --- p.11International Benchmarking --- p.11Purposes of the Research --- p.12Chapter II. --- METHODOLOGY --- p.13Literature Review --- p.13Information Gathering --- p.13Review and Analysis --- p.14Discussions and Conclusions --- p.14Chapter III. --- LITERATIVE REVIEW --- p.15Definition of Benchmarking --- p.15Why Benchmarking ？ --- p.16Types of Benchmarking --- p.20Benchmarking and other modern management concepts --- p.22Benchmarking and Total Quality Management --- p.22Benchmarking and Learning Organisations --- p.24"Benchmarking, Total Quality Management and Learning Organisations" --- p.28Benchmarking and Business Process Re-engineering --- p.29Benchmarking and Strategic Planning --- p.31The Benchmarking Code of Conduct --- p.40The Benchmarking Process --- p.44Benchmarking in the Public Sector --- p.47Worldwide Trend of Benchmarking --- p.51Development in North America --- p.51Development in Europe --- p.53Development in the Pacific Rim --- p.54The Future --- p.56Summary --- p.57Chapter IV. --- THE INTERNATIONAL BENCHMARKING EXPERIENCE IN MTRC --- p.61The Threats faced by MTRC --- p.61Objectives --- p.62The Process --- p.63Design Key Performance Indicators --- p.65Prepare Data Collection Instrument --- p.67Analyse the Collected Data --- p.70Conclusions and Recommendations --- p.71Confidential and Security Issues --- p.74Summary --- p.75Chapter V. --- A PROCESS BENCHMARKING CASE STUDY AMONG TWO METROS --- p.77Background --- p.77Objectives --- p.77The Process --- p.78Identify and map key processes --- p.79Prioritize and select key processes --- p.80Analyse selected process areas --- p.81Identify key measures --- p.83Collect and compare data --- p.84Ideas for improvement --- p.85Plan implementation --- p.87Summary --- p.88Chapter VI. --- GENERAL DISCUSSIONS --- p.90Identifying strength and weaknesses --- p.90Learning from best practices --- p.91Better performance measurement --- p.92Valuable relationship for continuous improvement --- p.97Implementation issues --- p.97Chapter VII. --- CONCLUSIONS --- p.102APPENDIX --- p.108BIBLIOGRAPHY --- p.10

Engineering project management: looking from the clients & contractor's perspectives.

by Chan Kwan Wing, John.Thesis (M.B.A.)--Chinese University of Hong Kong, 1999.Includes bibliographical references (leaves 69-70).ABSTRACT --- p.iiTABLE OF CONTENTS --- p.iiiLIST OF ILLUSTRATIONS --- p.vPREFACE --- p.viiACKNOWLEDGEMENT --- p.ixChapterChapter I. --- INTRODUCTION --- p.1Chapter II. --- METHODOLOGY --- p.4Chapter III. --- VARIOUS ASPECTS IN PROJECT MANAGEMENT --- p.6Project Scope Management --- p.6Project Evaluation --- p.7Define the Objectives --- p.7Defining the Project Scope --- p.8Project Time Management --- p.10Introduction to the S-Curve --- p.11Planning and Scheduling with Gantt Charts --- p.13Network Representation of a Project --- p.14Precedence Diagramming Method --- p.18Project Cost Management --- p.20Cost Estimating --- p.20Pricing Strategies for Contractors --- p.21Cost Budgeting --- p.23Cost Control --- p.24Project Quality Management --- p.29Quality Management --- p.29Project Human Resources Management --- p.32Organizational Planning --- p.32Staff Acquisition --- p.33Team Development --- p.34Project Communication Management --- p.35Information Dissemination --- p.35Performance reporting --- p.36Administrative Closure --- p.36Project Risk Management --- p.37Risk Identification --- p.37Risk Evaluation --- p.37Risk response Development --- p.39Chapter IV. --- THE HUMAN SIDE OF PROJECT MANAGEMENT --- p.40Leadership and Team Building Skills --- p.42Interpersonal Influencing and Negotiation Skills --- p.45Interpersonal Influencing Skills --- p.45Negotiation Skills --- p.46Conflict Management Skills --- p.47Decision Making and Problem Solving Skills --- p.49"Planning, Organizing and Administrative Skills" --- p.50Technical Expertise --- p.51Chapter V. --- PROJECT MANAGEMENT IN APPLICATION --- p.53Real-Life Problems Encountered by Client Project Managers --- p.53Real-Life Problems Encountered by Contractor Project Managers --- p.57Problems Encountered by Project Managers in General --- p.64Chapter VI. --- CONCLUSION: LESSON LEARNT --- p.65APPENDIX --- p.68BIBLIOGRAPHY --- p.6

Change management in the construction industry: a client's mechanism for control

This research project constitutes an attempt to improve the construction industry's change management process by introducing the Form 'X' Control Mechanism as the means of establishing an effective method of project control. The traditional practice in the construction industry of appointing the principal designer as team leader has been challenged with the main criticisms on the traditional practice being his, or her, lack of managerial ability and his, or her, failure to control the financial aspects of the project. The traditional approach has remained essentially unchanged for more than a century but it has become increasingly questioned as the primary means of design management. One aim of the research, therefore, was to ascertain whether the traditional practices currently is use in the United Kingdom and Hong Kong could be improved upon. The research began by examining basic systems and project management concepts and noted the development of project management systems and structures for the construction industry. This was illustrated by reference to a number of articles and it was possible to argue that the industry lacked a comprehensive change control methodology. The research also provided evidence that the mechanisms used to exercise control in manufacturing industries could not be used to exercise control over construction projects. This is due, in the main, to the relatively short duration of construction projects and the transient nature of project personnel. Having examined the difficulties, it has been possible to devise a control methodology which couples communication and control and this mechanism has been adapted to fit existing industry practices. Using this criterion it was possible to formulate a control procedure which obviates the difficulties which can arise using the traditional approach to change management. The Form 'X' mechanism requires the design team to quantify, in financial and programme terms, the effect of design or construction changes, and to obtain the client's specific authority prior to revising the works. In doing so the Project Manager is able to determine the magnitude of all changes in terms of time, money and quality. The system is sufficiently flexible to enable it to be used world-wide, on projects of varying contract values and duration, and it requires only minor modifications to meet the provisions of the standard building and civil engineering conditions of contract. A variant of the proposed methodology was introduced by Hong Kong's Mass Transit Railway Corporation and utilised on a number of projects. These contracts were examined in detail, as were a number of Mass Transit Railway Corporation contracts which utilised the traditional approach to project control. The analysis showed that all of the projects on which the Form 'X' system had been used had been completed close to their original contract value whilst a number of the projects which did not use the control methodology suffered from significant cost over-runs. It was concluded that the Form 'X' methodology successfully eradicates many of the control problems which permeate the traditional approach to change management embodied in the standard conditions of contract for building and civil engineering works. The Form 'X' control approach was also shown to be popular with the Hong Kong Mass Transit Railway Corporation's senior management team, as well as with the consultants employed in the construction of the railway. The conclusion of the research project is that the Form 'X' procedure is a highly successful change control methodology which could be used throughout the world on a wide variety of building and civil engineering projects