Transport_Operations_Planning

Question1 The success of a transport service is very dependent on the relationships that one establishes, particularly in the freight and tourism environment. A good market plan is a dynamic tool that needs to be revised regularly and it usually contains ten basic steps: • Company Objectives o An articulation of the objectives that the company wishes to achieve To maximise profit, satisfy customer needs (e.g. time effective service, excellent care of goods etc.) • Macro-economic Analysis o Analysis of the current situation in the market (Macro) • Market Segmentation o A categorisation or segmentation of the market to sharpen focus Use of the Gautrain for transport for inter-city commuters, due to the congestion of the public roads. • Client Traits o An understanding of the potential clients that would make use of the services of the company When transporting soft fruits, specific needs of the customer needs to be addressed, e.g. transportation during the evening when the temperatures are lower. • Competencies o A critical examination of own competences and a inventory list of those to be acquired When transporting fuel, you need well trained drivers to operate bulk fuel carriers. • Market Plans o Formulation of an operations-focused market plan A specific marketing plan to transport pilgrims on their annual pilgrimage to Mecca, via chartered flights. • Operations o A detailed operations plan to deliver the service The establishment of an operational centre to coordinate loads of a carrier, e.g. Rubica Transport. • Tracking progress o A mechanism to track progress both quantitatively and qualitatively against the plan Use of a computer-based program that tracks both profit and customer satisfaction. • Implementation o An implementation schedule After receiving a schedule of cargo arrivals at the airport, schedule time effective loading and transport of goods to clients. • Review o A review process and the mechanism to take corrective action when required Question2 (2.1) The evaluation of a business competencies relative to transportation operations. (2.2) S = Strengths W = Weaknesses O = Opportunities T = Threats (2.3) - Skills: experience gained through the years in similar or related areas - Specific expertise: Sappi, using dedicated transportation in the transport of wood from the forests - Valuable assets or resources: paid off fleet, trustworthy vehicles - Excellent processes and systems: Checkers, using dedicated warehouses - Positive image in the market: Well sought after, Imperial Logistics - Creative and innovative leadership and employees: sought after, you want to work there - Strong networks and alliances: Bidvest, using their own transport to supply all the companies in the group - Excellent financial base: debt-free operations, or diversified - Alliances and complementary network relationships: Steinhoff, using their Toyota dealerships to obtain well-priced vehicles - Intellectual property and patent: specific computer based program, to schedule loads - A pro-active culture: Able to identify opportunities before the rest of the market Question3 • Transport service value chain : the transportation of motor vehicle components to slot into the manufacturing cycle of a specific vehicle. • Critical service specifications : Gautrain- trains and buses on schedule for business. people , to be on time for work and other appointments. • Infrastructure requirements : transportation of milk from farms to the bottling factory. On time collection of the milk taken into account, the condition of farm and country roads. • Vehicles and equipment : Transportation of wood from forests, scheduled to move from one forest to another, determined by harvesting period. • Related technology : Using specific equipment and technology to load vehicles. • People skills : Suitably trained and qualified drivers for the transportation of hazardous or flammable cargo, e.g. Afrox. • Service performance criteria : Benchmarking load-capacity of a low-cost carrier, e.g. OneTime against Kulula.com, the market leader. • An operation plan : A practical and implementable plan that can be measured on a quantative and qualitative level. Question4 • Acquisition and selection of vehicles • Maintenance and/or maintenance management • Insurance • Mishaps management (accidents, breakdowns, theft etc.) • Fuel and tyre control (also other items of use and wear) • Vehicle replacement • Disposal of used vehicles • Legal compliance • Warranty management • Operation control • Administration Question5 - Life cycle management. This in an over-arching acquisition, maintenance and retirement plan for a fleet of vehicles on an individual vehicle basis. Trade-in value of a vehicle, the history of the vehicle, maintenance plan of the manufacturer. - Condition-based maintenance. This allows for certain components, sub-systems or systems to be replaced only when the condition of the equipment warrants it. Trailers used for transport repaired only if load bins are damaged. - Time-based maintenance. Some of the components of vehicles are not only affected by use, but are often ravaged by the passage of time, even if they have not been used at all. A comprehensive life cycle maintenance plan will allow for this kind of maintenance. The regular checking of the electric and electronic wiring systems of the trucks. - Activity based maintenance. Certain components are literally used up through the transport or related activities. Activities are carefully monitored (e.g. vehicle kilometres) and components of which the lifespan is use-related, are replaced at pre-determined frequencies. Tyres, according to manufacturers’ specifications. Question6 • The customer (freight owner, shipper, passenger, commuter etc.) • The infrastructure provider • Customs officials • Warehousing services • The customer’s customer • Legislative Authorities • Maintenance service providers • Employees • Shareholders etc.