Transport Analysis Guidance www. Policy Evaluation Models Hensher developed an integrated urban passenger transport model system for evaluating the travel and environmental impacts of various policy instruments, such as road, parking and fuel pricing; incentives to purchase more efficient and alternative fuel vehicles; improvements to alternative modes; and smart growth land use policies. The model system has four integrated modules defining household location and automobile choices, commuter workplace and commuting travel choices, non-commuting travel activity, and employment location. The demand model system, estimated as a set of discrete and continuous choice models, is combined with a set of equilibrating criteria in each of the location, automobile and commuting markets to predict overall demand for passenger travel in various socio-economic segments, automobile classes and geographic locations.
Designing a Successful KM Strategy: A Guide for the Knowledge Management Professional. Identifying the Underlying Business Imperatives and Drivers.
To determine this, you need to work out what the key organizational drivers or imperatives for KM actually are, gathering data through interviews or through workshops.
So once you have identified the key organizational drivers, how do you describe them in organization-speak? The four potential focus areas An operational excellence focus for KM aims to improve the internal practices and processes of the organization so that it operates better, faster, cheaper, safer or cleaner.
The majority of this knowledge will be internal knowledge from within the organization. The strategy will include development and deployment of continually improving practices, process innovation, the use of communities of practice and knowledgebases, and standardization of process wherever possible.
Regardless of what sector your organization operates in, it is likely that you are concerned about operational efficiency and effectiveness, which means that operational excellence is a cornerstone of your KM strategy.
A customer knowledge focus for KM aims to improve the delivery of knowledge to the customer interface—the people who work with the customers on a day-to-day basis—so that customer relationships are maintained, service levels are high and sales volumes are increased.
Similar ideas apply in this circumstance as in a for-profit organization. The crucial knowledge is that of the products or services that the organization offers, as well as knowledge about the customers themselves, the market, competitors and other participants in the sector.
Your KM strategy will include the creation of a reliable knowledgebase of products or services for use by your sales force, your service force or your call center, allied with close attention to customer relationship management CRM.
If your organization is in the service sector or is largely concerned with marketing and selling, customer knowledge is likely to be the cornerstone of your KM strategy.
The help desk will need to be able to address employee technology issues based on what services and equipment the employee is using. There is less focus on sales and marketing in working with internal customer knowledge, but the other issues and concerns exist in this scenario too.
An innovation focus for KM involves the creation of new knowledge in order to create new products and services. The crucial knowledge is knowledge of the base technology and of the marketplace. Much of this knowledge will be external, which is what primarily differentiates an innovation strategy from other KM strategies.
The strategy will include knowledge-creating activities such as business-driven action learning, think tanks, deep dives and other creativity processes, as well as knowledge-gathering activities such as technology watch and market research.
There may also be elements of your strategy focused on reducing the cycle time for new products, as even the best product will not make money if takes too long to get it to the market.
A growth and change focus for KM involves replicating existing success in new markets or with new staff. It is critical to identify lessons learned and successful practices, so that good practices can be duplicated and mistakes learned from, and to transfer existing knowledge to new staff.
New staff need to be integrated efficiently and effectively with adequate training and knowledge transfer so that they become valuable members of the team as quickly as possible. Regardless of what industry you are in, growth and dealing with changing market and organization conditions are often considerations in your KM strategy.
Which of the four will be your strategic focus? In reality, companies may have elements of all four focus areas. They may be concerned about operating their manufacturing plants efficiently, while also developing customer knowledge and retaining a focus on creating new products.
However, the KM strategy should primarily address the most important of these four.
Instead, pick the most important driver, and devote your attention to developing an effective KM solution that addresses this focus area. Different organizational focus, different approach to KM.
The doers are concerned with operational efficiency, the makers are concerned either with operational efficiency or product innovation depending on the product and the market they are in and the sellers are concerned with customer knowledge.
Is your company primarily a doer, a maker or a seller? This is, of course, an oversimplification, and most organizations are a mix of doing and making, and all sell something, but the point is that depending on the market you are in and the type of product or service you have, you will have a different focus to your KM strategy.View Notes - 14 TRANSPORTATION MANAGEMENT STRATEGY from BUSINESS at University of Tennessee.
SCM GLOBAL SUPPLY CHAIN STRATEGY Dr.
Alex Rodrigues Transportation Management Strategy Class Emergency management is the organization and management of the resources and responsibilities for dealing with all humanitarian aspects of emergencies (preparedness, response, mitigation, and recovery).
The aim is to reduce the harmful effects of all hazards, including disasters.. The World Health Organization defines an emergency as the state in which normal procedures are interrupted, and. Transportation management systems and business intelligence applications support tactical and strategic network control that companies couldn't even approach a decade ago.
Add to that the objectivity a service provider can bring to bear, and shippers can quickly find opportunities for improvement.
Bill McBeath speaks at XChain 2: Blockchain for Supply Chain and Logistics Forum.
Today's design jobs from top creative companies around the world. Graphic design, Industrial design, UX and UI design jobs added daily. A transportation strategy, to be effective in supply chain management, is not playing one carrier off against another.
It is not beating down rates. Rather it is a way to respond to the dynamics of your business, its customers, suppliers and operation.