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- All Subjects: Logistics
- All Subjects: Sustainability
Description
The purpose of this project is to create an affordable and low-environmental impact housing model for high-density urban living. Detailed research was completed to select the Arizonan city of Tempe for the basis of this model such as author's preference and alarming demographic and economic factors. The finalized model will consist of shipping containers that will be converted into housing. These domiciles are ideal for a maximum of 1-2 occupants. The units will be stacked into communities to accomplish high density. These shipping containers will be used rather than brand new, the community landscape will consist of natural desert landscaping, a recycling program will be offered, and solar panels will be used to power the units. The decision for these features fulfills both the mission of the project and markets to the main demographic group of residents in Tempe, Millennials, who usually place sustainability in high regard. These units are meant to be purchased by the target market and other citizens to increase homeownership rates in Tempe. Their ownership rights will be analogous owning a condo, where they will own the converted shipping container itself, but not the property the unit is placed on. In addition, these units qualify for traditional loans and will appreciate similar to normal housing options. After conceptualizing the idea, various costs were analyzed for construction of the units. A critical component of the project is to receive government grants to fund the venture in order to continue the mission and keep prices of these units low. This model is expandable and could be moved to other cities within the state or potentially other states through future government grant attainment and success with the first installation. These communities will be managed by a company, Shipping Designs, which will be a limited liability company created by the author, Shauna Burgoyne.
ContributorsBurgoyne, Shauna Cheyenne (Author) / Kellso, James (Thesis director) / Dooley, Kevin (Committee member) / Department of Supply Chain Management (Contributor) / Department of Information Systems (Contributor, Contributor) / Barrett, The Honors College (Contributor)
Created2018-12
Description
The original goal of this project was to create a case study that would help figure out a way to figure out how to get better food, and more food, to areas where there is little to no logistical infrastructure in place. Specifically, the Navajo Nation in North Eastern Arizona where the road infrastructure is not as developed and without enough stores to saturate the region. A partnership with Peddler's Son Produce, a company who was hoping to expand their distribution services to North-Eastern Arizona and other lesser-served areas across Arizona, allowed for the creation of Logistical Route Simulations which allowed the expanse of what areas could be reached with cross-docking stations in various areas. After all the information of the route simulations was compiled, it was abstracted to a case study. There is no one solution of how to expand a company so what the case study does is give students all of the information for costs and potential routes and then tells them to decide how many stops should be taken at each city in each route, which routes should be taken, and which routes shouldn't, and which cross-docking station, or multiple cross-docking stations the company should choose. The Case Study also includes teaching notes for the professor doing it which have the completed logistic route simulations and all the data and information that was learned but not included in the case study. This case study can now be used to help others figure out how to create profitable logistics routes which serves the original goal of the project.
ContributorsFierro, Leticia (Author) / Maltz, Arnold (Thesis director) / Kellso, James (Committee member) / Department of Supply Chain Management (Contributor, Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
This thesis looks at a short-term solution to the truck driver shortage: transitioning U.S. military veterans into truck driver roles. Due to the adoption of self-driving trucks, the shortage is projected to end in 2022; however, freight companies may not be able to keep up with growing freight volumes until then. In the meantime, providing commercial driver's license (CDL) training on military bases has the potential to alleviate the shortage and veteran unemployment. A number of journal articles were read and interviews were conducted to determine the practicality of this solution. This thesis includes those findings and a number of considerations that should be made before implementing it.
ContributorsPatel, Nikhil (Author) / Kellso, James (Thesis director) / Maltz, Arnold (Committee member) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
The purpose of this paper is to identify a strategy and list recommended initiatives that aim to reduce the total carbon footprint of Brookfield Global Relocation Services and its supply chain by 50% by 2028, and enhance the appeal of this plan through revealing a multitude of beneficial factors for the organization, its suppliers, and community. To begin the approach to realizing a 50% reduction to Brookfield GRS's and its supply chain's total carbon footprint is to first measure the current level of greenhouse gases being emitted by the organizations and its suppliers. Using the EPA carbon footprint calculator tool this was accomplished to understand and put an actual value on Brookfield GRS's and its supplier's impact on the environment and to begin setting goals to substantially decrease this level. This leads to the second step of focusing on the internal need to shift the culture, goals, and initiatives towards sustainability before looking to the external environment of the supply chain. To accomplish this second step, Brookfield GRS must reach a high level of awareness for this sustainability shift by the end of 2016, through establishing a Green Committee, setting up an awareness survey, proactively getting involved with the organization newsletter, and the creation of sustainability incentive program. Once awareness is established and continuously increased, a switch towards organization wide mobilization can begin in 2017. This entails looking at areas of high emissions determined by the EPA tool, launching a set of processes aimed at reducing the emissions of these areas by 2018, and wrapping up the phase with an environmental management system by 2018 to catch the results of the processes and allow them to be continuously improved upon. This internal shift towards sustainability packaged into two phases of awareness and mobilization are not just environmentally beneficial but also prove to have value in cost reductions, efficiency gains in processes, reduction in waste/office supplies, talent acquisition and retention, risk mitigation aspects, marketability, brand reputation building, and is a competitive advantage as it inspires innovation. Aiming to reduce emissions by 50% holds huge value internally, but can garner even more benefits externally through Brookfield GRS's supply chain. Once an internal foundation of sustainability culture, goals, and initiatives aimed at reducing its output of emissions are concrete, Brookfield GRS can then continue to build its commitment to the environment and lower its overall carbon footprint by looking externally to its suppliers. This phase is similar to the internal shift, in which awareness and mobilization are required so that Brookfield GRS can identify suppliers that need to be removed, who are willing to work with Brookfield GRS, and the suppliers who are already on track to reducing their emissions by 50% by 2028. Awareness begins with Brookfield GRS communicating to its suppliers that there will be a set of green requirements imposed on them starting in 2019 through an updated RFP process and sustainability survey. Mobilization then occurs with the suppliers abiding to the green requirements of a total carbon footprint calculation to be reported starting in 2019, a set of goals and implementation plans aimed at reducing their total carbon footprint to be reported annually starting in 2019, and an establishment of an EMS or similar system by 2019 warranting continuous improvement of greenhouse gas reducing programs to aim for 5% annual reduction goals and a 50% total decrease by 2028. It is important that the supply chain management employees at Brookfield GRS provide ample evidence of why the emission reduction goal and shift towards sustainability is beneficial for the organization by looking at benefits incurred by Brookfield GRS and value added to other successful organizations like Celestica, Disney, and Intel making similar changes. There are even mutually advantageous results such as increased demand, risk mitigation, cost breakdown form process improvements, and Brookfield GRS and its suppliers will be more collaborative and competitive in the long run. The EMS system then works as a continuous improvement process from 2019 to 2028 to ensure Brookfield GRS and its suppliers are on track to yearly 5% emission reductions and an overall reduction of 50% by 2028. Through Brookfield GRS using this strategy to focus internally and then branching out externally to its suppliers to meet a 50% reduction in total carbon footprint emissions by 2028, numerous environmental, economical, and societal benefits can be gained.
ContributorsGennaro, John Christopher (Author) / Kellso, James (Thesis director) / Whalin, Susan (Committee member) / Department of Supply Chain Management (Contributor) / School of Sustainability (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12
Description
This paper will cover topics regarding remote work. More specifically, remote work for the field of logistics. It will also dive into remote work platforms themselves e.g., Slack, Zoom, etc. Microsoft Teams, the specific software we used while I was at my internship, will be analyzed as well. I will, specifically, be analyzing the fundamental issues that occurred during my internship, developing a feasible solution with a laid-out process for each one. After the proper execution of these processes, I will discuss my results. I found that time is the most critical component of an optimal transition to remote work. Finally, I will conclude with reflections on my findings, insights from current working supply chain professionals, and prompt further research that could be done.
ContributorsSchneider, Sam (Author) / Byrne, Jared (Thesis director) / Aguilar, Jared (Committee member) / Department of Supply Chain Management (Contributor) / Dean, W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2021-05
Description
This thesis discusses how American Airlines and its’ wholly owned regional partner Piedmont Airlines could improve schedule options by optimizing its existing operations enabling Piedmont to operate more flights with the same number of airplanes. This thesis uses data exclusively from Piedmont Airlines’ September 2019 Schedule, and focuses on operational improvements through minimizing downtime for aircraft both at hubs and outstations.
In the hubs, it was found that there was significant room for optimization to ensure that the aircraft are truly being used to their full potential versus long ramp wait times between flights. When looking at outstations, planes typically only spent the minimum required amount of time on the ground. The exception is if the plane was going to Remain Overnight (RON), however this also meant it was the last flight of the day, and it arrived in the evening or later. The thesis specifically looks at the flows for the week of September 14-20, 2019.
In the hubs, it was found that there was significant room for optimization to ensure that the aircraft are truly being used to their full potential versus long ramp wait times between flights. When looking at outstations, planes typically only spent the minimum required amount of time on the ground. The exception is if the plane was going to Remain Overnight (RON), however this also meant it was the last flight of the day, and it arrived in the evening or later. The thesis specifically looks at the flows for the week of September 14-20, 2019.
ContributorsKass, Adam Mitchell (Author) / Kellso, James (Thesis director) / Wall, Robert (Committee member) / Bookbinder, Evan (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Department of Supply Chain Management (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05