Commonwealth Commonwealth Center for Center for Applied Logistics Systems Applied Logistics Systems Applied Logistics Systems Applied Logistics Systems
(CCALS) (CCALS)
10:15-11:15 a.m.
IV. Capabilities -- Jim Lambert*Areas of concentrationAreas of concentration
*Cross-disciplinary approach
August 16 2012 (revised Aug 17)August 16 2012 (revised Aug 17)August 16, 2012 (revised Aug 17)August 16, 2012 (revised Aug 17)
Overview of CapabilitiesOverview of CapabilitiesOverview of CapabilitiesOverview of Capabilities
The CCALS addresses research and The CCALS addresses research and education for logistics:
Creation and movement of people, Creation and movement of people, goods, and services;
To stimulate and grow economic and societal value;
Of the member corporations and iti f Vi i i citizens of Virginia.
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Capabilities Overview (cont.)Capabilities Overview (cont.)Capabilities Overview (cont.)Capabilities Overview (cont.)
Areas of capabilities:Areas of capabilities:-Knowledge, products, and services-Manufacturing
l h d d h l h-Health products and health care-Financial management-Information technologygy-Infrastructure and related supply
chains-Others-Others
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Capabilities Overview (cont.)Capabilities Overview (cont.)Capabilities Overview (cont.)Capabilities Overview (cont.)
The CCALS capabilities derive from:The CCALS capabilities derive from:• Principled and shared vision through dialogue• Research, science, and evidence base• Pragmatism and economic value creation• Pragmatism and economic value creation• Holistic integration of business, engineering,
medical, and other disciplines• Sustainability and growth of Virginia enterprise and y g g p
markets• Virginia universities in service to companies and
industries and sectors
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The CCALS capabilities and interests updated interests updated periodically for
/ b d sponsor/member needs are the following: g
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1 Large1 Large--Scale Systems and Financial EngineeringScale Systems and Financial Engineering1. Large1. Large Scale Systems and Financial EngineeringScale Systems and Financial Engineering
Analysis, integration, optimization, y , g , p ,financing, and performance monitoring/evaluation of cross-industry
l k * l k l dvalue networks* involving knowledge, materials, and services.
* Value networks -- systemic integration and analysis of related innovation/development efforts across of related innovation/development efforts across Virginia business and economic partners and beyond.
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2 Dependability 2 Dependability SecuritySecurity ReliabilityReliability and and Trust Trust 2. Dependability, 2. Dependability, SecuritySecurity, , ReliabilityReliability, and , and Trust Trust
Interdependencies, scenarios, p , ,vulnerabilities, cascading effects, and rare/extreme events for
d fcommunications and information technologies and cyber vulnerabilities across corporations economic sectors across corporations, economic sectors, government, and military, including emphases on forensics, preparedness, emphases on forensics, preparedness, and policy.
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3. Demographics, 3. Demographics, WorkforceWorkforce, , BehaviorsBehaviors, and , and Enterprise ProcessesEnterprise Processes
Understanding and leveraging of g g ghuman skills, psychology, expertise, personnel, and enterprise resource l i d ti f planning and operations for
technology-based industries.
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4. Emerging and 4. Emerging and Future Opportunities Future Opportunities and and Sources Sources g gg g ppppof of RiskRisk
Adaptive management including strategic identification, modeling, uncertainty analysis, priority-setting, and innovation for portfolios of and innovation for portfolios of emergent technologies, global competition regulatory forces competition, regulatory forces, markets, environment, socio-demographics, catastrophes/disasters, g p , p ,etc.
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5. Business 5. Business IntelligenceIntelligence, , ExpertiseExpertise, , EvidenceEvidence, , ElicitationElicitation, and , and DecisionDecision
Knowledge generation and management, data mining, enterprise resource planning, multicriteriadecision aids and strategic planning decision aids, and strategic planning, with emphasis on business-to-business business-to-consumer and business, business to consumer, and business-to-government interactions, including systems and corporate g y pacquisitions.
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The CCALS capabilities leverage and complement leverage and complement
those of related programs, t d l b t i centers and laboratories:
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SAP U i it Alli P bl SAP University Alliances Program enables faculty from higher-education institutions to offer hands-on classroom and lab experiences with SAP software to their students SAP provides access to software licenses students. SAP provides access to software licenses, instructional workshops and conferences for professors, course materials, and other instructional aids to colleges and universities worldwide and universities worldwide.
SAP University Alliances Community i th SAP University Alliances Community is the leading professional social networking site for academics in the global IT industry. The UAC is one site for contacts, collaboration curriculum and careers for professors collaboration, curriculum, and careers for professors, lecturers, and students around the world.
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Georgia Tech Supply Chain & Logistics Institute
S l Ch i St t• Supply Chain Strategy• Warehousing & Distribution • Global Transportation • Manufacturing • Resource Scheduling • Health & Humanitarian Logistics Health & Humanitarian Logistics • China Logistics
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Penn State Center for Supply Chain Researchpp y
• IT Enablement of Supply Chains• Performance Measurement/Supply Chain Value• Collaboration Process and Tools• RFID• Adaptive Supply Chains
S l Ch i S it d R ili• Supply Chain Security and Resiliency• Supply Chain Transformation• Closed Loop Supply Chains• Supply Chain Information Technology• Supply Chain Information Technology• Supply Chain Metrics• Supply Chain Planning and Strategy• Systems AnalysisSystems Analysis• National Transportation Policy Issues• International Logistics
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University of Tennessee Global Supply Chain Institute
• Internal Functional Integration• Collaboration with External Partners• Global Network Design• Global Network Design• Process Improvement• Integration of Demand and Supply Processes• Risk Management• Social Network Theory• Sustainabilityy
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MIT Center for Transportation & Logisticsp g
• Travel demand models • Tunnel and highway cost models • Planning models for less-than-truckload trucking and
dispatching models for the truckload• Service Planning Model for the railroad industry
O ti h l i li d t i li h d li • Operations research analysis applied to airline scheduling and flight operations of major airlines
• Automotive suppliers and manufacturers• Efficient Healthcare Delivery Group• Efficient Healthcare Delivery Group• Alternative energy—supply chain that will connect
consumers to wind power generated in remote areas• Seaport security—ports that will be resilient in the face of Seaport security ports that will be resilient in the face of
natural disaster or acts of terrorism
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CCALS Ongoing ActivitiesCCALS Ongoing Activities
Many related capabilities Many related capabilities across our disciplines--business medicine law business, medicine, law,
architecture, engineering, statistics, economics, etc.
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Examples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesCyber Security, Forensics, and Policy/18 credits MISA 376 Cyber Security/3 creditsMISA 376 Cyber Security/3 creditsCMSC 355 Computer Security/3 creditsMISA 377 Cyber Forensics/3 creditsCRIM 305 White Collar Crime/3 creditsMISA 476 Ad d T i i C b S it F i d MISA 476 Advanced Topics in Cyber Security, Forensics, and Policy/3 credits Select one from the following for a total of 3 credits:(outside their major/concentration)(outside their major/concentration)ACCT 350 Principles of Fraud Examinations/3 creditsCMSC 360 Computer Network Theory/3 creditsCMSC 455 Network Security and Cryptography/3 creditsMISA 473 Network Communications/3 creditsMISA 473 Network Communications/3 creditsSOCL 305 Society and Technology: Identity, Community, and Ethics/3 credits
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Examples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesRisk Management of Engineering Systems
• Workforce assurance in disasters• Scenarios and emergent features of climate change and
energy, etc.C b it d it i /b i • Cyber security and its economic/business case
• Wireless sensor networks• Economic sector interdependencies• Military installations and their critical infrastructureMilitary installations and their critical infrastructure• Multimodal transportation plans and priorities• Asset management for the military and industry• Sustainability and Net-Zero energy, water, and waste
Energy supply chains including liquefied natural gas• Energy supply chains including liquefied natural gas• Priority setting and multicriteria analysis for reliability, safety
and security
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Examples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesExecutive MBA Strategic Dilemma Projects
Selected projects are assigned to a 6-7 person teams of Executive MBA students who are completing their final degree requirements. These students, in addition to their MBA
k h f 14 f k i A coursework, have an average of 14 years of work experience. A Faculty Advisor, who is considered to be an expert in the related topic, is also assigned to each project. The students have access to several other project-related advisors. The projects begin in to several other project related advisors. The projects begin in January and conclude at the end of April, at which time the students present their findings and recommendations in both written and presentation form. Capital One, Markel Corp., Philip Morris and Lewis Ginter are companies who participated in the Morris, and Lewis Ginter are companies who participated in the past.
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Examples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing ActivitiesExamples of Ongoing Activities
Numerous other ongoing activities of CCALS university partners
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