10:15-11:15 a.m. IV. Capabilities -- Jim Lambert. *Cross-disciplinary approach

Transcription

1 Commonwealth Center for Applied Logistics Systems (CCALS) 10:15-11:15 a.m. IV. Capabilities -- Jim Lambert *Areas of concentration *Cross-disciplinary approach August 16, 2012 (revised Aug 17)

2 Overview of Capabilities The CCALS addresses research and education for logistics: Creation and movement of people, goods, and services; To stimulate and grow economic and societal value; Of the member corporations and citizens of Virginia. i i Jim Lambert August 16,

3 Capabilities Overview (cont.) Areas of capabilities: -Knowledge, products, and services -Manufacturing -Health lhproducts and dhealth lhcare -Financial management -Information technology -Infrastructure and related supply chains -Others Jim Lambert August 16,

4 Capabilities Overview (cont.) The CCALS capabilities derive from: Principled and shared vision through dialogue Research, science, and evidence base Pragmatism and economic value creation Holistic integration of business, engineering, medical, and other disciplines Sustainability and growth of Virginia enterprise and markets Virginia universities in service to companies and industries and sectors Jim Lambert August 16,

5 The CCALS capabilities and interests updated periodically for sponsor/member needs are the following: Jim Lambert August 16,

6 1. Large-Scale Systems and Financial Engineering Analysis, integration, optimization, financing, and performance monitoring/evaluation of cross-industry value networks* involving knowledge, materials, and services. * Value networks -- systemic integration and analysis of related innovation/development efforts across Virginia business and economic partners and beyond. Jim Lambert August 16,

7 2. Dependability, Security, Reliability, and Trust Interdependencies, scenarios, vulnerabilities, cascading effects, and rare/extreme events for communications and information technologies and cyber vulnerabilities across corporations, economic sectors, government, and military, including emphases on forensics, preparedness, and policy. Jim Lambert August 16,

8 3. Demographics, Workforce, Behaviors, and Enterprise Processes Understanding and leveraging g of human skills, psychology, expertise, personnel, and enterprise resource planning and operations for technology-based industries. Jim Lambert August 16,

9 4. Emerging g and Future Opportunities and Sources of Risk Adaptive management including strategic identification, modeling, uncertainty analysis, priority-setting, and innovation for portfolios of emergent technologies, global competition, regulatory forces, markets, environment, sociodemographics, catastrophes/disasters, etc. Jim Lambert August 16,

10 5. Business Intelligence, Expertise, Evidence, Elicitation, and Decision Knowledge generation and management, data mining, enterprise resource planning, multicriteria decision aids, and strategic planning, with emphasis on business-to- business, business-to-consumer consumer, and business-to-government interactions, including systems and corporate acquisitions. Jim Lambert August 16,

11 The CCALS capabilities leverage and complement those of related programs, centers and laboratories: Jim Lambert August 16,

12 SAP University it 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, instructional workshops and conferences for professors, course materials, and other instructional aids to colleges and universities worldwide. 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, lecturers, and students around the world. Jim Lambert August 16,

13 Georgia Tech Supply Chain & Logistics Institute Supply Chain Strategyt Warehousing & Distribution Global Transportation Manufacturing Resource Scheduling Health & Humanitarian Logistics China Logistics Jim Lambert August 16,

14 Penn State Center for Supply Chain Research IT Enablement of Supply Chains Performance Measurement/Supply Chain Value Collaboration Process and Tools RFID Adaptive Supply Chains Supply Chain Security and Resiliency Supply Chain Transformation Closed Loop Supply Chains Supply Chain Information Technology Supply Chain Metrics Supply Chain Planning and Strategy Systems Analysis National Transportation Policy Issues International Logistics Jim Lambert August 16,

15 University of Tennessee Global Supply Chain Institute Internal Functional Integration Collaboration with External Partners Global Network Design Process Improvement Integration of Demand and Supply Processes Risk Management Social Network Theory Sustainability Jim Lambert August 16,

16 MIT Center for Transportation & Logistics 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 Operations research analysis applied to airline scheduling and flight operations of major airlines Automotive suppliers and manufacturers 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 natural disaster or acts of terrorism Jim Lambert August 16,

17 CCALS Ongoing Activities Many related capabilities across our disciplines-- business, medicine, law, architecture, engineering, statistics, economics, etc. Jim Lambert August 16,

18 Examples of Ongoing Activities Cyber Security, Forensics, and Policy/18 credits MISA 376 Cyber Security/3 credits CMSC 355 Computer Security/3 credits MISA 377 Cyber Forensics/3 credits CRIM 305 White Collar Crime/3 credits MISA 476 Advanced d Topics in Cyber Security, Forensics, and Policy/3 credits Select one from the following for a total of 3 credits: (outside their major/concentration) ACCT 350 Principles of Fraud Examinations/3 credits CMSC 360 Computer Network Theory/3 credits CMSC 455 Network Security and Cryptography/3 credits MISA 473 Network Communications/3 credits SOCL 305 Society and Technology: Identity, Community, and Ethics/3 credits Jim Lambert August 16,

19 Examples of Ongoing Activities Risk Management of Engineering Systems Workforce assurance in disasters Scenarios and emergent features of climate change and energy, etc. Cyber security and its economic/business i case Wireless sensor networks Economic sector interdependencies Military 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 Priority setting and multicriteria analysis for reliability, safety and security Jim Lambert August 16,

20 Examples of Ongoing Activities Executive 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 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 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 past. Jim Lambert August 16,

21 Examples of Ongoing Activities Numerous other ongoing activities of CCALS university partners Jim Lambert August 16,