04 Concept Development
Transcript of 04 Concept Development
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Report3/ConceptDevelopmentFromAtogreen,afuturevisionofcoachworks.
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ContentsReport3/ConceptDevelopment................................................................................................................ 1
Introduction.................................................................................................................................................. 4
ExecutiveSummary...................................................................................................................................... 5
1. BusinessPlan....................................................................................................................................... 7
a. GeneralCompanyDescription........................................................................................................ 7
Companyvalues................................................................................................................................... 7
Currentbusinessstructure.................................................................................................................. 8
Productsandservices.......................................................................................................................... 9
b. GeneralProjectDescription.......................................................................................................... 13
c. GeneralTrendsandMarketanalysis............................................................................................. 15
Introduction&ManagerialSummary................................................................................................ 15
TrendAnalysisofUrbanLogisticDistributionSystem....................................................................... 15
CostumerAnalysis
.............................................................................................................................
26
CompetitorAnalysis........................................................................................................................... 26
d. BusinessStructure......................................................................................................................... 30
Stakeholdersanalysis......................................................................................................................... 30
Changesintechnologyandproductsandservicesstrategy.............................................................. 30
d. Newproductandservices............................................................................................................. 31
CostStructure+price(projectcostandproductcost)...................................................................... 34
e. Marketingstrategy........................................................................................................................ 35
SustainabilityandInnovation..................................................................................................................... 36
f. gCombiandCradletoCradle....................................................................................................... 36
g. LifeCycleAnalysis.......................................................................................................................... 36
h. Systemdivision.............................................................................................................................. 37
ComparisonbetweenCombisanalysis............................................................................................. 40
Conclusionsandrecommendations.................................................................................................. 41
Conclusions................................................................................................................................................. 42
ProductDesign....................................................................................................................................... 42
Sustainability..................................................................................................................................... 43
Efficiency
&
Effectiveness
..................................................................................................................
44
Innovation.......................................................................................................................................... 44
Business Strategy and Orientation...................................................................................................... 44
Branding Strategy............................................................................................................................ 45
Sustainability.................................................................................................................................... 45
SystemVision......................................................................................................................................... 45
Innovation.......................................................................................................................................... 46
Sustainability..................................................................................................................................... 46
Recommendations..................................................................................................................................... 47
References..................................................................................................................................................
48
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Introduction
BeforetheConceptDesign,the teamchosetheMicroDeliverySystemasaconcepttodevelop into
thefinalproduct.Theselectionwasmadefollowingarigorousprocess, includingmatrixestoorganize
theproposalsandmakedecisions.
TheConceptDevelopmentisthethirdstepoftheNewProductDevelopment(NPD)processthatcovers
twodifferenttopics,thefirstoneisthemarketingandbusinessperspective,answeringquestionslike:
who is the target market and who is the decision maker in the purchasing process?, what product
featuresmust theproduct incorporate?,whatbenefitswill theproductprovide?,howwillconsumers
react to the product?, how will the product be produced most cost effectively?, what will it cost to
produce it?.TheBusinessAnalysisestimateslikelysellingpricebaseduponcompetitionandcustomer
feedback,salesvolumebaseduponsizeofmarket,profitabilityandbreakevenpoint.
The second topic is the technical and engineering details defining the system with its components,
parts, assembly, materials, processes, finishes, etc. proving feasibility through computer aided
renderingsandmodelsorprototypes.Usuallythisstep includestestingtheconcept invariousaspects
forexample
by
asking
asample
of
prospective
customers
what
they
think
of
the
idea
or
animating
the
assemblyandcheckingifitsworkingprincipleworksproperly.
The team decided to divide the project in two different levels: the conceptual& business and the
technicallevelinordertoachievethegoaloftheproject.
Casestudywasthemethodologyselectedtoapplytheconcept&businesslevel.Casestudyisoneof
severalwaysofdoingsocialsciencerelatedresearch.Otherwaysincludeexperiments,surveys,multiple
histories,andanalysisofarchivalinformation.(Graziano&Raulin,2007).
For the project egroceries was selected as a case study, and the system was developed, designing
threeproducts,agcombi(platform),agmodule(dispenser)andagbox(box).
Inthe
technical
level
the
team
developed
technical
and
engineering
details
of
ageneric
platform
and
agenericbox,withoutspecificclientorapplicationinordertodemonstratethetechnicalfeasibilityofthe
project.
ABusinessPlanwaswrittenconsideringthemostrelevantaspectsofthesystem(fromthecasestudy)
andthecostestimationrunfromthegenericplatformandthegenericbox.
OtherimportantunitofthepresentdocumentisthechapteraboutSustainabilityandInnovationthat
wasusedasthefocusofthepreviousframeworkwrittenbytheteamduringthefirstreportandwasthe
constantsupportforallthereflectionsanddecisionsduringtheprocess.
Attheendofthedocumentsomeconclusions&recommendationsoftheprojectcanbefound,based
in three topics mentioned in the Concept Discovery: Product Design, Business Strategy and System
Vision.
The present document concludes an NPD process based on three steps, Concept Discovery, Concept
Design and Concept Development and is the finalization of the academic process from the course
IntegralDesignProject(IDP).
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ExecutiveSummary
GeneralBusinessModelThe Micro Delivery System (MDS) is a new kind of business forCombigroepCarrosserie in order to
extend itspotential market following the regulations and trends about transportation and logistics in
theEuropeanUnion.
ThekeyelementofthisnewbusinessconsistsofasystemofdetachableMicroDeliveryModuleswhich
aretobeloadedintheDeliveryCenters(business)andtobeusedinthedifferentcontexts(users,which
couldbebusinessorconsumer).Inthatsensethenewbusinesscouldbebusinesstoconsumers(B2C)or
businesstobusiness(B2B).
ItisanewperspectiveforCombigroepCarrosserietoworkwith(andin)differentbusinesseslikenight
deliveryservices,eshoppingorintegrateddeliveries.
CaseStudye-groceries/Conceptual&businessleveleGrocery' (http://www.egroceryusa.com/) is the industry term for online grocery shopping, where a
customerselects
and
pays
for
their
groceries
online.
The
method
of
picking
and
delivery
may
vary,
but
thecoreconceptofeGroceryisalwaysthesame offeringyourcustomersawideselectionofproducts
whichmaybepurchasedonlineandtheneitherdeliveredtothecustomerorelsestoredforpickupby
thecustomer.
Thekeyelementof thisnewbusinessforCombigroepCarrosserieconsistsofasystemofdetachable
MicroDeliveryModules(g-modules)thataretobeloadedatopofspecialtrucks(g-combies)atDelivery Centers (egroceries+DC)and tobe used in the Park andRides (users). Each modulehas
spaceforapproximately50g-boxes(35cmx35cmx50cm)todelivergoodsinParkandRides(P+R).
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MicroDeliverySystem gcombi
gmodule
gbox
TechnicallevelInthetechnicalleveltheteamdevelopedtechnicalandengineeringdetailsofagenericplatformanda
genericcontainer,withoutspecificclientorapplicationinordertodemonstratethetechnicalfeasibility
oftheproject.
GenericPlatform
GenericContainer
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1.BusinessPlan
a. GeneralCompanyDescription
CombigroepCarrosserien(Karhof,2008)
Resourcefulnessasadifference
In April 1963, a group of renowned Dutch coachwork (carrosserie) manufacturers created the
foundationofa longandsuccessfulcooperation.Andthensince1973until thisday, they togetheras
Combigroepdoingbackwardintegrationandbeingactiveinthemanufacturinganddevelopmentofthe
coachworkfortruckbodybuilding.
TheCombigroepisagroupofthefollowingindependentcoachworkcompanyinwhichmostofthemare
businessfamilyowned:
Karhof
Carrosserien
(Purmerend,
Nieuw
Vennep,
Amsterdam,
Zaanstreek,
Haarlem)
CarrosseriebouwCompaan(Assen,Slovakia,Drenthe)
VanBerkumsCarrosseriebedrijf(Lochem,Apeldoorn)
CombiCarrosseriebouwers(Swifterbant)
RemmersCarrosseriefabriek(Tilburg)
Companyvalues
TheentirebusinessofCombigroeprevolvesaroundthecustomer
MissionThe mission of Combigroep is to make sure every customer gets the vehicle that enables maximum
effectiveness regarding thejob that has to be done. Combigroep aims to deliver complete services
duringtheentirelifespanoftheirproduct.BuildingthebodyworkisthecorebusinessbutCombigroep
alsooffers
maintenance,
repairs
and
24
hour
calamity
services.
CompanyvaluesImportantvaluestothecompanyare;
Resourcefulsolutions
Individualtailoring
Efficientproductionbecauseofflowproductionandleanmanufacturing
Innovativeness
Reliability
StrategicLines
For
the
future
of
Combigroep
it
is
important
that
the
company
finds
ways
to
distinguish
itself
from
other
bodyworkbuildingcompanies.Combigroepseesopportunitiesinthefollowingdirections;
Contributingtothedevelopmentofgreenproducts.
Beingabletosufficetothedemandsofamoreinternationalmarket.
Becomingmoreselfsufficientbydevelopingmoreproductsthemselves
CompanyObjectivesFor the future it is important that the company finds way to distinguish itself from other coachwork
companies.Forthatpurpose,Combigroepseesopportunitiesinthefollowingdirections:
Contributing to the development of green products: being the first sustainable coachwork
companyfortheirdevelopmentprocessandmarketing
Beingable
to
suffice
to
the
demands
of
amore
international
market
Becomingmoreselfsufficientbydevelopingmoreproductsthemselves
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BusinesscategorytargetTheCombigroepbusinesscategory includingcoachworkforTruckBodyWorksandLightweightCarrier
Interiorsofanykindofgoodsdistributiontransports.
Type of vehicle range between a 3,5 tons deliverychassis and a 4050 tons combination for
internationalorregionaltransportation.
Marketscopetarget
MarketscopeofthecompanyisRegional(TheNetherlands)andInternational(mainlyEurope).
CompanyStrengthsandcorecompetenciesOne of the strongest characteristics of Combigroep is their flexibility to fulfill specific clients
requirements and needs through tailormade solutions for each individual client. Through its R&D,
Combigroep has distinguished itself with their innovative designs andrecently focused on lightweight
regionalvehicles.
Currentlythecompanygroupemploys225peoplewithannualturnoverisaboutisabout30,000,000.
Currentbusinessstructure
Itis
possible
listed
all
the
possible
clients
of
Combigroep
in
three
different
categories.
Stakeholdersinthevaluechain
DirectSuppliers
TruckManufacturer OEM(OriginalEquipmentManufacturer):Supplychassis/majorsubsystemto
COMBIGROEP.(Example:MercedesBenz,Volvo,Ford,Peugeot,etc.)
Component Suppliers: Supply some particular components needed for production, such as Lights,
Locks,DoorHandles,Footsteps,etc.
Raw Material Suppliers: Supply all raw materials needed for production line, such as extruded
aluminum,steels,panels,woods,etc.
PaintSuppliers:Supplyallpaintmaterials
Tools
Suppliers:
Supply
any
tools,
hardware
and
production
equipment
for
the
company
Serviceoutsourcings:Supplyalloutsourcedservicesorequipmentsforcompany,includingprintingand
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officesupplyorotherservices
IndirectSuppliers/ Indirect suppliers can be defined as a supply chain that supplies components or
materialsfordirectsuppliers(OEM):
Tier3 suppliers: Suppliers of MinorSubsystem, such as seat suppliers, glasssuppliers, tire suppliers,
hydraulicssystem
suppliers
Tier4suppliers:SupplierofComponentElectronicspanelsuppliers,3M,automotivelightbulbs,etc.
Tier5suppliers:Supplierofsmallandmorespecificpartsneededbycomponentsuppliers.
DirectClients
GovernmentInstitutions
PrivateInstitutions
Privatecompanies:Possessandmanagetheirowntrucks
FleetManagementServices:Possesandmanagetrucksforothercompanies
IndirectClients
Privatecompaniesthatrenttrucksandservicesfromfleetmanagementservices
Twoclientcategoriesweredistinguished:governmentandprivatesectors.
SomeclientsowntheirownvehiclesandcontactthecoachworkcompanieswithinCombigroeptobuild
thetruckbodyforthemaccordingtospecificrequirementsandtechnicalspecifications.Someclientsin
need of trucks have requirements but are not able to specify design characteristics. For these cases
Combigroep isreadytoadviceandrecommendvehiclesthatmatchtheclientsnecessities,aswellas
proposetheidealdesigns.
CombigroephasapartnershipwithFleetManagementServicecompanies,inwhichtheyofferservices
to the companies tomanage,control, andmaintain their truck fleets. Usually the companiesworking
withFleetManagementServicescanbeidentifiedasIndirectClients.Inthiscase,thecompaniesthat
hireFleetManagementServicesfirstconsulttheFleetServicetoassuresuitabletrucksfortheirbusiness
requirementsandafterwardscontactCombigroepformoretechnicalspecificationsandaTailorMade
solutionfortheirclients.
Inthiscase,Combigroephascapitalshare intheFleetManagementServicesbusinesswithoutgetting
toomuchinvolvedintheoperationallevel,sinceCombigroepdoesntwanttobeexclusivelyassociated
withanysinglevehiclebrand.ThemainreasonforthisrelationisduetothefactthatCombigroeplooks
uptoworksuccessfullywithanykindofvehiclebrands/chassismanufacturerorOEM.
Productsand
services
The portfolio of Combigroep is displayed on the next graphic. The emphasis of the graph lies on the
product portfolio of truck body works. The different categories are based on different types of
construction. The combi specials and superspecials are examples of special applications of the above
mentionedcategories. For every construction type a list of words is added that thecompany uses to
representthatspecificproduct.
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ProductAnalysis(Combi200andCombi3000)
According to Burgess and Jackson, there are two ways a product can be valued: extrinsically and
intrinsically. Extrinsic Value is quantitative and often referred to as instrumental value (Burgess &
Jackson,2006).QuantitativeValueorExtrinsicValueisallabouttechnicalspecificationthattheexisting
productshavesuchasdimension,materialspecifications,features,etc(inwhichsomepartoftechnical
analysishavealreadydoneinfirstreportofthisproject).
QualitativeValueisaboutintangiblevaluethatattributedtotheproductsthatcangiveaddedvalueto
theproduct
such
as:
Reliability;
Fexibility;
Safety,
etc.
Accordingtothegraphicabove,TheQualitativeValuesoftheCombiproductscanbecategorized into
severalaspects inwhichsomefeaturesthatcanstrengthenthevalue.Someofthosefeaturesalready
existand
already
good
(++),
some
features
exist
but
should
be
improved
(+)
and
some
other
features
do
notexistyet()andcouldbeaddedinthefutureproductconcept.
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Materialsandtechnicalcapabilities
Aluminum
Aluminumcaneasilyberecycledbyre meltingthematerial.Becausethematerial isamonomaterial
withahomogeneouscompositionanda lowmeltingtemperature it is idealforreuse.Fundamentally,
whenremeltingaluminum,therewillbenodegradationofthematerial.Thereforethecycleofreuseis
indefinite,theoretically.
500
year
old
aluminum
is
just
as
good
as
aluminum
made
50
years
ago,
due
to
itsresistancetocorrosion.Howevertheprocessofrecycling iscomplicatedbytheaddingofpaintand
theuseofalloys.
Itisnotalwayspossibletoseparatethedifferenttypesofalloysforrecycling.Forthisreasonsecondary
aluminum frequently contains a higher level of alloys. This means degradation of the material. If the
amount of alloys reaches a too high level, the material can only be reused for a limited amount of
applications.Purealuminumisidealforrecyclingbutdoesnotalwayshavethedesiredstrength.
Theuseofsecondaryaluminummakes theminingofbauxiteandtheelectrolysisofaluminumoxides
redundant;thereforeitsavesalotofrecoursesandenergy;
Recycling 1kgofscrapaluminummakestheminingof4,6kgofbauxiteunnecessary
Recyclingaluminumrequiresonly5%to10%oftheenergyusedtomakenewaluminum
Therecyclingprocesscauses90%lessemissionsthantheprimaryproductionprocess.
Gelcoating(glassfiberreinforcedcomposite)
Themostcommonwaytorecyclethecompositematerialisbygrindingitandsubsequentlyseparating
the fibers from the epoxy. Inevitably in this process a part of the glass fiber will be broken down to
smaller particles. Other ways to separate the glass fiber from the resin matrix have been studied
extensively,suchasheattreatmentandbacktofeedstockprocesses.Howeverthesemethodshavenot
yetproventobecommerciallyviable.
Theadvantages
of
recycling
glass
fiber
reinforced
material
are;
Thepossibilitytorecoverthereinforcingfibers
Preventthematerialfrombeingdisposedinlandfills,forithasanalmostinfinitedisintegrationtime.
The costs of virgin glass fiber are very high.This creates an opportunity for recycled glass fiber to be
appliedinapplicationsthatpreviouslydidntcontainareinforcementmaterial
Epoxyresinsarebasedonmaterialoriginatingfrommineraloilsources.Atthemomentresinsarebeing
developedthataremadeoutofmoresustainablerawmaterialssuchasfurane,soybeanoilandlinseed
oil.
Plywood
Plywoodisusuallyrecycledtogetherwithothertypesofwoodbyshreddingitandusingitforavariety
ofapplications
such
as
chipboard.
Sawmill
can
be
used
for
water
filtering.
An alternative to wooden plywood is bamboo plywood. It has better bending properties and can be
recycledmoreoften.
Oftenthesheetsofwoodaregluedtogetherwithformaldehydetowithstandmoistsituations.Because
formaldehydeistoxic,theplywoodcannotberecycledinthebiosphere.Sometimesothermoreorganic
gluesareused,butthisplywoodcandelaminateinhumidity.
Sandwichmaterials
Thecombigroepusesalotofsandwichmaterialsforthewallsoftheirproducts;
Thecombisandwichcontainsafourlayermaterialmadeofwood/foam/wood/gelcoat
Thecombiplywoodcontainsplywoodwithagelcoat
Thecombilightcontainsfoamwithgelcoatonbothsides
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Thesematerialsaredifficulttoseparateandthereforecannotbereused.
Opportunities
Usepurealuminiumfortheextrusionprofiles
Usenonhazardousrecyclablematerials
Designfordisassembly:
Dontglue
panels
to
extrusion
profiles
Dontgluetheseverallayersofthepanelstogether
Dontusesinglefastenerssuchasscrews,rivetsetc.
Useshape&geometrylocks
Makeiteasytoseparatedifferentmaterials
Usematerialsthatcanberecycledinthebiosphereforthepanels
Reusemodularpartssuchasextrusionprofiles,doorhandlesetc.
Includetheroofinthemodularsystem,whichcanbeassembledonsite
UseLEDlightsforinteriorlightingintheCombi
Differencesinbrandidentity:
There
is
a
clear
distinction
between
Daimler
and
the
two
body
work
builders
on
the
topic
of
sustainability. Daimler mentions their efforts regarding sustainability a few times in their vision and
mission whereas both body work builders put the main emphasis on their ability to answer to all
demands of individual costumers. They do not express sustainability as their interest publically.
Considering the truck companies are currently the leaders within the industry and the body work
buildersthefollowers,youcouldsaythattheyarestayingbehindabit.
From the salespromises of theproductsof thecompanies,some words couldbe subtracted thatare
usedfrequently;
Combigroep;lightweight,functional,durable,practical,tailored
Ducarbo;Topquality,manydifferentoptions
Daimler;Efficiency,
comfort,
safety,
service
Daimlerseemstoshowmoreattentiontotheuser,which isexpectablebecause intheproduct isthe
entiretruckandnotonlythebodywork.Ducarbomainlyexpresseshowversatiletheyare.Combigroep
putsmostemphasisonfunctionalityandcreatinglightweightproducts.
Differencesinportfolios:
When comparing the products of Combigroep with those of Ducarbo the main difference is that
Ducarbo has a very extended portfolio in specials whereas Combigroep does less specials but has a
biggerrangeofstandardizedtypesofconstruction.Themostimportantadditiontotheirportfolioisthe
combi2000 and combi3000, which are more lightweight then the traditional aluminum snap lock
construction.Theuseofthesestandardizedconstructionsmakestheproductionprocessmoreefficient.
Becausetheyhavepatentedtheproductandtheyaretheonlycompanytouseit,itdistinguishesthem
fromall
other
companies
in
the
business.
Growthopportunities:
The Combigroep not only developed the combi2000 and combi3000 to build these bodyworks
themselves,buthasalsostartedsellingthesystemtootherbodyworkbuildersinEurope.Thisnewrole
of being the innovator instead of the follower creates great opportunities that should be explored
further. Regarding the choice of materials, production processes and recyclability, both body work
companies did not yet implement sustainability as a determining factor for any product within their
portfolio.Moreinvestmentcouldbedoneinthisarea.Theyhavebeenlookingforsolutionsthatcould
save fuel, mainly by making the body work as light as possible, for example the combi2000, the
combi3000ofCombigroepandtheairwrappingsystemofDucarbo.
Ducarbosells
second
hand
body
works
as
an
addition
to
their
business
portfolio.
This
could
also
be
aniceopportunityforCombigroeptogainagreenerimage.
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b. GeneralProjectDescription
FortheprojectFromAtoGreentheteamchoseamissionstatement likethebestwaytorepresent
the aims of the team in relation with the factors and its relationships in the long term. A mission
statement(CambridgeUniversityPress)isashortwrittendescriptionoftheaimsofabusiness,charity,
governmentdepartment
or
public
organization.
Missionstatement(Combiegroup2025MyT)
GeneralBusinessModelThe Micro Delivery System (MDS) is a new kind of business forCombigroepCarrosserie in order to
extend itspotential market following the regulations and trends about transportation and logistics in
theEuropeanUnion.
The key element of this new business consists of a system of Micro Delivery Modules that are
detachable to be loaded in the Delivery Centers (business) and to be used in the different contexts
(users, which could be business or consumer). In that sense the new business could be business to
consumersB2CorbusinesstobusinessB2B.
It isanewperspectiveforCombigroepCarrosserietoworkwith(and in)differentbusiness likenight
deliveryservices,eshoppingorintegrateddeliveries.
CaseStudye-groceries/Conceptual&businesslevel
eGrocery' (http://www.egroceryusa.com/) is the industry term for online grocery shopping, where a
customerselectsandpaysfortheirgroceriesonline.Themethodofpickinganddeliverymayvary,but
thecoreconceptofeGroceryisalwaysthesame offeringyourcustomersawideselectionofproducts
whichmaybepurchasedonlineandtheneitherdeliveredtothecustomerorelsestoredforpickupby
thecustomer.
ReasonsforeGrocery
Provideexistingcustomerswithanotherchannelfordoingbusinesswithyou
Block other grocers from stealing those existing customers who would wish to use this
medium
Recover business from existing eGrocery providers and protect against future losses to any
onlineoperation.
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Winnewbusinessboth incustomer typeand through the extended radiusa storecan cover
whenofferingadeliveryservice.Anexistingstorecatchmentradiusmaybe3to5miles,butan
eGrocerydeliveryradiusmaybeupto15miles.
Allow for access into geographical areas where it is not possible to build a store; either
economicallyorthroughplanningrestrictions.
Thekeyelementof thisnewbusinessforCombigroepCarrosserieconsistsofasystemofdetachable
MicroDeliveryModules(g-modules)thataretobe loadedatopspecialtrucks(g-combies) inDelivery Centers (egroceries + DC) and to be used in the P+R (users). Each module has space for
approximately50g-boxes(35cmx35cmx50cm)todelivergoodsinP+R.
MicroDeliverySystem gcombi
gmodule
gbox
TechnicallevelInthetechnicalleveltheteamdevelopedtechnicalandengineeringdetailsofagenericplatformanda
genericbox,withoutspecificclientorapplicationinordertodemonstratethetechnicalfeasibilityofthe
project.
GenericPlatform
GenericContainer
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c. GeneralTrendsandMarketanalysis
Introduction&ManagerialSummary
This partcontains several data and analysis about thecurrent situation and trends, market potential,
costumerandcompetitoranalysis.Theanalysisisaimedtogiveabriefoverviewaboutthebackground
and
situation
surrounding
this
business
category.
Based
from
this
analysis
we
can
identify
the
opportunitiesandpotentialthreatsforthebusinessstrategy.
Sincethispartcontainsintensivedataandanalysisindetail,weprovidethisfollowingbriefsummaryin
thisfirstpartformanagerialpurpose:
Thefirstpartofthesituationanalysisisdiscussingthetrendofnewurbandeliverysystemthatarevery
muchaffectedbytheemergenceofonline/ecommercebusinessrecentlyandtheconceptofnewmicro
delivery / urban transportation system that currently moving towardmore sustainable solutions. The
mainconclusionofthispartisthattheusingofusingPark&Ridesystemisbecomingthealternativeof
futureurban/citylogisticdeliverysystem.
Secondpartoftheanalysiswillgiveanoverviewabouttheegrocerybusinessanditspotentialmarket
estimation(as
aspecific
study
case
for
our
proposed
micro
delivery
system).
The
main
conclusion
of
this
part is that theusageofshareddeliveryboxesorCollection&DeliveryPointsystem is themostcost
effectiveandhaslowerenvironmentalimpactscomparingtotheotherdeliverymethodsforegrocery.
Thirdpartistheanalysisofthepotentialmarketsizeofegrocerybusiness.Themainconclusionofthis
partisalthoughthepotentialmarketsizeforegroceryisconsideredsmallcomparedtotheotheronline
business, the potential demand still exists and can be considered as niche market to provide added
valuethroughnewservicestoincreasecustomerconvenience.Thisaddedvalueisalsosupportedbythe
implementationofP+RsystemintheNetherlands.
Fourthpart of the analysis will provide an overview about the profile and needs of our potential
customerforegrocerybusinessingeneralandspecificallyaboutthecustomerwhowillusePark&Ride
fordelivery
system
based
on
our
on
site
interviews
and
surveys.
The
main
conclusion
of
this
part
is
the
potentialconsumersforthisserviceare usually lookingforconvenience,andare,therefore, lessprice
sensitive, and demand trustworthy grocer that can provide fresh grocers and those persons who are
usingorpotentiallyuseParkandRidesystemtocommutebetweenhisresidenceandworkingplacein
dailybasis.
Thelatestpartwillanalyzecompetitivenesssetandthepotentialcompetitorofthisbusinesscategory
thusitwillbeclearthestrengthandtheweaknessofthissystem.
ThemainconclusionofthispartistheMicroDeliverysystemthroughP+Risnewlydevelopedbusiness
in which no competitor yet for this service category, and this situation can be considered as an
opportunitytobethepioneerratherthanfollower
For
the
research
method
we
used
primary
data
based
on
several
interviews
and
survey
to
some
potentialcustomersandalsosecondarydataderivedfrompreviousacademicstudies(journals,papers,
andreferences),relevantprojectreports,Internetsandofficialstatisticalreportsfromseveralmarketing
/tradingassociations.Allsecondarysourcesareproperlylistedinthereferencelist.
TrendAnalysisofUrbanLogisticDistributionSystem
E-CommerceandNewConceptofLogisticDistributionCurrentlylogisticmanagementissignificantlybeingimpactedbytheemergenceofEcommercesystem,
particularly in its business to consumer (B2C) segment. In a conventional retailing supply chain,
customers purchase their goods at the retailer's location. This is assumed as the"lastmile". Because
location isan important dimension of retailing, significant costs are assumed by the retailer to retain
such an accessible location (e.g. rent). These costs are reflected in the final costs of a good which is
assumedbytheconsumer.
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The emergence of ecommerce later has changed the relationship between the customers and the
retailers (in this case are eretailers). In some cases, entirely new eretailers have emerged, but the
adoption of an online strategy by existingconventional retailers has also been very significant. In the
emerging of new distribution system, theeretailer is at the same time a retailer and a distribution
centre. The location choice ismuchmore flexible, permitting theuseof lowercost locations thatare
possible. Customers are virtually interfacing with a store and the orders are shipped through postal
and/orparcel
delivery
services.
The
customers
are
currently
directly
linked
to
the
supply
chain.
The consequences of ecommerce can be identified as followings: As ecommerce becomes more
accepted and used, it is changing physical distribution systems. The standard retailing supply chain
coupledwiththeprocessofeconomiesofscale(largerstores;shoppingmalls)isbeingchallengedbya
newstructure.Thenewsystemrelieson largewarehouses locatedoutsidemetropolitanareasfrom
wherelargenumbersofsmallparcelsareshippedbyvansandtruckstoseparateonlinebuyers.This
disaggregatesretailingdistribution,andreversesthetrendtowardsconsolidationthathadcharacterized
retailingsystemearlier(Hesse,2004)
In the traditional system, the shopper was bearing the costs of moving the goods from the store to
home, but with ecommerce this segment of the supply chain has to be integrated in the freight
distribution
process.
The
result
potentially
involves
more
packaging
and
more
tons
km
of
freight
transported,especiallyinurbanareas.Traditionaldistributionsystemsarethusillfittedtoanswerthe
logisticalneedsofecommerce.
Logistics and E-commerce
Source : Dr. Jean-Paul Rodrigue, Dept. of Economics & Geography, Hofstra University (1998-2008).
UrbanDeliverySystemInthissectionwewillanalyzethenewtrendoffutureurbandeliverysystem.Forthispurposewerefer
tothestudyaboutCityLogisticfromDr.JeanPaulRodrigue,Dept.ofEconomics&Geography,Hofstra
University(19982008)andalsoCivitas,an its initiativeprogrammefromtheCommissionofEuropean
Communities that creates guideline for cities within European Union countries to achieve a more
sustainable,cleanandenergyefficienturbantransportsystem.
The new concept of city logistic is considered as being the current direction or trends in which New
Urban Delivery System will be implemented in the future years among the cities within European
Communities.Our
Micro
Delivery
System
concept
actually
is
aligned
and
based
on
this
new
trend.
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CityLogisticsCity Logistics is a relatively new field of investigation brought by the challenges of moving growing
quantitiesoffreightwithinmetropolitanareas.AccordingtotheInstituteofCityLogistics,citylogistics
isdefinedastheprocessfortotallyoptimizingthelogisticsandtransportactivitiesbyprivatecompanies
inurbanareaswhileconsideringthetrafficenvironment,thetrafficcongestionandenergyconsumption
within theframeworkofamarketeconomy. Simplistically, it concerns the means to achieve freight
distributionin
urban
areas,
by
improving
the
efficiency
of
urban
freight
transportation,
reducing
traffic
congestionandmitigatingenvironmentalimpacts.
Logistics and E-commerce
Source : Dr. Jean-Paul Rodrigue, Dept. of Economics & Geography, Hofstra University (1998-2008).
Citylogistics,asadistributionalstrategy,cantakemanyforms.Ontheabovefigure,ahighdensityand
congested central city can be serviced by an independent freight distribution system calling from a
terminal located at the margin. The vehicles used to service the customers (either for deliveries or
pickups along a flexible route) are likely to be smaller and thus better adapted for distribution in an
urbanenvironment.
There isalso thepossibilityofusingtheexistingpublictransitsystemtomove freightbutthis implies
severalchallenges intermsoftheadaptationofmodes,theusageofexistingpassengerterminalsand
scheduling issues. The urban terminal itself could be a neutral facility interfacing with a set of
distributioncentres,eachofwhichbeingconnectedtotheirrespectivesupplychains.Thus,awidearray
ofsupplychainsconnectedtothecitycanachieveabetterdistributionalefficiencywithinthecentral
city.
CivitasCivitas is an initiative programme from the Commission of European Communities to help cities in
Europe and to develop guidelines to achieve a more sustainable, clean and energy efficient urban
transportsystembyimplementingandevaluatinganambitious,integratedsetoftechnologyandpolicy
basedmeasures.Theaimsaretogenerateadecisivebreakthroughbysupportingtheimplementationof
sustainablecleanand(energy)efficienturbantransportstrategiesthatshouldmakearealdifferencefor
thewelfareoftheEuropeancitizen.
Someofthe importantmeasurescanbementionedherearethe city logisticstrategicextensionand
theimplementationofgoodsdeliverytoParkandRideSites
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A. CityLogisticStrategicExtensionMeasures
Investigationonthe localisationof thebestplacesforaccesscontrolfordistributionvehicles inspace
(circulation of vehicles) and time (specific delivery hours), which is in link with measure on access
control;
Installation
of
several
specific
urban
delivery
zones
(at
least
3
will
be
installed
in
city
centre
whereretailerswillcomeandfetchtheirparcels);
Localisationofnewboundariestothemaincommercialsurroundingzones;
Definitionofspecificregulationforcontrolaccesszones;
Testofnewdeliveryvehicles;
Globalassessmentandcontrolonpollutionimpacts.
Elaborationofamethodology(andassociatedtools)tooptimisethedevelopmentofgoodsdistribution
inmediumsizedtownsbasedoncapitalisedknowledge.
B. GoodsDeliverytoParkandRideSites
Theaimofthismeasureistoprovidefortimelydeliveryofgoodsbycleanurbandeliveryvehiclefroma
citycentreretailcomplextoasuburbanPark&Rideterminal,wheretheretailgoodspurchasedearlier
inthe
day
can
be
collected
by
the
consumer.
AschemewillbeestablishedtodeliverpurchasesfromaCityCentreshoppingcomplextoasuburban
ParkandRideterminal.Thiselementoftheworkpackagewillbeusedtodeterminetheeffectivenessof
agoodsdeliveryserviceinpromotingtheuseofPark&Ride,thusencouraginguseofcollectivetransport,
reducingurbancongestionandimprovingairquality.
E-Grocery- HomeDeliverySystemAnalysisThe online grocery business grew out of two simple assumptions about the viability of this business
model1:
Consumerbehaviourchangesdrivenbytheproliferationofonlineshoppingrecentlyprovideabasisof
acceptance
in
this
kind
of
services
Existingtechnology(InformationandCommunicationTechnologyand its infrastructure)canmake this
business model work. There are also five key elements that make online groceries business model
becomesviableforthefuturebusinessdespiteallthepastfailuresofsimilarbusiness.Theseelements
are identified based on the recent study conducted by Professor Kenneth Boyer (Michigan State
University)2:
Service Quality. Customers rate Service Quality for online ordering much higher than for instore
shopping.Theonlinegrocerycompaniesusehomedeliveryorstorepickupasameanstoofferaservice
thatisvaluedandfeelsmuchmorepersonalthaninstoreshopping
TimeSavings.Accordingtotheresearch(Boyer),theaveragetimetoplaceanorderonlineislessthan
20minutes
in
average.
For
todays
busy
customers,
this
can
represent
asignificant
time
savings.
Time
savingsisoneofthemainadvantagesofonlineshopping.
Convenience.Customersforonlineshoppingrateconvenienceasthedominantreasonwhytheychoose
toorderonline.Theyarelesspricesensitivethaninstoreshopper
Manyreasonsmentioned from thesurveyare includinghavingsmallchildren,disabled,andbusy two
careercouples.Onlinegroceryshoppingreleasesthosekindsofcustomersfromtheburdenofgoingto
store.
OnlineCustomersgivemoreoftheirbusinesstotheironlinegrocerystore
1Xie,K,AStrategicAnalysisofOnlineGroceryandItsFutureOutlook,MIT,June2004.
2ITR:InternetDisintermediationofFoodDeliverySpanningtheLastMile
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AccordingtoBoyerssurvey84.43%responseisgivenforonlinegroceryversus76.26%responseforin
storegrocery.
GroceriesfromDistributionCentresarefresher.
Thisiscontrarytocurrentpopularbeliefthatgroceriespickedbyothersarenotasgoodasselfpicked,
customerswho
order
online
from
grocers
who
pick
groceries
from
adistribution
centre,
rather
than
pickingthemfromtheirretailgroceryoutlets,reportthattheybelievethegroceriesarefresher.
Overviewofonline/e-grocerydeliverysystem3
Inthissection,wewillgiveanoverviewofexistingonlineegrocerydeliverymethodanddiscusstheir
relative advantages and disadvantages. From the analysis we will also conclude which concept of
delivery system seems to be the best option in term of customer convenience, operational cost,
investmentandenvironmentalimpact.
A.Attended(Home)Delivery
Attendedreceptionofhomedelivery is the traditionalhomedeliverymodel,wherecustomerswaitat
hometoreceivethedelivery.
Home
delivery
model
is
predefined
by
the
egrocery
service
provider.
Characteristics
of
the
service
offered include delivery hours, minimum orders, additional delivery cost and, payment method.
Additionally, ifattendedreception is used, therearedelivery time windows, forexample2hour time
windowsduringthedeliveryhours.
Inthehomedeliverybusiness,accordingtoLeeandWhang(2001),thecostofdeliveryisjustifiedonlyif
thereisahighconcentrationofordersfromcustomerslocatedincloseproximityorifthevalueofthe
orderislargeenough4
.
However, the consolidation of several orders also raises the problem of how to reach costefficient
delivery operations. In selecting their operating strategy, the service providers have to consider the
followingelementsaffectingtothecostefficiencyofhomedelivery(VanderLaan,2000;Laseteretal.,
2000;Reinhardt,2001;Browne,2001).
sizeoftheservicearea,
orderfrequency,
numberofcompaniesofferinghomedeliveries,
marketpenetrationofhomeshopping,
thehighertheaverageordersizethebetter,
deliverycharges,
customerdensity,
theaveragedistancefromthewarehouseorstoretothecustomers,
theaveragedistancebetweencustomers,
vehicleroutingaccordingtothepromiseddeliverytimewindows,
thestoptimeatcustomerslocations,
the
loading
and
unloading
time,
handlingefficiency,
costperhour
vehiclefillrate,and
capitalinvestment.
followinggraphicswillshowthelogisticsmanagementcomplexityofHomeDeliveryModels
3BasedonthepapersanddoctoraldissertationwrittenbyMikkoPunakivi(seereference)
4
Lee,
Hau
L.
and
Whang
S.
(2001),
"Winning
the
Last
Mile
of
Ecommerce",
MIT
SloanManagementReview,Vol.42,Iss.4,pp.5462.
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B.In-StorePickupThis is the other alternative of online shopping as a combination of online business and physical
representativeofthestore(click&mortar).Wecanalsoreferthisasadrivethroughconcept.Especially
forthosecustomersconstantlyonthego,orunsureaboutscheduling,thismaybeadesirableoption.
The downside to instore pickup is that customers still have to make a trip to the grocery store.
However, with lower delivery costs for the egrocer and the customer, this method certainly has a
potentialtobearoundformuchlonger.
C.Unattended(Home)Delivery
However, the paradox in developing home delivery operations is that as online shopping markets
increase, the likelihood of the customers being at home to receive the delivery seems to decrease.
According to the Retail Logistics Task Force report at Your Home (2001), as many as 60 per cent of
homedeliveries
may
fail
due
to
the
absence
of
the
customer
from
the
home,
causing
increased
costs
to
thedistributorandinconveniencetothecustomer.(Punakivi,2003).
One of the solutions presented to solve the problem in the home delivery business is unattended
receptionoforders(McKinnon,1996;Reda,1998;Lardner,1998;Lewis,2001).Thiswouldallowawide
delivery time window, a better possibility of optimising vehicle routing, and maximum utilisation of
transportationequipment,aswellasofthepersonnelinvolved.
The two main approaches to unattended (home) delivery currently known are the reception box
conceptandthedeliveryboxconcept
C.1.Unattended(home)deliveryusingaReceptionBoxconcept.The customerspecific reception box is equipped with a refrigeratorfreezer unit, enabling
compartments
for
frozen
and
chilled
food.
In
the
reception
box
there
is
also
a
room
temperature
compartment.Thecustomerspecificreceptionboxisinstalled,forexample,inthecustomersgarageor
theyardoftheirhome.
Unattended delivery also appeals to the lifestyles of the majority of egrocer customers, who are
workingindividualsnotlikelytobeathomeduringthedaytoreceivedeliveries(Blackwell,2001).
Despiteitscostadvantagesandconvenienceforthecustomers,thismethodhasseriousdrawbacks.
First,apartmentdwellerscannotpartakeofthisserviceunlesspackagescanbe leftatamanagement
officeorwithadoorman.
Second,even ifthecustomersdonotpayforthestorageboxes,theystillhavetogiveuppartoftheir
preciousgarageorstoragespace.
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Third, the cost of buying and installing storage boxes and shelves is relatively high and has to be
amortizedacrosstheexpecteddurationoftheboxes'use.
Although unattended delivery may be an attractive service for some customers, the reality of its
implementationisprohibitiveorundesirableformostegrocers.Findingamethodofkeepingperishable
grocerscoolandsafeuntilcustomerscomehomeandstorethemaway,canbedifficult,orcostly,orjust
plaintime
consuming.
C.2. Unattended(home)deliveryusingaDeliveryBoxconcept.Adeliveryboxisaninsulatedsecuredboxthatcanbeleftonthecustomersdoorstep.Inthebestcase,
thedeliveryboxisequippedwithasecuredockingmechanism.
Forhomedeliveryserviceprovidersunattendedreceptionmeanstheeliminationoftighttimewindows
andcapacityproblems resultingfromunevendemandduringdailyworkinghours. Both the reception
box and delivery box concepts shorten the delivery time at the door and eliminate the"notathome
problem"orthecostofredelivery(Jones,2000).
Unattendeddeliveryhasnotbeenwidelyusedbecause itrequires investmentsandcommitmentfrom
thecustomer.According toPunakivi (2001),Thereceptionboxconceptresults inmoreeffectivehome
deliverytransportation
and
the
delivery
box
concept
results
in
smaller
investment
to
achieve
unattended
receipt.
D.UnattendedreceptionusingsharedreceptionboxunitsThisconceptisalsoknownasautomatedCollectionandDeliveryPoints(CDP).
The shared reception box units have various amounts of separate lockers, each of which contains
freezer,chilled,androomtemperaturecompartments.Theseparate lockersalsohaveelectronic locks
withachangingopeningcodetomakepossiblesharedusageofthelockersusingamobilephone.The
shared reception box units may be placed, for example, in bus or underground stations, office and
supermarketcarparks,apartmenthousecellars,orwherevertheretailerbelieves ittobeconvenient
forconsumers.
Theconcept
of
shared
lockers
is
similar
and
can
also
be
replaced
by
the
concept
of
the
combination
betweenmodulesanddeliveryboxinourMicroDeliverySystem.
Thecomparisonofadvantagesanddisadvantagesbetweenthesetwoconceptscanbeexaminedfrom
thefollowingtable:
Lockers+StandardDeliveryBox Module+NewdesignedMyTDeliveryBox
Advantage:
LockersiseasytoR&D
Relativelylowerinvestmentfornewmodules
Reusable&Recyclable
ThestandardboxesareCollapsible
Advantage:
Optimizedmaterialsandstructure
Lessstructure;Lessweight
OptimizedforCradletoCradle
Highsecurityandsafe
Innovative
and
integrated
solution
(systemic
relationshipwiththemodule)
Integratedcoolingsystem
Providing internal division for goods to separate
differentkindofgroceries
Newinterestingbusinessmodel
Redundantandheavystructure
Conventionaltechnology
Oneparticular/specificclient
Newinvestmentonmodulesandboxes
NewchallengeforR&D
Newsuppliersandstakeholders
Conclusion
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1.Unattendeddeliverysystemisthemostcostefficientforegrocerysystem
From thepreviousstudycomparingbetweenattendedandunattendedegrocerydeliverysystem,we
can conclude based upon Punakivis research results5 that home delivery solutions enabling secure
unattended reception are operationally themost cost efficientfor lastmiledistribution. Up to 60 %
operationalcostreductionsareachievablewhencomparedtothestandardsolutionsrequiringattended
(home)reception.
Furthermore, we identified and analysed two different home delivery solutions enabling secure
unattended reception: customerspecific reception box solution and delivery box solution. The
operationalcostbaseofdeliveryboxsolution isonthesame levelasthereceptionboxsolution.This,
however,requiresthatthedeliveryboxesarenotpickedupuntilthenextdeliverytime.
Investments needed for the delivery box solution are clearly lower when compared to the customer
specificreceptionboxsolution,whererefrigeratorandfreezerunitsincreasethemanufacturingcostsof
thebox.Inaddition,thedeliveryboxescanbeflexiblyusedbydifferentcustomers.Thismeansthatthe
utilisation rate of delivery boxes can be higher when compared to customer specific reception boxes
(Punakivi,2003).
2.
The
most
costefficient
egrocery
delivery
model
for
unattended
reception
is
the
delivery
model
basedonsharedreceptionboxesorCollection&DeliveryPointSystem(CDP)
WhenusingthereceptionboxconceptordeliveryboxconceptA(pickupofthedeliveryboxatthenext
deliverytime),savingsincostsasgreatas4453percentcanbereachedwhencomparedtothecurrent
standard model withattended receptionand twohourdelivery timewindows.Furthermore, the cost
savingusingthesharedreceptionboxconceptisevenhigher.Thecostsavingusingthismodelisasmuch
as5566percent.
Thus,thebestoptionintermofproductioncostandoperationalefficiencyforegrocerydeliverymodel
is using Collection & Delivery point system, although it a bit less convenient for customer if it is
comparedtounattendedhomedelivery.
Forthatreason,toincreasetheconveniencelevel,thetargetedcustomerforthiskindofservicesshould
bespecificallythepersonswhousePark&Rideandtravellingviatrainstationsregularlyindailybasis.
3. Unattended (Home) delivery services and Shared Reception Boxes (Collection & Delivery Points
System)reducetrafficandGHGemissionssignificantlythusloweringtheenvironmentalimpacts
Basedontheresults,thetrafficreductionpotentialishighlydependentontheselectedhomedelivery
model,varyingbetween54and93percent.TheGHGemissionreductionpotentialisdirectlydependent
onthemileagereductionandvariesfrom18to87percentdependingonthehomedeliverymodel.
5 Punakivi, Mikko,Comparing alternative home delivery models for egrocery business, Dissertation,
HelsinkiUniversityofTechnology,DepartmentofIndustrialEngineeringandManagement,Finland,June
2003
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Theoperationalcostlevelsofhomedeliverymodels(26euro/h)(Punakivi&Tanskanen,2002).
Reductionpotentialindistancedrivenfordifferentkindofdeliverymodels(source:Punakivi,2003)
Potentialreductionindrivingdistance
TheInvestment,
environmental
effects
and
operational
cost
mapping
for
different
kind
of
egrocery
deliverysystem(Punakivi,2003).
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E-GroceryMarketPotentialAccording to Lehmann, et al. (2005), Market or sales potential is the maximum market or sales
reasonablyattainableunderagivensetofconditionswithinspecifiedperiodoftime.
Marketpotential isthosemarketpossibilities intheproductcategory levelwhenSalespotential isthe
amount of sales that is possible to be attained for specific company level within predicted market
potentialthat
depends
on
the
previous
market
share
and
penetration
level
of
the
company
comparing
totheothercompetitorsinthesameproductcategory.
Sincethereisnoavailabledataforassessingmarketpotentialfornewcategoryofproduct/servicesfor
newmarketasourcase, wewilluseexistingmarketingdataforInternetsalesandegrocerybusinessto
providerawpredictionofthepotentialmarketsizeforpark&rideuser.
Fromthepopulationof16millionintheNetherlands,95%orabout15millionpopulationsareactively
using internet. It represents 252 billion of potential emarket. From this amount about 30% are
regularlydoshoppingviainternetorapproximately8.4billionrepresentstherealpotentialsalesfore
commerce.
From many products offered in ecommerce system in the Netherland about 5.6% are the current
marketsize
for
egroceries.
It
represents
approximately
470.4
million
of
potential
market
in
egrocery
sectors.
PredictingtheamountofthepotentialParkandRideusersisquitedifficultsincethisconceptisnewly
developedintheNetherlandsthereisnoavailablestatisticdataforthepotentialuserofParkandRide.
ButsinceP+Rconceptsisgoingtobepromotedinthefuturetoalleviatesomeofcurrenttransportation
problem especially for urban and sub urban area in the Netherlands6, we can assume the positive
growthoftheusageofP+Rconceptforthenext10years.If thereis10%ofegrocerymarketuseP+R
concept,Itwillrepresentatleastapproximately47millionpotentialmarketin2009.
BellowisthesummaryofpotentialmarketforegrocerybusinessinTheNetherlands
Source:ebusinessforum.com
&
euromonitor.com
Combinationofe-grocerybusinessandPark&Ridesystem
Ecommerceissaidtogrowby28%annuallyintheNetherlands7.Thebestsellingproductonthenetis
clothing(44.5%oftotalsales)8
,followedbyaclosesecondbooks,newspapersandmagazines(44.1%),
alsocomputerhard andsoftwarearewidelyorderedviainternet(40.3%)andthelastbigthingonthe
6 Giuliano Mingardo, Urban accessibility, Park and Ride facilities and decoupling in the
Netherlands,ECOMM 2006, Erasmus University Rotterdam nDep. of Regional, Port and Transport
Economics.(2006);ProjectResourceRANDEurope,ModellingPark&Ride:understandingmultimodal
travel(2007);
Jaap
Valkema,
Park
and
Ride
in
Groeningen
ELTIS
(2008)
7Source:Planet
8Source:Q&AReasearch&Consultancy
Population
16 million
Consumer
expenditure
266 billion
Internetuser
15 million
(95%)
252 billion
Potential online shopper
8.4 billion (2009)
Forecast by Jaap Favier &Michele Bouquet, Dutch e-commerce forecast (2006)
Potential market
e-grocery business
(P+R & non P+R users)
(5.6% of internet sales)
470.4 million 2009
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net i
beca
deliv
has t
peris
packa
The c
other
food
imple
Thec
addr
these
ofth
hom
reduc
superbeca
This
whic
andi
Theo
imple
Inste
atth
wew
travelling (3
sethereisnt
ring,wheret
o be deliver
ablessoitc
gedelivery.
onclusion ca
internetsale
market.Sinc
mentourcon
ustomerplac
ss.Thegroce
willbeplace
daywhent
.Thismeans
ing itsmilea
market
for
hseheneeds
ystem could
isonlyimple
provingenv
therproduct
mented by a
dofcollectin
park&ridep
illfocusonim
8,5%). Supe
agooddeliv
heprevious
d weekly m
ntakelonge
be that fo
s.Ourconce
food isdeli
cept.
eshisorder
rieswouldb
intheboxe
ecustomer
thedelivery
ge. The cust
is
groceries.
ogotowork
be impleme
mentedinth
ironmentali
couldalsob
postal servi
gthemailto
lace,specifie
plementingt
markets hav
erysystemfo
entionedsal
ay be even
rtodelivert
ddelivery is
tcanbeste
eredby the
iatheintern
collectedat
.Theseboxe
omeshome
has todrive
mer decreas
e
only
woul.
ted through
eRandstad.
pactcompar
edeliveredu
ce, since all
bedelivered
dbythecust
hesystemfor
Figure:P+R
l
only 5.6%
rthewhole
esareyearly
ore often.
em.Thisma
anopportun
intheright
supermarket
tandgives
hedistributi
swillbeplac
fromworkh
only to the
es hismilea
d
need
to
dri
thewholeo
xpandingov
edtohouse
singourconc
the previous
atoneaddre
omer.Thisw
supermarke
ocationin
Th
sales over th
ountry.Othe
quarterlyor
It is also bec
kesthemmo
ity,because
irectionofe
sowndelive
Park&Ride
ncentreint
datP&Rthr
willgethis
P&Rplaces t
e, because
ve
to
the
P&
f the countr
rabiggerar
elivery.
ept.Theuse
mentioned
ssitcouldbe
ouldbeano
s.
eNetherland
e internet, t
rexplanation
utmostmont
ause the ot
resuitablefo
it is still sma
xpandingthe
rysystem, it
place(P&R)i
hecurrentw
ughtheNet
roceriesfro
collectand
e doesnt n
R,
but
he
wo
, insteadof
ameans,red
foursystem
products are
collectedan
pportunityfo
his can be p
scanbethe
hlypurchase
er products
rordinarym
ll compared
ecommerce
wouldbeea
insteadofhis
yandputin
erlands.Att
theboxan
dropof the
ed to drive
uld
do
this
a
the current
ucingdeliver
/conceptsho
delivered b
ddeliveredin
rthefuture
ssible
ostof
,food
arent
iland
to the
ofthe
sier to
home
rates;
eend
drive
boxes,
to the
nyway
ystem
costs
uldbe
mail.
abox
tfirst
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Intheotherwordwearethepioneerandbeingfirsttobeinthemarket
ProductCategoryCompetition
Thesecondlevelofthecompetitionisthecompetitioninproductcategorylevel.
Theproductcategorylevelofthisbusinessisegroceryhomedeliverybusinesscategory
WecanidentifyseveralimportantplayersinthebusinesscategoryinTheNetherlandsasfollowings:
Albert
Who Albert.ThedeliveryserviceofAlbertHeijn,EtosenGall&Gall.
Where ThewholeRandstad,abigpartofNoordBrabantandGelderland.Albertdeliverstothekitchen.
WhatAlbert try to supply a wide range of products from the stores mentioned above. This includes
vegetables,fruitsandfrozengoods.
How
Beforeyoucanorder,youhavetosubscribetothesite,tospecifyadeliveryaddress.Beforeyou
canshop
you
have
to
pick
adelivery
moment.
By
entering
the
number
of
your
AH
bonus
card,
you
canbenefitfromthespecialoffers.
Cost Floorprice4,95toceilingprice9,95,dependingthedeliverymoment.
Schlecker
Who Schlecker.Deliveyserviceofmainlydrugstoreitemsandnonfood.
Where WholeoftheNetherlands,deliveryatthedoor.
What
Theonlineassortmentisnotthesameasthatofthestore.Onlinetheyonlysellnonfoodproducts,
such as tooth paste and toilet paper. There are no fresh, cooled or frozen products in the
assortment.
HowYouhavetosubscribetothesiteandmakealistofproductsyouorderregularly. Thegrocerieswill
bedeliveredafteradayortwo.
CostThere is no delivery charge, but there is a minimum spending of 15 and with the first order a
maximumof75,thelastoneisnotinorderifyouuseacreditcard.
Plussupermarkten.nl
Who
At 33 establishments of Plus you can order online and your groceries will be delivered at home.
These
are
initiatives
of
independant
entrepeneurs,
who
have
an
individual
webstore,
with
anindividualdeliveryregion,assortmentandpolicy,linkedtothissite.
Where
Almelo, Almere, Berg en Terblijt, Brunssum, De Meern, Mierlo, Overloon, Deventer (2x), Putten,
Roermond, Roosendaal, Rotterdam, Rozenburg, Rucphen, Schijndel, Tegelen, Veendam, Venlo,
Venray, Vierlingsbeek, Voerendaal, Voorhout, Waddinxveen, Winterswijk (2x), Ermelo, Harmelen,
Heeten,Hillegom,Klarenbeek,LelystadenMaastricht.
SuperdeBoer
WhoA number of independant entrepeneurs of Super de Boer establishments also offer the
opportunityofonlineorderingandhomedelivery
Where
Acouple
of
independant
entrepeneur,
including
Super
de
Boer
Zanen.
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Coop
Who SevenestablishmentsofCoopparticipateatwww.cooponline.nl.
Where DenBosch,Lekkerkerk,Nieuwveen,Rijsenhout,Terwolde,WijchenenZeewolde.
What Allproductoftheestablishment,whereyouorder.
How Yousubscribeandmakeashoppinglist.
CostU can collect your groceries at the suppermarket for 2,95 or they can be delivered at home for
4,95.
Spar
Who AnumberindependententrepeneuroftheSparofferanonlneservice.
WhereThereareseveralindependententrepeneurswhoofferthisservice,suchastheSparonTexel.
GenericCompetition
For the third level Generic competition is defined as the product or service competitors fulfilling the
same costumer needs. Our customer specific needs in our case can be defined as the convenience
derivedfromonlineshoppingandhomedeliveryservices.
Thepotentialcompetitorsforourbusinessareallkindofonlineshoppingbusiness(ecommerce)that
offering package home delivery services and / or those third party companies that providing home
deliveryservicesforanykindofproductsofferedthroughinternet.
Several competitors identified in this level are such as Amazon.com, ebay.com, TNT home delivery,
FedEx
home
delivery,
etc.
BudgetCompetition
The outer level of the competition set is the budget competition that gives the broadest view of
competition.Thislevelcanbedefinedasallproductsandservicesthatcompetingforthesameamount
ofmoneytoformamarket.
Wecandefine this levelas thecompetitionofotherkindofconventionalshoppingexperience,other
thanebusinessorecommercecategory.Allkindoftraditionalretailerthatofferingconventionalway
ofshoppingcanbeincludedinthislevelofcompetition
TheCompetitionTransitionfromPreviousBusinesstoNewBusiness
Byimplementingthisnewbusinessasapioneerintonewcategoryofbusinessandnewemergedmarket
ofParkandRideusers,currentlyCombigroupismovingfromthepreviousbusinesscompetitionset10
,
intonewlevelofcompetitionset.Thisisgoodtobeseenasproductlineextensionthatisappropriateto
diversifyCompanyscurrentproductportfolio
10
as
we
have
described
from
the
competition
analysis
in
the
first
part
of
our
project
report
(
report1:fromAtogreen:afuturevisionofcoahworks,chapter2.4:CompetitorAnalysis)
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d. BusinessStructure
Stakeholdersanalysis
Changesintechnologyandproductsandservicesstrategy
ThisnewbusinessmodelofMicroDeliverySystemwillincludeseveralorganizationsasitsstakeholders.
Thestakeholdersandtheirinterrelationshipcanbedescribedasfollowings
FirstisCombigroepCarrosserie whowillbetheinitiatoroftheproject.
Thecompanyisresponsibletoproducethetruckbedsandplatformforthesystem
Together with a fleet management company Combigroep Carrosserie can develop a partnership to
manageaMicroDeliverySystemBusinessforanegrocerybusinesssuchasAlbertasanexample.
The possibilities of business relationship between these three organizations can be either direct/
indirect clientsupplier relationship or can also be a mutual partnership between these three
organizationstoformanewManagementEntityfortheMicroDeliverysystem.
Theotherimportantpartiesherearethesupplierofgmodulesandsupplierforgboxthatmadeoutside
CombigroepCarrosserie organization.
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d. Newproductandservices
Inorder
to
explain
the
new
system
and
the
new
product
involves,
the
team
decided
to
use
abasic
list
of
whquestions,toanswerallthedetailsofthem.
Whatis?
The Micro Delivery System (MDS) is a new kind of business forCombigroepCarrosserie in order to
extend its potential market following the regulations and trends about transportation and logistics in
theEuropeanUnion.ItisanewperspectiveforCombigroepCarrosserie toworkwith(andin)different
businesslikenightdeliveryservices,eshoppingorintegrateddeliveries.
ThebasicideaistodividethebigboxonthetopofthetruckinMicroDeliveryModulestoincreasethe
efficiencyandeffectivenessofthedistributionofgoods incities,decreasingtheamountofkilometers
per route. The Micro Delivery Modules can be detachable to be loaded in the Delivery Centers
(business)and
to
be
unloaded
and
(or)
used
in
the
different
contexts
(users,
which
could
be
business
or
consumer)
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Componentsofthesystem(forthecasestudyegrocery):
gcombie
Thegcombiisaplatformwithgmodules,theplatformhasasystemwithwinches,lockingmechanism
andrails.
gmodule
Thegmodulesarecontainerswithemptyspacetoorganizedifferentkindofgoods.Forthecasestudy
this container has a systemof panels that provideroom for the gboxes with a locker system,acard
reader(toactivatethelocksystem)andapodiumwithwheels.Thegmoduleworksasadispenserofg
boxesintheP+R.
gbox
Thegboxisaplasticboxtocarrygroceries(35cmx35cmx50cm)todelivergoodsinP+R.Itisonlyfor
thecasestudy.
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e. Marketingstrategy
Forthemarketingstrategytheteamincorporatesthreestepstoimplementtheproductandpenetrate
themarket.Inthenextgraphicispossiblecheckthestrategyinthethreeterms.
Shortterm Mediumterm Longterm
Product R&Dofthesystem Applicationofthesystem
inacasestudy
Fullimplementation
Price Tentativeprice:
6300 7400
Incrementsaccordingo
thecasestudy.
Economyofscaleandincrease
utility.
Place TheNetherlands Europe ExtendedEurope(EU)
Promotion B2B
Launchforthecase
study:egroceries(RAI)
Firstcontact
with
stakeholders(RAI)
B2B&B2C
Marketingtofindother
actors(stakeholders)
Extendthe
concept
to
othereshoppingcases
Firstadvertisingcampaign
toextendtheconceptin
thefinalusersmind
B2B&B2C
Integrallogisticsystem
ExpectedRisk Thepotentialmarketis
notreadyforthe
change
Bethepioneeris
expensiveandhasa
highrisk
Copiesfromcompetitor Extensive useoftheproduct,
thecompetitionwillbebased
onpriceandservices
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Inordertojustifytheconstructionchoicesandthematerialselection,thesystemwasdividedinthree
parts that make it clear for the most important considerations on the 1st phase of the concept
engineering:
Firsttheload/unloadsystemwasdiscussedfollowingaspecificcriteria.
Then,the
truck
bed
that
includes
two
different
structure
profiles,
alocking
system
for
the
modules
and
asextracomponents:awinch,aconveyorrollerandaramp.
Second,themodule,repeatedfourtimes,thatincludessideandbackpanels,adoor,theroofandthe
floorpanels,twodifferentstructureprofiletypesandfinallyfourwheels.
Thefollowingsubtopicsdocumenttheconsiderationstakenbytheteamthroughoutthedevelopment
oftheconcept.Noextendedcalculationsarepresentedsinceitisverycomplexandtimeconsumingto
makeitreliable.Forceanalysiscalculationsaremoreappropriatetodo,inthiscase,onanengineering
phaserelatedtotheprototype,byexperiencedprofessionalsfromthefield. Thedecisionmakingwas
doneoverestimationsandassumptions,supportedbythedeepresearchonmaterialsandproduction
technologies. Simple graphics are punctually shown in order to visualize the force analysis taken in
account.Nexta listofoptionsandreflectiononmaterialsandprocesses issummarized(withfrequent
referencing
to
the
respective
appendixes),
followed
by
an
objective
comparison
on
environmental
impactbetweenthecompletenewconceptandthemodelCombi3000.
h. Systemdivision
DimensionsThe principle of this concept is based on the
division of the Combi3000 total volume in
different modules, differing for the possible
applicationsand
user
interfaces
amongst
others:
DiverseecommerceatP+Rsitesornightdelivery.
In order to present this flexible solution the
volume was divided in four equal sections,
destined to the egroceries business of a specific
casestudy.
Thefunctionaldimensionsofeachmoduleare:
1890width,1080length,2200height;fromwhich
the volume is 4,45m3 with an estimated empty
weightof700Kg.
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LoadandUnloadfunction
ThedesignofthegCombiimpliestheincorporationofafeaturetocomplywiththeload/unload
function.Thesolutionswereevaluatedonthefollowingcriteria:
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Conclusionsandrecommendations
The study here presented summarizes a very consistent learning process and should be used as
guidelinesforfurthercontactwithspecialists.
Several
factors
influence
the
environmental
behaviour
of
a
certain
component.
The
eco
points
should
beusedasareferencetabletokeepinmindthatforeachmaterialscompositiontherealternativeswith
betterorworseinfluenceonmanufacturingorrecyclingprocesses.
AproperLCAshouldtakelongtodo.Everycomponentshouldbeevaluatedintermsofitsfunctionand
requirementssothatawellreasonedchoicecanleadtosignificantenvironmentgain.
The use of less materials diversity improves the disassembly process, disposal conditions and adds
value to the environmental gain resumed in the ecopoints study for what it should be seen as a
priority.
In order to meet the C2C principles ormore environmental initiatives the Combigroep is advised to
consideratakebacksystemfromwhichthecontrolofmaterialsdisposalismadeeasier.
Considering the suggestion made in the chapter Business structure: Stakeholders Analysis, a new
partnership, on which the Combigroep is responsible for the platform design and construction, it is
importanttotakeinaccountinthefinaldesign,theflexibilityneededfordifferentvehiclemodels.
A virtual test to the designed structures should be performed in order to prove their capacity and
shaperequirements.
The prototype was considered an inefficient tool for this phase of the project since this concept is
complex and involves several other studies beforehand. Besides, it wouldnt be possible to test the
workingprincipleof themodulessincetheproposedmodularprofilesbetimeandcostconsumingto
produce.Itwasconsideredthatvirtualtoolsreplaceefficientlythisexperiment.
A
test
plan
of
the
case
study
interaction
and
public
adherence
was
replaced
by
a
structured
businessplanthatdocumentsthemotivationsandguidelinesforfurtherinvestigation.Amorepersonal
approachtopotentialclientsisrequiredinordertogetinsightsontheconceptspotential.
TheLCA/Ecopointsexercisesgaveaconsiderable inputontheproject. Itwasthechoiceoftheteam
thatitshouldbedone,notforconceptualizingbutforevaluation.Forthenextprojectphasethisshould
bedone initially inorder to have the materials andrespectivedisposal plannedbeforehand,avoiding
latercontradictionsandunexpectedproblems.
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Conclusions
ProductDesign
Theproductisdividedinto conceptual&business
technicallevel
Itwasdecidednottodeveloptheentireconceptintodetailbecauseitwouldnotbepossiblewithinthe
given time frame. Developing the loading and unloading of the modules was considered to be most
interesting forCombigroep. The companywas also interested in further development of themodular
constructionofthecontainersthatwasoneoftheconceptsfromtheconceptphase.
Wefocusedonconstruction; Designingittobeeasytoassembleanddisassemble
Makingitpossibletoseparateandrecycleallmaterialsthatareused
Choosingthematerialsthathavethebestecovalues,beingeither
recyclable,renewable,
biodegradable,
etc
Use; loadingandunloadingofmodules
Thetruckshouldbeabletodropofagmoduleandpickoneupwithinthesametrip.Forthisscenario
loadingthemodules fromtheside ismosteffective.Afterconsideringacrane,aforkliftandwinches,
thebestsolutionwastouseremotecontrolledwinchescombinedwithadeplacableramp.Therampis
keptunderneaththetruckbed.Themodulesarekeptinplacewithamanuallockingsystem,thatlocks
thefourmodulesseparately.Rollconveyersareattachedattherightsideofthecarrosserietorollthe
modulesovertheedge.
(Detailedexplanationoflockingsystemandwinchessystemcanbefoundintheappendix)
Onetruckdriver
should
be
able
to
operate
the
entire
system.
In
order
for
him
to
unload
one
module
he
hastoplacetherampinfrontofthemodule,releasethelockingsystem,taketheremotecontrolofthe
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winchinthehand,pullthemoduleinthedirectionoftherampandguideitdownwiththehelpofthe
winch.
Toloadamodule,theforceofthewinchcanbeusedtopullitup.Thewinchpullsthemodulefurthest
totheleftsoitisintherightplacetobelockedwiththelockingsystem.
Sustainability
Designfordisassembly
In order to be able to recycle the materials they must be easy to separate from each other. After
studying the current products of Combigroep we realized that Combigroep does not have any
responsibilityfortheproductaftertheyvedelivered ittothecustomer.Whilebuildingthecarrosserie
theydonotconsideritsendoflifeatall.Forthisreasonmostpartsaregluedorweldedtogetherandit
wouldbeverydifficulttorecapturethesematerialsforrecycling.
Inordertoimprovetherecyclability,thefocusofourproductlieson
design
for
disassembly.
This
is
done
by
finding
alternatives
fordefiniteconnectionslikeusingadhesivesorwelding.
Adhesivesandscrewshavebeenreplacedbyphysicalconnections;
The upper profiles of the module are designed in a way that they
can be shoved into each other before they are connected by nuts
and bolts. The grooves in these profiles hold the panels in place
withoutusingextraformsofconnections.
Theroofpaneliscorrugatedtomakeitselfsupportive.Thereisno
extrastructurenecessaryanymoretosupporttheroof
Materialchoice
Materials that preserve their quality after recycling are preferred. Both steel and aluminium can in
principle be recycled infinitely without degrading under the condition that alloys are beingseparated
andnotoxiccoatingsareadded.Sofortheconstructionof theframesteelandaluminumwereused,
dependentontheotherrequirements
Materialsneedtobeusedthatdonotneedaharmfulcoatingstogive ittherightproperties.PVCwas
chosenoveraluminiumasthemostappropriatematerialforthepanelsbecausealuminiumhastobe
coated before it can withstand the outdoor environment. Because there was no good solution for
coatingitinanecofriendlyway,PVCturnedouttobethebetterchoice.
Energy
efficiency
The system itself focuses on energy efficiency by reducing the amount of kilometers that need to be
driventodeliverallpackages.Withintheproducttheonlymeasurementtoattainenergyefficiencywas
tokeepitlightweightbyusingaluminiuminsteadofsteelinallpossiblecases.
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BrandingStrategy
In term of brand strategy, the implementation of this new system gives an excellent impact for
CombigroepCarrosserietoberecognizedas
An
innovative
company,
that
the
company
is
always
being
one
step
ahead
of
its
competitor
in
term
of
businessand technology innovationandalwaysadaptwith trendsandchanges,andcreativelyfinding
solutionsforabetter,sustainabletransportation/logisticdistributionsystem
Sustainable brand : Green / Environmentallyaware company, that company can be recognized
through its product and services that consistently support sustainable transportation / logistic
distribution system and policies, and recognizable as the company that continuously lowering
environmentalload/impactsthroughtheirinnovative products
Sustainability
Acordingtoouranalysis,theproductrequiresmoreconstructioncomparedtostandardregularCombi,
it means the product actually is not lightweight. But fuel efficiency can be achieved from the
implementationofthemicrodeliverysystem
Materialrecyclability,theproductisusingmaterialsthosearewellrecyclable:SteelAluminumanddoes
notusetoxicadhesivesandcoatings
FromLifeCycleAnalysis,wecanconcludetheusingofrecycledaluminumandPVCwillincreaseitseco
indicator.
DesignforDisassembly:thematerialsusedfortheproductscanbeseparatedtoberecycledafteruse.
Definiteconnectionsarereplacedwithdetachableones,anddonotuseadhesivenutsandbolts.The
designis
reducing
the
amount
of
different
materials
to
make
it
easier
for
recycling
logistics
in
the
end
of
lifeoftheproduct.
SystemVision
Thetablebelowshowstheaspectsofthemarketingstrategyoverthreedifferentterms.
Short term Mediumterm Longterm
Place TheNetherlands Europe ExtendedEurope(EU)
Promotion B2BLaunchforthecase
study:egroceries(RAI)
Firstcontactwith
stakeholders(RAI)
B2B&B2C
Marketingtofindother
actors(stakeholders)
Extendtheconceptto
othereshoppingcases
Firstadvertisingcampaign
toextendtheconceptin
thefinalusersmind
B2B&B2CIntegrallogisticsystem
ExpectedRisk Thepotentialmarketis
notreadyforthe
change
Bethepioneeris
expensiveand
has
a
highrisk
Copiesfromcompetitor Extensiveuseoftheproduct,
thecompetitionwillbebased
onpriceandservices
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http://dictionary.cambridge.org/
Dantin, U. (2005, 10 11).Applicationofpersonas inuser interfacedesignforeducational software. In
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Graziano,A.M.,&Raulin,M.L.(2007).ResearchMethods.Aprocessofinquiry.Boston:AllinandBacon.
Hesse, M. a.P. (2004). "The Transport Geography of Logistics and Freight Distribution.Journal of
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JanStappers,P.(2007).ContextandConceptualization.,(p.8).Delft.
Karhof,K.V.(2008,September19).Startingmeeting.(m.T,Interviewer)
Lloyd, P., Hekker, P., & van Dijk, M. (2006). VISION IN PRODUCT DESIGN [ ViP ].VISION INPRODUCT
DESIGN[ViPversion2].Delft,Netherlands.
Tassoul,M.(2006).CreativeFacilitationaDelftApproach.Delft:VSSD.
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OUTLINESOFASUSTAINABLEMETALSINDUSTRY
ArnimvonGleich,UniversityofBremen.
www.springerlink.com/content/j65578m04215150v/fulltext.pdf
LIMITSOFMETALRECYCLING
GeorgRombach,
IME
Process
Metallurgy
and
Metal
Recycling,
RWTH
Aachen
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PDFs:
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http://minerals.er.usgs.gov/minerals/pubs/commodity/recycle/recymyb01.pdf
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6. Appendixes
1. Product description
1.1 The truck bed- Profile to connect platform to chassis- Transversal profiles to support modules- Lateral structure- Coatings- Locking system
1.2 Extra components- Winch- Roll conveyor- Ramp- Joints and other components
1.3 Module components- Panels
Side and backRoofFloorDoor
- Panel finishing- Profiles- Wheels
2. Materials
2.1 Eco-points analysis
2.2 CES2008 graphics
2.3 Bio-polymers
3. Disassembly design
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1. Product description1.1 The truck bed
Profile to connect the platform to the chassisThe aluminium profile currently in use was maintainedbecause it is already homologated and it allows theadaptability to all chassis. As the construction of theMyTCombi is generally similar to the Combi3000, it isassumed that its properties are also adequate.
Transversal profiles to support modulesOn the current products structure these analogueprofiles are made out of steel (in the case of the CombiPlywood model) or aluminium (in the case ofCombi3000) and are used for supporting carrosseriesfloor. These were re-arranged in order to serve the
same structuring function and also for the modules to slide over them.It was necessary to redraw the profile by adding a rail shape along the height of the profile.Since every module was designed with its own floor platform it was decided to remove the plywoodflooring from the original structure, as its functional/protective purpose isnt justified anymore.
This profile has two different functions: structural and linear guidance. As for the structural part theprofiles carry the load weight of the module. Each of them contains holes destined to the locking systemof each module. The most important engineering requirements to consider for this feature are:
St