CRESCENT
`
`APPLICATIONS
`
`DATA COLLECTION
`APPLICATIONS
`
`ENFORCEMENT
`APPLICATIONS
`
`VEHICLE MGMT.
`APPLICATIONS
`
`RUN BY COVERNNENT
`OR PRNATE TH|RD
`PARTY
`
`DRIVER MANAGEMENT
`
`LOAD/DISPATCHING
`
`(PRECLEAR)
`
`(-TRANSPARENTBORDEFIS)
`
`VVEIGH STATION
`
`APPLICATIONS
`
`WEIGHT ENFORCEMENT
`
`OPTIONS
`
`Q
`
`APPLICATIONS
`
`PORTABLE WEIGHT
`SCx"wEE\JING
`
`FIXED SITE
`W':'€Gf—?T SCREENING
`
`V
`S‘.'.'iM
`ENFCe'3.CE‘<.‘ENT
`
`WEIGHT/LENGTH ENFORCEMENT
`
`FIEGISTPATION ENFORC ‘-.-‘ENT
`
`MILEAGE ENFORCEMENT
`
`SAFETY ENFORCEMENT
`
`PERMIT ENFORCEMENT
`
`. WEIGHTIOISTANCE TAX ADMINISTFI
`
`Figure 11:
`
`Erescenfi
`
`_App?l.:I.ca'I'::i.‘ons
`
`[41].
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`Positioning and Communications
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`7
`
`LESSONS
`
`Are there any lessons to be learned fiom the experiences of early adopters of position and
`
`communications systems? We will attempt to answer this question by focusing first on the fleet operators
`
`and then on the auto-truck highway system and IVHS.
`
`7.1
`
`FLEET OPERATORS: AUTOMATE OR INFORMATE?
`
`The title of this section uses a word coined by Zuboff [42] to denote that information technology
`
`not only automates an operation but at the same time increases its explicit information content. It
`
`informates.
`
`For example, the technology that allows dispatchers to get in touch with drivers also
`
`generates information that can be used to assign loads to drivers, update organizational databases, or send
`
`electronic documents to customers. So data formerly stored in peoples’ heads or in file cabinets are
`
`visible to all, and the production process, from freight solicitation to final delivery, becomes more
`
`transparent. This creates opportunities for insights, improvements, and innovations.
`
`The complementary capacities of information technology must be explicitly recognized to take
`
`full advantage of advanced technologies. Automation is the first task of the informating process. It
`
`formulates and preserves what is already known and executed in an operation (e. g, a shipper calls in with
`
`a new load; two drivers might cover it; driver 2 is assigned to the load because it is expected that a new
`
`load will materialize near driver 1). The next step is the integration of the information generated into
`
`carriers’ and shippers’ information systems (e.g., maintenance activities are scheduled based on actual
`
`patterns of use;
`
`shippers notify carriers of anticipated loads, and carriers optimize the routing of their
`
`vehicles).
`
`The creation and dynamic evolution of an integrated system is the cornerstone of an informating
`
`strategy. An integrated information system has three physical components:
`
`1.
`
`2.
`
`Information, flowing among the different parties (e.g., shipper, dispatcher, departmental needs,
`
`truck driver).
`
`Infrastructure that allows the flow of information (e.g., telephone lines, satellites, terminal units,
`
`computers, routing software, Management Information Systems).
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`Positionine and Communications
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`3.
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`Interface mechanisms linking the different parts of the system and providing the means of control
`
`(e. g., communications standards, regulatory requirements, the organization itself).
`
`In the transition to a high degree of integration three distinct steps or levels can be identified,
`
`each with different requirements in terms of these three “I” ’s (Information, Infrastructure, Interface).
`
`The first task is to create an automated environment. The communications system plays a key role
`
`because the basic source of information is the moving vehicle. Then, information is shared between
`
`different departments. Finally, interorgamzational links are established. Characteristics of the three
`
`levels are highlighted below:
`
`LEVEL I
`
`Phone calls or other traditional means of communications are replaced and routing and dispatching are
`
`facilitated. Productivity and customer service are improved. Data in simple format are exchanged with
`
`shippers (e. g., estimated time of arrival).
`
`LEVEL II
`
`Vehicle-generated information, such as fuel consumption, drivers’ logs, and data needed by the regulatory
`
`authorities, is transmitted to the dispatch center where, it is integrated to the company’s management
`
`information system (MIS). Route planning is optimized automatically, loads and drivers are assigned to
`
`trucks, trailers are assigned to tractors, maintenance activities are scheduled based on actual usage of
`
`tractors and trailers, and pricing reflects costs.
`
`LEVEL III
`
`Carriers use their communications systems to exchange various kinds of data with shippers, terminals,
`
`or intermodal transfer points. The data are more than routine information as in Levels I and II,
`
`consisting of description of the consignment, bills of lading, freight payment data, and so on. Use of
`
`electronic data interchange (EDI) is necessary. Shippers and carriers either operate their own EDIs or
`
`make use of the services and networks provided by third parties. The information received at each end
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`is used by the receiving company’s MIS.
`
`In more sophisticated systems, carriers would position
`
`themselves between sellers and buyers of goods (e. g. suppliers and manufacturers or producers and
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`Eositioning and Communications
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`retailers). The details of the consignment would be known from the time the order was accepted by the
`
`seller.
`
`MAIN MENU
`ITS TRUCKINGCOHPANY
`
`4/25/91
`15 : H :55
`
`Sell! C‘ one of the follmunq:
`
`1.
`2.
`
`3 4
`
`.
`'2.
`G.
`7.
`Unread Messages
`IE
`.Mes$agr Inquiry
`'3 . U cir Locanions Display
`10.
`1]. Star: Network InLe!!BCts
`12. Stop Network lnLertaces
`
`Profile Entry/Update
`Unit. Entry/Update
`. Message Entry
`Freda! inc-d Hnssagr Entry/Update
`croup Entry/Update
`
`13. Network Definitions Update
`1 4 . Message Error Entry/Update
`15.
`Integration Parameter File Update
`16.
`17.
`Corrmm: ca L i on: Management
`18.
`1 9 . Dispatcher Area Assignment
`23. Alternate Dispatcher Assignment.
`2 1
`. Purge Mobile Comm Files
`22. Display Error Log
`2 3 -DIFPHY HGSHQGF
`2 4 .519.-1 0!!
`
`Ready to! opLio.': rtunber or cornmzrzd
`
`Figure 12
`
`:
`
`Screen from a Level
`
`I
`
`computer program [43].
`
`Many firms have achieved level I integration and many more will probably achieve it in the near
`
`firture (a sample screen from a level I computer program is shown in Figure 12). Fewer firms have
`
`reached level II integration and these only to some extent. The main reason for this is the lack of
`
`sofiware or hardware interfaces between the different aspects of the organization. The technology
`
`suppliers, however, are working on this problem.
`
`Even fewer firms have achieved integration at level III which requires extensive use of ED] and
`
`MIS systems. There are about 9,400 EDl users in all industry sectors in the U.S. [44], and the number
`
`of EDl applications is growing at a rate of 30% to 40% a year [45]. More common are individual or
`
`exclusive systems linking carriers or groups of carriers with their customers. Recently, systems using
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`desktop PC’s have begun to appear so that the use of expensive commercial EDI networks are able to be
`
`avoided (e.g., the Freight Network in the U.K. [46]).
`
`An often mentioned, one concern about EDI is the security of the electronic documents being
`
`transmitted. Currently, there are two rival approaches, one sponsored by U.S. Government agencies and
`
`the second by the computer industry. Both involve giving documents an electronic signature which can
`
`be read by sender and recipient but not altered by either. After this issue has been resolved, the
`
`remaining barriers to more ED1 penetration will be more legal than technological (e.g., Will an electronic
`
`document be legally binding the way a written document is now?).
`
`Companies in other industries have considerable experience with interorganizational information
`
`systems (e.g., automobile manufacturers and their suppliers). In the transportation sector perhaps the
`
`most ubiquitous example is the airline reservations systems, which links carriers and their customers.
`
`Regulation by government or trade organizations may be necessary in wide scale systems to ensure
`
`fairness (recall that airline operators of computer reservation systems have repeatedly been accused of
`
`screen bias).
`
`This discussion is not addressed primarily to trucking operators. However it does suggest steps
`
`to be followed toward achieving increased integration.
`
`First, it is desirable to look beyond the
`
`substitution of one communication-inforrnation technology for another for the presence of a new
`
`technology may offer new opportunities. Second, a systematic procedure should be established to seek
`
`opportunities for internal and external integration.
`
`It should be recognized that increased integration will
`
`require changes in organization and employee roles, and these changes need to be considered.
`
`Third, the size of firm and/or multinational operations should not be a barrier to change. To
`
`make technological capabilities available, firms may pool resources and create joint systems. It was for
`
`just that reason that containership lines recently established the Ediship system providing a data access
`
`point [47]. This is a recent example of a long maritime tradition. Just after 1900 and in the early days
`
`of radio, international maritime conferences and agreements established working interfirrn and
`
`international communications protocols. These included standards and provided for data exchange among
`
`firms. As mentioned, similar trucking industry activities are under exploration in Europe.
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`7.2
`
`THE AUTO—TRUCK HIGHWAY SYSTEM
`
`The discussion now turns to the highway system. That this system is mature is evidenced by
`
`declining productivity (a general characteristic of mature systems [48]). Proposed solutions to the
`
`productivity problem include a new round of infrastructure investment (e. g., improved highways and
`
`bridges), better management of existing facilities (e. g., exclusive lanes for high occupancy vehicles, an
`
`emphasis on bus mass transit), relaxation of regulations (e. g., longer and heavier trucks), and the
`
`application of advanced technologies (especially electronics). Within this context, are there ways for the
`
`auto-truck highway system to benefit from the technology adoption by of motor carriers?
`
`We begin the discussion with the observation that the internal efficiencies trucking firms achieve
`
`by adopting advanced positioning and communications systems might benefit the highway system in the
`
`short term: For example, an accident or equipment breakdown would be communicated immediately and
`
`thus cleared quickly. Furthermore, better maintenance would reduce vehicle breakdowns, more efficient
`
`scheduling would reduce the number of trucks on the road, and information on roadway geometric
`
`characteristics would improve safety. A reduction in truck-related congestion seems possible on certain
`
`heavily travelled routes as dispatchers provide congestion information to drivers.
`
`The point was made previously that information technology is not mute, i.e., the devices that
`
`automate also register data about the automated activities. Might some of these data be usefiil to highway
`
`managers? The answer seems to be yes, but traditionally not much sharing of information has taken place
`
`at the interface between highway and truck operations. A motive is lacking. Truckers are motivated to
`
`increase the productivity and profitability of the firm. Highway managers are motivated to improve
`
`traffic flow and the need to protect the physical plant from overweight trucks. The interface of broader,
`
`mutual interests needs to be identified and exploited.
`
`Differences between carriers’ and shippers’ interests were resolved when it was demonstrated that
`
`mutual gains would be achieved from the sharing of information. By comparison in the highway-truck
`
`case, actions of common interest with short term pay-offs need to be identified. For example, the
`
`network information accumulated at a highway traffic control center might be made available to
`
`dispatchers. In turn, dispatchers might provide traffic control centers with information on expected traffic
`
`generation, say, close to ports or rail/truck hubs.
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`There is the Crescent-IrD3LP project and similar efforts. These are viewed as usefiil, despite their
`
`omission in the discussion above. The activities provide traditional types of information to highway
`
`managers, such as vehicle class and weight, and automate some processes to the advantage of the trucking
`
`industry, such as information processing at points of entry to states. This information automates
`
`traditional processes.
`
`In the background is the possibility of information for implementing weight
`
`distance taxes, suggestive of a higher level of integration.
`
`It has been observed that technology decisions in transportation are characterized by a certain
`
`degree of disjointedness, that is, in other words, a lack of system-wide thinking and action taking.
`
`Current technology activities illustrate this point for the highway system. Vendors have already
`
`developed a variety of communications and position-finding devices for trucks and in a few years a large
`
`number of commercial vehicles will be equipped with them. These vehicles will be dispatched using
`
`sophisticated, near real-time, routing algorithms. At the same time, highway agency research is
`
`underway to develop advanced technologies to manage congestion, help drivers find their routes, and
`
`improve safety. Commercial vehicle operators might be expected to form a core market for the latter
`
`technologies, and the technologies under development for the trucking industry might be usefiilly applied
`
`by highway agencies. Even so, the interfacing of truck and highway technologies is not much considered.
`
`The danger exists that the two technology development efforts will not yield harmonious
`
`technologies. Trucking firms having made earlier commitments to other systems may resist new,
`
`different ones.
`
`The existence of a commercial vehicle operations group within IVHS research
`
`organizations would not guarantee that suboptimization will not occur.
`
`In addition to HELP project
`
`related activities, trucking activities in IVHS fall into two categories: they either deal with truck-related
`
`regulation (e.g., weight enforcement) or define the truck—specific parameters to be used in other IVHS
`
`projects (e.g., the database supporting traffic routing algorithms must include information on lane widths,
`
`bridge clearances, community ordinances restricting truck traffic, or truckstops).
`
`This situation could well be changed. Technology and other standards have not yet been set, and
`
`researchers have a unique opportunity to influence the technology development path. Technologies that
`
`might serve both highway and trucking interests are not blocked by previous commitments to development
`
`paths.
`
`Commercial vehicle operations are an integral part of DRIVE and other European programs, as
`
`discussed earlier. Does the European work suggest tasks for IVHS activities in the U.S.? Compared to
`
`Page 000070