04 concept development

8/13/2019 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.


17/70

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


18/70

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


19/70

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.


20/70

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.


21/70

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


22/70

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


23/70

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).


24/70

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


25/70

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

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is

groceries.

ogotowork

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mentedinth

ironmentali

couldalsob

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gthemailto

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plementingt

markets hav

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entionedsal

ay be even

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ddelivery is

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omeshome

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mer decreas

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only

woul.

ted through

eRandstad.

pactcompar

edeliveredu

ce, since all

bedelivered

dbythecust

hesystemfor

Figure:P+R

l

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esareyearly

ore often.

em.Thisma

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only to the

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xpandingov

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the previous

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omer.Thisw

supermarke

ocationin

Th

sales over th

ountry.Othe

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It is also bec

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ity,because

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willgethis

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e, because

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ept.Theuse

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rexplanation

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it is still sma

xpandingthe

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ughtheNet

roceriesfro

collectand

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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

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rates;

eend

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nyway

ystem

costs

uldbe

mail.

abox

tfirst


26/70


27/70

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.


28/70

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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ReferencesCambridge University Press. (n.d.). Cambridge Dictionary. Retrieved November 2008, from

http://dictionary.cambridge.org/

Dantin, U. (2005, 10 11).Applicationofpersonas inuser interfacedesignforeducational software. In

ACM International Conference Proceeding Series. Retrieved from Vol 106, p239 247:

http://crpit.com/confpapers/CRPITV42Dantin.pdf

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

TransportGeography,Vol.12,No.3,171184.

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.

Wikipedia.(n.d.).RetrievedNovember2008,fromhttp://en.wikipedia.org/wiki/Roleplaying

OUTLINESOFASUSTAINABLEMETALSINDUSTRY

ArnimvonGleich,UniversityofBremen.

www.springerlink.com/content/j65578m04215150v/fulltext.pdf

LIMITSOFMETALRECYCLING

GeorgRombach,

IME

Process

Metallurgy

and

Metal

Recycling,

RWTH

Aachen

www.springerlink.com/content/t101805h847r2125/fulltext.pdf

Volvo, no date, Volvo LCP 2000 Light Component Project: An international study for advanced

technology,design,andmaterialsdevelopment.

www.valuecreatedreview.com/

PDFs:

www.seas.columbia.edu/earth/papers/aree98.pdf

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

04 concept development

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