The two-dimensional vehicle routing problem (2L-VRP) is a realistic extension of the classical vehicle routing problem where customers’ demands are composed by sets of non-stackable items. Examples of such problems can be found in many real-life applications, e.g. furniture or industrial machinery transportation. Often, these real-life instances have to deal with uncertainty in many aspects of the problem, such as variable traveling times due to traffic conditions or customers availability. We present a hybrid simheuristic algorithm that combines biased-randomized routing and packing heuristics within a multi-start framework. Monte Carlo simulation is used to deal with uncertainty at different stages of the search process. With the goal of minimizing total expected cost, we use this methodology to solve a set of stochastic instances of the 2L-VRP with unrestricted oriented loading. Our results show that accounting for systems variability during the algorithm search yields more robust solutions with lower expected costs.
The authors present the design of the shipping simulation SEL and its integration in the MSP Challenge Simulation Platform. This platform is designed to give policymakers and planners insight into the complexity of Maritime Spatial Planning (MSP) and can be used for interactive planning support. It uses advanced game technology to link real geo- and marine data with simulations for ecology, energy and shipping. The shipping sector is an important economic sector with influential stakeholders. SEL calculates the (future) impact of MSP decisions on shipping routes. This is dynamically shown in key performance indicators (e.g. route efficiencies) and visualised in heat maps of ship traffic. SEL uses a heuristic-based graph-searching algorithm to find paths from one port to another during each simulated month. The performance of SEL was tested for three sea basins: the firth of Clyde, Scotland (smallest), North Sea (with limited data) and Baltic Sea regions (largest, with most complete data). The behaviour of the model is stable and valid. SEL takes between 4 and 17 seconds to generate the desired monthly output. Experiences in 20 sessions with 302 planners, stakeholders and students indicate that SEL is a valuable addition to MSP Challenge, and thereby to MSP.
Mediators generally find mediation of hierarchical workplace conflicts difficult, as it often involves structural power imbalances. This dissertation seeks to increase knowledge of how hierarchical conflict affects how parties and mediators perceive mediation across dyads and across time. Three questions are central to this: (a) How effective in the long-term is the mediation of hierarchical workplace conflicts? (b) How does perceived situational power in supervisor-subordinate dyads relate to mediation effectiveness? (c) Do supervisors and subordinates differ in their emotional experiences during mediation, and are mediators able to perceive these emotions accurately? To answer these questions, we rely on the literature on power, emotions, mediation, and conflict management. We introduce our research via a heuristic model (chapter one). We then present our quantitative empirical research in three chapters based on survey data we collected from supervisors, subordinates, and
298 woorden: In the upcoming years the whole concept of mobility will radically change. Decentralization of energy generation, urbanization, digitalization of processes, electrification of vehicles and shared mobility are only some trends which have a strong influence on future mobility. Furthermore, due to the shift towards renewable energy production, the public and the private sector are required to develop new infrastructures, new policies as well as new business models. There are countless opportunities for innovative business models emerging. Companies in this field – such as charging solution provider, project management or consulting companies that are part of this project, Heliox and Over Morgen respectively – are challenged with countless possibilities and increasing complexity. How to overcome this problem? Academic research proposes a promising approach, namely the use of business model patterns for business model innovation. In short, these business model patterns are descriptions of proven practical solutions to common business model challenges. An example for a general pattern would be the business model pattern “Consumables”. It describes how to lock in a customer into an ecosystem by using a subsidized basic product and complement it with overpriced consumables. This pattern works really well and has been used by many companies (e.g. Senseo, HP, or Gillette). To support the business model innovation process of Heliox and Over Morgen as well as companies in the electric mobility space in general, we propose to systematically consolidate and develop business model patterns for the electric mobility sector and to create a database. Electric mobility patterns could not only foster creativity in the business model innovation process but also enhance collaboration in teams. By having a classified list of business model pattern for electric mobility, practitioners are equipped which a heuristic tool to create, extend and revise business models for the future.
Veel mkb ondernemers maken gebruik van een financieel adviseur bij belangrijke financiële beslissingen. Momenteel is er echter weinig inzicht in achterliggende psychosociale factoren die het financiële advies van financieel adviseurs beïnvloeden. Op basis van eerder onderzoek (Kahneman, 2013) blijkt dat mensen zich laten leiden, als het gaat om financiële beslissingen, door een keur aan psychologische ‘denkvalkuilen’ (‘heuristics’ en biases’). Verondersteld wordt dat rol van de adviseur zou moeten zijn om specialistisch en objectief advies te geven, echter de denkvalkuilen en vooroordelen van de cliënt ‘klinken ook door’ in het advies van hun financieel adviseurs. Zo worden irrationele vormen van risicoperceptie en irreële verwachtingen van cliënten ten aanzien van de toekomst meegenomen in de adviezen van adviseurs; “de klant is immers koning.” Eerder onderzoek suggereert dat financieel adviseurs de verwachtingen en ideeën van hun cliënten alleen maar bevestigen en niet, indien nodig, bij irreële of ‘foute’ verwachtingen of aannames, corrigeren. De beweegreden van de adviseur hiervoor zijn dat meegaan met de ideeën van cliënten resulteert in minder verantwoordelijkheid voor de adviseur bij negatieve uitkomsten of resultaten; “dit is immers wat de cliënt zelf wil.” Terwijl veel input en advies het tegenovergestelde bewerkstelligt, “de cliënt vaart blind op de adviezen van zijn adviseur”, wat de cliënt-adviseur relatie in gevaar brengt bij negatieve resultaten. Het gevolg is een suboptimaal en in sommige gevallen slecht financieel advies. Dit onderzoek heeft tot doel de voorwaarden van een opener, beter afgewogen en objectiever financieel advies te ontdekken voor mkb-ondernemers, De centrale vraag is: Hoe komt een financieel adviseur tot een financieel advies voor mkb bedrijven? Deze vraag zal beantwoord worden de een survey bij de twee grootste franchise financiële advieskantoren (+/- 2500 leden), wat een representatieve steekproef is voor de financieel adviseurs in het mkb.
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