Innovative concepts for maritime assets

We are living in a world that is changing fast. Customers have more differentiated demands, urbanisation creates different, more powerful logistical hotspots, assets are incorporated into networks and technology is developing rapidly. We believe that flexible supply chains that perform excellently are a must in order to stay competitive. To be a winner, however, you need to do more; you have to lead the way. Innovation is invaluable to achieve this goal.

To give form to this innovation, Gordian works with government, industry, universities and scientific institutions. We have an active role in the development, implementation and valorisation of state-of-the -art logistical knowledge.

ADVANCED SUPPLY CHAIN PREDICTABILITY MODELS

Technical systems are loaded with sensors that generate massive amounts of data. In practice, these data are often barely used. We develop models to make statements based on smart pattern recognition, such as the probability that component Y fails within two days is X %. This information allows the logistical chain to act proactively.

In a generic sense, we develop models that can predict supply chain events. For example, we are also experimenting with models to predict supplier behaviour.

NEW SERVICE ALLIANCES

Through many different developments, traditional walls in the supply chain are being broken down. This means asset owners, service providers and original equipment manufacturers show increasing willingness to work together throughout the whole life cycle. But how do you actually make this happen? We are studying innovative partnership forms that harmonise seemingly conflicting interests, that put the creation of value at the centre and use control tower technology to ensure transparency and optimisation of supply chain decisions.

THE PSYCHOLOGY OF PLANNING

The supply chain strategy is in place, the planning systems have been parameterised and the training courses have been successfully concluded and yet…. planners adjust most of the order recommendations using their own discretion. Sometimes this is done for good reason, and sometimes it isn’t. Why? One-line solutions have proven to be ineffective. For this reason, we carry out empirical research into the behaviour of planners in spare parts environments. This is most important; only with insight into the psychology of planning, we can deploy planners more effectively on product ranges where they can add value.

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