Kester Rebello, Karan Jaggi, Seosamh Costello, Daniel Blake, May Oo, James Hughes and Temitope Egbelakin
The purpose of this paper is to trial the application of a criticality framework for roads in an urban environment. The failure or disruption of critical transport routes can have…
Abstract
Purpose
The purpose of this paper is to trial the application of a criticality framework for roads in an urban environment. The failure or disruption of critical transport routes can have substantial impacts on the economy and societal well-being. Determining the criticality of transport routes is thus of crucial importance for infrastructure providers, city planners and emergency management officials, as it enables appropriate resilience assessments and targeted improvement/intervention and investment strategies to be conducted.
Design/methodology/approach
The authors summarise the proposed criticality framework developed by Hughes (2016) for road networks and apply and validate the framework to an area containing 907 km of roads in the central Auckland area of New Zealand. Following an initial trial of the framework, alterations were made to the framework logic, which included the introduction of a new criticality level to account for some roads providing minimal direct societal and economic benefit and a rationalisation step to ensure that road sections always link to others with either an equal or higher criticality.
Findings
The modified framework and five-level criticality scale, when applied to the study area in central Auckland, is suitable for determining critical roads and can therefore assist with future assessments of road infrastructure resilience.
Originality/value
The framework also has the potential to be applied more widely and adapted so that it is applicable for determining the criticality of other infrastructure types and in other settings, which would allow improved assessments within and across sectors.
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Daniel Blake, Tom Cucuzza and Sanjay Rishi
Today’s automotive leadership faces harsh competitive truths. Six forces will have transformed the automotive world by 2008: (1) an imperative to create value for consumers and…
Abstract
Today’s automotive leadership faces harsh competitive truths. Six forces will have transformed the automotive world by 2008: (1) an imperative to create value for consumers and shareholders, faster; (2) further consolidation and scale (yet scale alone is not guarantee of success); (3) a greater need for production and process agility, to embrace technological breakthroughs in vehicle engineering; (4) the advent of new disruptive technology in vehicles, and in supply chains; (5) accelerated innovation of products and services; innovation is the differentiator; and (6) Increasing customer expectation of both choice and value. Success in the future will depend on adopting a model that is based on collaborative relationships with suppliers and others. Companies that can assemble the best supply communities and accelerate consumer‐centric innovation faster than their competitor’s network will be the winners. Collaborative product commerce (CPC) provides the framework under which multiple‐company collaborative communities can flourish and deliver long term sustainable value. The transition to a collaborative model requires strategic leadership. The formation of new communities will not happen as a natural evolution from the lower forms of collaboration that currently exist. The benefits of CPC include: shorter cycle times, cost reductions, development of consumer‐centric offerings. Six key steps to CPC are: (1) make collaboration the centerpiece of strategy: obtain a community of partners that excel in customer responsiveness, speed to market, and innovation; (2) anticipate the upcoming disruptive forces and create a collaborative response with key community partners rather than in isolation; (3) work with community partners to identify essential areas where collaboration can create a superior business model; (5) begin working with partners first on enhancing product development; (5) focus on core competencies and eliminate redundant processes; and (6) share value within the community. The mastery of collaboration will prove a defining and indispensable strategy for the automotive leaders that will emerge early in the second automotive century.
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Pressure is growing from governments and their citizens for business to measure and manage the impacts and outcomes of its behaviour in a range of areas. The demand has led to the…
Abstract
Pressure is growing from governments and their citizens for business to measure and manage the impacts and outcomes of its behaviour in a range of areas. The demand has led to the formulation of a ‘triple bottom line’ to reflect economic, social and environmental performance.
Natália Guimarães Duarte Sátyro, Eleonora Schettini Martins Cunha, Isabela de Vasconcelos Teixeira and Kelly Cordeiro dos Santos