Shalini Kurapati, Gwendolyn Kolfschoten, Thomas M. Corsi, and Frances Brazier on "Exploring Shared Situational Awareness using Serious Gaming in Supply Chain Disruptions" at ISCRAM 2013 in Baden-Baden.
10th International Conference on Information Systems for Crisis Response and Management
12-15 May 2013, Baden-Baden, Germany
Exploring Shared Situational Awareness using Serious Gaming in Supply Chain Disruptions
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Challenge the futureExploring Shared Situational Awareness in Supply Chain Disruptions
Exploring Shared Situational Awareness
using Serious Gaming in Supply Chain
Disruptions
Shalini Kurapati, TU Delft
Dr.ir. Gwendolyn Kolfschoten, TU Delft
Dr.ir. Alexander Verbraeck, TU Delft
Dr. Thomas M. Corsi, University of Maryland
Dr. Frances Brazier, TU Delft
ISCRAM conference, May 2013
Baden-Baden, Germany
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SALOMO – Situational Awareness for
LOgistic Multimodal Operations
Mission:
• Empower the stakeholders in the supply chains by facilitating better
decisions and planning through increased shared situational
awareness as well as better trained staff able to flexibly deal with
dynamic circumstances.
• Develop and test 8 tools to improve shared situational awareness in
multi-stakeholder settings
SALOMO Project, Dinalog, Logistics Clusters, 14-12-2012 2
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Supply Chain Disruptions
The Huffington Post, 2002
usnews.nbc.com, 2012
TIB,Wa
Setsail.com
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Impact of disruptions: Cascading effects
• Affects human lives
• Cascading effects/ripple effects
• Emergency supplies
• Operational delays
• Increased training & procedural changes
• Temporary labour/ safety risks
Long island port strikes: $1 billion/day loss to the US
economy
For every $1 on insurance, $8-$36 on uninsured costs (HSE, UK
& Thomas Miller)
Early warning systems, communication and information-sharing
among stakeholders, joint corrective actions can make the SC
more responsive to disruptions
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Challenges in SC disruption management
• Impossible to predict all risks
• Lack of preparedness to mitigate disruptions
• No hierarchy/command and control
• Complex and dynamic nature of supply chains offer poor visibility of
effects
• Multiple-stakeholders and the interdependencies
• Lack of shared situational awareness on disruptions and effects
• Strategic behaviour
A garment supply chain network (Dass et al. 2011)
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Decision making when disruptions strike
• Complex, chaotic
• Not enough preparedness
• Individualistic sense of urgency and action
• Lack of Shared Situational Awareness
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SSA Framework for multi-stakeholder systems
Individual Group System
Participation Flexibility Synergy Innovation
Prescription Compliance Coordination Network
governance
Perception Goal orientation;
Focus
Team goal;
Orientation
Positioning
From individual towards participative decision making
SSAMaturityLevels
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Main research questions
How can SSA improve the participatory decision making of actors in
supply chains, to reduce the impact of disruptions in the network?
1. How to improve shared situational awareness (SSA) in multi-actor networks?
2. What are key factors that affect SSA in intermodal transport networks?
3. How can SSA be assessed in such multi-actor networks?
4. What are the methods and techniques to improve and support SSA in these networks?
5. What are the guidelines to implement the SSA in practice, for the intermodal transportation networks?
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Gaming to explore SSA
• Need to understand the behaviour and decision-making of
stakeholders in a non-hierarchical setting
• Too complex to understand real-world „as-is‟
• Simulation games are excellent instruments to learn about
complex situations
Where problems are unfamiliar
Information is inadequate
Cost of errors is very high
They are experimental, experiential and educational
Can be tested in a safe and controlled environment
Source:http://en.wikipedia.org/wiki/File:6sided_dice.jpg
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Key objectives of game
• Understanding the impact of increased shared situational
awareness on individual, group and system level
performance.
• Setting a foundation to identify measures to increase SSA
• Offering a frame of reference to assess SSA in the
organization and network.
• To serve as a training tool for disruption management
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SC disruption management game
Source: hhla.de
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Disruption management game
• An insight into decision making during disruptions
• Taking decision to avoid losses
• Emphasis on bouncing back to business as usual
• Varying levels of information visibility, and communication
options
• Based on interviews, process manuals, literature studies
Role
descriptions
Vessel
planner
Resource
planner
Control
towerSales
Yard
planner
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Role description
1. Vessel planner
• Plan the unloading and loading of the ship
• Plan the mooring slot for ships
• Reduce ship waiting times
Source: http://www.hine-consultancy.co.uk/
Source: Dai, Lin, Moorthy & Teo (2008)
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Role description
2. Yard planner
• Decides the storage positions for the incoming and outbound
containers in the yard.
• Receiving outbound containers of a group for a vessel or
unloading of inbound containers.
• The yard planner is responsible for sufficient stack capacity to
maintain overall performance.
Source: sciencedirect.com
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Role description
3. Control tower
• Gives permissions for operations that are outside
the existing plans.
• Control tower keeps track of operations
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Role description
4. Sales
• Responsible for the bookings and financial transactions
between the clients and the terminal
• Arrange alternatives to clients during disruptions of container
flow in and out of the terminal.
• They need to keep the customer informed at all time, and
responsible for customer satisfaction.
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Role Description
5. Resource planner
• Assign resources to each vessel planned for your terminal
resources per shift planned for gangs
• Get an overview of all resources demanded for per time slot
over the next days or weeks
• Equipment allocation
• Quay cranes, automated guided vehicles, gantry cranes,
reach stackers
Source:arl-shipzine.com
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Disruption mitigation game
• Disruption scenarios introduced in the game
• Situation deteriorates unless appropriate decisions are taken
• Decision making to mitigate the effects of disruptions
• Information sharing and communication
• Scoring on individual and overall performance indicators
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Game rules and set-up
• Game leader orchestrates the game
• 5 rounds, 1 decision to be made each round
• Information cards can be communicated
• Communication through phone, e-mail, meetings
• Costs and chances of communication
• Choose between two decision options or use joker
• After every round the game leader announce your score
based on your decision
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Scoring
• Individual and overall KPIs
• Individual scores for each role , contribute to overall scores
• Team scores based on affiliations
Team Safe: resource planner and control tower
Team Cheap: vessel planner ,yard planner, sales
Team Happy: vessel planner, sales
Scores depreciate every round, appropriate decision improve
scores
Safety
Performance
Customer satisfaction
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Game play with SC students
University of Maryland, Feb 2013
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Game play with practitioners
April 4, DINALOG, Breda
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Data collection and preliminary results
• Test with more than 100 participants
• Questionnaire based on Nielsen‟s heuristics for playability and
usability
• Video recordings of game play
• Further validation by expert in progress
Preliminary observations
Local optimum and global minimum
Too much or too little information
Awareness of interdependencies in higher SSA levels
Negotiations for information exchange
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The Game as a Training tool
Learning elements for professionals: Increased preparedness
• Strategies to mitigate losses
• Time pressure and limited resources
• Prioritizing and balancing: Safety vs. profits vs. customer
satisfaction
• Understanding the need for coordination and information
sharing
• A mobile application under construction
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Game as a Research Instrument
• SSA measurement
• Individual SA measurement
• Factors affecting SSA
• Control variables: Information visibility and communication
options
• Dependent variables: Decision quality, Frequency of
communication, decision time, KPIs
• Limitations
• Foundations of SSA for planning and collaboration tools
• Other games and tools
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Collaboration tool for disruptions
• Scalable problem solving
process that can be used by
multiple stakeholders
• Mobile participation possible
• Invite of additional experts
• Scaling up when problem is
larger or risks increase
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SALOMO tools
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Future work
• Experimental design
• Data collection and analysis
• Expert validation
• Scalable versions
• Validation of SSA theory for multi-stakeholder systems
• Planning and decision-making tools based on SSA
• Implementation in practice
• SALOMO user-group
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Questions/Remarks
“Information can tell us everything. It has all the answers. But
they are answers to questions we have not asked, and which
doubtless don‟t even arise”- Jean Baudrillard, French
semiologist
Contact me @
S.Kurapati@tudelft.nl
