Value chain collaboration and coordination

今天，世界在环境、经济和政治方面发生了巨大而迅速的变化，以建立可持续的生物经济。此外，加拿大承诺到2030年将温室气体排放量减少30%，以达到《巴黎协定》的要求。为了实现这一雄心勃勃的目标，加拿大的自然资源发挥着重要作用。自然资源价值链（vc）包括多个工业部门，包括森林和农业等可再生能源，以及矿产等不可再生能源。这些复杂的风险投资涉及许多公共和私人组织，例如小型和大型私营公司、政府、原住民社区、猎人和旅游代表，这些组织受到社会经济、技术和环境力量的驱动，这些力量定义了一系列目标，尽管它们可能有共同的目标，但往往是相互冲突的。本提案的长期目标是发展工程分析，以便有效和可持续地管理自然资源风险投资，以实现对社会的所有潜在价值。短期目标是开发决策工具，以便在风险投资的运输部分实现利益相关者之间的协作。合作已表明可减少5-15%的成本和温室气体排放，但找到支持这一目标的机制至关重要。一旦供需点已知，运输规划如下：首先，找到可能的最佳路线；这不仅考虑了距离、油耗、时间等方面，还考虑了安全性和压力。第二种方式是支付路线费用，通常遵循一个简单的商定公式。然而，支付是平均平衡的，但在详细的路由水平上，支付并不能反映实际成本。原因是，例如，安全性和压力等因素不是成本驱动因素，燃料消耗也没有明确包括在内。只要所有路线属于一家公司，这种方法就有效。然而，当存在合作时，公司之间的路线就会混淆，支付就会变得不公平。因此，许多潜在的合作没有付诸实践。确定了一套工作包，以实现短期目标，同时为HQPs的多学科研究培训创造一个刺激的研究环境，以应对社会挑战。第一部分的重点是开发无偏见和透明的分析工具，以建立运输模型，本质上集成了复杂的多目标路线规划和支付原则。这将使支持和激励利益相关者之间协作的工业标准成为可能。第二部分侧重于使合作伙伴能够在更复杂的情况下进行协作的机制和分担费用的分配，例如，供应或需求的季节性波动或业务执行的不同效率。最后，我们提出了一个决策剧场，它可以在实践中实施和分析协作规划。

Today, there are large and rapid changes in the world on the environmental, economic and political fronts to establish a sustainable bioeconomy. Also, Canada has committed to reduce its GHG emissions by 30% until 2030 in order to meet the Paris Agreement. To meet this ambitious target, Canadas natural resources play an important role. Natural resources value chains (VCs) include multiple industrial sectors including renewables such as forests and agriculture, as well as non-renewables such as minerals. These complex VCs involve many public and private organisations, e.g., small and large private companies, governments, First Nations communities, hunters, and tourist representatives, which are driven by socio-economical, technological and environmental forces defining a set of objectives that often are conflicting although they may share common goals. The long-term objective of this proposal is to develop engineering analytics to enable an efficient and sustainable management of natural resource VCs for all potential values to society. The short-term goals are to develop decision tools to enable collaboration among stakeholders in the transportation part of the VC. Collaboration has shown to reduce costs and GHG with 5-15% but it is critical to find mechanisms to support this. Once supply and demand points are known, the transportation planning is as follows. First, the best possible route is found; this considers aspects such as distance, fuel consumption, time but also safety and stress. Second, there is a payment for the route which typically follow a simple agreed formula. However, the payment is balanced in average but on a detailed route level, the payment does not reflect the actual cost. Reason are, e.g., that factors like safety and stress are not cost drivers and fuel consumption is not explicitly included. The approach does work as long as all routes belongs to one company. However, when there is a collaboration, routes are mixed between the companies and payments become unfair. As a result, many potential collaborations are not put into practice. A set of work packages are identified to meet the short-term objectives which also create a stimulating research environment for multidisciplinary research training of HQPs to meet societal challenges. The first part is focusing on developing non-biased and transparent analytics tools to establish transport models that essentially integrates the complex and multi-objective route planning with the payment principles. This will enable an industrial standard that supports and motivates collaboration among stakeholders. The second part focus on mechanisms and cost sharing allocations to enable partners to collaborate despite more complex situations, e.g., seasonal fluctuations in supply or demand or different efficiencies in the operational execution. Finally, we propose a decision theatre where it is possible to implement and analyze collaborative planning in practice.