Slide 1: User Case Study – CEP in Dynamic Resource Management Alan Lundberg TIBCO Software Inc. © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Slide 2: Key Constraints  Yards & Ramps Trains (over 3,000 active per day) Crews (6,000 to 8,000 per day on trains) Cars (over 107,000) Tracks (32,000 miles) © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 2
Slide 3: Dynamic Resource Management Concept  Each train demands the 5 critical resources over time  For a train plan to be effective, all trains must have all resources allocated  As the train schedule moves, the resource demand moves Resource Supply Dimension  Train Demand Dimension  Time  Train Schedule Crew Assignment Locomotive Assignment Terminal Resource Allocation Network Capacity Allocation Car Assignment © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 3
Slide 4: Sample Train Resource Allocation Time Train Schedule 02/09 04:00 El Paso MEWWCX 07 02/09 08:00 02/09 12:00 Lordsburg CT SA SD 02/09 16:00 02/09 20:00 Tucson EC 02/10 00:00 Yuma EC 02/10 04:00 02/10 08:00 West Colton SA Crew Assignments Locomotive Assignments Terminal Capacity Network Capacity Car Schedules Seg 381 CT SASD RT70 TU24 RE70 TU12 RT72 TU05 RE72 TU01 UP 003782 UP 004417 UP 004885 UP 004655 SA SD SA SD RT45 TU06 RT50 TU12 EX32 TU01 RE50 TU30 TP861 FI Seg 312 SP149 SP317 SP563 SP760 Seg 314 Seg 316 Seg 320 Seg 323 WCTN Block (62L, 13E) ARMN912057; TBOX660293; . . . © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 4
Slide 5: Network Operations Velocity - MPH Good Hurricanes Bridge Fire Storm Damage PRB Issues Floods Blizzards Jan Feb 2005 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2006 5 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
Slide 6: Business Pain  Less than half of all network schedules achieved  Track velocity = 17 mph. Every increase in 1 mph =  Hired many crew members last year to improve schedules – huge cost (fixed) and now customers over-schedule and use crews unwisely  Workforce issues and logistics  Appear at capacity but a system of over-schedule  Backup ramification to car management – terminal congestion – fuel consumption – dwell location – intermodal SLAs etc. © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 6
Slide 7: Concept Modeling for Dynamic Resource Management © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 7
Slide 8: Case Study Monitoring and Optimizing: Trains, Track Segments, Crews, Terminal Locations, etc © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 8
Slide 9: Dynamic Resource Management Case Study  All parts of a complicated process are monitored from end-to-end  There is a lack of : • Visibility into the overall process • Notification if something is down • Correlating activities from various unrelated applications  Increased need for: • Tracking history • Compliance and governance • Correlation of unrelated events • Root cause analysis  There’s always a plan…. but things never go according to plan © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary. 9