Section 1 - Production Planning One of the leading Pasta worldwide pasta manufacturing companies (DCC) established a production plant in Bedfordshire in 2009. The Logistics and Production Planning department is interested in determining the monthly plan for the Penne shape. The shape is available in two versions, Rigate (furrowed) and the recently introduced in the UK market Lisce (smooth) In particular, thanks to the availability of an existing stock, the head of Logistics and Production Planning team has stated that the amount of Penne Rigate to be produced in February should not exceed the sales forecast for March 2021 (340 tonnes). As regards the Penne Lisce shape, due to fixed costs, a minimum amount of 150 tonnes has to be produced. The supply of wheat is sub-contracted to one of the major wheat dealer. Due to contractual agreements, the dealer needs to supply at least 450 tonnes of wheat per month. However, due to capacity issues in the supply chain of the dealer, the amount of wheat the company can provide cannot exceed 1800 tonnes per month, in any case. For manufacturing 1 tonne of Penne Lisce, 1.35 tonnes of wheat are required; for manufacturing 1 tonne of Penne Rigate, 1.75 tonnes of wheat are required. Within the production process, the most time consuming operation is constituted by the extrusion and drying stages. In order to produce a tonne of Penne Lisce, 20 equivalent workforce hours are required, while for a tonne of Penne Rigate (due to quicker drying times) 16 hours are enough. Currently, a total number of 160 workers are employed in the stage, working 40 hours per week. According to the Human Resources department forecasts, the absenteeism rate for February will be equal to 10%, due to the current Covid-19 pandemic. In the hypothesis that all the pasta produced will be sold, and knowing that the profit margin of the Penne Rigate shape is 15% larger than the one of the Penne Lisce one, try to determine the optimal product mix that maximizes profits. In particular: identify and explain all the constraints; formulate the mathematical model for the problem; solve it by using the graphical method (for instance, by using Desmos and checking the results with MS Excel Solver); identify the most stringent constraints and give some advices to the company to potentially increase the monthly output and/or maximize the efficiency of the operations; explain what would happen if, thanks to some drying process improvement that would significantly lower the unit cost, the profit margin for the Penne Lisce shape would be equal to the one of the Penne Rigate shape. explain what happens if, due to an industrial action being announced by the GMB national union, workers may not be at work for 12 hours during February. The local union branch forecasts that 80% of the workers at the plant will join the strike. . . . Section 2 - Demand Forecasting The Planning Department of a large distribution centre of a premier online retailer located in South Yorkshire is interested in determining the number of pallets, which will be handled throughout the centre in the 2021 year, for staffing and dimensioning purposes. A historical series of the goods handled in latest years is available. Based on the data shown below, develop a reliable forecast for the 2021 year, employing a method of your choice, justifying such choice and reflecting on its performance. 2013 2014 2015 2016 2017 2018 2019 2020 January 31,292 33,193 33,214 28,051 30,061 32,595 35,797 35,150 February 31,769 32.828 32,132 28.198 29,957 33,337 33,877 36,223 March 38,452 39,334 40,340 36,911 37,973 41,229 42,394 46,964 April 42,973 49,597 50,675 46,890 50,880 56.293 55,316 67,557 May 53,710 54,990 56,564 54.107 58,726 63,858 66,954 83,020 June 53,917 54.766 58,489 55,327 59,435 60,121 68,472 89,261 July 59,805 60,819 61,941 57,816 63,667 68,322 77,932 100,910 August 63,664 63,887 64,011 60,670 70.599 70,045 80,496 112,022 September 58,385 59,551 60,693 56,052 62.291 65.172 73,867 94.611 October 53,451 54,676 55,177 57.859 56.324 57.737 65,668 84.101 November 37,462 38,188 34.399 35,385 37.185 35,586 39,724 58,494 December 37,234 37,044 33,201 34,156 39,937 36.893 42,391 59,214 Section 3 - Sheffield City Region Location Analysis Exhibits A and B below report the current Household Waste Recycling Centres stores in operation within the Rotherham Metropolitan Borough Council territory. The Council provides four Household Waste Recycling Centres for the recycling and disposal of household waste that has been generated by residents of the borough from their own homes. Such sites are not able to accept trade, commercial, construction and demolition or industrial waste. Greasbrough - Car Hill, S61 4QL Bramley - Lidget Lane, S65 4LY Rawmarsh - Warren Vale, S62 7SS North Anston - Magilla, Common Road, S25 4AH Exhibit A: HWRCs in operation within the Rotherham MBC Territory Conisbrough Wadworth Thorpe Hesley Rawmarsh Parkgate M18 Braithwell M1 Rotherham Ticl A61 Wickersley A631 Maltby A60 Brinsworth TINSLEY Catcliffe Thurcroft Oldcot Sheffield A57 Langol Dinnington HARROW M1 A60 A57 IER EDGE Swallownest Anston A57 A6102 Carlto Lindr Beighton Google My Mapson Park A57 Exhibit B: HWRCs in operation within the Rotherham MBC Territory (from Google Maps) Based on the location data provided above, on he population data for Rotherham MBC electoral wards provided below, and on the distances between wards and HWRCs, provide an assessment about the current network of HWRCs, by evaluating the following dimensions: covered wards and percentage of covered population, by assuming an appropriate covering radius; average travel distances from HWRCs to wards; opportunities for locating new HWRCs in Rotherham, and the impact this could have on the performance of the network according to the measures you have adopted; further recommendations for future plans (closing/downsizing some existing stores; expanding some existing stores). Please note that data is provided also about two further HWRCs located, respectively, in Sheffield and Bassetlaw. Also evaluate the contribution provided by such HWRCs to the service provision in Rotherham MBC area. Is there any additional opportunity for consolidation? Wards in Rotherham Population Percentage Anston & Woodsetts 10,916 4.14% Boston Castle 13,431 5.10% Brinsworth & Catcliffe 12,656 4.81% 13,215 5.02% Dinnington Hellaby 12,031 4.57% Holderness 12.277 4.66% Hoober 14,721 5.59% Keppel 11,096 4.21% Maltby 12,152 4.61% Rawmarsh 13,472 5.12% Rother Vale 14,138 5.37% Rotherham East 15,275 5.80% Rotherham West 13,561 5.15% Silverwood 12,640 4.80% Sitwell 11,686 4.44% Swinton 11.031 4.19% Valley 11,914 4.52% Wales 11,068 4.20% Wath 12.802 4.86% Wickersley 11,078 4.21% Wingfield 12,215 4.64% Total 263,375 Rotherham HWRC Travelling Time between Wards and HWRCs Car Hill Common Road Warren Vale Anston & Woodsetts 28.5 10.0 34.0 Boston Castle 10.0 16.0 16.0 Brinsworth & Catcliffe 11.0 18.0 18.0 23.0 5.5 29.5 Dinnington Hellaby 18.0 13.0 18.0 Holderness 18.0 7.0 23.0 Hoober 8.5 24.0 10.0 7.0 21.0 12.0 Keppel Maltby 22.0 16.0 22.0 Rawmarsh 5.0 24.0 4.0 Rotherham Rother Vale 17.0 7.0 22.0 Rotherham East 11.5 18.0 13.0 Rotherham West 8.0 23.0 14.0 Silverwood 13.0 18.0 9.0 Sitwell 13.0 12.0 16.0 Swinton 10.5 27.0 5.0 Valley 11.0 16.0 17.5 Wales 20.0 9.5 28.5 Wath 12.0 30.5 6.0 16.0 12.0 17.0 Wickersley Wingfield 4.0 25.0 10.0 Section 4 - IKEA Routing Analysis A Logistical Coordinator at IKEA Sheffield, has to arrange the delivery plan for 10 customer orders in Sheffield area. Each customer has to be delivered some flatpack furniture; deliveries will happen by using vans, whose capacity is 12 parcels, available from 6am at the Depot. The average speed of the van is 40 km/h; its operational cost 0.5 /km. Employing methods you have studied during the module, work out the optimal routing planning. Station 1 2 3 4 5 6 7 8 Address 26 East Glade Road Sheffield England United Kingdom 28 Boyce Street Sheffield England United Kingdom 138 Industry Street Sheffield England United Kingdom 76 Leigh Street Sheffield England United Kingdom Manor Way Sheffield England United Kingdom 710 Ecclesall Road Sheffield England United Kingdom 18 Revill Lane Sheffield England United Kingdom 140 South Road Sheffield England United Kingdom 148 Chesterfield Road Sheffield England United Kingdom 14 Hastilar Road South Sheffield England United Kingdom IKEA Sheffield Type Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Depot 9 10 Depot Loading Duration (DD:HH:M M Unloading Duration (DD:HH:M M) To Station 1 Load Amount 1 00:00:01 00:00:01 2 4 00:00:01 00:00:01 Order ID ORD- 1 ORD- 2 ORD- 3 ORD- 4 ORD- 5 ORD- 3 3 00:00:01 00:00:01 4 1 00:00:01 00:00:01 5 From Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Pickup Min Time 26/11/2019 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 Pickup Max Time 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 Delivery Min Time 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 Delivery Max Time 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/12/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 2 00:00:01 00:00:01 6 4 00:00:01 00:00:01 ORD- 7 1 00:00:01 00:00:01 ololola ORD- 8 00:00:01 00:00:01 9 1 00:00:01 00:00:01 ORD- 9 ORD- 10 10 2 00:00:01 00:00:01 Section 5 - Warehousing Planning XP is a distribution company having a warehouse with two I/O ports and 40 storage locations, arranged in four racks (see Figure below). The characteristics of the products at stock are reported in Table 1, while the distances between the two I/O ports and the storage locations are indicated in Tables 2 and 3. The company is going to allocate each product to a specific location, trying to minimize the cost that the new layout would cause in terms of handling operations. Could you help the company in determining a good product allocation policy? 1/0 port 2 40 35 26 21 31 10 20 15 16 I/O port1 Figure 1: Malabar Ltd warehouse Products 1 2 3 4 5 Locations Required 12 6 8 4 8 Handling Operations at Port 1 25 | 16 1424 22 Handling Operations at Port 2 | 1826 30 22 22 Table 1: Products Characteristics Location Distance Port 1 Distance Port 2 Location Distance Port 1 Distance Port 2 1 2 22 21 14 10 2 4 20 22 16 8 3 6 18 23 18 6 4 8 16 24 20 4 5 10 14 25 22 2 6 3 23 26 15 11 7 5 21 27 17 9 8 7 19 28 19 7 9 9 17 29 21 5 10 11 15 30 23 3 11 2 22 31 14 10 12 4 20 32 16 8 13 6 18 33 18 6 14 8 16 34 20 4 15 10 14 35 22 2 16 3 23 36 15 11 17 5 21 37 17 9 18 7 19 38 19 7 19 9 17 39 21 5 20 23 3 11 15 40 Table 2: Distances among Locations and Ports Section 6 - Scheduling Trucks departing from a manufacturing plant based in Barnsley are loaded with pallets of goods. On the 17th of February, the logistics planner needs to load goods onto ten trucks. Three docks are available for the process; ten trucks need to be loaded. Each truck can be processed at both the truck docks. The objective of the planner is to minimise the maximum completion time, in such a way to free the truck docks as soon as possible. After having identified and classified the problem according to the studied taxonomy, could you determine the optimal loading sequence, explaining the adopted approach and comparing its performance (according to selected objective functions) to the one provided by other ones? Represent the solution in a Gantt diagram (for instance by employing the LEKIN software). Furthermore: How would the solution change if just two docks were available, due to absenteeism problems related to the current Covid-19 pandemic? How the solution would change if, thanks to some agreements with the third party logistics providers, all the trucks were available at the beginning of the time horizon (considering the original three docks)? How would the solution change if the company was interested to minimise the sum of the completion times (considering the original three docks and release times)? Truck A B D E F G H I J Required Load Processing Time 76 70 35 45 105 90 40 55 80 95 Release Time 1060 | 100 110 160220 290 350 40 270 Section 1 - Production Planning One of the leading Pasta worldwide pasta manufacturing companies (DCC) established a production plant in Bedfordshire in 2009. The Logistics and Production Planning department is interested in determining the monthly plan for the Penne shape. The shape is available in two versions, Rigate (furrowed) and the recently introduced in the UK market Lisce (smooth) In particular, thanks to the availability of an existing stock, the head of Logistics and Production Planning team has stated that the amount of Penne Rigate to be produced in February should not exceed the sales forecast for March 2021 (340 tonnes). As regards the Penne Lisce shape, due to fixed costs, a minimum amount of 150 tonnes has to be produced. The supply of wheat is sub-contracted to one of the major wheat dealer. Due to contractual agreements, the dealer needs to supply at least 450 tonnes of wheat per month. However, due to capacity issues in the supply chain of the dealer, the amount of wheat the company can provide cannot exceed 1800 tonnes per month, in any case. For manufacturing 1 tonne of Penne Lisce, 1.35 tonnes of wheat are required; for manufacturing 1 tonne of Penne Rigate, 1.75 tonnes of wheat are required. Within the production process, the most time consuming operation is constituted by the extrusion and drying stages. In order to produce a tonne of Penne Lisce, 20 equivalent workforce hours are required, while for a tonne of Penne Rigate (due to quicker drying times) 16 hours are enough. Currently, a total number of 160 workers are employed in the stage, working 40 hours per week. According to the Human Resources department forecasts, the absenteeism rate for February will be equal to 10%, due to the current Covid-19 pandemic. In the hypothesis that all the pasta produced will be sold, and knowing that the profit margin of the Penne Rigate shape is 15% larger than the one of the Penne Lisce one, try to determine the optimal product mix that maximizes profits. In particular: identify and explain all the constraints; formulate the mathematical model for the problem; solve it by using the graphical method (for instance, by using Desmos and checking the results with MS Excel Solver); identify the most stringent constraints and give some advices to the company to potentially increase the monthly output and/or maximize the efficiency of the operations; explain what would happen if, thanks to some drying process improvement that would significantly lower the unit cost, the profit margin for the Penne Lisce shape would be equal to the one of the Penne Rigate shape. explain what happens if, due to an industrial action being announced by the GMB national union, workers may not be at work for 12 hours during February. The local union branch forecasts that 80% of the workers at the plant will join the strike. . . . Section 2 - Demand Forecasting The Planning Department of a large distribution centre of a premier online retailer located in South Yorkshire is interested in determining the number of pallets, which will be handled throughout the centre in the 2021 year, for staffing and dimensioning purposes. A historical series of the goods handled in latest years is available. Based on the data shown below, develop a reliable forecast for the 2021 year, employing a method of your choice, justifying such choice and reflecting on its performance. 2013 2014 2015 2016 2017 2018 2019 2020 January 31,292 33,193 33,214 28,051 30,061 32,595 35,797 35,150 February 31,769 32.828 32,132 28.198 29,957 33,337 33,877 36,223 March 38,452 39,334 40,340 36,911 37,973 41,229 42,394 46,964 April 42,973 49,597 50,675 46,890 50,880 56.293 55,316 67,557 May 53,710 54,990 56,564 54.107 58,726 63,858 66,954 83,020 June 53,917 54.766 58,489 55,327 59,435 60,121 68,472 89,261 July 59,805 60,819 61,941 57,816 63,667 68,322 77,932 100,910 August 63,664 63,887 64,011 60,670 70.599 70,045 80,496 112,022 September 58,385 59,551 60,693 56,052 62.291 65.172 73,867 94.611 October 53,451 54,676 55,177 57.859 56.324 57.737 65,668 84.101 November 37,462 38,188 34.399 35,385 37.185 35,586 39,724 58,494 December 37,234 37,044 33,201 34,156 39,937 36.893 42,391 59,214 Section 3 - Sheffield City Region Location Analysis Exhibits A and B below report the current Household Waste Recycling Centres stores in operation within the Rotherham Metropolitan Borough Council territory. The Council provides four Household Waste Recycling Centres for the recycling and disposal of household waste that has been generated by residents of the borough from their own homes. Such sites are not able to accept trade, commercial, construction and demolition or industrial waste. Greasbrough - Car Hill, S61 4QL Bramley - Lidget Lane, S65 4LY Rawmarsh - Warren Vale, S62 7SS North Anston - Magilla, Common Road, S25 4AH Exhibit A: HWRCs in operation within the Rotherham MBC Territory Conisbrough Wadworth Thorpe Hesley Rawmarsh Parkgate M18 Braithwell M1 Rotherham Ticl A61 Wickersley A631 Maltby A60 Brinsworth TINSLEY Catcliffe Thurcroft Oldcot Sheffield A57 Langol Dinnington HARROW M1 A60 A57 IER EDGE Swallownest Anston A57 A6102 Carlto Lindr Beighton Google My Mapson Park A57 Exhibit B: HWRCs in operation within the Rotherham MBC Territory (from Google Maps) Based on the location data provided above, on he population data for Rotherham MBC electoral wards provided below, and on the distances between wards and HWRCs, provide an assessment about the current network of HWRCs, by evaluating the following dimensions: covered wards and percentage of covered population, by assuming an appropriate covering radius; average travel distances from HWRCs to wards; opportunities for locating new HWRCs in Rotherham, and the impact this could have on the performance of the network according to the measures you have adopted; further recommendations for future plans (closing/downsizing some existing stores; expanding some existing stores). Please note that data is provided also about two further HWRCs located, respectively, in Sheffield and Bassetlaw. Also evaluate the contribution provided by such HWRCs to the service provision in Rotherham MBC area. Is there any additional opportunity for consolidation? Wards in Rotherham Population Percentage Anston & Woodsetts 10,916 4.14% Boston Castle 13,431 5.10% Brinsworth & Catcliffe 12,656 4.81% 13,215 5.02% Dinnington Hellaby 12,031 4.57% Holderness 12.277 4.66% Hoober 14,721 5.59% Keppel 11,096 4.21% Maltby 12,152 4.61% Rawmarsh 13,472 5.12% Rother Vale 14,138 5.37% Rotherham East 15,275 5.80% Rotherham West 13,561 5.15% Silverwood 12,640 4.80% Sitwell 11,686 4.44% Swinton 11.031 4.19% Valley 11,914 4.52% Wales 11,068 4.20% Wath 12.802 4.86% Wickersley 11,078 4.21% Wingfield 12,215 4.64% Total 263,375 Rotherham HWRC Travelling Time between Wards and HWRCs Car Hill Common Road Warren Vale Anston & Woodsetts 28.5 10.0 34.0 Boston Castle 10.0 16.0 16.0 Brinsworth & Catcliffe 11.0 18.0 18.0 23.0 5.5 29.5 Dinnington Hellaby 18.0 13.0 18.0 Holderness 18.0 7.0 23.0 Hoober 8.5 24.0 10.0 7.0 21.0 12.0 Keppel Maltby 22.0 16.0 22.0 Rawmarsh 5.0 24.0 4.0 Rotherham Rother Vale 17.0 7.0 22.0 Rotherham East 11.5 18.0 13.0 Rotherham West 8.0 23.0 14.0 Silverwood 13.0 18.0 9.0 Sitwell 13.0 12.0 16.0 Swinton 10.5 27.0 5.0 Valley 11.0 16.0 17.5 Wales 20.0 9.5 28.5 Wath 12.0 30.5 6.0 16.0 12.0 17.0 Wickersley Wingfield 4.0 25.0 10.0 Section 4 - IKEA Routing Analysis A Logistical Coordinator at IKEA Sheffield, has to arrange the delivery plan for 10 customer orders in Sheffield area. Each customer has to be delivered some flatpack furniture; deliveries will happen by using vans, whose capacity is 12 parcels, available from 6am at the Depot. The average speed of the van is 40 km/h; its operational cost 0.5 /km. Employing methods you have studied during the module, work out the optimal routing planning. Station 1 2 3 4 5 6 7 8 Address 26 East Glade Road Sheffield England United Kingdom 28 Boyce Street Sheffield England United Kingdom 138 Industry Street Sheffield England United Kingdom 76 Leigh Street Sheffield England United Kingdom Manor Way Sheffield England United Kingdom 710 Ecclesall Road Sheffield England United Kingdom 18 Revill Lane Sheffield England United Kingdom 140 South Road Sheffield England United Kingdom 148 Chesterfield Road Sheffield England United Kingdom 14 Hastilar Road South Sheffield England United Kingdom IKEA Sheffield Type Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Customer Location Depot 9 10 Depot Loading Duration (DD:HH:M M Unloading Duration (DD:HH:M M) To Station 1 Load Amount 1 00:00:01 00:00:01 2 4 00:00:01 00:00:01 Order ID ORD- 1 ORD- 2 ORD- 3 ORD- 4 ORD- 5 ORD- 3 3 00:00:01 00:00:01 4 1 00:00:01 00:00:01 5 From Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Depot Station Pickup Min Time 26/11/2019 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 26/11/2020 08:00 Pickup Max Time 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 26/11/2020 08:30 Delivery Min Time 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 26/11/2020 09:00 Delivery Max Time 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/12/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 26/11/2020 15:00 2 00:00:01 00:00:01 6 4 00:00:01 00:00:01 ORD- 7 1 00:00:01 00:00:01 ololola ORD- 8 00:00:01 00:00:01 9 1 00:00:01 00:00:01 ORD- 9 ORD- 10 10 2 00:00:01 00:00:01 Section 5 - Warehousing Planning XP is a distribution company having a warehouse with two I/O ports and 40 storage locations, arranged in four racks (see Figure below). The characteristics of the products at stock are reported in Table 1, while the distances between the two I/O ports and the storage locations are indicated in Tables 2 and 3. The company is going to allocate each product to a specific location, trying to minimize the cost that the new layout would cause in terms of handling operations. Could you help the company in determining a good product allocation policy? 1/0 port 2 40 35 26 21 31 10 20 15 16 I/O port1 Figure 1: Malabar Ltd warehouse Products 1 2 3 4 5 Locations Required 12 6 8 4 8 Handling Operations at Port 1 25 | 16 1424 22 Handling Operations at Port 2 | 1826 30 22 22 Table 1: Products Characteristics Location Distance Port 1 Distance Port 2 Location Distance Port 1 Distance Port 2 1 2 22 21 14 10 2 4 20 22 16 8 3 6 18 23 18 6 4 8 16 24 20 4 5 10 14 25 22 2 6 3 23 26 15 11 7 5 21 27 17 9 8 7 19 28 19 7 9 9 17 29 21 5 10 11 15 30 23 3 11 2 22 31 14 10 12 4 20 32 16 8 13 6 18 33 18 6 14 8 16 34 20 4 15 10 14 35 22 2 16 3 23 36 15 11 17 5 21 37 17 9 18 7 19 38 19 7 19 9 17 39 21 5 20 23 3 11 15 40 Table 2: Distances among Locations and Ports Section 6 - Scheduling Trucks departing from a manufacturing plant based in Barnsley are loaded with pallets of goods. On the 17th of February, the logistics planner needs to load goods onto ten trucks. Three docks are available for the process; ten trucks need to be loaded. Each truck can be processed at both the truck docks. The objective of the planner is to minimise the maximum completion time, in such a way to free the truck docks as soon as possible. After having identified and classified the problem according to the studied taxonomy, could you determine the optimal loading sequence, explaining the adopted approach and comparing its performance (according to selected objective functions) to the one provided by other ones? Represent the solution in a Gantt diagram (for instance by employing the LEKIN software). Furthermore: How would the solution change if just two docks were available, due to absenteeism problems related to the current Covid-19 pandemic? How the solution would change if, thanks to some agreements with the third party logistics providers, all the trucks were available at the beginning of the time horizon (considering the original three docks)? How would the solution change if the company was interested to minimise the sum of the completion times (considering the original three docks and release times)? Truck A B D E F G H I J Required Load Processing Time 76 70 35 45 105 90 40 55 80 95 Release Time 1060 | 100 110 160220 290 350 40 270