A look behind the scenes Digitalisation at Contargo From idea to self-developed software
A look behind the scenes Digitalisation at Contargo From idea to self-developed software
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The
digitalisation of container terminals makes them more efficient and more
transparent, helps to reduce costs and increase capacity. So that the software
can meet our own needs, rather than having to adapt our processes to the
software, Contargo frequently develops its own solutions. Using the example of
the Terminal Operating Systems (TOS), we show you how this is done.
The challenges
The challenges
Making handling more efficient
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The
container hinterland network Contargo organises container transports
between the western seaports, the German North Sea ports and the European hinterland.
For this the enterprise uses combined transport, exploiting the
inter-system advantages of the transport modes barge, rail and truck in an
integrated transport concept. Fixed routes, fixed schedules and high
frequencies form the basis for fast, efficient, reliable container transports.
Combined transport offers many advantages: it can cut costs and reduce the CO₂ emissions per loading unit. The bottlenecks in this type of transport are the terminals where containers are transferred from one transport mode to another. In order for procedures to be efficient here, they need to be structured, fast, and understandable for the user. The prerequisite for this is a Terminal Operating System that optimises processes for the people, the equipment and the freight.
Combined transport offers many advantages: it can cut costs and reduce the CO₂ emissions per loading unit. The bottlenecks in this type of transport are the terminals where containers are transferred from one transport mode to another. In order for procedures to be efficient here, they need to be structured, fast, and understandable for the user. The prerequisite for this is a Terminal Operating System that optimises processes for the people, the equipment and the freight.
The challenges
The challenges
Integrating new terminals
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Ever since
the founding of Contargo in 2004 there had been a clear need for a terminal
operating system, to be used in the large, high-performance terminals. So a
system of this kind was duly procured. However, more terminals with IT which
did not support this function were repeatedly being integrated into the Contargo
network – for instance Wincanton, which was taken over by Contargo in 2012. Thus
in 2014 it was decided that in order to master future challenges Contargo needed
a completely new software landscape.
In 2015, detailed requirements engineering was started as a preliminary step. For 12 months all terminal sites of Contargo were involved in identifying, analysing, specifying and validating the requirements for the new software system. At the end of this process there was a call to tender which turned out very unsatisfactorily, because not one of the applicants was in a position to fulfil the specified requirements.
In 2015, detailed requirements engineering was started as a preliminary step. For 12 months all terminal sites of Contargo were involved in identifying, analysing, specifying and validating the requirements for the new software system. At the end of this process there was a call to tender which turned out very unsatisfactorily, because not one of the applicants was in a position to fulfil the specified requirements.
Henrik HankeManager IT, Contargo
"In
the end we decided to develop our own software together with our service
provider Synyx. This has many advantages: we have the source code, and this
gives us long-term investment security and means we can adapt the software
continually to changing background conditions. We are not dependent on a single
manufacturer, and the software is secure."
Scrum, agility, transformationLogistics specialists and IT experts work hand in hand
The Scrum
method had already proved its worth in previous projects at Contargo. The
advantage of this method for the management of agile software projects is that
a practical pilot version is obtained within quite a short time and this can be
tested out at one site. There, more users familiarise themselves with the
software and pass on their experience from its daily use to the team of
developers, so that the software can be further optimised.
To find out more about Scrum simply move your cursor over the elements of the Infographic on the next page.
To find out more about Scrum simply move your cursor over the elements of the Infographic on the next page.
Product Backlog
The
starting-point in Scrum is the customer (Product Owner) who establishes the requirements
for the product (in the Product Backlog). Unlike the usual procedure in Scrum, Contargo
works with both specialist and technical product owners to identify the
requirements. The special feature at Contargo is the close involvement of
specialist employees in a user group that contributes its experience to the
project. The group is largely responsible for the function of an application,
as a requirements analysis always takes place before every project. This team
also supports the project during the development phase in which the users give
their feedback on the preliminary version of the product.
Sprint Cycle
A Sprint
Cycle lasts two weeks. In this time the teams works on the specified Sprint backlog.
The team discusses daily, gives weekly feedback to the other teams and presents
its results every two weeks. Then the cycle starts over again with a different
work package.
Sprint Planning Meeting
At the
beginning of each Sprint a kick-off meeting is held with the purpose of
selecting a work package from the Product Backlog, to be made into a Sprint
Backlog.
Sprint Backlog
The teams
of developers receive individual work packages (Sprint Backlogs) every two
weeks that have been taken by the product owners from the product backlog at
the Sprint Planning Meeting.
Daily Scrum
The members
of the teams discuss and coordinate internally every day.
Weekly Scrum
Every week
the teams give cross-team feedback on the status of their work and discuss
obstacles and challenges.
Sprint Retrospective
After every
Sprint a retrospective view takes place – and improvements are derived from it.
Sprint Review
Every two
weeks the team presents its results to the Product Owners and future users,
live on the system.
Product Backlog Refinement
Throughout
the whole process, product owner and team develop the Product Backlog further, re-arrange,
prioritise, delete, add details, make summaries, etc.
Team
An interdisciplinary
Scrum team transforms the requirements for the product into functionalities.
The team, consisting of eight people on average (developers, scrum master
and product owners), organises itself.
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Product Backlog
The starting-point in Scrum is the customer (Product Owner) who establishes the requirements for the product (in the Product Backlog). Unlike the usual procedure in Scrum, Contargo works with both specialist and technical product owners to identify the requirements. The special feature at Contargo is the close involvement of specialist employees in a user group that contributes its experience to the project. The group is largely responsible for the function of an application, as a requirements analysis always takes place before every project. This team also supports the project during the development phase in which the users give their feedback on the preliminary version of the product.
Sprint Cycle
A Sprint
Cycle lasts two weeks. In this time the teams works on the specified Sprint backlog.
The team discusses daily, gives weekly feedback to the other teams and presents
its results every two weeks. Then the cycle starts over again with a different
work package.
Sprint Planning Meeting
At the
beginning of each Sprint a kick-off meeting is held with the purpose of
selecting a work package from the Product Backlog, to be made into a Sprint
Backlog.
Sprint Backlog
The teams
of developers receive individual work packages (Sprint Backlogs) every two
weeks that have been taken by the product owners from the product backlog at
the Sprint Planning Meeting.
Daily Scrum
The members
of the teams discuss and coordinate internally every day.
Weekly Scrum
Every week
the teams give cross-team feedback on the status of their work and discuss
obstacles and challenges.
Sprint Retrospective
After every
Sprint a retrospective view takes place – and improvements are derived from it.
Sprint Review
Every two
weeks the team presents its results to the Product Owners and future users,
live on the system.
Product Backlog Refinement
Throughout the whole process, product owner and team develop the Product Backlog further, re-arrange, prioritise, delete, add details, make summaries, etc.
Team
An interdisciplinary Scrum team transforms the requirements for the product into functionalities. The team, consisting of eight people on average (developers, scrum master and product owners), organises itself.
The teamsExpert knowledge meets practice
Since
Contargo attaches great importance to close collaboration between theory and
practice, in the TOS project, too, project teams were composed of Contargo's
own employees together with employees of service provider Synyx.
Click on the pictures.for more information about Contargo and Synyx:
Click on the pictures.for more information about Contargo and Synyx:
Management of changeConvincing the management
Essential for successful introduction of TOS: a positive
attitude of the managers to the new software and hardware. This was the purpose
of a Management Meeting held in March 2017 at the offices of service provider Synyx
in Karlsruhe. Here, managers had an opportunity to see, experience and
understand the new processes – and feel at ease with them.
In small
groups the managers were given a demonstration of the new applications, and had
a chance to try them out for themselves.
Crane automation with TOSPlay – with a purpose
In May
2018, a four-strong team of Contargo employees and colleagues from development
partner Synyx constructed a programmable model of a crane from 2,800 toy bricks.
They used the model to simulate the interfaces that would be needed later for
crane automation. The information gained from the simulation could then be used
as an input for the integration into TOS.
ImplementationFrom theory to practice
With the
pilot version of TOS a new phase began: suitable hardware had to be purchased
and all participants had to have training.
Hardware Interchangeable, available, durable
Hardware Interchangeable, available, durable
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As well as
its own software Contargo also needed various items of hardware (components) in
order to use the Contargo Open Logistics Apps. When selecting components, the
main criteria are risk minimisation and business continuity.
To keep the terminals running, Contargo uses standard hardware components and standard equipment (e. g. tablets and scanners) which can be quickly replaced in case of defects.
Ease of exchangeability is also a criterion. Thus for instance instead of a standard PC, inexpensive minicomputers called Raspberry Pis were used for the self-check-in kiosks. At the terminals spare preconfigured devices are always available, so that terminal staff can replace a defective device without the support of a technician.
Products were also selected according to whether manufacturers could be expected to go on making them for a long time. To fulfil this criterion the team selected individual components with care. For instance, with receipt printers care was taken that they would take standard format receipt rolls that are available everywhere, so that ordinary thermal paper rolls could be used.
To keep the terminals running, Contargo uses standard hardware components and standard equipment (e. g. tablets and scanners) which can be quickly replaced in case of defects.
Ease of exchangeability is also a criterion. Thus for instance instead of a standard PC, inexpensive minicomputers called Raspberry Pis were used for the self-check-in kiosks. At the terminals spare preconfigured devices are always available, so that terminal staff can replace a defective device without the support of a technician.
Products were also selected according to whether manufacturers could be expected to go on making them for a long time. To fulfil this criterion the team selected individual components with care. For instance, with receipt printers care was taken that they would take standard format receipt rolls that are available everywhere, so that ordinary thermal paper rolls could be used.
Introductory sessionsTraining on the job
At the
beginning of the pilot phase in Koblenz, the process specialists and the
roll-out team supported their colleagues during the changeover. Personnel like
terminal dispatchers, administrative staff and the gate team were given
training on the spot, directly with the new process, to familiarise themselves
with the procedures, the software and the hardware. Because Contargo prioritises
the user experience, the apps are very intuitive, so crane and reach stacker
operators only needed short explanations before confidently finding their way
around. Truck drivers, too, were supported by the team at the self-check-in.
Since many of the drivers come from other countries, Contargo had already
prepared for the new check-in system by having the forms translated into ten
languages.
The first sites using the new system
On the next
page you will find a map of Contargo’s locations. On it, you can click
on the three sites that have already begun using the first elements of TOS. Find
out more about their progress and their initial experiences.
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Neuss
Exemplary terminal on the Lower Rhine
Frankfurt-Ost
Terminal with potential
Koblenz
Pilot location for TOS
Looking ahead The Smart Terminal
Looking ahead The Smart Terminal
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The Terminal
Operating System is just one module in Contargo’s comprehensive digitalisation
concept. In future many other applications will contribute to the Smart Terminal.
Click on the graphic for full screen mode.
Your contact at Contargo for all questions concerning digitalisation:
Henrik Hanke
IT Manager
Tel.: + 49 2065 499 210
E-Mail: hhanke@contargo.net
Click on the graphic for full screen mode.
Your contact at Contargo for all questions concerning digitalisation:
Henrik Hanke
IT Manager
Tel.: + 49 2065 499 210
E-Mail: hhanke@contargo.net
Impressum
Impressum
Fullscreen
Impressum
Contargo
GmbH & Co. KG
August-Hirsch-Straße 3
47119 Duisburg
Deutschland
Freecall 00800 CONTARGO
info@contargo.net
Translation
Anne Ray
Editing and Design
Medienbüro am Reichstag GmbH
Reinhardtstrasse 55
10117 Berlin
+49 30 30872993
contargo@mar-berlin.de
Photos
Augenschmaus Fotografie
Contargo
Farideh Diehl Fotografie
Henry Tornow
LOKOMOTIV Fotografie
Margarita Andris
Motivjägerin | Tina Trippens
Staronwerk Simone Staron
Tim Frankenheim
Royalty-free music
www.musicfox.com
August-Hirsch-Straße 3
47119 Duisburg
Deutschland
Freecall 00800 CONTARGO
info@contargo.net
Translation
Anne Ray
Editing and Design
Medienbüro am Reichstag GmbH
Reinhardtstrasse 55
10117 Berlin
+49 30 30872993
contargo@mar-berlin.de
Photos
Augenschmaus Fotografie
Contargo
Farideh Diehl Fotografie
Henry Tornow
LOKOMOTIV Fotografie
Margarita Andris
Motivjägerin | Tina Trippens
Staronwerk Simone Staron
Tim Frankenheim
Royalty-free music
www.musicfox.com
Synyx
IT Service Provider:synyx GmbH & Co. KG
The
Contargo IT department has been working for several years now with IT service
provider Synyx from Karlsruhe. The company, founded in 2002, develops
individual, high-performance software for its customers by integrating open source
solutions/frameworks. In this way solutions are created that are efficient and
mature.
The services:Developing and optimising
As well as
consulting, the portfolio of Synyx includes the improvement of existing
software and software development teams, and open source software development.
Synyx supports the unique selling points of its customers by the development of
individual software, and offers them the possibility of differentiating
themselves from the competition. Their work is built around a user-centred
approach.
The approach:Agility, quality and sustainability
Transparency
and interactive collaboration are important to Synyx. The agile work methods
produce a lean, transparent development process. The self-organising,
interdisciplinary teams work in cycles of two weeks, thus they are able to
react at short notice to problems, changes and wishes. The teams also consider
sustainability. In terms of software development, sustainability means providing
maximum usefulness at all times while keeping the required resources to a
minimum. Quality at Synyx is not regarded simply as a technical matter; rather,
the focus is on the user. Only software that is actually used can truly deliver
added value.
The values:Openness, responsibility, passion
For Synyx, Open
Source is a way of life, an attitude that permeates all areas of the company. Not
only does the team develop software with an open source code that is accessible
to third parties; it maintains a culture of sharing and participation, with the
focus on working together. The company’s basic values include a good working
climate with open communication, and a sense of social responsibility. It aims
for lasting value rather than short-term success: this applies to the quality
of the services, to customer relations and its attitude to the environment.
At the Devoxx4Kids Events, Synyx employees show children how to use computers creatively and enjoy programming.
Management Meeting
Change Management
In small
groups the managers were given a demonstration of the new applications, and had
a chance to try them out for themselves.
Observe, experience, understand
Der Kran aufbau im Zeitraffer
Four men - one crane'Fast forward' view of crane assembly
Koblenz
Terminal KoblenzA terminal for special situations
In the
Rhine Port of Koblenz a small team from Contargo Rhein-Main organises
transports between the business centre of Koblenz, with its many production
sites of global enterprises and suppliers, and the western seaports. The
trimodal terminal has two berths for barges and a rail siding for the handling
of all types of containers – including dangerous goods containers, reefers and
tank containers. Other services provided are container repair and maintenance, stuffing
and stripping, value added services, and the purchase and sale of containers. At
present the terminal is being enlarged by the addition of a site on the
opposite side of the port.
Implementation of the Terminal Operating SystemPilot project in Koblenz
The pilot
project for the introduction of the new software in Koblenz began in summer
2017. Koblenz was the first terminal in the enterprise’s European container
network to be equipped with the necessary hardware and software. Now truck
drivers can check themselves in and pass the automatic gate. Particulars of the container to be
loaded are transmitted electronically to the crane operator‘s tablet. The crane
operator has to confirm when he has completed the manoeuvre. Over the next few
years, other functions will be successively introduced at the terminal, and the
other Contargo locations will make use of the resulting experience.
Arndt PuderbachTerminal Manager Koblenz, Contargo Rhein-Main
"The
Terminal Operating System offers numerous advantages for customers, business
partners and Contargo. Customers benefit from the fact that loading errors and
discrepancies in the depot no longer occur and they have status information in
real time. Our business partners save a lot of time, for instance thanks to
check-in simplification at the automated kiosk, where translations are
available in a wide range of languages. And among other features our employees
have support from the clear instructions to equipment operators and the
automation of the check-in system."
Terminal Frankfurt-Ost Location with potential
Together
with the terminals in Koblenz and Gustavsburg, the terminal in Frankfurt’s
Osthafen is part of Contargo Rhein-Main GmbH. The terminal links one of
Germany’s most important metropolitan regions with the western seaports of
Rotterdam and Antwerp and the northern German port of Hamburg. The trimodal
terminal in Frankfurt-Ost has two rail tracks and berths for two inland
vessels. Containers of every type are handled here – including dangerous goods
containers and reefers. Other services provided are container maintenance and
repair, stuffing and stripping.
Implementing the Terminal Operating System Process optimisation for trucks
Introduction
of the Terminal Operating System is intended primarily to streamline truck
processing. In 2017 the new parking spaces and the waiting bays for trucks were
already completed. Here the drivers now find kiosks where they can check into
the terminal themselves. Following automated admission to the terminal, the
trucks are then handled with precision.
Christian EichmeierManaging Director, Contargo Rhein-Main and Terminal Manager Frankfurt-Ost
"By
introducing TOS I expect process improvement that will benefit everyone
concerned: the peak times in the late morning and the afternoon will be
relieved, also partly due to truck drivers being able to check themselves in. Processes
at the terminal will be improved, enabling us to increase our capacity. Our
personnel will be under less pressure thanks to process optimisation. And the
roads outside the terminal will not be blocked by waiting trucks, because they
can park on our site while the drivers complete the formalities."
Neuss neu
Contargo NeussExemplary terminal on the Lower Rhine
The terminal
in the Flosshafenstrasse belongs to Contargo Neuss GmbH. By September 2018 the
terminal area was modernised and almost trebled, while business continued as
usual. Now 84,000 m² are available for trimodal container handling. With two
newly-installed cranes, Contargo now has five portal cranes in Neuss fur container
handling (two of them at the site in Tilsiter Strasse). The length
of the sidings has been increased to 1,400 m, enabling two block trains to be handled
simultaneously. Handling
capacity at the terminal has been doubled, to 200,000 containers. Thus Neuss can be used in future as
a hub of the Contargo Group for the seaports of Rotterdam and Antwerp. The trimodal site has three berths
for barges and two rail sidings for handling all sorts of containers – including
dangerous goods containers. Other services provided are container repair and
maintenance, and stuffing and stripping on request.
Optimised gate processesFaster truck handling
Neuss is
one of the largest terminals in the Contargo Group, and also one of the most
modern. Additional space for waiting trucks, and optimised processes for
checking-in and checking-out will help to free up the roads in the port. OCR gates,
a drive-by kiosk, and self-check-in at the gatehouse, are expected to halve the
throughput times of trucks in the terminal.
Volker BovelandManaging Director Contargo Neuss
"Since
autumn 2017, at our terminal we have integrated the operative applications
STAR, Self-Check-In and Gate Control from the Contargo Open Logistics Apps –
COLA for short – into our existing terminal system. The new processes help to
substantially speed up the processing and throughput times of trucks at our
terminal. In future other COLA applications will be successively introduced to
harmonise our processes more extensively in a unified system environment."
Contargo
IT department and usersContargo
These two
gentlemen were not part of the team using Scrum to develop TOS (they adorned
the 2016 Contargo Calendar) – but they stand for the many employees from
various Contargo companies who have engaged in this project in addition to
their core tasks. On the next few pages we present some of them to you.
Peter BolchSoftware Developer, Contargo
"I
have been working with Scrum for five years now and I am convinced by this
method. It encourages mutual trust and cooperation with our partner, and the
teams can organise themselves. The focus for us is on the production capability
of the locations. If something goes wrong there, it has immediate and
far-reaching effects: e. g. truck tailbacks and stress for all concerned. So we
give high priority to risk minimisation and business continuity, and we almost
exclusively use components that can be replaced quickly and easily on the 'plug
and play' principle if there is a defect. Here, too, we have adopted an agile
approach and developed the Best Practice scenarios iteratively in each case. The
direct feedback of experience gained from the operation has helped us
tremendously in building up a robust, secure tech stack geared to business continuity."
Carsten ZöllnerProduct Owner, Contargo
"Having
spent many years in logistics consultancy and the management of complex supply
chains, I have experience in optimising and realigning processes. I am now
using this expertise as an input into Requirements Engineering. Together with
our operative colleagues we examine our processes, take them apart, eliminate
the parts that do not add value, rearrange them and in this way create
standards for successful work in the coming years. We refine the system during
development with Scrum, where the close link with practice in small, iterative
steps helps us to translate our processes into a precisely-tailored software
landscape that meets all our requirements."
Martha LeuschnerProject Consultant, Contargo
"I have
been supporting the project since its introduction at the first location,
Koblenz.
I mainly act as a contact partner for my colleagues and make the changeover with them on site. We do not simply provide training – we take our colleagues with us, sensitise them to the new approach and learn directly on the process itself. The actual training goes smoothly because with our apps we focus on user experience. You could almost call it a 'playful' changeover. I take the feedback we have worked out together back to Development."
I mainly act as a contact partner for my colleagues and make the changeover with them on site. We do not simply provide training – we take our colleagues with us, sensitise them to the new approach and learn directly on the process itself. The actual training goes smoothly because with our apps we focus on user experience. You could almost call it a 'playful' changeover. I take the feedback we have worked out together back to Development."
Ulrich WeißTechnical Operations, Contargo Wörth-Karlsruhe
"The software
for operating a container terminal can be developed perfectly using the Scrum method.
I am taking part in the TOS project as a specialist advisor and I am impressed
by this method because after each Sprint, which lasts 14 days, we see new
results and do not have to theorise endlessly. We quickly get the first
elements which are then successively extended and improved. Another advantage
is that if new requirements are added, as is happening just now in Koblenz due
to the expansion of the area with exactly-positioned parking bays, the software
can be easily extended."
Sven ZölleTerminal Manager, Contargo Basel
"As a
specialist Product Owner, I have been involved in developing the Terminal
Operating System for Contargo. I was working with Scrum for the first time, and
I am impressed how fast we got the first results and could begin trying out the
software. Scrum is just right for developing TOS. It was not – and is not – possible
to define all the software requirements beforehand. Many functions and
requirements only emerge and can be defined during practical use. Here Scrum, with
its short cycles, enables the software to be continuously improved. In this way
we get a software system that solves the concrete problems and supports us in
the everyday tasks of operative business."
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Digitalisation at Contargo
The challenges
The challenges
Henrik Hanke
Logistics specialists and IT experts work hand in hand
Scrum
Convincing the management
Play – with a purpose
From theory to practice
Interchangeable, available, durable
Training on the job
The first sites using the new system
The sites
The Smart Terminal
Impressum
synyx GmbH & Co. KG
Developing and optimising
Agility, quality and sustainability
Openness, responsibility, passion
Observe, experience, understand
Four men - one crane
A terminal for special situations
Pilot project in Koblenz
Arndt Puderbach
Location with potential
Process optimisation for trucks
Christian Eichmeier
Exemplary terminal on the Lower Rhine
Faster truck handling
Volker Boveland
Contargo
Peter Bolch
Carsten Zöllner
Martha Leuschner
Ulrich Weiß
Sven Zölle