As a consequence of globalization and developing economies becoming more mature, airports face increasing passenger numbers. It is the case that large airports are energy intensive buildings with an electricity consumption ranging between 100 - 300 GWh anually. Within ATBs (Airport Terminal Buildings) the BHS (Baggage Handling System) is categorized as a high energy consuming system. As for the BHS, conveying equipment is the main consumer of energy (55% to 70%). From the perspective of a designer it is very hard to predict energy consumption in evaluation of conceptual designs and therefore energy consumption is often not given the attention it deserves at this stage of design due to the fact that baggage handling performance is dependent on many dependent variables and dynamically changing demands. As a consequence the use of dynamical models is necessary. In this research a generic simulation model has been created to investigate energy consumption. The applicability of the model has been tested on two conceptual design lay outs.

A strategy is necessary to improve the assembly process of super yachts. Literature on improvement methodologies from different industries suggest that a reduction of system complexity can lead to a more efficient assembly process. A less complex system in terms of assemblability can be achieved by modularization of these systems. Literature suggest that the performance of a modular strategy can be further elevated by with a strategy called “design for assembly”. The System Coupling Level Index is adapted for shipbuilding. A reduction in the complexity results in less human effort on-board. This enables the LSSI (Large Scale System Integrator) to positively change the value-time curve of the assembly process. The shift from on-board to a workshop enables the LSSI to outsource the production of the modules, this is indicated with the Production Multiplier (PMP) adapted from the 3C model. The outsourcing of these modules leads to a higher Gross Margin (GM) on the system for the LSSI. Moreover, the time effect is a reduced lead time of the engine room. A different machine install strategy can reduce the idle time of equipment in the engine room. This reduces the risk on damage of equipment and gives the suppliers more time to produce the modules.

The Heineken supply chain goes from the production units, through local distribution centers, to the wholesale and retail customers in the market. Heineken Netherlands Supply is interested in bypassing the distribution center in Germany when possible. It is expected that these so-called direct deliveries have the potential to save on transport-, handling- and storage costs. A system analysis defined the Direct Delivery model, and showed that there are sixteen future scenarios, based on choices for the contacting party, supply model, degree of pallet handling and carrier party. All sixteen scenarios were evaluated against several qualitative impact parameters, i.e. customer satisfaction, order complexity, warehouse complexity, and carrier performance. Also a case study was performed to calculate the quantitative impact parameters, i.e. supply chain costs. It was found that the supply chain cost savings are marginal, and that none of the sixteen scenarios have no expected decrease in quality. More detailed case studies are required to determine direct delivery feasibility.