蛇欲吞象 谈何容易

今年1月5日,保时捷汽车控股集团宣布终于收购欧洲最大乘用车制造商大众公司50.76％的股份。这一度让人们以为汽车业史上历时最长、最不可能完成的一项收购案终于结束。这意味着一家雇员仅12000名,年产量只有10万辆汽车的公司竟然收购了雇员373400名,2008年年产辆达到623万辆的汽车工业巨子。     

A method for solving the multi‐objective transit frequency optimization problem

Frequency setting takes place at the strategic and tactical planning stages of public transportation systems. The problem consists in determining the time interval between subsequent vehicles for a given set of lines, taking into account interests of users and operators. The result of this stage is considered as input at the operational level. In general, the problem faced by planners is how to distribute a given fleet of buses among a set of given lines. The corresponding decisions determine the frequency of each line, which impacts directly on the waiting time of the users and operator costs. In this work, we consider frequency setting as the problem of minimizing simultaneously users' total travel time and fleet size, which represents the interest of operators. There is a trade‐off between these two measures; therefore, we face a multi‐objective problem. We extend an existing single‐objective formulation to account explicitly for this trade‐off, and propose a Tabu Search solving method to handle efficiently this multi‐objective variant of the problem. The proposed methodology is then applied to a real medium‐sized problem instance, using data of Puerto Montt, Chile. We consider two data sets corresponding to morning‐peak and off‐peak periods. The results obtained show that the proposed methodology is able to improve the current solution in terms of total travel time and fleet size. In addition, the proposed method is able to efficiently suggest (in computational terms) different trade‐off solutions regarding the conflicting objectives of users and operators. Copyright © 2017 John Wiley & Sons, Ltd.     

通用大宇沉浮录·下篇·

GMDAT策略:品牌重建、弥补GM全球车型总体规划的不足和空白、增强在新兴市场知名度上篇中曾提到,为使通用大宇重新占领市场,通用面临诸多挑战。但在很短的时间内,通用就稳定了大宇的军心,重拾了客户与企业之间的信心联系,再次启动新车型开发项目,且确保对GMDAT的财政支持。以上措施尽管取得了一定的效果,但通用深知要想     

通用大宇沉浮录·上篇·

2002年通用汽车决定收购倒闭的韩国大宇汽车组建通用大宇汽车技术公司(GMDAT)时,曾引来业界一片质疑之声,甚至通用董事会中也有成员持怀疑态度。现在回头来看,通用收购大宇是一件无比明智的决定。这家以打造低制造成本、低级别车型的公司经过几年的发展。不仅实现高速增长,还成为了通用面向欧洲、亚洲甚至北美市场重要的研发中心,以及公司全球发展计划中的核心组成部分。为了更深入地了解大宇的发展,Global Insight特别就该收购案中的战略关系,以及就过去五年里改变大宇的关键因素等问题,采访了曾任通用大宇汽车和科技公司总裁兼首席执行官,现升任通用汽车亚太区总裁的Nick Reilly先生。