from A to green

a future vision of coachworks

design brief
// executive summary //

Integral Design Project

Industrial Design Engineering Faculty. Delft University of Technology. My T // Ana Laura Rodrigues Santos Barth Vrijling David Giza Caicedo Marjolein van Houten Ricardo Mejia Sarmiento Stefanus Heru Prabowo Coach // Tjamme Wiegers External advisor // Elmer van Grondelle. Report 01 // Executive Summary. Oct 2008.

design brief

design brief

General Information

Members
Ana Laura Rodrigues Santos / IPD Student Bart Vrijling / IPD Student Marjolein van Houten / IPD Student Ricardo Mejia Sarmiento / SPD Student Stefanus Heru Prabowo / SPD Student David Giza Caicedo / DI Student

Team
MyT is a heterogeneous group from very different but complementary backgrounds (both academic and cultural) with a common interest and motivation for mobility, with two students with more than 6 years of industrial design experience developing different kinds of mass produced products and other two with experience in graphic design. Conceptual design, human-product/human-spatial interactions and sustainability are also among our common interests. We are an autonomous group with the ability to cover the whole design process (strategy, conceptualization and materialization) with input from different perspectives due to our complimentary backgrounds.

Client
COMBIGROEP CARROSSERIE (From here on referred as group) Contact Person: Karel Verlinden & GeertJan Karhof.

Time
Starting date: 9 September 2008 Finishing date: January 2009

Design brief / Executive Summary

This report aims to summarize in a consistent manner the work done by My T team during the rst stage of the project From A to Green: a Future Vision for Coachworks.

and approach. The next phase of development will include a future vision for the future delimited by the following factors:

Problem statement
The project From A to Green: a Future Vision for Coachworks, as its name suggests, engages sustainability and innovation in an effort to provide the group with a signicant step-up on the connection between Combigroeps brand image and brand identity through a product. The team intends to make a creative exercise by projecting a future vision that will nally inspire a realistic and inuential product an environmentally friendly and versatile coachwork. A pioneering approach will be developed through the analysis of future trends, drivers and forces - far until 2025 - so that this can be reected in the opportunities of a design that can launch the Present (2010) into this direction, while still following constrains and regulations imposed by a compliant industry.

Temporal The ViP methodology will be used with the years 2008 (Present) and 2025 (Future) as a frame of work to develop the vision, and having the year 2010 as a focus for the exploration of the design opportunities that can lead the group towards this future vision. Geographical The geographical context is bounded between local (municipal) and national (respective country) road infrastructure. Municipalities and countries play the most important role on the perspective of expanding markets. Functional Attention will be focused on coachworks for distribution and delivery. A limit was set between 3.5 to 7 tons for local delivery and between 7 to 22 tons for distribution. Special customized works and service coaches are left outside of the working scope as they are seen as being too customer-specic by nature and not representative of this projects goals to be taken into consideration. A selection of the type of goods to be transported was not made as a deeper research about the clients perspective must still be carried out.

Project scope
The context of the project was dened after an internal and external analysis using quantitative research tools - and the use of several conceptual and qualitative tools derived from the chosen framework

Opportunities and challenges

The overall opportunities analyzed during this rst phase of the project were divided in three different dimensions on which the team intends to act:

Product design
Green Use of green and light materials. This is still a supercial conclusion in the sense that only by studying the future scenario on the next phase, will the team be able to determine the drivers and trends that will inuence the concrete choice of materials and production technologies used. In any case it is important to state the two material spheres distinguished by the Cradle to Cradle (C2C) philosophy: the technical (technosphere) and biological (biosphere). These two concepts offer inspiration for the future vision thought they might not be realistic for the results presented for the year 2010. The growing number of measures being applied in the automotive industry to achieve greater energy efciency (from lighting to air conditioning accessories, etc.) reveals a new opportunity for the product in question. Efciency and Effectiveness Modularity: The understanding of the requirements for special products will be an opportunity in the sense that Combigroeps main competitor DuCarbo doesnt have a modular base for construction. The fact that this company already provides a exible production system for customized truck bodies as a competition advantage represents a design challenge but it is also a good opportunity to strengthen the companys identity. Design for disassembly is identied as one of the biggest opportunities for the group in the line of sustainable action to be applied in the modular product and re-use of parts concept. Aerodynamics: surface design, from shape to surface nishing, has strong impact on the drag of vehicles. Innovation Radical or incremental? This decision has not been made so far as there is not enough information on users demands to conclude if the new product will be an addition to the portfolio or a redesign and improvement of the current series.

Green Special attention will be given to the logistics, more specically to a possible material loop derived from the disassembly design strategy. For the scope of this project it was decided not to follow the C2C certicate requirements because there is not enough man power, expertise, time and nancial resources. By simply following sustainability principles, more realistic ideas can be generated for Combigroeps product line. Further market research is still needed to understand the stakeholders current investment decisions, in order to advice the group whether or not they should later invest more in logistic matters to achieve the C2C certicate. Branding It is important to measure the gap between brand image and brand identity by further research on market demands; Sustainability trends: Since the goal that Combigroep wanted to achieve by implementing C2C was to strengthen the brand image, it was decided that by choosing sustainability instead as the wider framework, a more appropriate approach could be decided according to the actual market needs and expectations. System vision It was identied that a network is comprised of nods and connections between these nods. Extreme networks rely on either minimum infrastructure (which translates to a high level of cooperation between nods) or maximum infrastructure (with no cooperation). The ideal system should combine a minimal number of connections needed between the nods according to their importance and position in which cooperation within nods is optimally balanced. It was identied that the system can be effective and to a certain level efcient. Effective (results oriented) in terms of achieving the goal of transporting goods between a point A and a point B. Efcient (process oriented) in terms of achieving the goal in a sustainable manner (balance between environmental, economical and social impact). By applying a Cradle to Grave approach (as it currently is) the system is wasting valuable resources and materials that could be put back into the economical cycle. This problem can be identied in all of the links of the system, of which Combigroep is one of them. By modifying the approach of the Combigroep in order to close their own cycle, the company could save money and improve their image of sustainability.

Business strategy
Orientation It is wise for Combigroep to adapt their strategic actions to those of the most important stakeholders (OEM, Suppliers, etc.).

design brief

This project is limited by the dependency on transportation means because the coachworks have no self propulsion. The fact that the truck industry is now following a green trend is a great opportunity for Combigroep to be a pioneer supplier.

design brief

from A to green
a future vision of coachworks

design brief

// report 1 //

Integral Design Project

Industrial Design Engineering Faculty. Delft University of Technology. My T // Ana Laura Rodrigues Santos Barth Vrijling David Giza Caicedo Marjolein van Houten Ricardo Mejia Sarmiento Stefanus Heru Prabowo Coach // Tjamme Wiegers External advisor // Elmer van Grondelle. Report 01. Oct 2008.

Contents
1. General Approach Definition ...................................................................................... 8 1.1. 1.2. 1.3. 1.4. Framework.......................................................................................................... 8 Integral Design Approach (I.D.A. // My T Approach) ........................................ 10 Vision in Product methodology ......................................................................... 11 Context Definition ............................................................................................. 13

1.4.1. Timeline .............................................................................................................. 13 1.4.2. Macro system ..................................................................................................... 17 1.4.3. Micro system ...................................................................................................... 19 1.4.4. Network .............................................................................................................. 20 1.5. Findings from General Approach .......................................................................... 21 2. External Analysis ...................................................................................................... 22 2.1 Research basis ....................................................................................................... 22 2.2 Trucks and the Environment .................................................................................. 24 2.2.1 Recycling ............................................................................................................. 24 2.2.2 Containerization .................................................................................................. 25 2.2.3 Distribution and delivery ...................................................................................... 26 2.3 Today and tomorrow .............................................................................................. 27 2.3.1 Design improvements.......................................................................................... 27 2.3.2 Sustainable fuelling ............................................................................................. 27 2.3.3 Opportunities and strategic actions ..................................................................... 28 2.3.4 Market share: Commercial Vehicles ................................................................... 28 2.4 Competitor Analysis ............................................................................................... 29 3 . Internal Analysis ...................................................................................................... 30 3.1 Business Analysis .................................................................................................. 30 3.1.1 Company Objectives ........................................................................................... 30 3.1.2 Business category target ..................................................................................... 31 3.1.3 Market scope target............................................................................................. 31 3.2 Stakeholders analysis ............................................................................................ 31 3. 2.1 Stakeholders in the value chain ....................................................................... 32 3.3 Product Portfolio Analysis ...................................................................................... 33 3.3.1 CombiGroep ........................................................................................................ 34 3.3.2 Ducarbo ............................................................................................................... 35 3.3.3 Daimler ................................................................................................................ 38 3.3.4 Initial Conclusions ............................................................................................... 40 3.4 Product Analysis ..................................................................................................... 41 3.4.1 Product Breakdown ............................................................................................. 41 3.4.2. The re-usability of the current materials. ............................................................ 42 3.4.3. Opportunities ...................................................................................................... 43 4. Bibliography .............................................................................................................. 44

1. General Ap pproach De efinition 1.1. Framew work

The considerable e dimension of this proj ject implied the implem mentation of a broad strate egy defined by b strong bas ses. In order r to achieve a deeper lev vel of develop pment, a frame ework was chosen, ba ased in two o main key y concepts: Sustainabi ility and Innov vation. Sustainability, as a distinct concept that gu uides the design practice thr rough integra ated measures with environmental considerations (from mate erials to process ses overview w) as well as a efficiency matters (from production to product). This means t that both ctives should d be regarded d: perspec

Effec ctiveness (res sult oriented) ) for which th he goal is to distribute an nd deliver goo ods from point A to point B; B and Efficie ency (proces ss oriented) for f which the e goal is to t take into consi ideration en nvironmental, social and d economic factors wh hile distribut ting and delive ering betwee en these poin nts A and B. Susta ainability is not n a market trend but a global g measu urement to build b durable and self efficie ent systems s for the fut ture by bala ancing socia al, economic c and enviro onmental factor rs; Susta ainable deve elopment is development d t that meets the needs of the present without comp promising the e ability of future generat tions to meet t their own ne eeds. (Development, 1987) Innov vation, to be e applied in n the sense e of stimula ating the co ompanys dy ynamism throughout the market m and underlining its success s as an ind dependent a and well ioned brand. positi In the e traditional literature about a innova ation you ca an find defin nitions from different autho ors, discipline es and persp pectives. MyT T considers definitions fr rom Schump peter and Porte er who are tw wo of the mos st reputable writers abou ut this topic and a includes the Delft Innov vation Model l in order to update this theory and implement the t perspect tive from Delft University of f Technology y. In a conventional c business inn novation is: The introduction of a new good g that t is one with h which con nsumers are e not yet famili iar or of f a new qu uality of a good g (Schum mpeter, 193 34) also incl lude the introd duction of a new metho od of produc ction, which need by no means be founded upon a discovery y scientifically new, and can also ex xist in a new w way of ha andling a comm modity comm mercially. The e opening of f a new mar rket - that is a market into which the particular p bra anch of man nufacture of the country y in question n has not pr reviously enter red, whether or not this market m has ex xisted before e (Schumpete er, 1934). Usua ally these kin nds of defin nitions are derived d from the market ting perspec ctive and includ de design on nly as a tool. Using g the Integra al Design App proach, all up stream act tivities (defined as the fuz zzy front end) and all dow wnstream ac ctivities (like manufactur ring, introduc ction, sales, product use, maintenanc ce and recy ycling) are included in the modern view of product innov vation.

Following this perspective the innovation should be embedded in the corporate strategy (mission and brand) and connected to the competitive, social (societal), cultural & technological environments (PEST aspects & context related) (Buijs, 2008) Today innovation drives any business. And since you dont want to outsource your innovation, you need to have your own innovators.1. (Mitchell, 1999) And this is the point where designers can appear in the structure of the innovation process like the leaders or followers of the New Product Development (NPD) process. In the Delft Innovation Model (Buijs, 2008) there are concentric circles symbolizing the process of designing and developing new Products, Markets or Technologies, or the combination of them. Product = green (center) Market = blue (outer side) Technology = red (inner side)

Each stage ends with an evaluation & reflection step (orange) (on the center line). And in all stages sequences of divergent, clustering & convergent steps are included. The model describes five stages: Stage 1: Strategy Formulation Stage 2: Design Brief Formulation Stage 3: Product Development Stage 4: Market Introduction Stage 5: Product Use

This first report includes the description and the first analysis of the fuzzy front end of innovation (the blue part in the graphic) in order to start the new product development (yellow) and finishing with the muddy back end (orange) and the product use (green area) Open Innovation can thus be described as: combining internal and external ideas as well as internal and external paths to market, to advance the development of new technologies. Chesbrough, 2003 Identifying Combigroep as a system integrator and acting as a stakeholder for Original Equipment Manufacturer (OEM) the project can be directed towards Open Innovation, sharing our expertise and knowledge in order to improve the level of innovation for the group and the other stakeholders in the system.

The author used the expression geek but in context this word can be changed.

Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. This paradigm assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Chesbrough, 2003

The proposed approach is an interesting and effective initiative because it isnt merely focused on Cradle to Cradle philosophy (C2C) but it involves a complete learning process for both, Combigroep and design team. This strategy also generates added value when it considers a holistic scenario and a long term vision by applying, step by step, technical and environmental improvements to both current products and system solutions (involving current products, infrastructure and stakeholders).

1.2.

Integral Design Approach (I.D.A. // My T Approach)

The traditional Industrial Designers approach include an operative system of tools that provide results for his/her clients in term of tangible products (including the whole package of illustrative and technical drawings and other technical information) but the actual added value of this discipline in the economy and the growth of companies started its development in the early 90s when different companies like IDEO, Frog design and Smart design integrated the concept of strategy into the design exercise. Laura Weiss (Senior Consultant and Head of Business Factors discipline in IDEO) explains the concept of tangible strategy (Weiss, 2002) and the way that the traditional core-services turn into todays strategy services, extending the coverage of the design consultant ratio to strengthen the connection between business needs and user needs.

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The IDA approach is a new way w to unders stand the role e of the designer in the c company and in society. Nowadays de esign has a significant s ac ction over, not n only prod ducts but proce esses as we ell. Focusing g on general l efficiency conditions c and usage, d design is nowa adays respo onsible for the organiza ation of a strategy s of implementat tion and devel lopment, tec chnical aspec cts and mark ket introductio on. It is an attractive a inpu ut for the comp pany in orde er to extend d its scope and apply concepts like innovation and susta ainability in a tangible st trategy, with visible results and impac ct, and not m merely as a con nceptual fram mework.

1.3.

Vision in Produc ct methodo ology

There e are three starting s princi iples to the Vision V in Prod duct Design approach: Desig gn is about looking for r possibilities s, and poss sible futures, instead of f solving prese ent-day problems; Produ ucts are a means of accomplish hing appropr riate actions s, interactio ons, and relatio onships. In interaction with w people, products ob btain their meaning. m This s is why ViP is s interaction-centred; The appropriaten ness of an interaction is s determined d by the co ontext for wh hich it is desig gned. This co ontext can be b the world of today, tom morrow, or may m lie years s ahead. Futur re contexts demand d new and differen nt behaviours s. This makes s ViP contex xt-driven; The first f half is the t deconstruction phas se. This pha ase of ViP is s more of a way of thinki ing about th hings than a strict metho od. This wa ay of thinking g tries to ge et at the underlying factors s that result t in products s by asking: why are pro oducts the w way they are?

The deconstructio d on phase he elps to take a wider view of the world d of products s in three ways s:

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To understand th hat there are e three levels of descrip ption (and also the relat tionships betwe een these lev vels): Produ uct Intera action Conte ext ons we migh To ge et rid of any pre-concepti p ht have abou ut products in n a certain do omain. In find ding factors that are obs solete or no longer make sense, we can c have a fe eeling of new opportunities o s for the desi ign phase tha at follows.

In the e second half, the design ning phase, a new future e context is defined d by us sing and projecting the fac ctors that pla ay an importa ant role in our domain and which ha ave been identified in the previous phas se of the proc cess. The future f contex xt will be use ed to create a vision of ou ur domain within this new w context (2025 5). This vision will in turn become a goal g for the fu uture products within the domain, and as a such, we can start wo orking in the present by developing d a product for our near future e (2010) that t leads the way w towards this t foreseen n vision. Within this ap pproach an n integr ral proposal was defined d, provid ding reasoning and d opportunities a across an n exten nsive interven ntion line. As fo or the applic cation of this s strate egy, a method is s devel loped us sing three e different tools: an iterative e transportation tim meline over which h the desig gn decisions s are made, and d two more e syste em analysis at macro o and micro m scale.

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1.4.

Context Definition

In order to define the present context of Combigroeps products and be able to analyze the scope of opportunities, three tools were used. These tools were developed along the process and so they derive from each other. Initially a context timeline was drawn on which the company was located. Herewith a deeper insight was made through the reflection over the adjacent intermodal system and the respective registering in a macro system info-graphic. After this the fractal network was once more explored through a group reflection that resulted in a hypothetic scenario. Next these tools are presented on a systematic and chronologic order, beginning with their description (definition, criteria and goals), the procedure, results and conclusions.

1.4.1. Timeline
During the first couple of weeks a time-line2 was developed in order to have a general overview of the system of transportation of goods and commodities and understand its evolution through time. With this information it is possible to identify the most relevant forces, trends and drivers for the future of this system as well as Combigroeps position within the system. It is intended to draw systematic conclusions from this iterative time-line. The next table explains the structure and the criteria to elaborate the time-line:

Time-line: A timeline is a graphical representation of a chronological sequence of events, also referred to as a chronology. (http://en.wikipedia.org/wiki/Time_line)

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Topic Time Context Geographical scope Subtopics (lines)

Transportation* of goods** and commodities*** Between Industrial Revolution and 2040 Europe, PEST factors and environmental concerns Between local intercontinental) to continental, including national. (excluding

Air + Land (road & rail) + Water (river & sea)

* Transportation: a system of vehicles, such as trucks, trains, aircraft, etc. for getting from one place to another; **Goods: items for sale, or the things that you own; ***Commodities: a substance or product that can be traded bought or sold;

Procedure: Firstly a set of goals and criteria were established on a drawn line and the most important milestones of power source were added. A grading was selected to describe the impact of each context fact. Then, five means were identified within the freight transportation and investigated about products and typologies, capacity, distance/speed and working principles. After organizing all the gathered information it was possible to analyze projections for the future and position Combigroep within the overall context.

Initial conclusions: The timeline displays a complex system3 (Weaver, 1948) that consists out of different aspects like: - Shortening time intervals on which data is distributed; - Five different ways of transportation: Air, road, rail, inland waterways and sea - and their respective impact (Transport of goods, performance by mode in EU25 - 19952020 (billion tkm). - Environmental awareness, emissions, energy sources and their impact. - The system is used as a data source in the sense that no information can be altered or stopped. - The system has momentum4 . Because it has its own moving strength it cannot be stopped in one single action/decision. Any change in the system has to be gradual.

A complex system is a system composed of interconnected parts that as a whole exhibit one or more properties (behavior among the possible properties) not obvious from the properties of the individual parts. A systems complexity may be of one of two forms: disorganized complexity and organized complexity 4 Momentum is a conserved quantity, meaning that the total momentum of any closed system (one not affected by external forces) cannot change. (http://en.wikipedia.org/wiki/Momentum#Modern_definitions_of_momentum)

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15

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The covered facts work as rule examples on which one can only analyze the respective impact of each entry and choose optional development routes. - Technological milestones implying a graduate process. The various technical breakthroughs along time dont represent necessarily the introduction of specific technologies but they do represent the existing possibility of future development. Different drivers and forces were identified in this preliminary tier. These compose an image of the current world dynamics.

Ilustration: Network of dependency Firstly there is a significant growth of population directly related with the increase of demands for the Logistics industry. In a context of constant technological process where globalization seem to dominate by making more places accessible and thus contributing for the complexity of the transports network - goods and distances increase. Economics play an important role in this system and the legislation involved tends to become more specific, while alternative solutions rise in regard for the limited amount of resources available.

1.4.2. Macro system

Setting the position of Combigroep in the timeline and evaluating the vertical line of different transportation means made possible to achieve a deeper insight on the companys position from the timeline. So a brainstorming exercise was made with auxiliary drawings followed by a group discussion and some research, according to a geographical criteria of four distance ranges. Procedure In order to achieve a deeper comprehension over the position and requirements demanded to the analysed product we framed the current (2008) global transportation system. This organization allowed defining the network range. In the resulting diagram four different layers were identified, based on distance range - Air + Land (road & rail) + Water (river & sea).

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For each e layer lo ogistics resea arch was do one to set th he percentag ge of usage of every type of transport, within Euro ope and the e Netherland ds. This approach allowe ed us to narro ow the scen nario of actio on for our project and identify the e boundaries s of the respe ective market. By analysi ing to the dia agram above e, the functio ons and oppo ortunities become clear, as s well as the intermoda al relations that t might of ffer the best project opportunities.

Figur re: Macro sys stem analysis

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Conc clusions - The ere are four main leve els of freigh ht distrib bution; - The ere is paralle elism between means of o transportation wit thin every level and each h one has h a certain patterns of use; - Ana alysis of fra actal shape grip in firs st layer. This grid is applied for the loca al netwo ork but the same princ ciple can be e multip plied onto the e second lay yer; - The e selected are ea for action engages the e two first layers. It is foc cused on a comp petitive ad dvantage, on which h perce entages are more releva ant and there e are limited means s for supply; Figur re: Fractal sy ystem

1.4.3 3. Micro sy ystem

After defining the e geographic c boundaries of Combi th here was the e need to ide entify the final user u within th he net of inv volved people e, by zoomin ng into the fir rst layer of th he macro syste em. Once ag gain, a brain nstorming and the brain nwriting tech hnique was used to desig gn a new inf fo-graph. The starting po oints were the use of Combi C as the e central feature of the sys stem and a su urrounding heterogeneou h us sample of f users.

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Proce edure The resulting r diagram starts with a hypo othetic scena ario of local transportatio on (IKEA servic ces) where the t final use er and main internal and d external actors are de efined. A space e between A and B (bein ng these geog graphic points or other tr ransportation n means) were settled in or rder to facilita ate the creat tion of personas that wer re then analy yzed and frame ed within the PEST factors.

Conc clusions - Set-up of actors s. Analysis of o relations between b exte ernal (driver and loader, , dealers and pedestrians) ) and intern nal (manufac cture, maintenance and d eventual d disposal) involv ved people. There are four f (compan nies or entiti ies that relat te with product) and eight final users (specific peo ople interacting with prod duct) with di ifferent intere ests and needs; - Dist tinction of the e role of goods and services within th he system; - Iden ntification of two sub-syst tems in coop peration: OEM M and Comb bi; - High h relevance of o the infrast tructure as th he functional basis of the grid;

1.4.4 4. Network k
A net twork is a se eries of interc connected no ods within a system. It was w identified d that the extremes of a net twork could be b described d as follows:

work A: Netw Maxim mum interconnectivity (all nods are directly reachable from an ny other nod) ) Maxim mum infrastr ructure (all nods n posses s a direct and unique co onnection to all other nods) ) Minim mum coopera ation betwee en nods Highly efficient fro om the point of view of ea ach nod Low efficiency e for r the system (in terms of infrastructure e needed to connect all n nods)

Netw work B: Minim mum infrastru ucture possib ble Maxim mum cooper ration betwee en nods

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High efficiency of the system Low efficiency from the point of view of the nods It was also identified that the best approach should be a hybrid network, in which a minimal infrastructure (as opposed to minimum) should be used, meaning that a high efficiency of the system and the nods can be achieved by only creating connections between the nods which are strictly necessary to maintain a high efficiency for both the system and the nods, depending on their importance and location within the network and by using the same channels of connection for traffic from and to a nod. In the example above, it would be a waste of resources to create a direct connection between A and E, since by going through D the connection can be easily made without compromising much, but a separate (shared) connection between A and C should exist, as traffic through D would not be optimal in this case.

1.5. Findings from General Approach

Identification of two different trends: - Sustainable transportation, defined by the implementation of legislation and governmental actions towards the improvement on the global transportation efficiency, the use of alternative energy carriers and orientation of information technologies to infrastructure organization. - Flexible solution, based on independent and holistic concepts of versatile application that ensure a vision for the future. These might drive Combigroep to a more general and significant position in the market, where the provided systems reach a broader type of clients. Identification of future possibilities: By defining an intermodal5 freight transport system (vertical axis of the time-line), we can create an opportunity for our client in order to develop a more efficient transportation system. Two possible scenarios for the progress of our project: - We work with the visions of truck companies, this way keeping the carrosserie industry in the role of followers; - We create our own vision and try to look for an independent solution, so that Combigroep can take an active role in de truck industry; (Of course there is also the option to merge these two scenarios);

Intermodal freight transport involves the transportation of freight in a container or vehicle, using multiple modes of transportation (rail, ship, and truck), without any handling of the freight itself when changing modes

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2. External Analysis

2.1 Research basis

ACEA - European automobile manufacturers association

Freight transport Europe relies on the commercial vehicle sector to keep the economy growing and society flowing. On the freight side, road transport is the backbone of trade and commerce in Europe, with trucks carrying 72.6% of all inland freight transported in the European Union (EU). This is because commercial vehicles are the most flexible, efficient and economical transport. Commercial vehicles are indispensable to the functioning of our societies in the 21st century, in which convenience, freshness, choice and speed are fundamental factors. Most of peoples daily necessities, such as fresh food from the supermarket or corner store, newspapers and magazines, electronics and appliances, clothing, and so on, depend on trucks at some point in the distribution chain. Freight transport and distribution is a 250 billion/year business in Europe and road haulage is the preferred mode. This is because trucks can be adapted to the customers precise production rhythm, delivery schedule and cargo requirements. They can get the goods directly to where they are needed, without depending on rail track or inland waterway infrastructure. Trucks are now completely integrated into the modern production process, at the center of complex logistics systems. Modern manufacturing methods require the delivery of components to manufacturers without delay, and road transport is the preferred method of delivery because of its reliability, versatility and flexibility. Moreover, trucks function as part of an integrated infrastructure whose components also include inland waterway shipping, air and rail transport. While separately, each has its own inherent advantages, together they combine to form a more efficient, integrated system. Thus, not only do trucks remain the most flexible, responsive and economical mode of transport for the vast majority of goods and freight, they are also essential to the functioning of the larger, integrated transport infrastructure across Europe.

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In 2005, trucks carried little over 72% of all goods transported in the EU25, compared to 16.5% for trains, 5.4% for boats and barges on inland waterways, and 5.5% carried in pipelines.

IEA International Energy Agency The International Energy Agency is an autonomous agency related with OECD (Organisation for Economic Co-operation and Development) that provides permanent information on the international oil market and intends to promote international collaboration on energy technology amongst the 28 industrialised countries. IEA assists in the integration of environmental and energy policies and joins efforts for the improvement of the worlds energy supply and demand structure by developing alternative energy sources and increasing the efficiency of energy use. The IETS (Industrial Energy-Related Technologies and Systems) program focuses on energy use in a broad range of industry sectors, uniting IEA (International Energy agency) activities in this area. The objective of IETS is to allow OECD Member countries and OECD non-Member countries to work together to foster international co-operation for accelerated research and technology development of industrial energy-related technologies and systems with main focus on end-use technologies, also taking into account other relevant IEA activities. Through its activities, the program will increase awareness of technology and energy efficiency in industry, contribute to synergy between different systems and technologies, and enhance international cooperation related to sustainable development.

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2.2 Trucks and the Environment

Regarding the most recent green global trends the truck industry seems to face the biggest challenge of claim for changes, within the transportation sector. The high environmental weigh that it represents requires considerable attention to the air pollution control due to the high energy consumption and level of emissions, but also to the traffic volume, diffusion and noise provoked by the offered services. Simultaneously one can observe the increasing value of freight transportation and thus the growing need for a radical concept of goods exchange. Compared to 1992 standards, Euro VI emission levels* will reduce nitrogen oxides (NOx) and particulate matter (PM) emissions by 95% and 97% respectively. Particulate matter emissions from all trucks on the road are 40% lower than a decade ago even though they drive 40% more kilometres today. AdBlue technology reduces nitrogen oxides (NOx) emissions even further, while cleaner diesel reduces sulphur emissions.
*currently in form of proposals

In 1991 a decrease was observed on level of fuel use with the significant effort to improve the fuel economy of light trucks. A drop of 30% in fuel use/km was due to these new technologies, combined with decline of size and power. According to IEA predictions, the continuous lack of policies might lead to an increase of 60% global energy use, in which 85% is fossil fuels. Electricity is set to grow double until 2030. Vision 20-20: Will further decrease the consumption of modern trucks by on average 20 percent per ton/kilometer by the year 2020 (1). The strategy is in line with the recently defined EU objective to reduce overall greenhouse gas emissions by 20 percent towards the 2020 horizon.

2.2.1 Recycling
Vehicles are recycled since the 1950s. Today, 85% of vehicle components are used in cars again or recovered for use in other products or energy production. Any vehicle produced from 1 July 2002 onwards is taken back free of charge.

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The 8 million vehicles recycled annually in the EU account for only about 1% of waste in the EU. The target for 2015 is to reduce waste from an end-of-life vehicle to just 5%

2.2.2 Containerization
Containerization has revolutionized cargo shipping. Today, approximately 90% of nonbulk cargo worldwide moves by containers stacked on transport ships. The widespread use of ISO standard containers has driven modifications in other freight-moving standards, gradually forcing removable truck bodies or swap bodies into the standard sizes and shapes (though without the strength needed to be stacked), and changing completely the worldwide use of freight pallets that fit into ISO containers or into commercial vehicles. Improved cargo security is also an important benefit of containerization. The cargo is not visible to the casual viewer and thus is less likely to be stolen and the doors of the containers are generally sealed so that tampering is more evident. This has reduced the "falling off the truck" syndrome that long plagued the shipping industry. Containerization increases the fuel costs of transport and reduces the capacity of the transport as the container itself must be shipped around not just the goods. For certain bulk products this makes containerization unattractive. For most goods the increased fuel costs and decreased transport efficiencies are currently more than offset by the handling savings. There are five common standard lengths (ISO standards): 20-ft (6.1 m), 40-ft (12.2 m), 45-ft (13.7 m), 48-ft (14.6 m), and 53-ft (16.2 m).

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2.2.3 Distribution and delivery

The containers are mainly used for intercontinental and continental transportation; they are delivered to the distribution centre. At the distribution centre the load is divided over distribution and delivery trucks, which deliver it to companies and stores. This is the part of the transport sector on which we want to focus. Distribution and delivery are not competing with, but they are an addition to each other. In the trucking industry they make a distinction between distribution and delivery. The distribution trucks are mostly used for national distribution and delivery trucks are used for urban delivery. The separation is made on base of loading capacity (see graph below). The Combigroep came up with the perfect solution for the combination of distribution and delivery. A special distribution truck, which can transport 3 boxes, supplies hubs from the central distribution centre. From this hub each delivery trucks picks up a single box and delivers this to every part in the country. On the way back the boxes with return products is picked up by the distribution truck. The 1 to 3 exchange system for BCC reduces CO2 emissions by 16%.

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2.3 Today and tomorrow

2.3.1 Design improvements
Direct injection systems; Regenerative braking; New generation energy management systems, turbocharged petrol and direct injection systems engines; Introduction of start-stop function in small petrol-engine cars; Brake Energy Recuperation; Increased application of low friction tires; New generation of variable valve control; Double Clutch (dry) Transmissions; Improvements in internal combustion engines efficiency - including optimized combustion processes, reduction of friction losses and variable valve actuation combined with internal EGR; Penetration of gasoline direct injection (GDI); Increased refinement & penetration of advanced gearboxes - including continuously variable transmissions, robotized gearboxes, 6 speed manuals, dual clutch transmissions, 6/7 speed automatics; Increased penetration of high efficiency auxiliaries including, LED lighting, electric & electro-hydraulic power assisted steering systems, more efficient HVAC systems; high efficiency alternators; Development of engines for higher biofuel blending ratios; Use of composites and carbon-fibre based materials as well as advanced ceramics for engine efficiency; Design of more energy efficient accessory equipment such as air conditioning; Improvements & penetration of intelligent engine management systems allowing optimized engine warm-up and cooling as well as better auxiliary energy management; Improvements in energy control management systems, including load leveling;

2.3.2 Sustainable fuelling

CCS (Carbon dioxide capture and storage industry): Co2 capture and storage for electricity generations manufacturing processes and fuel processing; FlexFuel vehicles produced by European car manufacturers can run on 85% ethanol and on conventional petrol;

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Gas in the form of Liquefied or Compressed Natural Gas or Liquefied Petroleum Gas can contribute to reducing emissions today. Vehicle manufacturers produce cars, trucks and buses running on gas, even though filling stations are still not widespread. (Gaseous fuels as compressed natural have the disadvantage of requiring new vehicles and new fuelling infrastructure); Hydrogen fuel cell propulsion system: the future hydrogen-powered cars will emit mainly water vapour; Electric propulsions and powertrain systems; Biofuels can significantly contribute to overall CO2 emission reductions. They can and should be produced in a sustainable way. The auto industry is investing heavily in their deployment. Biofuel blends of up to 5% biodiesel in diesel fuel and up to 5% bioethanol in petrol are already used in Europe today. The future of Biofuels lies with so-called second generation biofuels, introduction should be encouraged because not only theyre likely to compatible with existing vehicles but they are produced from different raw such as agricultural waste material or wood. This solution is predicted greenhouse gas emissions by up to 80%; and their be better materials, to reduce

In addition, the support of the fuel and energy industry is necessary to provide the necessary alternative fuels. Hydrogen, for instance, is the most plentiful element in the universe. But unless our customers find a comprehensive hydrogen infrastructure, the fuel cell technology cannot be competitive. Similar cooperation and support is required to enhance the development and availability of biofuels and CNG.

2.3.3 Opportunities and strategic actions

Apart from design improvements (materials and capacity wise) there are several strategies for improving fuel efficiency such as driver training policies, cared vehicle maintenance, fuel management through use of speed governors (special devices for spent fuel measuring), dispatchment and routing improvements, load consolidation and reductions in truck idling. The use of IT (telematic routes) also provides better systems of goods transportation (mainly applied for the allocation of delivery trucks in cities with computerized tracking systems). Governmentally wise control can be done over, not only road use and fuelling pricing, but also price incentives for fuel producers, vehicle manufacturers and consumers and loan provision. The promotion of multimodal shipping and international cooperation helps maximizing distribution efficiency and stimulate the assistance to developing countries in their transportation systems improvement;

2.3.4 Market share: Commercial Vehicles

In the pie charts (below) can be seen that the European CV market roughly is divided in equal parts, for both Heavy-CV and CV market. Interesting is that both markets are divided over the same European companies and that American and Asian truck companies havent been able to set foot on the European market. This can partly be explained by the lack of service that can be offered by transatlantic companies. Its also possible to see that Mercedes is market leader in both segments, followed by MAN.

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2.4 Competitor Analysis

In the following graph four different levels of competition are displayed, with a decrease between high impact in the first level and lower impact in the fourth level. The product form competitor is active in the same market segment, and offers the same product with the same value. Product Category Competition: Based on products or services with similar features. Generic Competition: Focus on substitutable product category product and services fulfilling the same customer need. Budget Competition: All product or services that competing for the same customers money. In the product form competition level the companies that operate within the same regions as members of the Combigroep are shown in separate circles for they are the most direct competitors. There are a great amount of product form competitors. Since they all offer the same product there is a great need for the Combigroep to distinguish themselves from the other companies. Avoiding competition on prize, this can be done for instance by creating a certain image, offering more services, broadening the product portfolio or making the Combigroep less dependent on suppliers.

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Most body work builders within the Netherlands are stand alone companies. There is only one other group of bodywork builders (Ducarbo). This means that de Combigroep has a bigger capacity, more facilities and bigger scope than most of the competitors. Within the Generic competition most of the substitutes are very specific vehicles. Ones you have bought a crane for road maintenance you cannot alter it into another kind of vehicle. One of the extra benefits of the body work industry is that they offer solutions that can be modified. For the product category competition and the generic competition it is hard to conclude if these competitors have a big impact on the Combigroep because the graph does not show the market share of the competitors.

3 . Internal Analysis 3.1 Business Analysis

Combigroep Carrosserien (Karhof, 2008) Resourcefulness as a difference In April 1963, a group of renowned Dutch coachwork (carrosserie) manufacturers created the foundation of a long and successful cooperation. And then since 1973 until this day, they together as Combigroep doing backward integration and being active in the manufacturing and development of the coachwork for truck body building. The Combigroep is a group of the following independent coachwork company in which most of them are business family owned: Karhof Carrosserien (Purmerend, Nieuw Vennep, Amsterdam, Zaanstreek, Haarlem) Carrosseriebouw Compaan (Assen, Slovakia, Drenthe) Van Berkums Carrosseriebedrijf (Lochem, Apeldoorn) Combi Carrosseriebouwers (Swifterbant) Remmers Carrosseriefabriek (Tilburg)

One of the strongest characteristics of Combigroep is their flexibility to fulfill specific clients requirements and needs through tailor-made solutions for each individual client. Through its R&D, Combigroep has distinguished itself with their innovative designs and recently focused on lightweight regional vehicles. Currently the company group employs 225 people with annual turnover is about is about 30,000,000, -

3.1.1 Company Objectives

For the future it is important that the company finds way to distinguish itself from other coachwork companies. For that purpose, Combigroep sees opportunities in the following directions: Contributing to the development of green products: being the first sustainable coachwork company for their development process and marketing

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Being able to suffice to the demands of a more international market Becoming more self sufficient by developing more products themselves

3.1.2 Business category target

The Combigroep business category including coachwork for Truck Body Works and Lightweight Carrier Interiors of any kind of goods distribution transports. Type of vehicle range between a 3,5 tons delivery-chassis and a 40-50 tons combination for international or regional transportation.

3.1.3 Market scope target

Market scope of the company is Regional (The Netherlands) and International (mainly Europe).

3.2 Stakeholders analysis

During the second week the team developed a stakeholder analysis in order to understand the value chain for the Original Equipment Manufacturers (OEM) and identify the importance of key entities, people and groups of people, or institutions that may significantly influence the success of the project. Stakeholder analysis is a form of analysis that aims to identify the stakeholders that are likely to be affected by the activities and outcomes of a project, and to assess how those stakeholders are likely to be impacted by the project (US Agency for the International Development, 1998). A stakeholder analysis is performed when there is a need to clarify the consequences of envisaged changes or at the start of new projects and in connection with organizational changes generally.

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Procedure Firstly the team, using a brainstorming session identified the stakeholders in the value chain; after this step was necessary elaborate a mind-map describing its positions into the system. Following some random examples the team discovered the relationship between each stakeholder with the context and with other stakeholders. In the end the team listed all the possible clients in three different categories.

3. 2.1 Stakeholders in the value chain

Direct Suppliers Truck Manufacturer OEM (Original Equipment Manufacturer): Supply chassis / major subsystem to COMBIGROEP. (Example: Mercedes Benz, Volvo, Ford, Peugeot, etc.) Component Suppliers: Supply some particular components needed for production, such as Lights, Locks, Door Handles, Footsteps, etc. Raw Material Suppliers: Supply all raw materials needed for production line, such as extruded aluminum, steels, panels, woods, etc. Paint Suppliers: Supply all paint materials Tools Suppliers: Supply any tools, hardware and production equipment for the company Service outsourcings: Supply all outsourced services or equipments for company, including printing and office supply or other services

Indirect Suppliers Indirect suppliers can be defined as a supply chain that supplies components or materials for direct suppliers (OEM): Tier 3 suppliers: Suppliers of Minor Subsystem, such as seat suppliers, glass suppliers, tire suppliers, hydraulics system suppliers Tier 4 suppliers: Supplier of Component Electronics panel suppliers, 3M, automotive light bulbs, etc. Tier 5 suppliers: Supplier of small and more specific parts needed by component suppliers.

Direct Clients Government Institutions Private Institutions : Private companies : Possess and manage their own trucks Fleet Management Services : Posses and manage trucks for other companies

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Indirect Clients Private companies that rent trucks and services from fleet management services Two client categories were distinguished: government and private sectors. Some clients own their own vehicles and contact the coachwork companies within Combigroep to build the truck body for them according to specific requirements and technical specifications. Some clients in need of trucks have requirements but are not able to specify design characteristics. For these cases Combigroep is ready to advice and recommend vehicles that match the clients necessities, as well as propose the ideal designs. Combigroep expresses the preference of working with all truck chassis or vehicle manufacturer brands, not wanting to be exclusively related to only single brand. The group also depends on its direct suppliers for materials and components, tools and services that are needed during the development and production process. Combigroep has a partnership with Fleet Management Service companies, in which they offer services to the companies to manage, control, and maintain their truck fleets. Usually the companies working with Fleet Management Services can be identified as Indirect Clients. In this case, the companies that hire Fleet Management Services first consult the Fleet Service to assure suitable trucks for their business requirements and afterwards contact Combigroep for more technical specifications and a Tailor Made solution for their clients. In this case, Combigroep has capital share in the Fleet Management Services business without getting too much involved in the operational level, since Combigroep doesnt want to be exclusively associated with any single vehicle brand. The main reason for this relation is due to the fact that Combigroep looks up to work successfully with any kind of vehicle brands / chassis manufacturer or OEM.

3.3 Product Portfolio Analysis

During the third week the team developed a Product Portfolio Analysis in order to identify the line of products that are part of the Combigroep, Ducarbo and other OEM product portfolio. The product and services portfolio or business portfolio is the collection of services, businesses and products that make up the company. The best business portfolio is one that fits the company's strengths and helps exploit the most attractive opportunities. According to the authors the company must analyze its current product portfolio and decide which businesses should receive more or less investment, and develop growth strategies for adding new products and businesses to the portfolio, whilst at the same time deciding when products and businesses should no longer be retained. For the New Product Development (NPD) process the most relevant aspect in this analysis is to create an overview of the product portfolio identifying which products are present in the market, understand the variety of products and the relation between these products and the brand identity of Combigroep.

Procedure A research was conducted in order to collect data about the Combigroep, Ducarbo and other OEM product portfolio. After this research products were organized in product range according to some particular criteria.

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3.3.1 CombiGroep

Vision The entire business of Combigroep revolves around the customer Mission The mission of Combigroep is to make sure every customer gets the vehicle that enables maximum effectiveness regarding the job that has to be done. Combigroep aims to deliver complete services during the entire lifespan of their product. Building the body work is the core business but Combigroep also offers maintenance, repairs and 24 hour calamity services. Company values Important values to the company are; Resourceful solutions Individual tailoring Efficient production because of flow production and lean manufacturing Innovativeness Reliability Strategic Lines For the future of Combigroep it is important that the company finds ways to distinguish itself from other body work building companies. Combigroep sees opportunities in the following directions; Contributing to the development of green products. Being able to suffice to the demands of a more international market. Becoming more self sufficient by developing more products themselves Combigroep Portfolio The portfolio of Combigroep is displayed on the next page. The emphasis of the graph lies on the product portfolio of truck body works. The different categories are based on different types of construction. The combi specials and superspecials are examples of special applications of the above mentioned categories. For every construction type a list of words is added that the company uses to represent that specific product.

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3.3.2 2 Ducarbo o

Visio on Prese ent-day trans sport asks fo or present-da ay solutions Mission The mission of Ducarbo D is to t offer a su uitable solutio on for every y demand w within the transport industry y. They guarantee quality q during g the entire lifespan of the product by b offering e extensive exper rtise and extensive servic ce. Company values s Important values to the compa any are; Susta ainable well built b products s Duca arbo portfolio The portfolio p of Ducarbo D is displayed d on the next pa age. It is com mposed in th he same way as the Co ombigroep portfolio. It contains different d ca ategories ba ased on const truction and examples of f implementa ations

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3.3.3 Daimler

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3.3.4 Initial Conclusions

Differences in brand identity: There is a clear distinction between Daimler and the two body work builders on the topic of sustainability. Daimler mentions their efforts regarding sustainability a few times in their vision and mission whereas both body work builders put the main emphasis on their ability to answer to all demands of individual costumers. They do not express sustainability as their interest publically. Considering the truck companies are currently the leaders within the industry and the body work builders the followers, you could say that they are staying behind a bit. From the sales promises of the products of the companies, some words could be subtracted that are used frequently; Combigroep; lightweight, functional, durable, practical, tailored Ducarbo; Top quality, many different options Daimler; Efficiency, comfort, safety, service Daimler seems to show more attention to the user, which is expectable because in the product is the entire truck and not only the body work. Ducarbo mainly expresses how versatile they are. Combigroep puts most emphasis on functionality and creating lightweight products. Differences in portfolios: When comparing the products of Combigroep with those of Ducarbo the main difference is that Ducarbo has a very extended portfolio in specials whereas Combigroep does less specials but has a bigger range of standardized types of construction. The most important addition to their portfolio is the combi2000 and combi3000, which are more lightweight then the traditional aluminum snap lock construction. The use of these standardized constructions makes the production process more efficient. Because they have patented the product and they are the only company to use it, it distinguishes them from all other companies in the business. Growth opportunities: The Combigroep not only developed the combi2000 and combi3000 to build these bodyworks themselves, but has also started selling the system to other body work builders in Europe. This new role of being the innovator instead of the follower creates great opportunities that should be explored further. Regarding the choice of materials, production processes and recyclability, both body work companies did not yet implement sustainability as a determining factor for any product within their portfolio. More investment could be done in this area. They have been looking for solutions that could save fuel, mainly by making the body work as light as possible, for example the combi2000, the combi3000 of Combigroep and the air wrapping system of Ducarbo. Ducarbo sells second hand body works as an addition to their business portfolio. This could also be a nice opportunity for Combigroep to gain a greener image.

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3.4 Product Analysis 3.4.1 Product Breakdown

3.4.2. The re-usability of the current materials.

Aluminum6 Aluminum can easily be recycled by re- melting the material. Because the material is a mono material with a homogeneous composition and a low melting temperature it is ideal for re-use. Fundamentally, when re-melting aluminum, there will be no degradation of the material. Therefore the cycle of re-use is indefinite, theoretically. 500-year-old aluminum is just as good as aluminum made 50 years ago, due to its resistance to corrosion. However the process of recycling is complicated by the adding of paint and the use of alloys. It is not always possible to separate the different types of alloys for recycling. For this reason secondary aluminum frequently contains a higher level of alloys. This means degradation of the material. If the amount of alloys reaches a too high level, the material can only be re-used for a limited amount of applications. Pure aluminum is ideal for recycling but does not always have the desired strength. The use of secondary aluminum makes the mining of bauxite and the electrolysis of aluminum oxides redundant; therefore it saves a lot of recourses and energy; Recycling 1 kg of scrap aluminum makes the mining of 4,6 kg of bauxite unnecessary Recycling aluminum requires only 5% to 10% of the energy used to make new aluminum The recycling process causes 90% less emissions than the primary production process. Gel coating (glass fiber reinforced composite)7 The most common way to recycle the composite material is by grinding it and subsequently separating the fibers from the epoxy. Inevitably in this process a part of the glass fiber will be broken down to smaller particles. Other ways to separate the glass fiber from the resin matrix have been studied extensively, such as heat treatment and back-to-feedstock processes. However these methods have not yet proven to be commercially viable. The advantages of recycling glass fiber reinforced material are; The possibility to recover the reinforcing fibers Prevent the material from being disposed in landfills, for it has an almost infinite disintegration time. The costs of virgin glass fiber are very high. This creates an opportunity for recycled glass fiber to be applied in applications that previously didnt contain a reinforcement material Epoxy resins are based on material originating from mineral oil sources. At the moment resins are being developed that are made out of more sustainable raw materials such as furane, soy bean oil and linseed oil.

www.economist.com http://www.vogt.nl/alu_milieu/4.html P. van Maurik, J. van Dam (2001), Materiaalkunde voor ontwerpers en constructeurs, Delft 7 http://www.reinforcedplastics.com/asktheexpert/kaspe_qanda.html http://www.cwc.org/industry/ibp953rpt.htm http://cat.inist.fr/?aModele=afficheN&cpsidt=18133722

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Plywood8 Plywood is usually recycled together with other types of wood by shredding it and using it for a variety of applications such as chipboard. Sawmill can be used for water filtering. An alternative to wooden plywood is bamboo plywood. It has better bending properties and can be recycled more often. Often the sheets of wood are glued together with formaldehyde to withstand moist situations. Because formaldehyde is toxic, the plywood cannot be recycled in the biosphere. Sometimes other more organic glues are used, but this plywood can delaminate in humidity. Sandwich materials The combigroep uses a lot of sandwich materials for the walls of their products; The combi sandwich contains a four layer material made of wood/foam/wood/gel coat The combi plywood contains plywood with a gel coat The combi light contains foam with gel coat on both sides These materials are difficult to separate and therefore cannot be re-used.

3.4.3. Opportunities
Use pure aluminium for the extrusion profiles Use non-hazardous recyclable materials Design for disassembly: Dont glue panels to extrusion profiles Dont glue the several layers of the panels together Dont use single-fasteners such as screws, rivets etc. use shape & geometry locks Make it easy to separate different materials Use materials that can be recycled in the biosphere for the panels Re-use modular parts such as extrusion profiles, door handles etc. Include the roof in the modular system, which can be assembled on site Use LED lights for interior lighting in the Combi

http://www.woodbusinessportal.com/en/Messages/Bamboo-concrete-formwork_id-79324.html http://www.rotordata.org/wiki/index.php/Plywood

4. Bibliography

SCHIPPER L., DEAKM E., SPERLING D., Sustainable Transportation: The Future of the Automobile in an Environmentally Constrained World, Transportation Center, University of California, 1994 Energy Technologies for a sustainable future IEA technology briefs, International Energy Agency, 2004 Buijs, J. (2008, September 18). Fuzzy Front End of Innovation. Brand & Product Strategy . Delft, The Netherlands: TUDelft. Mitchell, R. (1999). How to manage geeks. Fast Company Magazine , 174 - 178. Schumpeter, J. (1934). The Theory of Economic Development. Boston: Harvard University Press.

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