CRM Software 15 Documents. Data Distribution 9 Documents. Design Engineering 32 Documents. Distribution 22 Documents. Encoders 5 Documents. Energy Management 16 Documents.
Enterprise Mobility 12 Documents. ERP Software 60 Documents. High Speed Ethernet 2 Documents. Integrated IT Platforms 15 Documents. Lean Manufacturing 51 Documents. Material Handling 14 Documents. Packaging 10 Documents. Performance Management 35 Documents. Plant Maintenance 32 Documents. Plant Management 34 Documents. Production Logistics 24 Documents. Project Management 42 Documents. Quality Control 17 Documents.
RF Concepts 4 Documents. RFID 8 Documents. The program decisionmaking level is concerned with the overall, network-wide programming of actions and allocations. It is involved in policy decisions, and the aim is the system-wide optimization of funds allocated to rehabilitation, maintenance, or new construction of infrastructure assets. The project selection level is concerned with decisions on funding for projects or groups of projects.
This level generates decisions at a higher level of aggregation than the project level, but it requires more detailed information than the program and network levels. It serves as a link between the network level and the subsequent project level of analysis.
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The project level of decisionmaking and analysis pertains to the specific, mode-wise, asset-wise, and geographically determined projects. It addresses the design of the projects included in the overall work plan needed to meet the agencies' performance measures. It is also called "field level" or "operational level" and refers to how the actual work is going to be done. Although all the above hierarchical levels of decisionmaking are clearly defined, there exists significant overlap in what the management needs to do at every level.
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The identification of the actual data needed in every decision-making level is a very challenging task. This is partly due to that significant overlap between the various decision levels, as well as the lack of relevant research initiatives in this field. Asset Management decision processes are the individual decisions that need to be made in every level of decisionmaking, be it strategic, network, or project focused. Decision processes can therefore be concerned with budget allocations, network optimization, works programming, and selection of alternative implementation methods, among other things.
Decisions made at the different levels of Asset Management are heterogeneous, and the supporting data needs are bound to be quite different.
To systematically approach and identify the data needed to support Asset Management decision processes, it is necessary to first define the level of decisionmaking these processes support. The analyst can then assess the level of aggregation of the data needed and identify the data needs for those specific decisionmaking processes and problems.
According to Haas et al. Different levels of decisionmaking have different foci: Higher levels are mostly concerned with overall budget allocations and system utilization, whereas lower levels tend to focus more on the administration, funding, and engineering of specific functions and processes. In addition, decisionmakers have different backgrounds and different interests.
As a result, the decisions at each level are different in scope, as are the data aggregation level and the corresponding detail and quantity of the collected data. Higher levels require more generalized information whereas lower ones tend to need more detailed and specific data. This is illustrated in figure 3. Figure 3. Relation between the different decisionmaking levels and decisions and the corresponding detail and amount of required data.
Literature Review. Chapter 1. Literature Review This chapter reviews available literature to document the state-of-the-art and state-of-the-practice implementation efforts in Asset Management and data collection. Asset Management The concept of infrastructure management, particularly of transportation infrastructure management, is not new to the United States or to the rest of the world.
The FHWA defines Asset Management as follows: Asset Management is a systematic approach of maintaining, upgrading, and operating physical assets cost effectively.
It combines engineering principles with sound business practices and economic theory, and it provides tools to facilitate a more organized, logical approach to decisionmaking. Thus, asset management provides a framework for handling both short- and long-range planning. FHWA However, there have been many other definitions that consider different aspects of the business strategies pertaining to Asset Management and also widen its scope beyond solely physical assets McNeil , such as the following: Asset Management is a comprehensive business strategy employing people, information and technology to effectively and efficiently allocate available funds amongst valued and competing asset needs.
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TAC Asset Management is a methodology to efficiently and equitably allocate resources amongst valid and competing goals and objectives. Danylo and Lemer Finally, the Organization of Economic Cooperation and Development OECD emphasizes the service to the public, which is the end customer of the road agencies and administrations: [Asset Management is] a systematic process of maintaining, upgrading and operating assets, combining engineering principles with sound business practice and economic rationale, and providing tools to facilitate a more organized and flexible approach to making the decisions necessary to achieve the public's expectations.
In the modified approach: Infrastructure assets are not required to be depreciated if 1 the government manages those assets using an asset management system that has certain characteristics and 2 the government can document that the assets are being preserved approximately at or above a condition level established and disclosed by the government.
Qualifying governments will make disclosures about infrastructure assets in required supplementary information RSI , including the physical condition of the assets and the amounts spent to maintain and preserve them over time. Asset Management Characteristics Asset Management is a generic framework of tools and methodologies aimed at enhancing infrastructure management by emphasizing good business practices and asserting the holistic approach.
It also differs from the traditional management practices in the following ways: Applies strategic, rather than tactical, measures, goals, and policies.
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Addresses decisions in a network, system-wide fashion rather than at a project level. Integrates existing individual infrastructure systems and databases in a common interoperable environment. Introduces and incorporates financial and economic performance measures, ideas, and theories and treats the infrastructure management process as a business, which requires efficiency and effectiveness. Models internal processes after the private sector. Both styles represent a market mistake that can be captured as alpha. In this piece, we're going to make all of these points more clear through a unified framework that we've developed to explain how factors work.
Through the program, we will begin building formal relationships with the brightest and most curious people we can find to produce new research for the benefit of our investors and the broader community. Dimensions of Return April Few professional managers understand the power of portfolio construction, fewer still can quantify the impact on performance.
While students of markets are inundated with knowledge on investment selection, an understanding of portfolio construction is woefully inadequate. To understand how impactful, we need new frameworks that differentiate between skill in construction versus selection. The price-to-book ratio has a problem. Accounting distortions are causing record numbers of U. Anyone overweight to non-U. The current equity bull market has not been kind to non-U.
The dramatic outperformance of U. Microcap as an Alternative to Private Equity December We highlight an alternative to private equity: microcap equities.
While private equity offers potential advantages, it also requires taking distinct risks. In this paper, learn how microcap equities can help mitigate these risks and also provide strong performance by using proven themes for stock selection. Microcap in Equity Allocations October Also, that approach fails to make adjustments for investor risk tolerance or plan size. Investors who use a returns-based approach instead — adding Micro and Small Cap into the equities mix — can expect to see stronger returns and lower volatility. Many investors readily agree that alpha is scarce.
It is hard to find, highly sought after, and requires skill to extract. The eclectic microcap universe provides a disparate group of continually evolving and devolving businesses with structural features that remain persistently attractive for investors.
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While factor investing has caught on in public equity markets, it has been largely overlooked in real estate investing. Yet our research shows the public real estate market is a uniquely inefficient, and fertile ground for active, factor-based investing. Factor investing in REITs has a proven track record, in this paper, read how any allocation can benefit from this unique approach to REITs, whether used to increase liquidity, increase access, or broaden the list of real estate opportunities.
Factors Are Not Commodities March Factors that some view as generic are nuanced both in their definitions and implementation. View PDF.