案例库 · 工程与运营 · 运营决策 · 2006–2009
这条还没译成中文，下面是英文原文。
Netherlands Railways rebuilt its 1970 timetable with OR, adding up to €70m a year.
When demand outgrew a 1970 timetable, NS used optimization to rebuild the whole schedule plus crew and rolling-stock plans, turning a constraint into capacity.
Netherlands Railways (NS)
那一手
By the 2000s Dutch rail traffic had nearly doubled since 1970, but the network still ran a timetable drawn up that year; adding capacity meant very expensive infrastructure investment.
NS used sophisticated operations research to generate a brand-new timetable for about 5,500 daily trains, then used more OR to devise efficient schedules for crews and rolling stock, the two biggest cost lines for a passenger railway.
The new resource schedules and the additional passengers added about €40 million ($60 million) of annual profit, with the figure expected to reach €70 million ($105 million) as the schedule matured.
为什么管用
- The old timetable was a constraint, not an asset
- Crew and rolling stock dominate railway operating cost
- Rebuilding the network changes what a schedule can do
- Measured: about €40m rising toward €70m of annual profit
可以搬走什么
When a rigid plan caps growth, an optimization-based redesign of the whole schedule can free capacity that patchwork cannot; it pays only if crew and stock are scheduled in the same redesign.
后来呢
The new timetable carried more trains and more passengers with better punctuality on the same infrastructure, and the tools and methods became reusable for future timetable, crew and rolling-stock planning.
资料来源
- The new Dutch timetable: The OR revolution (record)
- The New Dutch Timetable: The OR Revolution (abstract)
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