(Q NO 1.

1) WARE HOUSING'S IMPACT ON THE ENVIRONMENT AND SOCIETY

ANS:

Introduction
When it comes to knowing and mitigating the effect of transportation on energy intensity,
carbon footprints, and supply chain sustainability, transportation has received the most
attention. What steps can and should the warehousing industry take to satisfy environmental
goals? This chapter examines the changing nature of warehouse activities, as well as the
elements that influence and mitigate energy usage and emissions. It covers the changing size
and energies consumption of warehousing in comparison to other commercialized properties
activities, mainly in the United Kingdom. A 3 Stage warehouse sustainable model will be
proposed as a result of this, which will cover the commercial, economical, environment, and
social elements. The debate will extend beyond a firm's micro-level activities to include the
greater macro-level effects of emission, use of land, the environmental, and ecology.

Impact on the environment and society on a large scale

A warehouse might connote a location where items are kept for a lengthy time period, but
although this is still an essential role; the warehouse is now more closely connected with
flow, mobility, and the quick fulfillment of consumer orders. Throughout this chapter, the
word warehouse alludes to this more intensive function, which is more commonly linked with
the phrase distribution center. Take into account size and patterns in the amount of land
inhabited the amount of direct energy required, the amount of emissions created (mainly
CO2), the amount of water used, and the amount of embedded energy in construction
materials. KWh is the unit of measurement for energy consumption, independent of its source
(oil, gas, or fossil-generated power) or manner of production. For most data analysis
purposes, warehouse is incorporated into bigger industrial groupings or broad commercial
categories like office, stores, and manufacturers. Even by end of 2004, the warehousing
sector in the United Kingdom had grown to just under 152.0 million square meters,
accounting for 25.5 percent of all commercial buildings in the country.
According to a life cycle study conducted by property developer Gazeley, a warehouse
consumes between 65 and 90 percent of its energy during continuing operating activity via
electricity for heating, ventilating, and air conditioning (HVAC), equipment and lighting
(Gazeley, 2008).
The image that arises is that warehousing activities has a large degree of effect due to the
magnitude of its operations and resource utilization (electricity and land), and that although
its overall CO2 value is lesser than those of office and retail, its influence is substantial and
growing. The changing’s in ware housings activities that have resulted in these higher
resources concentration will be discussed in the next section.
Increasing the amount of resources used
Within every firm's supply chain, the warehousing or distributing center is one of the greatest
permanent and long-lived investments. Warehousing investment choices are thus tactical,
with the goal of cost reduction and return on capital at the forefront of decision-making.
Several warehouses are already anticipating working two sessions six days a week. In a
regular eight-hour session, a grocery RDC may currently employed over “1,000 people”.
Automated heavy equipment such as conveyors, forklift trucks and sortation systems or
automated order picking is being used more often.

(Q NO 1.2) METHODS FOR REDUCING THE ENVIRONMENTAL AND SOCIAL

CONSEQUENCES

ANS:
Least wasteful transportation techniques: The process of delivering items and inventories
to the warehousing is one of the contributing factors to pollutants. Examine your shipping
lanes to see if we can collaborate with our carriers to identify an over-the-road alternative that
requires less time or gets fewer stops, hence lowering your total carbon footprint. Working
with local recycling centers to discard of what you can and repurposing the remainder is a
good idea.
Lower utility consumption: Warehouses are infamous for fluctuating temperatures
throughout the colder months of the year, but there are methods to keep your employees safe
while lowering your total energy usage. In many circumstances, strategically positioned
flooring and ceiling fans will also aid circulation. Utility expenditures might rise in your
warehouse due to leaky windows and doors, just as they do at homes.
Internal trash audit and reduction: Many warehouses define 'waste' to be anything tangible
that has to be disposed of. Ascertain that your shipping and receiving departments have a
process in place to discard of these items as quickly as possible. Consider using sustainable
transportation solutions like gravity based conveyor to decrease the usage of automobiles
within the warehouse wherever feasible.
Temperature of Warehouse: The quantity of energy needed by a warehouse is mostly
governed by the humidity and temperature necessary to keep the stored goods in good shape.
13C should suffice in places with a high degree of physically activity, such as loaded bays,
but 19C is necessary for order picking or inspection. For vast portions of a warehouse, ducted
warm air heating is most efficient, although new bio-fuel and combining power and
heat systems are potential choices.
Automated material handling: LPG has the best energy consumption (89.3%) and the least
CO2 emissions, although it uses six times the power per running cycles as electricity,
according to one research. Because batteries are charged for a particular shift of 8–10 hours,
numerous cells will be necessary for prolonged durations of use. It's crucial to keep track of
this recharging cycle in order to save energy and get the most out of your battery. Fitting
over-capacity sized batteries has been the usual technique to preserving optimal operating
efficiency throughout a working time.
Batteries may now be defined more accurately because to the emergence of 3-phase AC
elevated fast-charging equipment and opportunity-charge cells.
Harnessing Sustainable energy: Green energy may be described as the generation of
electricity from a variety of low-carbon renewables near to or at the place of consumption.
The major goal of implementing greener energies is to transition away from carbon-intensive
sources of energy such as coal and oil, either actively or passively via grid-based power
generation. The following are the most common types of renewable greener sources of
energy:
 Biomass (sawdust or other waste), windy, solar energy, and photovoltaic solar systems;
 Waste industrial power, such as thermal from refrigerator facilities or air compressors, is
collected.
 kinetic energy that has been restored;
 Thermal-exchange units for air, earth, or water.
Designing building Sustainability: Non-Domestic Building Energy Certificates (NEPCs)
for office buildings above 10,000 m2 were established in April 2008 as part of the EU
Building Energy Structures Directive. “BREEAM, LEED, and CASBEE" are the three most
common building certification programs. Implementing these better expectations helps
programmers by reducing long-term energy and operational costs for renters, resulting in
reduced vacancy times from development to occupation and greater rental returns.

(Q NO 2.1): RISK INVOLVED IN THE PROJECT

ANS:
Here are some of the most important concerns to think about while evaluating a company's
warehouse space:

1. Ablaze
Because warehouses are frequently large spaces with a lot of items, even a little fire may be
devastating. Apart from the obvious issue of significant product loss due by the fire and
heating, there could also be damage by smoke, staff accidents, or a forced relocation to a new
warehouse.
There are a variety of effective warehouse fire prevention measures, including:
 Showers, fire escapes, and firefighting apparatus, among other things, should be installed.
 Regularly repairing and testing fire detection equipment, such as smoke detectors.
 Assuring that components are code-compliant.
 Instructing employees on how to spot fire hazards and be safely in the case of a fire.

2. Inundation
Flooding is a common warehouse problem, especially in areas where natural disasters and
rising water flows occur often. Water damage impacts a substantial percentage of storage
products. The warehouse may potentially be harmed by flooding.  Take the following
measures to reduce the consequences of flooding and damage of water:

 Be alert of local flood warnings.

 Conduct flood risk evaluations and examinations on a regular basis to identify any
locations or items that are especially vulnerable to flood damage.
 Keep inventory off the ground. Paper documents and other high-value, easily damaged
items should be housed on the highest level of shelves, or in sealed metal/plastic boxes if
feasible. When flood conditions are imminent, relocate equipment and machinery to
higher land.

3. Safety and security

With their vast quantity of material, distribution centres and warehouses  are frequent victims
for burglaries, especially if the commodity is expensive. Vulnerabilities may come from both
inside and outside the firm. Insider threats originate from the employees of the company and
third-party vendors, while foreign factors come from anyone who accesses the warehouses
without authorization.
Consider the following to lessen the danger of security threats:

A) Limits of the facility

 Separate the places where items are sent and received.
 Form a gap, such as fencing, around the warehouse's external yard. When the warehouse
is closed, maintain the gate shut at all times. Risks managers may decide to keep the gates
shut at all moments and only allow authorized staff entry if required.
 Install loud sirens on all escape routes doors, as well as all other doors in the warehouses
when it is locked.

B) Sign-in sheets for visitors

 Keep a visitor record so that anyone who comes to the warehouse may be identified.
 Only guests and delivery people must be permitted inside the premises.

C) Electronic surveillance and security devices

 Electronic access control systems may be used to restrict access to high-value spaces or
cages. The authorization system is supposed to track who visited the cage, when they
did, and for how longer.
 Install video surveillance systems in high-value cages and rooms to capture activities.
Access points and interior spaces should both be monitored with cameras.
 In the case of theft or damage, equip intruder detectors to allow for a quick and
coordinated reaction.

D) Employee background checks

 The solutions described above will defend a warehouse from external dangers, but not
against risks posed by inside entities. Employee theft in warehousing may result in
significant losses.
 Before recruiting warehouse staff, do extensive background checks, paying special
attention to any reports of theft or inexplicable job loss in warehousing or storage
employment.
 Create a method for anonymous posting. Staff will be able to report a colleague who
they suspect is taking without fear of retaliation.

4. Environmental hazardous material handling

It is the duty of all organizations to guarantee that ecologically hazardous chemicals are
handled responsibly. Ascertain that any warehouses working with hazardous chemicals
adhere to all applicable rules and regulations.
The following are some of the most important best practices:

 Ensure that any dangerous compounds are properly stored.

 Double-check that all dangerous compounds are properly labeled.
 Separate ingredients as needed.
 When distributing materials, use proper procedures.
 Have a strategy in place in case of an emergency.
 Always follow the law when disposing of hazardous garbage.
 Conduct frequent safety inspections to verify that all safety measures are in place and
working properly.

5. Employee protection
Employees working at a warehousing are exposed to a variety of risks. If something bad
happens, organizations will very definitely be found financially responsible. Read the
following directions to ensure employee safeness:
 Whenever possible, utilize technology to avoid repetitive strain or damage from manual
work. Forklifts, for instance, is used instead of hauling that could harm employees'
backs or legs.
 Train employees on how to safely use all workplace machines and equipment.
 Keep an eye out for hazards that could lead you to stumble, slip, or slide.
 Consistently conducted a risk evaluation.

6. Defective products
 Apart from fires, flood, and other natural calamities, contact to the conditions may affect
warehouse goods. The following concerns should be kept in mind by warehouse
employees:
 Make certain that each kind of item is correctly kept in the warehouses. The temperatures
in the warehousing and the load applied that may be placed atop of an object both are
significant.
 All items should be handled with utmost care, especially those marked as fragile. Make
an attempt to stay away from unnecessary movement.
 Store heavier items on the bottom shelves and lightweight items on the upper shelves of
the rack. As a consequence, the shelves will be less likely to topple.
 Train employees on how to manage a range of resources safely.
 To limit the possibility of disruption, use the protective measures outlined above.

7. Failure of the equipment

To keep stuff operating smoothly, today's warehouses rely on a lot of technology and
equipment. A single issue may lead to a slew of others, so being proactive is critical!
 Just allow employees to handle machinery who have received proper training or
certification, and make sure that education is repeated on a routine basis.
 When utilizing communication and computer technology, be awaking of cyber risks and
take precautions.
 Considering using cloud-based technologies to reduce the risk of data loss due to fire or
flooding.
 Effective emergency plan is important in warehousing for recognizing threats and
assessing potential losses. By tracking near-miss incidents relating to the concerns
described above, organizations may find high-risk zones that were totally unheard.

Q NO 2.2 CHANGE MANAGEMENT

ANS:
Creating an efficient construction management process is a difficult endeavor since it
necessitates an integrated approach for organizing all of the elements participate in the
change project management. While there are a few project management and construction
company management system options available, changes managements in the construction
industry is a subject that is difficult to research. The current change management’s module,
which some programs purported to include, is mostly a capability for documents acceptance
and change data logging. Many of these systems lack change estimate, effect analysis, after-
change analysis, data, and, most crucially, change tracking.
The following are the prerequisites for an efficient building change management system:

 Bringing together all elements of changes associated, such as causes, indicators, sources,
consequences, activities, and change processes, as well as their connections
 Throughout all design and construction process, assessing all aspects impacted by a
change.
 Mechanizes modification review, approvals, and deployment workflow procedures
 Coordinating modifications to several parties' operating systems
 Using a common project management platform to coordinate changes.
 Organizing and coordinating specific behaviors "(including notification, reminding,
monitoring, etc.)"
 Coordinating the dissemination and administration of current versions of documentation
 and designs
 Day-to-day operations and expense tracking
 Process for resolving disputes
 Change tracking and evaluation after a change

Change management is a component of project management and business management

solutions, but it may also be used as a stand - alone systems or as part of a larger system that
focuses on building change.

(QNO 2.3): PROCESSES OF MANAGING TIME

Six procedures under" Project Time Management are described in Chapter 6 of the most
recent version of the PMBOK Guide (2008)". The PMBOK (2007) Construction Extension
includes three more construction procedures. Figure 4 summarizes the inputs, outputs, tools,
and strategies used in these nine processes. The following is a list of the nine procedures: 

 Activity Conception
 Activity Scheduling
 Activity Duration Estimation
 Activity Duration Estimation
 Schedule Preparation
 Schedule Monitoring
 Activity Workouts
 Progress Charts Building

The first five processes described above, as well as processes Nos. 7-8, occur primarily
during the program's planning phase. A work plan and other project schedule outcomes are
created as a consequence of the first five steps. Activity The Weights process works with the
other Activity related processes (Nos. 1-4), and its outputs, together with those of the
Schedule Development process (Project schedule), allow for the creation of progression
curves.   Controlling and Progression on the Schedule Monitoring methods are utilized to
regulate and monitor real progress of a project, and outcomes for necessary project correction
are created as a consequence of these two methods (“schedule updates, PM plan updates,
progress curves update, corrective actions and lessons learned”).

Q NO3: LIFELONG EARNING

Q NO3.1 PRIOR KNOWLEDGE, SKILLS, AND/OR ENGINEERING TOOLS ARE

APPLIED:

ANS:

i. What type of things will it be able to hold?

Warehousing is a step in the supply chain where things are stored. The numbers, types, and
requirements of all of these, and also their sensitivity to temperature changes and other
circumstances, all have an impact on the situation like the medium of storage to be used,
dimensions of shelf, and assembly work areas, amongst many other factors.
 ii. What are the physical qualities of the structure?

The sizes and features of the warehouse architecture are critical and must be very precise
data. There are other constraints to consider: accessibility, floors, windows, pillars,
containers, lines, and electric lines are all instances of components that impact the layout of
an assembly.

iii. What resources are accessible in terms of equipment?

The layout of a warehouse does not necessarily start with a blank canvas, contrary to
common assumption. Any things, such as racking, elevators, or equipment of transport,
should be taken into account and their attributes assessed. These factors have an effect on the
concept design. They enable you to evaluate which making a good meets the needs of your
project, and any limitations and/or the need for extra integrations of equipment.

iv. What is the flow and rotation of goods?

The movements conducted in logistical activities, such as dispatch, receiving, and order
preparation procedures, are referred to as flow. Because moving cargoes incurs expenses,
provided that the company's operations are running well, moves must be reduced to a
minimum operating method permits it.

v. Personnel: What kind of personnel are you looking for?

One of a company's most valuable assets is its employees. The numbers of staff, their degree
of education, their structure, the hours they working, and other considerations may all assist
improve the warehouse's suggested designing. Operator is now considerably more
experienced than they were previously, thanks to the development of automated elements,
warehouse management system, and safety and health norms.

vi. How is the warehouse arranged, according to management and corporate policy?

Good warehouse management include having enough merchandise on hand, providing

excellent service possible, sustain a high standard of occupancy, and optimizing internal
operating times, amongst many other factors. Knowing how installations are managed allows
us to assess their effectiveness and identify practices that could be enhanced during the
planning and design stage. To ensure that most of these operations are under supervision,
today's trend towards professional operations that are using warehouse software applications.
Depending on the requirements and peculiarities of each business, each one of these factors
has a varied effect on the construction.

(Q NO 3.2): LIFE LONG LEARNING PLAN

ANS

I will create and manage a lifetime learning plan that is aligned with one's overall career
goals, which I will review with one's employers and coworkers.
The following are some of the things I'll do:

 I'll rely on my project leader or line manager first. A project leader could find that
irritating, but a competent project leader with my interests at heart would clarify and
assist me in growing.
 I will not be fearful or overconfident enough to believe that I cannot learn from a skilled
non-engineer, including a senior designer or a field agent.
 I'll give heed to what other people excel at. Someone could be referred to as a "lot-
grading wizard." The "queen of storm calcs" is another possibility. That is something I
will keep in mind and study from others who succeed. They'll not only be able to provide
valuable information, but they'll also feel gratified to be able to do so.
 Be wary of being trapped in an echo chamber. That is to say, be cautious when seeking
extremely expert advice from individuals at ones position. To begin with, they may have
gaps in their level of understanding without even realizing it, therefore passing on
undesirable practices to you. Even if they have the knowledge to do the task, they are
unlikely to have gained enough real-world experience in learning from their failures.
 Which brings me to my next juncture: learning from my errors, everybody makes errors
from time to time. I'm going to make an error. And I'm afraid I'll be chastised for it. It's up
to me to understand from that blunder and take efforts to prevent making the same error
again.
 Reap the benefits of corporation (or in-house) educational activities. This may be brown
bag at my workplace on relevant subjects or conventions on critical problems in my field.
I will not be hesitant to ask my boss whether I am permitted to take part in this research.
Although I may be told no on occasions, I am certain that my employers will help me in
myself growth. If the response is negative, I will re-ask if a similar chance arises in the
future.
 I will network with people in my field as often as possible; initially with colleagues at my
workplace, then with those in my neighborhood. I'll join organizations and associations
that are relevant to my profession. For civil engineers, this would include organizations
such as ASCE, TBPE, ASHE, and so on. It will not only require me to develop important
non-technical abilities, but it will also keep me up to date on new developments, best
practices, and changes in the industry.

(Q NO 3.3): REFLECTION AND LESSONS LEARNED

i. Throughout the process, I will face difficulties.

Difficulties will inevitably develop with every construction project; no process is completely
free of issues. As a result, we solve difficulties as they emerge and share best practices
amongst our PMs to reduce possible issues.

ii. Get ready for the approval procedure for land acquisition.

Since development of land is such a lengthy and difficult procedure, it is critical to be

informed well and reasonable in one's goals. Understand regarding municipal changes and
who is in charge of overseeing specific aspects of the program.

iii. Assemble a formidable squad.

The right team may greatly impact a project. Confirm that one’s team is able to complete the
assignment on time and efficiently. It's why horst prioritizes building solid relationships with
major sub-contractors and other expert.

iv. Keep track of lead times.

Among the most common issues is coordinating the arrangements for critical materials and
personnel. Bookings must be prepared to create as feasible since wait times may be
surprisingly long at times.

v. Project planning is crucial to its success.

This includes putting together an accurate and detailed schedule and holding everybody
responsible to it. Most importantly, make certain that everybody on the group, including sub-
contractors, is informed of the schedule.

vi. Limit the scope of your project.

Examine each component of the project's goals to see if there are any apparent contradictions
that may be fixed. It's also important to preventing scope creep, which relates to minor or
non-essential components that sneak into a program and add unnecessary cost or labour.

vii. No matter what, be faithful to our principles.

The correct course might not be the easiest or most convenient alternative. Horst is proud to
be a principles organization; this is one of our ethical standards pillars.

viii. It is critical to communicate.

Maintaining open lines of communicating with all suppliers and partners, as well as the
ownership and designing professionals, is critical to delivering a trustworthy, high-quality
solution.

ix. The importance of project meetings cannot be overstated.

There is no finer way to communicate than to schedule and attend daily project discussions.
Seminars must be planned and organized by all necessary stakeholders to improve
productivity.

x. Mother nature has her own agenda from time to time

This most seasoned contractor is unable to predict the weather. As a consequence, it's vital to
plan ahead of time while yet leaving room for Mother Nature's flexibility.
REFERENCES

Mantel, S.J., Meredith, J.R., Shafer, S.M., Sutton M.M. (2011).Project Management in
Practice.
John Wiley &Sons, Inc., Hoboken, NJ, USAMbugua, L.M., Harris, P., Holt, G.D.,
Olomolayie, P.O. (1999).
A framework for determining critical success factors influencing construction business
performance. In: Hughes, W. (ed.) Procs. 15
Annual ARCOM Conference. September 5-7, Reading: ARCOM. 1 p. 255-264, McGraw, B.
A., Leonoudakis, R. (2009).