Singapore
Monday morning, I headed down Singapore's spotless streets and,
for Asia, an eerie lack of chaos, up to the National Computer Board
to meet with Lew Yii Der, an engineer with Singapore's Public
Works Department. On my last visit, I was told that a contract had
been awarded for an electronic road pricing system, and I was eager
to learn more details.
Since 1975, Singapore has attempted to reduce congestion in the
central business district by charging a fee to enter the area during
morning and evening rush hours. There are 26 entry points to the
central area, known as the Restricted Zone.
Before entering the Restricted Zone, a motorist pays SG $3 (U.S.
$1.76) for a license and, when passing the entry point, ensures that
the large pass is prominently visible on the left side of the windshield. Failure to prominently display results in your license number being noted by the police patiently waiting by the side of the
road and a ticket being mailed to your home.
On a typical day, 300,000 vehicles enter the Restricted Zone, of
which 74,000 enter during the controlled periods. While the system
has certainly reduced congestion by keeping those without the will
or the resources away during rush hour, it has some drawbacks.
The biggest problem is the manual nature of the system. Cars
must stop to buy a license and then slow down to wave it around.
Fifty-two officers must be present at the 26 entry points to enforce
the system.
Many cities throughout the world are investigating ways to reduce congestion in central business districts. Lew Yii Der explained
the two classes of solutions: passive and active. In a passive system,
people maintain accounts with the government. When you enter a
restricted area, a charge is made to a person's account. Passive systems thus require central billing, are difficult to maintain, and, even
for Singapore, are considered too intrusive. An active system uses a
stored value card. Buying a card for a subway and then running it
through a reader to activate the turnstile is an example of an active
system.
While I had understood, perhaps wrongly, on my previous visit
that a contract for an active system had already been awarded, a bit
of further discussion turned up the information that not only had
the contract not been awarded, but the RFP was not yet out. An
RFP had been issued previously, but it was worded so vaguely that
vendors were not sure what to bid.
Lew Yii Der gave me an outline of what the new RFP would
specify. Smart cards would be mounted on all car windshields.
Value for the cards would be added at sales outlets, where the motorist could also review the transaction log stored inside the card.
When a motorist entered the Restricted Zone, the car would pass
under a microwave beam, which would debit the appropriate
amount from the card. If the card didn't have enough money on it,
a camera would be activated to take a picture of the rear license
plate.
Since the system didn't exist, it was a bit hard to get more technical details, so I spent the rest of my allotted hour trying to learn
more about other traffic control systems.
Like most big cities, Singapore has computerized its traffic lights
in the busy parts of the city. The original system, installed in 1983,
was a fixed system, meaning that the lights changed on some prearranged timetable. Each light had a phone line to a PDP computer
which controlled the lights and attempted to form "green waves" so
motorists could drive without stopping.
In 1987, Singapore installed an Australian dynamic traffic management system called SCATS. In addition to the traffic light, each
intersection in this system has magnetic detector loops under the
pavement, used to measure the flow of cars. A local controller at an
intersection can use the absence or presence of cars to change lights.
The data from the detector goes to the regional PDP computers,
which use the traffic data to adjust light patterns while trying to
establish green waves. Data from regional computers goes to a VAX
11/750, which is used by headquarters staff to monitor traffic status.
The traffic subsystem is also tied into the emergency fire system.
Every major building in Singapore has a fire detection system tied
into the fire stations. When there is a fire, trucks are automatically
dispatched from fire stations to the fire location and the traffic system is used to provide a green wave for the trucks.
Between the parking control, the Restricted Zone, the traffic light
management, the incredibly clean streets, and the gum-free subway
system, it was certainly clear that Singapore was able to control the
flow of people and vehicles in the city. I had to ask myself, however, if there wasn't some tradeoff between efficiency on the one
hand and, on the other, an atmosphere that promotes a vibrant,
creative, and (yes) fun place to live.
On my previous visit, I had learned about Tradenet, an EDI application for clearing customs paperwork. I had heard that not only was
the customs work computerized, but that the
Port of Singapore
Authority (PSA) also had extensive systems. As with all things
computer related, the National Computer Board was the place to
start.
Singapore is one of the world's busiest ports. Since the opening
of the Suez Canal in 1869, the island has been a major entrepot port,
serving as a clearinghouse between destinations in Europe and Asia.
That afternoon, Chew Keng Wah of NCB brought me down to
the Tanjong Pagar terminal where container ships are loaded and
unloaded. We met with Ang Chong Hoat, an MIS manager for the
port.
Running a terminal as large as Tanjong Pagar is a highly complex scheduling problem. When a ship arrives, containers have to
be unloaded and other containers loaded. Cranes mounted on rails
are moved up and down the length of the wharf and are used to
move containers on and off ships.
Incoming containers are then placed on trucks and run over to
an adjacent storage yard. There, containers are picked up by an
even bigger crane, a transtainer, a device that constructs huge piles.
When the ship arrives that is to carry the container to its destination, the container makes the reverse journey back onto a ship.
The trick is to pile the containers so they are readily available
when needed. You hope that the container you need at a given time
is not buried under a pile of other containers that are not needed
until later. It also makes sense to keep containers for similar destinations in the same area so the transtainer does not have to be
moved around.
The goal of all this is to minimize the amount of time a ship
stays berthed at the terminal, thus making more effective use of
scarce resources. This minimization is done in an environment of
scarcity, where cranes, ships, transtainers, and berths are all finite
resources.
Planning the loading and unloading of ships and the subsequent
placement of containers in the yard was once the province of a few
highly skilled experts churning out plans by hand. A plan for a
single ship could take many hours to work out. To automate the
process, the Port Authority and the NCB developed an expert system to assist in the process, cutting the amount of time to develop a
plan for a ship in half. The expert system was developed on Sun
Workstations in Objective C and Lisp and took over 20 person-years.
The ship planning system is the first of six that the PSA will
eventually deploy. Other systems will try to place ships in berths
adjacent to the correct yards, or try to take ships in a yard and place
them in a correct berth, or make available the proper number of
resources for the unloading and loading of a ship.
The planning system thus tries to solve a complex optimization
problem a level at a time. The results from one planning exercise,
such as putting ships in the correct yards, is moved into a Sybase
database. The next planning process takes that data out of Sybase
and uses it as input for the next level of decision making.
Since a yard has many simultaneous ships, it is still possible for
one ship-unloading plan to interfere with another ship-unloading
plan. The last planning module is a terminal operations simulator,
used to take all the separately developed plans and see if they conflict. If so, adjustments are made back up the chain.
The planning network at Tanjong Pagar terminal consists of two
mirrored Sun servers with approximately 5 Gbytes of disk space.
Planners use 13 workstations and various plotters and printers.
Some of the modules, such as the ship planning system, were already deployed. Others were just going online.
Planning is one of three major clusters of computer applications
in use at the terminal. A large mainframe is used for documentation
and a third cluster of applications runs on a Stratus computer for
fault-tolerant control of yard operations.
The documentation system contains the raw data, such as when
a ship is expected to arrive and the contents of that ship. This information is used to feed the planning process and also is used as input for back-office functions such as billing.
Data for the documentation system is fed in electronically by
shipping agents. Small companies emulate a 3270 terminal and dial
in to fill out forms. Larger organizations use an APPC-based program to transfer data. Documentation data resides in an Adabase/Natural application and an APPC-based program running on
a SunLink gateway transfers data over to the Sybase server for planning.
The output from the planning process is used to feed the yard
operations system. This system, which was preparing to go online
when I visited, run on a Stratus platform. The Stratus is linked to
the IBM using SNA APPC programs and to the Sun workstations
using TCP/IP.
The output of the planning process is a series of loading and
unloading sequences, specifying container ID numbers, yard locations, ship berth locations, and other identifying data. This information is translated into a series of micro instructions, such as a
command to a transtainer to go to a certain location and expect to
load a container with a certain label. Another command might give
a truck instructions to move to a certain berth.
All this is computerized, with custom PC-based systems on
cranes and transtainers. PSA trucks get transponders to track their
location and simple display terminals give truckers instructions.
Trucks entering the terminal from local shipping companies are
given a window during which they are allowed to enter the yard,
and at the gate the truck is fitted with a transponder.
As we were driving back from the port, Chew Keng Wah told
me that yard operations were only half of the port automation program. The other half was a marine-based control system that would
automate the deployment of tugs, pilot allocation, and utilization of
deep sea channels in and out of the terminals.
Having finished my whirlwind tour of Singapore, I went back to
my hotel to meet a friend for a drink. Bob Cook (not his real name)
is a salesman for a large computer company. Salesmen for this company are assigned territories by country. One will work in Thailand, another in Singapore. Bob gets whatever is left. His beat
includes places like Brunei and Bangladesh.
I had brought Bob a copy of Stacker for his laptop PC. In many
places, including Singapore, the only way to obtain legitimate software locally is to pay three times (or more) the U.S. list price. Even
then, many U.S. companies refuse to provide technical support or
updates.
Lack of legitimate software drives many otherwise honest users
into the arms of the software pirates. Bob always gave me a list of
software he needed to purchase and I brought it over for him on my
trips. Updates and other luxuries he had to get for himself from the
pirates.
After taking his software, Bob looked around the bar furtively.
Everybody was watching the lounge lizards doing an Elton John
tune. The audience was captivated, although the fact that the performers were clearly out of the Barry Manilow school just made me
thirsty.
The coast clear, Bob told me he had something for me, giving
me a conspiratorial wink and pulling out a package of Big Red
chewing gum. Singapore had just banned all chewing gum on the
island, a reaction to the fact that somebody had discarded their gum
in a couple of subway doors, jamming them. The fine for importing
this vile substance with intent to deal had been set at SG $10,000
and a year in jail. The government had just arrested four gum dealers and was threatening swift retaliatory action to any others fool
enough to chew and talk about it. A government official was quick
to point out, however, that only the importation and sale of the substance was banned, not its chewing.
Bob's frequent travels to free trade meccas like Bangladesh had
given him plenty of opportunities, and he had become a key gum
trafficker, supplying his teenage daughter and even occasionally offering a stick to friends.