System Dynamics. Modeling and Simulation in Engineering. Topic 4: Systems Dynamics in Action
System Dynamics. Modeling and Simulation in Engineering. Topic 4: Systems Dynamics in Action
•In 1970, Jay Forrester, a MIT control engineer, was invited to the meeting of the
Club of Rome in Switzerland, who commissioned him a model of systems dynamics
for the future of humanity.
• The study presented to the Club of Rome is based on model, World 2, that was
published in the book World Dynamics (Jay W. Forrester, 1970, World Dynamics, Productivity
Press).
•The Club of Rome likes Forrester’s work and funds a much larger study and model
(World 3) in which William W. Behrens III, Jørgen Randers, Dennis Meadows and
Donella Meadows work. The results are published in a book published by Donella
Meadows that becomes a "best seller": The limits to growth (1972 Universe Books).
1
03/03/2019
•In 1992, a new version of the report entitled Beyond the Limits was updated and
published (Beyond the Limits, Chelsea Green Publishing 1992), in which it was stated that mankind
had already surpassed the planet's carrying capacity.
•On June 1, 2004, the updated and comprehensive version of the two previous
versions, entitled The Limits to Growth: 30 Years Later, is published (Chelsea Green
Publishing Company, 2004).
•Historical data fit the BAU scenario quite accurately, despite the difficulty of a 40-year
prediction seen and which the model was not intended to predict
2
03/03/2019
•In recent years several authors have compared the predictions of the 1972 report with the
historical data of these decades. Graham Turner in 2008 published an article comparing the
predictions of The Limits of Growth with the reality that occurred in the later thirty years (A
comparison of The Limits to Growth with 30 years of reality, Global Environmental Change, August 2008)
and Ugo Bardi in 2011 analyzes the report, its methods and its historical reception (The Limits
to Growth Revisited, Springer 2011) .
3
03/03/2019
Polution
Population
Industrial capital
Agriculture
Natural resources
WORLD 1
Births emissions
…las suyas
population
pollution
deaths
absortion
investment
Capital
renovation obsolescence
Natural
regeneration
resources
Soil
extraction erosion
4
03/03/2019
Source: “A comparison of the limits to growth with thirty years of reality”, Graham
Turner, CSIRO Working Papers, 2009.
10
Source: “A comparison of the limits to growth with thirty years of reality”, Graham
Turner, CSIRO Working Papers, 2009.
5
03/03/2019
11
Source: “A comparison of the limits to growth with thirty years of reality”, Graham Turner,
CSIRO Working Papers, 2009.
12
Depletion problems
Investment increase
6
03/03/2019
13
+ resources -
neded
- Faster resource
+
+ depletion
production Dificulties to find
resources
+
+
-
Capital investment
14
•Its main value is to be brave enough to model a system as enormously complex as the World. Its
simplifications and basic elements are correct and the conclusions are obvious.
•It performs a good modeling of the population and the demographic transition.
•One of its drawbacks is that It brings together all natural resources (minerals, fossil fuels, etc.) without
separating energy resources and renewable energies (which are only modeled as a greater efficiency in
fossil use).
•Another drawback is that it only provides for an improvement in agricultural yields through the use of
mineral fertilizers, and does not model agroecological improvement. Years later, Acharya and Saeed
modeled this option (Acharya, SR and Saeed, K. 1996. An attempt to operationalize the recommendations of the 'Limits to growth'
study to sustain the future of mankind.).
•It is a model that can be improved but it gets the essential points of the problem: the dynamics of growth
in a world of finite and exhaustible resources. The criticisms made of it are simplistic, some of them did not
understand the dynamic modeling. None of its critics dared to make a good model with feedbacks that
included the relations economy-natural resources-population, none of them tried to complete or to improve
World-3.
7
03/03/2019
15
16
8
03/03/2019
17
Colin:"Understanding depletion is simple. Think of an Irish pub. The glass starts full and ends empty. There are only so
many more drinks to closing time. It’s the same with oil. We have to find the bar before we can drink what’s in it.
18
9
03/03/2019
19
The implications of fossil fuel supply constraints on climate change projections:A supply‐side analysis, Jianliang Wang, Lianyong Feng,
Xu Tanga, Yongmei Bentley, Mikael Höökc. May 2016, DOI: 10.1016/j.futures.2016.04.007
20
The implications of fossil fuel supply constraints on climate change projections:A supply‐side analysis, Jianliang Wang, Lianyong Feng,
Xu Tanga, Yongmei Bentley, Mikael Höökc. May 2016, DOI: 10.1016/j.futures.2016.04.007
10
03/03/2019
21
Total oil
Conventional
oil
22
The implications of fossil fuel supply constraints on climate change projections:A supply‐side analysis, Jianliang Wang, Lianyong Feng,
Xu Tanga, Yongmei Bentley, Mikael Höökc. May 2016, DOI: 10.1016/j.futures.2016.04.007
11
03/03/2019
23
24
12
03/03/2019
25
Energy output
EROEI=
Energy Input
Windmil
manufacture
Windmil
electricity
26
3500 3000
Miles de barriles diarios
3000
Miles de barriles diarios
2500
2500
2000
2000
1500
1500
1000 1000
500 500
-
-
1960 1970 1980 1990 2000 2010 2020
-^ 1960 1970 1980 1990 2000 2010 2020
años año
13
03/03/2019
27
Mexico
México
Algeria
Argelia
4500 2500
4000
3500 2000
Miles de barriles diarios
2000
1000
1500
1000
500
500
- -
1960 1970 1980 1990 2000 2010 2020 1960 1970 1980 1990 2000 2010 2020
año año
28
14
03/03/2019
29
30
15
03/03/2019
31
32
16
03/03/2019
33
Saudi Arabia
Kuwait
North Sea
34
17
03/03/2019
35
The implications of fossil fuel supply constraints on climate change projections:A supply‐side analysis, Jianliang Wang, Lianyong Feng,
Xu Tanga, Yongmei Bentley, Mikael Höökc. May 2016, DOI: 10.1016/j.futures.2016.04.007
36
The implications of fossil fuel supply constraints on climate change projections:A supply‐side analysis, Jianliang Wang, Lianyong Feng,
Xu Tanga, Yongmei Bentley, Mikael Höökc. May 2016, DOI: 10.1016/j.futures.2016.04.007
18
03/03/2019
37
Source: Capellan et. al 2014
38
•An ideal model of a society based on fossil fuels that tend to get
exhausted
•No real data, only a sort of game
•The main dynamics are considered: holistic view (previous models
focus on particular aspects of energy-economy relations and climate change)
19
03/03/2019
39
40
20
03/03/2019
41
42
21
03/03/2019
43
44
22
03/03/2019
45
46
P3=-1.5 plateau
P3=1.3 sharp
peak
23
03/03/2019
47
P4=0.4
P4=0.3
P4=0.2
abundance
48
24
03/03/2019
49
50
25
03/03/2019
51
1.2 1.2
1.5
1 1
0.8 0.8
1
ue/yr
umc
ue
0.6 0.6
0 0 0
0 50 100 150 200 0 50 100 150 200 0 50 100 150 200
time (yr) time (yr) time (yr)
Renewable infrastructure grows very slowly, when the renewable energy extraction equals the
non renewable the amount of total energy is very small. It stabilizes at a very low amount of
material capital. (EROEI 30, 66 year stock, plateau,max renew 07, energy investment slow)
52
material capital renewable (-), non renewable energ. (..) growth material cap.(-), energy invest. (..)
1.2 1.2
1.5
1 1
0.8 0.8
1
ue/yr
umc
ue
0.6 0.6
0 0 0
0 50 100 150 200 0 50 100 150 200 0 50 100 150 200
time (yr) time (yr) time (yr)
Renewable infrastructure grows fast, since the material capital is large the renewable
infrastructure is large too. It stabilizes at a high amount of material capital after a crisis
(EROEI 50, 60 year stock, peak, max renew 08, energy investment fast).
26
03/03/2019
53
1 1 0.8
ue
0.6 0.6
0.4
0.4 0.4
0.2
0.2 0.2
0 0 0
0 50 100 150 200 0 50 100 150 200 0 50 100 150 200
time (yr) time (yr) time (yr)
Renewable infrastructure grows fast, since the material capital is large the renewable
infrastructure is large too. It stabilizes at a high amount of material capital after a crisis
(EROEI 50, 62 year stock, plateau, max renew 0.7, energy investment medium)
54
0.8 0.8
0.6 0.6
material capital final
material capital final
0.4 0.4
0.2 0.2
0 0
0 0.5 1 1.5 2 30 40 50 60 70 80
P1 renew return P2 non renew init
27
03/03/2019
55
0.8 0.8
0.6 0.6
0.4 0.4
0.2 0.2
0 0
-1.5 -1 -0.5 0 0.5 1 1.5 0.2 0.4 0.6 0.8 1
P3 non renew extraction (1.3 peak, -1.5 plateau) P4 energy percent (0.2 slow, 0.8 fast)
56
0.8
0.7
0.6
material capital final
0.5
0.4
0.3
0.2
0.1
0
0 0.5 1 1.5
P 1 renew return*P 4 energy perc ent
28
03/03/2019
57
58
•When the non renewable energies are exhausted the model tends
to stability
29
03/03/2019
59
Climate
change
Economy Limits of
and society renewable
energies
Minerals
60
Scenarios economy
(UN, FMI)
World economy
Escarcity??
30
03/03/2019
61
62
31
03/03/2019
63
• Pek oil, gas, coal and uranium according to published studies (low
buildings, electricity.
64
32
03/03/2019
65
66
•LAND OCCUPATION
SUN: energy of the biosphere; •LOW EROEI
winds, waves, photosinthesis,
tides, etc. •NOT ACCUMULATED
33
03/03/2019
67
•LAND OCCUPATION
SUN: energy of the biosphere; •LOW EROEI
winds, waves, photosinthesis,
tides, etc. Energy per Kg
•NOT ACCUMULATED
Electric car: energy storage capacity 10-15 times lower tan similar gasolina vehicle (similar
price and caracteristics)
(1) Future Transport Fuels, UE 2011
68
•LAND OCCUPATION
SUN: energy of the biosphere; •LOW EROEI
winds, waves, photosinthesis,
tides, etc. •NOT ACCUMULATED
34
03/03/2019
69
•Realist density
12-23 We/m2 3,3 We/m2
70
35
03/03/2019
71
72
renewable
coal
gas
oil
36
03/03/2019
73
74
37
03/03/2019
75
76
38
03/03/2019
77
78
39
03/03/2019
79
Scenario BAU: observed trends
80
Results: transportation
Scenario BAU: observed trends
40
03/03/2019
81
Results: transportation
“Scenario: “regional sustainable development”
82
41
03/03/2019
83
84
• In order to overcome the energy crisis we would need policies that go far
beyond technological change (public transportation, relocatization, etc.)
• Results would probably be worse than the model due to feedbaks we have
ignored.
42
03/03/2019
85
poverty
+
shortage - New energy
sources
Economic +
crisis +
+ Investment in
technological substitutes
86
43
03/03/2019
87
About the creators of the game
“The Beer Game is a role‐playing simulation developed
at Massachusetts Institute of Technology (MIT) in the
1960's to clarify the advantages of taking an integrated
approach to managing the supply chain; it particularly
demonstrates the value of sharing information across
the various supply chain components.”
Source: http://beergame.mit.edu/guide.htm)
88
44
03/03/2019
About the game
• This game represents a simplified beer supply chain (single retailer, single
wholesaler, single distributor, single factory): Bar, mayorista, distribuidor
fábrica
• The factory has unlimited raw materials and the other parts of the supply
chain have unlimited storage capacity
• Each “round” in the game will represent a week in the business supply
chain
• Each week customers buy beer from the retailer’s inventory (quantity of
consumer demand is determined by the game itself – cards ‐).
• Retailers are the only ones who know what the customers actually order
(they should not reveal this information to anyone else.)
• Each member of the supply chain, each week, receives a shipment from
their supplier and each member places and order with their supplier.
89
Let’s see how the empty board looks like …
90
45
03/03/2019
Empty Board
Orders sold to
RAW
customer MATERIALS
Used Order
cards Order Incoming Order Incoming Order Incoming
Placed order Production
Placed order Placed order
Requests
Produc
Retailer Wholesaler Distributor Factory tion
Current Delay
Current Current Current
Inventory Inventory Inventory Inventory
91
Initializing the board
• Put the cards in order with side that reads the week # facing up in the board
place labeled “Order Cards” (week 1 on the top)
• Put 12 chips in the each of four boxes labeled “Current Inventory”
• Put 4 chips in each of the six boxes labeled “Shipping Delay”
• Put 4 chips in each of the two boxes labeled “Production Delay”
• Use the small papers to write the initial orders.
All the time the papers with the orders, need to be put with the number
facing down.
(In this presentation in the slide about initialization of the board they appear visible to help the facilitator to understand
better)
The colors also correspond to each part of the supply chain:
‐ Retailer → Gray paper
‐ Wholesaler → Blue paper
‐ Distributor → Green paper
‐ Produc on → Pink paper
92
46
03/03/2019
Initializing the board
• For initialization all the orders boxes & production request box must have the
#4 written in the order (colored paper) and facing the number down.
• The color of the paper for the orders is important because avoid confusions.
If you run out of the color paper that the game came with, you can cut your
own papers . You can cut regular color paper or cut the sticky pat of color
small post its and use the rest.
• Setting up the game might take around 30 minutes (including making the
photocopies)
• See a graphic representation of the initialized board in the next page
93
Initialize the Board
Orders sold to
RAW
customer MATERIALS
Used Order
cards Order Incoming Order Incoming Order Incoming
Placed order Production
Placed order Placed order
Requests
WEEK 1 4 4 4 4 4 4 4
Shipment Delays Shipment Delays
Shipment Delays
94
47
03/03/2019
Overview of the game – for the facilitator ‐ :
• The players in each part of the supply chain cannot talk among themselves
(i.e. warehouse cannot talk to distribution). Their “communications” are through placing
orders and receiving shipments.
• The objective of the game is meet the customer demand with minimal
expenditure of back orders and carrying as less inventory as possible.
• Stockouts (orders which cannot be filled) become backorders and must eventually
be filled.
• Each member of the channel is charged $1.00 for each case of beer stocked out
and $0.50 for each case of beer carried in inventory in excess.
95
Overview of the game – for the facilitator ‐ :
• Because stock out costs are higher than inventory carrying costs there is an
incentive to service demand from inventory rather than through backorders.
• Backorders are cumulative and must be filled eventually when stock is available.
• There are not lost sales due stock outs
• Participants are told that the winner of the game is the one with lowest total cost
at the end of the game. The only decision participants must make is how much to
order.
• The game is initialized in a balanced condition.
96
48
03/03/2019
You will see that the steps are pretty similar
along the game
1. You receive goods from the supplier
2. You receive orders from your customer
3. You deliver to your customer as ordered
4. You order new goods to your supplier
NOTE: It might be slightly different in the first round
97
98
49
03/03/2019
99
100
• We have a box with a black and a white ball. At each step, if you pick
a black ball, you add another black ball to the box, and if you pick a
white ball, you add another white ball.
• The more black stones the more probability of finding a black stone
next time.
50
03/03/2019
101
102
51
03/03/2019
103
• Economies of scale:
104
cause effect
Motion y(t)
Force F(t)
52
03/03/2019
105
Small variations in
the initial value y(t=0)
y(t) cause small
variations in the
trajectory y(t)
time
106
y(t)
time
53
03/03/2019
107
108
54
03/03/2019
109
110
55
03/03/2019
111
112
56