改變產業的決心
為了向這個傳統產業展現我們的決心，我們和機構型投資人合作，目標在10年內，投入美金十億元建置一百萬平方米的倉庫，提升傳統的物流不動產基礎設施。
Behind the Change
To provide life to warehouse architecture with a more comprehensive thinking perspective.
PD － Evans
# Applying Knowledge to a Career in Architecture
# Actively Uncovering Details and Functions in Architecture
From ALP's perspective, you can feel her passion and determination for architecture. She expanded her horizons by pursuing a master's degree in architecture in the UK, and after graduating, she worked at an architectural firm while also passing on her experiences. She even took on the role of a lecturer at her alma mater. However, her pursuit of architectural knowledge ultimately led her to ALP.
From the architectural firm to ALP, participating in the complete life cycle of building.
During her university years, Evans majored in architecture, and she pursued her master's degree in the UK, focusing on research related to green architecture. Subsequently, she worked on various public projects in architectural planning at an architectural firm. She found that these projects often lacked a complete understanding of the context, such as the reasons behind the client's requirements or the actual usage conditions after completion. Faced with a bottleneck after years of working at the firm, Evans learned about the work at ALP through a friend, who happened to be working in the same design and planning team.
The main attraction for her to join was, "Knowing in the early stages of development what equipment will be introduced, the operational processes, and the subsequent operational conditions." Due to ALP's operational model, which includes planning, design, construction, equipment installation, and subsequent property management, she can now comprehensively observe the entire life cycle of a building. This is a departure from the past, where one would simply wait for the completion of construction or the occupancy of space before considering its use.
Curiosity drives continuous questioning for the creation of buildings that respond to needs.
The Design and Planning team in the Product Development Department is primarily responsible for various types of building development projects within the company. Currently, the team is dedicated to incubating a new product—OMEGA, characterized as ALP's first smart warehouse with fully planned automation equipment from the architectural stage. Evans plays a crucial role i n project integration, bringing together the expertise of various departments, and incorporating everyone's needs and ideas into practical designs.
Due to the innovative design and construction model, when faced with uncertain answers, the team needs to speculate on how things might unfold. Typically, they establish hypothetical scenarios. For instance, "How should forklifts, AGV robots, and automated shelves connect to transport goods during loading and unloading? What should the route from the warehouse dock to the storage space look like?" After the Design and Planning team proposes initial ideas, they iteratively confirm cross-departmental thoughts and proceed with conceptual modifications.
From Evans's perspective, compared to working at an architectural firm, ALP requires a proactive approach to observe details. For example, improving truck routes requires a more nuanced curiosity about logistics operations in the dock area. This involves a focused effort to excel in specific tasks.
Taking a serious view as a responsibility, the process of change must retain its original intention.
Evans also shared that every ALP employee experiences periods of hitting walls to some extent. It's easy to compare and see areas where ALP may fall short, but when she changed her mindset and adapted to think from a developer's perspective, things improved. "In the past, in a firm, there was a scenario where people who liked to design would want to touch more design, and those who didn't like design would touch engineering or project management. But at ALP, you need to understand everything and transform into the role of a developer."
ALP's warehouse construction projects demand "efficiency," aiming to complete tasks in a short time while maintaining a pursuit of quality and details. Under this continuous demand and work pressure, Evans mentioned that a sense of achievement often comes from mastering time. When you can control project schedules better, you can complete them sooner and gain more time for adjustments, providing an opportunity to make things more complete.
Walking on the path of an architect, Evans shared that when a project is officially launched, reflecting on the things she spent a lot of time contemplating being implemented is the most direct sense of accomplishment. However, in ALP's projects, there are more cross-departmental coordination tasks than in previous jobs. Therefore, upon completion, her sense of achievement comes more directly from everyone's recognition of the project.
With accumulated experience, Evans also found that in the process of "changing for the better," although the current chaos makes it difficult for her to be certain if they are moving in the direction of "better," she believes that the driving force behind change is consistent. The common goal is to let everyone know that they represent Taiwan and can achieve projects of this scale!