Integrated demand-responsive scheduling of maintenance and transportation operations in military supply chains

Tsadikovich, Dmitry; Levner, Eugene; Tell, Hanan; Werner, Frank

doi:10.1080/00207543.2016.1178864

Cited by 13 publications

(8 citation statements)

References 29 publications

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“…It builds predominantly on a reductionist paradigm, focusing on tangible, observable dimensions of work processes and outcomes (Nonaka 2000). achieving the lowest network-level costs for a particular service level (Tsadikovich et al 2016). Concepts commonly used include service levels, monetary value of services, and costs (e.g.…”

Section: Supply-chain Management Approachmentioning

confidence: 99%

“…On the positive side, it allows for supplychain decision-making tools based on operations research for optimization geared towards particular network-level objectives (Humair and Willems 2006), e.g. achieving the lowest network-level costs for a particular service level (Tsadikovich et al 2016). Researchers offer frameworks for pinpointing relevant performance indicators and they offer associated operationalization (Beamon and Balcik 2008).…”

Section: Supply-chain Management Approachmentioning

confidence: 99%

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Interorganizational Performance Management: A Co‐evolutionary Model

Fenema

Keers

2018

Int J Management Reviews

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Making interorganizational cooperation successful proves a daunting task. While current approaches to interorganizational performance management (PM) highlight why interorganizational cooperation matters and which phases are required, it remains silent on the dynamics of interorganizational PM. That is, how can PM evolve with and contribute to interorganizational cooperation. The purpose of this paper is to increase understanding of interorganizational PM. To this end, it develops a structure and process foundation of interorganizational value creation, and it provides a model that shows how processes of organizational and interorganizational PM co‐evolve. The study starts by providing insight into differences between organizational and interorganizational PM. It then presents five approaches pertaining to performance in interorganizational cooperation. The paper distinguishes strategic–economic, PM, supply‐chain management, organizational and marketing approaches. These approaches are related from a structure and process angle and are used to develop a co‐evolutionary model of interorganizational PM. The resulting conceptualization has implications for research on new modes of complex and heterogeneous interorganizational value creation. The paper elaborates on these implications, pointing to new directions for future PM research.

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Section: Supply-chain Management Approachmentioning

confidence: 99%

Section: Supply-chain Management Approachmentioning

confidence: 99%

Interorganizational Performance Management: A Co‐evolutionary Model

Fenema

Keers

2018

Int J Management Reviews

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“…Based on Gong's system, Dagge et al [11] constructed military weight transportation systems. Tsadikovich et al [12] analyzed the military transportation distribution on the basis of the supply-demand relationship. It can be found that the existing models for military supply transportation mostly take road conditions, supply-demand relationship, cost and time into account, but they overlook the transportation concealment.…”

Section: Introductionmentioning

confidence: 99%

Optimal Flow Distribution of Military Supply Transportation Based on Network Analysis and Entropy Measurement

Zhou

Chen

Ding

2018

Entropy

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One important element of military supply transportation is concealment, especially during war preparations and warfare periods. By introducing entropy to calculate the transportation concealment degree, we investigate the issue about concealed military supply transportation on the whole road network and propose an optimal flow distribution model. This model's objective function is to maximize the concealment of military supply transportation. After analyzing the road network, classifying different nodes, summarizing the constraint conditions based on the properties and assumptions in the transportation process, and combining the general parameter limits, the optimal flow distribution model is further transformed into a calculable non-linear programming model. Thus, based on this non-linear programming model, we can obtain the optimal distribution scheme of military supply transportation from the perspectives of network analysis and concealment measurement. Lastly, an example of military supply transportation in Jiangsu province, China is illustrated to prove the feasibility of the proposed model. The managerial implication is that by utilizing the proposed flow distribution model, military supplies can be efficiently transported to the required destinations based on maximizing the concealment degree. Not only this model can be utilized in the real military supply transportation, it can be also applied in other transportation fields which require time efficiency and concealment.

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“…This involves, but not limited to, activities of; sourcing, purchasing, storage, production, transportation, delivery, maintenance and repair (Tsadikovich et al, 2016). A reliable and efficient process of coordination along the jobs and tasks executed by each participant is a key element to achieve efficiency and effectiveness of a supply chain and thus develop and sustain business operational performance (Hong-mei and Chi, 2011).…”

Section: Introductionmentioning

confidence: 99%

Supply Chain Management Integration in Maintenance and Repair Services Sector

DeSouza

Haddud

2017

OSCM: An Int. Journal

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The paucity of studies in the field of supply chain management (SCM) focusing on repairing and maintenance operations within the services sector is an undeniable reality. It is important to explore how operations of maintenance and repair services (MRS) are nowadays structured and positioned to understand their contributions to SCM effectiveness. This research explored the integration level between internal functional areas of services organisations and principal business processes of suppliers and customers. The research also identified key barriers faced by SCM practitioners when deploying SCM best practices and models across the repair services providers. The primary data was collected from 89 SCM leaders and managers from organizations working in a Middle-Eastern country through the use of an online survey. The results revealed that there is a good level of internal integration between main business functional areas within MRS operations, e.g. material planning, purchasing, logistics, contracts, finance, and sales, with exception of reverse logistics, an important business function to the effective management of product services supply chain (PSSC). The study also revealed a partial level of external supply chain integration among local PSSCs participants, wherein only three SCM business processes; i.e. suppliers' relationship management, order fulfilment, and service delivery management, are significantly integrated at interorganizational levels. Other crucial processes of SCM for PSSCs; customer relationship, services demand, services capacity, resources management, product and information flow management, and service product development, were all identified with a medium level of integration among local operations, which prevent local MRS organisation from generating additional values in terms of services and products quality improvement, product lifecycle management, and development of innovative services solutions to the market. The study also revealed that organizational cultures, resources availability, lack of vision and comprehension from top management, and absence of trust and collaboration within SCM participants are the main obstacles associated with the deployment of models and SCM best practices within repairing services operations.

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Integrated demand-responsive scheduling of maintenance and transportation operations in military supply chains

Cited by 13 publications

References 29 publications

Interorganizational Performance Management: A Co‐evolutionary Model

Interorganizational Performance Management: A Co‐evolutionary Model

Optimal Flow Distribution of Military Supply Transportation Based on Network Analysis and Entropy Measurement

Supply Chain Management Integration in Maintenance and Repair Services Sector

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