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A change order is an order from an employer authorizing a variation. Success in managing change orders results in uninterrupted construction operations and an agreed final project cost as well as duration. One of the methods to manage change orders is to establish good communication and cooperation among project team members. Success of this method can be enhanced by developing and utilizing a web‐based change order management system that supports documentation practice, communication and integration between different team members in the change order workflow. This paper discusses our web‐based project management system, change order management system (COMS), to manage change orders using the Internet. In order to show COMS’ potential benefits, a test case was conducted for comparing the COMS with the conventional practice of change order management.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

This research aims at providing a better insight of the status of claims management in general, and change order claims in particular, from the contractor's perspective with respect to the Egyptian industrial construction sector, as they proved to be the main cause of claims in this sector.

A questionnaire survey discussing the most persistent issues of claims management in general, and change order claims in particular, was conducted on a selected sample of construction industrial companies.

The results demonstrated that claims management in the Egyptian industrial sector has been suffering from a variety of obstacles, including lack of proper notification procedures in public contracts and poor documentation management. Change orders had been actually lost due to poor documentation. Oral change orders were present in approximately 76 per cent of the projects; half of which resulted in loss of rights due to improper documentation, which was largely attributed to the lack of contract awareness of the site team, and to the “fear of consultant phenomenon”.

The paper presented several recommendations for improving claims management including: the formation of a standard form of contract general conditions for the Egyptian industrial sector, and applying a methodological approach for change orders quantification.

The increasing number of international companies contemplating construction projects in Egypt, and the significant problems with regards to claims propagation and management, addressed the need to conduct such study that targets one of the most challenging areas in the Egyptian construction industry.

Third‐order change in organizations refers to attempts to help organizational members to transcend their shared schemata. It has not previously been explored in depth. Uses mystical experience as a model of how the third‐order change process may occur. Discusses several characteristics of mystical experience, focusing in particular on the central characteristic of transconceptual understanding. Presents an example of Teresa of Avila, a Spanish woman from the sixteenth century whose mystical life was reflected in her organizing activities. Suggests how mystical experience can inform understanding of the third‐order organizational change process and presents a preliminary model of ways in which the third‐order change capacity might be developed.

The term claim has become of paramount significance in construction projects worldwide. This research is targeted at providing a deeper insight of the status of claims management in general and change order claims in particular with respect to the Egyptian industrial construction sector, as change orders have proven to be the main cause of claims in this sector. A questionnaire focusing on persistent issues noted in construction management literature within the past fifteen years was addressed to a selected sample of Egyptian construction industrial projects. The results furnished by the sampled projects demonstrated clearly that claims management in the Egyptian industrial construction sector has been suffering from a variety of impediments, including lack of proper notification procedures in public contracts and poor documentation management. The results indicated that oral change orders were present in nearly 76% of the sample projects and that half of these oral changes resulted in loss of rights due to improper documentation, which could be attributed to the lack of the contract awareness of the site team and to the “fear of consultant” phenomenon. The main cause of change orders was categorised by approximately 67% of the respondents as the additional scope of work, which was largely attributed to the fast track nature of the industrial sector. The research also identified several factors associated with time and cost increases of the sampled projects, among which were: private ownership and unit rate contracts. Finally, several recommendations for improving claims management are put forward. They included: the formation of a unified form of general contract condition for all the Egyptian industrial sector; the use of information technology systems in lieu of traditional filing procedures and the inclusion of a float‐sharing provision in contracts.

The purpose of this paper is to present the result of using process mining to model the production planning (PP) process of a manufacturing company that is supported by enterprise resource planning (ERP) systems.

This paper uses event logs obtained from the case company’s ERP database. The steps for this research are planning process mining implementation, extraction and construction of event log, discovering process model with Heuristic Miner and analysis.

Process model obtained from process mining shows how the PP is actually conducted. It shows the loop in materials requirement planning and create plan order process. Furthermore, the occurrences of changing plan order date and production line indicate the schedule instability in the case company. Further analysis of the material management (MM) event log shows the implication of production plan changes on MM. Continuous change in the plan affects material allocation priority and may result in a mismatch between production needs and the materials available.

The study is only conducted in a single and specific case. Therefore, even though the findings provide good insight, the use of solitary case study does not imply a general result applied to other cases. Hence, there is a need to conduct similar studies on various cases so that a more generic conclusion can be drawn.

The result provides insights into how the current company’s policy of adjusting the production plan to accommodate changing demand impacts their operation. It can help the company to consider a better balance between flexibility and efficiency to improve their process.

The paper demonstrates the use of process mining to capture the real progression of PP based on the data stored in the company’s ERP database, which give an insight into how a real company conducts their PP process, the implication of schedule instability on MM and production. The novelty of this research lies in the use of process mining to attest to the schedule nervousness issue at a process level.

This article explores producing and managing change within conversationally constructed realities. Conversations are proposed as both the medium and product of reality construction within which change is a process of shifting conversations in the network of conversations that constitute organizations. In this context, change entails bringing new conversations into a sustained existence and the job of change managers is to create the conversational realities that produce effective action rather than to align organizations with some “true” reality.

This research aims to provide a better insight into the status of claims management in general, and change order claims in particular, from the contractor's perspective with respect to the Egyptian industrial construction sector, as they proved to be the main cause of claims in this sector.

A questionnaire survey discussing the most persistent issues of claims management in general, and change order claims in particular, was conducted on a selected sample of construction industrial companies.

The results demonstrated that claims management in the Egyptian industrial sector has been suffering from a variety of obstacles, including lack of proper notification procedures in public contracts and poor documentation management. Change orders had been actually lost due to poor documentation. Oral change orders were present in approximately 76 percent of the projects; half of which resulted in loss of rights due to improper documentation, which was largely attributed to the lack of contract awareness of the site team, and to the “fear of consultant phenomenon”.

The paper presents several recommendations for improving claims management including: the formation of a standard form of contract general conditions for the Egyptian industrial sector, and applying a methodological approach for change orders quantification.

The increasing number of international companies contemplating construction projects in Egypt, and the significant problems with regards to claims propagation and management, addressed the need to conduct such a study, which targets one of the most challenging areas in the Egyptian construction industry.

As a just‐in‐time (JIT) ordering system for multi‐stage production inventory systems, both the kanban system and its alternative, the concurrent ordering system, have been proposed. For both JIT ordering systems, the reactive JIT ordering systems that adjust the buffer size responding to unstable changes in demand were proposed. In addition to the adjustment of buffer size, switching ordering systems between the kanban system and the concurrent ordering system is proposed in order to realize agile control in JIT ordering systems. In the proposed system, the time series data of demand is monitored, and switching the order release systems and adjusting the buffer size are considered when an unstable change in demand is detected with the exponentially weighted moving average charts. The effectiveness of the proposed system is analyzed using simulation experiments under unstable conditions. From these simulation experiments, it is clear that the proposed system can react to unstable changes in demand and satisfy the required level for the mean waiting time of demand. Also, to attain the required level, the proposed system must possess much less work‐in‐process inventories than the previous systems which adjust only the buffer size and do not switch ordering systems.

A wide range of factors are included in this analysis of the conditions that favour an inbound consolidation strategy: the total logistics cost is calculated for consolidating and not consolidating in a case study.