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Delivery punctuality is essential in supply chain management, yet the cost of untimely delivery is usually assumed to be given or based on intuition and not quantified by facts.

The authors used a data set containing detailed transaction data for a nine-year period on orders and deliveries of sport goods. The methodology is based on applying a polynomial distributed lag model to longitudinal data on supply chain transactions.

The results indicate that small delivery delays up to two weeks decrease the sales by maximum 10% during a period of 3–4 weeks. Longer delays, up to 45 days, have a larger negative effect on sales, which can also last longer. For this case company, the estimated lost sales due to late deliveries (=5 days) were 5.1% of the delivery value. The longer delays got, the large the cost was: delays at least 45 days long were the most costly causing almost 40% of the estimated lost sales.

This study offers a methodology for quantifying lost sales due to delivery delays and estimating how long the poor delivery performance affects retailers' order behaviour.

The results give a quantitative decision-making tool for supply chain managers to estimate the profitability of investments in the supply chain performance, especially on improving punctuality.

The criticality of late deliveries in transportation lies in the threat of considerable multi-level supply chain costs. This study aims to reveal the dynamic capabilities playing a facilitating role in preventing delay, thus providing timely delivery, as well as developing an understanding of how and when those capabilities are activated within the supply chain network.

An exploratory study was conducted involving 16 semi-structured expert interviews with the representatives of logistics service providers and shippers. Following an interpretive phenomenology framework, the prevention phenomenon was explained.

Findings revealed two preventive capability categories in delay prevention: (1) proactive capabilities, referring to the enabling actions planned before departure, and (2) reactive capabilities, referring to actions planned after departure. Findings pinpoint that, in addition to the proactive capabilities, reactive capabilities enabled by innovative problem-solving actions are crucial for adapting to a dynamically changing environment in prevention. Moreover, this study shows that prevention capabilities are characterized by tangible and intangible resources and integration of resources with external links which constitute a delay prevention network within a wider service ecosystem.

This study stands out with its specific focus on delay prevention capabilities and enabling actions from the perspectives of logistics service providers and shippers. The premises of the resource-based view are combined with dynamic capabilities theory, leading to a proposed time-based taxonomy of proactive and reactive capabilities in supply chains, aimed at creating value and strengthening resilience.

The purpose of this paper is to propose a multi-variable analysis (MVA) model for predicting potential delays in the delivery of subsea inspection, maintenance and repair (IMR) services.

Based on data from 351 subsea IMR service jobs executed between 2006 and 2008, a MVA model is proposed for predicting the potential delays in the delivery of IMR services in different plausible scenarios.

A model for predicting the delays in IMR service delivery, based on four practical variables that are readily available during the planning phase, was developed and tested. The factors contributing to delays in petroleum subsea IMR services based on importance are: water depth, weather, job complexity, job uncertainty as well as job complexity mix.

The MVA model is developed based on analyzing subsea IMR service jobs performed in the petroleum industry from 2006-2008. The model can be used in the planning stage to predict potential delays in service delivery based on practical variables available.

The research proposes a MVA model for predicting delays in service delivery. The model is useful for predicting potential delays in service delivery and for improving the plan based on model analysis results.

This conceptual paper focuses on a common observation in the implementation stage of reward-based crowdfunding (RBC) – entrepreneurs' failures and delays in delivery of rewards to investors, which, in turn, may be perceived as violations of reward delivery obligations.

Drawing on entrepreneurial personality theory and psychological contract theory, this paper develops propositions and identifies factors related to both entrepreneurs (overconfidence and narcissism) and factors related to investors (types of motivators and psychological contracts) that may explain the perceived violations of reward delivery obligations. Implications for theory and practice are also discussed.

The theoretical analysis, by wielding two independently developed literatures, has demonstrated that it is important to investigate factors that are related to both investors and entrepreneurs in understanding issues and challenges at different stages of the RBC model. The authors believe that the current analysis provides an integrated understanding and a solid foundation for researchers to further examine these issues by empirically testing these propositions.

The authors examined two previously understudied psychological factors in the context of RBC – entrepreneurial traits, mainly overconfidence and narcissism, and the type of psychological contracts formed between investors and entrepreneurs, both of which, according to McKenny et al. (2017), need greater attention from researchers studying crowdfunding.

The construction of residential projects constitutes a major portion of the building activities in the State of Kuwait. This paper presents the findings of a research project, which aims to determine the causes of delays and cost‐overruns in the construction of housing projects in Kuwait. The owners of 450 residential projects (just completed or near completion), spread over 27 systematic‐randomly selected metropolitan districts, were personally interviewed. Data on owners' socio‐demographic traits and project characteristics, including those involving time and cost overruns, were obtained. The paper highlights the impacts of construction materials on time‐delays and cost‐increases. Project‐related variables affecting the on‐time delivery of materials to the construction site are examined and quantified. The material selection‐time, type of materials, their availability in the local market and the presence of a supervising engineer, all demonstrated a statistically significant impact on the on‐time delivery of materials to construction sites.

This paper aims to establish the most underlying factors causing construction projects delay from the most applicable.

The paper conducted survey of experts using systematic review of vast body of literature which revealed 23 common factors affecting construction delay. Consequently, this study carried out reliability analysis, ranking using the significance index measurement of delay parameters (SIDP), correlation analysis and factor analysis. From the result of factor analysis, this study grouped a specific underlying factor into three of the six applicable factors that correlated strongly with construction project delay.

The paper finds all factors from the reliability test to be consistent. It suggests project quality control, project schedule/program of work, contractors’ financial difficulties, political influence, site conditions and price fluctuation to be the six most applicable factors for construction project delay, which are in the top 25% according to the SIDP score and at the same time are strongly associated with construction project delay.

This paper is recommending that prospective research should use a qualitative and inductive approach to investigate whether any new, not previously identified, underlying factors that impact construction projects delay can be discovered as it followed an inductive research approach.

The paper includes implications for the policymakers in the construction industry in Nigeria to focus on measuring the key suppliers’ delivery performance as late delivery of materials by supplier can result in rescheduling of work activities and extra time or waiting time for construction workers as well as for the management team at site. Also, construction stakeholders in Nigeria are encouraged to leverage the amount of data produced from backlog of project schedules, as-built drawings and models, computer-aided designs (CAD), costs, invoices and employee details, among many others through the aid of state-of-the-art data driven technologies such as artificial intelligence or machine learning to make key business decisions that will help drive further profitability. Furthermore, this study suggests that these stakeholders use climatological data that can be obtained from weather observations to minimize impact of bad weather during construction.

This paper establishes the three underlying factors (late delivery of materials by supplier, poor decision-making and Inclement or bad weather) causing construction projects delay from the most applicable.

A voluminous amount of research has been conducted on project delay in the recent past; however, the persistence of the problem demands that a relentless quest for solutions is upheld. It can be argued that the problem is likely to be more pronounced in areas where development pressure is the highest. One such area is the United Arab Emirates (UAE) where the construction industry is said to have reached an unparalleled position in the last decade. The purpose of this paper is to identify the most significant causes of delays in the UAE construction industry.

A survey was conducted targeting three key types of stakeholders, namely clients, contractors and consultants. Validity and reliability were achieved by first assessing the plausibility of construction delay variables in UAE. The verification took place after the interpretation of quantitative data, this involved presenting the findings to the main participants. The validation took place after the verification process. Rigour was achieved by engaging participants previously engaged in UAE and focussing on verification and validation, this included responsiveness of the researchers during group discussions, methodological coherence, appropriate sampling frame and data analysis.

From the analysis, the study unveiled a number of important causes of construction delays in the UAE, ranging from unrealistic contract durations to poor labour productivity, with consultants and clients seemingly shouldering the bulk of the “blame game”. It was evident that all the three main stakeholders in a construction project (clients, consultants and contractors) need to change their existing practices in order to ensure timely delivery of projects. The research also confirms that delays are country specific and appear to be time related hence they should be viewed within the social, economic and cultural settings of the UAE.

A major limitation of the current study was the use of a single approach to facilitate data collection.

It was evident that practitioners need to change their existing practices in order to ensure timely delivery of projects. Continuous coordination and relationship between practitioners are required through the project life cycle in order to solve problems and develop project performance.

As suggested in this study methods should be put in place to reduce long and bureaucratic processes within the client’s organisations, not only to fulfil the requirements of the contract but also to suite fast-track projects.

Delays and cost overruns are evidently frequent problems in the construction industries of many developed and developing countries. The purpose of this paper is to assess factors leading to time overruns (delays) and cost overruns in construction projects in the Gaza Strip. Since there appear to be additional special contributors to delays here, the relative perceptions of contractors, consultants and owners are compared, based on a listing of causal factors derived from previous studies elsewhere, together with other factors arising from special conditions in the Gaza Strip.

A survey of a randomly selected samples yielded responses from 66 contractors, 27 consultants, and 31 owners. The survey included 110 delay factors/causes which were grouped into 12 major groups. The same survey also included 42 cost overrun factors. The level of importance of the delays and cost overrun factors were measured and ranked by their importance indexes, according to the perspectives of contractors, consultants, and owners.

There seems to be a general agreement between contractors, consultants and owners regarding causes of delays and cost overruns. The main four causes of time delays included strikes and border closures, material‐related factors, lack of materials in markets, and delays in materials delivery to the site. Additionally, the main three causes for cost overruns included price fluctuations of construction materials, contractor delays in material and equipment delivery, and inflation.

The outcome of this paper will assist owners, contractors, and consultants in understanding the reasons for delays and cost overruns, thus eliminating or minimizing these causes. This could be achieved by better management of the projects and by finding new methods for storing the critical materials from the beginning of the project. Furthermore, the local government is advised to initiate legislation to overcome problems arising from monopolies in the supply of construction materials.

Influential factors attributed to causing project completion delay (PCD) differ because of prevailing variability of local conditions. Construction projects specifically in Yemen (and other developing countries) experience devastating effects of PCD which include litigation, cost overrun, arbitration, abandonment and failure. While existing works have investigated the causes and effects of PCD, not much exist on approaches to optimizing its occurrence in Yemen. In a bid to enhance the effects of PCD in Yemen, the integrated influential factors (IIFs), which is a construction-party specific model, was developed to mitigate the effects of PCD in Yemen. As a build up to the development of this model, this paper aims to validate the IIFs model with a view to foster its application to enhance PCD in construction project delivery in Yemen.

The validation of the IIFs model was done through seeking the opinions of 12 selected construction industry experts. This involved using a structured questionnaire to seek information on the sustainability of implementing the IIFs model.

The findings revealed that if the IIFs model is vigorously implemented, it would go a long way in curbing delay in the delivery of construction projects, making construction delivery less risky due to the effects of delay.

The study is limited to only influential factors of internal stakeholders of the construction phase. Similarly, the study was only conducted in the state of Sana'a, Yemen. The implication of the adoption of the IIFs model is that it can hopefully serve as an adaptive controller to construction project delivery relative to the specific parameters and factors investigated in this study.

The IIFs model is a novel approach to optimizing PCD in Yemen specific to both the construction-phase and internal stakeholders. Existing studies on PCD in Yemen, although investigating the causes and effect of PCD, hardly proffer any approach to optimizing PCD for successful construction project delivery.

Authors often accuse journal editors of excessive delays in publishing articles. The interval between acceptance and publication of an article is an average of five months in medicine and nine months from submission to publication in psychology. A further delay, which has received less attention, is the time for delivery of a journal to the library or the delay before index or abstract publications arrive. Delivery times should be small in North America and Western Europe where most journals and secondary publications are produced, but might be much longer for other continents.