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Interactive‐graphic systems and operations research methodologies are increasingly being combined to produce efficient, versatile and powerful tools that enhance the decision‐making process. The possible contribution of such tools to the planning of distribution systems for industrial firms and freight carrier service networks and operations is examined and compared. The similarities and differences between the two systems are derived and an examination is undertaken to determine whether a unique planning system may adequately respond to the requirements of the two problems.

The last decade has been a period of considerable change for physical distribution in the UK. Major restructuring has been overdue, often because companies have in the past failed to appreciate the importance of distribution in the marketing process, but now there is a new awareness of the crucial role that distribution can play in the success of companies. As a consequence, innovation in distribution is taking place at an accelerating rate.

Based on literature and an empirical case, the purpose of this paper is to present a framework for decision‐making in utilities where unbundling considerations are taking place. The paper analyses the implications of splitting long‐term network planning activity from the organization responsible for short‐term network operation activities.

The proposed framework includes an analysis of impacts of external forces, set‐up of common targets and performance models, and alignment of responsibilities in the new organization. The empirical results and validation of the proposed framework is performed by an electric utility, where legal unbundling of activities has taken place; the study includes expert interviews and theoretical analysis.

Colliding interests in the new business model can be avoided if economic and technical targets are mainly set by the regulator for both network development and operation activities.

The results are based on internal re‐organization; a complementary study on re‐organizing network business activities to an external service provider could give information about the generalizability of the findings.

Application of the proposed framework for decision‐making and lessons learned can support electric utilities when planning for unbundling and strategic target‐setting in the unbundled business model.

The study presents experiences of re‐organized network business activities in a pioneering market area with a long experience of outsourcing. The detailed analysis of internal re‐organization within one electric utility can facilitate further restructuring phases.

The purpose of this paper is to review the relevant literature in order to identify trends and suggest some possible directions for future research in the framework of humanitarian aid distribution logistics with accessibility constraints.

The authors developed a systematic literature review to study the state of the art on distribution logistics considering accessibility constraints. The electronic databases used were Web of science, Scopus, Science Direct, Jstor, Emerald, EBSCO, Scielo and Redalyc. As a result, 49 articles were reviewed in detail.

This study identified some gaps, as well as some research opportunities. The main conclusions are the need for further studies on the interrelationships and hierarchies of multiple actors, explore intermodality, transshipment options and redistribution relief goods to avoid severe shortages in some nodes and excess inventory in others, studies of the vulnerability of transport networks, correlational analysis of road failures and other future lines.

The bibliography is limited to peer-reviewed academic journals due to their academic relevance, accessibility and ease of searching. Most of the studies included in the review were conducted in high-income countries, which may limit the generalizability of the results to low-income countries. However, the authors focused on databases covering important journals on humanitarian logistics.

This paper contextualises and synthesises research into humanitarian aid distribution logistics with accessibility constrains, highlights key themes and suggests areas for further research.

The purpose of this paper is to present results concerning resource distribution problems for a class of production systems composed of production operations described by relations with uncertain parameters – for newly considered serial‐parallel and parallel‐serial structures.

The resource distribution problems are formulated. For the typical mathematical model of a single production operation, the resource distribution algorithms are derived analytically or, when that is impossible, numerical procedures for finding solutions to distribution problems are suggested.

The uncertain variables have been proved as a convenient tool for solving specific optimization problems in production management based on relational knowledge representation with unknown parameters.

The paper presents analytical resource distribution and numerical algorithms for determining the optimal resource distribution, which may be applied in knowledge‐based management‐level decision systems for serial‐parallel and parallel‐serial structures of production systems.

Demand forecast methodologies have been studied extensively to improve operations in e-commerce. However, every forecast inevitably contains errors, and this may result in a disproportionate impact on operations, particularly in the dynamic nature of fulfilling orders in e-commerce. This paper aims to quantify the impact that forecast error in order demand has on order picking, the most costly and complex operations in e-order fulfilment, in order to enhance the application of the demand forecast in an e-fulfilment centre.

The paper presents a Gaussian regression based mathematical method that translates the error of forecast accuracy in order demand to the performance fluctuations in e-order fulfilment. In addition, the impact under distinct order picking methodologies, namely order batching and wave picking. As described.

A structured model is developed to evaluate the impact of demand forecast error in order picking performance. The findings in terms of global results and local distribution have important implications for organizational decision-making in both long-term strategic planning and short-term daily workforce planning.

Earlier research examined demand forecasting methodologies in warehouse operations. And order picking and examining the impact of error in demand forecasting on order picking operations has been identified as a research gap. This paper contributes to closing this research gap by presenting a mathematical model that quantifies impact of demand forecast error into fluctuations in order picking performance.

The purpose of this paper is to develop a distribution management system that determines the path toward lean distribution through teamwork. This system introduces a set of lean distribution initiatives regarding the structural and strategic facets of organizations.

Through studying the case, which is one of the largest distribution companies in the Middle East, the deployment process of the developed system is examined through chartering focus, deployment and operational teams. These teams held several rounds of panel discussions to formulate the strategic, tactical and technical plans required for making distribution operations lean.

It is found that the strategic focus of the case should not only be restricted to distribution initiatives but also the company can achieve a suitable competitive position by focusing on leadership and integral architecture of information, distribution and transportation channels. The first semi-year cycle of implementing the lean distribution system in the case targeted a 2.5% reduction in the ratio of distribution cost to sales by planning for the cross-docking adoption. It also aimed at a 10% increase in the market share for the prioritized market by a 20% reduction in lost sales owing to improper implementation of the processes.

The developed lean distribution management system is novel in the way it includes the strategy, structure and capabilities of an organization. Deploying this system causes a meaningful connection between lean distribution principles and operational initiatives.

The technique of cross-docking is attractive to organisations because of the lower warehousing and transportation (consolidated shipments) costs. This concept is based on the fast movement of products. Accordingly, cross-docking operations should be monitored carefully and accurately. Several factors in cross-docking operations can be impacted by uncertain sources that can lead to inaccuracy and inefficiency of this process. Although many papers have been published on different aspects of cross-docking, there is a need for a comprehensive review to investigate the sources of uncertainties in cross-docking. Therefore, the purpose of this paper is to analyse and categorise sources of uncertainty in cross-docking operations. A systematic review has been undertaken to analyse methods and techniques used in cross-docking research.

A systematic review has been undertaken to analyse methods and techniques used in cross-docking research.

The findings show that existing research has limitations on the applicability of the models developed to solve problems due to unrealistic or impractical assumption. Further research directions have been discussed to fill the gaps identified in the literature review.

There has been an increasing number of papers about cross-docking since 2010, among which three are literature reviews on cross-docking from 2013 to 2016. There is an absence of study in the current literature to critically review and identify the sources of uncertainty related to cross-docking operations. Without the proper identification and discussion of these uncertainties, the optimisation models developed to improve cross-docking operations may be inherently impractical and unrealistic.

Cross-docking is a supply chain distribution and logistics strategy for which less-than-truckload shipments are consolidated into full-truckload shipments. Goods are stored up to a maximum of 24 hours in a cross-docking terminal. In this chapter, we build on the literature review by Ladier and Alpan (2016), who reviewed cross-docking research and conducted interviews with cross-docking managers to find research gaps and provide recommendations for future research. We conduct a systematic literature review, following the framework by Ladier and Alpan (2016), on cross-docking literature from 2015 up to 2020. We focus on papers that consider the intersection of research and industry, e.g., case studies or studies presenting real-world data. We investigate whether the research has changed according to the recommendations of Ladier and Alpan (2016). Additionally, we examine the adoption of Industry 4.0 practices in cross-docking research, e.g., related to features of the physical internet, the Internet of Things and cyber-physical systems in cross-docking methodologies or case studies. We conclude that only small adaptations have been done based on the recommendations of Ladier and Alpan (2016), but we see growing attention for Industry 4.0 concepts in cross-docking, especially for physical internet hubs.

Explores how firms can use time‐based strategies within their distribution operations. Exploratory results are presented detailing strategic distribution responses employed to meet competitive challenges and gain competitive advantages. These firms have proactively worked to make their operations more flexible and allow them to respond more quickly to customer requests. They have developed capabilities to customize or tailor services to specific market segments in a timely manner, learned to prioritize requests and respond with differentiated service programs, and strategically exploited information capabilities in order to substitute “information for inventory” in a cost‐effective manner. The research results emphasize the important role distribution/logistics plays in supporting manufacturing and marketing efforts.