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Intermodalism is becoming a vital tool for US industry.

The growth of production‐sharing activities in Mexico has highlighted the need to explore the nature and competitive impact of production sharing. Presents and discusses some of the experiences firms can expect to encounter in Mexican operations. Uses an interview methodology to collect data regarding key manufacturing and logistics issues. Chooses to take an integrated approach that looks at both manufacturing and logistics at the same time because important cost and performance trade‐offs exist that influence the long‐term attractiveness of Mexican operations. Discovers tremendous diversity existing in almost all operating areas and that progress is being made towards the establishment of world‐class logistics and manufacturing practices.

This paper analyzes two external costs often associated with port development, cost to fisheries from marine dredge disposal and damages from air pollution, using estimates of development and operation for a proposed (but since cancelled) container port as a case study. For dredge disposal, a bio-economic model was used to assess short- and long-term and indirect (joodweb) damages to fisheries from marine disposal of clean sediments. In the case of air pollution, estimates of annual activity levels and emission coefficients are used to estimate incremental annual emissions of three key pollutants (NOx, HC and CO) for trucks, trains, yard vehicles, and vessels. These estimates allow for phasing in of strict new air pollution regulations. For both external costs, sensitivity analyses are used to reflect uncertainty. Estimates of shadow values in year 2002 dollars amount from $0.094 per cubic yard to $0.169 per cubic yard of clean dredged material for the selected disposal site and from $0.0584 per mile (jor current control standards) to $ 0. 0023 per mile (after phasing in of new regulations) for air pollution from heavy trucks.

The purpose of this paper is to examine the necessity of longer and/heavier and/or faster freight train operations and their viability in the European context.

Using a case study, the current research applies qualitative methods, including desktop research and informal discussion with the rail freight industry and shippers. The case study is the recently conducted trial of 1.5 km long Marathon freight train in Europe.

The research finds that at this stage there is no commercial necessity of running a 1.5 km long train. There are technical and operational limitations which are less problematic, but the commercial necessity is a must and that will need sufficient traffic volume on a longer route (to justify extra time and cost incurred in marshalling yard and reasonable pre- and post-consolidated rail transport haul). The time required to form up/disperse such large formation could arguably be a major constraint for the train itself as well as for other services run on the same network. The authors agree in principle with the “do more with less” notion and the necessity of faster train concept. Also, the authors are agreeing with the heavier train aspect.

Considering the current and future (more semi-finished and finished, containerised) cargo trend, it is more important that freight train is operated consistently, reliably, and commercially attractive relatively faster and frequent serving moderate distances (around 300+ km). Towards this, the operation of merging two (or more) short trains to form up to 750 m long trains should be explored, in particular on the nine Rail Freight Corridors, to identify the potential and realistic opportunities for commercial deployment of “longer and/or faster and/or and heavier” freight train.

At the moment there is no need of a 1.5 km long freight train to improve the performance of EU railways.

The case study provides an important platform for debate on the contemporary notion of “longer”, “faster” and “heavier” freight trains in the European context.

The purpose of this study is to find out the future development of the Panama Canal after opening of the new waterway (third set of locks project), in terms of the change of cargo throughput, further deployment of fleets by the shipping companies and competition for the canal.

The research of this paper is based on an empiric study by collecting the relevant data from annual report of the Panama Canal Authority, publications related to the same field. Graphs pertaining to toll revenue also are made based on statistical data provided by the Panama Canal Authority.

The findings show that the opening of the new waterway of the Panama Canal generates more toll revenue for Panama government by allowing mega-vessels to transit, expediting further economic development of the country largely from behind. At the same time, shipping operators also can enjoy earning more revenue by deploying New Panamax vessels transiting the Canal.

Ingenuity in tabling the users of the Panama Canal by incorporating the logo marks of the shipping companies/implication is drawn through empirical analysis to provide the shipping companies and ports authorities concerned with more understanding toward the very significance of the new waterway expansion of the Panama Canal.

Of the three ‘pillars of sustainability’, railways’ initial focus was on the economic pillar, having been developed in the nineteenth century to enable economic development and having struggled in the mid-twentieth century to maintain their economic sustainability in the face of competition from road and air transport. From the 1960s onwards, increased focus on and concern about social and environmental sustainability, together with rail’s comparatively high capacity and low environmental impact, has led to renewed interest in the role of rail in passenger and freight transport. Providing the necessary railway system capacity to enable a significant modal shift from air and (especially) road transport requires major investment, and there is a trade-off between the economic sustainability of these investments and the resulting social and environmental sustainability benefits. However, the railways should also benefit from the increased revenue resulting from improved services and could be supported by additional financial incentives to encourage modal shift. Similarly, there are different philosophies of and approaches to timetable planning and development, ranging from making the most economically sustainable use of resources to the provision of high-frequency, integrated ‘clockface’ timetables, providing passengers and freight users with an attractive range of travel and transport opportunities. Future sustainability, capacity, timetabling and other aspirations are set out in the Rail Safety and Standards Board’s Operational Philosophy for the GB Mainline Railway: these aspirations were developed in the context of Britain’s heavy rail system but are also more generally applicable.

The purpose of the study is to provide insights into the process of decision making. Indian Railways as an organization has to use the available resources based on thorough analysis and proper application of available evaluation methodologies.

This study uses an integrated group discussion – analytical hierarchy process (AHP) to prioritize capital-intensive Indian Railways projects.

Through an email-based survey, six important criteria for ranking upcoming domestic freight corridors were selected, and weights for these criteria were calculated through AHP. The sensitivity analysis of the decision model suggests that the results of this study are significant, reliable and robust.

This study lays a foundation for the decision-makers of Indian Railways to consider a scientific approach while finalizing the big investment projects. This paper provides essential insights on prioritizing capital-intensive transport projects and is readily applicable to any case study.

Research work describes in‐transit distribution strategy by determining and analyzing key principles of it as well as by illustrating its application in practice. Emphasis on in‐transit distribution strategy is to turn transportation pipeline as a mobile inventory holding place, and actively dispatching goods to a destination, where there is a predicted demand before any customer orders are actually received. The use of this strategy is supported by current trade flows: emerging market trade has increased considerably, but simultaneously Swedish export prices, for example, have significantly decreased. The paper aims to address this issue.

In‐transit strategy is examined through a multiple case study from industrial companies having main factory operations in Sweden as well as using a system dynamics simulation model, and Monte Carlo analysis. These are supported by the second hand data of trade flows between Sweden, and India and China.

In order to be successful with in‐transit strategy, the case studies show that excellent planning, working closely with customers, first‐class market knowledge, and an enterprise resource planning (ERP) system that is able to support the process sufficiently are required. Other highlighted requirements of this strategy are low variation in demand, and predictable distribution lead‐time. Simulation study of one hypothetical product group verified case study findings, but the authors find it interesting that manufacturing output variance especially is very sensitive regarding to the overall results. If variation increases, then in‐transit strategy is not able to deliver for customers with the necessary accuracy. Also increasing average customer demand, and longer transportation delays lead to undesired outcomes (e.g. too much inventory or out of stock situations).

The case study and second hand analysis is limited to one country, and further evidence is needed from other European, and possibly North American companies, to verify these findings.

There has been a rather limited amount of research works completed from the use of in‐transit strategy, even if increased trade activity and lower price of exported items is that of the old west in their exports to emerging markets, and continues to be so in the future (was even strong to China during credit crunch year 2009). Our research is seminal in terms of a developed system dynamics simulation model.