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Despite air travel having become a widely used means of transportation, the technological sophistication and human skill required for flying an aircraft remains a source of fascination and admiration. Aviation has been coined an ultra-safe system, coping with the duality of safety and efficiency by emphasizing expertise and learning, but also standardization and automation. Highly selected and continuously trained pilots have to work with increasingly complex and autonomous technology, which creates tensions between routinization and responsible action. Research on leadership and coordination in aircrews is reviewed in light of these tensions, pointing to the benefits of a functional approach to leadership which promotes optimal use of all resources in the team toward adaptive coordination. Furthermore, the leadership requirements arising from the fact that aircrews are ad hoc teams, usually only formed for a few flights, are discussed in terms of fast team-building coupled with the reliance on shared knowledge stemming from high levels of standardization. Due to the complex demands for leadership in aircrews, special training programs were developed early on, which have become a standard that many other high-risk industries are still striving for. The generalizability and need for further development of concepts embedded in successfully leading aircrews is scrutinized, focusing especially on leadership in ad hoc teams, the interplay of standardization and leadership, and the balance between shared and formal leadership.

One of the main challenges of supply chain management (SCM) is to improve collaborative planning in supply networks while preserving autonomy of each network member. In order to improve coordination and planning processes across company boundaries supply chain management systems (SCMS;, e.g. shared databases) are introduced in supply networks. Aims to address these issues.

There is a lack of knowledge about the extent to which SCMS can support collaborative planning processes. The preliminary findings concerning this question are based on a case study of a supply network in the forestry and timber industry.

The results indicate that the SCMS implemented in this forestry network has had only limited effects on collaborative planning processes so far. One possible explanation for this result is that the SCMS was implemented suboptimally (e.g. modifications of the SCMS were not communicated to users).

Supply networks in forestry have to pay close attention to change management issues when designing and implementing information technology to tap the full potential of SCMS.