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The purpose of this paper is to develop efficient heuristics for determining the route design and inventory management of inbound parts which are delivered for manufacturing, assembly, or distribution operations and for which there is limited storage space. The shipment frequencies and quantities are coordinated with the available storage space and the vehicle capacities.

Two heuristics that generate near optimal solutions are proposed. The first heuristic has an iterative routing phase that maximizes the savings realized by grouping suppliers together into routes without considering the storage constraint and then calculates the pickup frequencies in the second phase to accommodate the storage constraint. The second heuristic iteratively executes a routing and a pickup frequency phase that both account for the storage constraint. A lower bound is also developed as a benchmark for the heuristic solutions.

Near optimal solutions can be obtained in a reasonable amount of time by utilizing information about the amount of storage space in the route design process.

The traditional emphasis on high vehicle utilization in transportation management can lead to inefficient logistics operations by carrying excess inventory or by using longer, less efficient routes. Route formation and pickup quantities at the suppliers are simultaneously considered, as both are important from a logistics standpoint and are interrelated decisions.

The two proposed heuristics dynamically define seed sets such that the solutions to the capacitated concentrator location problem (CCLP) are accurately estimated. This increased accuracy helps in generating near‐optimal solutions in a practical amount of computing time.

This paper deals with flexibilisation of work and employment in large‐scale retailing. Its aim is two‐fold: first, to highlight how an authoritarian workplace regime and normative forms of control interact, in the attempt to achieve workforce alignment to flexibility. Second, to explore how employees make sense of experienced workplace conflicts, and to what extent they are able to develop capacities to act and to influence their working conditions.

The paper draws on a qualitative study undertaken in four large‐scale retailing companies in the Italian city of Milan. It is based on 45 semi‐structured, problem‐centred interviews with employees, shop stewards and union officers.

Analysis reveals how control manifests in “forced availability” based on individualised, informal daily flexibilisation, and sustained by resulting precarisation. Employees are active participants, as the functioning of the work organization depends on their capacity to balance in‐built contradictions. Yet, their capacity to act remains limited. They are trapped by individualised concepts of labour relations: a merit‐oriented understanding of work as a “fair exchange” and a personalised perception of social relations and interactions at the work place.

The research encountered challenges in accessing temporary employees due to their fear of negative repercussions. This makes the sample slightly biased towards permanent, part time and fulltime, employment. Yet, it is also an opportunity, as it makes it possible to map experiences of precarisation across different employee groups.

Using the concepts of “coping practices”, “common sense” and “capacity to act”, the paper proposes to go beyond the dualisms of the resistance‐control debate. It points at the contradictory and interlinked character of employees' coping practices of adaptation, appropriation, conflictive negotiation and resistance.

The purpose of this paper is to explore different aggregate production planning (APP) strategies (inventory levelling, validation of the workforce and flexible production alternatives: overtime and/or outsourcing) by using a system dynamics model in a two-level, multi-product, multi-period manpower intensive supply chain (SC). Therefore, the appropriateness of using systems dynamics as a research method, by focusing on managerial applications, to analyse APP policies is proven. From the combination of systems dynamics and APP, recommendations and action strategies are considered for each scenario to understand how the system performs and to improve decision making on APP in the SC context.

The research design analyses a typical factory setting with representative parameter settings for five different conventional APP policies – inventory levelling, workforce variation, overtime, outsourcing and a combination of overtime and outsourcing – through deterministic systems dynamics-based simulation. In order to validate the simulation model, the results from published APP models were replicated. Then, optimisation is conducted for this deterministic setting to determine the performance of all these typical policies with optimal parameter settings. Next, a Monte Carlo stochastic simulation is used to assess the robustness of such performances in a variety of demand settings. Different aggregate plans are tested and the effect that events like demand variability and production times have on the SC performance results is analysed.

The results support the assertion that the greater the demand variability, the higher the flexibility costs (overtime, outsourcing, inventory levelling, and contracts and firings). As greater inter-month oscillations appear, which must be covered with additional alternatives, the optimum number of employees must be determined by analysing the interchanges and marginal costs between capacity oversizing costs (wages, idle time, storage) and the costs to undersize it (penalties for lowering safety stocks, delayed demand, greater use of overtime and outsourcing). Accordingly, controlling the times to avoid increased costs and penalties incurred by delayed demand becomes an essential important task, but one that also depends on the characteristics of this variability.

This paper has developed a modelling approach for APP in a manpower intensive SC by applying system dynamics. It includes a simulation model, the analysis of several scenarios, the impact on performance caused by variability events in the parameters, and some recommendations and action strategies to be subsequently applied. The modelling methodology proposed can be employed to design-specific models for each SC.

This paper proposes an APP system dynamics approach in a two-level, multi-product, multi-period manpower intensive SC for the first time. This model bridges the gap in the literature relating to simulation, specifically system dynamics and its application for APP. The paper also provides a qualitative description of the various pros and cons of each analysed policy and how they can be combined.

When a production system is operating at close to capacity then, after a period of high demand, it may take some time to restore stocks to the level necessary to provide a given level of stockout risk. During this period the risk of a stockout will be higher than intended. Uses simulation to show how customer service levels fall dramatically as average production levels approach available capacity and to determine the increases in levels of safety stock necessary to maintain desired customer service levels when capacity is limited.

This paper aims to study the joint decision making of advance selling and service cancelation for service provides with limited capacity when consumers are overconfident.

For the case in which consumers encounter uncertainties about product valuation and consumption states in the advance period and are overconfident about the probability of a good state, we study how the service provider chooses the optimal sales strategy among the non-advance selling strategy, the advance selling and disallowing cancelation strategy, and the advance selling and allowing cancelation strategy. We also discuss how overconfidence influences the service provider’s decision making.

The results show that when service capacity is sufficient, the service provider should adopt advance selling and disallow cancelation; when service capacity is insufficient, the service provider should still implement advance selling but allow cancelation; and when service capacity is extremely insufficient, the service provider should offer spot sales. Moreover, overconfidence weakens the necessity to allow cancelation under sufficient service capacity and enhances it under insufficient service capacity but is always advantageous to advance selling.

The obtained results provide managerial insights for service providers to make advance selling decisions.

This paper is among the first to explore the effect of consumers’ overconfidence on the joint decision of advance selling and service cancelation under capacity constraints.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

A comprehensive review of the literature for the problem of lot‐size scheduling (serial and assembly) considering the uncapacitated problem and complicated capacitated assembly manufacturing structure. Analyses the different solution techniques and findings for each product set.

There can be many negative effects from a disruption in a central node of companies' supply chains, such as a port conflict that reduces capacity. Strategies for disruption management include flexibility and redundancy. This paper aims to analyse a supply chain disruption from flexibility and capacity perspectives.

A case study was conducted of the supply chain disruption caused by the port conflict in 2016–2017 in Gothenburg, in which the port operated at a reduced capacity. Companies importing and exporting goods, freight forwarders, hauliers, train operators, ports, shipping companies and their agents were interviewed.

Various capacity problems (ports, links, container chassis, empty containers) were encountered due to the port conflict. Flexibility measures such as node, mode and fleet flexibility can be used in response to changes in capacity. Difficulties with applying flexibility are discussed.

Although based on a Swedish case, findings are relevant for disruptions or other types of disturbances in ports elsewhere and also in other important nodes in companies' supply chains.

Actors influenced by disturbances in a port can increase their understanding of potential capacity problems and flexibility measures. Readiness and timely action are important due to competition regarding capacity.

The implications on the transport network surrounding a port, including many actors, are explained, illustrating how capacity problems propagate, but there is some flexibility to manage the problems.

In the Norwegian oil and gas industry the upstream logistics includes providing the offshore installations with needed supplies and return flow of used materials and equipment. This paper considers a real‐life routing problem for supply vessels serving offshore installations at Haltenbanken off the northwest coast of Norway from its onshore supply base. The purpose of the paper is to explore how the offshore installation's limited storage capacity affects the routing of the supply vessels aiming towards creating efficient routes.

A simplified version of the real‐life routing problem for one supply vessel is formulated as a mixed integer linear programming model that contains constraints reflecting the storage requirements problem. These constraints ensure that there is enough capacity at the platform decks and that it is possible to perform both pickup and delivery services.

The model has been tested on real‐life‐sized instances based on data provided by the Norwegian oil company Statoil ASA. The tests show that in order to obtain optimal solutions to the pickup and delivery problem with limited free storage capacities at installations, one has to include in the formulation the new sets of constraints, the storage feasibility and the service feasibility requirements. In addition, two visits to some platforms are necessary to obtain optimality.

The main limitation is the present inability to solve large cases.

The contribution of this paper is to provide a better insight into a real‐life routing problem which has a unique feature arising from the limited deck capacity at the offshore installations that complicates the performance of service. This feature has neither been discussed nor modeled in the vehicle routing literature before, hence the formulation of the problem is original and reveals some interesting results.