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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.

The Council of Logistics Management has commissioned a study to determine the potential of applying logistics principles in service organisations. The authors suggest that logistics principles are even more important in service organisations than in production firms. To realise this potential, however, the definition of logistics must be expanded. Service logistics is defined as the management of activities which respond to customers on an individual basis. The services′ historical underpinnings are examined and some guiding concepts central to service response logistics are provided. These concepts include the benefit delivery, delivery processes, delivery orientation, responsive planning, and a customer service model that focuses on individual customer needs.

Aims to identify the aspects of service delivery deemed most important by the users of Greek fitness centers and to examine whether their desires differ according to the type of fitness center they use as well as according to certain demographic and motivation patterns.

The study was based on the QUESC instrument developed by Kim and Kim. A total of 346 individuals who were members of public and private fitness centers in Athens/Greece completed the questionnaires. An analysis of variance (ANOVA) test was conducted for each item of the instrument in order to examine whether different groups had different desires for service delivery. Where a difference between group means was identified, Duncan's multiple range tests were performed to determine which means were significantly different.

The aspects of service delivery desired more by sports centers users refer to the tangible elements of the facilities, the personnel attitudes and abilities, attributes related to the cost of participation and items related to the programming and scheduling of services provided. The findings also suggest that significant differences of desires exist between males and females as well as between users of public and private sports centers.

The sample of the fitness centers was convenient rather than statistical. The reason was that there is no official agency in Greece with a complete list of fitness centers.

This paper is a useful source of information for fitness centers management to identify their customers’ wants, take action to improve service delivery, and establish standards of performance to address the identified customers’ needs.

This paper sought to address questions on the way certain demographic variables and patterns of use might affect sports centers’ users’ desires, so that an information package can be applied in making marketing decisions for improving sports centers service delivery.

A major problem of operational control in the services industry is the integration of customers in the delivery process. The aim of this paper is to develop a method that allows service companies to evaluate the impact of customer integration on operational control in service processes.

The development of the proposed method follows a design science approach. Thus, the method is conceptualised on the basis of production, services and information systems research. A case study of loan processing in a bank serves to evaluate the applicability of the method.

As a result of this study, customer integration should be included into operational control following three steps: identification of the type of customer integration; quantification and characterisation of the impact of the integration; and identification of the appropriate mechanisms of operational control to deal with the customer integration better. The results of the case study show that customer integration has an impact on certain activities within a service process only but the results can be used to enhance operational control.

The method can be used by process managers of service companies to identify the impact of customer integration on operational control. Thus, decisions within operational control and consequently the overall productivity of a service process can be improved.

The paper delivers a new insight how customer integration and operational control can be linked in service processes. Thus, a theoretical gap in service operations literature is filled. Furthermore, the case study demonstrates how the method can be used in practice.

Labour scheduling heuristic methods have been applied in service operating environments using both actual and synthetic demand patterns. Two important characteristics of these demand patterns are (1) demand smoothness and (2) mean demand. Investigates the effects of demand smoothness and mean demand on the solution quality associated with four prominent heuristic methods. Indicates that both characteristics can affect the performance of the heuristic methods. An especially important finding is that the two methods which use information from linear programming solutions are far more robust to changes in the degree of demand smoothness. Concludes that managers should consider linear programming methods as an alternative or supplement for making their scheduling decisions. Also recommends that labour scheduling researchers use multiple levels of mean demand and demand smoothness when evaluating new heuristic methods.

Before embarking on the task of redesigning an existing physical distribution system or in designing a completely new system, the analyst must plan a careful analysis of many related factors. It is the intention of this paper to present a framework for the study of physical distribution systems. An integral part of this discussion is the interaction of both external and internal movement factors which influence the physical distribution manager's task.

Changes frequently made to material delivery schedules (MDSs) accumulate upstream in the supply chain (SC), causing a bullwhip effect. This article seeks to elucidate how dynamic complexity generates MDS instability at OEMs in the automotive industry.

An exploratory multiple-case study methodology involved in-depth semistructured interviews with informants at three automotive original equipment manufacturers (OEMs).

Dynamic complexity destabilizes MDSs primarily via internal horizontal interactions between product and process complexities and demand and SC complexities. A network of complexity interactions causes and moderates such instability through complexity absorption and generation and complexity importation and exportation.

The multiple-case study contributes to empirical knowledge about the dynamics of MDS instability. Deductive research to validate the identified relationships remains for Future research.

In revealing antecedents of complexity’s effect on MDS instability, the findings imply the need to develop strategies, programs, and policies dedicated to improving capacity scalability, supplier flexibility, and the flexibility of material order fulfillment.

Building on complexity literature, the authors operationalize complexity transfer and develop a framework for analyzing dynamic complexity in SCs, focusing on complexity interactions. The identification and categorization of interactions provide a granular view of the dynamic complexity that generates MDS instability. The identified and proposed importance of readiness of the SC to absorb complexity challenges the literature focus on external factors for explaining complexity outcomes. The results can be used to operationalize such dynamic interactions by introducing new variables and networks of relationships. Moreover, the work showcases how a complexity perspective could be used to discern the root causes of a complex phenomenon driven by non-linear relationships.

Africa has been identified as an area where higher mortality happens due to un-accessibility to health care, drugs and other health facilities. Nigeria, as one of the African countries, is not excluded from such difficulties. This study aims to examine the determinants of efficient last-mile delivery at selected health facilities and the Kaduna State Health Supplies Management Agency (KADSHMA).

The study sourced data from KADSHMA and the health facilities’ staff, with a total of 261 observations used. Likewise, the respondents were picked from warehouses of each health facility and KADSHMA. The data was analysed using the partial least square structural equation modelling analysis to estimate the relationship among the variables of the study.

The study’s findings revealed that all five variables of the study (i.e. determinants) were significantly affecting the efficient last-mile delivery. Four constructs (delivery cost [DC], delivery time [DT], mode of delivery [MD] and facilities technology [FT]) have shown a positive and significant association with efficient last-mile delivery, whereas one variable (product mix [PM]) indicated a negative and significant association with efficient last-mile delivery. The study concludes that DC, DT, MD, FT and PM played significant roles in efficient last-mile delivery.

The study provides that specific means of transportation should always be on standby to transport health supplies. Time schedules should always be prepared and adhered to when transporting health supplies to the facilities, and each facility should network with robust technology to ease communication in terms of order and order planning. Additionally, facilities should try as much as possible to reduce the varieties of products when ordering health supplies, as it will increase the efficiency of the delivery.

To the best of the authors’ knowledge, this study is the first of its kind that considered these five variables (DC, DT, MD, FT and PM) with impact on the last-mile delivery in one model, especially in the Nigerian case. This is a great contribution to knowledge, more importantly, to the last-mile delivery of the health sector. The result confirmed the importance of these determinants (DC, DT, FT and PM) of last-mile delivery efficiency in saving lives.

Suggests guidelines to aid logistics management in manufacturing, and describes a systems approach to logistics within the pharmaceutical industry, where the materials flow path through the company provides a logical connection for all the logistics activities. Decided to examine interactions within the manufacturers' organisation of one industry, and by doing so it should be possible to investigate in depth the effects to the whole company. Reports on the research work undertaken in the development of a decision‐making approach for logistics management – the pharmaceutical industry was selected for study. Uses tables and figures for explanation and emphasis. Proposes that the research study represents a step towards the formulation of a hypothesis for selecting only those interactions, or trade‐offs, of particular importance to any logistics analysis.

This study presents an empirical snapshot of management challenges among different types of service industries (Service Factory, Service Shop, Mass Service, and Professional Service). Based on data collected (sample size = 273; response rate 97.5 percent) from the managers of four services (Fast Food, Auto Repair, Retail Sales, Legal Services) we show how management challenges change with customer contact/customization and labour intensity. These results have important implications for understanding “real life” service operations, for process improvement, and for service design.