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For optimising long-term building operations, building clients need to enable integration of operational knowledge in the design process of new buildings. This study aims to investigate and compare how operational knowledge is integrated into the design of buildings and large ships, focussing on the roles affiliation and the competences of the client’s project manager play.

A cross-sectional qualitative methodology with multiple case studies (five cases) was used. In addition, ten expert interviews and two validation focus group interviews were conducted. Case studies included in-depth interviews, document analysis and observations.

The study showed that organisational affiliation, focus and competences of the client’s project management play an important role in how much effort and resources go into ensuring integration of operational knowledge in the design process. In the ship cases, projects managers’ highest concerns were operations. Yet, the fewest procedures and tools to integrate operational knowledge in design were found implemented in these cases. Contrastingly, in the building cases, where operations were not the main matter of concern of project management, a large number of procedures and tools to integrate operational knowledge in design were implemented.

To the best of the author’s knowledge, this research is the first to compare how integration of operational knowledge is taking place in the design process of buildings and large ships and identifying what these industries can learn from each other. Furthermore, it adds to the limited research on operations in large ship design.

The Arsenale was the largest medieval industrial enterprise, famous for its assembly line. Management faced extreme variations between peace-time and war-time demands. Satisfying these unpredictable and sudden demands for a large, complex product with a multiple years–long production cycle was challenging. The purpose of this study is to analyze the Arsenale’s operations and supply chain arrangements, and to identify and assess their management policies. We also track its development and investigate its influence on other countries.

The research methodology used is archival research with content analysis of text and graphic representations of production processes.

These reveal that Venice’s supply chain management evolved from simply exploiting woodlands as needs arose, to a managed forest with planned planting, cultivation and harvesting, ending with the active modification of growing trees so their natural growth was artificially shaped to satisfy production requirements. Instead of fabricating components in their factory, the Venetians formed them by shaping the trees while they were still growing. These arboriculture techniques then provided a planned and regular supply of high-quality components that purely natural processes provided only randomly.

There may be undiscovered archival documents despite the authors’ best efforts. The development of this historic supply chain reflects modern managerial concerns.

Modern restorations of historic ships and buildings use some of the fabrication methods identified, although the more intensive techniques would require higher volume production.

This reveals historical forestry practices emphasised long-term needs and sustainable use.

To the best of the authors’ knowledge, this is a unique long-term investigation of an integrated production system and considers its influence on Iberian, French, British and American forestry and ship building. The close integration of production requirements with forestry practices was a novel finding.

This paper designs an optimal closed-loop supply chain network with an integrated forward and reverse logistics to examine the possibility of remanufacturing end-of-life (EoL) ships.

Explanatory variables are used to estimate the number of EoL ships available in a closed-loop supply chain network. The estimated number of EoL ships is used as an input in the model and then it is solved by a mixed-integer linear programming (MILP) model of the closed-loop supply chain network to minimise the total logistic costs. A discounted payback period formula is developed to calculate the length of time to recoup an investment based on the investment's discounted cash flows. Existing ship wrecking industry clusters in the Western region of India are used as the case study to apply the proposed model.

The MILP model has optimised the total logistics costs of the closed-loop supply network and ascertained the optimal number and location of remanufacturing for building EoL ships. The capital and variable costs required for establishing and operating remanufacturing centres are computed. To remanufacture 30 ships a year, the discounted payback period of this project is estimated to be less than two years.

Ship manufacturing businesses are yet to re-manufacture EoL ships, given high upfront capital expenditure and operational challenges. This study provides management insights into the costs and benefits of EoL ship remanufacturing; thus, informing the decision-makers to make strategic operational decisions.

The design of an optimal close loop supply chain network coupled with a Bayesian network approach and discounted payback period formula for the collection and remanufacturing of EoL ships provides a new integrated perspective to ship manufacturing.

Study in supply chain performance research on the shipbuilding industry is lacking. The purpose of this research is to study and provide guidelines to improve the performance of traditional shipbuilding supply chains in Indonesia.

The paper develops an empirical study gathered from a traditional shipbuilding industry, its suppliers, and customers. This study consists of three sections: the traditional shipbuilding industry, the suppliers, and the individual supplier scores. The internal and external performances in this study are measured using Supply Chain Operations Reference (SCOR) metrics. The SCOR model identifies five performance measurement attributes, including reliability, flexibility, responsiveness, cost and assets. Instead of using “responsiveness,” this study applies the schedule performance index, and supplements “cost” with the cost performance index in order to accurately reflect the traditional shipbuilding supply chains processes.

By analyzing SCOR metrics in the traditional shipbuilding industry, it has been found that the ideal shipbuilding supply chain metrics are order fulfillment, flexibility, asset turnover and total supply chain costs. The lowest performance metric value in the traditional shipbuilding industry is the cost of goods. Some improvements are proposed to lower the high cost of ship building. An integrated economic ordering system in collaboration with all the suppliers is one of the most effective ways to reduce the cost of the traditional shipbuilding supply chains. The implementation of SCOR metrics enables management to identify the critical issues to improve.

The study applies SCOR metrics to improve the traditional shipbuilding supply chains performance. The study is limited because the data collected are based on one shipbuilding industry only.

To the author's knowledge, this is the first empirical analysis on the implementation of SCOR metrics to the traditional shipbuilding industry. The analysis to improve the traditional shipbuilding supply chains performance can provide managerial insights to other industries.

AT regular intervals the Ministry of Labour Gazette publishes statistics of labour turnover on an industry‐wide basis from which certain generalisations may be drawn. On the whole, however, it is an industrial burden about which very little detailed information is available. Its causes have been variously ascribed to such factors as the level of employment and the chances of alternative work.

This paper aims to add to the understanding of dynamic capabilities (DC) as sources of competitive advantage of successful Asian-Pacific shipping companies by demonstrating that DC development unfolds in three steps, from recognition that the environment has changed, to the decision to deploy DC, to assets re-orchestration.

Based on an approach involving two illustrative case studies, the author analyzed DC development of Chinese and Singaporean-based shipping groups in depth. The analysis was centered on DC by investigating how strategic decision-making on vertical integration, diversification and implementation of new technologies can be underpinned by developing DC to create sustained advantages.

The author found that strategic components of DC are rooted in strategic decision-making to initiate changes on the corporate and even on an operational level.

While capability development is thoroughly studied, capability erosion has not been integrated into the research. The exploration of human capital as a firm’s idiosyncratic resource in assets orchestration capabilities can be future work.

The proposed research contributes to the debate on micro foundations of DC and provides insights for practitioners striving for retaining competitive advantages.

Regarding implications for the society, the research shows how the DC serve to generate competitive advantages. The author has presented a logical structure of the competitive advantage paradigm as a product of DC and business models that can be useful to decision makers.

The research offers insights into the composition of micro foundations of DC and demonstrates that DC can be unbounded into well-known and concrete strategic and operational management activities.

The purpose of this paper is to present a method for generating a set of feasible, optimized production schedules for the erection process of compact shipyards building complex ship types.

A bi-objective mathematical model is developed based on the process constraints. A Pareto front of possible erection schedules is created using a the Non-dominated Sorting Genetic Algorithm II with a custom heuristic fitness function and constraint violation.

It was possible to consistently generate a wide variety of production schedules with superior performance to those manually created by shipyard planner in negligible computational time.

The set of optimized production schedules generated by the developed methodology can be used as a starting point by existing shipyard planners when drafting the initial erection planning for a new project. This allows the planners to consider wider variety of options in less time.

No other published approach for the automatic generation of optimized production schedules of the erection process is specifically tailored to the construction of complex ships.