1,720,969 research outputs found
Supply Chain Designs for Preparedness
No full textPurpose of this research The ability to quickly respond presupposes logistics systems designed to be responsive; supply chains must prepare to act if specific circumstances occur. By investigating ‘preparedness’ in a defence logistics context, the overall research objectives are to define ‘preparedness’ and to advance defence logistics as an academic research area. Design/methodology/approach We started with an explorative phase to understand the subject matter. This we combined with literature studies of defence logistics, of preparedness, and of supply chain design to articulate two research questions; RQ1: In what ways do supply chain designs differ between non-preparedness structures and preparedness structures? RQ2: How does interorganisational interaction in the preparedness phase influence logistics efficiency in the response phase? We applied an embedded case study design collecting data from two units of analysis. Research rigour was assessed as dependability, confirmability, transferability, and credibility. Findings Each of the four papers shed lights to the overarching research objectives. Building on the explorative phase (Papers I and II), Study 1 (Paper III) answers RQ1. We could not conclude that supply chains differed between preparedness and non-preparedness, but concluded that efficiency rather than responsiveness was emphasised. Study 2 (Paper IV) relates to RQ2, and confirmed that suppliers are not involved in preparedness planning. Although inter-organisational coordination takes place prior to deployment, inter-organisational interaction is not emphasised. Research limitations We focussed on interfaces between the Defence and upstream supply chain actors related to EU missions. We have no indications whether supply chain designs differ between NATO, UN, and EU operations. We studied relatively standardised supplies / services. Our findings might not apply to other types of defence supply chains. And our conclusions might not apply for larger nations, or for nations outside NATO / PfP. Research implications By relating preparedness to a context characterised by increased outsourcing, we emphasise the importance a true (defence) supply chain orientation. We propose to study other supply chains of standardised supplies and services, of complex deliveries, and for units designated for national defence, to broaden our knowledge about defence supply chain designs. Practical implications Preparedness presupposes appropriate organisational measures throughout the supply chain. Preparedness organisations need to critically examine how to ensure reliable responsiveness when major parts of the logistics lie outside hierarchical control. Defence organisations need to include suppliers in preparedness planning, in operations planning, and in exercises in order to ensure appropriate interaction. Originality / value The term ‘preparedness’ is rarely operationalised in logistics and SCM literature. This research contributes to enhance our understanding of preparedness as a supply chain construct. We also contribute to advancing defence logistics as a field of knowledge based on scientific inquiries
How to supply a frigate
No full textPurpose - When deploying a frigate to the Gulf of Aden as a part of the Operation Atalanta, the Norwegian Defence outsourced logistics to a TPL provider. The purpose of this paper is to explore the cooperation between the Defence and the TPL provider during the operation. Design/methodology/approach - A qualitative design was chosen. Semi-structured interviews were combined with relevant secondary sources. A theoretical framework formed the basis for the interviews. Findings - No long-term history existed between the parties before the cooperation, and no psychological contracts between individuals at tactical levels were made beforehand. Yet the cooperation was a success. It seems that this to a large degree depended on the individuals assigned to the project. Research limitations/implications - The research highlights the need to address not only how to design physical supply structures but also how to ensure adequate levels of collaborative competence within civil-military project groups. Further research is needed to investigate how to embed key suppliers in Defence logistics structures and how supply chains for short-term, limited deployments impact on logistics arrangements for the permanent structure of the Defence. Practical implications - This research gives the Norwegian Defence valuable knowledge about how to collaborate with commercial logistics providers. Originality/value - This research highlights challenges when embedding suppliers into military supply chains. This is of importance not just when supplying deployed forces but also when considering supplier integration, e.g. through PPP and PBL
Chapter 27 Samhandling, Preparedness and Supply Chains
Get PDF"Supply-chain preparedness means to design inter-organisational structures,
to organise supply-chain resources, and to plan and train to ensure efficient
response if this is called for. Acknowledging that supply chains are made up of
two or more organisations, and that interaction describes relations between two or
more actors, the purpose of this research is to explore whether the introduction of
the concept of interaction (samhandling) to supply-chain thinking adds to our understanding
of efficiency and the effectiveness of logistics preparedness.
We position our work along three dimensions: a profit – non-profit classification,
a descriptive – normative dichotomy, and a micro – macro continuum. Information
was retrieved both through semi-structured interviews and by studying secondary
sources. Interaction and preparedness is assessed through an empirical case: the
operation Atalanta. By applying interactional indicators, enablers and barriers to
relationship success can be studied at both micro, meso, and macro levels. Without
understanding the mechanisms leading to interactional competence, success (or
the lack thereof) in supply-chain preparedness is difficult to address properly. Thus,
managers need to assess the interactional constructs at all levels when planning and
training for preparedness.
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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