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Books on the topic 'Collaboration of logistics companies'

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Published: 30 May 2022

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1

Sandberg, Erik. Logistics collaboration in supply chains: - a survey of Swedish manufacturing companies. Linko ping: Department of Management and Economics, Linko pings universitet, 2005.

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2

Cruijssen, Frans. Cross-Chain Collaboration in Logistics. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57093-4.

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3

Younger, Roderick. Logistics trends in European consumer goods: Challenges for suppliers, retailers and logistics companies. London: Financial Times Retail & Consumer Publishing, 1997.

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4

Taylor, David H. European logistics systems employed by UK manufacturing companies. Huddersfield: University of Huddersfield, Department of Transport and Logistics, 1993.

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5

1953-, Crum Colleen, ed. Supply chain collaboration: How to implement CPFR and other best collaborative practices. Boca Raton, FL: J. Ross Pub., 2005.

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6

Supply chain performance: Collaboration, alignment, and coordination. London, UK: ISTE, 2010.

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7

Integral logistics management: Operations and supply chain management within and across companies. 4th ed. Boca Raton, FL: CRC Press, 2012.

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8

Cao, Mei. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture. London: Springer London, 2013.

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9

Straube, Frank. Internationalisation of Logistics Systems: How Chinese and German companies enter foreign markets. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008.

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10

Integral logistics management: Operations and supply chain management within and across companies. Boca Raton, FL: CRC Press, 2016.

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11

Bergqvist, Rickard. Studies in regional logistics: The context of public-private collaboration and road-rail intermodality. Göteborg, Sweden: BAS Pub., 2007.

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12

Making the connection: Beneficial collaboration between Army installations and energy utility companies. Santa Monica, CA: RAND, 2011.

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13

Busacca, Maurizio, and Roberto Paladini. Collaboration Age. Venice: Fondazione Università Ca’ Foscari, 2020. http://dx.doi.org/10.30687/978-88-6969-424-0.

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Recently, public policies of urban regeneration have intensified and multiplied. They are being promoted with the aim to start social and economic dynamics within the local context which is subject to intervention. From the empirical analysis, we realise that such activities are mainly implemented by three subjects or by mixed coalitions (public institutions, actors of the third sector and companies). Within them, each player is moved by a multiplicity of interests and goals that go beyond their own nature – public interest, market and mutualism – and tend to redefine themselves, thus becoming hybrid forms of production of value (social, economic, cultural). By studying a number Italian and Catalan cases, this essay deals with the theory that, under specific conditions and configurations, a collaborative direction – of organization, production and design – would give life to successful procedures, even without the identification of a one-best-way. The collaboration is not simply a choice of operation, but a real production method which mobilises social resources to create hybrid solutions – between state, market and society – to complex issues that could not be faced solely with the use of the rationale of action of one among the three actors. In this framework, the systems of relations and interactions between players and shared capital become an essential condition for the success of every initiative of urban redevelopment, or failure thereof. Such initiatives are brought to life by the strategic role of individuals who foster connections as well as the dissemination of non-redundant information between social networks, and collective and individual actors which would otherwise be separated and barely able to communicate and collaborate with each other. In addition to the functions carried out by knowledge brokers, that have been extensively described in organisational studies and economic sociology, the aforementioned figures act as real social enzymes, that is to say, they handle the available information and function as catalysts of social processes of production of knowledge. Moreover, they increase the reaction speed, working on mechanisms which control the spontaneity.
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14

T, Frohlich Markham, and Hult G. Tomas, eds. Extending the supply chain: How cutting-edge companies bridge the critical last mile into customers' homes. New York: American Management Association, 2005.

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15

Zineldin, Mosad. Competition, collaboration and co-operation in logistics: Papers from the 3rd international event on Co-operation & Competition (C & C), 2002. Bradford, England: Emerald Group Publishing, 2003.

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16

Welborn, Ralph. The Jericho Principle: How Companies Use Strategic Collaboration to Find New Sources of Value. Hoboken, NJ: John Wiley & Sons, 2003.

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17

Detter, Andrea E. Ventures: University of Washington start-up companies & collaborations. Seattle, WA: University of Washington, Office of Research, 2000.

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18

Merry, Michael L. The lean supplier, 1968-2010: Supply chain management for suppliers, contractors and manufacturers working for mining companies located far from the source of supply. Coral Gables, Fla: Lean Supplier Pub., 2011.

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19

Office, General Accounting. Inventory management: Practices of selected private sector companies : briefing report to congressional requesters. Washington, D.C: The Office, 1988.

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20

Bridging islands: Venture companies and the future of Japanese and American industry. Oxford: Oxford University Press, 2007.

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21

Kinsey, Christopher. Private contractors and the reconstruction of Iraq: Transforming military logistics. New York, NY: Routledge, 2009.

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22

Mischenko, Aleksandr, and Anastasiya Ivanova. Optimization models for managing limited resources in logistics. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1082948.

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In the proposed monograph, optimization models for managing limited resources in logical systems are considered. Such systems are primarily used by industrial enterprises, transport companies and trade organizations, including those that carry out wholesale activities. As a rule, the efficiency of these objects largely depends on how rational use of limited resources such as: consumer camera business, labor, vehicles, etc. In this paper, various approaches to managing such resources are considered both for deterministic models and for the situation when a number of model parameters are not specified exactly, that is, for stochastic models. In this case, it is proposed to evaluate the stability of models to the occurrence of various types of risk events, both by the structure of the solution and by the functionality. It is addressed to senior students, postgraduates and masters studying in the specialty "Management" and "Logistics", as well as specialists in the field of logistics systems modeling.
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23

Going lean: How the best companies apply lean manufacturing principles to shatter uncertainty, drive innovation, and maximize profits. New York: American Management Association, 2008.

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24

Plehwe, Dieter. Why and how do national monopolies go "global"?: International competition, supranational regionalism and the transnational reorganization of postal and logistics companies in Europe. Berlin: Wissenschaftszentrum für Sozialforschung, 1999.

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25

Arcidiacono, Gabriele. Leading processes to lead companies: Lean Six Sigma: Kaizen Leader & Green Belt Handbook. Milano: Springer Milan, 2012.

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26

Office, General Accounting. Inventory management: Defense Logistics Agency inventory accuracy problems : report to congressional requesters. Washington, D.C: The Office, 1987.

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27

E, Moody Patricia, and Stegner Jonathan 1954-, eds. The purchasing machine: How the top ten companies use best practices to manage their supply chains. New York: Free Press, 2001.

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28

Prosenjit, Sen, and Das Anand M, eds. RFID for energy & utility industries. Tulsa, Okla: Penwell, 2008.

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29

Office, General Accounting. Inventory management: Better controls needed to prevent misuse of excess DOD property : report to the Honorable Duncan L. Hunter, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington 20548-0001): The Office, 2000.

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30

Office, General Accounting. Inventory management: Supply problems at the 90th Army Reserve Command : briefing report to the Honorable Pete Wilson, Committee on Armed Services, U.S. Senate. Washington, D.C: The Office, 1988.

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31

Office, General Accounting. Inventory management: Air Force inventory accuracy problems : report to congressional requesters. [Washington, D.C.]: The Office, 1988.

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32

Murav'ev, Dmitriy, Aleksandr Rahmangulov, Nikita Osincev, Sergey Kornilov, and Aleksandr Cyganov. The system "seaport - "dry" port". ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1816639.

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The monograph presents an approach to solving the problem of increasing the throughput and processing capacity of seaports in conditions of limiting their territorial dislocation and increasing the unevenness of external and internal cargo flows. The basis of the approach is the proposed system of the main parameters of the dry port and the methodology of simulation modeling of the functioning of the system "seaport - dry port". The material is illustrated with examples of the implementation of the developed approach, including model scenarios of multi-agent optimization of the parameters of the system under study. The proposed approach and the developed methodology can be used to justify management decisions on the balanced development of transport and logistics infrastructure of the regions hosting sea and dry ports. It is intended for specialists of transport and logistics companies, engineering and technical workers engaged in solving problems in the field of logistics, supply chain management and transport infrastructure design. In addition, it is recommended to students in the following programs: postgraduate studies 23.06.01 "Land transport engineering and technology" (focus "Transport and transport-technological systems of the country, its regions and cities, organization of production in transport") and 27.06.01 "Management in technical systems" (focus "Management of transportation processes"); master's degree 23.04.01 "Technology of transport processes" (profile "Organization of transportation and management in a single transport system"); bachelor's degree 38.03.02 "Management" (profile "Logistics") and 23.03.01 "Technology of transport processes".
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33

Wit, Margareth. Making Shift Happen. Translated by Jonathan Hills. NL Amsterdam: Amsterdam University Press, 2021. http://dx.doi.org/10.5117/9789463720267.

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Leadership is learnable. Furthermore, future developments within our organizations will be strongly influenced by our leadership effectiveness. In ten steps Margareth de Wit describes how, as a leader, you can train yourself to achieve desired transitions within your organization. Educated at INSEAD and Wharton, Margareth de Wit has a long and rich experience working at the top of international companies in the USA, India, the UK, and Africa, providing intensive leadership sessions to CEOs, commissioners, managers, and directors. Margareth de Wit has inspired hundreds of professionals within the education sector to see themselves as playing the central role in providing better education through intelligent collaboration in self-managing school teams. Her experiences show that systematic attention to leadership and group dynamics creates organizations that are both successful and future-proof. Providing striking examples from her broad practice and experience, historical comparisons, human interactions, analytical schemes, and evidence-based methods, de Wit paints a picture of the road that leads to effective leadership. While this transition is never finished, it is nevertheless one that always leads to both personal and organizational improvement.
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34

Liu, Bing-lian, Shao-ju Lee, and Jian-hua Xiao. Contemporary Logistics in China: Collaboration and Reciprocation. Springer, 2018.

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35

Liu, Jun, Bing-lian Liu, Shao-ju Lee, and Jian-hua Xiao. Contemporary Logistics in China: Collaboration and Reciprocation. Springer, 2018.

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36

Liu, Jun, Bing-lian Liu, Shao-ju Lee, and Jian-hua Xiao. Contemporary Logistics in China: Collaboration and Reciprocation. Springer, 2018.

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37

Heinrich, Martin, and Schulze Lothar, eds. A manual of internal logistics for companies: Logistics systems using industrial trucks. 2nd ed. Resch Verlag, 1992.

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38

Supply Chain Management: Concepts, Techniques and Practices Enhancing the Value Through Collaboration. World Scientific Publishing Company, 2007.

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39

William Y. C. Wang (Editor), Michael S. H. Heng (Editor), and Patrick Y. K. Chau (Editor), eds. Supply Chain Management: Issues in the New Era of Collaboration and Competition. IGI Global, 2006.

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40

Lachman, Beth, Kimberly Curry Hall, Aimee Curtright, and Kimberly Colloton. Collaboration Between Army Installations and Energy Utility Companies. RAND Corporation, 2011. http://dx.doi.org/10.7249/rb9613.

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41

Georgakopoulos, Lambros. The significance of integrated logistics management in the activities of the companies and the orientation ofGreek trade and manufacturing companies towards logistics. 1996.

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42

Wang, William Y. C. Supply Chain Management: Issues in the New Era of Collaboration and Competition. Idea Group Reference, 2007.

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43

Zhang, Qingyu, and Mei Cao. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture. Springer, 2014.

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44

Zhang, Qingyu, and Mei Cao. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture. Springer, 2012.

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45

Zhang, Qingyu, and Mei Cao. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture. Springer, 2012.

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46

Demand Management Best Practices: Process, Principles, and Collaboration (Integrated Business Management Series) (J. Ross Publishing Integrated Business Management Series). J. Ross Publishing, 2003.

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47

Managing Risks in Supply Chains: How to Build Reliable Collaboration in Logistics. Erich Schmidt Verlag, 2006.

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48

The Relationship-Driven Supply Chain: Creating a Culture of Collaboration Throughout the Chain. Gower Technical Press, 2006.

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49

Council for Industry and Higher Educatio. Policy and Strategy for Companies (Collaboration Between Business and Higher Education). Bernan Press, 1989.

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50

Knape, Hans. The roles and responsibilities of the anaesthesiologist. Edited by Philip M. Hopkins. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199642045.003.0032.

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Anaesthesia, being a relatively young medical specialty, has undergone a process of metamorphosis in the last 60 years. Modern principles of pathophysiology, technical developments, and new pharmacological principles have enhanced the potential of anaesthesia in the operating room, causing several subspecialties to develop. These subspecialties have enabled anaesthesiologists to better serve groups of patients with particular challenges and specific demands. The competences of anaesthesiologists in the pathophysiology of pain, pharmacology, and regional anaesthesia techniques enabled them to take the lead in the development of pain clinics, especially serving the increasing population of patients with chronic pain syndromes, often in close collaboration with experts from other disciplines. A similar development occurred in critical care medicine based on the expertise of anaesthesiologists in ventilatory and circulatory management and also in emergency medicine. With their overview of anaesthesia, intensive care medicine, and emergency medicine, anaesthesiologists are now in a position to lead in the whole perioperative process, not only in the medical management of individual patients but also in the logistic and organizational aspects of care. With further developments in information technology, in telemedicine, and rapid changes in society, with the increased demand of care in times of limited financial resources, a strong appeal will be made to anaesthesiologists to show leadership and cross boundaries. An increased focus on teamwork with surgeons, non-medical professionals, but also with managers and insurance companies in healthcare may open new horizons for the specialty of anaesthesiology and perioperative medicine.
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