Relevant bibliographies by topics / Production planning Business logistics

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Production planning Business logistics'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Production planning Business logistics"

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Miller, Antonin, and Michal Simon. "Model Planning Production and Logistics Activities in Business Networks." Procedia Engineering 69 (2014): 370–76. http://dx.doi.org/10.1016/j.proeng.2014.03.001.

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A. Sosunova, Liljana, Sergey V. Noskov, Irina A. Goryacheva, Natalia V. Astafieva, and Sergey A. Kalashnikov. "Improving the management technique of logistics planning in the supply chain." Problems and Perspectives in Management 16, no. 3 (July 17, 2018): 48–62. http://dx.doi.org/10.21511/ppm.16(3).2018.05.

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The multidimensionality of transformations that take place, the diversity of destabilizing factors in the environment reduce reliability, sustainability, efficiency of both logistics processes and the entire production and economic activity, and they need their modern economic reflection. The successful activity in the unstable economic environment is impossible without proper strategic analysis and the formation of the effective management system that requires the search for new techniques, the development of logistics-oriented concepts, management approaches to logistics processes that can ensure the goals achievement under the continuous systemic development and disturbance flow. The goal of the research is to improve the technique and develop a management model for logistics processes, considering the effect of the disturbance flow. In accordance with the goal, it is necessary to solve the following scientific problems: to reveal the patterns of logistics processes for the formation of a signal system on management points within the framework of management structures; to develop components of the management technique for logistics processes, taking into account the disturbance flow; to systematize and supplement the principles of logistics processes for the formation of the rational totality of components in the management technique. Thus, the implementation of the proposed management technique for logistics processes will lead to the formation of optimal management impacts within each element, subsystem and the entire structure of the supply chain, ensuring the sustainable development vector at each time period and achieving the goals set under the influence of the disturbance flow, adaptability, flexibility and efficiency of processes.
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Glistau, Elke, and Norge Isaias Coello Machado. "LOGISTICS CONCEPTS AND LOGISTICS 4.0." Advanced Logistic Systems - Theory and Practice 12, no. 1 (April 25, 2019): 37–46. http://dx.doi.org/10.32971/als.2019.003.

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The paper describes the terms Industry 4.0 and Logistics 4.0 as two of the most important trends in production and logistics. Industrie 4.0 (Industry 4.0) is a German term and a synonym for the fourth industrial revolution. It is connected with the common trend of digitalization, virtualization and networking of data and information. The term Logistics 4.0 brands the specific application of Industry 4.0 in the area of logistics. Therefore a new research approach was developed the “Smart Logistics Zone” (SLZ) by Fraunhofer IFF and Otto von Guericke University Magdeburg. This is defined as a scalable examination and action area for the analysis, evaluation, planning, control, regulation and (re-) configuration of logistics solutions [1]. The Smart Logistics Zone differs into logistics objects, logistics processes, logistical systems and logistics infrastructure. Every logistics solution should be built by using all of these four aspects in a free combination by increasing dynamics and complexity. Industry 4.0 and Logistics 4.0 create new business processes. The question is, how will they change the traditional logistics concepts and strategies? The paper answers the following research questions: What are solutions of Logistics 4.0? Are there any successful realized solutions, which optimize logistics at a whole? Which requirements on logistics management will exist according to the criteria of Industry 4.0/Logistics 4.0? Are the classic logistics strategies still valid according to the digital transformation process?
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Pavlić Skender, Helga, Petra Adelajda Zaninović, and Ana Lolić. "The Importance of Logistics Distribution Centers as Nodes in Logistics Networks." Pomorstvo 33, no. 2 (December 19, 2019): 149–57. http://dx.doi.org/10.31217/p.33.2.4.

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The emergence of logistics distribution centers has in the past few decades become a mass phenomenon that has emerged as a result of global economic processes. As part of logistics networks, logistics distribution centers are the key link between production and the market, i.e. end users, and function as nodes that facilitate international business activities. For this reason, the aim of this paper is to analyze the characteristics of logistics distribution centers on the example of logistics distribution centers of the selected Western and Central European Union countries and examine the prospects for the development of logistics distribution centers in Croatia. The research results indicate that the Republic of Croatia is less competitive in comparison with Western and Central European countries, although it has a number of logistics distribution centers due to insufficient utilization and renewal of transport infrastructure. Logistics distribution centers are an important center of logistics networks, and the countries will have to devote more attention to their development to attract foreign investment and achieve economic development, because their significance will continue to grow in the future.
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Kurbatova, Anna, Petr Kurenkov, Anastasia Safronova, and Margarita Kuzina. "Rational Precious Metals Supply Schemes." E3S Web of Conferences 138 (2019): 01039. http://dx.doi.org/10.1051/e3sconf/201913801039.

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Rapidly developing social progress and new conditions for the functioning of all economic entities put industrial enterprises in a special, rigid economic framework. In a tough competitive environment, you can survive and develop only by orienting your business activities to a logistic approach. The gold mining industry plays a key role in the global economy. This industry has a high asset value, large-scale production lines and large infrastructure. One of the main tasks of strategic planning of gold mining enterprises is the choice of a rational marketing system. Planning and selection of schemes for the supply of precious metals is an important condition for the effective functioning of the marketing activities of gold mining enterprises. For these purposes, the need for improving logistics flows and creating an information system for sales planning is growing. The article explores the planning and selection of precious metals supply schemes using the example of PJSC “Vysochaishy”. Much attention paid to the construction of the company’s logistics flows. The main problems in the supply chain of PJSC “Vysochaishy” are identify. The algorithm of the process of introducing a new supply chain planning system for Vysochaishy PJSC is considered, and an improved strategic planning process for PJSC “Vysochaishy” is present. A new scheme of operation of the transport and logistics system for the direction of logistics flows of PJSC “Vysochaishy” proposed.
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Mandarini, Matteo, and Alberto Toscano. "Planning for Conflict." South Atlantic Quarterly 119, no. 1 (January 1, 2020): 11–30. http://dx.doi.org/10.1215/00382876-8007629.

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Planning is widely perceived as an approach to economic life that both subordinates decisions about production and distribution to a supposedly objective Science and as an illegitimate subjection of economic laws to a commanding political Will. This article excavates two key phases in the Soviet experiment with a planned economy, namely, the New Economic Policy under Lenin and the Stalinist institution of the five-year plan, to explore the way in which planning could be thought of as directly incorporating a dimension of social and class conflict. This archaeological reconstruction of an antagonistic politics of planning is contrasted with the disavowed elements of planning within contemporary business logistics as well as with efforts within critical Marxist theory after 1968 to push against the depoliticizing dimensions of the plan.
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Azevedo Said, Victor, David Barbosa de Alencar, Alexandra Priscilla Tregue Costa, and Carlos Alberto Oliveira de Freitas. "The Application of Logistics as Increase Income in Small Porte Company - Case Study in Salgados Mania." International Journal for Innovation Education and Research 7, no. 11 (November 30, 2019): 1010–19. http://dx.doi.org/10.31686/ijier.vol7.iss11.1962.

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Logistics challenges are present in any organization, including small businesses. If today it is indispensable in large industries, for smaller companies the reality is different, since, in general, they do not have enough structures or employees to face adversity and meet their goals. Thus, it is becoming increasingly relevant to invest in tools that can bring improvements and results. Logistics encompasses activities that deal with the flow of material, human and information resources, but micro and small entrepreneurs generally do not handle all these stages of the process, which ends up making production work, often with lower efficiency than its total capacity, generating costs and making the company less productive. Lack of planning causes damage most of the time. This involves everything from inventory control to small processes that need human monitoring to happen. Due to the tools logistics offers to implement in any industry, regardless of size, opportunities for management improvement are growing, making the small business owner eligible to plan and think bigger about their business.
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KRYVORUCHKO, O., and A. ОVCHARENKO. "FORMATION OF QUALITY MANAGEMENT SYSTEM FOR LOGISTICS BUSINESS PROCESSES AT MOTOR-TRANSPORT ENTERPRISES." Economics of the transport complex, no. 37 (May 12, 2021): 95. http://dx.doi.org/10.30977/etk.2225-2304.2021.37.95.

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Effective management of logistics business processes quality, organization and achievement of goals require an appropriate system. However, in modern literature and practice, quality management of logistics business processes is carried out in fragments, out of necessity; management functions are not organized into a single system. Therefore, the main task of the study is to determine the place of quality management system of logistics business processes in the overall management system of the enterprise, substantiate its structure and content. The theoretical basis for the formation of a quality management system for logistics business processes is the basic provisions of process and system approaches. The process approach provides consideration of logistics business processes of the enterprise as a set of interconnected logistics processes carried out by stages of production; system approach includes the creation of an organized dynamic system characterized by the interaction of the object, the subject through control channels and feedback, as well as the study of the system behavior taking into account the influence of the external environment. Quality management of logistics business processes consists of two aspects: strategic and current. Management of strategic processes is subject to corporate (marketing) strategy and takes into account the needs of consumers from the standpoint of logistics; continuous improvement of the quality of logistics business processes; measuring the level of achieved quality of business processes and continuous monitoring. Quality management of logistics business processes of current activities includes organizing management in such a way as to best satisfy the end user while achieving high efficiency of logistics business processes (operational planning, organization of business processes, analysis of key indicators of their evaluation, preventive and corrective actions, bringing decisions to the performers, etc.). The implementation of such management is based on the general principle of the quality chain. The prospects for further research are to develop approaches to the implementation of appropriate quality management functions of logistics processes at motor-transport enterprises.
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Stanivuk, Tatjana, Marko Šundov, Jelena Žanić-Mikuličić, and Antonija Mišura. "Logistical activities in the function of shipbuilding industry development." Transactions on Maritime Science 9, no. 1 (April 20, 2020): 51–62. http://dx.doi.org/10.7225/toms.v09.n01.004.

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This paper examines the impact of supply on production results in the shipbuilding industry. The shipbuilding industry is characterized by extreme complexity concerning the integration of many other industries, and the product of this industry itself is very complex and expensive with a demanding degree of processing after-sales significant revenue. Numerous suppliers are involved in the production process, thus shipbuilding has a multiplicative effect on other industries. One of the fundamental factors for the efficiency and effectiveness of the business in this industry is the role of logistics. Supply in the shipbuilding industry is nowadays a strategic decision that actively influences business success, which is why it is considered in this paper. Simulating its impact on the production process seeks to avoid possible mistakes that cannot only weaken a company's competitive position but also its viability. The simulation concludes with a concrete example that there is a certain influence of time deviations (arrivals, exemptions, and complaints) on the increase of the basic value of the order. This paper highlights the need to maximize response speed to customer needs, through the synthesis of planning activities, business logistics, and to maintain competitiveness in an increasingly demanding global market.
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Deng, Ya Qing, Jun Feng Wang, and Ke Han. "Design Application of Hub-and-Spoke Network Model in Urban Agglomeration Logistics Distribution System Planning." Applied Mechanics and Materials 543-547 (March 2014): 4350–53. http://dx.doi.org/10.4028/www.scientific.net/amm.543-547.4350.

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Hub-and-Spoke network that originated from the aircraft industry of USA has aroused the extensive concern from the business and academic circles. The range of Hub-and-Spoke network application extended to other scopes such as transportation and tourisms. On account of the obvious advantages of scale merit, agglomeration economies and space efficiency. Hub-and-Spoke network has been testified the effective organizational forms in the actual operation from the freights transportation to the production organization. Many research results about the Hub-and-Spoke network have been received presently, but there is rarely research on the applications of logistics industry, the formative mechanism, the combination with the regional economic policy etc under the special regional environment.
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Dissertations / Theses on the topic "Production planning Business logistics"

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Blanco-Freja, Edgar Emilio. "Coordinated production and distribution scheduling in supply chain management." Diss., Georgia Institute of Technology, 2000. http://hdl.handle.net/1853/25624.

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Nezami, Kaveh Rad. "Modelling collaborative planning and scheduling scenarios that include human and computer decision activities." Australasian Digital Thesis Program, 2008. http://adt.lib.swin.edu.au/public.

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Thesis (PhD) - Swinburne University of Technology, Faculty of Engineering and Industrial Sciences, 2008.
A thesis submitted for the degree of Doctor of Philosophy, Faculty of Engineering and Industrial Sciences, Swinburne University of Technology, 2008. Typescript. Includes bibliographical references (p. 228-244).
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Su, Wei. "Partner selection and production-distribution planning for the design of optimal supply chain networks." Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B41757853.

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Lütke, Entrup Matthias. "Advanced planning in fresh food industries : integrating shelf life into production planning /." Heidelberg ; New York : Physica-Verlag, 2005. http://www.springerlink.com/content/978-3-7908-1592-4.

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Ewouba-Biteghe, Benjamin Simplice. "Strategic innovation of business models by leveraging demand and supply chains in dynamics ecosystems." Thesis, Link to the online version, 2006. http://hdl.handle.net/10019/1841.

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Swart, Daniel. "Enterprise resource planning (ERP) : a study of the key benefits and challenges of implementing ERP systems." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/19807.

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Thesis (MBA) -- Stellenbosch University, 2006.
ENGLISH ABSTRACT: The main objective with this study was to analyse and evaluate the strategies employed by South African Breweries in the implementation of ERP systems with specific reference to the Strategic Enterprise Management (SEM) model. The study would have further identified the key success factors of implementing ERP systems and state the reasons for ERP system implementation failure. The combination of intense global compeution and powerful new information technologies has led to a rush toward ERP systems and intensified efforts to re-engineer organisational processes. Although most ERP systems are justified on the basis that they integrate disparate organisational systems or standardise organisational processes on best practice, most businesses find that the costs and risks are significantly more than benefits during the early stages following implementation of an ERP system. Some businesses have however been able to transform their supply chain processes as result of ERP implementation. Businesses must overcome daunting challenges fn order to generate value from ERP systems. ERP systems typically consist of modules, each with functionality relating to organisational functions, such as production, finance, human resources and logistics. Development and sales of ERP systems rapidly increased between 1992 and 1999 when most large corporations, which could typically make use of these systems, installed these systems. The market has recently slowed down and ERP software developers now face strong competition and are challenged to find new ways to differentiate products from those of competitors. New information systems have been developed to complement and even replace ERP systems such as Advanced Planning Systems (APS) and Supply Chain Management systems (SCM). The successful implementation of ERP systems are largely dependant on the way that a company approaches, considers and implements ERP systems. It is important to note that ERP systems implementations are not just another IT project or project implementation, but has a human element attached to the implementation process that is centric to the success of the implementation process. The study concluded that the top contributor for a successful ERP implementation is getting the employees and all persons in the process involved, on board and motivated by the process of implementation. Other important factors are a strong commitment from upper management as an implementation involves significant alterations to existing business practices, issues related to reengineering the business processes and integrating the other business applications to the ERP backbone. Upper and middle management plays a key role in managing the change that ERP brings into an organisation. It must be noted that once implemented, an ERP system is difficult and expensive to undo. In addition organisations may have to implement custom applications in addition to the ERP software as no single ERP solution can satisfy all the business needs. It is apparent that most ERP implementation successes are attributable to excellent planning, employee involvement and effective communication. Thus it is imlXlrtant for an organisation to have the above as top priorities in ERP implementation. Successful ERP implementation will be greatly enhanced if the employees are properly involved in the process and are given the necessary recognition and respect they deserve. Without dedicated employees to implement and apply the system, the organisation will be wasting its resources and capital on a system that will never be fully utilised. Although an ERP implementation effort can be completed by consultants, problems will arise if the proper employees are not available to sUPlXlrt the project. The trained employees who grow with the system and make the system expand and evolve with the company, will be true assets of the company and more than worth the investment.
AFRIKAANSE OPSOMMING: Die doelwit van die studie was om die strategie toegepas deur Suid Afrikaanse Brouery tydens implementering van Ondememing Hulpbron Beplanning (OHS) stelsels te analiseer en evalueer met 'n spesiale fokus op die Strategiese Ondememing Bestuur (SOB) model. Die studie identifiseer ook die sleutel sukses faktore vir die implementering van aHS stelsels en bespreek die redes vir onsuksesvolle aHB stelsel impJementering. Die kombinasie van intense globale kompetisie en kragtige nuwe inligtingstelsels het aanleiding gegee tot 'n toename in aHB stelsels en het gelei tot hemude fokus op proses herstrukturering. Nieteenstaande die feit dat meeste aHB stelsels geregverdig kan word op grand van hulle integrasie van losstaande organisasie stelsels of standaardisasie van organisasie prosesse en beste praktyke, vind die meeste besighede dat die koste en risiko tydens die eerste fases na implementering betekenisvol meer is as die voordele. Sommige besighede was egter in staat om hulle verskaffingsketting prosesse te transformeer deur die implementering van aHB stelsels. Besighede moet egter oorweldigende uitdagings oorkom om waarde te genereer met aHB stelsels. aHB stelsels betaan tipies un verskeie modules, met elkeen funksionaliteite wat betrekking het op die besigheids funksies soos produksie, finansies, menslike hupbronne en logistiek. Die ontwikketing en verkope van aHB stelsels het drasUes toegeneem sedert 1992 tot 1999 toe meeste groot besighede wat kon gebruik maak van die stelsels, dit implementeer het. Die mark het onlangs afgeneem en aHB sagteware ontwikkelaars word nou gekonfronteer met strawwe kompetisie en moet nuwe maniere vind om hulle prod uk te onderskei van die kompetisie. Nuwe inligting stelsels is ontwikkel wat bestaande aHB stelsels komplimenteer en selts vervang soos byvoorbeeld Gevorderde Beplanning Stelsels (GBS) en Verskaffingketting Bestuur stelsels (VKB). Die suksesvolle implementering van aHB stelsels is grootHks afhanklik van die wyse waarop 'n besigheid OHB stelsels benader, oorweeg en implementeer. Dit is belangrik om in gedagte te hou dat OHB stelsel impfementering nie net nog 'n IT projek of projek implememtering is nie, maar dat daar 'n menslike element in die implementering proses betrokke is wat 'n kernfaktor in die sukses van die implementering is. Die studie het tot die slotsom gekom dat die hoof bydraende faktor tot suksesvolle implementering van OHB stelsels is om wer1<.nemers en aile relevante persone Ie betrek en te motiveer met die implementerings proses. Ander belangrike faktore sluit in onderneming van senior bestuur aangesien implementering bekenisvolle veranderinge aan bestaande praktyke behels asook die herontwerp van besigheids prosesse en integrasie van ander besigheids toepassings. Middel en senior bestuur het 'n integrale rol in die bestuur van verandering wat OHB stelsels in die firma teweeg bring. Dit is belangrik om kennis te neem dat OHB stelsels na implementering moeilik en teen hoe koste ongedaan gemaak kan word. Besighede mag selfs nodig he om addisionele toepassings te implementeer aangesien geen OHB sagteware stelsels aan aile besigheidsbehoeftes kan voldoen nie. Dit is duidelik dat die meeste OHB implementering suksesse toegeskryf kan word aan uitstekende beplanning, werknemer betrokkenheid en effektiewe kommunikasie. Dit is dus noodsaaklik vir die firma om begenoemde as die hoogste prioiriteite vir die implementering van OHB stelsels na te volg. Suksesvolle OHB stelsel implementering word grootliks bevorder indien die werknemers deeglik betrokke is in die proses, asook die nodige erkenning en respek ontvang. S~nder toegewyde werknemers om die stelsel Ie implementeer en toe te pas sal die organisasie hulpbronne en kapitaal vermors op 'n stelsel wat nooil ten volle benut sal word nie. AJhoewel OHB implementering gekomplimenteer kan word deur konsultante sal daar probleme ontstaan indien die toepaslike werknemers nie beskikbaar is om die projek te ondersteun nie. Die opgeleide werknemer wat saam met die stelsel groei en wat die stelsel help uitbrei en ontwikkel saam met die organisasie is 'n ware aanwins vir die firma en meer as die belegging werd
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Su, Wei, and 蘇薇. "Partner selection and production-distribution planning for the design of optimal supply chain networks." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B41757853.

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Supsomboon, Srisawat. "Optimization model for production and delivery planning in JIT-kanban supply chain systems /." Thesis, Connect to this title online; UW restricted, 2002. http://hdl.handle.net/1773/10688.

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Reddy, Kothi Abhilash. "The impact of replenishment parameters and information sharing on bullwhip effect for short life cycle products." To access this resource online via ProQuest Dissertations and Theses @ UTEP, 2007. http://0-proquest.umi.com.lib.utep.edu/login?COPT=REJTPTU0YmImSU5UPTAmVkVSPTI=&clientId=2515.

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Sohn, SugJe. "Modeling and Analysis of Production and Capacity Planning Considering Profits, Throughputs, Cycle Times, and Investment." Diss., Georgia Institute of Technology, 2004. http://hdl.handle.net/1853/5083.

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This research focuses on large-scale manufacturing systems having a number of stations with multiple tools and product types with different and deterministic processing steps. The objective is to determine the production quantities of multiple products and the tool requirements of each station that maximizes net profit while satisfying strategic constraints such as cycle times, required throughputs, and investment. The formulation of the problem, named OptiProfit, is a mixed-integer nonlinear programming (MINLP) with the stochastic issues addressed by mean-value analysis (MVA) and queuing network models. Observing that OptiProfit is an NP-complete, nonconvex, and nonmonotonic problem, the research develops a heuristic method, Differential Coefficient Based Search (DCBS). It also performs an upper-bound analysis and a performance comparison with six variations of Greedy Ascent Procedure (GAP) heuristics and Modified Simulated Annealing (MSA) in a number of randomized cases. An example problem based on a semiconductor manufacturing minifab is modeled as an OptiProfit problem and numerically analyzed. The proposed methodology provides a very good quality solution for the high-level design and operation of manufacturing facilities.
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Books on the topic "Production planning Business logistics"

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Pacific, United Nations Economic and Social Commission for Asia and the. Logistics sector developments: Planning models for enterprises and logistics clusters. Thailand: United Nations ESCAP, 2007.

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Manufacturing planning and control for supply chain management. New York: McGraw-Hill, 2011.

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Nyhuis, Peter. Fundamentals of production logistics: Theory, tools and applications : with 178 figures and 6 tables. 2nd ed. Berlin: Springer, 2009.

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Claus, Thorsten. Simultane Produktionsplanung und Geschäftsprozessmodellierung. Frankfurt am Main: Lang, 2006.

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Production and manufacturing system management: Coordination approaches and multi-site planning. Hershey, PA: Engineering Science Reference, 2013.

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Jens, Kiesel, ed. Fachwörter der Logistik, Produktionsplanung und -steuerung: Dictionary of logistics, production planning, and control. Berlin: Siemens, 1999.

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Directing the flow of product: A guide to improving supply chain planning. Boca Raton, FL: J. Ross Pub., 2004.

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American Production and Inventory Control Society, ed. Enterprise resources planning and beyond: Integrating your entire organization. Boca Raton, Fla: St. Lucie Press, 2000.

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Burrows, Robert P. The market-driven supply chain: A revolutionary model for sales and operations planning in the new demand economy. New York: American Management Association, 2012.

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Roy, Ramphal, ed. Operations management. 2nd ed. Cape Town: Oxford University Press Southern Africa, 2009.

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Book chapters on the topic "Production planning Business logistics"

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Scheer, August-Wilhelm. "Production Logistics." In Business Process Engineering, 86–385. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0_4.

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Scheer, August-Wilhelm. "Production Logistics." In Business Process Engineering Study Edition, 86–385. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-662-03615-0_4.

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Gleissner, Harald, and J. Christian Femerling. "Logistics Network Planning." In Springer Texts in Business and Economics, 161–88. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-01769-3_8.

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Inderfurth, Karl, Simme Douwe P. Flapper, A. J. D. Lambert, Costas P. Pappis, and Theodore G. Voutsinas. "Production Planning for Product Recovery Management." In Reverse Logistics, 249–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24803-3_10.

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Turnquist, Mark A. "Analyzing Production-Logistics Interactions." In Freight Transport Planning and Logistics, 258–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 1988. http://dx.doi.org/10.1007/978-3-662-02551-2_8.

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Witte, Thomas, and Thorsten Claus. "Advanced Production Planning." In Electronic Business, 67–80. Heidelberg: Physica-Verlag HD, 2002. http://dx.doi.org/10.1007/978-3-642-57496-2_4.

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Graham, Phil. "Peter Colby, Production and Logistics." In Music Business Research, 33–55. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-02143-6_3.

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Ratliff, H. D., and W. G. Nulty. "Logistics composite modeling." In The Planning and Scheduling of Production Systems, 10–53. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4613-1195-9_2.

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Hax, Arnoldo C., and Harlan C. Meal. "Hierarchical Integration of Production Planning and Scheduling." In The Roots of Logistics, 245–67. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-27922-5_19.

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Scholz-Reiter, Bernd, and Christian Meinecke. "Towards an Integrated Production and Outbound Distribution Planning Method." In Dynamics in Logistics, 85–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35966-8_7.

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Conference papers on the topic "Production planning Business logistics"

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Song, Zhilan, and Yueyi Liu. "Production Logistics Research and Demonstration based on Network Planning technique and Theory of Constraints." In 2010 International Conference on E-Business Intelligence (ICEBI-2010). Paris, France: Atlantis Press, 2010. http://dx.doi.org/10.2991/icebi.2010.63.

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Suhaimin, Fadzlan, Nasir Oritola, Bo Jun Fang, Hing Kheong Cheong, and Yung Khiong Chan. "Wireline Retrievable ESP Deployment: Observation, Challenges and Intervention." In SPE 2020 Symposium Compilation. SPE, 2021. http://dx.doi.org/10.2118/203784-ms.

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Abstract The Offshore Field X Project comprises of greenfield scope to expand the Waterflood scheme towards delivering the peak production levels similar to those achieved in the 1990s. Although various artificial lift systems have been successfully deployed in Brunei Shell Petroleum, offshore ESP installation, especially on this scale, is a first and a new journey for the company and its Offshore Assets in which gas lift was predominantly the artificial lift method. The first offshore ESP well was only installed and kicked off in 2017 as part of the Field X Project. As wells are located offshore, cost, resources and logistics remain a challenge for well interventions. With a high workover cost associated with conventional ESP change out, a technology trial was embarked upon to install wireline retrievable ESP systems. A total of 4 out of the 22 ESP wells were approved to be installed and completed with wireline retrievable ESP system on a pilot basis. The business goal was to prove the production deferment reduction and cost advantage for a failed ESP replacement. A critical selection process was followed as well as FAT/industry benchmarking in order to land on WRESP decision for the pilot. System installation and commissioning of the wells was completed by June 2019, however a series of start-up problems were encountered, leading to an intervention requirement to rectify 1 well. Job planning for this intervention was not straight forward and was classified as a high-risk job requiring regulator's approval. Rigorous logistics planning, integration of various vendors, detailed workflow analysis, intervention equipment stack up and modifications were among the planning scope conducted. This paper captures details of the deployment value proposition, case success definition and challenges faced in ensuring all the installed WRESPs are up and running to enable the pilot performance proper evaluation. As no full workover has been executed yet due to the limited operating period, a lifecycle comparison between WL retrievable and conventional ESPs has not been done yet. Once sufficient performance data is available, a detailed study will be conducted to assess the performance of the WRESP system. This analysis will then conclude the technology trial and may change the future of ESP wells in BSP and Shell global.
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Galka, Stefan, Eva Klenk, and Willibald A. Gunthner. "Planning of production supermarkets for production supply." In 2013 IEEE International Conference on Service Operations and Logistics, and Informatics (SOLI). IEEE, 2013. http://dx.doi.org/10.1109/soli.2013.6611458.

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Obidike, Peter, Chima Emelle, and Rene Vlaardingerbroek. "Integrated Production Forecasting for Business Planning." In SPE Nigeria Annual International Conference and Exhibition. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/172479-ms.

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Soni, Soujanya, Sameep Mehta, and Sandeep Hans. "Data validation for business continuity planning." In 2012 IEEE International Conference on Service Operations and Logistics and Informatics (SOLI). IEEE, 2012. http://dx.doi.org/10.1109/soli.2012.6273507.

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Ruble, D. B. "Production Business Planning to Maximize Field Potential." In SPE Hydrocarbon Economics and Evaluation Symposium. Society of Petroleum Engineers, 1997. http://dx.doi.org/10.2118/37955-ms.

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Dammak, Houcine, Adnene Hajji, and Mustapha Nour El Fath. "Dynamic production planning in unreliable Reconfigurable Manufacturing Systems." In 2014 International Conference on Logistics and Operations Management (GOL). IEEE, 2014. http://dx.doi.org/10.1109/gol.2014.6887424.

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Wang, Wenpeng, and Xinning Yu. "Heuristics of Lot-Sizing Planning in Continuous Production." In International Conference of Logistics Engineering and Management (ICLEM) 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41139(387)132.

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Mansouri, Samiha, Latifa Ouzizi, Youssef Aoura, and Mohammed Douimi. "Tactical horizon production planning in the automotive industry." In 2020 5th International Conference on Logistics Operations Management (GOL). IEEE, 2020. http://dx.doi.org/10.1109/gol49479.2020.9314732.

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Xueqing Tang. "Web Services for Production Planning and Optimization." In 2006 IEEE International Conference on Service Operations and Logistics, and Informatics. IEEE, 2006. http://dx.doi.org/10.1109/soli.2006.236437.

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