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Relevant bibliographies by topics / World class logistics

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Academic literature on the topic 'World class logistics'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 February 2022

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Journal articles on the topic "World class logistics"

1

Mollenkopf, Diane, and G. Peter Dapiran. "World‐class logistics: Australia and New Zealand." International Journal of Physical Distribution & Logistics Management 35, no. 1 (January 2005): 63–74. http://dx.doi.org/10.1108/09600030510577430.

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Closs, David J., Thomas J. Goldsby, and Steven R. Clinton. "Information technology influences on world class logistics capability." International Journal of Physical Distribution & Logistics Management 27, no. 1 (February 1997): 4–17. http://dx.doi.org/10.1108/09600039710162259.

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Stock, James R., and Douglas M. Lambert. "Becoming a “World Class” Company With Logistics Service Quality." International Journal of Logistics Management 3, no. 1 (January 1, 1992): 73–81. http://dx.doi.org/10.1108/09574099210804822.

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A “world class” organization must provide high levels of logistics service quality to customers. Knowledge of customer expectations and an understanding of the firm's performance on logistics service attributes relative to competitors are vital to achieving service excellence. Research studies in four industries identify the most important logistics service attributes in business‐to‐business settings. There is consistency across industries in terms of the attributes considered most important by customers. Typically, vendors within an industry do not perform up to customer expectations, which provides the opportunity for a firm to gain a competitive advantage over industry rivals.

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Bowersox, Donald J., and David J. Closs. "Brazilian logistics: a time for transition." Gestão & Produção 4, no. 2 (August 1997): 130–39. http://dx.doi.org/10.1590/s0104-530x1997000200002.

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This article describes the logistics dimensions that World Class Firms use to differentiate their capabilities from their more average counterparts. These dimensions, which have been identified through international research, yield logistically excellent firms. The dimensions are documented and described. Using these dimensions as a foundation, the article then develops the implications for Brazilian logistics managers as they are required to transition to a World Class level of logistical performance.

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Rao, Ziv Navoth, Mel Horwitch, Bharat. "Building a World-class Logistics, Distribution and Electronic Commerce Infrastructure." Electronic Markets 9, no. 3 (July 1, 1999): 174–80. http://dx.doi.org/10.1080/101967899359076.

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Kumar, Shashi. "An evaluation of liner strategies in the context of contemporary supply chain management practices." Journal of Transportation Management 12, no. 2 (September 1, 2000): 55–64. http://dx.doi.org/10.22237/jotm/967766760.

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Academic researchers published a sophisticated model of world class logistics in 1995 and recently updated it with a model of 21st century logistics. Although such practices are yet to be perfected in the real world, it provides a yardstick for measuring logistical excellence. An innovative world class firm will pursue sustainable competitive advantage through wellintegrated global supply chains. As liner operators are vital members of global supply chains, their contemporary strategies need particular scrutiny to identify elements of congruence or non-congruence. The paper discusses generic liner strategies and identifies the ideal strategy congruent with contemporary supply chain management practices.

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Closs, David J., and Kefeng Xu. "Logistics information technology practice in manufacturing and merchandising firms – An international benchmarking study versus world class logistics firms." International Journal of Physical Distribution & Logistics Management 30, no. 10 (December 2000): 869–86. http://dx.doi.org/10.1108/09600030010351264.

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Kim, Bonn‐Oh, and Sang M. Lee. "Logistics information’s role within an IT systems architecture in a world‐class organization." Logistics Information Management 9, no. 3 (June 1996): 19–26. http://dx.doi.org/10.1108/09576059610116662.

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Closs, David J., M. Bixby Cooper, Steven R. Clinton, and Stanley E. Fawcett. "Les nouvelles dimensions world class logistics : Quels enseignements pour une Europe en mutation ?" Logistique & Management 5, no. 2 (January 1997): 35–43. http://dx.doi.org/10.1080/12507970.1997.11516652.

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Cruthirds, Kevin W., Tom Coyle, Marco Polo Tello Velasco, and Blanca G. Marquez. "World class logistics - south of the border: an analysis of Mexican maquiladora environmentally responsible practices." International Journal of Productivity and Quality Management 15, no. 3 (2015): 285. http://dx.doi.org/10.1504/ijpqm.2015.068471.

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Dissertations / Theses on the topic "World class logistics"

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Lucyshyn, William, Keith F. Snider, and Robert Maly. "The Army seeks a world class logistics modernization program." Monterey, California. Naval Postgraduate School, GraduateSchool of Business & Public Policy, 2004. http://hdl.handle.net/10945/24478.

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Felix, Ester. "Uma análise investigativa da logística de classe mundial e do ciclo do processo logístico de exportação nas empresas exportadoras brasileiras." Universidade Presbiteriana Mackenzie, 2011. http://tede.mackenzie.br/jspui/handle/tede/785.

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The international logistics perform an important role in the global supply chain due to the strong worldwide competition. In this context, a study was carried based on the rationale thinking of international logistics management authors and World Class Logistics model, with the purpose of analyzing the impact of the international logistics cycle activities and the World Class Logistics model competencies on Exporter Flow time. The study was divided into two stages. The first stage, from exploratory nature, of qualitative type, had as its objective to study this phenomenon more deeply and to be familiar with the objective of it. Data was collected through detailed interviews with seven businessmen from Brazilian exporters companies, by maritime modal, from the following sectors: sugar, capital equipment, coffee, paper and wood, and orange juice, treated by content analysis. The information of this analysis through interviews showed that the most important measurement variables, in the international logistics management of each construct of Exporter Logistics Process Cycle were: ―Costs‖, the most mentioned, by 41,6% of exporters interviewed, followed by the following variables: Quality, with 17,6%, Agility, with 14,6% and Confiability, with 11,2%. With the results of the first phase we moved to the second phase, of descriptive nature, of quantitative type, in which the purpose was to identify the correlations among the Exporter Logistics Process Cycle, the World Class Logistics model and the Exporter Flow time. A semi structured survey was used to collect information which was applied to the exporters from the following sectors: sugar, capital equipment, coffee, paper and wood and soya, with the return of 56 surveys answered. Data obtained had been treated through descriptive and multivariate statistics, proved that the Exporter Logistics Process Cycle activities and the World Class Logistics competencies are important to the International Logistics even though they were not statiscally meaningful in the level (α ≤ 0,05) in order to reduce Expoter Flow time. Due to the results obtained, we can conclude the Exporter Logistics Process Cycle activities and World Class Logistics competencies, still need to be worked in order to cause an impact in the time reduction of the Exporter Flow.
A logística internacional desempenha um importante papel na cadeia de suprimentos global face à forte competição universal. Neste contexto, realizou-se um estudo fundamentado na linha de pensamento de autores da gestão logística internacional e do modelo de Logística de Classe Mundial, com o objetivo de analisar o impacto das atividades do Ciclo do Processo Logístico de Exportação e das competências logísticas do modelo de Logística de Classe Mundial no tempo do Fluxo de Exportação. O estudo foi dividido em duas etapas. A primeira etapa, de natureza exploratória, do tipo qualitativo, objetivou estudar o fenômeno com maior profundidade e obter familiaridade com o objeto de estudo. Os dados foram coletados por meio de entrevistas em profundidade junto a sete executivos de empresas exportadoras brasileiras, via modal marítimo, dos setores de: açúcar, bens e capital mecânico, café, papel e celulose e suco de laranja, tratadas pela análise de conteúdo. As informações desta análise extraídas mediante entrevistas revelaram que, na gestão da logística internacional, as variáveis de desempenho mais importantes em cada constructo do Ciclo do Processo Logístico de Exportação, foram: ―Custos‖, como mais citada, por 41,6% exportadores entrevistados, seguido das seguintes variáveis: Qualidade com 17,6%, Agilidade com 14,6%, e Confiabilidade com 11,2%. De posse dos resultados da primeira etapa, prosseguiu-se para a segunda etapa, de natureza descritiva, do tipo quantitativo, em que se objetivou identificar as correlações entre o Ciclo do Processo Logístico de Exportação, o modelo de Logística de Classe Mundial e o tempo do Fluxo de Exportação. Para a coleta dos dados, utilizou-se um questionário semiestruturado que foi aplicado junto aos exportadores dos seguintes segmentos: açúcar, bens e capital mecânico, carne, café, papel e celulose e soja, obtendo-se retorno de 56 questionários. Os dados obtidos tratados por meio da estatística descritiva e multivariada, evidenciaram que as atividades do Ciclo do Processo Logístico de Exportação e as competências do modelo de Logística de Classe Mundial são importantes na logística internacional, apesar de, não terem sido estaticamente significantes em nível (α ≤ 0,05) para influir na redução do tempo do Fluxo de Exportação. Por conta dos resultados obtidos, pode-se concluir que as contribuições das atividades do Ciclo do Processo Logístico de Exportação e das competências do modelo de Classe Mundial para que possam impactar na redução do tempo do fluxo de exportação, ainda, necessitam ser trabalhadas.

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Facchini, Samantha. "La razionalizzazione dei flussi produttivi interni in ottica World Class Manufacturing. Il caso Comer Industries Spa." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2017.

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Lo scopo principale del progetto è la razionalizzazione dei flussi produttivi interni allo stabilimento Comer di Reggiolo. Si vorrebbero ridurre gli 8 modelli di alimentazione delle linee attualmente in vigore a solo 2 in funzione della tipologia della linea: alti volumi e piccoli mix o bassi volumi e ampi mix. In particolare si andranno a mappare i flussi fisici attuali, ovvero i diversi percorsi che compiono i componenti all’interno dello stabilimento. Sulla base di questa prima mappatura si individueranno i muda, come ad esempio sprechi di tempo e di risorse dovuti a percorsi non regolamentati ed ottimizzati, si proporranno soluzioni per eliminarli ed ottimizzare il flusso di ciascuna tipologia di linea. Verranno poi presentate le proposte relative ai nuovi flussi e alle nuove metodologie di approvvigionamento delle linee, accennando al loro inserimento nel layout dello stabilimento di Reggiolo. Mediante la revisione completa delle modalità di asservimento delle linee si riuscirà a recuperare l’efficienza della manodopera diretta ed indiretta e si recupereranno gli spazi attraverso la riduzione del materiale in esubero e la riorganizzazione delle aree di kittaggio e frazionamento. Attuando questi miglioramenti si riusciranno a perseguire i principali obiettivi del World Class Manufacturing, ovvero l’incremento della produttività totale e il miglioramento del minimum material handling.

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Books on the topic "World class logistics"

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Reinventing the warehouse: World class distribution logistics. New York: Free Press, 1993.

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Ravichandran, N. World class logistics operations: The case of Bombay Dabbawallahs. Ahmedabad: Indian Institute of Management, 2005.

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1948-, Katzorke Michael, ed. Leading effective supply chain transformations: A guide to sustainable world-class capability and results. Ft. Lauderdale, FL: J. Ross Pub., 2010.

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Lee, William B. Leading effective supply chain transformations: A guide to sustainable world-class capability and results. Ft. Lauderdale, FL: J. Ross Pub., 2010.

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1953-, Rudzki Robert A., and Rogers Steve C. 1949-, eds. On-demand supply management: World class strategies, practices, and technology. Ft. Lauderdale, FL: J. Ross Pub., 2007.

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Michigan State University. Global Logistics Research Team. and Council of Logistics Management (U.S.), eds. World class logistics: The challenge of managing continuous change. Oak Brook, IL: Council of Logistics Management, 1995.

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Fawcett, Stanley E. Achieving world-class supply chain alignment: Benefits, barriers, and bridges (Focus study). Center for Advanced Purchasing Studies, 2001.

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Logística sanitaria. Retos y nuevas tendencias World-class hospital logistics. Ediciones Pirámide, 2014.

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Opportunistic Infections: Toxoplasma, Sarcocystis, and Microsporidia (World Class Parasites). Springer, 2004.

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Rudzki, Robert A., Douglas A. Smock, and Steve C. Rogers. On-demand Supply Management: World-class Strategies, Practices and Technology. J. Ross Publishing, 2007.

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Book chapters on the topic "World class logistics"

1

Anikin, Boris A., Oleg B. Anikin, and Yulia G. Klimina. "Transformation of the Integrated Logistics Support System for World-Class Products." In Lecture Notes in Networks and Systems, 1550–57. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69415-9_171.

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Afonso, P., and E. Fertuzinhos. "A Model and a Methodology for the Systematization of Continuous Improvement of Logistics Processes in World-Class Companies." In Lecture Notes in Management and Industrial Engineering, 47–54. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93488-4_6.

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Lopes, Brenner, Luander Falcão, and Thiago Canellas. "Supply-Side." In Supply Chain and Logistics Management, 1246–64. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0945-6.ch059.

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With the evolving understanding of the role of the Supply Chain Management and its potential to add value, the integrated business planning is a key concept in any modern organization. That brings complexity to the Supply Chain Management requiring companies aiming to operate a world class process to have a strong coordination between internal functions which is only possible with a highly efficient information management framework. This chapter discusses how companies can extract competitive advantage from the use of available information on the supply side. For that is applied the Side Supply Methodology focused on mapping high-capacity suppliers. The chapter also includes a case study of the Consulting Engineering Services sector, with 628 businesses in 27 Brazilian states.

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"Engineering a Vehicle for World Class Logistics: From Paradox to Paradigm Shifts on the Rover 75." In Human Performance in Planning and Scheduling, 367–94. CRC Press, 2003. http://dx.doi.org/10.1201/9781482268270-26.

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Singh, Amanpreet, Prem Chhetri, and Rajiv Padhaye. "Understanding the Port-Centric Logistics Clusters." In Innovative Solutions for Implementing Global Supply Chains in Emerging Markets, 257–72. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9795-9.ch017.

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Port-centric logistics clusters are considered as intermodal gateways and/or hubs of international trade, which connect national economies with global production networks. These clusters are spatial agglomeration of logistics related interconnected and interdependent companies. Singapore, Dubai and Rotterdam are world class exemplary of port-centric logistics clusters. The formation of these clusters is a derivative of conducive business environment generated within a geographically defined area. Despite the recognition of port-centric approach to economic development there is insufficient evidence to empirically assess the functional and spatial characteristics of port centric logistics clusters. There is also disagreement on three key questions: how port-centric logistics clusters are defined and identified, what industry types do they constitute and what methods are appropriate to delineate the boundary of port centric logistics cluster. In this paper, a spatial approach is adopted to geographically delineate the spatial congregation of port-centric logistics employment using three major container ports in Australia. Using the Census data from the Australian Bureau of Statistics (ABS 2006), analysis has been conducted on employment data containing information about where people work and what industry they work within the close vicinity of case study seaports. The results show that the spatial extent Australian port centric logistics clusters, which tend to vary both in size and shape. Overall size of employment in port-related industries in Australia has grown substantially. Road freight is dominating industry in the port-centric logistics cluster with a contribution of 23.02% and 37.54% in 2001 and 2006 respectively. The range of port-centric logistics cluster in Melbourne is towards western suburbs and in Botany Bay the port-centric logistics cluster is discerned mainly around eastern suburbs and in Brisbane the spread of port-centred logistics cluster is towards southeast inner Brisbane and Northwest Inner Brisbane suburbs. This shows the impact of land use consolidation by the State Government in their effort to boost transport and warehousing employment closer to Australian container ports. The establishment of port-centric logistics clusters, we argue, could mean the opportunities for organisations to achieve agglomeration economies, increase rivalry among organizations to promote competition, access to greater pool of customers, availability of skilled labour force, closer proximity between customers and supplier, sharing of public infrastructure and resources, increased inter-firm interactions, and knowledge spill-over.

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Lopes, Brenner, Luander Falcão, and Thiago Canellas. "Supply-Side." In Handbook of Research on Information Management for Effective Logistics and Supply Chains, 147–65. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0973-8.ch008.

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With the evolving understanding of the role of the Supply Chain Management and its potential to add value, the integrated business planning is a key concept in any modern organization. That brings complexity to the Supply Chain Management requiring companies aiming to operate a world class process to have a strong coordination between internal functions which is only possible with a highly efficient information management framework. This chapter discusses how companies can extract competitive advantage from the use of available information on the supply side. For that is applied the Side Supply Methodology focused on mapping high-capacity suppliers. The chapter also includes a case study of the Consulting Engineering Services sector, with 628 businesses in 27 Brazilian states.

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Sklair, Leslie. "Introduction." In The Icon Project. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190464189.003.0005.

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Never before in the history of human society has the capacity to produce and deliver goods and services been so efficient and so enormous, thanks to the electronic revolution that started in the 1960s and the global logistics revolution made possible by the advent of the shipping container. And, paradoxically, never before in the history of human society have so many people wanted goods and services that they cannot afford to buy, largely due to the absolute increases in human populations and the relative ease of communications brought about, again, by the electronic revolution. The results are class polarization and ecological unsustainability, fatal contradictions to the promises of the capitalist system. These contradictions play out in all spheres of economic, social, and cultural life and those who have a vested interest in maintaining the ruling system are constantly attempting to distract attention from its failings. These failings are disguised by the spectacular architecture that now spans most regions of the world, from the great cities of the Global North, to the expanding megacities of the Global South, and the artificial urbanism of the oil states of the Arabian Gulf. Shopping malls, modern art museums, ever-higher skyscrapers, and urban megaprojects constitute the triumphal ‘Icon Project’ of global capitalism. On a hot, sunny day in January 2014, I was standing in a long, bustling queue for the Peak tram in Hong Kong. I started chatting with two bright young women, sisters from Guangzhou—formerly Canton, now the third-largest city in China with a population approaching 15 million. It is a short train ride from Hong Kong and sends many tourists there. My new acquaintances told me that their father was an architect, and that this was their first visit to Hong Kong, they wanted to see what the rest of the world was really like. Clearly they were excited by the prospect of visiting the famous Peak—I am not sure they were entirely prepared for the ‘Peak experience’ that starts with a dramatic entrance and culminates when you get to the top of a spectacular building.

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Greher, Gena R., and Jesse M. Heines. "Logistics: “Bit by Bit, Putting It Together”." In Computational Thinking in Sound. Oxford University Press, 2014. http://dx.doi.org/10.1093/oso/9780199826179.003.0012.

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The Sondheim and Lapine song “Putting It Together” refers to the many challenges facing an artist trying to produce an artistic product and overcome the myriad obstacles to getting funding and recognition. Most people involved in the arts as creators and performers can certainly identify with the many logistical issues highlighted by the song. As the lyric so aptly states, “The art of making art, is putting it together”. Creating or producing the “product” can result in a physical work of art, a performance piece, or, for the purposes of this book, a new software application. Although some may claim divine intervention or inspiration as the muse, it is generally the result of numerous fits and starts, multiple stages of development, attention to minute details, and more hours than one would care to think about. And that is just the beginning. Getting the work “out there” requires just as much attention. The goal of this chapter is to bring you into the process of “putting together” an interdisciplinary project or course, putting together a project team, and getting it and them off the ground. Logistics is one of the many challenges in this kind of collaborative endeavor. It becomes particularly problematic at the college level for both professors and students. Professors’ schedules are difficult to synchronize, but students’ schedules are, too, especially when students have different majors. Gena’s previous experiences with attempting interdisciplinary projects with colleagues from different disciplines, along with her experiences developing partnerships with local music teachers, informs much of how we structure our projects and negotiate our collaboration, both with each other and within the parameters of our individual departments. It is difficult enough to attempt a project with a colleague from your own disciplinary area, so it might seem even more daunting to attempt this with someone outside your department. Perhaps as you are reading this book you are formulating an idea for the type of interdisciplinary project or class you would like to create.

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Kulkarni, Pallavi Digambarrao, and Roshani Ade. "Learning from Unbalanced Stream Data in Non-Stationary Environments Using Logistic Regression Model." In Handbook of Research on Natural Computing for Optimization Problems, 561–82. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0058-2.ch023.

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There are several deep learning approaches that can be applied for analyzing situations in real world problems and inventing their solution in a scientific technique. Supervised data mining methods that predicts instance values, using previously obtained results from already collected data are pretty popular due to their intelligence in machine learning area. Stream data is continuous form of data which can be handled by using incremental learning approach. Stream data learning may face several challenges in real world like concept drift or class imbalance. Concept drift occurs in non-stationary environment where data distribution generation function is dynamic in nature and has no fixed formula to predict the future data distribution nature. Neural network techniques are intelligent enough to improve performance of algorithmic systems that work in such problem domains. This chapter briefly describes how MLP technique is integrated in system so that the system becomes a complete framework for handling unbalanced data with concept drift in the incremental learning strategies.

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Kulkarni, Pallavi Digambarrao, and Roshani Ade. "Learning from Unbalanced Stream Data in Non-Stationary Environments Using Logistic Regression Model." In Deep Learning and Neural Networks, 386–407. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0414-7.ch023.

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There are several deep learning approaches that can be applied for analyzing situations in real world problems and inventing their solution in a scientific technique. Supervised data mining methods that predicts instance values, using previously obtained results from already collected data are pretty popular due to their intelligence in machine learning area. Stream data is continuous form of data which can be handled by using incremental learning approach. Stream data learning may face several challenges in real world like concept drift or class imbalance. Concept drift occurs in non-stationary environment where data distribution generation function is dynamic in nature and has no fixed formula to predict the future data distribution nature. Neural network techniques are intelligent enough to improve performance of algorithmic systems that work in such problem domains. This chapter briefly describes how MLP technique is integrated in system so that the system becomes a complete framework for handling unbalanced data with concept drift in the incremental learning strategies.

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Conference papers on the topic "World class logistics"

1

Ayliffe, R. "Achieving world class supply chains." In IEE Colloquium on Transforming Your Material Flow: A Practical Insight into World Class Logistics and Supply Chain Management. IEE, 1996. http://dx.doi.org/10.1049/ic:19960429.

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Ayliffe, Roy. "Achieving world class supply chain." In IEE Colloquium on `Transforming Your Material Flow: A Practical Insight Into World Class Logistics and Supply Chain Management'. IEE, 1996. http://dx.doi.org/10.1049/ic:19961435.

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Hensel, Edward, and Amy Hortop. "On the Path to World Class Retention." In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-15893.

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Retention of students from the first to second year of engineering programs has long been recognized as an important and challenging hurdle. The Mechanical Engineering Department at RIT has implemented several changes to its first year programs and student support services during the preceding five years, which have resulted in a significant increase in one-year retention. During the 2005-06 academic year, additional support services were provided to first year learning communities in combination with course offering logistics modifications. Additional focus was placed on building a firm relationship between each student and their faculty adviser. Six initiatives were studied during the 2005-06 academic year, resulting in a projected first year retention rate of 98% at the institution, and 96% retention within the mechanical engineering department.

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Kozmenko, Sergey, Anna Teslya, and Asya Shchegolkova. "The Russian Arctic World-class research and education center formation." In Proceedings of the International Conference on Digital Technologies in Logistics and Infrastructure (ICDTLI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icdtli-19.2019.21.

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Scott, R. M. "Supply partnerships and the effective management of low cost components." In IEE Colloquium on Transforming Your Material Flow: A Practical Insight into World Class Logistics and Supply Chain Management. IEE, 1996. http://dx.doi.org/10.1049/ic:19960430.

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Fitzpatrick, J. "Combining the forces, Rovers people, Rovers partners." In IEE Colloquium on Transforming Your Material Flow: A Practical Insight into World Class Logistics and Supply Chain Management. IEE, 1996. http://dx.doi.org/10.1049/ic:19960431.

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Steiner, Simon. "How do we in the UK measure-up on our manufacturing performance? Some of the factors." In IEE Colloquium on `Transforming Your Material Flow: A Practical Insight Into World Class Logistics and Supply Chain Management'. IEE, 1996. http://dx.doi.org/10.1049/ic:19961434.

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Scott, R. M. "Supply partnerships in the aerospace industry." In IEE Colloquium on `Transforming Your Material Flow: A Practical Insight Into World Class Logistics and Supply Chain Management'. IEE, 1996. http://dx.doi.org/10.1049/ic:19961436.

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Null. "Combining the forces, Rovers people, Rovers partners." In IEE Colloquium on `Transforming Your Material Flow: A Practical Insight Into World Class Logistics and Supply Chain Management'. IEE, 1996. http://dx.doi.org/10.1049/ic:19961437.

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Portella, Ricardo B., Luiza F. Andrade, Tomazo Garzia Neto, and Nelson Coelho. "Single-Pour/Single Pass Loading: An Innovative Concept for a New Generation of Ore Carriers." In ASME 2011 30th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2011. http://dx.doi.org/10.1115/omae2011-49589.

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Abstract:

Bulk Carriers have been developed since 1950 to carry large quantities of non-packed commodities such as grains, coal and iron ore. Nowadays, there are some 5,000 bulk carriers around the world and this number points to some concerns that affect owners of these types of ship and ports. One of these problems is the big waiting time at the ports that reaches 12% of the global fleet around the world at any given moment. At Brazilian iron ore ports the time waiting average was of 6–8 days during 2006–2008. A concrete example is the VALE operation that responds from mineral resources exploration to mineral resources delivery, passing through mines, railroads, seaport terminals and shipping business, forming a logistic chain that can not be interrupted by the expected growth in trade and consequent port congestion. In view of this, PROJEMAR and VALE faced the challenge of designing ore carriers in such a way that it would not interfere with the logistics chain by delaying other ships at the loading or discharge terminal. As the cargo operation is taken as the initial point of the design conception, the expected final product is a ship able to safely take loading rates as high as 16,000 tons of ore per hour, with each hold loaded in one pour and the ship fully loaded in one pass, resulting in fewer pours into the holds of the ore carrier, faster loading operations and, consequently, a significant economy for the ship owner and for the port. The amount of extra steel needed over conventional designs: less than one percent. The fundamental idea of this new concept, which PROJEMAR calls “single-pour, single-pass” design, is a method of ballast control that is synchronized with the cargo loading, scientifically deballasting the ship during loading in a way that balances the forces induced by the incoming cargo. Potential hull loading stress problems can occur due to the manner in which ore cargoes are loaded and due to the amount of cargo which is loaded in an individual hold. To avoid the creation of any unacceptable stresses in the ship’s structure, loading studies considering the planning of cargo loading and discharging operations, maximum allowable and minimum required mass of cargo for each hold and for adjacent holds as a function of the draught at mid-hold position in form of hold mass curves, calculations of still water shear forces and still water bending moments for each port loading condition and structural analysis are required to be developed on the early design stages. This ship loading concept is creating a new generation of ore carriers in such a way that the main class societies are nowadays developing new specific class notation dedicated to these ships. The purpose of this paper is to present the “single-pour, single pass” concept development and how it has been applied to the design of the new 400,000 DWT ore carriers that are being built for VALE in Chinese and Korean shipyards, and to the 80,100 DWT Bauxite Carrier that are being built for LOG-IN in Brazil. The “single-pour, single pass” concept was also partially considered on the design of 12 VLCCs that are being converted to VLOCs for VALE in China with PROJEMAR’s design.

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Reports on the topic "World class logistics"

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Lucyshyn, William, Keith F. Snider, and Robert Maly. The Army Seeks a World Class Logistics Modernization Program. Fort Belvoir, VA: Defense Technical Information Center, June 2004. http://dx.doi.org/10.21236/ada494772.

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