Explore the vast range of titles available.

On a daily basis, large-scale disruptions require infrastructure managers and railway operators to reschedule their railway timetables together with their rolling stock and crew schedules. This research focuses on timetable rescheduling for passenger train services on a macroscopic level in a railway network. An integer linear programming model is formulated for solving the timetable rescheduling problem, which minimizes the number of cancelled and delayed train services while adhering to infrastructure and rolling stock capacity constraints. The possibility of rerouting train services to reduce the number of cancelled and delayed train services is also considered. In addition, all stages of the disruption management process (from the start of the disruption to the time the normal situation is restored) are taken into account. Computational tests of the described model on a heavily used part of the Dutch railway network show that the model is able to find optimal solutions in short computation times. This makes the approach applicable for use in practice.

Purpose The purpose of this paper is to, first, explore the role of interpersonal relationships between buying and supplying firms in the management of supply chain disruptions (SCDs). Interpersonal connections are proposed as “social lubricants” that can advance the knowledge about conventional interorganizational antecedents of firm resilience. Differentiating between high- and low-complexity manufacturing industries, the study then looks into how managers from these industry clusters can leverage the efficacy of these relationships through the appropriate use of interorganizational governance mechanisms. Design/methodology/approach Structural equation modeling is conducted with data collected from 229 manufacturing firms in Austria, Germany and Switzerland. Industry clusters are formed via a Q-sort exercise. Findings Results support the assumption of a socially embedded, interpersonal dimension in buyer-supplier relationships that impact organizational-level resilience. It is suggested that investments in interpersonal skills and interpersonal complementarity are significant antecedents of both relational and re-deployable firm resilience. Surprisingly, no support was found for a positive impact of interpersonal information sharing on firm resilience, challenging findings from previous studies on an interorganizational level. Interorganizational governance and industry affiliation each have moderating effects on the performance of the resilience efficacy of interpersonal relationship antecedents, suggesting the existence of an important managerial lever. Originality/value Integrating the supply chain and behavioral science literature, this study is the first to investigate the interplay of interpersonal and organizational antecedents and their efficacy in the management of SCDs.

Purpose: The objective of this study was to design a cost optimization model that offers production improvement for SMEs.                                                                                                          Theoretical framework: Several studies related to production system disruption management have been conducted, with the majority focusing on large companies. However, small and medium enterprises (SMEs) have limitations compared to large companies. Repairability is considered for cost optimization.                                                    Design/methodology/approach:  This research designed a cost optimization model that offers production improvement with repairability process for SME.   Findings: There is a need for repairability given the disruption caused by defective products in SMEs. There is a clear difference in total profit between the current state without repairability and proposed conditions with repairability. SMEs suffer massive losses in the absence of repairs, assuming they do not consider repairing defective products with a production defect rate of approximately 15%. The current state produces many downgraded products. However, repairability still needs to be improved to increase profits.   Research, Practical & Social implications: The study implied that there is a need to consider repairability for product defects at SMEs, especially those with a 15% product defect rate. The use of the proposed model optimizes profit and is designed to increase production capacity based on product improvements. Repairability was considered in this research, considering that SMEs are more susceptible to disruptions compared to large companies.   Originality/value: The novelty of this paper is adding process repairability to the cost optimization model for SMEs in the textile sector, then considering the product downgrade under the conditions in SMEs.

PurposeThe purpose of this paper is to propose a disruption claim management (DCM) life cycle and a risk management framework to provide comprehensive guidance to construction practitioners for facilitating effective and efficient DCM.Design/methodology/approachDCM life cycle was initially developed through a focus group discussion (FGD) with the participation of the construction practitioners who have diverse experiences about DCM. The life cycle is comprised of 6 phases and also includes proper reactions of the owners and contractors. Then, 42 risk factors that can impact the deliverables of DCM were identified through a literature review and an additional FGD session. This was then followed by a Fuzzy Analytical Hierarchy Process (FAHP) which was performed to evaluate the importance of each risk factor in terms of the factor's impact on the success of DCM. Additionally, consistency analysis was performed to further maximize the reliability of the results.FindingsFindings revealed that a proactive and systematic approach should be adopted and DCM practices should be initiated before any disruption event is triggered. Accordingly, the proposed framework recommends DCM practices to be initiated early in the contract development phase since compensation for the disruption might be recovered only to the extent that the contract permits. The contract-related risks were given top priority by the experts so that the results of the fuzzy AHP analysis also verified the significance of the contract development phase. Besides contract-related risks, risks related to insufficient site observation, ignorance of the project team, cognitive bias and conflict of interest were determined as the most significant DCM risks, needing an urgent and sophisticated risk response plan. Lastly, results suggested that “Site observation and record-keeping” is the most formidable phase since the phase's implementation on a continuous basis could create unforeseen organizational challenges such as mismanagement of project records, especially in the dynamic and turbulent environment of the construction projects.Originality/valueDisruption – which is caused mostly by change – is inevitable in construction projects due to their sophisticated nature. DCM, therefore, becomes crucial to compensate losses of contractors and eliminate or diminish the prolonged dispute resolution process. Existing studies, however, do not provide a comprehensive theoretical basis for the DCM life cycle and DCM life cycle's potential risks so that DCM life cycle's promising benefits can hardly be materialized. Thus, developing a DCM life cycle and associating DCM life cycle with risk management, this study is highly believed to make a promising theoretical contribution to the DCM domain since this is one of the earliest attempts in the literature. Additionally, this research provides construction practitioners with an insight into the effective implementation of DCM practices in construction projects.

PurposeThe purpose of this paper is to propose a decision support framework that can be used by decision-makers to identify the most convenient disruption analysis (DA) methods for megaprojects and their stakeholders.Design/methodology/approachThe framework was initially developed by conducting a comprehensive literature review to obtain extensive knowledge about disruption management and megaprojects. Focus group discussion (FGD) sessions with the participation of the construction practitioners were then organized to validate and strengthen the findings of the literature review. Consequently, 17 selection factors were identified and categorized as requirement, ability and outcome. Lastly, the most convenient DA methods for megaprojects were identified by performing integrated fuzzy analytical hierarchy process (AHP) and fuzzy technique for order of preference by similarity to ideal solution (TOPSIS) analysis. Additionally, consistency analysis was also conducted to verify the reliability of the results.FindingsThe results revealed that the measured mile method is the most appropriate DA method for megaprojects. In case the measured mile method cannot be adopted due to various technical and contractual reasons, the decision-makers are proposed to consider program analysis, work or trade sampling, earned value analysis and control chart method, respectively. Second, the selection factors such as “Comprehensible analysis procedure,” “Existing knowledge and experience about a particular DA method,” “Ability to resolve greater number of disruption events,” “Ability to resolve complex disruption events,” “Ability to exclude factors that are not under the owner's responsibility” and “General acceptance by practitioners, courts, and arbitration, etc.” were given the top priority by the experts, highlighting the critical aspects of the DA methods.Originality/valueDisruption claims in megaprojects are very critical for the contractors to compensate for the losses stemming from disruption events. Although the effective use of DA methods maximizes the accuracy and reliability of disruption claims, decision-makers can barely implement these methods adequately since past studies neglect to present extensive knowledge about the most convenient DA methods for megaprojects. Thus, developing a decision support framework for the selection of DA methods, this study is the earliest attempt that examines the mechanisms and inherent differences of DA methods. Additionally, owing to the robustness and versatility of this research approach, the research approach could be replicated also for future studies focusing on other project-based industries since disruption is also a challenging issue for many other industries.

In this paper we present a novel approach addressing airline delays and recovery. Airline schedule recovery involves making decisions during operations to minimize additional operating costs while getting back on schedule as quickly as possible. The mechanisms used include aircraft swaps, flight cancellations, crew swaps, reserve crews, and passenger rebookings. In this context, we introduce another mechanism, namely flight planning that enables flight speed changes. Flight planning is the process of determining flight plan(s) specifying the route of a flight, its speed, and its associated fuel burn. Our key idea in integrating flight planning and disruption management is to adjust the speeds of flights during operations, trading off flying time (and along with it, block time) and fuel burn; in combination with existing mechanisms, such as flight holds. Our goal is striking the right balance of fuel costs and passenger-related delay costs incurred by the airline. We present both exact and approximate models for integrated aircraft and passenger recovery with flight planning. From computational experiments on data provided by a European airline, we estimate that the ability of our approach to control (decrease or increase) flying time by trading off with fuel burn, as well as to hold downstream flights, results in reductions in passenger disruptions by approximately 66%–83%, accompanied by small increases in fuel burn of 0.152%–0.155% and a total cost savings of approximately 5.7%–5.9% for the airline, may be achieved compared to baseline approaches typically used in practice. We discuss the relative benefits of two mechanisms studied—specifically, flight speed changes and intentionally holding flight departures, and show significant synergies in applying these mechanisms. The results, compared with recovery without integrated flight planning, are because of increased swap possibilities during recovery, decreased numbers of flight cancellations, and fewer disruptions to passengers.

In this paper we describe a real-time rolling stock rescheduling model for disruption management of passenger railways. Large-scale disruptions, e.g., due to malfunctioning infrastructure or rolling stock, usually result in the cancellation of train services. As a consequence, the passenger flows change, because passengers will look for alternative routes to get to their destinations. Our model takes these dynamic passenger flows into account. This is in contrast with most traditional rolling stock rescheduling models that consider the passenger flows either as static or as given input. Furthermore, we describe an iterative heuristic for solving the rolling stock rescheduling model with dynamic passenger flows. The model and the heuristic were tested on realistic problem instances of Netherlands Railways, the major operator of passenger trains in the Netherlands. The computational results show that the average delay of the passengers can be reduced significantly by taking into account the dynamic behavior of the passenger flows on the detour routes, and that the computation times of the iterative heuristic are appropriate for an application in real-time disruption management.

PurposeSevere disruptions to maritime supply chains, including port closures, congestion and shortages in shipping capacity, have occurred during the COVID-19 pandemic. This paper’s purpose is to explore flexibility-based countermeasures that enable actors in maritime supply chains to mitigate the effects of disruptions with different characteristics.Design/methodology/approachSemi-structured interviews were conducted with shipping lines, shippers, forwarders and ports. Data on the COVID-19 pandemic's effects and countermeasures were collected and compared with data regarding the 2016–2017 Gothenburg port conflict.FindingsSpatial, capacity, service and temporal flexibility emerged as the primary countermeasures, whilst important characteristics of disruptions were geographical spread, duration, uncertainty, criticality, the element of surprise and intensity. Spatial flexibility was exercised in both disruptions by switching to alternative ports. During the COVID-19 pandemic, ensuring capacity flexibility included first removing and then adding vessels. Shipping lines exercising service flexibility prioritised certain cargo, which made the spot market uncertain and reduced flexibility for forwarders, importers and exporters that changed carriers or traffic modes. Experience with disruptions meant less surprise and better preparation for spatial flexibility.Practical implicationsUnderstanding how actors in maritime supply chains exercise flexibility-based countermeasures amid disruptions with different characteristics can support preparedness for coming disruptions.Originality/valueComparing flexibility-based measures in a pandemic versus port conflict provides insights into the important characteristics of disruptions and the relevance of mitigation strategies. The resilience of maritime supply chains, although underexamined compared with manufacturing supply chains, is essential for maintaining global supply chain flows.

PurposeEvery day, small and big incidents happen all over the world, and given the human, financial and spiritual damage they cause, proper planning should be sought to deal with them so they can be appropriately managed in times of crisis. This study aims to examine humanitarian supply chain models.Design/methodology/approachA new model is developed to pursue the necessary relations in an optimal way that will minimize human, financial and moral losses. In this developed model, in order to optimize the problem and minimize the amount of human and financial losses, the following subjects have been applied: magnitude of the areas in which an accident may occur as obtained by multiple attribute decision-making methods, the distances between relief centers, the number of available rescuers, the number of rescuers required and the risk level of each patient which is determined using previous data and machine learning (ML) algorithms.FindingsFor this purpose, a case study in the east of Tehran has been conducted. According to the results obtained from the algorithms, problem modeling and case study, the accuracy of the proposed model is evaluated very well.Originality/valueObtaining each injured person's priority using ML techniques and each area's importance or risk level, besides developing a bi-objective mathematical model and using multiple attribute decision-making methods, make this study unique among very few studies that concern ML in the humanitarian supply chain. Moreover, the findings validate the results and the model's functionality very well.

The COVID-19 pandemic has been one of the most severe disruptions to normal life, impacting how businesses operate. The academic literature in the areas of supply chain and operations management has been trying to explain how this has affected decision-making in businesses. However, the existing literature has predominantly overlooked organisational culture and behavioural economic theories. This paper contends that considering the decisions made in supply chain disruption management involve groups and the individuals within them, the relevance of behavioural economic concepts becomes paramount. As such, the objective of this paper is to conduct an integrative literature review, utilising the purposive sampling method to explore the dearth of academic work connecting behavioural economic theories and organisational culture to supply chain disruption management. Additionally, the paper aims to offer guidelines for future research in this domain. Enhancing our comprehension of these domains concerning supply chain disruption management would empower firms to better anticipate their parties’ decisions, refine their decision-making models, and cultivate stronger relationships with suppliers and customers.