Landside operations in air cargo terminals consist of many freight forwarders (FFWs) delivering and picking up cargo at the capacity-constrained loading docks at the airport's ground handlers' (GHs) facilities. To improve the operations of the terminal and take advantage of their geographical proximity a small set of FFWs can build a coalition to consolidate stochastically-arriving shipments and share truck fleet capacity while other FFWs continue bringing cargo to the terminal in a non-cooperative manner. Results from a detailed discrete-event simulation model of the cargo landside operations in Amsterdam Aiport showed that all operational policies had trade-offs in terms of the average shipment cycle time of coalition FFWs, the average shipment cycle time of non-coalition FFWs, and the total distance traveled by the coalition fleet, suggesting that horizontal cooperation in this context was not always beneficial, contrary to what previous studies on horizontal cooperation have found. Since dock capacity constitutes a significant constraint on operations in air cargo hubs, this paper also investigates the effect of dock capacity utilization and horizontal cooperation on the performance of consolidation policies implemented by the coalition. Thus, we built a general model of the air cargo terminal to analyze the effects caused by dock capacity utilization without the added complexity of landside operations at Amsterdam Airport to investigate whether the results hold for more general scenarios. Results from the general simulation model suggest that, in scenarios where dock and truck capacity become serious constraints, the average shipment cycle times of non-coalition FFWs are reduced at the expense of an increase in the cycle times of FFWs who constitute the coalition. A good balance among all the performance measures considered in this study is reached by following a policy that takes advantage of consolidating shipments based on individual visits to GH.
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This article addresses drivers and partner features in vertical or horizontal cooperation. A survey is used to assess their impact and to evaluate whether respondents give significantly different scores to comparable influencing factors depending on the type of cooperation. The results show that internal stakeholder support and investments needed for collaboration turn out to be more critical in the case of horizontal collaboration. Innovation potential of the partner features and the fit between the cooperating organizations are judged as more important partner features in the case of horizontal cooperation.
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Horizontal collaborative purchasing (HCP) has often been cited as a way for hospitals to address the challenges of the rising healthcare costs. However, hospitals do not seem to utilize horizontal collaborative purchasing on any large scale, and recent initiatives have had mixed results. Focusing on Dutch hospitals, in this paper we present major impediments for collaborative purchasing, resulting in a first component of our proposed electronic horizontal collaborative purchasing model for hospitals; as a second component it contains a collaborative purchasing typology. A first validation round with hospital purchasing professionals, described separately in Kusters and Versendaal (2011), confirmed four applicable purchasing types and fourteen salient collaborative purchasing impediments. The model is operationalized by including possible information technology (IT) solutions that address the specific fourteen impediments. This model is validated through methodological triangulation of four different validation techniques. We conclude that IT has the potential to support, or overcome, the impediments of HCP. The validation also reveals the need to distinguish between more processrelated, as opposed to social-related, obstacles; the immediate potential for IT solutions is greater for the process-related impediments. Ultimately, we conclude that the collaborative epurchasing model (e-HCP) and implementation roadmap can be used by healthcare consortia, branche organizations, partnering healthcare institutes and multi-site healthcare institutes as a means to help identifying strategies to initiate, manage and evaluate collaborative purchasing practices
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Over 40% of nursing home residents in the Netherlands are estimated to have visual impairments. In this study, light conditions in Dutch nursing homes were assessed in terms of horizontal and vertical illuminances and colour temperature. Results showed that in the seven nursing homes vertical illuminances in common rooms fell significantly below the 750 lx reference value in at least 65% of the measurements. Horizontal illuminance measurements in common rooms showed a similar pattern. At least 55% of the measurements were below the 750 lx threshold. The number of measurements at the window zone was significantly higher than the threshold level of 750 lx. Illuminances in the corridors fell significantly below the 200 lx threshold in at least three quarters of the measurements in six of the seven nursing homes. The colour temperature of light fell significantly below the reference value for daylight of 5000 K with median scores of 3400 to 4500 K. A significant difference in colour temperature was found between recently constructed nursing homes and some older homes. Lighting conditions of the examined nursing homes were poor. With these data, nursing home staff have the means to improve the lighting conditions, for instance, by encouraging residents to be seated next to a window when performing a task or during meals.
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The academic and professional attention to the large synergies hidden in horizontal collaborations is increasing. This study attempts to address the impact of collaborative transport on transportation lead-time and lead-time variability through empirically investigating a group of SMEs involved in a collaborative distribution network. Data was collected for seven pre-cooperation and eight cooperative orders over a period of 14 months. The results of Mann-Whitney U-test show a significant average reduction of 30.8% in the duration of lead times. Lead-time variability was also found to be reduced as the result of changes in the coefficient of variances and the Bartlett’s test for homogeneity of variances. Horizontal collaboration in transport could eventually lead to reduced lead times and lower variability of lead time which results in reduced supply chain costs. This can be achieved by means of direct routing and avoiding multi-transshipment routes which reduces the uncertainty and variability by diminishing the number of stages in the transport chain. Thus, effective lead-time management is considered a source of competitive advantage as it can reduce supply chain costs by lowering inventory levels, but is also capable of improving performance and customer service by offering improved product quality service levels.
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This paper presents four Destination Stewardship scenarios based on different levels of engagement from the public and private sector. The scenarios serve to support destination stakeholders in assessing their current context and the pathway towards greater stewardship. A Destination Stewardship Governance Diagnostic framework is built on the scenarios to support its stakeholders in considering how to move along that pathway, identifying the key aspects of governance that are either facilitating or frustrating a destination stewardship approach, and the required actions and resources to achieve an improved scenario. Moreover, the scenarios and diagnostic framework support stakeholders to come together to debate and scrutinise how tourism is managed in a way that meets the needs of the destination, casting new light on the barriers and opportunities for greater destination stewardship.
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Summary Project objectives This study fits into a larger research project on logistics collaboration and outsourcing decisions. The final objective of this larger project is to analyze the logistics collaboration decision in more detail to identify thresholds in these decisions. To reach the overall objectives, the first step is to get a clearer picture on the chemical and logistics service providers industry, sectors of our study, and on logistics collaboration in these sectors. The results of this first phase are presented in this report. Project Approach The study consists of two parts: literature review and five case studies within the chemical industry. The literature covers three topics: logistics collaboration, logistics outsourcing and purchasing of logistics services. The five case studies are used to refine the theoretical findings of the literature review. Conclusions Main observations during the case studies can be summarized as follows: Most analyzed collaborative relationships between shippers and logistics service providers in the chemical industry are still focused on operational execution of logistics activities with a short term horizon. Supply management design and control are often retained by the shippers. Despite the time and cost intensive character of a logistics service buying process, shippers tendering on a very regular basis. The decision to start a new tender project should more often be based on an integral approach that includes all tender related costs. A lower frequency of tendering could create more stability in supply chains. Beside, it will give both, shippers and LSPs, the possibility to improve the quality of the remaining projects. Price is still a dominating decision criterion in selecting a LSP. This is not an issue as long as the comparison of costs is based on an integral approach, and when shippers balance the cost criterion within their total set of criteria for sourcing logistics services. At the shippers' side there is an increased awareness of the need of more solid collaboration with logistics service providers. Nevertheless, in many cases this increased awareness does not actually result in the required actions to establish more intensive collaboration. Over the last years the logistics service providers industry was characterized by low profit margins, strong fragmentation and price competition. Nowadays, the market for LSPs is changing, because of an increasing demand for logistics services. To benefit from this situation a more pro-active role of the service providers is required in building stronger relationships with their customers. They should pay more attention on mid and long term possibilities in a collaborative relation, in stead of only be focused on running the daily operation.
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From the article: "Project execution in the construction industry faces major challenges, e.g. difficulty in coordination and cooperation. Operational procurement during project execution is no exception. In this paper we construct a maturity model, based on earlier work, consisting of six dimensions (goal, control, process, organization, information, technology) and five maturity stages (transactional-oriented, commercial-oriented, coordination, internal-optimized, external-optimized). The model can be used to determine the level of procurement maturity for each of the dimensions, and for the determination of a strategy for growth in the construction industry. With input from a major construction firm in the Netherlands, through simulating tooling, the model is evaluated for its contribution to growth in operational excellence. Results of the simulation show support for a relation between maturity growth and increased operational excellence." Recommended Citation Xing, Xiaochun; Versendaal, Johan; van den Akker, Marjan; and De Bevere, Bastiaan, "Maturity of Operational Procurement in the Construction Industry: A Business/IT-Alignment Perspective" (2011). BLED 2011 Proceedings. Paper 22. http://aisel.aisnet.org/bled2011/22 Affiliation: Xing Xiaochun - Swets Information Services, Netherlands; Johan Versendaal - Utrecht University, Netherlands; HU University of Applied Sciences, Netherlands; Marjan van den Akker - Utrecht University, Netherlands; Bastiaan De Bevere - Ballast Nedam, Netherlands.
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Educational innovations often tend to fail, mainly because teachers and school principals do not feel involved or are not allowed to have a say. Angela de Jong's dissertation shows the importance of school principals and teachers leading 'collaborative innovation' together. Collaborative innovation requires a collaborative, distributed approach involving both horizontal and vertical working relationships in a school. Her research shows that teams with more distributed leadership have a more collaborative 'spirit' to improve education. Team members move beyond formal (leadership) roles, and work more collectively on school-wide educational improvement from intrinsic motivation. De Jong further shows that school principals seek a balance in steering and providing space. She distinguished three leadership patterns: Team Player, Key Player, Facilitator. Team players in particular are important for more collaborative innovation in a school. They balance between providing professional space to teachers (who look beyond their own classroom) and steering for strategy, frameworks, boundaries, and vision. This research took place in schools working with the program of Foundation leerKRACHT, a program implemented by more than a thousand schools (primary, secondary, and vocational education). The study recommends, towards school principals and teachers, and also towards trainers, policymakers, and school board members, to reflect more explicitly on their roles in collaborative innovation and talk about those roles.
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Many students persistently misinterpret histograms. This calls for closer inspection of students’ strategies when interpreting histograms and case-value plots (which look similar but are diferent). Using students’ gaze data, we ask: How and how well do upper secondary pre-university school students estimate and compare arithmetic means of histograms and case-value plots? We designed four item types: two requiring mean estimation and two requiring means comparison. Analysis of gaze data of 50 students (15–19 years old) solving these items was triangulated with data from cued recall. We found five strategies. Two hypothesized most common strategies for estimating means were confirmed: a strategy associated with horizontal gazes and a strategy associated with vertical gazes. A third, new, count-and-compute strategy was found. Two more strategies emerged for comparing means that take specific features of the distribution into account. In about half of the histogram tasks, students used correct strategies. Surprisingly, when comparing two case-value plots, some students used distribution features that are only relevant for histograms, such as symmetry. As several incorrect strategies related to how and where the data and the distribution of these data are depicted in histograms, future interventions should aim at supporting students in understanding these concepts in histograms. A methodological advantage of eye-tracking data collection is that it reveals more details about students’ problem-solving processes than thinking-aloud protocols. We speculate that spatial gaze data can be re-used to substantiate ideas about the sensorimotor origin of learning mathematics.
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