Contemporary approaches and strategies for applied logistics

In the first section of the volume, we focus on empirical and inter-firm logistics and supply chain issues, often with a strong environmental and sustainability focus.The many inefficien

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Names: Wood, Lincoln, 1981- editor.

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ISSN:2327-350X EISSN:2327-3518

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Table of Contents

Preface xvi

Section 1 Empirical and Inter-Firm Logistics and Supply Chain Issues

Chapter 1

Identifying.the.Key.Success.Factors.in.Strategic.Alignment.of.Transport

Collaboration.Using.a.Hybrid.Delphi-AHP 1

Yasanur Kayikci, Turkish-German University, Turkey

Michael R Bartolacci, The Pennsylvania State University, USA

Larry J LeBlanc, Vanderbilt University, USA

Chapter 2

The.Evaluation.of.Environmental.Capital.Projects:.The.Way.Forward 37

Frank Lefley, University of Hradec Kralove, Czech Republic

Joseph Sarkis, Worcester Polytechnic Institute, USA

Jason X Wang, University of Otago, New Zealand

Chapter 5

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Chapter 6

Eco-Labels.and.the.Supply.Chain:.A.Consumer-Oriented.Perspective.on

Supply.Activities 130

Rikki Smith, University of Auckland, New Zealand

Lincoln C Wood, University of Otago, New Zealand & Curtin

University, Australia

Chapter 7

Align.Hospital.Drug.Delivery.With.Supply.Chain.Management:.From

Process.Analysis.to.Performance.Measurement 170

Alexis Nsamzinshuti, Université Libre de Bruxelles, Belgium

Alassane Ballé Ndiaye, Université Libre de Bruxelles, Belgium

Chapter 8

Identification.of.Contextual.Relationship.Among.Collaboration,.Cooperation,.Coordination,.and.Innovative.Green.Procurement.Practices 201

Surajit Bag, Tega Industries South Africa Pty Ltd, South Africa

The.Agricultural.Routing.Planning.in.Field.Logistics 261

Amalia Utamima, Curtin University, Australia

Torsten Reiners, Curtin University, Australia

Amir Ansaripoor, Curtin University, Australia

Hasan Seyyedhasani, University of Kentucky, USA

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Chapter 12

Forecasting.Demand.With.Support.Vector.Regression.Technique

Incorporating.Feature.Selection.in.the.Presence.of.Calendar.Effect 302

Malek Sarhani, Mohammed V University, Morocco

Abdellatif El Afia, Mohammed V University, Morocco

Chapter 13

Innovative.Port.Logistics.Through.Coupled.Optimization/Simulation

Approaches 317

Mustapha Oudani, International University of Rabat, Morocco

Abderaouf Benghalia, University of Algiers I, Algeria

Jaouad Boukachour, University of Le Havre, France

Dalila Boudebous, University of Le Havre, France

Ahmed El Hilali Alaoui, Sidi Mohamed Ben Abdellah University,

Chapter 16

Truck.Driver.Turnover:.A.Logistic.Regression.Approach 382

S Scott Nadler, University of Central Arkansas, USA

John F Kros, East Carolina University, USA

Compilation of References 405 About the Contributors 468 Index 474

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Detailed Table of Contents

Preface xvi

Section 1 Empirical and Inter-Firm Logistics and Supply Chain Issues

Chapter 1

Identifying.the.Key.Success.Factors.in.Strategic.Alignment.of.Transport

Collaboration.Using.a.Hybrid.Delphi-AHP 1

Yasanur Kayikci, Turkish-German University, Turkey

Michael R Bartolacci, The Pennsylvania State University, USA

Larry J LeBlanc, Vanderbilt University, USA

Transport.collaboration.has.emerged.as.a.growing.trend.that.creates.opportunities.and.competitive.advantages.for.supply.chain.partners.by.eliminating.inefficiencies.and.thus.reducing.costs As.a.result,.it.allows.the.more.efficient.utilization.of.available.resources.and.mitigates.greenhouse.gas.emissions Ensuring.a.strategic.alignment.among.different.partners.is.necessary.to.sustain.a.long-term.collaboration.with.respect.to.transport.and.logistics.activities This.chapter.studies.strategic.alignment.within.the.context.of.supply.chain.partners The.37.key.criteria.from.the.technical,.risk, financial, organizational, and operational categories for the formation and.maintenance.of.a.strategic.alignment.for.collaboration.are.identified.by.utilizing.a.hybrid.Delphi-AHP This.methodology.utilized.the.expertise.of.transport.experts.from.different.countries Establishing.such.collaborative.initiatives.from.raw.materials.procurement.to.finished.products.distribution.throughout.supply.chain.is.important.for.creating.an.efficient.and.environmentally/socially.sustainable.transport.strategy

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Chapter 2

The.Evaluation.of.Environmental.Capital.Projects:.The.Way.Forward 37

Frank Lefley, University of Hradec Kralove, Czech Republic

Joseph Sarkis, Worcester Polytechnic Institute, USA

Traditional.capital.investment.appraisal.models.are,.in.many.cases,.biased.against.environmental.projects What.is.required.is.a.multi-attribute.approach.that.includes.an.assessment.of.the.environmental.benefits The.financial.appraisal.profile.(FAP).model seeks to address this issue By making the correct investment decision.in.the.first.place.and.by.involving.senior.managers.in.the.appraisal.process,.the.organization.is.better.placed.to.achieve.project.success Adopting.the.FAP.model.with.the.inclusion.of.an.environmental.assessment.in.the.form.the.“environmental.score.index”.will.help.focus.top.management.on.an.increasingly.important.corporate.strategy.issue An.illustrative.case.study.is.used.to.outline.the.important.aspects.of.this.new.approach The.FAP.approach,.which.is.presented.in.this.chapter,.will.help.to.fill.a.gap.in.the.environmental.investment.literature,.where.there.is.a.paucity.of.comprehensive,.structured,.and.transparent.methodologies.that.can.prove.acceptable.to.management.decision.makers.from.a.variety.of.functions.and.viewpoints

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Chapter 4

The.Effect.of.Supply.Chain.Sustainability.Management.in.the.Perspective.of.Suppliers 77

Jason X Wang, University of Otago, New Zealand

This.chapter.investigates.the.suppliers’.economic.performance.when.their.buyers.force.supply.chain.sustainability.management.(SCSM).on.them While.generally.a.negative.impact.is.proposed,.this.chapter.identifies.mediating.and.moderating.factors.fluctuating.the.negative.performance These.factors.are.governance.mechanisms,.SCSM dimensions, economic bond, and operational slack According to the.findings, a conceptual framework is provided for supplier managers analyzing.SCSM-performance.link.and.for.affecting.the.decision.making.of.buyer.managers.and.policy.makers.by.accommodating.suppliers.perspectives

Chapter 5

Modeling.Enablers.of.Flexible.Supply.Networks.Using.Total.Interpretive

Structural.Modeling 101

The chapter aims to identify the contextual interrelationships among flexible.supply.network.enablers.for.achieving.supply.chain.sustainability The.authors.have.identified.the.enablers.through.a.review.of.extant.literature.and.further.applied.the.popular.total.interpretive.structural.modeling.(TISM)-based.methodology TISM.is.a.well-articulated.mental.model.interpreting.both.the.nodes.(indicating.“what”).and.links.(indicating.“how”.and.“why”) The.mental.model.of.the.group.is.not.well.structured.and.is.loosely.defined,.which.serves.as.the.basis.for.the.theory.building.process The.authors.finally.obtained.a.hierarchy.of.enablers.and.findings.show.that.innovation.culture.is.the.driving.element.in.developing.flexible.systems.in.supplier.networks Supply.chain.practitioners.must.focus.on.developing.an.innovation.culture.within.the.boundaries.of.the.organization.and.then.integrate.with.specialist.suppliers.to.ultimately.build.additional.capacity.for.managing.the.fluctuations.in.customer.demand.and.further.manage.supply.risks The.chapter.ends.with.conclusions.drawn.from.study.and.directions.for.future.research.studies

Chapter 6

Eco-Labels.and.the.Supply.Chain:.A.Consumer-Oriented.Perspective.on

Supply.Activities 130

Rikki Smith, University of Auckland, New Zealand

Lincoln C Wood, University of Otago, New Zealand & Curtin

University, Australia

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This.chapter.seeks.to.explore.the.concept.of.eco-labels.as.a.method.used.by.firms.to.promote.products.with.high.levels.of.sustainability.performance The.authors.examine.what.this.means.to.the.firms.involved.in.terms.of.implementation.and.impact.on.profit However,.they.also.examine.what.can.happen.when.a.firm.fails.to.live.up.to.the.required.standards,.whether.these.standards.are.above.required.performance.or.even.the.minimum.mandated.performance The.authors.use.the.case.of.the.automotive.sector.to.demonstrate.several.categories.of.failure.and.provide.a.concluding.remark.with.several.pathways.forward.for.future.research.in.this.topic

Chapter 7

Align.Hospital.Drug.Delivery.With.Supply.Chain.Management:.From

Process.Analysis.to.Performance.Measurement 170

Alexis Nsamzinshuti, Université Libre de Bruxelles, Belgium

Alassane Ballé Ndiaye, Université Libre de Bruxelles, Belgium

In.recent.years,.the.European.hospital.sector.has.suffered.the.brunt.of.the.economic.crisis This.sector.is.now.faced.with.a.paradox,.which.is.to.reduce.costs,.related.to.the.decline.in.government.subsidies.and.an.increase.in.the.quality.of.care.required.by.the.regulatory.bodies,.while.maintaining.the.level.of.care This.paradox.can.be.resolved.through.the.optimization.of.the.hospital.supply.chain Despite.hospital.supply.chains.having.a.great.impact.on.hospital.budgets,.many.opportunities.for.optimization.exist.to.improve.the.healthcare.quality This.chapter.aims.to.analyze.the.distribution.of.drugs.within.a.hospital.in.the.line.of.supply.chain.management The.SCOR.model.was.selected.as.the.framework.for.this.analysis Then,.potential.failures that can arise in logistics processes are identified After reviewing the.literature.regarding.the.hospital.supply.chain.and.the.performance.measurement,.a.framework.is.proposed.with.key.performance.indicators.that.can.be.applied.in.hospital.supply.chains.to.measure.and.monitor.their.performance

Chapter 8

Identification.of.Contextual.Relationship.Among.Collaboration,.Cooperation,.Coordination,.and.Innovative.Green.Procurement.Practices 201

Globally,.every.organization.is.focusing.on.minimizing.the.usage.of.scarce.resources.in.production The.authors.have.used.resource.dependence.theory.(RDT).as.the.theoretical.lens.to.develop.the.foundation.of.the.chapter RDT.suggests.that.firms.within.the.supply.chain.network.should.coordinate.and.collaborate.to.achieve.superior.performance Under.RDT,.the.most.important.assumption.is.that.firms.cannot.be

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matrix.with.the.assistance.from.five.experts.based.in.the.South.African.steel.and.engineering.sectors The.ISM.model.depicts.the.contextual.interrelationships.that.may.help.supply.chain.managers.in.quality.decision.making The.chapter.concludes.with.managerial.implications.and.directions.of.future.research

Section 2 Advances in Analytic Approaches Chapter 10

The.Agricultural.Routing.Planning.in.Field.Logistics 261

Amalia Utamima, Curtin University, Australia

Torsten Reiners, Curtin University, Australia

Amir Ansaripoor, Curtin University, Australia

Hasan Seyyedhasani, University of Kentucky, USA

The.agricultural.sector.is.facing.the.need.to.gain.a.higher.yield.on.their.fields.while.optimising.their.operations.to.stay.competitive.and.satisfy.the.continuously.increasing.demand.for.produce Cost.reductions.can.be.achieved.by.increasing.the.effective.field.size.and.reducing.the.operations.without.gain.(e.g.,.driving.longer.distance.to.harvest.the.field) The.agricultural.routing.planning.(ARP).problem.represents.a.specialisation.of.the.travelling.salesman.problem.(TSP).or.vehicle.routing.problem.(VRP).with.focus.on.the.agricultural.operations.and.considerations.of.the.field.and.vehicles.configurations In.addition,.various.adaptations.of.the.problem.can.be.found.in.the.literature.that.define.a.new.problem.class.with.specialised.optimisation.needs This.chapter.introduces.the.ARP.and.reviews.the.past.and.current.research.and.developments

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Chapter 12

Forecasting.Demand.With.Support.Vector.Regression.Technique

Incorporating.Feature.Selection.in.the.Presence.of.Calendar.Effect 302

Reliable prediction of future demand is needed to better manage and optimize.supply.chains However,.a.difficulty.of.forecasting.demand.arises.due.to.the.fact.that.heterogeneous.factors.may.affect.it Analyzing.such.data.by.using.classical.time.series.forecasting.methods.will.fail.to.capture.such.dependency.of.factors This.chapter.addresses.these.problems.by.examining.the.use.of.feature.selection.in.forecasting.using.support.vector.regression.while.eliminating.the.calendar.effect.using.X13-ARIMA-SEATS The.approach.is.investigated.in.three.different.case.studies

Chapter 13

Innovative.Port.Logistics.Through.Coupled.Optimization/Simulation

Approaches 317

Mustapha Oudani, International University of Rabat, Morocco

Abderaouf Benghalia, University of Algiers I, Algeria

Jaouad Boukachour, University of Le Havre, France

Dalila Boudebous, University of Le Havre, France

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decisional.problems.raised.in.the.maritime.terminals.(MT).and.in.the.multimodal.terminal.(MMT) The.first.problem.concerns.container.transfer.by.rail.between.the.maritime.terminals.and.the.multimodal.terminal The.second.aims.to.optimize.trains/shuttles.parking.in.the.rail.yard.of.the.multimodal.terminal The.third.and.the.fourth.are.about.rail-rail.transshipment.of.containers The.goal.is.to.elaborate.a.dashboard.for.decision.makers.to.analyze.and.evaluate.performance.indicators.of.port.logistics.chain.(costs,.resource.occupancy.rate,.service.rate).and.to.test.several.management.strategies

Chapter 14

A.Contemporary.Approach.to.Plan.Independent.Logistics.Actors 337

Atour Taghipour, University of Le Havre, France

Companies.are.dependent.on.the.resources.and.information.of.other.members.of.the.supply.chains To.manage.their.resources,.companies.use.coordination.mechanisms Despite.the.inter-dependency.between.logistics.actors,.they.are.independent.units.with.conflicting.objectives These.two.characteristics.can.increase.the.complexity

of planning in logistics networks According to the literature of supply chain.management,.some.mechanisms.largely.use.the.information.shared.by.members.to.achieve.an.optimal.solution.and.some.others.are.based.on.minimum.level.of.information.sharing This.chapter.addresses.the.coordination.problem.in.a.logistics.networks.with.more.than.two.partners,.while.the.information.is.in.a.private.element.that.is.not.exchanged.with.other.partners

Chapter 15

Optimization.of.a.Predictive.Aircraft.Maintenance.Routing.Model.Using

Mutated.Constrained.Particle.Swarm.Optimization 365

Aircraft.maintenance.routing.(AMR).is.one.of.the.most.studied.problems.in.the.airline.industry.and.has.gained.much.attention The.aim.of.this.chapter.is.to.solve.a.mathematical.formulation.of.the.daily.AMR.problem,.which.aims.to.minimize.the.routing.cost.while.incorporating.the.risk.of.unscheduled.maintenance This.predictive.model.requires.the.optimization.algorithm.to.both.assure.the.feasibility

of the solution and to continuously track unscheduled maintenance events To.address.these.issues,.the.authors.propose.a.hybrid.solution.approach.with.two.main.contributions:.it.examines.the.use.of.a.binary.version.of.particle.swarm.optimization.(PSO).adapted.to.this.constrained.optimization.problem,.and.it.consists.of.using.an.adaptive.mutation.operator.designed.to.deal.with.unscheduled.maintenance

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Chapter 16

Truck.Driver.Turnover:.A.Logistic.Regression.Approach 382

S Scott Nadler, University of Central Arkansas, USA

John F Kros, East Carolina University, USA

The.purpose.of.this.chapter.is.to.identify.those.constructs.that.lead.to.driver.turnover.and.to.develop.a.logistic.regression.model.to.assist.in.predicting.driver.turnover Interviews.with.drivers.were.conducted.with.154.drivers.at.large.truck.stops The.theory.of.reasoned.action.(TRA),.originating.in.the.social.psychology.literature,.is.the.theoretical.approach.in.this.study This.chapter.makes.contributions.in.two.areas From.a.managerial.perspective,.the.study.results.indicate.that.companies.can.use.a.technique.such.as.logistic.regression.as.part.of.their.driver-retention.efforts.in.order.to.create.competitive.advantage.by.increasing.efficiency.and.cutting.costs The.resulting.logistic.regression.model.provides.a.concrete.tool.for.analyzing.driver.turnover Based.on.four.factors,.the.model.accounts.for.84%.of.the.variance.and.accurately.predicts.which.drivers.or.driver.classes.are.most.at.risk.of.turning.over

Compilation of References 405 About the Contributors 468 Index 474

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Over several decades, many developments in global trade and geopolitics coupled with societal progression over many parts of the world have combined to increase the importance of logistics management While in the past, many companies may have been able to rely on outdated systems or methods managing their transportation materials flow, in today’s society this part of the business has become increasingly cutthroat and open to disruption from new technologies and innovative business models This book presents an overview of several important topics that will help the reader come to grips with the fast-changing nature of the world and how contemporary approaches can help logistics managers and analysts to succeed in the face of rapid change Also, there is a strong focus in these collected chapters on the environmental and social sustainability of the business practices used

The advent of containerisation played a large role in promoting greater global trade and changing the face of many logistics systems at the national level We have seen a rapidly increasing trade, greater volumes, and greater value, as well as an extensive use of a range of different transport modes depending on the requirements

of customers and product types This increasing complexity is also lead to new challenges for scholars and practitioners alike In the current environment, it seems

as though globalisation and global trade is not something that we should take for granted Over 2016 and 2017, in both North America and across Europe, there have been increasing political swings reflective of more protectionist concerns There remain significant strong agricultural lobby groups in many parts of the world Several national leaders have called for or threatened increasingly [protectionist measures that might damage or reduce global trade volumes Despite these recent political changes, if logistics managers can continue to ensure the rapid, safe, and environmentally effective flow of goods throughout the world and in a way that benefits society broadly, many of the benefits of globalisation should continue to

be widely available despite the rising protectionist trend

We have seen a significant change in how technology influences many elements

of logistics management While this is not the primary focus of this volume, it is still xvi

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very much the cutting edge in the forefront of practice and research The spreading use of technology is now addressed by many firms over the globe and has a positive impact even in emerging markets (Tatoglu et al., 2016) and will likely continue to drive many improvements and changes to logistics practices and approaches in the future

Visibility has become increasingly important as many firms seek to understand where specifically their assets are at any given time enabling them to track, monitor, and reorganise assets in real time Increased visibility can be useful in a range of industries including distribution (Kärkkäinen, 2003) and agriculture, food, and farming (Costa et al., 2013; Liu & Shao, 2012) Increased visibility can often lead

to significant improvements in the operational performance (Föhr, Karttunen, Immonen, & Ranta, 2016) One of the big benefits of visibility is an increasingly adaptive and flexible logistics application for many firms Rather than relying on optimised routes established once and then executed, firms may adapt and update the routes for any given vehicle in real time, either within a facility such as with forklifts (Poon et al., 2009) or outside facilities, such as managing freight transport (Zacharewicz, Deschamps, & Francois, 2011) Visibility can also aid reverse logistics processes (Lee & Chan, 2009) These benefits presuppose the ability to capture, share, transmit, and analyse information with increasing speed

Finally, the methods of the organisation have fundamentally changed Whereas once a strongly hierarchical model of management existed with the logistics manager organizing or optimising fleets of delivery vehicles, we have increasingly seen in the presence of disruptive technologies into the marketplace The largest and perhaps most prominent of these lends the company name to the description of this shift; Uber, the transport on-demand ride sharing system, has been held up as a pinnacle

or a vanguard of this shift towards disruptive business models with the shift being

called Uberization The peer-to-peer transactions in the Uberization model threaten

to cut out the middle man in many transactions and fundamentally re-organise how firms manage their assets The Uberization of logistics activities is still occurring and represents an increasingly important topic for both business managers and logistics researchers

Some of the significant ways in which logistics approaches and applications have changed include the use and management of Big Data, the focus on health and safety in the workplace, and the increasing risk management and development

of consumer-focused outcomes

• Big Data: Previously, much of the forecasting and planning activities relied

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their decision-making in response to changes in the environment Increasingly, however, firms have gained the ability to draw on a much wider net and gain data from a far more comprehensive set of sources enabling them more perspective both on their immediate actions and also the other responses to these actions (Hazen, Boone, Ezell, & Jones-Farmer, 2014) Weather data, satellite images, and satellite-derived data, articles online, consumer reviews

of products, rainfall data, have all been brought together in different research projects both commercially and academically to develop increasingly sophisticated models The scope and size of the data, the messiness of many

of the sources, the speed at which changes and is developed and transmitted,

as all lead to the development of the term big data (Waller & Fawcett, 2013) The use of Big Data is increasingly of concern to many logistics managers It

is also important to note, however, that the very presence of big data does not lead automatically to changes In many cases, there remain humans involved

in the process who have their own judgments and managerial perspectives which alter and adjust how they use the data that they have (Wood, Reiners,

& Srivastava, 2017)

• Health and Safety: Perhaps it is no surprise that given the size and mass of

much of the equipment used in the logistics industry the issue of health and safety has also been an issue that many logistics managers about to address Across the world, many developed countries have been exerting greater influence and control over the workplace to ensure the safety of workers While this might be broadly seen to increase push-up costs, the societal benefits of safer working environments are almost indisputable and have led in some instances to voluntary adoption of safety-focused improvements (Cantor

& Terle, 2010) Many of these changes have been forced on the industry

by changing regulation (Cantor, Macdonald, & Crum, 2011) However, simultaneous technology changes are converging on many industries, leading

to many more managers looking for and examining ways to remove people from the logistics process altogether The focus on removing people has been reflected in the rise of automated guided vehicles (AGV), the adoption of robots, and driverless trucks The changes in technology promise that these vehicles should be more able to adapt much more quickly many cases than

a human could given changing environmental circumstances around them Use of technology in this way should reduce traffic incidents making the roads safer for other vehicles and human passengers and those nearby The strong practical focus on health and safety that I have observed in working environments over Australasia and in other parts of the world does not seem

to well-reflected in current research trends

xviii

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• Risk Management and Consumer-Friendly Solutions: The increasing

globalisation of supply chains have seen many cases where there is increased product mix and complexity in the logistics challenges associated with moving products from manufacturers through to consumers Throughout this increasingly tangled web of activities and locations, there are increasing opportunities for harm to occur both to people and to the natural environment Provision of information sharing technologies, such as radio frequency identification (RFID) tags on products, can enable consumers to evaluate products and interact with them in increasingly sophisticated ways (Kukard

& Wood, 2017)

The issue of consumer harm from products is an important one and while product recalls are clearly connected to harm and damage, firms still face challenges dealing with the recall process in cases of product failure (Wood, Wang, Olesen, & Reiners, 2017) and even the routine operations involved in product returns and reverse logistics (Wu & Cheng, 2006) Product harm and reverse logistics are particularly challenging in a world where there is an increasing amount of global trade between borders supported by e-commerce (Giuffrida, Mangiaracina, Perego, & Tumino, 2017) While reverse logistics and closed-loop supply chains are seen as important, many barriers are recognised in the implementation of reverse logistics (Chileshe, Rameezdeen, Hosseini, & Lehmann, 2015) Increasingly, work is undertaken to develop stronger reverse-logistics mechanisms and closed-loop supply chains (Govindan, Soleimani, & Kannan, 2015)

• Operations and Quality Management Perspectives to Improve

Outcomes: Firms increasingly focus on consumer-friendly solutions and

designs, often supported by operations and quality management principles in non-traditional manufacturing fields This can be seen with the adoption of quality improvement approaches including consumer perspectives such as in the refurbishment of housing (Juan, Perng, Castro-Lacouture, & Lu, 2009), the design of hospitals (Wood, Wang, Abdul-Rahman, & Jamal Abdul-Nasir, 2016), and developing food products (Kuo, Yuo, & Lu, 2014)

The target audience for this book are business managers, logistics managers, and analysts, research scholars, and advance postgraduate students – and each group would use the volume in different ways The volume tackles several pressing practical issues both from a broad strategic and geopolitical perspective, such as the

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scholars and some technical analysts or technically minded logistics managers; it provides greater insight into how to use different methods and their value In this way, the volume can serve as a useful supplement to a more management-oriented postgraduate class (using the first section) More technically oriented undergraduate

or postgraduate classes would find value in the second section As a stand-alone volume, it will benefit business and practitioners as they seek to understand how to apply new technologies and approaches or evaluate suggestions or business proposals from within their own company Instructors of undergraduate courses might find some of the chapters to be relevant and a useful supplement to some of their teaching where they can use a chapter as a solution to a particular problem or as a starting point to lead the class in a discussion of a particular challenge

In the first section of the volume, we focus on empirical and inter-firm logistics and supply chain issues, often with a strong environmental and sustainability focus.The many inefficiencies in transport and logistics could potentially be solved by greater collaboration and Kayikci (Turkish-German University, Turkey), Bartolacci (Pennsylvania State University, PA, USA), and LeBlanc (Vanderbilt University, TN, USA) focus on heterarchical collaborative transport networks If strategic alignment between partners can be achieved, it should improve overall outcomes; this is particularly crucial in heterarchical transport collaboration as leadership is shared between users and providers of transport Using a hybrid Delphi-AHP method, the study used transport experts from different countries to understand the key criteria for success in this type of collaborative network, using quantitative weightings calculated using the AHP model

Many capital investment appraisal models are focused on financial factors, and this can create biases against environmentally beneficial projects with long-term horizons Lefley (University of Hradec Králové, Czech Republic) and Sarkis (Worcester Polytechnic Institute, MA, USA) turn their attention to this and present the financial Appraisal Profile (FAP) model, enabling users to develop an environmental score index The use of this normative tool can help focus managerial attention on this increasingly important strategic issue and represents an effective support tool for decision-makers to incorporate a pluralistic range of perspectives when evaluating projects Use of the tool should provide a more balanced perspective for investments

in a way that can enhance environmental sustainability

The rise and opening of China’s economy have affected trade and international relations worldwide, and Ploberger (independent researcher, UK, and Austria) examines the environmental challenges that the country faces during this process The environmental and climate change risks pose a considerable challenge to Chinese society and the Chinese economy Examining the trends over time and some of the underlying dynamics, the importance of energy demand are highlighted The future emissions are also highlighted as an area of challenge and concern However, as

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with all governments, ensuring economic growth and prosperity is a fundamental objective, and these environmental factors must be considered in the broader context

of these economic objectives

Wang (University of Otago, New Zealand) examines how consumer-focused or government-focused changes propagate upstream along the supply chain The chapter examines many of the important mechanisms for this enabling both scholars and practitioners to understand and what circumstances sustainability initiatives may have more or less impact on their suppliers In an increasingly connected world, when a firm decides to go green or increasingly become sustainable, they often have

a strong reliance on their trading and supply chain partners to make this happen Therefore, merely going green is not enough as the reliance on partners means that some of the slack will be picked up by other trading firms The impact on suppliers

is a key concern that Wang examines

The increasingly global nature of supply chains and all of the interconnected logistics activities has increasingly meant that firms have sought out how to develop flexible supply networks editors of this topic that Bag (Tega Industries, South Africa) focuses his attention Through the total interpretive structural modelling approach (TISM), the enablers of the flexible supply network that support supply chain sustainability have been identified This model demonstrates the importance of the innovative culture and the need for firms to identify and develop deep relationships with specialist suppliers to excel in the contemporary business environment The research underscores the importance of these strong dyadic linkages and how they can be used to reduce uncertainty by managers

Smith (University of Auckland, New Zealand) and Wood (University of Otago, New Zealand) provide an overview of the increasingly important mechanism of eco-labels to assure consumers of the credentials and providence of the products that they are buying They provide an overview of how this form of certification works in principle – and also focus attention on what happens when firms fail to meet these standards Turning to the automotive sector to provide examples, they look at what happens when some of the firms fail to meet government-mandated standards were caught cheating (such as in the Volkswagen Dieselgate scandal) The style of failure presents an important area for future research to both understand the consequences

of failure and also understand management mechanisms to prevent these outcomes

In many regions of the world, there has been increasing focus on medical care and efficiencies in the health sector The healthcare sector is where Nsamzinshuti and Ndiaye (Université Libre de Bruxelles, Belgium) turn their attention, by examining how to increase the care provided while satisfying regulatory bodies and at the same

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performance indicators and methods to measure success are provided to enable professionals to ensure the right drugs are available in the right place and time.Going green and becoming sustainable often puts increasing pressure on procurement teams to change their focus and it is this element of the supply chain that Bag (Tega Industries, South Africa) turns his attention Based on the resource dependency theory, bag examines those key relationships with a strong focus

on collaboration, coordination, and cooperation between firms as they seek to improve the sustainability and greenness of the supply chain procurement practices Interpretive structural modelling technique is being used with a specific focus on stealing engineering sector The chapter highlights the importance of coordination and collaboration and the value from cross-functional teams coupled with regular review exercises to ensure that both firms’ activities are sufficiently aligned.Wood (University of Otago, New Zealand) presents an overview of an increasingly important research method – the event study method An overview specifically addresses many of the researcher assumptions and methodological decisions that must be made during the process The chapter highlights many of the critical design issues are important for the researchers using the method that also for the users of the readers of the research to ensure that what they are reading is valid and useful

A range of logistics related research articles are examined and the chapter concludes with some areas of interest to both managers and researchers where the method can still be used to shed light on existing problems

Next, in the second section of the volume, we turn our attention to advances

in analytic approaches to help logistics and supply chain managers improve the operational capabilities of their firms

The agriculture sector constantly strives for improvements and one method to achieve efficiency gains is through cost reductions by minimising the distance travelled

by vehicles This is the focus of the chapter by Utamima, Reiners, Ansaripoor (Curtin University, Western Australia) and Seyyedhasani (University of Kentucky, KY, USA),

as they examine the Agricultural Routing Planning (ARP) as a specialised form of the Travelling Salesman Problem (TSP) or Vehicle Routing Problem (VRP) The chapter provides an introduction to this problem, outlines key considerations, and then presents a review of the state-of-the-art in the ARP

The importance of information sharing and visibility over the supply chain has been reflected in many models developed over the years, and it is in this area that Duong (Auckland University of Technology, New Zealand) contributes The research proposes a model that examines product substitution and pricing decisions

in conjunction with inventory policy and a dyadic supply chain setting This research extends many models in a way that makes a more realistic and reflective actual management practices with portfolios of products Past research has shown that

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With the rise of globalisation, trade and the movement of good has become increasingly important and many countries have turned their focus to port improvements Oudani (International University of Rabat, Morocco) Abderaouf (Algiers I University, Algeria), Boukachour (Normandy University, France), Boudebous (Normandy University, France), El Hilali Alaoui (Sidi Mohamed Ben Abdellah University, Fez, Morocco) focus their attention on innovative approaches

at Le Havre Port in France They use optimization-simulation approaches to analyse both the maritime terminals and the multimodal terminals to indicate how port logistics chains can be improved over a rate of metrics (e.g., costs, utilization, and service levels)

The effective management of resources even between two firms can be challenging, and it is in this context that Taghipour (University of Le Havre, France) places his attention Examining the case of a to supply chain partners, a realistic scenario is established by limited information focusing on order and supply proposals The coordination approaches proposed and used within the experimental framework of the research use a minimal level of information sharing Despite this, the coordination mechanisms can be leveraged by the upstream supplier to improve their planning processes Negotiation between two firms in this way can have a significant influence

on their overall profitability and the supply chain effectiveness The research shows that the approach outlined holds benefits for upstream, supply-side, planning processes.Maintenance scheduling is complicated due to the disruption caused by unpredictable events requiring urgent maintenance It is to this problem of Aircraft Maintenance Routing (AMR) that Sarhani and El Afia (Mohammed V University, Rabat, Morocco) turn their attention Using a particle swarm optimization (PSO) approach hybridized with an adaptive mutation operator, they demonstrate that they can ensure the feasibility of solutions while managing the unscheduled maintenance events This is demonstrated to provide competitive results to simply using PSO.The final chapter models truck driver turnover intentions Nadler (University of Central Arkansas, USA) and Kros (East Carolina University, USA) report on data

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of drivers are most at risk of turning over Using the model can enable a manager to target and support truck drivers that are more likely to turnover By targeted reduction

of turnover, a manager can help a firm to reduce costs and improve efficiency

I hope that the readers of this volume find value in the collection of chapters and can improve their management or research as a result

Lincoln C Wood

University of Otago, New Zealand & Curtin University, Australia

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Section 1

Empirical and Inter-Firm Logistics and Supply

Chain Issues

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Identifying the Key Success Factors in Strategic Alignment

of Transport Collaboration Using a Hybrid Delphi-AHP

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Identifying the Key Success Factors in Strategic Alignment of Transport Collaboration

INTRODUCTION

Inefficiencies in transport and logistics cause problems throughout an organization’s supply chain including poor capacity utilization, empty-backhaul, high transport costs, low-profit margins, and harsh environmental impacts To overcome these, collaborative initiatives have gained in popularity as a sustainable strategy over the last decade In addition, the rise of digital technologies in transport and logistics (i.e., the Internet of Things and the Physical Internet) and open and interconnected logistics services enabled by Industry 4.0 (the fourth industrial revolution) have opened new possibilities to promote collaboration in transport as well as to monitor,

analyze and manage the carbon footprints across the supply chain (Pan et al., 2017)

Building collaborative logistics networks with digital technologies offers a new degree

of resiliency and responsiveness enabling companies to escalate the competition

in an effort to provide customers with the most efficient and transparent delivery service (PWC, 2016) The use of an analytic technologies (e.g hyperconnectivity, supercomputing, Big Data) allows for the collection and use of large-scale transport data and the application of complex algorithms on this data to help companies reduce costs, increase margins, operate more cost-effectively, and become more environmentally friendly

Different terms such as “logistics collaboration,” “collaborative transportation

management,” “cooperative transportation,” “supply chain collaboration” and

others, are used to refer to collaboration among the various entities with respect to

transport and logistics activities (Gonzalez-Feliu and Morana, 2012; Daudi et al.,

2016) Transport collaboration is progressively considered an approach worthy of consideration for organizations who are rethinking and redesigning their global supply

chains (Audy et al., 2007; Audy et al., 2010) The most important operational task

for transport collaboration is to provide an integrated and coordinated structure for transport planning and vehicle scheduling In order to accomplish this goal several transport service providers are involved in the main purchasing and distribution

process for a certain the supply chain (Stadtler et al., 2016) The overarching goal is

to consolidate a large volume of shipment by an open, multimodal (transport by road, rail, ship and/or barge) system that utilizes real-time identification and coordinated routing in a geographically distributed area of operation Such a system would also utilize shared warehousing and transport facilities to reduce the number of trucks needed and distance traveled in order to fulfill supply chain activities, thus saving time, fuel energy, costs and ultimately, the environment A complete definition for

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and proactive human collaboration With this approach, transport decisions and strategies are enhanced through cooperation between and among transport users and transport service providers The goals are to eliminate inefficiencies from the transport chain and to facilitate cost reduction through effective utilization of available resources, cooperative planning and new business models’ implementation (Kayikci, 2015).

A graphic displaying the traditional forms of collaboration is shown in Figure 1 below This helps distinguish this emerging form, known as “heterarchical,” which

is the focus for our research, which uses the Delphi-AHP hybrid technique

Traditionally, three forms of collaboration exist: horizontal, vertical, and lateral (Figure 1) It is within these three that collaborative sharing takes place in any of three possible three ways (Gonzalez-Feliu and Morana, 2012):

• Non-Collaborative Sharing: Where shared resources are managed

independently and there is no synchronization between the parties to plan transport activities;

• Collaborative Sharing With Hierarchical Decision-Making: Where the

shared resources are managed collaboratively by the parties, but the main decision process is made hierarchically; and

Figure 1 Traditional forms of collaboration in transport management

Adapted from Kayikci, 2010; Kayikci & Zsifkovits, 2012.

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• Collaborative Sharing With Non-Hierarchical Decision-Making: Which

is also known as heterarchical decision-making where parties are directly or equally involved in the decision-making process

Our work focuses on heterarchical transport collaboration, which as described

above, is an extension of traditional lateral collaborative arrangements What distinguishes heterarchical transport network collaboration from a lateral one is the nature of control within the coalition

Heterarchical transport collaboration relies on a collaborative strategy where leadership is shared between the transport users and the transport providers Such

a strategy is not followed in a traditional lateral arrangement where one or the other party leads, and therefore dictates, membership Shared leadership and its ramifications

for the workings of the collaborative effect are clearly defined in Audy et al (2007):

“The transportation planner (TP) is named by the shippers and the carriers to plan the customers’ transportation needs using the carriers’ transportation capacity The

TP objective is the minimization of the transportation costs of the customers using the transportation capacities of the carriers Coordinated by the TP, the customers and the carriers decide together to add and remove participants in the coalition ”.Much existing research focuses on the three traditional forms of collaboration with each work identifying a single or a few factors that may ultimately lead to success We specifically focus on heterarchical transport collaborations which is

a relatively new form of collaborative network and for which little research exists

(Kayikci and Stix, 2014; Borangiu et al., 2016) Our work is important in that it

uses the hybrid Delphi-AHP approach for identifying multiple criteria that impact the development of a successful strategic alignment between coalition partners in heterarchical fashion We are the first researchers to conduct such a study of this type of collaborative network A heterarchical transport collaboration, which allows for shared control between different types of partners, gains an advantage through the deployment of a strategic alignment involving the various criteria identified in our work We sought a methodology to identify factors for a successful strategic alignment since no single partner or partner category is making the decisions for the entire coalition in this type of collaborative network It should be noted that the receiver layer of such collaborative networks was not the focus of our work; and that the collaborative efforts analyzed later deal strictly with the business-to-business interaction between suppliers and carriers The results of our application

of this novel methodology, which are presented in greater detail in Section 6 with

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as input for the procedure is in Appendix More detailed information is found in the dissertation of Kayikci (Kayikci, 2015) This paper is an expanded version of

previous work by Kayikci et al (2014).

PREVIOUS WORK ON TRANSPORT COLLABORATION

Transport collaboration can occur across a variety of levels and business functions between two organizations (bi-lateral) or in a network of multiple organizations (multi-lateral) that is driven in three planes: vertically, horizontally, and laterally (Figure 1) (Barratt, 2004; Kayikci and Zsifkovits, 2012) Vertical collaboration (S1 with C1; vertical collaboration) is one in which a transport user collaborates with transport service providers in the same supply chain If this collaboration is with other transport users (complementary organizations or competitors) or with other transport service providers from different supply chains, it is considered to be collaboration in a horizontal plane in Figure 1 Horizontal collaboration (I) refers to shipper collaboration (S1, S2, S3) in the community of n shippers (Sn) Horizontal collaboration (II) refers to carrier collaboration (C1, C2, C3) in the community

Table 1 Top 10 critical criteria for a heterarchical transport collaboration

1 Technological Capabilities TECHCAP Technical Effective information and communication technologies

2 Reliability RELI Technical Accurate online status and cost information, resilience

1 Safety and Security SASE Risk Cyber- and physical security, trustworthy privacy, confidentiality

2 Technology Usage TECHUS Risk Technological complexity

1 Transport Cost COST Financial The economic cost of transportation

2 Cost Sharing COSTSHAR Financial Ability to share and allocate cost

1 Trusting relationship TRUST Organizational Level of trust, resources and commitment

2 Information Sharing INFSHAR Organizational Information exchange, sharing knowledge and information

1 Capacity CAPA Operational Total operating capacity

2 Service Level (Effectiveness) SERV Operational Operations service level

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of n carriers (Cn) If the collaboration involves both transport users and other transport service providers, it is considered to be collaboration in a lateral plane (S1 with C3 and S3 with C1) In the lateral network structure, the aim is to bring the transport users and transport service providers together in order to gain more flexibility by combining and sharing capabilities in both vertical and horizontal manners (Simatupang and Stridharan, 2002) Therefore, lateral collaboration may

improve the logistics performance more (Mason et al., 2007) than the other types of

collaborations However, studies investigating the outcomes of lateral collaboration

under different supply chain structures are relatively rare (Cruijssen et al., 2007)

Multimodal transport and integrated logistics solutions are typical examples of the

application of lateral collaboration (Mason et al., 2007), e.g building a sea-rail

multimodal transport network with the cooperation of liner shipping and freight railway operators (Kayikci and Catay, 2017) To this end, all collaborative actions allow collaborating partners to benefit from expanded opportunities in order to realize integrated strategies and common objectives by ensuring better overall visibility and effective coordination of all transport activities In addition, these collaborations differ according to their level of integration from a very superficial

“arm’s length relationship” to a highly integrated “strategic relationship” among

coalition partners (Lambert et al., 1999; Kayikci and Zsifkovits, 2012) Transport collaboration can be classified also as transactional collaboration, which refers the

common coordination and standardization of administrative practices and exchange

techniques, requiring information and communication systems, informational

collaboration, concerns mutual exchange of information such as sales forecasts, stock

levels, delivery schedules, to decisional collaboration, which indicates the different

collaboration possibilities in planning and management decisions (Gonzalez-Feliu and Morana, 2012)

Wide-scale collaborations and knowledge visibility have become a new competitive

imperative in the business of freight transport (Ritter et al., 2007) and in the economy

in general They are being utilized as a way to drive supply chain efficiency (Mason

et al., 2007; Cruijssen et al., 2007; Audy et al., 2007), share costs to offset continued

weak growth (McLaren et al., 2002) and significantly reduce carbon emissions

(Graham, 2011) in support of sustainable business strategies Collaborative efforts

in transport should create significant advantages for every participating company

Of course, there is no “one size fits all” approach However, Kampstra et al., (2006),

recommend these steps: (1) create the guiding coalition; (2) establish a sense of urgency and (3) develop a vision and a strategy Collaboration is by no means a

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of long-term business relationships, and appears to be a cornerstone of successful

logistics outsourcing relationships (Cruijssen et al., 2007) Positive incentives should

be generated in the collaboration process by ensuring the long-term functioning of

collaboration structures among coalition partners (Audy et al., 2010) Best practice

win-win solutions are an integration of processes, technologies and people (Gaurav,

2004; Ritter et al., 2007) Choosing the right partners is essential for the success

of transport coalition Most often the right partners have similar organizational

sizes (Esper et al., 2010), technologies (Rudberg et al., 2002; Wang et al., 2007), organizational cultures and philosophies (Naesens et al., 2007; Audy et al., 2010)

They also will share similar goals and objectives and a willingness to share both

risk and reward from the collaboration (Mason et al., 2007) Moreover, the number

of partners is an important decision for the coalition’s ultimate success (Audy et al.,

2010) Typically, a large-sized coalition has greater opportunities to realize benefits

than a smaller-sized one (Ritter et al., 2007) However, larger collaborations can

be associated with an increase in coordination problems and in transactional costs

(Audy et al., 2010) Prominent examples can be found in the automotive industry (Graham, 2011), retail industry (Mason et al., 2007), catering sector (Cruijssen et

al., 2007), motor carrier industry (Fugate et al., 2009) and wood/forest industry

(Audy et al., 2007) This new innovative form of business existence is based on the

concept that by clustering specific transport and logistics activities and consolidating different supply chains, significant economies of scale can be achieved in terms of efficiency (with respect to cost), effectiveness (with respect to customer service) and environmental sustainability (with respect to being “green” in their carbon

footprint) (Bartolacci et al., 2012) However, building a coalition is not always

easy (Audy et al, 2007) and might include disparate problems Only 10-30% of

transport coalitions can succeed long-term (Esper et al., 2010) More generally, it is

proved that collaborations have greater success within the holding companies rather

than direct competitors (Audy et al., 2007) Some collaborative initiatives fail to deliver value (Lambert and Knemeyer, 2004; Kampstra et al., 2006) and ultimately

end with separation (Graham, 2011) One problem that has arisen in a coalition

is the absence of a common strategic alignment between transport collaboration strategy and transport collaboration structure across the various functions within the participating organizations This has caused many transport collaborations to fail The contribution, therefore, of this work is the examination of potential criteria for success for a little studied form of collaborative transport (heterarchical) with a novel application of a hybrid Delphi-AHP approach

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HETERARCHICAL TRANSPORT COLLABORATION:

CONTROL AND STRATEGY

The essence of transport collaboration lies in the alignment between a transport coalition’s strategy and its structural support in terms of organizational hierarchies and supply chain operations Therefore, our work assists in developing a strategic alignment framework for successful transport collaboration in heterarchical transport networks by scientifically extracting all system-relevant criteria and perspectives There exists no previous study regarding the alignment of collaboration strategy and collaboration structure in transport management for this type of network Our findings, based on a rigorous and accepted hybrid data collection and analysis methodology, highlight criteria for success that are only dealt with on an individual basis for other types of collaborative networks in the literature The true contribution

of our work is the identification of the key criteria from a pool of proposed ones scattered through the literature, as validated by global experts in this niche area of logistics and supply chain planning, for this specific type of collaborative network

In our research, we investigated 72 criteria (See Appendix) that were extracted from the literature and surveys of the freight transportation industry and categorized to use as the basis for the hybrid Delphi-AHP approach

In a traditional form of a transport coalition, one or a set of partners controls or shares the leadership and decision-making The nature of the leadership may differ depending upon the business context and the size of the partners involved in the coalition A leader can be completely neutral, biased towards one or more partners,

or prefer to avoid conflict thereby acting in a negotiating fashion, or in any other type of possible preference arrangement There are six generic integration leadership

forms for a building of a transport coalition which are proposed by Audy et al (2007) (See Figure 2): (i) A transport user leads the coalition: it aims to minimize

its transport costs by finding other transport users that can provide a good balance

(geographical, volume and time) between supply and demand (ii) A transport service

provider (carrier or third-party transport service) leads the coalition: its aims to

maximize its profit by a better usage of its carrying capacity (iii) A control unit

(technology provider) leads the coalition: it aims to maximize profit or to minimize

transport costs of all coalition partners (iv) Transport users share the leadership

of the coalition: they aim to minimize their transport costs (v) Transport service providers share the leadership of the coalition: they aim to maximize their profit

by a better usage of their joint carrying capacity (vi) Transport users and transport

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A strategy, and its associated structure, is necessary when forming a coalition

to realize improved performance in the long run (Gaurav, 2004; Ritter et al., 2007,

Stank and Traichal, 1998) Collaboration strategy is the use of common objectives among coalition partners in order to realize synergy between their collective business and operational strategies In the context of transport management, the aim of the transport collaboration strategy is to exploit synergies between transport users and transport service providers in order to achieve high efficiency, high effectiveness and

high environmental sustainability Transport collaboration strategy is characterized

by the following aspects: (i) A holistic view of the supply chain and a comprehensive

capture of the unifying concepts (Mentzer, 2001; Naesens et al., 2007; Bhimani, 2007; Wang et al., 2007; Esper et al., 2010), (ii) standardization, simplification and centralization of transport processes and operations (Wang et al., 2007; Audy

et al., 2007); (iii) competing through joint transport chain capabilities (Stank et al., 2001; Cruijssen et al., 2007); (iv) close cooperation and coordinated actions

between different business units(Esper et al., 2010); (v) bridging distinct groups within and across companies (Bhimani, 2007; Audy et al., 2007; De Leeuw and

Fransoo; 2009); and (vi) providing a common strategy between and among transport

users and transport service providers (Lambert et al 1999; Cruijssen et al., 2007).

The level of collaborative integration sought by a given partner (as in Figure 3) within the context of collaboration strategy can vary and ultimately is determined

by the transport collaboration structure (Kayikci & Zsifkovits, 2012) At the lower

integration level, the partners in transport chain have an arm’s length relationship

with one another and cooperate only on ad-hoc matters involving a limited number

Figure 2 Six different types of leadership for transport collaboration; The dark circles and zones represent leadership

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of exchanges Many experts do not consider this kind of collaboration to be actual collaboration because there is no stable joint commitment between collaborative

units The second level is limited collaboration which involves the overlapping of

functional areas between mutually recognized partners Operational decisions up

to six months are taken on a limited basis for a short-term horizon with specific

needs and resources The third level is integrated collaboration in which partners

integrate parts of their planning and coordination activities within a time span between six months to five years, although a long-term partnership is not the goal

The last level is strategic partnering; usually referred to as strategic alliances in the

literature (Zinn and Parasuraman, 1997) In this case, partners share an intensive level of integration which includes a convergence of cost, process and technology Each partner considers the other as an extension of itself considering a long-term engagement with no ending-date for the respective partnerships Close collaboration

is always desirable (De Leeuw and Fransoo; 2009) to align the involved parties and then enhance the value of the transport network’s combined activities Integrated collaboration and strategic partnering essentially aim at moving the performance

of a decentralized transport chain closer the performance of centralized transport chain without changing the ownership

Collaboration strategy should reflect the collaboration policy as well as the

competitive strategy for every partner that manages flows from shipper to receiver

This involves taking a systems approach to viewing the supply chain holistically rather than as its constituent parts and at the same time seeking integration, synchronization and a convergence of inter-firm and intra-firm operational and strategic capabilities

(Esper et al., 2010).

RESEARCH METHODOLOGY

Figure 3 Level of collaborative integration

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the model of Stank and Traichal (1998) and adapted their approach (see Figure 4) Their work looked at strategy development for cross-border logistics A critical criterion is keeping a coalition functioning long enough to ensure an alignment of the collaboration strategy and structure for all parties involved occurs Collaboration strategy is able to exploit synergies between transport users and transport service providers in order to achieve efficiency, effectiveness and sustainability within the context of a heterarchical transport network During the life-cycle of a transport collaboration implementation, four generic categories can be determined These are: (1) strategy and decision, (2) system structure, (3) integration and (4) performance Even though these categories were originally designed for vertical supply chain collaboration, we modified them to accommodate heterarchical transport networks

We then determined the relevant criteria for a collaborative transport structure based

on a two-step approach: (1) an integrated Delphi Study which was applied to explore the categories of structure and (2) an Analytic Hierarchy Process (AHP) approach which was used to determine the relevant criteria for a structure to be successful

In this framework it is assumed, as an initial condition, that all partners desire a successful relationship and are thus matched in advance according to their business

profiles (Audy et al., 2010) As a first step, the objective of the coalition should be

identified Here, the transport collaboration strategy in the coalition is defined while taking into account each partner’s individual transport goals Collaboration strategy obviously involves synergy and coordination between the strategy of a transport business and the strategy of the coalition’s partners to realize the objectives

Integrated Delphi Study and AHP to Build

up Collaboration Structure

The research design for this part of our work was structured utilizing a method for group decision making that integrates the well-known Delphi technique and the Analytic Hierarchy Process (AHP) as shown in Figure 5 The aim was to identify key strategic criteria for success providing a framework for collaborations to follow The integrated Delphi-AHP approach is a robust decision tool with interactive activities

Figure 4 The alignment of transport collaboration strategy and structure in heterarchical transport network

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for decision-making across multiple criteria We first used a Delphi study to identify and quantify relevant criteria of structure with their corresponding perspectives Secondly, we utilized an AHP approach to estimate the relative importance of the extracted criteria from the Delphi study Finally, we determined the most relevant criteria of the structure and their links to strategic collaboration for transport In the following section, we describe this integrated Delphi-AHP process in more detail

Delphi Study

The Delphi method is a systematic and interactive qualitative research technique with

an iterative process for obtaining a consensus among a group of transport collaboration experts This method has been successfully used to explore new concepts within and outside of the area of knowledge systems During the last ten years, the Delphi method has been widely used in research to develop, identify, forecast and validate various managerial aspects in a wide variety of research areas

It is generally assumed that the Delphi method has an advantage in group interaction when compared to other group decision methods due to the anonymity

of group experts and the avoidance of the dominance of individual opinions (Okoli

& Pawlowski, 2004) The Delphi method is primarily a communication means

to obtain, refine and gain the informed consensus of experts on an uncertain issue The method requires knowledgeable and expert contributors (experienced

Figure 5 Research design by Integrated Delphi-AHP

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