logistic management thesis

Theses - Supply Chain 2020 Project

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Since its launch in 2004, a large number of masters theses, as well as a few doctoral theses, have been conducted as part of the SC2020 Project, in centers from the SCALE Network. An exhaustive list of these theses, as well as links to access them, are presented here.

Doctoral Theses at MIT

Title:  Effect of scenario planning on field experts' judgment of long-range investment decisions . Author: Phadnis, Shardul. Advisors: Yossi Sheffi, Chris Caplice and Mahender Singh. Year: 2012. Program: Doctoral Thesis, Engineering Systems Division, Massachusetts Institute of Technology. URI:  http://hdl.handle.net/1721.1/96020

Title: A methodology to capture, evaluate and reformulate a firm's supply chain strategy as a conceptual system . Author: Roberto Perez-Franco. Advisors: Yossi Sheffi and Mahender Singh. Year: 2010. Program: Doctoral Thesis, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/62761

Title: Dynamic Retail Assortment Models with Demand Learning for Seasonal Consumer Goods . Author: Felipe Caro. Advisor: Jérémie Gallien. Year: 2005. Program: Doctoral Thesis, Sloan School of Management, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33415

Master Theses at MIT

Title: A Qualitative Mapping and Evaluation of an Aerospace Supply Chain Strategy . Author: Jonathan Hung and Nicholas Pierce. Advisor: Roberto Perez-Franco. Year: 2011. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URL: CTL Publication Link

Title: Redefining organizational boundaries : building an aware and agile organization by enabling new social interactions . Author: Benjamin Maupetit. Advisor: Mahender Singh. Year: 2009. Program: S.M. in Technology and Policy Program, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/52754

Title: Evolutionary supply chain risk management: transforming culture for sustainable competitive advantage . Author: Romain Lévy. Advisor: Mahender Singh. Year: 2008. Program: M. Eng. in Logistics and S.M. in Technology and Policy Program, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/42928

Title: Exploring the future of the U.S. pharmaceutical industry : a supply chain perspective . Author: Loïc Lagarde. Advisor: Yossi Sheffi and Mahender Singh. Year: 2007. Program: S.M. in Technology and Policy Program, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/40294

Title: The Supply Chain Response to Environmental Pressures . Author: Julie Rebecca Paquette. Advisor: Randolph E. Kirchain. Year: 2006. Program: S.M. in Technology and Policy Program, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/34530

Title: Demand Management: A Cross-Industry Analysis of Supply-Demand Planning . Author: Peng Kuan Tan. Advisor: Lawrence Lapide. Year: 2006. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/36139

Title: Order Promising/Fulfillment and Customer/Channel Collaboration in Supply Chain Management . Author: Yimin An and Samuel Srethapakdi. Advisor: Mahender Singh. Year: 2006. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/36148

Title: Analysis of Sourcing & Procurment Practices: A Cross Industry Framework . Author: Ioannis G. Koliousis. Advisor: Edgar Blanco. Year: 2006. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/36143

Title: Analysis of Supplier Involvement in New Product Development and Launch . Author: Herman Alex Kurapov. Advisor: Chris Caplice. Year: 2006. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/35614

Title: A Cross Industry Analysis and Framework of Aftermarket Products and Services . Author: Petros Englezos. Advisor: Lawrence Lapide. Year: 2006. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/35539

Title: An Examination of Boeing’s Supply Chain Management Practices within the Context of the Global Aerospace Industry . Author: Daglar Cizmeic. Advisor: Kirkor Bozdogan. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33315

Title: An Exploration of of Supply Chain Management Practices in the Aerospace Industry and in Rolls-Royce . Author: Mohit Tiwari. Advisor: Kirkor Bozdogan. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33373

Title: Supply Chain Strategies in the Apparel Industry: The Case of Victoria’s Secret . Author: Sumit Kumar. Advisors: Sharon Novak and Lawrence Lapide. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33324

Title: The Dynamics of Supply Chains in the Automotive Industry . Author: Niklas Braese. Advisor: Lawrence Lapide. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33312

Title: The Pharmaceutical Supply Chain: A Diagnosis of the State-of-the-Art . Author: Mahender Singh. Advisor: Charles H. Fine. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33354

Title: Supply chain practices in the petroleum downstream . Author: Santos Manzano, Fidel. Advisor: Lawrence Lapide. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33345

Title: An analysis of current supply chain best practices in the retail industry with case studies of Wal-Mart and Amazon.com . Author: Chiles, Colby Ronald; Dau, Marguarette Thi. Advisor: Gabriel R. Bitran. Year: 2005. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/33314

Title: Framework for the study of governance in the supply networks : Wal-mart : "Enlightened Despot" model . Author: De Graeve, Denis. Advisor: Gabriel R. Bitran. Year: 2004. Program: S.M. Technology and Policy Program, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/28504

Title: An Evaluation of Scenario Planning for Supply Chain Design . Author: Yishai Boasson. Advisor: Yossi Sheffi. Year: 2004. Program: M. Eng. in Logistics, Engineering Systems Division, Massachusetts Institute of Technology. URI: http://hdl.handle.net/1721.1/28504

Master Theses at ZLC

Title: Analysis of Supply Chains in the Consumer Packaged Goods Industry . Author: Marc-Elliott Finkelstein. Advisor: Paul M. Thompson. Year: 2005. Program: M. Eng. MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link:  Download .

Title: Supply Chain Excellence in the Pharmaceutical Industry: Novartis– A Case Study . Author: Gourav Narayan Mukherjee. Advisor: Prashant Yadav. Year: 2005. Program: M. Eng. MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link:  Download .

Title: Excellent Supply Chains In The Oil Industry: Royal Dutch/Shell . Author: Stefan Röthlisberger. Advisor: Prashant Yadav. Year: 2005. Program: M. Eng. in Supply Chain Management and Logistics, MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link:  Download .

Title: Supply Chain Excellence in the Retail Industry: METRO AG – A Case Study . Author: Manuela Schranz-Whitaker. Advisor: Paul M. Thompson. Year: 2005. Program: M. Eng. in Supply Chain Management and Logistics, MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link: Download .

Title: SC2020: Toyota Production System & Supply Chain.  Author: Macharia Brown. Advisor: Prashant Yadav. Year: 2005. Program: M. Eng. in Supply Chain Management and Logistics, MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link:  Download .

Title:  Excellence In European Apparel Supply Chains: Zara.  Author: Phyllis Chu. Advisor: Paul Thompson. Year: 2005. Program: M. Eng. in Supply Chain Management and Logistics, MIT-Zaragoza International Logistics Program, Zaragoza Logistics Center. Link:  Download .

Logistics Management

Conception and Functions

• © 2023
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• Hans-Christian Pfohl 0

Technische Universität Darmstadt, Darmstadt, Germany

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• Shows the latest developments and success factors in logistics management
• Provides statistical and empirical data and surveys up to date
• Provides current approaches and trends

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Table of contents (11 chapters)

Front matter, conception of logistics management, basics and development of logistics.

Hans-Christian Pfohl

Management of the Logistics Function

Logistics as a success factor, logistics planning and control, strategic logistics planning, logistics controlling, logistics and model-based decision making, logistics organization, structural organization of logistics, process organization of logistics, inter-organization of logistics, personnel management in logistics, basics of personnel management, specific challenges for personnel management, back matter.

• Corporate Logistics Governance
• Green Logistics
• Human Resources Management
• Value chain
• logistics network strategies
• Controlling
• Logistics Excellence
• Digitalization
• Supply chains
• Risk Management
• Supply Chain Management

About this book

Based on the drivers of the development of logistics, the success factors of logistics management in excellent companies are analyzed. Logistics management in and between companies requires a change in thinking on the operational as well as on the strategic and normative level of action. The functions of logistics management are explained in detail and discussed with regard to their design. The explanations are based on the presentation of the interplay of the normative, strategic and operational levels of action and the contribution of logistics to the achievement of corporate objectives. Essential building blocks for the implementation of the logistics concept are strategic logistics planning and logistics controlling. In addition to the organizational and operational issues, supply chain management is becoming increasingly important for the interorganizational realization of the logistics concept: because it is precisely from cooperation and collaboration that additional potential for sustainable value enhancement of the company through logistics arises. In order to exploit these potentials, it is important to promote suitable employees in a targeted manner. Therefore, the book concludes with a consideration of the special aspects of personnel management in logistics. On the one hand, the book addresses the practitioner who wants to profitably implement the concepts presented here. On the other hand, it is aimed at lecturers at universities, colleges and academies to support their courses. Students who are interested in the management-related issues of logistics will receive valuable information for their studies and future professional activities.

Authors and Affiliations

About the author.

Prof. Dr. Dr. h.c. mult. Hans-Christian Pfohl conducts research at Darmstadt University of Technology, particularly in the field of logistics/supply chain management. He also holds a professorship at the Chinese-German University College of Tongji University Shanghai, China. As a visiting professor, he teaches at the University of Pannonia in Veszprém, Hungary. He is a member of the Board of Directors of the European Logistics Association (ELA) and is head of the ELA Research Committee.

Bibliographic Information

Book Title : Logistics Management

Book Subtitle : Conception and Functions

Authors : Hans-Christian Pfohl

DOI : https://doi.org/10.1007/978-3-662-66564-0

Publisher : Springer Berlin, Heidelberg

eBook Packages : Engineering , Engineering (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer-Verlag GmbH, DE, part of Springer Nature 2023

Hardcover ISBN : 978-3-662-66563-3 Published: 23 April 2023

Softcover ISBN : 978-3-662-66566-4 Published: 24 April 2024

eBook ISBN : 978-3-662-66564-0 Published: 22 April 2023

Edition Number : 1

Number of Pages : XIV, 393

Number of Illustrations : 133 b/w illustrations, 24 illustrations in colour

Topics : Engineering Economics, Organization, Logistics, Marketing , Operations Management

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A complexity perspective on logistics management: Rethinking assumptions for the sustainability era

The International Journal of Logistics Management

ISSN : 0957-4093

Article publication date: 27 August 2019

Issue publication date: 10 September 2019

The purpose of this paper is to elaborate on how perspectives and assumptions embedded in the complexity paradigm contribute to make logistics management research better aligned with real-life logistics. This is necessary, due to increasing supply chain complexity caused by an increasing request for sustainable development (SD).

Design/methodology/approach

The research is exploratory and based on a narrative literature review of logistics and supply chain management (SCM) from a complexity science perspective. Qualitative research interviews have been conducted with 12 logistics and supply chain managers in international companies and have focussed on their daily experiences and the underlying assumptions related to their actual work.

Logistics and SCM research is embedded in the functionalistic paradigm with reductionistic assumptions as the dominant logic. These do not sufficiently align with the complexity related, for example, to the daily work of SD in logistics management practice.

Research limitations/implications

It is proposed that the inclusion of complexity-based assumptions in logistics management research can increase realism in the advancement of the discipline. A key result is that the recognition of logistics as complex means inclusion of human and social aspects – which is apparent in any logistics process or phenomenon – in logistics knowledge creation processes.

Practical implications

Increased realism in logistics management research by addressing complexity, instead of merely reducing it, will provide logistics and supply chain managers with increased understanding and appropriate knowledge when they deal with emerging challenges such as SD.

Originality/value

Based on Boulding’s levels of complexity, this paper challenges the underlying assumptions of logistics management in research and practice, and provides reflective frameworks for advancing the discipline and aligning it to the complexity of contemporary challenges in logistics management.

• Sustainability
• Decision making
• Supply chain processes
• Qualitative interviews

Nilsson, F.R. (2019), "A complexity perspective on logistics management: Rethinking assumptions for the sustainability era", The International Journal of Logistics Management , Vol. 30 No. 3, pp. 681-698. https://doi.org/10.1108/IJLM-06-2019-0168

Emerald Publishing Limited

Copyright © 2019, Fredrik Ralf Nilsson

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

The concern of complexity in logistics and supply chain management (SCM) is often mentioned in the literature ( Sanders et al. , 2013 ; Bode and Wagner, 2015 ). While most literature only describes complexity in general terms, a growing body of literature explicitly addresses it in logistics and SCM (e.g. Christopher, 2016 ; Manuj and Sahin, 2011 ; Gerschberger et al. , 2017 ). In the recent special issue of Journal of Operations Management on complex adaptive systems (CAS), Nair and Reed-Tsochas (2019) conclude that complexity perspectives can contribute by providing increasing realism regarding models and by providing more understanding of the highly interconnected nature of contemporary supply chains. They ( Nair and Reed-Tsochas, 2019 p. 80) also declare that in much of SCM research, “we consider the simplistic conceptions of organizational and interorganizational structures, linear relationships between practices and performance, and ignore the adaptive nature of strategies and processes”.

With the increasing concern for environmental and social issues in society, companies have to consider sustainable development (SD) in their strategies and not only prioritise financial performance and results ( Porter and Kramer, 2011 ; Nair et al. , 2016 ). Consequently, the need to handle increased complexity for logistics and SCM can be expected ( Sanders et al. , 2013 ; Carter and Rogers, 2008 ; Wittneben et al. , 2009 ). Cruz et al. (2006 , p. 872) state that SD is “perhaps one of the most complex and important demands that has occupied managers’ reflection”, and Hall and Vredenburg (2003) report on the major difficulties which managers have in dealing with SD. Furthermore, Russel et al. (2018 , p. 37) state that “everything about achieving sustainable logistics and supply chain management is complex”. For example, based on the multifaceted nature of SD, the interpretation of what SD means in different parts of an organisation or a supply chain is difficult to comprehend ( Abbasi and Nilsson, 2012 ).

SD became popular after the Brundtland Commission report of 1987. Today, the perspective on SD requires economic, social and environmental considerations ( United Nations, 2005 ) as sustainability is required to provide economic profitability, social responsibility and environmental conservation ( Elkington, 1998 ). Such an accomplishment requires power, commitment and collaboration as there is not necessarily any correspondence between economic, social and environmental sustainability ( Low and Gleeson, 2003 ). Logistics is an area which is severely challenged when it comes to reaching the goals of Agenda 2030 ( UN General Assembly, 2015 ). The movement of goods requiring set-up of logistics networks, transports between nodes ( McKinnon et al. , 2010 ) and delivery policies have all contributed to the huge amounts of emissions affecting our planet today ( IPPC, 2014 ). Furthermore, on the competitive European transport market, depletion of logistics charges has led to lowering of salaries and worse working conditions for drivers ( Kummer et al. , 2014 ).

The quest for logistics management research is to evaluate current and former practices and provide guidance to practitioners and policy makers on what to do and how to act in relation to present and future challenges. In the era of SD, this means evaluation of and guidance sustainable practices, theories and methods, i.e. providing the logistics discipline with knowledge on how to work and act in order to achieve Agenda 2030 goals and develop sustainable logistics practices. However, as it is argued in this paper and pointed out in several previous studies (e.g. Mears-Young and Jackson, 1997 ; Arlbjørn and Halldorsson, 2002 ; Nilsson, 2006 ; Carter et al. , 2015 ), the logistics discipline has evolved from problem-solving issues in industry and has been theoretically based on a positivistic epistemology with reductionism as the central assumption.

Coming from this functionalistic paradigm with central assumptions such as controllability, optimality, rationality and objectivity ( Nilsson and Gammelgaard, 2012 ; Nilsson and Christopher, 2018 ), it is challenging in many ways to handle the rapid change and the multi-natured challenges related to SD. Reflecting on the magnitude of logistics and supply chain activities involving several tiers of suppliers which are globally dispersed, theory recommends that these activities are broken into sub-units in order for us to understand and deal with them, i.e. reduce scope, context and complexity. However, what would happen if we took a holistic perspective and treated the role of logistics in SD in its complex entirety? What if, instead of trying to reduce phenomena to “controllable” and independent parts, we actually studied and understood the emergent outcomes from everyday interactions among individuals based on their self-organising processes (deliberate or not)? What happens if, instead of indisputably believing in unfolding predetermined strategies (formative and deterministic), we regard development as being more transformative as it uses adaptive strategies and activities (transformative and emergent)? As a result, what type of knowledge can we produce by addressing and understanding logistics management from a new set of assumptions better aligned to the complex reality we often experience?

A number of papers have challenged the dominant logic of logistics research and practice. Nilsson and Gammelgaard (2012) , for example, investigate the use of the systems theory in logistics and SCM research and conclude that in order to generate new understanding and knowledge on issues such as innovation and learning, the dominating systems approach needs to be rethought, and more complex aspects of real-life phenomena included. Carter et al. (2015 , p. 99) address the need to investigate logistics and SCM by acknowledging the complex systems in which companies reside. They ( Carter et al. , 2015 ) conclude that multi-level research can help address important, real-world topics and that by addressing the appropriate system level, i.e. individual, team, function, organisation and/or supply chain, understanding and improvement activities can be achieved. In a supply network context, Nair et al. (2016) conclude that the underlying assumptions of CAS have impacts on how to manage complexity. Nilsson and Christopher (2018) discuss the strategic development of logistics management and present new ways of defining and handling paradoxes in logistics and SCM based on principles derived from a complexity paradigm. Finally, Touboulic et al. (2018 , p. 330), in their in-depth study of carbon reduction strategies, conclude that “the focus on complexity has allowed us to explore the multilevel factors that influence the emergence of a carbon reduction strategy in a food supply network context”. However, while highlighted papers address the need for new approaches, perspectives and methods to address contemporary challenges in logistics and SCM, the tradition within established domains is strong ( Kuhn, 1996 ), i.e. the assumptions derived from the functionalistic paradigm are well anchored in both practice and research.

The purpose of this paper is to elaborate on how perspectives and assumptions embedded in the complexity paradigm contribute to more comprehensive research in, and management of, logistics, especially in pursuing the increasing challenge of SD. Moreover, the aim is to contribute to the paradigmatic discourse of assumptions and their effects on the kind of knowledge being created within the logistics discipline. In addition to the conclusions Wieland et al. (2016) make on further research developments for the discipline, i.e. the issues of sustainability, risk, humans, innovation, analytics and complexity “require strong interdisciplinary thought and rigorous approaches”, this paper therefore argues that the rethinking of underlying assumptions is a vital factor for the advancement of logistics theory and practice.

The remaining paper is organised as follows: first, an assessment of underlying assumptions of logistics management research and practice is elaborated, followed by the introduction of complexity science representing theories which might prove fruitful for increased realism of contemporary logistics challenges, both in research and management. Based on a qualitative, in-depth interview study of logistics managers’ everyday practice, underlying assumptions are elaborated on and key findings presented. These relate to the interplay of simplicity and complexity in logistics management practice, and are especially related to the inclusion of human and social aspects in the knowledge generation process. The paper ends with a conceptual model of the type and nature of knowledge and level of assumptions we are using and generating in order to tackle contemporary challenges such as SD. Finally, a concluding discussion of assumptions derived for a complexity perspective can contribute to the advancement of the discipline by including human and social aspects into logistics research and management.

2. Assessing assumptions in logistics management research and practice

In order to develop the logistics discipline, the process of knowledge creation, i.e. epistemological considerations, is central. Arlbjørn and Halldorsson (2002) address the process of knowledge creation on three different levels: the practice level, the discipline level and the meta-level. The practical level concerns the actual logistical work being accomplished in day-to-day operations. The discipline level is where the majority of the logistics-related research is focussed. It is on this level that new logistics methods are developed; either from research with an empirical focus, where best-practice solutions are reported and “glory stories” ( New, 1996 ) presented, or as theoretical borrowing from other theories ( Stock, 1997 ). The meta-level is where ontological, epistemological and teleological debates are centred and thereby lie as the foundation for the paradigm the logistics researcher and practitioner belongs to. Ontological assumptions are assumptions about reality ( Guba and Lincoln, 1998 ) which influence how we understand and explain reality with knowledge, i.e. epistemology ( Burrel and Morgan, 1979 ). Teleological assumptions relate to how the future is considered and to what purpose a phenomenon serves ( Ackoff, 1973 ; Stacey et al. , 2000 ).

Meta-level assumptions have direct implications for the methodology and the methods chosen and thereby constrain the basic beliefs about reality. This affects the knowledge to be produced or attained during the research process ( Burrel and Morgan, 1979 ). Consequently, a reassessment of assumptions on the meta-level may benefit the logistics discipline by increasing our consciousness of why we as researchers and practitioners do the things we do, and of how we do them. When we enter a research field the common assumptions and beliefs which exist in the community are transferred, in explicit as well as implicit modes, and sooner or later taken for granted ( Kuhn, 1996 ). Kuhn (1996 , p. 46) states that “Scientists work from models acquired through education and through subsequent exposure to the literature often without quite knowing or needing to know what characteristics have given these models the status of community paradigm”. An indication of this process is described by Rajkumar et al. (2016) , reporting on a continuing decline in the number of PhD dissertations in logistics and SCM which contain philosophy of science discussions.

However, Trim and Lee (2004 , p. 473) state that “management researchers need to have the confidence to challenge basic assumptions relating to interpreting research outcomes, and what constitutes appropriate research”. Morgan (1983 , p. 14) adds that if problem contexts are viewed from different paradigms we can “see and understand how we can research organiZations (and any other aspects of social life) in ways that tell us something new about the phenomenon in which we are interested”. Consequently, while the reductive and formative oriented approach suits various problems where reductionism can be assumed ( Dent, 1999 ), it may not benefit problem situations where context and phenomenon are complex. In other words, as stated by Robertson (2003 , p. 61), “if the business world is viewed as being complex, it is inappropriate to consider models developed under paradigms of equilibrium, stability, and linearity to produce an analysis of a turbulent environment”. Allen (2000) addresses two basic reasons for the complexity perceived in a given situation. Either the complexity is the result of many interconnected parts where the connections are known, or it is the outcome of non-linear interactions with bifurcation points, which may result in a multitude of outcomes based on creative and surprising responses. The complexity of the first kind (i.e. complicated systems) only needs more computer power to unravel it while the second type needs novel perspectives and approaches the functionalistic paradigm cannot contribute. However, as a consequence of the dominant functionalistic knowledge produced and disseminated, firms put a lot of money, time and resources into models and techniques which focus on control and prediction and where cause and effect relationships are attainable, even if the situations managers encounter are complex.

3. Complexity perspectives on logistics management

Complexity science entails theories of complex phenomena. As Allen and Strathern (2003 , p. 8) state, it is a scientific area of change and transformation, […] without it “social and organizational change could only be driven by trial and error and by people’s accumulating experience and confusion”. Complexity theories challenge the Newtonian and positivist rationale of science such as order, objective reality, reductionism, deliberate design, rationality, stability, determinism, value-freeness, controllability, linearity, centralisation, hierarchy and uniformity ( Nilsson, 2005 ; Nilsson and Gammelgaard, 2012 ).

Complexity theories provide transformational perspectives for the study of complex phenomena and are regarded as the evolution of systems theories together with contemporary social and behavioural theories ( Simon, 1996 ; MacIntosh and MacLean, 2001 ; Nilsson and Gammelgaard, 2012 ; Thietart, 2016 ). With this perspective, changes, interrelationships, non-linearities, learning and innovative capacities, dynamics and paradoxes existing in supply chains can be studied. Complexity perspectives can comprehend transformative transition of supply chains towards sustainability targets and consider the fact that the transition path may not be uniform, deterministic and controllable for different types of supply chains ( Nair et al. , 2016 ; Rotmans et al. , 2001 ).

As declared in the purpose of this paper, what are proposed are perspectives for logistics management research and practice based on an extensive set of assumptions which are more aligned to real-life logistics (see Figure 1 ), i.e. when logistics is considered complex. An extensive set of assumptions means that those dominating the discipline, e.g. linearity, reductionism, determinism, objective rationality, etc. (found in the middle of Figure 1 ) are still apparent and useful; however, they are of limited value when it comes to logistics questions being handled and understood in multi-level contexts and with human aspects being addressed (e.g. power, decision making, identity). Instead, these need to be extended with assumptions of complexity, subjective rationality, self-organisation and emergence, all of which are central to complexity perspectives and highly apparent in real-life logistics processes.

Complexity-based assumptions can be related to the seminal work by Kenneth Boulding on the system theory and the hierarchy of complexity. The nine levels of complexity proposed by Boulding (1956 , pp. 202-205) were aimed to provide academics with a framework for identifying gaps of theoretical and empirical knowledge (see Table I ). The first level relates to static structure; the second to clockworks, i.e. dynamic, simple systems; on the third level, control mechanisms and cybernetic systems are introduced; and the fourth level introduces the first living organisms. Here, life in the form of cells is distinguished from the former levels of “not-life” and it becomes the level of open systems. Going up the levels, the fifth level introduces what Boulding calls genetic-societal level, where the “plant” is the empirical example. The sixth level represents the animal level, which is characterised by increased mobility, teleological behaviour and self-awareness. The seventh level is where the human being is introduced. Boulding states that “in addition to all, or nearly all, the characteristics of animal systems, man possesses self-consciousness, which is something different from mere awareness”, i.e. the human not only knows, but knows that he/she knows. Social organisations and societies are on the eighth level. “At this level we must concern ourselves with the content and meaning of messages, the nature and dimensions of value systems, the transcription of images into a historical record, […] The empirical universe here is human life and society in all its complexity and richness” ( Boulding, 1956 , p. 205). He describes the final level as transcendental, which involves what he defines as the “ultimates” and the inescapable “unknowables”.

Combining Boulding’s levels of complexity and associated assumptions presented in Figure 1 it is possible to relate the functionalistic-based assumptions to the first three levels of complexity, while the assumptions based on a higher degree of complexity (the outer eclipse) are added on higher levels. Furthermore, knowledge can be interpreted in numerous ways related to its stability over time and context ( Allen and Strathern, 2003 ). In one dimension, as represented in classical science with the physical laws of nature, e.g. Newton’s law of gravity, knowledge can be assumed as quite stable over time and context (primarily levels 1–3). Another dimension of knowledge relates to human behaviour, perception and sense making, which are all far more dynamic and interdependent with present-day contexts, and are based on internal cognitive patterns (levels 7–8). Knowledge in terms of corporate strategies, management philosophies or consumer expectations relates to quasi-stable attractors which are socially constructed, i.e. trends and patterns which emerge in the interplay of interpretations among humans, organisations and institutional bodies. In order for companies to stay ahead, be profitable or retain attractiveness, change is needed, and novel ways of acting, responding and driving activities co-evolve in the contemporary contexts. Consequently, in the context of logistics management, knowledge needs to be seen in a dialectic way with alterations of stable and transformative knowledge.

Logistics management as a functionalistic discipline, i.e. built upon reductionistic and mechanical assumptions, often assumes logistics representable at the third level, i.e. that of control systems (thermostats) and cybernetically derived principles. Consequently, the knowledge generation process targets the exploration and exploitation of general laws, optimisation of routes and inventory, deliberate design of logistics set-ups and the aspiration to be able to realise decided strategies and designed systems. The unquestioned assumptions of reductionism drive both researchers and practitioners to reduce observable phenomena into “solvable” parts (e.g. production or inventory) ( McCarthy, 2004 ), fix and adjust each part (optimisation of inventories at one actor’s) and then implement the solution in the “real” life setting again. Checkland (1993) exemplifies the insights in the management context by stating: “a typical management science model constructed in terms of multiple interacting feedback loops, even if complicated, is only a level 3 model and hence can cover only certain aspects of a management problem at level 8. Management scientists have been known to claim more”. In the field of economics, von Hayek (1989) provides criticism of economic models derived and/or borrowed from natural science for being misleading and ways of simplifying “since it involves a mechanical and uncritical application of habits of thought to fields different from those in which they have been formed” (p. 3). Axelrod and Cohen (2000 , p. 29) provide a good explanation for the dominating functionalistic and mechanical approach in management: “No doubt, machines and hierarchies provide easier metaphors to use than markets and gene pools. So it is no wonder that most people are still more comfortable thinking about organizations in fixed, mechanical terms rather than in adaptive, decentralized terms”. With this level 3 (see Figure 1 ) and epistemological assumptions in mind, “better management is often seen as simply running the ‘machine’ faster or more efficiently” ( Allen, 2000 , p. 1). However, while this reductive process suits various problems where reductionism can be assumed ( Dent, 1999 ), it may not benefit the result if the phenomenon under study consists of interdependent parts which are difficult or impossible to unravel, i.e. problem situations where context and phenomenon are complex.

4. An empirical investigation of logistics management

In order to empirically explore the role of assumptions in logistics, an interview study was designed and conducted. In total, 12 semi-structured interviews were carried out focussing on the everyday practice of logistics/supply chain managers and with a specific reflective part of the interview related to the assumptions highlighted in this paper. SD was addressed in the analysis of the interviews based on identified aspects related to economic, social or environmental issues in daily work, examples and challenges.

The motivation for the chosen method relies on the need to obtain an in-depth understanding ( Merriam, 1994 ; Stake, 2000 ) of real logistics management practice; several questions included narrative examples of different situations the managers had experienced. The research approach was explorative with the aim of better understanding the many aspects, considerations, assumptions the managers experienced ( Campion et al. , 1999 ), i.e. the managers’ perceptions of various situations related to contemporary problems, and how these affect their approaches to different circumstances. The aim was to gain understanding of the meaning of what the interviewees said ( Kvale, 1996 ). As in qualitative theory-building studies ( Eisenhardt, 1989 ), data analysis and data collection were interwoven. Based on a solid foundation in theory, both on a meta-level and discipline level of logistics, the initial indications and findings from the first interview drove further exploration of the study so that it is in line with the principle of theoretical sampling ( Punch, 2001 ). Consequently, the inclusion of interviewees was driven by the interplay between new insights and findings from interviews, literature and theoretical reflections. While the content of each interview was unique (experiences, situations, examples, etc.), a number of patterns emerged rather quickly in the process of analysis and reflection. After four interviews, the first common patterns emerged, and after the tenth interview, the first feeling of theoretical saturation was reached. Two more interviews were then conducted, both to enrich the material and understanding, but also to elaborate on the emergent themes found. Due to the subjective nature of theoretical sampling, it was difficult to know when saturation was reached. However, for the purpose to obtain in-depth understanding of the role of basic assumptions in logistics and the everyday life of logistics and SC managers, the 12 interviews were found to contribute with comprehensive representation. Nonetheless, while the small number of informants limits the generalisability of the results, they still provide guidance for further theory-testing research. Furthermore, combined with the literature reviewed and the paradigmatic reflections provided, theoretical generalisations can be attained and guidance for the logistics discipline provided.

The interviewees chosen for this study were logistics or SC managers within large, international, companies (> 500 employees). Their experience of logistics and SC-related work ranged from four to 40 years. The companies they represented covered several industries ranging from mobile technology and medical technology to food producers. All companies were in business-to-business relationships with customers in industry or retail. The initial contact was made by phone to contacts found in my own and close colleagues’ networks. After a short description of the research area and purpose, all managers expressed willingness to participate. The phone call was followed by an e-mail with a short description of the study, and the date and time we had agreed on for the interview. All interviews were carried out at the interviewees’ work places in order to contextually capture their work situation. The set-up of the interview was in four major stages, starting with, open-ended questions of their everyday activities as managers with in-depth explanations of selected situations. This was followed by fixed-response schemas where the interviewees were asked to fill in pie charts of their actual and desirable work situations, followed by reflections on central assumptions in logistics. Finally, the interviews finished off with a short section of the future challenges interviewees faced in their role as logistics/SC managers. The interviews lasted between one and half and two hours, were recorded and transcribed within two days. All interviews were carried out during a two-month period.

4.1 Interview findings

The in-depth discussions on everyday practice with the logistics and SC managers highlighted a number of interesting aspects. A common theme found in all interviews was their need to have a holistic perspective and the perception that other parts of their organisations had a more silo-based thinking. Consequently, they viewed themselves as facilitators for how different parts of their organisations fit into the bigger picture of suppliers and customers. Governing this holistic perspective was explained to be one of the most challenging tasks in practice. Some raised the issue of information and especially the lack of sufficient information contributing to this challenge, while others the unpredictability of demand and difficulties in being able to understand how different projects and efforts affected each other as well as the ongoing supply chain operations. As a result, during the initial part of the interviews, the interviewees explained themselves being able to deal with “real” objects or entities, i.e. business functions, customer behaviour, inventory systems and suppliers, and view these from their holistic supply chain perspectives. With more information, the missing pieces of the “objective” picture were sought for by the managers, to make their life more controllable.

However, during the interviews and especially when stories of successful as well as less successful changes were told, the interviewees expressed their perceived situation out of human and social aspects, i.e. by providing a more subjective rationality and view of reality. This included how to make sense of all the information that was available and turn this into knowledge for both decision makers and other co-workers. As explained by one manager, “to reach out with information and the understanding of how to use it” presented a major challenge. Furthermore, how different perceptions of both current and future states (desirable or not) as well as aspects of power, competition (not least internal) and understanding were explained to affect both processes and results. One interviewee expressed that “power is central in companies – positions of strength – but I hope we have a little less of it since we have a positive development right now. I think it will be more of it, I mean power battles, if the development stagnates”. Furthermore, while the reliability of deliveries and the stability of inventories were expressed as highly aspirational, insights into how difficult it was to predict market changes, technology developments and social and political influences were expressed. In addition, the unpredictable behaviour of these aspects evolved, sometimes “under the radar”, and turned up as surprises related to new customer demands or legislative changes affecting the business logic and models of their organisations. From their reflections on challenges they are confronting, interviewees raised a number of issues related to SD, and especially to the multifaceted nature of how future operations should be able to consider several target functions at once, i.e. not only the dimensions of efficiency and cost.

4.2 Logistics management assumptions

The logistics managers were asked to reflect on basic assumptions and how these mirrored their perception of their work situation. In the following sections, examples and insights from four combinations of assumptions presented in Figure 1 are described.

4.2.1 Simplicity – complexity

Most of the interviewees (i1–3; 6–9; 11–12) expressed their work situation as being mainly perceived as complex, two explained it as both simple and complex (i4 and 10), and one regarded it as mostly simple (i5). i8 expressed that they all the time strive for more simplicity in their activities but operate in a reality characterised by high degrees of complexity. The simplicity was expressed in the activities which had been routinised, such as receiving customer orders, picking ordered products at a storage facility, and delivery. Complexity was described in relation to human and social factors and to the interplay between details and holistic views. One interviewee expressed the challenge of “in relatively detailed questions where interests are set against each other, being able to gain enough understanding of the whole to make right decisions”. A dimension related to time was also incorporated in the interviewees’ reasoning and related to the interplay between the effects of small changes in activities on the whole supply chain. This time dimension related to both time-delays of wanted (or unwanted) effects), and the time needed to understand and interpret emergent patterns created by people involved.

4.2.2 Objective rationality – subjective rationality

Concerning the type of rationality in daily logistics practice, the managers describe several situations and examples of this being mainly subjective, from individual, functional and company perspectives. One interviewee expressed the fact that “we talk a lot about processes, but people think in functions – mine, mine. Hence, to tear down barriers is difficult, very difficult”. Another made a similar statement: “we talk about processes and value chains but since our measurement systems are targeting different aspects, we act as separate functions that optimise each own parts”. The use of more and more advanced enterprise resource systems with a growing number of automatic functions was raised as a way to gain more objective views of operations, as more people had access and could make use of all information. At the same time, the highly interconnected systems made it challenging for operators and decision makers to interpret changes being real or “system” failures and make correct decisions. As one expressed it, “IT and logistics are closely related, however, how do we get human beings involved?”

4.2.3 Control – self-organisation

One logistics manager expressed that ”I can certainly try to plan everything, make superior plans and create a world class system, but then when I turn around, having my plan ready, the customers have changed”. Another explained: “we have more or less control over the minor parts, but the big picture […] how can you treat all the variables and get co-workers and partners to understand it”. Two of the interviewees (i1 and 4) assumed it possible to control most of their logistics activities, while i5–6, 10–11 took the standpoint that what happened was a mixture between deliberate management efforts and self-organisation processes which emerged from local practices, misunderstanding, etc. Five interviewees (i2–3; 7–9) emphasise the role of self-organisation to be more influential on what really happened within their supply chains than what they perceived they were able to control.

4.2.4 Independence – interdependence

While the interviewees consider it quite easy to identify several processes and activities that could be improved in their logistics processes, they declare it to be far more difficult to understand how activities and processes affect each other and to know which efforts produce and/or the lower number of unwanted side effects. The majority of the interviewees (i1–3; 5–7; 11–12) perceive high interdependence among processes, activities, functions in their work while three (i4; 9–10) perceive some aspects to be fairly independent and other aspects interdependent. Only one interviewee (i8) perceives logistics operations and related functions and activities as mainly independent.

To sum up, the reality confronting managers could be related to both functionalistic-based and complexity-based assumptions and be highly contextually dependent. It was clear from the interviews that, depending on the scope of the supply chain, logistics could be reduced to observable operations within specific settings where the use of routines provided predictability. At the same time, in more holistic settings, the interplay between minor activities and changes in interplay with other processes or organisations, for example, more complex assumptions became apparent.

4.3 Management bias of functionalistic assumptions

An interesting finding from the interviews was interviewees’ similar views on what constitutes good logistics management. In the section of the interviews when the managers described their work situation (i.e. in a pie chart outlining their main activities during a work period), firefighting was a common activity which constituted 20–40 per cent of their perceived work duties. When managers were asked to outline their desired work situation in another pie chart, the firefighting part was heavily reduced and work time focussing on strategic and/or tactical planning increased instead. With more time for strategic/tactical planning, a better feeling of control was emphasised in interviewees’ explanations. The emphasis on planning, and thereby prediction, and control implies a formative and/or rationalist teleology ( Stacey et al. , 2000 ). As a result, it implies that the logistics manager has a position outside the system being controlled, which puts them in the position of an observer. The manager or the management team has the freedom of choosing future goals for the logistics system, and the opportunity to design its structure and how and when flows are determined to take place. One logistics manager expressed the situation after a redesign of their supply chain in the following way: “I imagined a more simple supply chain than it became. The new factories have increased the complexity. The structure has not become simpler and the information has become more difficult to handle”. Consequently, there seems to be a management bias related to interviewees’ ambitious belief in being the designer of the logistics operations and in control of its activities, while finding themselves in complex settings with interdependence and self-organising processes generating unanticipated short-term and long-term changes, out of their control. This is in line with the observations Stacey et al. (2000 , p. 18) made that managers in their day-to-day operations were “the ones in charge but repeatedly finding that they were not in control”. The anticipation of being in control and able to plan (living in line with functionalistic-based assumptions), while most often being in complex settings and in their practices doing “firefighting” activities (confronted by complexity-based assumptions), causes tensions, not at least for logistics managers who are “supposed” to be in charge. This finding is in line with Choi et al. (2001) , who declare that firms’ efforts to manage logistics systems and processes have often resulted in frustration and anxiety.

Consequently, the reality which confronted logistics managers was found to be both “simple” and observable (e.g. the set-up of new production facilities, new partners in sourcing), and complex and interpretive (e.g. the actual use and sense making of data and information). A key aspect related to managers’ pluralistic view of reality is the inclusion of human and social aspects, which is also put forward in complexity thinking ( Nilsson and Christopher, 2018 ) as well as other socially related theories (e.g. participatory paradigm ( Towers and Chen, 2008 )). As a result, in line with Boulding´s levels of complexity, it was found that different levels of complexity and associate assumptions need active reflection when logistics management issues are dealt with in order to provide relevant and useful understanding and knowledge.

5. Creating relevant and useful understanding and knowledge for logistics management

In the sustainability era, experts, consumers and citizens are calling for SD instead of the focus on economic development in previous eras of industrialism. Under these circumstances, it is apparent that knowledge is emergent. Existing knowledge suffers from a lack of research and experience in the complex and multifaceted dimensions of sustainability and the ongoing tranformative processes in today’s experimental economies and societies.

A starting point for most applied research, as well as for management in general, is often a sense of the “real world”, the messy reality that we subjectively and/or inter-subjectively relate to in our everyday practices ( Figure 2 ). Within this world, people, at least within the fields of logistics and SCM, recognise organisations which work together (i.e. inter-organisational phenomena), and flows of products which serve industries, shops and consumers/users. The dominant logic, influenced by the classical sciences and the functionalistic paradigm, has been to reduce the real-world phenomena into controllable and solvable parts within clearly defined system boundaries. This logic of reasoning, i.e. simplification by reductionism, follows Occam’s razor principle: “given two explanations of the data, all other things being equal, the simpler explanation is preferable” ( Blumer et al. , 1987 ), one of the fundamental tenets of modern science ( Domingos, 1999 ). In Figure 2 the process of reduction is illustrated related to the type and nature of knowledge ( x -axis), and the aggregation of assumptions ( y -axis).

Starting with reality and following the dominant logic of logistics research, the process of reduction leads to system descriptions (defined by the researchers and/or managers involved), in which hypotheses can be set and tested based on analytical procedures of collected data (the further separation of system elements). Cause–effect relationships are seen as particularly important for research. The knowledge generated is in its purest form stable, robust and deterministic, i.e. it can be used to explain and predict the relationship between the specific aspects defined for the system and can be generalised to other problems in other settings. Nair and Reed-Tsochas (2019 , p. 89) state that “Several data sets in the operations and supply chain arena are likely non-linear in nature. Yet, we use linear methods to interpret regular structure in the data sets, with an assumption that the intrinsic dynamics of the system are governed by the linear paradigm that small causes lead to small effects”. The attention from managers for simplifying deterministic models and explanations are strong since, as found in the interviews, their desire for control and predictability in their logistics operations could make their workdays less troublesome. This desire for “simplicity” is addressed in cognitive science, where it has been found that people do seem to favour explanations which are simpler, i.e. with/they have few independent assumptions or root causes ( Lombrozo, 2016 ). Blanchard et al. (2018 , p. 1356), from their studies of the principles of Occam’s razor, suggest that “people’s preference for simpler hypotheses may in part be a natural consequence of the fact that their judgments approximate Bayesian inference – although it is unlikely that all effects of explanatory considerations in reasoning can be explained in this way”. Necessary assumptions for this knowledge generation process to function are independence, objective rationality, determinism and order, i.e. levels 1–3 in Boulding’s hierarchy of complexity, and the lower right section of Figure 2 . The transfer of results back to the real world is often seen as troublesome ( Choi et al. , 2001 ).

The dominating logic based on Occam’s razor can be contrasted with Ashby’s (1956) law of requisite variety, that is, “control can be obtained only if the variety of the controller is as least as great as the variety of the situation to be controlled”. Something that in complexity thinking has been further described as the concept of incompressability. Richardson (2004 , p. 77) states that “the concept of incompressability suggsts [ sic .] that the best representation of a complex system is the system itself and that any representation other than the system itself will necessarily misrepresent certain aspects of the original system. This is a direct consequence of the nonlinearity inherent in complex systems”. The question therefore remains: to what degree can supply chain phenomena be reduced and still generate relevant, useful understanding and knowledge? Not least when new phenomena, knowledge and context are co-evolving.

In order for us to comprehend and handle higher levels of complexity, complexity theories (e.g. CAS and complexity thinking) brought into logistics management provide interesting approaches and models allowing us to understand, explain and improve the discipline. The number of papers using CAS theory for both understanding and knowledge generation of logistics and SCM has been growing, with Choi et al. (2001) providing one of the early influential papers for the discipline. Using a CAS approach, assumptions made in levels 4–6 are emphasised and often used to more accurately explain the empirical reality being captured in the research ( Thietart, 2016 ). Logistics phenomena are described in open-system settings where “observable” elements such as different actors (e.g. focal company, supplier, customer) in chains or networks are treated by their heterogenetic nature (illustrated in the middle of Figure 2 ). Knowledge is regarded as based on a mixture of context-dependent aspects of a transformative nature linked with the ability to find rules in the system which can be identified and proactively designed to change the results of an organisation ( Brown and Eisenhardt, 1997 ). The latter aspect is much influenced by biological observations and theories such as the flocking of birds based on a set of simple rules and the self-organising behaviour of ants. The increased realism from including heterogeneity, non-linearity and emergent patterns in models eases the transferability of results back to their original context. However, while an increased complexity is considered, a formative teleology is still present and the inter-subjective dimensions of interpretation and sense making marginalised.

As recognised from the interviews and apparent in the everyday life of most people, the human and social dimensions of various organisations are multifaceted and complex; levels 7–8 in the complexity hierarchy. The “necessary” reduction of reality for a study of logistics and supply chain phenomena where human and social aspects are still considered means that an aggregated set of assumptions appropriate to the context and situation studied should be kept (upper left part of Figure 2 ). On this level, lower-level assumptions are included and used for the appropriate parts of the phenomena studied, e.g. the routinised processes around picking goods, the time and distance between a storage facility and a retail outlet. However, due to the inter-subjective dimensions and the emergent outcomes from creative and adaptive processes where people are involved, these aspects cannot simply be reduced but need to be included in empirical investigations to ensure an understanding of the situation and context being targeted. Treating logistics as complex implies human involvement and consideration of paradoxes created in human interactions ( Nilsson and Christopher, 2018 ). It also means considering the concrete, actual work being done and the mental models created by the humans involved in this work. As Nilsson (2005 , p. 36) puts forward, “in such a situation there is no way the paradox can be resolved or eliminated by positivistic assumptions and claims, and therefore a different kind of logic is needed; a logic of a dialectic character”.

A dialectic logic of SD of supply chains, for example, calls for the need for several perspectives which can contribute to, and challenge each other in, the pursuit of improved situations. As Richardson et al. (2001 , p. 13) state, “a principal requirement of a complexity-based epistemology is the exploration of perspectives”. The prime goal is not to reach harmony or resolve these paradoxes since the generation of solutions only creates new paradoxical situations in new circumstances – it is all part of the transformational process of identities, values, etc., which humans and organisations are co-creators of. Instead, paradoxes are sources of important tensions which, due to self-organisation, can lead to new innovative configurations as well as destructive ones ( Ramirez, 2012 ). Nonetheless, while predictability and being fully objective and rational are seen as non-valid in any complex phenomenon involving people, a central assumption in complexity theory is that approaches and solutions can be developed which are more appropriate than others. For many situations, this calls for contextually derived approaches and methods, or at least contextually modified ones in which human behaviour is included and considered.

6. Concluding discussion

In this paper, the emphasis on perspectives and assumptions embedded in the complexity paradigm has been elaborated on aiming to contribute to more comprehensive and appropriate research in, and management of, logistics. It is proposed that complexity assumptions can be further included as an extended set of assumptions appropriate to increased realism in the advancement of the discipline. A key result, and input for further research, is that the recognition of logistics as complex means inclusion of human and social aspects (which is apparent in any logistics process or phenomenon) in the knowledge- creation processes of logistics. While interconnected technical artefacts, i.e. physical and information-related devices, can be regarded as both complicated and complex to a certain degree, another dimension is added when these artefacts are put into a social context. In reality, this means that the subjective and often inter-subjective perceptions and interpretations of decision makers working with the artefacts increase the complexity of logistics phenomena. Consequently, this paper manifests that logistics processes and phenomena, where humans and different levels of organisational structures are involved, are not simply a sequence of mechanical devices which can be assumed to work along reductionistic and deterministic beliefs. Instead, logistics processes consist of a complex network of interdependent, living, innovative, and creative individuals who react and adapt dynamically to their perceived environment, and try proactively to create what they themselves, or collectively with others, find to be beneficial for their own and/or their organisation’s interests. It is in the interaction between people that coherent patterns of meaning and identity are perpetually created. The iterative results of these processes are paradoxical situations where the interests of different groups of people (i.e. teams, departments, functions firms, supply chains, governmental bodies, etc.) are continually creating opportunities, at the same time as these processes restrain the developments of other processes. This is a perpetual process, and as Stacey (2003 , p. 326) states, there are no levels separating the interacting groups of people, “only paradoxical processes of individuals forming the social while at the same time being formed by it”.

To conclude, it is proposed that by actively reflecting and deliberately considering more complexity in models constructed and knowledge generated by logistics researchers and managers, our ontological views may change, and thereafter the way we communicate our reflections and thoughts: our epistemological considerations. In the process of understanding change in any phenomenon, the individuals involved choose different levels of observation and perspectives based on their presumptions. While their choices are based on a great number of factors, the consequences of assumptions, perspectives, levels of observation and details in description are central for the type of understanding, explanation and results to be produced.

The further discourse is encouraged for the exploration and exploitation of the epistemological considerations into a paradigmatic view where the functionalistic emphasis is still incorporated, but other assumptions such as emergence, non-linearity, heterogeneity and self-organisation are brought into a comprehended view of logistics. This, not least, when the landscape in which logistics and supply chain managers are engaged in involve emerging concepts and practices such as circular economy and new business logics based on resource and value sharing in both social and industrial contexts. In line with Carter et al. (2015) proposing more multi-level research, and Nair and Reed-Tsochas’ (2019) inclusion of CAS-based empirical techniques, this paper suggests further studies with the inclusion of an extended set of assumptions and understanding of knowledge, especially related to human and social levels of complexity.

Complexity theoretical assumptions as an extension of the functionalistic-based assumptions dominating the logistics discipline

The reduction of logistics phenomena into simplified representations based on level of complexity and the type of knowledge which can be used or generated

Boulding’s (1956 , pp. 202-205) levels of complexity and associated assumptions, and/in addition to knowledge dimensions

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Nair , A. , Yan , T. , Ro , Y. , Oke , A. , Chiles , T. and Lee , S. ( 2016 ), “ How environmental innovations emerge and proliferate in supply networks: a complex adaptive systems perspective ”, Journal of Supply Chain Management , Vol. 52 No. 2 , pp. 66 - 86 .

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Rajkumar , C. , Kavin , L. , Luo , X. and Stentoft , J. ( 2016 ), “ Doctoral dissertations in logistics and supply chain management: a review of Nordic contributions from 2009 to 2014 ”, Logistics Research , Vol. 9 No. 5 , pp. 1 - 18 .

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Further reading

Gripsrud , G. , Jahre , M. and Persson , G. ( 2006 ), “ Supply chain management – back to the future? ”, International Journal of Physical Distribution & Logistics Management , Vol. 36 No. 8 , pp. 643 - 659 .

Himanen , V. , Lee-Gosselin , M. and Perrels , A. ( 2004 ), “ Impacts of transport on sustainability: towards an integrated transatlantic evidence base ”, Transport Reviews , Vol. 24 No. 6 , pp. 691 - 705 .

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Nilsson , F. and Darley , V. ( 2006 ), “ On complex adaptive systems and agent-based modelling for improving decision-making in manufacturing and logistics settings – experiences from a packaging company ”, International Journal of Operations & Production Management , Vol. 26 No. 12 , pp. 1351 - 1373 .

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Dissertations / Theses on the topic 'Global Logistic Management'

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Diaz, Andres. "Heuristics in global combat logistic force operational planning." Monterey, California : Naval Postgraduate School, 2010. http://edocs.nps.edu/npspubs/scholarly/theses/2010/Mar/10Mar%5FDiaz%5FAndres.pdf.

Rapberger, Wolfgang. "Lean logistic in a global environment how distance impacts lean inbound systems." Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/988719436/04.

Akash, Umair. "Mapping the flow Of Apparel in a Wholesale Company." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17111.

AKASH, UMAIR. "Mapping the flow Of Apparel in a Wholesale Company." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17380.

Staudt, Francielly Hedler. "Global warehouse management." reponame:Repositório Institucional da UFSC, 2015. https://repositorio.ufsc.br/xmlui/handle/123456789/159435.

Korrmann, Franziska. "International Production and Global Logistics Operations : Management Issues in Global Logistics with Offshored Production Systems." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-71908.

Peck, Nathan (Nathan W. ). "Evolving a global armaments logistics strategy." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/49793.

Ozkaya, Evren. "Demand management in global supply chains." Diss., Atlanta, Ga. : Georgia Institute of Technology, 2008. http://hdl.handle.net/1853/26617.

Lee, Sang-Yoon. "Integrated logistics and supply chain management, global sourcing and sustainable competitive advantage." Thesis, Cardiff University, 2005. http://orca.cf.ac.uk/55161/.

Palmer, John M. (John Michael). "Level loading and cross docking in a global logistics network." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/34849.

Price, Gregory D. Jr. "Service based logistics optimization." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90794.

Park, B. Joon. "A framework for integrating product platform development with global supply chain configuration." Diss., Georgia Institute of Technology, 2001. http://hdl.handle.net/1853/30750.

Asree, Susita. "Challenges in the Global Supply Chain: Exploitation versus Exploration Strategy." Toledo, Ohio : University of Toledo, 2010. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=toledo1271874448.

Santoso, Tjendera. "A comprehensive model and efficient solution algorithm for the design of global supply chains under uncertainty." Diss., Georgia Institute of Technology, 2003. http://hdl.handle.net/1853/32769.

Ding, Shile. "Optimizing Verizon distribution center and logistics operations." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/118019.

Ford, Richard. "Value proposition in international freight : the contribution of the freight forwarder to the global logistics triad." Thesis, Cranfield University, 2001. http://hdl.handle.net/1826/4439.

Hughes, Nina(Nina Yuchen). "Reverse logistics supply chain process modeling and simulation." Thesis, Massachusetts Institute of Technology, 2019. https://hdl.handle.net/1721.1/122581.

Cryan, Dan David III. "Designing internal logistics processes for new manufacturing site." Thesis, Massachusetts Institute of Technology, 2019. https://hdl.handle.net/1721.1/122582.

Vidal, Carlos Julio. "A global supply chain model with transfer pricing and transporatition cost allocation." Diss., Georgia Institute of Technology, 1998. http://hdl.handle.net/1853/24134.

Miller, Adam J. (Adam James). "Carbon footprint measurement and analysis of a multi-modal logistics network." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90754.

Dearman, Shawn Kale. "Improving Performance in a Global Logistics Company: Operational Performance Before and After Process Improvement." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4712/.

Phillips, Hannah(Hannah Michelle). "A data-driven approach to continuous improvement in reverse logistics." Thesis, Massachusetts Institute of Technology, 2020. https://hdl.handle.net/1721.1/126915.

De, Naray Margo (Margo Taylor). "Fulfillment supply chain strategy evaluation : understanding cost drivers through comprehensive logistics modeling." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59155.

Siro, Jim A. "The viability of an African land-bridge rail system as part of the global supply chain." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/6430.

Hedler, Francielly. "Global warehouse management : a methodology to determine an integrated performance measurement." Thesis, Université Grenoble Alpes (ComUE), 2015. http://www.theses.fr/2015GREAI082/document.

Yum, Wilson C. "Evaluation of the cost impact of ocean freight for outbound logistics from a supply chain perspective." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/81025.

Kammas, Said. "Pratiques de développement durable chez les prestataires logistiques marocains : quel levier de performance globale ?" Thesis, Montpellier 3, 2015. http://www.theses.fr/2015MON30033/document.

Herold, David Martin. "Has Carbon Disclosure Become More Transparent in the Global Logistics Industry? An Investigation of Corporate Carbon Disclosure Strategies between 2010 and 2015." MDPI, 2018. http://dx.doi.org/10.3390/logistics2030013.

Falks, Marcia S. "Supply Chain Management Strategies in the Manufacturing Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5856.

Mestriner, Carlos Alberto. "Identificação e análise dos fatores críticos que interferem na relação entre o suprimento global e a produção enxuta." Universidade de São Paulo, 2010. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-06122010-105847/.

Stenberg, Marcus, and Jesper Larsson. "Optimizing the Supply Chain Performance at Ericsson AB : A Study of Lead Time Reduction and Service Level Improvement." Thesis, Linköpings universitet, Logistik- och kvalitetsutveckling, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-133357.

Chien-Sheng, Lin, and 林健生. "Global Logistic Management Model for Apparel Industry in Taiwan." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/twwp2t.

Chiu, YiJu, and 邱意茹. "The Discussion of Global Logistic Management Model in Taiwan PC." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/52297234257205690292.

Chen, Yung-Ching, and 陳詠晴. "Using Dispatching Rules to the Orders Distribution of Global Logistic Management." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/nvet36.

SHIH-HAO, PAN, and 潘士豪. "Global Information Logistic System Using The Critical Chain Project Management Concept." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/96222073924117049850.

Lin, Seelong, and 林錫龍. "The Location Determination Decision of Global Logistics Management for Reverse Logistic Traceability - A Case Study of One Company." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/v774dm.

Huang, Yu Li, and 黃育立. "Research on Global Logistic Management Model --A Case Study in Sanitary Ware Industry." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/74530198163007966490.

Cho, Hsueh-Yi, and 卓學毅. "Global Logistic Management System Supporting Overseas Final Product Manufacturing Based on Bulk Purchase 4PL Model." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/2v8uwr.

Huang, Yu-Tsung, and 黃郁琮. "Global Logistics Management Considering Money-flow." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/27623483562465601451.

Wang, Jen-Chieh, and 王仁杰. "Innovation management for global logistics service provider." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/fd52ba.

Chen, Wen-Jeng, and 陳文政. "ERP System Based Global Logistics Management System." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/71221942911917843271.

Yu, Yung-Piao, and 游永標. "The Study of Global Logistics Management Design." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/53706119451047406934.

鄭隆正. "A study on global logistics performance management." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/06477414182203036039.

Ching-Yu, Chen, and 陳青玉. "The Competitive Indices of Global Logistics Management System." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/39570970036419638786.

Lu, Bor-Ching, and 呂柏青. "The Information System Architecture of Global Logistics Management." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/73366515109973337619.

Yu-Lan, Tsao, and 抄毓蘭. "The Influence of Logistics Service Provider Selection on Enterprises’ Global Logistics Management." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/76646286419776179811.

Tzu-Chueh, Juan, and 阮慈雀. "Design a Global Logistics Management Platform For IC Design Industry." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/21340941202077853345.

陳宗欽. "ON GLOBAL LOGISTICS OPERATIONS RISK MANAGEMENT FOR THE ELECTRONICS INDUSTRY." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/11608750308687238236.

Lin, I.-chun, and 林怡君. "Astudy ont eh Production-Distribution Model of Global Logistics Management." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/92905362128529510630.

Shu-Chuan, Chang, and 張淑娟. "A Study of Global Logistics Management for TFT-LCD Industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/66365370003731703575.

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• Chair of Logistics and Supply Chain Management
• TUM School of Management
• Technische Universität München

Theses, Project Studies & IDPs

We welcome students to engage in state-of-the-art research projects.

For this, we supervise Bachelor and Master theses, Project Studies, and Interdisciplinary Projects (IDPs). Below you can find a list of offered topics. You can also suggest a topic of your own (areas can include but are not limited to: transportation logistics, inventory management, warehouse management, retail, supply chain management, procurement and sourcing, lot sizing or production systems).

Please consider the information below regarding the application process .

Note that since we have a high load of ongoing theses, among future applications we will favor students who have already conducted their project study at our chair.

Bachelor Theses

• A Literature Review on an Exploratory Topic  (advisor: tbd)
• Omnichannel Inventory Management for Perishable Goods: Strategies and Optimizations  (advisor:  Mahsa Nakhost )
• Analysis of Goals and Strategies in On-demand Food Delivery  (advisor: Nicolas Kuttruff )

Master Theses

Resilient and Sustainable Supply Chain Management

• Sustainable Supply Chains through Voluntary Certification and Regulatory Requirements  (advisor: Alexander Bloemer )
• Audit Collaboration to Incentivize Supply Chain Sustainability  (advisor: Alexander Bloemer )
• Geopolitics and Supply Chain Resilience   (advisor: Alexander Bloemer )
• Decomposition Methods for Service Network Design Problems under Disruption Risks  (advisor:  Kai Zhu )

Supply Chain Inventory Management

• Multi-Echelon Spare Parts Inventory Optimization  (advisor: Moritz Rettinger)

Digital Logistics and Transportation Optimization

• Enhancing Customer Selection in Decomposed Multi-Period Vehicle Routing Problems through Innovative Objective Function Formulations  (advisor: Nicolas Kuttruff )
• AGV Scheduling Optimization for Production Line Feeding  (advisor: Moritz Rettinger)

Data Science, Optimization and Reinforcement Learning in Logistics

• Data-driven Optimization in Transportation with Disruption Risks  (advisor:  Kai Zhu )

Project Studies

• AI enabled knowledge sharing within manufacturing supply-chains  (advisor: tbd)
• Solving Heterogeneous VRPs with Minimum Utilization Constraints in Cooperation with SAP  (advisor: Nicolas Kuttruff )
• The Role of Digital Tools in Enabling Industrial Symbiosis  (advisor:  Chunting Liu )

Interdisciplinary Projects (IDPs)

Application.

If you are interested in doing your Bachelor (Master)’s Thesis at our group, then please send an e-mail (in English) to [email protected]  with the following information:

• Current Transcript of records
• Topic of Interest & Preferred starting time
• Application form (only for Master thesis applications)

Do you like to suggest a topic of your own? Please also include:

• Description of the topic

If you do not find a particular topic to apply to, please contact us for a list of further topics with application documents, specifying the field of research you are interested in: Mobility, transportation logistics, inventory management, warehouse management, retail, supply chain management, procurement and sourcing, lot sizing or production systems.

Please note: Since we have a high load of ongoing theses, among future applications we will favor those students who have passed more courses at our chair.

How to prepare a scientific manuscript?

Seminar papers as well as bachelor/master's thesis and project studies vary in length and depth. However, they share same requirements and standards with regard to format and style. We therefore summarized good practice for you in our:

Guidelines and writing tips

MS Word template

Latex template  (You can also copy the Overleaf project from this link to your own project board)

How to submit your Thesis or Project Study?

Hard copy submission:

• Bind your thesis using adhesive binding (Klebebindung) . PLEASE refrain from spiral binding (Ringbindung).
• Print your name and title at the binding spine.
• Submit TWO hard copies of your Bachelor/Master thesis and Project Study to the responsible supervisor.
• Please also consider the information given in Guidelines and writing tips

Electronic submission:

• Collect all relevant data, model and the thesis as PDF in a ZIP folder and upload it to the Moodle module, your supervisor assigns you to.
• Signature to the page  Declaration of Authorship .
• Filled form  Permission to View My Final Thesis .
• The subject of the email should be  Thesis Submission Name/Matriculation Number: xxxxxx . You may choose the file names for the thesis and all the other documents.

Home > SML > SML_DISSERTATIONS

Shipping Management & Logistics Dissertations

• International Transport & Logistics Dissertations
• Port & Shipping Administration Dissertations
• Shipping & Port Management Dissertations
• Shipping Management Dissertations

Theses/Dissertations from 2023 2023

Impact of crude oil trade on Nigeria’s economy: a time series approach , Ihuoma Grace Chukwuma-ekwueme. ( Shipping Management & Logistics, Nigeria. )

Leveraging bargaining power in the international crude oil market: an analytical exploration of China's trade dynamics with leading oil-exporting nations , Adama Jatta and Farouq Umar Sani. ( Shipping Management & Logistics, Gambia,Nigeria. )

Pricing ocean freight services: a bargaining perspective , Pankaj Kumar and Juan Manuel Cerpa. ( Shipping Management & Logistics, India,USA. )

Evaluating the efficacy of shipping pools : an empirical analysis of tanker and dry bulk segments , Ashraf Mahmud. ( Shipping Management & Logistics,

Theses/Dissertations from 2022 2022

Implementing green port strategies in Saudi ports to achieve environmental sustainability , Saleh Mohammed Alzahrani. ( Shipping Management & Logistics, Saudi Arabia. )

Analysis of the impact of establishing public shipping company in Timor-Leste , Júlio Dos Santos. ( Shipping Management & Logistics, Timor-Leste. )

Impact of maritime trade on the Sierra Leonean economy , Raju Gidwani. ( Shipping Management & Logistics, Sierra Leone. )

Shipping asset pricing: a Rubinstein bargaining approach , Mohiul Mohammad Islam, Alina Balasanyan, and Mirfat Mbarak Mohamed. ( Shipping Management & Logistics, Bangladesh,Georgia,Kenya. )

The impact of the digital maturity level on port operations in Africa , Joyce Wanjiru Kaburu. ( Shipping Management & Logistics, Kenya. )

Business model innovation in marine engine maintanance , Dofilia Sinangui Kaloia. ( Shipping Management & Logistics, Angola. )

Measurement of digital maturity in liner shipping companies’ business models , Lukas Muthee Maganjo. ( Shipping Management & Logistics, Kenya. )

Relationship between hinterland connectivity with logistics performance: a case of Sarawak, Malaysia , Nur Haziqah Binti Japar. ( Shipping Management & Logistics, Malaysia. )

Nowcasting GDP of Singapore through-the-lens of maritime trade and services , Amrita Kumar Saha, Laxmi Hari Kamath, and Pfarlin Imperio Cortes. ( Shipping Management & Logistics, Bangladesh,India,Phillipines. )

Analysis of the relationship between international trade and economic growth of Jordan , Mohammed Ali Salem Shubeilat. ( Shipping Management & Logistics, Jordan. )

Digital readiness of container terminals for digital technology adoption: a case study of Vietnam , Anh Tuấn Vu. ( Shipping Management & Logistics, Vietnam. )

Theses/Dissertations from 2021 2021

Impact of international commodity trade on Australia’s economy , Leticia Asiimirwe. ( Shipping Management & Logistics, Uganda. )

Ship investment strategy: a case study of VLCC tankers , Epimachus Mulisa Burchard. ( Shipping Management & Logistics, Tanzania. )

Improving logistics performance index in Myanmar: lessons from Thailand , Khaing Zar Zar Htun. ( Shipping Management & Logistics, Myanmar. )

An assessment of factors causing port congestion in Nigeria: a case of Lagos-Apapa Port , Asabe Mimi Oruwari. ( Shipping Management & Logistics, Nigeria. )

A review of digital maturity models for shipping companies , Stephen Kgadi Rakoma. ( Shipping Management & Logistics, South Africa. )

Retaining competitive advantage in ship recycling under the new regulatory framework: a case study of Bangladesh , Wahidul Sheikh. ( Shipping Management & Logistics, Bangladesh. )

Factors affecting crude oil and VLCC market , Shwe Sin Htay and Fatoumatta K. Jatta. ( Shipping Management & Logistics, Myanmar,Gambia. )

The impact of international trade of commodities on the economic growth of South Africa , Ayanda Priscilla Sikobi. ( Shipping Management & Logistics, South Africa. )

Digitalization in ship management and operations: use of digital twin technology to monitor marine fouling , Walid Mohamed Ali Awadh Timimi. ( Shipping Management & Logistics, Kenya. )

Theses/Dissertations from 2020 2020

How to reduce the vessel turnaround time for tanker vessel : A comparative analysis of the King Fahad Industrial Port in Yanbu with Port of Ras Tanura , Mutlaq Nasser Alsubaie. ( Shipping Management & Logistics, Saudi Arabia. )

Evaluation on Ethiopian "FOB" (Free On Board) Directive : cost -benefit analysis on sea transport cost of Ethiopian containerized and dry bulk import goods , Eskedar Behailu Amare. ( Shipping Management & Logistics, Ethiopia. )

Factors influencing the dry bulk sales and purchase market : capesize vessels , Alexandros N. Atzas. ( Shipping Management & Logistics, Greece. )

Selection of dry port location in the hinterland of Chattogram Port : a fuzzy AHP-BWM-PROMETHEE approach , Mohammed Mojahid Hossain Chowdhury. ( Shipping Management & Logistics, Bangladesh. )

Relationship between port performance and economic development : a case study on the Freeport of Monrovia , Deanna Dolobah-Togba. ( Shipping Management & Logistics, Liberia. )

The smart port and its potential to lead development : a South African perspective , Sindiswa Cindy Dube. ( Shipping Management & Logistics, South Africa. )

Can capacity building influence port state control enforcement levels of the MARPOL 73/78 Convention?: a study on the Caribbean , Candice Latoya Gomez. ( Shipping Management & Logistics, Trinidad and Tobago. )

The application of renewable energy supply in a port container terminal : Bandar Abbas Port container terminal case study , Zhila Gordani. ( Shipping Management & Logistics, Iran. )

Strategic alliances in container shipping and their impacts on non-alliance carriers : a Liberian perspective , Cyrus Michael Johnson. ( Shipping Management & Logistics, Liberia. )

Investigation on demand for shipowning in South Africa : focus on dry-bulk cargo , Stanley Musawenkosi John Kubheka. ( Shipping Management & Logistics, South Africa. )

Modelling the investment decision in the dry bulk sector : the choice of a second hand vessel versus a newly built vessel , Rikki Quenessa Lambey. ( Shipping Management & Logistics, Belize. )

Mind the cap : case study of Sulpher 2020 cap for Vietnam tanker joint stock company , Tran Hai Au La. ( Shipping Management & Logistics, Vietnam. )

An impact of maritime trade on the Nigerian economy , Femi Emmanuel Ogunleye. ( Shipping Management & Logistics, Nigeria. )

Geographical distribution of dry bulk tramp ships: determining probability of employment , Marion Zenarosa Penales. ( Shipping Management & Logistics, Philippines. )

Consolidation in liner shipping: an analysis of market concentration in liner shipping in Ghana , Kwesi Saforo. ( Shipping Management & Logistics, Ghana. )

Theses/Dissertations from 2019 2019

Efficiency and competitiveness analysis of port of Izmir , Oğuz Alpcan. ( Shipping Management & Logistics, Turkey. )

Decarbonising the global supply chain: which fuel alternative should shipping companies turn to? : a feasibility study of the implementation of biofuels , Kareen Miharivola Andriantsiferana. ( Shipping Management & Logistics, Madagascar. )

Determining the factors affecting investment decision on tanker industry: a case study on Bangladesh Shipping Corporation , Shaikh Hasanul Banna. ( Shipping Management & Logistics, Bangladesh. )

Developing a shipping registration strategy for the Philippines: a business and policy framework , Althea Marie E. Calag and Carlo B. Cruz. ( Shipping Management & Logistics, Philippines. )

The impacts of online direct channel on pricing strategy and profits: a conceptual application to container shipping company , Li Chen and Anh Thi Mai Nguyen. ( Shipping Management & Logistics, China,Vietnam. )

Emissions control investment policy for the 2020 sulphur cap implemented by Port of Gothenburg as a model for the Port of Mombasa , Luis M. Colmenares and Wachira W. Margaret. ( Shipping Management & Logistics, Venezuela,Kenya. )

Analyzing, evaluating and improving the logistics performance index (LPI) of a country's economy: Case study : Nigeria, Ghana and Morocco , Tolulope Olubunmi Dare, Lois Nana Adjoa Aubyn, and Taoufik Boumgard. ( Shipping Management & Logistics, Nigeria,Ghana,Morocco. )

Socioeconomic impacts of illegal unreported and unregulated (IUU) fishing on Sierra Leone , Michael Tamba Fillie. ( Shipping Management & Logistics, Sierra Leone. )

Assessing the prospects and challenges of Bangladesh Shipping Corporation in the context of the China's 21st Century Maritime Silk Road initiative , Tarequl Islam. ( Shipping Management & Logistics, Bangladesh. )

Developing strategies to improve competitiveness of shipping companies : a case of state-owned Ethiopian shipping and logistics service enterprise , Darek Abebe Kebede. ( Shipping Management & Logistics, Ethiopia. )

A critical evaluation of potential outcomes of using modern artificial intelligence and big data analysis technology in maritime industry , Kamran Latifov. ( Shipping Management & Logistics, Azerbaijan. )

Assessment of factors causing port congestion: a case of the port Dar es Salaam , Fadhili Harubu Maneno. ( Shipping Management & Logistics, Tanzania. )

Development of Angola offshore bunkering market post 2020, towards a hub for the Sub-Saharan West Africa , Aguinaldo Antonio Pedro. ( Shipping Management & Logistics, Angola. )

Logistics performance and its impact to exports growth of Sri Lanka , Sebastian Shanika Roshini. ( Shipping Management & Logistics, Sri Lanka. )

The lead-lag relationship between vessel traffic and dry bulk freight market , Deni̇z Can Serter. ( Shipping Management & Logistics, Turkey. )

Awareness of cypersecurity threats in the Port of the Freetown, Sierra Leone , Malik Abdul Karim Sesay. ( Shipping Management & Logistics, Sierra Leone. )

IMO 2020 sulfur cap: green investment in shipping industry , Nishank Sharma. ( Shipping Management & Logistics, India. )

The economic impact of low sulphur compliance on future fuel cost and container freight rates: a case study of Shanghai-Lagos , Usman Shuaibu. ( Shipping Management & Logistics, Nigeria. )

Port selection criteria from logistics service providers' perspective: a case study of West Africa , Blessing Abimbola Simeon. ( Shipping Management & Logistics, Nigeria. )

Analysis of the role of the shipping agent in the logistics chain and operations of crude oil tankers, during their port call to the oil terminal of Balao, Ecuador: case of study : EP FLOPEC , Juan Sebastian Vasquez Alvarez. ( Shipping Management & Logistics, Ecuador. )

Comparative analysis of SOx emission control technologies for container ships , Tongxu Zhang. ( Shipping Management & Logistics, China. )

Theses/Dissertations from 2018 2018

Performance evaluation and solutions for port congestion focused on the container terminal: a case study of Khalifa bin Salman Port (KBSP) Kingdom of Bahrain , Mohamed Ebrahim A.S. Alhameedi, Abud Jamal Said, and Tri Wahyunita Mudjiono. ( Shipping Management & Logistics, Bahrain, Kenya, Indonesia. )

Thailand VTS: an analysis of its capabilities to enhance the safety and efficiency of navigation , Theeratch Amphanthongpaphakul. ( Shipping Management & Logistics, Thailand. )

Assessing the impact of national single window on the competitiveness of Ghana's maritme sector , Rhodalyn Djanitey. ( Shipping Management & Logistics, Ghana. )

The impact of autonomous ships on the containerised shipping interface of global supply chains- and networks: a literature examination of selected stakeholder perspectives , Dirk Johannes Janse Van Rensburg. ( Shipping Management & Logistics, South Africa. )

A case study: feasibility analysis of container feeder vessel as a short sea shipping services in the Caspian Sea , Agshin Mukhtarov. ( Shipping Management & Logistics, Azerbaijan. )

Maritime cargo claims in Vietnam: practical issues and the design of a virtual consultancy expert system based on artificial intelligience to assist non-lawyer users , Thi Mai Phuong Pham and Thi Minh Hang Hoang. ( Shipping Management & Logistics, Vietnam. )

Global logistics trend spillover through container and RoRo shipping in North Europe short sea shipping , Jee Young Yoo. ( Shipping Management & Logistics, South Korea. )

Theses/Dissertations from 2017 2017

Assessment of the best dry port location in Jordan , Omar Soud Aleteiwi. ( Shipping Management & Logistics, Jordan. )

A study on the practical use of operations research and vessels big data in benefit of efficient ports utilization in Panama , Gabriel Fuentes Lezcano. ( Shipping Management & Logistics, Panama. )

Prevention and combat of a spillage after Ghana's oil and gas discovery: is Ghana ready to face an environmental threat? , John Baker Amissah Glover. ( Shipping Management & Logistics, Ghana. )

The potential of Vizhinjam Port as a regional hub: a network analysis : a feasibility analysis from a network perspective , Pratichi Rajan Mallick. ( Shipping Management & Logistics, India. )

Understanding the motives for digital transformation in the container shipping sector , Ntsako Nkuna. ( Shipping Management & Logistics, South Africa. )

Impacts of anti-corruption interventions: measures in the shipping industry , Mirana Rabarijaona. ( Shipping Management & Logistics, Madagascar. )

A critical evaluation of how free trade zones and maritime activities impact on port development: a case study of the port of Kingston , Nicolas Kareem Spence. ( Shipping Management & Logistics, Jamaica. )

Theses/Dissertations from 2016 2016

Private ownership of shipping lines in Ghana: the challenges and the way forward , Priscilla Akua Afful. ( Shipping Management & Logistics, Ghana. )

The impact of hinterland transport on port operational performance: a Jordanian case , Anas Saleh Mohammad Alamoush. ( Shipping Management & Logistics, Jordan. )

Assessing the effectiveness of state-owned shippers’ councils: the case of the Ghana Shippers’ Authority , Helena Claudia Amanfu. ( Shipping Management & Logistics, Ghana. )

Dynamic interrelationships in returns and volatilities among shipping freight markets , Avinash Kumar. ( Shipping Management & Logistics, India. )

South African owned shipping and potential benefit for South Africa: A ship owners’ perspective , Tebogo Gift Mabiletsa. ( Shipping Management & Logistics, South Africa. )

The status quo of Vietnam’s logistics, the opportunities and challenges to become the regional transshipment hubs , Duong Anh Minh. ( Shipping Management & Logistics, Vietnam. )

The impact of governance structure on the port performance: a case of Durban Port , Tshepiso Mokone. ( Shipping Management & Logistics, South Africa. )

The effects of the implementation of the Kenya National Electronic Single Window System on trade facilitation / , Mwanaulu Issa Mwajita. ( Shipping Management & Logistics, Kenya. )

Port investment risk: Qualitative review of South African port investment valuation framework , Malibongwe Theophilus Ndlozi. ( Shipping Management & Logistics, South Africa. )

Potentiality of a shipbuilding industry in South Africa: Regulation or no regulation , Khethukuphila Sabelo Ngubane. ( Shipping Management & Logistics, South Africa. )

Compliant strategy for shipowners towards sustainable maritime transport: a decision framework for air emission reduction measures , Aditya Srivastava. ( Shipping Management & Logistics, India. )

Theses/Dissertations from 2015 2015

Strategies for improving the competitiveness of the Korean shipbuilding industry : Case study of Hyundai Heavy Industries , Lee Hyun. ( Shipping Management & Logistics, South Korea. )

Relationship between maritime logistics performance and international trade competitiveness : A case study of Nigeria in Central West African cluster of countries , Victor Isioma Onyemejor. ( Shipping Management & Logistics, Nigeria. )

Managing optimum workload through terminal appointment system (TAS) : Case of Jakarta International Container Terminal , Usman Saroni. ( Shipping Management & Logistics, Indonesia. )

Theses/Dissertations from 2014 2014

Unlocking the landlocked : appraising the economic viability of dry ports for Zimbabwe , Blessing Charuka. ( Shipping Management & Logistics, Zimbabwe. )

The carriage of automobiles in containers : an alternative method to address the excess capacity in the liner trade , Antonio R. Dael. ( Shipping Management & Logistics, Philippines. )

Towards efficient port pricing : a specific look into South African tariff methodology , Nokuzola Ethel Mchizwa. ( Shipping Management & Logistics, South Africa. )

Reverse logistics as value added service for Jamaica’s transhipment , Kahuina Hassan Miller. ( Shipping Management & Logistics, Jamaica. )

Hedging effectiveness of constant and time varying hedge ratio for maritime commodities , Satya Ranjan Sahoo. ( Shipping Management & Logistics, India. )

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Human composting and timber marketplaces: talking “industrial” VC with investor Dayna Grayson

While the venture world is abuzz over generative AI, Dayna Grayson, a longtime venture capitalist who five years ago co-founded her own firm, Construct Capital , has been focused on comparatively boring software that can transform industrial sectors. Her mission doesn’t exclude AI, but it also doesn’t depend on it.

Construct recently led a seed-stage round, for example, for TimberEye , a startup developing vertical workflow software and a data layer that it says can more accurately count and measure logs and, if all goes as planned, help the startup achieve its goal of becoming the marketplace for buying timber. How big could that market be, you might be wondering? According to one estimate, the global forest products industry hit $647 billion in 2021.

Another Construct deal that sounds less sexy than, say, large language models, is Earth , a startup that’s centered around human composting, turning bodies into “nutrient-rich” soil over a 45-day period. Yes, ick. But also: it’s a smart market to chase. Cremation today accounts for 60% of the market and could account for upwards of 80% of the market in another 10 years. Meanwhile, the cremation process has been likened to the equivalent of a 500-mile car trip ; as people focus more and more on “greener” solutions across the board, Earth thinks it can attract a growing number of those customers.

Dodging some of the AI hype doesn’t completely inoculate Grayson and her co-founder at Construct, Rachel Holt, from many of the same challenges facing their peers, as Grayson told me recently during a Zoom call from Contruct’s headquarters in Washington, D.C. Among their challenges is timing. The pair launched their first three funds amid one of the venture industry’s frothiest markets. Like every other venture firm on the planet, some of their portfolio companies are also wrestling right now with indigestion after raising too much capital. All that said, they’re barreling toward the future and – seemingly successfully – dragging some staid industrial businesses along with them. Excerpts of our recent chat, edited for length, follow.

You were investing during the pandemic, when companies were raising rounds in very fast succession. How did those rapid-fire rounds impact your portfolio companies?

The quick news is they didn’t impact too many of our portfolio companies by virtue of the fact that we really deployed the first fund into seed companies – fresh companies that were starting in 2021. Most were getting out of the gate. But [generally] it was exhausting and I don’t think those rounds were a good idea.

One of your portfolio companies is Veho , a package delivery company that raised a monster Series A round, then an enormous Series B just two months later in early 2022. This year, it laid off 20% of its staff and there have been reports of turnover .

I actually think Veho is a great example of a company that has managed very well through the economic turbulence over the last year or two. Yes, you could say they had some whipsaws in the financial markets by attracting so much attention and growing so quickly, but they have more than doubled in revenue over the past year or so, and I can’t say enough good things about the management team and how stable the company is. They have been and will remain one of our top brand companies in the portfolio.

These things never move in a straight line, of course. What’s your view on how involved or not a venture firm should be in the companies that it invests in? That seems somewhat controversial these days.

With venture capital, we’re not private equity investors, we are not control investors. Sometimes we’re not on the board. But we are in the business of providing value to our companies and being great partners. That means contributing our industry expertise and contributing our networks. But I put us in the category of advisors, we’re not control investors, nor do we plan to be control investors. So it’s really on us to provide the value that our founders need.

I think there was a time, especially in the pandemic, where VCs advertised that ‘we won’t be overly involved in your company – we’ll be hands off and we’ll let you run your business.’ We’ve actually seen founders eschew that notion and say, ‘We want support.’ They want someone in their corner, helping them and aligning those incentives properly.

VCs were promising the moon during the pandemic, the market was so frothy. Now it very much seems the power has swung back to VCs and away from founders. What are you seeing, day to day?

One of the things that hasn’t gone away from the pandemic days of rushing to invest is SAFE notes [‘simple agreement for future equity’ contracts]. I thought when we came back to a more measured investing pace that people would want to go back to investing in equity rounds only – capitalized rounds versus notes.

Both founders and investors, ourselves included, are open to SAFE notes. What I have noticed is that those notes have gotten ‘fancier,’ including sometimes side letters [which provide certain rights, privileges, and obligations outside of the standard investment document’s terms], so you really have to ask all the details to ensure the cap table isn’t getting overly complicated before [the startup] has [gotten going].

It’s very tempting, because SAFEs can be closed so quickly, to add on and add on. But take boards, for example; you can have a side letter [with a venture investor] that [states that], ‘Even though this isn’t a capitalized round, we want to be on the board,’ That’s not really what SAFE notes are designed for, so we tell founders, ‘If you’re going to go into all of that company formation stuff, just go ahead and capitalize the round.’

Construct is focused on “transforming foundational industries that power half the country’s GDP, logistics, manufacturing, mobility, and critical infrastructure.” In some ways, it feels like Andreessen Horowitz has since appropriated this same concept and re-branded it as “ American Dynamism .” Do you agree or are these different themes?

It’s a little bit different. There are certainly ways that we align with their investment thesis. We believe that these foundational industries of the economy – some call them industrial spaces, some call them energy spaces that can incorporate transportation, mobility, supply chain and decentralizing manufacturing – need to become tech industries. We think that if we’re successful, we’ll have a number of companies that are maybe manufacturing software companies, maybe actually manufacturing companies, but they will be valued as tech companies are valued today, with the same revenue multiples and the same EBITDA margins over time. That’s the vision that we’re investing behind.

We’re starting to see some older industries getting rolled up. A former Nextdoor exec recently raised money for an HVAC roll-up , for example. Do these types of deals interest you?

There are a number of industries where there are existing players out there and it’s very fragmented, so why not put them all together [in order to see] economies of scale through technology? I think that’s smart, but we’re not investing in older world technology or businesses and then making them modern. We’re more in the camp of introducing de novo technology to these markets. One example is Monaire that we recently invested in. They are in the HVAC space but delivering a new service for monitoring and measuring the health of your HVAC through their low tech sensors and monitoring and measuring service. One of the founders had worked previously in HVAC and the other worked previously at [the home security company] SimpliSafe. We want to back people who understand these spaces — understand the complexities and the history there —  and also understand how to sell into them from a software and technology perspective.