Accurate spare parts demand planning and effective distribution planning is essential for providers of after-sales services in the machine and plant engineering industry to ensure high spare parts availability for maintenance and failure orders (callouts) at a reasonable cost. Low spare parts availability is primarily the result of high uncertainty in spare parts demand, leading to misallocation of parts within after-sales service networks. The lack of spare parts availability causes equipment downtime, resulting in customer dissatisfaction and possible penalty costs for after-sales service providers, if response times are contractually fixed. This paper proposes an approach and planning methods for integrating real-time status information about equipment utilization and service conditions to determine optimal spare parts stocking strategies. For this purpose, spare parts stocking strategies and ordering policies for application in after-sales service networks are analyzed. Furthermore, a binary linear optimization model is developed for the assignment of stocking strategies to spare parts based on real-time demand information of the equipment to be serviced. This method uses data provided by an internationally operating elevator company

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We propose a mixed integer program (MIP) based product distribution planning model for optimizing the transportation and distribution cost of a supply chain. The model takes into account production/procurement centers (PCs) and plans product delivery to customers either directly from the PCs, or through distribution centers (DCs) considering the available distribution modes. To cover the customer requirements at diverse geographic regions, the model selects optimum regions for DCs, and determines the capacities and the number of DCs to be used in each region to achieve optimum cost. Within the possible distribution modes, the model explores options of using distribution contractors (e.g., the U.S. post office; FedEx, UPS, etc.). A numerical example illustrates the applicability of the model.

Capacity increase only at seaport facilities without improvements in seaports’ inland access is not enough for the entire container transport chain to function properly. With constantly growing container transports, efficiency of rail and flexibility of road are increasingly needed for inland access to/from the seaports, however not always sufficient. Therefore the purpose of this study is to compare movement of empty containers by barge and long and heavy vehicles (LHV) to the reference situation done by regular trucks, on the case of port of Gothenburg and one of its nearby depots; with regard to economy, environment, flexibility and time efficiency. Currently the transportation of containers between the container terminal in the port of Gothenburg and the container depot located 6,5 km at Risholmen is carried out by trucks of a maximum capacity of three TEUs. The data for the study were collected through interviews, observation and literature review. The literature in general claims that barge is a very cost efficient and low polluting mode of transportation but in which circumstances? The findings of the study are focusing on how the studied modes are performing with respect to suggested criteria and show LHV to be the most suitable mode of transport for given route. Not only that the proper choice of the mode has an economic effect, but it also has an environmental impact due to reduced fuel consumption resulting in lower emissions.

The literature indicates that green supply chain is not only dedicated for organic products. Rather, the authors take a focus on the analysis of processes, organizational and law issues and the implementation of innovations that include, among others, the green aspects (manufacturing, production, transportation). Connection of green supply chain with organic products seems to be very important, among other reasons, because the development of the market for these products is dynamic. The interest of these products is growing worldwide. Production of organic products is legally regulated. The final result of this work will identify the basis for building a model of green supply chain for organic products (with emphasis on agricultural products), the identification of the factors forming the basis for the construction, relationships between stakeholders and indicate which of the factors determine the greening supply chain and whether they are necessary or sufficient factors for the role of ecological products of the market.

Biodiesel is considered as the most prominent alternative to replacing or complement petroleum-diesel in the future. It is slowly gaining its importance in our daily life. Nevertheless, there are several problems emerged in the biodiesel supply chain, e.g. biodegradability, quality control, disturbance in the distribution of biodiesel, interrupted feedstock, supply and lack of governance. A new approach of biodiesel supply chain management has been developed based on mobile-application to overcome such problems. Determining the fact that biodiesel is degradable over time, the system also possessed by feature to maintain the biodiesel quality during transport, besides bringing-out simple and user-friendly supply-trading application on hand to hand. A wide range of biodiesel supply chain monitoring, distribution tracking and quality checking are demonstrated during the process of ordering, stocking, buying and sending biodiesel. The mobile-application has been tested for performance analysis on processor, battery and data usage. All menus, performance test and survey show good responses although at the security aspect is found the necessity of extra-development. Further analysis indicates that such system also fit for feedstock plantation, cultivation, harvesting and procurement. Overall, this method is worthy suggested to be implemented on the accreditation board of biodiesel that manages the entire supply, orders, trades and quality of biodiesel from upstream to the downstream.

The goal of this contribution is to present a Purchasing and Supply Management Maturity Framework based on the findings of a comprehensive literature and empirical research and a comparative analysis of maturity models published between 1983 and 2014 as well as (management) frameworks published between 1998 and 2014 in Purchasing and Supply Management (PSM). In total 20 maturity models published from authors with an academic or scientific background, 18 maturity models offered from consulting firms and 19 management frameworks of purchasing management were examined. In this research the following eight modules that contribute to a mature and professional PSM were detected: (1) strategy & plans, (2) controlling & performance management, (3) organization & internal interfaces, (4) supplier management & external interfaces, (5) process excellence & information and communication technology (ICT), (6) talents & skills, (7) innovation & methods and (8) sustainability & ethics. Based on these findings, the concept of an original Purchasing Maturity Framework will be presented. Contrary to the large part of the published maturity models in PSM, this model is rather designed as a management model for (I) the assessment of the PSM maturity in a company and (II) the display of standard improvement paths that should lead to higher maturity than an assessment tool for evaluating the maturity at a certain point in time. Moreover, aspects of professional project and change management will be addressed that are necessary for an effective and efficient advancement of the PSM function in a company.