Project Logistics Research Articles

Laptops for Loan: The Experience of a Multi-Library Project

ABSTRACT This article reports on a unique multi-library project to loan laptop computers and portable printers to a selected group of students on a long-term basis. The project's background and logistics are presented, followed by a discussion of successes and challenges. Suggestions to enhance the effectiveness and success of similar projects are offered.

Design of Operations Management Internships Across Organizations—Learning OM by Doing OM

To teach operations management (OM), we had students work full time in companies, analyzing problems and developing solutions. Fifteen students worked in different companies but on related OM topics, and we created many opportunities for them to exchange knowledge, ideas, and experiences. We organized the project around supply chains in the electrical installation industry and in the pharmaceutical industry and involved manufacturers, wholesalers, and installers or pharmacists. It was important to keep the complexity of the analyses manageable, to stimulate information exchange between the companies, and to separate analysis from negotiation over the sharing of benefits. The Supply-Chain Logistics and Information Management (SLIM) project was valuable for students and for university staff, and it helped the companies to develop and implement improvements in their supply chains.

Gottlob Frege, One More Time

Frege's philosophical writings, including the “logistic project,” acquire a new insight by being confronted with Kant's criticism and Wittgenstein's logical and grammatical investigations. Between these two points a non-formalist history of logic is just taking shape, a history emphasizing the Greek and Kantian inheritance and its aftermath. It allows us to understand the radical change in rationality introduced by Gottlob Frege's syntax. This syntax put an end to Greek categorization and opened the way to the multiplicity of expressions producing their own intelligibility. This article is based on more technical analyses of Frege which Claude Imbert has previously offered in other writings (see references).

Gottlob Frege, One More Time

Frege's philosophical writings, including the “logistic project,” acquire a new insight by being confronted with Kant's criticism and Wittgenstein's logical and grammatical investigations. Between these two points a non-formalist history of logic is just taking shape, a history emphasizing the Greek and Kantian inheritance and its aftermath. It allows us to understand the radical change in rationality introduced by Gottlob Frege's syntax. This syntax put an end to Greek categorization and opened the way to the multiplicity of expressions producing their own intelligibility. This article is based on more technical analyses of Frege which Claude Imbert has previously offered in other writings (see references).

Safety of immunization injections in Africa: not simply a problem of logistics.

In 1995, the WHO Regional Office for Africa launched a logistics project to address the four main areas of immunization logistics: the cold chain, transport, vaccine supply and quality, and the safety of injections in the countries of the region. The impact of this logistic approach on immunization injection safety was evaluated through surveys of injection procedures and an analysis of the injection materials (e.g. sterilizable or disposable syringes) chosen by the Expanded Programme on Immunization (EPI) and those actually seen to be used. Re-use of injection materials without sterilization, accidental needle-stick injuries among health care workers, and injection-related abscesses in patients were common in countries in the WHO African Region. Few health centres used time-steam saturation-temperature (TST) indicators to check the quality of sterilization and, in many centres, the injection equipment was boiled instead of being steam sterilized. Facilities for the proper disposal of used materials were rarely present. Although the official EPI choice was to use sterilizable equipment, use of a combination of sterilizable and disposable equipment was observed in the field. Unsafe injection practices in these countries were generally due to a failure to integrate nursing practices and public awareness with injection safety issues, and an absence of the influence of EPI managers on health care service delivery. Holistic rather than logistic approaches should be adopted to achieve safe injections in immunization, in the broader context of promoting safe vaccines and safety of all injections.

Integrating Teaching with Field Research in The Wagon Rock Project

By involving volunteer undergraduate and graduate students in multidisciplinary group field research, the Wagon Rock Project (WRP) provided a valuable opportunity to teach a range of field skills while producing publishable research. The outcome of this cooperative research and teaching effort depended on defining a scientific goal attainable within an appropriate time frame, preparing participants to succeed, orchestrating field work, and ensuring project completion. Establishing the foundation for the WRP included: 1) assessing project feasibility; 2) researching previous work; 3) recruiting participants; 4) defining project methodology; 5) establishing a mapping base; 6) teaching pre-field seminars; and 7) coordinating project logistics. Effective teaching in the field required creating small, cohesive teams comprised of both advanced and novice participants and establishing an enjoyable working environment where the principal objective was publishable research, not grades. Graduate students had the opportunity to learn techniques and perspectives of other geoscience subdisciplines, to teach and mentor undergraduates, to refresh skills forgotten since their undergraduate field camp, and to handle the complex logistics of a large field research project. Undergraduate participants learned field techniques not commonly encountered in field camp, were exposed to the complexities of field research, and acquired field experience that would serve them well in future studies.

Project logistics: integrating the procurement and construction processes

The paper presents a stochastic model to plan the delivery of material to a building site, in view of ensuring the continuity of the construction process. The model assesses the amount of material that should be available at the site at a given time to guarantee the desired level of protection against changes in delivery dates and the rate of progress. The model may be used in early project planning, when detailed analysis based on network techniques is not yet available, and represents a basic tool for the aggregate management of the procurement, expediting and transport activities involving materials delivery to sites.

Virtual Learning Environment: Preparing for the Knowledge Age Work in the 21st Century

As we approach the Knowledge Age century, we experience a transformation in the way businesses operate, the way people work, and the way schools prepare their graduates. To respond to the current trends in the business environment–a move toward virtual structures, electronic commerce and virtual learning spaces–and to assist the MBA students in their understanding of these trends, we developed the Virtual Learning Environment (VLE) project. The project and the accompanying courseware enable faculty to assign geographically dispersed teams of students to work on the development of a business plan and a presentation for an innovative web-based company. The courseware provides appropriate resources to support task accomplishment, virtual team process, and project logistics. Based on our experience with over 200 students from nine universities on three continents, the project appears to be effective in enhancing students' knowledge of virtual teams, virtual learning spaces and electronic commerce.

A model of tiering in third-party logistics with a service parts distribution case study

In this article we have expanded Professor James Cooper's discussions of 'mega carriers' for one-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-party logistics. To be able to support the increasing demands of shippers, a third-party logistics provider must have a portfolio with many different services, either in-house or available from a supplier network. As a consequence, third-party logistics cannot be reduced to an alliance between a single shipper and a single provider. Both the shipper and the provider are also involved in other alliances and these often strongly interact with the shipper-provider relationship. Furthermore, this relationship varies across the different phases of third-party logistics projects: design, development, implementation, and operation. Therefore, in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layer model with users and four tiers of logistic service providers for the description and analysis of logistics and transport industry issues in general and third-party logistics in particular. This conceptual model is then illustrated and validated by a case study describing the implementation of an alliance which involved the redesign of a European distribution operation for service parts.

Trials and tribulations of implementing intranet technology: the Cassini Information Access System

The Cassini Information Access System (IAS) was built to provide Cassini Integration and Test engineers with ready access to current technical and logistical project information. World Wide Web (www) technology was used to provide a consistent user interface to pre-existing interactive systems as well as new repositories and interactive services developed specifically for Cassini. A Web "gateway" was developed for each pre-existing data service. Each service had its unique requirements including read-only and read-and-write access to SQL databases. Other requirements called for the development of many background processes to handle the access of data produced by proprietary databases and non-database data repositories. Through the use of the www, anonymous ftp, Novell services, and unique data conversion programs, we were able to put the system into limited operation by August 1995 and full operation by March 1996.

MARINE INDUSTRY GROUP (MIRG)

ABSTRACT Eleven companies involved in the marine transportation of petroleum in the Gulf of Mexico have established the Marine Industry Group (MIRG). MIRG is not an oil spill response organization, nor an oil spill cooperative. Rather, it is a group with the primary purpose of enhancing oil spill response capability in the Gulf of Mexico. Toward this end, MIRG has funded two oil spill contingency planning information projects which will:Identify the location of specific cleanup equipment and resources and provide information concerning the logistical requirements to deploy such equipmentProvide a survey which will identify and give information on the economically and ecologically sensitive areas in the Gulf of Mexico Both projects use available data and organize it into a format which can be useful for the broad area of interest where marine transporters operate. This paper describes the organization and objectives of MIRG, defines the area of interest, describes the resources and logistics and the environmental survey projects, and outlines other activities of the group. The resources and logistics project is discussed at length. The method of assembling the resource information, the verification process, and the updating methods are discussed. The use of this resource data is demonstrated for a hypothetical oil spill scenario.

THE COMMERCIAL DEVELOPMENT OF THE OCEANS

Naval Engineers JournalVolume 88, Issue 1 p. 21-26 THE COMMERCIAL DEVELOPMENT OF THE OCEANS REAR ADMIRAL NATHAN SONENSHEIN, REAR ADMIRAL NATHAN SONENSHEIN USN (RET.) The Author graduated from the U.S. Naval Academy in the Class of 1938. His work has included instruction in Naval Construction and Marine Engineering at Massachusetts Institute of Technology which lead to his MS degree in 1944 and in the Advanced Management Program at Harvard Graduate School in 1964. As an Engineering Duty Officer (ED) he has served in various Navy commands including Mare Island and New York Naval Shipyards; USS Philippine Sea (CVA-47) during the Korean conflict as Chief Engineer; and on the Staffs of both the Commander-in-Chief and the Commander, Service Force, U.S. Pacific Fleet as Fleet and Force Maintenance Officer. Within the Naval Ship Systems Command and its predecessor Bureau of Ships, his duties included those of Director, Facilities Division; Head, Hull Design Branch; Director, Ship Design Division; Assistant Chief for Design, Shipbuilding and Fleet Maintenance; and from 1969 to 1972 as Commander, Naval Ship Systems Command. Other assignments have included Project Manager for the Navy's Fast Deployment Logistic Ship Project from 1965 to 1967; Deputy Chief of Naval Material for Logistic Support from 1967 to 1969; and Chairman, Naval Material Command Shipbuilding Council which commenced upon completion of his tour as Commander, Naval Ships Systems Command in 1972. On 4 September 1973 he was appointed Director of the Defense Energy Task Group (DETG), and subsequently on 15 November 1973 as Director of Energy for the Department of Defense. Upon his retirement from the naval service in November 1974, he became Assistant to the President, Global Marine Development, Inc., based in Newport Beach, Calif. A former President of ASNE from 1970 to 1971, he is currently the Vice-President of the Society of Naval Architects and Marine Engineers. In addition, he is a member of the honorary engineering society Sigma Xi and listed among those named in “Who's Who in America.”Search for more papers by this author REAR ADMIRAL NATHAN SONENSHEIN, REAR ADMIRAL NATHAN SONENSHEIN USN (RET.) The Author graduated from the U.S. Naval Academy in the Class of 1938. His work has included instruction in Naval Construction and Marine Engineering at Massachusetts Institute of Technology which lead to his MS degree in 1944 and in the Advanced Management Program at Harvard Graduate School in 1964. As an Engineering Duty Officer (ED) he has served in various Navy commands including Mare Island and New York Naval Shipyards; USS Philippine Sea (CVA-47) during the Korean conflict as Chief Engineer; and on the Staffs of both the Commander-in-Chief and the Commander, Service Force, U.S. Pacific Fleet as Fleet and Force Maintenance Officer. Within the Naval Ship Systems Command and its predecessor Bureau of Ships, his duties included those of Director, Facilities Division; Head, Hull Design Branch; Director, Ship Design Division; Assistant Chief for Design, Shipbuilding and Fleet Maintenance; and from 1969 to 1972 as Commander, Naval Ship Systems Command. Other assignments have included Project Manager for the Navy's Fast Deployment Logistic Ship Project from 1965 to 1967; Deputy Chief of Naval Material for Logistic Support from 1967 to 1969; and Chairman, Naval Material Command Shipbuilding Council which commenced upon completion of his tour as Commander, Naval Ships Systems Command in 1972. On 4 September 1973 he was appointed Director of the Defense Energy Task Group (DETG), and subsequently on 15 November 1973 as Director of Energy for the Department of Defense. Upon his retirement from the naval service in November 1974, he became Assistant to the President, Global Marine Development, Inc., based in Newport Beach, Calif. A former President of ASNE from 1970 to 1971, he is currently the Vice-President of the Society of Naval Architects and Marine Engineers. In addition, he is a member of the honorary engineering society Sigma Xi and listed among those named in “Who's Who in America.”Search for more papers by this author First published: February 1976 https://doi.org/10.1111/j.1559-3584.1976.tb03793.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Volume88, Issue1February 1976Pages 21-26 RelatedInformation

U.S. SHIPBUILDING AND REPAIR‐FUTURE PROSPECTS

Naval Engineers JournalVolume 82, Issue 6 p. 13-24 U.S. SHIPBUILDING AND REPAIR-FUTURE PROSPECTS REAR ADMIRAL NATHAN SONENSHEIN USN, REAR ADMIRAL NATHAN SONENSHEIN USN THE AUTHOR is a 1938 graduate of the United States Naval Academy. His graduate work has included instruction in Naval Construction and Marine Engineering at M. I. T., leading to an M. S. degree in 1944, and later, the Advanced Management Program at the Harvard Graduate School of Business in 1964. As an Engineering Duty Officer, he has served in various Naval commands, which include: the Mare Island and New York Naval Shipyards; Chief Engineer of the USS PHILIPPINE SEA (CVA 41) during the Korean War; Fleet and Force Maintenance Officer on the staff of Commander in Chief; and Commander Service Force, U. S. Pacific Fleet. Within the Naval Ship Systems Command, formerly the Bureau of Ships, his duties have included: Director of the Ship Design Division; Head of the Hull Design Branch; Director of the Ship Design Division; and Assistant Chief of the Bureau of Ships for Design, Shipbuilding, and Fleet Maintenance. His subsequent positions were as Project Manager, Fast Deployment Logistic Ship Project from October 1965 to July 1967 and as Deputy Chief of Naval Material for Logistic Support from August 1967. He assumed his present command of Naval Ships Systems Command in July 1969, almost a year prior to taking the helm, as President of ASNE. He is also a member of Sigma Xi and SNAME.Search for more papers by this author REAR ADMIRAL NATHAN SONENSHEIN USN, REAR ADMIRAL NATHAN SONENSHEIN USN THE AUTHOR is a 1938 graduate of the United States Naval Academy. His graduate work has included instruction in Naval Construction and Marine Engineering at M. I. T., leading to an M. S. degree in 1944, and later, the Advanced Management Program at the Harvard Graduate School of Business in 1964. As an Engineering Duty Officer, he has served in various Naval commands, which include: the Mare Island and New York Naval Shipyards; Chief Engineer of the USS PHILIPPINE SEA (CVA 41) during the Korean War; Fleet and Force Maintenance Officer on the staff of Commander in Chief; and Commander Service Force, U. S. Pacific Fleet. Within the Naval Ship Systems Command, formerly the Bureau of Ships, his duties have included: Director of the Ship Design Division; Head of the Hull Design Branch; Director of the Ship Design Division; and Assistant Chief of the Bureau of Ships for Design, Shipbuilding, and Fleet Maintenance. His subsequent positions were as Project Manager, Fast Deployment Logistic Ship Project from October 1965 to July 1967 and as Deputy Chief of Naval Material for Logistic Support from August 1967. He assumed his present command of Naval Ships Systems Command in July 1969, almost a year prior to taking the helm, as President of ASNE. He is also a member of Sigma Xi and SNAME.Search for more papers by this author First published: December 1970 https://doi.org/10.1111/j.1559-3584.1970.tb04370.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume82, Issue6December 1970Pages 13-24 RelatedInformation

The fast deployment logistic ship project: Economic design and decision technique

This paper describes the way in which economic analyses, particularly life-cycle cost analyses and tradeoffs were structured for use as an integrated analysis and design technique at all levels of the Contract Definition of the Fast Deployment Logistic Ship. It describes system, subsystem and major component economic analysis and design methodology as well as economic analyses of special subjects such as the ship production facility design. Illustrations are provided of several major system parametric studies and of shipyard and manning/automation analyses.

WHAT'S NEW IN NAVY PETROLEUM

Naval Engineers JournalVolume 81, Issue 4 p. 43-49 WHAT'S NEW IN NAVY PETROLEUM REAR ADMIRAL NATHAN SONENSHEIN, REAR ADMIRAL NATHAN SONENSHEIN USN THE AUTHOR: is a graduate of the United States Naval Academy, Class of 1938 His graduate work has included instruction in Naval Construction and Marine Engineering at Massachusetts Institute of Technology, leading to a Master of Science Degree in 1944, and the Advanced Management Program at the Harvard Graduate School of Business in 1964. As an Engineering Duty Officer, he has served in various Naval commands including the Mare Island Naval Shipyard, the New York Naval Shipyard, as Chief Engineer of the USS PHILIPPINE SEA (CVA47) during the Korean War, and as Fleet and Force Maintenance Officer on the staffs of Commander in Chief, and Commander Service Force, U.S. Pacific Fleet. Within the Naval Ship Systems Command, formerly the Bureau of Ships, his duties have included Director of the Ship Design Division, Head of the Hull Design Branch, Director of the Ship Design Division and, Assistant Chief of the Bureau of Ships for Design, Shipbuilding and Fleet Maintenance. He is a member of Sigma Xi, ASNE and SNAME. From October 1965 to 31 July 1967 he served as Project Manager, Fast Deployment Logistic Ship Project. As of 1 August 1967, he has discharged the duties of Deputy Chief of Naval Material for Logistic Support.Search for more papers by this author REAR ADMIRAL NATHAN SONENSHEIN, REAR ADMIRAL NATHAN SONENSHEIN USN THE AUTHOR: is a graduate of the United States Naval Academy, Class of 1938 His graduate work has included instruction in Naval Construction and Marine Engineering at Massachusetts Institute of Technology, leading to a Master of Science Degree in 1944, and the Advanced Management Program at the Harvard Graduate School of Business in 1964. As an Engineering Duty Officer, he has served in various Naval commands including the Mare Island Naval Shipyard, the New York Naval Shipyard, as Chief Engineer of the USS PHILIPPINE SEA (CVA47) during the Korean War, and as Fleet and Force Maintenance Officer on the staffs of Commander in Chief, and Commander Service Force, U.S. Pacific Fleet. Within the Naval Ship Systems Command, formerly the Bureau of Ships, his duties have included Director of the Ship Design Division, Head of the Hull Design Branch, Director of the Ship Design Division and, Assistant Chief of the Bureau of Ships for Design, Shipbuilding and Fleet Maintenance. He is a member of Sigma Xi, ASNE and SNAME. From October 1965 to 31 July 1967 he served as Project Manager, Fast Deployment Logistic Ship Project. As of 1 August 1967, he has discharged the duties of Deputy Chief of Naval Material for Logistic Support.Search for more papers by this author First published: August 1969 https://doi.org/10.1111/j.1559-3584.1969.tb04630.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume81, Issue4August 1969Pages 43-49 RelatedInformation

Fast Deployment Logistic Ship: Source Selection Techniques and Problems

The procedures of Concept Formulation and Contract Definition were applied to ship acquisition for the first time by the Fast Deployment Logistic (FDL) Ship Project. Coincident with this application, the Source Selection process was refined, formalized, and adapted for use by FDL. This paper portrays the Source Selection planning and implementation as the acquisition process progressed through the phases of Concept Formulation and Contract Definition. The objectives, organization, and detailed procedures for the FDL Source Selection are covered. The author points out that a well-organized Source Selection Plan and a definitive Request for Proposals will result in a better contract for both the Government and the contractor.

The Fast Deployment Logistic Ship Project—A New Approach to Ship Procurement

The Fast Deployment Logistic Ship Project—A New Approach to Ship Procurement