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Submitted in fulfillment of the requirements of the degree of Master of Technology: Industrial Engineering, Durban University of Technology, Durban, South Africa, 2014. / The SADC region has seen both man-made and natural disasters killing over 90 thousand people and affecting millions in the past 33 years. Most of these deaths were as a result of lack of infrastructure and preparedness. Looking at the challenges for providing relief to victims/evacuees throughout the entire disaster and post-disaster periods in the region, the emphasis of this thesis is on last mile transportation of resources, victims, emergency supplies, aiming to optimize the effectiveness (quick­I response) and efficiency (low-cost) of logistics activities including humanitarian supply chain. A survey was used for data collection. Statistical analysis helped determine the impact of disaster relief chains and lead to the development of a mathematical model that shall equip the region with mechanisms for response and recovery operations. An EXCEL optimization tool was used to find the optimal way of transporting relief in the region in case of a disaster. / PDF Full-text unavailable. Please refer to hard copy for Full-text / M

Wong Chi Fat. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 107-115). / Abstracts in English and Chinese. / List of Tables --- p.ix / List of Figures --- p.x / Chapter 1. --- Introduction --- p.1 / Chapter 1.1 --- Motivation --- p.1 / Chapter 1.2 --- Literature Review --- p.3 / Chapter 1.2.1 --- Shortest Path Problem --- p.4 / Chapter 1.2.2 --- Vehicle Routing Problem with Time Windows --- p.6 / Chapter 1.3 --- Thesis Outline --- p.9 / Chapter 2. --- Time-varying Shortest Path with Constraints in a 2-level Network --- p.11 / Chapter 2.1 --- Introduction --- p.11 / Chapter 2.2 --- Problem Formulation of TCSP --- p.12 / Chapter 2.3 --- Arbitrary Waiting Time --- p.13 / Chapter 2.4 --- TCSP in a 2-level Network --- p.15 / Chapter 2.4.1 --- Problem Formulation of TCSP in a 2-level Network --- p.17 / Chapter 2.5 --- Algorithms Solving TCSP in a 2-level Network --- p.20 / Chapter 2.5.1 --- Exact Algorithm --- p.21 / Chapter 2.5.2 --- Heuristic Algorithm --- p.23 / Chapter 2.6 --- Concluding Remarks --- p.30 / Chapter 3. --- Vehicle Routing Problem with Time Windows and Stochastic Travel Times --- p.32 / Chapter 3.1 --- Introduction --- p.32 / Chapter 3.2 --- Problem Formulation --- p.34 / Chapter 3.3 --- General Branch-and-cut Algorithm --- p.42 / Chapter 3.4 --- Modified Branch-and-cut Algorithm --- p.44 / Chapter 3.4.1 --- Prefixing --- p.45 / Chapter 3.4.2 --- Directed Partial Path Inequalities --- p.47 / Chapter 3.4.3 --- Exponential Smoothing --- p.50 / Chapter 3.4.4 --- Fast Fathoming --- p.54 / Chapter 3.4.5 --- Modified Branch-and-cut algorithm --- p.56 / Chapter 3.5 --- Computational Analysis --- p.57 / Chapter 3.5.1 --- "Performance of Prefixing, Direct Partial Path Inequalities and Exponential Smoothing" --- p.57 / Chapter 3.5.2 --- Performance of Fast Fathoming --- p.63 / Chapter 3.5.3 --- Summary of Computational Analysis --- p.67 / Chapter 3.6 --- Concluding Remarks --- p.67 / Chapter 4. --- System Features and Implementation --- p.69 / Chapter 4.1 --- Introduction --- p.59 / Chapter 4.2 --- System Features --- p.70 / Chapter 4.2.1 --- Map-based Interface and Network Model --- p.70 / Chapter 4.2.2 --- Database Management and Query --- p.73 / Chapter 4.3 --- Decision Support Tools --- p.75 / Chapter 4.3.1 --- Route Finding --- p.75 / Chapter 4.3.2 --- Delivery Planning --- p.77 / Chapter 4.4 --- System Implementation --- p.80 / Chapter 4.5 --- Further Development --- p.82 / Chapter 5. --- Vehicle Routing Software Survey / Chapter 5.1 --- Introduction --- p.83 / Chapter 5.2 --- Essential Features in CVRS Nowadays --- p.84 / Chapter 5.2.1 --- Common Features --- p.34 / Chapter 5.2.2 --- Advanced Features --- p.90 / Chapter 5.3 --- Concluding Remarks --- p.94 / Chapter 6. --- Summary & Future Work --- p.97 / Appendix A --- p.101 / Appendix B --- p.104 / Bibliography --- p.107

Thesis (PhD)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The traditional ways in which manufacturers of crop protection products exercised control over distribution systems have diminished in their impact. Control was based on quality products, the power of the brand, an installed customer base and a broad portfolio of mostly patented products. Manufacturers of crop protection products need to review the manner in which these products are marketed, which distribution system management models are to be used, and the importance that is placed on distribution system management in the marketing mix. The primary aim of this study was defined as: "The development of appropriate distribution system management models for application in South Africa and Australia~. The secondary aim was defined as: "Establishing the key factors which determine the relationship between manufacturers and distributorsn . The dominant economic characteristics of the global crop protection industry are deemed to consist of a global market valued at US $28,090 mio, a mature market in a decline phase, the rapid consolidation of industry players, increased generic product manufacturer activity and an overall decline in manufacturer profitability. In South Africa crop protection product manufacturers use approximately 46 independent distributors to market products on farms through 600 affiliated commissioned sales agents. In Australia the distribution of crop protection products is much more concentrated. Distribution is essentially controlled by five national distributors and their coupled salaried representatives. Manufacturers therefore rely on third parties for the marketing of their products to farmers in both countries. The applicable problem statement has been formulated to select a distribution system management model that will: (i) optimally balance direct distribution related cost and subsequent levels of control over distributors; (ii) maximise the probability that a distributor will buy and actively promote the complete product portfolio of a for high levels of interpersonal relationship maintenance; and (vi) manufacturers have to instill the philosophy that distribution system management is part of a manufacturer's strategic business and marketing focus and not simply a task to be performed by a third party. / AFRIKAANSE OPSOMMING: Die tradisionele maniare waarop die vervaardigers van oesbeskermingsprodukte beheer kan uitoefen oor verspreidingsisteme is nie meer so suksesvol nie. Beheer was gebaseer op kwaliteil produkte, die mag van die handelsmerk:n gevestigde klientebasis en 'n wye produktereeks,bestaande uit gepatenteerde produkte, Vervaardigers van oesbeskermingsprodulcte moet die wyse waarop hierdie produkte bemark word, watter verspreidingsisteem bestuursmodelle gebruik word en die belangrikheid wat geplaas word op die bestuur van die verspreidingsisteme in die totala bemarkingspoging in heroorweging neern. Die primere doelstelling van hierdie studie is: "Die ontwikkeling van toepaslike verspreidingsisteem bestuursmodelle vir toe passing in Suid-Afrika en Australia. "Die sekondere doelstelling is: "Die vas stelling van die sleutelfaktore wat die verhouding tussen velVaardigers (verskaffers) en verspreiders bepaar. Die dominante ekonomiese kenmerke van die globale oesbeskermingsindustrie is 'n markwaarde in VSA $ 28,090 miljoen, 'n stagnante mark in 'n agteruitgang lase, die drastiese konsolidasie van die industrie spelers, 'n toename in die aktiwiteite van die generiese produkvervaardigers en 'n algemene daling in die winsgewindheid van die vervaardigers. In Suid-Afrika gebruik die vervaardigers van die oesbeskermingsprodukte ongeveer 46 onafhanklike verspreiders om die produkte op plaasvlak te bemark met behulp van 600 geaffilieerde kommissie agente. Die verspreiding van oesbeskermingsprodukte is baie meer gekonsentreerd in Australie. Verspreiding word in wese beheer deur vyf nasionale verspreiders en hulle spanne van verkoopsteenwoordigers wat 'n salaris verdien. In beide lande moet velVaardigers van oesbeskermingsprodukte staatmaak op onafhanklike instansies vir die bemarking van hul produkte op plaasvlak. Die probleemsteiling is dus die uitdaging om 'n verspreidingsisteem bestuursmodel t9 ontwikkel wat: (i) . n optima Ie balans sal gee tussen direkte verspreidingskoste en gekoppelde vlakke van beheer oor verspreiders; (ii) die waarskynlikheid dat . n verspreider die betrokke produkreeks van die vervaardiger sal aankoop en aktief sal promoveer; (iii) dit kan bereik in . n mark waar verspreiders talle bronne het van soortgelyke produkte teen kompeterende pryse. Gebaseer op die sekondere navorsing wat gedoen is wit dit blyk dat daar 'n algemene konsensus is dat daar n nei9in9 weg is van transaksie spesifieke besigheidsverhoudings na besigheidsverhoudings gebaseer op vennootskap gebaseerde benaderings in die interaksie tussen vervaardigers (verskaffers) en verspreiders. Hierdie tipe besigheidsverhouding word gekenmerk deur hoe vlakke van onderlinge vertroue, wedersydse verbintenis, konflik hanteringsmeganismes en goeie wedersydse kommunikasie. Primere navorsing is in Suid-Afrika (253 respondente) en Australia (180 respondente) gedoen. Implikasies vir die konstruksie van verspreidingsisteem bestuursmodelle wat voortvloei uit hierdie navorsing sluit in die belangrikheid dat on vervaardiger on wye en gesogte produkreeks het, die vereiste dat produkte beproefde effektiwiteit het, produkte kompeterend geprys is, die vereiste vir hoe vlakke van verskaffer opvolgdiens en die vereiste vir goeie interpersoonlike verhouding tussen werknemers van beide die vervaardigers en die verspreiders. Hierdie elemente moet ondermeer gerugsteun word deur goeie kommunikasiesisteme. Die "idea Ie" verspreidingsisteem bestuursmodelle is vervolgens voorgestel vir beide Suid-Afrika en Australie, gebaseer op die bevindinge van ondermeer die sekondere- en primere navorsing. Hierdie mode lie het ten doel om toepaslike strukture en besigheidsbenaderings vir vervaardigers daar te stel om hulle behulpsaam te wees om die geidentifiseerde behoeftes van die verspreiders aan te spreek.

A Study Project presented to the Graduate School of Business of the University of Stellenbosch In partial fulfilment of the requirements for the degree of Master of Business Administration / Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The study project investigates various approaches to the distribution of beer within a changing South African environment. The Eastern Cape Liquor Act (Act 10 of 2003) became operational on the 14th September 2004. Section 71 (6) to (10) provides for the temporary registration of shebeens for a period of 12 months. The aim of this legislation is to normalise the liquor retail industry. Instead of having sUbsistence illegal shebeens operating, the governments thrust is to assist shebeens converting to formal legitimised taverner businesses. Over 14000 temporary licenses were granted in the Eastern Cape area. The aim of these temporary licenses was to give shebeens 12 months in which to apply for a permanent license without harassment from the authorities. This now gave liquor suppliers like South African Breweries (SAB) the opportunity to deliver directly to these taverns thus shortening the traditional supply chain and reducing price margins. SAB has seen this change in the environment as a strategic opportunity. It has included market penetration as one of its key thrusts in its strategic 3 year business plan. Market penetration simply means assisting shebeens with their license applications, customer attraction through value adding sales and distribution service offerings, penetration through delivering beer to every licensed customer ordering 10 cases or more and the retention of these customers through the offering of a world class service. Through an extensive literature review and the ground breaking work completed at SAB, a five pillar market penetration model has been developed. These pillars include the completion of a market potential survey, the assistance with licensing, taverner training to ensure successful businesses, distribution penetration and lastly competitor analysis. The SAB Perseverance Depot in Port Elizabeth has been used over the last 10 months as a pilot site to test the market penetration strategic initiative. The impact on depot key performance indicators and cost are investigated based on different service offerings. Due to the delivery base more than doubling in 6 months, resource and capacity models are also introduced. All indications show that this market penetration strategic initiative is going to be SAB's future business model in South Africa. Stellenbosch University http://scholar.sun.ac.za / AFRIKAANSE OPSOMMING: Die studieveld bestudeer verskillende maniere om bier te versprei in 'n veranderende Suid Afrikaanse omgewing. Die Oos Kaapse Drank Wet (Wet 10 van 2003) is bekragtig op die 14 September 2004. Artikel 71 (6) to (10) laat dit toe vir 'n shebeen om 'n tydelike lisensie vir 12 maande te bekom. Die doel van die wetgewing is om die drank industrie te normaliseer. In plaas daarvan om onwettig te bestuur laat die regering toe vir shebeens om wettige tavernes te bedryf. Meer as 14000 tydelike lisensies is in die Oos Kaap uitgereik. Die doel van die tydelike lisensies was om 12 maande grasie te gee aan shebeens om aansoek te doen vir permanente lisensies sonder enige inmenging van die owerhede. Hierdie besluit het dit moontlik gemaak vir drank verskaffers so os Suid Afrikaanse Brouerye om direk by die shebeens af te lewer en dus die verskaffingsketting te verkort en prysmarges te verminder. SAB het die verandering in die omgewing as 'n strategiese moontlikheid aanvaar. Mark penetrasie is een van SAB se doelwitte soos gedefinieer in die 3 jaar besigheidsplan. Die doel van mark penetrasie is om shebeens met lisensie aansoeke te help, goeie verkoop en distribusie diens te offer, en om die kliente te behou deur 'n wereld klas diens te offer. SAB het na intensiewe studies die "pillar" mark penetrasie model ontwikkel. Hierdie pilare sluit in die mark potensiaal studie, die lisensie hulpverskaffing, taverne opleiding om suksesvolle besighede te verseker, distribusie penetrasie en laastens die studie van mededingers in die mark. Perseverance Depot in Port Elizabeth het die afgelope 10 maande intensief gewerk aan die strategiese doel. Die impak op die depot se sleutel prestasie-areas en kostes word gemeet teen verskillende dienslewerings opsies. Aangesien die kliente basis meer as verdubbel het oor die afgelope ses maande is daar verskeie hulpbron modelle in werking geplaas.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: HM Timber operates five formal sawmills in South Africa, situated around the towns of Tzaneen, Sabie, Mthatha and Kokstad. The Mills in the Kokstad area experience unacceptable lead times during the months of April/May and November/December, when the demand for timber increases and the availability of transport in the area decreases. This problem is expected to intensify with the addition of HM Timber’s new Plywood plant just outside the town of Kokstad. The plywood also adds another dimension to the distribution problem in that the market generally demands smaller deliveries more often. With only one Distribution Centre in Cape Town, HM Timber is not geared to service this market in the rest of South Africa. The main objective of this research report is to determine and define the key success factors in the transport and distribution of timber products and how these factors can be integrated into various strategic options that will address HM Timber’s current distribution problems. A review of the literature summarises the latest trends in modern supply chain management. Supply chains consist of various businesses that aim to optimise all their operations and supply customers with good quality products and excellent service at affordable prices. Competition in modern day business increasingly occurs at supply chain level and the success of individual organisations therefore depends on the success of the entire supply chain. The focus is thus on collaboration and jointly developing supply chain strategies. The literature review ends with a summary of the most important aspects in the effective and efficient management of Distribution Centres. Analyses of HM Timber’s logistics operations reveal that various factors contribute to their transport problems during the months of April/May and November/December. These include the payment of rates that are not market-related, loading problems at the mills, a lack of coordination and the fact that HM Timber is not a contracted client and therefore not regarded a priority. The analysis also includes a discussion on the Western Cape Distribution Centre and the problems this facility is having with general administration, inventory management and the effective use of IT systems. A range of strategic options is available to HM Timber that will allow the company to improve its overall management of logistics. The options investigated include own operations as well as outsourced 3PL and 4PL solutions. To assist HM Timber in selecting the best logistics option, three models are presented to evaluate the various alternatives and to assist in deciding on the best option. The first model evaluates the costs associated with different transport options, while the second model allows the user to compare the costs of different Distribution Centre options. Finally, a multi-criteria decision model is presented that will assist HM Timber in selecting the best option for each mill and region. With the VISA transport model, Manline is rated the best option for all Weza and Singisi’s deliveries. Manline is also rated the best for Langeni’s long-distance deliveries, while HM Timber’s own fleet is rated the best option for Langeni’s local deliveries. Results from the Distribution Centre (DC) models indicate the cost structures to be sensitive to changes in the premiums achieved and changes in the market e.g. the customer base, product types, and volumes sold. The Johannesburg and Port Elizabeth DCs show acceptable EBIT margins based on the projected sales, but the projected EBIT margins for Durban are less than 2 %, making the Durban DC a less than attractive business proposition. A direct distribution solution is proposed for the KwaZulu-Natal area, whereby multiple deliveries are made directly from the mills as well as the new plywood plant in Kokstad. In conclusion, eight factors are identified as key to the successful transportation and distribution of timber products. HM Timber rates very well against the majority of these factors, but needs to focus on a number of issues to be able to maintain their high levels of customer service. These include investing in a dedicated logistics department, improving internal and external collaboration and coordination efforts and improving the efficiency of a number of operational and information technology systems. / AFRIKAANSE OPSOMMING: HM Timber bedryf vyf formele saagmeulens in Suid-Afrika wat geleë is in die omgewings van Tzaneen, Sabie, Mthatha en Kokstad. Die meulens in die Kokstad omgewing ondervind onaanvaarbare vertragings in aflewerings gedurende April/Mei en November/Desember wanneer die aanvraag na houtprodukte toeneem en die beskikbaarheid van vervoer in die Kokstad area afneem. Hierdie probleem gaan na verwagting groter word namate die laaghoutvolumes toeneem. ‘n Verdere uitdaging in die verspreiding van laaghout is die feit dat kliënte oor die algemeen kleiner hoeveelhede, meer gereeld aankoop. HM Timber bedryf slegs een Verspreidingsentrum in Kaapstad en is dus nie gereed om ander dele van Suid-Afrika te bedien nie. Die hoofdoelwit van hierdie navorsingsverslag is om te bepaal watter faktore noodsaaklik is om suksesvol te wees in die vervoer en verspreiding van houtprodukte. Die doel is verder om te bepaal hoe hierdie faktore in verskillende strategiese opsies geïntegreer kan word ten einde HM Timber se huidige verspreidingsprobleme aan te spreek. ‘n Studie van die literatuur gee ‘n opsomming van die nuutste tendense in die bestuur van moderne verskaffingskettings. Verskaffingskettings bestaan uit verskeie besighede wat ten doel het om al hul aktiwiteite te optimiseer en teen bekostigbare pryse uitstekende diens aan hulle kliënte te lewer en produkte van hoë gehalte te voorsien. Kompetisie in die moderne besigheid vind meer en meer plaas tussen die verskillende verskaffingskettings en die sukses van enige individule organisasie is dus afhanklik van die sukses van die algehele verskaffingsketting. Die fokus is dus op samewerking en om gesamentlik strategieë vir die verskaffingsketting te ontwikkel. Die literatuurstudie eindig met ‘n opsomming van die mees belangrike aspekte in die effektiewe en doeltreffende bestuur van verspreidingsentrums. Ontleding van HM Timber se logistieke aktiwiteite toon dat verskeie faktore verantwoordelik is vir die maatskappy se vervoerprobleme tydens April/Mei en November/Desember. Dit sluit in die betaling van nie-markverwante tariewe, laaiprobleme by die meulens, ‘n tekort aan koördinasie en die feit dat HM Timber nie ‘n kontrak met enige vervoermaatskappy het nie. Die analise sluit verder ‘n bespreking van die Verspreidingsentrum in Kaapstad in en die probleme wat hierdie fasiliteit ondervind met algehele administrasie, voorraadbeheer en die doeltreffende gebruik van inligtingstelsels. ‘n Reeks strategiese opsies is beskikbaar wat HM Timber instaat sal stel om algehele logistieke bestuur binne die maatskappy te verbeter. Opsies wat ondersoek word sluit in eie operasies sowel as die uitkontrakteer van die logistieke funksies aan 3PL en 4PL organisasies. Ten einde HM Timber te help om die beste opsie te kies, word drie modelle voorgestel wat gebruik kan word om die onderskeie alternatiewe te evalueer en die beste opsie te selekteer. Die eerste model evalueer die kostes wat geassosieër word met elk van die verskillende vervoeropsies. Die tweede model stel die gebruiker instaat om die kostes van verskillende Verspreidingsentrums te vergelyk. Die derde model is ‘n multi-kriteria besluitnemingsmodel wat HM Timber kan help om die beste opsie vir elke meul en elke streek te selekteer. Die VISA vervoermodel dui aan dat Manline die beste opsie is vir alle aflewerings vanaf Weza en Singisi. Manline word ook aangedui as die beste opsie vir Langeni se langafstand aflewerings, terwyl HM Timber se eie vloot steeds die beste opsie is vir Langeni se plaaslike aflewerings. Resultate van die Verspreidingsentrum-model dui aan dat die kostestrukture baie sensitief is vir veranderinge in die premies wat behaal word asook veranderinge in die houtmark, insluitend veranderinge in die kliëntebasis, die tipe produkte en die volumes wat verkoop word. Die model toon aanvaarbare winsgrense vir Verspreidingsentrums in Johannesburg en Port Elizabeth, maar die geprojekteerde winsgrens vir Durban is minder as 2 %, wat beteken dat ‘n Verspreidingsentrum in Durban nie ‘n goeie opsie is nie. ‘n Direkte verspreidingsoplossing word eerder vir die KwaZulu-Natal streek voorgestel. Hierdie opsie behels meervoudige aflewerings wat direk vanaf die verskillende meulens gemaak sal word. Agt faktore word uiteindelik geïdentifiseer as noodsaaklik vir die suksesvolle vervoer en verspreiding van houtprodukte. HM Timber vaar baie goed met die meeste van hierdie faktore, maar enkele punte moet aangespreek moet word ten einde huidige diensvlakke te handhaaf. Hierdie punte sluit in investering in ‘n toegewyde logistieke afdeling, verbetering van interne en eksterne samewerking en die verbetering van ‘n aantal operasionele- en inligtingstelsels.

D. Tech. (Business, Logistics, Faculty of Management Sciences), Vaal University of Technology / The South Africa economy has embraced the importance of small and medium enterprises (SMEs) as agents of economic growth and sustainability. However, for SMEs to be more efficient and effective towards the growth of the economy, it is important for SMEs to implement and take cognisance of the global competitive strategy among the so-called “best in class” organisations in order to also sustain and grow their business. The supply chain network with its flexibility has become the most commonly used business strategy worldwide for the improvement of performance in organisations, more especially among larger organisations. In today’s competitive environment, successful organisations are those that have been able to link their business functions within the organisation itself as well as across other businesses outside the organisation. Competitive challenges in the modern business environment have resulted in the need for organisation to integrate business processes strategically across other business units within the supply chain network. Network perspective theory, social network theory, network management theory and relational view theory are discussed to better understand the importance of SMEs supply chain network, flexibility and integration. The purpose of this study was to examine the influence of supply chain network, flexibility and integration on the SMEs business performance in the Southern Gauteng region. The research survey was conducted in the Meyerton, Vereeniging and Vanderbijlpark and 401 SMEs participated in the study. SPSS 22.0 was used to analyse the data and AMOS 22.0 was used to perform the confirmatory factor analysis. The structural equation modelling (SEM) was used to assess the proposed model fit and to test the statistically significant relationship of the hypothesis. The research study results revealed that supply chain network, flexibility and integration positively influence SMEs business performance. This study contributes new knowledge to the existing literature by providing a research framework that can enhance SMEs performance and also provide practical recommendations based on the research findings for SMEs and for future research. Furthermore, as one of the first studies addressing the influence of supply chain network, flexibility and integration on the performance of SMEs in the southern Gauteng region it has generated new insights and information as well as outlined the strategic reasons for SME owners and managers to improve on their business relationships. / VUT

by Yang Ming-Yen Teresa. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Includes bibliographical references (leave 61). / ABSTRACT --- p.ii / ACKNOWLEDGEMENTS --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / Chapter I. --- Introduction --- p.1 / Company Background --- p.6 / Chapter II. --- Methodology --- p.9 / Chapter III. --- Analysis of the Existing System --- p.10 / Piecegoods Purchase Order System --- p.10 / Physical Flow --- p.17 / Yarn Dyeing --- p.24 / Knitting --- p.26 / Piece Dyeing --- p.26 / Finishing --- p.30 / Final Inspection --- p.32 / Transit Time --- p.35 / Chapter IV. --- Identification of Major Problem Areas --- p.38 / Documentation Flow --- p.38 / Physical Flow --- p.40 / Feasibility of the Target Lead Time --- p.41 / Feasibility of the Target --- p.42 / Production Capacity / Identification of the Problem Areas --- p.44 / Chapter V. --- Recommendations To Improve the Lead Time --- p.50 / Measurements --- p.50 / Skills --- p.51 / Communication --- p.54 / Decision Process --- p.56 / Management Support --- p.57 / Appendix --- p.60 / Bibliography --- p.61

Thesis (Ph.D.)--Mississippi State University. Department of Industrial and Systems Engineering. / Title from title screen. Includes bibliographical references.