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Metaheuristic Algorithms in Maritime Operations Optimization focuses on the seaside and port side problems regarding the maritime transportation. The book reviews and introduces the most important problems regarding the shipping network design, long-term and short-term scheduling and planning problems in both bulk and container shipping as well as liquid maritime transportation. Application of meta heuristic algorithm is important for these problems, as most of them are hard and time-consuming to be solved optimally.

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The widespread use of internet is changing the way supply chain echelons interact with each other in order to respond to increasing customer requests of personalized products and services. Companies acquainted with the concept of industry 4.0 (i4.0) embrace the use of internet to improve their internal and external processes, delivering the dynamic and flexible response customers want. This chapter aims to discuss how supply chains may benefit from the adoption of i4.0 technologies by their partners and highlights some of its implementation challenges. Eight technologies cover most of i4.0 applications: additive manufacturing; big data & analytics; cloud computing; cyber-physical systems; cyber security; internet of things; collaborative robotics; and visual computing. At individual level, technologies such as additive manufacturing, collaborative robots, visual computing and cyber-physical systems establish the connectivity of a certain company. However, the integration of the whole supply chain, based on the principles of i4.0, demands that information provided by each company (Big Data) is shared through a collaborative system based on Cloud Computing and Internet of Things technologies. To safely share useful information, Cyber Security techniques must be implemented in individual systems and cloud solutions. Summing up, even though the adoption of i4.0 demands an individual initiative, it will only raise the supply chain’s competitive advantage if all companies adapt their manufacturing and supply chain processes. The main advantage foreseen here is based on an improved communication system of the whole supply chain, bringing consumers closer to the production process. © 2018, Springer International Publishing AG, part of Springer Nature.

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ABSTRACT Purpose: To analyze how small and medium enterprises (SMEs) coordinate collaborative research and development (R&D) projects through an open innovation strategy. Originality/value: This research was motivated by a theoretical gap in the management of collaborative R&D projects in open innovation strategies. The originality of the paper is to advance the understanding of coordination mechanisms that SMEs can use to manage open innovation and obtain more effective results. Design/methodology/approach: The research followed a qualitative approach, through three case studies of collaborative projects. Data were collected by means of in-depth interviews with eleven managers directly involved in collaborative R&D projects. Findings: Results demonstrate that the use of coordination mechanisms depends on the applicability of each project’s results, i.e., the higher the chances of a certain R&D project becoming a real product, the higher the importance given to the coordination mechanisms. On the cases observed, the coordination mechanisms were defined by the enterprise, not by external partners. In addition, it was observed that open innovation projects that the enterprise seeks for external knowledge to complement internal resources (outside-in) were considered more important than transferring internal knowledge to external partners (inside-out). The paper contributes to organizational theory by highlighting the relation between the characteristics of collaborative R&D projects and the coordination mechanisms used. Regarding the managerial contribution, results serve as a guide for entrepreneurs and managers of SMEs interested in coordinating collaborative projects based on open innovation processes.

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Purpose The purpose of this paper is to better understand the role that leadership plays in the success of Lean management (LM) implementation, by trying to identify what is the impact of the transactional, transformational, directive and empowering leadership styles on the success of such an implementation in Portuguese companies, and what are the most important leaders' attributes. Design/methodology/approach An on-line questionnaire was distributed to 65 manufacturing and services Portuguese organizations that have implemented LM. Findings The results suggest that the empowering leadership style has a positive impact on the success of LM implementation. Even though results do not allow concluding about the impact of the other styles, several leader's attributes were identified as having influence: individualized consideration, information sharing, skill development, intellectual stimulation, assigned goals and self-directed decision making. Originality/value Very few studies have addressed the role of leadership in the success of adopting LM and, to the best knowledge, only one paper studied the critical attributes of leaders in LM implementation. Moreover, the present study focuses in Portugal, country where this topic has rarely been investigated.

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