Abstract
Gupta and Magnusson [The capacitated lot-sizing and scheduling problem with sequence-dependent setup costs and setup times. Computers and Operations Research 2005;32(4):727-47] develop a model for the single machine capacitated lot-sizing and scheduling problem (CLSP) with sequence dependent setup times and setup costs, incorporating all the usual features of setup carryovers. In this note we show that this model does not avoid disconnected subtours. A new set of constraints is added to the model to provide an exact formulation for this problem.

Abstract
Inspired by a case study, this paper reports a successful application of VNS to the production planning and scheduling problem that arises in the glass container industry. This is a multi-facility production system, where each facility has a set of furnaces where the glass paste is produced in order to meet the demand, being afterwards distributed to a set of parallel molding machines. Since the neighborhoods used are not nested, they are not ordered by increasing sizes, but by means of a new empirical measure to assess the distance between any two solutions. Neighborhood sizes decrease significantly through-out the search thus suggesting the use of a scheme in which efficiency is placed. over effectiveness in a first step, and the opposite in a second step. We test this variant as well as other two with a real-world problem instance from our case study.

Abstract
In production planning in the glass container industry, machine-dependent setup times and costs are incurred for switch overs from one product to another. The resulting multi-item capacitated lot-sizing problem has sequence-dependent setup times and costs. We present two novel linear mixed-integer programming formulations for this problem, incorporating all the necessary features of setup carryovers. The compact formulation has polynomially many constraints, whereas the stronger formulation uses an exponential number of constraints that can be separated in polynomial time. We also present a five-step heuristic that is effective both in finding a feasible solution (even for tightly capacitated instances) and in producing good solutions to these problems. We report computational experiments.

Abstract
Background and aims: currently, most endoscopy software only provides limited statistics of past procedures, while none allows patterns to be extrapolated. To overcome this need, the authors applied business analytic models to pre-dict future demand and the need for endoscopists in a ter-tiary hospital Endoscopy Unit. Methods: a query to the endoscopy database was per-formed to retrieve demand from 2015 to 2021. The graphi-cal inspection allowed inferring of trends and seasonality, perceiving the impact of the COVID-19 pandemic, and se-lecting the best forecasting models. Considering COVID-19's impact in the second quarter of 2020, data for esoph-agogastroduodenoscopy (EGD) and colonoscopy was estimated using linear regression of historical data. The actual demand in the first two quarters of 2022 was used to validate the models. Results: during the study period, 53,886 procedures were requested. The best forecasting models were: a) simple sea-sonal exponential smoothing for EGD, colonoscopy and percutaneous endoscopic gastrostomy (PEG); b) double ex-ponential smoothing for capsule endoscopy and deep en-teroscopy; and c) simple exponential smoothing for endo-scopic retrograde cholangiopancreatography (ERCP) and endoscopic ultrasound (EUS). The mean average percent-age error ranged from 6.1 % (EGD) to 33.5 % (deep en - teroscopy). Overall, 8,788 procedures were predicted for 2022. The actual demand in the first two quarters of 2022 was within the predicted range. Considering the usual time allocation for each technique, 3.2 full-time equivalent en-doscopists (40 hours-dedication to endoscopy) will be re-quired to perform all procedures in 2022. Conclusions: the incorporation of business analytics into the endoscopy software and clinical practice may enhance resource allocation, improving patient-focused deci-sion-making and healthcare quality.

Abstract
Original Equipment Manufacturers (OEMs) have sought new supply chain paradigms that allowed them to focus on core activities, i.e. overall product design and commercialisation. This pursuit led to partnerships with a new generation of tier-1 strategic suppliers acting as integrators. Integrators are not only responsible for system supply, but also for system design. However, critical integrators were not able to live up to their new roles, which led to costly delays in development and production. These failures highlight the ineptitude of current risk management practices employed by OEMs. To support OEMs in implementing a more differentiated and suitable approach to the use of integrators, this paper proposes a mathematical programming model for Supply Chain Design (SCD). Instead of looking at the introduction of integrators as a dichotomous decision, the model suggests the optimal number of integrators, i.e. systems, and individual part suppliers. We propose new measures for integration risk, which build upon current risk assessment practices. Robust optimisation is used to study the effect of uncertainty over baseline risk values. All approaches were tested using both randomly generated instances and real data from a large European OEM in the aerospace industry.

Abstract
The growing influx of patients in healthcare providers is the result of an aging population and emerging self-consciousness about health. In order to guarantee the welfare of all the healthcare stakeholders, it is mandatory to implement methodologies that optimize the healthcare providers' efficiency while increasing patient throughput and reducing patient's total waiting time. This paper presents a case study of a conventional radiology workflow analysis in a Portuguese healthcare provider. Modeling tools were applied to define the existing workflow. Re-engineered workflows were analyzed using the developed simulation tool. The integration of modeling and simulation tools allowed the identification of system bottlenecks. The new workflow of an imaging department entails a reduction of 41 % of the total completion time.