LIST OF ILLUSTRATIONS

- TABLES -

2.1 Agent-based modelling application fields in relation to supply chains / 42

3.1 Data sources used for each primary case / 61

3.2 Information regarding the interviewees / 62

3.3 Main forms of remote interview (source: King and Horrocks, 2010) / 65

3.4 Steps for data analysis in this study (adapted from the general guideline in Bryman, 2012, Gillham, 2000, Charmaz, 2006) / 71

3.5 Examples of code information / 72

3.6 Tactics for evaluating the research quality / 74

4.1 Key stakeholders in logistics industry / 87

4.2 Performance indicators for measuring service levels / 96

4.3 Example of full-scale information sharing in PC manufacturing collaboration(source: Case 3) / 104

5.1 Fill-rate in baseline configuration (random SC) / 152

5.2 Imbalance index for fill-rate under random SC / 154

5.3 Capacity utilization under the random SC / 155

5.4 Imbalance index for capacity utilization under scenario-R / 158

5.5 Cumulative KPIs under random SC / 159

5.6 Imbalance index for cumulative KPIs under the random SC / 161

5.7 Customer total profits and imbalance under the random SC / 162

5.8 Fill-rate under the performance-based SC / 164

5.9 Change percentages for fill-rate under the performance-based SC / 164

5.10 Imbalance index for fill-rate under the performance-based SC / 167

5.11 Change percentages for fill-rate imbalance under the performance-based SC / 167

5.12 Capacity utilization under the performance-based SC / 168

5.13 Change percentages for utilization under the performance-based SC / 168

5.14 Imbalance index for capacity utilization under the performance-based SC / 170

5.15 Change percentages for utilization imbalance under the performance-based SC / 170

5.16 Cumulative KPIs under the performance-based SC / 171

5.17 Change percentages for cumulative KPIs under the performance-based SC / 172

5.18 Imbalance index for cumulative KPIs under the performance-based SC / 174

5.19 Change percentages in imbalance index for cumulative KPIs under the performance-based SC / 175

5.20 Customer total profits and imbalance under the performance-based SC / 177

5.21 Change percentages for customer total profits and imbalance under the performance-based SC / 177

5.22 Fill-rate under the relation-based SC / 178

5.23 Change percentages for fill-rate under the relation-based SC / 179

5.24 Imbalance index for fill-rate under the relation-based SC / 181

5.25 Change percentages for fill-rate imbalance under the relation-based SC / 181

5.26 Capacity utilization under the relation-based SC / 182

5.27 Change percentages for capacity utilization under the relation-based SC / 183

5.28 Imbalance index for capacity utilization under the relation-based SC / 186

5.29 Change percentages for utilization imbalance under the relation-based SC / 186

5.30 Cumulative KPIs under the relation-based SC / 187

5.31 Change percentages for cumulative KPIs under the relation-based SC / 188

5.32 Imbalance index for cumulative KPIs under the relation-based SC / 191

5.33 Change percentages in the imbalance index for cumulative KPIs under the relation-based SC / 192

5.34 Customer total profits and imbalance under the relation-based SC / 194

5.35 Change percentages for customer total profits and imbalance under the relationbased SC / 194

6.1 Summary of new contributions / 216

- FIGURES -

1.1 Differences between vertical and horizontal collaboration in logistics and transport (Mason et al. 2007) / 5

1.2 Logistics cost comparison between China, USA, Japan (in GDP percentage) (source: China Logistics Information Centre) / 9

2.1 Example of a discrete event simulation model of a supply chain design / 36

2.2 Example of a system dynamics model of a supply chain design / 37

2.3 Example of an agent-based model of a supply chain design / 39

3.1 Network view of interviewed companies in PC supply chain / 63

3.2 Example of comparing and analysing data from different sources / 74

3.3 Stages in a simulation study — adapted from Robinson et al. (2010) / 79

4.1 Key elements for developing logistics horizontal collaboration / 83

4.2 Structures of logistics horizontal collaboration / 89

4.3 An example of a hybrid horizontal collaboration structure / 92

4.4 Example of cost reduction in a French retail collaboration (source: Case 10) / 93

4.5 Capacity utilization improvement through collaborative freight bundling between Hammerwerk and JSP (source: Case 8) / 94

4.6 CO ₂ emissions comparison between the modes of transport (source: Hindley, 2013) / 99

4.7 Example of CO ₂ emissions through collaborative transport (source: Case 8) / 99

4.8 Intensity of Collaboration: adapted from Lambert et al. (1999); Cruijssen (2006) / 101

4.9 The shipper mode / 106

4.10 Example of food distribution collaboration (source: Case 11) / 107

4.11 The common LSP mode / 109

4.12 The LSP mode / 110

4.13 Collaboration on front/back empty hauls / 111

4.14 Collaboration on shared warehouse / 113

4.15 Example of collaboration through a shared warehouse (source: Case 5) / 114

4.16 Modal split in EU 28 (source: Eurostat) / 115

4.17 Collaboration on freight modal shift / 117

4.18 Collaboration on freight modal shift / 118

4.19 A screenshot of the coordinated capacity allocation process in rail transport collaboration (source: Case 2) / 119

4.20 Collaboration on freight modal shift / 120

4.21 Collaborative group purchasing / 122

4.22 Collaborative service network / 123

5.1 Class diagram of the supply chain framework / 129

5.2 Sequence diagram of agent actions in the supply chain process / 131

5.3 Sequence diagram for the equal capacity sharing model / 134

5.4 Sequence diagram for the proportional capacity sharing strategy / 136

5.5 Sequence diagram for the excess capacity sharing strategy / 138

5.6 The key agent action rules in the simulation model / 145

5.7 Experimental settings across models / 145

5.8 Screenshot of the model implemented in Netlogo / 147