Theory Pieces and Review -- Managerial Decision Making and Lead Times: The Impact of Cognitive Illusions -- Queueing Networks Modeling Software for Manufacturing -- A Review of Decomposition Methods for Open Queueing Networks -- Modelling and Simulation -- Parsimonious Modeling and Forecasting of Time Series drifted by Autoregressive Noise -- Forecast of the Traffic and Performance Evaluation of the BMT Container Terminal (Bejaia's Harbor) -- A Dynamic Forecasting and Inventory Management Evaluation Approach -- Performance Evaluation of Process Strategies Focussing on Lead Time Reduction Illustrated with an Existing Polymer Supply Chain -- A Framework for Economic and Environmental Sustainability and Resilience of Supply Chains -- An Integrative Approach To Inventory Control -- Rapid Modeling of Express Line Systems for Improving Waiting Processes -- Integrating Kanban Control with Advance Demand Information: Insights from an Analytical Model -- Rapid Modelling in Manufacturing System Design Using Domain Specific Simulators -- The Best of Both Worlds - Integrated Application of Analytic Methods and Simulation in Supply Chain Management -- Rapid Modeling In A Lean Context -- Case Study and Action Research -- The Impact of Lean Management on Business Level Performance and Competitiveness -- Reducing Service Process Lead-Time Through Inter-Organisational Process Coordination -- Is There a Relationship Between VC Firm Business Process Flow Management and Investment Decisions? -- What Causes Prolonged Lead-Times in Courts of Law? -- Logistics Clusters - How Regional Value Chains Speed Up Global Supply Chains -- Survey and Longitudinal Research -- Measuring the Effects of Improvements in Operations Management -- Managing Demand Through the Enablers of Flexibility: The Impact of Forecasting and Process Flow Management -- Threats of Sourcing Locally Without a Strategic Approach: Impacts on Lead Time Performances -- Improving Lead Times Through Collaboration With Supply Chain Partners: Evidence From Australian Manufacturing Firms.