| Institution: | 1. Fraunhofer Institute for Material Flow and Logistics, Joseph-von-Fraunhofer-Str. 2-4, 44227 Dortmund, Germany;2. TU Dortmund University, Chair for Enterprise Logistics, Germany;1. Division of Molecular Medicine, Department of Anesthesiology, David Geffen School of Medicine, University of California Los Angeles (UCLA), Los Angeles, CA;2. Division of Cardiology, Department of Medicine, Cardiovascular Research Laboratories, David Geffen School of Medicine, University of California Los Angeles, Los Angeles, CA;1. Aalto University School of Science, Department of Industrial Engineering and Management, Finland;2. Chalmers University of Technology, Department of Technology Management and Economics, Supply and Operations Management, Vera Sandbergs Allé 8, Gothenburg, Sweden;1. Aston University, Aston Logistics and Systems Institute, Aston Triangle, Birmingham, B47ET, United Kingdom;2. Department of Marketing and Supply Chain Management, Haslam College of Business, University of Tennessee, TN, United States;3. Cranfield School of Management, Cranfield, Beds, MK43 0AL, United Kingdom;1. Glasgow School for Business and Society, Glasgow Caledonian University, Scotland, United Kingdom;2. Adam Smith Business School, University of Glasgow, Scotland, United Kingdom;1. Turku School of Economics, University of Turku, Department of Marketing, FI-20014 Turun yliopisto, Finland;2. University of Vaasa, Department of Management, PO Box 700, FI-65101 Vaasa, Finland |
