The ongoing war between Russia and Ukraine has shown the importance of a well-organized military logistic system. The Dutch Ministry of Defence has concluded that their military logistic system is not used most efficiently. The need to build greater confidence in the ability of a defence organization as a whole to meet and sustain logistic support for future tasks has been acknowledged in the past. One such driver to build greater confidence is that of ‘trust’

Previous research on trust building between supply chain partners has been done manifold. However, the Dutch Ministry of Defence is a unique organization where the roles of distributor and client are within the same organization. Thus we are dealing with an intra-organizational supply chain, rather than a common inter-organizational one. Additionally, as a military organization the main priority of the supply chain is the responsiveness of the supply chain, rather than the efficiency. The uniqueness of the organization is the reason that additional research is needed on the role of trust within the supply chains with these special characteristics.

Multiple variables and their underlying relations, which create complexity and uncertainty, need to be addressed to implement policies that stimulate tryst within the organization. An System Dynamics (SD) Modelling approach will be used to access the dynamic complexity and uncertainty. The Exploratory Modelling Analysis (EMA) workbench enables the use and development of SD models, characterized by dynamic complexity, and deep uncertainty.
The results of the several analysis have given plentiful insights to consider regarding the future of trust dynamics between military supply chain partners. The initial values in a system such as this one have a huge impact on the progress of the model runs. Since the system consists of two major reinforcing feedback loops, Thus the system either strengthens or weakens itself, depending on the initial state of the model. Thus it is important to get the system to such a positive state, since it is likely to remain in a positive state.

As for the policy levers present in this system, the correction capacity lever seems the policy lever to have the most impact on the model outcomes. The correction capacity is the speed of which the incorrect orders get corrected. The results of the analyses conclude that regarding the state of trust in the model, it is crucial to keep this factor as efficient as possible. Since too low performance regarding correcting orders results in such delays that the trust level in the system completely disappears and does not come back within the time frame of the model run.

To summarize, I applied SD modelling and scenario discovery to explore the trust dynamics between a distributor and their client in a military intra-organizational supply chain context. Hereby I proved the importance of the initial state of the system, which due to its structure of reinforcing feedback loops is a big factor for its outcome. Additionally, it shows that the policy lever regarding performance by the distributor has the most impact on the trust level in the system. This insight tells us that performance is the biggest levers to adjust by policymakers to improve trust dynamics within their organization. I recommend policymakers to formulate strategies that give this insight to employees functioning as the distributor as well as the client. The interdependencies between one another should be emphasized. This should give the employees more incentive to improve their performance and thereby build trust between their collaboration partners.

Lead time reduction of military supply chain (MSC) processes is essential for well-functioning military organisations. MSCs are complex and uncertain systems, including interdependencies between actors and processes. Flexibility is needed for MSCs to deal with complexity and uncertainty. Furthermore, reducing lead times contributes to the flexibility of supply chains. Primary and secondary supply chain processes are highly interrelated. Therefore, reducing lead times in primary and secondary SC processes is relevant.

The current scientific literature is lacking related to lead time reduction in MSCs. Besides this, supply chain management must be improved to minimise lead times in MSCs. However, insufficient empirical research exists on information sharing within supply chain management literature. Information sharing is essential for effective MSCs. Thus, the relevance of information sharing for improving SCM, combined with the lacking scientific literature on lead time reduction in MSCs, indicates a new specific research area that contributes to reducing lead times in MSCs by focusing on information sharing.

This research focuses on formal information sharing, defined as the sharing of structured and traceable information in a formal setting. Inadequate formal information sharing results in the scattering of formal information throughout a multi-actor system referred to as 'information fragmentation’. Since information sharing is a crucial component of SCs, information fragmentation may influence the lead times of SCs. However, the issue of information fragmentation in terms of lead times in MSCs is not apparent, and neither is how to solve information fragmentation problems in MSCs.

This research contributes by developing and applying an information fragmentation perspective towards lead time reduction in MSCs. A case study at the Dutch Ministry of Defence (the invoice case) is used to analyse whether the perspective is valuable in practice. The invoice case is a financial supportive MSC process encountering problems related to lead times and formal information sharing. Additionally, two types of formal information are distinguished: process in practice and process design information.

Three main results are obtained in this research. Firstly, this research contributes with an information fragmentation perspective towards lead time reduction for MSCs. Secondly, identifying a significant problem in the invoice case shows the effect of information fragmentation on MSC lead times due to non-value-adding activities. Lastly, exploring two boundary objects - a track and trace system (integrating formal process in practice information) and an integrated process design overview (integrating formal process design information) is a first contribution to the practical support of boundary objects to reduce information fragmentation in MSCs.

In further research, the proposed boundary objects can be further developed. Moreover, the effect of these boundary objects on information fragmentation and reduction of lead times can be quantitatively analysed. Furthermore, the impact of informal information sharing on lead times can be incorporated.

The Dutch Ministry of Defence fulfils a crucial role in keeping the Dutch kingdom safe. From missions overseas to providing aid in the case of natural disasters, correct and efficient information-flow is critical for their operations. When a situation occurs, everything is dropped to make sure that they can handle it. The Royal Dutch Army, Navy, Airforce and Marechaussee make up the armed forces part of the military. Besides the branches of the armed forces, there are two support branches. Under one of them, Defensie Ondersteuningscommando, the Air Transport Unit of the Dutch military is located. This unit plans and advises on all forms of air transport for the Ministry of Defence, a unit where correct and timely information is flow critical.
This thesis attempts to answer the following research question: What are the effects of formal network structures within public organisations on their information-flow quality? Attempting to fill gaps in literature surrounding the effect of formal network structures on information-flow quality. The study defines information-flow which is used for the KPIs. The effects of formal network structures on information-flow quality are studied using an ABM model developed in this thesis. The model is tested on the Air Transport Unit network and a diverse set of randomly generated networks. In this case, key findings from the model results indicate that in the case hierarchy, a more hierarchical structure positively affects their data correctness. However, this more hierarchical structure negatively affects their information timeliness. Employee business does not seem to be affected by hierarchy. Other findings relating to the number of employees whose function it is to control data for mistakes, have significant effects on improving data correctness while at the same time, negatively affecting the timeliness of information. Indicating that the optimum, hierarchical, or less hierarchical organisation lies with the ambitions and goals of an organisation.