{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,7,10]],"date-time":"2026-07-10T02:21:52Z","timestamp":1783650112447,"version":"3.55.0"},"reference-count":159,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2023,5,9]],"date-time":"2023-05-09T00:00:00Z","timestamp":1683590400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["BPMJ"],"published-print":{"date-parts":[[2023,6,5]]},"abstract":"Purpose<\/jats:title>The aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import<\/jats:italic> and export<\/jats:italic> shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is<\/jats:italic> and to-be<\/jats:italic> models within business process management (BPM).<\/jats:p><\/jats:sec>Design\/methodology\/approach<\/jats:title>The analyses considered the following perspectives: (i)<\/jats:italic> in the stage of the process identification<\/jats:italic>, the definition of the problem was carried out; (ii)<\/jats:italic> in the stage of the process discovery<\/jats:italic>, ocean<\/jats:italic> department was divided into ocean export\/import<\/jats:italic> operation departments; ocean export\/import<\/jats:italic> operation were divided into freight collect\/prepaid<\/jats:italic> operation processes; ocean export\/import<\/jats:italic> logistics activity groups were broken down into sub-activities for freight collect\/prepaid<\/jats:italic> operation; the logistics activity groups<\/jats:italic> and their sub-activities<\/jats:italic> were defined; each sub-activity<\/jats:italic> as either operation<\/jats:italic> or documentation<\/jats:italic> process group was classified; the durations of sub-activities<\/jats:italic> were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities<\/jats:italic> were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities<\/jats:italic> were aggregated; the duration of the logistics activity groups<\/jats:italic> and the sub-activities<\/jats:italic> for per job were calculated; the cumulative workload of logistics activity groups<\/jats:italic> and sub-activities<\/jats:italic> were calculated; the duration of sub-activities<\/jats:italic> for per job<\/jats:italic> as operation<\/jats:italic> or documentation<\/jats:italic> departments were calculated, (iii)<\/jats:italic> in the stage of the process analysis<\/jats:italic>, cumulative ocean export\/import<\/jats:italic> workload as operation<\/jats:italic> or documentation<\/jats:italic> for freight collect\/prepaid<\/jats:italic> were calculated; duration of activity groups<\/jats:italic> and sub-activities<\/jats:italic> for per job as operation<\/jats:italic> or documentation<\/jats:italic> were calculated; cumulative workload activity groups<\/jats:italic> and sub-activities<\/jats:italic> as operation<\/jats:italic> or documentation<\/jats:italic> were calculated, (iv)<\/jats:italic> in the stage of the process redesign, cumulative workload, process cycle time as<\/jats:italic> operation<\/jats:italic> and documentation<\/jats:italic> group and required labor force<\/jats:italic> were calculated; the process cycle time<\/jats:italic> of the theoretical<\/jats:italic>, the as-is<\/jats:italic> model and the to-be<\/jats:italic> model were calculated: (i)<\/jats:italic> the theoretical minimum process cycle time<\/jats:italic> without resource<\/jats:italic> were calculated by the critical path method (CPM)<\/jats:italic>, (ii)<\/jats:italic> the process cycle time<\/jats:italic> of the as-is<\/jats:italic> model perspective with the 1 person resource constraint<\/jats:italic> and (iii)<\/jats:italic> the process cycle time<\/jats:italic> of the to-be<\/jats:italic> model perspective with the 2-person resource constraint<\/jats:italic> were calculated by the resource constrained project scheduling problem<\/jats:italic> (RCPSP) method.<\/jats:p><\/jats:sec>Findings<\/jats:title>The methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be<\/jats:italic> model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.<\/jats:p><\/jats:sec>Originality\/value<\/jats:title>This study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is<\/jats:italic> and to-be<\/jats:italic> models to maritime logistics. The as-is<\/jats:italic> and the to-be<\/jats:italic> models of the BPM methodology were applied in maritime logistics.<\/jats:p><\/jats:sec>Research implications<\/jats:title>This methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.<\/jats:p><\/jats:sec>","DOI":"10.1108\/bpmj-08-2022-0368","type":"journal-article","created":{"date-parts":[[2023,5,6]],"date-time":"2023-05-06T06:45:00Z","timestamp":1683355500000},"page":"1116-1158","source":"Crossref","is-referenced-by-count":9,"title":["A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management"],"prefix":"10.1108","volume":"29","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-0383-8290","authenticated-orcid":false,"given":"Ercan","family":"Akan","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2023,5,9]]},"reference":[{"issue":"16","key":"key2023060112164439200_ref001","doi-asserted-by":"publisher","first-page":"1298","DOI":"10.1080\/09537287.2017.1375150","article-title":"How emerging digital technologies affect operations management through co-creation. 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