Police crises are disruptive events of order and security that occur suddenly or predetermined and can have consequences. Police are considered to be the most important element in dealing with these crises. In times of crisis and in police missions, what is important is to provide logistical services to support police missions and operational forces. Therefore, this study seeks to provide a model for police Logistics in police crises. This research is applied in terms of purpose and descriptive-survey in terms of method. The indices were extracted using the opinions of 22 experts in the field of police Logistics and through content analysis. In order to validate the designed model, the questionnaire was distributed among the statistical population of the study, including managers and senior experts. The sample consisted of 111 people who were selected using a simple random sampling method. The method of data analysis is the method of structural equations and PLS software. The results show that police Logistics have two Internal and external Logistics dimensions in police crises. The sum of the components identified in both dimensions is: security, health, communications (ICT), finance and operational readiness, credit and finance, centralized purchasing, Logistics, transportation, maintenance and repair, transportation and damages, reconstruction and sales.

In this paper, a guaranteed service model (GSM) is considered in a general supply chain with the releasing of the service time constraint. For this purpose, a bi-objective model is developed containing minimization of both service time and the holding cost of safety stock. In addition to considering the return of items from inside of the chain, the returns from outside of the chain are also considered to carry out remanufacturing, refurbishing, and repairing processes. The model is solved in a real-world case of the electronic product supply chain and the Pareto solution set is obtained to show the changes in the holding cost of safety stock based on the maximum time for the different services offered to customers.

Sound is one of the forms of mechanical energy and the two main characteristics of sound are intensity or power and frequency or wavelength of sound.their performance against the incoming sound wave, industrial silencers can be divided into two general groups of resonating and absorption silencers, the main difference between these silencers is the release of sound energy from the channeling system, which is one of the common examples of the use of resonating type silencers, their use in It is the Internal combustion engines that distinguish absorption silencers from the resonator type based on the fact that the main and visible part of the act of muting the sound is achieved by changing sound energy to heat energy.The goal of this article is to design a muffler based on the breaking of sound frequencies resulting from the movement of fluid in the exhaust output of vehicles, which leads to a reduction of at least 50 db of sound and gives the operator enough peace and concentration. In this article, after examining three types of mufflers, absorbent mufflers that use the properties of porous absorbent material to absorb passing sound and are the simplest form of mufflers, have been selected, analyzed and reviewed and are suitable for the OM457 engine of Idem Industrial Company. It designed for maximum inlet exhaust temperature is 520 and for the maximum kW power is 315 with the maximum discharge relative pressure of 185 mbar for homogenization with the standard atmosphere.

Background and Purpose: Manufacturing companies are among those that outsource most of their services to other companies and, in doing so, seek to create value in Logistics. The aim of this research is to investigate the creation of Logistics value, and for this purpose, the antecedents of Logistics performance were examined. Meanwhile, the roles of outsourcing communication quality, satisfaction with communications, and strategic alignment in manufacturing companies in the industrial towns of Mashhad were evaluated.Method: The present research was descriptive-survey in nature. The statistical population consisted of manufacturing companies in the industrial towns of Mashhad. Simple random sampling was used, selecting 50 manufacturing companies in the industrial towns of Mashhad. Four questionnaires were distributed among each company’s CEO, Internal manager, public relations manager, and Logistics manager, resulting in a total of 200 completed questionnaires.Findings: Results showed that trust has a positive and significant effect on both satisfaction and commitment. Three variables—strategic alignment, commitment, and satisfaction with the relationship—had a positive and significant effect on the quality of Logistics outsourcing relationships. Two variables, strategic alignment and satisfaction with the relationship, positively and significantly affected Logistics performance. The moderating role of Logistics outsourcing relationship quality on the effect of satisfaction with the relationship on Logistics performance was not confirmed.Conclusion: The findings of this study indicate that strengthening mutual trust and strategic alignment between manufacturing companies and Logistics service providers can effectively improve Logistics performance. This improvement can lead to reduced supply chain costs, increased speed and accuracy in delivery, and ultimately enhanced customer satisfaction. Therefore, managers of manufacturing companies should carefully select Logistics partners and invest in developing long-term, aligned relationships to facilitate greater value creation in the outsourcing process.

Aim & Background: Considering the developments in the battlefields during the last four decades and the effect of meeting method of the warriors need on the battle’ s destiny at the tactical, operational and strategic levels on the one hand and emphasizing different battle methods including homogeneous, heterogeneous, equal, unequal, regular and irregular, classical and non-classical on the success of the battle, nimble and agile Logistics on the other hand; The purpose of this paper is an exploratory study of resources in order to enumerate the principles affecting Logistics agility which accelerates fulfillment of targets and decrease the battle casualties. Methodology: This research is mixed exploratory with two qualitative (interview) and qualitative (questionnaire) approaches in terms of method and applied in terms of purpose. By reviewing and criticizing the sources and relying on the views of experts, model of principles affecting Logistics agility with 13 factors has been developed; and was judged by 92 experts and scholars overlooking the subject. Findings and conclusion: For this writing 3 result levels is derived; firstly in this writing and other related writings, suggested Logistics efficiency and agility affected by its following of Logistics. Secondly in data qualitative level regarding that the average of thirteen principles on Logistics agility is higher than the average of 3; principles have high impact on Logistics. Based on numbers The highest average is related to readiness with a rank of 9. 13 and the lowest average is related to national resources with a rank of 5. 20. Also, considering that in T-test, the mean of the indices is 3. 93 and the significance level (sig=0. 000) is less than the research’ s alpha (a=0. 05) the research’ s hypothesis is confirmed; and thirdly by constitution of indices the five capacities in the battlefield is achieved which it is indicated in the conclusion.

Background and Aim: Today, resilience is one of the most important strategies of any organization, especially police organizations, to prevent disruption or return to the original state and more desirable in case of disruption. The purpose of this study is to provide a model for resilient police Logistics. Methodology: This research is applied-developmental in terms of purpose and descriptive-analytical in terms of type. Semi-structured interviews with 22 experts were conducted using purposeful judgment. The community of research participants is the managers and commanders of the Preventive Police and the Greater Tehran Disciplinary Command related to the operational command in the field of preventive police, university professors of Logistics of the Preventive Police and the deputy and expert managers of the Greater Tehran Disciplinary Command. They have a minimum bachelor's degree and at least 15 years of management at the highest levels of law enforcement and readiness and support. The method of data analysis is thematic analysis with Atrid-Sterling approach. Findings: The findings of the study include the dimensions, components and resilient Logistics indicators of the police preventive police force with emphasis on the Greater Tehran Police Command. The model presented in this study includes a total of 73 indicators in the form of 15 components and 5 main dimensions. Results: Considering that the issue of Logistics resilience in the preventive police is a systematic strategy, the results of the research also the dimensions of the resilient police Logistics model in the form of a set of organizational, managerial and technical elements in resilience including organization and management, technology, interaction and Approves and emphasizes capabilities.

Researches have indicated that different types of accidents such as events, natural disasters and incidents resulting from human factors are always existed in human life. Normal and abnormal occurrence of unexpected accidents, political issues and similar items may lead to a crisis in community. Therefore, Crisis Management is discussed as one of the most important scientific-practical issues which nowadays different countries, especially developed and developing ones has been disposed to it. In many developed and developing countries, there are centers for establishment of Crisis Management activities called CMC which all stages and processes of CM take place there. Success and sustainability of these centers depends on creating and changing attitude of authorities of CM so that this issue shouldn’t merely place in short term and operational plans but it must be considered with a wider rang.The main elements of a successful crisis management can be trained & efficient manpower, accurate and reliable information system and equipment and efficient Logistics system to implement an extensive and coherent operation.Due to these issues, it is important to determine overall system for Logistics management during crisis. This article not only present definition for crisis, CM and Logistics but also evaluate the role and significance of Logistics in CM. Than after presenting various aspects, basic strategies have been provided for creating a Logistics system in crisis.

Purpose: To compare the anatomical and functional results of deep vitrectomy with and without ILM peeling for full thickness macular hole.Materials & Methods: 37 eyes of 37 patients with full thickness macular hole (FTMH), confirmed by clinical examination and optical coherence tomography (OCT), enrolled in this clinical trial. Based on the stage of FTMH (stage 2, 3, 4) as described by Gass and the techniques of surgery (with or without ILM peeling) the patients were randomized into two different groups. All patients underwent preoperative Act and at least one OCT image was obtained during the postoperative follow up.After obtaining informed consent, deep vitrectomy and 20% SF6 injection was performed. The patients were unaware of their allocation status. Patients data & surgical outcome were collected and statistically analyzed. Anatomical success was defined as hole closure at postoperative OCT and functional success was referred to any improvement in visual acuity. Macular hole index (MHI) was defined as a ratio of the greatest height to the base diameter of the hole on cross-sectional OCT images.Results: 37 eyes of 37 patients (15 men & 22 women) were enrolled. The mean age of the patients was 56.4±21.94 years and FTMH were traumatic in 13 cases (35%) and Idiopathic in 24 (65%) cases. Twenty cases underwent deep vitrectomy with ILM peeling (ILM group) and the remaining cases underwent vitrectomy without ILM peeling (no ILM group).The mean preoperative 10gMAR visual acuity was 1.38±1 in the ILM group and 1.22±0.13 in the no ILM group, these improved to 0.95±1 and 0.77±0.31 postoperatively in the ILM and no ILM group, respectively (P=0.871). The overall anatomical success rate was 64%. The hole was closed in 70% of ILM peeling and 47% in the no ILM group (Chi-square test, P=0.15). In anatomically successful cases the mean of postoperative VA was significantly improved (P=0.001).In traumatic subgroup, ILM peeling seems did not affect the anatomical (P=0.2) and visual Success rates (P=0.5). There was no significant differences in hole closure rates between the traumatic and idiopathic FTMH (P=0.968). Visual acuity significantly improved after operation In MHI ³ 0.5 group compared with the MHk 0.5 group. The stage of the hole did not affect the anatomical success rate (P=0.52) or visual acuity improvement (P=0.741). Macular hole index ³ 0.5 had a prognostic value for postoperative visual acuity improvement. The hole duration was not related to anatomical success rate but there is an inverse relation between duration of the symptoms and improvement in VA.Conclusion: Deep vitrectomy and SF6 injection was a safe & effective surgical technique for full thickness macular hole and peeling of the ILM seems did not affect the anatomical or functional success rates. The hole duration, stage and origin of the hole (traumatic or idiopathic) does not related to the anatomical success or visual acuity improvement. MHI  ³ 0.5 seems to be a prognostic factor for postoperative visual improvement but not for closure rate.