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The purpose of this report is to outline the evaluation and comparison approach and the knowledge obtained through a detailed data collection process, in order to examine the implementation and application of the Half Double Methodology (HDM) at Forsvarsministeriets Material- og Indkøbsstyrelse (FMI), as well as compare and contrast pilot and reference projects. State-owned FMI is the Danish Ministry of Defence Acquisition and Logistics Organization (English abbreviation: DALO), and thus a unit under the Ministry of Defence and the Danish public sector. It is likely that the Half Double Methodology has had a positive impact on FMI and their team collaboration. The procurement process is faster, which especially is evident in pilot case 3, but also the initial versions of pilot case 1 and 2. However, here, the cases were subject to external conditions which increased the duration. FMI experiences satisfaction from stakeholders involved in the procurement. This satisfaction is also present in most of the team members engaging with the methodology. Hence overall, integrating the Half Double Methodology in FMI’s team collaboration is perceived as a success in FMI and continues to be applied. However, there is still room for improvements in the procurement process and team configuration. This relates to the application of HDM, but also other constraints in FMI, which is related to a lack of resources to develop interdisciplinary teams, as well as challenges from covid-19 restrictions. The purpose of this report is to outline the evaluation and comparison approach and the knowledge obtained through a detailed data collection process, in order to examine the implementation and application of the Half Double Methodology (HDM) at Forsvarsministeriets Material- og Indkøbsstyrelse (FMI), as well as compare and contrast pilot and reference projects. State-owned FMI is the Danish Ministry of Defence Acquisition and Logistics Organization (English abbreviation: DALO), and thus a unit under the Ministry of Defence and the Danish public sector. It is likely that the Half Double Methodology has had a positive impact on FMI and their team collaboration. The procurement process is faster, which especially is evident in pilot case 3, but also the initial versions of pilot case 1 and 2. However, here, the cases were subject to external conditions which increased the duration. FMI experiences satisfaction from stakeholders involved in the procurement. This satisfaction is also present in most of the team members engaging with the methodology. Hence overall, integrating the Half Double Methodology in FMI’s team collaboration is perceived as a success in FMI and continues to be applied. However, there is still room for improvements in the procurement process and team configuration. This relates to the application of HDM, but also other constraints in FMI, which is related to a lack of resources to develop interdisciplinary teams, as well as challenges from covid-19 restrictions.

This WARCnet paper is the third in a series of interviews with Euro- pean web archivists who have been involved in special collections related to COVID-19. The aim of the series is to provide a general overview of COVID-19 web archive collections. This publication explores how the national Danish web archive Netarkivet has collected the web activity related to COVID-19. This WARCnet paper is the third in a series of interviews with Euro- pean web archivists who have been involved in special collections related to COVID-19. The aim of the series is to provide a general overview of COVID-19 web archive collections. This publication explores how the national Danish web archive Netarkivet has collected the web activity related to COVID-19.

This book focusses on the concept of supply chain disruptions and how supply chain resilience can contribute to both preparing for and reacting to the event causing disruption. For building a digital twin of a supply chain, a software named Supply Chain Guru has been used. The software is a supply chain design tool which can be used for different kinds of supply chain network optimisation. The book outlines four scenarios: Covid-19 lockdown, Brexit without deal, Conflagration at a dairy and Political regulations on transport. The scenarios all contain a problem that needs to be solved. This problem is considered as the main disruption for the supply chain. Running the scenario in Supply Chain Guru, constraints are added to the AS-IS model. The constraints are identified as implications of the event in the scenarios. By adding the constraints and running the model, Supply Chain Guru identifies suggestions to solve the problems which were described. The solutions within the scenarios are held up against the theory of supply chain resilience, to describe how the scenario planning can be used to enhance supply chain resilience. Finally, the book discuss how scenario planning can be related to supply chain resilience as well as how scenario planning can be used to increase supply chain resilience.