Increasing competitiveness with intercompany integration of logistics and marketing functions

• Autorzy: Topolsek D. , Jereb B. , Cvahte T.
• Języki publikacji: EN

Abstrakty

EN

Researchers of different scientific disciplines, such as management strategies, organizational theories and marketing, have in the past explored relations of mutual influences and the importance of cooperation between different functions in a company. The increased focus on the logistics function has potential to increase competitiveness. This is especially true for globally aimed production companies. In any company, logistics functions cooperate with various related functions such as production, marketing, procurement, engineering or developing new products as well as with financial functions. Each of the aforementioned connections or cooperation among logistics and its complementary functions can have a decisive effect on the company's competitiveness. Using a survey, we determined which activities in the surveyed companies are performed by the logistical function together with the marketing function and which activities they suggest should be performed together but are currently not, meaning they are co-dependent. Since interfunctional integration between logistics and marketing increases the success of a company, we also examined the connection between the current joint performance of activities and the suggested joint performance of activities among the before mentioned sectors, connected to the effectiveness of the company. To examine the mentioned connections among the logistical and marketing functions, Explanatory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA) and Structural Equation Modelling (SEM) were performed.

Słowa kluczowe

EN

integration; logistics; marketing; SEM; Structural Equation Modelling

PL

integracja; logistyka; marketing; SEM; Structural Equation Modelling

• Wydawca: Oficyna Wydawnicza Stowarzyszenia Menedżerów Jakości i Produkcji
• Czasopismo: Production Engineering Archives
• Rocznik: 2016
• Tom: Vol. 10, No. 1
• Strony: 29--32
• Opis fizyczny: Bibliogr. 7 poz., rys., tab.

Twórcy

autor

Topolsek D.

• Assistant professor, University of Maribor, Faculty of Logistics, Mariborska 7, SI-3000 Celje, Slovenia

autor

Jereb B.

• Associate professor, University of Maribor, Faculty of Logistics, Mariborska 7, SI-3000 Celje, Slovenia

autor

Cvahte T.

• Teaching assistant, University of Maribor, Faculty of Logistics, Mariborska 7, SI-3000 Celje, Slovenia

Bibliografia

• 1. Ballou R. H. (2004). Business Logistics/Supply Chain Management, Planning, Organizing, and Controlling the Supply Chain. Pearson Prentice Hall. New Jersey.
• 2. Bowersox D. J., Closs D. J. & Stank T. P. (2000). Ten Mega-Trends that Will Revolutionize Supply Chain Logistics. “Journal of Business Logistics”, 21 (2), 1–17.
• 3. Coyle J. J., Bardi E. J. & Langley J. C. Jr. (2003). The Management of Business Logistics, A Supply Chain Perspective. South-Western Thomson Learning. Ohio, USA.
• 4. Gustin C. M. (1991). Integrated Logistics: The Perceptions and the Future. “Production and Inventory Management”, 11 (6), 1–4.
• 5. Kahn K. B. & Mentzer J. T. (1998). Marketing's Integration with Other Departments. “Journal of business research”, 42 (1), 53–62.
• 6. Morash E. A., Dröge C. & Vickery S. (1997). Boundary-spanning interfaces between logistics, production, marketing and new product development. “International Journal of Physical Management”, 27 (5/6), 43–62.
• 7. Schultz D. P. (1985). Just-in-time system. Stores. New York, USA.

Uwagi

Opracowanie ze środków MNiSW w ramach umowy 812/P-DUN/2016 na działalność upowszechniającą naukę.