PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Reversible Supply Chain in function of competitiveness

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Supply Chain makes the flow of goods, services and information from suppliers, through transport, producers, distributors, retailers to end customers. Big producers opt for a strategy of outsourcing logistic services, especially storage, delivery, and distribution services to end-customers. Commitment to the strategy of outsourcing, at the same time, is the strategy of focus on the core business. Small producers, especially manufacturers of agricultural food products, have recently opted to avoid intermediaries in the transport and distribution of the product to the end customer. All in order to increase the quality of their own products and increase the competitiveness by eliminating the costs of intermediaries in transport and distribution. This is achieved by merging and shortening the supply chain. The EU has established an institutional framework regulating the operations of producers through a short supply chain. The market situation requires further optimization by producers due to lack of labour and the need to increase competitiveness and leads to the emergence of a reversible supply chain phenomenon. In the paper, the author, by applying general and special scientific methods of cognition, explores the advantages and shortcomings of the short and reversible supply chain, derived from the traditional and modern supply chain model.
Rocznik
Tom
Strony
30--35
Opis fizyczny
Bibliogr. 13 poz., rys., tab.
Twórcy
  • Zagreb Airport, Ltd & University North, Croatia
Bibliografia
  • 1. Abele, E., Meyer, T., Naher, U., Strube, G., Sykes, R., 2008. Global Production: a Handbook for Strategy and Implementation, first ed. Springer-Verlag Berlin Heidelberg, Leipzig, Germany.
  • 2. Askadilla, W. L., Krisjanti, M. N., 2017. Understanding Indonesian green consumer behavior on cosmetic products: theory of planned behavior model, Polish Journal of Management Studies, 15(2), 7-15, DOI: 10.17512/pjms.2017.15.2.01
  • 3. Drljača, M., Koncept kružne ekonomije, 2015. Kvalitet & izvrsnost, 4(9-10), Fondacija za kulturu kvaliteta i izvrsnost, Beograd, 18-22 and 99.
  • 4. Ingaldi, M., Dziuba, S., 2016. Supervisor's Assessment as an Element Effecting Technological Process in Chosen Metallurgical Company, 25th International Conference on Metallurgy and Materials, Ostrava, Tanger, 289-294.
  • 5. Kopicki, R. J., Berg, M. J., Legg, L. L., Dasapa, V., Maggioni, C., 1993. Reuse and Recycling Reverse Logistic Opportunities, Oak Brook, IL, Vijeće za upravljanje logistikom, 94-95.
  • 6. Martinović, M. 2014. Što uračunati u stvarne logističke troškove, Progressive.http://www.progressive.com.hr/component/content/article/62-kolumne/5547-sto-uracunati-u-stvarne-logisticke-troskove.html
  • 7. Monczka et al., 2010. Purchasing & Supply Chain Management, Twente, UK.
  • 8. Pupavac, D., 2013. Cross-docking u lancima opskrbe. Zbornik radova međunarodne znanstvene konferencije Perspektive trgovine. Ekonomski fakultet u Zagrebu, Zagreb, 215-228.
  • 9. Revija ruralnog razvoja Europske unije 2012. European Union, Nr.12.
  • 10. Satyendra K. S., Bhat A., 2014. Supply chain risk management dimensions in Indian automobile industry: A cluster analysis approach. Benchmarking: An International Journal, 21(6); Emerald Insight, Bingley, 1023-1040.
  • 11. The Council of Logistic Management
  • 12. The European Council
  • 13. Wifi Croatia (2009): „Što je to logistika?“ (pristup 10.09.2009.), [dostupno na http://www.wificroatia.com/File/LOGISTIKA_MAPA_PREZENTACIJE07.doc]
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-5430e5f9-a3b4-475e-aeed-a88e92279845
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.