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EN
The paper presents the results of an empirical study of the impact of strategy and logistics on company performance and of the role of logistics in mediating the impact of strategy on performance. The research revealed that companies pursuing differentiation strategy demonstrate better performance and higher internal and external integration of the management of material and related to them flows. The results proved that logistics measured with definite practices plays a role in mediating the impact of differentiation strategy on competitiveness. In particular, the practices that reflect the positive influence of differentiation strategy on competitiveness are: developing technological capabilities for the management of logistics activities and for information sharing between supply chain members; practices related mainly to communication and relational issues; and achieving greater integration within the company and in the supply chain as well.
EN
The paper concerns the basic methododlical issues of defining and measuring the impact of strategy and logistics on companies' performance. The literature review reveals a lack of empirical research on the relationship between generic strategies like cost leadership and differentiation, the extent of use of integrative logistics practices and performance. A conceptual framework is proposed for assessing the relationships between the three variables outlining their dimensions and content. It is concluded that the key to competitive success is to choose the appropriate strategy and develop the corresponding logistics capabilities including the management capability to consolidate knowledge and skills in the supply chain. Three hepotheses are raised and the models undelying them are discussed. Some recommendations are made in relation to the methods used for testing the hypotheses. The framework is a basis for conducting an empirical study on the role of logistics in mediating the impact of strategy on performance.
3
EN
The aim of the article is to outline the characteristics of supply chain management (SCM) in Bulgaria on the basis of data from the Bulgarian business practice and to reveal the existing reserves for improvement. The research methodology includes the systemisation and development of variables measuring two aspects of SCM: internal - the integration between the company's functions, and external - the integration between the companies in the supply chain. Personal interviews on the basis of a questionnaire were used for the collection of the data. The general conclusion is that there are organizational prerequisites for internal integration of the logistics activities in the Bulgarian companies and they become more cooperative towards their partners too. But they lag behind the foreign companies in the areas of goals setting and performance management, the investments in information technologies and the greater focus on the relationships with customers. A main outcome of the research is the development of the model of SCM application in Bulgaria which constitutes of three phases: traditional relationships, coordination, collaboration and full integration. The second phase consists of three stages that correspond to different degrees of coordination. The role of the logistics sector for SCM is also assessed. Although the logistics service providers in Bulgaria lag behind the logistics sector in well-developed countries, as a whole they demonstrate an aspiration for the improvement of their competitive position and proneness to implement contemporary business practices which could contribute to the success of SCM application in Bulgaria.
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