Page 68 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 68
Aleksander Janeš, Roberto Biloslavo, and Armand Faganel
mance. Wang, Sanchez Rodrigues, and Evans (2014) found, through an
in-depth analysis of three leading retailers in the u k’s grocery sector,
that the use of information and communication technology (ic t) so-
lutions in road freight transport has a direct positive impact on CO2
emission reduction e.g. it reduces the likelihood of ‘carrying air’ in in-
termodal transport. ic t in freight transport for CO2 emission reduc-
tion has not been investigated in depth yet and its impact is largely un-
known.
However, a 3 p l provider must be able to bundle a broad range of
services for different customer’s needs. The majority of customers con-
sider reliable performance, price, customer service recovery and being
easy to deal with as the most critical elements in their choice of a 3 pl
provider (Aguezzoul 2014). From a 3pl’s perspective, this suggests that
contracts will be acquired by providing evidence to potential customers
about unique capabilities and embedded logistics expertise that are not
available from their competitors (Anderson et al. 2011).
The term ‘supply chain’ covers the complete set of value-adding activ-
ities involved in the marketing, planning, purchasing, manufacturing,
distribution and delivery process, as well as reverse logistics between
business partners (Agrawal, Singh, and Murtaza 2015; Lu 2011). These
days, the supply chain plays a vital role in the value creation process
(Govindan et al. 2012). One of the fundamental characteristics needed
for a supply chain to survive and thrive in a turbulent environment
is agility. This has been identified as a critical factor influencing com-
pany’s overall global competitiveness, which synchronises supply with
demand. Agility is defined as how fast the supply chain responds to the
unexpected and often quite sudden changes in market demand. In the
increasingly dynamic global marketplace, developing and implement-
ing an agile supply chain strategy makes sense. Namely, the tough chal-
lenges are balancing the ‘cost to serve.’ In order to maintain a grounded
business model, the supply chain may have to be upgraded with in-
vestment in facilities, increased productivity or an increased level of
inventory. However, in an era of global business, companies no longer
compete against each other as autonomous entities, but instead as sup-
ply chain against supply chain. A substantial amount of global supply
chain management is not about competition and more about collabora-
tion and partnering. Supply chain management is therefore a new per-
spective on well-known activities (Fernie, Sparks, and McKennon 2010;
Gligor and Holcomb 2012; Lu 2011).
66
mance. Wang, Sanchez Rodrigues, and Evans (2014) found, through an
in-depth analysis of three leading retailers in the u k’s grocery sector,
that the use of information and communication technology (ic t) so-
lutions in road freight transport has a direct positive impact on CO2
emission reduction e.g. it reduces the likelihood of ‘carrying air’ in in-
termodal transport. ic t in freight transport for CO2 emission reduc-
tion has not been investigated in depth yet and its impact is largely un-
known.
However, a 3 p l provider must be able to bundle a broad range of
services for different customer’s needs. The majority of customers con-
sider reliable performance, price, customer service recovery and being
easy to deal with as the most critical elements in their choice of a 3 pl
provider (Aguezzoul 2014). From a 3pl’s perspective, this suggests that
contracts will be acquired by providing evidence to potential customers
about unique capabilities and embedded logistics expertise that are not
available from their competitors (Anderson et al. 2011).
The term ‘supply chain’ covers the complete set of value-adding activ-
ities involved in the marketing, planning, purchasing, manufacturing,
distribution and delivery process, as well as reverse logistics between
business partners (Agrawal, Singh, and Murtaza 2015; Lu 2011). These
days, the supply chain plays a vital role in the value creation process
(Govindan et al. 2012). One of the fundamental characteristics needed
for a supply chain to survive and thrive in a turbulent environment
is agility. This has been identified as a critical factor influencing com-
pany’s overall global competitiveness, which synchronises supply with
demand. Agility is defined as how fast the supply chain responds to the
unexpected and often quite sudden changes in market demand. In the
increasingly dynamic global marketplace, developing and implement-
ing an agile supply chain strategy makes sense. Namely, the tough chal-
lenges are balancing the ‘cost to serve.’ In order to maintain a grounded
business model, the supply chain may have to be upgraded with in-
vestment in facilities, increased productivity or an increased level of
inventory. However, in an era of global business, companies no longer
compete against each other as autonomous entities, but instead as sup-
ply chain against supply chain. A substantial amount of global supply
chain management is not about competition and more about collabora-
tion and partnering. Supply chain management is therefore a new per-
spective on well-known activities (Fernie, Sparks, and McKennon 2010;
Gligor and Holcomb 2012; Lu 2011).
66
