Logistikos paslaugų pirkimas : įmonių tarpusavio santykių valdymo modeliai

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Collection:
Mokslo publikacijos / Scientific publications
Document Type:
Straipsnis / Article
Language:
Lietuvių kalba / Lithuanian
Title:
Logistikos paslaugų pirkimas: įmonių tarpusavio santykių valdymo modeliai
Alternative Title:
Managing intercompany relationships. The case of logistics services outsourcing
In the Journal:
Organizacijų vadyba: sisteminiai tyrimai [Management of Organizations: Systematic Research]. 2005, Nr. 33, p. 213-225
Keywords:
LT
Veiklos perleidimas kitai įmonei; Logistika; Sandorių kaštai; Tinklas.
EN
Outsourcing; Transaction costs; Logistics; Networks.
Summary / Abstract:

LTVadybos mokslas, atsižvelgdamas į nuolat besikeičiančias rinkos sąlygas, privalo ieškoti naujų įmonės veiklos efektyvumo didinimo būdų. Vienas iš jų yra tam tikrų veiklų vykdymo perleidimas kitai įmonei. Darbo tikslai yra išnagrinėti įmonės santykio su aplinka bei sandorio kaštų teorijas, atlikti empirinį įmonių logistikos procesų tyrimą, remiantis teorinių darbų analize ir empiriniu tyrimu sukurti įmonės logistikos sistemos valdymo modelį, kuriame būtų identifikuoti valdymo būdai, nustatyti bendradarbiavimo su kitomis įmonėmis prioritetai bei apibrėžtos tarpusavio santykių plėtojimo kryptys. Išanalizavus įmonės santykio su aplinka bei sandorio kaštų teorijas, atlikus empirinį tyrimą buvo sukurtas logistikos sistemos valdymo modelis, kuris remiasi sistemos kompleksiškumo ir integralumo charakteristikomis. Išskirti keturi pagrindiniai logistikos įmonių sistemų valdymo tipai: 1. Sistemos valdymo būdas remiasi logistikos pirkėjo galia ir ekonominės naudos maksimizavimo nuostata. Logistikos pirkėjas yra centrinė įmonė, aplink kurią telkiasi kiti sistemos nariai. 2. Sistemos valdymas remiasi nusistovėjusiomis rutinomis ir santykių institucionalizacija. Sistemos įmonės yra vienos produkto tiekimo grandinės nariai. 3. Sistemos valdymas grindžiamas intensyviu įmonių bendradarbiavimu ir tarpusavio priklausomybe. 4. Tai sistema, kur nė viena iš įmonių neįgyja pakankamai galios ir nė viena iš jų nėra suinteresuota bendradarbiauti. Logistikos pirkėjas ir pardavėjas elgiasi oportunistiškai, siekdami gauti kuo didesnės naudos iš kiekvieno sandorio.

ENConsidering the changing situation in the market, current management theories have to approach the new ways in order to enhance the efficiency of a company. Outsourcing claims to be an alternative solution. However, when purchasing logistics services from an external source, company faces a problem - how to provide effective management of such an elaborate complex of relationships. Comprehensive research of this problem requires more comprehensive study of contemporary management theories that provides a deeper insight into the ways of improving the company management and the third-party logistics. The article proposes the model of logistic system management, with the aim to indicate the priorities of cooperation, as well as to define the directions for future development of inter-company relationships. Model construction is based on the theoretical literature analysis and case study research. In the first part of the article, different theories of inter-company relationships arc analysed. IMP Network. According to H. Hakansson and I. Snchota (1989), the main features of a network organisation arc an access to other actor's ("external") resources and interrclatcdncss. According to J. C. Jarillo (1988), The Strategic Network approach states that the firm organizes outsourcing activities, lowers transaction costs, and in this case a strategic network, superior mode of organisation, emerges. Transaction Cost Theory. According to O.E. Williamson (1986), transaction costs theory bases on three main concepts: bounded rationality, opportunism and asset specificity. This part of the article contains three case studies of lubricants distribution systems: "Hydro Texaco", "Statoil" and "Neste". Based on the case analysis, the following management typology is proposed.The mode of management is based on the buyer's power and desire to maximise economic benefits. The power guarantees stability of a logistic system. At the same time, logistics is one of the critical resources, which plays a crucial role in the process of product value creation. The main requirement to logistics is quality and competence. However, the buyer is not willing to pay an extra price for the quality improvement. There is no ground for compromise and collaboration. The mode of management rests on the routines and institutionalisation of inter-company relationships. The companies belong to the particular product supply chain. Inter-company relationships arc stable with long term perspective. There is strong collaboration attitude within the logistic system. The main requirement to a logistic provider - logistic processes have to be the integral part of product supply chain. The mode of management represents the case of complex relationships, where the degree of interdependency is high. Logistics docs not belong to the group of critical resources. However, logistic activities are carried out on a big scope. The provider of logistic services has to co-ordinate the complex of external resources. At the same time, the provider has unique position in the logistic network. The main requirement is the efficiency of the management of complex logistic processes. The management is based on a single transaction intended for maximisation of profit, while neither member of the system gains power, and has no interest to collaborate. Logistic system relationships arc unstable, short term, and subject to opportunistic behaviour. The buyer of logistics streams to minimise logistic costs for a short term period. In this case, logistics docs not belong to the group of critical resources. [From the publication]

ISSN:
1392-1142; 2335-8750
Related Publications:
Service research topics and methods : the case of Lithuania / Liudmila Bagdonienė, Jurgita Zemblytė. Organizacijų vadyba: sisteminiai tyrimai. 2008, Nr. 46, p. 17-32.
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https://www.lituanistika.lt/content/37269
Updated:
2018-12-17 11:42:59
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