The International Journal of

TRANSPORT & LOGISTICS

Međunarodni časopis
TRANSPORT I LOGISTIKA

UDC: 65.012.21:65.012.34

SUPPLY CHAINS - DEFINING AND PERFORMANCES

LANCI SNABDEVANJA - DEFINISANJE I PERFORMANSE

Jelena VLAJIĆ, Milorad VIDOVIĆ, Momčilo MILJUŠ

Faculty of transport and traffic engineering, Belgrade, Serbia and Montenegro

Abstract: There are many papers in literature about supply chain, but these papers treated supply chain
from several aspects. Describe supply chain as a system, network of organizations, sequence of activities,
integrated process etc., which includes material and/or informational and financial flows. These aspects
differ among themselves from several reasons – different philosophical or managerial approach, different
view on activities, processes or flows through supply chain. Hence, right question is: what is the supply
chain at all? Supply chain modeling, design or analysis depends on answer to previous question.
Naturally, next question might be: what is most important performance of supply chain and how to
measure it? Is there one important performance or there are several important performances? Many
contradictory opinions can be found in relevant literature. Some authors pointed out financial
performance, and some other criticizes this opinion as it is not enough. They say that financial
performance can not show qualitative or some other elements of supply chain as customer service and
flexibility are. Therefore, purpose of this paper is to give comprehensive overview of supply chain
management, theirs characteristics, performances and typical performance measures for supply chain
performance given in the relevant literature.

Key words: supply chain, performance, performance measures

Apstrakt: U literaturi se mogu naći mnogobrojni radovi o lancima snabdevanja, ali, ti radovi tretiraju
lanac snabdevanja sa različitih aspekata. Oni opisuju lanac snabdevanja kao sistem, mrežu organizacija,
niz aktivnosti, integrisani proces itd. u kojem se sadrže materijalni i/ili informacioni i finansijski tokovi.
Ovi različiti stavovi postoje iz mnogih razloga – usled različitih filozofskih ili menadžerskih pristupa,
različitih shvatanja aktivnosti, procesa ili tokova u lancu snabdevanja. Sledi da bi pravo pitanje bilo :
Šta je u stvari lanac snabdevanja? Modeliranje, projektovanje ili analiza lanca snabdevanja zavisi od
odgovora na prethodno pitanje . Naravno, sledeće pitanje bi moglo biti: Koja je najvažnija performansa
lanca snabdevanja i kako je meriti? Da li postoji samo jedna, najvažnija peformansa u pitanju ili je u
pitanju skup performansi? U postojećoj literaturi moguće je naći mnogo suprstavljenih teorija. Neki
autori ističu finansijsku komponentu, ali drugi kritikuju to stanovište ističući da ono samo za sebe nije
dovoljno. Oni ističu da finansijske performance ne ističu kvalitet ili neke druge elemente lanca
snabdevanja kao što su opsluga korisnika i fleksibilnost. Stoga, svrha ovog rada je da pruži širi pregled
problematike upravljanja lancima snabdevanja, njihovih karakteristika, performansi i najćeščih mera
performansi lanca snabdevanja u relevantnoj literaturi.

Ključne reči: lanac snabdevanja, performanse, mere performansi

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J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
1 INTRODUCTION
A great popularity of supply chain management
as well as fields that are covered by supply chain
exists nowadays not only in scientific and
professional community, but also in practical
domains as well. In spite of that, the fact that this
large field has not been jet defined clearly, makes
difficult supply chains overview, which is a
necessity for their design and analysis. Applying
even the best methods and techniques can not
give good results if the supply chain itself has not
been defined at the very beginning (i.e. what
participants, which resources, how big their
potentials are, their locations, process types, the
way in which goods, information and financial
flows are realized etc): the way supply chain is
managed (who makes decisions, which
management strategies are used, what impact
could be made on certain chain members etc),
how to estimate efficiency of supply chain
(which performances should be observed, how
and where their quantification should be made, in
which way final performances are settled, a
manner in which benchmarking is carried out
etc). Having in mind a great number of published
scientific papers covering this domain, the
importance of questions mentioned so far is
obvious. In the same time, another problem
arose: having no standards or wider accepted
rules and definitions, literature, although
comprehensive, gives different answers on
questions made.
SUPPLY CHAIN
...
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...
...
...
...
...
...
...
Figure 1 Crucial questions from supply chain domain
slika 1 Suštinska pitanja u domenu lanaca snabdevanja
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1 UVOD
Upravljanje lancima snabdevanja i uopšte oblast
koju pokrivaju lanci snabdevanja danas uživa
veliku popularnost u naučnoj i stručnoj javnosti,
kao i u praksi. Uprkos tome, ta velika oblast još
uvek nije jasno definisana, što u mnogome
otežava sagledavanje lanaca snabdevanja u cilju
njihovog projektovanja ili analize. Primena i
najboljih metoda i tehnika ne može dati dobre
rezultate ukoliko na samom početku nije
definisano šta sačinjava sam lanac (koji učesnici,
šta su njihovi resursi, koliki su njihovi
potencijali, gde se oni nalaze, koji se procesi
odvijaju u njemu, na koji način se realizuju robni,
informacioni i finansijski tokovi i dr.), na koji
način se upravlja lancem (ko donosi odluke, koje
upravljačke strategije se koriste, koliki uticaj se
može vršiti na pojedine članove lanca i dr.), kako
odrediti uspešnost funkcionisanja lanca (koje
performanse pratiti, kako i gde izvršiti njihovu
kvantifikaciju, kako postaviti ciljne performanse,
kako sprovoditi benchmarking i sl.). Očigledna
važnost navedenih pitanja se vidi u velikom broju
objavljenih naučnih i stručnih radova u ovoj
oblasti. Tu nastaje drugi problem – iako obimna,
prisutna literatura daje različite odgovore na
postavljena pitanja, jer ne postoje standardi niti
opšte prihvaćena pravila i definicije.
Which are the key participants?
Na kakvom tržištu posluje?
Which are the key bussines processes?
Koje se upravljačke strategije primenjuju?
Koje su ključne performanse?
Koje mere performansi?
Kako merenje sprovoditi kod učesnika?
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
Hence, in this paper the authors have tried to give
contribution in highlighting of problems being
mentioned, and through short review of
referential literature indicate possible ways of
defining supply chain concepts, performances,
and ways of their quantification were pointed
out.
2. SUPPLY CHAIN AND SUPPLY CHAIN
MANAGEMENT DEFINING
From the moment when people have started
with exchanging different products till
nowadays, with permanent development of
production processes, transportation system
and other processes related to material,
information and financial flows, has been
getting more and more complex, and more and
more companies from different areas, and
different geographical regions, are being
involved. Connecting these companies, not
only from places of origin, but much earlier-
from the place of raw material supply till the
place of demand, i.e. final user, is called supply
chain, demand chain or value chain..
Today, in scientific and vocational literature
numerous papers concerning supply chains can
been found. However, different approaches to
defining, managing, supply chain, as well as
different attitudes about basic elements, scope,
characteristics and their purpose can be still
found. Also, many world congresses, and
symposiums, whose subject was supply chain
management, were in fact modified seminars of
production and logistics (Cooper at all, 1997.).
Naturally, this situation makes a huge problem
for supply chain modeling, as it makes more
difficult the answer on the question: «What
should be modeled in fact?».
2.1 Traditional versus modern supply chain
In numerous papers one can find
categorization onto traditional and modern
supply chain what is connected with certain
development phases. Namely, the way in
which companies were functioning in the
period before supply chains arose, as well as
in early stages of supply chains is called
traditional, whereas their functioning
afterwards, when supply chain management
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Otuda, u radu je učinjen pokušaj da se kroz kraći
prikaz referentne literature iz ove oblasti ukaže na
moguće pristupe definisanja koncepta lanca
snabdevanja, upravljanja, performansi i mogućih
načina njihove kvantifikacije i da se tako, koliko je to
bilo moguće, doprinese rasvetljavanju pobrojanih
problema.
2. DEFINISANJE LANCA SNABDEVANJA I
UPRAVLJANJA LANCEM SNABDEVANJA
Proces razmene je započeo od trenutka kada su ljudi
počeli da trampe različite proizvode međusobno. Od
tada pa do danas, preko stalnog razvoja procesa
proizvodnje, transportnog sistema i ostalih pratećih
procesa u tokovima materijala, informacija i
finansija, proces razmene je dobijao sve veći stepen
kompleksnosti. U proces razmene uključuje se sve
veći broj kompanija iz različitih delatnosti, na
različitim geografskim lokacijama.. Povezivanje ovih
kompanija ne samo od mesta ponude, već mnogo
ranije – od početnog mesta snabdevanja sirovinama
pa do mesta potražnje, tj. krajnjeg korisnika se
naziva lancem snabdevanja, lancem zahteva ili
lancem vrednosti.
Danas se u naučnoj i stručnoj literaturi mogu naći
brojni radovi čija se tematika odnosi na lance
snabdevanja. Uprkos tome, još uvek se mogu naći
različiti radovi i podeljena mišljenja o definisanju,
upravljanju, osnovnim elementima, obuhvatnosti,
karakteristikama, cilju lanca snabdevanja i slično.
Pored toga, mnogi svetski stručni i naučni skupovi
čija se tematika odnosila na upravljanje lancima
snabdevanja, u osnovi su predstavljali modifikovane
seminare iz proizvodnog ili logističkog domena
(Cooper-ova i ostali, 1997.). Naravno, ovakva
situacija predstavlja veliki problem za modeliranje
lanca snabdevanja, jer otežava odgovor na pitanje:
«Šta zapravo treba modelirati?».
2.1 Tradicionalan versus savremeni lanac
snabdevanja
U većem broju radova može se naći kategorizacija
lanaca snabdevanja na tradicionalni i savremeni,
shodno određenim fazama razvoja. Naime,
funkcionisanje kompanija u periodu pre nastanka
lanaca snabdevanja, kao i u ranim fazama razvoja
naziva se tradicionalnim lancem, dok se
funkcionisanje kompanija u kasnijim fazama razvoja
u kojima započinje upravljanje lancima snabdevanja,
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES … T&L - 09/05

has begun, is denoted as modern. Traditional
and modern supply chain characteristics can
be seen accordingly to changes in material
flows management (Lambert, Stock and
Ellram, 1998a) (Table 1.).
tretira kao (savremen) lanac snabdevanja.
Karakteristike tradicionalnog i savremenog lanca
snabdevanja se mogu sagledati shodno promenama
pristupa u upravljanju materijalnim tokovima
(Lambert, Stock i Ellram, 1998.a) (Tabela 1.).

Table 1. Characteristic of traditional and modern approach to supply chain management

Tabela 1. Karakteristike tradicionalnog i savremenog pristupa upravljanja lancem
snabdevanja
Aspects Traditional Modern (Supply chain management)
ƒ Seller's market; ƒ Buyer's market;
ƒ Low competition; ƒ Keen competition;
Market
ƒ Moistly national oriented; ƒ Global oriented;
ƒ “Static” market; ƒ “Dynamic” market;
ƒ Small assortment; ƒ Wide assortment;
ƒ Long life cycle; ƒ Short life cycle;
Products
ƒ Low technology; ƒ High technology;
ƒ Product price domination; ƒ Product quality domination;
ƒ Full capacity load, but low flexibility; ƒ Full capacity load, but high flexibility;
ƒ Large lot sizes; ƒ Small lot sizes;
ƒ Long lead times; ƒ Short lead times;
Production
ƒ Low costs; ƒ Low costs;
ƒ Make instead of buy; ƒ Buy instead make;
ƒ Large number of suppliers; ƒ Small number selected suppliers;
ƒ High service level, but high inventory, too; ƒ High service level, but low inventory;
Service
ƒ Slow logistics process; ƒ Quick logistics process;
level
ƒ Slow transport time; ƒ Quick transport time;
ƒ Manual data processing; ƒ Electronic data processing;
Information
ƒ Paper administration; ƒ Paperless;
technology
ƒ Classic way of data transfer; ƒ Electronic way of data transfer;
ƒ Production oriented;
ƒ Market oriented;
Enterprise ƒ Functional specialization;
ƒ Process oriented;
strategy ƒ Classic, hierarchical, administrative
ƒ Supply chain management;
management;

In traditional supply chains pushed flows Naime, u tradicionalnom lancu snabdevanja

dominate: producers launch mass series of the
same product, where assortment is small and
product life long. In the same time, technologies
with low production costs and full production
capacities are used without having in mind their
influence on logistic systems, such are
transportation, storing, order realization, and
even without thinking about consumer wishes.
The consequences of that approach, independent
work and tendency of local optimum
achievement, conflict objectives in a such
company’s subsystems, and even between
participants themselves in that «supply chain»
may be observed through (Vlajić, 2005):
dominiraju gurani tokovi, u kojima proizvođači
lansiraju velike serije proizvoda, manji asortiman
i proizvode sa dugim životnim vekom. Pri tome,
primenjuju se tehnologije koje obezbeđuju niske
troškove proizvodnje i potpuno iskorišćenje
proizvodnog kapaciteta, a ne uzima se u obzir
uticaj ovih proizvodnih karakteristika na
logističke sisteme – transport, skladištenje,
realizaciju narudžbine, niti stvarne želje
korisnika. Posledice ovakvog pristupa,
nezavisnog poslovanja i težnje za postizanjem
lokalnih optimuma, konfliktnih ciljeva između
samih podsistema u jednoj takvoj kompaniji, a i
između učesnika u tom “lancu snabdevanja“ su se
mogle sagledati kroz (Vlajić, 2005):

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J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
-Decreasing company/supply chain's
competitively level on marketplace;
− Absence of adequate accounting system that
could identify real product producing
expenses
− High levels of inventories with small turn
over in the chain, that gives as a result at
one side high inventories’ expenses, and at
another provoke frequent shortage of
products with high turn over;
− Large percent of errors in products delivery
(quantity, assortment, place and time of
delivery aspects);
− low flexibility and slow response of whole
chain to market changes;
− high administrative, and information
transfer costs (collecting, processing,
exchanging data) and numerous errors in
documentation (connected to product
receiving/shipping, orders fulfilling,
inventories updating etc);
− week possibilities for benchmarking
performances between supply chain actors
themselves, and also between supply chains
in the same industry types;
− a huge number of deadlocks in material,
information and financial flows;
− absence of adequate information systems for
identification of locations with product
inventories in the supply chain and their
quantification;
− a large number of chain participants,
especially suppliers with low reliability
level (in sense of exact product delivery:
right place, time and quantity)
− slow response on user complains and claims
etc.
However, augmentation of producers,
assortments and services creates higher
competition on national markets, and particularly
on global market, which as a consequence gives
wider selection opportunities to the users, and
their demand towards producers and supply
chains becomes more and more complex.
Company management realizes that:
− closer connection with other participants (by
making partner relations, strategic unions
etc.), and supply chain managing may give
more benefits (especially if number of
supplier is decreased to those that can assure
lower prices and higher product/service
level);
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-opadanje konkurentnosti kompanija/lanca
snabdevanja na tržištu;
− odsustvo adekvatnog računovodstvenog
sistema koji bi identifikovao stvarne
troškove proizvoda;
− visoke nivoe zaliha sa malim obrtom u
lancu, a samim tim i visoke troškove tih
zaliha sa jedne strane, ili česte nedostatke
zaliha koje imaju veliki obrt, sa druge
strane;
− veliki procenat grešaka u isporuci proizvoda
(sa aspekta količine, asortimana, mesta i
vremena isporuke);
− malu fleksibilnosti i spor odziv celokupnog
lanca na promene na tržištu;
− visoke troškove administracije i prenosa
informacija (prikupljanja, obrade, razmene
podataka) i veliki broj grešaka u
dokumentaciji (vezano za procese
prijema/otpreme proizvoda, realizacije
narudžbine, ažuriranje zaliha i sl.);
− slabe mogućnosti za poređenje performansi
i među samim učesnicima lanca
snabdevanja i između lanaca snabdevanja u
istim tipovima industrija;
− veliki broj zastoja u tokovima materijala,
informacija i finansija;
− odsustvo adekvatnog informacionog sistema
za praćenje lokacija na kojima se nalaze
zalihe proizvoda u lancu snabdevanja i
njihovu tačnu kvantifikaciju;
− veliki broj učesnika u lancu, naročito
snabdevača sa malim stepenom pouzdanosti
(u domenu dostave proizvoda na pravo
mesto, u pravo vreme, u pravoj količini)
− sporo rešavanje žalbi, reklamacija korisnika
itd.
Međutim, povećanjem broja proizvođača,
asortimana i usluga se pojavljuje sve veća
konkurencija na nacionalnim tržištima, a posebno
na svetskom tržištu što omogućava veći izbor
korisnicima, koji postavljaju sve kompleksnije
zahteve ne samo pred proizvođače, nego i pred
lance snabdevanja. Menadžment kompanija uviđa
da:
− bližim povezivanjem (ostvarivanjem
partnerskih odnosa, strateških saveza, i sl.) sa
ostalim učesnicima i sprovođenjem upravljanja
lancem snabdevanja mogu da se ostvare veće
koristi (naročito ako se redukuje broj
snabdevača na one koji mogu obezbediti niže
cene, a veći kvalitet proizvoda i usluge);
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
− frequent changes in user demands, and a
large product and service offering, augment
risk of investing in inventories (product old
fashioning, inventories that stay unsold or
which are sold slow), and risk of profit
decreasing (companies that invest in
inventories capture their capital);
− all processes from the raw material supply
to final product delivery can not be held
under control, and that is necessary to
concentrate on key processes whereas
others can be outsourced to other service
providers (for instance logistic service
providers);
− achieving local optimum in company’s
sectors, or in certain parts wont give global
optimum (in such situation whole chain
performance could become too low);
− user becomes production demand
generator, and growing products’
differentiation, shortening product life
cycle, needs more flexible supply chain
− turning to global supply chain, demands
finding more effective ways for material
flaws managing, synchronization and
coordination in and out the company itself
− it is necessary to develop adequate
strategies by which supply chain
management would be easier and by which
demanded chain performances would be
achieved (strategies must respect final user
demand characteristics, specific industry
branches, product type, production process
type, supplying possibilities etc);
− for efficient supply chain functioning,
controlling and management it is necessary
to have right information on right time and
at right place i.e. that information which is
got must be up to date on time, exact and
true, understandable, complete and
transparent (Vešović, 1998), for which
adequate information system and
supportting technology at the chain level is
necessary etc.
All that have been said has rose higher supply
chain management popularity both in theory and
practice. One can find more and more papers
devoted to this area (chain models, strategic,
tactical and operational problems, different
strategies whose aim is to minimize expenses
and/or increasing user service quality and their
effects etc). Also, there are many companies such
as Wal Mart, Proctor & Gamble, Coca-Cola, AT
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− stalna promena zahteva korisnika i veliki izbor
proizvoda i usluga povećavaju rizik od ulaganja
u zalihe (zastarevanje proizvoda, zalihe
proizvoda koji se ne prodaju ili se sporo prodaju
i sl.) i od smanjenja profita (kompanije koje
ulažu mnogo u zalihe vezuju svoj kapital);
− sve procese od početnog snabdevanja
sirovinama do isporuke gotovog proizvoda
krajnjim korisnicima ne mogu efikasno držati
pod kontrolom, već da je potrebno da se
koncentrišu na svoje ključne procese, a ostale
procese prepuste drugim davaocima usluga (na
primer, davaocima logističkih usluga);
− postizanje lokalnih optimuma u pojednim
delovima kompanija ili kod pojedinih članova
lanca ne daje globalni optimum (u takvoj
situaciji može da se dogodi da performanse
čitavog lanca budu jako niske);
− korisnik postaje generator zahteva za
proizvodnjom i da povećana proizvodna
diferencijacija, skraćenje životnog veka
proizvoda i sl. zahteva veću fleksibilnost lanca
snabdevanja;
− okretanje ka globalnom snabdevanju zahteva
pronalaženje efikasnijih načina za upravljanje,
sinhronizaciju i koordinaciju tokova materijala
unutar i van same kompanije;
− je potrebno razviti odgovarajuće strategije kroz
koje će se olakšati upravljanje lancima
snabdevanja sa jedne strane i postići željene
performanse lanca sa druge strane (strategije
moraju respektovati karakteristike zahteva
krajnjih korisnika, konkretne grane industrije,
tipa proizvoda, proizvodnih procesa, mogućnosi
snabdevanja itd.);
− je za efikasno funkcionisanje, kontrolu i
upravljanje lancem snabdevanja neophodno
imati pravu informaciju, u pravo vreme i na
pravom mestu, tj. da dobijena informacija mora
biti aktuelna, blagovremena, tačna i istinita,
razumljiva, potpuna i javna (Vešović, 1998), za
šta je neophodna podrška odgovarajućeg
informacionog sistema i tehnologije na nivou
lanca itd.
Sve ovo je uticalo sve veću popularnost upravljanja
lancem snabdevanja – kako u teoriji, tako i u praksi.
U literaturi se sve više mogu naći radovi posvećeni
ovoj problematici (modelima lanaca, strateškim,
taktičkim i operativnim problemima, različitim
strategijama čiji je cilj minimiziranje troškova i/ili
povećanje kvaliteta usluge korisnicima i njihovim
efektima i dr.). Takođe, i u praksi se mogu naći
mnoge kompanije sa formiranim lancima
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
& T, Hewlett-Packard, Heineken, Sears, Sara
Lee, Warner Lambert, Reynolds Wrap,
Benneton, Whirpool, Georgia-Pacific Corp.,
Campbell Soup, Johnson & Johnson, Barilla
etc that have created and manage supply
chains by different strategies.
2.2 Supply chain and supply chain
management definitions – literature
overview
Although supply chain and supply chain
management defining one could follow from
1982, its describing from theoretical aspect has
begun just in ninetieth of previous century,
with the objective to clarify differences with
traditional approach to material flaw
management and related information flaws.
Original use of these terms, which is far wider
today, was related to decreasing inventories, in
and out the company.
Numerous definitions of supply chain and
supply chain management can be found in
literature. Supply chains are defined with
different scope level, and for defining
management concept itself, different
approaches are used – by some authors they are
observed through operational activities in
material flaws, by others it is seen as managing
philosophy, and there are authors by which it is
observed from process management aspect.
Authors have even conceptualized SCM
differently within the same article: as a form of
integrated system and as a management
philosophy (Mentzer, 2001). Diversities in
interpretation can be seen from following
definition quotation from scientific papers:
ƒ According to Stevens (1989) supply chain is
a system whose constituent parts include
material suppliers, production facilities,
distribution services and customers linked
together via the feed-forward flow of
materials and the feedback flow of
information (source – Angerhofer and
Angelides, 2000). The objective of managing
the supply chain is to synchronize the
requirements of the customer with the flow
of materials from suppliers in order to effect
a balance between what are often seen as
conflicting goals of high customer service,
lowinventory management, and low unit cost
(source – Mentzer, 2001).
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snabdevanjima, koje njima upravljaju na bazi različitih
strategija, kao što su Wal Mart, Proctor & Gamble,
Coca-Cola, AT & T, Hewlett-Packard, Heineken,
Sears, Sara Lee, Warner Lambert, Reynolds Wrap,
Benneton, Whirpool, Georgia-Pacific Corp.,
Campbell Soup, Johnson & Johnson, Barilla i dr.
2.2 Pregled definicija lanca snabdevanja
i upravljanja lancem snabdevanja
u literaturi
Mada se u literaturi od 1982. godine, pojavljuju
definicije lanca snabdevanja i upravljanja lancem
snabdevanja, tek devedesetih godina prošlog veka
se pristupilo njegovom opisivanju sa teorijskog
aspekta u cilju razjašnjavanja razlike u odnosu na
tradicionalnije pristupe upravljanja tokom
materijala i odgovarajućih tokova informacija.
Prvobitna upotreba ovih izraza se odnosila na
smanjenje zaliha unutar i van organizacija, ali je
taj početni opseg danas dosta proširen.
U literaturi se danas može naći mnoštvo
definicija lanca snabdevanja i upravljanja
lancem snabdevanja. Lanci snabdevanja se
definišu sa različitim stepenom obuhvatnosti,
a za definisanje njegovog upravljanja se
koriste različiti pristupi – neki autori ga
posmatraju kroz operativne aktivnosti u
tokovima materijala, neki ga vide kao
upravljačku filozofiju, a neki ga sagledavaju
sa aspekta upravljačkih procesa. Određeni
autori čak u istom radu tretiraju upravljanje
lancem snabdevanja na različit način – i kao
oblik integrisanog sistema sa jedne strane i
kao upravljačku filozofiju (Mentzer, 2001).
Različitost tumačenja ovih pojmova može se
videti kroz neke citiranije definicije iz
naučnih radova:
ƒ Prema Stevens-u (1989) lanac snabdevanja
predstavlja sistem čiji su sastavni delovi
snabdevači materijala, proizvodni objekti,
distributivne službe i korisnici, povezani
zajedno preko toka materijala i povratnog toka
informacija (izvor – Angerhofer i Angelides,
2000). Cilj upravljanja lancem snabdevanja je
da se sinhroniziraju zahtevi korisnika sa
tokom materijala od snabdevača kako bi se
izvelo balansiranje između onoga što se često
vidi kao konfliktan cilj između visokog nivoa
opsluge korisnika, niskog nivoa zaliha i niskih
jediničnih troškova (izvor – Mentzer, 2001).
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
ƒ According to Christopher (1994), supply
chain is the network of organizations that are
involved, through upstream and downstream
linkages, in the different processes and
activities that produce value in the form of
products and services in the hands of the
ultimate consumer.
ƒ According to Chow at all (1994), supply
chain comprises all companies that
participate in transforming, selling and
distributing the product from raw material to
the final consumer.
ƒ According to Stewart (1995), supply chain
consists of those logistical and informational
elements which are bounded by the aggregate
demands of the marketplace at one end, and
by specific product/service delivery at the
customer site, at the other end.
ƒ According to Thomas and Griffin (1996)
supply chain management is the management
of material and information flows both in and
between facilities, such as vendors,
manufacturing and assembly plants and
distribution centers.
ƒ According to Beamon (1998), a supply chain
may be defined as an integrated process
wherein a number of various business entities
(i.e., suppliers, manufacturers, distributors,
and retailers) work together in an effort to:
(1) acquire raw materials, (2) convert these
raw materials into specified final products,
and (3) deliver these final products to
retailers. This chain is traditionally
characterized by a forward flow of materials
and a backward flow of information.
ƒ According to Lummus and Vokurka (1999)
supply chain can be stated as: All the
activities involved in delivering a product
from raw material through to the customer
including sourcing raw materials and parts,
manufacturing and assembly, warehousing
and inventory tracking, order entry and order
management, distribution across all channels,
delivery to the customer, and the information
systems necessary to monitor all of these
activities. Supply chain management
coordinates and integrates all of these
activities into a seamless process. It links all
of the partners in the chain including
departments within an organization and the
external partners including suppliers, carriers,
third-party companies, and information
systems providers.
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ƒ Po Christopher-u (1994), lanac
snabdevanja predstavlja mrežu
organizacija koje su povezane
dvosmerinim vezama, različitim
procesima i aktivnostima koje stvaraju
vrednost u obliku proizvoda i usluga za
krajnjeg korisnika.
ƒ Prema Chow-u i ostalima (1994), lanac
snabdevanja obuhvata sve kompanije koje
učestvuju u proizvodnji/preradi, prodaji i
distribuciji proizvoda od izvorišta sirovina
do krajnjih korisnika.
ƒ Prema Stewart-u (1995), lanac snabdevanja
se sastoji iz onih logističkih i informacionih
elemenata koji su prožeti agregiranim
zahtevima tržišta sa jedne strane i
isporukom određenog proizvoda/usluge
korisniku sa druge strane.
ƒ Prema Thomas-u i Griffin-u (1996)
upravljanje lancem snabdevanja se definiše
kao upravljanje materijalnim i
informacionim tokovima i unutar i između
objekata, kao što su trgovački, proizvodni i
montažni objekti i distributivni centri.
ƒ Prema Beamon-u (1998), lanac snabdevanja
se može definisati kao integrisani proces u
kome se nalaze brojni različiti poslovni
entiteti (kao što su snabdevači, proizvođači,
distributeri i trgovci) koji rade zajedno u
cilju da: (1) nabavljaju sirovine, (2)
pretvaraju te sirovine u određene gotove
proizvode i (3) isporučuju ove gotove
proizvode trgovcima. Ovakav lanac je
tradicionalno okarakterisan tokom
materijala i povratnim tokom informacija.
ƒ Lummus i Vokurka (1999) smatraju da se
lanac snabdevanja može definisati kroz sve
aktivnosti koje se odnose na isporuku
proizvoda do korisnika, a u njih spada
snabdevanje sirovinama i delovima,
proizvodnja i montaža, skladištenje i
praćenje zaliha, unos narudžbina i
upravljanje realizacijom narudžbine,
distribucija duž svih kanala, isporuka
korisnicima i informacioni sistemi koji su
neophodni za praćenje svih ovih aktivnosti.
Upravljanje lancem snabdevanja koordinira
i integriše sve ove aktivnosti u jedan proces.
Ono povezuje sve partnere u lancu
uključujući odeljenja unutar organizacije i
spoljne partnere, kao što su snabdevači,
prevoznici, davaoci usluga i kompanije u
oblasti informacionih sistema.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
ƒ According to Simchi-Levi at all (2000),
supply chain management is a set of
approaches utilized to efficiently integrate
suppliers, manufacturers, warehouses, and
stores, so that merchandise is produced and
distributed at the right time, in order to
minimize system wide costs while satisfying
service level requirements.
ƒ In their work Lambert and Cooper (2000)
used following definition: Supply chain
management is the integration of key
business processes from end user through
original suppliers that provides products,
services, and information that add value for
customers and other stakeholders.
ƒ Mentzer (2001) defines supply chain is
defined as a set of three or more entities
(organizations or individuals) directly
involved in the upstream and downstream
flows of products, services, finances, and/or
information from a source to a customer.
Supply chain management is defined as the
systemic, strategic coordination of the
traditional business functions and the tactics
across these business functions within a
particular company and across businesses
within the supply chain, for the purposes of
improving the long-term performance of the
individual companies and the supply chain as
a whole.
ƒ Min and Zhou (2002): “supply chain“ is
integrated system which synchronizes a
series of inter-related business processes in
order to: (1) acquire raw materials and parts;
(2) transform these raw materials and parts
into finished products; (3) add value to these
products; (4) distribute and promote these
products to either retailers or customers; (5)
facilitate information exchange among
various business entities (e.g. suppliers,
manufacturers, distributors, third-party
logistics providers and retailers).
ƒ According to Frazelle (2002) supply chain is
the network of facilities (warehouses,
factories, terminals, ports, stores and homes),
vehicles (trucks, trains, planes, and ocean
vessels) and logistics information systems
connected by an enterprise’s supplier’s
suppliers and its customer’s customers.
ƒ Hensher and Brewer (2004) think that supply
chain management comprises all business
and management activities that are used for
transforming input resources in products and
services.
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ƒ Prema Simchi-Levi i ostalima (2000),
upravljanje lancem snabdevanja predstavlja
niz pristupa koji se koriste za efikasno
integrisanje snabdevača, proizvođača,
skladišta i maloprodajnih objekata, tako da se
roba proizvodi i distribuira u pravoj količini,
na pravu lokaciju i u pravo vreme, sa ciljem
da se minimiziraju troškovi u sistemu dok se
zadovoljavaju zahtevi za opslugom.
ƒ Lambert i Cooper (2000) definišu upravljanje
lancem snabdevanja kao integraciju ključnih
poslovnih procesa od krajnjeg korisnika do
početnih snabdevača koji obezbeđuju
proizvode, usluge i informacije koje dodaju
vrednost za korisnike i ostale ulagače.
ƒ Mentzer (2001) definiše lanac snabdevanja
kao niz od tri ili više entiteta (organizacionih
ili pojedinačnih) koji su direktno uključeni u
dvosmerne tokove proizvoda, usluga, finansija
i/ili informacija od izvorišta do korisnika.
Upravljanje lancem snabdevanja definiše kao
sistemsku, strategijsku koordinaciju
tradicionalnih poslovnih funkcija i taktika koje
se primenjuju u ovim poslovnim funkcijama
unutar određene kompanije i unutar lanca
snabdevanja, sa svrhom dugoročnog
poboljšanja performansi kako samih
kompanija tako i celokupnog lanca
snabdevanja.
ƒ Min i Zhou (2002) posmatraju lanac
snabdevanja kao integrisani sistem koji
sinhronizuje niz međuzavisnih poslovnih
procesa u cilju da se: (1) nabavljaju sirovine i
delovi; (2) ove sirovine i delovi transformišu u
gotove proizvode; (3) dodaje vrednost ovim
proizvodima; (4) ovi proizvodi distribuiraju i
promovišu bilo prodavcima bilo korisnicima;
(5) olakša razmena informacija između
različitih poslovnih entiteta (kao što su
snabdevači, proizvođači, distributeri, logistički
davaoci usluga i maloprodaja).
ƒ Frazelle (2002) smatra da lanac snabdevanja
predstavlja mrežu objekata (skladišta, fabrika,
terminala, luka, maloprodajnih objekata i
domaćinstava), transportnih sredstava
(kamiona, vozova, aviona i okeanskih plovila)
i logističkih informacionih sistema koji su
povezani preko snabdevačevih snabdevača i
korisnikovih korisnika.
ƒ Hensher i Brewer (2004) smatraju da
upravljanje lancem snabdevanja obuhvata
celokupan niz poslovnih i upravljačkih
aktivnosti koje se koriste za pretvaranje
ulaznih resursa u proizvode i usluge.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
Although difficulties in terminology defining
concerning supply chains still exist, in literature
there is relatively small number of papers that
discuss this subject directly. Some of basic:
Lambert, Cooper and Pagh (1998), discuss
differences between scope of logistic
management, its defining and supply chain
management, and they give management basic;
Lummus and Vokurka (1999) give supply chain
definitions overview, their management, motives
and development phases, as well as examples of
companies with real supply chains; Mentzer at all
(2001.), give overview and comments concerning
supply chain definitions given by different
authors, their classifications and points of view1;
Tan (2001) gives a list of definition connected
with supply chain management and its scope
from the supply aspect (the emphasis is on
strategic supplier selection), from production
aspect (the emphasis is laid on producer
efficiency and competitiveness, based on direct
suppliers resoutces’ capacity and technology),
and transport and logistic aspects in retail and
gross sale (the emphasis is on physical
distribution and integrated logistic).
From the given review, it can be concluded that
there is no generally accepted supply chain
definition neither its management definition2.
According Vlajić, (2005), that is a consequence
of supply chain complexity and diversity –
concerning product/industry type and
characteristics, target market (national or global),
politics and supply resources, number of
members and their influence on chain
functioning, geographical position, dimension,
way of information flow realization, comprising
or not comprising financial and reverse goods
flows etc. Yet, it can be concluded that supply
chain comprises all participants from starting
supplier to final user, all connected by material
and reverse material flaw, information flaw
(managing and controlling), and financial flaw.
Also, it can be concluded that supply chain
management is related to all members activities
and processes integration, coordination and
synchronization, on different levels from
strategically, tactical to operational activities,
1
Definition of supply chain management differ across authors, they
can be classified into three categories: a management philosophy,
implementation of a management philosophy, and a set of
management processes.
2
Even definition of supply chain, and supply chain management,
proposed by Council of Supply Chain Management Professionals
isn't official nor wider accepted (www. cscmp.org).
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Iako još uvek postoje problemi definisanja termina
vezanih za oblast lanaca snabdevanja, u literaturi je
relativno mali broj radova koji konkretno
razmatraju ovu tematiku. Neki od osnovnih su:
Lambert, Cooper, Pagh (1998), koji razmatraju
razlike između oblasti i definisanja logističkog
upravljanja i upravljanja lancem snabdevanja i daju
osnovne komponente njegovog upravljanja;
Lummus i Vokurka (1999) daju pregled definicija
lanaca snabdevanja i njihovog upravljanja, motive i
faze razvoja, kao i primere kompanija sa realnim
lancima snabdevanja; Mentzer i ostali (2001.), daju
pregled i komentare vezane za definicije lanaca
snabdevanja od strane različitih autora, njihove
klasifikacije i aspekte posmatranja3; Tan (2001)
daje pregled definicija vezanih za upravljanje
lancima snabdevanja i njegove obuhvatnosti, sa
aspekta snabdevanja (akcenat na strateškom izboru
snabdevača), sa aspekta proizvodnje (akcenat na
poboljšanju efikasnosti i konkurentske prednosti
proizvođača oslanjajući se na kapacitete i
tehnologiju neposrednih snabdevača) i sa aspekta
transporta i logistike u oblasti veleprodaje i
maloprodaje (akcenat na fizičkoj distribuciji i
integrisanoj logistici).
Iz datog pregleda, može se zaključiti da još uvek ne
postoji opšte prihvaćena definicija lanca
snabdevanja, niti njegovog upravljanja4. Prema
Vlajić, (2005), to je posledica kompleksnosti i
raznovrsnosti lanaca snabdevanja – u odnosu na
vrstu i karakteristike proizvoda/industrije, ciljno
tržište (nacionalno ili svetsko), politiku i izvore
snabdevanja, broj članova i njihov uticaj na rad
lanca, njihovu geografsku poziciju, veličinu, načine
realizacije informacionih tokova, obuhvaćenost ili
neobuhvaćenost finansijskih i povratnih robnih
tokova i sl. Ipak, može se zaključiti da lanac
snabdevanja obuhvata sve učesnike od početnog
snabdevača, pa do krajnjeg korisnika, koji su
povezani: tokom materijala, povratnim tokom
materijala, informacionim tokovima (upravljačkim i
kontrolnim) i finansijskim tokovima, a da se
upravljanje lanacem snabdevanja odnosi na
integraciju, koordinaciju i sinhronizaciju aktivnosti
i procesa kod svih učesnika lanca na različitim
nivoima – od strateških, preko taktičkih, pa do
3
Prema njima, definicije upravljanja lancem snabdevanja se mogu
klasifikovati na tri kategorije: kategorija upravljačke filozofije,
kategorija implementacije upravljačke filozofije i niz upravljačkih
procesa.
4
Čak ni definicija lanca snabdevanja i upravljanja lancem
snabdevanja koju je dala organizacija Council of Supply Chain
Management Professionals nije zvanična, opšte prihvaćena (www.
cscmp.org).
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
always respecting the fact that any chain's
member has influence on total expenses and on
product/service value for final user. Naturally,
the aim of supply chain management is raising
its profitability, and that can be done by raising
or maintaining its competitiveness level i.e. by
raising the user service level on one side and
by lowering total chain expenses on another
side. For achieving aim has been defined, it is
necessary to fulfill series of prerequisites that
are connected with smooth flows of goods,
information and capital.
2.3. Components of supply chain
Supply chains scope and configuration are in close
correlation with different definitions of the chain
itself. Apart from definitions mentioned, in some
papers, for instance, overview of supply chains is
given from the aspect of ownership, and the chain
is defined in narrow and broader sense. Supply
chain in narrow sense is related to big company
with agencies on different locations, often in
different countries, and such chain is called
intraorganisational supply chain. Supply chain in
broader sense consist from two or more legally
independent organizations which are connected by
material, information and finance flows, and such
chain is often called interorganisational supply
chain. There are also papers in which the emphasis
is given on configuration, processes, organization,
management strategy, or on particular flow
(goods, information, finance) etc. However,
adequate overview is not possible without having
in mind all mentioned facts. Hence, according to
Lambert (1998), complete overview of supply
chain is not possible without analysis of three key
components:
ƒ Supply chain network structure, by which key
supply chain members are identified,
structural dimensions of the network and types
of process links across supply chain are
determined;
ƒ Supply chain key business processes5, by
which relationships with customers are
defined , ways of cooperation, information
and goods flows realization, customer service
level, production, procurement, placement,
product development etc;
5 6
Seven key bussiness processes in supply chain are identifyed by
members of Global Supply Chain Forum (Lambert, 1998)
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operativnih aktivnosti, pri čemu se stalno mora
respektovati činjenica da svaki član lanca utiče na
visinu ukupnih troškova i na vrednost
proizvoda/usluge za krajnjeg korisnika. Naravno,
cilj upravljanja lancem snabdevanja je podizanje
njegove profitabilnosti, što se može ostvariti samo
preko podizanja ili održavanja nivoa konkurentnosti
tj. preko podizanja nivoa opsluge korisnika sa jedne
strane i snižavanja ukupnih troškova lanca sa druge
strane. Za postizanje zadatog cilja neophodno je
ispuniti niz preduslova vezanih za neometano
funkcionisanje robnih, informacionih i finansijskih
tokova.
2.3. Komponente lanca snabdevanja
Obuhvatnost i konfiguracija lanaca snabdevanja su u
bliskoj korelaciji sa različitim definicijama samog
lanca. Pored navedenih definicija, u nekim radovima
se, na primer, lanci snabdevanja sagledavaju sa
aspekta vlasništva, pa se definiše lanac snabdevanja
u užem i u širem smislu. Lanac snabdevanja u užem
smislu se odnosi na veliku kompaniju sa
poslovnicama koje se nalaze na različitim
lokacijama, često u različitim državama i takav tip
lanca se naziva intraorganizacioni lanac snabdevanja.
Lanci snabdevanja u širem smislu se sastoje iz dve ili
više pravno nezavisnih organizacija, koje su
povezane tokovima materijala, informacija i finansija
i takav tip lanca se često naziva interorganizacioni
lanac snabdevanja. U drugim radovima, pri
sagledavanju lanca snabdevanja se naglašava
njegova konfiguracija, ili procesi, ili organizacija, ili
upravljačka strategija iIi samo jedna vrsta toka
(robni, informacioni ili finansijski) i slično.
Međutim, adekvatno sagledavanje lanca snabdevanja
nije moguće bez uzimanja u obzir svih navedenih
činilaca. Tako, prema Lambert-u (1998), potpuno
sagledavanje lanca snabdevanja nije moguće bez
sagledavanja njegove tri osnovne komponente:
ƒ Strukture lanca snabdevanja, kojom se
identifikuju ključni članovi lanca, utvrđuje se
strukturna dimenzije mreže i tipovi poslovnih
veza u procesima;
ƒ Ključnih poslovnih procesa6 u lancu
snabdevanja, kojima se definišu odnosi sa
korisnicima, načini saradnje, realizacija
informacionih i robnih tokova, nivo opsluge
korisnika, proizvodnja, snabdevanje i plasman,
razvoj proizvoda i sl;
Članovi Global Supply Chain Forum-a identifikovali su sedam
ključnih poslovnih procesa u lancu snabdevanja (Lambert, 1998.)
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
ƒ Supply chain management components, which
are defined through visible and measurable
components by which management and control
are realized (physical and technical group) and
components that describe organizational
behavior (managerial and behavioral
components).
This approach to supply chain overview enable
complete overview of the most important elements
that create supply chain, and by which it is possible
to develop chain concept, define its scope from the
aspect of participant as well of goods, information
and financial flaws, that is modeling process
starting point.
3 SUPPLY CHAIN PERFORMANCES
Various approaches to defining supply chain
performances, their categorization,
quantification, etc. can be found in literature. In
this section, subject of key chain performances
selection will be presented with overview of
performances and performance measures which
are being tracked on chain level, namely units
which appear in papers dedicated to theoretical
problems of performances’ selection and
adequate performance measurement.
3.1 Aspects of supply chain performances
defining and categorization
Many papers dedicated to performance analysis
and classification (mostly at single company
level) can be found in available literature, but
there is only a small number of researches
dedicated to supply chain performances measures
(Lamber and Pohlen, 2001).
According to Vidovic (1997), performances in
generalized sense represent a term which
meaning can be used as a common denominator
of various ratios, parameters, characteristics and
measurers, while in techniques they represent a
concept used to describe specific properties
(characteristics) of elements and systems. The
very value of the performance is represented by
performance's measurement, measure and a
pointer which describes relevant criteria in a
precisely defined way. A single performance can
contain more than one different measure.
According to Beamon (1999) performance
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Upravljačkih komponenti u lancu, koje se
definišu kroz vidljive i merljive komponente
preko koji se realizuje upravljanje i kontrola
(fizička i tehnička grupa) i komponente koje
opisuju organizaciono ponašanje (upravljačke i
behaviorne komponente).
Ovakav pristup sagledavanju lanaca
snabdevanja omogućava potpuno sagledavanje
najvažnijih elemenata iz kojih se sastoji lanac,
a na bazi kojih je moguće razviti koncept lanca,
definisati njegovu obuhvatnost sa aspekta
učesnika i robnih, informacionih i finanskijskih
tokova, što predstavlja polaznu tačku za
modeliranje.
3. PERFORMANSE LANACA SNABDEVANJA
U literaturi se mogu naći različiti pristupi
definisanju performansi lanaca snabdevanja,
njihove kategorizacije, kvantifikacije i slično. U
ovoj tački biće ukratko predstavljena
problematika izbora ključnih performansi lanca
sa pregledom performansi i mera performansi
koje se najčešće prate na nivou lanca, to jest
pojavljuju u radovima koji su posvećeni
teorijskoj problematici izbora performansi i
adekvatnih mera performansi.
3.1 Pristupi definisanju i kategorizaciji
performansi lanca snabdevanja
U raspoloživoj literaturi se može naći mnogo
radova posvećenih analizi i klasifikaciji
performansi (najčešće na nivou jedne kompanije,
ali je malo istraživanja bilo posvećeno merama
performansi lanaca snabdevanja (Lambert i i
Pohlen, 2001).
Prema Vidoviću (1997), performanse u
uopštenom smislu predstavljaju termin čije
značenje se može koristiti kao zajednički
imenitelj različitih koeficijenata, parametara,
karakteristika i izmeritelja, dok u tehnici
predstavljaju pojam kojim se opisuju određene
osobine (karakteristike) elemenata i sistema.
Sama vrednost performanse se predstavlja merom
performanse, izmeriteljem, pokazateljem koji
opisuje relevantni kriterijum na jasno definisan
način. Jedna perfomansa može imati više
različitih mera. Prema Beamonu (1999) mere
performansi (ili sistem mera performansi) se
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
measures (or performance measurement system)
is used to determine the efficiency and/or
effectiveness of an existing systems, or to
compare competing alternative systems or to
design proposed systems, by determining the
values of the decision variables that yield the
most desirable level(s) of performance. In regard
to the observed system, various performance
classifications and their measures can be found in
literature. Therefore, from the logistical system
aspect, different authors choose different
definitions and classifications.
According to Chow at all (1994), conceptually,
logistic performances may be viewed as a subset
of the larger notion of firm or organizational
performance. Concerning this aspect, they are
multi-dimensional and, as such, then can be
classified on soft and hard, where:
ƒ Soft performance measures usually represents
customer perception about customer service
and they are related to effectiveness and
efficiency;
ƒ Hard performance measures can be easy,
accurate and inexpensive to collect, and than
they can be eventually compared with other
companies performances (in most cases they
are represented by financial statistic and cost
accounting elements).
ƒ In papers where logistic systems are viewed
from the aspect of system theory, logistic
performances can be classified on (Vidović,
1997.):
ƒ internal (they represent "inner" characteristics
of logistic subsystems and relate to technical-
technological, organizational, economical and
other relevant characteristics of this systems);
ƒ external (they represent a "result" of logical
system functioning and a reflection of quality
level and economy of realization of logistical
processes, in other words, they are the
reflection of logistic system and a way it
functioning in an environment.
Simultaneously, external performances are
complex multi-attribute functions of internal
performances).
According to him, the ideas of internal and
external performances depend on observation
level and closure of system as a whole, so they
should be perceived provisory. Likewise, this
author categorizes main performances in
logistical systems into four groups: safety of
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koriste za utvrđivanje efektivnosti i/ili
efikasnosti sistema, ili za poređenje alternativa
ili za projektovanje datih sistema kroz
određivanje vrednosti varijabli odlučivanja
koje daju najpoželjniji nivo (najpoželjnije
nivoe) perfomansi. U odnosu na posmatrani
sistem, u literaturi se mogu naći različite
klasifikacije performansi i njihovih mera. Iz
tog razloga se, sa aspekta logističkog sistema,
različiti autori opredeljuju za različite
definicije i klasifikacije.
Prema Chow-u i ostalima (1994),
konceptualno, logističke performanse se mogu
tretirati kao podskup jednog šireg pojma
performansi na nivou kompanije ili u okviru
organizacije. Gledajući sa tog aspekta, one su
multidimenzionalne i kao takve se mogu
klasifikovati na meke i tvrde, pri čemu:
ƒ meke performanse najčešće predstavljaju
percepciju korisnika o realizovanoj usluzi i
govore o efektivnosti i efikasnosti;
ƒ tvrde performanse mogu da se prikupe
lako, tačno i sa malim troškovima, a potom
i eventualno porede sa performansama
ostalih kompanija (najčešće se radi o
elementima finansijske statistike i
elementima statistike troškova).
ƒ U radovima u kojima se logistički sistemi
posmatraju sa aspekta teorije sistema,
logističke performanse se mogu
klasifikovati na (Vidović, 1997.):
ƒ interne (predstavljaju "unutrašnje"
karakteristike logističkih podsistema i
odnose se na tehničko-tehnološke,
organizacione, ekonomske i druge
relevantne karakteristike ovih sistema);
ƒ eksterne (predstavljaju "rezultat"
funkcionisanja logističkog sistema i odraz
nivoa kvaliteta i ekonomičnosti realizacije
logističkih procesa, odnosno, one su odraz
logističkog sistema i načina njegovog
funkcionisanja u okruženju. Istovremeno,
eksterne perfomanse su kompleksne
višeatributne funkcije internih
performansi).
Prema njemu, pojmovi internih i eksternih
performansi zavise od nivoa posmatranja i
obuhvatnosti sistema kao celine, te ih treba
shvatiti krajnje uslovno. Isto tako, navedeni
autor kategorizuje osnovne performanse u
logističkom sistemu na četiri grupe: bezbednost
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
logistical processes and their relation to the eco-
system, techno-exploitation performances,
service level7 and logistical costs;
Frazelle (2002) categorize performances
according to logistic activities8: financial, quality
and productivity performance measures and cycle
time performance measures.
Concerning the fact that supply chain is a broader
system than logistics, performances and their
measures which will match the nature of the
chain should be considered. However, there are
many problems related to the field: (Vlajić,
2005):
1. Problem of identifying, defining and
monitoring performances on supply chain
level, which comes from different definitions
of supply chain, and therefore the processes
which are realized in it. Besides, many
techniques and measures described in
literature are designed for performance
measurement development in companies, but
not for supply chains;
2. Problem of selection performances measures
for evaluation of supply chain, it's members
or member groups from the aspect of
meaning, computing method, data gathering
and likewise. Measures selected as
performance measures must be viewed from
the same aspect in the whole chain and with
all members;
3. Problem of identification and performance
measures definition, and measurement
conducting pursuant to needs of individual
companies, where their results (most often)
are not shared with other chain members – it
is overlooked that every member adds value
to a product/service for the final customer,
and that the focus should be put on the final
customer; performance measurements must
be defined so that they reflect common goals
of all, not only one chain member.
4. Problem which arises when, due to the
complexity of process which is being realized
in the supply chain, it is not possible to apply
only one performance measure, but
corresponding system of performance
measurements has to be applied (like
7
Service level is also denoted as customer service level, service
quality, etc.
8
Basic logistic activity are: customer response, inventory planning
and management, supply, transportation and warehousing.
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logističkih procesa i odnos prema eko-
sistemu, tehno-eksploatacione performanse,
servis stepen9 i logistički troškovi;
Frazelle (2002) kategorizuje performanse prema
logističkim aktivnostima10 i to na performanse u
finansijskom i kvalitativnom domenu, domenu
produktivnosti i performanse koje se mere u
odnosu na vremensku komponentu.
S obzirom da je lanac snabdevanja širi sistem u
odnosu na logistiku, potrebno je razmotriti i
definisati performanse i njihove mere koji će
odgovarati prirodi lanca. Međutim, postoji više
problema koji se dotiču ove oblasti (Vlajić,
2005):
1. Problem identifikovanja, definisanja i
praćenja performansi na nivou lanca, koji
proizilazi iz različitog definisanja lanca
snabdevanja, a samim tim i procesa koji se u
njemu realizuju. Pored toga, mnoge tehnike i
mere koje su opisane u literaturi su
namenjene za razvoj mera performansi za
kompanije, a ne za lance snabdevanja;
2. Problem izbora mera za vrednovanje
performansi lanca snabdevanja, njegovih
članova ili grupacija članova sa aspekta
značenja, načina proračunavanja, sakupljanja
podataka i sl. Izabrane mere za vrednovanje
performansi se moraju posmatrati sa istog
aspekta u celom lancu i kod svih učesnika;
3. Problem identifikacije i definisanja mera
performansi, kao i sprovođenja merenja
shodno potrebama individualnih kompanija,
pri čemu se njihovi rezultati (najčešće) ne
dele sa ostalim učesnicima lanca - gubi se iz
vida da svaki učesnik dodaje vrednost
proizvodu/usluzi za krajnjeg korisnika i da
fokus treba biti na krajnjem korisniku; mere
performansi moraju biti tako definisane da
odražavaju zajedničke ciljeve svih, a ne samo
jednog učesnika u lancu;
4. Problem koji nastaje kada usled
kompleksnosti procesa koji se realizuju u
lancu snabdevanja nije moguće primeniti
samo jednu meru performansi, već se mora
primeniti odgovarajući sistem mera
performansi (kao što su proračunske šeme,
9
Servis stepen se još naziva nivo opsluge korisnika, kvalitet
opsluge korisnika itd.
10
Osnovni logističke aktivnostii procesi su: odziv na zahteve
korisnika, planiranje i upravljanje zalihama, snabdevanje, transport,
distribucija i skladištenje.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
computation schemes, schemes based on
rules, or targeted schemes); performance
measurement system consists of several
different performance measures which are
connected with various relations;
5. Problem of frequent use of only financial
performances in practice which do not give
the whole picture of supply chain functioning
quality (only when some no financial
measures are applied relations with physical
processes, and material flows may be
perceived)
6. Problem of retrospective performance
measures treatment (usually just for control
purposes), and rarely viewing performance
measures in context of future supply chain
management development, etc.
It can be concluded that a lack of adequate
performance measures in supply chains, wrong or
different way of their quantification, results in
mistakes in fulfilling consumer demands and/or
consumers expectations, in local performance
optimization of a single chain member or a single
group in a company, in missed possibilities for
boosting chain competivity and in conflicts in
supply chains. (Lambert and Pohlen, 2001.)
3.2 Defining of supply chain performances and
performance measures – literature review
Besides traditional question of "what to
measure", "when to realize the measuring" and
"how to realize the measurement", the problem of
performances and performance measures
identification, defining and tracking in the supply
chain complicates even more the complexity of
the chain. According to Beamon (1999), supply
chain performance measurements must have
following characteristics:
ƒ Inclusiveness: all supply chain pertinent
aspects should be enclosed by performance
measures, so that the similar performance
level can be achieved in the chain itself and
at its members.
ƒ Universality: performance measures should
allow comparison under various operating
conditions, so that comparison by concurrent
systems can be achieved.
ƒ Measurability: all data on which performance
measurement is based on have to be
measurable, so that an accurate and forehand
evaluation of performances can be enabled.
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šeme bazirane na pravilima ili ciljne šeme);
sistem mera performansi se sastoji iz više
različitih mera performansi koje su povezane
različitim relacijama;
5. Problem česte primene samo finansijskih
performansi u praksi koje ne daju
sveobuhvatnu sliku kvaliteta funkcionisanja
lanca snabdevanja (tek sa primenom nekih
nefinansijskih performansi se može uočiti
povezanost za realizacijom fizičkih procesa
tj. materijalnih tokova u lancu snabdevanja);
6. Problem retrospektivnog tretiranja mera
performansi (obično samo u kontrolne
svrhe), a ređe razmatranje mera perfomansi u
kontekstu budućeg razvoja lanca snabdevanja
itd.
Može se zaključiti da nedostatak odgovarajućih
mera performansi u lancu snabdevanja,
pogrešnog ili raličitog načina njihove
kvantifikacije rezultuje greškama u ispunjavanju
zahteva korisnika i/ili njihovih očekivanja,
lokalnom optimizacijom performansi jednog
učesnika lanca ili jedne celine u kompaniji,
ispuštenim mogućnostima za podizanje
konkurentnosti lanca i konfiliktima u lancu
snabdevanja (Lambert i Pohlen, 2001.)
3.2 Definisanje performansi i mera
performansi lanca snabdevanja – pregled
literature
Pored tradicionalnih pitanja »šta treba meriti«,
»kad realizovati merenje« i »kako realizovati
merenje«, problematiku utvrđivanja, definisanja i
praćenja performansi i njihovih mera u lancu
snabdevanja usložnjava kompleksnost samog
lanca. Prema Beamon-u (1999), mere
performansi lanca snabdevanja moraju imati
sledeće karakteristike:
ƒ Sadržajnost (obuhvatnost): merama
performansi treba da budu obuhvaćeni svi
relevantni aspekti lanca snabdevanja, kako bi
se osigurao sličan nivo performansi i u
samom lancu i kod njegovih članova.
ƒ Univerzalnost: mere performansi treba da
budu poredive u različitim uslovima rada
sistema, kako bi se omogućilo poređenje sa
konkurentskim sistemima.
ƒ Merljivost: svi podaci na kojima se bazira
merenje performansi moraju biti merljivi,
kako bi se omogućilo tačno i pravovremeno
vrednovanje performansi.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES … T&L - 09/05

ƒ Consistency: performance measures must be ƒ Konzistentnost: mere performansi moraju biti

consistent with organization goals, so that an konzistentne sa ciljevima organizacije, kako
overview of the whole supply chain bi se omogućio uvid u performanse celog
performances can be achieved with lanca snabdevanja sa uvažavanjem
organization goals in mind organizacionih ciljeva

There is a small number of papers in available
literature dedicated to this subject, where the
most important papers come from Stewart
(1995), Beamon (1999), Lambert and Pohlen
(2001), Stadler and Kilger (2002), Gunasekarean
at all (2004), in which individual performances
and performance measures are presented. in
Table 2.
U raspoloživoj literaturi postoji manji broj radova
koji su posvećeni ovoj problematici, a kao
značajniji se mogu izdvojiti radovi Stewart-a
(1995), Beamon-a (1999), Lambert-a i Pohlen-a
(2001), Stadler-a i Kilger-a (2002),
Gunasekarean-a i ostalih (2004), u kojima se
ističu pojedine performanse i mere performansi
(Tabela 2).

Table 2 Key supply chain performances overview, by authors

Tabela 2 Pregled klučnih performansi u lancu snabdevanja prema autorima
Supply Chain
Performance

Inventories
Responsiv.

Assets and

realization

Flexibility

utilization
Author/performance

Capacity
Delivery

Time of
activity
Costs
Stewart (1995) * * * *
Beamon (1999) * * * *
Stadler and Kilger (2002) * * * *
Gunasekaran at all (2004) * * * * * * *

Accents on different individual performances can
be seen from table 2. (i.e., in all of the presented
papers supply chain costs and response are
emphasized, while resource capacity usage is
treated as a significant performance in only one
paper). Of course, it is a consequence to the very
definition of the supply chain and its
characteristics. Although every supply chain is
special, some performances and performance
measurements can be applied in most of cases,
and can be grouped in four categories according
to matching performance measurements. (source:
Stadler and Kilger, 2002.), (Table 3):
Iz tabele 2. se može videti različito naglašavanje
pojedinih performansi (na primer, u svim
razmatranim radovima se naglašavaju troškovi i
odziv lanca snabdevanja, dok se samo u jednom
radu iskorišćenje kapaciteta resursa tretira kao
bitna performansa). Naravno, to je posledica
samog definisanja lanca snabdevanja i njegovih
konkretnih karakteristika. Mada je svaki lanac
snabdevanja jedinstven, neke performanse i mere
performansi se mogu primenjivati u većini
slučajeva i mogu se grupisati u četiri kategorije u
skladu sa odgovarajućim merama performansi,
(Tabela 3):

Table 3. Performance and performance measures

Tabela 3 Performanse i mere perfomansi (izvor: Stadler i Kilger, 2002.)
Performances Performance measures
Delivery On time Forecast Order
Service level Order fill rate
Performance delivery accuracy lead time
Supply Chain Planning cycle Order lead
Flexibility
Responsiveness time time
Assets and Inventory
Asset turns Inventory turns
Inventories age
Cost of goods Warranty costs
Costs
sold

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At the other hand, according to Gunasekarean at all
(2004), performance measures can be seen in context
of the supply chain processes (plan, source,
make/assemble and delivery) and hierarchical level
(operational, tactical and strategic), (Table 4). It can
be noticed from table 4. that some of the
performance measurements can be treated as
strategically as well as tactical (for example,
flexibility of service system to meet customer needs,
supplier pricing against market) or as tactical and
operating (for example, human resource
productivity, percentage of defects). The reason for
dual qualification of performance measures lies in
the fact that the targeted performances (results that a
supply chain is trying to reach) are most often
defined on a higher level, while current results
(performance control levels) are tracked from the
lower level.
Sa druge strane, prema Gunasekarean-u i ostalima
(2004), mere performansi se mogu klasifikovati u
odnosu na procese u lancu snabdevanja (planiranje,
snabdevanje, proizvodnja/montaža i isporuka) i u
odosu hijerarhijski nivo odlučivanja (operativni,
taktički, strateški), (Tabela 4). Iz tabele 4. se može
primetiti da se pojedine mere performansi mogu
tretirati i kao strateške kao i taktičke (na primer,
fleksibilnost sistema da ispuni zaheve korisnika, cene
snabdevača u odnosu na tržište) odnosno i kao
taktičke i kao operativne (na primer, produktivnost
radne snage, procenat oštećenja). Razlog dvojakoj
pripadnosti mera performansi leži u tome što se na
višem nivou obično definišu ciljne performanse
(rezultati koje lanac snabdevanja teži da ostvari), dok
se sa nižeg nivoa prate i kontrolišu trenutno
postignuti rezultati (kontrolne mere performansi).

Table 4 Supply chain performance metric

Tabela 4 Mere performansi u lancu snabdevanja
Supply Chain Performance Measures
Processes Strategic level Tactical level Operational level
Plan - Level of customer - Customer query time, - Order entry methods,
perceived value of - Product development cycle time - Human resource
product, - Accuracy of forecasting productivity
- Variances against techniques, - ...
budget, - Planning process cycle time
- Order lead time, - Planning process cycle time,
- Information processing - Order entry methods,
cost, - Human resource productivity
- Product development - ...
cycle time,
- ...
Source - Supplier lead-time - Efficiency of purchase order cycle - Supplier pricing against
against industry norm, time, market,
- Quality level - Supplier lead-time against - Adherence to developed
- Cost saving initiatives, industry norm, schedule
- Supplier pricing against - Supplier pricing against market, - Ability to avoid
market - Efficiency of cash flow method, complaints
- .... - Capacity flexibility - ...
- ...
Make/Assemble - Range of products and - Percentage of defects, - Percentage of defects,
services - Cost per operation hour, - Cost per operation hour,
- Capacity utilization, - Human resource
- ... productivity index
- ...
Deliver - Flexibility of service - Flexibility of service system to - Delivery reliability
system to meet customer meet customer needs, performance
needs, - Effectiveness of enterprise - Quality of delivered
- Effectiveness of distribution planning schedule goods,
enterprise distribution - Percentage of finished goods in - On time delivery of
planning schedule transit, goods,
- ... - Delivery reliability performance - Percentage of urgent
- ... deliveries,
- ...

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Similar classification was given by Stewart as
early as 1995., who gives performance
measurements from both customers and supply
chain member perspective by identified processes
in supply chain (plan, source, make and deliver).
He also isolates the total supply chain
performance, while, as key measures, he
emphasizes supply chain response (customer's
aspect), total supply chain costs and warranty
cost. On the other side, for the needs of supply
chain benchmarking, similar to Stadler and
Kilger (2002), this author isolates four main
performances – delivery performance, flexibility
and responsiveness, logistic costs and asset
management.
Considering given performance overview, basic
definitions and key performances measurements
will be presented further in the text – delivery,
flexibility, costs and asset performance.
3.2.1. Delivery Performance
Delivery performance is one of most important
measure for total supply chain performance.
Significance of this performance can be seen
through impact on sales to customers and
therefore on competitive position of the supply
chain on the one hand and through possibility to
affect on delivery quality by supply chain
management, on the other hand. According to
Stadler and Kilger (2002), delivery performance
has to be measured in terms of the actual delivery
date compared to the delivery date requested by
the customer. In literature can be found different
measures of that performance, like: service level,
order fill rate, on time delivery, forecast
accuracy, order lead-time etc. These measures
can be quantified in several ways.
Service level can be seen as:
ƒ Event oriented measure (α-service level),
which is based on probability that incoming
order can be fulfilled completely from stock
in predefined period length (day, week, order
cycle, etc) (Tempelmeier, 2000; Stadler and
Kilger, 2002). According to Tempelmeier
(2000), there are two versions of this
measure, with different respect to the time
interval within which the customer arrives. In
the first case, it can be considered that the
customer randomly finds a systems in given
time interval (upper definition),
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Sličnu podelu daje i Stewart još 1995. godine, koji
po identifikovanim procesima u lancu snabdevanja
(planiranje, snabdevanje, proizvodnja i isporuka)
daje mere performansi iz perspektive korisnika i
učesnika u lancu snabdevanja. On posebno izdvaja i
ukupne performanse lanca snabdevanja, pri čemu
kao glavne mere izdvaja odziv lanca snabdevanja
(korisnički aspekt), ukupne troškove lanca
snabdevanja i troškove garancije. Sa druge strane,
za potrebe benchmarking-a lanaca snabdevanja,
slično kao i Stadler i Kilger (2002) ovaj autor
izdvaja četiri glavne performanse – performansu
isporuke, fleksibilnost i odziv lanca, logističke
troškove i upravljanje kapitalom.
Obzirom na dati pregled perfomansi, u daljem
tekstu će biti ukratko date osnove definicije i mere
ključnih performansi – performanse isporuke,
performanse fleksibilnosti, performanse troškova i
performanse kapitala.
3.2.1. Performansa isporuke
Performansa isporuke je jedna od najvažnijih
performansi lanca snabdevanja. Značaj ove
performanse se može videti kroz njen uticaj na
prodaju korisnicima, a samim tim i na
konkurentnost lanca snabdevanja sa jedne strane, i
kroz mogućnost da se upravljanjem lancem
snabdevanja deluje na njen kvalitet. Prema Stadler-
u i Kilger-u (2002), performansa isporuke se mora
meriti kroz odstupanje stvarnog trenutka isporuke
od trenutka isporuke koji zahteva korisnik. U
literaturi se mogu naći različite mere za ovu
performansu, kao što su: opsluga korisnika, stepen
ispunjavanja narudžbina korisnika, pravovremenost
isporuke, tačnost prognoze, ciklus narudžbine i
drugo. Kvantifikacija navedenih mera se može
izvršiti na više načina.
Opsluga korisnika, se može izraziti kao:
ƒ Mera orijentisana na događaj (α-nivo
opsluge), koja se bazira na verovatnoći
kompletnog ispunjavanja zahteva korisnika u
datom periodu sa postojećih zaliha u
određenom vremenskom periodu (dan,
nedelja, ciklus narudžbine i sl) (Tempelmeier,
2000; Stadler i Kilger, 2002). Tempelmeier
(2000) dodatno navodi u svom radu da
postoje dve verzije tretiranja ove mere, koje
se razlikuju po tome kako se tretira period u
kome se posmatra nailazak korisnika. U
prvom slučaju, može se smatrati da korisnik
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
while in the other case, the time interval
can be treated as a customer order cycle.
Then α can be treated as a probability of a
stock out within an order cycle. The way
of computing α level of service calls an
adequate backup reserve level treatment –
in the first case, reserve backup level must
be selected in the way that it satisfies
variable α, while it is selected in regard of
customer demands probability distribution
during delivery term in the second case.
ƒ Quantity oriented measure (β-service
level), defined as the proportion of
incoming order quantities that can be
fulfilled from inventory on hand
(Tempelmeier, 2000; Stadler and Kilger,
2002). Tempelmeier (2000) define this
measure in the same way, but he respect
time component, too (demand that is
delivered without delay). This measure
can be used to determine stock out event,
but also for determine number of
customers who is not serviced or partially
serviced.
ƒ Time and quantity oriented measure (γ-
service level), which is based on quantity
that cannot be met from stock and the time
it takes to meet the demand (Stadler and
Kilger, 2002). This measure is rarely used
in practice (Tempelmeier, 2000)
Some studies shows (Stewart, 1995) that exist
correlation between inventory and delivery-to-
request performance – high inventory level
enable high customer service level (Mason-
Jones and Towill, 1999)
Order fill rate is measure similar to α-service
level. According to Stadler and Kilger (2002),
this measure can be described as the percentage
of ship-to-stock orders shipped within 24 hours.
On time delivery is another measure of delivery
performance and this measure can be seen from
two aspects:
ƒ Customer’s aspect – on time delivery
(Delivery-to-request date) is defined as the
proportion of orders delivered on or before
the date requested by the customer (Stewart,
1995; Stadler and Kilger 2002). A low
percentage of on time deliveries indicates
that the order promising process is not
synchronized with the execution process in
transport and/or production (Stadler and
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proizvoljno nailazi u sistem u datom vremenskom
intervalu (gornja definicija), dok se u drugom
slučaju taj vremenski interval može tretirati kao
ciklus naručivanja korisnika. Tada se α može
tretirati kao verovatnoća nedostatka zaliha unutar
ciklusa naručivanja korisnika. Način
proračunavanja α nivoa opsluge trazi i adekvatno
tretiranje nivoa zaštitnih zaliha – u prvom slučaju
se zaštitni nivo zaliha mora tako izabrati da
zadovolji određenu vrednost α, dok se u drugom
slučaju određuje u odnosu na raspodelu
verovatnoće zahteva korisnika tokom roka
isporuke.
ƒ Mera orjentisana na količinu (β-nivo opsluge),
koja se definiše kao procenat količina robe koje
zahtevaju korisnici, a koje mogu biti ispunjene sa
postojećih zaliha (Tempelmeier, 2000; Stadler i
Kilger, 2002). Tempelmeier (2000) na isti način
definiše ovu meru, ali uz respektovanje i
vremenske komponente (zahtevi koji mogu biti
ispunjeni bez odlaganja). Ova mera pruža uvid u
nedostatak zaliha, ali isto tako i u broj korisnika
koji nisu opsluženi ili su delimično opsluženi.
ƒ Mera orjentisana i na vreme i količinu (γ-nivo
opsluge), koja se bazira na količinama koje su
tražene, a ne mogu se isporučiti sa postojećih
zaliha i vremenu potrebnom da se zahtevi
korisnika realizuju(Stadler i Kilger, 2002). Ova
mera se retko se koristi u praksi (Tempelmeier,
2000).
Prema sprovedenim studijama (Stewart, 1995),
identifikovana je korelacija između nivoa zaliha u
sistemu i performanse isporuke - visokim nivoima
zaliha se obično postiže željena opsluga korisnika
(Mason-Jones i Towill, 1999.)
Stepen ispunjavanja narudžbine korisnika se
može tretirati slično kao i i α nivo opsluge
korisnika. Prema Stadler-u i Kilger-u (2002) ona
predstavlja procenat isporuke traženih proizvoda
sa zaliha u toku 24h.
Pravovremenost isporuke je takođe jedna od
mera performansi isporuke, a koja se može
tretirati sa dva aspekta:
ƒ Korisnički aspekt – pravovremenost isporuke
se definiše kao procenat narudžbina koje se
mogu isporučiti pre ili u vremenskom
trenutku koji je zahtevao korisnik (Stewart,
1995; Stadler i Kilger, 2002). Nizak procenat
pravovremenih isporuka ukazuje na
nesinhronizovanost obećanog roka isporuke
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
Kilger 2002). However, there is a question –
is orders delivery before date requested
convenient for customer? According to
Vlajic (2005), this situation can be
convenient for vendor (if this situation is
vendor organization and planning result), but
it doesn’t mean that it is good for customer,
too.
ƒ Vendor's aspect - on time delivery (Delivery-
to-commit date) is defined as is the
percentage of orders that are fulfilled on or
before the original schedule or committed
date (Stewart, 1995).
Forecast accuracy measures the ability to
forecast future demands and it relates forecasted
quantities to actual quantities (Stadler and Kilger,
2002). Low forecast accuracy have different
consequences on supply chain (for example,
Bullwhip effect appearance – Vlajić, 2005).
From the customer point of view, order lead-time
represent average time interval from the date the
order is placed to the date the customers receives
the shipment (Stadler and Kilger, 2002;
Gunasekaran at all, 2004). Time span of order
cycle can influence the supply chain concurrency
in many ways, concerning the characteristics of
the modern market.
3.2.2. Supply Chain Flexibility
Assignment of different process cycles in the
supply chain represents a prerequisite for
defining and quantifying delivery performances,
in other words some of its measures. Besides
that, by identifying length of the cycles, one can
ascertain ability of the chain to accommodate to
changes on the market, which is one of the most
important requirements for survival of the
companies themselves and the whole supply
chains in a working environment today. For that
reason, new performance which would
encapsulate all cycles in supply chain and
therefore present chain flexibility has been
developed.
Many papers that consider flexibility from
aspects of its definition, classification and
measurement, need and introducing can be found
in literature. From the aspect of performances,
generally speaking of flexibility represents a
characteristics of the system that enables
performance
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sa samim planom realizacije isporuke (u
transportu i/ili proizvodnji). Međutim,
postavlja se pitanje – da li prevremena isporuka
uvek odgovara i korisniku? Prema Vlajić
(2005), ova situacija je pogodna za isporučioca
(ako je to posledica njegove organizacije i
planiranja), a ne mora da znači da odgovara i
korisniku.
ƒ Gledano sa aspekta isporučioca, prema
Stewart-u (1995), ona se definiše kao
procenat narudžbina koje su ispunjene pre ili
po predviđenom rasporedu/obećanom
trenutku isporuke.
Tačnost prognoze meri tačnost prognoziranja
budućih zahteva i sagledava se iz odnosa
prognoziranih količina i stvarnih količina
(Stadler i Kilger, 2002). Niska tačnost prognoze
ima mnogobrojne posledice po rad lanca
snabdevanja (na primer, pojava Bullwhip efekta -
Vlajić, 2005).
Sa korisničkog aspekta, ciklus narudžbine
predstavlja prosečan vremenski interval od
trenutka plasiranja narudžbine do trenutka
isporuke robe korisniku (Stadler i Kilger, 2002;
Gunasekaran i ostali, 2004). S obzirom na
karakteristike savremenog tržišta, dužina ciklusa
narudžbine može u mnogome uticati na
konkurentnost lanca snabdevanja.
3.2.2. Fleksibilnost lanca snabdevanja
Određivanje ciklusa različitih procesa u lancu
snabdevanja predstavlja preduslov za definisanje
i kvantifikovanje performanse isporuke tj. neke
od njenih mera. Pored toga, utvrđivanjem dužina
tih ciklusa može se utvrditi sposobnost lanca da
se prilagodi promenama na tržišu, što je danas
jedan od najvažnijih uslova za opstanak samih
kompanija i celih lanaca snabdevanja u
poslovnom okruženju. Za tu svrhu, razvijena je
nova performansa koja bi obuhvatila sve cikluse
u lancu snabdevanja i koja bi zapravo pokazivala
fleksibilnost lanca.
U literaturi se mogu naći brojni radovi koji
razmatraju fleksbilnost sa aspekta njenog
definisanja, klasifikovanja i merenja, potrebe i
uvođenja. Sa aspekta performansi, uopšteno
gledajući fleksibilnost predstavlja karakteristiku
sistema koja omogućava stabilnost performansi u
uslovima promena tj. neodređenosti (Barad i
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
stability in changing conditions, i.e.
indeterminacy (Barad and Sapir, 2003.).
Flexibility alone can be viewed from this aspect
as a strategy for improving system response on
changes and can be looked at against supply
chain range and response (source – Beamon,
1999).
ƒ Range dimension of flexibility measures the
variety of available alternatives for the
system adaptation (associated with the
system effectiveness) (Barad and SAPI,
2003); alternatives can be related to
possibility of change in the elements of
system themselves (i.e., to changes of
equipment, changes in transport network,
etc.) and in area of planning and management
(i.e., in routing of products from the aspect of
machines at production plant, in marketing
for placing a new product to market, in the
area of reaching needed productivity, etc.)
ƒ The response dimension of flexibility11
measures the easiness with which the
adaptation can be carried, in terms of the
reaction time or cost needed to respond to the
change that occurred (associated with the
system efficiency).
Both flexibility aspects can be used for
determination supply chain flexibility, while
different types of flexibility can be observed – in
regard to quantity (the ability to change the
output level of products produced), delivery (the
ability to change planned delivery dates), mix
(the ability to change the variety of products
produced) and new product (the ability to
introduce/modify and produce new products),
source – Beamon (1999).
According to Stewart (1995), supply chain
response time, as one aspect of flexibility,
comprises several periods:
ƒ Days to communicate new forecast to end-
product plants, [days];
ƒ Days to communicate new forecast
implications to internal feeder plants, if any,
[days];
ƒ Average days required to source and make
product (assuming zero starting inventory),
[days];
11
This is the way how Stadler and Kilger, 2002 define the supply
chain response
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Sapir, 2003.). Sama fleksibilnost se sa tog aspekta
može posmatrati kao strategija za poboljšanje
odziva sistema na promene i može se posmatrati u
odnosu na obuhvatnost lanca i brzinu odziva (izvor
– Beamon, 1999).
ƒ Sa aspekta obuhvatnosti, fleksbilnost se može
meriti kroz broj različitih varijanti preko kojih
se sistem može adaptirati (povezuje se
efektivnošću sistema) (Barad i Sapir, 2003);
alternative se mogu odnositi na mogućnosti
promene u samim elementima sistema (na
primer, promene tehnoloških elemenata,
promene u transportnoj mreži i sl.) i u domenu
planiranja i upravljanja (na primer u domenu
rutiranja proizvoda sa aspekta mašina u
proizvodnom pogonu, u domenu marketinga za
zadatke uvođenja novog proizvoda na tržište, u
domenu zahtevane proizvodnosti sistema i sl.)
ƒ Sa aspekta odziva, fleksibilnost12 se može
meriti kroz brzinu kojom se može realizovati
adapatacija sistema na novonastale uslove, a
koja se može izraziti kroz vreme reakcije ili
troškove reakcije (povezuje se sa efikasnošću
sistema).
Oba aspekta fleksibilnosti se mogu primeniti za
odredjivanje fleksibilnosti lanca snabdevanja, pri
cemu se mogu posmatrati razlicite vrste
fleksibilnosti – u odnosu na kolicine (mogucnost
promene obima proizvodnje), isporuku (mogucnost
promene planiranih datuma isporuke), proizvodni
miks (mogucnost promene proizvodnog miksa) i
razvoj proizvoda (mogucnost
uvodjenja/modifikacije i proizvodnje novog
proizvoda), izvor – Beamon (1999).
Prema Stewart-u (1995), fleksibilnost gledana kroz
vreme odziva lanca snabdevanja obuhvata zbir
sledećih vremenskih perioda:
ƒ Vremenski period potreban za prenos prognoze
do proizvođača gotovih proizvoda, [dana];
ƒ Vremenski period potreban za prenos podataka
o prognozi do internih snabdevača koji
dostavljaju neophodne materijale do
proizvođača (ako ih ima), [dana];
ƒ Prosečan vremenski period potreban za
realizaciju snabdevanja i proizvodnje (pod
pretpostavkom da je početni nivo zaliha jednak
nuli), [dana];
12
Stadler i Kilger, 2002 na ovaj način definišu odziv lanca
snabdevanja
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
ƒ Average lead time in days required to fill a
customer’s order [days].
Influencing on reduction of any of listed
times, greater speed of chain response is
gained, i.e. its flexibility grows. Of course, a
great impact of modern informatics
technology on supply chain response can be
seen here.
Supply chain responsiveness can be monitored
through customer order path, which can be
defined as time spent in different channels by
customer order (Gunasekaran at all, 2004.).
By identification and quantification of those
times we can detect problem areas. For
example, non-value adding activities can be
identified, and by their removal the chain
response grows on one side, and system costs
cut on the other side.
Besides listed aspects of supply chain
flexibility observation, there are others – for
instance, when the flexibility is set as a goal
which should be accomplished by deploying
various strategies (Alfredsson and Verrijdt,
1999.; Barad and Sapir, 2003), for example:
direct shipping, transshipment and
postponement strategy.
3.2.3. Assets and Inventories
Number of authors has a opinion that asset
management is the final key to successfully
managing the supply chain (Stewart, 1995;
Stadler and Kilger, 2002, ...), because in that
way, problems related to supply chain delivery
and flexibility can be solved. According to
Stewart (1995) supply chain assets include
accounts receivable, inventories, and selected
plant, property and equipment, and, according to
him, as the most important capital management
performance measure usually emerge:
ƒ Asset turns, which is defined by the division
of revenue by total assets (Stadler and Kilger,
2002). This measure is common for
determining the efficiency of company to
operating its assets, with respect to industry
characteristics.
ƒ Cash-to-cash cycle time, which is a
composite metric describing the average days
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ƒ Prosečan vremenski period roka isporuke
neophodan za realizaciju narudžbine
korisnika, [dana].
Uticajem na smanjenje bilo koje od navedenih
vremena, postiže se veća brzina odziva lanca tj.
povećava se njegova fleksibilnost. Naravno, u
ovom domenu se može videti veliki uticaj primene
savremenih informacionih tehnologija na odziv
lanca snabdevanja.
Odziv lanca se može pratiti i kroz identifikaciju
putanje narudžbine, koja predstavlja vreme koje
narudžbina provede u različitim kanalima
(Gunasekaran i ostali, 2004.). Identifikacijom i
kvantifikacijom tih vremena se mogu uočiti
problemske tačke. Na primer, mogu se
identifikovati aktivnosti koje ne dodaju vrednost, a
njihovim otklanjanjem se povećava odziv lanca sa
jedne strane i smanjuju troškova u sistemu sa druge
strane.
Pored navedenih, postoje i drugačiji aspekti
posmatranja fleksibilnosti lanca snabdevanja – na
primer, kada se fleksibilnost postavi kao cilj koji se
treba postići sprovođenjem različitih strategija
(Alfredsson i Verrijdt, 1999.; Barad i Sapir, 2003),
kao što su strategija direktne isporuke, strategija
transshipment-a, strategija postponement-a.
3.2.3. Kapital i zalihe
Više autora smatra da upravljanje kapitalom
predstavlja glavni ključ za uspešnost upravljanja
lancem snabdevanja (Stewart, 1995; Stadler i
Kilger, 2002, ...), jer se na taj način mogu rešiti
problemi u domenu isporuke i fleksibilnosti lanca
snabdevanja. Prema Stewart-u (1995) kapital
lanca snabdevanja obično obuhvata potraživanja,
zalihe i objekte i opremu u vlasništvu lanca, a
prema njemu, kao najvažnije mera perfomansi
upravljanja kapitalom se obično izdvajaju:
ƒ Obrt kapitala, koji se definiše kao odnos
prihoda i ukupnog kapitala (Stadler i Kilger,
2002). Ova mera peformansi se najčešće koristi
za utvrđivanje efikasnosti kompanije pri radu sa
kapitalom, uz respektovanje grane industrije
kojoj kompanija pripada.
ƒ Obrt novca, koja predstavlja izvedenu meru, a
opisuje prosečan broj dana potreban da se izvrši
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
required to turn a dollar invested in raw
material into a dollar collected from a
customer (Stewart, 1995)13.
Considering the fact that the inventories represent
a part of supply chain capital which largely
influence the effectiveness and efficiency of
functioning of the supply chain itself, adequate
inventory analysis (based on relevant criteria, i.e.
using ABC analysis) and detailed analysis from
the aspect of their place in the supply chain,
function, structure, value, management strategies
and parameters, costs and more, has to be
conducted in order to find an optimal reserve
level.
Usual performance measures in domain of
inventories from the physical aspect are:
ƒ Inventory turns, which can be defined as the
ratio of total material consumption per time
period to the average inventory level of the
same time period14 (Stadler and Kilger,
2002.; Vukićević, 1995.).
ƒ Inventory age, which can be defined by the
average time goods are residing in stock
(Stadler and Kilger, 2002.). This
performance measurement is crucial for
supply chains in which the products with
limited duration can be find (i.e., in food
industry), and also the products with seasonal
consumption (i.e. in fashion industry).
Inventory age can be used for high inventory
level detection (with respect to product type
and characteristic); identification of
unnecessary and obsolete stocks etc.
ƒ Average inventory level, which represents a
good performance measurement when
comparing supply chain functioning in
different scenarios (i.e. when changing chain
structure, used management strategies,
inventory management strategies, when
considering changing relations between chain
members, third party engagement for certain
processes realization, when making changes
in operative management, way of functioning
of production, information or financial flow,
and likewise).
13
Moment when user realizes his obligations to supplier
depends on payments conditions, which are defined
accordingly to company's policy, or supply chain policy.
14
There are also other approaches to inventory turns in
literature
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ƒ obrt novca od trenutka kada je novac
investiran u sirovine do trenutka kada je
korisnik izvršio plaćanje15 (Stewart, 1995.).
S obzirom da zalihe predstavljaju deo kapitala
lanca snabdevanja koje u velikoj meri utiču na
efektivnost i efikasnost funkcionisanja samog
lanca, za određivanje optimalnog nivoa zaliha u
lancu snabdevanja se mora sprovesti
odgovarajuća analiza zaliha (na bazi relevantnih
kriterijuma, preko na pr. ABC analize,...) i
detaljna analiza komponenti zaliha sa aspekta
njihovog mesta u lancu snabdevanja, funkcije,
strukture, vrednosti, upravljačkih strategija i
parametara, troškova i sl.
Uobičajene mere performansi u domenu zaliha sa
fizičkog aspekta su:
ƒ Obrt zaliha, koji se definiše kao odnos ukupne
potrošnje materijala u određenom vremenskom
periodu i srednjeg nivoa zaliha u istom
vremenskom intervalu16 (Stadler i Kilger,
2002.; Vukićević, 1995.)..
ƒ Starost zaliha, koja se definiše kao prosečno
vreme koje proizvodi provedu na zalihama
(Stadler i Kilger, 2002.). Ova mera peformansi
je jako bitna za lance snabdevanja u kojima se
mogu naći proizvodi sa ograničenim vekom
trajnja (na primer, u prehrambrenoj industriji),
ali i proizvodi koji imaju sezonsku potrošnju
(na primer, u modnoj industriji i slično). Starost
zaliha se može iskoristiti za utvrđivanje
visokog nivoa zaliha (ali uzeta sa respektom na
vrstu i karakteristike proizvoda), identifikaciju
zaliha koje su zastarele i nisu neophodne i sl.
ƒ Prosečan nivo zaliha, koji predstavlja dobru
meru performansi pri poređenju funkcionisanja
lanca snabdevanja u različitim scenarijima (na
primer, pri promeni strukture lanca,
primenjenih upravljačkih strategija, strategija
upravljanja zalihama, pri razmatranju promene
odnosa između učesnika u lancu, angažovanja
trećih lica za realizaciju određenih procesa, pri
promenama u operativnom upravljanju, načinu
funkcionisanja robnog, informacionog ili
finansijskog toka i slično).
15
Trenutak u kome korisnik izvršava svoje obaveze prema
snabdevaču zavisi od uslova plaćanja, koji se određuju u
skladu sa poslovnom politikom kompanije tj. lanca
snabdevanja.
16
U literaturi se mogu naći i drugačiji pristupi određivanju
obrtu zaliha.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
3.2.4. Costs
The costs represent a significant performance,
because the goal of every company and supply
chain is making profit and raising
competitiveness value. One of the first ways to
getting to specified goal is lowering of overall
supply chain costs. Overall supply chain costs
typically consist of sum of costs by processes
which appear in supply chains. But, overall
supply chain costs consist of various cost
components, as can be found in available
literature.
In overall supply chain costs, Stewart (1995)
recognizes infrastructure costs and overall
logistical costs. In overall logistical costs he
recognizes he recognizes order management cost,
material acquisition cost, inventory carrying cost
and supply chain finance, planning, and
management information system cost. He claims
that there is little relationship between the level
of vertical integration and logistics costs/revenue
for companies with revenue levels of $200
million. This means that larger and companies
with high level of profitability can compare with
other companies, regardless of theirs
organization and management. However, he
defines total cost pursuant to defining the chain
itself (section 1.2), so he does not count the
production costs in it. Vlajic (2005) does not
contest importance of costs that he lists, but
indicates that the question of warehouse and
transport costs (concerning the fact that the
consumer service level does depend on reliability
of transport-distribution system), has to be
discussed, as well as costs of shortage of
inventories, as a part of total logistics costs.
Ballou (2004), however, by overall supply chain
costs considers the sum of costs of all the chain
members, which are for him costs of production,
transport, ordering, demanding, demand
processing, inventories, post-delivery; but he
does not consider storage costs.
In many other papers which goal is simulation of
supply chain performances, one can find
significant difference from previously presented
cost structure in overall chain costs. Namely, in
those papers overall costs are observed in
different ways, and/or only certain cost groups
are recognized. For instance, Jansen at all (2001)
look at overall costs in the supply chain, but by
the logistical unit. According to them, those
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3.2.4. Troškovi
Troškovi predstavljaju veoma bitnu performansu,
jer je cilj svake kompanije i lanca snabdevanja
sticanje profita i podizanje konkurentske prednosti.
Jedan od prvenstvenih načina za postizanje
postavljenog cilja je snižavanje ukupnih troškova
lanca snabdevanja. Ukupni troškovi lanca
snabdevanja se tipično sastoje iz sume troškova po
procesima koji se u lancu snabdevanja pojavljuju.
Međutim, u raspoloživoj literaturi ukupni troškovi
lanca snabdevanja se sastoje iz različitih troškovnih
komponenti.
Stewart (1995) u ukupnim troškovima lanca
snabdevanja respektuje troškove infrastrukture i
ukupne logističke troškove. U ukupnim logističkim
troškovima on respektuje troškova upravljanja
narudžbinama, troškove nabavke materijala,
troškova držanja zaliha i troškova finansija,
planiranja i upravljačkog informacionog softvera u
lancu snabdevanja. Isti autor navodi da postoji mala
međuzavisnost između nivoa vertikalne integracije
u sistemu i logističkih troškova/prihoda za
kompanije koje ostvaruju prihod veći od 200
miliona dolara, što znači da se za veće i profitabilne
kompanije mogu porediti samo logistički troškovi,
bez obzira na njihovu organizaciju i upravljanje.
Međutim, on definiše ukupne troškove shodno
definisanju samog lanca (tačka 1.2), pa u njih ne
ubraja i troškove proizvodnje. Vlajić (2005) ne
osporava važnost troškova koje on navodi, ali
ukazuje da se mora razmotriti i pitanje skladišnih i
transportnih troškova (obzirom da nivo opsluge
korisnika u značajnoj meri zavisi i od pouzdanosti
transportnog tj. distributivnog sistema), ali i
troškova nedostatka zaliha kao dela logističkih
troškova.
Ballou (2004) međutim pod ukupnim troškovima
lanca snabdevanja smatra sumu troškova kod svih
članova lanca, a za njega su to troškovi
proizvodnje, transporta, naručivanja i obrade
narudžbina, zaliha, i naknadne isporuke, ali ne
uzima u obzir troškove skladištenja.
U mnogim drugim radovima čiji je cilj simuliranje
rada lanca snabdevanja mogu se sresti i značajna
odstupanja od prethodno navedene strukture
troškova u ukupnim troškovima lanca. Naime, u tim
radovima se i ukupni troškovi posmatraju na različit
načina i/ili se respektuju samo pojedine grupe
troškova. Na primer, Jansen i ostali (2001)
posmatraju ukupne troškove u lancu snabdevanja,
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
expenses are the sum of expenses in product
flow (costs of transport, material handling and
processing – i.e. fixed costs of gathering and
processing orders, transport costs/km, loading
and unloading costs, costs of logistical units
receiving, distribution costs/km, etc.) and
information flow (costs which relate to orders
movement, costs to input orders/lines by
product groups and ordered groups). On the
other hand, Persson and Olhager (2002) look
at overall supply chain costs, but their supply
chain contains only production part, while the
overall costs consist of inventories keeping
costs and product quality control costs.
The costs can be presented through different
performance measures (regarding to different
cost types, different cost carriers, different
accounting methods, ...) For supply chains,
supply chain overall costs should be tracked,
but business process costs (which depend on
supply chain structure) should not be
forgotten – in general: costs of supply
(purchase), production costs, inventory-
related costs, transport and distribution costs,
storage processes costs, information
technologies costs. Besides these cost groups,
for specific supply chain types it is relevant to
monitor some other costs too, like costs of
warranty, which indicate the product quality.
Although warranty costs depend highly on
how warranty processing is carried out, it may
help to identify problem areas (because
superior product quality is not a typical supply
chain feature, but a driving business principle
in general), (Stadler and Kilger, 2002).
3.2.5 Other performances and performance
measures
One performance, used very often is Supplier
performance measures which is typically applied
for supplier selection. Besides listed
performances, papers that treat performances and
performances measures that can not be directly
assorted in previously list can be also found in
literature17. Supplier performance measures are
17
J
Very imoportant measure in applying certain strategies in
supply chains which call for a reduction of supplier number (i.e. a
prerequisite to applicing Vendor Managment Inventory, JIT and
similar strategies is a choice between reliable suppliers with which
one commonly gets partner relationships)..
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ali po logističkoj jedinici. Prema njima, ti troškovi
predstavljaju zbir troškova u robnom toku (troškovi
transporta, rukovanja materijalima i prerade – na
primer, fiksni troškovi prikupljanja i obrade
narudžbine, transportni troškovi/km, troškovi
utovara/h, troškovi istovara/h, troškovi
prijema/logistička jedinica, distributivni troškovi/km,
itd) i informacionom toku (troškovi koji se odnose na
prenos narudžbina, troškovi formiranja i unosa
narudžbenice/linija po grupama proizvoda i grupama
naručioca). Sa druge strane, Persson i Olhager
(2002) posmatraju ukupne troškove u lancu
snabdevanja, ali njihov lanac snabdevanja obuhvata
samo proizvodni deo, dok se ukupni troškovi sastoje
iz troškova čuvanja zaliha i troškova kontrole
kvaliteta proizvoda.
Troškovi se mogu iskazati preko različitih mera
performansi (respektujući različite vrste troškova,
različite nosioce troškova, različite načine
obračunavanja, ...). Za lance snabdevanja, potrebno
je pratiti ukupne troškove lanca, ali i troškove po
poslovnim procesima (koji zavise od strukture lanca
snabdevanja) – generalno gledano: troškove
snabdevanja (nabavke), troškove proizvodnje,
troškove vezane za zalihe, troškove transporta i
distribucije, troškove skladišnih procesa, troškove
informacionih tehnologija. Pored navedenih grupa
troškova, za određene tipove lanaca snabdevanja
relevantno je pratiti i neke druge troškove, kao što su
na primer troškovi garancije, kojima se ukazuje na
kvalitet proizvoda. Oni u velikoj meri zavise od
uslova garancije, ali se mogu koristiti za
identifikaciju problemskih tačka (naročito zato što
tipična karakteristika lanca snabdevanja nije
superioran kvalitet proizvoda, nego vodeći poslovni
principi uopšteno), (Stadler i Kilger, 2002).
3.2.5. Ostale performanse i mere performansi
Pored navedenih performansi, u literaturi se
mogu naći radovi koji obrađuju performanse i
mere performansi koje se ne mogu direktno
svrstati u prethodno navedene. Jedna od često
korišćenih je performansa snabdevača, koja se
tipično primenjuje pri izboru snabdevača18. Njene
mere performansi su obično bazirane na varijaciji
cena usluge/proizvoda, broju otkazanih isporuka i
18
Jako bitna mera pri primeni određenih strategija u lancima
snabdevanja koje zahtevaju redukovanje broja snabdevača (na
primer, preduslov primene Vendor Management Inventory, JIT i
sličnih strategija je izbor pouzdanih snabdevača sa kojima se obično
stupa u partnerske odnose).
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
typically based on product/service price
variation, rejects on receipt and on time delivery,
but some other measures are rarely used, like
quality, reliability etc (Gunasekaran at all,
2004.). In the context of the supply chain,
supplier selection can be viewed in a context of
supply chain performance efficiency, its
integration, response, customer service,
reliability, etc. Of course, before the selection,
periodical analysis of supplier performance has to
be conducted (from short to long period of
observation – development aspects, strategically
plan, etc.), so that the abilities of the supplier to
fulfill its customers' demands in near and further
future could be noticed forehand19.
Simultaneously to supplier performance analysis,
the relations of supply chain members and the
influence of relations on performance of the
chain itself are often considered in the papers.
Various forms of partner relationships20 (source:
Lambert at all, 1998a; Simci-Levi at all, 2000) are
being considered most often because of their
influence on efficient and effective supply.
4. CONCLUSION
Defining, modeling, performances choice and
supply chain performances measurement
represent just a few of many problems
concerning supply chain field. Namely, different
approaches to supply chains can be found in
scientific and professional papers. One of the
reasons for this lies in the fact that there are
several schools which are doing researches in this
field, and which treat it according to their
aspiration – from aspect of management,
economy, system dynamics, logistics,
information technologies, etc. Further on, every
school derives its own chain definition and
establishes its aspect of looking at problem,
19
The choice og the supplier represents a special problem in supply
chain management scope.
20
Various forms of partner relationships are described in literature –
from the relations that only reside on transactions which are realised
between partners in the chain, to the vertical integration, where
strong connections exsist between partners who are most often
characterized by different levels of common ownership, stronger
and centralized management, etc. Some authors defines partnership
as a tailored business relationship based on mutual trust, opennes,
shared risk and shared rewards that yields a competitive advantage,
resulting in business performance greater than would be achieved
by the firms individually (source - Lambert at all, 1998a). Other
authors, besides accepting this kind of bussiness relations, add that
it is a form of strategic partnership (Simchi-Levi at all, 2000), that
some degree of interdependence exists between partners
(Gunasekaran at all, 2004), etc.
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vremenu realizacije isporuka, ali se ređe koriste
neke druge mere, kao što su na primer, kvalitet
opsluge korisnika, pouzdanost snabdevača i
slično (Gunasekaran i ostali, 2004.). U kontekstu
lanca snabdevanja, izbor snabdevača se može
posmatrati i u kontekstu efikasnosti rada lanca,
njegove integracije, odziva, nivoa opsluge
korisnika, pouzdanosti i sl. Naravno, pre samog
izbora, neophodno je sprovoditi periodičnu
analizu rada snabdevača (od kratkoročnog do
dugoročnog posmatranja – aspekti razvoja,
stateško planiranje i sl.), kako bi se
pravovremeno uočile mogućnosti snabdevača da
ispuni zaheve svojih korisnika u bližoj i daljoj
budućnosti21.
Paralelno sa analizom performansi snabdevača, u
radovima se obično razmatraju i odnosi između
učesnika u lancu snabdevanja i uticaj takvih
odnosa na rad samog lanca. Najčešće se
razmatraju različiti oblici partnerskih odnosa22
(videti: Lambert i ostali, 1998.a; Simci-Levi i
ostali, 2000.) usled njihovog uticaja na efikasno i
efektivno snabdevanje.
4. ZAKLJUČAK
Definisanje, modeliranje, izbor perofmansi i mera
performansi lanaca snabdevanja predstavljaju
samo neke od brojnih problema vezanih za oblast
lanaca snabdevanja. Naime, u naučnoj i stručnoj
literaturi se mogu sresti različiti pristupi lancima
snabdevanja. Jedan od razloga za takvo stanje
leži u tome što postoji više škola koje izučavaju
ovu oblast i koje je tretiraju shodno njihovom
usmerenju – sa aspekta menadžmenta,
ekonomije, sistemske dinamike, logistike,
informacione tehnologije i sl. Pri tome, svaka
škola izvodi sopstvene definicije lanca i postavlja
svoj aspekt sagledavanja problema ističući
određene karakteristike lanca kao primarne, dok
21
Izbor snabdevača predstavlja posebnu problematiku u domenu
upravljanja lancima snabdevanja.
22
U literaturi se opisuju različiti oblici partnerskih odnosa – od
odnosa koji počivaju samo na transakcijama koje se realizuju
između partnera u lancu, pa do vertikalne integracije, gde postoje
jake veze između partnera koje najčešće karakterišu različiti stepeni
zajedničkog vlasništva, čvršće i centralizovano upravljanje itd. Neki
autori definišu partnerstvo kao ustanovljen poslovi odnos baziran na
zajedničkom poverenju, otvorenosti, podeli rizika i podeli nagrada
koji daje konkurentsku prednost, rezultujući višim poslovnim
performansama u odnosu na one koje bi kompanije individualno
postigle (izvor - Lambert i ostali, 1998a),. Drugi autori, pored
priznavanja takvog poslovnog odnosa, dodaju još i da je to oblik
strateškog partnerstva (Simchi-Levi i ostali, 2000), da između
partnera postoji određeni stepen medjuzavisnosti (Gunasekaran i
ostali, 2004) itd
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES …
accenting certain characteristics of the chain as
primary, while having less or none appreciation
for others. Besides, ”Council of Supply Chain
Management Professionals” – official
organization which has promoted supply chain
management and that gathers experts in the field,
changed supply chain and supply chain
management definitions, striving to make a key
difference between this and other related fields.
In an attempt to indicate on the true size of
problem, only some of the most cited supply
chain and their management definitions were
presented, also, a clear distinction between
classical, traditional and modern way of chain
functioning, i.e. supply chain management, was
made; while many advantages which come from
application of modern approach were listed.
Besides, some of the prerequisites which should
be achieved, so that supply chain management
can be enabled in the first place were also listed.
The problem of chain definition complicates its
modeling, and indirectly influencing on
performance and performance measurement
choice. Besides, a single question is related to the
very approach to the modeling. Three main
approaches to modeling where presented in this
paper, with a bit more detailed overview of
literature related to the key supply chain
performances choice and the description of their
possible measurements. Majority of authors agree
that, on global level, key performances include:
total chain costs, chain flexibility, customer
service level, capital and reserves. It should be
noted that the identification of key performances
and method of their quantification depends on
characteristics of the very chain (its structure,
chain members connection, number and types of
business relationships and processes in the chain,
management elements, the market that the chain
works in, product types and characteristics,
industry, etc.) as emphasized in many papers
which are more directly dealing with analysis of
certain supply chains.
The paper indicates some of the problems in the
field of supply chains. The solutions to this
problems lie in future research and studies on this
subject, which will develop a standard definition
of supply chain, supply chain management on
one hand; and on the other hand, develop a clear,
generic methodology of supply chain modeling
and references for the selection of adequate
performances and ways of their quantification.
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se ostale manje uvažavaju ili zanemaruju. Pored
toga, ”Council of Supply Chain Management
Professionals” - zvanična organizacija koja je
promovisala upravljanje lancima snabdevanja i
koja okuplja stručnjake u ovoj oblasti, za
poslednjih nekoliko godina menjala je definicije
lanca snabdevanja i upravljanja lancem
snabdevanja, pokušavajući da napravi suštinsku
razliku između ove i drugih srodnih oblasti. U
pokušaju da se ukaže na veličinu problema, u
radu su prikazane samo neke od citiranijih
definicija lanaca snabdevanja i njihovog
upravljanja, a napravljena je, takođe, i jasna
razlika između klasičnog, tradicionalnog i
savremenog načina funkcionisanja lanca
snabdevanja tj upravljanja lancima snabdevanja,
pri čemu su navedene brojne prednosti koje
proizilaze iz primene savremenog pristupa. Pored
toga, navedeni su i neki od preduslova koje je
neophodno ispuniti da bi se uopšte omogućilo
upravljanje lancima snabdevanja.
Problem definisanja lanaca snabdevanja otežava
njegovo modeliranje, a indirektno utiče i na izbor
performansi i mera performansi lanca. Pored
toga, posebno pitanje se vezuje za sam način
modeliranja. U radu je sažeto ukazano na tri
glavna pristupa modeliranju, uz malo detaljniji
pregled literature koji se odnosi na izbor ključnih
performansi lanca snabdevanja i opis njihovih
mogućih mera. Većina autora se izjašnjava da su,
globalno gledano, ključne performanse lanca
snabdevanja: ukupni troškovi lanca, fleksibilinost
lanca, nivo opsluge korisnika, kapital i zalihe.
Međutim, u brojnim radovima koji se direktnije
bave analizom rada određenih lanaca
snabdevanja se ističe da identifikacija ključnih
performansi i način njihove kvantifikacije zavisi
u mnogome od karakteristika konkretnog lanca
(njegove strukture, povezanosti učesnika u lancu,
broja i tipova poslovnih veza i procesa u lancu,
upravljačkih elemenata, tržišta na kome posluje
lanac, tipova i karakteristika proizvoda, industrije
itd).
Rad ukazuje na nekoliko problema u oblasti
lanaca snabdevanja. Rešenja ovih problema leže
u budućim istraživanjima i studijama na ovu
temu koja bi sa jedne strane proizvela standardnu
definiciju lanca snabdevanja, upravljanja lancem
snabdevanja, a sa druge strane proizvela jasnu,
opštu metodologiju modeliranja lanaca
snabdevanja i preporuka za izbor odgovarajućih
performansi i načina njihove kvantifikacije.
J. Vlajić, M. Vidović, M. Miljuš: SUPPLY CHAINS - DEFINING AND PERFORMANCES … T&L - 09/05

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Reviewal / Recenzija: prof. dr Dragoslav Kuzmanović