Objectives and strategic elements of supply chain management

The goal of SCM is to maximize total cost generated by the supply chain. This value is defined as the difference between what the customer is willing to pay for the product and the costs that are cumulatively incurred in the CPU. For most CPUs, this metric can be referred to as CPU profitability, defined as the difference between the revenue generated from the customer and the total cost in the CPU.

All SCM methods and tools to increase company profits are aimed at achieving two main effects:

increase in income from sales of products by improving the level of service, accuracy of deliveries and demand forecasting;

reduce costs by reducing inventory levels, reducing overhead and transaction costs in purchasing, warehousing and distribution, and improving the utilization of production and logistics capacity.

The main economic effects of SCM are presented in Table 2.1.

The introduction of the concept of supply chain management is associated with the development of new organizational and functional schemes for the interaction of enterprises. Implemented projects for the implementation of supply chain management have shown the possibility of reducing inventory levels by up to 60%, reducing manufacturing time by coordinating process chains by up to 50%, increasing profits by optimizing the value creation process and reducing transaction costs by up to 30%, improving product quality by up to 30% , increasing turnover and market share by increasing flexibility and responsiveness and changing customer relationships by up to 55%. Figure 2.2 shows the main indicators (key indicators) for evaluating the effectiveness of supply chain management.

Table 2.1.

Supply Chain Management Efficiency

Rice. 2.2. Key indicators (key indicators) for evaluating the effectiveness of supply chain management.

Supply chain management can be seen as a strategic balancing act between customer focus and profitable growth. In the supply chain, as well as in the participating enterprises, a purposeful construction of the organization of processes is carried out with a focus on customer needs. Thus, a network of creation and implementation arises. wealth and values, in which intra-organizational and inter-organizational relations are expressed in the relationship "Client-Supplier". If we take into account the interests associated with customer orientation and the achievement of effective growth, then two main aspects can be distinguished:

1) supply chain formation as a set of connections of flows of materials, goods, services and information from suppliers to customers;

2) optimal use of resources and cost reduction (because the goal of supply chain management is to increase profits).

An essential success factor in the supply chain is the approach to the process integral management, which combines regulatory, strategic and operational indicators. From the point of view of the process of integration and coordination of the supply chain from the supplier to the final consumer, the main thing is to consider the overall chain for the creation of material goods and values. Using the process orientation principle, it is necessary to establish how effectively the processes in the entire supply chain are coordinated to create benefits for customers while increasing the profitability of each element in the supply chain.

Successful options for implementing the concept of supply chain management (in terms of economic growth) allow us to identify specific behaviors. To achieve the best level of performance and process management in the supply chain, the following principles should be considered:

Principle 1. Segmentation is implemented taking into account the focus on customers according to their service needs, including specific groups of customers.

principle 2. Tailoring the Creation Chain material assets and benefits takes into account the service requirements and profitability of all segments.

Principle 3. Planning needs throughout the supply chain is carried out in order to ensure optimal allocation of resources.

Principle 4. Products are differentiated as they get closer to customers.

Principle 5. Strategic sourcing management aims to reduce the total cost of materials and services.

Principle 6. The development of a technology implementation strategy is intended for the entire supply chain, providing multi-stage decision-making with a clear vision of the flow of materials, goods, services and information.

Principle 7. The definition of changing indicators in the supply chain is aimed at ensuring efficient and high-quality service to end consumers.

As first important principle successful supply chain management is segmenting customers according to their service needs and focusing the chain on these segments in order to generate benefits.

Second principle is an individual adaptation of the chain of creation of material goods and values ​​in the context of service requirements, taking into account the profitability of the segment.

Third principle relates to planning needs. The implementation of this principle should be carried out throughout the supply chain, where forecasts are made and resources are allocated within the chain.

Subject fourth principle is to identify the connection point of clients, i.e. determination of the place in the supply chain from which the distribution of orders of certain customers begins. The customer connection point should be as close as possible to the customer in order to shorten the time for product differentiation based on the type of market. This makes it possible to equalize fluctuations in demand, as well as to avoid the cost of forming excess stocks. In addition, reduced lead times throughout the supply chain increase response to demand.

Fifth principle means an increase in the level of capital binding within the chain. The principle “our supplier's costs are essentially our costs” shows that high supplier costs are indirectly passed on to the next link in the chain. Strategic supplier management aims to minimize these costs.

Importance information technologies in supply chain management is stated in sixth principle, which means information support in operational and strategic management, for example, in the planning of production and the further development of the chain of creation of material values ​​and benefits.

Finally, the control of activities in the supply chain is reflected in seventh principle. To identify the goals achieved, it is important to create a single measuring tool within the supply chain.

The goal of the SCM concept is to achieve best results throughout the chain with the optimization of the interests of all its participants. Thus, the system of goals includes, on the one hand, maximizing benefits for the client, and on the other hand, minimizing costs, which determines the competitiveness of the entire supply chain and its continuous development.

The concept of supply chain management reflects an integrated approach in which the goals of supply chain management are associated with an agreed concept of behavior. In the context of supply chain management, there needs to be a shift in focus to collaboration that goes beyond enterprises while respecting the autonomy of chain participants. Accordingly, the relative framework of integrated management operates in the supply chain to target both the enterprise level and the chain level as a whole system.

Within the framework of SCM, it is important to distinguish between the goals, objectives and indicators of regulatory, strategic and operational management.

Regulatory management associated with the overall objectives of the supply chain, principles and norms aimed at ensuring its viability and viability. The need to ensure the viability of the supply chain in a competitive environment is intertwined with the desire for the further development of participating enterprises. From this point of view, political actions and processes related to the supply chain constitute the essential content of normative management. Regulatory management forms a supply chain policy aimed at developing effective potential based on groups of requirements.

operational management is to transform regulatory and strategic values ​​into operational actions that are aimed at the efficient and productive implementation of current, daily processes associated with the movement of materials, information and financial resources.

Strategic Management stems from the mission of normative management in supply chain policy. In the center strategic management, along with programs, there is a fundamental justification of structures and systems, as well as behavior in solving the problems of participating enterprises. If normative management justifies activity, then strategic management directs it. Strategic management is necessary to create, maintain and use successful positions, because. expresses a single market position for the entire supply chain. Successful positions represent the cumulative experience of participating enterprises, as well as the entire supply chain in the market in the field of technology, process management, relationship culture, etc. Existing views reflect the place of the supply chain in the formation of market relations, and new ones are formed from the development of conditions conducive to achieving future benefit from competitive advantage.

The effectiveness of supply chain management in a generalized form can be represented as a market, intercompany and supplier effect.

market effect. Supply chain management allows you to achieve long-term competitive advantages that arise due, for example, to the ability of the enterprises participating in the chain to concentrate on the implementation of core activities, the reduction of market risks through effective coordination in the chain and a constant flow of information. The consistent focus of processes on customers and their desires makes it possible to increase the level of service and customer satisfaction. The overall coordination in the supply chain makes it possible to reduce the lead time and delivery, increase the level of trust and loyalty on the part of consumers.

In addition, supply chain management promotes close cooperation between participating enterprises, accelerates innovation processes and develops new markets.

Internal effect. Thanks to optimized demand forecasts supported by the information technology base, as well as the constant exchange of information about capacities and emerging bottlenecks, the supply chain management system creates transparency in information about the amount of stocks, sales volumes, lead times, etc. This makes it possible to significantly reduce inventory, improve productivity and infrastructure efficiency, optimize batch sizes, improve service levels and, finally, manage flows efficiently throughout the supply chain.

Benefits for suppliers. As part of customer-focused supply chain management, the use of information technology allows the development of new markets, which enables suppliers to expand the existing market boundaries.

Effective coordination of intra- and inter-organizational processes, with the potential benefits described above, is an important factor in significantly reducing the costs of processes throughout the supply chain.

As a result of studying this chapter, the student should:

know

• the essence of the concepts characterizing the supply chain and the supply chain management process;
• relationship between strategic, tactical and operational levels supply chain planning;
• supply chain planning technology;

be able to

• apply knowledge to supply chain management;
• organize the supply chain planning process;

own

• supply chain planning methods;
• understanding of the role and place of integrated planning in the supply chain management loop.

Supply chain management and the place of integrated planning in the control loop

The supply chain is complex economic system, which consists of many manufacturers (producers), suppliers of raw materials and materials, warehouse terminals, distributors, 3P and 4PL providers that have certain functionality and interact in material, financial and information flows, as well as service flows from sources raw materials to the final consumer. The main elements (participants) of the supply chain are shown in fig. 2.1.

Rice. 2.1.

- material flow; – information flow

As a rule, supply chains are complex stochastic systems with a number of features. These features primarily include:

• plurality of participants, moreover, legally independent;
• the complex nature of the interaction between the participants, who often compete with each other;
• each enterprise has its own target function, conflicting interests of enterprises;
• constant and rapid emergence, maintenance and disintegration of bonds in chains;
• a large number and variety of logistics operations and functions performed by participants in the supply chain;
• cooperative and coordinating relations with external suppliers and clients;
• difficult to formalize the qualitative nature of the relationships and criteria for the functioning of enterprises;
• the stochastic nature of most factors and processes that impede the functioning of enterprises and the supply chain as a whole.

Features of the supply chain dictate the need to form a special management system that would ensure effective coordination joint activities supply chain enterprises and the synchronization of their business processes. In the early 1980s American companies i2 technologies and Arthur Andersen introduced the term "supply chain management" (SCM) into economic practice. Supply chain management is understood as a new business strategy aimed at destroying obstacles, bureaucratic barriers and boundaries encountered in the way of the movement of material, financial, information flow various participants in the supply chain. It is important that the point of view of one enterprise is transmitted to the entire chain. The synergy of cooperation is in the center, and the boundaries of enterprises become unsteady, not limited only to the enterprise itself. Constantly changing Environment requires flexible and fast coordination of processes that go beyond the scope of one enterprise. The collaborative work necessary for this, flexible only in content, but rigid in time, can be carried out outside the local organization, but within the framework of supply chain management.

For businesses, implementing this strategy means doing business in a strategic way with their external suppliers and customers.

Supply chain management involves the performance of the functions of organizing, controlling, coordinating and planning the supply chain (Fig. 2.2).

The function of the organization includes the formation of the structure of the supply chain, as well as the creation of a system of cooperative ties in the process of bringing material flow from the source of its occurrence to the end consumer, which ensure the competitiveness of the supply chain. However, these links are formed in a decentralized way at each section of the supply chain. Each enterprise independently manages interactions with its suppliers and customers.

The nature of connections and interactions can be different, as it depends on the goals of the supply chain and on the characteristics of the products for the creation and promotion of which the chain was formed.

At the same time, the organization is the process of implementing the plans developed in the planning process.

Rice. 2.2.

Control function consists in an objective quantitative and qualitative assessment of the results of the supply chain for subsequent adequate corrective action.

Supply chain control is a system for monitoring, detecting and resolving emerging problems in the functioning of the supply chain. Monitoring is carried out over the network of partners, resources and processes in the supply chain to analyze and evaluate their effectiveness. The control system allows you to track every step at all levels of creating wealth and benefits (from the supply of raw materials, materials to after-sales service end user).

The control process consists of setting standards, measuring the results actually achieved, and making adjustments if the results achieved differ materially from the established standards. The standards are based on the plans developed during the planning process.

Coordination is a management function that ensures the continuity and continuity of logistics processes in the supply chain. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational communications between them.

Without appropriate coordination, the enterprises - participants in the supply chain can focus on ensuring their own interests, and not on the interests of the supply chain as a whole.

The formation of common goals and a single direction of efforts of all members of the supply chain to achieve these goals ensures planning function. Planning is included in all other management functions, acts as their necessary component, which is why it is customary to talk about its "omnipresence". At the same time, planning co-organizes all other functions, giving them, and therefore the entire management as a whole, the necessary degree of organization. Planning is a fundamental function of management.

The integrated planning process allows you to more clearly formulate the targets of the supply chain and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, integrated planning provides a clearer coordination of joint activities of enterprises, synchronization of all business processes of enterprises and thus strengthens the interaction of all participants in the supply chain. Planning improves customer satisfaction with chain performance. This means that planning is a continuous process of learning new ways and methods to improve the performance of the supply chain through identified opportunities, conditions and factors.

Currently, supply chain management as an SCM concept is one of the effective ways to increase profits and market share and is being actively implemented in the economies of industrialized countries. Many large companies, including Russian ones, are implementing the principles of Supply chain management as a new business ideology. Implementation and development strategic advantages logistics both abroad and in our country are promoted by national coordinating bodies such as the European Logistics Association (ELA) and the Council of Supply Chain Management Professionals (CSCMP). AT Russian Federation such coordinators are currently the Russian National Logistics Association (NLA) and the National Supply Chain Council. The need for the creation and functioning of these organizations is to:

Develop proposals and additions to the legislative and regulatory legal acts of the Russian Federation in terms of logistics, since there is currently no legislation in the field of logistics in our country;

Eliminate barriers in the tax, customs, transport legislation of Russia that hinder the effective use of the strategic potential of logistics;

To form integrated logistics systems covering various areas of business, to create interregional and international integrated logistics, transport, trade and information systems.

National Supply Chain Council - public non-profit organization in the shape of non-profit partnership, open to all market participants ( industrial enterprises, suppliers of products and services, transport and logistics companies, financial and credit organizations, insurance organizations, non-profit associations and centers, consulting, educational and government enterprises).

The main goal is to disseminate supply chain management standards in the practice of real business in the Russian Federation and CIS countries. The mission of the Supply Chain Council is to develop, develop and disseminate the supply chain model as the basis of the all-Russian intersectoral standard for supply chain management, which combines the best global and national practices. The supply chain model defines the general concept of supply chains, standard terminology, a system for measuring and evaluating the logistics function, generalizes best practices, is a procedural model for implementing logistics software, and performs an integrating function when building both intra-corporate and inter-corporate supply chains. Popova L.V. “Controlling” // - M .: Delo and Service, 2010 - P. 68.

The National Logistics Association of Russia is public organization, the founders of which are the State University - graduate School Economics (SU-HSE), Russian Association business education (RABO) and the Association of Freight Forwarders of St. Petersburg.

The mission of the NLA is the formation and development of logistics in Russia as a new scientific and practical direction that contributes to the socio-economic development of business entities, sectors of the economy and the country as a whole, as well as improving the welfare of citizens. The main tasks of the organization are the following:

Analysis of foreign theoretical studies and practical experience in the field of logistics in order to adapt and implement them in Russia;

Development of proposals and additions to the legislative and regulatory legal acts of the Russian Federation in terms of logistics;

Coordination of the activities of enterprises, organizations and institutions engaged in research in the field of design, construction and operation of logistics systems;

Exchange of best practices in the application of logistics developments in the Russian Federation and abroad;

Organization and participation in the certification procedure for logistics specialists in accordance with Russian and international requirements and standards.

Growing globalization, interaction with Western companies, as well as domestic research and publications in the field of logistics and supply chain management make it possible to use world experience in practice. Many foreign companies, expanding the geography of supply chains, include the territory of the Russian Federation as sales markets finished products, as well as for the purpose of placing production capacity for its manufacture, into its own supply chain, thus involving Russian partners to global integration.

As an example, consider the activities of Electrolux. This company is one of the largest players in the washing machine market. Electrolux is one of the 100 largest companies in the world according to the annual rating of Fortune magazine. Electrolux has been operating on the Russian market since 2004.

In order to gain a foothold in a new rapidly growing market as soon as possible household appliances the company opened its own factory for the production of Electrolux and Zanussi washing machines in St. Petersburg. An important indicator of the plant's activity is the degree of localization of the production of components. Production localization refers to the practice of placing a company's production facilities in close proximity to the sources of their consumption. From the standpoint of logistics and customs, the expediency of opening a factory in Russia to meet the needs of a growing domestic market is obvious. When importing ready-to-use washing machines, it is necessary to pay customs duties at an import customs duty rate of 15% of customs value products in euros or US dollars.

Another example of the involvement of Russian potential in global integration is the experience of the Ford automobile concern. In 2002, the official opening of the Ford plant in the city of Vsevolozhsk, Leningrad Region, took place. The functioning of the plant provided for the fulfillment by the company of obligations on a certain level of investment in the implementation of the project and the phased localization of products. To date, Ford's investment in Russian project amounted to about 230 million US dollars. The level of localization of the plant's products is more than 40% of the cost of the car.

Another way to involve Russian business in global integration processes was the creation and development of Russian companies' own supply chains and their inclusion, thus, in global supply chains.

One of the striking examples is the brewing company Baltika, which is the leader Russian market brewing products and one of the world leaders in the sale of beer (according to Rosstat and the company's own sources).

Baltika considers logistics as one of the most significant reserves for creating additional competitive advantages In 2006, on the principles of logistics and supply chain management, such projects as warehouse automation, transfer to direct deliveries to distributors and organization of consignment storage of products were implemented and started. In addition, active work was carried out to optimize the load Vehicle, routing, as well as improving the system for planning production and shipments. In cooperation with JMAC, a project was launched to improve business processes and create the best supply chain in the industry.

In recent years, the subject of SCM has been on the agenda of many business conferences, workshops and is reflected in specialized business publications.

Now that we have already passed the period of getting used to the SCM concept, the question of the prospects for the perception of the principles of supply chain management and the implementation of appropriate SCM solutions in Russian conditions. IT industry specialists and managers do not have a common opinion about the demand for SCM in the context of the inefficient logistics infrastructure of the domestic economy.

Partly due to the fact that the SCM concept was actively promoted in Russia, primarily by corporate IS providers, SCM terminology is associated with specific information solutions. However, in order to clearly indicate the place of SCM in the operational and information strategy of the company, it should be remembered that all these MRP, ERP, SCM, SCE and other mysterious abbreviations are not primarily information systems of one type or another, but management concepts and strategies based on certain business imperatives. The concept of business management as a supply chain has existed in a fairly mature form for about 20 years and has many interpretations. “As a result of the emergence of new generation SCM products, supply chain management systems already include all business applications focused on developing strategy, coordinating planning and organizing management in the field of supply, production, warehousing and delivery of goods to the end consumer.” Makarenko V. Project "Warehouse networks" // STS Logistics, 2011

How realistic is it to expect results as brilliant as in the West from the introduction of supply chain management principles in Russian companies?

On the one hand, fertile ground has formed in Russia for such advanced technologies as SCM. Already, many domestic manufacturers and distributors are facing increasing competition from invading our market. international companies, rising costs for warehouse and transport logistics and the need to build direct relationships with suppliers and customers. World leaders use SCM to gain a competitive advantage over second and third tier players. They adhere to a similar strategy in Russia. Realizing this, the leaders Russian companies are looking at SCM as a way to build a business that is competitive in the global market. The level of automation of many companies, especially in industries such as retail and distribution is quite high - sometimes even higher than in developed countries, including in the homeland of SCM in the USA. A considerable part of such companies has modern corporate networks connecting the central office with regional branches and departments.

On the other hand, building an efficient supply chain in Russian conditions is considered by many foreign experts to be an elusive and even premature goal. The reasons are known: since the level of trust between domestic companies - potential partners in the supply chain is still low, customs legislation complicates effective organization movement of goods, and management in geographically distributed holdings still rarely covers such operational tasks as procurement, logistics and sales. All this makes it difficult to coordinate the development of business as a supply chain, which also includes third-party suppliers and distributors, and, consequently, narrows the scope of the SCM concept, reducing it to a few vertically integrated Russian holdings that mainly build their own distribution and logistics chains.

There is even an opinion that only large companies with an extensive network of distributors and suppliers need SCM systems.

It is believed that such solutions are a kind of hi-end in business that only a few leaders can afford, and a working ERP system is required to implement an SCM solution.

The domestic market can be divided into two main areas - the solutions of Russian developers and Western solutions.

If we talk about Western solutions, we can note the Renaissance, Axapta systems and a number of others sold on the domestic market.

The Renaissance system, sold by Interface, is a solution that allows you to store, use and analyze company information in various areas.

The system includes Renaissance Distribution and Renaissance Transport Manager subsystems. Like most Western solutions, Renaissance Distribution is a comprehensive SCM solution that allows you to create a single information space for all services involved in the sales process. The solution is aimed at collecting and analyzing all statistical data on demand, on the basis of which further deliveries of goods are planned, relations with suppliers and distributors are regulated, and production plans of the enterprise are adjusted.

Renaissance Transport Manager allows the company to draw up an operational plan for transportation, plan transportation, and control the movement of goods. As a result of using the Transport manager, the company can draw up a transportation plan in advance, determine the time of delivery of goods to customers, and reduce transportation costs. The database will allow the company to have up-to-date information for goods that are in transit, draw up documentation for transportation.

It is perhaps the first ERP-system, fully focused on the Internet. The system integrates SCM solutions that allow the company to track the entire process of selling a product from issuing an offer to issuing an invoice for the supply of products and monitor inventory for order fulfillment. It is also possible in the system to carry out planning, split the planning period into components, process and fulfill an order, distribute and manage warehouses, manage transportation, production logistics, etc. In the future, the creators plan to develop SCM solutions, providing customers with additional opportunities.

Domestic developers, like many Western developers, see supply chain management as one of the goals of the enterprise, therefore they offer a toolkit that is being introduced into the overall enterprise management system. It should also be noted that Russian programs are characterized by an emphasis on financial activity businesses and accounting. That is why the tools included in some solutions include the automatic generation of accounting documentation - invoices, payment orders, waybills. Undoubtedly, this is important point in SCM solutions, which must necessarily be associated with financial services, however, as the experience of the Western market shows, it is far from the only one.

At the same time, it cannot be said that domestic solutions do not offer any mechanisms for supply chain management.

Toolkit that allows you to manage logistics processes, is included, for example, in the Boss-Corporation system (developed by IT). The subsystem allows the company to create a stock management scheme, and also includes mechanisms that allow the company to customize its own logistics business processes, according to its needs.

It is also worth noting the decision of the company "Intellect-Service" - "BEST-enterprise", which contains tools for managing the warehouse, purchasing and marketing activities of the enterprise. The mechanisms offered by the BEST program are to maintain all documentation related to trade and purchasing activities, control the shipment and receipt of goods, maintain price lists with prices for the company's products and automate the receipt of orders from customers.

In the coverage of domestic SCM solutions, one cannot fail to mention the decision of the Parus Corporation for corporate clients. The "Logistics" program included in the solution contains tools that allow you to manage operational processes and plan further sales activities. As elements that allow you to automate and optimize current processes, it is proposed to form, maintain all client and internal documentation, control the amount of free goods in the warehouse, as well as track all payments.

For further planning, the program contains tools that allow you to predict future demand for products and analyze the turnover.

In addition to the logistics program, the corporation also offers a number of analytical tools that are aimed, among other things, at analysis in the field of SCM.

Thus, with the help of Parus-Analyst, the company receives information on turnover, sales leaders and can optimize its production plans according to consumer demand. In addition, thanks to this analytical tool, the company gets the opportunity to adjust its marketing policy.

Another opportunity that the company will receive is an analysis of internal activities - how successful was the organization of warehouse activities and the correctness of building trade relations.

In general, for domestic solutions, the automation of the company's internal processes is typical, and solutions that use the Internet to optimize the work of companies are offered by a relatively small number of companies.

Therefore, the "Sail on-line" solution is also quite unique. Thanks to its use, the company gets the opportunity to create a common information space and simplify the processes of orders and purchases. Thanks to this, the company gets the opportunity to integrate SCM solutions with CRM (Customer Relationship Management) and SRM (Supply Relationship Management). This allows the company to establish sustainable relationships with all categories of partners, increasing the level of customer satisfaction, and optimizing its sales activities according to demand.

It is also worth noting that for a number of companies it is typical to use their own developments or turn to small system integrators and development companies that allow you to create individual solutions for supply control and management.

Sheremetyevo-Cargo

At the end of 1998, an agreement was concluded with the IT company for the implementation of the Boss-Corporation system, which we mentioned above, in Sheremetyevo-Cargo. By that time, Sheremetyevo-Cargo already had its own cargo management system, and with the help of the IT solution, the company planned to integrate own developments with automated systems accounting and financial analysis. IT Co. offered Sheremetyevo-Cargo a wide range of opportunities to refine and optimize the system, taking into account the specifics of the work and the needs of the enterprise. In the second half of 2000, Sheremetyevo-Cargo entered into an agreement with Diamond Communications to create a system wireless access to information system and the use of bar coding systems. Thus, the cargo company gets the opportunity to control the movement of cargo and control cargo transportation at all stages of cargo transportation.

It should be noted that at the moment there is still little objective information about successfully implemented solutions. This is due not only to the fact that domestic companies rarely use SCM solutions, but also to the fact that so far the terminology adopted in the West is rarely used in Russia. Thus, we can conclude that at present, Russian companies, along with their Western counterparts, can use or are already using the potential of the concept of logistics and supply chain management, which should enhance their competitiveness.