Lanci Snabdevanja - Definisanje i Per for Manse

The International Journal of TRANSPORT

LOGISTICS

Međ unarodni unarodni č asopis asopis

TRANSPORT I LOGISTIKA

UDC: 65.012.21:65.012.34

SUPPLY CHAINS - DEFINING AND PERFORMANCES LANCI SNABDEVANJA - DEFINISANJE I PERFORMANSE

Jelena VLAJIĆ VLAJIĆ, Milorad VIDOVIĆ VIDOVIĆ, Momč Momčilo MILJUŠ Faculty of transport and traffic engineering, Belgrade, Serbia and Montenegro

There are many papers in literature about supply chain, but these papers treated supply chain 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 several reasons – different philosophical or managerial approach, approach, different view on activities, processes or flows through supply chain. Hence, right question is: what is the supply chain at all? Supply Supply chain modeling, design or analysis depends depends on answer to previous question. 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.

Abstract:

Key words: supply chain, performance, performance measures

U literaturi se mogu naći mnogobrojni radovi o lancima snabdevanja, ali, ti radovi tretiraju lanac snabdevanja sa različ itih itih 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 različ iti iti stavovi stavovi postoje iz mnogih mnogih razloga razloga – usled razli različ itih itih filozofskih ili menadžerskih pristupa, različ itih itih 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 istič u finansijsku komponentu, ali drugi kritikuju to stanovište istič ući da ono samo za sebe nije dovoljno. Oni istič u da finansijske performance ne istič u kvalitet ili neke druge elemente lanca snabdevanja kao što su opsluga opsluga korisnika i fleksibilnost. Stoga, svrha ovog rada je da pruži širi pregled problematike upravljanja lancima snabdevanja, njihovih karakteristika, performansi i najćeš č i h mera čih performansi lanca snabdevanja u relevantnoj literaturi. Apstrakt:

Ključ ne ne reč i: i: lanac snabdevanja, performanse, mere performansi

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1 INTRODUCTION

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1 UVOD

A great popularity of supply chain management Upravljanje lancima snabdevanja i uopšte oblast as well as fields that are covered by supply chain koju pokrivaju lanci snabdevanja danas uživa naučnoj i struč stručnoj javnosti, exists nowadays not only in scientific and veliku popularnost u nauč professional community, but also in practical kao i u praksi. Uprkos tome, ta velika oblast još domains as well. In spite of that, the fact that this uvek nije jasno definisana, što u mnogome large field has not been jet defined clearly, makes otežava sagledavanje lanaca snabdevanja u cilju difficult supply chains overview, which is a njihovog projektovanja ili analize. Primena i necessity for their design and analysis. Applying najboljih metoda i tehnika ne može dati dobre početku nije even the best methods and techniques can not rezultate ukoliko na samom poč sačinjava sam lanac (koji uč učesnici, give good results if the supply chain itself has not definisano šta sač been defined at the very beginning (i.e. what šta su njihovi resursi, koliki su njihovi participants, which resources, how big their potencijali, gde se oni nalaze, koji se procesi način se realizuju robni, potentials are, their locations, process types, the odvijaju u njemu, na koji nač way in which goods, information and financial informacioni i finansijski tokovi i dr.), na koji način se upravlja lancem (ko donosi odluke, koje flows are realized etc): the way supply chain is nač upravljačke strategije se koriste, koliki uticaj se managed (who makes decisions, which upravljač management strategies are used, what impact može vršiti na pojedine članove lanca i dr.), kako could be made on certain chain members etc), odrediti uspešnost funkcionisanja lanca (koje how to estimate efficiency of supply chain performanse pratiti, kako i gde izvršiti njihovu (which performances should be observed, how kvantifikaciju, kako postaviti ciljne performanse, Očigledna and where their quantification should be made, in kako sprovoditi benchmarking i sl.). Oč which way final performances are settled, a važnost navedenih pitanja se vidi u velikom broju naučnih i struč stručnih radova u ovoj manner in which benchmarking is carried out objavljenih nauč etc). Having in mind a great number of published oblasti. Tu nastaje drugi problem – iako obimna, scientific papers covering this domain, the prisutna literatura daje različite odgovore na importance of questions mentioned so far is postavljena pitanja, jer ne postoje standardi niti prihvaćena pravila i definicije. obvious. In the same time, another problem opšte prihvać arose: having no standards or wider accepted rules and definitions, literature, although comprehensive, gives different answers on questions made. SUPPLY CHAIN

Which are the key participants? Na kakvom tržištu posluje? Which are the key bussines processes? Koje se upravljač upravljačke strategije prim pri menjuju? Koje su ključ ključne performanse? Koje mere performansi? Kako merenje sprovoditi kod uč učesnika?

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Figure 1 Crucial questions from supply chain domain slika 1 Suštinska pitanja u domenu lanaca snabdevanja

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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.

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. SUPPLY CHAIN AND SUPPLY CHAIN MANAGEMENT DEFINING

2. DEFINISANJE LANCA SNABDEVANJA I UPRAVLJANJA LANCEM SNABDEVANJA

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 earlierfrom the place of raw material supply till the place of demand, i.e. final user, is called supply chain, demand chain or value chain..

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.

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?».

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 Traditional versus modern supply chain

2.1 Tradicionalan versus savremeni lanac snabdevanja

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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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,


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.).

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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)

Seller's market; Low competition; Market Moistly national oriented; “Static” market; Small assortment; Long life cycle; Products Low technology; Product price domination; Full capacity load, but low flexibility; Large lot sizes; Long lead times; Production Low costs; Make instead of buy; Large number of suppliers; High service level, but high inventory, too; Service Slow logistics process; level Slow transport time; Manual data processing; Information Paper administration; technology Classic way of data transfer; Production oriented; Enterprise Functional specialization; strategy Classic, hierarchical, administrative management; 

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In traditional supply chains pushed flows 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):

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Buyer's market; Keen competition; Global oriented; “Dynamic” market; Wide assortment; Short life cycle; High technology; Product quality domination; Full capacity load, but high flexibility; Small lot sizes; Short lead times; Low costs; Buy instead make; Small number selected suppliers; High service level, but low inventory; Quick logistics process; Quick transport time; Electronic data processing; Paperless; Electronic way of data transfer; Market oriented; Process oriented; Supply chain management;

Naime, u tradicionalnom lancu snabdevanja 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):


-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); 89

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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 pove ćana 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


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& 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.

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 Supply chain and supply chain management definitions – literature overview

2.2 Pregled definicija lanca snabdevanja i upravljanja lancem snabdevanja u literaturi

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.

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.

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:

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:

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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). 91

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 … 

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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. 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. 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. 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. 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. 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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Christopher - u lanac Po (1994), snabdevanja predstavlja mrežu organizacija koje su povezane dvosmerinim vezama, različitim procesima i aktivnostima koje stvaraju vrednost u obliku proizvoda i usluga za krajnjeg korisnika. 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. 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. 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. 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. 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.


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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. 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. 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. 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). 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. 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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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. 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. 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. 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). 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. 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.


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).

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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).

From the given review, it can be concluded that Iz datog pregleda, može se zaključiti da još uvek ne there is no generally accepted supply chain postoji opšte prihva ćena definicija lanca 2 definition neither its management definition . snabdevanja, niti njegovog upravljanja4. Prema According Vlajić, (2005), that is a consequence Vlajić, (2005), to je posledica kompleksnosti i of supply chain complexity and diversity – raznovrsnosti lanaca snabdevanja – u odnosu na concerning product/industry type and vrstu i karakteristike proizvoda/industrije, ciljno characteristics, target market (national or global), tržište (nacionalno ili svetsko), politiku i izvore politics and supply resources, number of snabdevanja, broj članova i njihov uticaj na rad members and their influence on chain lanca, njihovu geografsku poziciju, veličinu, načine functioning, geographical position, dimension, realizacije informacionih tokova, obuhvaćenost ili way of information flow realization, comprising neobuhvaćenost finansijskih i povratnih robnih or not comprising financial and reverse goods tokova i sl. Ipak, može se zaključiti da lanac flows etc. Yet, it can be concluded that supply snabdevanja obuhvata sve učesnike od početnog chain comprises all participants from starting snabdevača, pa do krajnjeg korisnika, koji su supplier to final user, all connected by material povezani: tokom materijala, povratnim tokom and reverse material flaw, information flaw materijala, informacionim tokovima (upravljačkim i (managing and controlling), and financial flaw. kontrolnim) i finansijskim tokovima, a da se Also, it can be concluded that supply chain upravljanje lanacem snabdevanja odnosi na management is related to all members activities integraciju, koordinaciju i sinhronizaciju aktivnosti and processes integration, coordination and i procesa kod svih učesnika lanca na različitim synchronization, on different levels from nivoima – od strateških, preko taktičkih, pa do strategically, tactical to operational activities, 3

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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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Prema njima, definicije upravljanja lancem snabdevanja se mogu klasifikovati na tri kategorije: kategorija upravlja čke filozofije, kategorija implementacije upravljačke filozofije i niz upravlja čkih 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).


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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.

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. Components of supply chain

2.3. Komponente lanca snabdevanja

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:

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 čitim poslovnicama koje se nalaze na razli 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:

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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; 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;

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Seven key bussiness processes in supply chain are identifyed by members of Global Supply Chain Forum ( Lamber t, 1998)

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Strukture lanca snabdevanja, kojom se identifikuju ključni članovi lanca, utvr đuje se strukturna dimenzije mreže i tipovi poslovnih veza u procesima; 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; 

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Supply chain management components, which Upravljačkih komponenti u lancu, koje se are defined through visible and measurable definišu kroz vidljive i merljive komponente components by which management and control preko koji se realizuje upravljanje i kontrola are realized (physical and technical group) and (fizička i tehnička grupa) i komponente koje components that describe organizational opisuju organizaciono ponašanje (upravljačke i behavior (managerial and behavioral behaviorne komponente). components). Ovakav pristup sagledavanju lanaca This approach to supply chain overview enable snabdevanja omogućava potpuno sagledavanje complete overview of the most important elements najvažnijih elemenata iz kojih se sastoji lanac, that create supply chain, and by which it is possible a na bazi kojih je moguće razviti koncept lanca, to develop chain concept, define its scope from the definisati njegovu obuhvatnost sa aspekta aspect of participant as well of goods, information učesnika i robnih, informacionih i finanskijskih and financial flaws, that is modeling process tokova, što predstavlja polaznu tačku za starting point. modeliranje. 

3. PERFORMANSE LANACA SNABDEVANJA

3 SUPPLY CHAIN PERFORMANCES

Various approaches to defining supply chain U literaturi se mogu naći različiti pristupi definisanju performansi lanaca snabdevanja, performances, their categorization, quantification, etc. can be found in literature. In njihove kategorizacije, kvantifikacije i slično. U this section, subject of key chain performances ovoj tački biće ukratko predstavljena selection will be presented with overview of problematika izbora ključnih performansi lanca performances and performance measures which sa pregledom performansi i mera performansi are being tracked on chain level, namely units koje se najčešće prate na nivou lanca, to jest ćeni which appear in papers dedicated to theoretical pojavljuju u radovima koji su posve problems of performances’ selection and teorijskoj problematici izbora performansi i adekvatnih mera performansi. adequate performance measurement. 3.1 Pristupi definisanju i kategorizaciji performansi lanca snabdevanja

3.1 Aspects of supply chain performances defining and categorization

Many papers dedicated to performance analysis U raspoloživoj literaturi se može naći mnogo and classification (mostly at single company radova posvećenih analizi i klasifikaciji level) can be found in available literature, but performansi (najčešće na nivou jedne kompanije, there is only a small number of researches ali je malo istraživanja bilo posvećeno merama ( i i dedicated to supply chain performances measures performansi lanaca snabdevanja Lambert Pohlen, 2001). ( 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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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


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: 

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Soft performance measures usually represents customer perception about customer service and they are related to effectiveness and efficiency; 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). In papers where logistic systems are viewed from the aspect of system theory, logistic performances can be classified on (Vidović, 1997.): internal (they represent "inner" characteristics of logistic subsystems and relate to technicaltechnological, organizational, economical and other relevant characteristics of this systems); 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 utvr đivanje 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. Chow -u Prema 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: 

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meke performanse najčešće predstavljaju percepciju korisnika o realizovanoj usluzi i govore o efektivnosti i efikasnosti; 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). U radovima u kojima se logistički sistemi posmatraju sa aspekta teorije sistema, logističke performanse se mogu klasifikovati na (Vidović, 1997.): interne (predstavljaju "unutrašnje" karakteristike logističkih podsistema i odnose se na tehničko-tehnološke, organizacione, ekonomske i druge relevantne karakteristike ovih sistema); 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


logistical processes and their relation to the ecosystem, techno-exploitation performances, 7 service level and logistical costs;

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logističkih procesa i odnos prema ekosistemu, tehno-eksploatacione performanse, servis stepen9 i logistički troškovi;

Frazelle (2002) categorize performances Frazelle (2002) kategorizuje performanse prema according to logistic activities8: financial, quality logističkim aktivnostima10 i to na performanse u and productivity performance measures and cycle finansijskom i kvalitativnom domenu, domenu time performance measures. produktivnosti i performanse koje se mere u odnosu na vremensku komponentu. Concerning the fact that supply chain is a broader system than logistics, performances and their S obzirom da je lanac snabdevanja širi sistem u measures which will match the nature of the odnosu na logistiku, potrebno je razmotriti i chain should be considered. However, there are definisati performanse i njihove mere koji će many problems related to the field: (Vlajić , odgovarati prirodi lanca. Međutim, postoji više 2005): problema koji se dotiču ove oblasti (Vlajić, 2005): 1. Problem of identifying, defining and monitoring performances on supply chain 1. Problem identifikovanja, definisanja i level , which comes from different definitions praćenja performansi na nivou lanca , koji of supply chain, and therefore the processes proizilazi iz razli čitog definisanja lanca which are realized in it. Besides, many snabdevanja, a samim tim i procesa koji se u techniques and measures described in njemu realizuju. Pored toga, mnoge tehnike i literature are designed for performance mere koje su opisane u literaturi su measurement development in companies, but namenjene za razvoj mera performansi za not for supply chains; kompanije, a ne za lance snabdevanja; 2. Problem of selection performances measures 2. Problem izbora mera za vrednovanje for evaluation of supply chain, it's members performansi lanca snabdevanja, njegovih or member groups from the aspect of članova ili grupacija članova sa aspekta meaning, computing method, data gathering značenja, načina proračunavanja, sakupljanja and likewise. Measures selected as podataka i sl. Izabrane mere za vrednovanje performance measures must be viewed from performansi se moraju posmatrati sa istog the same aspect in the whole chain and with aspekta u celom lancu i kod svih učesnika; all members; 3. Problem identifikacije i definisanja mera performansi, kao i sprovođe nja merenja 3. Problem of identification and performance shodno potrebama individualnih kompanija, measures definition, and measurement conducting pursuant to needs of individual pri čemu se njihovi rezultati (najčešće) ne companies, where their results (most often) dele sa ostalim učesnicima lanca - gubi se iz are not shared with other chain members – it vida da svaki učesnik dodaje vrednost is overlooked that every member adds value proizvodu/usluzi za krajnjeg korisnika i da to a product/service for the final customer, fokus treba biti na krajnjem korisniku; mere and that the focus should be put on the final performansi moraju biti tako definisane da customer; performance measurements must odražavaju zajedničke ciljeve svih, a ne samo be defined so that they reflect common goals jednog učesnika u lancu; of all, not only one chain member. 4. Problem koji nastaje kada usled 4. Problem which arises when, due to the kompleksnosti procesa koji se realizuju u complexity of process which is being realized lancu snabdevanja nije moguće primeniti samo jednu meru performansi, već se mora in the supply chain, it is not possible to apply ći sistem mera only one performance measure , but primeniti odgovaraju corresponding system of performance performansi (kao što su proračunske šeme, measurements has to be applied (like 9 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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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.


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computation schemes, schemes based on šeme bazirane na pravilima ili ciljne šeme); rules, or targeted schemes); performance sistem mera performansi se sastoji iz više measurement system consists of several različitih mera performansi koje su povezane different performance measures which are različitim relacijama; connected with various relations; 5. Problem č este primene samo finansijskih performansi u praksi koje ne daju 5. Problem of frequent use of only financial performances in practice which do not give sveobuhvatnu sliku kvaliteta funkcionisanja the whole picture of supply chain functioning lanca snabdevanja (tek sa primenom nekih quality (only when some no financial nefinansijskih performansi se može uočiti measures are applied relations with physical povezanost za realizacijom fizičkih procesa processes, and material flows may be tj. materijalnih tokova u lancu snabdevanja); perceived) 6. Problem retrospektivnog tretiranja mera performansi (obično samo u kontrolne 6. Problem of retrospective performance measures treatment (usually just for control svrhe), a ređe razmatranje mera perfomansi u purposes), and rarely viewing performance kontekstu budućeg razvoja lanca snabdevanja measures in context of future supply chain itd. management development, etc. Može se zaključiti da nedostatak odgovarajućih It can be concluded that a lack of adequate mera performansi u lancu snabdevanja, performance measures in supply chains, wrong or pogrešnog ili rali čitog načina njihove different way of their quantification, results in kvantifikacije rezultuje greškama u ispunjavanju mistakes in fulfilling consumer demands and/or zahteva korisnika i/ili njihovih očekivanja, consumers expectations, in local performance lokalnom optimizacijom performansi jednog optimization of a single chain member or a single učesnika lanca ili jedne celine u kompaniji, group in a company, in missed possibilities for ispuštenim mogućnostima za podizanje boosting chain competivity and in conflicts in konkurentnosti lanca i konfiliktima u lancu supply chains. ( Lambert and Pohlen, 2001.) snabdevanja ( Lambert i Pohlen, 2001.) 3.2 Defining of supply chain performances and performance measures – literature review

3.2 Definisanje performansi i mera performansi lanca snabdevanja – pregled literature

Besides traditional question of "what to measure", "when to realize the measuring" and Pored tradicionalnih pitanja »šta treba meriti«, "how to realize the measurement", the problem of »kad realizovati merenje« i »kako realizovati performances and performance measures merenje«, problematiku utvr đivanja, definisanja i identification, defining and tracking in the supply praćenja performansi i njihovih mera u lancu chain complicates even more the complexity of snabdevanja usložnjava kompleksnost samog the chain. According to Beamon (1999), supply lanca. Prema Beamon-u (1999), mere chain performance measurements must have performansi lanca snabdevanja moraju imati following characteristics: sledeće karakteristike: 

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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. Universality: performance measures should allow comparison under various operating conditions, so that comparison by concurrent systems can be achieved. 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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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. Univerzalnost : mere performansi treba da budu poredive u različitim uslovima rada sistema, kako bi se omogućilo poređenje sa konkurentskim sistemima. Merljivost : svi podaci na kojima se bazira merenje performansi moraju biti merljivi, kako bi se omogućilo tačno i pravovremeno vrednovanje performansi.


Consistency: performance measures must be consistent with organization goals, so that an overview of the whole supply chain performances can be achieved with organization goals in mind

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.

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Konzistentnost : mere performansi moraju biti konzistentne sa ciljevima organizacije, kako bi se omogućio uvid u performanse celog lanca snabdevanja sa uvažavanjem organizacionih ciljeva

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 Stadler -a (2001), 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 klu č n ih performansi u lancu snabdevanja prema autorima

Author/performance

Stewart (1995) Beamon (1999) Stadler and Kilger (2002) Gunasekaran at all (2004)

e c n a y r m e r v o i l f e r e D P

n i a . h i v C s y n l o p p p s u e S R

*

* * * *

* *

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):

d s e n i a r o s t t n e s e s v n A I

* * *

s t s o C

n o f y i o t t a z e i i v l i m t i c a T a e r

y t i l i b i x e l F

*

*

*

*

* * * *

n y i o t i t c a z a i p l a i t C u

*

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 ve ćini 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

Delivery Performance Supply Chain Responsiveness Assets and Inventories Costs

Performance measures

Service level

Order fill rate

Flexibility

Planning cycle time

Asset turns

Inventory turns

Cost of goods sold

Warranty costs

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On time delivery Order lead time Inventory age

Forecast accuracy

Order lead time


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.

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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 Processes

Plan

Source

Strategic level

- Level of customer perceived value of product, - Variances against budget, - Order lead time, - Information processing cost, - Product development cycle time, - ... - Supplier lead-time against industry norm, - Quality level - Cost saving initiatives, - Supplier pricing against market - ....

Make/Assemble - Range of products and services

Deliver

- Flexibility of service

system to meet customer needs, - Effectiveness of enterprise distribution planning schedule - ...

Performance Measures Tactical level

- Customer query time, - Product development cycle time - Accuracy of forecasting

techniques, - Planning process cycle time - Planning process cycle time, - Order entry methods, - Human resource productivity - ...

- Efficiency of purchase order cycle

time, - Supplier lead-time against industry norm, - Supplier pricing against market, - Efficiency of cash flow method, - Capacity flexibility - ... - Percentage of defects, - Cost per operation hour, - Capacity utilization, - ... - Flexibility of service system to

meet customer needs, - Effectiveness of enterprise distribution planning schedule - Percentage of finished goods in transit, - Delivery reliability performance - ...

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Operational level

- Order entry methods, - Human resource

productivity - ...

- Supplier pricing against

market, - Adherence to developed schedule - Ability to avoid complaints - ... - Percentage of defects, - Cost per operation hour, - Human resource

productivity index - ... - Delivery reliability performance - Quality of delivered goods, - On time delivery of goods, - Percentage of urgent deliveries, - ...


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.

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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 Considering given performance overview, basic tekstu će biti ukratko date osnove definicije i mere definitions and key performances measurements ključnih performansi – performanse isporuke, will be presented further in the text – delivery, performanse fleksibilnosti, performanse troškova i flexibility, costs and asset performance. performanse kapitala. 3.2.1. Delivery Performance

3.2.1. Performansa isporuke

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.

Performansa isporuke je jedna od najvažnijih performansi lanca snabdevanja. Zna čaj 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.

Service level can be seen as:

Opsluga korisnika, se može izraziti kao:

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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), 102

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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


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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. 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. Time and quantity oriented measure (γservice 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-torequest performance – high inventory level enable high customer service level (Mason Jones and Towill , 1999)

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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. 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. 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.)

Order fill rate is measure similar to α-service Stepen ispunjavanja narudžbine korisnika se level. According to Stadler and Kilger (2002), može tretirati slično kao i i α nivo opsluge this measure can be described as the percentage korisnika. Prema Stadler -u i Kilger -u (2002) ona of ship-to-stock orders shipped within 24 hours. predstavlja procenat isporuke traženih proizvoda sa zaliha u toku 24h. On time delivery is another measure of delivery performance and this measure can be seen from Pravovremenost isporuke je takođe jedna od two aspects: mera performansi isporuke, a koja se može tretirati sa dva aspekta: Customer’s aspect – on time delivery (Delivery-to-request date) is defined as the Korisnički aspekt – pravovremenost isporuke proportion of orders delivered on or before se definiše kao procenat narudžbina koje se the date requested by the customer (Stewart, mogu isporučiti pre ili u vremenskom 1995; Stadler and Kilger 2002). A low trenutku koji je zahtevao korisnik (Stewart, percentage of on time deliveries indicates 1995; Stadler i Kilger, 2002). Nizak procenat that the order promising process is not pravovremenih isporuka ukazuje na synchronized with the execution process in nesinhronizovanost obećanog roka isporuke transport and/or production (Stadler and 

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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. Vendor's aspect - on time delivery (Deliveryto-commit date) is defined as is the percentage of orders that are fulfilled on or before the original schedule or committed date (Stewart, 1995).

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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. Gledano sa aspekta isporučioca, prema Stewart -u (1995), ona se definiše kao procenat narudžbina koje su ispunjene pre ili đenom po predvi rasporedu/obećanom trenutku isporuke. 

Forecast accuracy measures the ability to Tač nost prognoze meri tačnost prognoziranja forecast future demands and it relates forecasted budućih zahteva i sagledava se iz odnosa čina i stvarnih količina quantities to actual quantities (Stadler and Kilger , prognoziranih koli 2002). Low forecast accuracy have different (Stadler i Kilger , 2002). Niska tačnost prognoze consequences on supply chain (for example, ima mnogobrojne posledice po rad lanca Bullwhip effect appearance – Vlajić, 2005). snabdevanja (na primer, pojava Bullwhip efekta Vlajić, 2005). From the customer point of view, order lead-time represent average time interval from the date the Sa korisničkog aspekta, ciklus narudžbine čan vremenski interval od order is placed to the date the customers receives predstavlja prose the shipment (Stadler and Kilger , 2002; trenutka plasiranja narudžbine do trenutka Gunasekaran at all, 2004). Time span of order isporuke robe korisniku (Stadler i Kilger , 2002; cycle can influence the supply chain concurrency Gunasekaran i ostali, 2004). S obzirom na in many ways, concerning the characteristics of karakteristike savremenog tržišta, dužina ciklusa the modern market. narudžbine može u mnogome uticati na konkurentnost lanca snabdevanja. 3.2.2. Supply Chain Flexibility 3.2.2. Fleksibilnost lanca snabdevanja

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 104

Određivanje ciklusa različitih procesa u lancu snabdevanja predstavlja preduslov za definisanje i kvantifikovanje performanse isporuke tj. neke od njenih mera. Pored toga, utvr đivanjem 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


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stability in changing conditions, i.e. Sapir , 2003.). Sama fleksibilnost se sa tog aspekta indeterminacy ( Barad and Sapir , 2003.). može posmatrati kao strategija za poboljšanje Flexibility alone can be viewed from this aspect odziva sistema na promene i može se posmatrati u as a strategy for improving system response on odnosu na obuhvatnost lanca i brzinu odziva (izvor changes and can be looked at against supply – Beamon, 1999). chain range and response (source – Beamon, 1999). Sa aspekta obuhvatnosti, fleksbilnost se može meriti kroz broj različitih varijanti preko kojih Range dimension of flexibility measures the se sistem može adaptirati (povezuje se variety of available alternatives for the efektivnošću sistema) ( Barad i Sapir , 2003); system adaptation (associated with the alternative se mogu odnositi na mogućnosti system effectiveness) ( Barad and SAPI , promene u samim elementima sistema (na 2003); alternatives can be related to primer, promene tehnoloških elemenata, possibility of change in the elements of promene u transportnoj mreži i sl.) i u domenu system themselves (i.e., to changes of planiranja i upravljanja (na primer u domenu equipment, changes in transport network, rutiranja proizvoda sa aspekta mašina u etc.) and in area of planning and management proizvodnom pogonu, u domenu marketinga za (i.e., in routing of products from the aspect of zadatke uvođenja novog proizvoda na tržište, u machines at production plant, in marketing domenu zahtevane proizvodnosti sistema i sl.) for placing a new product to market, in the Sa aspekta odziva, fleksibilnost12 se može area of reaching needed productivity, etc.) meriti kroz brzinu kojom se može realizovati 11 The response dimension of flexibility adapatacija sistema na novonastale uslove, a measures the easiness with which the koja se može izraziti kroz vreme reakcije ili adaptation can be carried, in terms of the troškove reakcije (povezuje se sa efikasnošću reaction time or cost needed to respond to the sistema). change that occurred (associated with the system efficiency). Oba aspekta fleksibilnosti se mogu primeniti za odredjivanje fleksibilnosti lanca snabdevanja, pri Both flexibility aspects can be used for cemu se mogu posmatrati razlicite vrste determination supply chain flexibility, while fleksibilnosti – u odnosu na kolicine (mogucnost different types of flexibility can be observed – in promene obima proizvodnje), isporuku (mogucnost regard to quantity (the ability to change the promene planiranih datuma isporuke), proizvodni output level of products produced), delivery (the miks (mogucnost promene proizvodnog miksa) i ability to change planned delivery dates), mix razvoj proizvoda (mogucnost (the ability to change the variety of products uvodjenja/modifikacije i proizvodnje novog produced) and new product (the ability to proizvoda), izvor – Beamon (1999). introduce/modify and produce new products), source – Beamon (1999). Prema Stewart -u (1995), fleksibilnost gledana kroz vreme odziva lanca snabdevanja obuhvata zbir According to Stewart (1995), supply chain sledećih vremenskih perioda: response time, as one aspect of flexibility, comprises several periods: Vremenski period potreban za prenos prognoze do proizvođača gotovih proizvoda, [dana]; Days to communicate new forecast to endVremenski period potreban za prenos podataka product plants, [days]; o prognozi do internih snabdevača koji Days to communicate new forecast dostavljaju neophodne materijale do implications to internal feeder plants, if any, proizvođača (ako ih ima), [dana]; [days]; Prosečan vremenski period potreban za Average days required to source and make realizaciju snabdevanja i proizvodnje (pod product (assuming zero starting inventory), pretpostavkom da je početni nivo zaliha jednak [days]; nuli), [dana]; 

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This is the way how Stadler and Kilger, 2002 define the supply chain response

Stadler i Kilger, 2002 na ovaj na čin definišu odziv lanca snabdevanja

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Average lead time in days required to fill a customer’s order [days].

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Prosečan vremenski period roka isporuke neophodan za realizaciju narudžbine korisnika, [dana].

Influencing on reduction of any of listed times, greater speed of chain response is Uticajem na smanjenje bilo koje od navedenih gained, i.e. its flexibility grows. Of course, a vremena, postiže se veća brzina odziva lanca tj. great impact of modern informatics povećava se njegova fleksibilnost. Naravno, u technology on supply chain response can be ovom domenu se može videti veliki uticaj primene seen here. savremenih informacionih tehnologija na odziv lanca snabdevanja. Supply chain responsiveness can be monitored through customer order path, which can be Odziv lanca se može pratiti i kroz identifikaciju defined as time spent in different channels by putanje narudžbine, koja predstavlja vreme koje customer order (Gunasekaran at all, 2004.). narudžbina provede u različitim kanalima By identification and quantification of those (Gunasekaran i ostali, 2004.). Identifikacijom i times we can detect problem areas. For kvantifikacijom tih vremena se mogu uočiti example, non-value adding activities can be problemske čke. ta Na primer, mogu se identified, and by their removal the chain identifikovati aktivnosti koje ne dodaju vrednost, a response grows on one side, and system costs njihovim otklanjanjem se povećava odziv lanca sa cut on the other side. jedne strane i smanjuju troškova u sistemu sa druge strane. Besides listed aspects of supply chain flexibility observation, there are others – for Pored navedenih, postoje i drugačiji aspekti instance, when the flexibility is set as a goal posmatranja fleksibilnosti lanca snabdevanja – na which should be accomplished by deploying primer, kada se fleksibilnost postavi kao cilj koji se various strategies ( Alfredsson and Verrijdt, treba postići sprovođenjem različitih strategija 1999.; Barad and Sapir, 2003), for example: ( Alfredsson i Verrijdt, 1999.; Barad i Sapir, 2003), direct shipping, transshipment and kao što su strategija direktne isporuke, strategija postponement strategy. transshipment-a, strategija postponement-a. 3.2.3. Assets and Inventories

3.2.3. Kapital i zalihe

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:

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:

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. Cash-to-cash cycle time, which is a composite metric describing the average days

Obrt kapitala, koji se definiše kao odnos prihoda i ukupnog kapitala (Stadler i Kilger , 2002). Ova mera peformansi se najčešće koristi za utvr đivanje efikasnosti kompanije pri radu sa kapitalom, uz respektovanje grane industrije kojoj kompanija pripada. Obrt novca, koja predstavlja izvedenu meru, a opisuje prosečan broj dana potreban da se izvrši

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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.

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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.

Usual performance measures in domain of Uobičajene mere performansi u domenu zaliha sa inventories from the physical aspect are: fizičkog aspekta su: 

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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.). 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. 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).

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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.).. 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 utvr đivanje visokog nivoa zaliha (ali uzeta sa respektom na vrstu i karakteristike proizvoda), identifikaciju zaliha koje su zastarele i nisu neophodne i sl. Proseč an 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).

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.

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3.2.4. Costs

3.2.4. Troškovi

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.

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.

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.

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), 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.

Ballou (2004) međutim pod ukupnim troškovima lanca snabdevanja smatra sumu troškova kod svih članova lanca, a za njega su to troškovi čivanja i obrade proizvodnje, transporta, naru narudžbina, zaliha, i naknadne isporuke, ali ne uzima u obzir troškove skladištenja.

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

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,

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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.

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 The costs can be presented through different kvaliteta proizvoda. performance measures (regarding to different cost types, different cost carriers, different Troškovi se mogu iskazati preko različitih mera accounting methods, ...) For supply chains, performansi (respektujući različite vrste troškova, supply chain overall costs should be tracked, različite nosioce troškova, različite načine but business process costs (which depend on obračunavanja, ...). Za lance snabdevanja, potrebno supply chain structure) should not be je pratiti ukupne troškove lanca, ali i troškove po forgotten – in general: costs of supply poslovnim procesima (koji zavise od strukture lanca (purchase), production costs, inventory- snabdevanja) – generalno gledano: troškove related costs, transport and distribution costs, snabdevanja (nabavke), troškove proizvodnje, storage processes costs, information troškove vezane za zalihe, troškove transporta i technologies costs. Besides these cost groups, distribucije, troškove skladišnih procesa, troškove for specific supply chain types it is relevant to informacionih tehnologija. Pored navedenih grupa monitor some other costs too, like costs of troškova, za određene tipove lanaca snabdevanja warranty, which indicate the product quality. relevantno je pratiti i neke druge troškove, kao što su Although warranty costs depend highly on na primer troškovi garancije, kojima se ukazuje na how warranty processing is carried out, it may kvalitet proizvoda. Oni u velikoj meri zavise od help to identify problem areas (because uslova garancije, ali se mogu koristiti za superior product quality is not a typical supply identifikaciju problemskih tačka (naročito zato što chain feature, but a driving business principle tipična karakteristika lanca snabdevanja nije in general), (Stadler and Kilger, 2002). superioran kvalitet proizvoda, nego vodeći poslovni principi uopšteno), (Stadler i Kilger, 2002). 3.2.5 Other performances and performance measures

3.2.5. Ostale performanse i mere performansi

Pored navedenih performansi, u literaturi se One performance, used very often is Supplier mogu naći radovi koji obrađuju performanse i performance measures which is typically applied mere performansi koje se ne mogu direktno for supplier selection. Besides listed svrstati u prethodno navedene. Jedna od često performances, papers that treat performances and korišćenih je performansa snabdevača, koja se performances measures that can not be directly tipično primenjuje pri izboru snabdevača18. Njene assorted in previously list can be also found in mere performansi su obično bazirane na varijaciji literature17. Supplier performance measures are cena usluge/proizvoda, broju otkazanih isporuka i

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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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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.

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.

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.

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. CONCLUSION

4. ZAKLJU ČAK

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,

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

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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Izbor snabdevača predstavlja posebnu problematiku u domenu upravljanja lancima snabdevanja. 22 U literaturi se opisuju razli čiti 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 izme đu 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 izme đu partnera postoji određeni stepen medjuzavisnosti (Gunasekaran i ostali, 2004) itd


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.

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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.

The problem of chain definition complicates its modeling, and indirectly influencing on Problem definisanja lanaca snabdevanja otežava performance and performance measurement njegovo modeliranje, a indirektno utiče i na izbor choice. Besides, a single question is related to the performansi i mera performansi lanca. Pored very approach to the modeling. Three main toga, posebno pitanje se vezuje za sam način approaches to modeling where presented in this modeliranja. U radu je sažeto ukazano na tri paper, with a bit more detailed overview of glavna pristupa modeliranju, uz malo detaljniji literature related to the key supply chain pregled literature koji se odnosi na izbor ključnih performances choice and the description of their performansi lanca snabdevanja i opis njihovih possible measurements. Majority of authors agree mogućih mera. Većina autora se izjašnjava da su, that, on global level, key performances include: globalno gledano, ključne performanse lanca total chain costs, chain flexibility, customer snabdevanja: ukupni troškovi lanca, fleksibilinost service level, capital and reserves. It should be lanca, nivo opsluge korisnika, kapital i zalihe. noted that the identification of key performances Međutim, u brojnim radovima koji se direktnije đenih lanaca and method of their quantification depends on bave analizom rada odre characteristics of the very chain (its structure, snabdevanja se ističe da identifikacija ključnih chain members connection, number and types of performansi i način njihove kvantifikacije zavisi business relationships and processes in the chain, u mnogome od karakteristika konkretnog lanca management elements, the market that the chain (njegove strukture, povezanosti učesnika u lancu, works in, product types and characteristics, broja i tipova poslovnih veza i procesa u lancu, industry, etc.) as emphasized in many papers upravljačkih elemenata, tržišta na kome posluje which are more directly dealing with analysis of lanac, tipova i karakteristika proizvoda, industrije certain supply chains. itd). The paper indicates some of the problems in the Rad ukazuje na nekoliko problema u oblasti field of supply chains. The solutions to this lanaca snabdevanja. Rešenja ovih problema leže problems lie in future research and studies on this u budućim istraživanjima i studijama na ovu subject, which will develop a standard definition temu koja bi sa jedne strane proizvela standardnu of supply chain, supply chain management on definiciju lanca snabdevanja, upravljanja lancem one hand; and on the other hand, develop a clear, snabdevanja, a sa druge strane proizvela jasnu, generic methodology of supply chain modeling opštu metodologiju modeliranja lanaca and references for the selection of adequate snabdevanja i preporuka za izbor odgovarajućih performances and ways of their quantification. performansi i načina njihove kvantifikacije.

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[25] Stewart, G.: Supply chain performance benchmarking study reveals keys to supply chain

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excellence. Logistics Information Management, Vol. 8., No. 2., pp. 38-44., 1995 [26] Tan, Keah, Choon,: A framework of supply chain management literature. European Journal of Purchasing & Supply Management, 7, pp. 39 – 48., 2001 [27] Tempelmeier, H.: Inventory service-levels in the customer supply chain. OR Spektrum, Springer – Verlag, No. 22, pp. 361 – 380, 2000 [28] Thomas J. D., Griffin M. P.: Coordinated supply chain management. European Journal of Operation Research, 94, pp. 1 – 15, 1996 [29] Vešović, V. B.: Organizacija saobraćajnih preduzeća. University of Belgrade, The faculty of traffic and transportation engineering, Belgrade; 1998 [30] Vidović, M.: Possibilities for improvement in performances of logistic systems by optimization of operational planning of some classes of reloading processes. Doctoral disertation, University of Belgrade, The faculty of traffic and transportation engineering, 1997 [31] Vlajić, J.: Modelling influence of information flows to supply chain performance. master thesis, University of Belgrade, The faculty of traffic and transportation engineering, 2005 [32] Vukićević, S., “Skladišta”, Preving, Belgrade, 1995 [33] www.cscmp.org;

Reviewal / Recenzija: prof. dr Dragoslav Kuzmanović

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Lanci Snabdevanja - Definisanje i Per for Manse

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